The Challenge

Aeromet faced production bottlenecks, high scrap and rework, overdue customer orders and stretched engineering resources. Alongside these operational pressures, the business needed to deliver new aerospace programmes and manage a complex factory relocation following its acquisition of Stone Foundries.

Inconsistent planning and unclear accountability made these competing priorities difficult to manage.

Our Impact

Project Pegasus established a coordinated improvement programme across four workstreams: Worcester factory operations, new product introduction, the Boeing Sheffield programme and the relocation of Charlton operations.

Key elements included:

• Production improvement: Reported average daily production increased by 26%, from £37,800 to £47,800, in the first weekly update.

• Manufacturing efficiency: The R5 shell process cycle reduced from five days to four. By November, five of six Worcester factory areas were capable of delivering £60,000 of production per day.

• Quality improvement: Targeted process reviews addressed scrap and rework, with metal-part scrap reported below 10% during February 2019.

• Stronger programme control: Clear ownership, weekly reviews and consistent reporting improved visibility of milestones, resources and delivery risks.

• Commercial and relocation discipline: Greater scrutiny of programme costs, capacity and transfer plans supported better decisions and progress on the Charlton relocation.

Outcome

Project Pegasus helped stabilise operations, improve manufacturing performance and establish clearer management accountability. The programme provided a stronger foundation for Aeromet’s continuing development under Privet Capital, ahead of its subsequent sale to Pursuit Aerospace in 2025.

The value of the support was reflected in feedback to Mark:

“Thanks for all your support Mark, it was a pleasure working with you”

Simon Holliday, Managing Director

“You’ve been a real star whenever you’ve helped us in the businesses.”

Chris Hyman, Chairman