PROFITABILITY

The general aviation and business aircraft manufacturer was interested in improving the performance of a business unit in which it had made a large capital investment in plant, facilities, tooling, and training, with government support linked to job creation in an underdeveloped region. This modern aircraft assembly plant was not achieving desired returns on investment, and product line margins were unacceptable. The consultant led a cross-functional team from strategy, business development, sales and marketing, supply chain management, finance, operations, and engineering over a 30-day period, ultimately leading to recommendations and a presentation to the CEO of the parent company.