Can you provide an introduction to DBC and its aerospace operations in the aerospace industry?

DBC has a long-standing presence in the machining, bar turning, and precision mechanics sectors for the aeronautics, automotive, hydraulics, and medical industries since 1956. Despite starting as a relatively small company, we have grown significantly, with a staff of 120 and a turnover of €18 million as of 1994. One of our key differentiators is the wide range of technologies we possess, including single and multi-spindle cam-controlled lathes, which sets us apart from around 500 competitors in France. Notably, we were awarded Crouzet’s best equipment supplier award last year, and our participation in the Groupement des Industries Françaises Aéronautiques et Spatiales (GIFAS) nationwide program has further strengthened our position in serving the aerospace industry in Auvergne-Rhône-Alpes.

DBC invests a minimum of 10% of its revenue into its machine fleet annually. How has this investment evolved in recent years, particularly in incorporating Industry 4.0 into your processes?

At DBC, we believe that the incorporation of “Industry 4.0” should not be pursued simply for the sake of adopting the latest technology trend. Rather, we prioritize sourcing equipment of the highest possible standard, often from renowned German and Swiss manufacturers. Our machinery is characterized by its high quality and high-tech nature, with computers integrated throughout our factories, and wi-fi connectivity and pre-set settings for maximum efficiency. While we acknowledge the importance of Industry 4.0, we focus on tangible benefits such as improved efficiency, cost reduction, and increased production capacity, rather than simply chasing the latest buzzwords.

How is DBC coping with the pressure to bring prices down in the aerospace industry?

The pressure to lower prices presents us with a challenge at DBC, but it also drives us to continuously improve our operations. We prioritize first-class production quality, as we have found that our customers are willing to pay a premium for our products. Additionally, we work diligently to maintain a stellar on-time delivery record, building a reputation that sets us apart from competitors and encourages repeat business. While pricing pressures are a reality in the aerospace industry, we strive to deliver value through exceptional product quality and customer service.

With the increased demand for production ramp-up, does DBC have the capacity to meet this demand?

As our turnover has doubled in the last five years, DBC has made significant reinvestments in the company, allowing us to increase our production capacity. We are currently in the process of constructing an additional 2500 square meters of production space, set to be completed by July of this year. This expansion reflects our commitment to meeting the increased demand for production ramp-up and our dedication to continuously enhancing our capabilities to deliver high-quality products to our customers.

How do you tackle the challenge of recruiting qualified staff within the region?

Recruiting qualified staff is a significant challenge for DBC. Despite offering competitive salaries, we face difficulties in finding suitable talent. We believe that addressing this challenge requires a multi-faceted approach. Firstly, we need schools to incorporate relevant aerospace industry skills into their curriculum and educate students about the diverse career opportunities available. Additionally, the capacity of universities and technical colleges to accommodate students in aerospace-related courses needs to be increased. Currently, the industry may not be perceived as attractive enough to young people, and the location of many aerospace businesses in industrial areas may not be appealing to them. This is a complex issue that requires collaborative efforts from various stakeholders to raise awareness about the thriving and dynamic aerospace industry and make it more appealing to young talent.

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