Ex-C Series : encore un peu de patience demandée aux Québécois

On the same subject

• 

  February 1, 2022

  Ton Équipier has been mandated to organize networking and training activities for StartAero 360 members

  ***For StartAero 360 members*** Ton Équipier's team has been mandated for the year 2022 to plan and deliver high value added networking and training activities for the initiative's members. Jean-Philippe Sicard's team will be contacting you shortly to collect ideas, recommendations and comments regarding your needs and wishes for this year. Please respond to them so that we can offer you a program that meets your expectations! If you have any additional questions, please do not hesitate to contact Pauline Breyton pauline.breyton@aeromontreal.ca Have a nice day,

• 

  May 19, 2021

  StartAéro 360 | Les brèves de l'actualité 17 mai

  Industrie Aérospatiale Rolls-Royce (13 mai) Rolls-Royce has said that “large (commercial) engine” flying hours in January-April were 40% of their 2019 level. It attributes this to cargo flights and continuation of key international routes and says that it is “broadly unchanged from the end of 2020”. The company also said that its planned sale of ITP Aero is “progressing well... with an encouraging range of interested parties”. Airbus (12 mai) Airbus relance le projet de ligne d'assemblage final (FAL) A320/A321 modernisée et numérisée qui remplacera l'une des FAL A320 originales de Toulouse et sera installée dans l'ancien site A380. Il devrait être opérationnelle d'ici fin 2022. Hambourg et Mobile sont actuellement les seuls sites de production d'Airbus configurés pour assembler des A321. Le A321neo représente maintenant plus de la moitié du carnet de commande de la famille A320 (5,650 avions). CAE (12 mai) CAE has been selected by Jaunt Air Mobility to lead the design and development of the Jaunt Aircraft Systems Integration Lab (JASIL) for its all-electric vertical take-off and landing (eVTOL) aircraft. Certification planning is set to begin in 2023 with entry-in-service (EIS) expected in early 2027. The JASIL is designed to de-risk the aircraft program's schedule and manage development costs by identifying integration issues and proving failure modes early in the program. Airbus A320 family rate increases (11 mai) Airbus suppliers are saying that they are being asked to prepare for a possible further 18% increase in A320-family jet output by the end of 2022 to 53 per month. So far Airbus has only committed to raising the rate in two steps to 45 a month by the end of 2021, from 40 now. Boeing orders and deliveries (11 mai) During April, Boeing logged orders for 25 airliners and cancellations for 17. The orders included five 777 Freighters, and 20 737 MAX. The 17 cancellations were all for 737 MAX including three from Air Lease whose offsetting orders and cancellations were “re-contracts for earlier delivery positions”. Deliveries totalled 17 aircraft including nine 787s. Boeing aims to deliver the majority of roughly 100 completed but not delivered 787s by year-end. April deliveries also included one 767F, one KC-46, two 777Fs and four 737 MAX. Aircraft Electronics Association (11 mai) AEA has stated that worldwide business and general aviation avionics sales in the first quarter fell 13.9 percent year-over-year, to $568.8 million. While almost $100 million less than a year ago, AEA said this represented a marginal increase from the fourth quarter sales. North America market accounted for 76 percent of sales. Moody's (11 mai) Moody's has upgraded its outlook for the global airlines industry to "positive" from "negative", as the ratings agency expects steady vaccine rollouts across geographies to drive a rebound in commercial air travel. It expects the industry to sustain operating losses and negative operating margins in 2021, although to a lesser degree than in 2020. Safran Landing Systems (10 mai) Safran Landing Systems (SLS) a signé avec Bell Textron un accord portant sur les trains d'atterrissage du Valor V-280, un aéronef à rotors basculants de nouvelle génération proposé à l'armée américaine pour son programme d'hélicoptères de combat d'assaut de longue portée de demain (FLRAA). SLS développera et fabriquera un système d'atterrissage entièrement intégré. Les activités seront réalisées sur quatre sites de SLS en Amérique du Nord et en Europe. Le pilotage sera effectué depuis Ajax, ON, l'un de ses sites canadiens. GKN Aerospace (10 mai) GKN Aerospace has produced an intermediate compressor case (ICC) for Rolls-Royce that includes additive manufacturing. It was mainly manufactured using traditional casting techniques, but several of the attaching parts were fabricated using additive manufacturing. The production process also included a novel welding method. The ICC will be used in a demonstrator program for the UltraFan engine. It was developed as part of Clean Sky 2 which is part of the EU's Horizon 2020 program. Qarbon Aerospace (10 mai) Triumph Group has completed the divestment of three aerostructures composites manufacturing facilities in Red Oak, TX, Milledgeville, GA and Rayong, Thailand to Arlington Capital Partners which has renamed the businesses Qarbon Aerospace. The site in Red Oak produces large, complex composite and metallic structures. These operations employ 900 staff. MHI (10 mai) Mitsubishi Heavy Industries' aircraft, defence and space unit narrowed its full-year losses, but the SpaceJet programme will remain frozen in the near term. The unit reported an operating loss of Y94.8 billion for the year ended 31 March. The SpaceJet programme cut its full-year losses to Y116 billion, down from the previous year's Y263 billion. MHI will “continue type certification documentation activities and assess [a] possible programme restart” of the Spacejet during the fiscal year ending 31 March 2022. Airbus Canada (8 mai) Philippe Balducchi quitte ses fonctions de PDG d'Airbus Canada. Il a dirigé la transition du C Series de Bombardier à l'A220 d'Airbus. Il était avec l'entreprise depuis 2001 et avait veillé entre autres au démarrage de la FAL A220 de Mobile. C'est M. Benoît Schultz qui prendra la relève le 1er septembre 2021. Il avait été nommé Vice-président principal Approvisionnement, systèmes, équipements et services en 2016. Puis en 2018, sa responsabilité a été étendue pour inclure l'approvisionnement stratégique et commercial des systèmes de l'A220. Enjet Aero (3 mai) Kansas City-based aerospace company, Enjet Aero, announced today the acquisition of Birken Manufacturing. Birken Manufacturing, based in Hartford, Connecticut, is a high performing supplier of complex aeroengine components to Pratt & Whitney, GE Aviation, and Rolls Royce. Drones- Advanced Air Mobility ASSURED-UAM (10 mai) Companies and research laboratories from Poland, Italy, Portugal, and the Netherlands have teamed up to launch ASSURED – UAM to develop implementation, acceptance safety and sustainability recommendations for efficient deployment of Urban Air Mobility. The project has received funding from the European Union's Horizon 2020 programme. Japon -Ministère du transport (9 mai) Japan's transport ministry has begun discussions on safety standards and other key issues regarding commercial and private use of flying cars. It plans to establish standards for performance, safety, and a licensing system, by the end of 2023. It also intends to establish related infrastructure by 2023 and for initial operations in “safe areas” away from people. Jaunt Air Mobility (6 mai) Jaunt Air Mobility plans to open design and manufacturing operations in Canada and has appointed Eric Côté to head its Canadian operations. Martin Peryea, CEO of Jaunt Air Mobility, said "Canada and Québec offer a wide range of opportunities stemming from a long history in the aerospace industry, including an experienced workforce and global suppliers”. Spatial Arqit (12 mai) British quantum technology encryption startup Arqit is raising $400 million in the space industry's latest SPAC deal, supporting the launch and construction of two satellites in 2023 to protect against growing hacking threats. C6 Launch Services (10 mai) C6 Launch Services has signed an agreement with the government of Brazil to be a tenant at the Alc'ntara Space Centerl for future launches. The company previously announced that it had selected the UK based Shetland Space Centre as its primary launch site. It has also completed construction of an engine test stand at Spaceport America and begun tests. C6 Launch Services has taken important steps towards launching a new rocket designed for small payloads which may be Canada's first orbital rocket. C-Core (6 mai) The Canadian Space Agency (CSA) has awarded C-CORE a contract for the development of blockchain technology to be used with earth observation big data. The contract is an award from the CSA's procurement notice for seven priority technologies (PT) and covers PT 7, “Blockchaining on Service of Earth Observation Big Data”. The contract is valued at $500,000. Innovation Neste (12 mai) Neste has approved an expansion project at its Rotterdam refinery. Requiring an outlay of approximately $231 million, it will add 500,000 tons of sustainable aviation fuel (SAF) a year to the current 100,000 tons. This, combined with upgrades at its Singapore production facility, is expected to increase total annual output to 1.5 million tons by 2023. SAF accounted for just 0.01 percent of all fuel used by the aviation industry in 2019. Thales, Drones-Center et ZenT (12 mai) Thales, Drones-Center et ZenT annoncent avoir expérimenté en vol un drone équipé d'une pile à combustible hydrogène. « Les essais ont démontré la capacité à voler au moins deux heures avec un temps de rechargement en hydrogène ne dépassant pas une minute ». Les essais ont utilisé la solution ScaleFlyt Geocaging de Thales, développée avec le soutien de la DGAC. NASA (10 mai) NASA's all-electric X-57 Maxwell is undergoing high-voltage ground testing at NASA's Armstrong Flight Research Center in California. The principal goals of the X-57 Project are to share the design and airworthiness process with regulators and standards organizations and to establish the X-57 as a reference platform for integrated distributed electric propulsion technologies.

• 

  June 29, 2020

  Opinion: Six Essential Steps For Surviving The Aerospace Market Bust

  Eric Bernardini June 19, 2020 The air travel boom of the last few years, which launched an abundance of new airlines and sparked a record number of aircraft orders, is over. The first sign of trouble appeared in 2014 when the widebody aircraft market began to throttle back. Deeper issues surfaced with the Boeing 737 MAX grounding, which led to a production halt and a resulting hit to the global aerospace supply chain. Any remaining optimism for a 2020 recovery ended with the arrival of COVID-19, which has been catastrophic on several levels. Air travel has now come to a veritable halt. This “perfect storm” demands that the commercial aviation industry act quickly and thoughtfully to first survive and then create a solid foundation for a recovery in the future. The aerospace industry is nothing without its talent and its highly skilled workforce. The human consequences of the coronavirus have been significant, and the current health concerns are unlikely to go away anytime soon. This means that companies must first take deliberate and thoughtful actions to bring their people back to work safely and must employ a people-first philosophy. When leadership practices and demonstrates compassion, it makes employees feel valued and engaged. What's needed now more than ever is the right kind of leadership. It isn't enough to be well-intentioned; the very best leaders will inspire and motivate by demonstrating an authentic understanding of the struggle of the individual employee while articulating a clear and progressive plan for coming back as a business. By demonstrating compassion and empathy, leaders will be able to create the cultures of innovation and accountability needed to accelerate recovery and progress. Supporting the well-being of employees and business partners at such a time demonstrates a company's commitment to integrity and values. This will mean creating a clear set of policies and guidelines to both define measures being taken to ensure health and safety and then communicating these widely. It will also require being decisive and acting quickly on potential new outbreaks of the virus. While there have been other instances of significant drops in air traffic in the past, they have generally been regional. Never have we seen a sustained global collapse of air traffic as we're seeing now because of the travel restrictions necessitated by COVID-19. International passenger demand in April fell 80% year-over-year, according to the International Air Transport Association. Every region across the world has seen double-digit percentage declines in traffic, with most airlines experiencing capacity reductions up to 95%. Commercial aerospace spent the past decade scrambling to satisfy the demand of increasing commercial aircraft production rates. Now, in a reversal, the entire ecosystem must start to ramp down. The resulting cultural shock will be huge. Very few people in the industry have experienced such a demand drop. Uncertainty around the timing of the overall economic recovery and a renewing of consumer confidence will remain high until there is a vaccine or a demonstrated cure protocol. The industry, then, needs to be prepared for a prolonged dip. This requires an immediate focus on cash containment measures and a thorough resizing of the business while preserving skills and capabilities. There are six major areas companies must address now: (1) Begin with your leaders: Carefully assess and retain those leaders who are best equipped to lead your recovery. These will be leaders who are highly adaptive and who can anticipate and lead innovative solutions to unfamiliar problems. At this time, your organization needs leaders who are authentic, empathic, inclusive and inspiring. Effective leadership will help you create a compelling vision for the future, communicate this effectively, and democratize decision-making, thus provoking creativity and innovation in others. The very best leaders demonstrate the emotional intelligence and resilience to inspire teams to make the most of what is a very challenging environment. (2) Be realistic about the topline impact: Model realistic production scenarios at least until 2022, including one that assumes production “going dark” well beyond production rate cuts announced by aircraft equipment manufacturers. Ensure that your models account for the severe impact on the aftermarket business, assuming a scenario of 70% of the fleet staying parked and accelerated retirement of older aircraft. (3) Focus on a detailed cash forecast: Launch a comprehensive cash management program across the organization with a focus on cash as a key scarce resource. Centralize important cash decisions during the crisis and apply a “cash is king” philosophy. Review cash forecasting based on new topline scenarios and adjusting “business as usual” assumptions. For instance, what will be the added cash burn from additional supplier support or from deteriorating client payment terms? Challenge all capital expenditures, keeping only must-haves and deferring all noncritical capital projects. If you were spending cash on an acquisition, revisit, renegotiate or exit the deal. (4) Adjust cost base to incorporate a significant ramp-down: Determine what cost structure your business can afford with a 50% ramp-down in production. Aggressively reduce operating costs to align with your darker topline scenario. Conduct a zero-based resize for all functions, headcount, and expenses, including engineering and program management. Assess the impact of production ramp-down as well as how you can optimize your manufacturing footprint and adapt your industrial operations by removing production lines and merging stations. Streamline selling, general and administrative costs to match a significantly smaller business. Adopt a startup mentality and digitize your operations. (5) Protect and reshape the supply chain: This will be a key challenge for the whole industry. Find the answer to the question of how to keep a solid supply base while cutting production rates by 30-50%. Actively monitor your supply chain, identify critical suppliers early and anticipate potential consolidation. Be prepared to respond to distressed supplier situations, including bankruptcies. Use this opportunity to redesign your supply chain. What kind of supply chain do you want after the crisis is over? Who could you team up with to keep the critical skills of your suppliers? (6) Negotiate with the government: The aerospace industry is vital for the health and recovery of most economies. While government aid has been quickly set in motion in Europe and North America, it often comes with strings attached. Navigating this will require strong coordination with shareholders, customers, suppliers, creditors and government stakeholders. Apply for the available government financing if it is appropriate for your business or go to financial markets, but do not accept funding if it is not enough to cover the needs of your dark scenario. Acting quickly and decisively will be critical when leading teams through this dramatic change in the industry. At the same time, adapting and revising plans continually in the face of new information will be the new norm. Eric Bernardini is managing director of Alix Partners. He specializes in business transformation and turnaround. https://aviationweek.com/aerospace/manufacturing-supply-chain/opinion-six-essential-steps-surviving-aerospace-market-bust