Requirements Strategy Stream General Assembly

1. Requirements Strategy StreamGeneral Assembly Sell GmbH – Dr. Michael Thierschmann York, United Kingdom October 17, 2010

2. 9100 Company – first Sell Galley being installed in 1955 Sell GmbH

3. 9100 Company Sell GmbH Leading Designer and Manufacturer of Premium, Innovative Aircraft Galleys and Galley Insert Equipment and Provider of Associated Services for the Global Commercial Aerospace Industry Galleys • Principal focus on customised, premium galleys for super-wide-body / wide-body aircraft • #1 on A380 super-wide-body • #1 on A330 and B777 Total Sales 2010E • Steam & convection ovens, bun warmers, coffee & beverage makers, water boilers • #2 global market position Galley Inserts Galley Sales 2010E • Highly profitable complete life-cycle support • Global spares distribution, repair services, galley modifications, technical assistance Services On-Site Support • On-site support for Airbus and Boeing at Hamburg, Toulouse and Seattle • Splitting and re-assembly of galleys

4. 9100 Company Sell GmbH • Begins production of Rumbold branded galley inserts • Delivery of first A380 super-wide-body galley • Opens new galley inserts manufacturing facility in Burg Sell Milestones • Delivery of 25,000th galley unit • Design house Cadform Engineering GmbH brought in-house • Delivery of 40,000th galley unit in April • Company established by Professor Sell 1954 1997 2000 2001 2002 2003 2005 2006 2007 2008 2010 Ownership History • Britax International plc acquires Buderus Sell GmbH • Britax Sell GmbH & Co. OHG renamed Sell GmbH • Sale of Public Safety Equipment business • Britax International plc taken private • Sale of Britax Childcare business; formation of Premium Aircraft Interiors Group • Sale of PAIG’s 50% stake in Dasell

5. 9100 Company Sell GmbH Manufacturing / Engineering Herborn • Headquarters • Galleys manufacture • Design & engineering • c.1,100 employees Burg • Galley inserts manufacture • Design, engineering & repair • c.90 employees Burg Homberg Herborn Engineering Homberg • Principal design and engineering facility • c.75 employees & c.75 outside contractors

6. 9100 Implementation To be compliant to the international market requirments and the upcoming changes in airworthiness law, the GM of Sell decided in 1997 to change the Quality System into a Quality-Management-System according to the Norm 9001:1994 1997 system change prepared and implemented in conjunciton with the authorization of the German competent authority (LBA) 1998 QM- System certified according to EN9001 1999 Acceptance of QM- System according to EN9001 after transformation of national airworthiness requirments into common European requirments acc. JAR 21 & JAR 145 Sell GmbH

7. 9100 Implementation 2001 Preparation and change of QM-System acc. to EN9100 2002 Certification acc. to EN 9100 2003 Change of Airworthiness requirements from JAR to EASA. The existing QM- System acc. to EN9100 has been accepted Certification has been extended until today; changes in requirements have been incorporated Implementation has been supported by a team of 2 employees out of Quality Sell GmbH

8. 9100 Difficulties during implementation Availability of additional resources (costs!) Longtime implemention (nearly all procedures to be changed) Acceptance within the different function areas: Change of “local” way to assure Quality Inconsistent knowledge levels Discrepancy between theory and praxis: Practical work still acc. to “old way of doing” High number of audit findings Sell GmbH

9. 9100 Success and benefits Through international acceptance there are less customer audits Easier communication with customers regarding quality issues (requirements are kown to everybody) More effective “implementation pressure” due to external definitions Improved transparancy for function areas Product quality assurance through process improvements instead of products inspection allone Improved supply chain as same requirements for suppliers (easier qualification) Sell GmbH

10. 9100 Success and benefits Clear guideline: new employees can be trained more effectively More power of the Quality organization Sell GmbH

11. 9100 Success and benefits – Del. Perf. To AI Sell GmbH

12. 9100 Success and benefits – Del. Perf. To BCA Sell GmbH

13. 9100 Success and benefits Qual. Perf. Improvement to Airbus Qual. Perf. Improvement to Boeing Sell GmbH

14. 9100 Success and benefits – Boeing Rating Sell GmbH BEST: Boeing Enterprise Supplier Tool

15. 9100 Success and benefits – Boeing Rating Sell GmbH  „The lower the better“; Target reached in May 2010

16. 9100 Disadvantages – Room for improvements Evaluation of system implementation during system audits depending from individuals (difficulties to argue internally if acceptance levels changed over time) Different interpretations of requirements (specifically US – EU): Explanations would be helpful like AMC/GM in airworthiness law (audit process, working descriptions) Still difficult to keep level of acceptance within the company: Monetary constraints (high pressure on OTD performance) New employees without 9100 background Sell GmbH

17. Summary Long way until systematic 9100 scheme has been implemented effectively (still some way to go – continuous approach) In total the advantages are clear visible and dominating Requirements Strategy StreamTeam Charter

18. Questions?