Performance Improvement - As part of its performance improvement drive, Eurocopter has implemented numerous actions over the last few years, focused on five major themes: customer satisfaction, program management, industrial efficiency, supplier management, and human capital.

More than ever, customer satisfaction is Eurocopter’s No. 1 priority. At the start of April, the implementation of a new group organization clearly shows this (see article over). But, beyond this organization, a series of concrete actions have also been (or are being) implemented in this area. The introduction of logistics platforms in Paris, Hong Kong and Dallas – whose purpose is to improve the availability of spare parts – is another example of this focus on customer satisfaction, which will fully come to fruition this year.

Furthermore, efforts have been undertaken to make Eurocopter employees more aware of the actions and behavior they need to adopt to keep customers satisfied. A widespread training campaign, which began in 2004, and instructed close to 850 people in 2005, will continue throughout this year. In addition, to develop awareness in every sector, customer satisfaction is now the yardstick by which all company functions are measured. However, customer satisfaction is also achieved through effective program management. For two years, Eurocopter has been implementing actions to improve the control of its major programs and to tackle the ever growing complexity engendered by technical innovation and industrial cooperation (an increasing number of partners).

Roles have also been redefined and new management, planning, budgeting, and cost control tools have been introduced, along with stricter validation of customer offers and more stringent risk management. Finally, the role of the Commercial and Governmental program directorates has been strengthened within the new organization: they must now ensure the crosssector coordination of all the contributors, including the services to customers, throughout the programs life cycle. These centers are the ultimate guardians of the success of the contracts and the programs.

Industrial Efficiency
The third improvement axis focuses on industrial efficiency. All the Eurocopter industrial poles (assembly lines, product centers) have their own improvement initiatives, and each has implemented actions to reduce costs and cycles, and comply with lead times. “We now want to take this a step further by integrating all these factors within an overall approach, above all to limit the number of parts whose delivery is too slow and penalizing for customers,” emphasizes Alain Desbouvrie, the Eurocopter Business Improvement & Quality function manager.

“We must persist with our industrial policy, and optimize the planning of our requirements and the content of contracts signed with our suppliers.” Eurocopter expects a very high level of technical performance and reliability from these suppliers, along with strict adherence to their commitments. “Based on diligence and trust, we must strengthen our relationships with our suppliers, and even establish partnerships to help them develop and better satisfy our requirements,” sums up Mr. Desbouvrie. “Do not forget, in terms of value, 70% of our products come from outside the company.” All this presents the new Global Supply Chain function with a vital range of challenges.