Woodward is an independent designer, manufacturer, and service provider of control solutions and system components for aircraft engines, industrial turbines, power generation, and mobile industrial equipment for the aerospace and industrial markets.<\/p>\n
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With a 150-year history, the business is renowned for its expert knowledge and resources. It has come to be relied upon for solving issues associated with global efficiency initiatives, from reducing emissions and increasing energy efficiency to helping customers implement alternative energy sources.<\/p>\n
\u201cOur business is split into two segments\u2013 industrial and aerospace \u2013 both of which produce motion controls for the respective industries,\u201d begins Michael Benner, Senior Vice President of Operations for the Aerospace segment. \u201cTo put it simply, we make motion controls for the engine as opposed to the engine itself. It all started in 1870 when Amos Woodward, our original founder, began with his creative invention of an improved non-compensating governor waterwheel.<\/p>\n
\u201cQuickly fast-forward 50 years to the 1930s, and Woodward began to develop a string of innovations within the growing aviation industry. At that time, the industry was facing increased market demands, resulting in the company expanding its product line to include diesel engine controls and aircraft propeller governors. Our business grew tremendously, especially in the Rockford, Illinois, area.<\/p>\n
\u201cThen, during World War II, the turbo jet engine was invented in Britain and gradually made its way to the US. GE Aerospace (GE) was a key industrial partner for developing the jet engine in the US and we\u2019re fortunate to still have a strong working relationship with them today. We\u2019ve come to supply components to almost all major jet engine manufacturers, as well as air frames and flight controls to companies like Boeing and Airbus.<\/p>\n
\u201cWe went from designing products to providing physical system solutions to our customers,\u201d Michael continues. \u201cSuch system value is created by a strong design philosophy and our dedicated team of experts. We\u2019re renowned for our design process, but we also combine that with an in-house supply base and complex manufacturing processes to deliver effective solutions.<\/p>\n
\u201cOur most recent area of interest and growth is in space. With the recent commercialization of travelling to space, demand in this area is rapidly growing. While all our activity is centered around motion controls, we have specific products that provide propulsion, thrust, and other controls to space vehicles.\u201d<\/p>\n
Reflecting on what makes Woodward unique, Michael states: \u201cThe performance and quality of the products we provide is second-to-none, but it\u2019s our management structure that sets us apart from other businesses. We don\u2019t refer to ourselves as employees, but rather, \u2018members,\u2019 to reflect how much our management team values each individual. It\u2019s even codified in what we call our Woodward Constitution, a key document that explains the value we provide to customers, stakeholders, and suppliers, but above all, our members.\u201d<\/p>\n
Process technology revolution<\/strong> \u201cIn aerospace and industrial, for example, we have over 1300 active suppliers,\u201d he continues. \u201cWe separate these into categories like machining, engineered components, electronics, and distribution partners. From an internal standpoint, we\u2019re embracing automation to maximize our capability to react to the \u2018new normal\u2019 when it comes to direct labor. We\u2019ve established continuous improvement teams to assist our critical suppliers on their own automation journeys too, which includes visits to our facilities.\u201d<\/p>\n In support of Kenny\u2019s point, Michael explains: \u201cOur Rock Cut Campus set the bar for Factory 4.0. This greenfield manufacturing site opened in 2015. We\u2019re experiencing a process technology revolution, especially with new digital factory and machining platforms. It extends from the typical ERP system we use to communicate with suppliers and understand demand forecast, all the way down to automated processes that digitally capture data to feed it back to the machining center for analysis.<\/p>\n \u201cWe\u2019re able to remotely monitor machine status, for example, as well as measure coolant temperature or concentration levels using sensors. In the past, we\u2019d have to rely on an individual member to relay the status and conduct analysis to recognize when coolant levels reached a critical point, whereas engineers can now monitor levels remotely and be alerted when the threshold is met.<\/p>\n \u201cWe\u2019re continuously adding signals and sensors as part of our digital factory roadmap,\u201d he continues. \u201cAt the same time, we\u2019re also using a manufacturing information system to provide digital work instructions to our members, which dramatically reduces the time it takes to train newly hired people, meaning they could be building complex aerospace parts in a consistent and controlled way within a matter of weeks!<\/p>\n Training and development<\/strong> While automation plays a crucial role in optimizing the efficiency of Woodward\u2019s operations, Michael comments on the additional benefits it brings. \u201cAutomation is also helping us to attract new talent in an increasingly difficult labor market. It has positive implications when it comes to safety, quality, and cost, as we can automate processes where there are potential ergonomic issues or safety risks. These sophisticated processes make us a more attractive employer to new talent.<\/p>\n \u201cOur member base has grown significantly since the end of the Covid-19 pandemic. We\u2019ve hired around 1600 people in our aerospace division, which makes up around 31 percent of our current population. We\u2019re supporting those individuals with a significant budget for training and development, which includes on-the-job training and all the necessary skills and certifications to meet aerospace requirements. In addition, training and development enables members to further develop their skills and capabilities, set rewarding career paths, and feel a sense of inclusion and belonging.<\/p>\n
\nKenny Lynch, Vice President of Supply Chain for Aerospace, adds: \u201cThat\u2019s what drew me to Woodward \u2013 it\u2019s a 150-year-old company that not only includes members, customers, and shareholders, but also suppliers. This makes a big difference when managing a supply base that is fragmented because of numerous acquisitions.![\"\"](\"https:\/\/manufacturing-today.com\/wp-content\/uploads\/sites\/4\/2024\/01\/Woodward-220-Body-Image-2.jpg\")
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\n\u201cRobots are also helping us within our factories, particularly collaborative robots, otherwise known as cobots. We have around 40 industrial robots and cobots, that are able to work safely next to a human, as well as automatically guided vehicles that move material throughout the plant. With automation completing repetitive, standard processes, these types of digital technology are key to enabling our members to instead focus on value-add activities.\u201d<\/p>\n