My role is to lead the team to define and deliver future solutions for the Trent 1000 TEN engine programme. This is a really challenging role for me but I relish the opportunity to make a difference. To drive these fixes we’ve had to be creative in the way we work to help our teams be as effective as possible.
A key part of this was creating multi-disciplined, co-located teams that concentrate solely on resolving the problem without being distracted. We brought together resources and specialists from all areas of our business and gave them the physical space they needed to collaborate at pace. We have also trained our teams on Agile thinking, working in short focussed sprints, responding quickly to change with an emphasis on simplicity. When you’re co-located, talking and sharing ideas happens faster and more efficiently. The experience and knowledge this team has, combined with the wealth of data available to them, means we’ve already learnt a lot.
A big part of fixing the issues has been the significant partnership we have with Boeing. Whenever you introduce something new, it's important it’s not created in isolation from the next stage of the process.
As a team we all recognise what our customers expect from us and we’re absolutely committed to finding a solution quickly and robustly.