![An Industrial perspective on Through-Life-Costing November 2008 Estimating and Managing Through-Life-Costs Presented by: David GORE [email_address]](https://image.slidesharecdn.com/airbusppt-100209055101-phpapp01/85/Airbus-Ppt-1-320.jpg)
Airbus Ppt
- 1. An Industrial perspective on Through-Life-Costing November 2008 Estimating and Managing Through-Life-Costs Presented by: David GORE [email_address]
- 2. Page Welcome to the world of Airbus a few facts
- 3. Passengers at heart. Airlines in mind. Page Airbus’ achievements by the end of 2007 included An annual turnover of €32.1 billion A gross market share (units) of 51 % Delivering 453 aircraft and selling 1,341 in 2007 Surpassing 8,000 aircraft ordered by 286 customers Supporting 5,000 aircraft in service with 287 operators Regularly achieving over 50% of large civil aircraft orders and deliveries Welcome to the world of Airbus Data to end Dec 2007
- 4. Evolution of the Airbus family Page a world of innovation 9,175 orders 300 customers 5,366 delivered to date 453 delivered in 2007 Evolution of the Airbus family Data to end Sept 2008
- 5. European Roots with global outreach Page a world of cultural diversity 1 global company 3 customer support centres 4 training centres 5 spares centres 9 engineering design centres 16 manufacturing sites 20 languages 24 hour customer support (365 days a year) 50 flight simulators more than 88 nationalities 160 offices 298 customers 290 resident customer support managers 296 operators More than 5,000 aircraft delivered 56,000 employees
- 6. Though Life Costs Page Through life costs If we can’t afford it don’t build it? David Gore Airbus UK, 2008 When we mean to build, we first survey the plot, then we draw the model; and when we see the figure of the house, then we must rate the cost of the erection; which if we find outweighs ability, what do we then but draw the model in fewer offices, or at least desist to build at all? William Shakespeare Henry IV, Part 2,1.iii, 1598
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- 8. Through Life Cycle Costs, Why are they important ? Page Environmental Impacts Reductions in greenhouse gas emissions to prevent global warming Reductions in Noise output Airport congestion Through life costs Diminishing world resources Fuel & commodity prices will only go up Recycling & or disposal will become more important Understanding the drivers for these is key To enable Airbus to meet these challenges. To enable Airbus to maintain its position. Possibility that authorities will legislate to achieve these, probably through increased taxation. Mitigating the Risk and realising the opportunities associated with these will become increasingly important.
- 9. Because our Customers are asking for it Page easyJet has become the first airline to outline the environmental requirements that must be met by the next generation of short-haul super-clean aircraft; and unveiled its design of what such an aircraft could look like for operation by 2015. Dubbed the “easyJet ecoJet”, the aircraft would need to be 25% quieter and would emit 50% less CO2 and 75% less NOx than today’s newest aircraft (the 737 and A320 families of aircraft). Rear-Mounted ‘open rotor’ engines for short haul flying due to their efficiency A lower design cruise speed to reduce drag and a shorter design range to reduce weight Noise reductions to come from a gearbox between the engine and the open rotor blades Airframe to be made of advanced materials such as carbon fibre Key features include: Through life costs
- 10. What does this mean ? Page Evolution or Revolution: The history of Aircraft design has arguably been one of conservative evolution, however the problems addressed previously require a revolution. Through life costs The problem Airbus and other design professionals face is not so much a lack of ideas; ideas are historically what designers have been best at providing. The task facing designers today is in dealing with ‘limited resources’ in such a way that the optimum design is chosen.
- 11. Understanding the Challenges Page Market Requirements High productivity Low cost of operation Superior reliability / maintainability Comfort / health driven cabin design Low cost of acquisition Environmental Pressures Low noise Reduced emissions Low manufacturing impact Integration in the System Airport congestion Good airport compatibility Through life costs
- 12. What do we need to do. Page We need to develop high levels of competence in the area of cost control and cost awareness, to enable our new design to meet these challenges, for example:- Through life costs Development costs and over runs effect Low cost of acquisition. There may be restrictions on travel as resources run out, we need to address this now with our future designs, however these must be cost neutral. We must be able to balance the benefits of a technology with respect to performance, against the cost to implement. We must be able to balance the benefits of a technology with respect to operating cost, against the cost to implement.
- 13. Addressing the challenge – current initiatives Page Airbus participating in the multi partner Integrated Wing project. This programme is of particular importance as it addresses the step changes called for by the The Aerospace Innovation and Growth Team (AeIGT) and the Advisory Council for Aeronautics in Europe (ACARE), set up to form partnerships between Government, Industry and Academia, under the heading of working together to ensure the competitiveness of the UK Aerospace Industry over the next twenty years. Airbus, Design to Cost Department collaborating with Queens University and QinetiQ: To create an integrated “Life Cycle Costing” model that will allow project partners to evaluate the impact of technologies being evaluated in the project. How: By creating a Knowledge Landscape that provides a Life Cycle cost modelling framework, where competing technologies can be evaluated. Resulting in the capability to trade off performance improvements against cost, and enable informed judgements to be made. Through life costs
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- 15. Balance of Investments (illustration) Active Health Monitoring The use of smart sensors to predict the occurrence of an incident and reduce: Unscheduled maintenance Increase utilisation What cost would this technology bear: To maintain manufactures and airlines Internal Rate of Return? Without penalising the customer. Page
- 16. Active Health Monitoring (Set Baseline) Page Steps 1 & 2 Set the Manufacturers profit & notional ticket price to return predetermined Internal Rates of Return for Manufacturer & Airline.
- 17. Active Health Monitoring (Set Technology) Page The user may now specify and Apply a targeted improvement in reliability. It should be noted that as expected the number of missions has increased. However due to the cost increase to implement the Airlines IRR has reduced
- 18. Active Health Monitoring (Find Cost) Page Step 3 The model is now used to find the cost increase that this technology will bear to recover the Airlines IRR
- 19. Future Initiatives & Conclusions Page Airbus is leading the MDOW research and technology programme in collaboration with 15 leading British industrial and research companies to develop low-cost manufacturing methods that will enable high-volume wing manufacture for next generation aircraft. Future design processes will help reduce airline operating costs, airframe weight and maintenance. The programme will build upon, develop and enhance current knowledge both in the materials and especially in enabling rapid and cost-effective manufacturing whilst maintaining their excellent weight performance and the eco-efficiency benefits these bring to the Through Life Cycle Model. The Multi Disciplinary Optimised Wing (MDOW) Through life costs
- 20. and finally Page to bring the presentation to a close a short video that I hope you will find of interest: and finally finally what was the weight of the wing on the crane ? 24.6 t
- 21. Page Thank you for your attention
- 22. Page © AIRBUS S.A.S. All rights reserved. Confidential and proprietary document. This document and all information contained herein is the sole property of AIRBUS S.A.S.. No intellectual property rights are granted by the delivery of this document or the disclosure of its content. This document shall not be reproduced or disclosed to a third party without the express written consent of AIRBUS S.A.S. This document and its content shall not be used for any purpose other than that for which it is supplied. The statements made herein do not constitute an offer. They are based on the mentioned assumptions and are expressed in good faith. Where the supporting grounds for these statements are not shown, AIRBUS S.A.S. will be pleased to explain the basis thereof. AIRBUS, its logo, A300, A310, A318, A319, A320, A321, A330, A340, A350, A380, A400M are registered trademarks.
Editor's Notes
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- #5: Page The Airbus family offers unrivalled levels of reliability, innovation, comfort, efficiency and flexibility. The entire Airbus Family has evolved progressively in response to market demand, starting from the successful foundations laid by the A300/A310 Family, which included the world’s first twin-engine widebody and the best-selling production freighter of all time. The Airbus Family includes: the A320 Family, the world’s best-selling aircraft, the Airbus Corporate Jetliner, derived from the popular A319, the long-range A330/A340/A350 Family, which offers the most comfortable cabins in the sky, and the double-deck A380, the most technologically advanced aircraft in production today.
- #6: Page But from these European roots, Airbus has grown into a truly international company …. 1 global company 3 customer support centres 4 training centres 5 spares centres 9 engineering design centres 16 manufacturing sites 20 languages 24 hour customer support (365 days a year) 50 flight simulators 88 nationalities 160 offices 308 customers 290 resident customer support managers 300 operators More than 5,000 aircraft delivered 56,000 employees 190,000 jobs supported in the US
- #7: Page During the last thirty five years Airbus’ success has been firmly centred around three core beliefs – Innovation: The company was founded on a spirit of innovation that continues to drive the company forward today 2 . Cultural diversity: Having started life as a European consortium the company quickly realised that cultural diversity could offer a substantial commercial advantage. Airbus therefore continues to seek opportunities to expand and capitalise on a culturally diverse workforce, reinforcing its commitment to combine global knowledge with local understanding. 3 . Commitment to customers and the aeronautics industry: Airbus has grown to fill its current market position by listening to and learning from customers, suppliers and industry experts around the world. Today it not only remains committed to continuing this tradition, but is equally committed to giving something back to the industry – repaying those who have helped it achieve success, and helping fledgling industries and companies gain the expertise that they need. And throughout that time, safety has remained the number one priority in everything that we do.
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