Case Study
Transforming Aircraft Modification and Certification Processes to Restore FAA Trust
A helicopter aftermarket OEM faced significant challenges related to FAA Continuous Operational Safety (COS) items tied to its supplemental type certificates under FAR Part 27 and Part 29. These issues had persisted for some time with little progress, putting the company at risk of losing its Designated Airworthiness Representative (DAR) status and damaging its relationship with the FAA. Despite several attempts at transformational management changes, the company’s bureaucratic and micromanaged structure, high turnover, and internal departmental conflicts hindered progress. The key stakeholders, including the CEO, the upstream parent company, and the VP of operations for the company’s major customer, aimed to resolve the COS items, restore trust with the FAA, and stabilize product development.
T he technical and regulatory challenges were compounded by a management structure that was highly bureaucratic, micromanaged, and lacking in meaningful performance measures. The organization suffered from high turnover, with difficulties in retaining competent technical and leadership personnel. Previous attempts at change had failed due to a lack of clear strategic focus, resulting in tactical distractions and conflicts between departments. The company’s leadership team had a cultural bias against technical professionals, leading to significant animosity and a fragmented approach to problem-solving.
T he company began by conducting an employee survey to identify key concerns among various employee groups, which helped to re-engage staff and stem the outflow of talent. A clear strategic roadmap was then developed, outlining measurable outcomes that aligned the objectives of upper and middle management. This roadmap served as a guide for progress, ensuring that all efforts were focused on achieving strategic goals. Customers,including DAS leadership and the FAA, were kept informed and engaged throughout the process, across all technical domains. The organization was also restructured, introducing clear and charismatic leadership with support from both upper management and the broader team. This restructuring fostered collaboration, allowing the company to effectively address the COS items, restore its relationship with the FAA, and return to stable product development.
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