Title: To affirm that the airplane is going to revolutionize the future is to be guilty of the wildest exaggeration
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4To affirm that the airplane is going to
revolutionize the future is to be guilty of the
wildest exaggeration Scientific American
Magazine, 1910
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13Commercial Aircraft Industry - Market Drivers
- Market demand for large planes
- 777 filled Boeings need for plane sized between
767 and 747 - DC-10, L-1011, and early versions of 747 - aging
aircraft needing replacement - Needed to fit existing airport infrastructure
14Market Drivers
- Seat category Models
- Intermediate twin-aisle
- 230-310 767, A300, A310, A330-200
- 311-399 A330, A340, MD-11
- 747 and larger
- gt400 747, 747X, A3XX
777 filled this need
15Market Drivers
- Increased globalization and travel
- Higher demand for comfortable, practical business
travel due to globalization - Increased market demand for long-haul flights
- Boeing had to anticipate types of airplanes
needed in the future - Developing countries and emerging markets,
especially Pacific Rim and Latin America
16Market Drivers
- Competition
- Airbus Industrie - consortium subsidized by
British, French, German, and Spanish governments - McDonnell Douglas MD-11
- Competing models in seat capacity category
(311-399 seats) MD-11, A-330, A-340 - Boeing needed new plane to compete with other new
products, vs. extending 767
17Market Drivers
- Plane design specifications
- Airlines found fault with cabin widths of
competitors - Configuration flexibility
- Carriers such as United, American, All Nippon
Airways, British Airways, Japan Airlines, and
Cathay Pacific helped define 777 configuration - Reduced variability in design and production,
leads to reduced costs
18Market Drivers
- Cost Drivers
- Labor - maintenance and operations
- Fuel - reduced importance but still significant
- Aircraft Economics
- Fly-By-Wire eliminates need for flight engineer
- Twin engine planes are more efficient - lower
fuel and maintenance costs - 777 reliable enough for transoceanic flights
- Lower customer financing costs
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20Why paperless paradigm shift?
- Slow, arduous, and frustrating design
manufacturing process - Technology available
- 767 Engine strut (save time costs)
- Digital flight control (Airbus fly-by-wire)
- U2 Spy Stealth (successful design teams)
- Lower costs (minimize errors rework)
- Risky venture
21Design Production Software
- CATIA (Computer-Aided 3D Interactive Application)
- Dassault, IBM - ELFINI (Finite Element Analysis System)
- Solve linear elasticity thermal problems
- EPIC (Electronic Preassembly Integration)
- Check for interference in sub-assembly parts
22Hardware Network
- 1700 WSs (Puget Sound), 7000 worldwide
- 8 of IBMs largest mainframes (4 - Puget Sound, 4
- worldwide) - Linked by dedicated cable under Pacific Ocean
- Storage capacity - 3.5 terabytes
23Fly-by-Wire
- Computerized Flight Control
- Twisted pair vs steel cables
- Limitations Overcome
- Pilots in control
- Pilots feel airplane
- Replaced Display Units
- CRT with flat-panel, full color LCD
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25CATIA
- Developed by Dassault
- Alliance with IBM
- Applications to multiple industries
- UNIX and Windows NT
- Modular, scalable
- Dassault also a competitor of Boeing
26Shorter Development Time, Improved Quality, Lower
Cost
- Concurrent development in more than 17 time zones
- E-mail and privacy concerns
- CATIA, ELFINI, EPIC, CLASH
- Suppliers proprietary software
- Suppliers acceptance of CATIA
- Component integration tolerances
27Japanese supplier consortium
- Mitsubishi Heavy Industries, Fuji, Kawasaki
- Fuselage development
- Dedicated trans-Pacific data cables
- Shared investment costs
- Promoted airplane purchases by Pacific Rim
airlines
28IT Engine Design, Integration, and Performance
- Pratt Whitney (PW4000), Rolls Royce (Trent 80),
GE/SNECMA (GE90) - Airlines select engines
- FAA certification process shortened
- GE90 IT leads to performance gains, increased
reliability ? increased sales - Complete engine simulations The cutting edge of
technology
29IT Tools Intellectual Capital
30Impact - People
- Boeing Employees
- Increased Communication
- Team approach
- Decreased Bureaucracy
31Impact - People
- Customers
- Boeings customer service goal
- Customer integration into design process
- Passenger satisfaction
- Customization
- Flexible purchase arrangements
32Some of 777s Major Customers
- American Airlines
- British Airways
- Cathay Pacific Airways
- Continental
- Delta
- Emirates
- Korean Air
- Lauda Air
- Malaysia Airlines
- United
- Varig
33Airplane Design ProcessTHEN (after WW II)
NOW(after 1990)
- Make paper drawings full-scale mockups
- Test fly to discover blunders
- Write maintenance manuals last
- Paperless, e-mockups
- Computer simulation removes bugs
- Mechanics involved throughout
34Impact of Design Process
- Saves Boeing time and money
- Easier design process
- Improved accuracy
- Reduced production costs
- More time for testing
- First-mover advantage
35Market Outlook
36Market Outlook
37Market Outlook
38Future Issues
- Production
- Replacement of production system with streamlined
DCAC/MRM system to be completed this year - Shift to catalogue made to order model
- Integration with suppliers customers is proving
to be a challenge - Seeking 5 price reductions from suppliers
39Future Issues
- Asian Crisis
- Asian demand originally drove the development of
the 777 - Short-term Asian demand has dropped
- Offset by long-term growth prospects in demand
for airplanes
40Future Issues
- Competition
- Replication -- Can Airbus copy this technology?
- Response
- Price competition (easier due to subsidies)
- Design innovations
- US vs. EU dichotomy
41Future Issues
- Spillover applications
- CATIA modeling used for
- other civil aircraft
- 737-NG uses innovative production and planning
techniques learned on 777 - military aircraft
- the space shuttle
- (because its in the direction of goodness)
42Questions?