Companies are discovering the power of applying 'lean' techniques In order to increase throughput, quality and minimise waste in engineering processes.

However, implementing lean engineering is not achieved with a straightforward read-across of lean manufacturing techniques: this concerns creative processes which draw on the talents of highly experienced teams, and have to cope with a high degree of uncertainty.

A complementary focus on securing the right information and knowledge at the point of need in the development is a vital contributory factor for success.

A recent study of the development of aircraft fuselage configurations analysed the benefits of using lean tools to integrate the engineering process into the overall product lifecycle. A reduction of 50% in cycle time and 80% in maximum staffing levels were found: thanks to both improvements in knowledge management as well as to process changes enabled by the application of 3D solid geometry.

During a severe squeeze on capital procurement across world markets, companies in this sector are focusing on three main growth programmes:

• securing "through-life" revenues, while reducing the customer's cost of ownership
• upgrading and "re-lifeing" existing platforms
• growing support services: outsourcing processes currently performed by public sector or armed forces personnel.

As experienced personnel are let go, the up-and coming generation with increasingly diverse skill-sets must quickly learn the ropes, in an environment where most budgets for staff development have been squeezed.

They share a common interest in our systematic methods for learning from past experience, improving secure collaboration, reducing the risks of knowledge loss and exploiting know-how to improve innovation and competitiveness. We are at the forefront of knowledge transfer best practices across the industry.