Safran Transmission Systems

Gains in quality, costs and lead times

Example at Safran Transmission Systems

Its engine manufacturers: Snecma, Rolls-Royce, General Electric.

Its aircraft customers: Airbus, Boeing, Bombardier, Dassault Aviation, Eurocopter and Gulfstream.

The challenge: A progress approach, based on a logistics process simplification policy and a search for efficiency via “lean” and “six sigma” methodology.

Specifics of the equipment managed:
Standard products purchased such as: screws and bolts, fastenings, seals, plastic plugs, etc. – rough castings, parts, production tools, general purchased equipment, products contained in drums or cans, raw materials, semi-finished / finished products (casings, sprockets, original equipment power transmission equipment, testing equipment, tools).

Onsite logistics services:
Service covering receiving, inspection of products purchased and rough castings on receipt with management of the quarantine and inspection-in-process warehouse, management of inter-operation and shuttle packing, internal approach with traceability (pickup and drop off stations), conditioning and packing, shipment and steering of transport (“known consignor” procedure).

Specific training and accreditation:

• Airfreight security – known consignor procedure (11.2.3.93.: access to secure identifiable airfreight, 11.2.2.: basic Civil Aviation security training, 11.2.4. and 11.2.5.: security administrator
  and supervisor)
• Safety: risk prevention linked to physical activity (movements and posture)
• © CACES

Progress plan objectives: quality, cost and lead time gains.

Methodology:

• Identification of the scope
• Lean approach for the project team
• Action plan shared with the customer

Action taken via the action plan:

• Relocation of receiving & shipment zones (known consignor)
• 5S operation
• Implementation of TRACKING (receiving and internal approach)
• Implementation of SOFROAD (steering of transport)
• Setup of a disputes module with workflow to reduce the lead time for dealing with disputes
• Transport plan upgrade
• Optimisation study for RSC packing
• Operator versatility
• Pooling of work stages

• Fluidity of flows
• Flow traceability with barcodes
• Optimisation of packing (ongoing area: web catalogue for packing case orders)
• Annual carbon report for receiving
• 10% gains on transport in accounts for the first six months
• Improvement in performance indicators.