FUTURE TRENDS, AN INDUSTRY PERSPECTIVE€¢ Six Sigma Quality. Technology driver: ... • Write a...

FUTURE TRENDS, AN INDUSTRY PERSPECTIVE

Gavin Campbell CEng FIAE FIMechE

Bombardier Aerospace Belfast

Overview

Bombardier Transportation(Fiscal year ended December 31, 2013)

Strong presence in the UK – workforce of approx 9,500

Revenues: $8.8 billion Order backlog1): $32.4 billionCustomers in more than 60 countriesPresence in 40 countries2)

Employees1): 38,500Headquarters in Berlin, Germany

Revenues: $9.4 billion Order backlog1): $37.3 billionCustomers in more than 100 countriesPresence in 29 countries2)

Employees1): 37,700Headquarters in Montréal, Canada

Bombardier Aerospace(Fiscal year ended December 31, 2013)

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(1) As of December 31, 2013(2) Defined as countries with Bombardier employees

Bombardier Transportation in Europe

• Worldwide HQ is in Berlin

• 36 Bombardier Transportation Production and Engineering Sites across globe

• Approx 67% of revenues in Europe

• 25,000 employees locatedacross 20 countries

• Participate in almost every high-speed train

operating in Europe today including :• Spain’s AVE 102 train;

• Germany’s ICE;

• France’s TGV projects and;

• Italy’s ETR 500.

3 THIS DOCUMENT CONTAINS FINANCIAL, COMMERCIAL, SCIENTIFIC, TECHNICAL OR OTHER PROPRIETARY INFORMATION. IT IS FOR INFORMATIONAL PURPOSES ONLY.

Bombardier Aerospace in Europe

• Bombardier Aerospace, Northern Ireland One of the largest aerospace companies in the UK and the largest manufacturer in NorthernIreland

• Amsterdam Schiphol Airport Service CentreOpened in 2010, first Bombardier-owned service centre in Europe for Bombardier business aircraftoperators

• Frankfurt Parts Distribution HubShips parts daily across Europe, the Middle East, Asia & Africa

• Munich Regional Support OfficeSupporting customers operating CRJ & Q-Series aircraft in Europe, Africa & the Middle East

• 19 authorised service facilities (includes Russia) and an authorised training facility

Commercial Aircraft Leaders in the new reality

Q400 NEXTGEN

CRJ700 NEXTGEN CRJ900 NEXTGEN CRJ1000 NEXTGEN

Optimized 100- to 149-seat market segment solution

Q-SERIESFAMILY

Optimized short-haul solution

CRJ SERIESFAMILY

Optimized regional network solution

CSERIES FAMILY

Optimized100- to 149-seat market segment

solution

Q400 NEXTGEN

CRJ700 NEXTGEN CRJ900 NEXTGEN CRJ1000 NEXTGEN

CS100 CS300

THIS DOCUMENT CONTAINS FINANCIAL, COMMERCIAL, SCIENTIFIC, TECHNICAL OR OTHER PROPRIETARY INFORMATION. IT IS FOR INFORMATIONAL PURPOSES ONLY.

Business AircraftStrongest portfolio of business jets

LEARJET 60 XR LEARJET 85

CHALLENGER 300 CHALLENGER 605 CHALLENGER 850

GLOBAL 5000 GLOBAL 6000 GLOBAL 7000 GLOBAL 8000

LEARJET 75LEARJET 70

LEARJETFAMILY

CHALLENGER FAMILY

GLOBAL FAMILY

Bombardier, Challenger, Challenger 300, Challenger 350, Challenger 605, Challenger 850, Challenger 870, Global, Global 5000, Global 6000, Global 7000, Global 8000, Learjet,

Learjet 60, Learjet 70. Learjet 75, Learjet 85 and XR are trademarks of Bombardier Inc. or its subsidiaries.

CHALLENGER 350

Belfast – who we are and what we do

- Largest manufacturer in Northern Ireland – 10% of manufacturing exports - Bombardier investment of almost £2.5bn since 1989- Centre of excellence – fuselages, nacelles, wings, composites, and component repair &

overhaul

3 Newtownabbey - Composites fabrication

and assembly4 Aerostructures & Services

- Nacelles/Component Repair & Overhaul

5 Hawlmark, Newtownards- Sheet metal component

fabrication

Location of our facilities

1 Queen’s Island complex:- Engineering- Chemi-mill/metal bond- Machine shop/fuselage assembly- New wing facility

2 Dunmurry- Composites fabrication and

assemblyBelfast

Investment in facilities, technologies & processes…

Advance to higher value products & services…leverage new business

Service / Technology level

Bombardier technology roadmap

PrecompetitiveResearch

Technology Development & Demonstration

Product Development

• ACAVP• AMCAPS• Tango• Alcas• Integrated Wing• Next Generation Composite Wing

• RTM flap & aileron• RTI fan cowl door• Composite wing

technology demonstrator

• CRJ NextGen flap & aileron

• V2500 fan cowl door• CSeries wing

• CS100• CS300

• Learjet 85 wing

New technology centre to advance capabilities

Northern Ireland Advanced Composites and Engineering Centre (NIACE)

CSeries • unmatched environmental scorecard

12 *Margin vs ICAO CAEP6 emissions standard (2008)

Light footprint

Unmatched environmental scorecard

CSERIES NOW FLYING

CSeries aircraft composite wing programme

• £520 million investment in Belfast – largest ever inward investment in Northern Ireland and one of largest in UK

• Step change in aircraft wing technology – development of Resin Transfer Infusion

• 800 jobs at full production, 2,000 more in supply chain

CSeries aircraft wing production

Autoclave area

Fabric cutter

Preformer

Lay up of CSeries wing skin

CSeries aircraft wing production

Autoclave area

Autoclave areaPreformer

CSeries port upper wing skin

CAST CSeries wing prior to dispatch

CSeries port upper wing skin

CSeries port upper wing in assembly jig CSeries wing with winglet

FTV3 with wingletAssembly – out of jig

Learjet 85 aircraft composite wing programme

• Investment of £27.7 million in development and production of advanced composite wing skin panels and spar components

• Represents a further development of the RTI technology

17Learjet 85 Starboard Lower Wing Skin

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Technology Trends

Technology trends in aerospace

DRIVERS:• Reducing weight• Environmental footprint

• Manufacturing• Operations

• Lifecycle costs• Recyclability• Complete service model

ENABLERS:• Innovation• Skills• Knowledge• New Materials• Manufacturing processes• Lean production• Six Sigma Quality

Technology driver: Carbon emissions

Industry commitments to reduce CO2 emissions (Source: Air Transport Action Group)

EC Aeronautics vision: Flightpath 2050Maintaining global leadership:• Best products and services in aeronautics and air transport

• Ensuring the competitiveness of European industry; maximising the sector’s economic contribution and creating value from aviation manufacturing, equipment, systems and services and by creating demand up the supply chain.

• By providing connectivity and attracting the best people and talents to create and sustain excitement around the European Aviation Vision.

Serving society’s needs• Meeting societal and market needs for affordable, sustainable, reliable and seamless

connectivity for Passengers and freight with sufficient capacity supporting the integration and cohesion of the European Union, its neighbours and partners

• Protecting the environment and enabling the use of sustainable energy and alternative energy sources

• Ensuring complete and non-intrusive security and safety

• Providing opportunities for highly qualified and skilled jobs in Europe.THIS DOCUMENT CONTAINS FINANCIAL, COMMERCIAL, SCIENTIFIC, TECHNICAL OR OTHER PROPRIETARY INFORMATION. IT IS FOR INFORMATIONAL PURPOSES ONLY.

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Supply Chain Trends

Supply Chain Development

• The 21st Century Supply Chain Programme (SC21) launched in 2006 aims to boost the competitiveness of the aerospace and defence industries by forming an innovative and globally competitive supply chain

• Bombardier is currently engaged with 60 suppliers within the Republic of Ireland

5 are fully aligned in SC21 initiative, including:- Technical Engineering Group (TEG)- EireComposites- Schivo- Takumi- Gerard Daniel

• Next phase is to roll out SC21 initiative to a wider supply base within the Republic of Ireland

Criteria for supplier selection

1. Long term financial stability, backed by Dunn & Bradstreet financial analysis, etc.

2. Technical capability – including necessary approvals for required treatments, etc.

3. Appropriate Quality Systems accreditations.

4. Capacity and their longer term strategic growth plans.

5. Location – is it part of a regional strategy or off-set requirement – will they require Bombardier Aerospace on-site assistance, etc?

6. Commercial competitiveness.

7. Contractual – ensure they will sign up to a Bombardier contract.

24 PMCECT-23 June 2014

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Research & Innovation

1. Identify the problem2. Go see and get the facts3. Define the problem using the facts4. Develop and use your network:

• Business Contacts• Trade Associations• Universities and Colleges• Technology centres

5. If your existing network doesn’t have the answer then…….• Choose technology partner(s)• Write a project plan• Find the answer to your problem by doing a collaborative project

Our experience with Universities

Bombardier Aerospace Belfast has ongoing technical programmes with Universities including:• Queens University Belfast• University of Ulster• University of Limerick• University College Dublin

And we have also carried out projects with:• NUI Galway• NUI Maynooth• Trinity College Dublin• and other UK and International Universities

Our experience with technology centres

Bombardier Aerospace Belfast is committed to long term programmes with industry and academic partners in:• Northern Ireland Advanced Composites and Engineering (NIACE)

Centre, Belfast• Irish Centre for Manufacturing Research (ICMR)• Irish Composites Centre (ICOMP), Limerick

And we have project based relationships with:• National Composites Centre, Bristol (HVM Catapult)• AMRC, Sheffield (HVM Catapult)• Manufacturing Technology Centre, Ansty (HVM Catapult)

Our experience with funders

Bombardier Aerospace Belfast has enjoyed support from:• European Commission• Invest Northern Ireland• Technology Strategy Board, UK• InterTrade Ireland• Enterprise Ireland

Support takes many forms from financial to contacts made and doors opened!

FUTURE TRENDS, AN INDUSTRY PERSPECTIVE€¢ Six Sigma Quality. Technology driver: ... • Write a...

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