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Messier-Bugatti-Dowty Reaches 5,000 Landmark

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Messier-Bugatti-Dowty Reaches 5,000 Landmark E N I 1 Z 1 0 1 A 2 r e G e u t n s i A s I W ONETEAM M MESSIER-BUGA TTI-DO WTY REACHES 5,000 LANDMARK INTERNAL COMMUNICATION EDITORIAL ONE TEAM Magazine Issue 1 Winter 2011 IN THIS ISSUE PAGE 4 Planet MBD News from our sites PAGE 8 5000! A320 program retrospective 2011: A PIVOTAL Y EAR FOR MBD PAGE 14 INTERVIEW WITH ALAIN SAURET Integrated Services Offers Instrumental to future growth Have there been any unpleasant surprises deployment of the Comète Microsoft Exchange How can we maintain our technological edge? Well received by our customers, following the merger? project as well as upgrading of our office software MBD is well positioned in all of its core product PAGE 16 the Messier merger is now an We didn’t really encounter any major unexpected company-wide. The project is ongoing and we plan technologies. We must continue to progress in the Material Basics difficulties, but we must still deal with some key to complete the migration in the majority of our fields of simulation, materials, systems architecture An introduction to MBD materials operational reality. In this ten operational issues. One urgent matter, especially in sites worldwide between now and the end of the and equipment. We know that we must invent question interview, Chairman Vélizy, is the relocation of the teams. Many are still first quarter of 2012. today the technologies that will be required by the PAGE 19 dispersed throughout the organization, slowing The second key area is building a competitive supply industry in 2020. This is why 15% of our sales is New GearUp Alain Sauret reflects upon on down a smooth transition into the new organization. chain, in view of the future production ramp-up on invested in R&D. Five golden rules for a successful site those events following the merger, Little by little, we’re abandoning old procedures as we many programs. Our industrial, purchasing and Today MBD is well positioned in terms of market deployment evolve in our new organisation. Today we are at a quality teams must work together towards a single share and new technologies. What about our addressing our collective strengths cross roads between two models, and issues still need goal, which is a high-performing supply chain. financial performance? to be resolved. We have defined the“master plan” of PAGE 20 and weaknesses and providing The third key objective is to successfully deploy Our profitability is increasing, but remains below the merger, but now we need to simplify our AS9100 V2009 Certification the AS/EN 9100 referential across MBD. This is an target due to the persistence of high or insufficiently insight on the opportunities and processes gradually. But we need to move faster. A Global Company Challenge opportunity to manage by processes whilst managed development costs. We must take challenges that lie ahead. maintaining a strong degree of autonomy for our advantage of the ramp-up and the deployment of four operational divisions, a key principle of the Safran+ projects to improve our profitability. PAGE 22 MBD organization. Another priority is our cash performance, especially What are the successes following this merger? 2011 Innovation Contest in a period of very strong investment in R&T and Firstly we should note that, as expected, the We’re now seeing projects or problems which need And the winner goes to… industrial capacity. To achieve this, we must reduce company is now fully operational. Our airframer and to be addressed transversally, such as obsolescence The merger has our development costs and inventory levels and at airline customers have reacted positively to this management or delegations of authority (DOAs). We the same time develop our footprint in emerging merger. The merger has facilitated the collaboration must build common rules for such areas that are countries whilst improving the performance of our between teams of the three companies, and that helped us build then applied by the divisions and functions. legacy sites. teamwork has paid off considerably. Our “ By 2020, we will roughly hold 50% market share. commercial successes this year are worth noting, in How can we keep our commercial edge and Now that the merger is in place in France, why EDITOR IN CHIEF: particular the A320neo, KC 390 and the extremely momentum in the Alison Joly customer focus? integrate entities in other countries? high level of carbon brakes sales compared to EDITOR: For our OEM activities, we must continue our It is really a matter of managing our priorities. Today Laurence Lysimaque previous years. Of course, some of these offers were commercial efforts with regards to future programs, there is no set plan driving us to rapidly integrate in CONTRIBUTORS TO THIS ISSUE: already underway before 2011, but the merger has way we structure other countries. But when the time is ripe, we will Patrick Germain (Vélizy), Danaë Coulon (Vélizy), Geneviève Poulain (Vélizy), and in particular strengthen our presence at Boeing. Kristel Lapompe-Paironne (Vélizy), Cécile Talichet (Villeurbanne), Yazmin Verdi undoubtedly helped us build momentum in the We must also make smart decisions in our pursuit of indeed consider other opportunities. (Querétaro), Sylvia Crawley (Gloucester), Joanne Veits (Gloucester), Peter Hall way we structure them. (Gloucester), Pamela Kirton (Toronto), Ingrid Contreras (Querétaro), Winnie Tan our offers growth in the regional and business aircraft segments, (Singapour), Jeannie Loh (Singapour), Rita Huang (Suzhou), Jean-Marc Metzger such as our recent success on the Global 7000/8000. (Molsheim), Cécile Sabatier (Bidos), Guillaume Léonard (Bidos) Do our sites share a sense of belonging to this WE THANK THE FOLLOWING CONTRIBUTORS: larger community? With regard to our Wheels & Brakes activities, the 5000th: Bruno Barthélémie, Olivier Martin, Jean-Luc Noirjean, Marianne Building a community does not happen overnight. competition is non-stop, and each contract is a hard- Robart, Erika Travaglini, Jean Souètre To foster this, we must enhance knowledge about Integrated Services Offers: Alexia Attali Is the merger“Master plan” evolving? won victory. The pace of this year must be AS9100 certification: Isabelle Vougaz each of our divisions: understand their expertise, No organisation is immune to change. Our business maintained on our flagship programs, such as the DESIGN: products and customers. This not only requires environment is constantly evolving and we must 787, 737 and A350. HaT Associates. communication, but also hands-on experience at an adapt our organisation accordingly. One positive The MRO market is going through a difficult period PHOTOGRAPHY : operational level – how to win markets, solve Alain Ernoult, Frédéric Albert and our site contributors. point is the restructuri”ng of our Customer Support in 2011 and 2012, directly resulting from the post problems, and in some cases, share resources. Since Manager (CSM) network. This more versatile system 9/11 slowdown in traffic and fleets ten years earlier. the merger, there have been numerous occasions will facilitate customer relationships with the where solutions to one division’s problem come airlines thanks to a single point of contact for all of Although anticipated, this situation is creating fierce from expertise from another division. By leveraging our products. competition, and strong pressure on prices. such expertise through concrete actions, we will Nevertheless, we must keep the pressure and gradually build a global community. What are our key short/medium term goals to increase our market share. Given this context, the improve performance? entire company has rallied around the MRO division In addition to the relocation of certain teams, we are to produce more competitive MRO offerings. pursuing other key objectives, such as the ONETEAM 02 03 NEWS ONE TEAM Magazine Issue 1 Winter 2011 PLAN ET MBD QUERETRARO 100TH PART MANUFACTURED BY MD QUERETARO! Production volumes are gaining momentum in MBD SITES BLOW OUT CANDLES Queretaro. The site shipped its 100th A320MLG MD Gloucester organized an Open Day in sliding tube on 14 September, three months ahead October to celebrate 80 years of landing gear of schedule. Out of these 100 parts, only one quality heritage, founded in 1931 by Sir George Dowty. defect was detected. MD Queretaro plans on In all, 1,200 employees and their families took part completing its 1,000th part by the end of 2012. in the plant visit. A landing gear display included SINGAPORE exhibits from each decade, from the ’30s to the present day’s A350 and Boeing 787 programs. SPARE KITS GO LEAN AT Sofrance celebrated its 70th anniversary in MS SINGAPORE September at the Château de Nexon with numerous Launched in June 2011, MS Singapore’s latest Lean activities organised for staff and their families. project aims at ensuring complete spare kits issued In August, MD Montreal celebrated its 20th from the Store ready for supporting the final anniversary , with close to 500 people in attendance assembly process. Led by the Materials department, for numerous festivities. this project also included a cross-functional team from Store, Production, Maintenance and IT. Thanks QUERETARO to the DMAIC approach, the team has reorganized the warehouse to improve flow for the main internal MS AMERICAS DRAWING functions: Receiving, Issuing and Collection. CONTEST As part of its third annual Children’s Drawing Competition, MS Querétaro organised an Open Day for employees and their families in September. Director Claude Gobenceaux awarded prizes to the In September, Technofan celebrated its 40th young artists, whose drawings will illustrate the 2012 anniversary , with 700 people in attendance. staff calendar. In September, MD Suzhou marked its 10th anniversary with a trip to Beijing for staff and their TORONTO families. Employees carried the company flag up the steps of the Temple of Eternity, a monument in A HALF-CENTURY OF SERVICE! China symbolising future prosperity.
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