“The savings we have made in stockholding are worth €7.5 million, or about €30,000 every working day,” says supply chain manager, Ludovic Boisrame. “One of the key enablers was the breakdown of barriers between functions, underpinned by the Class A work. As soon as everybody was working from a single set of data, it was easy to see where the improvements could be made and measured.”
The programme is part of a wider Class A implementation across Aircelle and the €10 billion, 55,000 employee Safran group, it’s part of. Safran is a French-owned multi-national operating in 50 countries and three core markets: aerospace, defence and security. Aircelle’s customers include major engine and airframe manufacturers, such as Airbus, Gulfstream, Rolls-Royce and Power Jet. Aircelle Maroc, based in Casablanca, is the first non-French site within the Safran group to achieve the Oliver Wight Class A standard.
The Moroccan plant, which manufactures nacelles (engine casings), thrust reversers and carbon fibre composite components for airliners and executive jets, has gone from strength to strength since opening in 2006; revenue has grown from €10 to €70 million, and the site now employs nearly 450 people. But General Manager, Benoit Martin-Laprade, is determined to continue on this upward path, planning for 15% growth every year for the next five years.
Class A is crucial for continuous growth, says Benoit: “It gives us a methodology, a structure, and you need that if you plan to grow by 15% every year. Class A is a globally recognised standard and it really means something to our customers all over the world. There’
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