Global transportation service: Data visualisation improving business performance

by Oakland

Their Function A global organisation providing specialist transportation services to offshore oil and gas platforms, medical evacuation and civilian search and rescue. The company runs more than 250 aircraft across 30 countries, with major operating units in Australia, Brazil, Norway and the UK.   Their Challenge The highly variable nature of the business, with unique contracts and […]

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Complex global manufacturer: Improving the introduction of new products

by Rob Oakland

The repeated failure of new product introductions had started to threaten the organisation’s reputation which, in turn, was putting their growth plans at risk. Oakland was commissioned to assess the current level of quality maturity across the entire organisation and then support company-wide improvement activity.

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Network Rail

Network Rail: Creating the Office of the CDO

by Oakland

Their Function Network Rail owns, operates and develops Britain’s railway – the 20,000 miles of track, 40,000 bridges, tunnels and viaducts and the thousands of signals, level crossings and stations. It provides the underlying infrastructure for all the Train and Freight Operating Companies (that run the trains) and operates the majority of the biggest stations.   Their Challenge Network […]

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Data Quality

Global Manufacturer – real world quality improvement

by Oakland

The client was a global manufacturer of large, complex, components that are a critical element in the renewable energy market. They employed c. 2500 people across 7 manufacturing sites, turning over €600m, but were wasting c. 6.6% of this revenue in recovering from poor quality products that had left the factory gate. They urgently needed […]

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Logistics

Logistics operator: Removing dependence on spreadsheets

by Oakland

Their Function The client operates in the logistics sector, providing facilities and support to many big-name distribution operators, in fast moving product and service markets. The pressure of those fast-moving markets mean that time delays are critical to profitability. Therefore, our client and their customers regularly disputed the causes of delays and responsibilities to remove the causes of […]

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Outsourcer

Global Outsourcer: Tactical data-led improvement

by Oakland

Their Function A global Outsourcer operates a range of contracts and services on behalf of governments across the world. A particular contract delivered support services with challenging targets and contractual requirements. Their Challenge The client faced a series of issues, where data was at the centre of a potential solution. The Contract team could not see […]

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Transport for London: London Underground – Interim Head of Quality

by Oakland

An in-depth 12-week study delivered a scalable picture of ‘what quality could look like’ and the steps required to achieve these objectives. That picture used Oakland’s Quality framework [Performance, Leadership, People, Processes, and Quality & Culture/Values]. One of the Leadership actions was to provide a single visible leader of quality.

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Pace: Reliability Improvement

by John Oakland

Pace and Oakland Consulting worked in partnership on a phased 9 month program, working closely with an internal cross functional team to design and implement a dashboard of the current costs of quality (CoQ) within Pace and use this data to identify key areas for improvement that could deliver significant and verifiable savings.

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Industrial equipment manufacturer: Recovering from early life product failures

by Rod Scott

The client has a strategic ambition to grow a larger range of its products. The design envelope of these products has been stretched and therefore they experience more quality issues than the smaller product ranges. Oakland were asked to initially assess the way quality is managed across the business, and then implement a programme to transform quality performance, to enable the desired growth and reduce the total cost of quality.

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Heathrow Infrastructure Development

by Mike Turner

Heathrow Development is responsible for the airport’s infrastructure programmes, running large numbers of complex projects and wanted consistency and accountability. Oakland worked with the project teams to identify critical success factors, agree guidelines for all projects and get the buy-in of junior and senior managers to use them, achieving the consistency and accountability needed.

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Maturity Assessment of a Group Function – TFL

by Richard Corderoy

We worked with TFL’s Commercial Centre of Excellence to monitor and improve organisational maturity – based on the EFQM model. The project involved customising Oakland’s existing organisation maturity assessment tool, engaging the broader commercial team. introducing the approach to ensure all stakeholders understood and bought in to the assessment, and then perform the initial assessment.

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Astrium: On-Time On-Cost Improvement

by Oakland

EADS Astrium at CASA-Espacio focused one of its improvement projects on the process of commercialising the company’s reflectors, components used in telecommunications satellites. The objective was to gain competitive advantage by reducing lead times and production costs in order to become more competitive and gain market share. This required a review of the entire end-to-end process from engineering to production. At the start of the project the standard delivery time stood at approximately 15 months and the production costs needed a major reduction.

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Car Care Plan | Business Simplification

by Oakland

The first phase of this project identified the key changes required to simplify a wide range of business processes and secured senior commitment to change, the second phase designed these changes and tested their feasibility, the third phase was to implement a set of improvements that were not reliant on the new IT system and the fourth phase is to implement the new IT system and processes.

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ABB: Quality & Operational Excellence

by Oakland

Oakland was assigned to support the mobilization of the ABB Operational Excellence Programme and develop the necessary internal capabilities and programme infrastructure ready for global deployment, in timescales that supported the achievement of the 2010 improvement targets.

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