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delivery of 453 new aircraft. Both Boeing
and Airbus also reported record level
future delivery backlogs of $255B and
$157B respectively, including the largest
pre-certifi cation order book in history for
the new Boeing B787 Dreamliner with
over 857 orders to date.
But can these manufacturing companies
keep up with their ever increasing order
books?
In the business and general aviation
segment, Cessna led the industry in new
aircraft deliveries with 1,274, totaling
$3.91B in revenue. However, they also had
a backlog that grew to a record $11.9B at
year end 2007. New orders for a Cessna
Citation jet today may wait three or more
years for delivery of a new aircraft.
In the air transport segment, the Boeing
B787 Dreamliner aircraft is experiencing
critical parts and supply chain issues,
resulting in certifi cation delays. First B787
deliveries have been delayed from 2008
into 2009. This will impact operating
profi ts of B787 customers as the new
aircraft will replace less effi cient ones
currently in their fl eets.
A truth that many may not realize, is that
significant operational improvement
opportunities exist to increase production
rates and effi ciencies that could address
these record backlogs. Successfully
increasing production rates and
improving productivity will provide the
additional benefi t of improved quality
and make historically good fi nancial
results into truly great results.
by Alexander Craig, Managing Director
Winery Sale is a Go
BBK’s Aerospace Practice has the
expertise and experience to help clients
drive productivity and profi tability
improvements including:
• Supply Chain and Manufacturing
Effectiveness
• Lean Manufacturing/Continuous
Improvement
• Quality Operating System/
Performance Measurement
D I D YO U KNOW?
Source: General Aviation Manufacturers Association,
Boeing, Textron, and Airbus
For many years “Made in Germany”,
“Produit en France” or “Built with Pride
in UK” were valid arguments for vehicle
buyers. “Made in” and its European
equivalents have lost their value in the
last 20 years. “Engineered in” has replaced
it since, while today “Engineered by”
is the only important factor for mass
production customers. There is little
appreciation left for where a vehicle
is actually built. This is increasingly
true even for premium manufacturers.
Fierce competition among manufacturers
in Europe has forced a price war that
could only be sustained by reacting with
products manufactured at lower cost for
a given design.
For European OEMs this frequently
meant shifting the manufacturing and
sourcing footprint steadily from the west
to the east. This move started shortly
after the end of the Cold War period and
the demolition of the Iron Curtain in the
early nineties with peace between the
Eastern and Western blocks, opening new
business across borders.
Most OEMs started to motivate their
suppliers to open Greenfi elds or upgrade
existing local Brownfi elds using the
signifi cant labor cost differential between
Western and Eastern European countries.
Although pure labor cost differentials are
not that meaningful, it is the availability
of an educated, highly motivated
workforce with ambitions to move
from low-tech/agricultural industries to
high-tech industries such as automotive.
In these countries, labor cost ranges
from less than 10 percent to 40 percent
of German labor cost for comparable
work. For this range, there are more than
seven countries where such rates can
be contracted: Czech Republic, Slovakia,
Poland, Hungary, Romania, Bulgaria,
Ukraine and Russia.
We frequently hear the argument that
wages are challenged by the local
unions for increases of up to 10 percent
annually. Simple math would tell you that
even adding 10 percent each year on
labor rates would take multiple model
cycles before these rates would meet the
current Western levels, which during the
same period of time may also see annual
increases of 1-3 percent.
But again, lowest cost does not count
if productivity and quality are not up
to world class standards. True unit labor
cost should be the factor compared.
However, given the fact that most OEMs
have global standards for labor allocation
and quality, new plants with new people
will quickly reach these levels. Even if
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