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It shall be not communicated to third parties without prior written agreement. Its content shall not be disclosed. All rights reserved.
It’s Time
for
Ariane 6
Program Drivers
November 21st, 2015

2. This document is the property of Airbus Safran Launchers SAS.
It shall be not communicated to third parties without prior written agreement. Its content shall not be disclosed. All rights reserved.
2
Why Ariane 6?
Market
has changed
Mission versatility
Performance
High Perigees
Re-design to Cost
Ariane 5 -40%
Ariane 6
Competitors /
Market Price
Missions
GTO++
Constellations
+ EPC Ariane 5
LLPM Ariane 6
=
Reference Growth potential

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It shall be not communicated to third parties without prior written agreement. Its content shall not be disclosed. All rights reserved.
3
Exploitation price A62 @ 70 M€
e.c. 2014 - 2nd batch (rank 16)
 Firm commitment by June 2016
(PDR/PIR)
Design authority to industry
FM1 successful
Reliability
Timeliness
Flexibility / Versatility: Launch rate
Spacecraft mass
Missions (high
perigee)
Reduced development budget
 Optimization still needed, beyond self-
funding
Reduced development time
1st flight December 2019 (target)
11±n launches per year from 2023
 Start production before completion of
qualification
Ariane 6
Program
Ariane 6 Challenges
Exploitation price A62 @ 70 M€
e.c. 2014 - 2nd batch (rank 16)
 Firm commitment by March 2016
Design authority to industry
FM1 successful
Reliability
Timeliness
Flexibility / Versatility: Launch rate
Spacecraft mass
Missions (high
perigee)
Reduced development budget
 Optimization still needed, beyond self-
funding
Reduced development time
1st flight December 2019 (target)
11±n launches per year from 2023
 Start production before completion of
qualification
Ariane 6
Program
Exploitation price A62 @ 70 M€
e.c. 2014 - 2nd batch (rank 16)
 Firm commitment by March 2016
Design authority to industry
FM1 successful
Reliability
Timeliness
Flexibility/Versatility: Launch rate
Spacecraft mass
Missions (high perigee)
Reduced development budget
 Self-funding
Reduced development time
1st flight December 2019 (target)
11±n launches per year from 2023
 Start production before completion of
qualification
Ariane 6
Program
Exploitation price A62 @ 70 M€
e.c. 2014 - 2nd batch (rank 16)
 Firm commitment by March 2016
Design authority to industry
FM1 successful
Reliability
Timeliness
Flexibility/Versatility: Launch rate
Spacecraft mass
Missions (high perigee)
Reduced development budget
 Self-funding
Reduced development time
1st flight December 2019 (target)
11±n launches per year from 2023
 Start production before completion of
qualification
Ariane 6
Program
Exploitation price A62 @ 70 M€
e.c. 2014 - 2nd batch (rank 16)
 Firm commitment by March 2016
Design authority to industry
FM1 successful
Reliability
Timeliness
Flexibility/Versatility: Launch rate
Spacecraft mass
Missions (high perigee)
Reduced development budget
 Self-funding
Reduced development time
1st flight December 2019 (target)
11±n launches per year from 2023
Ariane 6
Program

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It shall be not communicated to third parties without prior written agreement. Its content shall not be disclosed. All rights reserved.
4
Ariane 6 Pillars
Competitive Services
First Flight in December 2019
Full cadence by 2023
Design for
Exploitation
End-to-end
optimization:
from raw material to
launch
Complete life cycle
Design To Cost
in early development
phases
Mindset & Behaviour: Go, See, Understand & Help
Standardization
Designs
Manufacturing
methods
Means & tools
At launcher level
Concurrent
Working
“System”
with
Industrial Partners
Identify
cost drivers /
“pain points”
Right First Time
development logic
Industrial policy
Maximize the use of
industrial assets
Limit the need for
new ones
Stabilized
configuration
LEAN
(reduce wastes)
You must become
the change
you want to see

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It shall be not communicated to third parties without prior written agreement. Its content shall not be disclosed. All rights reserved.
5
It’s Time for Ariane 6!
Design for exploitation
Program organization
Design To Cost
Concurrent working
Extended enterprise
Right-First-Time development logic
Standardization
Industrial excellence clusters
Manufacturing Right-First-Time
Industrial Policy
New building & means policy
LEAN vision
Convergence Process

6. Program Organization
6
Drivers
Function- and exploitation- oriented organization
Lean Management
Consistency at launcher level
Each group responsible for:
Recurring and non-recurring costs
End-to-end optimization: from raw material to launch
Complete life cycle
Extended enterprise mode with industrial partners
One Program/Procurement Interface
to the Industrial Partners

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7
Design To Cost
Design To Cost must occur now!
Achievement of RC target compulsory at PDR/PIR
• Let us embark now the good ideas in the reference, with back-up when relevant
 Speak with data: what are the impacts on launch date and NRC?
 Take some technological risks (+ back-up) to reduce RC now!
• Design for 3-D print
• Piping: rigid vs. flexible
• Why thermal protection?
• Redundancy architecture
• …
 Challenge general design and qualification rules
 Benchmark and “Copy With Pride”! – Use catalogue products
• Design for serial production
 RC reduction after FM1 will come from a stabilized serial production
 Reliability increase generates cost reduction
• RC as main criteria of design reviews
• Ariane 6 “increments” (performance increase-A66, …) may come after 15+50 launches

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8
Extended Enterprise
Mindset change: listen to our industrial partners
Manufacturing and operations is what we sell
Do not reproduce the current solutions “because they work”
What are the real needs?
Do we need 15 years life-time for high pressure vessels (titanium liner)?
Manufacturing tolerances, stiffness …
Joint convergence of
1. System specifications - technical &
management
Don’t freeze TRS upfront!
2. Products and interfaces design
3. Manufacturing processes / operational concepts
Create mutual confidence
Ask your partners how to reduce RC - Answer YES and then assess!
Assess / use your partners industrial standards
Cost / relevance of monitoring / reporting?
Program/procurement role is to support the convergence process

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It shall be not communicated to third parties without prior written agreement. Its content shall not be disclosed. All rights reserved.
9
Industrial Excellence Clusters
Launch System Architect  ESA
Launch Base  CNES
Launcher System, LLPM/Vulcain, ULPM/Vinci, ESR  ASL
Solid Rocket Motor  Europropulsion-Regulus-ASL-Avio
Cryotechnical Systems (ground and flight)  Air Liquide
Metallic aerostructures, tanks bulkheads & panels  MT-A / ADS-NL (thrust frames)
Composite aerostructures  CASA
Fairing  RUAG
Mechanical ground equipment  APCO
Avionics  Electronics / CRISA
Thrust Vector Controls (TVC)  SABCA
Electrical harnesses  CASA / CRISA
Electrical ground equipment  GTD (+Spain)
Antennas
Igniters
Pyro
Batteries
Thermal protections … Plateau working mode
Guiana launcher facilities and control-command benches
 End-to-end consistency Europe/Guiana: same technical solutions and industrial organization
 Plateau ASL – CNES, with Arianespace, under ESA Launch System Architect
Standardize designs,
manufacturing methods, means/tools
at launcher level
Limit number of design teams
Create conditions for manufacturing
by same teams on same machines
Maximize the use of industrial assets
&
limit the need for new ones
Learning curve
Limit number of support teams
Structural costs amortized on higher number of pieces

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10
Manufacturing Right-First-Time
Process control rather than Product control
Risk analysis, Contractual organization
critical parameters identification rather than (acceptance×2)
and lessons learned and imposed “System” / “Definition”
End-to-end approach for product control
Use ASL opportunities
First-Pass-Yield posted: compulsory!
PDCA implemented and visible: how are we improving?
Once control policy is defined, use modern digital measurement systems
Measurement System Analysis is key to quality
Zero-waiver mindset: accept no defect – make no defect – pass no defect
What is the cost of Quality included in Ariane 6 costing
Non-Quality and Ensure-Quality?

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11
New Buildings & Means Policy
“As if it was your money!”
Spend NRC on design or technology rather than on buildings!
Save maintenance RC
1. What can we do with the current buildings and means: RC, capacity?
Challenge value added ratios: OEE, areas (Work In Progress)
2. What can we do with new buildings and means: RC, capacity, NRC?
3. Only then position the cursor: existing, existing+extension, new
Don’t size the means for Ariane 5 / Ariane 6 transition!
New machines only after OEE analysis (or new technology)
Standard industrial shift model: 3×8 hrs, 5 days/week
Week-end for maintenance/float
If extensions / new buildings are necessary, design for Lean
Flow
Flexibility: ability to further accommodate additional production

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It shall be not communicated to third parties without prior written agreement. Its content shall not be disclosed. All rights reserved.
12
LEAN Industrial & Cultural Journey
– Learn to see: Added Value vs. Waste
Value added = product modification / service rendered
Transparency: costs, problems, flow… Facts & Data
– Value Stream Mapping – Global Flow: at the workplace
“Where are the main wastes?”
Prioritize & Remove: waiting, double controlling, documents …
Added value documents: what have we demonstrated?, traceability
Lead times: stabilize then divide by 2
Ratio shop-floor vs. support (non-qualities, …)
Lean index (added value time ratio)
– Structure improvement plans
Policy deployment: Why – What – How?
Cost deployment: main root losses?
– 5S for Operators - Standardized work
Work Preparation – Empowered to improve
– Flow
Moving (Pulse) lines at Customers takt time
Work In Progress sized and managed
Compact lines – Added value ratio
– Maximize use of assets – OEE
Quick set-up, quick connections
– Management loops - Visual Management: OK or NOK?
Make people grow
Problem
Solving
Standard

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13
How Can We
Support You
to Reach
Your Targets?

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14
Goal
Key Priorities
(What)
KPI
Metrics
Targets
Action Plan to Reach Targets
(How)
Find end-to-end global optimums and allow a stabilized manufacturing start in parallel of remaining development activities through concurrent working
• Function oriented design ensuring consistency at launcher level (WBS/OBS)
• Build trade‐offs on comprehensive sets of facts and figures involving all program stakeholders (including industrial partners)
• Priority: horizontal integration, Al-Li, opto-pyro
• Define a convergence process through set-based concurrent engineering
• Optimize end-to-end jointly the launcher system and its ground means - design to cost - think needs rather than solutions
• Progressively refine jointly system specifications, products design and manufacturing processes/operational concepts
• Take into account, from the start, the complete life cycle of the launch system
Involve from the start the main industrial partners in an “extended enterprise" to identify main cost drivers and to optimize the complete value stream
• Organize co-engineering in plateau mode with industrial partners and production people - Priority: Avio + Clusters (MT-A, CASA, Electronics, SABCA)
• Application to Guiana launcher facilities: integrated team with CNES and Arianespace under ESA Launch System Architect
Industrial policy: create industrial excellence clusters for each component family
• Standardize designs, manufacturing methods, means and tools at launcher level
• Maximize the use of industrial assets and limit the need for new ones: no new investment without sound lean index, OEE, added value surface ratio
Design for and implement Lean manufacturing/operations
• Mindset & leadership - Cultural transformation
• Policy Deployment: cascaded targets, improvement strategy, aligned priorities, structured action plan
• Value Stream mapping current state (including Ariane 5) / future state of complete flow to highlight problems and structure action plan
• "Transparent" factories: production progress, flow, bottle-necks, Work In Progress, machine utilization, problems
• Empowerment - Coaching
• Flow
• Implement moving lines
• Synchronize logistics
• Reduce factory areas: Sort + Set in Order, limit Work In Progress (WIP) on the floor
• KPI's: lean index (added value time ratio), WIP, added value surface ratio
• People: 5S and standardized work with and for Operators
• Machines: maximize and improve Overall Equipment Effectiveness (OEE) through waste reduction (set-up=SMED, break-down=TPM)
• Stabilized launcher definition
• Digital factory: procedures, controls, traceability
• Priority: UPG/BIP
• Lean pilots (criteria: willingness+potential): MT-A, ...
Reduce development
time
Successful first flight
Date 1
st
flight
Date launch rate 11±1 /
year
December 2019
End 2022
Refine development & verification logic
• Level the development process flow: phase the activities / gate reviews to level and ensure tempo and secure timely resources
• Identify, quantify (lean KPI's) and manage critical path
• Right First Time: minimize re-work
• Implement lessons learned from operational launch systems and get challenge/feed-back from previous launch systems developments (CNES, Military, ...)
Number of open actions,
waivers, …
Reliability
Become a learning organization
• Use a 2-way improvement approach: Ariane 5 "cost deployment", model lines
• Develop Right First Time mindset: accept no defect, make no defect, pass no defect – Target “zero defect”, “zero-waiver" - FMEA, process control, MSA - Critical parameters
• Develop Plan Do Check Act (PDCA) mindset - problem solving skills and methodology (A3)
• Structured synthesis files as qualification documentation: what have we demonstrated ? Analysis by phases - Representativeness of models and tests
Product Security
Maturity Level MIL3
before FM1 campaign
Structure actions through MIL roadmap
Develop Entrepreneur
Mindset
Make sure people developing or manufacturing a product know how their product will be used and how it will contribute to the system performance - "Think flight!"
Grasp your main root problems vs. your business needs
Go beyond “this is not possible”, find out how to make it happen
Align the Organization
through Visual
Management and
Communication
Cascade at each level "what is important?", "Is it OK or NOK?", "What are the main problems?", "How are we improving?"
Publish regular information letter
Organize regular staff meetings: information / exchanges
Development Program
(ESA)
High Level Requirements
Feed-back survey
Transparency - Trust & confidence
Fulfill explicit and implicit requirements
Launch Service
Customers
Market share
Feed-back survey
Reliability
Payload mass: HLR
Timeliness
Flexibility vs. launch service Customers needs: mission, spacecraft design, spacecraft availability, ....
Future-proof / growth potential
• Performance: 2 × 6.5t GTO (A66, bi-Vulcain)
• Missions range: ability to perform in-orbit long ballistic phases
• Exploitation cost decrease: re-usability (Adeline), new technologies
Transparency - Trust & confidence
Fulfill explicit and implicit requirements
Customer
Satisfaction
A62 ≤ 70 M€
e.c. 2014
(price 2
nd
batch -
rank 16 TBC)
Non-Recurring Cost
inside ESA contract
+ self-funding
Divide current lead
time by 2:
< 1 year from FM 21
(TBC)
Firm commitment
by March 2016
(Launcher System PDR /
Program Implementation
Review)
Recurring Cost
Non-Recurring Cost
Production
Lead Time
(incl. Procurement)
Design a lean launch
system
Build-in quality: "enlarge
the gap between flight
success and failure"
Make “Lean”
our way of
doing
business
Make People
Grow
Policy Deployment to Align the Organization
Strategic objectives “Why”
Link to
every entity
with
concrete
actions
“What”
@ program level
“How”
@ program level