18 décembre 2019 | International, Aérospatial

Against Army’s wishes, Congress primes pump to buy newest CH-47 variant for active force

By: Jen Judson

WASHINGTON — Congressional appropriators and authorizers have increased advance procurement funds for the newest variant of the CH-47 Chinook cargo helicopter as preparation to supply the aircraft to the Army's active force, even though the service asked to only buy a small number of the helos in fiscal 2020 for special operations.

The service's decision to cut the aircraft from the active force was based on the need to free up future cash to cover the cost of an ambitious plan to buy two new future vertical lift aircraft for long-range assault and attack reconnaissance missions.

But Congress has gone against the Army's wishes to divert funding away from procurement for the active force, instead adding $28 million in FY20 funding — in both the recently released spending and policy bill conference reports — for advance procurement to begin to prime the pump to restore CH-47F Block II deliveries to the conventional Army.

The cut the service made would only buy 69 special operations variants — or "G" models. The original plan was to procure 473 "F"-model Block II helicopters for the active force.

The Army approved the Block II effort to move into the engineering and manufacturing development phase in April 2017, and the program officially began in July 2017. In October 2018, the first two EMD Block II Chinooks were already on the assembly line with plans to fly in mid-2019. Boeing, which manufactures the aircraft, expects a production decision in July 2021.

While $28 million won't get the service much, based on the original plan the Army would start building five CH-47F Block IIs in 2021 meant for the active force. The advance procurement in FY20 would support buying longer-lead items from suppliers, but is still a stretch to claim that the additional funding restores the program.

Those five aircraft would be delivered in 2023 based on Boeing's typical three-year lead time to build an airframe.

It remains to be seen whether the congressional plus-up will prompt the Army to restore funding for the five CH-47F Block IIs in its FY21 budget request due out early next year.

It's also unclear how many of those long-lead parts procured in FY20 could be used in G-model aircraft or are exclusive to F-models. Therefore, it's also murky how much of the $28 million in parts might be wasted if the Army sticks to its plan to only procure G-model aircraft.

The Army has indicated it might reconsider the CH-47F Block II cut; the FY21 budget request, when it is released, will likely reveal the Army's decision.

Shortly after the service's plan to cut the CH-47F Block II was revealed in its FY20 budget request, then-Army Vice Chief of Staff Gen. James McConville, who is now chief, told reporters the Army was comfortable with its decision, but tempered that, adding: “I think in two to three years, we will have a better idea about where we are, as far as developing the helicopters we talked about, and that will drive the decision.”

McConville was referring to the Army's plan to buy two future vertical lift aircraft.

The same day, then-Army Secretary Mark Esper, who is now defense secretary, told another group of reporters that the service would not be rethinking its plans to build CH-47 Block IIs for the conventional force.

The Army has also claimed it is pursuing foreign military sales of its CH-47F Chinooks to soften the blow from cuts made to its intended buy of the Block II variant, but none of the possible sales — to the United Kingdom or to the United Arab Emirates — were newly in the works at the time. And neither country has plans to buy Block II variants. Moreover, the number of helicopters the two countries plan to procure amount to less than 30 aircraft.

https://www.defensenews.com/land/2019/12/17/against-armys-wishes-congress-primes-pump-to-buy-newest-ch-47-variant-for-active-force

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5 février 2021 | International, Naval

Northrop Grumman and Ultra Demonstrate Unmanned Anti-submarine Warfare Capability
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Photonis est racheté par HLD
Le holding d'investissement HLD a signé le rachat de Photonis, après le rejet de l'américain Teledyne par le ministère des Armées. La transaction s'élèverait à 370 millions d'euros environ. « Avec HLD, holding animé par Cédric Chateau qui détient également le spécialiste aéronautique Rafaut et qui n'a pas d'échéance de détention, Photonis trouve un actionnaire de long terme et sous capitaux familiaux européens », soulignent Les Echos. « La reprise de Photonis par HLD constitue une très bonne nouvelle, pour laquelle Florence Parly s'est impliquée personnellement », fait savoir le cabinet du ministère des Armées, cité par Le Figaro. Les Echos, Le Figaro et La Tribune du 16 février
8 avril 2020 | International, Aérospatial

Opinion: Aerospace Manufacturing In Time Of COVID-19
Vivek Saxena “You never know who's swimming naked until the tide goes out.” I am reminded of Warren Buffett's words in the climate created by the coronavirus pandemic. Aerospace manufacturers that are lean, use enabling technologies and have a robust business continuity plan will stand tall in tough times. Conversely, inefficient companies that have ridden the gravy train of the aerospace supercycle will suffer. I will share a few best practices that should help industry prepare for the long haul, using an admittedly unscientific survey of multiple manufacturers in various tiers to assess how the aerospace supply chain is coping with the triple whammy of reduced demand, weakened productivity and increased supply chain distress. I asked, how are they dealing with dwindling attendance, regulatory confusion and the decoupling of remote support staff from the production staff? Leadership and communication matter more than ever. While liquidity remains the mantra, no factory can succeed without motivated employees. Shop floor attendance is dropping, depending upon the proximity to COVID-19 “hot spots” and, more important, the leadership's success in engaging with employees. We have already observed a 25% average drop in attendance at many suppliers. On the other hand, Click Bond CEO Karl Hutter reports little impact and is even expecting a record month. He set up a mission control office early and deployed an intranet system to communicate with employees. He calls this a “high-fidelity single source of truth about our people and our operations.” Another innovation is mobile check-in/check-out for employees at each building, allowing for a quick triage if necessary. The CEO of a California forger reports a slight improvement in attendance despite the COVID-19 outbreak in the state, owing to “honest communication and employees taking pride in working at a designated critical service.” The terms “critical infrastructure” and “essential business” have been thrown around without much explanation, sowing confusion among suppliers. Marotta Controls CEO Patrick Marotta took the lead in calming his suppliers. “Suppliers were especially appreciative when we communicated the [Defense and Homeland Security] memos classifying the defense industrial base as critical infrastructure,” Marotta said. Lean enables social distancing. Plants with a deeper lean culture have already implemented manufacturing cells. Lean enables operators to run multiple machines in their dedicated cells with minimal interaction with other areas. Consider Woodward's new plant in Rockford, Illinois, where instead of a large furnace, self-contained cells are situated with right-size furnaces. This design eliminates all unnecessary material and personnel movement at a shared service such as a large furnace. Additionally, closed-loop quality control preempts back-and-forth between inspectors and machinists. Technology is a friend. Protolabs in Minnesota is a great example of digital manufacturing. Plants with lights-out machining capability can scale the technology across all shifts, filling in for absent employees. Machine monitoring and the Internet of Things are especially helpful for remote support staff. Shops with a higher degree of automation will obviously see less of an attendance impact. Data analytics dashboards are a great enabler for remote production meetings. An OEM told us its supply chain organization was fully prepared to work remotely since its business continuity plan called for a system for executing and monitoring remote activities. A Tier 1 told us about a recent investment in information technology systems that is now paying off handsomely for remote operations. Now is an opportunity to catch up and come out stronger. The industry will find a way, says Nycote President Marcie Simpson. She is “impressed with the level of communication and transparency. . . . It seems as though everyone is innovating ways to ensure supply chain continuity.” The best-case scenario is that industry comes out of this crisis in about 12 months with moderately reduced demand and the Boeing 737 MAX back in service. The supply chain will then be functioning better, because the intervening period will have been used to catch up on past issues. For example, the engine supply chain can wrinkle out the kinks that have hobbled engine manufacturers. They can use the respite to address the early shop visit issues and develop much-needed repairs for new engines. Lower tiers would be well-advised to use this time to focus on operational excellence and technology implementation. Vivek Saxena is the managing director at Advisory Aerospace OSC, a consultancy focused on operations and supply chain. https://aviationweek.com/aerospace/manufacturing-supply-chain/opinion-aerospace-manufacturing-time-covid-19

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