Project Description

QUICK FACTS

  • Identified five overarching As-Is processes documented in 13 BPMN compliant process maps with over 400 activities.
  • Created a simulation model for resource levelling and to quantify expected improvements.
  • Led to a larger project to implement process and technology changes within AIM.

“Bronson successfully collaborated with the AIM project team to set system priorities through a series of workshops.”

Project Description

The Aeronautical Information Management (AIM) department of NAV CANADA was seeking a consultant to lead, review, and document the As-Is processes for a department of around 150 people with four groups; Production Planning, Data Collection, Product Assembly and IFP Design. The products and services in scope of NAV CANADA’s Aeronautical Information Management business included the following:

  • Compilation and maintenance of aeronautical information databases;
  • Design and verification of instrument procedures;
  • Design, production, maintenance, and distribution of in-flight documentation required in Canadian Domestic Airspace and the Gander Oceanic Control Area; and
  • Production and maintenance of reference documents required by the Canadian aviation community.

Business Challenge

The objective of the assignment was to identify process failure points, remove redundancies within existing processes and make recommendations for organizational change. The key goal was to coordinate and reconcile all the factors to ensure proper forecasting of production capabilities, and the subsequent communication of publication timelines to internal and external customers.

Our Solution and Outcome

Bronson successfully collaborated with the AIM project team in setting of system priorities. Through a series of workshops, Bronson identified and gained consensus on the processes, gathered hundreds of requirements and developed streamlined processes.

The process review resulted in five documented overarching As-Is AIM processes with over 400 identified activities, along with data and statistical analysis of current process steps and levels of effort (to determine average task times and their standard deviations). A model of these existing processes was then constructed to run simulations for the purposes of benchmarking, identifying weaknesses, bottlenecks and redundancies of the existing process activities. In consultation with AIM, Bronson developed revised processes, broken down into 13 business process modelling and notation (BPMN) compliant process maps with a focus on achieving immediate, near-term, and long-term process improvements.

A model of the near-term process was created to run additional simulations for the purposes of resource levelling and to quantify expected improvements to the process (both monetarily and in terms of improved service delivery). These results were used to support business transformation that included both organizational and business process changes.

The initiative led to:

  • Removal of duplication and overlapping steps to improve productivity;
  • Identified steps that could be done in parallel (vs. linear);
  • Identified steps that are required for regulatory compliance;
  • Optimized intra and inter group activities / tasks;
  • Tasks that could be automated with updated systems; and
  • The business case and requirements gathered for future efforts.

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