page 1
page 2
page 3
page 4
page 5
page 6
page 7
page 8
page 9
page 10
page 11
page 12
page 13
page 14
page 15
page 16
page 17
page 18
page 19
page 20
page 21
page 22
page 23
page 24
page 25
page 26
page 27
page 28
page 29
page 30
page 31
page 32
page 33
page 34
page 35
page 36
page 37
page 38
page 39
page 40
page 41
page 42
page 43
page 44
page 45
page 46
page 47
page 48
page 49
page 50
page 51
page 52
page 53
page 54
page 55
page 56
page 57
page 58
page 59
page 60
page 61
page 62
page 63
page 64
page 65
page 66
page 67
page 68
page 69
page 70
page 71
page 72
page 73
page 74
page 75
page 76
page 77
page 78
page 79
page 80
page 81
page 82
page 83
page 84
page 85
page 86
page 87
page 88
page 89
page 90
page 91
page 92
page 93
page 94
page 95
page 96
page 97
page 98
page 99
page 100
page 101
page 102
page 103
page 104
page 105
page 106
page 107
page 108
page 109
page 110
page 111
page 112
page 113
page 114
page 115
page 116

January 08 www.bus-ex.com 93 Hardinge with the company on new product developments and customer-driven improvements. “They’ve got a strong engineering team that is very responsive,” he adds. A key part of the more effi cient supply chain is the Hardinge Asian Sourcing Center, which serves as a focal point for sourcing parts from Asia, whether for plants based there or those outside the region. “If I have a requirement for a part in North America, I can call one person and have them search Taiwan and China for prices and lead time while I also have my team doing the same thing in North America. I may end up with three or four quotes from around the world that don’t take me any longer to get or research.” The approach also lowers hurdles such as cultural and language barriers by building a dedicated, on-the-ground resource. Bassett believes that over time, the sourcing operations will become a high-level corporate function, a refl ection of the importance the company places on the supply chain. Technology helps make the process work, with the company using the Internet-based integrated communications tool Skype to communicate from the US to Europe and Asia. “I can hold up a print to point out a part I’m talking about and the folks in Asia can go back to the vendor and know exactly what they’re talking about; it cuts right through any language barriers,” Bassett says. While the savings and other improvements have been coming already, Hardinge appreciates that its supply chain efforts are a long-term proposition. “There’s defi nitely a lot of opportunities,” Bassett says. “We feel we’re going down the right track. We’ve been fi ghting the battle of lean the last seven years and making improvements and we know there’s no end in sight.”

94 www.bus-ex.com January 08 Kate Sawyer learns how a variety of improvement initiatives are helping Aéroport de Québec to find its place on the world map It’s an interesting challenge for Aéroport de Québec: six consecutive years of growth, with a record number of 780,000 passengers, and its responsibility to the community at large meticulously defined. Now, the management team has to see it through these growing pains, while continuing to provide impeccable service and safety to all of the current flights. To put this airport on the map, management wants to retain existing business and leisure clients, attract new ones to the region, improve existing infrastructure of facilities, attract new carriers, and add new routes. For some, this laundry list of essentials is daunting, but for Aéroport de Québec it is business as usual. “Attitude is everything,” said Gaëtan Gagné, chairman of the board, in the 2006 Annual Report. “We have a confident, resolved, dedicated, visionary, and winning attitude. We believe in the role we should play as an economic driving force (for the region), we believe in the region’s potential, and above all, we believe in our vision to put the passenger first. This is how we have gotten this far.” Aéroport de Québec broke ground during 2006 on a major renovation project that could mean exponential levels of growth, recognition, and success. The Canadian and Provincial governments both support the project’s vision to position Quebec City as a modern, dynamic, and accessible city for visitors from around the world; each government contributed $15 million toward the project. The renovation will cost $65 million and is part of an ongoing initiative to improve passenger satisfaction. An initial building survey of the terminal showed that some sections are more than 50 years old and need major upgrades to meet both industry standards and traveler needs, as well as to offer airline carriers efficient equipment and facilities. As Quebec City’s 400th anniversary celebrations draw near, the deadline for completion is set for June 2008 and is a major focal point for the coming year. Other major events on the calendar that will help to boost passenger traffic and profits are the Eucharistic Convention, the Francophone Summit, the Ice Hockey Championships, the Snowboarding World Cup, and Quebec City’s International Air Show. The renovation includes substantial upgrades in technology and equipment. For instance, 140 new flight information display systems will be installed throughout the terminal. A new baggage handling system using leading-edge technology will be installed and will provide pinpoint accuracy of luggage departing the airport. Two new loading bridges will be added, which are designed to accommodate both wide-body aircrafts, such as L- 1011s and 747s, and smaller commuter jets. Despite the first stage of construction taking place in 2006, Aéroport de Québec still witnessed a rise in passenger traffic, which resulted in an increase in revenues. It also posted an 18 per Passengersfirst