Airbus Helicopters Canada Celebrates 40th Anniversary – 2024
Image provided by: Airbus Helicopters Canada Airbus Helicopters Canada Limited (AHCL) celebrates its 40-years of existence this year. The company that ultimately became AHCL was formed in 1984 at Fort Erie, Ontario under the name MBB Helicopter Canada Limited and started life as a wholly owned by Messerschmitt-Bölkow-Blohm (MBB), a German aerospace company formed as the result of several mergers in the late 1960s. In mid-1993, the company was restructured as Eurocopter Canada Limited following the merger of the helicopter divisions of Aérospatiale of France and Daimler-Benz Aerospace AG (DASA), which incorporated MBB. Airbus Helicopters Canada was formed in February 2014 following the global rebranding of the European Aeronautic Defence and Space Company (EADS) as the Airbus Group and rebranding of Eurocopter as Airbus Helicopters. The story of Airbus Helicopters in Canada can be traced back to 1958 when the first turbine-powered civil helicopter in North America – a French-built Sud Aviation SE3130 Alouette II – was delivered to Autair Helicopters in Montreal. In the 1960s, this was followed by the delivery of the first SA316B Alouette III in Canada to the Department of Transport followed by a host of other French-designed helicopter models including the SA315B Lama, SA342G Gazelle, AS365N Dauphin, SA330J Puma, AS350B AStar/Squirrel, AS355 TwinStar, and AS332L Super Puma The company’s Canadian milestones also include the delivery of the first twin-engine German designed MBB Bo 105 in Canada in 1974, the formation of MBB Helicopter Canada Limited in 1984, and the delivery of the first BK117 in 1985. The French and German helicopter industries merged in 1992 under the Eurocopter banner in 1992 and Eurocopter Canada Limited was formed in mid-1993. Airbus Helicopters Canada gained market share with single and twin-engine models accounting for more than 50 percent of new Canadian commercial and para-public deliveries during the past 15 years. All totaled, there are more than 150 Airbus Helicopters customers in Canada flying 731 in Canada supported from company headquarters in Fort Erie which also manufacturers parts for Airbus Helicopters in service throughout the World. These remarkable flying machines play many essential roles in Canada supported the mining, oil and gas and forest industry, patrolled transmission lines and pipelines, fighting forest fires and monitoring wildlife, supporting ice breakers and scientific research, policing our communities and helping save lives.
HEBE Network: Innovative Partnership in Clean Hydrogen Storage Revolutionizes the Aerospace Sector
The DAIR Green Fund has proven to be a vital resource to small- and medium-sized enterprises (SMEs) in accelerating innovation forward within southern Ontario’s aerospace sector. The Green Fund supports our SMEs in achieving a higher technology readiness level (TRL) with eventual commercialization and fostering partnerships with industry leaders and/or academia. The need and interest for such an initiative has been recognized by SMEs that applied in masses to this selective program, which is supported by the Government of Canada through the Federal Economic Development Agency for Southern Ontario (FedDev Ontario). Enzo Cavaliere is on a remarkable journey to revolutionize the aerospace sector with clean hydrogen storage innovation. As founder and CEO of HEBE Network, Cavaliere is using his passion for technology and engineering to realize a greener and more sustainable economy. This ambition has been made possible through the HEBE Network partnership with Downsview Aerospace Innovation & Research (DAIR). DAIR, a non-profit consortium operating from Downsview Park in Toronto, Ontario, energizes the innovation ecosystem by bringing together start-ups and high-potential businesses such as HEBE with leading aerospace companies and post-secondary institutions. Through the DAIR Green Fund, they share a common goal of accelerating innovation-led growth by advancing technology readiness and supporting transformative companies with a goal of greening the economy by reducing aviation emissions. The HEBE mission is bold: to become the leading provider of underground, purpose-built, pressurized zero carbon hydrogen storage at scale. With the DAIR Green Fund, the HEBE team is proactively solving hydrogen infrastructure problems by developing an accessible, green hydrogen storage solution that is three to five times more cost-effective, has an 80 percent lower carbon footprint, and is significantly safer than conventional industry practices. Notable progress in renewables, electrification of mobility and lithium battery energy storage over the previous 10 years, has invigorated industry to look at large investments in hydrogen technology because it is widely accepted for its extraordinary potential to make a substantial impact on greening our economy, and it can be implemented across all sectors. The HEBE initiative is focused on introducing a safer, simplified, green hydrogen production process worldwide. Globally, green hydrogen adoption requires continued cost reductions in renewables (solar and wind), significant investment in the mass commercialization of electrolysers, and innovations in the process of ‘storage of pressurized hydrogen’. HEBE is intent on disrupting the legacy carbon steel or composite hydrogen cylinder marketplace with its proprietary HEBE CELL ‘vaults’, made of an epoxy and aggregate mixture, providing a cheaper solution that enables scaling and offers a significantly safer design. Multiple ‘vaults’ can be networked to create more power as required. The DAIR Green Fund supports the development of HEBE’s groundbreaking clean technology over several phases. In the initial phase, HEBE focused on designing, testing, and analyzing the HEBE Cell pressure vessel prototype. With funding from DAIR, HEBE is actively working with partners to develop and test the minimum viable product (MVP) of its storage system. The team is set on validating a safer, simplified, green hydrogen production process and storage system with less environmental impact, improved land use, and significantly lower costs than found in today’s market. The team targets a TRL 7 by the end of the project. By assessing the performance and reliability of the innovative green hydrogen storage solution, the HEBE Network aims to prove the solutions’ feasibility and pave the way for its commercialization into multiple sectors. HEBE is looking to integrate its underground storage solution with renewable energy, electrolysis, and fuel cells, to create a fully integrated hydrogen fueling station of the future. By avoiding mechanical compression and conventional storage materials, HEBE has set itself apart in the market. HEBE aims to reduce capital and operating expenditures to safely produce and store green hydrogen, remove the constraints of hydrogen storage hubs, and decrease the land footprint needed for above-ground storage stations. With successful prototype testing and ongoing collaboration with a manufacturing partner, HEBE is validating its ability to scale the solution at a reasonable cost. In a future where fully integrated electric vehicle (EV) and hydrogen fueling stations would utilize HEBE’s proprietary underground storage, the long-term outlook is promising. Armed with determination, partnerships, and the support of the DAIR community, Cavaliere and the HEBE Network team are confident they will play a vital role in shaping a greener and more sustainable economy. “Working with DAIR has been incredibly positive for our company. As a young company, bootstrapping to where we are now has been great – with the Green Fund we have reignited the mission, formed new partnerships and advanced our prototyping of the technology towards achieving TRL 7. We’re rapidly putting the HEBE Cell through its design phases for the global green market to positively impact our environment.” Enzo CavaliereFounder & CEO, HEBE
Ontario Aerospace Innovator: Noxon Leavitt
Image provided by: The National Film Board of Canada (1965) Noxon Leavitt was born in 1921 and started his career as a machinist for the Bata shoe group’s engineering arm in the 1940s, and then worked for a company that made record players and radios before joining Westinghouse in 1953 as a senior engineer. In 1960, he was manager of advanced engineering in the electronics division of Westinghouse when he came up with the idea of the gyrostabilized camera mount “It was so successful … we were convinced we had something novel.” Leavitt made one his first presentations to the National Film Board in 1965 to highlighting how the camera system could be mounted on a 35 ft telescoping pole or fly at up to 600 feet on the Periscopter helicopter. When the military cut off funding in 1967, Leavitt recognized that he would have to play a direct role in the marketing of the system because he was the only one in the company that understood the system. Numerous trips to Washington knocking on the doors of various U.S. military departments which was a tremendous learning department and led to new export sales. When Westinghouse lost interest in the camera mount, Leavitt mortgaged his house and on March 1, 1974, bought the commercial rights to further develop and sell the camera stabilization system. Over the years, the system was refined to make it more compact and versatile and Istec established a global rental network which expanded use. In 1990, Leavitt shared the top engineering Oscar in scientific and technical awards announced by the Academy of Motion Picture Arts and Sciences and by the mid-1990s the Westcam had become an integral part of TV productions of sporting events from the New York Marathon to the America’s Cup yacht race and the Olympics.
FREE Webinars: Speaker Series – 5 Speaker Events and 1 Mentorship Event
Thursday, January 11, 2024
1:00pm – 2:20pm ET
DAIR SDI supports Coordinate Industries Ltd. to improve processes via lean principles.
About the Downsview Aerospace Innovation and Research Supplier Development Initiative (DAIR SDI): The DAIR SDI has proven to be a vital resource in strengthening and growing the competitive edge of southern Ontario’s aerospace supply chain by providing small- and medium-sized enterprises (SMEs) the right environment for transformation. With its simple but highly effective methodology, the SDI supports SMEs in assessing challenges and issues, prioritizing areas of improvement and undertaking action to enhance their maturity, expand their competencies, develop new capabilities and innovate. The need and interest for such an initiative has been recognized by SMEs who applied in masses to this selective program, which was supported by the Government of Canada through the Federal Economic Development Agency for Southern Ontario (FedDev Ontario). While receiving financial support and a privileged mentor-mentee relationship through the SDI, an SME gets unprecedented access to a collaborative platform to bank on outside expertise and knowledge from various coaches and subject matter experts. Together with the SME, they work to determine and scope improvement projects to resolve identified gaps, innovate and enhance competitiveness. Coordinate Industries Ltd. engagement with the DAIR SDI: For Coordinate Industries Ltd. (Coordinate), its participation in the SDI has been a success, as the company addressed culture challenges to improve overall performance. Austrian-American management consultant, educator and author, Peter Drucker, is famously quoted as saying, “Culture eats strategy for breakfast.” Coordinate realized through the DAIR SDI assessment workshops that without the engagement of employees, its best plans would not come to fruition. With the funding received from the DAIR SDI, Coordinate embarked on a Lean Six Sigma training and coaching plan for several employees, from senior management to the shop floor. The team learned the benefits and methodologies of Lean Six Sigma, which targets the elimination of waste and process improvement. Lean Six Sigma uses a collaborative team effort that strengthens the relationship among employees and drives engagement. This led to the creation of its own lean steering committee, with members from all departments and a variety of positions, to continually drive productive changes. The improvement plan Coordinate has put in place also includes coaching to ensure the practical skills from the Lean Six Sigma training can be applied to future projects. Coordinate is confident that its employees will benefit from the outcome of this project for years to come and positively impact its workforce, leading to sustainability and growth for the company. “The DAIR SDI has accelerated our transformation. The SDI assessment phase reminded us how fast the industry is moving and the need for quick action to stay on top. The initiative has had a large impact on our company, supporting the creation of a road map to guide us forward and focus on our priorities. This program holds tremendous value – we are back on track. I would highly recommend the SDI to other organizations.” Sanaa ElayasEMA Manager, Coordinate Industries
DAIR SDI assists BMP Metals to revolutionize its operations through business processes improvements and automation
About the Downsview Aerospace Innovation and Research Supplier Development Initiative (DAIR SDI): The DAIR SDI has proven to be a vital resource in strengthening and growing the competitive edge of southern Ontario’s aerospace supply chain by providing small- and medium-sized enterprises (SMEs) the right environment for transformation. With its simple but highly effective methodology, the SDI supports SMEs in assessing challenges and issues, prioritizing areas of improvement and undertaking action to enhance their maturity, expand their competencies, develop new capabilities and innovate. The need and interest for such an initiative has been recognized by SMEs who applied in masses to this selective program, which was supported by the Government of Canada through the Federal Economic Development Agency for Southern Ontario (FedDev Ontario). While receiving financial support and a privileged mentor-mentee relationship through the SDI, an SME gets unprecedented access to a collaborative platform to bank on outside expertise and knowledge from various coaches and subject matter experts. Together with the SME, they work to determine and scope improvement projects to resolve identified gaps, innovate and enhance competitiveness. BMP Metals engagement with the DAIR SDI: BMP Metals (BMP) recognized the need to improve its operational processes during the assessment phase of the SDI. Using the help of a consultant, the company gained the knowledge and expertise to perform the 5S methodology for organizing, cleaning, and sustaining lean and constructive manufacturing work centres. The 5S pillars – sort, set, shine, standardize, and sustain – help create a workplace suitable for lean production. 5S also creates a safer workplace, reduces clutter, and lowers the risk of employee injuries. With the coaching received from the expert consultant, BMP will use the skills gained to apply 5S to all workstations throughout its manufacturing facility. In addition to its 5S project, BMP also chose to implement a component of its continuous improvement plan and automate some operations at its facility. BMP is evolving to take advantage of the technology available in its current setup. This project will help identify possible activities and processes where technology solutions could be advantageous in supporting operational enhancements. BMP’s machine fleet currently includes equipment with automation capabilities that could be utilized further, and the company is exploring this potential. The outputted action plan will allow BMP to begin implementing automation opportunities to become more competitive in the aerospace industry and continue to grow as a company. “BMP Metals is proud to be participating in the DAIR Supplier Development Initiative. During the strategic assessment phase, we realized we would benefit from operational efficiencies. The SDI funding had a great impact on getting the project started, and we are executing production automation improvements and implementing 5S in the manufacturing facility. As an aerospace manufacturer, BMP Metals would not have had this opportunity without the SDI program, and we thank the team at DAIR for all their hard work.“ Lori HoljevacVice President Finance, BMP Metals
The DAIR Supplier Development Initiative enables Cleeve Technology Incorporated to optimize its operations processes
About the Downsview Aerospace Innovation and Research Supplier Development Initiative (DAIR SDI): The DAIR SDI has proven to be a vital resource in strengthening and growing the competitive edge of southern Ontario’s aerospace supply chain by providing small- and medium-sized enterprises (SMEs) the right environment for transformation. With its simple but highly effective methodology, the SDI supports SMEs in assessing challenges and issues, prioritizing areas of improvement and undertaking action to enhance their maturity, expand their competencies, develop new capabilities and innovate.The need and interest for such an initiative has been recognized by SMEs who applied in masses to this selective program, which was supported by the Government of Canada through the Federal Economic Development Agency for Southern Ontario (FedDev Ontario). While receiving financial support and a privileged mentor-mentee relationship through the SDI, an SME gets unprecedented access to a collaborative platform to bank on outside expertise and knowledge from various coaches and subject matter experts. Together with the SME, they work to determine and scope improvement projects to resolve identified gaps, innovate and enhance competitiveness. Cleeve Technologies engagement with the DAIR SDI: DAIR has helped Cleeve Technologies Incorporated (Cleeve) upgrade its material requirements planning (MRP) system to improve operational efficiency and better serve the global aerospace sector with electronic components and products. The decision to upgrade these systems emerged as a priority from the SDI assessment. Not without its challenges, Cleeve quickly recognized that the potential benefits outweighed the risks. The MRP system upgrade will provide Cleeve with real-time data to help streamline its operations for efficient manufacturing and supply of products to its customers globally. The new systems will provide access to crucial information such as on hand inventory, providing employees from various departments with access to the data they need to make quicker and more informed decisions. With more than 25 years of experience with the electrical interconnect sector of the aerospace and military industries worldwide, Cleeve has earned a reputation for taking the design and supply of products above and beyond its customers’ expectations. The SDI assessment process and subsequent upgrade will help maintain and strengthen this reputation with its customers. “Thanks to the DAIR SDI, Cleeve has experienced a truly positive transformation. With valuable insights, realistic goals and great ideas for improving our business operations, we had meaningful discussions and identified areas for improvement. We are confident DAIR has contributed to our continued growth and success.” Paul ChurchPresident, Cleeve Technologies Inc.
International Women’s Day: Breaking Barriers, Soaring High – Inspiring Inclusion in Aerospace
March 7, 2024
4:30pm – 7:30pm EST
The Carty Brothers: The RCAF-A Family Affair
L to R: Flight Sergeant Adolphus Carty, Flight Sergeant William Carty, Leading Aircraftman Clyde Carty, Aircraftman Second Class Donald Carty, and Pilot Officer Gerald Carty.Image Credit: RCAF Foundation For the Carty brothers, the RCAF was a family affair. Their father, Albert Carty, and his three brothers-in-law served in the First World War with the No. 2 Construction Battalion. Keeping the family tradition of service strong, five brothers from the Saint John, New Brunswick Carty family became airmen in the RCAF. Flight Sergeant Adolphus Carty, the eldest, was an airframe mechanic and his brother, Flight Sergeant William Carty, was an aeronautical inspector. Both men served with No. 118 Coastal Artillery Co-operation Squadron, an auxiliary squadron, in the war. Leading Aircraftman Clyde Carty was an RCAF firefighter while his brother, Leading Aircraftman Donald Carty was an equipment assistant. Their younger brother, Gerald “Gerry” Carty, enlisted at age 18 and went on to become one of the youngest commissioned Officers in the RCAF. After receiving the highest mark in his class on the written exam, Gerry was promoted to Flight Lieutenant at age 19. During the Second World War, he completed a total of 35 missions over enemy-occupied territory, flying in Wellington and Lancaster bombers at a time when Black Canadian bomber pilots were rare. As an aircrew member of Bomber Command, Gerry had one of the most dangerous jobs during the war. He was wounded when his four-engine bomber was stuck and crash landed in France. Carty was rescued by members of the French Resistance and recovered in Britain. On returning to Canada, Gerry received the first electronic technician certification issued in New Brunswick. He remained involved with aviation, founding the Fredericton Flying Club and serving as its President, establishing Air Acadia, an air charter service with a small fleet of aircraft, and serving as an instructor and Commanding Officer of the Fredericton No. 333 Air Cadet Squadron. All five Carty brothers survived the war and returned home decorated airmen. After the war, younger brothers, Robert and Malcolm, joined the Army and Air Cadets respectively. Discover more with the RCAF Foundation’s newest book: “PATHWAYS TO THE STARS” Authors: Michael Hood & P. Thomas Jenkins
Free webinars: Student Aerospace Speaker Series – 4 panellist events with 12 senior industry leaders
February 7-28, 2024
4:30pm – 6:00pm EST