Campbell Ferguson

As the Program Manager for an RTM production line, I focus on securing and optimizing the program's Profit & Loss (P&L). My role involves integrating digital system optimization with the plan to utilise machine learning and AI, coupled with the implementation of automated inspection processes. These advanced technologies enhance operational efficiency, provide critical insights into performance and quality, and facilitate data-driven decision-making as well as configuration management baseline robustness. My approach aims to improve product quality, streamline operations, and reduce costs, ultimately ensuring the program's financial health and long-term success in a dynamic and competitive environment.

In this special assignment, I formed part of the senior management team tasked with the integration of a newly acquired business unit, focusing on optimizing the operating model across all business functions and multiple sites. My primary goal was to reduce operating costs, establish lean processes, and ensure consistency in our approach to each function, aligning with customer expectations. Operating at C-suite and SVP levels, I managed weekly communication and change plans with functional leads at the VP/SVP level and site general managers. A critical aspect of this role involved collaborating with a third-party consultant to identify and implement opportunities using sophisticated business change processes. This collaboration was essential in streamlining operations, enhancing efficiency, and creating a unified, effective working environment across the newly integrated business unit.

As the Program and Operations Lead for the A320 RTM spoilers, I successfully guided the transition from initial development to full-scale production, scaling up from zero to 400 units per month. This journey involved not only a significant increase in production rates but also problem solving, process development, continuous improvement and rate readiness initiatives. I led a multifunctional team encompassing Engineering, Industrialization, Quality, Supply Chain, Logistics, and Labs. Utilizing advanced technology and data systems, we achieved near-real-time monitoring for quality and schedule adherence, identifying key areas for continuous improvement. My role was crucial in ensuring rate readiness, adapting processes, and aligning resources, including lab capabilities, to meet increasing production demands while maintaining stringent quality and operating requirements.

In my role overseeing program and configuration for Airbus and Boeing wing products, I was instrumental in managing multimillion-pound product development modifications, guiding these projects from initial idea to successful delivery. This involved key aspects of program management such as strategic planning, budget management, efficient change handling, and stakeholder engagement. My focus on customer satisfaction and project profitability was complemented by strong skills in risk management and resource allocation. Developing, modernising, and integrating business and production change processes in line with CMII principles was a crucial part of my responsibilities. Leading a team in configuration management, we utilised PLM, ERP, and MES software to ensure data integrity and process efficiency. My role demanded a comprehensive blend of technical expertise, team leadership, and adept program management skills, essential for meeting industry standards and achieving operational excellence in the aerospace sector.

As the A350 FLE Operations Manager, I led the team who completed the complex fixed leading edge wing assembly process comprising of over 5000 simple and complex composite, machined and fabricated parts to create each set for Airbus, successfully increasing production from 4 sets to peaks of 11 sets per month. In this role, I managed a multifunctional team of 25 office staff and 128 operators, across multiple shift patterns covering 24/7, demonstrating strong leadership in scheduling, major product change management, process automation, and facility adaptation to meet increased rate requirements. My leadership was instrumental in ensuring operational efficiency and meeting production targets, maintaining the high quality and timely delivery of each set to Airbus.

As the Manager of the EMEA Airlines Spare Parts Distribution Centre, I led the center's implementation and operational success, generating significant double-figure million revenues. My responsibilities extended beyond advanced stock forecasting and management of the Customer Order Desk to actively collaborating with customers on stock strategies and pricing models. I was instrumental in defining efficient operational procedures, as well as selecting and training a highly competent team. This comprehensive approach ensured not only prompt and accurate spare part deliveries across EMEA but also fostered strong customer relationships, enhanced customer experience, and reinforced our center as a key revenue contributor in the airline industry.

As a Senior Configuration Management Engineer for the A350 FLE, my expertise was pivotal in managing the aircraft's baseline data within a Product Data Management (PDM) system, utilizing a Digital Mock-Up (DMU) environment. This system was enhanced with Configuration Management (CM) protocols, allowing for the loading and handling of various aircraft baselines. My role involved overseeing the integrity of this data, crucial for the aircraft’s inaugural test flight, and subsequent major modifications for weight and cost savings. My responsibilities extended to ensuring accurate data provision to suppliers for manufacturing and managing the design specifications through significant design evolutions, significantly contributing to the efficiency and success of the A350 FLE program.

Configuration Management Engineer responsible for the functional product structure in line with CMII principles, running the Configuration Change Board (CCB) and stakeholder management.

Manufacturing Engineer with responsibilities in condition of supply creation, PLM tool development, creation of supply chain bill of material management processes.