Howdid theLISIAEROSPACEDivisionbehave in2014?
_TheGroup’s recentacquisitionshaveconsiderably raised itsprofile.Ourproximity
tomajor customers has increased, particularly in the cases of Airbus, Safran and
Boeing, which have become the three pillars of LISI AEROSPACE. We endeavor to
offerhigh-level, sustainableoperational performancewith thecapacity to innovate
and react locally,whereourcustomersarebased, inaglobalcontext integratingour
methodsandourvalues.
What is theoutlook for 2015?
_ If themarket suffersnoadverseevents, LISI AEROSPACEwill remain inadynamic
position,buthighlydemanding in termsofgrowth, industrialization, integrationand
innovation.Thefirstresultsof thisstrategywillbeseenasearlyas2015, thefirstyear
of complete consolidationof theManoir AerospaceGroup, andwill take full effect
when thenewprogramsareup tospeed.
Howwill you respond to the challenges thesenewprograms
present?
_Wemust keep toa very tight timetable,with constantly changingdefinitionsat a
timewhenwemust build the industrial capacitywhichallowsus to stepupagear
inorder toachieveveryambitiousobjectives. Tomanage thesedelicatephases,we
applyprovenmethods, find–ordevelop in-house– thenecessaryskills, andabove
all collaboratecloselywithourcustomers.
Withwhat typeof organization?
_Forseveralyears,wehaveanticipated thecapacityrequirementsofourcustomers
in two ways. On one handmaking use of existing resources, whose efficiency is
constantly improving thanks to our LEAP (LISI Excellence Achievement Program),
an industrial systemwhich brings together equipment maintenance, output flow
regulationandsitemanagement,andontheother, investingto increaseour installed
capacity and strengthen our Supply chain. In 2015, six sites underwent extensive
modernization,orexpansionof infrastructure.
Jean-LouisColders
ChiefExecutiveOfficer, LISIAEROSPACE
LISI 2014
52
In 2015, LISIAEROSPACEwill
remain inadynamicposition,
but highlydemanding in terms
of growth, industrialization,
integrationand innovation
LISI AEROSPACE
Framing
