Navy changing LCS maintenance and staffing practices

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  July 17, 2018 | International, Aerospace

  Helicopter drone loses weight, lengthens endurance, but will the change attract customers?

  By: Beth Stevenson FARNBOROUGH, England — UMS Skeldar has launched a new version of its flagship unmanned helicopter that has a longer-endurance capability, as the company continues its aggressive campaign to promote the system for a number of ongoing international naval requirements. The Skeldar V-200B has a five-hour endurance due to a 10-kilogram weight reduction in the aircraft, something the company claims will up its appeal because of the increased performance and reliability. The new model is now the baseline offering that UMS Skeldar will pitch to customers. UMS Skeldar is a joint venture between Saab and UMS that formed in 2015 to primarily promote the V-200, a UAV that had previously struggled to secure customers despite years of development and marketing by Saab. “It [the V-200B] is almost a completely new aircraft — a new build since the Saab days,” David Willems, head of business development at the company, told Defense News. The "B" model is the result of work carried out under the partnership, he added, and features new GPS antennas and software in addition to the weight decrease, as well as better fuel consumption due to engine modifications. Endurance can be increased, or an extra 10 kilograms of payload can be carried by Skeldar, Willems said. Notably, the way the V-200B has been developed will allow for the drone's industrialization, moving from one-off manufacture, as was the case with the previous variant, to serial production. The Asia-Pacific region is the most active market for Skeldar, Willems says. The company is seeing potential in South Korea, and it has been specifically targeting Australia for some time now, where it is expanding its industrial base to potentially support work transfer. “It is a very interesting time there, and we are building a small Australia ecosystem,” he said. Australia is acquiring a number of types of unmanned systems under ongoing programs, seeking systems such as ship-based UAVs under its Project Sea 129 Phase 5 effort, supporting its aim to operate a comprehensive fleet of unmanned aircraft that includes the Insitu ScanEagle and Northrop Grumman MQ-4C Triton. Skeldar is most often pitched against Schiebel's unmanned Camcopter helo, a system that has seen more commercial success in both the military and civil markets, although UMS Skeldar has been demonstrably active in marketing its system since the joint venture was formed. A heavy-fuel variant of Camcopter has been undergoing trials in Australia under work that will act as risk-reduction efforts for the Project Sea 129 Phase 5 program. UMS is also active in Germany where it is teaming with ESG to pitch to the Navy for similar requirements to Australia. The company has delivered Skeldar to Indonesia, which has used it to assess operating a UAV of this type, although little news on the outcome of that work has been revealed by either the Indonesian government or the company. https://www.defensenews.com/digital-show-dailies/farnborough/2018/07/16/helicopter-drone-loses-weight-lengthens-endurance-but-will-the-change-attract-customers/

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  June 26, 2018 | International, Aerospace

  Airbus threatens to leave Britain over Brexit trade relations

  By: Danica Kirka, The Associated Press LONDON — Aviation giant Airbus is threatening to leave Britain if the country exits the European Union without an agreement on trade relations, underscoring the concerns of business leaders who say the government is moving too slowly. Airbus, which employs about 14,000 people at 25 sites in the U.K., said it needs to know by the end of the summer what rules will govern its operations, or the company will “reconsider its long-term footprint in the country.” Airbus also says a proposed transition deal that runs through December 2020 is too short for the company to reorganize its supply chain. “While Airbus understands that the political process must go on, as a responsible business we require immediate details on the pragmatic steps that should be taken to operate competitively,” Tom Williams, CEO of Airbus Commercial Aircraft, said in a statement. “This is a dawning reality for Airbus. Put simply, a no-deal scenario directly threatens Airbus' future in the U.K.” While many business leaders have demanded clarity about the future with Britain set to leave the EU in nine months, Airbus' sheer size and role in the economy make it an influential voice in the Brexit debate. Airbus is the U.K.'s largest commercial aerospace company, a leading provider of military satellite communications and the biggest supplier of large aircraft to the Royal Air Force. It also has a significant impact on other companies, funneling an estimated £5 billion (U.S. $6.6 billion) to 4,000 U.K. suppliers, including big names like Rolls-Royce, as well as many smaller businesses. Darren Jones, the member of Parliament for the community where Airbus makes wings, attacked the government for listening to those who want the most hard-line form of Brexit and “not to the businesses that employ thousands of British workers, including Airbus.” “Thousands of skilled, well-paid jobs are now on the line because of the shambolic mess the government have created over the Brexit negotiations,” he said. Airbus, the biggest rival to U.S.-based aircraft-maker Boeing, has been a prime example of how European cooperation could lead to success in business. The German, French and Spanish governments own 26.4 percent of Airbus, which was created through the merger of German, French and Spanish aerospace companies. Prime Minister Theresa May's government reacted quickly to the Airbus statement, saying it was confident of getting a good deal and “we do not expect a no-deal scenario to arise.” But Williams said Airbus is frustrated after it tried to discuss its concerns with the government for 12 months and made little progress. “We've got to get clarity,” he said in an interview with the BBC. “We've got to be able to protect our employees, our customers and our shareholders, and we can't do that in the current situation.” The comments came as Airbus published an assessment of the risks Brexit poses to the company. The report shows that Airbus, like many modern companies, is particularly vulnerable to Brexit because of its international supply chain. Plants in several countries make specialized components, which are shipped back and forth across international borders as aircraft are assembled. Britain's membership in the EU makes this easy because goods move freely between the 28 member states, with no tariffs or other trade barriers. That will change after Brexit because Britain will not be a member of the EU's single market and customs union. While the U.K. government says it wants trade to be as frictionless as possible after Brexit, manufacturers are running out of time to plan for the future. Airbus said it is facing a variety of decisions, including whether to invest in future manufacturing capacity, the need to build up stocks of components in the event of border delays and how to ensure parts are certified by aircraft regulators in the future. Delays caused by a no-deal scenario could cost Airbus as much as €1 billion euros (U.S. $1.2 billion) of revenue a week, according to the risk assessment. “This scenario would force Airbus to reconsider its investments in the U.K., and its long-term footprint in the country, severely undermining U.K. efforts to keep a competitive and innovative aerospace industry, developing high-value jobs and competences,” Williams said. https://www.defensenews.com/industry/2018/06/22/airbus-threatens-to-leave-britain-over-brexit-trade-relations/

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  July 6, 2020 | International, Aerospace

  Boeing Defense And Space’s Leanne Caret: ‘We’re Owning Our Mistakes’

  Jen DiMascio Joe Anselmo Michael Bruno Steve Trimble July 01, 2020 Leanne Caret, president and CEO of Boeing Defense, Space and Security, spoke via teleconference with Aviation Week editors in the run-up to what would have been the Farnborough Airshow. AW&ST: In addition to the turnover among Boeing executives, the company's stock and reputation have taken a beating in the past year. How is Boeing a different company today than it was 18 months ago? I am confident in the Boeing Co., and we have an enormously bright future. It's because of the incredible women and men who work for this company and bring their best every day. We have become a very introspective company, very pragmatic. We're owning our mistakes, and we're committing to address those. That is the centerpiece of what you have to do to have trust, especially in an industry as critically important as ours is, where people are flying and using our products every day, whether commercially or defending nations and allies. How has COVID-19 affected the goals that Boeing Defense set at the start of the year? The defense industry has been deemed mission-essential. We need to make certain we're continuing to deliver product to our customers, we keep our supply base healthy, and we all have an eye to the future. I really appreciate the partnership and conversations we've had with the Pentagon. You've heard [Boeing CEO/President] David Calhoun mention that, after what has happened in the commercial aerospace market, the defense business is important to the Boeing Co.—has been and always will be. After COVID-19, what does the future hold for defense spending? We have a very pragmatic view of the future. I don't anticipate significant budget increases. We have always planned that at some point we could see a regression in defense budgets. Wall Street is expecting about a 2% increase in revenue for Boeing over the next couple of years. That is on the lower end of where your peers are. They are in the mid-single digits. What rate of growth do you see? I think it's important to note where we are in the life cycle of many of the products in our portfolio. Where you will continue to see opportunity for us as we move into production on some of those key franchise programs that we won a few years ago is the [T-7 advanced trainer, MQ-25 unmanned carrier-based refueling aircraft and MH-139 helicopter]. We're all going to see the marketplace adjust as a result of COVID-19. Around the world, we've already seen some delays and some very large competitions that have been slighted because customers are having to assess where they are. I want our team to have as its centerpiece meeting our customers' needs and expectations, and I believe that the outcome of that will be growing the business and strong financial performance. Many big programs are coming down the line, such as the Low-Cost Attritable Aircraft, the Advanced Battle Management System, the Next--Generation Air Dominance or the Future Vertical Lift programs. The Pentagon is emphasizing procurement with more control over intellectual property, fewer hooks into the sustainment phase and more competition. How will Boeing adapt to that over time? Will it require fundamental changes? In the last decade, we were focused on redefining how we designed and built aircraft. We were anticipating that the customer was going to commoditize the type of product that we have traditionally built. We have a foundation in model-based systems engineering to bring the collective best from industry together, so that when a system is in the field, we have developed it with maintainers in mind. That's where our build process has really paid off. In 2016, we had not won the T-7 or MQ-25 contracts or certainly not had any thought of the F-15EX yet. All three of those used this concept, which is to use advanced engineering and design toolsets to address the customer's vision. We placed our bets on changing the way we did business, and we have positioned ourselves nicely. Please update us on the KC-46. Where do things stand with the foreign object debris (FOD) situation? I'm not going to be happy until we're perfect, and we're not perfect yet. My focus is to make sure we don't deliver any aircraft with FOD to the U.S. government. If that means I need to hold back a delivery because a member of our team identified an issue, we're going to do the right thing. The most important thing is to deliver a perfect product to the customer. I think it is a testament to the steps that we have taken that we will not pass a defect to our customer. It speaks to the culture change that we have instituted over the last 1.5 years. Quite frankly, we have used KC-46 as the bully pulpit to redefine what we want to do as a company, and I'm really proud of the team for leading the way. Is Boeing on track for fixing the KC-46's remote vision system (RVS) in fiscal 2023? We are looking to demonstrate RVS 1.5 later this summer. It is a building block to what we call RVS 2.0. We have put in place a standard and an agreement that we are all aligned around, that really transcends what the original contract anticipated in terms of RVS. What we are incorporating posi-tions this fleet for not only a leap forward in technology but for autonomous operations in the future. We are on track in this partnership with the U.S. Air Force and the Air Force Research Laboratory. And yes, the timeline is in 2023. What is the outlook for selling F-18s internationally, given the potential for pandemic-related budget reductions in the future? We've secured a number of orders with F-18s that have kept our production line hot. Coupled with that, we're doing the service life modernization program with the U.S. Navy, where we're bringing every one of the aircraft back through and increasing capabilities that eventually will include Block 3 capabilities. We have seen signs that campaigns in Canada, Finland, Germany, India and Switzerland are sliding a bit to the right. None of them have been, to my knowledge, canceled or stopped. One of the things that we've seen them dealing with is the impact of COVID. Many times, they have the budget, but the budget may go out a longer period of time. Or right now they are impacted by staff shortages. These are some big opportunities, and I think the F-18 is positioned nicely, both from the aspects of an acquisition cost and the cost per flying hour. What is the outlook for the F-15? We just did our F-15 Qatar flight a few weeks back. We have continued to demonstrate the ability of the F-15 with our Saudi and Qatari customers and the U.S. Air Force. We're really excited about that opportunity, and it won't be your grandma's F-15. Boeing is a bit late on delivering the Space Launch System (SLS), and it was left out of NASA's competition to build a lunar lander. What are you doing to turn those programs around? On Space Launch Systems, I am really proud of the team for the amazing capabilities they developed with the world's largest rocket. She's sitting on the stand at Stennis Space Center. After watching how this team has battled through the COVID crisis, I'm looking forward to having a hot-fire [test] later this year. Early on, we struggled on SLS from an execution phase. There were also different challenges from a funding perspective and other things. Over the course of the last 1.5-2 years, the team has been hitting its milestones and commitments. On the civil space side, SpaceX beat Boeing to the punch on the first Commercial Crew mission. Are you looking to change your approach? On Starliner, we did not execute the full mission profile, and the right thing to do is to refly. I think that's the right decision, and the teams are focused on that. Our partnership with NASA dates back more than 60 years, and we're incredibly proud of this heritage. But our future isn't defined by our past. It's about making certain that we can continue to innovate and deliver today. This year marks 20 years for the International Space Station. I just couldn't be more thrilled for the team as Doug [Hurley] and Bob [Behnken] were able to join the other astronauts aboard this station. Human space exploration is not for the faint of heart. It changes mankind. We are going to continue to be a great partner, and we're going to continue to advocate for everyone's success when it comes to human space exploration—because it is that important for all of us. https://aviationweek.com/defense-space/boeing-defense-spaces-leanne-caret-were-owning-our-mistakes