Editor’s Notebook
Worth the Wait A
BY JOY FINNEGAN, EDITOR-IN-CHIEF
s we went to press for this issue, Boeing delivered its first 787 Dreamliner to launch customer, All Nippon Airways (ANA). Boeing deserves huge
congratulations now that the first 787 aircraft has been delivered in spite of the challenges experienced in making the aircraft service-ready. The dramatic story of the Boeing 787 Dreamliner’s design, manufacture and struggles has been well-documented but a brief review is warranted. Many assemblies of the aircraft were subcontracted for
completion and then shipped to Boeing. Subcontracted assemblies included the manufacture of the wing, horizontal stabilizers and sections the fuselage among many other smaller subassemblies like wingtips, passenger doors, floor beams and wiring. The philosophy was that contracting this section of the aircraft out would shorten the production process. However, 787 some subcontractors had difficulty completing the work. They said they could not procure the needed parts, perform the subassembly on schedule, which left remaining assembly work for Boeing to complete. Another delay occurred in 2007 when a shortage of aviation-grade fasteners was blamed. Quickly thereafter, more delays were blamed on foreign and domestic supply chain, including the ongoing fastener shortage and the lack of documentation from overseas suppliers. Challenges with the flight guidance software were also blamed. There were continuing challenges with the supply and work being done by subcontractors. Early in 2008 Boeing attempted to gain better control of the
supply chain issues by purchasing Vought Aircraft Industries interested in Global Aeronautica and shortly thereafter agreed to buy Vought’s North Charleston, S. C. factory. Late in 2008, those pesky fasteners cropped up again
and Boeing said the wrong fasteners were installed and had to be replaced. Then there was a Boeing machinist strike leading to more delays. These are only a few highlights from the seemingly never-ending saga. On an up note, in December 2008, the Federal Aviation Administration (FAA) approved the maintenance program for the 787. After a few more setbacks, the first high speed taxi tests were conducted in December 2009 followed quickly by the maiden flight that same month. A year later the company had four aircraft up and in flight test. And now, less that a year after that, the first customer delivery has taken place. With the 787, Boeing gives the airlines the first mid-
4 Aviation Maintenance |
avmain-mag.com | October / November 2011
size airplane capable of flying long-range routes, enabling them to open new, non-stop routes. Composite materials, more-electric systems, advanced aerodynamics and modern engines combine to make the 787 more fuel efficient and provide lower operating costs. When Jim McNerney, president and CEO of Boeing
addresssed his shareholders earlier this year, he once again maintained steadfast focus on the goal. McNerney said,“First, complete 787 and 747-8 development and begin deliveries as planned this year. These programs are in the final phases of flight testing. The 787 has completed nearly 95 percent of the flight-test points needed to begin deliveries. Our second priority is to successfully shift to the higher production rates I just mentioned, in order to convert our backlog to earnings more quickly, and to open delivery slots for customers who want airplanes sooner than we currently have them available.” The 787’s lightweight composite structure (50 percent
composite by weight; 80 percent composite by volume) and advanced electric systems has already changed the way commercial jetliners will be designed and built going forward. “It will improve the operating economics for airlines,” McNerney says. “Notwithstanding the challenges of execution that we’ve had on the 787, it becomes clearer with each and every flight that we got the airplane—and the innovation behind it—right. With 835 orders from 56 customers, it remains the best-selling new airplane in history.” The press in general has been hard on Boeing. But I
want to take a moment to applaud the company’s focus and determination. Boeing knew it had a great concept and amazing design. And, in spite of the setbacks, remained focused on getting that design in the air in a safe and responsible manner. The pressure was no doubt intense at Boeing for years prior to this milestone delivery. I can only imagine the consequences both financial and to the company’s pride as delay after delay occurred. But when setbacks
happened, the company learned from them and carried on. Resolute focus and determination served Boeing well. AM
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