University of Bath

Aftermarket

Author:TingWei Lee

Supervisor:Mr John Crocker

May 13, 2015

Aftermarket

Executive Summary

Forecasts predict a continuous growth in air travel in the next 20 years. The numberof aircraft will have to increase to meet this increased demand. It takes 15-20 years foran aircraft to enter service after the initial design process. As such, it is not viable fororiginal equipment manufacturers to build large volumes of new aircrafts to meet themarket forecasts.The aftermarket can play a role in ensuring available service aircraft tomeet this increased demand.

A design specification was proposed for a medium-haul aircraft that carries 200-300passengers over a design range of 5500nm. The aircraft is designated the Arrow 600. Thedefinition and general impact of the aftermarket on technical and commercial aspects wasdiscussed. The aftermarket considerations that were applied to the aircraft design wasanalysed.

The key difference between the Arrow 600 and the aircraft currently in service lies in thetechnological benefits. This includes the extensive use of composites in the airframe,Hybrid Laminar Flow Control on the empennage, shark-skin (riblet) paint on 70% of theaircraft and laminar flow control paint on the leading edges of the nacelle. Thecombination of the benefits bring about a 4.7% reduction in Direct Operating Costs ascompared to 2010 state-of-the-art. Although the benefits of these technology isundeniable, there is a cost of implementation. The risk of the system failure, increasedmaintenance workload and costs were investigated. However, it was concluded that suchtechnology would be viable for Entry-Into-Service in 2025.

The maintainability of the Arrow 600 was also assessed. This included the compatibilitywith current airport configurations, the use of Onboard Monitoring Systems (OMS) andthe types of services and support customers can expect. As the Arrow 600 is of aconventional layout, it is expected to be compatible with the current airportconfigurations and services. A new state-of-the-art OMS and Synthetic Vision Systemhas been selected to aid in aircraft health management and optimal flight planning. Aspart of Airbus, Arrow Aerospace will collaborate with Airbus’ existing Maintenance,Repair and Overhaul network which includes sub-contractors, facilities and personnel toenhance response and efficiency. Personnel training and equipment upgrades will beprovided, as well as site expansion if required. The aftermarket strategy was outlinedalthough a pricing strategy cannot be determined at this time.

A detailed analysis of the Turn-Round-Time (TRT) of the Arrow 600 was carried outand compared to a A330-200. The Arrow 600 is targeting the medium-range flagshipmarket where TRT is not crucial. However, for prospective customers in the Low-CostCarrier market, the TRT of the Arrow 600 provides an attractive option.

Lastly, the passenger and crew comfort as well as noise emissions of the Arrow 600 wereinvestigated. Compared to existing aircraft, passengers can enjoy more comfort withwider seats and better legroom. The cockpit layout is designed to the current Airbus

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standard and is therefore provide more convenient cross-crew training for pilots whooperate Airbus aircraft. The noise emissions of the Arrow 600 is also within theregulations for day and night operations.

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Contents

1 Introduction 1

2 Aim 1

3 Background 1

4 Current Practice 2

5 Impact 3

6 Aftermarket Considerations in Aircraft Design 36.1 Composites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36.2 HLFC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

6.2.1 Insect And Hail Contamination . . . . . . . . . . . . . . . . . . . . 46.2.2 Water Ingestion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46.2.3 Complete Mechanical Malfunction . . . . . . . . . . . . . . . . . . 46.2.4 Durability Of The Suction Surface . . . . . . . . . . . . . . . . . . 46.2.5 Damage Due To Bird Strikes . . . . . . . . . . . . . . . . . . . . . 4

6.3 Riblets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56.4 Nacelle Paint . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56.5 Maintainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

6.5.1 Airport Compatibility . . . . . . . . . . . . . . . . . . . . . . . . . 56.5.2 Onboard Monitoring System . . . . . . . . . . . . . . . . . . . . . . 66.5.3 Services and Support . . . . . . . . . . . . . . . . . . . . . . . . . . 6

6.6 Turn-Round-Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76.7 Passenger Comfort . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

6.7.1 Cabin Pressure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106.7.2 Leg Room . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106.7.3 Head Room . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

6.8 Noise around airports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106.9 Crew Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

7 Risks 11

8 Conclusions 12

9 References 12

10 Acknowledgements 15

11 Appendices 1611.1 Appendix A-Specification . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

11.1.1 Appendix A.1-Performance Specification . . . . . . . . . . . . . . . 16

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11.1.2 Appendix A.2 - Aircraft Dimensions . . . . . . . . . . . . . . . . . 1711.1.3 Appendix A.3 - Overview Of Business Plan . . . . . . . . . . . . . 18

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List of Figures

6.1 Advantages of Boeing’s Aftermarket . . . . . . . . . . . . . . . . . . . . . 76.2 TRT For 2-Class Layout . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86.3 TRT For LCC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

List of Tables

6.1 Seat Pitch and Width Comparison . . . . . . . . . . . . . . . . . . . . . . 106.2 Minimum Standing Height . . . . . . . . . . . . . . . . . . . . . . . . . . . 1011.1 Arrow 600 Performance Specification . . . . . . . . . . . . . . . . . . . . . 1611.2 Arrow 600 Principal Dimensions . . . . . . . . . . . . . . . . . . . . . . . 1711.3 Arrow 600 Business Forecasts . . . . . . . . . . . . . . . . . . . . . . . . . 18

NomenclatureAST Airline Support TeamsCFRP Carbon Fibre Reinforced PlasticCM Corrective MaintenanceEIS Entry Into ServiceFOD Foreign Object DamageHLFC Hybrid Laminar Flow ControlLCC Low Cost CarriersMRO Maintenance, Repair and OverhaulOEM Original Equipment ManufacturersOMS Onboard Monitoring SystemPM Preventative MaintenanceTBF Time Between FailuresTRT Turn-round TimeTTF Time To FailureSVS Synthetic Vision SystemsQC Quota Counts

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1 Introduction

The aftermarket is defined1 as the reliability, maintainability and supportability of aproduct after it has been sold. Safety is of utmost importance in aviation. Theaftermarket plays a major role in ensuring that aircraft safety is not compromised. Aproduct that is safe, reliable, maintainable and has accessible provision of supportenhances revenue and reputation. Therefore, provision of services from OEMs tomaximise these attributes will be attractive to the customers. In most cases, aftermarketservices generate more profits than the sale of the product. Furthermore, successfulaftermarket services enhance reputation and gives the OEM a better competitive edge.In essence, the aftermarket plays an equal, if not larger part in determining the marketshare compared to technological advantages between competitors. The future of theaftermarket is also bright and therefore, should be included in the business plan forOEMs.

The aftermarket is also considered in technical design such that any changes to theconventional design does not have an adverse impact on the reliability, maintainabilityand supportability of the aircraft.

The influence of the aftermarket on the detailed design of the Arrow 600 wasinvestigated, with emphasis on the aftermarket impacts on the technologicalimprovements incorporated into the design.

2 Aim

The aim of this report is to discuss the aftermarket considerations taken in the design ofthe aircraft, the Arrow 600. This includes the aftermarket services for the chosentechnological improvements associated with the Arrow 600, turn-round-times, passengercomfort as well as noise emissions. The aftermarket impact on the technologicalimprovements of the Arrow 600 is also analysed.

3 Background

The primary role of aftermarket services in the aerospace industry is to ensure that safetyis not compromised. This is achieved through the provision of PM and CM operations,spare parts and logistical support.

Reliability is defined1 as the ability of a product to maintain its performance in meetinga specific set of requirements. In the case of an aircraft, these requirements can bedefined as the passenger capacity and design range. The reliability of an aircraft isdependent on the reliability of its components. The aircraft components include theairframe, propulsion system, electrical and hydraulic systems and avionics. These

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components degrade over time. For instance, the airframe is subjected to metal fatigueand de-lamination of composite structures, propulsion systems are at risk of metal creepwhile electric systems can be damaged through heat and vibrations. However, damagecould also be caused by external factors, most commonly FOD such as bird strikes. PMalso addresses component reliability. A good technique used in PM is the measure ofTTF and TBF. This can be done for the critical aircraft components which upon failure,jeopardises the safety and operation of the aircraft. Single points of failures, for examplethe rudder, are critical components where malfunction can result in un-controlled failureor suspension of service. Component quality is another factor. Quality issues can be aresult of manufacture, maintenance and mishandling. A recent example2 of poormanufacture quality was a Rolls-Royce Trent 900 engine on a Qantas Airbus A380 flight.A misalignment during the manufacturing process resulted in a stub pipe fatigue failurethat led to a leakage of bearing lubricating oil. This resulted in an engine fire whicheventually resulted in the turbine disc failure. A380s powered by the Trent 900 had to begrounded which resulted in the loss of passenger flights and hence revenue for the affectedairlines. In addition, this dented the reputation of the aircraft and engine manufacturers.

Maintainability is the ability of a product to be restored to it’s operational standard aftermaintenance has been carried out1. Maintainability can also be measured with respect tothe time taken for a faulty component to be repaired or replaced. Rolls-Royce enginesare built and assembled in modules, such that in case of a failure, the module can bestripped off the engine. If the repair is extensive, a spare module can then be replaced.This reduces the time that the engine is off the aircraft. This means that the aircraft’savailability is better as compared to repairing the faulty part. The aftermarket servicescan then incorporate providing repair services and logistics as well as providing spareinventory for critical parts as a two-pronged approach to achieve high maintainability.

Supportability is the ability1 to provide the required provisions to carry out themaintenance task. This can be enhanced by having a pool of certified vendors who canprovide some spare parts instead of relying on the OEMs, which may be situated on theother side of the world. This would save time on having a usable spare delivered to theaircraft. Moreover, similar items minimises spare inventory.

4 Current Practice

The purpose of aftermarket services in the aerospace industry is to provide themanpower, resources, equipment and services to provide the highest standard of safety,reliability, maintainability and supportability to customers. A well-strategisedaftermarket service will appeal to customers and enhance the OEM’s market share.

Examples of current aftermarket strategies in the aerospace industry were illustratedpreviously. This included the spare parts interchangeability initiative, Boeing’s GoldCareservices and Roll-Royce’s "Power-By-The -Hour" strategy. In reality, the aftermarket

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service for a new aircraft would be refined with lessons learnt and best practices. Inaddition, Airbus and Boeing typically set up MRO networks and field service offices inmajor cities and airports.

5 Impact

The civil MRO market is predicted to grow 3.2% between 2012 and 20223 and furthergrowth is expected in the years that follow. Therefore, it is critical to take advantage ofthe aftermarket to generate more revenue. However, the adverse effects of businessdecisions on the aftermarket was also demonstrated4 and this should be avoided.

6 Aftermarket Considerations in Aircraft Design

The main impetus in the design of the aircraft is the incorporation of novel designs toachieve the specified range, DOC improvements and performance requirements. Thesetechnological improvements are a combination of structure and aerodynamics.

6.1 Composites

The structural improvement is the selection of composites for the fuselage, wing andempennage components of the aircraft5. The conventional wisdom is that compositesadds complexity, cost and effort for maintenance. However with improvements intechnology, this has been disproved6. With CFRP being fatigue and corrosion-free, thefrequency of checks can be extended from 6-year intervals to 12-year intervals. Thisgreatly reduces the downtime of the aircraft and hence improves the utilisation of theaircraft. Consequently, there is greater revenue generated by the airline customers.Therehave been developments in technology to identify damage in the composite structures.For example, Boeing has developed the ramp damage checker as well as the wheel probefor composites inspection on the 7877, which improves detection of damage to thestructure. Moreover, the maintenance cost of the 787 was significantly lower than theA330 despite having larger composition of composites in the aircraft structures7.

6.2 HLFC

The main aerodynamic advantage of the design over existing in-service aircraft is thatHLFC is applied on both the vertical and horizontal tail sections to promote laminar flowover 50% of both tail sections’ surfaces8. The risk and disadvantages associated withHLFC, particularly suction, are well known. The main concerns9 with regard tomaintainability of the HLFC system is the failure as a result of insect and hailcontamination, complete mechanical malfunction, durability of the suction surface anddamage due to bird strikes.

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6.2.1 Insect And Hail Contamination

At low altitudes, there is a high risk of contamination on the suction surface. However, itis assumed that anti-contamination devices are incorporated as part of the suctionsystem. The anti-contamination system includes a pump, motor, reservoir, foamgenerators as well as a shut-off valve9. The anti-contamination system can be activatedprior to departure to purge the contaminants. The self-contained purging system alsoreduces the need for extra manpower for pre-flight cleaning.

6.2.2 Water Ingestion

Possibly the greatest threat to the HLFC’s effectiveness is clogging of the suction surfaceas a result of condensation9. This happens when the aircraft flies through cirrus clouds.As cirrus clouds tend to occur below the cruising altitude, it was decided that the HLFCsystem would only be in operation during cruise and switched off during take-off andlanding approach. The self-contained purging system can be turned on when approachingstart-of-cruise altitude prior to operating the HLFC. This greatly reduces the risk ofwater ingestion during operation. Secondly, better weather forecasts and route planningcan further reduce the risk of flying through cirrus clouds9.

6.2.3 Complete Mechanical Malfunction

A complete system failure will result in a loss in the benefit of the HLFC for the entireflight. However, it is predicted that the probability of mechanical malfunction is 1 in2700 flight hours9, therefore the risk of such occurrence is reduced. However, it must benoted that if such failure occur, the benefit of the HLFC system is nulled.

6.2.4 Durability Of The Suction Surface

The durability of the suction surface is affected mainly by the material of the leadingedge of the tail sections. It is proven9 that a suction surface made of titanium did notshow evidence of degradation after 18 months of flight tests. Therefore, it is suitable forthe leading edges of the horizontal and vertical tail to be made of titanium.

6.2.5 Damage Due To Bird Strikes

Bird strikes on the suction surface can result in damages to the suction surface ofcarrying magnitudes. Pessimistically, the entire suction surface can be damaged,resulting in a loss of laminar flow control. However, it has been shown that bird strikesover the laminar flow region is 10 per million flight operations9. Operating the HLFC atcruise altitude reduces the risk of contamination and bird strikes.

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6.3 Riblets

Another aerodynamic improvement is the application of shark-skin paint10. This reducesthe turbulent friction drag, thus improving the aerodynamic performance further. Thispaint will be applied on the areas of the aircraft that does not have laminar flow. Thistechnology has been developed jointly by Airbus and Lufthansa-Technik. The coat ofpaint was designed to be resistant to erosion and UV radiation10. It was shown that thepaint did not deteriorate after 12000 flight hours10. A prototype tool was developed byFraunhofer IFAM to apply the riblets in a single process and this has been testedsuccessfully10. Assuming that an automated guiding system would be ready by 2025, itwould take one to two days to apply the riblets coating to the entire aircraft. Withautomated guiding systems in place, Airbus estimates that it would take one to two daysto apply the riblet coating to an entire aircraft, depending on the coated area and theaircraft type10. Moreover, the coat of paint is also dries much quicker than conventionalpaint, therefore the aircraft can return to service in a shorter time10.

6.4 Nacelle Paint

A further aerodynamic improvement is to use of paint on the Nacelles to promote naturallaminar flow. This technology is not new and has been used on the Boeing 787.Currently, Boeing 787 has entrusted the maintenance of the nacelle paint toLufthansa-Technik11. With the incorporation of this technology, it is possible tosub-contract the maintenance services to Lufthansa-Technik. It is assumed that thenatural laminar flow paint will provide laminar flow over 30% of the nacelle length. Forfurther improvement, the remaining section of the nacelle will be coated with theshark-skinned paint similar to the fuselage.

It is reasonable to entrust the Lufthansa-Technik with the MRO operations of the ribletsand natural laminar flow paints since it is proven that they have the capabilities for suchoperations.

6.5 Maintainability

6.5.1 Airport Compatibility

The main passenger boarding doors are chosen to be compatible with existingaero-bridges, therefore eliminating the requirement of modifications to existingequipment in airports. Also, the forward and aft cargo doors are placed such that theloading and un-loading of cargo would not be different from current practice. The fuelrefuelling ports are also located such that there is no need for any changes to currentoperating procedures.

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6.5.2 Onboard Monitoring System

The new OMS, WxOps12 will be expected to be ready by 2025 and would beimplemented in the aircraft. Although airlines will have to invest in new, compatiblesystems to be able to implement the WxOps technology, the added benefits of the volumeand rate of data transmitted by WxOps compared to current technology far outweighsthe investment costs. The new OMS would be more efficient in the event of emergencyCM where the problem can be transmitted directly to the destination or nearest airportand the necessary support personnel and logistics can be readied by the time the aircraftis on the ground. The OMS can also provide Aircraft Health Management.

In conjunction with the use of HLFC, WxOps would be able to provide pilots withreal-time meteorological data to assist in route planning. This would help pilots evadecirrus clouds to protect the HLFC system from water ingestion.

6.5.3 Services and Support

In the previous report, various aftermarket strategies were outlined and it was concludedthat the Rolls-Royce TotalCare strategy is not viable for aircraft manufacturers. Giventhat Arrow Aerospace is a subsidiary of Airbus Group, it would be most sensible to be apart of the Airbus’ Global MRO Network. As such, the existing approved MROcompanies, such as Lufthansa-Technik for example, would have to be upgraded to meetthe maintenance and repair capabilities of the new aircraft. This includes personneltraining and procurement of new equipment and tools. Site expansion may be necessaryif more shop-floor and inventory space is required. Furthermore, existing field serviceoffices in major airports and relationships with current airline customers can be upgradedand enhanced to provide support for aircraft PM and CM. The aircraft design has alsoconsidered the possibility of maximising parts interchangeability as dictated by AirbusMaterial and Logistics Engineering13.

Existing partnerships should also be enhanced. In particular, Lufthansa-Technik has thelargest market share in the aftermarket segment where they are able to provide servicesin over 60 airports globally14. It also has an on-going partnership with Airbus. Therefore,it would be beneficial to incorporate field service operations with Lufthansa-Technik’sAST network. This would further boost the response and efficiency of MRO operations.

The strategy would be to tailor the aftermarket services packages to suit the needs of thecustomers. In reality, the aftermarket strategy undertaken needs to be analysed infurther detail. This would include the analysis of current best practices and customerpreferences. Moreover, the pricing strategy for the aftermarket services cannot bedetermined at this stage as it will be negotiated with the customers independently. It isexpected that the aftermarket packages would comprise of the provision of logistics,services, equipment and spares for the overall maintenance and repair of the aircraftcomponents. The price would also include the use of the newly installed WxOps OMS.

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However, the prices of the package can depend on the maintenance intervals, the extentof personnel training and upgrades as requested by the airline customers.

For example, the aftermarket package for an airline operating the aircraft as a LCC willinclude provision of more spares for parts that have relatively short life and personneland equipment for more regular maintenance. On the other hand, for long-hauloperations such as flagships and freighters, the package may be tailored to suit long-haulflight operations.

Overall, it is hoped that the aftermarket services provided would help to achieve most ifnot all of the objectives as shown in Figure 6.115.

Figure 6.1: Advantages of Boeing’s Aftermarket

6.6 Turn-Round-Time

TRT is a highly critical factor in the utilisation of the aircraft. A reduction of TRT by 10minutes can improve aircraft utilisation by 8%16. The main contributors of TRT ispassenger boarding times, cargo loading and re-fuelling. Other contributors includevisual inspections and equipment checks.

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According to Jetstar, the use of RFID can reduce the inspection times on-board safetyequipment significantly and reduce the risk of non-compliance17. In addition, the use ofRFID can be employed in MRO as well, thus further reducing the downtime.

It was mentioned previously that the typical TRT for LCCs is 45 minutes and forflagship carriers, the TRT can be a few hours18.

The duration taken for the main events for TRT are detailed in Figures 6.2 and 6.3below. This was obtained by comparison with the Airbus A33019

Figure 6.2: TRT For 2-Class Layout

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Figure 6.3: TRT For LCC

As seen, the TRTs are 58 and 36 minutes for flagships and LCC operations respectively.Compared to the typical values above, the Arrow 600 is suitable for high-densityutilisation. The critical path for the 2-class layout is in passenger de-planing as well asaft cargo loading. For the high-density layout, the critical path is in passenger boardingas well as toilet servicing.The critical paths are shown in red.

However, the Arrow 600 is targeted at the medium-range flagship market20. As a result,TRT for such operations are not critical. For a study range of 3000-nautical miles, theaircraft will not be able to make more than 2 trips a day. Therefore, reducing TRT doesnot necessarily equate to increased utilisation. In this case, the airport’s services mightbe better utilised in turning other aircraft around. However, minimising TRT is stillbeneficial for the customers operating the aircraft as a LCC where it can be utilised morein a day. However, it must also be noted that high utilisation requires effort on groundcrew and equipment. Therefore, although a short TRT is valuable in improving aircraftavailability, it is not essential to meet the TRT unless necessary.

6.7 Passenger Comfort

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6.7.1 Cabin Pressure

The cabin pressure is maintained at a pressure altitude of 6000 feet. Similar to the Boeing787, this is an improvement from the 8000 feet pressure altitude of the 77721. Therefore,the aircraft would provide more comfort compared to the older existing aircraft.

6.7.2 Leg Room

Table 6.1 below details the Economy Class triple-seat pitch and width in comparisonbetween the aircraft design, Boeing 787-822 and A350-90023. It can be seen that the seatpitch is comparable to existing configurations. The seat width that is being offered issignificantly larger. This can be attributed to the fact that the 787 and A350 have muchlarger passenger capacities compared to the design. Given the proposed seatingconfiguration, passengers are expected to be more comfortable compared to existingaircraft. Ultimately, the airlines decide on the final seat layout and configurations to suittheir needs.

Aircraft Pitch (in) Width (in)Boeing 787-8 31-3324 59.6Airbus A150 31-3324 60.1Arrow Aerospace Aircraft 32 62

Table 6.1: Seat Pitch and Width Comparison

6.7.3 Head Room

The proposed minimum standing height is shown in Table 6.225 .

Location First Class (mm) Economy (mm)Aisle 2100 2100Side Bins 1700 1700Centre Bins 1700 1700

Table 6.2: Minimum Standing Height

It can be seen that there is sufficient head space for the passengers.

6.8 Noise around airports

The noise level of Arrow 600 is 92.3dB and 95.3dB at arrival and departure respectively.Therefore, it the Arrow 600 falls under QC1 and QC2 respectively which is within thepermissible range.

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For night flights, Heathrow and Gatwick does not permit flying above QC226. Therefore,the Arrow 600 will be permitted to carry our night flights to and from Heathrow andGatwick.

In addition, Arrow Aerospace are offering airline customers an add-on option to includetoboggan fairings on the landing gear. In particular, this will be beneficial to Low-Costoperators who intend to operate regular flights at night as this will reduce aircraft noisefurther.

It was also considered to offer airline customers a modified nacelle that incorporates ascarf to further reduce noise emissions. However, this adds inconvenience to theaftermarket as this increases inventory, spares and training equipment and manuals.

With the additional toboggan fairing and engine scarf, the QC values at departure andarrival will be 1 and 0.5 respectively.

6.9 Crew Training

The cockpit has been designed to the standard of all other airbus aircraft to ensure thatno additional training is required for pilots. The Arrow 600 will also incorporate SVSthat includes a flight path vector, flight path acceleration and speed error indicator tohelp reduce the risk of upsets and accidents27. This technology has been implemented insmall business jets. As this technology is new, additional training will be required for thecrew to maintain and operate the system.

7 Risks

Throughout the course of the design, potential risks were identified. However due tolimited knowledge and justification, these risks were not adequately assessed. Thehighest risk is associated with the application of drag reduction modifications. Theserisks include the probability of technology maturation in time for EIS; in particular, theautomated process of coating the aircraft with riblets. If the technology is not ready intime, the drag benefit of the riblet is forfeited. however, a mitigation is to provide theriblet coating once the technology is ready. Another risk is in-flight failure of the HLFCsystem in flight. Although it has been justified that the probability is low, if malfunctionoccurs, there will be a penalty of increased fuel burn and hence operating costs for theairline for the flight.

Another risk is that the aerodynamic improvements are new to the market and hence itis not possible to quantify the development and maintenance costs of these features.

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8 Conclusions

In conclusion, the aftermarket is a key driver in ensuring safety in air travel. Theaftermarket has a critical role in the technical and commercial aspects of a new productintroduction and the effects of the aftermarket was briefly described.

The application of the aftermarket in the design process was considered. In particular,the aftermarket impact of the novel technological improvements on the Arrow 600 wasanalysed. The main features are the HLFC on the empennage, riblet and laminar flowcontrol paint over the aircraft and nacelles respectively. The use of these products werejustified in that the risk of failure and delayed maturity is low.

New OMS and visual guidance systems are expected to be included. This will provideimproved data transmission, aircraft health monitoring as well as aid in optimal flightplanning. Since Arrow Aerospace is a subsidiary of Airbus, it would incorporate theexisting MRO network, partnerships and personnel for MRO operations. Additionalpersonnel training, new equipment capabilities and site expansion will be provided asrequired.

Although it is difficult to quantify the aftermarket pricing strategy at this stage, a briefinsight of the package and coverage was provided. It is expected that the aftermarketstrategies would be tailored to suit the customers needs and hence the prices will bedetermined and negotiated with the individual customers.

The TRT of the aircraft in the two-class and high-density layouts were calculated. Thiswas observed to be comparable to current practice. Although TRT is not critical for themain target market of the Arrow 600, it is still attractive for high-density operations.

Other aspects of the aircraft were also discussed which included the overall passenger andcrew comfort. It was concluded that due to the generally conventional aircraft design,the above aircraft attributes are not too different from existing aircraft. Passengers areexpected to enjoy better comfort whereas pilots who are familiar with Airbus aircraftshould integrate with the Arrow 600 almost seamlessly. The noise emissions allow theArrow 600 to operate at night.

9 References1 The Aftermarket. Crocker, J (2015).

2 Qantas 32: Titanic in the Air. Air Crash Investigation Season 13 (Episode 10).National Geographic Channel. Assessed: 20 February 2015.

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3 Putting services at the heart of aerospace strategy, Capgemini (2013). Available from:http : //www.capgemini.com/resource− file− access/resource/pdf/27311− 13−aerospacepovusversion13nov.pdf. Assessed: 25 February 2015.

4 CTA 2 Aftermarket-Phase 2B. Lee, TW. (March 2015)

5 CTA 2-Structural Integration Phase 3. Dhatt, P. (12 March 2015)

6 MRO-Network,A350 XWB : Maintenance efficiency by design (2013). Available from:http : //www.mro− network.com/analysis/2013/08/a350− xwb−maintenance−efficiency − design/1416 Assessed: 16 April 2015.

7 Boeing AeroMagazine (2014). Available from: http ://www.boeing.com/commercial/aeromagazine/articles/2014q4/pdf/AERO2014q4.pdfAssessed on: 8 May 2015.

8 CTA 2 Aerodynamics-Phase 3. Lee, TW. (12 March 2015)

9 Investigations into the Operational Effectiveness of Hybrid Laminar Flow ControlAircraft. Young, T.M (2002)

10Shark-skinned (18 February 2015). Available from:http : //www.mro− network.com/analysis/2015/02/shark − skinned/4860 Assessed:March 2015

11Connection, The Lufthansa-Technik Magazine. March/April 2014. Availablefrom:http : //www.lufthansa− technik.com/documents/100446/160376/Technik +Connection+ 2− 2014.pdf/064b59dd− 1c8d− 4935− b2d8− e9a619798c01 Assessed: 23April 2015.

12 Alternative Data Transmission Means For Airlines, Henry Canaday. Aviation WeekMRO Edition. (12 March 2015). Available from: http : //aviationweek.com/mro−enterprise− software/alternative− data− transmission−means− airlinesAssessed: 17 March 2015.

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13 Enhanced Spare Part Engineering Support, Airbus. Availablefrom:www.airbus.com/fileadmin/.../FAST479 − engineering − support.pdf. Assessed:21 February 2015

14 Lufthansa-Technik-Maintenance, Lufthansa-Technik. Available from:http : //www.lufthansa− technik.com/maintenance. Assessed: 23 February 2015

15 Integrated Services Goldcare, Boeing. Available from: http ://www.boeing.com/assets/pdf/commercial/aviationservices/brochures/GoldCare.pdf.Assessed: 21 February 2015

16 Boeing: Economic Impact of Airplane Turn-Times. Mirza, M. (13 April 2015).Available from:http : //www.boeingtechnology.com/commercial/aeromagazine/articles.pdf Assessed:23 April 2015.

17 INTERIORS: Jetstar uses RFID for safety checks. Dron, A. (13 April 2015). Availablefrom: http : //www.flightglobal.com/news/articles/interiors− jetstar − uses−rfid− for − safety − checks− 411116 Assessed: 23 April 2015.

18 Engineering Skills and Learning Development, British Airways. Dhatt, A. (9 March2015).

19 Airbus-A330 Aircraft Characteristics Airport And Maintenance Planning (January1993). Available from: http ://www.airbus.com/fileadmin/mediagallery/files/techdata/AC/Airbus?AC?A330?20140101.pdfAssessed: 1 May 2015.

20 Marketing Strategy. Archer, W. (May 2015).

21 Trimble, S. ANALYSIS: Boeing matches 787 cabin pressure in 777X cabin revamp. (17July 2014). Available from: http : //www.flightglobal.com/news/articles/analysis−boeing −matches− 787− cabin− pressure− in− 777x− cabin− 401712/ Assessed: 22April 2015.

22 787 Airplane Characteristics for Airport Planning. Available from:http : //www.boeing.com/assets/pdf/commercial/airports/acaps/787.pdf Assessed:23 April 2015.

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23 A350-900 Aircraft Characteristics- Airport And Maintenance Planning. Available from:http : //www.airbus.com/fileadmin/mediagallery/files/techdata/AC/Airbus−AC −A350−Apr15.pdf Assessed: 23 April 2015.

24 Seat Guru. Available from: http : //www.seatguru.com/ Assessed: 23 April 2015.

25 Appendix A, Student Design Project Specification 2014/2015. Macgregor. K. (19 Sep2014)

26 CTA 2-Environment Phase 2B. Dhatt, P. (12 March 2015)

27 Croft, J. Airbus, Boeing Set Sights On Synthetic Vision (29 April 2015). Availablefrom: http : //m.aviationweek.com/commercial − aviation/airbus− boeing − set−sights− synthetic− vision Assessed: 1 May 2015.

10 Acknowledgements

Special thanks to Arrow Aerospace for the hard work and contributions to the design ofthe Arrow 600 and for providing important information.

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11 Appendices

11.1 Appendix A-Specification

11.1.1 Appendix A.1-Performance Specification

Table 11.1 below displays the Arrow 600 Performance Specification.

Specification Units Requirements Iteration1

Iteration2

Iteration3

Iteration4

Passenger capacity - 200-300 270 270 272 276Design Range nm 5500 5500 5500 5500 5500Design Cruise Speed Mach 0.82-0.86 0.85 0.86 0.86 0.85Time To Climb(1500ft to ICA at ISA)

mins ≤30 - - 22 26

Initial Cruise Altitude(@ISA)

ft 35000 35000 35000 35000 37000

Maximum CruiseAltitude

ft 41000 - - 39000 39000

Approach Speed(MLW, S-L, ISA)

kts CAS ≤145 145 145 145 145

Take-of Field Length(MLW, S-L, ISA+15)

m 3000 - - 1935 2550

Landing Field Length(MLW, S-L, ISA)

m 2500 - - - 2450

One EngineInoperative Altitude

ft Result - - - 20645

VMO/MMO kts CAS/Mach

360kts/M=0.89

- 310kts/M=0.90

310kts/M=0.90

300kts/M=0.91

Equivalent CabinAltitude at 41000ft

ft 6000 6000 6000 6000 6000

Turn-Around Time mins Result - - - 36-58Airport Compatabil-ityLimits

- ICAO Code E ICAOCode E

ICAOCode E

ICAOCode E

ICAOCode E

ACN (Flexible B) - 60 - 51.0 56.3 55.1DOC target $/seat-

nm2010 SotA mi-nus 15%

3.0 4.7

ETOPS capability(at EIS)

mins 180 - - - 203

Expected EIS Year 2025 2025 2025 2025 2025

Table 11.1: Arrow 600 Performance Specification

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11.1.2 Appendix A.2 - Aircraft Dimensions

Table 11.2 describes the principal dimensions and configuration of the Arrow 600.

WeightsMax. Takeoff Mass 185 Tonnes

Max. Landing Weight 165 Tonnes

Operational Weight Empty 97 Tonnes

Max. Payload 42 Tonnes

Zero Fuel Mass 136 Tonnes

Max. Zero Fuel Mass 154 Tonnes

Max. Fuel Mass 49 Tonnes

Passenger Capacity2-Class 276High-Density 377

Overall DimensionsWing Area 356 m

Wing Span 57.8 m

Aspect Ratio 9.4Overall Aircraft Length 61.7 m

Overall Aircraft Height 16.8 m

Max. Fuselage Diameter 6.1mPropulsion

Engines 2 x UBB65Total Static Thrust 122300 lbf

Thrust/Weight 0.3Overall Diameter 3.4 m

Overall Length 6.1 m

Table 11.2: Arrow 600 Principal Dimensions

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11.1.3 Appendix A.3 - Overview Of Business Plan

Table 11.3 details the business forecasts of the Arrow 600. Quoted values are of the mostlikely case.

Business PredictionsSale Price 199.6 $m

Initial Investment 16 $bn

Net Present Value (at 2045) 33.8 $bn

Break-even Number of Aircraft 186 units

Payback Period 13 years

Payback and Break-even Year 2027Return on Investment 212%DOC Improvement relative to 2010 SotA 4.7 %

Table 11.3: Arrow 600 Business Forecasts

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