Northwest Aerospace News August | September Issue No. 4 | Page 53

PACIFIC NORTHWEST AEROSPACE ALLIANCE SPOTLIGHT
T
he company recognized that
to thrive in the marketplace a new
approach was needed, one that would
transform their great foundation in
Washington State into a world-class
manufacturer of aerospace compo-
nents. In 2017 they launched into
this journey and grew significantly –
in both their technology offerings and
workforce – through the acquisition
of Quatro Composites, with facilities
based in California and Iowa. This
enhanced the company’s offerings
with the addition of complex com-
posite structures and thermoplastics,
including components and assemblies
for the Boeing 787 Dreamliner and
Insitu’s UAVs. In addition, Quatro’s
facilities embraced the principles of
Industry 4.0, with impressive levels
of automation in their processes.
These advanced technologies and
processes are now being extended
into all of AIM Aerospace’s sites as a
key part of their strategy to position
them for growth in the marketplace.
At the leading edge of this technical
transformation has been the introduc-
tion of “cobots,” collaborative robots
that work alongside humans, allowing
for a safer environment for employ-
ees and reducing cost of non-quality.
AIM Aerospace’s application of
Industry 4.0 doesn’t end with auto-
mation, but also integrates processes
and data, including the use of vision
systems and intelligent automation in
the manufacturing process, producing
higher levels of quality. CEO Daniele
Cagnatel comments, “By gathering
live data during manufacture we
are able to respond in real-time to
process variations…this guarantees
the quality of the product and hence
improves our customer experience.”
More Than The Sum of Two Parts
AIM Aerospace’s recent successes would
not have been possible without their
advanced approach to merging with
Quatro. Unlike many mergers, where
the newly acquired company gradually
falls in line with the exiting company,
AIM Aerospace chose to create a new
company with a new leadership style,
new vision and values, and new branding
– taking the best qualities of the differ-
ent businesses and transforming them
to create something even better. This
approach to integration, “Enabled us to
optimize the cultural value of the existing
companies, rather than only focusing
on the technical value,” says Cagnatel.
The whole workforce was engaged in the
process, with the leadership team openly
discussing what the new company would
look like, why it would be good for
employees, customers and shareholders,
and what the dream and vision for the
future would be. This vision included
the adoption and integration of technol-
ogies from Quatro’s sites in California
and Iowa into the Renton and Sumner
facilities, modernizing the workplace and
setting up AIM Aerospace for growth in
Washington State.
AUGUST | SEPTEMBER 2018 ISSUE NO. 4
53