Safran The magazine for Messier-Bugatti-Dowty employees — … · 2019-04-17 · NEWS FROM THE...

The magazine for Messier-Bugatti-Dowty employees — September 2014 — Issue 5

NEWS FROM THE GROUP / OVERVIEW / P. 8

DEVELOPING TALENT TO PREPARE FOR THE FUTURE

NEWS FROM MESSIER-BUGATTI-DOWTY / SPOTLIGHT / P. 17

BOEING DREAMLINER: THE NEXT BIG CHALLENGE

Safran/

INTERNAL COMMUNICATION

NEWS FROM THE GROUP

04 / 4 MONTH REVIEW

04— Intra-Group synergies in preparation for a ramp-up in production

05— A campus to unify Group companies

05— Composite materials weave their web

06— Airbus Group and Safran combine their strength in space launchers

06— Safran International Program Sales: developing the sales talent of tomorrow

07 / INTERVIEW The shared services centers

are expanding abroadInterview with Benoît Gosset

10 / FOCUS10— Safran: a group that

complies with standards11— Quality: a shared vision

08 /OVERVIEW Developingtalent to prepare for the future

Director of publication: Pascale Dubois • Editorial director: Marie-Laure Dufour • Editor-in-chief and project coordinator: Alexia Attali • Editor: A. Attali • Photo credits: p. 1 E. Forterre/Safran – p. 2 E. Drouin/Safran - 2014 Thinkstock - E. Forterre/Safran – p. 3 Th. Laisné/Safran – p. 4 C. Louis/Safran – p. 5 E. Forterre/Safran - E. Drouin/Safran – p. 6 N. Dickinson/Amcham Events - Getty Images – p. 7 Th. Mamberti/Safran – p. 8 E. Forterre/Safran – p. 9 A. Wiseman/Capa Pictures/Safran - 2014 Thinkstock – p. 10 L. Cathelineau/Safran – p. 11 Ph. Stroppa/Snecma/Safran – p. 12 Getty images/iLexx - bnpix/Safran - ESA-CNES-ARIANESPACE - P. Redlinski/Morpho - A. Deneu/Morpho/Safran - A. Paringaux – E. Drouin/Safran.

Production: • Printed by: imprimerie Vincent • The articles and illustrations published in this magazine may not be reproduced without prior permission in writing. The contents of this magazine have been translated from the original French. Only the French version is legally valid.

12 / SNAPSHOT ‘Safran Experience’ in

Querétaro: take the tour!

13 / PANORAMA13— Offi cial ceremony train

A320EV14— Everett LGI team and Boeing: a close working relationship15— CadFree project: On track for TRL716— Discovering Hydrep

17 /SPOTLIGHTBoeing Dreamliner: The next big challenge A long-term collaboration founded on stringent standards, innovation and responsiveness.

20 / INITIATIVE China: Close customer

support makes the diff erence

21 / INSIGHT Five development pathways

land future aircraft

22 / TALENTS Supplier Development,

a win-win project

Director of Publication: Alison Joly • Editor-in-Chief: Laurence Lysimaque • Editors: Agence ARCA• Photo credits: p.12 local contributors - p. 13 Airbus and our local contributors - p. 14 local contributors and C. Sadonnet, Safran - p. 15 local contributors and Bombardier website - p.16 local contributors - p.17 Boeing website - p.18 to 20 local contributors - p. 21 local contri-butors and F. Albert - p.22 and 23 local contributors • Contributors: C. André, P. Catté, C. Clément, P. Comminges, J. M. Cossez, M. Farrugia, P. Garnier, M. Grappe, P. Groult-Laval, M. Guitton, J.L. Haas , P. Kirton, M. Kwan, M. Labelle (CP Tech), D. Lasne, J. Lim, S. Lim, C. Mahuzier, C. Mari, J.M. Metzger, W. Moazampour, N. Nelson, B. Petot, S. Pons, G. Poulain, M. P. Richard, A. Rostand, C. Sabatier, C. Talichet, J. Villanueva, P. Wardlaw, D. Weatherby.

NEWS FROM MESSIER-BUGATTI-DOWTY

The new Campus will do a lot to spread the Safran spirit and values among all involved.”

Business is particularly smooth this year for Safran. In terms of development, the fi rst ground tests for the Arrano and Arrius 2R helicopter engines, as well as the ongoing

testing of the LEAP and Silvercrest engines, took place this spring. With regard to safety, we would also like to bear in mind the eff ort devoted to the MorphoCivis identifi cation software suite. The innovations in detection that have been made concerning molecular diff raction and mass spectrometry are big steps toward securing your identity.

In addition to our steps forward in development and safety, we have achieved production speeds for the CFM56 that are second to none as well as preparing for the transition to the LEAP engine. Starting in 2015, the production of this engine will be ramped up in order to reach a rate of almost 1,700 engines per year, gradually replacing the production of the legendary CFM56. This is a major industrial challenge for Safran.

Finally, with regard to the sales sector, we would like to mention the contract that was signed recently with China for 120 Ardiden 3Cs; the orders for CFM56 and LEAP engines that were received at the Farnborough Air Show which bring our order backlog to more than 11,900 fi rm orders and purchasing intentions; the recent export success for our defense business; the launch of our Finger on the Fly digital fi ngerprint recognition system; the Morpho IAD* system which is the fastest iris acquisition solution on the market today; and the MorphoTablet compact touchscreen device that secures mobile transactions.

These are all challenges that Safran is ready to address. With regard to development, we devote more than 12% of our sales to research and development, we registered nearly 800 patents in 2013, and we created a research and technology center at Paris-Saclay. We will also address these challenges through supporting innovation and developing a Safran culture that is shared by all of our employees on a daily basis, whatever their position, company or location, and by sharing it with our suppliers.

Safran University is already working to make this into a reality. The new campus, which opened its doors in early September, will strengthen this process. It is an exceptional tool — few groups have one like it. It will do a lot to spread the Safran spirit and values among all involved.

* Iris At Distance.

/ MARC VENTRE, DEPUTY CHIEF EXECUTIVE OFFICER, OPERATIONS, SAFRAN

EDITORIAL/ NEWS FROM THE GROUP /

SAFRAN NEWS — SEPTEMBER 2014 — ISSUE 5 3

SNAPSHOT/

Techspace Aero / Snecma Intra-Group synergies in preparation for a ramp-up in productionSince September 2013, Snecma has subcontracted part of the CFM56-5B engine assembly activities to Techspace Aero in order to prepare for a ramp-up in LEAP engine production. In late August 2014, more than 30 engines had already been assembled and tested at the Liers site in Belgium, and the rate of production should reach 150 engines per year starting in 2015. This is an excellent example of cooperation between Group companies!

/ NEWS FROM THE GROUP /

4 MONTH REVIEW

SAFRAN NEWS — SEPTEMBER 2014 — ISSUE 54

Today’s composite materials are lighter and more resistant, marking a revolution in the aeronautical industry. Safran, which has used composites since the 1980s, now aims to expand their use and is creating three new sites dedicated to these materials. The Safran Composites research center (Itteville, France), inaugurated on May 13, focuses on the research, design and development of manufacturing processes for the Group’s future composite products. The 10,000 sq. m building will accommodate up to 150 high-level technicians, engineers and PhD students.Two twin plants — one located in Rochester, NH (United States), the other in Commercy, France — are devoted exclusively to the production of aircraft engine components made from 3D

woven composite materials. The Safran Aerospace Composites plant in Rochester, inaugurated on March 31, 2014, produces 3D RTM (1) composite fan housing and blade components for the LEAP (2) engine. More than 600 fan blades have already been produced in collaboration with Albany International, which carries out the weaving of materials and resin injection. Nearly 130 individuals work at the new 27,600 sq. m facility. Once the plant is operating at full capacity, between 400 and 500 people will work there. The plant in Commercy, France, will produce the same parts and will be inaugurated in the second half of 2014.

(1) Resin Transfer Moulding. (2) Developed by CFM International, a company equally owned by Snecma (Safran) and GE.

Composite materials weave their web

A campus to unifyGroup companies

The Safran Campus is now up and running. The new site is located in Massy (in the Paris region) and was inaugurated on September 3, 2014.It will primarily be used for Safran University training programs as well as major Group events. These events will be both internal and external such as orientation days for new hires, events with Safran customers and partners, team conferences, and more. The complex has an 80-room hotel that can also accommodate employees on short-term assignments as well as Group customers.“This new site will serve as a cultural melting pot for Safran,” stated Yannick Bonnaire, head of Leadership and Campus manager. “The Group’s companies work together on joint projects and programs, so they need to share the same vision

and culture in order to improve effi ciency and responsiveness and better serve our customers. The Campus will be a forum for exchanging views, allowing all of us to take a step back from our normal working environment and meet colleague from other companies. We are convinced that interacting with people from a variety of backgrounds and businesses stimulates innovation and personal growth.”

8,500 This is the number of employees hired by Safran in 2013 for a net job creation of 3,200. This brings the total number of Group employees to 66,300 people at the end of 2013. There was also a higher proportion of female (34%) and international recruits (63%).

470 places in the auditorium.

450 to 500 persons can be accommodated every day in the Campus.

Accommodation capacity

Goals

Inauguration of the Safran Composites research center.

220,000 hours of training on site.

~ 8,500 trainees.



THEFIGURE

/

SpaceAirbus Group and Safran join their forcesLast June, Airbus Group and Safran announced the creation of an equally-owned joint venture that merges their space launcher businesses. The launch of the Ariane 5 ME and Ariane 6 is at the core of this industrial cooperation. The goal is to develop a new product family of competitive, versatile, high-performance launchers that meet the market’s business and institutional needs. Airbus Group and Safran are already working together closely in this area. For more than a decade, they have overseen an unparalleled succession of successful Ariane launches. The creation and start of the joint venture operations are scheduled for the second half of 2014.

Safran International Program Sales: developing the sales talent of tomorrowIn early 2014, Safran launched a sales and marketing training and recruitment program. Known as Safran International Program (SIP) Sales, this program aims to recruit 10 recent graduates or professionals with less than three years’ experience, both within and outside the Group, and to train them in sales and marketing.“Our goal is to build up a pool of young sales talent by training individuals abroad within the Group’s companies and enabling them to defend our interests in an increasingly competitive market,” explained Bruno Cotté, Executive Vice President, European and International Relations. The fi rst group of new recruits arrived last spring and has embarked on a program alternating periods of training and assignments in the sales and marketing departments within several Group companies.

Safran participates in the 70th anniversary of the Allied LandingJean-Paul Herteman, CEO of Safran, participated in the Freedom and Solidarity Forum on June 4th and 5th in Caen, France, to commemorate the 70th anniversary of the Allied forces' invasion of Normandy. Historians, politicians, heads of international organizations, business leaders and students exchanged views on the impact that D-Day had on freedom and solidarity, as well as on strategies for strengthening trans-Atlantic ties based on new economic and social challenges.

LEAN-SIGMAInitial review of Group training coursesSince 2013, all Lean Six Sigma courses are pooled at the Group level. Bolstered by its revitalized teaching methods, the new program has proven very successful, with more than 7,300 White Belts, 160 Manager Belts, 150 Black Belts and 810 Green Belts already trained. In addition, zone managers have been gradually phased in to meet the growing international demand.



4 MONTH REVIEW

HIGHLIGHTS/


The shared services centers are expanding abroad

“By improving the quality and effi ciency of our support functions, the SSCs help optimize the Group's performance.”

BENOÎT GOSSET

What is the role of the shared services centers (SSC)?Benoît Gosset: They provide Group companies with services that are necessary to their activ-ity but that fall outside their core business. These functions include those related to fi nance (including accounting), human resources (payroll, etc.), pur-chasing and legal. However, their scope can be extended if necessary. By improving the quality and efficiency of our support functions, the SSCs help create value and optimize the Group's performance.

They were fi rst implemented in France in 2010. What is the status on the international roll-out?B. G.: The Dallas SSC, which cov-ers the entire North America region, is the most developed. The one in Querétaro, Mexico, will gradually expand its scope and will eventually meet the needs of all Safran companies in the country. We have the same approach in China, where we want to expand the services offered by the Shanghai SSC to all Group offi ces. In the UK, the Gloucester SSC is developing legal, indirect purchasing, fi nance and payroll services. We have assessed the requirements in Morocco and India and are currently recruiting the neces-sary staff. Finally, other roll-outs are underway in Russia, Germany, Australia, Singapore and Brazil. Our goal is to have each SSC fully up and running by the end of 2015, either through specific centers or in the form of collaborative organizations.

What challenges have been encountered?B. G.: One of the main challenges is to determine which working methods are able to meet com-panies' needs while adhering to local cultures and regulations. This requires a fl exible approach

and effi cient negotiations with the various stakeholders in order to fi nd solutions. We have also run into organizational chal-lenges such as the introduction of new reporting structures as well as changes in roles and responsibilities. Finally, from an operational standpoint the major challenge is to show the added value we provide. To do so we developed common stan-dards to enable us to agree on the performance required... and achieved.

An interview with Benoît Gosset, Vice President Shared Services at Safran, discusses the worldwide roll-out of this new organizational structure. Interview.

For further information Safran News issue 2

100employees currently work at our SSCs around the world. There will be 250 of them by 2015.

85% of Safran's fi nance, human resources, purchasing and legal functions in our international operations will be covered by the SSCs in the long term.

INTERVIEW/ NEWS FROM THE GROUP /

Developing talent to prepare for the futureStrengthen employees' skills and capacity for growth, develop the talent that Safran needs to support its growth, and help managers and executives steer the Group's transformation... these are the goals set out by Safran University.

The inauguration of the M a s s y C a m p u s o n September 3rd marked one of the high points for Safran University. A sig-nifi cant proportion of the Safran training courses off ered by the university take place at this new site, which will also host a

number of Group events, both internal and external. “The Campus aspires to be a ‘home to all’ where all employees can acquire skills and share their knowledge,” explained Gilbert Font, director of Safran University. “It’s a true melting pot that holds the keys to the Group’s future.”

Anticipate and integrateTraining is a strategic challenge for Safran. “Our strength lies in our talent,” said Gilbert Font. “We work in sectors where technology evolves quickly, including the ‘more electric’ aircraft, new materials, and more. In order to remain a leading global player, we need to continually adapt our skills, in all functions across the company. Take the supply chain and methods functions as an example: the way things are done today is com-pletely diff erent from the way things were done several decades ago.” The large number of new recruits — almost 23,000 hires in three years — is also a major challenge for Safran University. The integration of these new employees requires them to build a knowledge base around not only their occu-pation, but their company and the Group as well. “As Safran expands, the need for a shared culture grows as well,” explained Gilbert Font. “And to a large extent, training contributes to this shift.”

1.5million hours of provided training driven under the Safran University.

2013 Key Figures

2015 Goals

1.7 million hours.

4.5% of the total payroll.

4% of the total payroll of the Group in the world is dedicated to training.

Gilbert Font, director of Safran University

OVERVIEW/ NEWS FROM THE GROUP /


A university for allAlthough these are longstanding issues, it took several years to set up the university in its present form. “In three years, Safran University has increased the number of hours of training it off ers from 900,000 to 1.5 million. Its scope has continued to expand and it now provides training options for all Group employees. This is relatively rare in the fi eld of corporate train-ing.” Three types of programs are on offer: “Leadership,” for developing excellence in management, “Business” for strengthening professional skills and “Gateway” to foster employability. This program has been imple-mented around the world and 30% of training is delivered abroad. “The entire catalog is vet-ted by Safran University,” noted Gilbert Font. “The programs have been expanded over the past three years and have reached a level of international excellence.” Finally, the university "

has placed an emphasis on digital tools, which are revolutionizing the way knowledge is trans-mitted [see box].

At the grassroots levelThe training courses are tailored to the Group’s needs, both current and future, in order to sup-port its growth. “The GPEC (1) is an integral part of our strategy,” said Gilbert Font. “We develop priorities according to a forward-looking per-spective in order to develop today the skills that will be needed tomorrow. That’s why, over the next three years we will be focusing on R&D (2), industry, trade and marketing.” The training is also in line with the situation in the fi eld thanks to the careful advance consideration given to these issues within the “business committees,” which are made up of “guarantors” at the Group and company level. Finally, efforts are being made on a worldwide scale through our local teams: in Dallas for the North America region, in Beijing for Asia, and recently in Morocco, the United Kingdom and India. Safran University now has everything it needs to fulfi ll its mission.

(1) Employment and Skills Forecasting Agreement (Gestion Prévisionnelle des Emplois et des Compétences). (2) Research and Development.

“In order to remain a leading global player, we need to continually adapt our skills.”

GILBERT FONT, DIRECTOR OF SAFRAN UNIVERSITY

Online courses are revolutionizing education First seen in American universities in 2008, MOOCs* have experienced tremendous growth.These next-generation online classes are free and open to everyone, allowing trainees to manage their own time as they see fi t. But classroom training has not become obsolete: for Safran University, MOOCs are designed to be incorporated into a system combining the benefi ts of classroom-based learning with those of digital media. The challenge is to make the best use of each tool.The trainer’s job is no longer to transmit knowledge — which is now available online — but to teach trainees how to use that knowledge. This is a true revolution...to the benefi t of Group employees.

* Massive Open Online Courses.

A signifi cant proportion of the Safran University training courses take place on the Massy Campus. Online training options will be added soon.



Safran’s international scale is one of its strengths. It also causes a certain amount of complex-

ity from an accounting stand-point.... “As it is listed on an EU-regulated market, the Group has to comply with IFRS* international standards when preparing its consolidated f i n a n c i a l s t a t e m e n t s , ” explained Sandrine Holler. “However, its companies are still subject to local benchmarks in the countries in which they operate. This coexistence between standards requires extensive harmonization eff orts.”

A common languageBefore reporting its accounts, each company must restate them based on an IFRS proce-dures manual prepared by Safran’s accounting depart-ment. These contributory accounts are then checked and consolidated at the Group level. “The IFRS standards serve as a type of unique accounting language,” said Sandrine Holler. “They make it possible to report information on the Group’s performance in a uniform manner to all stake-holders, including executives, shareholders, customers, inves-tors, partners, etc.”

Simplify and update Given its strong presence in France, Safran is particularly mindful of the country’s regu-latory system. “Small and medium-sized fi rms continue to prepare their accounts

according to the national stan-dards,” explained Sandrine Holler. “But these standards have changed little over the past ten years as the main accounting players have been mobilized by the introduction of the IFRS standards. Now they need to be updated and simplifi ed in order to meet the needs of the different eco-nomic stakeholders. This is the role of the ANC’s private stan-dards commission. And the presence of large groups like Safran provides valuable expe-rience for achieving these goals.” Finally, it is important for Safran to monitor every change in accounting standards that has an impact on the Group’s French companies in order to anticipate any potential con-sequences (legal, tax, social, etc.) and to adapt to new regulations.

* International Financial Reporting Standards.

A member of the French accounting standards authority's private standards commission since early 2014, Sandrine Holler, Accounting Director at Safran, discusses the regulatory context that governs the Group's fi nancial statements.

Safran: a Group that complies with standards

“ IFRS standards make it possible to report information on the company’s performance in a uniform manner to all stakeholders, including executives, shareholders, customers, investors, partners, etc.”

SANDRINE HOLLER, ACCOUNTING DIRECTOR, SAFRAN

The French accounting standards authority (ANC) The ANC was created in 2010 and lays down French accounting standards. It also represents France in connection with the devising of international standards. It includes a board, two commissions responsible for private and international standards, respectively, as well as topic-centered working groups.

FOCUS/ NEWS FROM THE GROUP /


Quality: a shared visionOff ering the world's best products and services to our customers is the key to the Group's success. The Quality department rallies its teams around this goal.

with higher added value and to rally the teams together around strategic , medium-term objectives.”

A strong engagementThe strategy was operation-alized during a seminar in late 2013 which brought together the main parties con-cerned within the companies. “Together we defi ned a ‘vision’ of quality and a fi ve-year road-map. We used this to set our targets for 2014.” This collaborative effort between central management and the companies gained the support of the quality commu-nity as well as representatives from other functions (produc-tion, purchasing, supply chain and progress initiative) that contributed to the discussion. “The quality teams are our primary target,” explained Xavier Sahut d’Izarn. “But we also wanted to explain to the entire Group what this func-tion has to off er. That’s why we have designed an educational document and organized presentations.”

A clear ambition“Deserving our customers’ trust thanks to our globally renowned quality”: this vision unites our teams and is broken down into missions that emphasize behaviors [see box]. “Our current perfor-mance is not enough for us, and our goal is to continually improve it,” stated Xavier

The CFM56 engine delivers exceptional quality and reliability, making it a huge success with operators.

Sahut d’Izarn. “Our customers expect us to protect them fully from the consequences of any non-compliance and for us to deliver exactly on time. Therefore, a Group-wide mobi-lization eff ort is required. This is all the more important because 80% of non-quality could be eliminated if every-one complied strictly with the fundamentals!” While the essential work is carried out primarily in the companies, the Group is also taking action at the central level through the coordination of the quality community, definition and monitoring of objectives, man-agement of cross-functional projects, experience-sharing and the development of com-mon best practices. The goal is to defi ne a clear ambition and objectives to support the Group’s performance.

A “vision” broken down into four missions for tightly knit teams across all functions of the company – Make the customers’ wishes pervasive and understood throughout the company and take their requirements and expectations into account.– Promote the continual improvement of our processes to meet our customers’ needs and move the entire company, its suppliers and partners toward excellence.– Guarantee performance through relevant tools, methods and behaviors that allow us to provide trouble-free products and services to our customers.– Implement and maintain a quality system that is used by all, tailored to the company’s actual requirements and strictly applied.

Looking together in the same direction: that is the impetus that Xavier Sahut d ’ Izarn , Qua l i ty

Director at Safran, would like to impart to the Group’s network of quality specialists. This think-ing was prompted by an in-house survey conducted in March 2013 that revealed that little was known about the quality-related occupations and that they were insuffi-ciently attractive. It also high-lighted the high expectations from the quality community. “We wanted to set in motion a new process,” explained Xavier Sahut d’Izarn. “Our goal is to harmonize and motivate the network by establishing a shared, clear and motivating vision, to better promote the function within the Group, to re-focus the function on actions

3,000 employees around the world work in quality control occupations within the Group.

÷ 2 non-quality, whether internal or exported by suppliers, as well as timeliness problems:this is Safran’s target within the next fi ve years.

For further informationInsite / Group-Wide Functions /Quality

FOCUS



SNAPSHOT /

Querétaro, June 24th, 2014 ‘Safran Experience’ in Querétaro: take the tour! MBD Querétaro plants hosted a joint open-house day with Snecma to attract new talents. The objective was to raise awareness about Safran companies in the Querétaro area for potential recruits, increase brand awareness in the local aerospace sector and showcase career opportunities within the Group. With some 650 attendees, this fi rst event proved to be a very successful ‘Safran Experience’.


/ NEWS FROM

MESSIER-BUGATTI-DOWTY /

PORTFOLIO/

1. On July 16th, MBD celebrated the installation of the first landing gears designed for the A320neo. The official handover ceremony took place in Toulouse (France), hosted by Klaus Roewe, Airbus Senior Vice President, A320neo program, and Gilles Bouctot, Chief Operating Officer and head of the landing gear division.

2 to 7: MBD Bidos (6), Gloucester (3), Montréal (5), Querétaro (7), Suzhou (4) and Vélizy (2) teams have contributed to the introduction of enhancements such as the reinforcement of the landing gear, anti-corrosion and protective coatings. The aim is to meetnew efficiency targets whilst maintaining the proven in-service performance record of the A320 landing gear. Congratulations!

1

2

3

5

7

6

4


/ NEWS FROM MESSIER-BUGATTI-DOWTY /

PANORAMA

Located since 2007 near Boeing, in Everett (Seattle), and working in close cooperation with Toronto, the MBD team of 20 employees is in charge of the assembly process for the 787 program, operationally supported at the Boeing plant by three mechanics, a junior mechanic

apprentice, a quality inspector and an assembly manager. They ensure the integration of wheels and brakes, side brace assemblies and several other large and/or critical components on the 787 Main Landing Gears (MLGs). The Everett team also does support vendor work, technical

assistance, engineering inquiries and customer interface on Boeing property after delivery of the gears, which means communicating directly with airlines about very specifi c technical requests. Thanks to its remarkable knowledge of the 787 program and in collaboration with Vélizy,

the Seattle team has become gradually involved in the EGTS project in recent months and has taken on the challenge of analyzing the technical feasibility of the EGTS system on the Boeing 737.

* As of Sept 1st, 2014, Patricia is back in Toronto where she has taken up the roll of Sr. Manager Sales Administration.

Everett Landing Gear Integration team and Boeing: a close working relationship

THAT SAYS IT!

/

“ Our proximity to Boeing enables us to build strong, trust-based relationships. This advantage is essential to the success of our operations”PATRICIA WARDLAW, LG 787 PROGRAM MANAGER AT SEATTLE*

EGTS Pilot Days: the voice of the customerMore than 30 pilots representing 16 airlines from around the world test drove the Safran A320 equipped with the EGTS system during the Pilot Days event held in Toulouse in March of this year. Pilots were able to test the electric taxiing prototype in real taxiing conditions and share their impressions, vital for the next phase of development. The initial feedback was very positive and confi rmed pilot enthusiasm for the system in terms of maneuverability and initial acceleration compared to traditional jet engines. As future end users, they shared their confi dence and enthusiasm in the system’s future development and relevance for the

MBD Singapore turns 35!In May, MBD’s MRO facility in Singapore celebrated its 35th anniversary. During the event’s opening speech, Managing director Paul Cliff ord thanked the entire staff for their contribution to the success of MBD Singapore, whose total sales are now 48 times more than what they were in its fi rst year in 1979. Employees brought their families to join in the occasion. Team building activities, beach games, family challenges, snacks and confetti contributed to a decidedly festive mood and friendly atmosphere. Special awards were also given out to the 42 employees with the longest tenures at the site, including up to 25 years of service.

market. The MBD EGTS team also reorganized in May, with the creation of an EGTS division that will work in synergy with the other divisions. This move is a response to the need to clarify the project and ensure a smoother development phase.


PANORAMA/ NEWS FROM MESSIER-BUGATTI-DOWTY /

CadFree projectOn track for TRL7The CadFree teams are continuing to evaluate the zinc-nickel coating that will replace cadmium. Fatigue and endurance testing began in April at the DGA’s Toulouse Center of Aerospace Technics (formerly known as the CEAT) in. Five A400M main landing gear parts were selected by the design offi ce and Programs for bench tests. Together with the Wheels and Brakes and Systems Equipment divisions, studies are in progress to analyze the possibility to apply the new treatment to A350XWB program wheel axles and one rim for the EGTS system. While 2013 was a very intense year for the project with heavy involvement from the Bidos and Montreal teams, 2014 is proving yet another pivotal year with the transition to TRL7 which will consist in the industrial deployment of this treatment.

The Learjet 85 takes off The inaugural fl ight of the Learjet 85 took place in April in Wichita, Kansas (US). Launched almost six years ago, the program reached a major milestone with the very fi rst test fl ight of this business aircraft, the latest off ering from Bombardier. Messier-Bugatti-Dowty is developing the carbon brakes and wheels, the braking system, the landing gear extension/retraction system and the ground steering system. The aircraft's entry into service is slated for 2015 upon completion of the fl ight testing campaign that began in late spring.

Bidos combats deforestation in the AmazonBidos employees made 77 commitments to purchase one hectare of rainforest during the Bidos HSE forum inJune, representing commitments of close to 10% of the site's staff . In exchange, the site will purchase one hectare for each hectare saved by an employee. Part of a Group project, the “Safran Forest” is located in the Sagrado Preserve in Peru, which has been hard hit by deforestation. The goal is to promote environmental initiatives and include employees in a concrete protective measure.

KEY FIGURES

/

103That is the number of parts manufactured in one week by turning/milling machines in the Wheels and Brakes unit in Molsheim. The teams are determined to beat that performance record this year with the objective of 130 wheels by the end of 2014!



INTERVIEW/

FranceDiscovering HydrepAs a former joint-venture between Messier-Bugatti-Dowty and Sabena technics, and now as a wholly-owned subsidiary of MBD, Hydrep is a leader in the maintenance of landing gears, hydraulic systems, wheels and brakes for regional and business jets and helicopters. Located near the Dinard airport in Britanny, France, the company provides support to our equipment and those of other OEMs, ensuring stringent quality standards and tight control over costs and deadlines. Jean-Louis Haas, Hydrep Managing Director, explains: “As Hydrep is a small entity of only 100 employees, its main strengths are fl exibility and effi ciency.” He adds: “our greatest pride is the close and trusting relationship we have built with our customers for twenty years.” Thanks to its assets, Hydrep has gained the loyalty of nearly 250 customers, including aircraft manufacturers and airlines. The merger planned with MBD is seen as a great opportunity thanks to which, as confi rmed by Jean-Louis Haas, “Hydrep will improve the service level provided to its current customers and open its activity to new markets.”

MICHEL GRAPPE,PRODUCTION MANAGER


PANORAMA/ NEWS FROM MESSIER-BUGATTI-DOWTY /

“The push-pull project will be key to Villeurbanne’s organization.”Does this entail reorganization?MG: It does, along with a change in production management tools and our full commitment to this new mode of operation. It requires a change in practices, therefore it has an impact on management and processes.

Three major issues must be taken into account. What are they?MG: The three aspects include management methods in the machining shop and modes of exchange between Molsheim and Villeurbanne, managing

Molsheim's demand and validating rough machining on tight schedules.

What are the advantages of the project?MG: The project meets the goal of sustainable profi tability by lowering our inventory levels. It will ease up production fl ow in Molsheim, which is also applying this principle to refurbishment activities. Finally, it will contribute greater customer satisfaction by reducing the time it takes to respond to requests from airlines.

What is the Push-Pull project?Michel Grappe: The goal is to facilitate operations by introducing the right parts at the right time in the machining fl ows, based on actual demand. It aims for wiser inventory placement and a more rational management of fl ows further downstream in the manufacturing process in Villeurbanne and in the refurbishment workshop at Molsheim.

Boeing Dreamliner: The next big challenge MBD teams are designing, developing and manufacturing landing gears and electric brakes for the Boeing 787 Dreamliner. This long-term collaboration is founded on stringent standards, innovation and responsiveness.

Boeing has placed its confi -dence in MBD since the 787 program began in 2004. After the successful development and launch of the Dreamliner 787-8 in 2011, our teams have been working on two fronts: monitoring the entry into service of the Dreamliner

787-9, which will have greater capacity and range than the 787-8, and redesigning the landing gears for the 787-10, which will be able to carry up to 323 passengers – versus 280 for the 787-9 and 242 for the 787-8. “The critical design review (CDR) for this large aircraft should occur in December 2014. The first landing gears will be delivered in December 2016 and test fl ights should start in May 2017, meaning possible entry into service in March 2018,” notes Deane Weatherby, 787 Program Manager for the Landing Gear division.All of these developments come with very high

17SAFRAN NEWS — SEPTEMBER 2014 — ISSUE 5


SPOTLIGHT

stakes for Boeing, which is facing aggressive competition from Airbus in the long-range mar-ket (see sidebar), and expecting extremely high standards from MBD teams.

An airplane and landing system at the cutting edgeThe fi rst challenge is a technological one. The Dreamliner's fuel consumption and CO2 emis-sions have been reduced by 20% compared to competing aircraft. It has accomplished this in particular through the use of materials such as titanium in landing gears which is lighter than steel and aluminum – this maximizes weight savings while maintaining the same resistance to constraints. A host of innovations have been introduced: “The Dreamliner is the fi rst com-mercial aircraft equipped with fully electric brakes, which boosts reliability and simplifi es maintenance,” confi rms Michel Guitton, Director of Wheels and Brakes programs.

Anticipating customer needs In this race to innovate, MBD has succeeded in adapting and staying ahead of customer require-

ments. During the development process, our Wheels and Brakes design team in Vélizy (France) reduced the number of carbon disks in the 787-8 brakes to extend their service life and stay a step ahead of the ones produced by UTAS, also se-lected by Boeing for this program to ensure dual sourcing.A second major challenge was establishing an organizational model that could accommo-date the intense, ongoing involvement of the Boeing in the projects. “These programs require a lot of responsiveness,” stresses Michel Guitton. “With the 787-9, for example, we were asked to provide certain deliverables very early in the development process and we had to adapt to meet this request.”

A customer-focused organizationMBD implemented a very detailed oversight mechanism with high-frequency monitoring and maximum managerial commitment to the teams. To better take into account customer needs – and even anticipate them – MBD also deployed a tailor-made system based on close contact and therefore driven by the North American units. For the most part, landing gear design and assembly are concentrated in Toronto (Canada), while wheels and brakes are manufactured in Walton, Kentucky (United States). These two sites receive structural parts and other compo-nents from our factories in France, the United Kingdom, Mexico and China. They also rely on the know-how of Sagem and Labinal Power Systems, which are Safran subsidiaries, for elec-tric brake components. Wheels & Brakes design operations are based in Vélizy. Some design and the fi nal integration of landing gears take place at the Everett site in the suburbs of Seattle, just a short distance from the Boeing plant. “Our system draws on expert knowledge spread throughout the world to be as close as possible to the customer,” Deane Weatherby explains.

A highly competitive market In every segment of the long-range market, the Boeing 787 Dreamliners must contend with tough competition from Airbus. • The 787-8 can accommodate 242 passengers and has a range of 14,500 km. It competes with the A330-200 and A350-800 from Airbus.• The 787-9 can carry up to 280 passengers over distances of up to 15,200 km. It faces off against the Airbus A330-300 and A350-900. • The 787-10, which is in development, will have a capacity of 323 passengers and a range of 12,000 km. Its adversaries in this segment are the A350-900 and A350-1000 from Airbus.

From left to right, W&B division: Jean Baudin, 787 Program Chief Engineer (PCE) at the time of 787-9 development and certifi cation; Frédéric Ragot, 787 Program Chief Engineer (PCE); Philippe Pelletier, 787 Program Manager; Xavier Chassang, 787 Program Chief Engineer (PCE).

“Our system draws on MBD’s expert knowledge throughout the world to be as close as possible to the customer.”

DEANE WEATHERBY, VICE PRESIDENT OF LANDING GEARS, 787 PROGRAM

SPOTLIGHT

18 SAFRAN NEWS — SEPTEMBER 2014 — ISSUE 5


Cost and profi tabilityThe 787 program is demanding and innovative, which has required heavy investments and high levels of resource commitment. This has been the third challenge faced by MBD: controlling cost and profi tability. To hit performance tar-gets, the teams implemented a continuous improvement initiative that incorporates all the stages of manufacturing and administrative management. Financial oversight of the pro-gram falls to a steering committee that assesses the impact of each project and defines priorities. As the second pillar of profi tability, contract negotiation with Boeing, as with any other key account, requires three important qualities: time, tenacity and the ability to redraw bound-aries, i.e. expand the scope of negotiations. “Since the program was launched in 2004, we have always managed to fi nd win-win agree-ments,” boasts Deane Weatherby.

10 sets of landing gears manufactured by MBD each month for the 787-8 and 787-9.

More than 50%of booked orders for 787 wheels and brakes.

More than 60 787 aircraft in service are equipped with MBD wheels and brakes.

Deane Weatherby, 787 Landing Gear Program Director, in front of a 787 landing gear in Toronto.

Strong positioning in the Wheels & Brakes market With more than 50% of booked orders, MBD is the worldwide leader in the 787 Wheels & Brakes segment thanks in particular to electric brakes, which are a competitive advantage for MBD and an asset for the customer in terms of weight, service availability, maintenance and lifespan. This technological diff erentiation helps drive the constant growth in our market share.

Cutting edge materials MBD teams working on the 787 program have introduced several technological advances. In addition to electric brakes, our teams have developed titanium (as opposed to steel) parts for landing gears to enable weight savings and better resistance to corrosion.

19SAFRAN NEWS — SEPTEMBER 2014 — ISSUE 5


TOP CHRONO

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CHENGDULHASA

KUNMING

CHONGQING

GUANGZHOUSHENZEN

HAIKOU

TIANJINBEIJING

ULAN-BATOR

SHANGHAI

TibetAirlines

Hunnu Air

Lucky Air

HainanAirlines

ChinaSouthern

ShenzenAirline

Zhejiang Loong

Airlines

JuneyaoAirlines

ChinaEastern

YangtzeRiver

Express

Spring Airlines Shanghai Airlines

Tianjin Air

Capital Airlines

Air China

SichuanAirlines

ChengduAirlines

ChongqingAirlines

WestAir

SINGAPOREKUALA LUMPUR

SUZHOU

HANGZHOU

China: Close customer support makes the diff erenceIn the rapidly expanding Chinese aerospace market, Messier-Bugatti-Dowty off ers customer support that combines excellence, responsiveness and close ties.

“Excellence and responsiveness are important factors, but close ties

matter the most.” MARK KWAN, DIRECTOR

OF CUSTOMER SUPPORT FOR NORTH ASIA

demand: the number of aircraft operated by Chinese carriers is expected to double by 2025,” notes Mark Kwan. Airframers confi rm the market momentum: Boeing, for example, expects the Chinese market to grow to some 5,000 airplanes by 2033. More than 40% of commercial airplanes operating in China are equipped with our systems, landing gears and/or brakes. MBD has a plant in Suzhou (west of Shanghai) that specializes in the manufacture and sub-assembly of medium-sized structural parts, including ther-mal and surface treatments for programs like the A320 and the 787.

Singapore's central roleThe hub of customer support for China – and the entire Asia Pacific region – is located in Singapore. Supported by the CSC in Europe and North America, Singapore's CSC off ers a full range of services: a call center, dedicated sales and technical managers for each customer, maintenance teams that can be dispatched quickly to make repairs, credit and pro-gram managers, MRO activities, etc. “All requests are processed on the day they are received and, thanks to our back offi ce, its 30-person team and our two

MBD facilities in Asia: as close as possible to our customers.

managers based in Beijing, our on-time response rate is over 95%, which is particularly note-worthy for Chinese airlines,” Mark Kwan points out.

Close ties matter mostThe MBD teams strive to cultivate lasting relationships with our Chinese customers. “Excellence and responsiveness are important factors, but close ties matter the most: our Chinese customers are very sen-sitive to the quality of the rela-tionship,” stresses Mark Kwan. “We call them often and make regular visits to notify them of modifi cations to existing prod-ucts, introduce innovations or tell them about changes in our processes. We also organize conventions during which they can ask more specialized ques-tions. These eff orts allow us to maintain an edge over the com-petition.”

A host of opportunities The biggest MBD customers in China are Air China, China Southern, China Eastern and the private Hainan Group. Nevertheless, new airlines like Spring and Sichuan Airlines are starting to call on MBD to play a role in their fl eet expansions.According to Mark Kwan, a host of opportunities still await MBD, notably in the sales of spare parts for braking and landing gear systems and in customer services and maintenance. This positive trend is confi rmed by our recent selection by Zhejiang Loong Airlines to equip its future A320 fl eet with carbon brakes and wheels, which will also make the company our fi rst customer for the A320 neo.

The Chinese market is a patchwork of air-lines that have vastly diff erent operating modes,” explains

Mark Kwan, Director of Customer Support for North Asia at MBD. The three govern-ment-owned airlines, Air China, China Southern and China Eastern, have been joined by the private Hainan and Sichuan Airlines Groups and a plethora of start-ups like Spring, Juneyao, OK Air, Joy Air and Ruili Airlines, etc., which have given Chinese consumers a chance to discover the appeal of low-cost carriers.This has set the stage for expo-nential growth in the Chinese aviation market. “All the airlines are growing fast building on the strength of high domestic

INITIATIVE


/ NEWS FROM MESSIER-BUGATTI-DOWTY // NEWS FROM MESSIER-BUGATTI-DOWTY /

Five development pathways land future aircraft

To prepare more quickly for the future, in mid-2012 MBD launched fi ve pathways to technological innovation, called platforms. These platforms aim to diff erentiate our technology by demonstrating now our capacity to design the landing gears they expect in 2020.

“Our platforms provide concrete expressions of our ideas for the future in the form of products. They help us share our vision and make our projects tangible for our employees and for our customers."

BERTRAND PETOT, R&T DIRECTOR CHRISTIAN MARI, EVP RESEARCH AND TECHNOLOGY

Each platform targets a market segment for a given timeframe: − Main landing gears with four or six wheels for long-range aircraft (2020) − Main landing gears with two wheels for short- and medium-range aircraft (2020)− Main landing gears with bogies for regional and business airplanes (2020)− Fuselage landing gear for the "Game Changer" plane of the future (2030) − Electrically-actuated nose landing gears (2020 to 2030)

These platforms go beyond the scope of traditional technological disciplines. The goal is to prepare the best landing gears in each segment in accordance with MBD’s product strategy. For example, the top priority of Platform 1 is to reduce the weight of landing and braking systems by 2020 to meet aircraft manufacturers' needs for long-range aircraft. This will lead to work on materials, as well as architecture optimization.

The platform approach also aims to improve our readiness for responding to future requests for proposals. For the 2020 timeframe, they will enable MBD to stand out from the competition and demonstrate the feasibility of our solution. Looking ahead to 2030, they will also lay the groundwork for breakthrough technologies on the market. We know that we cannot win bids in the future with today's program technology!

The fi ve platforms are being developed in diff erent ways. Platforms 1 and 5 are so-called demonstration platforms; they have dedicated technical workshops in Gloucester (United Kingdom) and Vélizy (France). Platforms 2 and 3 are integration platforms that combine resources and know-how spread across diff erent sites. Platform 4 is a research platform for breakthrough products that is jointly operated with Cranfi eld University in the UK.

The platforms focus on the entire landing gear assembly and call for cross-departmental eff orts. For example, the development of 100% electric nose landing gears under Platform 5 is being handled by our Landing Gears and Systems Equipment divisions. These kinds of projects require highly specialized know-how in mechanics, electro-mechanics (systems architecture) and electronics (such as harsh environments).

Point1One platform = one market segment

Point2Laying the groundwork for the products of the future

Point3A gold mine for requests for proposals

Point4Complementary formats and approaches

Point5Promoting cross-departmental synergies


5 KEY POINTS

/

INSIGHT

Supplier Development, a win-win project MBD helps its suppliers optimize their processes, with convincing results.

Created in 2012, the M B D S u p p l i e r Development (SD) team brings tog-ether eight special-

ists in industry, logistics and change management. Its pur-pose is to help our suppliers throughout the world make improvements at key stages in their value chain: deadlines, quality, production costs, etc. “We work with companies that are struggling to meet our require-ments, but also with others whose

growth we want to support so they can meet our future needs,” explains Marie-Pierre Richard, Supplier Development Manager.

The suppliers who choose to benefi t from this initiative receive customized consulting services. It begins with a detailed audit and can then encompass a broad variety of actions, including optimization of work organiza-tion (lean management), supply chain improvement, outsourcing consultation (“make or buy” pro-cess), inventory management, training, etc.

To successfully carry out each of these missions, the SD manager can draw on an array of talents within MBD. “We do not come and impose our ideas or imple-ment a standard method: we lis-ten, we make suggestions and we monitor the adoption of the solutions chosen by the supplier,” notes Marie-Pierre Richard. Reduce lead timesEach project is guided by a Memorandum of Agreement that formally states the objectives,

terms of cooperation and sharing of benefits. The savings are shared 50-50 in most cases. “If the SD program results in a decrease in manufacturing costs of 10, the supplier raises its margin by 5 and lowers by 5 the price billed to MBD,” explains Marie-Pierre Richard. “It is a win-win operation: we strengthen our suppliers and earn their loyalty while helping them become more eff ective.”

The work has paid off in results. Of the 19 projects carried out to date, the on-time delivery rate has improved, on average, from 43% to 90%. In parallel, they have yielded reductions in lead times and production costs.

French Supplier Development Team. From left to right: Samuel

Prieur, Fabrice Ruby, Marie-Pierre Richard and Julien Matha.

Not pictured: Bertrand Valière.

TALENTS/ NEWS FROM MESSIER-BUGATTI-DOWTY /

MARIE-PIERRE RICHARDSince 2012: Supplier Development Manager - MBD2011-2012: Director of Purchasing - Sabena technics2009-2011: Purchasing Manager - Air France Industries1995: Materials Engineer (INPG)

QUICK BIO

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Advantages of Supplier Development

All positives for SMBsThe small Canadian company, CP Tech (100 employees), supplies MBD Walton with nickel-treated barrettes. “For us it is a new procedure derived from a technology transfer; it is complex and diffi cult to stabilize,” notes Martin Labelle, CEO of CP Tech. Thus MBD off ered its support and made a Supplier Development project manager available to the small business. “He helped us identify problem

points, implement procedural changes and deploy cutting edge tools such as failure mode and eff ects analysis (FMEA),” adds Martin Labelle. Results soon followed: the on-time delivery rate surged from 0% to 97% in three years!

Two managers on the Supplier Development team stepped up to work with some of the suppliers for our Walton plant (Kentucky, United States). Working in conjunction with the site's procurement and quality teams, they help them boost their production capacity and improve industrial and logistics processes. Their impact is often decisive. With their support, metallurgical supplier Forges de Bologne successfully handled the ramp-up of the Boeing fl eets and now 100% of its deliveries are on time. “They provide industrial expertise, methodology, and an

emphasis on dialogue; they try to fi nd solutions that are suited to the size of the company,” says Philippe Garnier, Vice-President W&B at the Walton site (United States). These qualities are all the more precious because some suppliers are reluctant to accept outside involvement. “Their apprehension quickly melts away as progress and savings are made,” emphasizes Philippe Garnier.

A U.S. initiative bringing high added value

WIA says yes to SD

“We suggested the Value Stream Mapping (VSM) method which consists in producing maps of processes without judging; we maintain our role as an external resource to maximize the involvement of the local team,”

“For such a complex module, it would have taken us years to industrialize and qualify another supplier,”

IN BRIEF/

TALENTS



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