1. December 3, 2008 Vol. 18, No. 44
Editor:ext.3635/jeff.hulewicz@goodrich.com
Mail Zone 99-B
By leaving the work to “Hans and Franz,” Riverside facility is
optimizing manufacturing flow on the Boeing 787 program
Machinist Jerry Chapman demonstrates the ease with which he can
operate “Hans,” one of two new material handling machines purchased to
improve the way large components are loaded into the 6-axis milling
machine at Aerostructures’ Riverside facility. In a matter of minutes,
an operator using a wireless controller for the German-built machine can
load or unload large and heavy components - such as inner fixed
structures for the 787 thrust reverser. The process used to require multiple
people and take up to an hour using a forklift.
(Photo by Randy Stambook)
L
oading a 15,000-pound
milling fixture – a bulky
steelframewhichholds
parts – onto a precision milling
machine with a forklift is
hardly the most efficient way to
proceed. But this was the
Riversidefacility’sinitialplight
when loading large 787
compositepartsontoitsnew
6-axis milling machine.
The machine was installed last
year to cut and contour huge
parts like the inner fixed
structure for the Boeing 787
thrust reverser . . . a component
that is nearly 10 feet by 12 feet
insize.
“Loading parts with a forklift
was very tedious,” according to
RiversideFacilitiesEngineer
Arif Khan. “It required three to
fivepeopletoperformthe
procedure . . . one to drive the
forklift and several others to
direct the forklift operator to the
rightloading/unloading
location.Thesepeoplewere
neededbecausethemilling
fixtures are so big, it was very
difficult for the forklift operator
to see the 6-axis milling
machine’s (Continued)

2. rotary mill table . . . and the pins on it that holes in the fixture have to align with. What’s more,
these people assisting the operator had to do a lot of bending and crawling under the fixture to
locate the table pins.And then, once the holes on the fixture were in line with the table pins, the
fixture had to be lowered in a slow motion . . . which is very difficult to perform with a forklift.”
The bottom line?
“Loading the milling machine used to take about one hour,” saidArif. “And unloading took even
longer.”
Not only was the process very ergonomically challenging and time consuming, it risked damaging
the multi-million dollar 6-axis milling machine.
Riverside Facilities Engineer Arif Khan points out the
innovative “Mecanum wheels” on one of the two new
Single Minute Exchange of Dies devices the facility
purchased to optimize manufacturing flow on its
6-axis milling machine. Unlike conventional wheels –
which can move only forward and backward –
Mecanum wheels can move in any direction, thanks to
a series of rollers attached to the circumference of the
main wheel, which are pictured here. “This feature is a
real winner,” said Arif. “The other material handling
solutions we looked at all moved like forklifts.”
(Photo by Randy Stambook)
“Since this machine can provide the
minutest cut or hole, its positioning
relative to its base, adjacent parts and the
motor that powers the movement of its
rotary mill table – a kind of ‘lazy Susan’
which moves along with the milling
machine’s cutting tool head – is critical,”
explainedArif. “In fact, the machine goes
through a scheduled and rigorous
calibration to make sure it cuts parts to
precise dimensions . . . a very pricey
procedure. If the massive milling fixture
accidentally slammed into the table, it
could throw the milling machine totally
out of calibration.”
Last but not least, unloading the fixture
from the rotary mill table via forklift was
also a tricky proposition because it
couldn’t be lifted up straightly and, thus,
the rotary mill table pins sometimes
locked up.And forcing the fixture free
risked dislocating the mill table from its
setting, damaging its bearings, or driving
it against delicate gears. The result could
be severe damage to a precision
mechanism . . . and lengthy, expensive
repairs.
Fortunately, all of these potential
headaches – and obstacles to achieving the
optimum manufacturing flow – are now
things of the past.And Riverside has
“Hans” and “Franz” to thank for it.

3. German “muscle machines”
“To improve efficiency and avoid damaging the 6-axis milling machine, we began researching
materialhandlingexpertsworldwide,”accordingtoArif.
Specifically, the Riverside Facilities Engineering team sought a specialty device that would enable
the 6-axis milling machine’s operators to reduce milling fixture loading and unloading time so the
procedure did not interfere with continuous product flow. In Lean lexicon, this is referred to as
Single Minute Exchange of Dies or SMED.
“Eventually, we narrowed our search for a suitable SMED device to four companies,” explained
Arif. “And when we factored in cost, ease of maintainability, ergonomics and operator friendliness,
the best and most practical device was produced by a German machine and tool manufacturing
company.”
That company was CLAAS Fertigungstechnik GmbH of Beelen, Germany – which also supplies
material handling solutions toAirbus and Boeing.
To say the Riverside facility is satisfied with the two SMED devices it purchased from CLAAS
Fertigungstechnik would be a vast understatement.
“The slim design, maneuverability and system features of these German muscle machines – which
we nicknamed ‘Hans’and ‘Franz’– are more than we could have asked for,” notedArif. “Loading
and unloading the 6-axis milling machine is now a one-man operation. Both Hans and Franz are
very durable and equipped with laser sensors to precisely locate their destination on the milling
machine. With one ready to unload the machine and the other to load it, it literally takes only a
minute for the procedure.And the ergonomic issues of having two or three employees bending and
crawling under a huge fixture to help a forklift operator position it have been completely
eliminated.”
An additional feature that is very attractive is the “Mecanum wheel” design of the SMED devices.
While a conventional wheel moves only forward and backward, a Mecanum wheel can move in
any direction. This is due to a series of rollers attached to the circumference of the main wheel.
SaidArif: “This feature is a real winner. The other material handling solutions we looked at all
movedlikeforklifts.”
Given their versatility, Hans and Franz have opened the Riverside facility’s eyes to more widespread
application of the many benefits the SMED devices offer.
“We’re currently exploring the idea of using a similar material handling solution forAutomated
Fiber Placement machine (used for computer-controlled layup of inner and outer bond panel skins
for Boeing 787 andA350 XWB inner fixed structures) – as well as autoclave — loading and
unloading tasks,” saidArif. “And because Hans and Franz are capable of operating in a Clean
Room environment, they will be able to handle even more material handling loads.”

4. “Goodrich is positioned really well in these
turbulent times”
Despite a business environment Goodrich Chairman, President & CEO Marshall Larsen likens to a
“roller coaster ride,” he made a strong case for the company’s ability to weather the current
economic crisis on Nov. 19. The setting was the Credit Suisse 2008 Aerospace & Defense Conference.
Speaking to an audience of financial analysts, Larsen said: “If you look at our portfolio, we have
non-discretionary products on the airplane . . . if it’s going to fly, it has to have our products on it or
it’s not going to fly. We’ve got a very large installed (product) base throughout the world. Every
airline in the world is our customer. We’re almost on every commercial jet out there.And over 25
percent of our revenue is in Defense & Space. That’s a nice balance . . . That balance helps us at
times like now . . . This gives us a more predictable income stream. So I think Goodrich is positioned
really well in these turbulent times.”
Larsen also pointed out a number of other factors in Goodrich’s favor.
“In these times, I think it’s very important to have liquidity.And Goodrich is very well positioned,”
he said. “We have a very strong balance sheet. We have cash on hand that’s sufficient to meet any
debt requirements we have. We don’t have to go to the markets to get money to operate.”
And he noted that Goodrich’s vibrant aftermarket franchise is also a major advantage.
“Our mainstay is theAirbusA320 – we’ve got a lot of content on this aircraft,” he explained.
“Our ‘sweet spot’ on aftermarket revenue is about five years into service. During the last downturn,
there were only 500 to 600A320s hitting that sweet spot. Fast forward to the current time and
there’s a couple thousand. That’s a key point.”
Summing up, he stated: “We’re going to get through this financial crisis. Capitalism is resilient and
it will come back . . . If you look at Goodrich, we think we’ve got a great value proposition.
We think we can grow above market organic rates without acquisitions. We certainly win our fair
share of programs on the OE side of the business and have very good content on the Boeing 787,
theAirbusA380 and theA350 XWB. In the aftermarket, we’re positioned extremely well on the fuel-
efficient aircraft and we think we can continue to grow at above-market rates in that arena. On the
military side, we’re very well positioned on helicopters and tactical jets, in particular. We’re
positioned very well on those platforms that we think will continue to be funded. On the payload
side, we do a lot in satellites and optical surveillance systems.”
In conclusion, according to Larsen: “We’re really positioned to do very well whenever the upturn
occurs . . . but even through the downturn.”
Larsen also responded to a variety of questions, from what Goodrich is doing differently during this
downturn to whether there is less emphasis on “green” initiatives as the economy erodes. Here are
some highlights of his comments . . .

5. “We’re going to get through
thisfinancialcrisis.
Capitalism is resilient and it
will come back . . . If you
look at Goodrich, we think
we’ve got a great value
proposition. We think we
can grow above market
organic rates without
acquisitions. We certainly
win our fair share of
programs on the OE side of
the business and have very
good content on the Boeing
787, the Airbus A380 and
the A350 XWB. In the
aftermarket, we’re posi-
tioned extremely well on the
fuel-efficient aircraft and we
think we can continue to
grow at above-market rates
in that arena. On the
military side, we’re very
well positioned on
helicopters and tactical jets,
in particular. We’re
positioned very well on
those platforms that we
think will continue to be
funded. We’re really
positioned to do very well
whenever the upturn occurs
. . . but even through the
downturn.”
On what Goodrich is doing differently
during the current industry downturn:
“We reduced 20 percent of our workforce after
9/11 . . . and we were a smaller company then.
What we’re doing this time is selectively
cutting . . . Where we don’t have to fill
positions, we’re not going to fill them.
There are certain areas we don’t want to
neglect, however. Certainly development
projects like the 787 and the A350 XWB.
But there are overhead areas that we can forego.
We have open requisitions we do not need to fill
right now. We also have a matrix of cost
reduction opportunities that we have done every
year and this is no different. We have the 10
business units down the horizontal column
and we have direct cost, indirect cost and
restructuring down the side and it all points to
a target that’s included in our plan. For the last
two to three years, we’ve been able to beat that
target and that helped on the margin side.
We’re still doing that, but we’re adding to that
by being much more cautious on overhead.
We’re also taking some direct layoffs in our
Nacelles business and in our Landing Gear
business because of the OE side. And we’re
being very cautious about how much inventory
we’re putting in because we don’t want to get
stuck with a lot of inventory on the OE side in
case OE deliveries do come down. That’s what I
mean by being cautious. It’s not draconian . . .
it’s just common sense to make sure we don’t
keep building overhead in this kind of
timeframe, It’s always a lot easier to hire and
add that kind of overhead than it is to take it
out. So we better not put it in in the first
place.”
On what competitive advantages
Goodrich enjoys in the aftermarket:
”We’re very well positioned on the A320,
737NG, 777 and A330 – these are growth
platforms. What we’ve done over the past five
years is we’ve invested significantly in regional
MRO centers. We’ve got centers in Singapore,
in China, in Dubai, in western Europe, in
South America and in the U.S. So we’re close to
the airlines. We can service these airlines with

6. great turnaround times very quickly. It isn’t just on the factory floor that we drive Continuous
Improvement. We keep driving down the turn times so that airlines don’t have to carry as much
inventory. Even on the A320 line in Toulouse, we have an engine buildup center that it used to take
between two and one-half and three weeks to build up either a V2500 or CFM56 engine that goes on an
A320. Our workforce there, through Continuous Improvement, has driven it down to three days.
We deliver every morning to Airbus at 10:00. I don’t think other aerospace companies can have that
kind of precision when it comes to deliveries. And we drive that same thought into our customer service
centers because that’s the name of the game. If you can reduce turnaround time, you can get a better
price for your aftermarket services because the airline has the constancy of knowing they’re going to get
that product fast enough to keep that aircraft flying.”
On whether spare parts or MRO services are the bigger part of Goodrich’s aftermarket
portfolio: “The vast majority of our aftermarket is parts. Services are a smaller component of it,
but it’s a necessary component because it allows you to do that turnaround time.”
On whether Goodrich is placing less emphasis on “green” initiatives in light of the current
challenging business climate: “I don’t think they’ve changed because it just makes sense to continue
to develop innovative products that can help reduce emissions over time . . . Nothing has changed for us
as a result of this downturn. We continue to invest in the future and it just so happens that those
investments coincide with some of the green kinds of efforts. We’re not changing our course.”
Nacelles & Interior Systems Segment president spends a
day in San Marcos sampling the Lean culture
San Marcos General Manager Bruce Tifft
(at left) explains one of the facility’s “furnace
heijunka boards” to Goodrich Nacelles &
Interior Systems Segment President Cindy
Egnotovich during her Nov. 12 visit to the
Texas campus. San Marcos uses heijunka boards
to help create a level schedule.
Goodrich Nacelles & Interior Systems
Segment President Cindy Egnotovich paid
herfirstevervisittoAerostructures’
San Marcos, Texas facility on Nov. 12.
And Bruce Tifft, the facility’s general
manager, used the opportunity to emphasize
the culture of Continuous Improvement that
San Marcos employees have embraced.
“We have a capital appropriations request for
a new large vacuum furnace and she wanted
to see it and discuss it with us,” explained
Tifft, citing the reason for the visit. “I wanted
her to understand more of the specifics behind
our need for the furnace so that she could
make a well-informed decision that she could
feel good about.”
San Marcos uses its seven vacuum furnaces
for Liquid Interface Diffusion (LID) bonding
of titanium structures, superplastic forming of

7. titanium, and brazing of inconel structures. The new furnace it is requesting will be the largest one
of all – allowing the facility to reduce cycle times by accommodating more units at a time.
But, in addition to building a case for the new vacuum furnace, Tifft also wanted Egnotovich to
understand what is different and unique about San Marcos.
“Since I thought she would likely carry the image she got of San Marcos on this visit with her for
awhile, I wanted her to understand that we have a true culture of Continuous Improvement, use of
the Lean tools and application of the Goodrich People Philosophy,” he said. “I think the
performance improvements we showed for the last few years – as well as the discussions we had –
supportedthis.”
Tifft said Egnotovich arrived at the Texas facility at 8:00 in the morning and received a full facility
overview – including its building and grounds, its products and processes, and the improvements in
cost, quality, delivery times and cash flow that its people have made possible. Considerable time was
also spent on a plant tour.
“The biggest surprise to her was how much equipment we have and how very capital intensive our
part of the business is,” noted Tifft. “And, while she is accustomed to seeing clean and well
organized plants in overseeing the business units she does, she also commented on that.”
For his part, Tifft said Egnotovich impressed him as a “very business-focused leader with a
competitive spirit . . . yet also someone who is very personable, approachable and open to
discussion. I really liked having some informal time just to get to know what she is like.”
He added that Nacelles & Interior Systems Segment Controller Tom Fitch and segment Finance
Analyst Wendy Spicer accompanied Egnotovich on her visit.
Capacity-cutting carriers now face grounded aircraft
storage costs
Stung by high fuel costs and a drop in travel demand, U.S. carriers likeAmericanAirlines, United
Airlines and ContinentalAirlines now face a fresh challenge: what to do with planes valued at
$2 billion that are now idled as a result of capacity cuts.
With virtually no buyers for some 276 mostly older, less fuel-efficient jets, the carriers are shopping
the aircraft in emerging markets such as Russia while their values tumble and frozen debt markets
dampenpotentialsales.
“People are sitting on the fence for three to six months waiting to see what happens with the price of
fuel and the credit fallout,” according to Francis Otto, a manager at industry data firm OAGback
Aviation Solutions. “You’re going to have, at least in the short term, a hesitation on the part of any
potentiallesseesorpurchasers.”

8. The lack of buyers leaves three of the biggest U.S. airlines saddled with storage expenses and lease
payments on jets they’re no longer flying.
Preparing a plane for short-term storage is not cheap, either. Costs can run as high as $20,000, says
Jack Keating, president of Evergreen Maintenance Center Inc. Then, it takes up to $25,000 a year
after that to keep the plane in marketable condition.
The likeliest markets for the planes – which include Boeing 737-500s and MD-80s – includeAfrica,
SouthAmerica, Indonesia and Turkey.
—Bloomberg.com
Find something shiny for under the tree at this sale
There’s nothing like a shiny new gold necklace or sterling silver set of earrings to brighten up the
holidays.And you can stock up on both during the upcoming 14K Gold & Sterling Silver Jewelry
Sale sponsored by the Employee Store.
The sale kicks off on Wednesday, Dec. 17 from 11:00 a.m. to 1:00 p.m. in Café 33. The sale shifts to
the Building 1 Employee Store from 2:30 to 4:00 p.m.
On Thursday, Dec. 18, the Jewelry Sale gets underway at 11:00 a.m. in Café 107 and continues until
1:00 p.m. The sale concludes from 2:30 p.m. to 4:00 p.m. in the Building 1 Employee Store.
You have eight days left to make the holidays happier for
the less fortunate in our community
“Christmas,” according to cartoonist Charles
Schulz, “is doing a little something extra for
someone.”
You can do just that this week by donating to
the Goodrich NMAChapter’s 2008 Toy and
Jacket Drive. Every item donated will benefit
Chula Vista Cares, an all-volunteer
organization run by employees of the City of
Chula Vista. The volunteers serve as a
clearinghousethatdistributesdonationsto
various charitable organizations in the South
Bay, who, in turn, ensure that the toys and
jackets are given to deserving families.

9. If everyone at the Chula Vista campus – and there are a couple of thousand of us – brings in a
single toy, the eventual outcome will have a far-reaching effect throughout the community. One toy
at a time, 2,000 employees can collect 2,000 toys and jackets over the next few weeks.
You can place new, unwrapped toys and new jackets in the collection bins at the following locations
until the morning of Monday, Dec. 12:
Employee Store Bldg 1 (S. Mezz) x4018
Fred Gonzales Bldg 1 (Mid Mezz) x3903
Kevin Spicer Bldg 1 (North) x3040
Joan Pospichal Bldg 29 (S. Mezz) x2907
Rose Faustino Bldg 50 x6077
Dottie Duhaney Bldg 61B x6012
Susan Freye Bldg 99B x2677
Michele Jackson Bldg 99B x3385
Corrine Preston Bldg 107 (C/S Lobby) x2767
Laura Arney Bldg 107 (C/S Lobby) x2777
Debi Schwarz Bldg 107 (M. Lobby) x2037
Kathleen Hettich Bldg 107 (N. Lobby) x2723
Maria Arredondo Bldg 107 (N. Lobby) x4207
Employee Store Bldg 107 (Cafeteria) x7463
Employee promises that his 11th annual holiday display
will be “bigger and better” than ever
Every December, Chula Vista Staff Engineer Andy Anderson’s electric bill jumps from about $64 to
$385. But he wouldn’t have it any other way. That’s because Andy loves to put smiles on the faces of
young and old during the holiday season by transforming his home into a “winter wonderland” of
animated characters, computerized light displays and model train sets.
“When I first started doing the annual display in 1997, I was getting less than 1,000 people viewing for
the whole month of December,” he said. “Now, attendance has grown to about 3,000 to 4,000 for the
15 days the display is open. I even have three different retirement homes that bus in senior citizens to
see it. My payback is when I see the smile on everyone’s face. That’s when I know it’s all worth it.”
The display opens on Saturday, Dec. 13 and will be available for viewing until Wednesday, Dec. 31
from 5:00 to 9:00 p.m. The address is 7171 Cornell Ave. in La Mesa. Call (619) 463-0822 for directions.

10. Here’s some last-minute holiday shopping help from
the Employee Store . . .
No holiday gathering or party is quite
complete without delicious See’s Candy
to snack on. Stock up today at great
discount prices at either Employee
Store location.
And don’t forget the special holiday
store hours in effect as of this week.
The Building 107 Employee Store is
nowopenonTuesdays,Wednesdays
and Thursdays from 11:00 a.m. until
1:00 p.m. This location will also be
open on Friday, Dec. 19 from 11:00 a.m. until 1:00 p.m.
The Building 1 Employee Store is now open on Tuesdays, Wednesdays and Thursdays from
11:00 a.m. until 1:00 p.m. . . . and again from 2:30 p.m. to 4:00 p.m. This location will also be
open on Friday, Dec. 19 on the same schedule.
Can’t fit a trip to the stores in during the week? Not to worry. The Building 1 Employee Store
will be open on three consecutive Saturdays -- Dec. 6, 13 and 20 -- from 9:00 a.m. until
1:00 p.m. You can bring along one non-employee guest over age 18.
To ensure that your 2008 W-2 tax forms (to be printed in Jan. 2009)
are mailed to the proper address, please verify that the home address
on your paycheck is correct. If corrections are necessary, please log
on to Aeronet and click on the “Employee Information Change”
link under the Tools heading. Then, complete and submit the
online “Change of Address, Phone and Emergency Contact Form.”
If you have any questions, please contact Personnel Control at
x2677.