Overview
Oliver Wyman CAVOK drives improvement through health assessments, project management office, and continuous improvement to help our clients become operationally best-in-class.
The Operations and Technical PMO focus area provides support to our clients in three main ways: health assessments, project management office, and continuous improvement.
We perform health assessments through Rapid Assessment Frameworks (RAF) to help clients understand where they stand among their peers in the industry and identify competitive advantages and risks. We have conducted assessments for:
- MRO’s
- Airlines
- Warehouses
- Rail operators
- Brokers
- Corporate organizations
At the end of the assessment, the client is provided with an overall score and a roadmap to elevate operational performance within their industry.
We are experts in the project management office field. We help clients establish and execute projects within an easy to understand framework, that yields immediate impact on their business. We will stand up your PMO through training and mentoring, run the PMO for a period of time and transition to the business for sustaining results, or provide technical project management for a specific set of projects and deliverables.
Continuous Improvement is core to everything we do. We not only practice CI, but we help clients to learn and understand how CI can help to drive change within their business. We provide a range of support from immediate, quick-win activities to organizational and cultural transformation. We have a series of classroom led trainings that covers CI elements such as value stream mapping, theory of constraints, and many more topics. We take a hands-on approach to teaching CI, helping clients use these tools to bring about change in their business.
Overall, The Operations and PMO focus group strives to help clients be the best in their industry.
Case Studies
Fortune 500 Airline
The client is a U.S. based aviation aftermarkets player with three distinct business lines: (1) Distribution, (2) PMA, and (3) MRO. Within the distribution business, the client had experienced high complaint rates and low on-time deliveries (OTD) on its filled orders. Oliver Wyman was engaged to support the distribution business, specifically to focus on the client’s warehouse operations and reduce quality issues as well as improve OTD performance. The engagement took a LEAN approach to review current operations, identify quick win improvements as well as medium-term opportunities, and implement initial quick-win initiatives.
Four phases of project composition: 1) Assess current warehouse operations in key areas, determine primary drivers of customer dissatisfaction, and design containment activities 2) Perform root cause analyses for issues in each operations area and execute Kaizen events targeted to address the root causes 3) Conduct detailed warehouse operations review to identify an operational vision and prioritize medium-term goals 4) Create implementation and sustainment plan for longer-term improvement initiatives.
The project identified and implemented a series of operational improvement initiatives. This led to reductions in filed customer complaints and improvements and on-time delivery performance.
Key deliverables for the client included: 1) Execution of short-term quick-win opportunities 2) Documented process changes for executed initiatives 3) Prioritized list of medium-term initiatives and associated implementation plans 4) Worker training videos for warehouse stations of focus
Transborder Airline Alliance
Clients needed a specialized team to baseline the technical operation in Latin America and to oversee the implementation of immediate and long-term improvement initiatives. The savings were required to be recognized within a 5-year window
OWC provided highly experienced Technical Project Managers to oversee, measure, coordinate, and communicate activities and progress of the project. 15% of our fee was at risk; contingent on client Finance leadership validating and recognizing the impact. The team conducted a rapid assessment of the current operations, focused in key areas to provide maximum savings. The team also collaborated with all levels of leadership, at both partner airlines, to achieve target savings.
Provided 5-year implementation plan for continued improvement initiatives and recognized cost savings far in excess of the original target ($25M in savings initiatives, $84M cumulative over 4 years).
Improved aircraft delivery & re-delivery process times, New revenue streams; line maintenance and engine overhaul Supply Chain Management; obtained high impact parts while eliminating surplus inventory, strengthened partner relationship with greatly improved information flow, coordination and staff sharing.