8 avril 2020 | International, Aérospatial
Vivek Saxena
“You never know who's swimming naked until the tide goes out.”
I am reminded of Warren Buffett's words in the climate created by the coronavirus pandemic. Aerospace manufacturers that are lean, use enabling technologies and have a robust business continuity plan will stand tall in tough times. Conversely, inefficient companies that have ridden the gravy train of the aerospace supercycle will suffer.
I will share a few best practices that should help industry prepare for the long haul, using an admittedly unscientific survey of multiple manufacturers in various tiers to assess how the aerospace supply chain is coping with the triple whammy of reduced demand, weakened productivity and increased supply chain distress. I asked, how are they dealing with dwindling attendance, regulatory confusion and the decoupling of remote support staff from the production staff?
Leadership and communication matter more than ever. While liquidity remains the mantra, no factory can succeed without motivated employees. Shop floor attendance is dropping, depending upon the proximity to COVID-19 “hot spots” and, more important, the leadership's success in engaging with employees. We have already observed a 25% average drop in attendance at many suppliers.
On the other hand, Click Bond CEO Karl Hutter reports little impact and is even expecting a record month. He set up a mission control office early and deployed an intranet system to communicate with employees. He calls this a “high-fidelity single source of truth about our people and our operations.” Another innovation is mobile check-in/check-out for employees at each building, allowing for a quick triage if necessary. The CEO of a California forger reports a slight improvement in attendance despite the COVID-19 outbreak in the state, owing to “honest communication and employees taking pride in working at a designated critical service.”
The terms “critical infrastructure” and “essential business” have been thrown around without much explanation, sowing confusion among suppliers. Marotta Controls CEO Patrick Marotta took the lead in calming his suppliers. “Suppliers were especially appreciative when we communicated the [Defense and Homeland Security] memos classifying the defense industrial base as critical infrastructure,” Marotta said.
Lean enables social distancing. Plants with a deeper lean culture have already implemented manufacturing cells. Lean enables operators to run multiple machines in their dedicated cells with minimal interaction with other areas.
Consider Woodward's new plant in Rockford, Illinois, where instead of a large furnace, self-contained cells are situated with right-size furnaces. This design eliminates all unnecessary material and personnel movement at a shared service such as a large furnace. Additionally, closed-loop quality control preempts back-and-forth between inspectors and machinists.
Technology is a friend. Protolabs in Minnesota is a great example of digital manufacturing. Plants with lights-out machining capability can scale the technology across all shifts, filling in for absent employees. Machine monitoring and the Internet of Things are especially helpful for remote support staff. Shops with a higher degree of automation will obviously see less of an attendance impact. Data analytics dashboards are a great enabler for remote production meetings.
An OEM told us its supply chain organization was fully prepared to work remotely since its business continuity plan called for a system for executing and monitoring remote activities. A Tier 1 told us about a recent investment in information technology systems that is now paying off handsomely for remote operations.
Now is an opportunity to catch up and come out stronger. The industry will find a way, says Nycote President Marcie Simpson. She is “impressed with the level of communication and transparency. . . . It seems as though everyone is innovating ways to ensure supply chain continuity.”
The best-case scenario is that industry comes out of this crisis in about 12 months with moderately reduced demand and the Boeing 737 MAX back in service. The supply chain will then be functioning better, because the intervening period will have been used to catch up on past issues. For example, the engine supply chain can wrinkle out the kinks that have hobbled engine manufacturers. They can use the respite to address the early shop visit issues and develop much-needed repairs for new engines. Lower tiers would be well-advised to use this time to focus on operational excellence and technology implementation.
Vivek Saxena is the managing director at Advisory Aerospace OSC, a consultancy focused on operations and supply chain.
10 juin 2024 | International, Aérospatial
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14 novembre 2024 | International, Terrestre
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1 mars 2019 | International, Aérospatial
By: Valerie Insinna ORLANDO, Fla. — The U.S. Air Force wants more fighters. But it didn't necessarily want the F-15X, and it didn't intend to buy any in the upcoming fiscal 2020 budget, its top two leaders confirmed Thursday. “Our budget proposal that we initially submitted did not include additional fourth-generation aircraft,” Air Force Secretary Heather Wilson told reporters during a Feb. 28 roundtable at the Air Force Association's Air Warfare Symposium. Wilson's comments confirm reporting by Defense News and other outlets who have reported that the decision to buy new F-15X aircraft was essentially forced upon the Air Force. According to sources, the Pentagon's Cost Assessment and Program Evaluation Office was a key backer of the F-15X and was able to garner the support of the Office of the Secretary of Defense. Asked by one reporter, point blank, whether the Air Force wanted new F-15s, Wilson and Air Force Chief of Staff Gen. Dave Goldfein danced around the question. “We want to buy new airplanes,” Goldfein said. “We want to buy 72 aircraft a year,” Wilson added. Air Force leadership has confirmed that, as long as current budget plans don't change, it will request money for new F-15s in FY20. The service plans to purchase eight F-15X planes from Boeing in FY20, with an expected total buy of about 80 jets, Bloomberg reported Feb. 19. It's normal for the Pentagon to be intimately involved with each service's portion of the budget — and even to overrule service leadership and move funding around to better support the White House's aims — something that Wilson herself alluded to in her comments. “The Air Force and each of the services put in their budget proposals, given the top line that we've been allocated, and then there are further discussions that include the potential for some additional funds throughout that process,” she said. “It's not something that is an Air Force decision. Ultimately it's a Defense Department budget, and it goes into an overall presidential budget.” However, the potential F-15X buy has received increased scrutiny for a number of reasons. For one, Wilson has been vocal in dismissing reports that the Air Force had been considering purchasing an upgraded F-15. “We are currently 80 percent fourth-gen aircraft and 20 percent fifth-generation aircraft,” she told Defense News in September. "In any of the fights that we have been asked to plan for, more fifth-gen aircraft make a huge difference, and we think that getting to 50-50 means not buying new fourth-gen aircraft, it means continuing to increase the fifth generation.” Additionally, when Bloomberg broke the news that the Air Force would buy new F-15Xs in December, it reported that the decision was pushed by then-Deputy Defense Secretary Patrick Shanahan, a former Boeing executive who has since become acting defense secretary. Shanahan's spokesman has rebutted those reports, stating that “any DoD programmatic decisions impacting Boeing were neither made nor influenced by Mr. Shanahan.” One official alluded to sustainment costs as being a critical factor in the decision to buy the F-15X over additional F-35 fighter jets. Boeing has not disclosed its proposed F-15X unit price, with numbers from $100 million to less than $80 million having been reported by various outlets. Gen. Mike Holmes, head of Air Combat Command, declined to comment on the cost per plane in a later roundtable, but said that some of the value of the F-15X proposal lays in the total ownership cost of the plane, especially when taking into account the expense of sustaining the F-35. “There's more to think about than just the acquisition cost. There's the cost to operate the airplane over time. There's the cost to transition at the installations where the airplanes are — does it require new military construction, does it require extensive retraining of the people and then how long does it take?” he said. “We're pretty confident to say that we can go cheaper getting 72 airplanes with a mix of fifth and fourth gen than we did if we did all fifth gen.” https://www.defensenews.com/digital-show-dailies/air-warfare-symposium/2019/02/28/the-air-force-doesnt-want-f-15x-but-it-needs-more-fighter-jets/