VAC AERO’s SDI audit has been pivotal in enhancing their operational and strategic abilities
VAC AERO is a leading vacuum furnace manufacturer, vacuum heat treating and coatings service provider to Aerospace and high-tech industries worldwide. The company, which is located in Burlington, is a participant of DAIR’s SDI. How many cycles of SDI have you gone through? VAC AERO has gone through two cycles of the Supply Development Initiative (SDI), which have been pivotal in enhancing our operational and strategic capabilities. How did Vac Aero’s journey through the DAIR SDI improve your company after the first cycle? After completing the first cycle of the DAIR SDI, VAC AERO experienced significant improvements in several areas. The MACH Excellence Framework audit provided us with a clear understanding of our strengths, weaknesses, and opportunities for growth. This allowed us to streamline processes, enhance our operational efficiencies, and elevate our quality management systems. The results operationally were dramatic as we were able to improve our on-time delivery on the B737 landing gear program from 14% to 100% and sustain this for over 11 months. Additionally, we focussed on our employees. Through implementing a robust best-in-class employee development and retention initiative, we have enabled increases in both productivity and team member satisfaction. Why did Vac Aero decide to join the SDI for a second cycle? VAC AERO decided to participate in the second cycle of the DAIR SDI to implement key initiatives that align with our strategic goals. Specifically, we aimed to establish a Corporate Social Responsibility (CSR) program under Axis I, which reflects our commitment to sustainability and ethical business practices. Secondly, we still have opportunities to improve on our customer delight program and, as such, we focused on implementing a robust Daily Management System. This defined Control Plan program under Axis III is essential for enhancing operational efficiency, improving process consistency, and fostering a culture of accountability within the organization. What was your impression of the MACH Excellence Framework (the audit)? The program focuses on evaluating multiple dimensions of operational excellence, such as process efficiency, employee engagement, innovation, and sustainability. It utilizes a systematic framework to identify strengths, weaknesses, and opportunities for improvement across the organization. The MACH audit gives a holistic perspective of our operational areas, and it ensures that critical aspects of our production aren’t overlooked. We realized that many processes can be improved and optimized across departments. Addressing this will be crucial for scaling the operational excellence. While VAC AERO has strong technical capabilities, there is room for improvement in leveraging data analytics for predictive maintenance, performance optimization, and strategic planning. The findings after the audit gave us clear guidelines and a roadmap, setting the stage for the company to achieve higher MACH levels in the future. What were your employees’ reaction after going through the audit? VAC AERO’s employees who participated in the audit process felt valued to be included in our company’s improvement journey. The purpose of the audit was communicated, and we knew that this is the next step to emphasize collaboration and growth, not criticism. It was a very intense experience—even overwhelming for some of us—and a long day. The audit was deep and incredibly detailed. We went through two audits and learned a lot from both events. Will you reapply for the next SDI & MACH audit cycle? WWe are very enthusiastic about reapplying for the next SDI cycle. This will help us measure the progress we have made as a company since the previous audit. We are on a long journey towards operational excellence. Moreover, it creates the culture of accountability, teamwork, growth and acceptance of change and continues improvement. We would like to leverage the next cycle as a tool for driving sustainable improvement and reach even greater success in alignment with SDI program standards and guidance. What would you say to SMEs who are hesitant to go through the SDI process? Or why do you think SMEs should go through the SDI? There is no perfect business. Right now, we must improve our operations and approach to change if we want to stay in the market and be successful. Initially, especially for SMEs with limited resources, the first thought may be the “we have always done it that way” approach or fear of change, which may make the process appear difficult or unnecessary. The benefits of participating in the program outweighs the challenges. The support we got from SDI was extremely valuable to become more efficient and more successful. I think about it as an investment in our business’ future. We deserve it as a company; our employees deserve it. This is the only way to ensure that our business is well-prepared to meet market demands.
The SDI audit allowed A. Berger to look at their business under a different lens.
A. Berger Precision Ltd is a MACH 4 manufacturer of complex machined parts located in Brampton, Ontario. We asked them to answer the questions below regarding their experience as an SDI participant. How did your journey through the DAIR SDI improve your company after the first cycle? The SDI journey allowed A. Berger to look at our business under a different lens. Often, because we are so close to our business, it is difficult for us to critically assess, evaluate and understand how we can and should manage things differently. Reframing perspectives is a critical component of continuous improvement, and we are grateful for DAIR SDI because we have been able to do this. Why did you decide to join the SDI for a second cycle? We understand that in today’s ultra-competitive manufacturing environment, manufacturers need to be constantly updating internal systems and processes. Any opportunities to increase efficiencies and productivity should be taken. Having assistance from professional organizations are essential to our overall sustainability. What are your thoughts of the MACH Excellence Framework (the audit)? We found it to be an extremely comprehensive process. It was very professionally handled, and it had a framework that was easy to work within. The team at DAIR was very knowledgeable and helpful. We appreciate and applaud their efforts and hard work! What were your employees’ reaction after going through the audit? Our Team did appreciate the thoroughness of the MACH audit. We were thrilled to hear that we had scored a MACH 4 score, and it reinforced our confidence and determination to grow our business as a key part of the Aerospace Industry in Canada. Will you reapply for the next SDI & MACH audit cycle? We do intend to re-engage in the next SDI audit cycle, as we have always found that our business benefits greatly from this initiative. What would you say to SMEs who are hesitant to go through the SDI process? Or why do you think SMEs should go through the SDI? The SDI process is worth the time you invest into it. If you are looking for an effective way to improve your business processes and performance, the team at DAIR truly work to help you achieve important results.
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.
DAIR SDI helps Avion Technologies Inc. increase its capabilities
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. Avion Technologies Inc. engagement with the DAIR SDI: The SDI assessment helped Avion Technologies Inc. (Avion) assess operations, identify gaps, and implement an Entrepreneurial Operating System® that will set the right environment for undertaking continuous improvement initiatives and bettering on-time delivery. As the aerospace industry is slowly recovering post-pandemic, Avion recognized the need to adapt and remain competitive. With the support of the DAIR SDI, the company purchased a new machine, allowing it to enter a new market with a larger parts envelope. This new equipment also enhances Avion’s productivity by 50 percent and reduces cycle time. Avion brought in a team to train its machinists to operate the new equipment efficiently and coach them on the best methods to perform preventive maintenance. The technological upgrade will significantly increase capacity, allowing Avion to take on larger projects and expand its product mix.The positive impact of this upgrade extends beyond improving current operations as it allows Avion to enhance capabilities, open new markets and grow business opportunities. With these new capabilities, the sales team is particularly thrilled about the immense potential for growth as the SME can now bid on jobs that were previously restricted. The anticipation and enthusiasm among the SMEs’ workforce are palpable. With new resources and capabilities, Avion is poised for continued success in an ever-changing market. The DAIR SDI is promoting the growth of SMEs in Ontario’s aerospace industry and is committed to driving supplier competitiveness and continuous improvement. “The significance of our transformative journey with DAIR cannot be overstated. At Avion, we are grateful for DAIR’s invaluable support and guidance. We hope other Ontario companies can benefit from its expertise and support to achieve their desired growth and success“ Anesha MohammedHuman Resources Manager, Avion Technologies Inc.
DAIR SDI empowers Fleet Canada Inc. in starting a corporate culture transformational and strengthening journey
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. Fleet Canada Inc. engagement with the DAIR SDI: As a participant in the DAIR SDI, Fleet Canada Inc. (Fleet) pinpointed that the company’s culture needed its utmost attention. With the guidance provided by the SDI’s assessment, Fleet identified that targeting company culture was necessary before embarking on projects to improve processes and implement strategy. Despite a long history of success in the sector and a dedicated leadership team, Fleet realized it had drifted away from its intended direction in recent years. This revelation was surprising as many leadership team members had come up through the ranks, almost all through internal promotions. With the DAIR SDI, Fleet is harnessing the expertise and experience of outside experts specializing in cultural transformation. The company is striving to understand how senior leadership decisions are perceived by their employees, how to communicate these decisions to them, in what priority order these decisions should be communicated, and which decisions are necessary to be communicated with their employees. Fleet is building an intentional culture that is increasing employee engagement and buy-in and, by prioritizing transformation, it is strengthening its culture to sustain long-term success in the aerospace industry. The leadership team has recognized that their approach needs employee involvement from all levels of the organization. With high transparency and pulse surveys, a Fleet task force of employees across departments is monitoring and reporting back on their progress. With an ageing aerospace workforce, Fleet will have the culture in place to retain and attract new talent. Benchmarking high-performance companies to its current and desired standing, Fleet is now poised for growth. “At Fleet Canada, the DAIR SDI has been incredibly valuable and transformative. The SDI has had a positive impact on our employees and our vision. It has been a much-needed breath of fresh air. It has brought our management team to a common understanding and provided us with effective tools for organizational improvement.” Sal MoledinaVice President, Fleet Canada