Engineering meets supply chain > Fokker

Innovatie in engineering bij FokkerEngineering & Supply Chain kunnen slimmer samenwerken – Workshop

Martijn van Rij 21 oktober 2015Manager Design EngineeringFokker Aerostructures BV

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Contents

Innovatie in engineering bij Fokker2

• Company overview• Innovation

– Product– Process

• Product development process– Past, Present, Future– Front loading strategy

• Front loading– High level architecture– Impact on way of working & organizational set-up

• Rudder-in-a-Month– Ambition / objectives– Challenges required elements– Developments

• Conclusions

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Fokker Aerostructures – Company overview


• Fokker Aerostructures is a Tier 1 Aerostructures supplier for all the main aeronautical OEM’s

• Fokker will become part of GKNF35 in flight opening doors, flaperon

Dassault F5X empennage

Gulfstream G650 empennage

AW169 Thermoplastic horizontal

A350 outboard flap

Hondajet empennage

A380, GLARE® fuselage panelsThermoplastic leading edge

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Key Technology FML is applied A380 fuselage panels

GLAss REinforced aluminum A sandwich material constructed from alternating layers of aluminum and glass fiber with bond film.

• Weight reduction: 15 to 30%• Excellent Fatigue Resistance• Improved Impact Resistance• Excellent Fire Resistance Behavior

27 GLARE® fuselage panelstotal area ± 500 m2

Thermoplastic leading edge

InnovationFokker is well known through by its product innovation

4 Innovatie in engineering bij Fokker

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Key Technology Thermoplastics is applied on rudder and elevators (Gulfstream G650, Dassault F5X)

Induction welded, carbon, thermoplastic torsion box:• 20% cost reduction• 10% weight reduction

• JEC innovation award 2010

InnovationFokker is well known through by its product innovation

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InnovationOpportunities

6

• OEM’s balance their innovation initiatives between incremental and disruptive innovation.

• Opportunities can only be realized when Non Recurring execution (hours & lead time) is competitive.

• This is especially true for incremental innovation:– Incremental innovation provides opportunities for early spin offs.– Incremental innovation can only be successful with low Non

Recurring Cost and short time-to-market.

• Besides product excellence, we need process excellence that addresses the market needs of today:

– Complexity management (incl. requirements & change management)– Organizational learning (transfer and re-use of domain knowledge)– Transformative innovation & growth (e.g. high volume aspects)

Innovatie in engineering bij Fokker

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Sequential product development process

Project setupRequirements

Design

Manufacturing

7

start

Tom

orro

ws

LTProject setup

requirements

design

manufacturing Initi

al L

eadt

ime

Knowledgelibraries

Front Loading

Toda

y’s

LT

Concurrent product development process

Front loaded product development process

1st ss delivery

Product development processPast, Present, Future


Project setup

Requirements

Design

Manufacturing

continuous integration of changes

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Product development processFront loading

• Front loading is a strategy to accelerate and improve the overall product development execution (reduce NRC hours & lead time) and performance (quality):

– Shift identification and solving of design problems to earlier phase of the product development process.

– Maturity of the design is achieved more quickly.– Knowledge is re-used and a standardized, predictable design

process is used by created and validated standard solutions.– Sensitivity and robustness of a standardized design is evaluated

upfront by design space exploration and driving design parameters.

– New concepts, knowledge and methodology generation and adaption of the software tool suite is done in the Front Loading phase. The Full Scale Development phase is executed with known, existing concepts, methods, tools and standards.


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DesignMaturity

Time100%

Improved overall maturityNovel design solutions

Traditional (labor driven)

Informationdriven

Product development processFast design maturity

Improved overall maturity, compliancy, change integration and controllability


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New Design - Build

Incrementaldesign

Product development processProduct recurring cost

• During the product development process, more and more decisions are being made, resulting in a higher maturity and decreasing influence on recurring cost.


RC Cost fixed

Time

Informationdriven

100%

100%

Traditional (labor driven)

Informationdriven

80%

20%

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High level architecture of Front LoadingFocus on both complexity and lead time reduction

11

complexity transfer /reduction

lead time gain due to simplicity


1

2

34

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Impact on way of working & organizational set-upTechnical and social impact

12

• New design process requires additional capabilities:– IT & software specialists (architectures, programmers)– Knowledge engineers– Engineers (design, stress, ME, specialists)

•

• Impact on career development:– A career will be a continuous learning experience.– Focus will be on deviations of the proposed design solution.– Working in a holistic design environment:

– Technical and business parameters are integrated– Multidisciplinary included in design review groups

– Knowledge development and innovation as core capability.

CURRENT STATE FUTURE STATERudder design lead time 18 months Rudder design in a month

Every solution is unique Standardized solutions

Design on the spot Frontloading; Prepare upfront

Use KBE only for know repetitive knowledge Use KBE to develop new knowledge

Expert creates results Experts evaluates results


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Rudder-in-a-MonthAmbition / objectives

• Operational excellence and lead time reduction in non-recurring phase by product and process standardization, in order to stay competitive:– Standardized design process. Workflow with integrated design logic and MDO.– Design process innovation.– Capture and re-use of knowledge. Formalizing tacit knowledge and best practices.– Real-time connection between knowledge and solution / geometry.– Automation of business process and tasks where possible and helpful.

• In order to:– Accelerate the execution of tasks on the critical path.– Reduce non-recurring cost of the total program by more than 50%.– React quicker to customer requests and changes.– Improve and expand available knowledge by front loading process and virtual rapid

prototyping, in order to aid and intensify the creative process.– Improve quality of the product and process by having a predictable design process,

performing more iterations and having automated requirements compliance checks.

• Show feasibility of integrated, complete, automated workflow.


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Technologies, tools & way of working Challenges required elements

• Elements required to apply the Fokker vision of the future development process:

– Workflow managers and Framework integrating processes and tools within a professional environment

– Mature KBE system– Mature MDO software and strategies– Simulation data management– Standards data management– Knowledge Management system– Design rationale tracking & traceability– Virtual laboratory– Bridge between structures engineering and software

engineering– Culture change of aircraft component engineers


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Rudder-in-a-Month developmentInitial scope (2014) – Hinge definitionCurrent scope (2015) – Torsion box


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RiaM 2014 – Project description


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RiaM 2014 – Use case 1Evaluate a hinge connection design

• Start with chosen standard solution with fixed parameter values and set of requirements based on current G650 hinge 3 design. Compute the behavioral properties of the design and evaluate whether the design complies to the requirements.


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RiaM 2014 – Use case 1Evaluate a hinge connection design


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Conclusions


• Fokker vision to introduce front loading through design automation tools and techniques in the aircraft component development process is essential to remain competitive, but is also ambitious:

– Problem is often more complex than anticipated:– Many parameters, many interdependencies, specific knowledge required– Process definition, workflow and tools have large influence on flexibility– User interface to support concurrent engineering and maintain connection

to the product

– Level of modularity has big influence on the project:– High modularity: Flexible model, but highly complex interfaces– Lower modularity: Less flexibility, but interfaces better manageable– Speed can become a limiting aspect for optimization

• For realization of this vision partners such as software developers and knowledge institutes are required

• Biggest challenge will be for the engineers to work efficiently in the new development environment

Business

Engineering meets supply chain > Fokker