This Six Sigma team created a process to better manage client registrations on behalf of the Montréal and Dallas training administration groups. They used process mapping and fishbone analysis to identify problems and propose improvements. The workshop allowed realignment of training administration and identification of projects involving invoicing and IT support to better serve customers.

1. Bombardier works with NBAA Six Sigma helps
Maintenance Training Committee training centers
By Pietro Francolini, Supervisor, Training Administration, Montréal
Bombardier takes a proactive approach to maintenance training by working
improve efficiency
By Minh Josefsson, Six Sigma Agent, Montréal
closely with the NBAA Maintenance Training Committee. This group
represents maintenance professionals in the corporate aviation community. In March, the Montréal and Dallas training
With guidance from the committee, Bombardier now offers a course administration groups used Six Sigma workshop
that is dedicated solely to “through-flight” maintenance and servicing methodology to create a process to better manage
activities on the Challenger CL604 and Global Express. The course teaches client registrations. Cross-functional team members
aircraft maintenance technicians what can be done within a 60-minute from contracts, DFW and Montréal’s training
window so the aircraft can be safely dispatched. The course provides “need administration, and training management developed
to know” information to return the aircraft to safe flight status. a process for the introduction of Challenger 604
In the course, each major aircraft system is presented by ATA chapter training at the DFW training center.
subject. The presentations contain a general description of the system, the A variety of tools such as process mapping, the
purpose and location of the principal components, a description of the FMEA and, most notably, the fishbone analysis
servicing and ground handling tasks, and dispatch troubleshooting allowed the team to identify, explore and
suggestions (using MDC, FIM, MEL, etc.). Emphasis is placed on routine graphically display all the possible problems related
servicing of the aircraft, interpreting crew reports and onboard reporting to in client registration. The five-phases of Six
systems, troubleshooting “Hints and Tips,” and safety. Sigma (define, measure, analyse, improve, and
Supporting documentation for this course is extracted directly from control) enabled the team to progress from
aircraft approved documentation. A complete set of aircraft maintenance identifying and quantifying the problem to
manuals is available in the classroom and used throughout the course for proposing improvements. Among other results, the
reference as well as supporting documentation for practical exercises. workshop allowed team members to realign training
Bombardier uses practical training aids to support classroom administration to reflect program-specific customer
presentations. Each technician receives seven hours of practical training, service and identify leverage-projects involving
during normal business hours, in the CL604 Level 5 flight training device invoicing and better IS/IT support.
(FTD). The FTD is available after normal working hours to allow more The workshop methodology is popular within
flight deck exposure and practice time with controls and operation. Bombardier Business Aviation Services (BBAS)
This course is in addition to the wide range of maintenance courses because it is conducted over a one-week timeframe
already offered by Bombardier. The strategy to develop a “phased in the morning only. While intensive, focus is on
approach” to training, from general aircraft familiarization to initial accomplishing 80% of actions by the end of the
maintenance to advanced systems training, demonstrates Bombardier’s week. Team members complete the remaining 20%
commitment to offering a “one-stop” training solution. over the next eight weeks.
Future projects aim to include crossfunctional
support from departments such as finance, in
addition to making improvements on the critical to
satisfaction components of Bombardier’s quality
(CTQ), delivery (CTD), and cost (CTC).
Six Sigma helps employees have a direct and
positive impact in quality, customer satisfaction,
and the continued growth and success of
Bombardier.
The Six Sigma team offers best wishes to
departing master agent, Donna Campbell, now
manager of sales support and customer services for
both training centers. In the spirit of change, not
only has BBAS and the training center management
reorganized their structures, but so has the Six
This Six Sigma team created a process to better manage client registrations
Sigma group. With its new partner, the business
on behalf of the Montréal and Dallas training administration groups. Back row, performance reporting group who oversees the key
from left: Pietro Francolini, Donna Campbell, Peter Novosad; middle row: performance indicators (KPIs), the Six Sigma team
Helen Demopoulos, Christine Brossard, Nathalie Daoud; front row: Serge will have an even more important role in supporting
Boudreault, Hank Blasiak, Minh Josefsson. Bombardier processes.
6 Bombardier Aerospace Training Center – 2nd Quarter 2002

2. Training News team members
The newsletter committee hopes that this
publication informs employees and customers
about what’s happening at the training centers.
Please share any news or comments with the
following committee members:
DFW Team
Alice Badgett, Stacey Beller, Donna Campbell,
Rich Hendrickson, Gene Jackson,
From left: Minh James Kramm, Dan Linn, Bobbie Locke,
Josefsson, Nathalie Janna Matthews, Susan McKenna,
Daoud, Janet Parham, Karyn Smith, Charlotte Wilson
In May, customer-invoicing stakeholders from Julie Forrester, Donna Montreal Team
Montreal and DFW, in participation with Dallas’ Campbell, Linda Serge Boudreault, Pauline DeJordy,
CAE-SimuFlite (STI), used the Six Sigma blitz Falkenstine, Laurie Pietro Francolini, Minh Josefsson, Linda Leslie,
methodology to create a process to identify STI Clark, Janna Matthews, Pete Novosad, Karen Oskowicz
customers and discrepancy pricing. and Kyle Drake.
The following important issues were incorporated SERVICE AWARDS EMPLOYEE NEWS
during the two half-day sessions: Ten Years
• Improve invoicing for customers Trevor Townsend, BCTC courseware
July son of Learjet 60 DFW consultant, Kathleen
• Clearly identify roles Karen Oskowicz**
• Establish accountability and roles technical instructor, McIlraith, is having a
Five Years Trent Townsend, busy summer. She’s
• Streamline/avoid duplication graduated from attending a nine-week
• Maximize current systems June Granbury High School figure skating class,
• Change STI to BAAN systems Bruce Duggan** on June 2. and continuing
• Transition STI into BAAN and E-registration education classes for
One Year
Blitz tools include brainstorming, process June Meredith Nivens was Macromedia Flash,
mapping, and the identification of opportunities- awarded academic Fireworks, and
Mary Bawcom*
for-defects of process maps. Information between recognition on this Dreamweaver at the
Paul Price* year’s TASS test for University of Texas at
both sides was stressed, as well as identifying roles Rex Williams*
and responsibilities among the various participants. scoring 100% on the Arlington. Kathleen is
July reading exam. Diana also busy with the
This helps both groups know where to go for the Jocelyn Cloutier** Nivens placed ninth in Society of Technical
right information at the right time. her class with a 4.3 Communicators.
The blitz, a.k.a. work-out methodology, is NEW HIRES GPA. B. Nivens, DFW
structured over one or two days and is focused on June receptionist, is very Caroline Nicolette
the start/completion of one of the Six Sigma phases Brian Baikie* proud of her two girls. Matasso was born to
(define, measure, analyze, improve, or control). July Nicole Matasso,
The success of this methodology depends upon Pierre Morissette** DFW pilot manager, supervisor, training
proper data collection measurement and analysis, as Jim Frazee* Gene Haggerty, is and administration, on
well a desire by both sides to seek solutions to proud of his son, June 4 at 11:06 p.m.
TRANSFERS Ryan, for declaring She weighed in at
improve processes and increase customer
satisfaction. Brian Baikie, from Pre-Med as his college 4 lbs and 15 oz.
Flexjet to Challenger major at Southern
During the blitz, Jim Ziegler announced that each Methodist University. Christopher Glover,
604 Instructor*
Six Sigma resource was reassigned. As such, Minh Ryan will be attending son of simulator
Josefsson, Six Sigma agent, is based in Montreal Ed Cox, from Learjet two summer sessions, engineer, Derrick
and supports process improvements and initiatives. 31a Instructor to taking 8 hours of Glover, was chosen to
Challenger 604* chemistry. play on the Northeast
Instructor Optimist All-Stars
David Latham, from Marina Harvey, traveling baseball
Learjet 31a Instructor Montreal publications team.
Bombardi-Air to Challenger 604
Instructor
editor, became a
proud homeowner with
is a quarterly publication of Bombardier her husband, Dennis.
Aerospace Business Aircraft Services for Bill Eden, from Also, her daughter
employees of the DFW/YUL Customer Training Learjet 31A Instructor Nadine was accepted Textbooks are excellent;
Centers. Training News publishes the first of to 31 and 60 at Concordia extra handouts very
February, May, August, and November. Regulatory* University. Nadine is helpful. Schematic manual
gives added clarity of
Deadlines are two months prior to publishing. Bob Munro, from 45 concurrently starting subject.
Instructor to 45 and her own business as Ken Fallon
604 Regulatory* an aesthetician. Harris Corp.
Natalie, Marina’s
Dave Wickware, from youngest daughter, Clean, comfortable, good
DFW Customer Training Center Flight Training to food, good people at front
sings in a band and desk. Very helpful and
P.O. Box 619011 • DFW Airport, TX 75261 Standards** competed in a “battle friendly.
(469) 791-4200 DFW team * of the bands.” Earl Draayer
newsletter@businessacft.bombardier.com Montreal team ** Wells Dairy
12 Bombardier Aerospace Training Center – 3rd Quarter 2002

3. VISION KEEPERS
July
Kathryn Askins – Regulatory Administrator
Kathryn started with Bombardier in August of 2000 and has been a major contributor to the training
center in her role in the regulatory department. She has been frequently recognized by her coworkers
for her commitment to doing the best job possible for her customers. One nomination read, “Kathryn
shows sound judgment in her role in Standards. She shows innovation, self-discipline, and certainly
perseverance. One can always find Kathryn working diligently at her desk or with a supervisor.”
August
Janene Lee – Training Administrator
Janene started with Bombardier in April of 2002 and has proven to be a valuable addition to the training
administration team. One nomination read, “Janene goes the extra mile for each and every customer
she speaks to.” One of Bombardier’s customers was so impressed with Janene that he nominated her
for the Vision Keeper Award on his course evaluation. He nominated Janene “for unparalled service
with all arrangements for class and anything else that was needed. You could not have hired a better
training administration person.”
September
Bob Pavelko – Training Program Developer
Bob has been with Bombardier since January of 2001 and consistently works diligently behind the
scenes to produce high quality courseware. One nomination stated that Bob is “dedicated to serving
the customers, from students to instructors …. He reads courseware with a critical eye for content and
ease of understanding.”
Six Sigma process helps resolve invoicing policies, procedures
by Minh Josefsson, Six Sigma Agent, Customer Training
In August, stakeholders from Montreal and DFW
joined with accounts receivables and finance
departments from Learjet and Canadair to streamline
customer-invoicing issues. The group used the Six
Sigma blitz methodology to resolve invoicing process
deficiencies.
The team met in Wichita to communicate the
problems experienced with invoicing and create
efficient policies and processes.
Areas that were discussed included:
• Improvement in invoicing and collections
process from the customer perspective
• Contractual proposal for services agreement
involving the Bombardier Business Aircraft Six Sigma ICT blitz team members gather in front of a Learjet in Wichita.
Services sales and marketing group (BBAS) From left: Faouzi Mokhtar, Greg King, Janna Matthews, Donna Campbell,
Minh Josefsson, Gordon Beehler, and Claude Cloutier.
and CAE SimuFlite (STI)
• Definition of a process for Bombardier billing and collection
The customer training organization is building a relationship with BBAS and STI to enhance sales opportunities. This will reduce
the number of “touch points” that customers experience when managing their respective pilot and technical training needs, regardless
of their fleet configuration. The preparation work to develop policies and process is planned for completion on November 1.
6 Bombardier Aerospace Customer Training Centers – 4th Quarter 2002

4. Variation is the enemy Customers
by Minh Josefsson, Six Sigma Agent, Customer Training say...
Understanding and controlling variation in our
processes is a key goal of Six Sigma. Variation is Good, knowledgeable,
an inability to make a product or operate a process experienced instructor
able to pass on useful
and get consistent quality. This is costly in:
real world experience.
• Rework and wasted materials
• Concessions Fred Van Schepen
• Repeated product shipments to customers
Wells Diary Inc.
• Greater wear and tear on equipment
• Increased administration, etc. I will count my present
Montreal technical training mapping team. From recurrent CL604 training
Scenario: A restaurant experience to forget… left: Minh Josefsson, Allan Ward, Isabelle Sanche, as one of the most
Colleagues went for a celebration lunch. The Peter Francolini and Fred Jennings. professional training
menu offered an assortment of dishes, including experiences in 30+ years.
veal with an entrée. Most dishes arrived on time, Bob Munro…knows the
604. He is encouraging
however, one person was kept waiting 20 minutes
and supportive!!
longer. To make matters worse, the veal was raw-
cooked, compared with the same dishes already Ed Cox…brought an
energy to his classes that
served. A huge variation was evident, in addition
keeps you excited about
to the delay. After complaints, the manager offered learning…challenges you
two complimentary bottles of wine for the diners. to do your best and lets
Lasting impression: you know when you
should do more….
Even though most orders arrived on time and
were well cooked, the lasting impression was of a Brian Baikie was my sim
dissatisfied meal caused by poor product quality Montreal administrative mapping team. From left: instructor…. In 30+
Isabelle Sanche, Peter Francolini, Linda Leslie, years of training…I have
and lengthy delivery. Marie Wasilewska, Minh Josefsson, and Maryse never received a more
Cost to the restaurant: Lalumiere. professional and
The restaurant gave away two bottles of wine that knowledgeable training
could have been sold. In addition, in such a session. “He went above
competitive market, the cost of regaining business and beyond.” THANKS.
became more difficult. Consequently, the restaurant R. Douglas Woods
lost potential business. Victory Aviation
Lesson learned with Six Sigma:
If a product and/or service is of the right quality Your instructors and
and cost, inconsistencies hurt. The way to avoid personnel are first rate.
such problems is by standardizing the quality Congratulations on
establishing a first-rate
of products and services delivered to customers,
Montreal scheduling mapping training facility.
the time it takes to deliver them, and their cost.
team. From left: Pierre Guy York
Understanding and controlling variation in these Trudeau, Barbara Wasilewski Cooper Hosiery Mill
processes ensures greater customer satisfaction. and Minh Josefsson
Challenger 604 receives enhanced visuals The instructors were very
knowledgeable, the
The Customer Training Montreal Challenger 604 Level D simulator received an enhanced visual
course was complete, the
package update in November. The MAXVUE Plus update offers advancements in scene realism, staff was very helpful and
environmental features, and significant training benefits. friendly, and the
The enhanced visual system portrays a more realistic environment due to larger scene capacity. classrooms, resource
During the update, the hardware and software of the computer were upgraded and the image generator center, and computer
system was modified to provide more processing capacity. business center top
notch….
In addition, the new enhanced visual provides a more realistic depiction of weather effects. A textured
atmospheric model gives pilots the proper speed and depth cues when entering or exiting cloud layers. Joe Bouza was a wealth
Advanced fog techniques present a real-world fog that properly fades in and out and collects in valleys of knowledge.
surrounding airfields. The simulator also has access to many more airport databases supported by the Ken Oclassen
MAXVUE Plus configuration. E.S. Air
6 BBAS Customer Training – 4th Quarter 2002

5. Bombardier Business Aviation Services Customer Training Employee Newsletter 2nd Quarter 2003
“Better Today Than Yesterday”
Jim Ziegler shares customer training philosophy
During April, Jim Ziegler, vice president
Bombardier Business Aviation Services, gave
onsite addresses to various BBAS facilities,
including Customer Training DFW and Montreal.
In this wrapup of the first quarter for 2003, he
shared his mandate to develop BBAS into a
customer-focused organization through operational
excellence and enhanced business unit
competitiveness. He stressed roles, responsibili-ties,
and accountability in all aspects of the business.
Jim’s overall guiding principles include:
• Concern for the customer—Bombardier
values each customer and doesn’t want to lose
even one
Jim Ziegler met with managers involved with customer training for the operations
• Results orientation—Bombardier meets its
review meeting at Customer Training DFW. Back row, from left: Peter Novosad,
Serge Boudreault, Steven Gignac, Hank Blasiak, Jim Ziegler, Ludvick Desjardins, commitments
and Pierre Chicoine. Front row: Minh Josefsson, Gene Haggerty, Carl Lapiska, • Personal development—Employees are
Donna Campbell, Susan McKenna, and Nolan Duncan.
expected to grow with the company
• Need for speed—Quicker is better for
Bombardier and the customer
Inside this issue:
Jim highlighted Bombardier’s training objectives,
which include increased awareness of BBAS
Toluca Training 2
Customer Training. The objectives also focus on
more personalized service and improved customer
Senior Instructor 2
satisfaction evaluation processes. Standardized
processes and data management between Montreal
Scholarship Winner 3
and DFW are also on the list.
Customer Training is focused on courseware and
Six Sigma 3
entry into service support for the
Challenger 300, Global 5000, Learjet 40, and
4
Air Ambulance
DFW facility hosts Learjet 45XR programs. Also, Customer Training
plans for Transport Canada and JAA approval for
Employee Highlights 6
FAA dignitary the Challenger 300 and Learjet 40 courses.
Ruth Grasel, FAA National Training Center Members of the BBAS team who attended
Training Material 7
Program Manager, toured Bombardier Customer the operations review included Ludvick Desjardins,
Training DFW in March. Steven Gignac, director of business planning,
Vision Keepers 8
head of standards and regulatory compliance, Pierre Chicoine, manager of finance, and
escorted her through the facility, explaining Nolan Duncan, financial analyst.
Employee News 8
training philosophies and security procedures.
BBAS Customer Training – 2nd Quarter 2003 1

6. Senior Challenger pilot
instructor adds
experience, longevity
to Bombardier staff
Bob Munro, chief standards and regulatory
compliance, has been a Challenger pilot trainer
since November 1981, making him the most senior
Challenger pilot trainer in the world.
After 23 years in the
Canadian Air Force,
Bob joined FlightSafety
Canada Ltd (FSC). At
During the April operations review, Customer Training managers took a lighthearted the time, only four other
approach by wearing shirts proclaiming, “I work for Jim Z.” At the meeting, they employees were at FSC,
presented Jim Ziegler, BBAS vice president, with a shirt embroidered with, “I am Jim
Z.” Back row, from left: Peter Novosad, Minh Josefsson, Hank Blasiak, Jim Ziegler, all transferred from
Gene Haggerty, and Carl Lapiska; front row: Serge Boudreault, Donna Campbell, other company facilities
Susan McKenna, and Steven Gignac. in the southern United
States. Bob thought
they wouldn’t last through three Montreal winters,
Instructors provide onsite Challenger so the prospects for promotion looked good. In
refresher course in Toluca, Mexico January 1982, the first of the four quit, leaving Bob
Customers and field service representatives attended a two-week combined as the new chief of ground school without having
Challenger 601/604 refresher course in Toluca, Mexico. The February course taught his first course.
By summer 1982, the newly type-rated and
was the combined effort of BBAS Customer Training Montreal and field
service representatives in Mexico and Central America. The task could not simulator-qualified Bob Munro was the director of
have been completed without the efforts of Rubin Ruiz and Lino Garcia from standards. By 1983, he was center manager. Over
the next nine years, Bob worked closely with
field service Mexico and Stacey Beller, technical training coordinator at
Customer Training DFW. Canadair’s training administrator, Peter Novosad,
A total of 16 students from various operators and service centers in Mexico now manager of BBAS technical programs.
Bob left FSC in 1992 to start his own
plus two field service representatives attended this intense training. With an
accumulation of nearly 100 years of Challenger aircraft experience in one management consulting company and was hired to
room for two weeks, a mountain of information was shared by participants. help set up Canadair’s first venture into corporate
pilot training with the new Challenger 604. Bob
Onsite instruction was carried out by Dan St-James and Randy White,
technical instructors. Dan presented the electrical and avionics systems, and hired the staff, assembled the syllabus, wrote the
Randy taught the environmental control and mechanical systems. pilot’s training guide, and trained the initial cadre
of pilots who certified the aircraft and delivered the
pilot courses.
In January 1996, Bob joined SimuFlite in Texas
to launch their Challenger 601 program. On Super
Bowl Sunday, Gene Haggerty picked Bob up at
DFW Airport to start what would be more that six
years of instructing and managing with SimuFlite.
On Super Bowl Sunday, 2002, Gene Haggerty
again offered Bob Munro a position in quality
assurance for both the Learjet and Challenger
programs.
With more than 21 years as a Challenger
instructor, Bob feels at home in both the classroom
and the simulator. More than anything else, he
enjoys working with the terrific group of pilot
customers, some of whom he has known since the
early CL-600 days in Montreal.
2 BBAS Customer Training – 2nd Quarter 2003

7. Student turned teacher:
Scholarship winner’s goals include the classroom
Mike Crudden was awarded a Bombardier Aerospace scholarship
through the University of North Dakota. Mike attended the Learjet 60 pilot
initial course at Customer Training DFW in January.
Mike has been flying since he was about 12. He completed his private
pilot certificate training by his first semester enrolled at UND.
His total flying time is approximately 900 hours, a third of which has been
training. The other flying time was as a flight instructor and competitor with
the flying team. He was captain of the team for about two years and is now
helping the team as an assistant coach.
He currently holds a commercial pilot certificate with single-engine land,
multi-engine land, and instrument airplane ratings. Mike holds instrument and multi-engine airplane ratings. Recently, Mike worked with
the faculty at UND teaching Aviation 102 in the university’s private pilot ground school.
Now Mike is working as a flight instructor at the Cirrus Design Factory in Duluth, Minnesota, providing new owners with transition and
recurrent aircraft training. “I get to teach people to fly a relatively advanced airplane, I’m traveling all over the country, and I’m generally
really enjoying myself,” Mike said. He’s also rewriting the training materials and related computer applications.
Mike received a flight education degree from the University of North Dakota in December 2002. He plans to work in the aerospace
training environment. He has applied for the Harvard Graduate School of Education, which offers a master's program on technology in
education, and would like to attend next year. His overall goal is to transition into a training organization working as both a flight
instructor and courseware developer.
The aerospace scholarship process begins with an application to the scholarship committee, comprised of the school’s faculty. The
committee examines the applications, considering GPA, extra-curricular activities, community involvement, and a series of other areas
that measure student achievement and activity. The committee votes to award scholarships based on their evaluations.
Customers feel the variance, not the mean
Often, the inside-out view of business is based on the average or
mean-based measure of the recent past. Customers don’t judge on
averages, they feel the variance in each transaction, each product
shipped. Six Sigma reduces process variation and then improves the
process capability. Six Sigma revolves around a few key concepts:
• Critical to Quality—Attributes most important to the customer
• Defect—Failing to deliver what the customer wants
• Process Capability—What the process delivers
• Variation—What the customer sees and feels
• Stable Operations—Consistent, predictable processes to improve what
the customer sees and feels
• Design for Six Sigma—Meeting customer needs with process capability
There are three key elements of quality: customer, process and employee. Data Information Request Six Sigma Analyst-1 training
team. From left: Michael Ment, Dennis Harvey, and Arsene
To remain world-class, companies focus on these three essential elements. Gumy.
...the Customer
...the Employee
Customers define quality. They expect performance, reliability, competitive
People create results. Involving all employees is
prices, on-time delivery, service, clear and correct transaction processing, and
essential to Bombardier’s quality approach.
more. In everything that influences customer perception, just being good is not
Bombardier is committed to providing
enough. Delighting customers is a necessity.
opportunities and incentives for employees to
...the Process focus their talents and energies on satisfying
Quality requires looking from the customer’s perspective. Understanding the customers.
transaction lifecycle from the customer’s needs and processes is essential to Customers value consistent, predictable
discovering what they see and feel. With this knowledge, areas of significant business processes that deliver world-class levels
value or needed improvement can be determined. of quality. This is what Six Sigma produces.
BBAS Customer Training – 2nd Quarter 2003 3