Requirements Strategy Stream
General Assembly
Sell GmbH – Dr. Michael Thierschmann
York, United Kingdom
October 17, 2010
Company Confidential
1
Sell GmbH
• 9100 Company – first Sell Galley being
installed in 1955
Sell GmbH
• 9100 Company
Leading Designer and Manufacturer of Premium, Innovative Aircraft Galleys and Galley Insert
Equipment and Provider of Associated Services for the Global Commercial Aerospace Industry
Galleys
• Principal focus on customised,
premium galleys for superwide-body / wide-body aircraft
• #1 on A380 super-wide-body
• #1 on A330 and B777
Total Sales 2010E
Engineering
7%
Services
19%
Galley
Inserts
 Steam & convection
ovens, bun warmers,
coffee & beverage makers,
water boilers
 #2 global market position
Galleys
Galley Inserts
61%
13%
Galley Sales 2010E
Super-wide-body
Services
 Highly profitable complete life-cycle support
 Global spares distribution, repair services, galley
modifications, technical assistance
Boeing wide-body
19%
42%
Narrow-body
7%
On-Site
Support
 On-site support for Airbus and Boeing at Hamburg, Toulouse
and Seattle
 Splitting and re-assembly of galleys
Airbus wide-body
32%
Sell GmbH
• 9100 Company
 Begins
production of
Rumbold branded galley
inserts
Sell
Milestones
of
25,000th
galley unit
established by
Professor Sell
1997
2000
 Britax
International
plc acquires Buderus
Sell GmbH
Ownership
History
of first A380
super-wide-body galley
 Delivery
 Company
1954
 Delivery
 Britax
2001
new galley inserts
manufacturing facility in Burg
 Design
house
Cadform
Engineering
GmbH brought inhouse
2002
2003
 Britax
2005
Sell GmbH &
Co. OHG renamed
Sell GmbH
International plc
taken private
 Opens
 Sale
2006
 Delivery
of 40,000th
galley unit in April
2007
2008
2010
 Sale
of Public
Safety Equipment
business
of Britax Childcare business;
formation of Premium Aircraft
Interiors Group
 Sale
of PAIG’s
50% stake in
Dasell
Sell GmbH
• 9100 Company
Manufacturing / Engineering
Herborn

Headquarters

Galleys manufacture

Design &
engineering

c.1,100 employees
Galley inserts
manufacture
 Design,
engineering &
repair
 c.90 employees

Burg
Engineering

Principal design and
engineering facility

c.75 employees &
c.75 outside
contractors
Homberg
Burg
Herborn
Homberg
Sell GmbH
• 9100 Implementation
– To be compliant to the international market
requirments and the upcoming changes in
airworthiness law, the GM of Sell decided in 1997 to
change the Quality System into a QualityManagement-System according to the Norm
9001:1994
– 1997 system change prepared and implemented in
conjunciton with the authorization of the German
competent authority (LBA)
– 1998 QM- System certified according to EN9001
– 1999 Acceptance of QM- System according to EN9001
after transformation of national airworthiness
requirments into common European requirments acc.
JAR 21 & JAR 145
Sell GmbH
• 9100 Implementation
– 2001 Preparation and change of QM-System acc. to
EN9100
– 2002 Certification acc. to EN 9100
– 2003 Change of Airworthiness requirements from
JAR to EASA. The existing QM- System acc. to EN9100
has been accepted
– Certification has been extended until today; changes
in requirements have been incorporated
– Implementation has been supported by a team of 2
employees out of Quality
Sell GmbH
• 9100 Difficulties during implementation
– Availability of additional resources (costs!)
– Longtime implemention (nearly all procedures to be
changed)
– Acceptance within the different function areas:
» Change of “local” way to assure Quality
» Inconsistent knowledge levels
– Discrepancy between theory and praxis:
» Practical work still acc. to “old way of doing”
» High number of audit findings
Sell GmbH
• 9100 Success and benefits
– Through international acceptance there are less
customer audits
– Easier communication with customers regarding
quality issues (requirements are kown to everybody)
– More effective “implementation pressure” due to
external definitions
– Improved transparancy for function areas
– Product quality assurance through process
improvements instead of products inspection allone
– Improved supply chain as same requirements for
suppliers (easier qualification)
Sell GmbH
• 9100 Success and benefits
– Clear guideline: new employees can be trained more
effectively
– More power of the Quality organization
Sell GmbH
• 9100 Success and benefits – Del. Perf. To AI
Sell GmbH
• 9100 Success and benefits – Del. Perf. To BCA
Sell GmbH
• 9100 Success and benefits
• Qual. Perf. Improvement to Airbus
• Qual. Perf. Improvement to Boeing
2008
2009
2010
average
average
average
SA
0,19
0,20
0,13
LR
0,35
0,95
0,24
Sell GmbH
• 9100 Success and benefits – Boeing Rating
BEST: Boeing Enterprise Supplier Tool
Sell GmbH
• 9100 Success and benefits – Boeing Rating
 „The lower the better“; Target reached in May 2010
Sell GmbH
• 9100 Disadvantages – Room for improvements
– Evaluation of system implementation during system
audits depending from individuals (difficulties to
argue internally if acceptance levels changed over
time)
– Different interpretations of requirements (specifically
US – EU):
» Explanations would be helpful like AMC/GM in
airworthiness law (audit process, working descriptions)
– Still difficult to keep level of acceptance within the
company:
» Monetary constraints (high pressure on OTD
performance)
» New employees without 9100 background
Requirements Strategy Stream
Team Charter
• Summary
– Long way until systematic 9100 scheme has been
implemented effectively (still some way to go –
continuous approach)
– In total the advantages are clear visible and
dominating
Questions?