DeCrane manufactures high-end custom assemblies and component parts for business, commercial and military aircraft.

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Corporate profitability around the world, improved transportation infrastructure, aircraft ownership programs and the challenges of commercial airline service are propelling general aviation growth on a global basis. Private jets in particular are becoming a part of the transportation budgets of many businesses.

The General Aviation Manufacturers Association (GAMA) reports that total shipments of business jets increased close to 21 percent from 2006 to 2007. According to the organization, demand for private business jets is expected to increase in 2008. The result? More competition in the form of more manufacturers and demand for faster product turnaround.

An increase in production can also be attributed to the aircraft product manufacturers who have created new and enhanced products and better manufacturing processes.

DeCrane Aerospace is one manufacturer helping to steer the aviation industry toward record-breaking success. A integrated manufacturer of custom assemblies, subassemblies and component parts for the aviation industry, the company supplies, refurbishes and retrofits business, commercial and military aircraft, as well as VIP aircraft.

“One of the biggest issues if you’re a buyer is that you cannot receive an aircraft [quickly] because the delivery pipeline is full,” says Heidi Pursley, vice president of sales and marketing. “[Customization] and completions have become a bottleneck in the industry. Our ability to complete an aircraft faster is a big differentiator.”

DeCrane was founded in 1989 by Jack DeCrane who envisioned creating a one-stop shop for the private jet market by acquiring companies that specialized in high-end aviation interiors and advanced systems. Today, the company operates the following subsidiaries: Audio International, Carl F. Booth Veneers, PCI Composites, Precision Pattern Interiors, Aircraft Seating, PATS Aircraft Completions and Hollingsead International.

DeCrane manages the design, engineering, manufacturing, installation and certification of each aircraft it delivers through five divisions: cabin management, wood veneers, seating, plastic composites and interior furnishings. Although each division is operated by a general manager at locations throughout the United States, the company provides the client with a single point of contact for the majority of interior components. The company also offers custom interior completions, auxiliary fuel and power systems and winglet installations, as well as avionic rack installation.

This integrated approach to aircraft delivery has helped DeCrane secure clients such as Embraer, Boeing, Hawker Beechcraft and Dassault.

Changing Trends
Although there is still demand for larger jets that accommodate longer travel distances, VIPs and some businesses are purchasing smaller business aviation planes ideal for quick entry into the market, Pursley says. Expectations for luxury have also increased, as has the number of interior retrofits.

“There are limits to what you can translate from the ground into the air,” she notes. “Getting comfort and luxury into the air is a high priority. Some people are flying longer ranges, so a seat has to be just as comfortable as what is at home or in the office, [yet] it has to be lightweight.”

To meet these challenges and more, DeCrane invests heavily in research and development. For example, its seating division staff is researching the benefits of foam technology as well as conducting tests like ergonomic mapping to understand what drives comfort in a chair, Pursley explains. “The key is to make sure our developments are focused on customer-critical issues to make sure we are driving toward what our customers need,” she adds.

Streamlined Delivery
As the industry experiences record deliveries, DeCrane is staying ahead of the curve by better integrating the various divisions of the business, Pursley says. “We feel confident that we can meet aircraft delivery ramp-up plans by translating the high quality of custom construction into high-volume production,” she says.

“What we do is reinforce the benefits of integration. Instead of dealing with each individual supplier, working with DeCrane can reduce cycle time and we think it reduces administrative costs because they don’t have to manage the entire service supply chain. And we’re giving them a much better and more-focused levels of service.”

This approach has been key as commercial aircraft manufacturers convert commercial jets into aircraft for private use. “There is a lot of refurbishing being done at the high end of the market,” Pursley explains. “If I wanted to buy a jet today, I would have to wait up to four years, so many people are buying a used aircraft and having it refurbished.”

DeCrane is also developing a serialized completion process where clients select from a set of custom finishing options, but minimizes the recurring engineering cycle time. “The biggest issue with a custom completion is that the client can pick anything they want and put it into the aircraft in a process that tends to take 10 to 12 months for a Boeing business jet,” Pursley notes. “We have worked with Embraer to offer a set of options that can be completed in just four months for the Lineage program.”

In fall 2007, Embraer selected DeCrane to manage the completion of the interior in its new business jet, the Lineage 1000. The Lineage is a business jet conversion, which has been a regional commercial jet since 2005. DeCrane will provide seats, furniture, cabin management systems and veneer products.

Lean Solutions
In September 2007, DeCrane implemented a lean project committee to direct the company’s lean business initiative and boost productivity and consistency.

Greater demand for fast delivery has increased pressure on manufacturers to turn out the final product with more efficiency, says lean committee chairperson Jeff Whitehead. “Several of the individual divisions had their own initiatives, but there was no consistency – there was no sharing of best practices,” he explains. “The purpose of the council was to coordinate those best practices of the divisions so that all companies have a consistent approach. So now, if you walk into our Aircraft Seating division, you are going to see the same metrics being measured that are measured at our PATS location or at PCI.”

The council is comprised of eight representatives from each of DeCrane’s various divisions. The council focuses on four primary areas: quality, cost, delivery and safety. “The fact that we have come together as one entity has been a very powerful thing,” Whitehead notes.

“The need to get better at what we do is driving this,” Whitehead asserts. “We are in a tight labor market and we have to shift our focus to get more productivity from the labor force. If we can improve our efficiencies, it creates more capacity to  support the volume coming at us.”

Smooth Take Off
According to the General Aviation Manufacturers Association, the industry flew past record numbers in 2006. Here’s a look at the industry’s growth:

• 885 – Total number of business jet units shipped, up 18 percent from 2005
• $18.8 billion – General aviation airplane billings
• 16,458 – Number of corporate aircraft operators worldwide (11,611 in the United States)
• 60 percent – Increase in the export of general aviation airplanes
• 9.4 percent – Increase in employment among general aviation manufacturers