Horizons
Volume 15 Issue 4 > 2010
A magazine for the employees and friends of Rockwell Collins, Inc.
Establishing a record
of performance
Rockwell Collins is providing the
United States Coast Guard with
innovative solutions to effectively
carry out missions.
Page 3 >
www.rockwellcollins.com/horizons
Horizons
Volume 15 > Issue 4 > 2010
Providing exceptional customer value
T
he United States
subsystems integrator
Coast Guard’s
for cockpits and mission
motto is Semper
systems for the
Coast Guard.
Paratus, which means
“Always Ready.”
As a company, our
So when Coast Guard
ability to innovate and
personnel are on a search
adapt solutions to meet
and rescue mission,
the unique needs of
combating the illegal flow
customers is helping
of drugs into the U.S., or
us grow our market
supporting response and
share and become a
cleanup efforts during an environmental
complete life cycle systems provider. Yet,
disaster, they need equipment that is
as in the case with the Coast Guard, this
always ready.
level of trust and collaboration doesn’t
happen overnight with customers.
More than a decade ago, our company
Many times, it starts with a small group
recognized this when we established
of employees who go out of their way
a Performance Based Logistics (PBL)
to make sure the customer’s needs are
services contract with the Coast Guard
being met.
to help reduce long turnaround times
for equipment repairs. With this
As we expand our business globally and
contract, we focused on providing
develop relationships with customers in
exceptional customer value, and since
new market segments, it’s important for
then Rockwell Collins has exceeded the
our company to continue to find ways to
Coast Guard’s expectations with a
provide exceptional value. This level of
99 percent availability rate for parts
dedication and collaboration will help us
and repair.
realize continued success.
In this issue’s cover story, you’ll read
more about how this focus on customer
value not only helped us expand our PBL
Clay Jones
contract, but also led to our role as a
Chairman, President and CEO
Publisher: David Yeoman
Editorial director: Dan Sandersfeld
Horizons
Volume 15 > Issue 4 > 2010
The following articles may contain forward-looking
statements including statements about the company’s
business prospects. Actual results may differ materially
from those projected, as a result of certain risks and
uncertainties, including but not limited to those detailed
from time to time in our earnings press releases and
Securities and Exchange Commission filings.
2 > Are we there yet?
Our Airshow® moving map provides
the answer and so much more.
Editorial team:
Managing editor:
Robert Fleener +1.319.295.8791
Editor: Crystal Hardinger +1.319.295.3932
Staff writers:
Cindy Duran +1.319.263.1573
Karen Hildebrand +1.319.295.5762
Katie Shatzer +1.319.389.0448
Jill Wojciechowski +1.319.295.4998
COV E R STO RY
3 > Establishing a record of performance
Rockwell Collins is responding to the United States
Coast Guard’s need for innovative solutions.
Copy editors:
Ruth Anne Denker +1.319.295.0643
Karen Steggall +1.319.295.5327
7 > Lean at work
Rockwell Collins employees are realizing the
power of Lean ElectronicsSM through events.
Employee contributor in this issue:
Ernesto Duarte Magana, Mexicali, Mexico
How to contact us:
Email: empcomm@rockwellcollins.com
Mailing address: Horizons
Rockwell Collins M/S 124-302
400 Collins Road NE
Cedar Rapids, IA 52498-0001
Phone: +1.319.295.1000
Fax: +1.319.295.9374
Web address:
www.rockwellcollins.com/horizons
10 > Taking pilot controls to new heights
Our company’s first complete pilot control
system is debuting on the Boeing 787 Dreamliner.
14 > Extraordinary adventures
Matt Barton is making it possible for disabled youths
in East Sussex to participate in scouting activities.
How to contact the Ombudsman:
Phone: +1.866.224.8137 or +1.319.295.7714
Email: ombudsman@rockwellcollins.com
Horizons is published by Rockwell Collins
Enterprise Communications for our
employees, retirees, shareowners and
customers. We seek to inform and inspire
our readers by incorporating our company’s
Vision, business goals and other
enterprise-wide initiatives throughout our
publication. We also strive to spotlight issues
that affect our employees, our company
and our industry.
16 > Doing business globally
Employees are using the Country
Navigator tool to obtain hands-on advice.
Back Cover > Our hub in Southeast Asia
The service center in Singapore is a convenient
site for our Asia-Pacific customers.
All trademarks and registered trademarks
contained herein are the property of their
respective owners.
©2010 Rockwell Collins, Inc.
All rights reserved.
On the cover > A United States Coast Guard MH-60 Jayhawk helicopter crew hoists a
rescue swimmer after conducting a search and rescue demonstration in Alaska.
Photo courtesy of the U.S. Coast Guard.
Establishing a record
of performance
Are we
there yet?
Rockwell Collins is responding to the United States Coast Guard’s need for
innovative solutions to effectively carry out missions and reduce workload.
Our Airshow® moving map
provides the answer and
so much more.
By Katie Shatzer
W
hether traveling to the other
side of the country or the other
side of the world, the Rockwell
Collins Airshow® moving map provides
an easy answer to an age-old question:
Are we there yet?
Recognized as one of the most
popular moving map systems in the
industry, Airshow keeps passengers
informed, entertained and in touch with
information. Along with 3D moving
maps, the system displays world clocks,
flight instrument panels, information
tickers and content from media such as Bloomberg, CNN and The Wall Street Journal.
“It’s common to see passengers
watching Airshow throughout the
duration of the flight,” explained Lupita
Ho, a principal marketing manager for
Cabin Systems in Tustin, Calif. “It makes
the flight more enjoyable.”
Recent enhancements
Earlier this year, Rockwell Collins released
new software for Airshow 4000 for
> Latest generation of Airshow – A high-tech 3D route map based on data from NASA is one of the
features recently added to our Airshow product line. This enhancement allows passengers to decipher
their location more precisely.
business aircraft, while upgrades for
Airshow 4200 and 4200D for commercial
airlines are expected in 2011. In September, Airshow Interactive was
introduced, combining state-of-the-art
3D graphics with an interactive “infotainment” experience.
The new version of the software
contains a high-tech 3D route map based
on data from the National Aeronautics
and Space Administration and a virtual
head-up display (HUD) that presents
information as the pilot would see it
through a HUD. These features allow
passengers to decipher their location and
landmarks more precisely.
An up-to-date look and feel, along with
innovative time and flight status displays,
day and night views for 3D maps, and
details about points of interest, also were
Rockwell Collins images.
> Keeping passengers informed and entertained – As a leader in head-up displays for flight decks, Rockwell
Collins was able to integrate a virtual head-up display (pictured on the left) into the cabin as part of the
newest software enhancements to Airshow. The overall look and feel of the system also was updated.
2
HORIZONS > 2010
part of the software enhancements. In
addition, the software can be customized
for each aircraft.
“Airshow is all about eye-candy,” said
Jeff Davis, principal program manager for the moving map product line in
Tustin. “We’ve learned from customer
feedback that our products have to be
visually exciting.”
Industry leader
Rockwell Collins is a pioneer in providing
moving maps for aircraft. The Airshow
product line was first developed in the
1980s, and enhancements have been
added regularly to meet evolving market
needs.
The latest update to the software
began with the user in mind. Feedback
from current and potential customers,
aircraft manufacturers, a customer
advisory board and dealer networks was
important in the development of the new capabilities.
“We realize that we have competition,
so we are constantly striving to make
sure that we have the best designs and
features in the marketplace,” said Ho.
“This release marks another milestone
for our company, yet we need to remain
focused on innovation to sustain our
leadership position.” <h>
Photos courtesy of the U.S. Coast Guard
A
By Katie Shatzer
s their yacht’s mast dangled in defeat more than 1,250 miles
south of Kodiak, Alaska, this past spring, the crew of the
California — participants in the Clipper Round the World
yacht race — waited, hoping help would arrive soon.
Unforgiving Pacific waves 20 feet high
and 50 mph winds had ravaged the
yacht. But that was just part of the crew’s
worries — one member was injured and
the battery in the team’s hand-held radio
had dwindled.
Luckily, just 175 miles away, a United
States Coast Guard search and rescue
team knew the vessel’s exact location.
Inside a Coast Guard HC-130H aircraft, a
Rockwell Collins DF-430 direction finder
antenna had detected the Emergency
Position Indicating Radio Beacon (EPIRB)
that emanated from the California.
Widely used by the Coast Guard for
its unprecedented range and accuracy,
the DF-430 is one example of a Rockwell
Collins solution that helps the Coast
Guard maximize its resources and save lives.
“Older direction finders can only offer
a range of a few miles, while the DF-430
can pick up signals up to 200 miles away,”
explained Hervé Lalanne, a program
manager who has led the DF-430 product
line at Rockwell Collins for about eight
years. “That capability helps save lives.”
In the case of the California, once the
search and rescue team reached the
yacht, an orange canister with a VHF
radio was dropped from the HC-130H
aircraft to enable better communication.
The injured crew member was moved
to a nearby merchant vessel and race
organizers were notified of the distress
call. With the help of the Coast Guard
and the DF-430, the crew of the California
avoided tragedy and eventually was able
to make repairs in order to sail safely into
San Francisco.
“Using the new direction finder, we
were able to fly to the vessel’s precise
position, saving time and fuel,” said
Coast Guard Lt. Commander Mike
Woodrum. “A visual search of the waters
in the rough sea conditions would have
been extremely difficult, and there’s a
significant chance we wouldn’t have
been able to find the vessel without
these tools.”
VOLUME 15 > ISSUE 4
3
New level of trust
While search and rescue missions — like
the California — often receive the most
attention, the Coast Guard is unique in
that its core mission roles are to protect
the public, the environment and U.S.
security interests in maritime regions.
The Coast Guard is a key defender
of American ports, waterways and
coastal areas, and plays an important
role in combating the illegal flow of
drugs into the U.S. Additionally, during
environmental disasters — such as
the recent BP Deepwater Horizon oil
spill in the Gulf of Mexico — the Coast
Guard supports response and cleanup
efforts. This array of civil and military
responsibilities means that the Coast
Guard needs reliable and efficient
solutions to effectively carry out
missions while also reducing workload.
For more than three decades, Rockwell
Collins has been providing innovative
communication and navigation solutions
to support the Coast Guard. Yet, more
recently, our company has established
a new level of trust as a subsystems
integrator for cockpits and mission
systems and as a Performance Based
Logistics (PBL) service provider.
“Our strong relationship with the
Coast Guard over time has allowed
us to move into new roles,” said Jim
Perkins, a principal marketing manager in
Government Systems for Rockwell Collins.
“Along with providing individual products,
we’re working with the Coast Guard
to understand its missions and adapt
system solutions accordingly.”
An integrated solution
Within the next 10 years, the Coast Guard
plans to complete the conversion of 42
Photo by Ted Carlson, Mission Viejo, Calif.
> Adapted for the Coast Guard — The United States Coast Guard’s MH-60T includes the Rockwell Collins
Common Avionics Architecture System (CAAS) cockpit, which was first developed for the U.S. Army Special
Operations helicopters. While developing CAAS, Rockwell Collins applied standards from the commercial
industry to create an open system architecture. This non-proprietary architecture makes it easier to adapt
CAAS to meet the unique mission requirements of the Coast Guard.
Coast Guard HH-60J aircraft to MH-60T
aircraft in order to improve operational
capabilities and reliability. One of the
features of the MH-60T is the Rockwell
Collins Common Avionics Architecture
System (CAAS) cockpit, which offers
fully integrated flight and mission
management capabilities.
Initially developed for the U.S. Army’s
Special Operations Forces MH-47G
Chinook and the MH-60L/M Black Hawk
DF-430
Since 2007, nearly 100 rescues at sea have been attributed to the use of the
Rockwell Collins DF-430 direction finder antenna. Developed at our
facility in Toulouse, France, the DF-430 provides
360-degree coverage and detects signals
from unprecedented distances when
search and rescue teams are searching
for distressed vessels’ emergency beacons.
Along with the United States Coast Guard,
the DF-430 is used by search and rescue teams in more than 20 countries.
4
HORIZONS > 2010
aircraft, CAAS was designed with an open,
non-proprietary system architecture
utilizing existing commercial standards
to allow customers to easily upgrade the
avionics system with new hardware and
software over the many years they will
operate the helicopters.
Another benefit of the open system
architecture is that CAAS also can be
adapted to meet the unique mission
requirements of other branches of the
U.S. armed forces — like the Coast Guard.
“In the defense industry, proprietary
systems have been typical, but they make
it difficult for customers to update and
maintain the equipment,” said Robert
Koelling, a principal program manager
in Mobility and Rotary Wing Solutions in
Government Systems for Rockwell Collins.
“We’ve taken an innovative approach
with CAAS to give our customers a
reasonably priced solution with great
capability to reduce pilot workload and
simplify integration.”
Using CAAS for mission-specific tasks
Inside the MH-60T, one of the most
visible elements of the upgrade is the
new all-glass cockpit. Instead of round
dials, the cockpit now features five
multifunctional displays, which provide
flight-critical and mission-specific
information such as weather radar, flight
plans, imagery, maps, and engine and
powertrain data to the pilots.
When adapting CAAS for the MH60T, engineers not only had to take
into consideration requirements for
navigation and situational awareness,
but also mission-specific tasks.
For the Coast Guard, one of the
mission-specific requirements is an
image capture and transfer solution. On
the HH-60J aircraft, there wasn’t an easy
solution incorporated into the cockpit
systems to capture still images or video
from onboard sensors. “There is limited crew in the MH-60T,”
said Perkins. “Instead of focusing on
collecting images, the crew needs to be
able to focus on flying the aircraft safely
to complete the mission.” With the upgrade to the MH-60T,
Rockwell Collins engineers were able
to repurpose the “WPN” button in the
CAAS cockpit for the Coast Guard. In the
U.S. Army CAAS cockpit, “WPN” means
“Weapon,” but in the MH-60T CAAS
cockpit, “WPN” means “Want Picture Now.”
Today, by using the Forward Looking
Infrared (FLIR) Electro-Optical Sensor
System, the Coast Guard is able to
capture still images or video by simply
pushing the “WPN” button in the MH-60T; files remain on a hard drive until the aircraft lands. In the
future, the Coast Guard would like to
further upgrade the system to use the
“WPN” button to transmit images in near
real time.
Reducing workload
According to Perkins, part of the near
real-time image transfer solution might
be found in the ARC-220 radio, which
Rockwell Collins and the Coast Guard
are considering in order to implement
automatic position reporting, also
known as Blue Force Tracking (BFT).
“Right now, most position reporting
is done via voice,” explained Koelling.
“Implementing BFT would automate the
process, reducing workload for the pilots
and allowing them to focus on the task
at hand.”
Position reporting is conducted using
ARC-220 radios in conjunction with
the United States Customs and Border
Protection HF Cellular Over The Horizon
Enforcement Network (COTHEN).
Rockwell Collins helped develop
COTHEN more than 25 years ago for
the Customs department’s long-range
communication needs, and the Coast
Guard is increasingly making use of the network.
The network — which Rockwell Collins
services and supports — automatically
routes a transmission through fixed
sites across the U.S., making the network
as simple to use as a cell phone. The
ground radio network is compatible in
the air with ARC-220 radios in Coast
Guard helicopters.
“It’s one of a handful of ground
communication networks in the world
that is this automated,” said Lonnie
Pederson, a programs manager in
Surface Solutions in Government
Systems for Rockwell Collins. “The
Coast Guard does not have to invest in
additional HF ground infrastructure.
COTHEN provides them a highly
automated, robust and flexible longrange ground communications network
to use.”
Since most of the Coast Guard’s
ARC-220 radio
Rockwell Collins and the Coast Guard are considering a low-cost
solution for automatic position reporting, also known as
Blue Force Tracking (BFT), using existing solutions —
specifically our company’s ARC-220 radios and the
Customs and Border Protection HF Cellular Over The
Horizon Enforcement Network (COTHEN). Most of the
Coast Guard’s aircraft already fly with ARC-220 radios,
and Rockwell Collins helped develop COTHEN more than 25 years
ago for the Customs department’s long-range communication needs.
VOLUME 15 > ISSUE 4
5
Photo courtesy of the U.S. Coast Guard
> Providing exceptional customer value — When establishing the Performance Based Logistics (PBL)
services contract, Rockwell Collins focused
on theCollins
CoastLight
Guard’s
ollins Dark Yellow*
Rockwell
Blue most important requirement — mission
just six
part numbers
on a single platform. Today, our
PANTONE 131readiness. The first PBL contract started with
Spot color:
PANTONE
299
company’s
10-year contract includes theProcess
Coast color:
Guard’s
airborne
fleet, spanning 150 part
or: C:0 M:30 Y:100
K:10
C:80entire
M:15 Y:0
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numbers
on five platforms. :229 G:168 B:17
(#D39100)
RGB color: R:0 G:164 B:224 (#00A0E2)
aircraft already fly with ARC-220 radios,
entire airborne fleet, spanning 150 part
Rockwell Collins Extra
Light Blue*
ollins Dark Green
implementing automatic position
numbers
on five platforms. Spotacolor: PANTONE
2915 current PBL arrangement wasn’t
PANTONE 371reporting using these radios offers
“The
Process color: C:60 M:5 Y:0 K:0
or: C:43 M:0 Y:100 K:56
low-cost
bornB:238
overnight,”
RGB color: R:77 G:190
(#63B5E8) said Kurt Kaufman, a
R:79 G:111 B:23
(#4A5F1D)solution. According to Perkins,
the implementation of BFT for the Coast
senior program manager for Rockwell
Guard also could contribute to the
Collins who has managed the PBL
development of a near real-time image
contract. “It was a matter of building
ollins Green transfer solution.
Rockwell Collins
Dark Gray
trust
through performance. The success
PANTONE 385
Spot color: PANTONE Warm Gray 10
“Enhanced
position reporting for
and
trust
Rockwell Collins has earned
or: C:3 M:0 Y:100
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known
Coast Guard assets could improve
R:129 G:124 B:0
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with
contract has established
RGB color: R:138
G:121the
B:102PBL
(#7B6E66)
the radio link options available for image
transfer,” said Perkins. “A good map
“The success and trust
of the locations of other assets and a
Rockwell Collins has earned
ollins Light Green
Rockwell Collins Gray
system able to recognize those assets
PANTONE 384
Spot color: PANTONE Warm Gray 8
could
with the PBL contract has
or: C:18 M:0 Y:100
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Process color: C:0 M:9 Y:16 K:43
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for(#8B9000)
a one-button capability that would
RGB color: R:161 G:149 B:138 (#92877F)
established our company as
transfer images in near real time.”
a complete life cycle systems
Performance Based Logistics services
provider
to the Coast
ollins Extra Light Green*
Rockwell Collins
Light Gray
A decade before the first MH-60T flew
PANTONE 583
Spot color: PANTONE Warm Gray 4
withK:17
a CAAS cockpit, our company’s
lor: C:23 M:0 Y:100
Process color:Guard.”
C:0 M:4 Y:9 K:24 — Kurt Kaufman
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services
organization began building
our reputation for providing exceptional
customer value. our company as a complete life cycle
In 1999, Rockwell Collins responded
systems provider to the Coast Guard.”
ollins Dark Blue
Rockwell Collins Extra Light Gray*
to the Coast Guard’s need for moreSpot
In the development of the PBL
PANTONE 2955
color: PANTONE Warm Gray 2
lor: C:100 M:45
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mission-ready
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(#D9D5D2)most important
firm-fixed-price service contracts RGB color: R:233
the
Coast
with a Performance Based Logistics requirement — mission readiness
(PBL) contract, which provides
— to present a service solution that
broader
coverage
and
logistics
emphasized
availability and reliability of
ollins Blue
Black*
management services.
equipment.
PANTONE 300
Spot color: Process Black
or: C:100 M:40
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the prior firm-fixed-price repair
Process color:C:0“Under
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G:0 B:0 (#232020) a broken unit would come
just six part numbers on a single RGB color: R:0arrangement,
platform. Today, our company’s 10-year
in and we would complete an analysis,”
contract includes the Coast Guard’s
said Kaufman. “If it was not a standard
*This color may be used as a tint or percentage.
6
HORIZONS > 2010
repair, the Coast Guard would need
to provide repair authorization with
another purchase order, causing a large
lag time to get the broken unit released
for repair. Long turnaround times were
leading to mission-incapable aircraft. The
aircraft would not be ready for missions
because parts were unavailable.”
Today, under the PBL contract, when
Rockwell Collins receives a requisition
for a part from any of 25 locations,
a refurbished spare is automatically
shipped to the Coast Guard. In the
contract, the Coast Guard requires an
availability rate for parts and repair of
85 percent. So far, Rockwell Collins has
exceeded the Coast Guard’s expectations
with an availability rate of 99 percent.
Continuing to understand
customer needs
Whether developing the DF-430,
optimizing the CAAS cockpit,
adapting communication capabilities
or engineering PBL solutions, the
relationship between Rockwell Collins
and the Coast Guard is characterized
by our company’s ability to understand
customer needs and innovate
accordingly. As Rockwell Collins explores
new opportunities with the Coast
Guard and other military customers, a
resounding cry for mission readiness and
workload reduction shapes our strategy.
At the same time, as Government
Systems works to grow our maritime
business, our legacy of providing trusted
communication and navigation solutions
as well as adaptable mission systems
is opening doors. With the U.S. Navy,
Marine Corps and the Coast Guard
looking for commonality among their
solutions, it’s important for Rockwell
Collins to be able to demonstrate
our company’s abilities through past
performance.
“There are several opportunities in the
maritime market segment that align
with our core capabilities,” said Alan
Prowse, senior director of Field Sales
and Business Development Support
Operations for Government Systems.
“And as we form our strategies, we’re
certainly listening to our customers.” <h>
Lean at work
Rockwell Collins employees are realizing the
power of Lean Electronics through events.
SM
F
or many people, the quickest way to learn is by doing. This
also is true when it comes to learning Lean Electronics .
By participating in Lean events, Rockwell Collins employees
not only are able to learn more about tools and principles,
they’re also able to experience firsthand how Lean works.
“Employees start with identifying a problem within their own work
area and, by using simple tools, it helps them build their Lean knowledge,” said Todd Moser, manager of Enterprise Lean for Rockwell Collins. “As they start applying the tools, they gain actionable knowledge
and results.”
There are times, though, when more complex Lean events — such
as value stream mapping, rapid process improvements (RPI), projects
and bursts — are needed. Successful execution of these events and
their outcomes reinforce how Lean tools and principles can help our
company solve larger problems and make it easier to achieve our
goals. It also helps employees develop and understand common Lean
language, according to Moser.
“Having a common language and tool set enables and empowers all of our employees to drive continuous improvement in our daily
activities,” he explained. “Everyone can identify problems that lead to
waste and inefficiencies and then apply the most effective tools to implement improvements.”
The following pages highlight four examples of how Rockwell Collins employees learned more about Lean by participating in events. In each example, they were able to identify the customer need, determine a solution, and achieve results.
More important, though, is the fact that these employees will continue to carry their Lean experiences with them and can apply what they’ve learned as new challenges and opportunities arise.
SM
> Transferring knowledge – Through a series of Lean
events, Julie Ormsby, a manager of Technical Support in
Government Systems, learned more about Lean tools and
principles while also helping her team obtain more space
in the Government Systems Rotary Wing lab.
Photos by Paul Marlow, Cedar Rapids, Iowa
VOLUME 15 > ISSUE 4
7
Improving costs with red bins
What was the customer need?
• Improve product quality, cost effectiveness and responsiveness to external customers
Lean tools included: Plan Do Check Act, Visual controls,
Standard work, Error proofing
Lean solution:
In February 2010, the Displays Integrated Production Team (IPT)
and support staff implemented a “red bin” process, which involves
the use of a red rack where team members place all workmanship
defects found during assembly and test. This process provides a
forum that encourages team members to talk about problems and defects and to collaborate on resolutions. As defects are placed
on the rack, the team
members determine
root cause and define
resolutions using a consistent Plan Do Check Act
methodology. Through
twice-daily meetings,
all issues are reviewed.
When issues arise that
require inputs from other
organizations (such as design changes), the support and production teams collaborate with those organizations to determine the best solution to the problem. Results:
• Reduced Defective Parts per Million Opportunity (DPMO) by 45 percent
• Created an environment where the entire team (production personnel, support staff and leadership) is comfortable surfacing and discussing problems every day • Instilled ownership of identifying and solving problems among all team members
• Success by the Displays IPT has inspired other teams in both production and office environments to implement red bins
8
Filling requisitions through
updated recruiting practices
What was the customer need?
• More qualified candidates for job requisitions
Lean tools included: Value stream map,
standard work
Lean solution:
To ensure our recruiting efforts are relevant and effective, our Talent Acquisition team held a value stream
mapping event last year. They determined
significant gaps that were driving inefficiencies for both recruiters and hiring managers.
The standard hiring practice for most requisitions was to post a position, collect applications, coordinate interviews and extend
offers. While it seemed like a common-sense approach, the process
was not driving the desired results. Also, due to the lack of a strong
partnership between the recruiters and hiring managers and a high
volume of requisitions, most of the responsibility for reviewing and
screening candidates was being placed on the hiring managers.
In alignment with the value stream map, the team completed several RPIs, bursts and do-its to establish a new recruiting model.
This new model allows Talent Acquisition to become a more strategic partner to its internal customers.
Along with training employees on the new process, the Talent Acquisition team is monitoring standard work, ensuring it is sustained. The team also is assessing relevance based on the ever-changing hiring needs of our business.
Results:
• Better use of the candidate pool has led to more high-quality candidates for specific roles
• Upfront phone screens by recruiters have reduced the number of resumes hiring managers need to review from about 18 to five
• Recruiters have increased the number of candidate touch points on average from approximately one to five, resulting in better communication with candidates on the status of their applications
Gaining efficiencies with 5S
Establishing a customer-triggered pull system
What was the customer need?
• Obtain more space in the Government Systems Rotary Wing lab to accommodate rapid program growth
What was the customer need?
• Improve delivery timing for a single sales order of business and regional avionics
Lean tools included: 5S, Visual controls
Lean tools included: Value stream map,
Kanban, Visual controls
Lean solution:
With the growth of our business, the Rotary Wing program in Government Systems was faced with accommodating rapid program growth within their existing lab space. Through a 5S, the team eliminated significant clutter from the area, and also
recognized that the overall space was being used inefficiently. Through a series of bursts and do-its, the Government Systems
team identified and implemented quick-fix opportunities to
prepare for a larger renovation project. They also held burst events
with other departments to discuss changes, impacts, needs and
schedules, which helped gain buy-in and support. By organizing a three-phase process over 10 months, the team maintained a functioning lab for more than 30 programs while still accommodating customer needs.
Their project plan also took
into account the relationships
between programs and how to
better collocate teams so that the
space was used efficiently.
Results:
• Accommodated 12 new Rotary Wing programs with space available for future growth
• Moved all server stations to one
area, which freed up 48 linear feet of bench space for other hardware development
• Set up new work bays with a standard power package that is adaptable to any program, allowing reconfiguration without significant infrastructure changes
• Established a designated area for programs with frequent foreign national visitors to comply with export compliance guidelines and minimize visit disruptions
Lean references
Types of Lean events
Examples of tools that can be used in events
To learn more about Lean events and tools, employees can visit the Lean Electronics website, which is accessible via “L” in the Rockwell Collins Online Index.
Value steam mapping — Identifies opportunities for improvement; typically involves current state, ideal state and future state maps
Lean project — Used to implement more complex
improvements with greater long-term impact
Rapid process improvement (RPI) — 80 percent of
improvements are implemented during event; 20 percent of improvements are implemented within 30 days
Burst — Relatively simple tasks intended for quick impact
Do-it — A single task with immediate impact
5S — Sort, simplify, systematic clean, standardize and sustain
Error proofing – Comprehensive method to prevent
mistakes and defects
Plan Do Check Act — An improvement cycle based on
four stages – proposing a change in a process, implementing the change, measuring the results, and taking appropriate action
Kanban — Visual signal to produce information,
product or service
HORIZONS > 2010
Lean solution:
Cessna and Hawker Beechcraft build business aircraft in singlepiece flow. To align with this process, Rockwell Collins builds a
single sales order of avionics — which is typically 70 to 90 line
items per aircraft. All of the components are accumulated in containers
and shipped to the customer together.
These wheeled containers follow along
the final assembly stages of the aircraft
and are returned to Rockwell Collins for
future shipments. Since this process
is designed to be “just in time,” sales
order due dates and customer needs
have to be timed perfectly.
Problems arose when sales order due
dates weren’t lining up with customer
line rates. To solve this problem, Operations employees from our facility in Melbourne, Fla., used a go-and-see approach and walked the customers’ factory floors. In working with
our customers to map the value streams, build rates of various production lines were identified and the consumption rate of the avionics containers was defined.
The resulting solution is a sequential Kanban “pull” system on the containers, which synchronizes sales orders with build orders. This system allows customers to keep only a small quantity of containers on hand and dramatically reduces the inventory investment at the customers’ facilities.
Results:
• Reduced Rockwell Collins-managed inventory stored at customer sites by $6 million
• Reduced premium freight costs by $500,000 annually
• Increased productivity by 25 percent in the Rockwell Collins packing area
Standard work — Series of steps determined to be
the best way to perform a task
Value stream map — Identifies all actions and tasks – both value added and non-value added – required to bring an item (or an idea, information, product or service) from its inception through delivery
Visual controls – Method to facilitate the transfer of important information as quickly as possible
VOLUME 15 > ISSUE 4
9
Taking pilot controls to new heights
Our company’s first complete pilot control system is debuting on the Boeing 787 Dreamliner.
By Marielle Rodeheffer
Collins Dark Yellow*
or: PANTONE 131
color: C:0 M:30 Y:100 K:10
r: R:229 G:168 B:17 (#D39100)
Rockwell Collins Light Blue
Spot color: PANTONE 299
Process color: C:80 M:15 Y:0 K:0
RGB color: R:0 G:164 B:224 (#00A0E2)
l Collins Dark Green
or: PANTONE 371
color: C:43 M:0 Y:100 K:56
or: R:79 G:111 B:23 (#4A5F1D)
Rockwell Collins Extra Light Blue*
Spot color: PANTONE 2915
Process color: C:60 M:5 Y:0 K:0
RGB color: R:77 G:190 B:238 (#63B5E8)
l Collins Green
or: PANTONE 385
color: C:3 M:0 Y:100 K:58
or: R:129 G:124 B:0 (#6F6A12)
Collins Light Green
or: PANTONE 384
color: C:18 M:0 Y:100 K:31
r: R:159 G:166 B:21 (#8B9000)
Rockwell Collins Dark Gray
Spot color: PANTONE Warm Gray 10
Process color: C:0 M:14 Y:28 K:55
RGB color: R:138 G:121 B:102 (#7B6E66)
Rockwell Collins Gray
Spot color: PANTONE Warm Gray 8
Process color: C:0 M:9 Y:16 K:43
RGB color: R:161 G:149 B:138 (#92877F)
ll Collins Extra Light Green*
lor: PANTONE 583
color: C:23 M:0 Y:100 K:17
or: R:175 G:188 B:31 (#ABB400)
Rockwell Collins Light Gray
Spot color: PANTONE Warm Gray 4
Process color: C:0 M:4 Y:9 K:24
RGB color: R:201 G:193 B:184 (#BDB6B0)
ll Collins Dark Blue
lor: PANTONE 2955
color: C:100 M:45 Y:0 K:37
or: R:0 G:82 B:136 (#003B6F)
Rockwell Collins Extra Light Gray*
Spot color: PANTONE Warm Gray 2
Process color: C:0 M:2 Y:5 K:9
RGB color: R:233 G:227 B:220 (#D9D5D2)
ll Collins Blue
lor: PANTONE 300
color: C:100 M:40 Y:0 K:0
or: R:0 G:125 B:197 (#0068C6)
Black*
Spot color: Process Black
Process color: C:0 M:0 Y:0 K:100
RGB color: R:0 G:0 B:0 (#232020)
I
n the sky, as the new Boeing 787
Dreamliner completes rigorous testing to achieve certification, Boeing
test pilots are putting the Rockwell
Collins-designed pilot control system
through its paces, making note of any
adjustments that might be needed prior
to the aircraft’s entry into service.
On the ground, at our facility in Irvine,
Calif., Rockwell Collins employees are
fine-tuning the system as they receive
feedback from the Boeing team.
“When the pilot controls moved from a
lab environment to the actual flight deck,
we expected some changes,” explained
Tony Najjar, senior director of ElectroMechanical Systems (EMS) in Irvine for
Rockwell Collins. “Overall, feedback on our
pilot controls has been very positive, and
the adjustments we’ve made will make
the system even more efficient.”
The first system of its kind created for a
commercial jet, our pilot control technology has helped set a new standard for
the development of future pilot control
system packages.
“This program sets Rockwell Collins
up well to capitalize on two trends: the
adoption of fly-by-wire technology across
the commercial and business aviation
market segments and the outsourcing
of pilot control packages to system
integrators by original equipment
manufacturers,” explained Joel Otto,
senior director of Commercial Systems
Marketing for Rockwell Collins.
> Fine-tuning the system — Rockwell Collins
employees (left to right) Ferli Fernandes, Mai Tran
and Pedro Leon are examining one part of the pilot
control system for the Boeing 787 at our facility
in Irvine, Calif. When completed, the 787 pilot
controls are more than 100 pounds lighter
than the pilot controls on the Boeing 777.
Photo by Laurel Hungerford, Costa Mesa, Calif.
A real first
About seven years ago, Rockwell Collins
first approached Boeing with a proposal
for the 787’s throttle and control stand. At
that time, these capabilities were among
our company’s core competencies in the
area of pilot control technology.
Yet, in order to reduce costs and
streamline the design process and final
assembly, Boeing wanted the pilot controls to be built as one package, instead of
hundreds of parts that would have to be
assembled together later.
In the past, most of the design work
and manufacturing of the pilot control
systems was done in-house at Boeing.
But, according to Paul Barnes, principal
marketing manager in Irvine for Rockwell
Collins, Boeing’s request for one package
drove our company to think about what
more we could offer.
“Boeing’s approach provided Rockwell
Collins with the opportunity to think
about proposing more than the throttle
and control stand,” he said. “We jumped
at the opportunity to define the package
structure the way it is today. This was a
chance we had never had before – a real
first for us.”
In the end, Rockwell Collins offered a
package that was cost effective, and our
proposed controls – when completed –
would be more than 100 pounds lighter
than the Boeing 777 pilot controls. Overcoming design challenges
In 2004, Rockwell Collins was officially
awarded a contract that included not
only the throttle and control stand for the
787, but also the speedbrake, flap control
modules, and the pitch, roll and yaw primary pilot controls. Additionally, the contract included the sensors that interface
with the aircraft’s fly-by-wire systems,
where movements of the column, wheel
and pedals are converted to electronic signals and transmitted via electrical wires.
“This contract opened up a whole new
market segment for offering an entire
pilot control system,” said Barnes. “This was a huge opportunity for Rockwell Collins.”
Our role on the 787
Dreamliner program
Along with the pilot controls,
Rockwell Collins is providing
solutions and systems integration
for the following on the 787:
• Flight deck display system
• Crew alerting system
• Communication and
surveillance systems
• Core network
• Common data network
Yet, designing the 787 pilot controls
meant Rockwell Collins employees
needed to consider several important
requirements, some of which were new to
our company.
Not only did the control system have to
be lighter and cost effective, it also had to feel like the 777 control system in order to make the transition to the 787
easier for pilots.
According to Ferli Fernandes, principal
systems engineer in Irvine for Rockwell
Collins, suggesting the use of fly-by-wire
technology — which also was used on
the 777 — was one way our company was
*This color may be used as a tint or percentage.
10
HORIZONS > 2010
VOLUME 15 > ISSUE 4
11
able to meet some of those requirements.
“Ultimately, fly-by-wire controls weigh
less and take up less space,” said Fernandes, lead engineer on the 787 pilot controls. “But that left another challenge. The fly-by-wire controls had to be
designed to look and feel like those on a
mechanically controlled airplane.”
Creating the desired feel
With mechanical pilot control systems
— which typically consist of pulleys, bell
cranks and cables — the aerodynamic
forces on the control surfaces are felt
directly by the pilot in the form of force
or pressure, according to George Palmer,
senior captain at Rockwell Collins Flight
Operations. This tangible feedback
provides aerodynamic situational
awareness for the pilot, making the
“feel” of the pilot controls essential.
While fly-by-wire technology reduces
pilot workload, it also eliminates
mechanical gears that respond to the
pilot’s movements in a traditional pilot
control system. So the feel has to be
artificially added.
“When you feel a change in force or
pressure through the controls, you can
immediately deal with it if needed,” said
Palmer, who pilots our company’s corporate jets. “If feel wasn’t artificially provided in fly-by-wire systems, it would be
difficult to manually control the airplane.”
By combining computer software
with the hardware of the pilot controls,
Rockwell Collins employees were able
to create the desired feel. In fact, Boeing
pilots had the option of customizing the
force felt when flying the 787 during
the development of the pilot controls.
“By using the flight control system,
we can program in any force value,” said
Fernandes. “Ultimately, the experience of
flying the 787 Dreamliner is exactly what
pilots want it to be.”
A work of art and science
In addition to creating fly-by-wire controls
for the 787, the Rockwell Collins team
would be presented with other challenges throughout the project. For example, the team had to take the
aesthetic appeal of the pilot controls into consideration.
The rounded edges and flowing lines
of the 787 cabin would continue into
the flight deck, giving the entire interior
of the airplane a smooth, cohesive
appearance.
“In the past, we’ve only been concerned
with functionality,” said Barnes. “But now
we had to take into account how everything would appeal to the eye; this was
brand new territory for Rockwell Collins.”
By working hand in hand with Boeing
employees and holding regular crosscompany briefings, the Rockwell Collins
team was able to incorporate design feedback throughout the entire course of the pilot control creation process. “By the end of the process, the flight
deck of a 787 Dreamliner was truly a work of art and science,” said Barnes.
Photo by Laurel Hungerford, Costa Mesa, Calif.
> Creating one package – In order to reduce costs and streamline the design process and final
assembly, Boeing wanted the 787 pilot controls to be built as one package. Mai Tran, a senior
electro-mechanical assembler in Irvine, Calif., is installing connectors on the speedbreak module,
which is part of the Rockwell Collins pilot control system.
12
HORIZONS > 2010
Feedback from pilots was essential
While pilot input has always been part of the design process at Rockwell Collins
for pilot control packages, user evaluations were more critical for the 787 due to the size of the system.
Photo courtesy of Boeing
> Innovative design — The rounded edges and flowing lines of the Boeing 787 cabin continue into the flight deck, giving the entire interior of the airplane a
smooth, cohesive appearance. When designing the pilot control system, the Rockwell Collins team also had to consider the aesthetic appeal of the 787.
“With the pilot control packages we
worked on before, we could anticipate
what pilots would say,” said Fernandes.
“With the 787, we didn’t know what
to expect.”
Inside a lab in our Irvine facility, engineers constructed a platform — known
as the pilot control development rig — for
Boeing pilots to use for testing. Over the
course of a year, Rockwell Collins employees conducted three rounds of testing
with Boeing pilots.
“It was a single seat with a rough
construction of the pilot controls,” said
Barnes. “It simulated what the controls
would feel like, which can be very subjective based on the individual.”
Feedback from pilots ranged from how
the pilot controls felt during a turn, takeoff or landing, as well as how much
pressure was felt at a particular moment
and the amount of force needed to
manipulate certain pieces of equipment.
By incorporating pilot input during the
design process, our company was able to
meet more than 150 requirements set by
Boeing for the pilot control technology,
according to Fernandes.
“The real-time feedback was key,” he
said. “It’s difficult to artificially recreate
something so indefinable. Without the
live input from the pilots, it would have
been impossible.”
Irvine are continuing to consider ways
to perfect our pilot control technology.
In the future, the team hopes lessons
learned on the 787 system will continue
to position our company as a leader in
pilot control technology.
Building upon our success
Over the summer, the 787 successfully
landed outside of the United States for
the first time, traveling about eight hours
from Seattle, Wash., to Farnborough,
United Kingdom, where the airplane was
on display at the 2010 Farnborough International Airshow.
“The 787 Dreamliner is powerful, sleek
and awe-inspiring, and it has a pilot control system to match,” said Najjar. “Seeing
the airplane fly, knowing the pilots are
on board using controls we designed for
them, is truly exciting.”
As Rockwell Collins completes the
requirements for the 787, employees in
“By the end of the process,
the flight deck of a 787
Dreamliner was truly a
work of art and science.”
— Paul Barnes
“We were the first in the industry to develop a commercial pilot control system as one package,” said Najjar. “This success is an example of our company’s innovative capabilities.” <h>
VOLUME 15 > ISSUE 4
13
2 0 1 0 Volu nteer of th e Year
Award fi n alist
2 0 1 0 Rockwell Colli ns Volu nteer of th e Year Award Wi n n er
Extraordinary
adventures
Matt Barton is making it
possible for disabled youths
in East Sussex to participate
in scouting activities.
— including rock climbing, abseiling
(rappelling), skiing, shooting, fishing
and canoeing.
As part of a large team of volunteers,
Barton has found ways for 2nd Chailey
scouts to participate in activities that
normally would be impossible to do. For
example, he engineered a way for a boy
who uses a ventilator to safely ice skate
and ride a roller coaster.
“An assistant helped him breathe
as we went on the roller coaster and
around the skating rink,” said Barton.
“Logistically, it was quite difficult and
required a lot of planning, but he could
participate as part of this scout group.”
“Even though all of
the scouts have severe
disabilities, we do things
any scout group does.
We just adapt it so our
group can join in.”
— Matt Barton
Photo by Cate Lees, Kermer, West Sussex, United Kingdom
> A thrilling experience — Giles Martin (left), a member of the 2nd Chailey Scout Group, and Matt Barton, winner of the 2010 Rockwell Collins Volunteer of the
Year Award, nervously await the first drop on the Wipeout roller coaster at Pleasurewood Hills in the United Kingdom. Martin and Barton enjoy high-adrenaline
activities, so the roller coaster ride was one of the most memorable events of the day trip during the NORJAM scout jamboree in the United Kingdom.
By Katie Shatzer
E
ach summer, Matt Barton
departs with the 2nd Chailey
Scout Group on a camping
trip in the United Kingdom,
accompanied by more than 25 volunteers. Like thousands of other
scout groups worldwide, the East Sussex troop stays at a campsite for a week — learning, exploring and having a good time.
What’s unique about this scout group,
however, is the fact that many of the
14
HORIZONS > 2010
adult volunteers are medically trained
and the scouts use wheelchairs.
“Even though all of the scouts have
severe disabilities, we do things any
scout group does. We just adapt it so
our group can join in,” said Barton, an
engineering manager at our facility in
Burgess Hill, United Kingdom, and winner
of the 2010 Rockwell Collins Volunteer
of the Year Award. “The scouts — just
like most children — want to give new
activities a try. If they want to have a go
at something, we will do everything we
can to make it happen.”
Decades of commitment
Throughout his childhood, Barton was
actively involved in the Scout Association
in the United Kingdom. As a youth, he
also assisted with activities for the 2nd
Chailey Scout Group, since his father
was a leader. At age 18, Barton became
a leader as well. Since then, he has led
the group on a variety of adventures
This year, for their camping trip,
the group traveled to the Norfolk
Showground in Norwich, United
Kingdom, to join 5,000 other scouts at
the NORJAM scout jamboree. Barton
said this outing provided a great
opportunity for the scouts to camp with
another disabled group while becoming
more involved in the Scout Association
as a whole.
Typically, the yearly camping trip
requires two volunteers for each child in
addition to a support staff and a team
of nurses. Several members of Barton’s
family volunteer with the group,
including his father, his sister and his
wife, Chrissi, whom he met through
2nd Chailey Scout activities.
“It’s been a family thing for a long
time and really a team effort,” said
Barton. “All of the people involved play
their part to make it a good experience.”
Since some of the youths remain
part of the group for as long as nine
years, Barton said volunteers often form
strong relationships.
“A volunteer gets to know a scout and
stays with that person on an ongoing
basis,” explained Barton. “After a while,
they become good friends.”
A way of life
Geoff Blackham, a principal systems
engineer at our company, nominated
Barton — whom he’s known for more
than 10 years — for the Rockwell
Collins Volunteer of the Year Award.
“I’ve always been impressed by
Matt’s work ethic and attitude,” said
Blackham. “He’s someone who works
hard to get things done, and that
carries into his work with the scouts.”
While Barton acknowledged his
volunteer work can be physically and
mentally demanding, he said there will
always be a need for it. He hopes to
remain involved in scouting for years
to come, and hopes to see more scout
groups for disabled children formed
around the world.
“Scouting is a fantastic experience for
any child, whether they have disabilities
or not,” said Barton. “I got a lot out
of scouting as a child, and I enjoy still
being a part of it.” <h>
> Overcoming challenges — While attending
the NORJAM scout jamboree in the United
Kingdom, Giles Martin and Matt Barton also
descended a 30-foot tower with climbing ropes.
Even though Martin uses a wheelchair, he
was able to participate in the abseiling
(rappelling) activity just like any other scout
at the jamboree.
A labor of love
For seven years, Beronica Saveedra
Ramirez has been responsible for
the landscaping and maintenance
in a Mexicali park.
Beronica Saveedra Ramirez would like
future generations to be able to enjoy
Parque Villa Magica in Mexicali, Mexico,
the same way her children and neighbors
benefit from the park now.
This is one of the reasons Ramirez, a
production supervisor at our facility in
Mexicali, Mexico, spends hours each week
keeping her neighborhood park clean,
inviting and safe. For the past seven
years, she has assumed responsibility for
landscaping and maintenance of
the park.
After developers finished their work
in Ramirez’s neighborhood, they left the
upkeep of the park to the local residents
— numbering more than 3,500 people.
Every day, more than 100 people visit the
park, many of them children climbing on
playground equipment and teenagers
playing soccer.
“The park keeps kids occupied and
keeps them from playing in the street,”
said Ramirez. “Because the park is
beautiful, kids want to be there, and
parents can be comfortable knowing their
children are safe.”
VOLUME 15 > ISSUE 4
15
Doing
business
Rockwell Collins service anniversaries
Rockwell Collins offers congratulations to employees who have marked significant service award milestones in recent months.
45 years
August
Wanda L. Campbell
Thomas E. Kemp
Gary F. Lohrer
globally
September
Simone M. Bean
John M. Berthot
Kathleen J. Gorski
Margie M. Martinez
Martin F. Osier
Charles D. Webber
Employees are using the Country
Navigator tool to obtain hands-on
advice on how to work with people
around the world.
llins Dark Yellow*
By Cindy Duran
ANTONE 131
r: C:0 M:30 Y:100 K:10
229 G:168 B:17 (#D39100)
W
Rockwell Collins Light Blue
Spot color: PANTONE 299
Process color: C:80 M:15 Y:0 K:0
way
throughout
the world; and it
RGB color: R:0 G:164
B:224 (#00A0E2)
hat’s the best
helps
to develop business
employees gain more knowledge about
relationships with
geography and other countries.
people in China?
“Country Navigator is a key resource
Rockwell
Light Blue*employees worldwide better
llins Dark Green
How do you make
a Collins Extra
in helping
Spot color: PANTONE 2915
PANTONE 371
good
in thecolor: C:60understand
the global aspects of working
M:5 Y:0 K:0
or: C:43 M:0 Y:100
K:56impression while travelingProcess
United
Arab Emirates? How should
you R:77 G:190
together,”
Fitzgerald explained.
RGB color:
B:238 (#63B5E8)
:79 G:111 B:23
(#4A5F1D)
address customers in Germany? What
communication style should you use
Aligning with customers
when working with Americans?
In his role as manager of Manufacturing
llins Green
Rockwell Collins Engineering
Dark Gray
As
Rockwell
Collins
continues
to
in Melbourne, Fla., Joe ANTONE 385
Spot color: PANTONE Warm Gray 10
focus
thesecolor: C:0Hnat
III
interacts
with external customers
r: C:3 M:0 Y:100
K:58 on global market segments,Process
M:14 Y:28 K:55
129 G:124 B:0questions
(#6F6A12) are becoming more important
RGB color: R:138 during
G:121 B:102
(#7B6E66) audits of our processes.
industrial
to our company’s success. To help
Before meeting with Airbus employees
employees learn more about cultural
from France recently, Hnat and his
differences and global teaming, team used Country Navigator to better
lins Light Green
Rockwell Collins Gray
a
understand French culture. While
ANTONE 384Rockwell Collins recently launchedSpot
color: PANTONE Warm Gray 8
web-based
performance tool called
color: C:0
using
the
tool, he learned that debate
r: C:18 M:0 Y:100
K:31
Process
M:9 Y:16
K:43
159 G:166 B:21
(#8B9000)Navigator as part of Rockwell
RGB color: R:161isG:149
B:138 (#92877F)
Country
typically
encouraged in business
Collins University.
meetings in France.
So when he was
challenged by the Airbus
ollins Extra Light Green*
Rockwell Collins
Gray
“Country Navigator
is aLight
key
PANTONE 583
Spot color: PANTONE Warm Gray 4 team about a Rockwell
or: C:23 M:0 Y:100 K:17
Process color:
C:0 M:4 Y:9 K:24
resource in helping
employees
Collins policy and process,
R:175 G:188 B:31 (#ABB400)
RGB color: R:201 G:193 B:184 (#BDB6B0)
Hnat engaged in active
worldwide better understand
discussion rather than
the global aspects of working
becoming defensive.
And while he can’t credit
together.”
ollins Dark Blue
Rockwell Collins Extra Light Gray*
PANTONE 2955
Spot color: PANTONE Warm Gray 2 everything to the tool,
or: C:100 M:45 Y:0 K:37
— Joy Fitzgerald Process color: C:0 M:2 Y:5 K:9
Hnat acknowledges that
R:0 G:82 B:136 (#003B6F)
RGB color: R:233 G:227 B:220 (#D9D5D2)
Rockwell Collins received
According to Joy Fitzgerald, manager
its highest-ever audit score from Airbus
of Learning Design in Human Resources,
following the recent visit.
“I think Country Navigator helped us
ollins Blue Country Navigator offers three keyBlack*
PANTONE 300benefits: it allows employees to conduct
to be
more aligned,” he said. “I had been
Spot color: Process
Black
or: C:100 M:40 Y:0 K:0
Process color: C:0
M:0 Y:0 K:100
a
self-assessment
of
their
own
working
looking
for a tool like Country Navigator
R:0 G:125 B:197 (#0068C6)
RGB color: R:0 G:0 B:0 (#232020)
styles; it helps employees understand
for a long time. It had everything I needed
cultural differences among countries
to know about another culture.” October
Curtis A. Brown
Preparing for travel
Along with helping employees better
interact with people from other
countries, Country Navigator provides
“flight packs” that make it easier to
prepare for international business trips.
Essential information in the flight pack —
including facts about currency, language,
mindset and weather — can be printed,
emailed or saved.
Kurt Kaufman, a senior program
manager in International & Service
Solutions, recently used Country
Navigator to help him prepare for a
business trip to Brazil where he met with
customers from Embraer.
Since it was his first time visiting the
country and interacting with South
Americans, Kaufman consulted the tool
after participating in a Country Navigator
demo with his team.
“I found out that Brazil was in the top
10 countries least compatible with my
working style,” he said. “The additional
information gained by completing my
personal profile helped me be more
effective with dialogue and business
negotiations. I would highly recommend
to anyone doing business abroad to print
off a flight pack and take a moment to fill
out your profile to see how you relate to
individuals in the other country.” <h>
40 years
September
George Kvasna
Winfried Taeschner
October
Susan D. High
Carol A. Tope
35 years
August
Elizabeth A. Greene
Larry J. Neyens
Roger L. Patterson
Don A. Stulken
Cynthia A. Tippett
Perry J. Tormey
Gary P. Wenisch
Diane M. Wilder
September
Edgar Caples
Armin Jakob
Roland Mezieres
Terry L. Moffitt
Raymond C. Walaska Jr
Frank Weckbach
September
Lori K. Bohr
Aida Cantu
Gregory S. Churchill
Gwen L. Dawley
Charles E. Gorwood
Julie A. Hemesath
Susan K. Klostermann
Arno Loesch
Beverly A. Panos
Steve V. Pham
Ernesto F. Rodriguez
Rhonda L. Theismann
October
Mary K. Boykin
Shelia A. Brown
Dawn M. Carter
Rita A. Celejewski
Armin Goeckel
Gina S. Maxwell
Dominique Pampouly
Larry M. Schmaltz
Joe E. Spoden
Steven M. Stoa
30 years
August
Ruth E. Bensmiller
Michael D. Cole
Myrna A. Foltz
Steven G. Freilinger
James A. Giglio
Louis C. Hong
Julie J. Jordan
Mark W. Olson
Angelina H. Simkins
Gail M. Smith
October
Ronald C. Fairchild
Connie J. Hanson
Helmut Meyer
Ursula Schmidt
Robert P. Schminke
Sabine Schwarz
Gregory S. Smith
25 years
August
Ann R. Bell
Carl H. Bode
Christine C. Callahan
Daniel Cortez
Barbara J. Denny
Dorothy T. Dexter
Brigitte Escales-Cros
Brent A. Foss
David J. Hahn
Curt E. Hancock
Steven J. Henely
Rita F. Jillson
Lori J. Knockle
Mark L. McEachran
Randi A. Ruzicka
Stephen A. Thompson
Guadalupe Vazquez Rodriguez
Lisa S. Wagner
September
Susan M. Balik
John N. Barnett
Gilles H. Bioche
John J. Bychkowski
Roberta K. Cady
Richard A. Cleaver
Michael J. Devera
Karl A. Dietrich
Janice M. Duffy
Jeffrey D. Endres
Kevin S. Gordon
Grant P. Heathman
Patsy A. Housewright
Rebecca R. Kearns
Gary T. Kiefer
Michael Knapp
Vickie L. Knutson
Dawn M. Lechtenberg
Marcia A. Lembke
Amy J. McCourt
Linda R. Nieland
Kathy J. Pasker
Dean A. Paulson
Darwin N. Poock
Herbert Pux
Karen J. Quam
Rex A. Reeve
Gregory C. Renning
Jeffrey A. Schroeder
Mary B. Snitker
John V. Stith
Gary M. Thiedeman
Yen V. Vo
Michael A. Wagner
Kathy A. Wathier
Scott L. Wenthe
Darcy D. Whalen
Roger S. Young
Janet L. Zeidler
October
Susan C. Adrian
William J. Balsanek Jr
William H. Bell
John F. Biederman
Betty J. Bublitz
Lynn E. Clift
Katherine A. Cook
Mark E. Correll
Danny R. Daniels
Zelda G. De Hoedt
Martin J. Denlinger
Eveline Dittmann
Michael L. Eastman
James M. Emery
Richard W. Flesner
Jeffrey J. Grimley
Ladonna L. Hackman
John C. Hinde Jr
Kimberlie F. Maas
Werner Maehringer
Ann M. McDowell
Tammy A. McKenna
Michael H. Mickelson
Terry L. Milks
Todd J. Mitchell
Michael K. Patton
Kimberly A. Proctor
Blaine L. Rittmer
Daniel L. Schleder
Shauna Shopay
Mari L. Smith
Vanessa M. Soileau
Gary A. Swanstrom
Wolfgang Tempelhagen
Steven N. Ungs
Karen E. Wadlington
Lori L. Watts
Steven J. Zieser
Web extra: Rockwell Collins employees
celebrating 20 years of service or less are
recognized in Horizons online at
www.rockwellcollins.com/horizons.
Employees can access the web-based
Country Navigator tool via the School of
Professional Development page in the
Rockwell Collins University.
*This color may be used as a tint or percentage.
16
HORIZONS > 2010
VOLUME 15 > ISSUE 4
17
PRSTD STD
US Postage
PAID
Cedar Rapids, IA
Permit No. 90
Rockwell Collins, Inc.
400 Collins Road NE
Cedar Rapids, Iowa 52498-0001
Return Service Requested
Our hub in Southeast Asia
Rockwell Collins’ service center in
Singapore is a convenient site for
our Asia-Pacific customers.
By Marielle Rodeheffer
L
ocated within a six-hour flight of
about 70 percent of our customer
base in the Asia-Pacific region, the
Rockwell Collins Service Center
in Singapore is an ideal location for
maintenance, repair and overhaul work in
Southeast Asia. “Singapore is geographically central to
the Asia-Pacific region,” said T.C. Chan, vice
president and managing director of the
Asia-Pacific region for Rockwell Collins.
“Many international airlines link through
the country, and you can move in and out quickly, which is important to our customers.”
From the flagship airlines of Malaysia and
Thailand to All Nippon Airways in Japan,
customers recognize the Singapore facility
as our company’s Air Transport Center of
Excellence in the Asia-Pacific region. “We are well positioned in our
Commercial Systems market segments,”
said Chan. “Our Singapore facility is well connected.”
Solid reputation
In total, about 120 employees support our
customer service, sales, marketing and
other functions in the Singapore area. According to David Huat Leong Tan,
managing director of the service center in
Singapore, customers in the area trust our solutions. “Other companies want to service
customers as well,” said Tan. “But the
Rockwell Collins name is very trusted here,
and our brand recognition is good.”
Chan agrees, saying our recent letter
of intent with the Commercial Aircraft
Corporation of China (COMAC) to provide
integrated surveillance systems for the
C919 family of aircraft is a testament to
Rockwell Collins’ reputation throughout the
Asia-Pacific region.
“This C919 relationship helps build a
baseline for providing more work to our
service centers in the Asia-Pacific region like
Singapore and particularly to our service
center in Shanghai,” said Chan. “In the long
term, we hope to provide aftermarket and
spares support for the C919.”
The Singapore Service Center also is
preparing to lead the service and repair
work in the region for the Boeing 787 and
the Airbus A350.
Photos by Jonathan Koh, Singapore
Many customers that have ordered new aircraft — such as All Nippon
Airways, Air China, Air India and Korean
Air — already work with Rockwell Collins
employees in Singapore. “By installing the correct capabilities in
the region for future work, we show our
customers that we are reliable and will
support them throughout the life of our
equipment,” said Tan.
Well positioned
While the Singapore facility currently
services products for the Singapore and Thai
military, Chan hopes to provide more service
and support for the Government Systems
marketplace in the future. “The potential here is huge,” said Chan.
“We need to begin seeking out more
Government Systems opportunities.”
With growth in the Air Transport market
segment on the horizon and potential for
expansion in the Government Systems
marketplace, Tan believes the Singapore
Service Center is well positioned.
“I’m looking forward to the future,” said
Tan. “I think Singapore and the Asia-Pacific
region have a lot of great things in store for
Rockwell Collins.” <h>