magazine - safran · 2015. 4. 3. · marchéscontents 02 _ december 2011 _ safran magazine safran...

p. 21 markets: Security SolutionS in latin america / p. 34 stOrIes: aaSm miSSion in libya

magazinesafran

December 2011 – No. 11the safran group magazine

The Electric Green Taxiing System, combining economy and ecology

ELECTRIC MOTORS IN JETLINER LANDING GEAR

specIal repOrt

marchésContents

02 _ December 2011 _ safran Magazine safran Magazine _ December 2011 _ 03

marchésEditorial

The Safran share officially entered the CAC 40 index in the NYSE Euronext Paris stock exchange on September 19, 2011, just six years after the Safran group was created. Being chosen for the benchmark index in the Paris stock exchange is clear recognition by French and international investors of our progress since the Group was created. A refocus on our core businesses, targeted acquisitions and

a steady climb in profitability are just some of the concrete improvements we have achieved in this short time.

Being selected for the CAC 40 index also reflects investors’ understanding of Safran’s future growth outlook, based on our contributions to major aerospace programs and the potential harbored by our security business.

It will also boost our visibility in the business and financial communities, which will have a very positive impact, for example by helping attract top young talents.

In fact, we face a number of daunting challenges in the years ahead, including ramping up the new LEAP jet engine to replace our best-selling CFM56, studying new aircraft engine designs that could come to market towards 2030, developing even more advanced biometric recognition technologies and bringing them to market. Safran’s commitment to excellence across the board largely depends on our ability to attract the most talented engineers and managers, enabling us to maintain our international reputation for product performance and reliability.

Enhancing Safran’s visibility to better attract new talents

18 MarketsCheck out the latest

safran group news at www.safran-group.com

Ross McInnessafran Deputy chief Executive Officer, Finance

News breaks� p. 04

Special report� p. 08Electric motors in jetliner landing gearThe Electric Green Taxiing System, combining economy and ecology

panorama� p. 14A living museum100 years of aerospace history in a unique collection

Markets� p. 1818 Working for the Pentagon21 Security in Latin America24 Safran’s role on the KC-39026 Safran acquires L-1 to boost

identification business27 Collaboration on road safety28 LEAP takes off with Boeing

Insight� p. 2929 MAKS 2011 airshow review30 CFM56: taking the pulse of engine

assembly32 Modernizing and expanding

industrial facilities

Stories� p. 34AASM: anti-air defense mission in Libya

Interview� p. 36The School for ExcellenceInterview with Bernard Ramanantsoa, Dean of HEC Paris business school

“Being part of the CAC 40 stock market index significantly increases our visibility in the business and financial communities.”

The American Department of Defense is a top-tier partner for Safran, purchasing engines, equipment and optical systems.

Working for the Pentagon

The Safran group magazine - 2, bd du Général-Martial-Valin 75724 Paris -

France - Cedex 15 - E-mail : [email protected] - Publication Director: Pascale Dubois - Editorial Director: Florent Vilbert - Executive Editor in Chief: Céline Groult - Editor in Chief: Martin Bellet - Written by: D. Baudier, M. Bellet, B. Dietz, F. Lert, P. Michaud, G. Sequeira-Martins, A. Attali - Translation: Don Siegel, ID Communications - Production: - Printed by: Imprimerie Vincent, certified imprim’vert on PEFC accredited paper-

ISSN 1960-7164 - The articles and illustrations published in this magazine may not be reproduced without prior authorization. Cover: © Monsieur Suprême

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Safran supports underserved urban neighborhoods

S afran partners the 10th “Talents des Cités” program in 2011, a French initiative launched by the Senate and the Ministry of the City that recognizes men and women who create enterprises that contribute to economic development and employment in underserved neighborhoods.

Through its Foundation for Inclusion and philanthropic measures to foster solidarity, Safran helps young people in difficulty find appropriate training programs and jobs. The Group’s

objectives echo those of “Talents des Cités”, a label that recognizes entrepreneurs for their projects, and encourages support by state agencies, financial institutions, private industry and associations. Along with other major sponsors, Safran was a member of the national jury and was on hand for the official prize ceremony in the French senate on October 22.

WMORE

www.talentsdescites.com

WLABEL WLAnding SyStEmS

marchésNews breaks

04 _ December 2011 _ Safran magazine Safran magazine _ December 2011 _ 05

the number of new single-aisle jets expected to be sold between now and 2030, according to Airbus. the CFm56 jointly made by Safran and gE currently powers 60% of the European plane-maker's single-aisle jets.

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transatlantic

marc Guillemot and Yann Eliès, co-skippers of the Safran Open 60 racing yacht, took part in the 10th Transat Jacques Vabre, a transatlantic sailing race that retraces the legendary “coffee trade route” first established in the 19th century. The two skippers competed with 34 other crews for 16 days at sea, crossing the finish line in Puerto Limon, Costa Rica, in 6th place.W MORE

www.safran-sailingteam.com

WSAiLing tEAm

Bombardier chooses messier-Bugatti-dowty landing systems for new bizjets

messier-Bugatti-Dowty, already a major equipment supplier on many Bombardier aircraft, was chosen in October to supply the integrated landing system for the Canadian company’s new Global 7000 and Global 8000 business jets. This package includes the main and nose landing gear, steering system, landing gear extension/retraction, control and monitoring systems, and the backup extension system. The package offered by Messier-Bugatti-Dowty will enable the aircraft manufacturer to simplify the integration of landing systems on these two new bizjets, as well as future maintenance operations. Both of these jets, carrying ten and eight passengers, respectively, are designed for long-haul operation. The Global 7000 is expected to enter service in 2016 and the Global 8000 a year later.

W MORE

www.safran-group.com, Press & media

Facebook, Linkedin, twitter: that’s the ineluctable new triumvirate of digital communications, drawing strength from an amazing number of users (nearly 800 million for Facebook alone), and the multiple connections and interactions between members. Safran now has its own presence in these new systems, and for the last few months has already invited people to join it on Facebook and twitter. you can see the latest Safran news of course, as well as keep an eye on the group’s ocean racing initiative. in a few more weeks, the recruitment section will also be open, allowing potential candidates to communicate directly with HR staff. Like?

W MOREwww.facebook.com/Groupesafran

www.facebook.com/safransailingTeam

www.twitter.com/saFraN

FRiEnd us?

giovanni Bisignani,safran Board of Directors“Safran has for many years delivered outstanding aerospace products. In 1989, when I was head of Alitalia, I chose the CFM56 to power our fleet of Airbus A320 twinjets. Now that Safran is expanding its scope of business to include aviation safety, I’m sure that they will be able to meet the challenge of strengthening checks at airports while also making life easier for passengers.”

Giovanni Bisignani, 64, Director General and CEO of the International Air Transport Association (IATA) for ten years, has spurred deep changes in this sector. In addition to the project “Simplifying the Business”, which helped eliminate all paper tickets in 2008, he also launched the first universal standard for airline security management. Under his leadership, the IATA was able to reach a consensus on environmental issues in air transport, which is still the only business sector to commit to concrete objectives for a significant reduction in carbon emissions by 2050. Giovanni Bisignani is the founder of Opodo, the first European travel portal, as well as being Managing Director and CEO of Alitalia from 1989 to 1994, and Chairman of AEA (Association of European Airlines) in 1992, as well as Chairman of Galileo International in 1993. In fact, he has always done his utmost to help meet the challenges facing the global air transport industry.

Decision-makers

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turbomeca makila 2A turboshaft engines will power the 20 Eurocopter EC225 Super Puma helicopters ordered by CHC Helicopter.

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Jean-Lou Chameau,safran Board of Directors“The Group’s technological achievements and the high quality of its people and products are recognized around the world. So it’s a great honor for me to be a member of the Board, and I hope to be able to contribute to Safran’s global strategy in air transport and security.”

Jean-Lou Chameau, 58, is President of the California Institute of Technology, better known as Caltech, an American center of excellence in research and laboratory facilities. For a number of years, he actively promoted the idea that research should be an integral part of engineers’ careers, right from their first year of school, and he encourages partnerships between engineering schools and laboratories, like those seen for many years in the United States. His watchword is the “virtue of failure”, something that French engineers graduating from the Grandes Ecoles (France’s most prestigious schools, many engineering oriented) have not always learned, since they are trained to exacting standards of excellence right from the outset. In addition to attending Stanford University, Jean-Lou Chameau was also dean of Georgia Tech’s College of Engineering. He is on the Board of Directors of John Wiley & Sons, MTS Systems, the InterWest Advisory Committee, the Academic Research Council of Singapore, and he is a member of the National Academy of Engineering. In France, he graduated from the Ecole Nationale Supérieure des Arts et Métiers engineering school and is a member of the Academy of Technologies.

marchésNews breaks

06 _ December 2011 _ Safran magazine Safran magazine _ December 2011 _ 07

Decision-makers

Boeing 787 dreamliner enters service in Japan

B oeing’s latest jetliner, the 787 Dreamliner, has started revenue service in Japan. This brand-new 250-seat jet carried its first passengers on October 26 – a very satisfying moment for Boeing, which had to contend with several delays in this large-scale program. The 787 harbors a number of technological innovations; in particular, it’s the first aircraft of this type with an all-composite fuselage, reducing weight and thus fuel consumption. Safran contributes to this technological success as supplier of most of the landing system and wiring, as well as parts of the GEnx-1B engine. The 787 Dreamliner has already logged 835 orders, making it an uncontested market success and setting a new standard in the medium-capacity long-haul commercial jet class.

2011 Women’s Forum focuses on innovation

d uring the Women’s Forum in Deauville, France from October 13 to 15, Safran, a partner in this forum, asked about 30 of its employees to take part in the discussions and conferences addressing women’s vision and influence on today’s leading economic and social challenges. One of the main subjects this year was women’s role in innovation, and Safran led the way with a

workshop entitled, “And if half of all technology innovators were women?”

Safran took advantage of this opportunity to showcase ways in which women can transform technological innovation and engineering. Since 2006 Safran is also a partner in Elles Bougent (“Women on the Move”), an industry association created to encourage young women to study scientific and technical subjects, by providing information on career opportunities in these fields, especially as engineers.

WmEEtingS

WmiLEStOnE

the CtX 5800, a latest-generation computed-tomography explosive detection system, will be installed at a European airport for the first time. the Brussels airport ordered three systems last October to replace previous generation machines. designed by morpho, the CtX 5800 combines the advanced technology of high-definition 3d imaging for luggage inspection with a smaller footprint, enabling its use for diverse security applications in airports. it meets the Brussels airport’s expectations for enhanced security and faster operation.

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www.safran-group.com, Press & media

EnhancEd ExplOsivE dEtEctiOn at BRussEls aiRpORt

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the 2011 Rugby World Cup finished on a high note, with more than 100,000 fans traveling from around the world to new Zealand to cheer on their teams. to handle this huge influx of travelers, the new Zealand customs service had planned ahead by ordering new morpho Smartgate automated border control systems for their airports back in June. Based on facial recognition biometric technology, Smartgate identifies holders of e-passports in real time, using a digital photo embedded in the chip on their passports, greatly facilitating border checks.

all Blacks and sMaRtGatEs

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S afran received the Competitiveness award for European businesses at the 7th “Rencontres de l’Entreprise

Européenne” (European Business Meetings). Created in 2004, this competition recognizes European companies’

performance in three areas: Growth, Competitiveness and Mergers & Acquisitions. The aim is to promote a European business model, spotlight winning strategies and better understand the specific success factors involved.

Safran wins Competitiveness award

Louis gallois, jury chairman, presents the awards for 2011 to J.P. Herteman (Safran), g. mestrallet (gdF Suez) and y. delabrière (Faurecia).

Combining economy and ecology, the Electric Green Taxiing System will enable airplanes to move on the ground without using their jet engines.

ElEctric motors in jEtlinEr landing gEar

25 mphground speed of aircraft fitted with the Electric green taxiing system

250 kgjet fuel used during taxiing for each flight

50/50worksplit within the planned joint venture between safran and Honeywell for the green taxiing system

08 _ December 2011 _ safran magazine safran magazine _ December 2011 _ 09

marchésSpecial report

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T axiing is expensive! Covering all movements of the airplane on the tarmac, both before and after take-off, taxiing requires either the jet engines operating at idle to move

the plane forward, or using tractors to “push back” the aircraft from the gate. All of these maneuvers are complex, and burn up a lot of fuel. “Electric taxiing will totally change this situ-ation,” says Olivier Savin, head of Safran’s Electric Green Taxiing System program. “It involves installing electric motors in the wheels so the aircraft can independently push-back and taxi, without having to use its own jet engines or the airport’s tractors. These motors are powered by the electricity gener-ated by the auxiliary power unit, or APU, allowing the pilot to control the aircraft’s ground movements.”

Electric taxiing is not only an innovative technology, but also very advantageous for airlines. According to Frédéric Crancée, head of business development for the Electric Green Taxiing System program, “The advantages are obvious. By not having to use the aircraft’s jet engines, we can reduce fuel burn by three to four percent. And of course, fuel is one of the largest expenses for all airlines. Plus, using

“Electric taxiing” is a new concept that allows airplanes to move around airports without having to use their jet engines, a major innovation that will revolutionize tomorrow’s air transport industry.

marKETs

In april 2011 safran created a new Transformation division tasked with bringing its innovations to market more quickly. The Innovation department is part of this new entity, and functions as an

incubator. Its activities cover all breakthrough and even disruptive concepts that extend beyond the scope of a single company. Once a project becomes eligible for development, this corporate department coordinates it all the

way through commercialization, in conjunction with the companies involved. “The selection process is now being deployed, but several major areas have already been identified, including the Electric Green Taxiing system, power generation, actuation, the electrical powertrain (generation, distribution conversion), and operating aid services. We addressed this question in terms of markets, and not products.”

safran Executive Vice President, Transformation

w Yves LecLère

Incubator for innovation

cerned by this system for now. “Our main tar-get is the single-aisle commercial jets used for short and medium-haul flights, which spend a relatively large amount of time on the ground,” notes Frédéric Crancée. “Airports are also inter-ested, since they face stringent environmental regulations and green taxiing methods reduce both pollution and noise.”

But various technological challenges must still be met before this system reaches the market. “The Electric Green Taxiing System requires technological breakthroughs in a number of areas,” adds Olivier Savin. “Safran is calling on its full array of aeronautical expertise, and has also formed a partnership with Honeywell [see page 12]. We are planning to roll out a demon-strator in 2013, which means we can introduce this system by about 2016 on new-generation jets such as the A320neo, C919 and Boeing 737 MAX. We are also considering offering this system as a retrofit option on aircraft already in service.”

eLectric Green taxiinG sYstem: revoLutionizinG aviation from the bottom up

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ProspectsEasyJet, Delta, Us airways, air France, american airlines and alitalia are just some of the airlines that have already indicated their interest in studying the system’s feasibility and potential benefits.

less fuel means emitting less carbon dioxide. In addition, the pushback operation demands considerable human and material resources.”

sTarTIng wITh sIngle-aIsle jeTsThe operational advantages of an electric taxi-ing system are equally important, and include better on-time performance and less clutter at gates and in parking areas. This is a strong point in its favor, since air traffic is expected to post steady growth in the coming years. Further-more, the Electric Green Taxiing System will decrease airlines’ maintenance costs because it will reduce brake wear and the risk of damaging motors while idling on the tarmac, when they could ingest foreign objects such as gravel.

However, not all types of aircraft are con-

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airplanes around the world use over 5 million tons of fuel every year to taxi at airports.

Computer-generated image of the electric taxiing system.

planned service entry for the electric green Taxiing system.

potential fuel savings for an a320 equipped with the electric green Taxiing system on a 500 nautical mile leg.

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T he concept of electric taxiing is easy to understand … but much harder to apply! Certain technical decisions have to be made, starting with the location of the motor and drivetrain

for the wheel. In this case, the partners opted for an installation on the wheels in the main landing gear.

“Other companies working in the area decided to place the motor on the nose landing gear because that was the simplest solution,” explains Jean-Pierre Garcia, chief engineer for the Electric Green Taxiing System at Messier-Bugatti-Dowty (Safran). “The wheel on the nose gear is hollow, and there is no brake and few components. But only about five percent of the aircraft’s weight rests on this landing gear, which is not enough to ensure grip on a wet runway, meaning there is a risk of skidding. That explains why Safran, with Honeywell in agreement, decided to locate the motor on the main gear, which supports ninety-five percent of the aircraft’s weight. It’s more difficult in terms of installing the system, but much more effective. And both Airbus and

B y creating a joint venture with Amer-ican giant Honeywell to develop electric taxiing systems, Safran is leveraging the advantages needed to make this program a success. “The

Electric Green Taxiing System calls on a wide range of competencies, from APUs to brakes, not to mention power electronics, landing and steering systems,” explains Olivier Savin, manager of this program at Safran. “Honeywell and Safran were each working on these tech-nologies, but neither one covered all areas. We decided it would be a good idea to team up and use our complementary technical skills.”

Honeywell is a world leader in auxiliary power units (APU) and cockpit systems, while Safran brings to the table the broad expertise of its

To convince the market of electric taxiing’s concrete benefits, Safran and its partner have to choose the right technical solutions. The challenge starts right now.

The Electric Green Taxiing System is a very challenging program, demanding expertise in areas ranging from electronics to power management. Safran of France and Honeywell of the United States decided to pool their complementary skills to ensure the success of this exciting new initiative.

Decision time! france anD america team up on innovative proGram

TEchNOLOGYParTNErshIP

Boeing agree with this decision.”The choice of the drivetrain technology is also

a result of this decision. Instead of a hydraulic actuator, powerful and compact but requiring a number of heavy feed lines, Safran opted for an air-cooled electric motor. It also has a clutch so that the Electric Green Taxiing System can be disengaged during takeoff and landing.

DesIgn To sPeC“We’re also working with Honeywell on different architectures to connect the APU to the land-ing gear and ensure an optimized electrical power supply for the system,” adds Jean-Pierre Garcia.

The system’s performance specifications have yet to be frozen, but according to Garcia, “The aircraft manufacturers and airlines we talked to want the aircraft to be able to reach a ground speed of 20 knots in 90 seconds. Based on this requirement, we are going to design the system to produce the required starting torque.” These choices will be refined and validated by a joint engineering team, and then tested on an A320 testbed acquired by Safran in September 2011.

different companies: Hispano-Suiza for power electronics, Labinal for wiring, Sagem for elec-tronic controls, Technofan for actuator ventila-tion and Messier-Bugatti-Dowty for the overall system design, integration in the landing gear, wheels and brakes, and the drivetrain.

The two partners are also teaming up to help convince the market of the long-term benefits of green taxiing. Olivier Savin explains: “There is extensive marketing to be done with aircraft manufacturers, airlines, airports, certification authorities, local communities, neighborhoods and other stakeholders. Working together, we can better address their concerns.”

safran has acquired an a320 to carry out tests.

“We are firmly convinced that this partnership is a very timely solution. By bringing together our respective areas of expertise, we will be able to design and bring a complete system to market

faster than working alone. Our partnership also brings significant credibility to a project with very innovative aspects that may give rise to a certain skepticism. Furthermore, the creation of a joint

venture will enable us to pool resources every step of the way, from development and production to sales and support. This type of structure offers a critical advantage in managing a project of this size, and it also means we can provide a single point of contact for our customers. In fact, we are already working together directly with airlines to make sure they are aware of the advantages of the Green Taxiing system, and to better understand their specific requirements.”

Executive Vice President, Business Development, honeywell

w brian WeniG

“we contribute our expertise and credibility”

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worksplit within the planned joint venture

mph (20 knots): top ground speed of aircraft fitted with the electric green Taxiing system.

seconds: time needed to reach this speed.

signature of the MoU between safran and honeywell on june 19, 2011.

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100 years of aerospace history in a unique collection

A living MuseuM

marchésPanorama


safeguarding memoriesThe safran aerospace museum near Paris, housed in a former seaplane hangar dating from the 1930s, takes visitors on a trip back through time. From the first rotary aircraft engines to the powerful jet engines propelling the concorde supersonic transport, and beyond, the museum showcases nearly one hundred aircraft, helicopter and rocket engines, arranged in chronological order. The museum also features other aircraft systems and equipment produced by safran group companies, including landing gear, braking systems, wiring and drones – not to mention classic cars and motorcycles made by predecessor companies.

The safran aerospace museum regularly expands the collec-tions at other museums, including the well-known Le Bourget air and space museum, through donations of aircraft, engines and equipment. On september 27, 2011, safran further strengthened its ties with this museum by signing a partnership agreement with the French ministry of Defense, Gifas (the French aerospace industry association), and other leading aero-space companies, to modernize and renovate the museum.

W Morewww.museesafran.com (French only)

1. Jet enginesFrom the atar 9B to the m53, jet engines by snecma (safran) power all members of Dassault’s mirage fighter family.

2. Partnershipcatherine maunoury, head of the Le Bourget air and space museum, visits the safran aerospace museum along with Jean-Paul herteman, cEO of safran.

3. snecma C-450 ColéoptèreThe prototype of a vertical takeoff and landing (VTOL) aircraft, the coléoptère made its first flight on may 6, 1959. But because of instability, it would never go beyond the test phase.

4. Hercules 758/759 engineThe hercules 758/759 engine, built under license by snecma starting in 1951, powered the Nord 2501 Noratlas military transport. snecma produced over 850 hercules engines.

5. gnome & Rhône motorcyclesThe original aircraft engine company Gnome & rhône, later to be merged into snecma, would turn out several thousand motorcycles from 1923 to 1959, in large part to offset the pronounced drop in aviation business following the first world war.

6. Alouette ii helicopterThe alouette II, powered by a Turbomeca (safran) astazou 2a, first flew in 1955 and is still in service today.

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T he United States has by far the larg-est defense budget in the world, totaling some $698 billion in 2010. Therefore, it’s hardly surprising that the DoD is also the world’s largest

customer for Safran products. “The CFM56 jet engines powering U.S. Air Force planes are obviously a big part of this,” points out Safran USA chief Peter Lengyel. “Many other Safran companies have been able to gain a foothold in this fiercely competitive market as well, even when relations between the two countries were a bit tense, all of which proves our products’ excellence.”

MulTifaceTed approachSafran works with the Department of Defense at several levels, starting with the Group’s role

The U.S. Department of Defense is a top-tier partner for Safran. The Group recently named a new President and CEO for its American subsidiary Safran USA, Peter Lengyel, who brings in-depth knowledge of the American military market to this job.

Working for the Pentagon

DEFENSEas equipment supplier. Labinal, Sagem Avionics and Messier-Bugatti-Dowty contribute to sev-eral major U.S. defense programs. For instance, Messier-Bugatti-Dowty supplies the wheels and carbon brakes on the C-17 cargo plane and KC-135 tanker. It is also responsible for all or part of the landing gear on the F/A-18 Hornet and Super Hornet carrier-borne fighters and the V-22 tilt-rotor. Labinal supplies wiring for the V-22, as well as the F-22 and F-16 fighters. Sagem Avionics provides flight controls for the UH-72A Lakota Light Utility Helicopter (LUH).

Safran is also an engine supplier to the Pen-tagon. In fact, this relationship reaches back to 1969, when Group company Snecma entered the North American market by teaming up with General Electric on the CF6 turbofan engine. Today, this jet still powers the USAF’s KC-10 and Boeing 747 aircraft. No fewer than 2,000 CFM56 engines power aircraft for the U.S. Air Force and Navy. In another thrust range, the Adour F405, jointly produced by Turbomeca and Rolls-Royce, powers T-45 trainers for the U.S. Navy.

Safran enjoys an excellent position in the helicopter turboshaft engine market. The U.S. Army has ordered 322 LUH helicopters, outfitted with 700 Arriel 1E2 engines from Turbomeca. Additionally, Turbomeca won a contract for Arriel 2C2CG powerplants to reengine about 100 HH-65 Dolphin helicopters for the U.S. Coast Guard*, coupled with a “power by the hour” maintenance contract. Microturbo, a sub-© M

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1. uS Vector2. f-16 fighting falcon3. Boeing e-3 awacs4. hh-65a dolphin5. c-17 Globemaster iii6. uh-72 lakota7. V-22 osprey8. T-45 Goshawk9. BQM-6710. f/a-18 hornet

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cfM56 engines power aircraft for the u.S. air force and Navy

2 000 sidiary of Turbomeca, provides small jet engines for a wide range of target drones used by the armed forces.

In addition, Safran has a major presence in the U.S. optronics (or electro-optical) market. Group subsidiary Vectronix Inc. markets long-range thermal sights, laser rangefinders and other observation, positioning and targeting solutions. Vectronix has considerably enlarged its Ameri-can footprint in recent years by investing in a new production facility, as well as acquiring the American company Optics 1, known for its R&D expertise, in December 2009.

a coMplex, challeNGiNG MarkeTAlthough a resolutely free-market country, the United States nonetheless operates under an array of very complex rules governing access to its military sector. “For a foreign company like Safran, it’s essential for us to prove that we’re a reliable partner,” says Peter Lengyel. “And we

18 _ December 2011 _ Safran Magazine Safran Magazine _ December 2011 _ 19

MarchéSMarkets

“Safran started developing partnerships with american counterparts many years ago. The most emblematic example is of course our joint venture with GE. But I would also mention our collaboration with albany Techniweave, a company we worked with to develop the

woven carbon fiber technology already used on the Boeing 787 Dreamliner’s landing gear, and that will be incorporated on the LEaP fan module.” at the same time, Safran is cultivating partnerships with several prestigious american universities, including Stanford, Virginia Tech and

Georgia Tech, the latter dedicated to aeronautical engineering. “Georgia Tech houses a laboratory specialized in the design of aeronautical systems. We subsidize research on subjects that interest us, and also facilitate exchanges of students and researchers, as well as relations between French and american laboratories.” Safran also maintains excellent relations with the Wright-Patterson air Force Base laboratory. “In fact, the americans are always very keen to hear about our technical solutions and test our products.”

Deputy Director of r&T, Safran

w alain Coutrot

research-oriented partnerships

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w MoreSee the interview with the chairman and ceo of optics 1 in the Media Section at www.safran-group.com

have to be better in this regard than domes-tic competitors.” This is confirmed by Thierry Mantel, Arriel program manager at Turbomeca, which supplies engines for the LUH. “We have to deliver the engines strictly on time, and with fewer than 1.5 rejected out of every 100 deliv-ered. If we don’t meet these conditions, the DoD can cancel the contract.” The Department of Defense is a demanding customer indeed, and assesses its suppliers with an eagle eye. The LUH engine contract has proceeded very smoothly to date, which in turn reflects very well on all Saf-ran group companies.

Another prime objective at Safran is to expand its local footprint. Making capital investments in the American market is not only a way of showing the company’s commitment, but is often a prerequisite for winning the con-tract! The LUH’s Arriel 1E2 powerplant had to meet a requirement for considerable American content, which resulted in the construction of a plant in Monroe, North Carolina. Also reflect-ing this approach is Labinal’s recent purchase of a company in Salisbury, Maryland: 85% of this plant’s production is targeted for defense. “Labinal has a strong American culture in its corporate DNA,” notes Norma Lantz, head of North American sales & marketing for Labi-nal. “In fact, it’s considered American by our customers. With this new plant we will be able to increase our share of the defense market.” According to Vectronix head Jean Harter, a minimum of 40 to 50% local content is tacitly expected when submitting bids for a major con-tract. Peter Lengyel adds, “The American gov-ernment buys our equipment for its quality, and we strengthen our bids by providing plans to meet US content requirements and to create US jobs, either through the creation of new manu-facturing facilities or by forging partnerships.”

The strict procedures governing the exchange of information between French companies and their American subsidiaries is another major challenge. For example, according to Ron James, director of American military programs for Messier-Bugatti-Dowty’s Landing Gear divi-sion, his company is regularly audited by Boeing to make sure it complies with the DoD’s confi-dentiality requirements. opporTuNiTieS GaloreDespite the announced drastic cuts in the U.S. defense budget, Safran still enjoys a healthy outlook in this market, as Peter Lengyel explains: “The defense budget is being cut

and competition is growing, but Safran is in a good position to maintain our market share in equipment and technologies provided to the DoD through US primes. These budget cuts have led to new acquisition policies that emphasize off-the-shelf solutions ready to be incorporated into new and existing platforms. For that reason, our significant R&D invest-ments give us a competitive edge in the US defense market.” In particular, Peter Lengyel mentions the new-generation LEAP aircraft engine and current research on “more electric” aircraft. The Pentagon is especially interested in these technologies, which it can access without having to finance development. Fur-thermore, Lengyel points out that the expected decrease in aircraft orders should be offset by higher demand for MRO (maintenance, repair and overhaul) services on aircraft already in operation, and that Safran is well positioned to capitalize on this trend because of its global support network.

* The U.S. Coast Guard reports to the Department of Homeland Security in peacetime, and to the Department of Defense in wartime.

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l atin America, a region 600 million people strong, is being driven by the dynamic performance of fast-developing countries such as Bra-zil, Chile, Mexico and Argentina.

These four countries alone account for 70% of the region’s total population, and security is a primary objective for political leaders. Their aim is to facilitate economic develop-ment, while also fighting criminality and terrorism.

a local playerMorpho has been operating in Latin America since 1995 and now has offices and facilities in Mexico and Brazil, as well as in Colombia and Peru since the acquisition from Carvajal in early 2011 of four bank card production and personalization centers. In 2009, Morpho

Morpho has carved out a position as the Latin American leader in security solutions, by offering systems that call on its three core areas of expertise: biometric identification, e-documents and detection.

tailored solutions for latin aMeriCa

SEcUrITY

created a Center of Expertise for Latin Amer-ica and the Caribbean, to monitor security markets and the development of new proj-ects. Building on this strategy of establishing a local presence, carefully cultured over the last 15 years, Morpho has become a global leader in different segments of the security market. “Including L-1 Identity Solutions (see page 26) and MorphoTrak, Safran has now installed 45 biometric systems in the region,” notes Richard Schindler, head of sales & marketing for Latin America, Identification division. “That gives us a 60 percent market share, but also 82 percent of the databases currently being used. These databases cover some 33 percent of the population, or 287 mil-lion persons.”

Morpho won its two biggest contracts in this market in Colombia and Mexico. In

Morpho employees in colombia work directly in civil service buildings.

million Mexican voters are registered in a Morpho database.

of bank cards used in latin america are made by Morpho.

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could you recap the uh-72a lakota’s operational experience with the u.S. army? as of September 30, 2011, there were 178 Lakota helicopters in service with the U.S. army and National Guard.

The fleet has logged more than 70,000 flight-hours to date in a variety of missions and locations, including the United States, Germany, Puerto rico and the Kwajalein atoll in the Pacific. It has always maintained

very high dispatch reliability rates.

last March, you visited the Turbomeca plant in france and discussed the arriel 1e2 engine. What was your impression during this visit? I was very impressed by the people at Turbomeca, as well as by the production facilities at the Bordes plant. There is absolutely no doubt that Turbomeca has a world-class plant, which also means it can provide highly effective technical support anywhere in the world.

LUh Project Manager, U.S. army

w lieutenant Colonel Bristol

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illicit substances,” says Richard Schindler. Morpho is seeking to accelerate growth in Latin America by strengthening its center of expertise, while also looking for break-throughs in new markets, including road

Which system did Morpho design and install in Mexico? We signed a contract with Morpho back in 1997, giving us a biometric identification system based on a database of delinquents’ fingerprints. The database was recently updated and now offers a capacity of 12 million recordings. It is used daily by the police and also legal services,

which deploy some 600 consultation points across the 32 federal states in the country. They need just a couple minutes to carry out an ID check.

What are the advantages of this system for your legal services? First of all, it’s centralized, which means that there are no walls between different data, a

structure that can hinder search efficiency. In particular, it enables our legal services to identify those responsible for misdemeanors. For example, using this system allowed us to terminate certain policeman who were breaching professional standards and ethics.

on what criteria did you base your choice? We appreciated Morpho’s experience of course, but also its excellent international credentials. The most decisive criterion was how closely its people listened to our expectations. They are highly qualified, and give us top-quality support with outstanding availability.

Undersecretary for Information Technology, Mexican Secretariat of Public Security

w franCisCo nieMBro

“We have always received top-quality support”

countries in latin american deploy a Morpho biometric system.

million id documents produced to date.

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Colombia, it is in charge of modernizing public records and the production system for national ID documents. Installed in 1997, this system now manages data for 45 million people (including issuing birth, marriage and death certificates), which makes it the region’s largest system in terms of ID docu-ment production. In Mexico, Morpho was chosen to manage a database for the identifi-cation of 102 million voters, the largest on the continent, based on fingerprints and photos.

iNTerNal SyNerGieSRobert Vinco, Morpho’s sales & marketing head in Latin America, organizes regular meetings with his sales managers to con-solidate the areas of expertise offered by Morpho’s three divisions and develop proposals keyed to demand. He also counts on Safran’s national delegates, based in major Latin American countries, to energize these discussions, as he explains: “Having the right information is essential. It enables us to stay abreast of trends, to present our solutions before competitors, and even to advise poten-tial customers and help them better define their requirements.”

After focusing on solutions in biometric identification and e-document manage-ment, Morpho now wants to develop the product and service offering from its Detec-tion division. “For example, we can bolster our presence in airports, where there is strong demand for greater security, in par-ticular systems that can detect explosives and

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Brazil: biometrics in bank cardsITaU is a long-standing customer of the Morpho e-Documents division, which turns out from 10 to 15 million cards for this Brazilian bank every year. ITaU wanted an innovative solution for transaction security, using a method other than the traditional PIN code. It signed a contract with Morpho in early 2011, providing for the collection and registration in a biometric database of the fingerprints of 30 million clients. after this phase, which should be completed by June 30, 2012, the information

will be embedded in a chip on smart cards. Paolo Villasco, Latin america sales & marketing director in the e-Documents division, explains how this works: “When making a payment, the client no longer enters a code, but places his thumb on a fingerprint reader. comparing this to the fingerprint recorded in the chip, the system validates the transaction – or not!”

This is a highly strategic project for Morpho. It was proven in November by a full-scale test reproducing a

transaction with a smart card and a fingerprint reader. Paolo Villasco points out that this was “the first time this type of project has been implemented in Latin america.” There is even more at stake in this project since two-thirds of all bank cards still use a magnetic stripe. With this solution coupling biometric data and smart cards, Morpho takes the lead in this field by offering a new standard for transaction security. “It’s a major opportunity for Morpho’s future,” notes Villasco.

safety, banking services (see box on page 22) and healthcare.

focuS oN GroWThTo apply this strategy, Morpho is counting on continuous technological innovation and products that fully meet international standards. “Our customers enjoy relatively low cost of ownership, while they also feel totally free since we don’t impose proprietary equipment,” says Luc Tombal, Vice Presi-dent, Technical Presales at the Identifica-tion division.

Morpho’s recognition algorithms have undergone constant improvement over the last 20 years and now offer unrivalled accu-racy and performance, as shown by regular tests conducted by the U.S. National Insti-tute for Standards and Technologies (NIST). As Luc Tombal explains, “A search that took a half-hour or an hour twenty years ago can now be done in a second, with unrivaled accuracy.”

All of these advantages will help Morpho

compete for contracts concerning the major upcoming events in Brazil: World Youth Day 2013, Football World Cup in 2014 and the Olympic Games in 2016. Robert Vinco is already very optimistic: “We are in contact with various specifiers, decision-makers and users, who can see that Morpho offers com-plete, innovative solutions.”

Trends in demand are also driving growth. A number of governments and industries want to use the latest biometric systems to protect the rights of citizens and customers, while also offering e-services. Morpho calls on the complementary skills of its different divisions to design complete solutions, plac-ing it in excellent position to win upcoming contracts.

production of smart cards at the Morpho plant in Brazil.

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M essier-Bugatti-Dowty, the Safran group’s specialist in landing sys-tems, has been chosen for the first time as a major contributor to an Embraer aircraft, the KC-390. A

twin-engine military transport, the KC-390 is slated to enter service in 2016. Offering a pay-load capacity of 20 metric tons, the KC-390 is competing directly with the Lockheed C-130, the legendary American military transport orig-inally designed back in the 1950s. Embraer has already booked 60 orders for the KC-390 from six countries (Brazil, Colombia, Argentina, Chile, Portugal and the Czech Republic), and is pro-jecting total sales of 500 to 600.

Messier-Bugatti-Dowty was chosen to develop

Safran has been chosen as a supplier on the new KC-390 military transport, further cementing its ties with Brazilian company Embraer, the world’s third leading aircraft manufacturer.

kiCking off a long-terM PartnershiP With eMBraer

EQUIPMENT

and produce the wheels, brakes and brak-ing control system. It will also make hydraulic components for the nosewheel steering system and the main gear extension/retraction system. According to Serge Pons, head of the company’s Equipment division, this contract was primar-ily won because the company paid close atten-tion to Embraer’s requirements. “We listened to them, reacted quickly and were competitive right from the start. Embraer immediately put us to the test, and we delivered all the solutions they wanted.”

Very iMporTaNT ViSiTSA team from Embraer traveled to France in early 2011 to meet their future partner and visit

production facilities. Christophe Coustham, KC-390 program manager at Messier-Bugatti-Dowty, describes the visit: “A dozen of their engineering, quality, environment and program management specialists carried out a veritable audit of our facilities and people. It was a deci-sive moment. They completely reviewed our competencies, from production management to our engineers’ training history! We also showed them that, despite already being the world leader, we could very well custom-tailor products to their specs.” Embraer visited France again in July 2011. “This time,” says Serge Pons, “they wanted to check out our expertise in cut-ting-edge technologies, especially everything to do with fly-by-wire controls.”

Olivier Le Merrer, head of the Wheels & Brakes division, describes the extensive contract won by Messier-Bugatti-Dowty: “We’re in charge of the two wheels on the nose landing gear, and the eight wheels on the main gear, along with the carbon brakes – in other words, the complete system.” Messier-Bugatti-Dowty is even more sat-isfied with this contract since the company was chosen as sole-source supplier.

projected sales of up to

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The kc-390 at a glance

Brazil, a strategic marketIs Brazil an emerging country? Olivier Piepsz, director of the Latin american market for Safran, responds, “I prefer to think of it as a ‘growing country’. Brazil is now the world’s eighth leading economic power, with a well developed industry. It recorded an impressive growth rate of 7.5% in 2010, tempered down to 4.5% in 2011.” Given these conditions, it’s not surprising to see that this Latin american giant covets a permanent seat on the UN Security council.

Safran naturally plans to capitalize on this heady growth by calling on its two local entities, Turbomeca do Brasil and Morphocard do Brazil (see page 23), and by developing links with major players such as Embraer. To accelerate its development in this market, Safran has named Gérald Farrenc coordinator of aircraft programs for Brazil.

Safran electrical systems for the kc-390Fellow Safran group company hispano-Suiza was also selected by Embraer for the Kc-390, and is in charge of several major electrical systems. The backup electrical generation system, critical in case of an incident in flight, comprises a ram air turbine, an electrical generator with electronic control unit and the turbine actuation system. It converts the airflow around the moving airplane into electricity, needed in case of emergency to power flight controls and landing gear. It is even more important on a military transport because of the often demanding operating environment for this type of aircraft.

hispano-Suiza is also providing the electrical distribution system, which comprises both primary and secondary power distribution. The primary section includes the management of electrical power generated by different sources (main generators on the engine accessory gearbox, auxiliary generator, backup generation system, main battery and ground generating sets), protection of aircraft systems and power supply to the electrical network. The secondary section is in charge of distributing electrical power to various aircraft systems and equipment. hispano-Suiza is also responsible for the integration of the entire electrical system on the aircraft.

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With increasing demand from governments for border secu-rity and protection against identity fraud, biometric tech-nologies are on the rise, and

already account for a global market estimated at $4 billion*.

Safran was one of the pioneers in this sector, and has consolidated its leadership with the acquisition in July 2011 of the American com-pany L-1 Identity Solutions. The L-1 businesses dealing with sensitive government-related information have been consolidated in a new company, MorphoTrust USA, Inc.

“The biometrics market is currently being restructured,” explains Joseph Atick, former Executive Vice President and Chief Strategic Officer at L-1. “After systems for police and defense forces, civilian applications are now enjoying buoyant growth. The customers in this segment, mainly governments, national agencies and administrations, want suppliers who are reliable, and can offer a wide range

in a world where megalopolises increas-ingly seek to attract economic wealth, offering smoother traffic flows in city centers is a major advantage,” explains Patrick Samier, head of Morpho’s Iden-

tification division. “Our aim through this agreement with Selex Elsag is to extend our offering beyond the simple manufacture of road safety systems.” The first step in this teamwork is to extend the portfolio of prod-ucts offered by both companies. Morpho brings to the table its proven expertise in automated speed control, red light cameras and ticket processing and issuance networks. Selex Elsag is specialized in searches for sto-len or suspect vehicles, in particular through license plate analysis systems. Its portable systems have enabled the company to make a successful breakthrough in the American market.

Safran has acquired American company L-1 Identity Solutions, bolstering its world leadership in biometric identification, and also consolidating its presence in the United States … a real two-for-one deal!

By teaming up with Selex Elsag in June 2011, Morpho expanded its offering of products to improve road safety.

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Milestones in Safran’s american development strategyThe purchase of L-1 Identity Solutions follows several other acquisitions by Safran in the U.S. security market: • april 2009: Printrak, which groups Motorola’s biometric businesses. • SepTeMBer 2009: 81% of GE homeland Protection, leader in systems for the detection of dangerous and illicit substances. • july 2011: Syagen Technology, a specialist in mass spectrometry for the detection of explosive traces.

Where does the american biometrics market stand today? although 9/11

obviously boosted this high-potential market, the growth of biometrics is still

hindered by certain cultural reflexes, which should abate in the next ten years or so. What are the success factors in this market? above all, size! The public sector is the largest customer in the United States, and government departments want to be able to count on solid companies – a

factor that drove various mergers and acquisitions in the last few years. These companies also have to be able to sustain their innovation capabilities, either in-house or by purchasing startups. What are the growth drivers for the future? We expect strong growth for

technologies integrated in mobile devices, such as smartphones. The social security market also harbors growth potential, because identification solutions will help reduce fraud. Lastly, a new business model based on payment per transaction could energize the market by helping customers avoid certain heavy investments.

President, acuity Market Intelligence

w C. Maxine Most

The american biometrics market

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share of the global biometrics market held by the united States

the european union’s target for reducing the number of road victims by 2020.

million secure id documents delivered each year in the united States by l-1.

300

the number of traffic fatalities in france in 2010 (versus 8,000 in 2002, when the first speed radars were installed).

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an american soldier registers the fingerprint and iris pattern of an afghan civilian during a search mission in february 2011.

of technologies, plus complete packages.” These conditions led Safran to start a series of acquisitions in 2009 to add the businesses that would round out Morpho’s offering.

coMpleMeNTary areaS of experTiSeBernard Didier, Executive Vice President, Engineering and Strategy at Morpho, says that the acquisition of L-1 was motivated by the two companies’ complementary areas of expertise, in terms of both geography and technology. “In just five years, L-1 Identity Solutions became the U.S. leader in biometric and access con-trol solutions, secure identification documents and enrolment services.” Furthermore, accord-ing to Joseph Atick, “Morpho is a leader in automated fingerprint identification systems, while L-1 was the world leader in facial and iris recognition.”

Safran’s Security business now covers a

broader market, with a complete array of solu-tions. “Through this acquisition,” says Mor-pho’s Chairman and CEO Jean-Paul Jainsky, “we will bolster our ability to provide high-level services and solutions in the fast-changing global market for biometrics and identity man-agement.”

* Source: International Biometric Group.

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russian prime Minister Vladimir putin gets a first-hand look at the feliN solder modernization system on the Safran stand at the show.

T he LEAP engine, already chosen at the end of 2009 by Comac of China as the sole powerplant for its new C919 single-aisle commercial jet, then a year later by Airbus as one

of the engines offered on the new A320neo, continues to go from success to success. Boe-ing recently chose the LEAP-1B version as the exclusive powerplant on its reengined Boe-ing 737 MAX. “There were two main factors behind Boeing’s decision, the engine’s per-

formance and our outstand-ing relationship with this manufacturer,” says Gaël Meheust, Vice President for Sales & Marketing at Snecma. “In fact, this long-standing relationship is one of the major reasons for the

global success of the Boeing 737 twinjet.” In addition to being the sole engine offered on the Boeing 737 MAX, the LEAP has also taken a significant share of Airbus A320neo orders to date.

After Comac and Airbus, Boeing has chosen the new LEAP engine to power its single-aisle jets – the latest success for this new-generation turbofan developed jointly by Snecma (Safran) and GE via CFM International.

leaP extends CfM-Boeing PartnershiP

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perforMaNce aNd ecoNoMy“The primary reason for the success of CFM International’s product is undoubtedly its simplic-ity,” explains Gaël Meheust. “We have shown that a reduction gearbox isn’t necessary on this class of engine because it makes servicing more expensive.” A main objective of today’s airlines is of course to lower the total cost of ownership. Furthermore, with fuel costs having jumped from 40 to 60% of total direct operating costs in recent years, cutting fuel consumption is more than ever a critical objective. Not only does the new LEAP engine address this issue, but it also offers operators a more environmentally-friendly solution. Its success is largely due to its excellent fit with the evolving requirements of both air-craft manufacturers and their customers.

More than 1,000 LEAP engines have been ordered to date, making it the benchmark sin-gle-aisle jet powerplant for the coming decades. Furthermore, a large majority of these custom-ers have signed contracts that cover not only the engine itself, but also maintenance con-tracts for periods up to 15 years.

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reduction in fuel consumption

leap’s advantages over current engines

less noise

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leap customers for the a320neo (number of aircraft)• air asia :

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• geCas : 60 • ilfC : 40• sas : 30 • Virgin america :

30• Cit : 15

i t was an excellent vintage for the show in general and for Safran in particular,” says Marc Sorel, Russian Delegate for the Saf-ran group. MAKS 2011 took place in Zhu-kovski, about 40 kilometers from Moscow,

in August 2011. “The show had a full slate of exhibitors and visitors,” adds Sorel, “and for the first time we signed several contracts and agree-ments during the show, reflecting its growing maturity.”

Because of its major partnerships with the Rus-sian aerospace industry, Safran wanted to clearly underscore the importance of this event, as Marc Sorel explains: “Many of our corporate officers traveled to MAKS, a sign of recognition which was greatly appreciated by our hosts.” Further-more, Safran was the only French exhibitor, and one of the few from Europe, to receive a visit from Russian Prime Minister Vladimir Putin. Safran Chairman and CEO Jean-Paul Herteman was on hand to welcome Mr. Putin and describe the various products on display, in particular the FELIN integrated equipment suite for soldier modernization programs.

expaNded preSeNceOne of the uncontested stars of MAKS 2011 was Russia’s Sukhoi Superjet 100 regional jet. Safran is of course a major contributor to the SSJ100, with nearly a dozen Group companies provid-ing the engine, landing gear, avionics and other major systems. The Safran stand showcased the aircraft’s SaM146 engine, a joint production of Snecma (Safran) and Russian counterpart NPO Saturn, produced and marketed via the joint ven-ture PowerJet. During the show, Russian carrier GazpromAvia signed a maintenance contract with PowerJet, covering 20 SaM146 engines.

Another highlight of the airshow was the cre-ation of a joint venture specialized in inertial navigation systems, between Group company Sagem and two Russian companies: ZAO Iner-tial Technologies of Technokomplex (ITT) and

JSC Rosoboronexport. “This is the first time that Russian defense companies have signed an agreement of this type with a foreign company,” notes Marc Sorel. The newly formed company will further bolster Safran’s presence in Russia, in addition to the 300 Group employees already working there.

“Over the years Safran has forged its image as a very dependable partner, and one that seeks to establish long-term relationships,” says Sorel. “I believe that our relations with Russia will develop very quickly over the coming years.”

Safran signed several major contracts at Russia’s leading airshow and exhibition, MAKS 2011, further bolstering its credibility in this key market.

safran exPands russian footPrint at Maks 2011

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Back in 2009, Snecma already had a backlog of more than 6,000 CFM56 turbofan engines to be produced. Anticipating a further rise in demand, the Safran group’s aero-engine spe-

cialist decided to revise its production processes. The end goal was a significant improvement in both cost-competitiveness and the workplace environment. Snecma’s strategy is proving its worth, since the new-generation LEAP engine, which will replace the CFM56 in a few years, has

already logged a number of orders on its own. “We had to rethink our engine assembly line

to keep pace with this growth,” says François Planaud, Vice President and General Manager of Snecma’s Commercial Engine division. “Pre-viously, each engine was assembled on a fixed gantry. Now it’s assembled along a ‘pulse line’, with five workstations covering different steps in the assembly process. The completion of the last engine governs progress on the entire line, with the other engines then moving to the fol-

Anticipation is the watchword. Safran is completely reorganizing its assembly methods to keep pace with surging demand for CFM56 and LEAP engines in the coming years, in particular by setting up a pulse line.

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lowing station.” The effectiveness of the pulse line depends on the precision of line sequencing, or takt time (“pulse rate”). A considerable effort was made beforehand to synchronize this process, by balancing workloads at all of these stations.

The first three workstations in the line are dedicated to the main modules comprising the engine. The core (high-pressure section) is mated to the fan on station 1, the low-pressure turbine is assembled at station 2, and the accessory gearbox on station 3. The other two workstations are dedi-cated to installation of the engine control systems and external equipment.

perforMaNce iMproVeMeNT“These improvements are part of a series of Lean-Sigma projects concerning the entire assembly cycle,” adds François Planaud. “From the assem-bly of modules to the final, pre-delivery opera-tions, the entire assembly process was reviewed. Today, we can assemble a CFM56 in just ten days, meaning we have shortened the cycle by 20 days in the last decade.” The combination of Lean Manufacturing and Six Sigma approaches is a highly efficient way of improving performance, and Safran is now systematically deploying these techniques at all companies and across all depart-ments. Its organization is based on company-

trained Green Belts, who coordinate various projects, and Black Belts, proven experts in the Lean-Sigma approach. During a general meeting on November 9, 2011 in Paris, the Green Belts and Black Belts held discussions on best prac-tices and also shared with their counterparts the lessons learned from successful projects at their companies.

Ge, MaSTer of leaN-SiGMa“The Lean-Sigma culture developed at GE start-ing back in the early 1990s,” explains Mike Wag-ner, plant leader at the GE facility in Durham, North Carolina. “Increased demand and faster production rates inspired us to find new ways of improving productivity. One of the characteristics of this method is that we can never say it’s fin-ished, even after a successful project, because it is fundamentally about continuous improvement.”

Improvements at GE are largely based on a system of build stations to produce the core for all CFM56 engines and produce CFM56-7 engines. GE builds each core subassembly at separate build stations, then assembles them into the complete core at a vertical build sta-tion. At the CFM56-7 horizontal build station, the core is joined to the fan assembly, followed by all other main assemblies.

Snecma’s new cfM56 engine assembly line at the Villaroche plant near paris.

how did your skilled trade workers contribute to the creation of the pulse line? They played a pivotal role in modeling the workstations. The aim of this work is to determine the breakdown of

operations for each phase, so that the assembly process is unified. We insisted on the fact that everybody should participate, because it was the key to success. In the end, the workers whole-heartedly embraced

the initiative. and their commitment was even stronger because they saw a real improvement in the organization of their workstation, which reflected their suggestions and expectations.

in concrete terms, what changed? First of all, the number of workers per station: there are now three, versus one or two before. Next, the tools are now directly associated with a workstation, so no-one has to go looking for the right tool. another

important point is the batches of parts to be assembled arrive already unpacked, ready for assembly. In general, workers have more space, and more heavy handling equipment for the assembly of large parts, which means a more comfortable working environment. another important new feature is that fitters now have a direct phone line to call the operational support team. If a part is damaged, or a tool doesn’t work, they call immediately, and the

problem is solved in less than an hour by a specialist who comes over to help.

Will this organization change any more? The process will necessarily change because the engine itself is changing. For example, on the cFM56-7B there are new wiring harnesses, so new checks are needed. We must therefore adapt our breakdown of tasks. This process is part of our job, we have to continue to improve so we can always work as efficiently as possible.

head of operational support for the Engine Integrated Production Unit, Snecma

w Manuel Martins

“participation: a key to project success”

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M assy, Bordes, Montluçon, Buche-lay, Dijon, Fougères… No, these are not the latest stages in the Tour de France, but just a par-tial list of Safran’s French facili-

ties that recently received hefty investments for modernization. “Let me give you just one example,” says Denis Vercherin, Safran Vice President for Production. “Turbomeca, the world’s leading maker of turboshaft engines for helicopters, invested over one hundred million euros to completely revamp its Bordes plant in southwest France. The machinery and equipment were moved to a brand-new 42,000-square-meter (453,600 sq ft) building that meets the latest environmental and tech-nical standards.”

coST-coMpeTiTiVe producTioNThere are a number of reasons behind Safran’s commitment to maintaining a strong indus-trial presence in its original market. France offers the high-level skills and refined exper-

A true multinational, Safran has also maintained an extensive industrial footprint in its home market of France. In recent years it has made hefty investments to modernize and expand these facilities.

safran Modernizes its industrial faCilities in franCe

INDUSTrY

more modern site several kilometers away, in Buchelay. This new plant was recently inaugu-rated by Marc Ventre, Deputy Chief Executive Officer, Operations. Currently housing about 300 employees, experts in the design and pro-duction of helicopter engine control units, the plant will add staff from Hispano-Suiza’s Colombes site, specialized in the manufacture of similar parts for military aircraft engines, by the end of 2011. The goal, of course, is to con-solidate expertise in the precision mechanics needed for engine control systems, enhance the skills base and improve industrial efficiency. Plant general manager Philippe Girard explains the benefits: “In addition to having a positive impact on local business, this thirty million euro investment should also spur the creation of a school to train electro-mechanical techni-cians, financed by the local community.”

Another telling example of Safran’s commit-ment to its home market is the Sagem plant in Montluçon, specialized in the production of gyros and inertial navigation systems. Safran is one of the few companies in the world to master this advanced technology. To further cement its leadership in this sector, Safran has invested some 50 million euros to create Coriolis, a new 19,000-square-meter (205,200 sq ft) building including 6,000 square meters of clean rooms (64,800 sq ft), fully dedicated to the production of these complex and highly strategic systems.

From plant to plant, Safran continues to modernize its industrial base in France to keep pace with business growth. Safran’s French roots provide solid foundations for its international development, with a dozen new production facilities opened in China, the United States, Mexico and India in just the last three years.

tise that are indispensable in the Group’s busi-nesses. According to François Anorga, Vice President for Industrial Development, “France offers a network of skilled, responsive and effi-cient suppliers that is largely unequalled, even in Europe.”

Furthermore, a strong presence in France encourages both innovation and competitive-ness. “Innovation today doesn’t just mean com-ing up with good ideas in a laboratory,” notes production chief Denis Vercherin. “These ideas have to be turned into products that can be manufactured at competitive cost. But to meet that goal, we have to bring our design and production teams closer together, so they can communicate, share insights and react quickly to any changes.”

iNVeSTiNG iN The fuTureFor all of the above reasons, Safran has mul-tiplied its capital expenditures in France. One of the latest was to move Turbomeca’s plant in Mézières-sur-Seine, near Paris, to a new,

fougères: successful redeploymentThe Fougères production plant was threatened with a complete shutdown when Safran decided to sell its mobile phone business. But instead it implemented a major redeployment program under the impetus of Safran chairman and cEO Jean-Paul herteman. Fougères now handles three main activities: • Production of certain components for the FELIN soldier modernization

system, and assembly of the FELIN kit, including about one hundred parts. • Production and integration of electronic components for Group products

(computers, inertial reference systems, etc.). • Logistics for spare parts and modules for Group company Turbomeca.

recent major industrial investments in france2010: construction of a brand-new building at Turbomeca’s Bordes plant, spanning 42,000 square meters (101 million euros).

2010: transfer of several Sagem facilities in the greater paris area (r&d, production, product support) to the new complex in Massy (58 million euros).

2011: construction of the new 18,500 square meter coriolis building in Montluçon (50 million euros).

on September 6, 2011, french defense Minister Gérard longuet visited the Sagem industries plant in fougères, accompanied by Safran chairman and ceo jean-paul herteman.

interior views of Turbomeca’s new plant in Buchelay, which will produce parts for helicopter engines, as well as for the rafale and Mirage fighters.

The new coriolis building in Montluçon (france), dedicated to the assembly of gyros in clean rooms.

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Operation Harmattan, Solenzara air base, France, Summer 2011. Two Rafale C fighters from the Provence Squadron 1/7 are lined up on the runway, ready for a bombing run over Libya. Captain F. recounts the mission.

Stories

AASM:

anti-air defense mission in Libya

After five hours of flight and three in-flight refueling operations, I can see the beautiful beaches and creeks of Corsica underneath. Back on the ground, I still have two or three hours of work ahead of me for the detailed mission debriefing with intelligence officers from the Harmattan detachment.


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* Airborne Warning and Control System aircraft.

Leaving the tanker, I head southeast, descending towards Libya. A few more minutes and I announce the “fence in” that marks my entrance into the operations zone. After crossing this invisible border between war and peace, I arm the weapon and countermeasures systems. Ready to rock & roll! It’s also the right time to get in touch with the AWACS* plane that’s circling a few hundred kilometers away, over an encrypted frequency of course.

- Wand de Fury 42, checking in. Two Rafale, playtime two hours. Eight AASM. Everything’s ready. I can leave the Mediterranean and enter Libyan territory.

Over the radio, I announce, “feet dry”. My airspeed indicator says 450 knots, and I’m closing in on the target at

about 14 kilometers a minute. I’m ready, the plane is ready, the weapons are ready. All mission data was uploaded to the aircraft’s memory on leaving France. The aircraft then sends this data to its weapon systems, especially the target coordinates and infrared images. Firing a weapon is never easy, but the flexibility of the AASM greatly simplifies the pilot’s life. During the mission planning phase we determined the altitude, heading, airspeed and of course exactly where we should fire the weapon. However, the operational envelope of the AASM is so vast that it can also adjust its flightpath depending on where it’s released.

Now I’m in the firing zone, at more than fifty kilometers from the target. I touch the trigger. The plane vibrates for a fraction of a second, and a bell announces that the first bomb is released, with the second following a half-second later. I immediately bank to the left to give the AASMs a free field. From the corner of my eye, I can see their fins deploy and the engines ignite, as these guided bombs head straight for their target. After firing two more, I start back to base, still under the watchful eye of the AWACS. I send in an initial in-flight mission report: “Feet wet, check out, fence out…” Everything else goes very quickly.

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-Control tower, Fury 42 requesting takeoff clearance on runway 18. -Fury 42, authorized for takeoff. Wind 200, 5 kt.

From the corner of my eye I can just make out my wingman behind me. With the brakes still on I light the afterburners on my twin M88 engines. A quick glance at the instrument panel shows that we’re ready for takeoff.

Harness tight, visor down. With four AASM guided bombs, three external fuel tanks, each with an extra 2,000 liters of jet fuel, two Mica air-to-air missiles, and the Damocles target designation pod, my Rafale multirole fighter weighs a little more than 20 metric tons. Once I release the brakes, it leaps forward, accelerating to 100, then 150, then 170 knots. Rotation. A slight pressure with my right hand on the control stick and the nose wheels lift off the runway, quickly followed by the rest of the plane. Rate of climb indicator positive, retract landing gear. The Rafale continues to accelerate as it climbs. Far off on the left is Italy, on the right, Corsica. Straight ahead, North Africa and Libya.

Today’s mission: destroy a battery of Libyan SA-2 surface-to-air missiles and a command post. It’s not my job to choose these targets. The Combined Air Operations Center (CAOC) makes a daily choice of targets, depending on intelligence reports from different sources.

When attacking a surface-to-air missile launch site, you have to remain at standoff distance, which means firing your weapons kilometers from the target, while still ensuring sufficient accuracy. The AASM weapon is a guided, powered bomb with hybrid inertial/GPS guidance, making it ideal for this task. For a command post, things are a bit different: firing from standoff range is still a good idea, but precision is even more important, since the building has a very small footprint. GPS guidance is not enough to ensure accuracy to within a meter, so I also carry AASM weapons with hybrid GPS/IR (infrared) guidance. The weapon uploads an infrared model of the target, and can recognize it to ensure a high-precision strike – and reduce collateral damage.

Corsica is now well behind me. I rendezvous with the in-flight tanker to top up my tanks with another three tons of fuel.

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marchésInterview


safran Magazine: You have now headed HEC Paris for more than 15 years. What changes have struck you most during this time? Bernard Ramanantsoa: First, I think it’s important to emphasize the degree to which HEC Paris is now recognized and chosen by students and teachers from around the world. Three figures are especially tell-ing: 40% of the students in our master’s program are from outside France, while this percentage reaches 85% for the MBA program, designed for people who have already worked for several years. Back in the early 1990s, virtually all students at HEC were French. Our faculty has followed the same path, with non-French teachers now accounting for nearly 60% of the total.

All of this obviously impacts our rela-tions with the business world. We have to move even closer to international compa-nies, whether based in France or not. At the same time, we have also shifted HEC’s focus more towards research. If we want to com-pete in the “big leagues”, as the Americans say, then we have to be a “research school”, while the “minor leagues” is reserved to “teaching schools”. This is obviously an over-simplification, but it also means that our teaching is inspired by research, whereas the education provided in pure “teaching

schools” is based more on predefined con-cepts and models. Do you see an end to these two major trends, internationalization and a greater focus on research, or are they still developing? B. R.: We still have a lot of room for improvement in both areas, even if we are the uncontested leader among French business schools. In terms of research, for

instance, HEC made it into the Shanghai Academic Ranking of World Universities for the first time this year. This ranking compares some 1,200 institutions of higher learning according to indicators related to research. In the “Economics/Business” sec-tion, we made it into the Top 100, at No. 75.

We also plan to make further progress in terms of our international status. We are already very pleased to offer double degrees in partnership with prestigious schools such as MIT or Tsinghua University in Beijing,

“We have developed our teaching methods with a greater emphasis on research.”Bernard Ramanantsoa

HEC Paris is considered the most prestigious business school in France. It provides a full slate of educational services, including MBA and Executive MBA degrees, a PhD program and a wide variety of executive training courses. Bernard Ramanantsoa was appointed Dean of this Grande Ecole in 1995, and has considerably enhanced its international status. He has also developed a number of partnerships with industry, including teaming up with Safran to endow a chair for “Innovative Program Management – Aerospace Applications”.

The School for excellence

Interview with Bernard Ramanantsoa, Dean of HEC Paris business school

Degree from sup’Aéro aeronautical engineering school

Full-time professor at HEC Paris

Degree from MBA “Institut supérieur des Affaires” from HEC Paris

Dean of HEC Paris Elected Chairman of CEMs (Community of European Management schools)

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and we have developed joint programs with the London School of Economics and New York University. We will of course continue to move forward in this area.

What helps HEC stand out in the world of world-class schools? B. R.: It’s a tradition at HEC to be very close to the world of business. Throughout the his-tory of our school, this relationship has taken on many forms, but today the favored model is that of endowing chairs, which enables us to carry out advanced research, while still stay-ing close to economic realities, and training students in subjects we believe are at the cut-ting edge. HEC now has about fifteen chairs, each associated with a company. In the indus-trial sector, we team up with Renault, Total and Safran for instance, while in the luxury


marchésInterview

Given the increasing challenges of innovation, safran is developing a

proactive recruitment policy targeting young talents from diverse horizons. at the same

time, to meet these challenges safran must bolster certain specific skills, including program management and customer service. against this backdrop, safran, hEc Paris and IsaE recently teamed up to create a chair called “Innovative Program management”.

This partnership, the first of its type, reflects safran’s

commitment to innovation in management. It will allow safran employees to form close ties with the students in these schools, who will also be made aware of the rich variety of career opportunities in the Group.

along the same lines, safran has also formed a partnership with Pierre & marie curie University (Paris VI) covering

certain engineering sciences masters degrees. It is aimed at students finishing their studies, who want to work in industry or research. safran is offering support to help them determine their professional career path. This partnership clearly reflects safran’s commitment to bringing together the worlds of industry and academia.

Vice President for human resources at safran

“A safran chair to train engineer-managers”

w Jean-luc Bérard

How has course content changed in recent years? B. R.: Today, all of our students are perfectly at ease in international environments, and our programs have quite naturally followed this trend. The most commonly spoken lan-guage on the HEC campus in 2011 is English. Furthermore, a foreign student can take any degree program at HEC without speaking a word of