Our Vision - SAE International · Electronic Systems. Global Presence ... Engine control system (Trent 1000) ... PW4000 - S. Carter Rolls-Royce - P. Marvin CF6-80C2 -

Our Vision

A Global Leader in Aerospace and Defense

One of the largest worldwide aerospace and defense suppliers

Broadest portfolio of systems and products in industry

Proprietary flight critical systems and products

Operating history of over 130 years

2005 Sales - $5.4 Billion

Over 22,000 employees at more than 100 locations worldwide

Executive Management

Jack CarmolaSegment PresidentAirframe Systems

Cindy EgnotovichSegment President

Engine Systems

Marshall LarsenChairman,

President & Chief Executive Officer

Jennifer PollinoSenior Vice President

Human Resources

Scott KuechleSenior Vice President

& Chief Financial Officer

John GrisikExecutive Vice President Operational Excellence &

Technology

Terry LinnertExecutive Vice President

Administration & General Counsel

Jerry WitowskiSegment PresidentElectronic Systems

Global Presence

North America – over 70 locations

United Kingdom – 13 locationsFrance – 6 locationsGermany – 4 locations

Additional locations in:

Australia

China

Dubai (opening Jan.’07)

India

Mexico

Poland

Singapore

46% of sales and a third of employees outside the U.S.

Airbus A380 and Boeing 787 Dreamliner

Significant market penetration on major new commercial programs

Airbus A380 Boeing 787 Dreamliner

Main body & wing landing gearEvacuation slidesExterior lightingVariable frequency electric power systemFlight controlsPrimary and standby air data systems (SmartProbeTM)Ice detection systemCargo mechanical systemCabin attendant and cockpit occupancy seatingPylon aft fairings and rear secondary structureTrent 900 engine sensor suite and fuel delivery system Engine build-up (GP7200)

Nacelles and thrust reversers

Wheels and electric braking system

Cargo handling system

Exterior lighting

Proximity sensing system

Fuel quantity indicating system / fuel management software

Engine control system (Trent 1000)

Lockheed Martin F-35 Joint Strike Fighter

F-35 Joint Strike Fighter

Landing system

Anti-icing system

Weapons bay door drive actuation

Fuel quantity gauging components

Lift-FanTM drive shaft and couplings

Lift-FanTM clutch material (STOVL version)

Aftermarket Services

Commercial and military -accounts for around 45% of sales

Component maintenance and aircraft heavy maintenance

Global customer services approach:

Enterprise Business PortalCustomer Support ManagementMRO CampusesCross-SBU Business DevelopmentAOG Support

Making it easier to do business with Goodrich

Top QuartileAerospace Returns

Leverage the EnterpriseBalanced Growth Operational

Excellence

Position for Next Generation Single AisleLeverage the Aftermarket and product positioningLeverage adjacent markets

2007-2011 Strategies2007-2011 Strategies

Break through cost reduction: programs and initiativesBreak through cost reduction: technology and intellectual property protection

Talent managementCross-SBU innovationQuality initiatives

Summary

Leading global aerospace and defense supplier

Broad product portfolio and balanced business mix

Significant wins on major new commercial and military aircraft platforms - positioned for future growth

New technologies driving expansion into defense and homeland security markets

Strong focus on enterprise excellence

Entrepreneurial culture and highest standards of integrity

GoodrichAerostructures

Aerostructures Overview

Metal Bond LID Inlet/Fan Cowl Reverser

Division headquartersManufacturingMRO Service Center

Chula VistaRiverside

Jamestown - Cargo

San MarcosFoley

Toulouse

HamburgPrestwick

Singapore

EBU

4600 Employees9 Locations

O t h e r M i l i t a r y B o e i n g

M R O

S p a r e s

A i r b u s

2005 Sales Mix

Pylons

Nacelle

MROSpecial Fab

Flight Control Surfaces

Doors & Access Panels Exhaust System Components

Modular APU’s

NacellesCargo Barriers,

Doors & Access Panels

Pylons

Aerostructure Components

Leading Nacelle Integrator

Aerostructures

Candace SteberExecutive Assistant

Curtis ReusserPresident

Aerostructures

Paul FarsettaVice President Spares and Bus. Development

Roberta SalavatciogluDirectorTechnical Services

Rose KasatyController

Ken TanMD MROSingapore

Bob GustafsonVP & GM

Aftermarket Services

Stuart KayDirector MROFoley

Steve CallanMD MROEurope

Fred ZahnVP & Controller

Bryan BroderickVP People

Colin CrampVP Quality & TC

R&D & Manuf. Tech.

Tim DumbauldVP & GM

Cargo Systems

Michel SchmiedManager, QA

Ken ReillyDirector, Boeing & Re-Engining Program

Martin LodgeDirector, CI

Jeff RogersVP 787 Development

Jim GruenbaumProgram ManagerExhaust

John AndersonDirector, Product Engineering

Dave KaupkeProg. Mgr Inlet &Fan Cowl

Mike CheneyManager, Mfg.Support

Rob GordonDirector, 787 Mfg. & Supply

Dave CastagnolaVP Boeing Programs

Tom LebkuecherManager, 787 Bus.

Mike ThorntonManager, 787 LPD& Proj Integration

J.J. PerezVice PresidentManufacturing

Greg PetersVP & GM - Operations

& Airbus Programs

Jean LuminetPresident & DGEurope

Jim HarmonDirectorCompetency Ctr.

Charlie JohnstonDirectorA350

C. ChannaveeraiahController

Ken WoodVP & GM - Commercial

& Military Programs

Tim MartinDirector, Material & Supply Chain

Tom DonnellyProgram DirectorGE & PW

Judie HooperDirector Business Development

Steve CarterDirector, Strategy Deployment

Chris SmithProgram ManagerRolls Royce

K.Wood (Acting)VP Military &C5 VS Leader

Larry StrandDirectorV2500 Program

Dennis MartinDirector Strategic Sourcing

Daphne FallettiDirectorAirbus Programs

Duffy RandolphDirectorThrust Reverser

Michael RaphaelManagerAirworthiness

Paul KukuchekDirector R&D

Alan BinksDirectorCEO Office

Warren PottsDirectorTechnical Support

Dave PerrymanDirectorQuality Assurance

AerostructuresVision / Mission Statements

AerostructuresVision / Mission Statements

VISION STATEMENTVISION STATEMENTBe the world class leader providing recognized best-value

nacelles, structures, and cargo system products and services

MISSION STATEMENTMISSION STATEMENTExecute new programs, protect current market positions,

and win selected new business through Enterprise Excellence and innovation to sustain profitable growth

1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

Improving performanceImproving performance

Lean in the factory

•Focus at the cell level

•Focus between sites

•Site consolidation•Supply Chain

Lean in the office

• Individual process Linkage & Flow

• Business process, supporting Value Streams

Policy Deployment

• Simple Metrics40% cost reduction

• Aligned to business objectives• Deployed Policy

Value Stream structure

Lean Enterprise - Organization 2001Lean Enterprise - Organization 2001

People - B. Broderick

Enterprise Support Services (ESS) - K. Wood

J. Burton

Customers

In Production BusinessBusinessAcquisition

Product & ProcessDefinition

After MarketServices

PDM/ERP and Resource Team - G. Peters

C. Reusser C. Cramp D. CastagnolaB. Wetzler K. Wood B. Gustafson

Spar

es B

usin

ess - P

. Far

sett

a

Tech

nica

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s -R. M

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Com

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APU

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Tech

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port

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CF6

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All O

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-O

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-Ri

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Shared Procurement Services - B. McDowell

accountable for

Lean deployment

• All areas

May 22, 2001 Quality Assurance and Technical Compliance - A. Binks

Group President -- Bud Wet zler

Lean Product Development

• Product Development an anchor

Time

Dollars

Non- Recurring

ProductionStart

Recurring Cost

“Recurring”Non- Recurring

Time

Dollars

Non- Recurring

ProductionStart

Recurring Cost

“Recurring”Non- Recurring

Traditional Model

• LPD a game changer

Time

Dollars

ProductionStart

Non-Recurring Recurring Cost

“Recurring”Non-Recurring

LPD Model

Time

Dollars

ProductionStart

Non-Recurring Recurring Cost

“Recurring”Non-Recurring

LPD Model

• Cost & performance pressureLPD II

Local Area CustomerBusiness LevelFacility level

Developing the culture toimplement & sustain change

Developing the culture toimplement & sustain change

• Business and Commercial Objectives for Events

• Standard Work

• Structured Review Process

• Driver Measures

• How the Business is Led & Managed

• Flow & Linkage

• Random Use of Tools

• Product vs. Process Centers.

• De-LayeringCollocation

Lean Skills Lean Skills DevelopmentDevelopment

and and ApplicationApplication

OrganizationOrganizationEvolutionEvolution

PolicyPolicyDeploymentDeployment

• Hardwired to Compensationfor everyone

• Tasks & Activitiesnot Functions

• Value Streams

• Strategic Objectives Linked to Business Plan

Enterprise Excellence

• Positive Employee Philosophy

• Principles for Excellence

• The New Reality- LWW & CI

Focus on linkage & flow, standard work & variation to standard work at this level …

… to ensure we get quality products & results at this level

Enterprise Excellence, People in the workplace

Enterprise Excellence, People in the workplace

CT=TT

Lean Philosophy ( 1994 )

Standard Work

Total Employee Engagement

One Piece flow

Elimination of Waste

Flow-Linkage

Time-based

Our operating approach

Leadership

Ownership

Ethical Behavior

Teamwork

Commitment

Service

Our values

Principles for Excellence ( 1987 )

Effective 2-wayCommunication

Mutual Trust and Respect

Positive EmployeePhilosophy ( 1983 )

Our work environment

Training and Development

Employee Involvement

Identify and Eliminate Negatives

CompetitiveWages and Benefits

Product & Process DevelopmentProduct & Process Development

Understanding through to Delivery

VOC Voice Of Customer

Impact Matrix

Customer Deliverables

Process Maps

Product

Planning Scheduling Controlling

3P Events3P3P

3P

To be in business, we have to be … Compliant

ContinuousImprovement

The businesswe are in …

Quality PyramidQuality Pyramid

Global ComplianceGlobal Compliance

SARBANES-OXLEY

ISOQUALITY

ETHICS

EH&S

NADCAP

SUPPLYCHAIN

PMA

LAWS

EASA

AS9100

FAA

ITAR

Culture of Compliance

LeanLean

SixSigma

SixSigma

The chosen Continuous Improvementtools and processes …

Linkage&

flow

Real TimeProblem

Resolution

StandardWork

VariationElimination


•Focus on waste & variationto reduce the COQ

•IAQG Quality Management Standards: Compliance, Accreditation & Customer Integration AS 9100 Rev A

•Supply Chain QMS Flow-down,SQE system and resources

•Quality Results Metrics & Corrective Action System and Metrics In Place

•Independent Audit and Review System : GR & Supply Chain

•“Protect the Customer and Business”

•Establish “Ring Fence” in High Risk Areas

•Drive “High profile”Aggressive Corrective Action Plans, high order metrics

• Certified Suppliers•Operator Verification,Configuration Control Part Control,Quality Assurance

•Cease Dependency on Mass Inspection

•NADCAP Accredited Special Processes – Risk Mitigation Plans

•C.O.Q Driver Measures Integrated Into C.I. Plans

•Self ImprovingSupply chain

•Defect Prevention – Mistake Proofing,Tolerencing for process capability

Waste Elimination

&Variation

Reduction

Reactive

Pro- Active

Predictive

“Best in Class” Quality, Customer Satisfaction & Cost

•MPC process,Control Plans, PFMEA

Compliance

Quality Assurance

Waste Elimination

Preventative


Variation Elimination

Against a background of :• Compliance• Continuous Improvement• Applied CI tools

Policy Deployment Progress Review

Initiative: Date:

TargetImprovement:

Org/Facility

No.Plan

(The Macro Plan)Do

(C/I Kaizen Activities)Check

(This Review)PercentageComplete

Act(Three-Month Rolling Plan)

GR Strategies &Expectations

StrategicPlan

LEAN ENTERPRISE ASSESSMENT MATRIX

Strategy / PolicyDeployment

OrganizationDeployment &Development

EH&S EffectiveCommunication

5S’s VisualManagement &Control

Layout, Flow,Inventory &Right Sizing

StandardWork

Multi-Skilling

ProcessProcess Yield

CI Education &Training

Measurements &Results

Case for Action –Awareness.PolicyDeploymentMatrix in placeMacro Plan started

Structure tosustain ValueStreamImprovement &Employeedevelopment

AwarenessRegularinspectionsBasic education

AwarenessLeadership hascompletedrequiredCommunicationstrainingCommunicationsplan posted

Initial Awareness& RecognitionUsing the first3S’s asindependent tools

Basic Labeling &IdentificationVisual Controlsbeginning todifferentiatebetween normal &abnormal

A Macro Plan hasbeen developed50% of theelements in a VSlocation arelinked. SWIP isin place to supportthat linkageDTM &/or DTPbeing measured

Initial SW in place Skills assessmentin place. A newskill recognized

Defectiveproducts sortedout

AwarenessBasic plan Exists

Eventparticipation tieredto VS population

Awareness ofcontribution.Value Stream hasDriver Measureslinked to its PolicDeploymentImprovementTargets

A Plan – Internal& CustomerfocusedMacro Planincludes Task &Activities

DevelopmentplansLean Leaderdevelopment plansin place

A Plan to achieveEH&S goals

Regular,structuredcommunications

InternallyOrganized.UnderstandingdevelopingRecognition that5S supports SWEvaluations by VSemployeesScore 2+

Visual Controlsbeginning to linkproduct &information flow,differentiatebetween normal,abnormal &variation to SW orTT

75% of theelements in a VSlocation are linkedSWIP/Kanbans inplace to supportthat linkage

SW beginning toshow results.

30% of employeesworking to SWVC’s for variationin place

Cross training planin place.30% coverage.

Positive TrendsStandard Workmodified toaddress fall out ofFPY

Basic Leantraining ongoing.“LearningTogether”ongoing.Leadershipleading events.Non leadershipleading events

Value Stream canshow 1 yrachievement of itImprovementTargets.

Value StreamUnderstandingComprehensiveMacro Plan

Value StreamLearningLean leaderdevelopment planprogress

ProgressGoals beingachieved

UnderstandingIncreasedparticipation incommunications& training

Sustained InitialEfforts VisibleScore 3+Evaluations by allVS employees

Score 3+

Visual controlsidentifyingproblems real timeVariation to SWor TT visibilityincreased

100% of theelements in a VSlocation are linkedSWIP/Kanbans inplace to supportthat linkage

Increased SWefforts in place

50% of employeesworking to SWVC’s for variationin place

60% coverage.Leadershipbeginning tounderstand thenew skill.

Effective processyield system inplace Adherenceto SW delivers apositiveimprovementtrend in FPY forthe Value Stream

UnderstandingIncreased:Leadershipleading events.Non leadershipleading events.Employee eventparticipation

Value Stream canshow 2 yr’sachievement of itImprovementTargets.

Value StreamCommitmentMacro Planupdates

Lean ThinkingLean leaderdevelopment planfurther progress

Commitment tomaintain EH&SgoalsStrong Safetyfocus

CommitmentEffectivecommunications.All milestonesmet

Commitmentshowing throughorganizedapplicationPeriodic outsidecalibration

Score 3.5+

Visual Controlsthe length of theValue Stream.Real time problemID & resolutionVariation to SWor TT visibilityincreased further

50% of all theelements in a VSare linkedSWIP/Kanbans inplace for thatsegment of thestream

Obvious employeeunderstanding70% of employeesworking to SWVC’s for variationin place

New skill beingmastered80% coverage.

Quality built in toprocesses &deliverablesAdherence to SWdelivers a FPYthat meets thefinancialrequirements ofthe Value Stream

CommitmentBroad, deep Leanunderstanding &experience

Value Stream canshow 3 yr’sachievement of itImprovementTargets.

Value StreamHabit

Lean ValueStreamLean leaderdevelopment planfurther progress

Habit, consistentlymeets EH&Sgoals

HabitCommunicationsmilestones beingconsistently metWide trainingparticipation

Organized withpreventionmeasures.Habit

Score 4+

Visual Controlsthe length of theValue Stream.Real time,problem ID &resolution everytime

All elements ofthe Value Streamare physicallylinked, driving onepiece flow.SWIP/Kanbans inplace for thestream

Full Flexibility

100% ofemployeesworking to SWThe percent loadchart representsthe entire stream

CT = TT

Comprehensivemulti-skilling.Thenew skill isbecoming a habit.

LeanThe process forProduct design &manufacturing aresuch that the FPYcan be predictedprior to initialbuild & supportsthe financialrequirements ofthe Value Stream

Habit Value Stream canshow 4 yr’sachievement of itImprovementTargets.

Enterprise ExcellenceMatrix

V.S. Macro

DriverMeasures

9/13/2004 MC Page 2

0

5

10

15

20

25

30

35

40

45

50

Jan-0

3

Feb-0

3

Mar-03

Apr-03

May-03

Jun-0

3

Jul-0

3

Aug-03

Sep-03

Oct -03

Nov-03

Dec-03

Latest IAE Schedule CY2003 Orig inal Business Plan

202

198

100

(High)

60

30 Value Stream Rating

Red 100 - 61

Yellow 60 - 31

Gree n 30 - 11

10 Blue 10 - 0

0 10 30 60 100(Low) (High)

Qua

lity

Syst

em R

isk

Quality Compliance Risk MatrixNew Programs - July 2004

Product Quality Risk

737 SpoilerA380 Fairing

CF34-10

LPD No Report

C5-RERP Mil. P & PD

Driver Measures

Safety

Enrollment

Overhead Performance / Productivity Normalized

Rolling 12 Month Customer Requirements

LWW PP IN WORK

Quality

7 E 7 Y T D O ve r h e ad P r o f i le

$ 0

$ 1 ,0 0 0

$ 2 ,0 0 0

$ 3 ,0 0 0

$ 4 ,0 0 0

$ 5 ,0 0 0

$ 6 ,0 0 0

$ 7 ,0 0 0

$ 8 ,0 0 0

C Y ' 02A c tu a l

C Y ' 03A ct ua l

J an '0 4 F eb M ar A p r M ay J un J u l A ug S ep O c t N ov D ec '0 4

Ove

rhea

d $

(000

)

$0

$1 ,0 00

$2 ,0 00

$3 ,0 00

$4 ,0 00

$5 ,0 00

$6 ,0 00

$7 ,0 00

$8 ,0 00

$9 ,0 00

$1 0,00 0

OH

$ pe

r Em

ploy

ee

C u m A ct u a ls C um B udg e t $ / E m p . / 3 m t h s ro ll in g a v g .

7E7 Injury & Illness Cases

0 0 0 0 0 0 0 00 0 0 0 0 0 0 00

0.2

0.4

0.6

0.8

1

Cum2003

Jan-04Feb-04Mar-04Apr-04 May-04

Jun-04Jul-04 Aug-04

Sep-04

Oct-04 Nov-04

Dec-04

Recordable Cases

Lost Workday Cases

In Work

7 E 7 - C Y 0 4 E N R O L L M E N T P L AN

0

1 0

2 0

3 0

4 0

5 0

6 0

7 0

8 0

9 0

H O U R L Y P L A N 0 0 0 0 0 0 0 0 0 0 0 0 0 0

S A L A R Y P L A N 0 0 0 0 0 0 0 0 6 8 7 1 72 7 8 8 1 8 3

A C T U A L S 0 0 0 0 0 0 0 0 5 3

De c -0 2 D ec - 03 Ja n - 0 4 F e b - 0 4 M ar - 0 4 A p r- 0 4 M a y- 0 4 J u n -0 4 J u l- 0 4 A u g - 0 4 S e p - 0 4 O ct- 0 4 N o v - 04 De c -0 4

Value Stream PD Matrix

AG Policy Deployment


Initiative: Date:

TargetImprovement:

Org/Facility

No.Plan

(The Macro Plan)Do





Initiative: Date:

TargetImprovement:

Org/Facility

No.Plan

(The Macro Plan)Do




Value Stream LeadershipDaily / Weekly

AG Staffevery 6 weeks


Initiative: Date:

TargetImprovement:

Org/Facility

No.Plan

(The Macro Plan)Do




StandardWork

VisualControlsCM’s

5 Why’s

C.I.

The Continuous Improvement Process

The Continuous Improvement Process

Using processes to focus on Drivers gets these Results

Using processes to focus on Drivers gets these Results

Direct Commercial SparesDelivery Performance To CRD

94%96%

6.3%0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Jan-02Feb-02Mar-0

2Apr-0

2May-0

2Jun-02Jul-02Aug-0

2Sep-0

2Oct-0

2Nov-

02Dec-

02Jan-03Feb-03Mar-0

3Apr-0

3May-0

3Jun-03Jul-03Aug-0

3Sep-0

3Oct-0

3Nov-

03Dec-

03Jan-04Feb-04Mar-0

4Apr-0

4May-0

4Jun-04Jul-04Aug-0

4Sep-0

4Oct-0

4Nov-

04Dec-

04Jan-05Feb-05Mar-0

5Apr-0

5May-0

5Jun-05Jul-05Aug-0

5Sep-0

5Oct-0

5Nov-

05Dec-

05Jan-06Feb-06

Shipping Performance5 Day VarianceGoalDelinquency

93 94 95 96 97 98 99 93 94 95 96 97 98 99 00 01 02 03 04 0500 01 02 03 04 05

Mrger

Operating MarginOperating Marginbefore unusual itemsbefore unusual items

OperatingOperatingIncomeIncome

90 91 92 93 94 95 96 97 98 99 00 01 02 03 04 05

Sales per Employee

Lean Journey

16

5.04 million

13,300

65 / 25/ 10

35+

$1.1b

9

2.54 million

4,600

85 / 10 / <5

<9

$1.4b

Result 1992 2005

Facilities

Square feet

Employees

Shift distribution

Typical DTM

Sales

Supply Chain StrategySupply Chain Strategy

1990’s 2002 2005 Plan Period Drivers of Strategy Change

▪ Began CI with key suppliers ▪ Aggressive program financials ▪ Support Business Strategy▪ Changing Business

▪ Began global sourcing

▪ Reduce # of suppliers▪ US focused

~40 % of content is buy

Parallel Operations activity

Supply Chain activity

▪ Integrate at Customer▪ Continue to right-size So. Cal.

Closed six facilitiesRight-sized Chula Vista40% reduction in floorspace

▪ Site outsourcing and right-sizing (partial)

▪ Partnerships▪ ~ 75% buy▪ Target pricing▪ Support SC CI requests▪ “Bundled Packages”▪ Supplier Development▪ LCC initiatives/JV’s

Supply Chain StrategySupplier DevelopmentSupply Chain StrategySupplier Development

Goals Actions ResultsFewer Suppliers Supplier Selection The “Right” Supplier

Better Suppliers On Site Field Reps Rate Readiness

SC Cost Reductions Out-Sourcing Program FinancialsTarget Pricing

Meet Customer Demand Supplier Watch List On-Time Delivery

Quality Product Supplier Rating Matrix First Time QualitySupplier Watch List

One “Voice” of the Customer Customer Satisfaction Eliminate Repeat MistakesSummary Real Time Problem Resolution

Developing Supply Chain Management (Supplier Development) as a Core Competency

I n - P r o d u c t i o nB u s i n e s s

B u y e r s

M i k e L a r c h - M i l l e rM a n a g e r

A 3 8 0 P r o g r a m

V e r n B u r n sB u s i n e s s M a n a g e r

A f t e r m a r k e tS e r v i c e s

Peggy LindAdministrative Asst.

Dennis MartinDirector

Bundled Packages AProgram Associates

Allen OsmialowskiManager

Bundled Packages B

Matt HelmManager

Supplier DevelopmentValue Improvement

Mfg. & Engineering/Technologies,

Supplier Capabil., SiteStrategy, Offload, LPD

Juan Colon CortesTechnical Manager

Judd KeenerManager

Raw Materials

Mike WiseManager

LCC, Emerging Markets

Steve CarterDirector

Strategic Sourcing

LTA's, Contracts,Legal Interface,

Compliance

John BryanManager

Contracts/Business

Al MerkerManager

Traffic

Marcia CarlsonManager

Detailed FabricatedParts, Fasteners

Barry ConnollyManager

Indirect Materials

Tim MartinDirector

Materiel & Supply Chain

G O O D R I C H A E R O S T R U C T U R E SM A T E R I E L & S U P P L Y C H A I N

K e n W o o dV ic e P r e s id e n t & G e n e r a l M a n a g e rC o m m e r c i a l a n d M i l i t a r y P r o g r a m s

B o b G r o c h a l aM a n a g e r

7 8 7 S u p p l y C h a i n

G r e g B y r u mM a n a g e r

7 8 7 P r o g r a m A s s o c .

C a m i l l e S k i f fM a n a g e r

A 3 5 0 S u p p l y C h a i n

A n t h o n y R a t i c aS u p p l y C h a i n

M a n a g e rJ a m e s t o w n

B i j a n L a t i f z a d e hM a n a g e rF i n a n c e

S h o u l d - C o s tE s t i m a t i o n , P & L

I n t e r f a c e , F i n a n c i a lA s s e s s . A t S u p p l i e r s

M a r k B e n b r o o kQ u a l i t y

M a n a g e r

I n - P r o d u c t i o nB u s i n e s s

B u y e r s

M i k e L a r c h - M i l l e rM a n a g e r

A 3 8 0 P r o g r a m

V e r n B u r n sB u s i n e s s M a n a g e r

A f t e r m a r k e tS e r v i c e s





Bundled Packages B

Matt HelmManager





Judd KeenerManager

Raw Materials

Mike WiseManager



Strategic Sourcing


Compliance

John BryanManager

Contracts/Business

Al MerkerManager

Traffic




Indirect Materials

Tim MartinDirector







7 8 7 P r o g r a m A s s o c .









M a n a g e r





Bundled Packages B

Matt HelmManager





Judd KeenerManager

Raw Materials

Mike WiseManager



Strategic Sourcing


Compliance

John BryanManager

Contracts/Business

Al MerkerManager

Traffic




Indirect Materials

Tim MartinDirector







7 8 7 P r o g r a m A s s o c .









M a n a g e r




7 8 7 P r o g r a m A s s o c .









M a n a g e r

Organizational Structure

• Much Larger, Structured, Skilled Organization

• Tremendous Shift for the Company

• Mission has Changed

• Reliance on Supply Chain & Supplier Development ever increasing

Performance FinancialsStrategyCompetitorsMarket

Holistic, integrated business management processes

Voice of the Customer, the market place, business opportunities & threats

Consistency of purpose. Discipline & diligence to

processes that work

LPD

Pri

nci

ples

for

Exce

llen

ce

Lead

ersh

ip

Pos

itiv

e Em

ploy

eeP

hilo

soph

y

Lean

SUSTAINING A CULTURE CAPABLEOF RAPID & FREQUENT CHANGE

A POLICY DEPLOYMENT PROCESS

COMPLIANT & ETHICAL

CHANGE AS A WAY OF LIFE

ENTERPRISEEXCELLENCE

CONSISTENT PERFORMANCE IMPROVEMENT

Creating Valuethrough

Excellence in Innovation, Quality

and People

Our Vision

Goodrich Vision

Documents

Our Vision - SAE International · Electronic Systems. Global Presence ... Engine control system (Trent 1000) ... PW4000 - S. Carter Rolls-Royce - P. Marvin CF6-80C2 -