May 25, 2022 - No. 26 In This Issue : B-21 stealth bomber completes first phase of ground testing : Collins Aerospace leads the way in thermoplastic composite manufacturing : Bombardier Increases Maintenance and Repair Capacity at its Le Bourget Line Maintenance Station : Bombardier Increases Maintenance and Repair Capacity at its Le Bourget Line Maintenance Station : BOEING UNVEILS NEW SAFETY PLAN THAT SHARPENS FOCUS AND CULTURE B-21 stealth bomber completes first phase of ground testing Northrop Grumman has successfully completed the first and most critical loads calibration test of the first B-21 Raider aircraft. The recent test is one of three major conditions the aircraft will undergo in this phase of ground testing as it progresses toward first flight, which was recently announced to be next year. Loads calibration, which focuses on calibrating instrumentation prior to flight and verifying structural integrity, has yielded positive and consistent results. During testing, the B-21’s airframe endures varying percentages of stress to ensure the aircraft can proceed on its path to flight readiness. During the ground test phase, in addition to loads calibration, the team will power up the aircraft, test its subsystems, and apply coatings and paint. The next steps will include carrying out engine runs as well as low-speed and high-speed taxi tests, and then on to first flight. Northrop Grumman says it has proactively worked to burn down as much production risk as possible. Throughout the engineering, manufacturing and development phase, the company has emphasised risk reduction efforts and production readiness as one of the many priorities for the B-21 programme. In line with the risk-based approach, the successful calibration test is a significant milestone that further validates the efficacy of the company’s digital design capabilities and advanced manufacturing techniques. Innovative application of digital engineering and commercial off-the-shelf digital tools continue to deliver an advanced degree of precision and efficiency in the build process, with production risk reduction progressing every day as B-21 test aircraft move down the actual production line. The first flight projection of 2023, as is now being reported by the Air Force, is aligned with the information communicated during the company's Q1 earnings call and remains on-schedule to the government Acquisition Program Baseline. As the Air Force has indicated, the focus is on a safe first flight of a production representative aircraft. With six aircraft in various stages of production and test, Northrop Grumman is progressing toward that objective as it continues to reduce risk, refine the building process, and mature the test fleet ahead of first flight. Randy Walden, director of the Department of the Air Force Rapid Capabilities Office and program executive officer of the B-21 Raider program, recently said, “The B-21 test aircraft is the most production-representative aircraft, both structurally and in its mission systems, at this point in a program, that I’ve observed in my career.” With the first aircraft in the ground test phase and a successful loads calibration under its belt, Northrop Grumman is paving the way for the B-21 Rollout later this year and first flight in 2023. https://www.aero-mag.com/b-21-raider-testing-25052022 Collins Aerospace leads the way in thermoplastic composite manufacturing Automated tape laying Imagine if a company could reduce its manufacturing cycle time by 80 percent while upgrading the products it was building, decrease the weight of those products by as much as 50 percent compared to earlier iterations, incorporate sustainability improvements that could result in a fully recyclable product at the end of its lifespan and reduce cost. Those possibilities aren’t just impressive, they’re also attainable via advanced thermoplastic composite aerostructures for commercial aircraft. Thermoplastic composites are well known as a plastic polymer material that becomes pliable or moldable at a certain elevated temperature and solidifies upon cooling. Thanks to their higher impact resistance, unique processing possibilities, lightweight properties, strength and environmental advantages, thermoplastic composites can help reduce fuel consumption while increasing environmental sustainability via reduced emissions. And Collins Aerospace is working hard to redefine the future by bringing more of these composites on board. More energy-efficient manufacturing When you narrow it down, thermoplastic composite technology plays an important role in energy efficiency. With traditional aircraft components made of bonded metallics and thermosets (or epoxy parts), the manufacturing process requires products to be cured in large autoclave ovens that consume large amounts of energy to get the necessary amount of heat and pressure. In contrast, thermoplastic composites don’t require the same chemical reactions as thermosets so they can be manufactured via more efficient, out-of-autoclave processes that greatly reduce energy usage. With thermoplastics, manufacturing time can be reduced from hours to minutes while the material is shaped into its desired geometry. In addition, thermoplastic composites can be incredibly robust and more resistant to impact and high temperatures. In fact, when coupled with heat-protective coatings and ventilation, thermoplastic composites can even withstand the 3000-degree Fahrenheit temperatures found inside commercial aircraft engines. “Not only is thermoplastics manufacturing quicker and more efficient, but it also has the potential to provide sustainability benefits because the resulting components and manufacturing waste are re-moldable and therefore recyclable – unlike metallic and thermoset parts,” said David Manten, general manager of Engineered Thermoplastics at Collins Aerospace. “With fuel efficiency ever more important to our aerospace customers, they’re counting on us for lighter-weight products – and thermoplastics can reduce the weight of structural components by up to 50 percent as compared to metallic solutions.” Industry-leading thermoplastics portfolio Today, Collins produces more than 2,000 different thermoplastic composite parts with hundreds of parts currently in qualification. Parts can be found on the fuselage, wing, tailplane, nacelles, flight control surfaces and doors, and are currently supplied to 20 different types of aircraft ranging from widebodies to single aisle, and business jets to helicopter platforms. Through its acquisition of Dutch Thermoplastic Components (DTC) last year, Collins has for more than 20 years operated in the epicenter of thermoplastic composite technology. With a primary manufacturing and customer collaboration center in the Netherlands and a pilot line in the U.S., these two locations bring innovation for lightweight, aerospace parts ranging from small details to large assemblies at competitive pricing with a more sustainable footprint. Going forward, Collins is leveraging this unique expertise as part of a broader initiative to develop a new level of advanced, in-house thermoplastics capabilities and a distinctive product portfolio for the benefit of current and future customers. The company is coordinating further advances across its global sites, and also collaborating with partners and research centers to build out its innovative capabilities in this space. Doing so will expedite the time to implement these technologies into the fleet and achieve the desired performance and environmental benefits. “We’re looking to develop processes and capabilities that address not just traditional aerostructure components such as nacelles, but an expanded portfolio of interior structures and landing gear components to meet additional customer needs,” Manten said. In-house manufacturing brings big benefits “Collins has all of these capabilities in one research and development team – a one-stop shop, if you will, that is rare in the industry right now,” Manten explained. “Our sites boast concentrated know-how and capability with more than 100 highly specialized manufacturing specialists. Our overall footprint also features 20 research and development centers and about 70,000 square feet of manufacturing and office space.” Because Collins’ thermoplastic composite manufacturing is retained in-house, the company provides customers with solutions that meet shorter lead times, are weight optimized and competitively priced. Using state-of-the-art machinery, automation and lean manufacturing principles, Collins’ production is suited not only for very small series of just a few straightforward parts, but also high-volume complex parts consisting of hundreds of parts per day. “We’re proud of the fact that we have eight stamp forming presses, 10 computer numerical controlled (CNC) trim stations and have created more than 4,200 tools,” Manten said. Building out the technological toolbox The extensive toolbox of advanced thermoplastic technologies includes automated fiber placement (AFP), multiple advanced welding technologies, and large press stamp forming that allow Collins to build larger, more complex and fastener-less aerostructures than the components currently fabricated. The company is on target to demonstrate a thermoplastic fan cowl by welding a large, curved frame to a fiber-placed skin later this year. AFP can eventually lead to other large structures such as doors. “With thermoplastic AFP, you weld strands together and consolidate them quickly while using less energy,” Manten explained. “Then after it’s consolidated, you can weld other thermoplastics to it to build up the complexity of the part – which you can’t do with thermosets.” By combining thermoplastic composites with automated manufacturing processes and unmatched expertise, Collins produces complex shapes and integrated aerospace assemblies at lower cost and lower weight. Since the 1940s, Collins has pioneered the use of cutting-edge process and material technologies to create nacelle systems and engineered structures for commercial and military aircraft. Long recognized as a leader in advanced metals and composites, the company has continually expanded, explored and incorporated modern material and process applications into its products. https://www.collinsaerospace.com/what-we-do/Commercial-Aviation/Aerostructures/Advanced-Structural-Materials/Thermoplastic-Composites/Feature-Stories/2022/Collins-Aerospace-leads-the-way-in-thermoplastic-composite-manufacturing Bombardier Increases Maintenance and Repair Capacity at its Le Bourget Line Maintenance Station Bombardier announced it has expanded its Line Maintenance Station (LMS) at Le Bourget Airport near Paris to increase its maintenance and repair services for European customers. The facility is strategically located at one of Europe’s busiest airports for business aviation and the expansion is another step in the company’s drive to lead the industry in aftermarket services by bringing best-in-class OEM service, parts and know-how closer to its customers. Bombardier recently boosted its workforce at the Le Bourget LMS, established in 2018, and has added more than 30,000 sq. ft. (3,000 square meters) of hangar space, capable of accommodating up to three Global 7500 aircraft at one time or as many as six Learjet or Challenger aircraft at a time. The expansion has increased the slots available for light scheduled maintenance as well as unscheduled and aircraft-on-ground (AOG) maintenance and parking services currently provided by the LMS. The additional space and technicians are poised to enhance the reach and response time of Bombardier’s locally stationed Mobile Response Team (MRT). Near term plans also include the addition of wheel and battery shop maintenance services. “As we actively grow our worldwide service footprint, we are creating more and more opportunities for our business jet customers to leverage Bombardier’s high-level OEM capabilities in the form of expertise, infrastructure and connected aircraft technology to deliver the most complete response to their maintenance needs,” said Anthony Cox, Vice President, Customer Support, Bombardier. “Our supplemental light and line maintenance capabilities and parking solution at this strategic location complement our existing heavy maintenance offerings in Berlin and London and ensure customers of our already-popular Le Bourget LMS can benefit right now from access to a broader range of top-tier options in the region.” The Le Bourget facility is certified for the Learjet 60 and Learjet 75 aircraft, as well as Challenger and Global series business jets, including Bombardier’s flagship Global 7500 and its new, award-winning Challenger 3500 aircraft. The growing number of Learjet, Challenger and Global business jet customers in the region are well served by Bombardier’s seven European LMSs and numerous authorized service facilities (ASFs), as well as the tip-to-tail heavy maintenance services provided by Bombardier service centers at Berlin Brandenburg Airport and at London Biggin Hill Airport. Other line maintenance stations in the region are located in London Luton, UK, Linz, Austria, Nice and Cannes, France, and Milan and Olbia, Italy. https://www.aviationpros.com/aircraft/maintenance-providers/mro/press-release/21268814/bombardier-bombardier-increases-maintenance-and-repair-capacity-at-its-le-bourget-line-maintenance-station GE Aviation completes testing of Global 8000 business jet engine using 100% SAF American aerospace engineering manufacturer GE Aviation announced has completed testing of its Passport long-range business jet engine using 100% Sustainable Aviation Fuel (SAF). According to the manufacturer, ground testing was conducted at GE Aviation’s Peebles Test Operations facility in Ohio, in the United States, where the company assessed engine performance and operability while fueled with 100% Sustainable Aviation Fuel (SAF). Results of the recent testing proved that the new generation turbofan engine is capable of running on lower-carbon alternative jet fuels, made from cooking oil and other waste fats, oils, and greases. GE Aviation believes that business jets powered with the Passport engine can help customers to meet their sustainability goals and reduce CO2 emissions in flight. “Preliminary test results of the Passport engine are favorable, with the engine performing similarly to when it runs on petroleum-based jet fuel,” GE Aviation wrote in its statement dated May 23, 2022. “As our testing shows, the Passport engine, like all GE engines, can operate on approved Sustainable Aviation Fuel today and in the future.” Bombardier has announced that it has expanded its Line Maintenance Station (LMS) facility at Le Bourget Airport (LBG) in Paris, France. The Passport engine, which entered service in 2013, was developed to power large category business jets such as the ultra-long-range Bombardier Global 7500 and the Global 8000. According to GE Aviation, the Passport engine can produce between 14,000 and 20,000-pounds of thrust and consumes 3% less fuel when compared to other engines operating in the 18,000-pound thrust class. “Blisk fan blades, a high-efficiency compression system, rich-burn combustor, proprietary turbine system, and high-efficiency mixer help enable the Passport engine’s improved fuel efficiency,” GE Aviation explained. Earlier in May 2021, Canadian business aircraft manufacturer Bombardier announced that its newest Global 8000 jet, powered by GE Aviation Passport engines, had managed to reach supersonic speed with sustainable aviation fuel (SAF). https://www.aerotime.aero/articles/31096-ge-completes-testing-of-global-8000-engine-using-saf BOEING UNVEILS NEW SAFETY PLAN THAT SHARPENS FOCUS AND CULTURE Boeing has published its 2022 Chief Aerospace Safety Officer Report which reveals a host of major changes to sharpen focus and improve culture. The report covers four main areas; Strengthening Engineering, Enhanced Oversight Mechanisms, Safety Management System Implementation, Investing in a Safer Industry and Fostering Transparency and Openness. The report is an extremely important document and thus we have decided to reproduce in full as under, bolding important facts and numbers. Strengthening Engineering A strong engineering foundation enables Boeing to design, develop, build and maintain its products with safety, quality and integrity. In September 2019, Boeing realigned its 50,000 engineers into a single integrated organization, reporting to the company’s Chief Engineer. The realignment strengthens engineering expertise and promotes continued companywide focus on customer, business unit and operational priorities. The realignment results in an even greater emphasis on safety as it increases transparency, collaboration and accountability across all engineering designs and decisions. A crucial enabler for delivering engineering excellence has been the implementation of Design Practices. Introduced in 2020, Design Practices give the company a standard method to capture, protect, maintain, integrate, and share critical technical and engineering knowledge and lessons learned. This effort supports achieving exceptional levels of safety and quality in Boeing products and services. Design Practices are maintained, managed and accessed within a company-wide repository. As of early April 2022, 1,172 Design Practices have been developed, reviewed and approved for implementation. Building on Design Practices, Boeing also initiated Design Enhancement projects at the end of 2021 to augment the Design Practices system, increasing technical rigor in Technical Design Reviews to ensure product requirements are met. These reviews are, in part, a transparent dialogue with experts—engineers reviewing engineering work and leveraging the extensive knowledge across the company to reduce risks and errors early in the design process. Boeing is also strengthening its Organization Designation Authorization (ODA). This U.S. Federal Aviation Administration (FAA) program authorizes certain approved Boeing personnel to act as representatives of the FAA for certain purposes. Boeing employees selected as ODA unit members perform a critical role on behalf of the FAA in aircraft certification and safety assurance. Prospective unit members participate in a comprehensive, multiyear training and mentoring program to ensure they meet all of the FAA expectations. Boeing’s efforts to continue to strengthen its certification capability are focused both broadly across Engineering and also with ODA personnel. With direction from and in coordination with the FAA, the Company is working to improve the ODA oversight, its administration, and to further improve the unit member appointment process and skills development. Across Engineering, the Company has implemented organizational changes to ensure that leaders with deep regulatory knowledge are in a position to provide advocacy for and support to ODA unit members. Boeing Enhanced Oversight Mechanisms Boeing has made fundamental changes to enhance oversight of safety processes and procedures, and strengthen accountability, transparency and collaboration across the company. In August 2019, Boeing’s Board of Directors established an Aerospace Safety Committee (ASC) to increase the effectiveness of its oversight of safety in all aspects of operations, including engineering, design, development, manufacturing, production, maintenance and delivery of products and services. The ASC is comprised of independent directors with relevant knowledge and experience. Learn more about their responsibilities here. The Board of Directors also amended the Company’s Corporate Governance Principles to include safety-related experience as one of the criteria it will consider in choosing future directors. Additionally, the Board brought on new independent directors who have deep safety, engineering and manufacturing experience. In June 2021, Boeing elected Lieutenant General Stayce D. Harris to the Board of Directors. As a member of the Aerospace Safety Committee, Harris applies her experience as a Boeing 747 pilot, with over 10,000 flight hours safely transporting passengers and cargo worldwide for United Airlines. She is type rated in Boeing 747-100/200/400, 757/767 and 777 aircraft, and was a United Airlines pilot for nearly 30 years before retiring from the company in 2020. She is a retired Air Force Lieutenant General, who last served as the Inspector General of the United States Air Force. In August 2021, Boeing elected David L. Joyce to the Board of Directors. Joyce chairs the Aerospace Safety Committee. An accomplished aerospace executive with a demonstrated track record of safety leadership, Joyce retired from General Electric (GE) as vice chair in 2020, where he also served as president and CEO of GE Aviation. During his 12-year leadership of GE’s largest division, Joyce also led customer and product support for more than 19,000 global engines and 500 airline customers, and oversaw the implementation of an industry-leading safety management system at GE Aviation. In January 2021, Boeing established the Chief Aerospace Safety Office (CASO), appointing Michael P. Delaney Chief Aerospace Safety Officer. Delaney is responsible for strengthening the safety practices and culture at Boeing and developing the company’s comprehensive global aerospace safety strategy. Serving on the Executive Council, Delaney reports regularly to the Aerospace Safety Committee and the Board of Directors. CASO is specifically designed to be separate from the day-to-day business operations and maintains a higher-level focus on safety in order to drive endto-end accountability throughout the safety ecosystem. Within CASO is the Product & Services Safety organization which consolidates and strengthens the reporting of, and accountability for, safety issues. Safety Reviews of all safety and potential safety reports are conducted weekly to increase transparency and ensure visibility of safety-related issues. Presidents of all business units, Boeing’s chief engineer, functional and program leaders, and members of the FAA attend these reviews. These reviews increase transparency and ensure safety reports from all levels of the company are reviewed by senior management. In 2022, Boeing is establishing an ODA Ombudsperson Program which will provide ODA unit members with an additional channel to raise work-related concerns. Reporting to the company’s Chief Aerospace Safety Officer, the ombudsperson will serve as a neutral third party to advise and assist ODA unit members with any concerns. Boeing Safety Management System Implementation Boeing is implementing an enterprise-wide Safety Management System (SMS) that is grounded in a positive safety culture that encourages employees to speak up and report hazards and concerns. Recognized worldwide as an industry best practice, SMS is an integrating framework for managing safety risks. SMS identifies Boeing’s Chief Executive Officer as the Accountable Executive who retains the ultimate responsibility, authority and accountability for the safety performance of the company. Together, the Accountable Executive and Boeing’s Chief Aerospace Safety Officer independently report to the Aerospace Safety Committee and the Board of Directors. Boeing’s SMS Safety Policy describes its commitment to the safety, quality and compliance of its products and services for those who operate, maintain and fly on Boeing products. It is signed by Boeing leaders, including the CEO as the SMS Accountable Executive. Read more about Boeing’s safety policy here. Boeing’s SMS evaluates data from employee reporting, as well as from the design, build and operation of its products to identify and mitigate product safety risks. The Safety Management System helps the company have the right conversations with people at the appropriate levels to address risks before they become issues. Embedding the SMS into the company’s culture and processes involves training all employees on the value of an SMS, the approach to risk management and safety assurance, and the importance of a positive safety culture, which is the foundation of this framework. In 2021, employees completed SMS overview awareness training and completed more detailed training on the Safety Risk Management process by the first quarter of 2022. In December 2020, the U.S. Federal Aviation Administration (FAA) formally accepted the SMS for Boeing Commercial Airplanes (BCA). In July 2021, the FAA completed an evaluation and determined the BCA SMS is meeting regulatory expectations and operating as intended. Boeing continues to work with the FAA to ensure it is meeting expectations as it further integrates the SMS into Boeing Defense, Space & Security, Boeing Global Services and other parts of the company. Boeing Investing in a Safer Industry A critical part of strengthening the safety culture within Boeing and across the broader aerospace industry is collaboration with the common goal of improving the global aviation safety ecosystem. Through its Global Aerospace Safety Initiative, Boeing is collaborating with airline customers, regulators, academia and other industry stakeholders to develop and implement comprehensive solutions to enhance aerospace safety. Some of these solutions include: Aligning safety management systems. As Boeing implements a Safety Management System (SMS) to augment existing safety processes, the company is working with airline operators to connect our respective SMSs to better understand hazards and how best to mitigate operational risks. Enhanced support for customer aircrews and maintainers. Boeing is enhancing support to airline customers, including sending Boeing pilots to customer locations in order to provide customer aircrews with onsite, face-to-face support and guidance on how to best safely and effectively operate their Boeing airplanes. This support role is modeled on the company’s network of Field Service Representatives, which assists airline maintenance teams worldwide. Evolving to competency-based training and assessment. As airplanes and the technologies within them evolve—and in order to keep raising the already high level of aerospace safety—Boeing is evolving its approach on training customers’ pilots and maintainers. Thanks to this data-driven approach, customers’ pilots and maintainers will learn not just the essential technical knowledge about how to operate Boeing products safely, but also the skills, attitudes and values to maximize the benefits of this knowledge and deliver even higher levels of safety. Using Advanced Analytics. Through the use of data science and data analytics, the company is developing the Boeing Safety Intelligence solution that will deliver insights to proactively identify hazards and monitor emerging safety trends. Boeing is studying key system engineering and accident causation models and analyzing the operational data. The approach includes broadening our safety data ecosystem, collaborating with airline operators, industry partners and regulators to ensure diverse perspectives. Learn more about this effort here. Fostering Transparency & Openness As part of the Safety Management System, the company is fostering a positive safety culture that is grounded in humility, inclusion and transparency. A positive safety culture enables proactive identification and mitigation of risks in order to prevent accidents, injuries or loss of life. It is an environment where everyone feels comfortable communicating safety issues, learns from errors and successes, and acknowledges that safety is a top priority. In August 2019, Boeing implemented a confidential reporting channel called Speak Up. This internal online platform provides every employee the opportunity to voice safety concerns and offer ideas for improvement. The company celebrates employees who speak up and ensures there is protection from retaliation when concerns are raised. Since its introduction, hundreds of inquiries have been investigated and resolved. Equally important is that many Speak Up submissions have led to improved ways of working. In May 2021, the company also introduced Seek, Speak & Listen (SS&L) habits. These habits are embedded in everything we do to help us create a culture of trust, care and connection by encouraging employees to seek out different perspectives, to speak up with ideas or concerns, and to listen and learn from one another. By practicing these habits, Boeing is building stronger teams and achieving better business outcomes. To further promote a culture of learning and transparency, Boeing is developing a digital experience for employees and stakeholders that will provide an engaging and collaborative forum for discovering and sharing safety information. This highly interactive and persona-based digital experience will include information on the company’s safety journey, Safety Management System, safety assurance processes, and collaboration efforts to ensure the safety of the aerospace system. All of these changes are an important part of the ongoing Boeing safety journey. They are making a difference in how teams work together, how the company makes decisions, how it collaborates with customers and other stakeholders, and how the company achieves its commitments to improving safety, quality, integrity and transparency. As part of the Safety Management System, the company is fostering a positive safety culture that is grounded in humility, inclusion and transparency. A positive safety culture enables proactive identification and mitigation of risks in order to prevent accidents, injuries or loss of life. It is an environment where everyone feels comfortable communicating safety issues, learns from errors and successes, and acknowledges that safety is a top priority. In August 2019, Boeing implemented a confidential reporting channel called Speak Up. This internal online platform provides every employee the opportunity to voice safety concerns and offer ideas for improvement. The company celebrates employees who speak up and ensures there is protection from retaliation when concerns are raised. Since its introduction, hundreds of inquiries have been investigated and resolved. Equally important is that many Speak Up submissions have led to improved ways of working. In May 2021, the company also introduced Seek, Speak & Listen (SS&L) habits. These habits are embedded in everything we do to help us create a culture of trust, care and connection by encouraging employees to seek out different perspectives, to speak up with ideas or concerns, and to listen and learn from one another. By practicing these habits, Boeing is building stronger teams and achieving better business outcomes. To further promote a culture of learning and transparency, Boeing is developing a digital experience for employees and stakeholders that will provide an engaging and collaborative forum for discovering and sharing safety information. This highly interactive and persona-based digital experience will include information on the company’s safety journey, Safety Management System, safety assurance processes, and collaboration efforts to ensure the safety of the aerospace system. All of these changes are an important part of the ongoing Boeing safety journey. They are making a difference in how teams work together, how the company makes decisions, how it collaborates with customers and other stakeholders, and how the company achieves its commitments to improving safety, quality, integrity and transparency. https://www.airlineratings.com/news/boeing-unveils-new-safety-plan-sharpens-focus-culture/ Curt Lewis