The traditional service engineering organizational model, developed through specialization, has led to repeatable, high-quality results, a highly focused workforce, and a dependable knowledge base.  However, this model also limits career development, restricts employee engagement, and fails to optimize resource allocation to the changing business needs of the customer.

By implementing principles of lean to break down silos across the organization, it is possible to transform an engineering organization, offer a wider knowledge base among resources, more effectively utilize the engineering staff to meet high- and low-volume workload demand, and increase employee engagement.

Employee engagement is important for the aforementioned reasons, but there is an additional element that should be a focus for strategic resource planning and implementation.  A key benefit to increased employee engagement is the link to productivity.  This paper will explore a case study for improving productivity and employee engagement congruently.  The case study was successfully piloted in an aviation service engineering organization, and results over a one-year pilot project are shared.  As a result, a tangible way to develop staff, elevate morale, improve productivity, and increase throughput of deliverables is possible.