September 20, 2022 - No. 37 In This Issue : Aerospace Engineering Student Aims to Improve Tracking of Space Debris with NASA Award : Air Canada & Saab To Become Heart Aerospace Shareholders : Average hourly wages for highest levels of aerospace engineers at $66.36 in 2021 : Aviation regulator met Boeing about 737 MAX's return to China : Boeing: 3,000+ New Deliveries Needed By 2040 For Middle East's Booming Aviation Industry : Airlines Struggle With Scarcity of Senior Pilots (India) : Safety Management Systems 101 : Redhorse to Deliver Aircraft Maintenance Predictive Analytics to Air Force; John Zangardi Quoted : Pratt & Whitney Establishes Singapore Technology Accelerator Aerospace Engineering Student Aims to Improve Tracking of Space Debris with NASA Award Ryan Ketzner ’22 is one of about 65 graduate students across the U.S. who show significant potential to contribute to NASA’s goal of creating innovative space technologies. UCF aerospace engineering doctoral student Ryan Ketzner ’22 aims to improve the design of space-based space surveillance constellations through his upcoming research experience with NASA. Just one small piece of space debris can damage or disable a satellite. Much of this debris, also known as space junk, is catalogued through space-based space surveillance, which uses optical sensors to track objects in orbit that could pose a risk for collision. However, some objects can be too small to track. UCF aerospace engineering doctoral student Ryan Ketzner ’22 aims to improve the design of these space-based space surveillance constellations through his upcoming research experience with NASA. Ketzner has been awarded the prestigious NASA Space Technology Graduate Research Opportunity, which is given to approximately 65 graduate students from across the U.S. who show significant potential to contribute to NASA’s goal of creating innovative space technologies. He is the only student from UCF to win the award this year. Ketzner, who is advised by Assistant Professor Tarek Elgohary, looks forward to collaborating with NASA scientists once again. “I worked with a research team at NASA Ames during an internship a couple of years back, and I really loved that environment. I actually looked forward to the weekly two-hour meetings,” says Ketzner, who earned a bachelor’s in mechanical engineering from UCF. “The NASA research community is just full of knowledgeable, driven people working on really fascinating problems, and the NSTGRO program will be a great way to get plugged in to that.” The NSTGRO program offers up to $80,000 in grant funding that includes a student stipend, the cost of tuition and fees, and a visiting technologist experience allowance. That allowance enables each student to travel to a NASA facility to conduct research in collaboration with a subject matter expert. Ketzner has been paired with Matthew Dosberg, the digital transformation lead at the Goddard Space Flight Center in Maryland. Under Dosberg’s guidance, Ketzner will develop computational methods that could improve the design of distributed space missions, which involve the use of multiple satellites that collaborate toward a common goal. He will specifically focus on the design of satellite constellations that use optical sensors to identify debris from orbit. “Optical sensors are much more capable of detecting small objects when making observations against a space background, without atmospheric interference, so a space-based approach has the potential to improve characterization of debris that is too small to make the current catalog, but still big enough to disable a satellite,” Ketzner says. “A lot of the methods accumulated from decades of experience in earth-oriented satellite constellation design don’t quite transfer one-to-one to space-observing constellations, so there are still fundamental questions about the orbit geometry that have not been addressed in detail.” Ketzner says this opportunity to collaborate with NASA will help to keep his research targeted and relevant. “A big part of research is assessing the current state of the art and finding ways to tinker with it, which can be difficult to do from the outside,” he says. “Having a window into current NASA processes will be invaluable.” https://www.ucf.edu/news/aerospace-engineering-student-aims-to-improve-tracking-of-space-debris-with-nasa-award/ Air Canada & Saab To Become Heart Aerospace Shareholders Air Canada and Saab have each invested $5 million in Heart Aerospace for the ES-30 aircraft project. A few days after unveiling a significant design update to its first electric aircraft and obtaining confirmed orders from one of North America's largest airlines, Air Canada, Heart Aerospace announced the Canadian flag carrier and Saab as its two newest minority shareholders. Each party contributed a $5 million investment, though their involvements with Heart Aerospace differ. Anders Forslund, founder and Chief Executive Officer of Heart Aerospace, said: “We are thrilled to have two strong partners, Saab, and Air Canada, join our mission to electrify regional air travel." Sustainability with Air Canada Air Canada has consistently been one of several significant airlines in the aviation industry supporting the development of new technologies like Sustainable Aviation Fuels (SAF) and carbon capture to reduce carbon emissions. So it is no surprise the airline would invest in electric aircraft technology and become an equity partner in the Swedish electric aircraft manufacturer. Besides investing to further its market research and initiatives on sustainable innovations, Air Canada also operates one of the most extensive regional turboprop networks worldwide, making the airline a relatively reliable partner for future design or marketing inputs regarding the ES-30 aircraft and future models from Heart Aerospace. President and Chief Executive of Air Canada, Michael Rousseau, emphasized: “Air Canada is delighted to partner with Heart Aerospace on developing this revolutionary aircraft. We have been working hard with much success to reduce our footprint, but we know that meeting our net-zero emissions goals will require new technology such as the ES-30." Air Canada Express converting Dash 8 Air Canada Express, the regional feed flight provider for Air Canada, has over 110 turboprops in its fleet. Experience with Saab The investment from the Star Alliance member airline might seem obvious enough, although it contrasts with Saab, albeit the Swedish aerospace company has plenty of experience in the certification and design of aircraft. Saab has previously indicated that it had zero interest in building or designing any more commercial aircraft, with its final design being the Saab 2000, as an evolution of the smaller Saab 340. The aerospace company also allegedly rejected an offer from Embraer for its future turboprop and its own all-electric and hybrid-electric innovations. Micael Johansson, President and Chief Executive Officer of Saab, reveals little about Saab's role by saying: “This underlines our commitment to innovative technology and solutions for sustainable aviation. Heart Aerospace is a pioneer within commercial electric aviation, and we look forward to contributing to the future of aviation with our experience in developing solutions at the forefront of technology." Although its investment in Heart Aerospace does not necessarily mean it will play any active or direct role in the ES-30 project, the hint could be toward advising Heart Aerospace on matters requiring its expertise. Nonetheless, Saab's involvement without direct input will still help by adding some needed confidence to the program, given its well-known portfolio. Saab's involvement might include technical advisements or certification advisements for the ES-30. Regarding the collaboration of two Swedish companies, Forslund celebrated by highlighting: "Growing up in Sweden, Saab is synonymous with aerospace. Our partnership will not only support our program but help us become a part of the proud Swedish aerospace heritage." Bottom line Having an airline as an equity partner is advantageous for Heart Aerospace, as Air Canada could contribute pointers regarding routes. As for having Saab as an equity partner, the company might help Heart Aerospace through the certification requirements for the ES-30. Given that the aircraft is electric, there will be a safety concern regarding the hydrogen liquid and the batteries, so Saab might also provide advice on those. And besides Air Canada and Saab, other Heart Aerospace investors include Breakthrough Energy Ventures, EQT Ventures, European Investment Council, Lower Carbon Capital, Mesa Air Group, and United Airlines Ventures. https://simpleflying.com/air-canada-saab-heart-aerospace-shares/ Average hourly wages for highest levels of aerospace engineers at $66.36 in 2021 The images revealed this summer from the James Webb Space Telescope animated imaginations around the world about space, time, and galaxies. Aerospace engineers are some of the people who develop the spacecraft that carry telescopes, satellites, and people into space. The average hourly wage in 2021 was $41.88 for level 9 aerospace engineers and $66.36 for level 12 aerospace engineers. Work levels provide insight into the range of duties and responsibilities for occupations. We determine the levels based on four factors: knowledge, job controls and complexity, contacts (nature and purpose), and the physical environment. Level 11 architecture and engineering occupations had an average hourly wage of $51.63; the average for level 11 aerospace engineers was $55.44. Average hourly wages were $64.74 for union aerospace engineers and $58.23 for their nonunion counterparts in 2021. These data are from the Modeled Wage Estimates derived from the National Compensation Survey and the Occupational Employment and Wage Statistics survey. Modeled Wage Estimates are available for detailed occupations, geographic areas, and job characteristics, including full- and part-time status, work levels, and bargaining status. https://www.bls.gov/opub/ted/2022/average-hourly-wages-for-highest-levels-of-aerospace-engineers-at-66-36-in-2021.htm Aviation regulator met Boeing about 737 MAX's return to China BEIJING, Sept 20 (Reuters) - China's aviation regulator said on Tuesday it held a meeting with Boeing (BA.N) last week about the return of the 737 MAX to China, a day before the planemaker's top executives said they would begin remarketing some jets meant for Chinese customers. The jet has not flown commercially in China since March 2019, when it was grounded after two fatal crashes. The purpose of the meeting was to review improved aircraft training plans for the model, the regulator said on social media. CAAC said it would release a revised report when the questions raised at the meeting were resolved. The day after the Sept. 14 meeting, Boeing's top executives said the planemaker would begin to remarket some 737 MAX jets earmarked for Chinese customers because it could not wait indefinitely while U.S.-China political tensions snarl deliveries. read more Boeing Chief Executive Dave Calhoun said resuming deliveries in China was critical to Boeing's future, but the outlook for selling planes to China in the "near term ... a year or two" was negative. A Boeing spokesperson on Tuesday declined to comment about the meeting with CAAC, saying the company continued to work with customers and regulators including in China to safely return the 737 MAX to service worldwide. The planemaker said in July that it had about 290 undelivered 737 MAX airplanes and about half were designated for Chinese customers. https://www.reuters.com/business/aerospace-defense/aviation-regulator-met-boeing-about-737-maxs-return-china-2022-09-20/ Boeing: 3,000+ New Deliveries Needed By 2040 For Middle East's Booming Aviation Industry Boeing's latest projections depict massive growth in the region. US aerospace giant Boeing gave its forecast for the Middle East market for the next 20 years, expecting thousands of aircraft to join the industry to meet passenger demand. The planemaker also believes that Middle East carriers are better placed than many others to expand over the next two decades. 3,400 jets needed The Middle East region will see enormous expansion over the next 20 years, requiring a fleet of around 3,400 jets to serve fast-growing passenger traffic as well as cargo demand, according to Boeing. The aircraft manufacturer announced its estimate in the 2022 Boeing Commercial Market Outlook (CMO), a forecast of 20-year demand, and said that the region’s passenger traffic and commercial fleet are projected to more than double over the next two decades. Boeing thinks the Middle East region will need more than 3,000 airplanes over the next 20 years. Randy Heisey, Boeing managing director of Commercial Marketing for the Middle East and Africa and Russia and Central Asia Regions, commented, “The Middle East region, a popular connection point for international travelers and trade, is also growing as a starting point and destination for business and leisure passengers. The region will continue to require a versatile fleet that meets the demands of airline and air-cargo business models.” Most jets will fuel growth Boeing said the region’s airlines would require 2,980 new airplanes valued at $765 billion to serve passengers and trade. More than two-thirds of these deliveries will enable growth, while one-third will replace older planes with more fuel-efficient models such as the Boeing 737 MAX, 787 Dreamliner, and 777X. It also highlighted that air cargo traffic flown by Middle East carriers has continued its substantial growth in recent years, with two of the world’s top five cargo carriers by tonnage based in the region. Based on this, Boeing projects the Middle East cargo fleet to reach 170 by 2041, more than doubling the pre-pandemic fleet. The planemaker says that most new aircraft in the Middle East will be added for business expansion. The US planemaker’s predictions aren’t very different from its European rival, Airbus, which last year said that aircraft deliveries to Middle East carriers will touch 3,020 by 2040, according to the 2021 Airbus Global Market Forecast (GMF) launched at the Dubai Airshow 2021. Middle East airlines are well placed for future Heisey said that traffic for Middle East carriers would multiply 2.4 times over the next 20 years, with airlines rapidly growing their origin and destination passengers and serving as key hubs for inter-region connecting passengers. Boeing also said that over the next 20 years, airline traffic growth in the Middle East is projected to increase by an average of 4% per year, compared to the global growth of 3.8% per year and the demand for aftermarket commercial services, including maintenance and repair in the region is valued at $275 billion. Boeing is confident that Middle East carriers are well-placed for the future. Looking at these projections, the plane manufacturer says that the region will require 202,000 new aviation personnel, including 53,000 pilots, 50,000 technicians, and 99,000 cabin crew members, in the next 20 years. https://simpleflying.com/boeing-middle-east-delivery-projections-2040/ Airlines Struggle With Scarcity of Senior Pilots (India) Sep. 20—The civil aviation sector is facing a dichotomy about its pilots as it stages a recovery from the severe disruptions to air travel due to the pandemic. While junior pilots have been waiting on the bench for the past two years with a letter of intent but without any salary, airlines are battling a paucity of captains who can fly bigger jetliners. "There must be around 200 such pilots who have a letter of intent from IndiGo. Most were hired by the airline before covid but are waiting to get the call from the airline," said an industry executive aware of the matter. There are also a number of junior pilots who were laid off by Gulf-based airlines and are yet to either get reinstated by those carriers or secure job offers from Indian airlines. A bench in the aviation sector means the holding period before being allowed to fly. IndiGo, the country's biggest airline, did not respond to Mint's queries. Queries sent to SpiceJet and Vistara also remained unanswered. Industry watchers say that the carriers had hired many junior pilots expecting fleet and route expansions but are still to use their fleet to full capacity following two years of the pandemic that had severely hit the air travel industry. Ironically, there is a shortage of captains because a large number of them have retired and the juniors are yet to complete their training hours to become a captain. "There is an oversupply of first officers and a shortage of captains," said Vishok Mansingh, chief executive officer of Vman, an aviation leasing firm. Mansingh pegged the shortfall at about 25%. India produces 700-1,000 commercial license pilots a year and to become a captain, a junior pilot has to put in about 1,500 flying hours and clear certain tests. "The aviation industry in India is making a significantly fast recovery and in six to twelve months, the balance of supply and demand will be achieved to get the pilots on deck," said Ashwani Acharya, business unit head for CAE Simulation Training Centre. While passenger traffic in August is around 52% more than a year earlier, it is still nearly 14% lower than the pre-pandemic levels seen in August 2019. However, the high-yield international segment has shown a strong performance at around 2.6 million passengers in August, up 32% from the pre-covid levels, Icra said in a recent note. Meanwhile, IndiGo is set to finally restore pre-covid salaries of its pilots by November. Others like SpiceJet and GoFirst are still to announce any timeline for the restoration of pre-covid salaries. Commercial pilot licence holders spend between INR50 lakh- INR1 crore on flight schools and related courses. "Some of the pilots on the bench have no option but to opt for other airlines where they shell out more money for their type rating to be in line with the new employer's protocol. Some are forced to take up another loan," said a pilot. However, the entry of new airlines such as Akasa Air and a revived Jet Airways and recruitment by Air India is set to make the market more competitive in terms of pay. Recent announcements of fleet expansions by most airlines and Akasa's salary hike is expected to be followed by others. https://www.aviationpros.com/aircraft/commercial-airline/news/21281327/airlines-struggle-with-scarcity-of-senior-pilots Safety Management Systems 101 An SMS actively looks for safety issues in an FBO’s operations and services offered, considers safety objectives and identifies safety concerns. The importance of safety at an FBO cannot be understated. A lapse in safety can lead to expensive damage, injury or a loss of life. To ensure safe practices are being carried out and regularly improved, many aviation companies and FBOs are adopting and implementing a safety management system (SMS). “SMS is the formal, top-down, organization-wide approach to managing safety risk and assuring the effectiveness of safety risk controls,” explain NATA COO Keith DeBerry and NATA managing director of safety and training Steve Berry. “It includes systematic procedures, practices and policies for the management of safety risk.” An SMS offers a structured process designed to elevate safety to the highest concern, Berry and DeBerry note, adding a business must treat safety with the same attention as other business concerns. An SMS actively looks for safety issues in daily operations and services offered, considers safety objectives and identifies top safety concerns, according to Terry Yeomans, director of the International Standard for Business Aircraft Handling (IS-BAH) program at the International Business Aviation Council (IBAC). “It’s organized common sense,” he says, adding an SMS develops corrective actions to reduce the risks those safety concerns present and monitors them over time to be sure the risks have been appropriately controlled. “In layman’s terms, the safety management system is basically a formalized wayfor the organization to recognize and reduce risk before an event occurs through measurement, evaluation, surveillance and continuous improvement,” say Baldwin Aviation – Safety and Compliance senior manager of standards Todd Thomas and Baldwin Aviation – Safety and Compliance director of standards Jason Starke. “The SMS framework establishes the policy, processes and procedures for people to work together to achieve this aim.” Starting an SMS When an organization is ready to implement an SMS, it is vital that everyone involved buys into the concept. DeBerry and Berry recommend starting at the top, securing CEO buy-in first. “Without support at the very highest levels of an organization, implementation of a successful SMS is very difficult,” they say. Both recommend appointing a member of senior leadership to lead the development and implementation of the SMS. Yeomans refers to this person as the accountable executive (AE), adding that person’s commitment to safety culture will drive policy accordingly. FBOs and ground service providers can also reference existing programs, say Thomas and Starke. For example, the framework for an SMS is included in the International Civil Aviation Organization’s (ICAO) international standards and recommended practices as part of Annex 19 to the Convention on International Civil Aviation. Title 14 of the Code of Federal Regulations (14 CFR) also highlights SMS. “They can also use a standard such as IBAC IS-BAH or IATA Ground Operations Manual (IGOM) / IATA Safety Audit Ground Operations (ISAGO). If they use either of these, the ground handler can be recognized as meeting the IATA or IS-BAH standards,” they say. “If they use existing regulations such as ICAO Annex 19 or 14 CFR Part 5 for non-ground handlers, they can still create an effective SMS but will not have it recognized by the regulators for acceptance since there is not a current requirement to do so.” In addition to acquiring leadership support, first steps for beginning an SMS include mapping and analyzing the existing organization; conducting a gap analysis; and preparing an implementation plan. Thomas and Starke say this method takes the overall complexity of the task and divides it into smaller, more manageable subcomponents. “The initial mapping and analysis start by describing and documenting your organizational structure, operational environment, and specific functions of each department,” they say. “A gap analysis involves analyzing and assessing your existing programs, systems, processes and activities with respect to SMS requirements found in the regulations,” Thomas and Starke add. While a company may use any technique to identify what needs to be done to implement an SMS, Thomas and Starke note completing a gap analysis will provide input for development of an implementation plan. In addition to an AE or other management-level point of contact, other personnel may be required to assist with implementing an SMS. This varies depending on the size and complexity of an organization, but an SMS is scalable to accommodate any size business. “The key aim is to make it effective without trying too hard,” says Yeomans. Resource provision should be looked at from two sides, according to Thomas and Starke. “First, there are the resources needed to maintain the SMS, such as administrative resources, supporting infrastructure, etc.,” they say. “Second, resources in terms of risk controls also need to be considered. Examples would be training, new equipment or programs that need to be provided to control identified risk.” The time required to implement an SMS from the ground up can also vary depending on the size of the business. But according to DeBerry and Berry, the Federal Aviation Administration (FAA) has found that it takes about three years in many cases. Requirements of SMS There are four key components in an SMS. Commonly referred to as pillars, these components include safety policy and objectives, safety risk management, safety assurance and safety promotion. “SMS should not be a separate system used on top of or next to other systems and business practices,” DeBerry and Berry advise. “SMS should be integrated into existing systems and practices.” Within the four main components are 12 elements – each of which is required for effective SMS, Yeomans explains. “Scalability does not mean you can eliminate any of the components or elements,” he adds. Within the safety policy and objectives component, elements include management commitment; safety accountability and responsibilities; appointment of key safety personnel; coordination of emergency response planning; and SMS documentation. The safety risk management component includes two elements – hazard identification as well as safety risk assessment and mitigation. The three elements within the safety assurance component are safety performance monitoring and measurement; the management of change; and continuous improvement of the SMS. Within the safety promotion component, elements include training and education as well as safety communication. “The appeal of SMS is that the basic components and elements are universal,” say Thomas and Starke. “Consideration should be given to alternative reporting sources including customers and workers who interface within your operational sphere,” DeBerry and Berry add. While there are no specific requirements designed for an SMS at an FBO or ground handling company, Yeomans suggests concentrating on the FBO activities that the organization’s scope of services cover. “As the SMS matures over time, you start to bring in the interfaces, such as the aerodromes you are based at and the aircraft operators you handle, constantly evolving and improving,” he says. The Importance of SMS An SMS is not just about safety, DeBerry and Berry say. It is equally about business process efficiency. “The more efficient a business can become, the more successful it will be,” they say. What’s more, Thomas and Starke note SMS is becoming a standard throughout the global aviation industry, adding it is recognized by the Joint Planning and Development Office (JPDO), ICAO and civil aviation authorities (CAA) as well as product/service providers as the next step in the evolution of safety in aviation. By recognizing the organization's role in accident prevention, they say an SMS provides a structured means of safety risk management decision making; a means of demonstrating safety management capability before system failures occur; increased confidence in risk controls though structured safety assurance processes; an effective interface for knowledge sharing between regulator and certificate holder; and a safety promotion framework to support a sound safety culture. “Also, we have to recognize that an SMS provides the tools to bring more insight into the organizational system,” Thomas and Starke continue. “Before, the system was a mystery until something happened. Through SMS, we are able to better understand the operating environment and the associated complexity. As such, through the insight we gain, we can proactively find ways to stave off harm and increase efficiency.” There are a several locations around the world where authorities are taking the lead and introducing SMS for ground handling service providers, Yeomans says. In the European Union Aviation Safety Agency (EASA) region in Europe, he says work is progressing on the ground handing regulations and oversight. Within the next few years, the requirement of a management system including safety will be in force. “Right now, the focus will come from the aerodromes and aircraft operators who, themselves are mandated to have an SMS,” Yeomans says. “As their SMS matures, they will be already starting to look at their suppliers and how these interfaces affect the safety of their own operations. FBOs may already be getting enquiries from Part 135 operations internationally about management of safety, if not they will soon.” While an SMS offers value to a business, Yeomans points out that it has to be an initiative desired by the company, so that it can be approached positively and with the full commitment. “Every organization has the choice to decide if now is the time to make the changes to improve the safety of their operations,” Yeomans says. “I would encourage anyone to talk to one of the current IS-BAH registered locations and see what differences they have seen since implementing the SMS.” The Advantages of SMS The specific benefits of an SMS may vary from one location to the next. But Yeomans says opportunities exist for everyone to evidence that safety is a core value; foster a better understanding of safety-related interfaces and relationships; evidence enhanced early detection of safety hazards; evidence enhanced safety communication; see a reduction in the direct cost of incidents, aircraft and GSE damage and lost time injuries; and evidence a reduction in indirect costs such as insurance, business reputation, etc. Yeomans also advises businesses to challenge themselves. “If you can make any changes to improve the safety of your operations what would they be?” he posits. A fully functioning SMS fosters proactive and collaborative relationships that greatly enhance organizational management effectiveness, Thomas and Starke add. “An SMS is essentially a quality management approach to controlling risk. It also provides the organizational framework to support a sound safety culture,” they say. “For general aviation operators, an SMS can form the core of the company’s safety efforts. For certificated operators such as airlines, air taxi operators, aviation training organizations and repair stations, the SMS can also serve as an efficient means of interfacing with FAA certificate oversight offices. “The SMS provides the company’s management with a detailed roadmap for monitoring safety-related processes and can increase productivity.” For an organization interested in developing and implementing an SMS, DeBerry and Berry urge industry members to obtain formal training for an implementation team. “Creating a safe work environment is a goal across all industries and implementing a safety management system is an important step in fostering a culture of workplace safety,” they say. “Adopting a safety management system can not only reduce injuries and manage industry legal requirements, but also cut safety-related costs and improve organizational performance.” https://www.aviationpros.com/ground-handling/ground-handlers-service-providers/ramp-operations-training/article/21278728/safety-management-systems-101 Redhorse to Deliver Aircraft Maintenance Predictive Analytics to Air Force; John Zangardi Quoted Redhorse has secured a potential three-year contract from the Air Force Rapid Sustainment Office to provide artificial intelligence-powered data analysis capabilities to help the service branch predict aircraft part and component failures. The company said the Innovative Analytics for Condition Based Maintenance Plus award covers the application of AI and machine learning to process and analyze historical maintenance data stored in the Predictive Analytics and Decision Assistant platform. Redhorse will develop, test and field new predictive models in an effort to forecast future aircraft maintenance requirements. “Supporting this Air Force program by ensuring the increased availability of mission-capable aircraft for the Nation’s warfighters is something Redhorse is very proud to work on,” said John Zangardi, CEO of Redhorse and a 2022 Wash100 Award recipient. PANDA is a government-furnished information software employed by the Air Force to improve aircraft availability for operational missions. The contract has a one-year base period of performance and two option years. https://blog.executivebiz.com/2022/09/redhorse-to-deliver-aircraft-maintenance-predictive-analytics-to-air-force/ Pratt & Whitney Establishes Singapore Technology Accelerator Pratt & Whitney is driving innovation in engine MRO by setting up a new technology accelerator in Singapore. Pratt & Whitney's Eagle Service Asia facility in Singapore overhauls GTF...Photo: Pratt & Whitney Today, global engine manufacturer Pratt & Whitney announced it is establishing a technology accelerator in Singapore. The announcement comes on the opening day of MRO Asia-Pacific, a conference and exhibition dedicated to the commercial aviation maintenance community held in Singapore. Pratt & Whitney (P&W), a Raytheon Technologies company, designs, manufactures, and services aircraft and helicopter engines and auxiliary power units. P&W revolutionized engine technology by introducing the geared turbofan (GTF), first used on the Airbus A320neo in 2016 and followed by the A321neo in 2017. It is now also powering Airbus A220s and Embraer E-Jets E2 aircraft, with the second generation GTF Advantage under development. It has been operating in Singapore, its Asia-Pacific hub, for nearly 40 years and has extensive manufacturing and repair facilities on the island. Pratt & Whitney GTF Advantage Pratt & Whitney is developing its second-generation geared turbofan, the GTF Advantage. Photo: Pratt & Whitney Find more aviation news here! More new technology in Singapore The technology accelerator is a collaboration with the Singapore Economic Development Board (EBD) and is due to open by the end of this year. It will be located in the heart of Singapore's aerospace industry at the Seletar Aerospace Park and will add 16 new full-time jobs, expected to be filled by local employees. P&W has four Singapore-based MRO facilities that will benefit from the new center, although the technologies developed will be applied globally across the OEM's network. The accelerator will be a Center of Excellence for technology advancement and plans to develop projects worth at least S$31 million ($22m) over the next five years. P&W Singapore has developed a robot to assist technicians on the shop floor and free up time for more substantive inspection and repair tasks. Photo: Pratt & Whitney Areas of focus will include automation, advanced inspection, connected factory, and digital twins, all aimed at increasing connectivity and intelligence across P&W's MRO operations. While the GTF is the latest engine from P&W, its predecessors continue to power thousands of commercial aircraft daily, and all of those will benefit from enhanced MRO technologies. The engine of choice on the Airbus A320ceo family is the V2500, made by International Aero Engines (IAE). IAE is a global partnership of aerospace leaders, including P&W, Japanese Aero Engine Corporation, and MTU Aero Engines. The P&W 4000 family power a range of larger aircraft, including Airbus, Boeing, and McDonnell Douglas. The PW4000-94 has been on the Boeing B747 and B767, Airbus A300 and A310, and the Macdonnell Douglas MD-11. The PW4000-100 is used on Airbus A330, while the PW4000-112 is on the B777-200/200ER and 300 series. At the top of the scale is the Engine Alliance GP7200, a joint venture between P&W and GE Aviation that delivers 70,000 pounds of thrust to the Airbus A380. Pratt & Whitney uses automated transporters to move engines, like this GTF, between repair stations. The drive for MRO digitalization is gaining pace, and P&W believes the new technology accelerator aligns closely with Singapore's national push to digitalize the nation's economy. VP Aftermarket Global Operations Kevin Kirkpatrick said: "Our Asia-Pacifc MRO facilities have done a great deal in the way of technology insertion, including developing the first-in-MRO application of 3D printing for aero-engine component details, pioneering robotics in the sector and launching an industrial simulation software pilot that has already optimized floor space and increased productivity." Singapore has a well-earned reputation for technology development and is a keen supporter of P&W's accelerator and other enhancements. These have involved discussions with Singapore's Agency for Science, Technology, and Research (A*STAR) on technology innovation. A*STAR hosts Singapore's aerospace program, which is of national importance, that drives innovation in emerging technologies and develops industry-relevant technologies for commercial aerospace. With its A*STAR involvement and the backing of the Singapore Economic Development Board, Pratt & Whitney will benefit significantly from investing in its technology accelerator and center of excellence. https://simpleflying.com/pratt-whitney-singapore-technology-accelerator/ Curt Lewis