Stacked with rich experience in aerospace composite manufacturing, Isaiah Lever is an integral part of Airbus Helicopters Canada and has been for the past 12 years. As the Manager of Composite Manufacturing, he ensures the coordination of activities like scheduling, personnel management, adherence to budget and KPIs, and more. Keeping Airbus Helicopters Canada as the backbone, he is fine-tuning 5S culture to increase efficiencies and bring a quality mindset throughout the facility.
In this feature by Electrical Business Review Canada, Lever discusses the modern gaps in the aviation industry hindering the manufacturing and production processes, as well as how a strong in-house team can overcome them and achieve collective goals.
What are some of the challenges you’re facing in recruitment and employee expertise in the manufacturing industry?
The biggest challenge in the fiercely competitive employment market is searching for ideal candidates, which often leads to delays in the recruitment process. When I started in the industry 12 years ago, we had several veteran employees with extensive knowledge and experience. These individuals were invaluable in passing down best practices and training newer employees. However, many have since retired, taking decades of expertise with them.
An open and honest line of contact is the key to any company’s success, allowing all employees to work towards the same goal while quickly identifying issues and opportunities for improvement
Addressing this issue is the increasing number of programs offered by colleges in southern Ontario that are directly related to composite manufacturing and the aerospace sector. These programs have proven beneficial for employers and students alike, but today, progress is still needed to bridge the gap left by retiring veterans.
How do you ensure efficiency, productivity, and profitability within your team and operations?
As the Manager of Composite Manufacturing at Airbus Helicopters Canada, I oversee a team of 100+ personnel. My responsibilities are coordinating activities such as scheduling, personnel management, performance evaluation, goal setting and budget adherence.
Moreover, I represent the manufacturing division on behalf of AHCA within our global network.
Thanks to my years of practical experience as a composite technician, I have an in-depth understanding of procedures. This knowledge proves invaluable when monitoring and reviewing production and establishing key performance indicators (KPIs). This proficiency, coupled with a comprehensive grasp of company objectives, KPIs and a robust industrial framework, has ensured superior manufacturing quality.
Central to our success is an ethos of transparency and openness in communication. By managing employee performance, we are setting goals in alignment with Total Company Objectives (TCOs) and facilitating opportunities for 360° feedback.
We enhance communication and ensure that employees actively contribute to smaller objectives that collectively drive the achievement of TCOs. I keep an open and transparent communication channel to ensure everyone is working towards the same goals and to quickly identify any issues or opportunities for improvement. This approach not only promotes proficiency and productivity but fosters a culture of continuous improvement, which is vital for long-term profitability and success.
Are there any specific hurdles you encounter in terms of product durability and application?
The main challenge presented to us in the last few years has stemmed from the supply chain brought on by COVID-19. Many suppliers have undergone and are still facing raw materials required for the production of parts. At AHCA, we are limited to specific approved suppliers who adhere to the processes defined by the organization. When this thin number of traders struggle to procure materials, it creates further delays for OEMs who have to quickly adapt to each situation.
How does your organization address sustainability concerns to minimize environmental impact?
Sustainability is always a priority at AHCA as we try to reduce our carbon footprint. We have environmental initiatives built into our TCOs to maintain company-wide competence. In manufacturing, we are looking at the environmental footprint from all angles and making changes at all magnitudes to push sustainability forward. From upgrading to state-of-the-art light fixtures to documenting materials required for the completion of tasks, the organization is mindfully analyzing and staying inclusive of green initiatives where possible.
