Auditor Workshop
July 30, 2009
Executive Management
Jack Carmola
Segment President
Actuation and Landing
Systems
Cindy Egnotovich
Segment President
Nacelles and Interior
Systems
Curtis Reusser
Segment President
Electronic Systems
Marshall Larsen
Chairman, President
and Chief Executive
Officer
Jerry Witowski
Executive Vice President
Operational Excellence
and Technology
Scott Kuechle
Executive Vice President
and Chief Financial
Officer
Terry Linnert
Executive Vice President
Administration and
General Counsel
Jennifer Pollino
Senior Vice President
Human Resources
Organization
Marshall Larsen
Chairman, President
and Chief Executive
Officer
Actuation and
Landing Systems
Jack Carmola
Segment President
Landing Gear
Nacelles and Interior
Systems
Cindy Egnotovich
Segment President
Electronic Systems
Curtis Reusser
Segment President
Aerostructures
Sensors and Integrated
Systems
Interiors
Engine Control and Electrical
Power Systems
Aircraft Wheels and Brakes
Actuation Systems
Customer Services
Engine Components
ISR Systems
Global Presence
Over 80 locations around the world
Europe
Americas
Brazil
United States
Canada
Mexico
United Kingdom
France
Germany
N. Ireland
Poland
Scotland
Mid. East, Asia and
Australia
Australia
India
Singapore
China
Indonesia
Dubai
Goodrich Culture
Key New Programs Add
Balanced Future Growth
Commercial
787 Dreamliner
A350XWB Nacelle
Military
F-35 Lightning II
C-5 Re-Engine
2010*
A380 Program
Pratt and Whitney
PurePower
PW1000G Engine
2008*
* Year in which significant
sales are expected to begin
Small Engine Controls
DB-110
Reconnaissance Pod
Airbus A380 and Boeing 787 Dreamliner
Airbus A380
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Main body & wing landing gear
Evacuation slides
Exterior lighting
Variable frequency electric power system
Flight controls
Primary and standby air data systems (SmartProbeTM)
Ice detection system
Cargo mechanical system
Cabin attendant and cockpit occupancy seating
Pylon aft fairings and rear secondary structure
Trent 900 engine sensor suite and fuel delivery system
Engine build-up (GP7200)
Boeing 787 Dreamliner
 Nacelles and thrust reversers
 Wheels and electric braking system
 Cargo handling system
 Exterior lighting
 Flight deck lighting
 Cabin attendant seating
 Proximity sensing system
 Fuel quantity indicating system / fuel management software
 Engine control system (Trent 1000)
Significant market penetration on major new commercial programs
Lockheed Martin F-35 Lightning II
F-35 Lightning II
 Landing system
 Anti-icing system
 Weapons bay door drive actuation
 Fuel quantity gauging components
 Ice Detection system
 Lift-FanTM drive shaft and couplings
 Lift-FanTM clutch material (STOVL
version)
 Modulated exhaust cooling duct
Aftermarket Services
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Commercial and military accounts for around 45% of sales
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Component maintenance and
aircraft heavy maintenance
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Global customer services
approach:
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Enterprise Business Portal
Customer Support Management
MRO Campuses
Cross-SBU Business Development
AOG Support
Making it easier to do business with Goodrich
Goodrich Strategic Objectives
Top Quartile
Aerospace Returns
Balanced Growth
 Create value for customers and Goodrich
 Protect and grow the military market
opportunities
 aftermarket
 Position for new platforms through
technology and cost leadership
 Capture high growth
Leverage the
Enterprise
 Embed Goodrich Culture – Values,
People Philosophy, and Continuous
Improvement
 Leverage cross-SBU resources and
capabilities
 Improve and simplify customer
interfaces
 Prioritize investments
Operational
Excellence
 Achieve excellence in quality and
delivery
 Drive breakthrough change in product
and development costs through
Continuous Improvement
 Drive coordinated global supply chain
and manufacturing strategies
Clear Strategy, Robust Execution, Superior Results
Summary
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Leading global aerospace and defense
supplier
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Broad product portfolio and balanced
business mix
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Significant wins on major new
commercial and military aircraft
platforms - positioned for future
growth
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New technologies driving expansion
into defense and homeland security
markets
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Strong focus on enterprise excellence
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Entrepreneurial culture and highest
standards of integrity
Expectations from a AQMS Assessment
 Open-Honest Dialog
 Open to discussion regarding interpretation of
requirements
 Competent/Objective Assessors
 Understanding of standards
 Understanding of industry requirements
 Confidentiality
 Audit to requirements not expectations or
perceptions of “best practices”
 Provide clearly written final report that can be used
to complete N/C
 No surprises in terms of findings and classification of
findings
 Disclose findings when found, not during final
briefing
Expectations from a AQMS Assessment
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Identify Best Practices (Industry, Company)
Identify any non-conformances within system
Identify Opportunities for Improvement
Provide thorough assessment
No soft grading
Increased process effectiveness
Verification of effective AQMS
Provide Value added assessment
Value Added- AQMS Assessments
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Issues identified within AQMS
Increased customer confidence in AQMS
Increased confidence in quality of product
Reduction in customer assessments
Continual Improvements
Ability to sharing Best Practices
Ability to review issues identified at a specific site and
extend to other locations
Questions
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