Bombardier works with NBAA                                                      Six Sigma helps Maintenance Training Commi...
Training News team members                                                                                 The newsletter ...
VISION KEEPERS                               July                               Kathryn Askins – Regulatory Administrator ...
Variation is the enemy                                                                                      Customersby Mi...
Bombardier Business Aviation Services Customer Training Employee Newsletter                                           2nd ...
Senior Challenger pilot                                                                                       instructor a...
Student turned teacher:Scholarship winner’s goals include the classroom   Mike Crudden was awarded a Bombardier Aerospace ...
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6Sigma in BATC Training newsletter

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6Sigma in BATC Training newsletter

  1. 1. Bombardier works with NBAA Six Sigma helps Maintenance Training Committee training centers By Pietro Francolini, Supervisor, Training Administration, Montréal Bombardier takes a proactive approach to maintenance training by working improve efficiency By Minh Josefsson, Six Sigma Agent, Montréal closely with the NBAA Maintenance Training Committee. This group represents maintenance professionals in the corporate aviation community. In March, the Montréal and Dallas training With guidance from the committee, Bombardier now offers a course administration groups used Six Sigma workshop that is dedicated solely to “through-flight” maintenance and servicing methodology to create a process to better manage activities on the Challenger CL604 and Global Express. The course teaches client registrations. Cross-functional team members aircraft maintenance technicians what can be done within a 60-minute from contracts, DFW and Montréal’s training window so the aircraft can be safely dispatched. The course provides “need administration, and training management developed to know” information to return the aircraft to safe flight status. a process for the introduction of Challenger 604 In the course, each major aircraft system is presented by ATA chapter training at the DFW training center. subject. The presentations contain a general description of the system, the A variety of tools such as process mapping, the purpose and location of the principal components, a description of the FMEA and, most notably, the fishbone analysis servicing and ground handling tasks, and dispatch troubleshooting allowed the team to identify, explore and suggestions (using MDC, FIM, MEL, etc.). Emphasis is placed on routine graphically display all the possible problems related servicing of the aircraft, interpreting crew reports and onboard reporting to in client registration. The five-phases of Six systems, troubleshooting “Hints and Tips,” and safety. Sigma (define, measure, analyse, improve, and Supporting documentation for this course is extracted directly from control) enabled the team to progress from aircraft approved documentation. A complete set of aircraft maintenance identifying and quantifying the problem to manuals is available in the classroom and used throughout the course for proposing improvements. Among other results, the reference as well as supporting documentation for practical exercises. workshop allowed team members to realign training Bombardier uses practical training aids to support classroom administration to reflect program-specific customer presentations. Each technician receives seven hours of practical training, service and identify leverage-projects involving during normal business hours, in the CL604 Level 5 flight training device invoicing and better IS/IT support. (FTD). The FTD is available after normal working hours to allow more The workshop methodology is popular within flight deck exposure and practice time with controls and operation. Bombardier Business Aviation Services (BBAS) This course is in addition to the wide range of maintenance courses because it is conducted over a one-week timeframe already offered by Bombardier. The strategy to develop a “phased in the morning only. While intensive, focus is on approach” to training, from general aircraft familiarization to initial accomplishing 80% of actions by the end of the maintenance to advanced systems training, demonstrates Bombardier’s week. Team members complete the remaining 20% commitment to offering a “one-stop” training solution. over the next eight weeks. Future projects aim to include crossfunctional support from departments such as finance, in addition to making improvements on the critical to satisfaction components of Bombardier’s quality (CTQ), delivery (CTD), and cost (CTC). Six Sigma helps employees have a direct and positive impact in quality, customer satisfaction, and the continued growth and success of Bombardier. The Six Sigma team offers best wishes to departing master agent, Donna Campbell, now manager of sales support and customer services for both training centers. In the spirit of change, not only has BBAS and the training center management reorganized their structures, but so has the SixThis Six Sigma team created a process to better manage client registrations Sigma group. With its new partner, the businesson behalf of the Montréal and Dallas training administration groups. Back row, performance reporting group who oversees the keyfrom left: Pietro Francolini, Donna Campbell, Peter Novosad; middle row: performance indicators (KPIs), the Six Sigma teamHelen Demopoulos, Christine Brossard, Nathalie Daoud; front row: Serge will have an even more important role in supportingBoudreault, Hank Blasiak, Minh Josefsson. Bombardier processes. 6 Bombardier Aerospace Training Center – 2nd Quarter 2002
  2. 2. Training News team members The newsletter committee hopes that this publication informs employees and customers about what’s happening at the training centers. Please share any news or comments with the following committee members: DFW Team Alice Badgett, Stacey Beller, Donna Campbell, Rich Hendrickson, Gene Jackson, From left: Minh James Kramm, Dan Linn, Bobbie Locke, Josefsson, Nathalie Janna Matthews, Susan McKenna, Daoud, Janet Parham, Karyn Smith, Charlotte Wilson In May, customer-invoicing stakeholders from Julie Forrester, Donna Montreal TeamMontreal and DFW, in participation with Dallas’ Campbell, Linda Serge Boudreault, Pauline DeJordy,CAE-SimuFlite (STI), used the Six Sigma blitz Falkenstine, Laurie Pietro Francolini, Minh Josefsson, Linda Leslie,methodology to create a process to identify STI Clark, Janna Matthews, Pete Novosad, Karen Oskowiczcustomers and discrepancy pricing. and Kyle Drake. The following important issues were incorporated SERVICE AWARDS EMPLOYEE NEWSduring the two half-day sessions: Ten Years • Improve invoicing for customers Trevor Townsend, BCTC courseware July son of Learjet 60 DFW consultant, Kathleen • Clearly identify roles Karen Oskowicz** • Establish accountability and roles technical instructor, McIlraith, is having a Five Years Trent Townsend, busy summer. She’s • Streamline/avoid duplication graduated from attending a nine-week • Maximize current systems June Granbury High School figure skating class, • Change STI to BAAN systems Bruce Duggan** on June 2. and continuing • Transition STI into BAAN and E-registration education classes for One Year Blitz tools include brainstorming, process June Meredith Nivens was Macromedia Flash,mapping, and the identification of opportunities- awarded academic Fireworks, and Mary Bawcom*for-defects of process maps. Information between recognition on this Dreamweaver at the Paul Price* year’s TASS test for University of Texas atboth sides was stressed, as well as identifying roles Rex Williams*and responsibilities among the various participants. scoring 100% on the Arlington. Kathleen is July reading exam. Diana also busy with theThis helps both groups know where to go for the Jocelyn Cloutier** Nivens placed ninth in Society of Technicalright information at the right time. her class with a 4.3 Communicators. The blitz, a.k.a. work-out methodology, is NEW HIRES GPA. B. Nivens, DFWstructured over one or two days and is focused on June receptionist, is very Caroline Nicolettethe start/completion of one of the Six Sigma phases Brian Baikie* proud of her two girls. Matasso was born to(define, measure, analyze, improve, or control). July Nicole Matasso,The success of this methodology depends upon Pierre Morissette** DFW pilot manager, supervisor, trainingproper data collection measurement and analysis, as Jim Frazee* Gene Haggerty, is and administration, onwell a desire by both sides to seek solutions to proud of his son, June 4 at 11:06 p.m. TRANSFERS Ryan, for declaring She weighed in atimprove processes and increase customersatisfaction. Brian Baikie, from Pre-Med as his college 4 lbs and 15 oz. Flexjet to Challenger major at Southern During the blitz, Jim Ziegler announced that each Methodist University. Christopher Glover, 604 Instructor*Six Sigma resource was reassigned. As such, Minh Ryan will be attending son of simulatorJosefsson, Six Sigma agent, is based in Montreal Ed Cox, from Learjet two summer sessions, engineer, Derrickand supports process improvements and initiatives. 31a Instructor to taking 8 hours of Glover, was chosen to Challenger 604* chemistry. play on the Northeast Instructor Optimist All-Stars David Latham, from Marina Harvey, traveling baseball Learjet 31a Instructor Montreal publications team. Bombardi-Air to Challenger 604 Instructor editor, became a proud homeowner with is a quarterly publication of Bombardier her husband, Dennis. Aerospace Business Aircraft Services for Bill Eden, from Also, her daughter employees of the DFW/YUL Customer Training Learjet 31A Instructor Nadine was accepted Textbooks are excellent; Centers. Training News publishes the first of to 31 and 60 at Concordia extra handouts very February, May, August, and November. Regulatory* University. Nadine is helpful. Schematic manual gives added clarity of Deadlines are two months prior to publishing. Bob Munro, from 45 concurrently starting subject. Instructor to 45 and her own business as Ken Fallon 604 Regulatory* an aesthetician. Harris Corp. Natalie, Marina’s Dave Wickware, from youngest daughter, Clean, comfortable, good DFW Customer Training Center Flight Training to food, good people at front sings in a band and desk. Very helpful and P.O. Box 619011 • DFW Airport, TX 75261 Standards** competed in a “battle friendly. (469) 791-4200 DFW team * of the bands.” Earl Draayer newsletter@businessacft.bombardier.com Montreal team ** Wells Dairy 12 Bombardier Aerospace Training Center – 3rd Quarter 2002
  3. 3. VISION KEEPERS July Kathryn Askins – Regulatory Administrator Kathryn started with Bombardier in August of 2000 and has been a major contributor to the training center in her role in the regulatory department. She has been frequently recognized by her coworkers for her commitment to doing the best job possible for her customers. One nomination read, “Kathryn shows sound judgment in her role in Standards. She shows innovation, self-discipline, and certainly perseverance. One can always find Kathryn working diligently at her desk or with a supervisor.” August Janene Lee – Training Administrator Janene started with Bombardier in April of 2002 and has proven to be a valuable addition to the training administration team. One nomination read, “Janene goes the extra mile for each and every customer she speaks to.” One of Bombardier’s customers was so impressed with Janene that he nominated her for the Vision Keeper Award on his course evaluation. He nominated Janene “for unparalled service with all arrangements for class and anything else that was needed. You could not have hired a better training administration person.” September Bob Pavelko – Training Program Developer Bob has been with Bombardier since January of 2001 and consistently works diligently behind the scenes to produce high quality courseware. One nomination stated that Bob is “dedicated to serving the customers, from students to instructors …. He reads courseware with a critical eye for content and ease of understanding.”Six Sigma process helps resolve invoicing policies, proceduresby Minh Josefsson, Six Sigma Agent, Customer Training In August, stakeholders from Montreal and DFWjoined with accounts receivables and financedepartments from Learjet and Canadair to streamlinecustomer-invoicing issues. The group used the SixSigma blitz methodology to resolve invoicing processdeficiencies. The team met in Wichita to communicate theproblems experienced with invoicing and createefficient policies and processes. Areas that were discussed included: • Improvement in invoicing and collections process from the customer perspective • Contractual proposal for services agreement involving the Bombardier Business Aircraft Six Sigma ICT blitz team members gather in front of a Learjet in Wichita. Services sales and marketing group (BBAS) From left: Faouzi Mokhtar, Greg King, Janna Matthews, Donna Campbell, Minh Josefsson, Gordon Beehler, and Claude Cloutier. and CAE SimuFlite (STI) • Definition of a process for Bombardier billing and collection The customer training organization is building a relationship with BBAS and STI to enhance sales opportunities. This will reducethe number of “touch points” that customers experience when managing their respective pilot and technical training needs, regardlessof their fleet configuration. The preparation work to develop policies and process is planned for completion on November 1.6 Bombardier Aerospace Customer Training Centers – 4th Quarter 2002
  4. 4. Variation is the enemy Customersby Minh Josefsson, Six Sigma Agent, Customer Training say... Understanding and controlling variation in ourprocesses is a key goal of Six Sigma. Variation is Good, knowledgeable,an inability to make a product or operate a process experienced instructor able to pass on usefuland get consistent quality. This is costly in: real world experience. • Rework and wasted materials • Concessions Fred Van Schepen • Repeated product shipments to customers Wells Diary Inc. • Greater wear and tear on equipment • Increased administration, etc. I will count my present Montreal technical training mapping team. From recurrent CL604 trainingScenario: A restaurant experience to forget… left: Minh Josefsson, Allan Ward, Isabelle Sanche, as one of the most Colleagues went for a celebration lunch. The Peter Francolini and Fred Jennings. professional trainingmenu offered an assortment of dishes, including experiences in 30+ years.veal with an entrée. Most dishes arrived on time, Bob Munro…knows the 604. He is encouraginghowever, one person was kept waiting 20 minutes and supportive!!longer. To make matters worse, the veal was raw-cooked, compared with the same dishes already Ed Cox…brought an energy to his classes thatserved. A huge variation was evident, in addition keeps you excited aboutto the delay. After complaints, the manager offered learning…challenges youtwo complimentary bottles of wine for the diners. to do your best and letsLasting impression: you know when you should do more…. Even though most orders arrived on time andwere well cooked, the lasting impression was of a Brian Baikie was my simdissatisfied meal caused by poor product quality Montreal administrative mapping team. From left: instructor…. In 30+ Isabelle Sanche, Peter Francolini, Linda Leslie, years of training…I haveand lengthy delivery. Marie Wasilewska, Minh Josefsson, and Maryse never received a moreCost to the restaurant: Lalumiere. professional and The restaurant gave away two bottles of wine that knowledgeable trainingcould have been sold. In addition, in such a session. “He went abovecompetitive market, the cost of regaining business and beyond.” THANKS.became more difficult. Consequently, the restaurant R. Douglas Woodslost potential business. Victory AviationLesson learned with Six Sigma: If a product and/or service is of the right quality Your instructors andand cost, inconsistencies hurt. The way to avoid personnel are first rate.such problems is by standardizing the quality Congratulations on establishing a first-rateof products and services delivered to customers, Montreal scheduling mapping training facility.the time it takes to deliver them, and their cost. team. From left: Pierre Guy York Understanding and controlling variation in these Trudeau, Barbara Wasilewski Cooper Hosiery Millprocesses ensures greater customer satisfaction. and Minh JosefssonChallenger 604 receives enhanced visuals The instructors were very knowledgeable, the The Customer Training Montreal Challenger 604 Level D simulator received an enhanced visual course was complete, thepackage update in November. The MAXVUE Plus update offers advancements in scene realism, staff was very helpful andenvironmental features, and significant training benefits. friendly, and the The enhanced visual system portrays a more realistic environment due to larger scene capacity. classrooms, resourceDuring the update, the hardware and software of the computer were upgraded and the image generator center, and computersystem was modified to provide more processing capacity. business center top notch…. In addition, the new enhanced visual provides a more realistic depiction of weather effects. A texturedatmospheric model gives pilots the proper speed and depth cues when entering or exiting cloud layers. Joe Bouza was a wealthAdvanced fog techniques present a real-world fog that properly fades in and out and collects in valleys of knowledge.surrounding airfields. The simulator also has access to many more airport databases supported by the Ken OclassenMAXVUE Plus configuration. E.S. Air6 BBAS Customer Training – 4th Quarter 2002
  5. 5. Bombardier Business Aviation Services Customer Training Employee Newsletter 2nd Quarter 2003“Better Today Than Yesterday”Jim Ziegler shares customer training philosophy During April, Jim Ziegler, vice president Bombardier Business Aviation Services, gave onsite addresses to various BBAS facilities, including Customer Training DFW and Montreal. In this wrapup of the first quarter for 2003, he shared his mandate to develop BBAS into a customer-focused organization through operational excellence and enhanced business unit competitiveness. He stressed roles, responsibili-ties, and accountability in all aspects of the business. Jim’s overall guiding principles include: • Concern for the customer—Bombardier values each customer and doesn’t want to lose even oneJim Ziegler met with managers involved with customer training for the operations • Results orientation—Bombardier meets itsreview meeting at Customer Training DFW. Back row, from left: Peter Novosad,Serge Boudreault, Steven Gignac, Hank Blasiak, Jim Ziegler, Ludvick Desjardins, commitmentsand Pierre Chicoine. Front row: Minh Josefsson, Gene Haggerty, Carl Lapiska, • Personal development—Employees areDonna Campbell, Susan McKenna, and Nolan Duncan. expected to grow with the company • Need for speed—Quicker is better for Bombardier and the customer Inside this issue: Jim highlighted Bombardier’s training objectives, which include increased awareness of BBASToluca Training 2 Customer Training. The objectives also focus on more personalized service and improved customerSenior Instructor 2 satisfaction evaluation processes. Standardized processes and data management between MontrealScholarship Winner 3 and DFW are also on the list. Customer Training is focused on courseware andSix Sigma 3 entry into service support for the Challenger 300, Global 5000, Learjet 40, and 4Air Ambulance DFW facility hosts Learjet 45XR programs. Also, Customer Training plans for Transport Canada and JAA approval forEmployee Highlights 6 FAA dignitary the Challenger 300 and Learjet 40 courses. Ruth Grasel, FAA National Training Center Members of the BBAS team who attendedTraining Material 7 Program Manager, toured Bombardier Customer the operations review included Ludvick Desjardins, Training DFW in March. Steven Gignac, director of business planning,Vision Keepers 8 head of standards and regulatory compliance, Pierre Chicoine, manager of finance, and escorted her through the facility, explaining Nolan Duncan, financial analyst.Employee News 8 training philosophies and security procedures. BBAS Customer Training – 2nd Quarter 2003 1
  6. 6. Senior Challenger pilot instructor adds experience, longevity to Bombardier staff Bob Munro, chief standards and regulatory compliance, has been a Challenger pilot trainer since November 1981, making him the most senior Challenger pilot trainer in the world. After 23 years in the Canadian Air Force, Bob joined FlightSafety Canada Ltd (FSC). AtDuring the April operations review, Customer Training managers took a lighthearted the time, only four otherapproach by wearing shirts proclaiming, “I work for Jim Z.” At the meeting, they employees were at FSC,presented Jim Ziegler, BBAS vice president, with a shirt embroidered with, “I am JimZ.” Back row, from left: Peter Novosad, Minh Josefsson, Hank Blasiak, Jim Ziegler, all transferred fromGene Haggerty, and Carl Lapiska; front row: Serge Boudreault, Donna Campbell, other company facilitiesSusan McKenna, and Steven Gignac. in the southern United States. Bob thought they wouldn’t last through three Montreal winters,Instructors provide onsite Challenger so the prospects for promotion looked good. Inrefresher course in Toluca, Mexico January 1982, the first of the four quit, leaving Bob Customers and field service representatives attended a two-week combined as the new chief of ground school without havingChallenger 601/604 refresher course in Toluca, Mexico. The February course taught his first course. By summer 1982, the newly type-rated andwas the combined effort of BBAS Customer Training Montreal and fieldservice representatives in Mexico and Central America. The task could not simulator-qualified Bob Munro was the director ofhave been completed without the efforts of Rubin Ruiz and Lino Garcia from standards. By 1983, he was center manager. Over the next nine years, Bob worked closely withfield service Mexico and Stacey Beller, technical training coordinator atCustomer Training DFW. Canadair’s training administrator, Peter Novosad, A total of 16 students from various operators and service centers in Mexico now manager of BBAS technical programs. Bob left FSC in 1992 to start his ownplus two field service representatives attended this intense training. With anaccumulation of nearly 100 years of Challenger aircraft experience in one management consulting company and was hired toroom for two weeks, a mountain of information was shared by participants. help set up Canadair’s first venture into corporate pilot training with the new Challenger 604. Bob Onsite instruction was carried out by Dan St-James and Randy White,technical instructors. Dan presented the electrical and avionics systems, and hired the staff, assembled the syllabus, wrote theRandy taught the environmental control and mechanical systems. pilot’s training guide, and trained the initial cadre of pilots who certified the aircraft and delivered the pilot courses. In January 1996, Bob joined SimuFlite in Texas to launch their Challenger 601 program. On Super Bowl Sunday, Gene Haggerty picked Bob up at DFW Airport to start what would be more that six years of instructing and managing with SimuFlite. On Super Bowl Sunday, 2002, Gene Haggerty again offered Bob Munro a position in quality assurance for both the Learjet and Challenger programs. With more than 21 years as a Challenger instructor, Bob feels at home in both the classroom and the simulator. More than anything else, he enjoys working with the terrific group of pilot customers, some of whom he has known since the early CL-600 days in Montreal. 2 BBAS Customer Training – 2nd Quarter 2003
  7. 7. Student turned teacher:Scholarship winner’s goals include the classroom Mike Crudden was awarded a Bombardier Aerospace scholarshipthrough the University of North Dakota. Mike attended the Learjet 60 pilotinitial course at Customer Training DFW in January. Mike has been flying since he was about 12. He completed his privatepilot certificate training by his first semester enrolled at UND.His total flying time is approximately 900 hours, a third of which has beentraining. The other flying time was as a flight instructor and competitor withthe flying team. He was captain of the team for about two years and is nowhelping the team as an assistant coach. He currently holds a commercial pilot certificate with single-engine land,multi-engine land, and instrument airplane ratings. Mike holds instrument and multi-engine airplane ratings. Recently, Mike worked withthe faculty at UND teaching Aviation 102 in the university’s private pilot ground school. Now Mike is working as a flight instructor at the Cirrus Design Factory in Duluth, Minnesota, providing new owners with transition andrecurrent aircraft training. “I get to teach people to fly a relatively advanced airplane, I’m traveling all over the country, and I’m generallyreally enjoying myself,” Mike said. He’s also rewriting the training materials and related computer applications. Mike received a flight education degree from the University of North Dakota in December 2002. He plans to work in the aerospacetraining environment. He has applied for the Harvard Graduate School of Education, which offers a masters program on technology ineducation, and would like to attend next year. His overall goal is to transition into a training organization working as both a flightinstructor and courseware developer. The aerospace scholarship process begins with an application to the scholarship committee, comprised of the school’s faculty. Thecommittee examines the applications, considering GPA, extra-curricular activities, community involvement, and a series of other areasthat measure student achievement and activity. The committee votes to award scholarships based on their evaluations.Customers feel the variance, not the mean Often, the inside-out view of business is based on the average or mean-based measure of the recent past. Customers don’t judge on averages, they feel the variance in each transaction, each product shipped. Six Sigma reduces process variation and then improves theprocess capability. Six Sigma revolves around a few key concepts: • Critical to Quality—Attributes most important to the customer • Defect—Failing to deliver what the customer wants • Process Capability—What the process delivers • Variation—What the customer sees and feels • Stable Operations—Consistent, predictable processes to improve what the customer sees and feels • Design for Six Sigma—Meeting customer needs with process capability There are three key elements of quality: customer, process and employee. Data Information Request Six Sigma Analyst-1 training team. From left: Michael Ment, Dennis Harvey, and ArseneTo remain world-class, companies focus on these three essential elements. Gumy....the Customer ...the Employee Customers define quality. They expect performance, reliability, competitive People create results. Involving all employees isprices, on-time delivery, service, clear and correct transaction processing, and essential to Bombardier’s quality approach.more. In everything that influences customer perception, just being good is not Bombardier is committed to providingenough. Delighting customers is a necessity. opportunities and incentives for employees to...the Process focus their talents and energies on satisfying Quality requires looking from the customer’s perspective. Understanding the customers.transaction lifecycle from the customer’s needs and processes is essential to Customers value consistent, predictablediscovering what they see and feel. With this knowledge, areas of significant business processes that deliver world-class levelsvalue or needed improvement can be determined. of quality. This is what Six Sigma produces. BBAS Customer Training – 2nd Quarter 2003 3

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