A lot of the conversations, and pre-publicity, during Farnborough International Airshow this year have focused on the ability and readiness of suppliers to reliably deliver the technologies and components required by the large OEMs to drive bigger programmes.
What do we take-away from all this? On the one hand, we see Boeing, reportedly in fire-fighting mode as it lurches from crisis to crisis. On the other hand, Airbus is talking about sending representatives into strategic suppliers to drive lean manufacturing mindsets. They even suggest increasing vertical integration for key technologies or products. What can SMEs surmise from this? A lack of long-term confidence against a short-term need for more or better capability? It begs the question, how do we manage our own planning? Much of the discussions seem to focus on short term problem fixes, while longer term issues are yet to be resolved.
The aerospace industry should be focused on innovation. Increased demand in both the civilian and defence markets, the need for sustainable aviation and the desire for advanced air mobility should be driving our forward planning. Unfortunately, it is coming at a time when we are losing many experienced engineers to other, more lucrative sectors. The problem is compounded by the lack of an attractive career path for the next generation of talent coming in.
The new Government’s pledges to bring skills back to the UK are a welcome sign that this problem is becoming a focus for attention. Longer-term planning and visibility on key government projects should certainly help and allow the creation and innovation we so need for our industry to thrive.
For the immediate shortfall, large OEMS should be confident and encouraging of SMEs who are still investing in current team development as well as training the next generation. Much of the skills and expertise required already exists in organisations like Cascade Engineering where innovation flourishes in an environment grounded in years of experience both practical and analytical. Many organisations like ours work alongside larger OEMs, training and supporting their own in-house teams so that the next generation are learning and developing. We are used to working on complex tasks and navigating regulatory and organisational frameworks to get things done. A recent article we wrote on the role of the SME to deliver complex projects makes this clear:
In addition, perhaps we can also look to regulators and the safety sector for a united approach. Concentrated efforts on Lean principles for the development processes associated with new technologies, a drive towards realisation of these innovations into certified, flying products via the regulatory bodies, together with a pragmatic approach to safety which cannot be compromised and to which the industry must remain focussed.
Consumer demand is increasing, a drive to sustainably and technological improvements is required. Farnborough Air Show is a bi-annual showcase of the best our industry has to offer and what the future holds. Let’s support our sector with a long-term focus to support forward planning, a commitment to putting SMEs at the heart of project delivery, and by keeping the best of our current talent with clear paths to progression in an innovative, exciting industry. A modern approach is required to ensure the delicate balance needed to deliver the products and technologies that we as consumers demand. Pointing to restrictions in capacity and capability will not allow our industry to thrive. Careful attention to the future and support of the existing talent we have will.
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