Skyrora COO and UEBS alumnus Dr JJ Marlow (JJ) sets out how one key piece of learning on the EMBA programme, and the immediate impact that the application of this framework had on the Skyrora business, then led JJ to commission the EMBA Operations Improvement Module Co-ordinator to develop and deliver a bespoke training programme for his Skyrora team.
Introduction
During my initial EMBA module I was introduced to a wide suite of operations improvement frameworks, including economic order quantity, lean systems design, just-in-time principles, production set-up optimisation, and structured quality-control approaches. What immediately stood out was the emphasis on learning on the Saturday and applying it on the Monday.
That mindset completely reframed how I thought about operational problem-solving in my own organisation. The impact was almost immediate. In the week following the module, I worked with my team to revisit our propellant ordering process for the rocket test site using the Economic Order Quantity (EOQ) model taught in class. The framework helped us quickly identify that we were ordering far too frequently despite having unused storage capacity on site. By re-optimising our batch quantities and utilising existing storage more effectively, we were able to reduce ordering frequency without increasing operational risk.
This single intervention generated £92,000 in annualised savings through reduced shipping and handling costs, a direct result of applying the operations improvement methodology in practice. The module not only delivered theoretical knowledge but also equipped me with practical, immediately deployable tools that continue to influence how I lead operational efficiency across the business.
The opportunity
Building on my EMBA experience, I invited the EMBA Operations Improvement Module Co-ordinator to deliver a two-day programme at Skyrora because I wanted the entire team to benefit from the same fast, practical, and transformational learning I had experienced - he was a great lecturer and delivered the course amazingly. His unique ability to teach lean systems and production thinking in a way that genuinely awakens people to waste, flow and efficiency made it clear that this knowledge could accelerate our shift from R&D into disciplined, scalable operations.
The business drivers were straightforward: we needed staff who could spot waste, identify improvements, and feel empowered to act, all while sharing a common operational language that supports consistent planning and decision-making. My expectation was to create a level playing field across the organisation, equipping everyone with the tools, confidence and mindset to improve processes, fix problems at source, and contribute directly to manufacturing as we start to assemble our launch vehicle, Skyrora XL.
The approach
As Programme Director for this training, the EMBA Operations Improvement Module Co-ordinator designed the content and activities of the two day programme for Skyrora to be highly interactive, and to facilitate the reinforcing of existing knowledge across the group. In addition, the group picked up new tools and techniques, and were challenged in terms of aspects of application.
The programme covered the following content:
Day one
- Strategic Intent: Introduction to strategy and operations improvement, key performance indicators, process mapping
- Design: capacity, forms of process design, layout, value proposition, managing the design process, redesign
- Design: Application of lessons learned
Day two
- Controlling Enterprise Resources: Control theory, scheduling and sequencing, purchasing and inventory theory, enterprise resource management
- Developing Lean Operations: principles of just in time, lean operations and design, applying lean & behaviour change, operational agility
- Managing Quality Systems & Improving Operations: Quality management, measuring quality and statistical process control, key learning on quality improvement
Programme outcomes
The immediate takeaways from the two-day programme were how quickly staff adopted the lean tools and began spotting waste, constraints and improvement opportunities in their own workflows. Within 3 to 6 months this translated into very tangible changes: far more standardised process diagrams across departments, a shift toward JIT principles and minimal WIP on our assembly line, and a redesigned workflow in one assembly area that enabled us to increase production output by 100%.
The biggest impact was the cultural shift — teams confidently owning improvements, refining layouts and batch sizes themselves, and embedding a more disciplined, efficient way of working across the organisation.
Working with the UEBS MBA / Executive Education team was genuinely a great experience. The EMBA Operations Improvement Module Co-ordinator was amazing, practical, down-to-earth, knew up to date knowledge in the field and was able to get the whole team fully engaged with lean thinking in a way that actually stuck. My original expectations for the two-day programme were fully met and, honestly, exceeded: we now have a team with a shared understanding of lean, a common language for planning and problem-solving, and a noticeable confidence in improving their own processes. The staff unanimously loved the sessions to the point that everyone keeps asking when he can come back. We’re already looking at a deeper dive into supply chain, inventory optimisation and other key operational areas that will support our next stage of growth.Dr JJ Marlow, Skyrora COO and UEBS alumnus
Programme Director's reflections
The work we did with Skyrora was really driven by their ambition for more cohesive operations design, and tangible efficiency gains. What really helped in this was the bespoke creation of the two-day programme, driven by the briefing from Dr JJ Marlow, and his full engagement throughout. Delivery of the training was a genuine pleasure, given the skill set and enthusiasm of those in the room. The co-creation of potential areas for impact really provided clear focus. Three-way collaboration throughout from the company, the academic team, and especially the University of Edinburgh Business School Executive Education team really made this something special.