DEFENCE

The challenge of this is often underestimated. Aligning data, processes and people is difficult in the face of complexity. Skills are being lost as gaps between equipment programmes increase. New technology offers opportunity but also risks increasing complexity. Once the programme  pressures start to bite, teams start to improvise. This leads to a culture of firefighting, rather than a culture that rewards planning ahead of time. Everyone knows change is needed, but how do you know where to start?

Whether it’s schedule delays or ballooning costs, there’s often a misplaced focus on where problems in defence programmes are most visible. But often the root of a problem can be found much earlier in the life cycle. Solving these takes a whole enterprise approach and the tenacity to see it through. We can work to improve systems, planning and collaboration. But this doesn’t go far enough. The solution requires that silos be broken down, and a shared vision created.

This means the value of new platforms and programmes will get called into question more and more. With less activity comes less innovation, and that’s when UK competitiveness on the global stage starts to suffer. Yet, hidden in all of this complexity are fixes that could save £millions.

With less activity comes less innovation, and that’s when UK competitiveness on the global stage starts to suffer. Yet, hidden in all of this complexity are fixes that could save £millions.With less activity comes less innovation, and that’s when UK competitiveness on the global stage starts to suffer. Yet, hidden in all of this complexity are fixes that could save £millions.

In the absence of root and branch change, systematic control of
costs and schedules becomes almost impossible:

• In nearly half (42%) of major weapon acquisition programmes, the unit price is a quarter more than quoted
• Average overrun of projects: 2 years and 4 months
  [source: European Institute for Security Studies]

We’ve supported the delivery of unheard-of improvements in programme
performance and delivery, including:

•  A 24% increase in workforce productivity in a naval maritime build facility
• £120m saved on construction of the Navy’s biggest ever warship, with the workforce effectively doing 3 days’ work in 2
• Improved schedule adherence on a naval maritime construction programme, saving 400 days on the critical path

We have worked side-by-side with your people to deliver a transformation in the way defence programmes are delivered.
This has been done by basing decisions on analysis of the facts - not habit or assumptions.
By targeting effort only on the changes that matter - then investing fully to drive those changes through.

For more than a decade Newton has been involved in some of the highest-profile defence programmes. Read the interview with Newton's Head of Defence and Aeropsace - Phil Sunley.

Measurable and deliverable impact is the sole basis on which we’re paid. We only undertake projects where we know significant improvement is possible with a committed, collective effort. Our fees are 100% dependant on delivery, so that we share the risk of every project.

To challenge deep-held beliefs and change the status quo, you first need the hard facts. We are in a unique position to help you pinpoint - from engineering through to build and in-service support, across a complex supply chain - where the biggest opportunities for improvement lie.

When the data doesn’t exist, someone has to roll their sleeves up and find out what’s going on at the coalface. We bring insight from there to the programme leadership. Then work alongside both to implement the right changes.

Everything we do is built on the foundation of data. Of facts. Of insight. And that's what makes us able to deliver big impact, quickly.