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Под штрајкови се.
Boeing vs Airbus
- Креатор на темата Misirkov
- Време на започнување
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Macedallien: ne e toa poentata. I bez shtrajk, Airbus e vo katastrofalna sostojba na pazarot. Zaradi vtoroto kasnenje od 7 meseci vo proizvodstvoto na A380, kje platat teshka otshteta. Od sigurni izvori doznav deka imaat problem so proizvodstvo na elektrichnite sistemi (koi se sistemski problem), a tie nemaat vrska so shtrajk.
Zaradi toa, Singapore Airlines -- koj e eden od glavnite svetski igrachi i megju prvite shto kupi A380 -- se preorentira i vchera kupi 20 Boeing 787 + se obvrza da kupi drugi 20. Emirates isto taka vchera rekoa deka razmisluvaat dali da gi vratat narachanite 45 avioni A380. Qantas Airways bara barem del od parite nazad za platenite 12 A380. Isto Malaysia Airlines za 6 svoi avioni.
Airbus sega mora da isfrli bar eden nov avion za da i parira na konkurencijata, inaku mozhat da doziveat katastrofa! Toa mislevme so fsreplay pod DIZAJN pogore, treba da izmislat novo krilo, nov trup, da go vklopat so novi motori, i seto toa da odgovara na potrebite na pazarot vo pogled na goleminata i udobnosta za najniska cena. A da dizajnirash nov shirokotrupen avion denes chni megju $2 i $10 milijardi, a vremenski nekolku godini pred da se konstruira i ushte nekolku pred da se pushti vo upotreba.
Ova im se sluchuva otkako potroshija 2/3 od svojot celokupen kapital na diszajniranje na A380 koj e ne-ekonomichen avion za potrebite na pazarot i so relativno mala upotreba, dodeka istovremeno go gubat pazarot za drugite avioni protiv Boeing.
Razbirash li sega kaj im e problemot?
Zaradi toa, Singapore Airlines -- koj e eden od glavnite svetski igrachi i megju prvite shto kupi A380 -- se preorentira i vchera kupi 20 Boeing 787 + se obvrza da kupi drugi 20. Emirates isto taka vchera rekoa deka razmisluvaat dali da gi vratat narachanite 45 avioni A380. Qantas Airways bara barem del od parite nazad za platenite 12 A380. Isto Malaysia Airlines za 6 svoi avioni.
Airbus sega mora da isfrli bar eden nov avion za da i parira na konkurencijata, inaku mozhat da doziveat katastrofa! Toa mislevme so fsreplay pod DIZAJN pogore, treba da izmislat novo krilo, nov trup, da go vklopat so novi motori, i seto toa da odgovara na potrebite na pazarot vo pogled na goleminata i udobnosta za najniska cena. A da dizajnirash nov shirokotrupen avion denes chni megju $2 i $10 milijardi, a vremenski nekolku godini pred da se konstruira i ushte nekolku pred da se pushti vo upotreba.
Ova im se sluchuva otkako potroshija 2/3 od svojot celokupen kapital na diszajniranje na A380 koj e ne-ekonomichen avion za potrebite na pazarot i so relativno mala upotreba, dodeka istovremeno go gubat pazarot za drugite avioni protiv Boeing.
Razbirash li sega kaj im e problemot?
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Изволте :
News Analysis: Stress cracks showing at EADS
By Nicola Clark and Katrin Bennhold International Herald Tribune
Published: June 15, 2006
PARIS When Gustav Humbert, the chief executive of Airbus, called a news conference at the Berlin Air Show last month, his aim was to restore a semblance of calm following the company's announcement, days earlier, that it was considering a redesign of its A350 passenger jet.
But what set tongues wagging that day were not Humbert's soothing statements about the future of the company's struggling midsize plane.
Humbert was asked by reporters to respond to an interview given to several French newspapers by his boss, Noлl Forgeard, co-chief of EADS, that had appeared in print that morning. In the interview, Forgeard declared that Airbus management had decided to introduce an all-new A350, rather than simply modify the original design.
The Airbus chief paused and his expression hardened: "I was surprised to read about the details," he said, adding that he found it "unhelpful" for EADS senior managers to "make announcements before any decisions have been made."
The incident in Berlin offered a rare public glimpse of the tensions that people familiar with Airbus and its parent company, European Aeronautic, Defense & Space say are rife among top managers at both companies - and which some say lie at the heart of the miscommunications that led to the announcement this week that Airbus was delaying the delivery of its first A380 superjumbo jet by as much as seven months.
The A380 setback has been a blow in particular to the reputation of Forgeard, 59, a hard-charging executive known as much for his brusque managerial style and steely ambition as for his deep-rooted connections with French political power. As the man who ran Airbus from 1998 until last year, no other single manager has been as closely identified with the A380. The project's latest stumble has raised questions among investors about the credibility of management at both companies and prompted some to wonder privately if Forgeard's days at EADS may be numbered.
"It's typical French arrogance," said one British-based aerospace consultant, who declined to be named because he still does some work with Airbus. "If there is any justice, he will get his comeuppance."
But while many acknowledge that Forgeard has stepped on more than a few corporate toes, the A380 problems are unlikely in themselves to unseat him from his job.
"I'm not in the habit of not standing as one with my team," said Arnaud Lagardиre, chairman of Groupe Lagardиre, the defense and media conglomerate that is the biggest French shareholder in EADS, in an interview with the French daily Le Monde published Thursday. He added that he had no intention of making "heads roll just to please the market."
To many observers, Forgeard is emblematic of France's tightly knit world of business and politics, in which many senior decision makers, most of them educated in a handful of exclusive schools, move in the same narrow circles.
He is a graduate of јcole Polytechnique, the top French engineering school, whose annual pool of about 500 graduates supplies many of the country's boardrooms.
But Forgeard also owes his steep rise to political connections. He was Jacques Chirac's defense adviser when Chirac was prime minister from 1986 to 1988. Sixteen years later, Chirac was instrumental in installing him at the helm of Airbus, against the will of major shareholders like Lagardиre and Jьrgen Schrempp, then-chief executive of DaimlerChrysler.
Airbus employees and French Finance Ministry officials who have seen Forgeard in management meetings and in public describe him as charming, even seductive in private, but, beyond that, deeply political, fiercely hierarchical and constantly looking to further his career. Tellingly, none of these people were prepared to comment about Forgeard's personality on the record.
But occasionally, the public has caught a glimpse of how he maneuvers. In the summer of 2004, when Rainer Hertrich told colleagues of his plans to step down as co-chief of EADS, the news came amid rumors that the French government was trying to orchestrate a merger of EADS with the French defense contractor Thales and replace Hertrich and his French counterpart, Philippe Camus, with Forgeard as sole chief executive.
Chirac again came to the aid of his protјgј, urging Lagardиre to back Forgeard as head of EADS, rather than Camus, who had been an aide to Arnaud Lagardиre's late father, Jean-Luc.
After months of wrangling, Camus agreed to step aside in January 2005. But he went out calling the French government campaign to replace him "pathetic and unworthy of a country like France. We look ridiculous."
Commentators at the time warned that the friendly working relationship between Hertrich and Camus would be replaced by a "balance of terror" between Forgeard and the German co- chief of EADS, Thomas Enders.
People with knowledge of EADS's corporate culture today describe a highly politicized company riven with factionalism that does not always cut across national lines.
"They all loathe each other," said one person close to company. "And it's not just the Germans versus the French. A lot of the Germans hate other Germans and there are French stepping on each other, and the Spanish and so on."
This person described Forgeard as an "autocratic," polarizing force and described the Frenchman's relations with Enders, as extremely tense. "They do not get along at all," this person said.
Michael Hauger, an EADS spokesman, characterized the working relationship between the two men as "business-oriented."
"They work closely together and they are in contact very regularly," he said.
Forgeard's past conflicts could come back to haunt him now, amid the clamor for explanations about why the A380 production problems took so long to become public.
EADS and Airbus executives said Thursday that the first indications that the production of the A380 was experiencing some difficulty filtered up through the company hierarchy in early April, prompting Humbert to order an audit of the production process. The auditors reported back to him last weekend, explaining that serious delays had to be expected, a result that informed the announcement two days later.
Forgeard was apparently kept informed about the suspected problems. During a meeting at the French Finance Ministry in mid-May he alluded to the fact that there were some doubts about the timetable, according to government officials with knowledge of the discussions. But he clearly did not pass this information on to EADS's private shareholders until weeks later.
In the Le Monde interview, Lagadиre said he had no knowledge of the delays until shortly before Airbus made its announcement on Tuesday. Lagardиre said EADS would begin an investigation to determine what caused the delays and how much Forgeard and Humbert knew about the problems, and when.
The French financial markets regulatory body, AMF, said Thursday that Forgeard, his three children, and several directors of the group had sold shares worth several million euros in March after exercising stock options, Agence France-Presse reported.
EADS said that Forgeard would answer questions about problems with the A380 program Friday and that it was preparing an explanation of the share dealings.
News Analysis: Stress cracks showing at EADS
By Nicola Clark and Katrin Bennhold International Herald Tribune
Published: June 15, 2006
PARIS When Gustav Humbert, the chief executive of Airbus, called a news conference at the Berlin Air Show last month, his aim was to restore a semblance of calm following the company's announcement, days earlier, that it was considering a redesign of its A350 passenger jet.
But what set tongues wagging that day were not Humbert's soothing statements about the future of the company's struggling midsize plane.
Humbert was asked by reporters to respond to an interview given to several French newspapers by his boss, Noлl Forgeard, co-chief of EADS, that had appeared in print that morning. In the interview, Forgeard declared that Airbus management had decided to introduce an all-new A350, rather than simply modify the original design.
The Airbus chief paused and his expression hardened: "I was surprised to read about the details," he said, adding that he found it "unhelpful" for EADS senior managers to "make announcements before any decisions have been made."
The incident in Berlin offered a rare public glimpse of the tensions that people familiar with Airbus and its parent company, European Aeronautic, Defense & Space say are rife among top managers at both companies - and which some say lie at the heart of the miscommunications that led to the announcement this week that Airbus was delaying the delivery of its first A380 superjumbo jet by as much as seven months.
The A380 setback has been a blow in particular to the reputation of Forgeard, 59, a hard-charging executive known as much for his brusque managerial style and steely ambition as for his deep-rooted connections with French political power. As the man who ran Airbus from 1998 until last year, no other single manager has been as closely identified with the A380. The project's latest stumble has raised questions among investors about the credibility of management at both companies and prompted some to wonder privately if Forgeard's days at EADS may be numbered.
"It's typical French arrogance," said one British-based aerospace consultant, who declined to be named because he still does some work with Airbus. "If there is any justice, he will get his comeuppance."
But while many acknowledge that Forgeard has stepped on more than a few corporate toes, the A380 problems are unlikely in themselves to unseat him from his job.
"I'm not in the habit of not standing as one with my team," said Arnaud Lagardиre, chairman of Groupe Lagardиre, the defense and media conglomerate that is the biggest French shareholder in EADS, in an interview with the French daily Le Monde published Thursday. He added that he had no intention of making "heads roll just to please the market."
To many observers, Forgeard is emblematic of France's tightly knit world of business and politics, in which many senior decision makers, most of them educated in a handful of exclusive schools, move in the same narrow circles.
He is a graduate of јcole Polytechnique, the top French engineering school, whose annual pool of about 500 graduates supplies many of the country's boardrooms.
But Forgeard also owes his steep rise to political connections. He was Jacques Chirac's defense adviser when Chirac was prime minister from 1986 to 1988. Sixteen years later, Chirac was instrumental in installing him at the helm of Airbus, against the will of major shareholders like Lagardиre and Jьrgen Schrempp, then-chief executive of DaimlerChrysler.
Airbus employees and French Finance Ministry officials who have seen Forgeard in management meetings and in public describe him as charming, even seductive in private, but, beyond that, deeply political, fiercely hierarchical and constantly looking to further his career. Tellingly, none of these people were prepared to comment about Forgeard's personality on the record.
But occasionally, the public has caught a glimpse of how he maneuvers. In the summer of 2004, when Rainer Hertrich told colleagues of his plans to step down as co-chief of EADS, the news came amid rumors that the French government was trying to orchestrate a merger of EADS with the French defense contractor Thales and replace Hertrich and his French counterpart, Philippe Camus, with Forgeard as sole chief executive.
Chirac again came to the aid of his protјgј, urging Lagardиre to back Forgeard as head of EADS, rather than Camus, who had been an aide to Arnaud Lagardиre's late father, Jean-Luc.
After months of wrangling, Camus agreed to step aside in January 2005. But he went out calling the French government campaign to replace him "pathetic and unworthy of a country like France. We look ridiculous."
Commentators at the time warned that the friendly working relationship between Hertrich and Camus would be replaced by a "balance of terror" between Forgeard and the German co- chief of EADS, Thomas Enders.
People with knowledge of EADS's corporate culture today describe a highly politicized company riven with factionalism that does not always cut across national lines.
"They all loathe each other," said one person close to company. "And it's not just the Germans versus the French. A lot of the Germans hate other Germans and there are French stepping on each other, and the Spanish and so on."
This person described Forgeard as an "autocratic," polarizing force and described the Frenchman's relations with Enders, as extremely tense. "They do not get along at all," this person said.
Michael Hauger, an EADS spokesman, characterized the working relationship between the two men as "business-oriented."
"They work closely together and they are in contact very regularly," he said.
Forgeard's past conflicts could come back to haunt him now, amid the clamor for explanations about why the A380 production problems took so long to become public.
EADS and Airbus executives said Thursday that the first indications that the production of the A380 was experiencing some difficulty filtered up through the company hierarchy in early April, prompting Humbert to order an audit of the production process. The auditors reported back to him last weekend, explaining that serious delays had to be expected, a result that informed the announcement two days later.
Forgeard was apparently kept informed about the suspected problems. During a meeting at the French Finance Ministry in mid-May he alluded to the fact that there were some doubts about the timetable, according to government officials with knowledge of the discussions. But he clearly did not pass this information on to EADS's private shareholders until weeks later.
In the Le Monde interview, Lagadиre said he had no knowledge of the delays until shortly before Airbus made its announcement on Tuesday. Lagardиre said EADS would begin an investigation to determine what caused the delays and how much Forgeard and Humbert knew about the problems, and when.
The French financial markets regulatory body, AMF, said Thursday that Forgeard, his three children, and several directors of the group had sold shares worth several million euros in March after exercising stock options, Agence France-Presse reported.
EADS said that Forgeard would answer questions about problems with the A380 program Friday and that it was preparing an explanation of the share dealings.
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Ако бараш ”просветление” околу Clearstream :
The Clearstream affair: French right wing in crisis
By Peter Schwarz
17 May 2006
[SIZE=-1]Use this version to print[/SIZE][SIZE=-1] | Send this link by email | Email the author[/SIZE]
In the wake of the weeks-long demonstrations against the ”First Job Contract” (CPE) a violent dispute has erupted within the French political elite. The position of Prime Minister Dominique de Villepin appears ever more untenable and President Jacques Chirac is being increasingly drawn into the conflict.
The controversy has not taken an overtly political form but instead emerged as a scandal that is drawing in ever-wider circles. One exposure after another is coming to light as secret intelligence documents appear in the media, revealing a dense, barely penetrable network of plots and intrigues.
Meanwhile the political warfare has had its first victim: Jean Louis Gergorin, the vice-president of the aviation and arms company EADS, has resigned from his post in order to ”concentrate himself entirely on his defense.” It is expected that high-ranking political heads will also roll.
The Clearstream affair
At the heart of the dispute which has dominated the news in France for days is the so-called Clearstream affair. Briefly, it involves the following:
At the beginning of January 2004 Dominique de Villepin, at that time minister of foreign affairs, met with the recently retired general of the French military secret service, Philippe Rondot, and the EADS deputy, Jean Louis Gergorin. Gergorin is an old and trusted friend of Villepin. Twenty years previously, in his function as departmental head in the State Department, Gergorin had engaged and promoted the young career diplomat.
Gergorin is said to have presented at this meeting a list of secret bank accounts held by French politicians and managers with the Luxemburg finance company Clearstream. Rondot was assigned to instigate investigations. The Ministry of Defense, to which Rondot is accountable, was not informed about the meeting and its subject.
The list turned out to be a falsification and so far it remains unclear who was behind it. The main suspects are Gergorin and another employee of EADS and the French secret services, Imad Lahoud.
The most prominent names on the Clearstream list are Paul de Nagy and Stјphane Bosca. These names could only refer to Nicolas Sarkozy—Villepin’s fiercest rival inside his own party. Sarkozy is the offspring of a Hungarian nobleman and has the full name Nicolas Paul Stјphane Sarkцsy de Nagy-Bosca. Sarkozy was also not informed by Villepin about the suspicions leveled against him and the investigations undertaken by Rondot.
Villepin evidently tried to implicate his fellow minister in a scandal—without any success. Against the will of both Villepin and his mentor, Chirac, Sarkozy took over the presidency of the governing UMP in November 2004.
The secret service agent Philippe Rondot made detailed records of the events. They have been confiscated by two magistrates who are conducting investigations into ”slanderous accusations.” The notes were made public last Thursday by the newspaper Le Monde. From the records it follows that Villepin had acted against Sarkozy with the full knowledge and perhaps at the request of the president.
Le Monde concludes: ”The involvement of the head of state unmistakably emerges from the testimony. Contrary to official statements it is very probable that Jacques Chirac issued ‘instructions’ in this affair... Irrespective of what the prime minister has said so far, the almost obsessive search for elements which could compromise the UMP president is unmistakably clear.”
The plot was not limited to the presidential palace and the State Department. Four months after the meeting in Villepin’s office the Clearstream list was allegedly sent anonymously to the magistrate Renaud van Ruymbeke, who was investigating bribery payments in connection with the sales of frigates to Taiwan. As the weekly paper Le Canard enchaоnј has since revealed, Judge van Ruymbeke had previously held a secret meeting with Gergorin. He therefore very likely knew the source of the ”anonymous” letter—a point which raises further questions about the role of the judge and the probable informants.
Le Canard enchaоnј published yet another revelation. The satirical paper, which frequently makes public exposures, accused Chirac of maintaining his own illegal account with the Japanese bank Tokyo Sowa, containing over €46 million. Chirac has denied the charge, declaring the Republic is not ”the dictatorship of rumors or the dictatorship of slanders.”
As is usually the case with such scandals, much remains murky. Above all it remains unclear so far who is pulling the strings behind the scenes, who has been passing on investigation documents to the press, or the role played by other members of the government.
Иначе да те потсетам : од април, веќе секој трет ден сум во тек со настаните и мојата а и иднината на некои други луѓе во лабораторијата во којашто сум на пост-дипломски зависат од натамошниот тек на ЕАДС и на развојот на Матра Маркони којашто ја финансира нашата програма.
Поздрав
The Clearstream affair: French right wing in crisis
By Peter Schwarz
17 May 2006
[SIZE=-1]Use this version to print[/SIZE][SIZE=-1] | Send this link by email | Email the author[/SIZE]
In the wake of the weeks-long demonstrations against the ”First Job Contract” (CPE) a violent dispute has erupted within the French political elite. The position of Prime Minister Dominique de Villepin appears ever more untenable and President Jacques Chirac is being increasingly drawn into the conflict.
The controversy has not taken an overtly political form but instead emerged as a scandal that is drawing in ever-wider circles. One exposure after another is coming to light as secret intelligence documents appear in the media, revealing a dense, barely penetrable network of plots and intrigues.
Meanwhile the political warfare has had its first victim: Jean Louis Gergorin, the vice-president of the aviation and arms company EADS, has resigned from his post in order to ”concentrate himself entirely on his defense.” It is expected that high-ranking political heads will also roll.
The Clearstream affair
At the heart of the dispute which has dominated the news in France for days is the so-called Clearstream affair. Briefly, it involves the following:
At the beginning of January 2004 Dominique de Villepin, at that time minister of foreign affairs, met with the recently retired general of the French military secret service, Philippe Rondot, and the EADS deputy, Jean Louis Gergorin. Gergorin is an old and trusted friend of Villepin. Twenty years previously, in his function as departmental head in the State Department, Gergorin had engaged and promoted the young career diplomat.
Gergorin is said to have presented at this meeting a list of secret bank accounts held by French politicians and managers with the Luxemburg finance company Clearstream. Rondot was assigned to instigate investigations. The Ministry of Defense, to which Rondot is accountable, was not informed about the meeting and its subject.
The list turned out to be a falsification and so far it remains unclear who was behind it. The main suspects are Gergorin and another employee of EADS and the French secret services, Imad Lahoud.
The most prominent names on the Clearstream list are Paul de Nagy and Stјphane Bosca. These names could only refer to Nicolas Sarkozy—Villepin’s fiercest rival inside his own party. Sarkozy is the offspring of a Hungarian nobleman and has the full name Nicolas Paul Stјphane Sarkцsy de Nagy-Bosca. Sarkozy was also not informed by Villepin about the suspicions leveled against him and the investigations undertaken by Rondot.
Villepin evidently tried to implicate his fellow minister in a scandal—without any success. Against the will of both Villepin and his mentor, Chirac, Sarkozy took over the presidency of the governing UMP in November 2004.
The secret service agent Philippe Rondot made detailed records of the events. They have been confiscated by two magistrates who are conducting investigations into ”slanderous accusations.” The notes were made public last Thursday by the newspaper Le Monde. From the records it follows that Villepin had acted against Sarkozy with the full knowledge and perhaps at the request of the president.
Le Monde concludes: ”The involvement of the head of state unmistakably emerges from the testimony. Contrary to official statements it is very probable that Jacques Chirac issued ‘instructions’ in this affair... Irrespective of what the prime minister has said so far, the almost obsessive search for elements which could compromise the UMP president is unmistakably clear.”
The plot was not limited to the presidential palace and the State Department. Four months after the meeting in Villepin’s office the Clearstream list was allegedly sent anonymously to the magistrate Renaud van Ruymbeke, who was investigating bribery payments in connection with the sales of frigates to Taiwan. As the weekly paper Le Canard enchaоnј has since revealed, Judge van Ruymbeke had previously held a secret meeting with Gergorin. He therefore very likely knew the source of the ”anonymous” letter—a point which raises further questions about the role of the judge and the probable informants.
Le Canard enchaоnј published yet another revelation. The satirical paper, which frequently makes public exposures, accused Chirac of maintaining his own illegal account with the Japanese bank Tokyo Sowa, containing over €46 million. Chirac has denied the charge, declaring the Republic is not ”the dictatorship of rumors or the dictatorship of slanders.”
As is usually the case with such scandals, much remains murky. Above all it remains unclear so far who is pulling the strings behind the scenes, who has been passing on investigation documents to the press, or the role played by other members of the government.
Иначе да те потсетам : од април, веќе секој трет ден сум во тек со настаните и мојата а и иднината на некои други луѓе во лабораторијата во којашто сум на пост-дипломски зависат од натамошниот тек на ЕАДС и на развојот на Матра Маркони којашто ја финансира нашата програма.
Поздрав
- Член од
- 23 март 2005
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- 2
Многу рано им текна дека треба all new 350 а не redesign!? Џабе им е сега да го дизајнираат кога немаат веќе време.Боинг продаде доста 787 да беа паметни сега ќе имаа нов авион и ќе го продаваа паралелно и ќе му правеа конкуренција на Боинг.А380 ако продолжи вака ќе пропадне,немаат продадено доволно ни да го извадат проектот а камо ли да заработат од него.И Маце не се пали толку кога некој ќе каже нешто за Ербас ние само ги кажуваме фактите и за жал Ербас многу лошо стои во моментот што не значи дека ќе биде така и во иднина.
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- 6 февруари 2005
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fsreplay напиша:
А бе вие изгледа неписмени сте или не читате што велам јас : долниов не ме боли мене за Ербас се додека ми плаќа за да работам на системот за комуникација на Блањак. Знам дека тешко стои и тоа е факт : проблемот е тоа што Мисирков (на три илјади километри), ме учи мене (којшто пие кафе со Матра и пола Ербас персонал во Тулуз) што и како се случува и ми држи предавања за ситуацијата што ја живеам лично. Светот наопаку бреј
- Член од
- 23 март 2005
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A350-Second chance
It is more than a year since Airbus showed its hand in the battle for the mid-size widebody market, unveiling the A350 as a major derivative of the A330 – then powered solely by General Electric GEnx engines – to compete against the all-new Boeing 787. Over the past 12 months, the new Airbus has undergone several significant design refinements. In its latest guise – shown to customers in November – the twinjet shares little more than 5% commonality with its predecessor.
Dougie Hunter, A350 chief engineer, says the design process has been evolutionary. Between December 2004 – when the aircraft was unveiled – and April last year, the A350 programme saw weight and range increases, structural material selections, aerodynamic improvements, a slight stretch (for the larger -900 model) and cabin revisions.
Since then improvements have resulted in a ”November 2005” specification. The improvements include aerodynamic changes, enabling cruise speed to increase slightly; cabin enhancements; simplification of the structure and fuel system; and an all-new, deeper nose design to accommodate the new underfloor flightcrew rest compartment (FCRC). The A350 has also gained a second engine option – the Rolls-Royce Trent 1700 – and a new ”face”, through the revision of the cockpit window layout. The latter, although ostensibly performed to improve aerodynamics, will set the new aircraft apart visually from all the previous Airbus widebody models.
Definition freeze
”The next major step will be ‘Milestone 5’ – the definition freeze – due at the end of the first quarter of 2006,” says Hunter.
While Airbus has adopted the so-called ”787 technology” engines for the A350, it has baulked at following Boeing all the way down the composites route, the material accounting for around 60% of the 787’s structure. However, Airbus boasts that ”60% of the A350’s structure is made of advanced materials, enabling us to achieve the equivalent of an 8t weight reduction,” says Hunter (see graphic).
Despite Airbus’s more conservative approach to the use of composites, the material accounts for two-thirds of these ”advanced materials”, with carbonfibre reinforced plastic (CFRP) being employed in the wing and empennage, where Airbus says that high fatigue resistance was the selection driver. However, aluminium lithium – rather than composites on the 787 – has been adopted for the fuselage skin. The driver for this was the need to cope with accidental damage, and the alloy represents around a fifth of the A350’s advanced materials, says Hunter. ”Aluminium lithium allows for easy damage assessment and standard procedures for repair,” he adds.
One key change in the latest design iteration is the increased cruise speed, which closes the gap to the Mach 0.85-capable 787 family. The A350 is now capable of M0.83-0.84 – to the approval of International Lease Finance, which had been unhappy with the A350’s lack of speed.
Although superficially based on the A330, the A350’s wing is of largely composite construction and has undergone revisions over the past 12 months to net further performance improvements. ”Using the latest computational fluid dynamics [CFD] technology, which we’ve verified in the windtunnel, we’ve reprofiled the mid-section of the upper surface of the wing,” says Hunter. ”We’ve also reshaped the flap-track fairings and reduced their length using CFD analysis,” he adds.
Hunter says these changes ”delay the onset of drag rise and push long-range cruise speed up from Mach 0.82 to 0.83, and economic cruise speed to Mach 0.84”.
http://www.flightglobal.com/assets/getAsset.aspx?ItemID=11018The A350 wing has borrowed the A380’s ”droop nose” inboard leading-edge device (essentially a sealed number one slat) since early in its conception, which gives improved low-speed efficiency. Airbus has now incorporated a leading-edge extension to reduce approach speeds.
Ongoing CFD and windtunnel analysis has allowed Airbus to optimise the wing/engine interface for the GEnx-powered version, and a similar effort with the belly fairing shape has reduced drag and helped to improve the cruise-speed performance after it was discovered that the original design caused airflow to interact with the A350’s larger-diameter engines. The wing also features larger winglets, which are 50% taller and 33% larger in area than the existing design.
The adoption of CFRP fore and aft spars for the outer wing (outboard of the composite centre wingbox) has enabled Airbus to delete the centre spar and revise the design of the metallic ribs, providing further weight reductions. The revamped wing also incorporates a simplified fuel system, with one large centre fuel tank extending into the outer wing flanked by a main wing tank each side, further reducing weight and improving operating efficiency. The tailplane trim tank has also been expanded, which improves centre-of-gravity management during flight.
Smaller fin
Another weight and drag saving comes from adopting a smaller fin for the stretched A350-900 variant, as it benefits from a longer moment arm. The existing A330-200 (on which the A350-800 is based) has a larger fin than the A330-300 due to its shorter moment arm.
The most significant visual change in the latest specification is the revamped nose section, driven by the need to increase the size of the planned lower-deck crew rest area. Airbus decided last year to relocate the FCRC from behind the cockpit to what was the avionics bay under the cockpit to free more space in the passenger cabin. After tests with a mock-up, the manufacturer realised it needed more height, so the A350 now sports a deeper nose section providing 1.75m (5.7ft) of stand-up height in the compartment – around 150mm more than the configuration with the existing fuselage shape.
As part of the changes Airbus has simplified the flightdeck window arrangement, says Hunter. ”We’ve gone from four lateral windows to two – aerodynamics were the driver as it nets a 0.25% drag reduction.”
The reprofiling has enabled Airbus to simplify the nose section’s structure, and to drop earlier plans to fit a longer nose-gear leg. ”We had adopted the longer leg to give the A350 a level standing position on the ground, but the reprofiling enables us to have a lower attachment point to achieve the level attitude with existing leg length, although the gear will be new,” says Hunter.
Incumbent supplier Messier-Dowty has been selected to build the A350’s all-new main landing gear (MLG), while the supplier of the new nose gear is yet to be finalised. Choice of supplier for the auxiliary power unit, the remaining major system selection, is expected to be made by February.
As well as being strengthened for the A350’s higher design weights compared with the A330, the new main gear is simplified as it finally breaks away from the A330/A340 design, which was conceived to rely upon an additional central landing gear unit for the heavier A340-200/300 variants. ”By eliminating the A330/A340 centre landing-gear bay, we have more room to stow the MLG, which allows us to delete the mechanism that shortens the gear on retraction, which reduces maintenance and improves reliability,” explains Hunter. ”We can also accommodate larger wheels and tyres should we need to in the future for higher weights,” he adds.
Nacelle work
Goodrich is to build the engine nacelle for the A350’s GEnx engine, with Airbus supplying the composite inlet, which incorporates a ”zero splice” acoustic inner barrel to provide a new level of fan-noise reduction. Arrangements for the Trent 1700 nacelle have not been finalised. http://www.flightglobal.com/assets/getAsset.aspx?ItemID=11019Unlike the 787 and 747-8 nacelles, the A350 unit does not incorporate noise-reducing chevrons. ”We didn’t get a noise advantage from chevrons, and there is a specific fuel consumption penalty, so we’ve not adopted them,” says Hunter.
Airbus is working with designers on an all-new cabin for the A350, with a mock-up expected to be unveiled in Toulouse later this year. The manufacturer is looking at incorporating innovations from the A380, as well as new ideas.
It is a little over four years until the A350 is due to enter service – in mid-2010 – around 24 months after its US rival. Airbus engineers know they must keep pushing to ensure that they can turn its later arrival into an advantage and wring the maximum out of the A350’s specification.
It is more than a year since Airbus showed its hand in the battle for the mid-size widebody market, unveiling the A350 as a major derivative of the A330 – then powered solely by General Electric GEnx engines – to compete against the all-new Boeing 787. Over the past 12 months, the new Airbus has undergone several significant design refinements. In its latest guise – shown to customers in November – the twinjet shares little more than 5% commonality with its predecessor.
Dougie Hunter, A350 chief engineer, says the design process has been evolutionary. Between December 2004 – when the aircraft was unveiled – and April last year, the A350 programme saw weight and range increases, structural material selections, aerodynamic improvements, a slight stretch (for the larger -900 model) and cabin revisions.
Since then improvements have resulted in a ”November 2005” specification. The improvements include aerodynamic changes, enabling cruise speed to increase slightly; cabin enhancements; simplification of the structure and fuel system; and an all-new, deeper nose design to accommodate the new underfloor flightcrew rest compartment (FCRC). The A350 has also gained a second engine option – the Rolls-Royce Trent 1700 – and a new ”face”, through the revision of the cockpit window layout. The latter, although ostensibly performed to improve aerodynamics, will set the new aircraft apart visually from all the previous Airbus widebody models.
Definition freeze
”The next major step will be ‘Milestone 5’ – the definition freeze – due at the end of the first quarter of 2006,” says Hunter.
While Airbus has adopted the so-called ”787 technology” engines for the A350, it has baulked at following Boeing all the way down the composites route, the material accounting for around 60% of the 787’s structure. However, Airbus boasts that ”60% of the A350’s structure is made of advanced materials, enabling us to achieve the equivalent of an 8t weight reduction,” says Hunter (see graphic).
Despite Airbus’s more conservative approach to the use of composites, the material accounts for two-thirds of these ”advanced materials”, with carbonfibre reinforced plastic (CFRP) being employed in the wing and empennage, where Airbus says that high fatigue resistance was the selection driver. However, aluminium lithium – rather than composites on the 787 – has been adopted for the fuselage skin. The driver for this was the need to cope with accidental damage, and the alloy represents around a fifth of the A350’s advanced materials, says Hunter. ”Aluminium lithium allows for easy damage assessment and standard procedures for repair,” he adds.
One key change in the latest design iteration is the increased cruise speed, which closes the gap to the Mach 0.85-capable 787 family. The A350 is now capable of M0.83-0.84 – to the approval of International Lease Finance, which had been unhappy with the A350’s lack of speed.
Although superficially based on the A330, the A350’s wing is of largely composite construction and has undergone revisions over the past 12 months to net further performance improvements. ”Using the latest computational fluid dynamics [CFD] technology, which we’ve verified in the windtunnel, we’ve reprofiled the mid-section of the upper surface of the wing,” says Hunter. ”We’ve also reshaped the flap-track fairings and reduced their length using CFD analysis,” he adds.
Hunter says these changes ”delay the onset of drag rise and push long-range cruise speed up from Mach 0.82 to 0.83, and economic cruise speed to Mach 0.84”.
http://www.flightglobal.com/assets/getAsset.aspx?ItemID=11018The A350 wing has borrowed the A380’s ”droop nose” inboard leading-edge device (essentially a sealed number one slat) since early in its conception, which gives improved low-speed efficiency. Airbus has now incorporated a leading-edge extension to reduce approach speeds.
Ongoing CFD and windtunnel analysis has allowed Airbus to optimise the wing/engine interface for the GEnx-powered version, and a similar effort with the belly fairing shape has reduced drag and helped to improve the cruise-speed performance after it was discovered that the original design caused airflow to interact with the A350’s larger-diameter engines. The wing also features larger winglets, which are 50% taller and 33% larger in area than the existing design.
The adoption of CFRP fore and aft spars for the outer wing (outboard of the composite centre wingbox) has enabled Airbus to delete the centre spar and revise the design of the metallic ribs, providing further weight reductions. The revamped wing also incorporates a simplified fuel system, with one large centre fuel tank extending into the outer wing flanked by a main wing tank each side, further reducing weight and improving operating efficiency. The tailplane trim tank has also been expanded, which improves centre-of-gravity management during flight.
Smaller fin
Another weight and drag saving comes from adopting a smaller fin for the stretched A350-900 variant, as it benefits from a longer moment arm. The existing A330-200 (on which the A350-800 is based) has a larger fin than the A330-300 due to its shorter moment arm.
The most significant visual change in the latest specification is the revamped nose section, driven by the need to increase the size of the planned lower-deck crew rest area. Airbus decided last year to relocate the FCRC from behind the cockpit to what was the avionics bay under the cockpit to free more space in the passenger cabin. After tests with a mock-up, the manufacturer realised it needed more height, so the A350 now sports a deeper nose section providing 1.75m (5.7ft) of stand-up height in the compartment – around 150mm more than the configuration with the existing fuselage shape.
As part of the changes Airbus has simplified the flightdeck window arrangement, says Hunter. ”We’ve gone from four lateral windows to two – aerodynamics were the driver as it nets a 0.25% drag reduction.”
The reprofiling has enabled Airbus to simplify the nose section’s structure, and to drop earlier plans to fit a longer nose-gear leg. ”We had adopted the longer leg to give the A350 a level standing position on the ground, but the reprofiling enables us to have a lower attachment point to achieve the level attitude with existing leg length, although the gear will be new,” says Hunter.
Incumbent supplier Messier-Dowty has been selected to build the A350’s all-new main landing gear (MLG), while the supplier of the new nose gear is yet to be finalised. Choice of supplier for the auxiliary power unit, the remaining major system selection, is expected to be made by February.
As well as being strengthened for the A350’s higher design weights compared with the A330, the new main gear is simplified as it finally breaks away from the A330/A340 design, which was conceived to rely upon an additional central landing gear unit for the heavier A340-200/300 variants. ”By eliminating the A330/A340 centre landing-gear bay, we have more room to stow the MLG, which allows us to delete the mechanism that shortens the gear on retraction, which reduces maintenance and improves reliability,” explains Hunter. ”We can also accommodate larger wheels and tyres should we need to in the future for higher weights,” he adds.
Nacelle work
Goodrich is to build the engine nacelle for the A350’s GEnx engine, with Airbus supplying the composite inlet, which incorporates a ”zero splice” acoustic inner barrel to provide a new level of fan-noise reduction. Arrangements for the Trent 1700 nacelle have not been finalised. http://www.flightglobal.com/assets/getAsset.aspx?ItemID=11019Unlike the 787 and 747-8 nacelles, the A350 unit does not incorporate noise-reducing chevrons. ”We didn’t get a noise advantage from chevrons, and there is a specific fuel consumption penalty, so we’ve not adopted them,” says Hunter.
Airbus is working with designers on an all-new cabin for the A350, with a mock-up expected to be unveiled in Toulouse later this year. The manufacturer is looking at incorporating innovations from the A380, as well as new ideas.
It is a little over four years until the A350 is due to enter service – in mid-2010 – around 24 months after its US rival. Airbus engineers know they must keep pushing to ensure that they can turn its later arrival into an advantage and wring the maximum out of the A350’s specification.
- Член од
- 23 март 2005
- Мислења
- 284
- Поени од реакции
- 2
Boeing 787-Making a dream
The massive banner above the stage proclaimed ”Celebrating a Year Like No Other” to employees gathered for a 787 programme event at Boeing’s cavernous Everett site in Washington last month.
The banner said it all, particularly as the event came just three days after a sales coup for the 787 in Australia, where Qantas had just signed the contract for up to 45 787-8s and 787-9s, with 20 options and a further 50 purchase rights. The dust had hardly settled on this event when CR Airways of Hong Kong announced commitments for 10 787s; then the group of Chinese airlines that earlier in 2005 had ordered 47 aircraft confirmed orders for a further 13.
What made 2005 so stellar for the 787 was that this apparent flurry of year-end activity was simply sustaining the rate established at the start of the year. Boeing finished the year with 291 firm orders for the aircraft – from 23 customers – of which 235 were placed in 2005.
”This continues to be at a record rate for a new aircraft,” says 787 vice-president and general manager Mike Bair.
”We’ve also got proposals for in excess of 500 additional aircraft,” says Bair, who adds that, although Boeing is not counting on winning them all, ”the yield is usually fairly high”. Overall, 20-year prospects are showing signs of climbing from 3,300 or 3,500 to around 4,000 aircraft in this medium twin category.
”We’ll get 50% of that at least, and if you do the arithmetic and see what the running average is, you can see what the rate has to be – and we have to do better than that to protect the peaks.” Not surprisingly, talk at Boeing and elsewhere is turning away from the question of sales to the challenges of production.
Manufacturing start
As 2006 begins, so does manufacturing of the first components for the first 787. Undercarriage forgings, traditionally the longest lead item in any new commercial aircraft, are now being made by Messier-Dowty, and at companies all over the world ”parts are starting to flow in the supply chain”, says Bair. To meet the avalanche in demand, Boeing has found slots for a further 16 aircraft by the end of 2009 to bring deliveries to 112 aircraft for the first two years of production.
The rapid sales build-up is ”driving us to another piece of work – deciding on the ultimate production rate. We’re doing a study to see what our ultimate rate could be by the end of 2009, and we should complete that by the end of the first quarter,” Bair says. The pressure to ramp up quickly is intense, particularly as the 787 line is ”essentially committed all the way to the first part of 2012”, he says. Airbus will also add to the pressure by being able to offer the competing A350 to customers anxious for new aircraft. ”It could become a factor, but these purchases are a 20-year decision,” Bair says.
The temptation to race towards unprecedented rates is tempered by several factors, some of which include painful corporate memories of the embarrassing delivery problems encountered with the Next Generation 737 in the late 1990s.
Increased rates
Others include the willingness of Boeing and its partners to invest in the production infrastructure needed for increased rates, possibly including a second line.
Partners have a far larger overall role in the 787 than ever, delivering, in some cases, fully ”stuffed” fuselage sections to Everett for final assembly via the 747LCF (large cargo freighter). Wichita, Kansas-based Spirit AeroSystems, for example, is gearing up to produce a fully equipped 13m (43ft)-long Section 41 forward fuselage that will come complete with a functioning flightdeck and an operational, fully tested nose undercarriage unit. The company has, meanwhile, completed its fourth, 6.7m-long contoured one-piece barrel (COPB) composite test section, and plans to make the first full-length test section (COPB-5) in May.
Complete with co-cured stringers, the frames will be riveted in place before the composite floor beams are loaded in the shape of a large one-piece, pre-assembled grid. The first production Section 41 is due to be delivered to Everett via LCF in the second quarter of 2007.
In the case of Spirit AeroSystems, a substantial investment is being made in the creation of a composite fuselage facility at Wichita. Incorporating a 21.3 x 9.1m autoclave, due to be completed in the second quarter of 2006, the site will feature automatic fibre placement, automated fastening and skin trim and drill machines. Similar developments are under way at other major structural partners, including Alenia Aeronautica, Kawasaki and Mitsubishi Heavy Industries, Subaru (Fuji Heavy Industries) and Vought Aircraft Industries.
747LCF conversions
A large element of the rate decision also includes considerations over the need for additional 747LCF conversions. The first 747-400 is on the way through its conversion into an LCF at Evergreen Aviation Technologies in Taipei, with the installation in December of a new pressure bulkhead in the stripped-down airframe. The unusual-looking aircraft is set to make its first flight in mid-2006, with certification and entry into service in early 2007. A second LCF, which was inducted for conversion in October, is also due to join the network in time for the start of final assembly of the first 787 in 2007. A third airframe is ”on the ramp” at Taiwan awaiting its turn, while the prospects are growing for a fourth and fifth LCF to be added to the fleet.
”The proof of the pudding will be in 2008, when we see if we have an aircraft ready to be delivered,” says Bair, who adds that, unlike any programme before it, the 787 effort will see such a production ramp-up that initial aircraft for delivery will be placed into storage pending certification. ”In mid-2007 we will be delivering aircraft to the flight-test programme and, at the same time, building aircraft and putting them into storage while we wait for certification. It’s all a very orchestrated process, so we don’t end up doing what we did to ourselves in the late 1990s.”
While the overall programme remains on track to meet these deadlines, Bair acknowledges the effort is continuously challenged by issues with weight and systems development. The weight story is a good one, but Boeing remains cautious. ”We are a little over 1.5% over weight target, and making good progress to get down to it.” He says this compares favourably with previous programmes. However, as much of the final weight reduction on these previously predominantly aluminium-built aircraft was done late in the detailed design phase, the far larger structural composite make-up of the 787 means the weight challenge has to be tackled more aggressively upfront. ”We’re pretty comfortable at where we’re at, but that’s not to say weight isn’t a challenge,” says Bair, adding that the 787 is designed to be 15% more structurally ”weight efficient” than any previous commercial aircraft.
Within the avionics, for example, Boeing acknowledges that progress on the earth reference system (ERS) and flight control electronics (FCE) is behind schedule. The ERS critical design review (CDR), originally targeted for June 2005, is now expected between March and May, while the FCE CDR took place in December, five months late. The schedules for these systems ”have been moving, but not because of any lateness with the partners. It was to accommodate us, and was more an issue with timing,” says Boeing, which adds the delays are not critical-path issues. Bair adds that ”there are areas that we are behind on, and we have work-around plans to get them back on schedule, but we’re running under our development budget.”
Double-stretch variant
What lies outside this budget, for now at least, is the possible double-stretch 787-10 variant that Boeing publicly acknowledged for the first time only in December. Revealed exclusively by Flight International (20-26 September), the aircraft is provisionally expected to seat up to 300 passengers in a tri-class layout, ”plus or minus 10 or so”, says Bair, who describes the development of the varint as possible with a ”relatively modest investment”.
Inspiration for the -10, which would compete head-on with the A350-900, came from Dubai-based Emirates. ”You’ve got to give credit to Emirates. They’ve been all over us to make us understand this, and it’s becoming fairly obvious that this is something that probably will happen,” Bair says. With a length estimated at 68m, it is sketched out to be around 6m longer than the 787-9, and would compete with Boeing’s own 777-200ER.
This factor, more than any other, appears to have been the primary stumbling block. However, given Emirates’ insistence, burgeoning interest from carriers such as Qantas, and the growing danger of the A350-900, Boeing now appears to be changing its mind. Boeing’s plate is so full with 787-3, -8 and -9 commitments that it ”could not really happen with an entry into service before 2012, but sometime after that”. As for cannibalising the 777 market, Bair says: ”It is better for us to step on it than someone else. If you can do a product that the market is clamouring for, you’d be silly to ignore it.”
The massive banner above the stage proclaimed ”Celebrating a Year Like No Other” to employees gathered for a 787 programme event at Boeing’s cavernous Everett site in Washington last month.
The banner said it all, particularly as the event came just three days after a sales coup for the 787 in Australia, where Qantas had just signed the contract for up to 45 787-8s and 787-9s, with 20 options and a further 50 purchase rights. The dust had hardly settled on this event when CR Airways of Hong Kong announced commitments for 10 787s; then the group of Chinese airlines that earlier in 2005 had ordered 47 aircraft confirmed orders for a further 13.
What made 2005 so stellar for the 787 was that this apparent flurry of year-end activity was simply sustaining the rate established at the start of the year. Boeing finished the year with 291 firm orders for the aircraft – from 23 customers – of which 235 were placed in 2005.
”This continues to be at a record rate for a new aircraft,” says 787 vice-president and general manager Mike Bair.
”We’ve also got proposals for in excess of 500 additional aircraft,” says Bair, who adds that, although Boeing is not counting on winning them all, ”the yield is usually fairly high”. Overall, 20-year prospects are showing signs of climbing from 3,300 or 3,500 to around 4,000 aircraft in this medium twin category.
”We’ll get 50% of that at least, and if you do the arithmetic and see what the running average is, you can see what the rate has to be – and we have to do better than that to protect the peaks.” Not surprisingly, talk at Boeing and elsewhere is turning away from the question of sales to the challenges of production.
Manufacturing start
As 2006 begins, so does manufacturing of the first components for the first 787. Undercarriage forgings, traditionally the longest lead item in any new commercial aircraft, are now being made by Messier-Dowty, and at companies all over the world ”parts are starting to flow in the supply chain”, says Bair. To meet the avalanche in demand, Boeing has found slots for a further 16 aircraft by the end of 2009 to bring deliveries to 112 aircraft for the first two years of production.
The rapid sales build-up is ”driving us to another piece of work – deciding on the ultimate production rate. We’re doing a study to see what our ultimate rate could be by the end of 2009, and we should complete that by the end of the first quarter,” Bair says. The pressure to ramp up quickly is intense, particularly as the 787 line is ”essentially committed all the way to the first part of 2012”, he says. Airbus will also add to the pressure by being able to offer the competing A350 to customers anxious for new aircraft. ”It could become a factor, but these purchases are a 20-year decision,” Bair says.
The temptation to race towards unprecedented rates is tempered by several factors, some of which include painful corporate memories of the embarrassing delivery problems encountered with the Next Generation 737 in the late 1990s.
Increased rates
Others include the willingness of Boeing and its partners to invest in the production infrastructure needed for increased rates, possibly including a second line.
Partners have a far larger overall role in the 787 than ever, delivering, in some cases, fully ”stuffed” fuselage sections to Everett for final assembly via the 747LCF (large cargo freighter). Wichita, Kansas-based Spirit AeroSystems, for example, is gearing up to produce a fully equipped 13m (43ft)-long Section 41 forward fuselage that will come complete with a functioning flightdeck and an operational, fully tested nose undercarriage unit. The company has, meanwhile, completed its fourth, 6.7m-long contoured one-piece barrel (COPB) composite test section, and plans to make the first full-length test section (COPB-5) in May.
Complete with co-cured stringers, the frames will be riveted in place before the composite floor beams are loaded in the shape of a large one-piece, pre-assembled grid. The first production Section 41 is due to be delivered to Everett via LCF in the second quarter of 2007.
In the case of Spirit AeroSystems, a substantial investment is being made in the creation of a composite fuselage facility at Wichita. Incorporating a 21.3 x 9.1m autoclave, due to be completed in the second quarter of 2006, the site will feature automatic fibre placement, automated fastening and skin trim and drill machines. Similar developments are under way at other major structural partners, including Alenia Aeronautica, Kawasaki and Mitsubishi Heavy Industries, Subaru (Fuji Heavy Industries) and Vought Aircraft Industries.
747LCF conversions
A large element of the rate decision also includes considerations over the need for additional 747LCF conversions. The first 747-400 is on the way through its conversion into an LCF at Evergreen Aviation Technologies in Taipei, with the installation in December of a new pressure bulkhead in the stripped-down airframe. The unusual-looking aircraft is set to make its first flight in mid-2006, with certification and entry into service in early 2007. A second LCF, which was inducted for conversion in October, is also due to join the network in time for the start of final assembly of the first 787 in 2007. A third airframe is ”on the ramp” at Taiwan awaiting its turn, while the prospects are growing for a fourth and fifth LCF to be added to the fleet.
”The proof of the pudding will be in 2008, when we see if we have an aircraft ready to be delivered,” says Bair, who adds that, unlike any programme before it, the 787 effort will see such a production ramp-up that initial aircraft for delivery will be placed into storage pending certification. ”In mid-2007 we will be delivering aircraft to the flight-test programme and, at the same time, building aircraft and putting them into storage while we wait for certification. It’s all a very orchestrated process, so we don’t end up doing what we did to ourselves in the late 1990s.”
While the overall programme remains on track to meet these deadlines, Bair acknowledges the effort is continuously challenged by issues with weight and systems development. The weight story is a good one, but Boeing remains cautious. ”We are a little over 1.5% over weight target, and making good progress to get down to it.” He says this compares favourably with previous programmes. However, as much of the final weight reduction on these previously predominantly aluminium-built aircraft was done late in the detailed design phase, the far larger structural composite make-up of the 787 means the weight challenge has to be tackled more aggressively upfront. ”We’re pretty comfortable at where we’re at, but that’s not to say weight isn’t a challenge,” says Bair, adding that the 787 is designed to be 15% more structurally ”weight efficient” than any previous commercial aircraft.
Within the avionics, for example, Boeing acknowledges that progress on the earth reference system (ERS) and flight control electronics (FCE) is behind schedule. The ERS critical design review (CDR), originally targeted for June 2005, is now expected between March and May, while the FCE CDR took place in December, five months late. The schedules for these systems ”have been moving, but not because of any lateness with the partners. It was to accommodate us, and was more an issue with timing,” says Boeing, which adds the delays are not critical-path issues. Bair adds that ”there are areas that we are behind on, and we have work-around plans to get them back on schedule, but we’re running under our development budget.”
Double-stretch variant
What lies outside this budget, for now at least, is the possible double-stretch 787-10 variant that Boeing publicly acknowledged for the first time only in December. Revealed exclusively by Flight International (20-26 September), the aircraft is provisionally expected to seat up to 300 passengers in a tri-class layout, ”plus or minus 10 or so”, says Bair, who describes the development of the varint as possible with a ”relatively modest investment”.
Inspiration for the -10, which would compete head-on with the A350-900, came from Dubai-based Emirates. ”You’ve got to give credit to Emirates. They’ve been all over us to make us understand this, and it’s becoming fairly obvious that this is something that probably will happen,” Bair says. With a length estimated at 68m, it is sketched out to be around 6m longer than the 787-9, and would compete with Boeing’s own 777-200ER.
This factor, more than any other, appears to have been the primary stumbling block. However, given Emirates’ insistence, burgeoning interest from carriers such as Qantas, and the growing danger of the A350-900, Boeing now appears to be changing its mind. Boeing’s plate is so full with 787-3, -8 and -9 commitments that it ”could not really happen with an entry into service before 2012, but sometime after that”. As for cannibalising the 777 market, Bair says: ”It is better for us to step on it than someone else. If you can do a product that the market is clamouring for, you’d be silly to ignore it.”
- Член од
- 17 март 2005
- Мислења
- 11.493
- Поени од реакции
- 1.592
Najgolemata avionska kompanija za izdavanje avioni "International Lease Finance Corp." saka da ja otkazhe narachkata na 10 avioni A380 vo vrednost od $3 milijardi, so mozhnost da gi otkazhe site. Ovoj pat ne se raboti za elektronskite sistemi (wiring harnesses), tuku za strukturni problemi so vgraduvanje na kriloto na avionot. Najverojatno ILFC saka da ja namali cenata na A380 koj chini $300 milioni zaradi toa shto Airbus kasni edna godina.
- Член од
- 17 март 2005
- Мислења
- 11.493
- Поени од реакции
- 1.592
Prvite dvajca vodachi na Airbus podnesoa ostavka po obznanuvanjeto na kasnenjeto so proizvodstvoto na A380 i propasta na A350!
"Business Week" smeta deka ostavkite nema da doprinesat za sushtinski da se izmeni situacijata vo Airbus, tuku marginalno za da se kupi vreme. No duri i ako se kupi vreme, za Airbus da napravi nov avion od familijata A350/B787, toj avion kje bide ponuden na pazarot vo ~2012 godina, a eventualno nekoja nova verzija na prototipot vo 2014. Kje kasnat 8 godini zad konkurencijata...
Two Execs Quit Amid Airbus Woes
CEOs at the aircraft maker and its parent firm exit as criticism over A380 delays mount.
By Peter Pae, Times Staff Writer
July 3, 2006
The top executive at the parent company of Airbus resigned in a dramatic management shake-up after weeks of turmoil over production delays of the European aircraft maker's new super-jumbo jetliner.
ADVERTISEMENT
European Aeronautic Defense & Space Co. said Noel Forgeard, its co-chief executive, and Gustav Humbert, the head of the Airbus unit, resigned, effective immediately.
The resignations occurred just days after Forgeard insisted he would not step down and defended his sale of stock options months before the announcement of the production delays that sent company shares plummeting.
"I did it solely for the company's interest, to end a situation that could have compromised the resolution of Airbus' current problems," Forgeard said.
Shares of the Franco-German company plunged more than 26% on June 14, wiping out $7 billion in value, after it said wiring problems with the double-decker A380 would delay production by as long as seven months.
The production woes, which Airbus estimated would cut profit by about $2.5 billion over four years, turned into a major scandal after French regulators said they were investigating the sale of stock options worth more than $8 million by Forgeard and his three adult children.
In a statement Sunday, Forgeard said that his resignation was voluntary and that the stock probe and the production delays had no role in his departure.
Aviation analysts lauded EADS for the quick action to resolve the management turmoil, saying the shake-up could help the company recover more quickly from the crisis.
"It can only rebound in Airbus' and EADS' favor," said Scott Hamilton, an aviation consultant in Sammamish, Wash. "I think airlines will take favorable note of the rapid action."
Major international airlines have been critical of Airbus in recent months, and the complaints turned into outcries after the announcement of the production delays, its second in as many years.
The day after the announcement of the delays, Singapore Airlines, one of the industry's more influential buyers and the first to purchase the A380, ordered 20 of the new, fuel-efficient 787 airliners being developed by archrival Boeing Co. The order is valued at about $4.5 billion.
Boeing's sales have surged as Airbus has struggled with the development of the A380 and its indecision with developing a competing model to the 787, which is scheduled to begin service in 2008.
Some analysts predict Boeing will regain the title as the world's largest aircraft maker next year. Toulouse, France-based Airbus surpassed Chicago-based Boeing for the first time in 2003.
John Leahy, the Airbus salesman credited with helping Airbus topple Boeing's lead, is expected to survive the management turmoil, which has been exacerbated by French-German rivalry within EADS.
Leahy is an American from New York. France's Lagardere and Germany's DaimlerChrysler are the two main shareholders of EADS, which owns 80% of Airbus.
Because of the ownership arrangement, EADS has two headquarters — in Paris and Munich — and two chief executives, one French and the other German. Major manufacturing facilities for Airbus are also split between France and Germany.
Louis Gallois, currently the head of France's state railway, will replace Forgeard. The deputy chief executive of French industrial conglomerate Saint-Gobain Group, Christian Streiff, will become the first outsider to run Airbus.
Forgeard's departure brings to an end a tumultuous year marked by his squabbles with German fellow executives. Before becoming co-chief executive at EADS, Forgeard ran Airbus from 1998 to 2005. It was during that time the aircraft maker began developing the A380, the world's largest passenger jet.
His appointment as EADS co-chief executive was opposed by German shareholders. The rivalry intensified when Forgeard blamed the A380 production delays on wiring problems at an Airbus plant in Hamburg, Germany.
Although Forgeard fought to keep his job to the end, his fate may have been sealed last week when French President Jacques Chirac reversed his support for the longtime ally, saying in a French television interview that action was needed to resolve the management turmoil.
Shortly after Sunday's resignation announcement, French Finance Minister Thierry Breton said in a radio interview that the French government supported the management shake-up.
"It will strengthen German-French cooperation," he said.
http://www.latimes.com/business/la-fi-airbus3jul03,0,2190284.story?coll=la-home-headlines
"Business Week" smeta deka ostavkite nema da doprinesat za sushtinski da se izmeni situacijata vo Airbus, tuku marginalno za da se kupi vreme. No duri i ako se kupi vreme, za Airbus da napravi nov avion od familijata A350/B787, toj avion kje bide ponuden na pazarot vo ~2012 godina, a eventualno nekoja nova verzija na prototipot vo 2014. Kje kasnat 8 godini zad konkurencijata...
Two Execs Quit Amid Airbus Woes
CEOs at the aircraft maker and its parent firm exit as criticism over A380 delays mount.
By Peter Pae, Times Staff Writer
July 3, 2006
The top executive at the parent company of Airbus resigned in a dramatic management shake-up after weeks of turmoil over production delays of the European aircraft maker's new super-jumbo jetliner.
ADVERTISEMENT
European Aeronautic Defense & Space Co. said Noel Forgeard, its co-chief executive, and Gustav Humbert, the head of the Airbus unit, resigned, effective immediately.
The resignations occurred just days after Forgeard insisted he would not step down and defended his sale of stock options months before the announcement of the production delays that sent company shares plummeting.
"I did it solely for the company's interest, to end a situation that could have compromised the resolution of Airbus' current problems," Forgeard said.
Shares of the Franco-German company plunged more than 26% on June 14, wiping out $7 billion in value, after it said wiring problems with the double-decker A380 would delay production by as long as seven months.
The production woes, which Airbus estimated would cut profit by about $2.5 billion over four years, turned into a major scandal after French regulators said they were investigating the sale of stock options worth more than $8 million by Forgeard and his three adult children.
In a statement Sunday, Forgeard said that his resignation was voluntary and that the stock probe and the production delays had no role in his departure.
Aviation analysts lauded EADS for the quick action to resolve the management turmoil, saying the shake-up could help the company recover more quickly from the crisis.
"It can only rebound in Airbus' and EADS' favor," said Scott Hamilton, an aviation consultant in Sammamish, Wash. "I think airlines will take favorable note of the rapid action."
Major international airlines have been critical of Airbus in recent months, and the complaints turned into outcries after the announcement of the production delays, its second in as many years.
The day after the announcement of the delays, Singapore Airlines, one of the industry's more influential buyers and the first to purchase the A380, ordered 20 of the new, fuel-efficient 787 airliners being developed by archrival Boeing Co. The order is valued at about $4.5 billion.
Boeing's sales have surged as Airbus has struggled with the development of the A380 and its indecision with developing a competing model to the 787, which is scheduled to begin service in 2008.
Some analysts predict Boeing will regain the title as the world's largest aircraft maker next year. Toulouse, France-based Airbus surpassed Chicago-based Boeing for the first time in 2003.
John Leahy, the Airbus salesman credited with helping Airbus topple Boeing's lead, is expected to survive the management turmoil, which has been exacerbated by French-German rivalry within EADS.
Leahy is an American from New York. France's Lagardere and Germany's DaimlerChrysler are the two main shareholders of EADS, which owns 80% of Airbus.
Because of the ownership arrangement, EADS has two headquarters — in Paris and Munich — and two chief executives, one French and the other German. Major manufacturing facilities for Airbus are also split between France and Germany.
Louis Gallois, currently the head of France's state railway, will replace Forgeard. The deputy chief executive of French industrial conglomerate Saint-Gobain Group, Christian Streiff, will become the first outsider to run Airbus.
Forgeard's departure brings to an end a tumultuous year marked by his squabbles with German fellow executives. Before becoming co-chief executive at EADS, Forgeard ran Airbus from 1998 to 2005. It was during that time the aircraft maker began developing the A380, the world's largest passenger jet.
His appointment as EADS co-chief executive was opposed by German shareholders. The rivalry intensified when Forgeard blamed the A380 production delays on wiring problems at an Airbus plant in Hamburg, Germany.
Although Forgeard fought to keep his job to the end, his fate may have been sealed last week when French President Jacques Chirac reversed his support for the longtime ally, saying in a French television interview that action was needed to resolve the management turmoil.
Shortly after Sunday's resignation announcement, French Finance Minister Thierry Breton said in a radio interview that the French government supported the management shake-up.
"It will strengthen German-French cooperation," he said.
http://www.latimes.com/business/la-fi-airbus3jul03,0,2190284.story?coll=la-home-headlines
- Член од
- 17 март 2005
- Мислења
- 11.493
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- 1.592
Spored procenkite na Boeing, pobaruvackjata za patnicki avioni e ~ $2.6 trilioni ($2600 milijardi) slednive 20 godini!
Mislam deka retko moze da se najde nekoj posposoben da gi predvidi rabotite kako Randy Baesler (koj ja zapocnal svojata kariera kako avio-analiticar) i zatoa go postiram predvodenoto:
Boeing Projects $2.6 Trillion Market for New Commercial Airplanes
LONDON, July 12, 2006 -- Boeing [NYSE:BA] forecasts a $2.6 trillion market for new commercial airplanes over the next 20 years. Strong market demand for new airplanes will lead to a world fleet with significantly improved environmental performance.
These new airplanes will accommodate a forecasted 4.9 percent annual increase in passenger traffic, and a 6.1 percent annual increase in air cargo traffic.
The Boeing Company released its 2006 Current Market Outlook today in London. The report, here, is Boeing's world outlook for the future of commercial jet airplanes.
Boeing projects a need for approximately 27,200 new commercial airplanes (passenger and freighter), doubling the world fleet by 2025. The vast majority of these new airplanes will be in the single-aisle (100-240 seats) and twin-aisle (200-400 seats) categories.
"We're forecasting a continued strong long-term demand for new airplanes over the next 20 years," said Boeing Commercial Airplanes Vice President of Marketing Randy Baseler. "These airplanes will take people and products where they need to travel, as never before. Improved fuel efficiency and increased range will allow airlines to take more travelers directly where they want to go, when they want to go. New, much quieter airplanes with significantly reduced emissions will permanently change the character of the world airplane fleet."
On a delivery-dollar basis, the largest market is projected to be the Asia-Pacific region, with 36 percent of the $2.6 trillion total -- a result of the demand among Asian carriers in that market for more twin-aisle airplanes. North America will make up 28 percent of the delivery dollars and Europe will make up 24 percent. Deliveries to airlines in Latin America, the Middle East and Africa will represent a total of 12 percent of the delivery dollars between 2006 and 2025.
Over the next 20 years, airlines will take delivery of approximately:
3,450 regional jets -- 90 seats and below
16,540 single-aisle airplanes -- 100-240 seats, dual class
6,230 twin-aisle airplanes -- 200-400 seats, tri-class
990 airplanes 747-size or larger -- more than 400 seats, tri-class
Combined with the retained fleet, these new deliveries will result in a world commercial airplanes fleet of nearly 36,000 airplanes by 2025.
"The single-aisle and twin-aisle categories make up about 86 percent of the market value in our forecast," Baseler said. "In the long-haul transoceanic and Asia-Europe markets, twin-aisle airplanes will dominate the world fleet, providing more frequencies and increased nonstop service. The 747-and-larger aircraft that typically would operate in the Asia-related markets and the North Atlantic will continue to do so. In terms of numbers of airplanes delivered, single-aisles will make up the majority, and will help airlines offer more frequencies and increased nonstop service on domestic and short-haul international flights."
The Current Market Outlook projects that single-aisle and twin-aisle airplanes in the 100 to 400-seat categories will account for almost all of the growth in air travel over the next 20 years. The Boeing product strategy centers on this growth market, offering a family of airplanes that allows customers to maximize their efficiency, increase profitability, and provide the nonstop, point-to-point flights and frequency choices passengers want.
Mislam deka retko moze da se najde nekoj posposoben da gi predvidi rabotite kako Randy Baesler (koj ja zapocnal svojata kariera kako avio-analiticar) i zatoa go postiram predvodenoto:
Boeing Projects $2.6 Trillion Market for New Commercial Airplanes
LONDON, July 12, 2006 -- Boeing [NYSE:BA] forecasts a $2.6 trillion market for new commercial airplanes over the next 20 years. Strong market demand for new airplanes will lead to a world fleet with significantly improved environmental performance.
These new airplanes will accommodate a forecasted 4.9 percent annual increase in passenger traffic, and a 6.1 percent annual increase in air cargo traffic.
The Boeing Company released its 2006 Current Market Outlook today in London. The report, here, is Boeing's world outlook for the future of commercial jet airplanes.
Boeing projects a need for approximately 27,200 new commercial airplanes (passenger and freighter), doubling the world fleet by 2025. The vast majority of these new airplanes will be in the single-aisle (100-240 seats) and twin-aisle (200-400 seats) categories.
"We're forecasting a continued strong long-term demand for new airplanes over the next 20 years," said Boeing Commercial Airplanes Vice President of Marketing Randy Baseler. "These airplanes will take people and products where they need to travel, as never before. Improved fuel efficiency and increased range will allow airlines to take more travelers directly where they want to go, when they want to go. New, much quieter airplanes with significantly reduced emissions will permanently change the character of the world airplane fleet."
On a delivery-dollar basis, the largest market is projected to be the Asia-Pacific region, with 36 percent of the $2.6 trillion total -- a result of the demand among Asian carriers in that market for more twin-aisle airplanes. North America will make up 28 percent of the delivery dollars and Europe will make up 24 percent. Deliveries to airlines in Latin America, the Middle East and Africa will represent a total of 12 percent of the delivery dollars between 2006 and 2025.
Over the next 20 years, airlines will take delivery of approximately:
3,450 regional jets -- 90 seats and below
16,540 single-aisle airplanes -- 100-240 seats, dual class
6,230 twin-aisle airplanes -- 200-400 seats, tri-class
990 airplanes 747-size or larger -- more than 400 seats, tri-class
Combined with the retained fleet, these new deliveries will result in a world commercial airplanes fleet of nearly 36,000 airplanes by 2025.
"The single-aisle and twin-aisle categories make up about 86 percent of the market value in our forecast," Baseler said. "In the long-haul transoceanic and Asia-Europe markets, twin-aisle airplanes will dominate the world fleet, providing more frequencies and increased nonstop service. The 747-and-larger aircraft that typically would operate in the Asia-related markets and the North Atlantic will continue to do so. In terms of numbers of airplanes delivered, single-aisles will make up the majority, and will help airlines offer more frequencies and increased nonstop service on domestic and short-haul international flights."
The Current Market Outlook projects that single-aisle and twin-aisle airplanes in the 100 to 400-seat categories will account for almost all of the growth in air travel over the next 20 years. The Boeing product strategy centers on this growth market, offering a family of airplanes that allows customers to maximize their efficiency, increase profitability, and provide the nonstop, point-to-point flights and frequency choices passengers want.
- Член од
- 23 март 2005
- Мислења
- 284
- Поени од реакции
- 2
I konecno vo Airbus se resija da dizajniraat nov A350 takanarecen XtraWideBody ili A350XWB.Poveke informacii na http://www.airbus.com
FARNBOROUGH, England, July 17 (Reuters) - Crisis-hit planemaker Airbus has announced a radical revamp of its mooted A350 model, setting out a $10 billion plan for three versions instead of two and tossing out a fuselage design it has relied on for decades.
Airbus, battered in new order sales by archrival Boeing Co. (BA.N: Quote, Profile, Research) this year, said on Monday it was responding to demands from would-be A350 buyers who urged an all-new design, not the upgrade of an existing model it first offered.
"What's new? Virtually everything," top Airbus sales executive John Leahy told reporters at the Farnborough International Airshow which opened near London on Monday.
The France-based company said the design was now set and would carry a new name -- the A350 XWB for "extra wide body".
The A350 XWB will come in three versions -- the -800, -900 and -1000, and is designed as a response to the hot-selling Boeing 787 due in 2008 as well as the current 777.
The A350 XWB, which will debut in mid-2012, will be three inches wider than the 787 yet 13 inches narrower than the 777.
The world's largest plane leasing firm International Lease Finance Corp (ILFC) told Reuters it was happy with the revamp and would not cancel its existing orders for 16 planes.
Airbus, 80-percent-owned by European aerospace group EADS (EAD.PA: Quote, Profile, Research), is grappling for a response to the fast-selling Boeing models and has spent two years trying to get the A350 concept right.
Combined with wiring complications that will delay deliveries of the new A380 superjumbo for years, the planemaker is in crisis.
"Airbus is in the middle of a severe crisis in its relations with its customers," new Chief Executive Christian Streiff told reporters.
Streiff said he wanted three months to prepare for formal industrial launch of the new A350 project.
"What is needed now in this critical situation is not to be hasty but to act quickly," he told the year's biggest air show.
He also announced a full review of the supply chain for the A380.
BOEING AHEAD
Leahy said the A350 would offer cheaper operating costs than the Boeing 787 or larger 777.
He said Airbus had tossed out plans to base the plane on the same fuselage it has used since the 1970s and which is the basis of its current A330 and A340 models.
At the same time, he expressed confidence the plane would not cannibalise Airbus' backlog of twin-engined Airbus A330 or four-engined A340 planes worth over $30 billion.
The twin-engined Boeing 777 outsold the A340 at a rate of 10-to-1 last year as high fuel prices prompted airlines to buy the thriftier plane.
"We are quite comfortable we have a market for the A340 for the next 10 years," Leahy said.
Leahy said the new plane would enter service in mid-2012, with the third and last variant due in 2014 or 2015.
Airbus has booked more orders than Boeing for five consecutive years but that streak is at risk, with the U.S. planemaker leading this year by more than 360 planes.
On Monday Boeing announced that Indonesia's Lion Air would take 30 of its 737-900 jetliners, worth just over $2.2 billion at list prices.
At 1510 GMT, EADS shares were down 2.1 percent at 20.18 euros. Shares in Britain's BAE Systems Plc (BA.L: Quote, Profile, Research), which owns 20 percent of Airbus, were down 0.7 percent at 330-3/4 pence.
Government ministers from Britain, France, Germany and Spain are expected to brief reporters later on Monday regarding their stance on providing loans to Airbus to develop the plane, a subject which has triggered a stand-off with Washington at the World Trade Organisation.
FARNBOROUGH, England, July 17 (Reuters) - Crisis-hit planemaker Airbus has announced a radical revamp of its mooted A350 model, setting out a $10 billion plan for three versions instead of two and tossing out a fuselage design it has relied on for decades.
Airbus, battered in new order sales by archrival Boeing Co. (BA.N: Quote, Profile, Research) this year, said on Monday it was responding to demands from would-be A350 buyers who urged an all-new design, not the upgrade of an existing model it first offered.
"What's new? Virtually everything," top Airbus sales executive John Leahy told reporters at the Farnborough International Airshow which opened near London on Monday.
The France-based company said the design was now set and would carry a new name -- the A350 XWB for "extra wide body".
The A350 XWB will come in three versions -- the -800, -900 and -1000, and is designed as a response to the hot-selling Boeing 787 due in 2008 as well as the current 777.
The A350 XWB, which will debut in mid-2012, will be three inches wider than the 787 yet 13 inches narrower than the 777.
The world's largest plane leasing firm International Lease Finance Corp (ILFC) told Reuters it was happy with the revamp and would not cancel its existing orders for 16 planes.
Airbus, 80-percent-owned by European aerospace group EADS (EAD.PA: Quote, Profile, Research), is grappling for a response to the fast-selling Boeing models and has spent two years trying to get the A350 concept right.
Combined with wiring complications that will delay deliveries of the new A380 superjumbo for years, the planemaker is in crisis.
"Airbus is in the middle of a severe crisis in its relations with its customers," new Chief Executive Christian Streiff told reporters.
Streiff said he wanted three months to prepare for formal industrial launch of the new A350 project.
"What is needed now in this critical situation is not to be hasty but to act quickly," he told the year's biggest air show.
He also announced a full review of the supply chain for the A380.
BOEING AHEAD
Leahy said the A350 would offer cheaper operating costs than the Boeing 787 or larger 777.
He said Airbus had tossed out plans to base the plane on the same fuselage it has used since the 1970s and which is the basis of its current A330 and A340 models.
At the same time, he expressed confidence the plane would not cannibalise Airbus' backlog of twin-engined Airbus A330 or four-engined A340 planes worth over $30 billion.
The twin-engined Boeing 777 outsold the A340 at a rate of 10-to-1 last year as high fuel prices prompted airlines to buy the thriftier plane.
"We are quite comfortable we have a market for the A340 for the next 10 years," Leahy said.
Leahy said the new plane would enter service in mid-2012, with the third and last variant due in 2014 or 2015.
Airbus has booked more orders than Boeing for five consecutive years but that streak is at risk, with the U.S. planemaker leading this year by more than 360 planes.
On Monday Boeing announced that Indonesia's Lion Air would take 30 of its 737-900 jetliners, worth just over $2.2 billion at list prices.
At 1510 GMT, EADS shares were down 2.1 percent at 20.18 euros. Shares in Britain's BAE Systems Plc (BA.L: Quote, Profile, Research), which owns 20 percent of Airbus, were down 0.7 percent at 330-3/4 pence.
Government ministers from Britain, France, Germany and Spain are expected to brief reporters later on Monday regarding their stance on providing loans to Airbus to develop the plane, a subject which has triggered a stand-off with Washington at the World Trade Organisation.
Андроник, sorry ама и мене почна да ме живцираш со површните (не)знаења кои ги имаш од авијацијата. Ти мислиш дека знаеш али веруј дека не знаеш.Андроник напиша:Е ова веќе се сериозни и здрави информации кои тешко можете да ги најдете на странски а камоли на македонски форуми!
Вистина е дека моторите кои ги вградуваат се страшно моќни, на пример GE90 моторите се најмоќни во својата класа, и се вградуваат исклучиво на 777 моделите. Има гласини кои велат дека еден ваков мотор за една минута може да го исцрпи целиот воздух кој се наоѓа во огромната сала на Медисон Сквер Гарден во Њу Јорк. Дијаметарот на еден ваков мотор е 3.4 метри, поголем од дијаметарот на трупот од 737. На еден лет Сеул - Парис AF 777 2005 година откажал едниот мотор и слетале во Иркуртск, Сибир. Единствениот карго носач кој можел да го донесе резервниот мотор бил Антонов Ан124 Кондор. Причините сеуште не се откриени за дефектот.
Да не зборуваме за вакви ситуации, ги имало премногу. Еднаш еден воен фајтер исто слично како правосмукалка ишмука еден војник, а тоа некој случајно го снимаше.
Ако ви текнува еднаш во Мексико Сити мислам аеродромот беше кога 737 вртел кон паркингот кога едно такси се најде позади трагата на турбуленција (а моторт беше скоро на минимум) а таксито летна како пердув.
Сепак, иако со еден мотор може секако да се стигне до најблискиот аеродром, мене ме загрижуваат овие ETOPS (Extended-range Twin-engine Operational Performance Standards). Ова е дозвола за двомоторни комерцијални авиони да летаат дестинации, на одредени места одалечени повеќе од 60 минути лет од најблизок аеродром за пренасочување или вонредна ситуација!
Ова ги вклучува Boeing 737, 757, 767, 777 и Airbus A300, A310, A320 и A330 — да смеат да летаат долги дестинации претежно преку вода, пустина или одалечени поларни места, кои претходно не беа дозволени за овие летала.
Понекогаш скратеницата на шега ја читаат како Engines Turn or Passengers Swim.
Сепак јас се осеќам посигурен кога се три наместо еден, ако ви текнува на оваа ситуација, БА 747 прелета 5000 км откако едниот мотор откажал,а капетанот одлучил наместо да слетува некаде низ Америка, да продолжи кон Британија.
За теми кои не ги познаваш доволно треба да читаш повеќе наместо да пишуваш повеќе. Зошто пишуваш?
Човек просто да не знае од кај да почне да ти објаснува. Колку и да ти звучи чудно ова, брзината на одлепување од пистата не зависи од типот на авионот туку од тежината (читај: количеството гориво) и од политиката на авиокомпанијата (SOP). Нема стандардна должина и агол на полетување за одреден тип на авион, туку за одредено оптоварување на авионот.Андроник напиша:
Инаку, без гајле, кога авионот полетува со 85% N1 (нешто што A340 го може токму поради тоа што е многу моќен) наместо 100%, тогаш - да - должината на полетувањето се зголемува, аголот на качување се намалува, а векот на моторите многу се продолжува. Затоа, некои авиокомпании, во рамките на своите оперативни процедури имаат и ставка која вели дека кога е тоа можно (доволно долга писта, доволно лесен авион) тогаш задолжително да се полетува со „гас” помал од максималниот поради помалото амортизирање на моторите.
Значи, не е толку до горивото (иако и гориво бааги се штеди) колку што е до амортизацијата на моторите и авионот.
Инаку, да си знаеш дека како и секој авион за долги линии, и А340 во која сакаш верзија е ненормално моќен. Мора да биде за да го качи сето тоа гориво на 40.000 стапки.
Oваа зезалица е за Hawker Siddeley Trident, не за A340.Андроник напиша:
И пак не си разбрал. За летање на дадена висина троши онолку гориво колку што e >>>моментално<<< тежок и точка! Неговат тежина во текот на летот драматично >>>се менува<<<. Б747 кој од Париз полетал тежок 400 тони, на Холандските Антили ќе слета тежок 250 тони. Во текот на летот, тој постепено ќе се качува се повеќе и повеќе како што троши гориво и олеснува. Авионот ни случајно не ја постигнува максималната висина веднаш, туку дури во подоцнежните фази на летот. Потежок авион троши повеќе гориво. Авион се качува на многу големи висини само откако ќе го потроши поголемиот дел од горивото. Тогаш троши помалку затоа што е полесен и треба да „растрга” помало количество воздух за да не падне.Андроник напиша:
Глупости.Андроник напиша:
A340-200 има подобар однос тежина/снага на мотори од кој било Боинг (освен можеби F/A-18 )Како па да неАндроник напиша:
Проблемите биле други, а не дека пилотите морале да ги цепаад до максимум.