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F A C C C U S T O M E R M A G A Z I N E<br />
Building<br />
the future<br />
In the last issue of <strong>take</strong> off I presented<br />
our view on the development of the<br />
aviation industry in the next few years.<br />
The article also featured the ways and<br />
means we will have to resort to if we<br />
are to master stormy weather together<br />
with our customers, suppliers and<br />
employees while maintaining continuous<br />
growth. Barely half a year has passed<br />
since then and we are already in the<br />
middle of actively implementing these<br />
ways and means: Every day we inch<br />
forward towards making the long-term<br />
planning become reality, every day we<br />
fine-tune the concept to fit everyday<br />
requirements, and all this without<br />
losing sight of the overall strategic goal.<br />
Milestones of the last few<br />
months:<br />
● Two years of intensive product<br />
development to the tune of an investment<br />
volume of US$ 8 mil was concluded<br />
in November to everyone’s satisfaction<br />
– the first complete passenger cabin<br />
developed by <strong>FACC</strong> was installed<br />
successfully into a B717. Thanks to our<br />
know-how and a number of innovative<br />
ideas we have succeeded in achieving<br />
a significant reduction not only in<br />
weight, but also in installation time.<br />
Major competitive advantages of the<br />
B717 such as low operating costs, low<br />
fuel consumption and high passenger<br />
comfort in the 100-seater market are<br />
profound reasons to expect high<br />
production rates. By re-structuring its<br />
program management – the changes<br />
will be implemented within the first<br />
quarter 1999 – <strong>FACC</strong> will have the<br />
adequate tools to cope with the<br />
comprehensive challenges in the field<br />
of logistics and of catering to the<br />
configuration needs of the individual<br />
airlines. Small efficient offices right at<br />
the Boeing homebase, a repair station<br />
in Long Beach as well as the permanent<br />
presence of <strong>FACC</strong> representatives at the<br />
most important sub-suppliers for the<br />
interior will guarantee the excellent<br />
quality and delivery performance we<br />
are noted for.<br />
● Two important contracts for<br />
developing and supplying components<br />
for the new generation of the A340<br />
aircraft, the A340-500 and –600 have<br />
been signed with DaimlerChrysler<br />
Aerospace Airbus and Hispano Suiza<br />
Aerostructures. For these long-term<br />
development projects, <strong>FACC</strong> will be<br />
responsible for the component<br />
definition and development of the<br />
blocker doors and of spoilers 2 and 6.<br />
This will require intensive cooperation<br />
with our clients and a permanent and<br />
rapid exchange of data and information<br />
if we are to achieve time-saving<br />
procedures and swift progress in the<br />
project work. Once again <strong>FACC</strong> will<br />
bank on proximity to our customers.<br />
Our engineers are working on concurrent<br />
engineering teams in Le Havre and<br />
Bremen. Apart from our profound<br />
technological background, these<br />
integrative engineering concepts and<br />
our approach to team-oriented<br />
engineering in close cooperation with<br />
the customer are the elements that<br />
have paved the way for <strong>FACC</strong> to move<br />
up into the ranks of a systems supplier<br />
also in the field of structural elements.<br />
New orders and a higher turnover<br />
require capacity adjustments:<br />
Only recently we have completed the<br />
final stages of our office complex<br />
creating workspace for the engineering,<br />
sales and shipping departments. The<br />
growing number of employees requires<br />
a structural adaptation to ensure our<br />
efficiency and customer orientation.<br />
This is why we have created separate<br />
positions for the product management<br />
of cabin interior and structural components.<br />
On a medium-term range we<br />
are also planning a separation of the<br />
areas of the production facilities.<br />
In order to achieve our set goal<br />
of a turnover of ATS 1.2 billion<br />
(EURO 87 mil/US$ 102 mil) these<br />
are small steps. Our future editions<br />
of <strong>take</strong> off will keep you posted<br />
on the strategic measures that<br />
lie ahead.<br />
Walter A. Stephan<br />
Chief Executive Officer<br />
3 <strong>take</strong>off