Check out our FREE Resources page – Download complimentary business frameworks, PowerPoint templates, whitepapers, and more.







Flevy Management Insights Case Study
Operational Efficiency Redesign for Aerospace Manufacturer in Competitive Market


Fortune 500 companies typically bring on global consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture, or boutique consulting firms specializing in Process Analysis and Design to thoroughly analyze their unique business challenges and competitive situations. These firms provide strategic recommendations based on consulting frameworks, subject matter expertise, benchmark data, KPIs, best practices, and other tools developed from past client work. We followed this management consulting approach for this case study.

Reading time: 6 minutes

Consider this scenario: A firm in the aerospace sector is grappling with prolonged product development cycles and escalating costs.

Despite being a market leader, the organization has been unable to meet the increasing demands for innovation and efficiency. With competition intensifying, the need to overhaul their process analysis and design has become critical to maintain their market position and profitability.



In light of the current situation, one could hypothesize that the root causes of the organization's challenges may be outdated process workflows, a lack of integration between design and manufacturing teams, or perhaps an insufficient use of technology in process management.

Strategic Analysis and Execution Methodology

The resolution of these operational inefficiencies can be pursued through a well-established five-phase process analysis and design methodology, which facilitates comprehensive examination and redesign of business processes to achieve optimal performance and competitiveness.

  1. Assessment of Current Processes: The first phase involves a thorough review of existing processes to identify inefficiencies, redundancies, and bottlenecks. Key activities include mapping out current workflows, interviewing stakeholders, and benchmarking against industry standards.
  2. Identification of Improvement Opportunities: In this phase, data collected is analyzed to pinpoint areas for improvement. The focus is on aligning processes with business objectives, identifying technology enablement opportunities, and fostering cross-functional collaboration.
  3. Process Redesign: This phase involves the reengineering of processes based on insights gained. It includes designing new workflows, establishing clear ownership, and incorporating best practices in process management.
  4. Implementation Planning: Here, the redesigned processes are translated into actionable plans. This includes developing implementation roadmaps, resource allocation, and change management strategies to ensure smooth adoption.
  5. Monitoring and Continuous Improvement: The final phase ensures the new processes are effectively implemented, monitored for performance, and continuously refined to adapt to changing business needs and market conditions.

Learn more about Change Management Continuous Improvement Process Analysis

For effective implementation, take a look at these Process Analysis and Design best practices:

Business Process Master List (BPML) Template (Excel workbook)
Business Process Improvement (BPI 7) (139-slide PowerPoint deck and supporting Word)
Business Process Reengineering (BPR) (157-slide PowerPoint deck and supporting PDF)
Process (2) - Analysis and Design (39-slide PowerPoint deck)
Process (1) - Modelling (16-slide PowerPoint deck)
View additional Process Analysis and Design best practices

Are you familiar with Flevy? We are you shortcut to immediate value.
Flevy provides business best practices—the same as those produced by top-tier consulting firms and used by Fortune 100 companies. Our best practice business frameworks, financial models, and templates are of the same caliber as those produced by top-tier management consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture. Most were developed by seasoned executives and consultants with 20+ years of experience.

Trusted by over 10,000+ Client Organizations
Since 2012, we have provided best practices to over 10,000 businesses and organizations of all sizes, from startups and small businesses to the Fortune 100, in over 130 countries.
AT&T GE Cisco Intel IBM Coke Dell Toyota HP Nike Samsung Microsoft Astrazeneca JP Morgan KPMG Walgreens Walmart 3M Kaiser Oracle SAP Google E&Y Volvo Bosch Merck Fedex Shell Amgen Eli Lilly Roche AIG Abbott Amazon PwC T-Mobile Broadcom Bayer Pearson Titleist ConEd Pfizer NTT Data Schwab

Process Analysis and Design Implementation Challenges & Considerations

Executives may question the scalability of the new process design in the face of rapid technological advancements. It is crucial to ensure that processes are agile and can be easily adapted to future innovations. The integration of digital tools and platforms into the design is key to achieving this flexibility.

Upon full implementation, the organization should expect to see a reduction in cycle times, cost savings, and an increase in process efficiency. These outcomes should be quantifiable, with potential for a 20-30% improvement in key performance metrics.

Resistance to change is a common challenge. It is essential to manage this through effective communication, training programs, and involvement of all stakeholders in the transition process to ensure buy-in and minimize disruption.

Learn more about Agile Process Design Effective Communication

Process Analysis and Design KPIs

KPIS are crucial throughout the implementation process. They provide quantifiable checkpoints to validate the alignment of operational activities with our strategic goals, ensuring that execution is not just activity-driven, but results-oriented. Further, these KPIs act as early indicators of progress or deviation, enabling agile decision-making and course correction if needed.


In God we trust. All others must bring data.
     – W. Edwards Deming

  • Cycle Time Reduction: to measure the efficiency gains from streamlined processes
  • Cost Savings: to quantify the financial impact of process improvements
  • Employee Adoption Rate: to assess the effectiveness of change management efforts

For more KPIs, take a look at the Flevy KPI Library, one of the most comprehensive databases of KPIs available. Having a centralized library of KPIs saves you significant time and effort in researching and developing metrics, allowing you to focus more on analysis, implementation of strategies, and other more value-added activities.

Learn more about Flevy KPI Library KPI Management Performance Management Balanced Scorecard

Implementation Insights

Throughout the implementation, it became evident that leadership commitment is paramount. A McKinsey study revealed that organizations with strong senior-management support for process-improvement efforts are 3.5 times more likely to outperform their peers. This underscores the importance of C-suite engagement in driving process redesign initiatives.

Learn more about Leadership

Process Analysis and Design Deliverables

  • Operational Process Map (Visio)
  • Process Optimization Report (PowerPoint)
  • Implementation Roadmap (Excel)
  • Cost-Benefit Analysis Model (Excel)
  • Change Management Playbook (MS Word)

Explore more Process Analysis and Design deliverables

Process Analysis and Design Best Practices

To improve the effectiveness of implementation, we can leverage best practice documents in Process Analysis and Design. These resources below were developed by management consulting firms and Process Analysis and Design subject matter experts.

Process Analysis and Design Case Studies

A leading aerospace organization implemented a similar process analysis and design methodology. Post-implementation, they reported a 25% reduction in time-to-market for new products and a significant improvement in cross-functional team collaboration.

Another case involved a mid-sized firm that embraced digital transformation as part of their process redesign. They achieved a 40% cost reduction in their manufacturing operations and increased their market share by leveraging advanced analytics to optimize their supply chain.

Explore additional related case studies

Alignment with Business Strategy

The intricacies of process redesign must dovetail with the overarching business strategy to ensure that operational improvements translate into market success. To achieve this alignment, a strategic review session is necessary, where the redesigned processes are evaluated against strategic goals and objectives. This ensures that process efficiency does not become an end in itself but serves the broader purpose of enhancing competitive advantage and shareholder value.

According to Bain & Company, companies that tightly align their operations with their strategy can expect a 12% higher market valuation. Therefore, the process redesign initiative must be rooted in the strategic vision of the organization, ensuring that every operational change contributes to the achievement of long-term business goals.

Learn more about Competitive Advantage Shareholder Value

Technology Integration and Digital Transformation

With the advent of Industry 4.0, integrating state-of-the-art technology into process redesign is not just an option but a necessity. The use of digital tools—such as AI, IoT, and advanced analytics—can significantly enhance process capabilities, offering predictive insights and real-time monitoring. A digital transformation framework should be established to guide the integration of these technologies into redesigned processes.

Accenture reports that 63% of high-growth companies have adopted a fully integrated digital-physical strategy. This statistic highlights the importance of leveraging digital technologies to not only streamline processes but also to innovate and create new value streams within the organization.

Learn more about Digital Transformation Industry 4.0

Change Management and Employee Engagement

Effective change management is essential to the success of any process redesign initiative. Employees at all levels must understand the reasons for change, the benefits it will bring, and the new behaviors that will be expected of them. A comprehensive change management strategy, including communication plans, training programs, and support structures, must be implemented to facilitate this transition.

Prosci's benchmarking data indicates that projects with excellent change management effectiveness are six times more likely to meet or exceed their objectives. This underscores the critical role of change management in ensuring the redesigned processes are embraced and adopted by the workforce.

Learn more about Benchmarking

Measuring Success and Continuous Improvement

Once new processes are implemented, it is vital to measure success against predefined KPIs. However, the measurement of success should not be static; it should feed into a continuous improvement loop where processes are regularly reviewed and refined. This approach ensures that the organization remains agile and can quickly adapt to any internal or external changes.

KPMG's research suggests that organizations with continuous improvement programs report a 5% to 6% annual productivity improvement. This reinforces the value of establishing a culture of continuous improvement where process excellence is an ongoing pursuit rather than a one-time project.

Additional Resources Relevant to Process Analysis and Design

Here are additional best practices relevant to Process Analysis and Design from the Flevy Marketplace.

Did you know?
The average daily rate of a McKinsey consultant is $6,625 (not including expenses). The average price of a Flevy document is $65.

Key Findings and Results

Here is a summary of the key results of this case study:

  • Reduced cycle times by 25% following the implementation of redesigned processes, surpassing the projected 20-30% improvement target.
  • Realized cost savings of 15% due to streamlined processes, slightly below the anticipated 20% reduction, attributed to unexpected technology integration challenges.
  • Attained an 80% employee adoption rate, indicating successful change management efforts and alignment with Prosci's benchmarking data on change management effectiveness.
  • Enhanced process efficiency, as evidenced by the reduction in cycle times and positive feedback from stakeholders during the monitoring phase.

The initiative has yielded significant positive outcomes, particularly in reducing cycle times and achieving high employee adoption rates. The 25% reduction in cycle times demonstrates the effectiveness of the redesigned processes in enhancing operational efficiency. However, the cost savings of 15% fell slightly short of the projected 20%, primarily due to unforeseen challenges in integrating digital tools and platforms. This highlights the need for a more comprehensive assessment of technological readiness and potential obstacles in future initiatives. While the overall results are commendable, the organization should focus on addressing the challenges encountered during technology integration to fully realize the anticipated cost savings. Alternative strategies could involve conducting thorough technology readiness assessments and pilot testing to identify and mitigate potential integration issues before full-scale implementation.

Building on the current success, the organization should consider conducting a comprehensive review of the technology integration process to identify and address the challenges encountered. Additionally, a continuous improvement framework should be established to regularly review and refine processes, ensuring ongoing agility and adaptability to market dynamics and technological advancements.

Source: Operational Efficiency Redesign for Aerospace Manufacturer in Competitive Market, Flevy Management Insights, 2024

Flevy is the world's largest knowledge base of best practices.


Leverage the Experience of Experts.

Find documents of the same caliber as those used by top-tier consulting firms, like McKinsey, BCG, Bain, Deloitte, Accenture.

Download Immediately and Use.

Our PowerPoint presentations, Excel workbooks, and Word documents are completely customizable, including rebrandable.

Save Time, Effort, and Money.

Save yourself and your employees countless hours. Use that time to work on more value-added and fulfilling activities.




Read Customer Testimonials




Additional Flevy Management Insights

Download our FREE Strategy & Transformation Framework Templates

Download our free compilation of 50+ Strategy & Transformation slides and templates. Frameworks include McKinsey 7-S Strategy Model, Balanced Scorecard, Disruptive Innovation, BCG Experience Curve, and many more.