SCM Aviation 2017

High Productivity and Tool Life as well as Reduction of Digital Resources

High Productivity and Tool Life as well as Reduction of Digital Resources

Dr. Nicolas Jochum, Blaser Swisslube AG

The optimum combination of minimum quantity lubrication (MQL) oil as well as specific MQL tooling leads to an increase in productivity and higher tool life. With an increase in the feed rate and the cutting speed of 130 m/min to 390 m/min in stainless steel 1.4307, the productivity increased by more than 70%. In addition, tool life was increased by 243%, with this higher material removal rate. In steel as well as in aluminum, a significant improvement in performance is possible with suitable and optimized MQL. In addition to other advantages of the MQL, e.g. low component residue and very clean metal chips; MQL technology also has advantages in the context of Industry 4.0. […]

Digital Transformation Excellence – Experience in Aerospace

Digital Transformation Excellence – Experience in Aerospace

Sebastian Jaeger, Dr. Stefan Ohl, Dr. Roman Friedrich, AlixPartners

Studies clearly show the benefit of digital transformation. Now, it is also time for Aerospace & Defense companies to get ready for take-off. In the large digital transformation programs that we have driven for and with our clients over the past years, we have identified key success factors and continuously refined our approach to make the change happen. Fast, powerful and with the best return on investment while minimizing risk. Our suggested approach consists of three main phases, as shown in figure 1. The first phase is targeted to create transparency and direction. We recommend conducting a fast, yet holistic assessment of the existing digital offering, operations and foundations. […]

Challenges of Sub-supplier Management – from a Cross Industry Perspective

Challenges of Sub-supplier Management – from a Cross Industry Perspective

Julia Burkhardt, Prof. Dr. Wolfgang Stölzle, Chair of Logistics Management, University St. Gallen

Expanding outsourcing activities and a shift of value creation along the supply chain led to an increase of complexity and a lack of transparency that can lead to a loss of control over the supply chain. For a long time, buyers have tried to gain control by managing their direct suppliers and hoping that they would communicate their requirements down the supply chain. However, a paradigm change regarding the responsibilities in the supply chain raised the awareness that a focus on the direct supplier is not sufficient anymore. Therefore, companies tried to start implementation of Sub-supplier Management approaches to increase efficiency and decrease risks in the supply chain that are associated to product quality, production costs or product availability. Currently, companies are working on overcoming barriers for an implementation of Sub-supplier Management processes.

Vertical Integration: a Growing Trend Reshaping the Aerospace Industry

Vertical Integration: a Growing Trend Reshaping the Aerospace Industry

Vincent Espie, Richard Hauser, Dr. Hans-Jörg Kutschera, Benoît Romac, PwC Strategy&

The aerospace industry is going through an unprecedented ramp-up. With this, many quality and delivery issues arise, leading to tensions between airframers and its suppliers. In addition, the operating profit of Airbus and Boeing is two to three times lower than the margins of their main Tier-1 suppliers, who earn up to 15%-20%. One major reason is due to the surprisingly small value-add captured by airframers in the complete aircraft production value chain. By outsourcing the most complex parts of their aircraft, Airbus and Boeing have also lost control of the highly lucrative aftermarket for servicing aircrafts. All in all, this is leading airframers to launch initiatives of vertical re-integration (e.g. wings, nacelles, pylons, several cabin monuments …) similar to what has been seen in the automotive industry over the last few years. […]

With Lean Thinking and Industry 4.0 to Operational Excellence

With Lean Thinking and Industry 4.0 to Operational Excellence

Prof. Dr. Alexander Tsipoulanidis, Berlin School of Economics and Law (HWR Berlin)

Companies across all industries implemented the principles of Lean Thinking in order to generate competitive advantage. Now, a plateau regarding the impact has been reached. Today, significant improvements can be made by using digital technology to achieve operational excellence. The available amount of data that is generated every day can be processed and analysed due to steadily increasing computational power. Additionally, the usage of technologies such as additive layer manufacturing, augmented reality or the cooperation of humans and robots has reached maturity. Mutually, Lean and Industry 4.0 solutions can help companies to reduce “wastes” according to Lean Thinking: e. g. unnecessary transportation, over-production, inventory levels, waiting times or also defects. [...]

Learning to Fly – how AM Will Become a Most Successful Business in Aviation Services

Learning to Fly – how AM Will Become a Most Successful Business in Aviation Services

Dr. Jörg Rissiek, Stephan Bloempott, Florian Vennemann, Airbus/Satair

Innovative Additive Manufacturing solutions contribute to solving global aerospace material services challenges with regard to increasingly strict requirements for lead time and quality for growing fleets of new and aging aircraft. When describing applications for Additive Manufacturing in aerospace the authors distinguish between the vast portfolio of flying parts, which require comprehensive certification, and the specific scope of tools and ground support equipment which entail looser certification requirements. Three main drivers are identified to leverage the overall potential of Additive Manufacturing in aerospace. Firstly, the certification and qualification of parts, materials and processes need to be streamlined and accelerated. […]

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