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Manufacture fabrication aggregates of aircraft and their engines

Manufacture fabrication aggregates of aircraft and their engines

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Analysis of Technological Innovation and Environmental Performance Improvement in Aviation Sector

Manufacturing is no longer simply about making physical products. Changes in consumer demand, the nature of products, the economics of production, and the economics of the supply chain have led to a fundamental shift in the way companies do business. Customers demand personalization and customization as the line between consumer and creator continues to blur. As technology continues to advance exponentially, barriers to entry, commercialization, and learning are eroding. New market entrants with access to new tools can operate at much smaller scale, enabling them to create offerings once the sole province of major incumbents.

While large-scale production will always dominate some segments of the value chain, innovative manufacturing models—distributed small-scale local manufacturing, loosely coupled manufacturing ecosystems, and agile manufacturing—are arising to take advantage of these new opportunities. Meanwhile, the boundary separating product makers from product sellers is increasingly permeable.

Manufacturers are feeling the pressure—and gaining the ability—to increase both speed to market and customer engagement. And numerous factors are leading manufacturers to build to order rather than building to stock.

In this environment, intermediaries that create value by holding inventory are becoming less and less necessary. Together, these shifts have made it more difficult to create value in traditional ways. At the same time, as products become less objects of value in their own right and more the means for accessing information and experiences, creating and capturing value has moved from delivering physical objects to enabling that access. These trends can affect different manufacturing sectors at different rates.

As these trends play out in a growing number of manufacturing sectors, large incumbents should focus more tightly on roles likely to lead to concentration and consolidation, while avoiding those prone to fragmentation. The good news is that three roles driven by significant economies of scale and scope—infrastructure providers, aggregation platforms, and agent businesses—offer incumbents a solid foundation for growth and profitability.

Due to competitive pressures, large manufacturers may experience increasing pressure to focus on just one role, shedding aspects of the business that might distract from the company becoming world class in its chosen role. The likely result is a significant restructuring of existing product manufacturers. The growth potential of adopting a scale-and-scope role can be further enhanced by pursuing leveraged growth strategies.

As the manufacturing landscape evolves and competitive pressure mounts, driven by the needs of ever more demanding customers, position will matter more than ever. In all the decisions about where and how to play in this new environment, there is no master playbook—and no single path to success.

But by understanding these shifts, roles, and influence points, both incumbents and new entrants can give themselves the tools to successfully navigate the new landscape of manufacturing. On the cavernous show floor of the International Consumer Electronics Show in Las Vegas, you come across yet another new company and product. You may wonder about the uses of such a product. Not to worry: Members of the FirstBuild community have already come up with more than 50 possibilities—including an LED disinfecting light, a hyperchiller, and an egg carton that doubles as an egg cooker.

Several of these ideas are now being prototyped to test their market viability. Its mission: to design, build, and market-test new innovations. For FirstBuild, GE has partnered with Local Motors, a small company that crowdsources and manufactures automobiles, to apply its platform to home appliances. In short, GE is taking a page from the startup playbook in a bid to stay relevant and competitive.

But while this model served manufacturers well when improvements were relatively few and far between, accelerating technological change—and the consequent shortening of the product life cycle—has reduced the window of opportunity for capturing value from any given improvement to a sliver of what it once was. And in an era of global competition, most of the already small gains in margin from product improvement are often competed away, with the consumer as the beneficiary.

With delivering more for less no longer a sustainable strategy, forward-thinking manufacturers are looking for alternative ways to create and capture value. They are being forced to rethink old notions of where value comes from, who creates it, and who profits from it, broadening their idea of value as a point-of-sale phenomenon to include a wide array of activities and business models.

It is no longer just about selling the product, but about gaining a share of the value it generates in its use. Consider the value that Netflix generates through the use of televisions as a conduit for streaming entertainment—or the value that businesses such as Zipcar and Uber create through the use of cars for on-demand mobility. Manufacturers are waking up to possibilities such as these and, in the process, starting to transform the way they do business.

Against this backdrop, a second, parallel shift is taking place. It arises from a confluence of factors moving scale upstream and fragmentation downstream in the manufacturing supply chain. Advances in technology and changes in marketplace expectations are making it possible for relatively small manufacturers to gain traction and thrive in an industry where scale was once a virtual imperative.

Thanks to technologies that are reducing once-prohibitive barriers to entry, and encouraged by fragmenting consumer demand, modestly sized new entrants now pose a legitimate threat to large, established incumbents. Indeed, in the race to find new ways to create and capture value, their smaller size and agility may give many market entrants an advantage over larger, older organizations, if only because incumbents may find it difficult to change entrenched business models and practices to accommodate new marketplace realities.

Moreover, the new entrants are not necessarily even manufacturing companies in the traditional sense. Some incumbents, viewing the proliferation of fragmented smaller players as a market in itself, may opt to support niche manufacturers by providing them with products and services for which scale still provides an advantage—platforms for knowledge sharing, components upon which niche manufacturers can build, and the like. Due to competitive pressures, large incumbents will likely consolidate further, providing the foundation for a large number of fragmented smaller players dedicated to addressing the increasingly diverse needs of the consumer.

The result is an ecosystem that includes both niche players and large scale-and-scope operators. How can large incumbents take advantage of emerging tools, techniques, and platforms?

What lessons can new entrants and incumbents alike learn from organizations from other industries that have staked a claim in the manufacturing space? And how can organizations find profitable and sustainable roles in the future manufacturing landscape? With these questions in mind, we take a deeper dive into four areas whose changing dynamics underlie both of the shifts we have described, exploring the trends and factors that influence each one:. Each of these shifts—in customer demand, the nature of products, the economics of production, and the economics of the value chain—contributes to an increasingly complex economic environment that makes value creation more challenging while making value capture even more crucial see figure 1.

After exploring the evolving landscape, this report lays out steps both entrants and incumbents can begin to take to effectively navigate this landscape of the future.

When navigating the path to enhanced value creation and value capture, large incumbents, especially, should determine the urgency of change in a given market, focus on the most promising business types, pursue leveraged growth opportunities, and identify and, where possible, occupy emerging influence points.

The path to success is specific to each business, and businesses should envision their organizations in new ways if they want to make the most of the available opportunities. More and more, buyers are seeking—and finding—products that are personalized and customized to fit their individual needs. In this landscape, Pinterest reveals desire, and Etsy embodies the ability to fulfill it. At its simplest, personalization—adding to or changing a product to fit the individual—can be as simple as monogramming a towel; customization involves creating products attractive to specific niche markets.

But the current rise in both personalization and customization is more than cosmetic. Personalization to the individual and customization to a niche have always taken place. No longer. Digital technologies, especially the Internet, have made personalization and customization available to a wide range of consumers, making it more cost-effective to satisfy demand. This, in turn, is fragmenting the consumer marketplace into numerous niche markets, each of which represents an opportunity for manufacturers capable of delivering the desired goods and creating and capturing value through economies of scope rather than economies of scale.

One such niche market is the tiny home movement, in which residents seek to live well in smaller spaces as a way of reducing costs or increasing geographic mobility. These consumers seek out products tailored to their limited spaces, favoring the deliberately compact, multifunctional, and aesthetically bold.

Websites such as apartmenttherapy. A growing number of craftspeople and small manufacturers reach these buyers through sites like Etsy; mass-market furniture sellers such as IKEA also focus on serving them. Another niche market being transformed by customization and personalization is the disability community—which encompasses not only those with physical disabilities, including blindness and mobility issues, but also those with perceptual and learning differences such as dyslexia.

Lechal is a Hyderabad-based hardware startup whose haptic devices offer tactile feedback for the visually impaired; one product incorporates electronics into shoe soles, aiding navigation with directional vibrations. For example, the recent explosion of consumer-grade additive manufacturing technologies and printers has led Enable to build a platform matching owners of 3D printers to children requiring artificial limbs.

The company has also developed open-sourced designs for printable custom-fit artificial limbs. Beyond their rising interest in personalization and customization, consumers are also increasingly apt to engage in the creation, or at least the conceptualization, of the products they buy.

At base, this phenomenon represents a shift in identity from passive recipient to active participant—a blurring of the line between producer and consumer. One manifestation of this trend is the growing popularity of the maker movement—a resurgence of DIY craft and hands-on production among everyone from Lego-obsessed kids to enthusiastic knitters, electronics geeks to emerging product designers.

Some actually take on the mantle of maker, taking pride in creating rather than consuming. Others, while not producing objects themselves, become collaborators, engaging with maker culture to support and shape the products they buy, and deriving identity from that engagement.

The maker movement is aptly named. Its biggest and best-known event, MakerFaire, was launched by Maker Media in By , there were more than MakerFaires around the world, with flagship events in the San Francisco Bay Area and New York attracting more than , visitors.

Even those outside maker culture are becoming more likely to seek involvement in shaping what they purchase. This involvement can take the form of voting for favorite designs on an ideation platform, crowdfunding a hardware startup, or engaging an Etsy seller to create a custom item. More-involved individuals might customize or hack a build-it-yourself product kit, design and build pieces from scratch, or sell their creations to others within or outside the movement.

This incipient change in identity from consumer to creator is also driving a change in how brands are perceived. Many consumers want to get past the marketing to create a more authentic relationship with the products they consume. In this environment, manufacturers fully leveraged to produce large volumes of limited numbers of products will likely be at a disadvantage, forcing them to rethink their place in the manufacturing landscape and the value they bring the consumer.

The good news is that amid the fragmentation, new roles and new sources of value can emerge for large players. In parallel with, and in response to, shifts in consumer demand, the nature of products is changing. At the same time, how consumers view and use products is changing, redefining both the factors that determine product value and how companies can capture it.

The questions raised go far beyond the technical challenges of manufacturing. As products create and transmit more data, how much value will be located in the objects themselves, and how much in the data they generate, or the insights gleaned from it?

And what of the option to rethink products as physical platforms, each the center of an ecosystem in which third-party partners build modular add-ons? Each of these questions envisions a change in the nature of products—and a much larger shift in how value is created and captured. Quite a few led with their looks: Smart-device startup Misfit partnered with Swarovski to produce the Swarovski Shine Collection, nine crystal-studded jewelry pieces, each concealing an activity tracker.

Such items are good examples of the quantified self movement, in which participants use technology to track and analyze the data of their daily lives. As yet, most are still stand-alone tools.

The emergence of technologically enabled products such as activity trackers is only one facet of a looming transition in physical goods. The pervasive expansion of sensors, connectivity, and electronics will extend the digital infrastructure to encompass previously analog tasks, processes, and machine operations.

To capture value in a world where products are as much about software as about physical objects, manufacturers should consider their business models in the light of four factors that play into generating value from smart products: integrated software, software platforms, the applications apps that run on those platforms, and data aggregation and analysis.

While integrated software handles all the performance functions needed by the hardware housing it, software platforms act as translators, managing the hardware based on new instructions delivered through easily updatable apps.

This platform-plus-app model allows for a greater range of customization and personalization, and makes it easier to update products in response to shifting needs and contexts. The drive for customization and personalization—coupled with the success of such platform-centric business models in software—is pushing some manufacturers to rethink products as physical platforms, with each platform the center of an ecosystem in which third-party partners build modular add-ons.

This change goes beyond simply adding software to physical objects, though that is an important component of platform creation.

Aircraft engine

For airliners and cargo aircraft , the in-service fleet in is 60, engines and should grow to , in with 86, deliveries according to Flight Global. A majority will be medium-thrust engines for narrow-body aircraft with 54, deliveries, for a fleet growing from 28, to 61, GE Aviation , part of the General Electric conglomerate, currently has the largest share of the turbofan engine market.

Over the past decade, aero engine manufacturing processes have increased in complexity to meet advanced design requirements and evolving customer demands. Engine configurations today must reach peak performance standards while maintaining controlled maintenance costs.

The past oil crises have caused dramatic improvements in fuel efficiency in all industrial sectors. The aviation sector—aircraft manufacturers and airlines—has also made significant efforts to improve the fuel efficiency through more advanced jet engines, high-lift wing designs, and lighter airframe materials. However, the innovations in energy-saving aircraft technologies do not coincide with the oil crisis periods. The largest improvement in aircraft fuel efficiency took place in the s while the high oil prices in the s and on did not induce manufacturers or airlines to achieve a faster rate of innovation.

List of turbofan manufacturers

Ground and flight tests; diagnostic systems designed for aircraft; support for aviation technology management; aviation systems; air weapons; intelligence, command and training systems. Manufacture of various types of springs multicore spring, helical spring, compression spring, torsion springs, disc, hairpins, formed wires etc. C4Defence is Turkey's first online defence magazine. The journal is published monthly in Turkish and English. Current developments, as well as the future of the sector, is widely analysed at the magazine. Solutions to problems related to safety and environment: in the area of defense, civil protection, in the specific field of CBRN decontamination and detoxification, sanitation, special industrial applications. Crystal Instruments designs, sells, and services hardware and software for machine vibration monitoring, dynamic measurement and environmental testing.

Engine Manufacturing

The world is talking about the Industry 4. It includes cyber-physical systems, Internet of Things and cloud computing among other technological assets. This new era has the potential to improve air transport key performance areas. Particularly, in an industry where safety levels are so high and the margins for improvement are extremely tight, this upcoming era might imply a shift in safety improvement.

Over 90 Years of Growth Curtiss-Wright Corporation has the most renowned legacy in the aerospace industry.

An engine is the heart of a vehicle's operating system and ultimately what makes the vehicle a successful form of transportation. Without the engine, a vehicle is just another big piece of stamped out metal appearing in various shapes and sizes. In addition to being manufactured for vehicles, engines are also built for aircraft and large machinery equipment, such as Caterpillar excavators and dozers.

How Rolls-Royce Maintains Jet Engines With the IoT

Not a MyNAP member yet? Register for a free account to start saving and receiving special member only perks. Consideration of aircraft operations, including inspection, maintenance, and repair procedures is crucial in the development and application of new materials and structures. This part of the committee's report focuses on the operation and monitoring of materials and structures in a service environment.

SEE VIDEO BY TOPIC: Giant Aircraft: Manufacturing an Airbus A350 - Mega Manufacturing - Free Documentary

Address: 1, O. Koshovogo Str. Address: 85, Baydi Vyshmevetskogo Str. Field of activity: major overhaul and upgrading of recoinaissance facilities and electronic warfare. Field of activity: design of maritime transport, support, research, and other ships, boats, docks and other floating structures of all classes and appointments.

ST Engineering to Acquire Nacelle Manufacturer for Aggregate Purchase Consideration of US$630m

An aircraft engine is a component of the propulsion system for an aircraft that generates mechanical power. Aircraft engines are almost always either lightweight piston engines or gas turbines , except for small multicopter UAVs which are almost always electric aircraft. In this entry, for clarity, the term "inline engine" refers only to engines with a single row of cylinders, as used in automotive language, but in aviation terms, the phrase "inline engine" also covers V-type and opposed engines as described below , and is not limited to engines with a single row of cylinders. This is typically to differentiate them from radial engines. A straight engine typically has an even number of cylinders, but there are instances of three- and five-cylinder engines. The greatest advantage of an inline engine is that it allows the aircraft to be designed with a low frontal area to minimize drag.

KHARKOV STATE AIRCRAFT MANUFACTURING COMPANY Technical staff and pilots retraining. STATE ENTERPRISE "PLANT CIVIL AVIATION".

Based in Baltimore, Maryland, USA with approximately employees, MRAS has two principal business lines: 1 design, development, production and sale of nacelles, thrust reversers and aerostructures, and 2 spare parts sales. ST Engineering has been looking to invest in new growth areas, including businesses that offer competitive products through the ownership of intellectual properties and that are synergistic to its core businesses. MRAS is a strong fit given its expertise and proprietary designs to manufacture nacelles using advanced composites.

Aviation 4.0: More Safety through Automation and Digitization

Rolls-Royce is using Microsoft Azure IoT to target use cases in predictive maintenance and fuel efficiency. Maintaining the aircraft on the ground can add hundreds of dollars per hour. Although fuel costs have been falling, airlines are still pursuing ways to reduce running expenses. Some areas being pursued include increasing fuel efficiency of jet engines, optimizing flight paths, and improving maintenance.

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Manufacturing is no longer simply about making physical products.

Engineering company providing creative and innovative solutions to unique engineering problems. Secure and robust multimedia communications; satellite telemetry and communications; cyber security; defence modeling, simulation and analysis. Holding company built upon Czechoslovak industrial tradition which is being supported and further developed by activities of traditional Czech and Slovak companies in fields of both military and civilian industrial production. Sales, repairs, production and upgrades of military vehicles, spare parts, weapons, ammunition and other military equipment.

Adjust text size A A A. Vigilance Awareness Week Make In India. Aircraft Manufacturing Division Nasik. Aircraft Overhaul Division Nasik. Sukhoi Engine Division Koraput.

Но по его глазам было видно, что он волнуется за. - И не только он, - негромко проговорил Ричард. Пару минут они полежали молча, потом Ричард приподнялся, опершись на локоть.

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  1. Jusida

    Bravo, fantasy))))