6 Bombardier Aerospace Training Center – 2nd Quarter 2002

Six Sigma helps training centers improve efficiencyBy Minh Josefsson, Six Sigma Agent, Montréal

In March, the Montréal and Dallas training administration groups used Six Sigma workshop methodology to create a process to better manage client registrations. Cross-functional team members from contracts, DFW and Montréal’s training administration, and training management developed a process for the introduction of Challenger 604 training at the DFW training center.

A variety of tools such as process mapping, the FMEA and, most notably, the fishbone analysis allowed the team to identify, explore and graphically display all the possible problems related to in client registration. The five-phases of Six Sigma (define, measure, analyse, improve, and control) enabled the team to progress from identifying and quantifying the problem to proposing improvements. Among other results, the workshop allowed team members to realign training administration to reflect program-specific customer service and identify leverage-projects involving invoicing and better IS/IT support.

The workshop methodology is popular within Bombardier Business Aviation Services (BBAS) because it is conducted over a one-week timeframe in the morning only. While intensive, focus is on accomplishing 80% of actions by the end of the week. Team members complete the remaining 20% over the next eight weeks.

Future projects aim to include crossfunctionalsupport from departments such as finance, in addition to making improvements on the critical to satisfaction components of Bombardier’s quality (CTQ), delivery (CTD), and cost (CTC).

Six Sigma helps employees have a direct and positive impact in quality, customer satisfaction, and the continued growth and success of Bombardier.

The Six Sigma team offers best wishes to departing master agent, Donna Campbell, now manager of sales support and customer services for both training centers. In the spirit of change, not only has BBAS and the training center management reorganized their structures, but so has the Six Sigma group. With its new partner, the business performance reporting group who oversees the key performance indicators (KPIs), the Six Sigma team will have an even more important role in supporting Bombardier processes.

Bombardier works with NBAA Maintenance Training CommitteeBy Pietro Francolini, Supervisor, Training Administration, MontréalBombardier takes a proactive approach to maintenance training by working closely with the NBAA Maintenance Training Committee. This grouprepresents maintenance professionals in the corporate aviation community.

With guidance from the committee, Bombardier now offers a coursethat is dedicated solely to “through-flight” maintenance and servicing activities on the Challenger CL604 and Global Express. The course teaches aircraft maintenance technicians what can be done within a 60-minute window so the aircraft can be safely dispatched. The course provides “need to know” information to return the aircraft to safe flight status.

In the course, each major aircraft system is presented by ATA chapter subject. The presentations contain a general description of the system, the purpose and location of the principal components, a description of the servicing and ground handling tasks, and dispatch troubleshooting suggestions (using MDC, FIM, MEL, etc.). Emphasis is placed on routine servicing of the aircraft, interpreting crew reports and onboard reporting systems, troubleshooting “Hints and Tips,” and safety.

Supporting documentation for this course is extracted directly from aircraft approved documentation. A complete set of aircraft maintenance manuals is available in the classroom and used throughout the course for reference as well as supporting documentation for practical exercises.

Bombardier uses practical training aids to support classroom presentations. Each technician receives seven hours of practical training, during normal business hours, in the CL604 Level 5 flight training device (FTD). The FTD is available after normal working hours to allow more flight deck exposure and practice time with controls and operation.

This course is in addition to the wide range of maintenance courses already offered by Bombardier. The strategy to develop a “phased approach” to training, from general aircraft familiarization to initial maintenance to advanced systems training, demonstrates Bombardier’s commitment to offering a “one-stop” training solution.

This Six Sigma team created a process to better manage client registrations on behalf of the Montréal and Dallas training administration groups. Back row, from left: Pietro Francolini, Donna Campbell, Peter Novosad; middle row: Helen Demopoulos, Christine Brossard, Nathalie Daoud; front row: Serge Boudreault, Hank Blasiak, Minh Josefsson.

SERVICE AWARDSTen Years

JulyKaren Oskowicz**

Five YearsJuneBruce Duggan**

One YearJuneMary Bawcom*Paul Price*Rex Williams*JulyJocelyn Cloutier**

NEW HIRESJuneBrian Baikie*JulyPierre Morissette**Jim Frazee*

TRANSFERSBrian Baikie, from Flexjet to Challenger 604 Instructor*Ed Cox, from Learjet 31a Instructor to Challenger 604* InstructorDavid Latham, from Learjet 31a Instructor to Challenger 604 InstructorBill Eden, from Learjet 31A Instructor to 31 and 60 Regulatory*Bob Munro, from 45 Instructor to 45 and 604 Regulatory*Dave Wickware, from Flight Training to Standards**DFW team *Montreal team **

Bombardi-Airis a quarterly publication of Bombardier Aerospace Business Aircraft Services for employees of the DFW/YUL Customer Training Centers. Training News publishes the first of February, May, August, and November. Deadlines are two months prior to publishing.

DFW Customer Training CenterP.O. Box 619011 • DFW Airport, TX 75261

(469) 791-4200newsletter@businessacft.bombardier.com

Trevor Townsend, son of Learjet 60 DFW technical instructor, Trent Townsend, graduated from Granbury High School on June 2.

Meredith Nivens was awarded academic recognition on this year’s TASS test for scoring 100% on the reading exam. Diana Nivens placed ninth in her class with a 4.3 GPA. B. Nivens, DFW receptionist, is very proud of her two girls.

DFW pilot manager, Gene Haggerty, is proud of his son, Ryan, for declaring Pre-Med as his college major at Southern Methodist University. Ryan will be attending two summer sessions, taking 8 hours of chemistry.

Marina Harvey, Montreal publications editor, became a proud homeowner with her husband, Dennis. Also, her daughter Nadine was accepted at Concordia University. Nadine is concurrently starting her own business as an aesthetician. Natalie, Marina’s youngest daughter, sings in a band and competed in a “battle of the bands.”

BCTC courseware consultant, Kathleen McIlraith, is having a busy summer. She’s attending a nine-week figure skating class, and continuing education classes for Macromedia Flash, Fireworks, and Dreamweaver at the University of Texas at Arlington. Kathleen is also busy with the Society of Technical Communicators.

Caroline Nicolette Matasso was born to Nicole Matasso, supervisor, training and administration, on June 4 at 11:06 p.m. She weighed in at 4 lbs and 15 oz.

Christopher Glover, son of simulator engineer, Derrick Glover, was chosen to play on the Northeast Optimist All-Stars traveling baseball team.

Training News team membersThe newsletter committee hopes that this publication informs employees and customers about what’s happening at the training centers. Please share any news or comments with the following committee members:

DFW TeamAlice Badgett, Stacey Beller, Donna Campbell,

Rich Hendrickson, Gene Jackson, James Kramm, Dan Linn, Bobbie Locke,

Janna Matthews, Susan McKenna, Karyn Smith, Charlotte Wilson

Montreal TeamSerge Boudreault, Pauline DeJordy,

Pietro Francolini, Minh Josefsson, Linda Leslie, Pete Novosad, Karen Oskowicz

12 Bombardier Aerospace Training Center – 3rd Quarter 2002

In May, customer-invoicing stakeholders from Montreal and DFW, in participation with Dallas’CAE-SimuFlite (STI), used the Six Sigma blitz methodology to create a process to identify STI customers and discrepancy pricing.

The following important issues were incorporated during the two half-day sessions:

• Improve invoicing for customers• Clearly identify roles• Establish accountability and roles• Streamline/avoid duplication• Maximize current systems• Change STI to BAAN systems• Transition STI into BAAN and E-registration

Blitz tools include brainstorming, process mapping, and the identification of opportunities-for-defects of process maps. Information between both sides was stressed, as well as identifying roles and responsibilities among the various participants. This helps both groups know where to go for the right information at the right time.

The blitz, a.k.a. work-out methodology, is structured over one or two days and is focused on the start/completion of one of the Six Sigma phases (define, measure, analyze, improve, or control). The success of this methodology depends upon proper data collection measurement and analysis, as well a desire by both sides to seek solutions to improve processes and increase customer satisfaction.

During the blitz, Jim Ziegler announced that each Six Sigma resource was reassigned. As such, Minh Josefsson, Six Sigma agent, is based in Montreal and supports process improvements and initiatives.

EMPLOYEE NEWS

Textbooks are excellent; extra handouts very helpful. Schematic manual gives added clarity of subject.

Ken Fallon Harris Corp.

Clean, comfortable, good food, good people at front desk. Very helpful and friendly.

Earl DraayerWells Dairy

From left: Minh Josefsson, Nathalie Daoud, Janet Parham, Julie Forrester, Donna Campbell, Linda Falkenstine, Laurie Clark, Janna Matthews, and Kyle Drake.

6 Bombardier Aerospace Customer Training Centers – 4th Quarter 2002

Six Sigma process helps resolve invoicing policies, procedures by Minh Josefsson, Six Sigma Agent, Customer Training

In August, stakeholders from Montreal and DFW

joined with accounts receivables and finance departments from Learjet and Canadair to streamline customer-invoicing issues. The group used the Six Sigma blitz methodology to resolve invoicing process deficiencies.

The team met in Wichita to communicate the problems experienced with invoicing and create efficient policies and processes.

Areas that were discussed included:

• Improvement in invoicing and collections process from the customer perspective

• Contractual proposal for services agreement involving the Bombardier Business Aircraft Services sales and marketing group (BBAS) and CAE SimuFlite (STI)

• Definition of a process for Bombardier billing and collection

The customer training organization is building a relationship with BBAS and STI to enhance sales opportunities. This will reduce the number of “touch points” that customers experience when managing their respective pilot and technical training needs, regardless of their fleet configuration. The preparation work to develop policies and process is planned for completion on November 1.

V I S I O N K E E P E R SV I S I O N K E E P E R SJuly Kathryn Askins – Regulatory Administrator Kathryn started with Bombardier in August of 2000 and has been a major contributor to the training center in her role in the regulatory department. She has been frequently recognized by her coworkers for her commitment to doing the best job possible for her customers. One nomination read, “Kathryn shows sound judgment in her role in Standards. She shows innovation, self-discipline, and certainly perseverance. One can always find Kathryn working diligently at her desk or with a supervisor.”

August Janene Lee – Training Administrator Janene started with Bombardier in April of 2002 and has proven to be a valuable addition to the training administration team. One nomination read, “Janene goes the extra mile for each and every customer she speaks to.” One of Bombardier’s customers was so impressed with Janene that he nominated her for the Vision Keeper Award on his course evaluation. He nominated Janene “for unparalled service with all arrangements for class and anything else that was needed. You could not have hired a better training administration person.”

September Bob Pavelko – Training Program Developer Bob has been with Bombardier since January of 2001 and consistently works diligently behind the scenes to produce high quality courseware. One nomination stated that Bob is “dedicated to serving the customers, from students to instructors …. He reads courseware with a critical eye for content and ease of understanding.”

Six Sigma ICT blitz team members gather in front of a Learjet in Wichita. From left: Faouzi Mokhtar, Greg King, Janna Matthews, Donna Campbell, Minh Josefsson, Gordon Beehler, and Claude Cloutier.

6 BBAS Customer Training – 4th Quarter 2002

Customers say... Good, knowledgeable, experienced instructor able to pass on useful real world experience.

Fred Van Schepen Wells Diary Inc.

I will count my present recurrent CL604 training as one of the most professional training experiences in 30+ years. Bob Munro…knows the 604. He is encouraging and supportive!!

Ed Cox…brought an energy to his classes that keeps you excited about learning…challenges you to do your best and lets you know when you should do more….

Brian Baikie was my sim instructor…. In 30+ years of training…I have never received a more professional and knowledgeable training session. “He went above and beyond.” THANKS.

R. Douglas Woods Victory Aviation

Your instructors and personnel are first rate. Congratulations on establishing a first-rate training facility.

Guy York Cooper Hosiery Mill

The instructors were very knowledgeable, the course was complete, the staff was very helpful and friendly, and the classrooms, resource center, and computer business center top notch….

Joe Bouza was a wealth of knowledge.

Ken Oclassen E.S. Air

Variation is the enemy by Minh Josefsson, Six Sigma Agent, Customer Training

Understanding and controlling variation in our processes is a key goal of Six Sigma. Variation is an inability to make a product or operate a process and get consistent quality. This is costly in:

• Rework and wasted materials • Concessions • Repeated product shipments to customers • Greater wear and tear on equipment • Increased administration, etc.

Scenario: A restaurant experience to forget… Colleagues went for a celebration lunch. The

menu offered an assortment of dishes, including veal with an entrée. Most dishes arrived on time, however, one person was kept waiting 20 minutes longer. To make matters worse, the veal was raw-cooked, compared with the same dishes already served. A huge variation was evident, in addition to the delay. After complaints, the manager offered two complimentary bottles of wine for the diners. Lasting impression:

Even though most orders arrived on time and were well cooked, the lasting impression was of a dissatisfied meal caused by poor product quality and lengthy delivery. Cost to the restaurant:

The restaurant gave away two bottles of wine that could have been sold. In addition, in such a competitive market, the cost of regaining business became more difficult. Consequently, the restaurant lost potential business. Lesson learned with Six Sigma:

If a product and/or service is of the right quality and cost, inconsistencies hurt. The way to avoid such problems is by standardizing the quality of products and services delivered to customers, the time it takes to deliver them, and their cost.

Understanding and controlling variation in these processes ensures greater customer satisfaction.

Montreal technical training mapping team. From left: Minh Josefsson, Allan Ward, Isabelle Sanche, Peter Francolini and Fred Jennings.

Montreal administrative mapping team. From left: Isabelle Sanche, Peter Francolini, Linda Leslie, Marie Wasilewska, Minh Josefsson, and Maryse Lalumiere.

Montreal scheduling mapping team. From left: Pierre Trudeau, Barbara Wasilewski and Minh Josefsson

Challenger 604 receives enhanced visuals The Customer Training Montreal Challenger 604 Level D simulator received an enhanced visual

package update in November. The MAXVUE Plus update offers advancements in scene realism, environmental features, and significant training benefits.

The enhanced visual system portrays a more realistic environment due to larger scene capacity. During the update, the hardware and software of the computer were upgraded and the image generator system was modified to provide more processing capacity.

In addition, the new enhanced visual provides a more realistic depiction of weather effects. A textured atmospheric model gives pilots the proper speed and depth cues when entering or exiting cloud layers. Advanced fog techniques present a real-world fog that properly fades in and out and collects in valleys surrounding airfields. The simulator also has access to many more airport databases supported by the MAXVUE Plus configuration.

BBAS Customer Training – 2nd Quarter 2003 1

Inside this issue:

Toluca Training 2

Senior Instructor 2

Scholarship Winner 3

Six Sigma 3

Air Ambulance 4

Employee Highlights 6

Training Material 7

Vision Keepers 8

Employee News 8

Bombardier Business Aviation Services Customer Training Employee Newsletter 2nd Quarter 2003

DFW facility hosts FAA dignitary

Ruth Grasel, FAA National Training Center Program Manager, toured Bombardier Customer Training DFW in March. Steven Gignac, head of standards and regulatory compliance, escorted her through the facility, explaining training philosophies and security procedures.

Jim Ziegler met with managers involved with customer training for the operations review meeting at Customer Training DFW. Back row, from left: Peter Novosad, Serge Boudreault, Steven Gignac, Hank Blasiak, Jim Ziegler, Ludvick Desjardins, and Pierre Chicoine. Front row: Minh Josefsson, Gene Haggerty, Carl Lapiska, Donna Campbell, Susan McKenna, and Nolan Duncan.

“Better Today Than Yesterday” Jim Ziegler shares customer training philosophy

During April, Jim Ziegler, vice president Bombardier Business Aviation Services, gave onsite addresses to various BBAS facilities, including Customer Training DFW and Montreal. In this wrapup of the first quarter for 2003, he shared his mandate to develop BBAS into a customer-focused organization through operational excellence and enhanced business unit competitiveness. He stressed roles, responsibili-ties, and accountability in all aspects of the business.

Jim’s overall guiding principles include: • Concern for the customer—Bombardier

values each customer and doesn’t want to lose even one

• Results orientation—Bombardier meets its commitments

• Personal development—Employees are expected to grow with the company

• Need for speed—Quicker is better for Bombardier and the customer

Jim highlighted Bombardier’s training objectives, which include increased awareness of BBAS Customer Training. The objectives also focus on more personalized service and improved customer satisfaction evaluation processes. Standardized processes and data management between Montreal and DFW are also on the list.

Customer Training is focused on courseware and entry into service support for the Challenger 300, Global 5000, Learjet 40, and Learjet 45XR programs. Also, Customer Training plans for Transport Canada and JAA approval for the Challenger 300 and Learjet 40 courses.

Members of the BBAS team who attended the operations review included Ludvick Desjardins, director of business planning, Pierre Chicoine, manager of finance, and Nolan Duncan, financial analyst.

2 BBAS Customer Training – 2nd Quarter 2003

Senior Challenger pilot instructor adds experience, longevity to Bombardier staff

Instructors provide onsite Challenger refresher course in Toluca, Mexico

Bob Munro, chief standards and regulatory compliance, has been a Challenger pilot trainer since November 1981, making him the most senior Challenger pilot trainer in the world.

After 23 years in the Canadian Air Force, Bob joined FlightSafety Canada Ltd (FSC). At the time, only four other employees were at FSC, all transferred from other company facilities in the southern United States. Bob thought they wouldn’t last through three Montreal winters, so the prospects for promotion looked good. In January 1982, the first of the four quit, leaving Bob as the new chief of ground school without having taught his first course.

By summer 1982, the newly type-rated and simulator-qualified Bob Munro was the director of standards. By 1983, he was center manager. Over the next nine years, Bob worked closely with Canadair’s training administrator, Peter Novosad, now manager of BBAS technical programs.

Bob left FSC in 1992 to start his own management consulting company and was hired to help set up Canadair’s first venture into corporate pilot training with the new Challenger 604. Bob hired the staff, assembled the syllabus, wrote the pilot’s training guide, and trained the initial cadre of pilots who certified the aircraft and delivered the pilot courses.

In January 1996, Bob joined SimuFlite in Texas to launch their Challenger 601 program. On Super Bowl Sunday, Gene Haggerty picked Bob up at DFW Airport to start what would be more that six years of instructing and managing with SimuFlite.

On Super Bowl Sunday, 2002, Gene Haggerty again offered Bob Munro a position in quality assurance for both the Learjet and Challenger programs.

With more than 21 years as a Challenger instructor, Bob feels at home in both the classroom and the simulator. More than anything else, he enjoys working with the terrific group of pilot customers, some of whom he has known since the early CL-600 days in Montreal.

During the April operations review, Customer Training managers took a lighthearted approach by wearing shirts proclaiming, “I work for Jim Z.” At the meeting, they presented Jim Ziegler, BBAS vice president, with a shirt embroidered with, “I am Jim Z.” Back row, from left: Peter Novosad, Minh Josefsson, Hank Blasiak, Jim Ziegler, Gene Haggerty, and Carl Lapiska; front row: Serge Boudreault, Donna Campbell, Susan McKenna, and Steven Gignac.

Customers and field service representatives attended a two-week combined Challenger 601/604 refresher course in Toluca, Mexico. The February course was the combined effort of BBAS Customer Training Montreal and field service representatives in Mexico and Central America. The task could not have been completed without the efforts of Rubin Ruiz and Lino Garcia from field service Mexico and Stacey Beller, technical training coordinator at Customer Training DFW.

A total of 16 students from various operators and service centers in Mexico plus two field service representatives attended this intense training. With an accumulation of nearly 100 years of Challenger aircraft experience in one room for two weeks, a mountain of information was shared by participants.

Onsite instruction was carried out by Dan St-James and Randy White, technical instructors. Dan presented the electrical and avionics systems, and Randy taught the environmental control and mechanical systems.

BBAS Customer Training – 2nd Quarter 2003 3

Student turned teacher: Scholarship winner’s goals include the classroom

Mike Crudden was awarded a Bombardier Aerospace scholarship through the University of North Dakota. Mike attended the Learjet 60 pilot initial course at Customer Training DFW in January.

Mike has been flying since he was about 12. He completed his private pilot certificate training by his first semester enrolled at UND. His total flying time is approximately 900 hours, a third of which has been training. The other flying time was as a flight instructor and competitor with the flying team. He was captain of the team for about two years and is now helping the team as an assistant coach.

He currently holds a commercial pilot certificate with single-engine land, multi-engine land, and instrument airplane ratings. Mike holds instrument and multi-engine airplane ratings. Recently, Mike worked with the faculty at UND teaching Aviation 102 in the university’s private pilot ground school.

Now Mike is working as a flight instructor at the Cirrus Design Factory in Duluth, Minnesota, providing new owners with transition and recurrent aircraft training. “I get to teach people to fly a relatively advanced airplane, I’m traveling all over the country, and I’m generally really enjoying myself,” Mike said. He’s also rewriting the training materials and related computer applications.

Mike received a flight education degree from the University of North Dakota in December 2002. He plans to work in the aerospace training environment. He has applied for the Harvard Graduate School of Education, which offers a master's program on technology in education, and would like to attend next year. His overall goal is to transition into a training organization working as both a flight instructor and courseware developer.

The aerospace scholarship process begins with an application to the scholarship committee, comprised of the school’s faculty. The committee examines the applications, considering GPA, extra-curricular activities, community involvement, and a series of other areas that measure student achievement and activity. The committee votes to award scholarships based on their evaluations.

Customers feel the variance, not the mean

Data Information Request Six Sigma Analyst-1 training team. From left: Michael Ment, Dennis Harvey, and Arsene Gumy.

Often, the inside-out view of business is based on the average or mean-based measure of the recent past. Customers don’t judge on averages, they feel the variance in each transaction, each product shipped. Six Sigma reduces process variation and then improves the

process capability. Six Sigma revolves around a few key concepts: • Critical to Quality—Attributes most important to the customer • Defect—Failing to deliver what the customer wants • Process Capability—What the process delivers • Variation—What the customer sees and feels • Stable Operations—Consistent, predictable processes to improve what

the customer sees and feels • Design for Six Sigma—Meeting customer needs with process capability There are three key elements of quality: customer, process and employee.

To remain world-class, companies focus on these three essential elements.

...the Customer Customers define quality. They expect performance, reliability, competitive

prices, on-time delivery, service, clear and correct transaction processing, and more. In everything that influences customer perception, just being good is not enough. Delighting customers is a necessity.

...the Process Quality requires looking from the customer’s perspective. Understanding the

transaction lifecycle from the customer’s needs and processes is essential to discovering what they see and feel. With this knowledge, areas of significant value or needed improvement can be determined.

...the Employee People create results. Involving all employees is

essential to Bombardier’s quality approach. Bombardier is committed to providing opportunities and incentives for employees to focus their talents and energies on satisfying customers.

Customers value consistent, predictable business processes that deliver world-class levels of quality. This is what Six Sigma produces.