26 avril 2018 | International, Aérospatial
Fighter jet manufacturers are well aware that advances in technology can take years, if not decades, to introduce, creating a constant struggle to match the pace of technological change and the evolution of threats.
In a panel discussion at the Aerospace Innovation Forum in Montreal last week, executives from Airbus, Boeing, Dassault Aviation and Saab described how a change from closed “black boxes” to more open mission architecture is allowing faster and easier acceptance of technology from wider sources.
Wolfgang Gammel, head of combat aircraft for Airbus Defence and Space, acknowledged the need to be much faster to market with new technology. He noted the shift in focus from “kinetic weapons” to “data fusion and the cyber piece” now driving new capabilities, but said the goal has been to “keep flexibility” in the Eurofighter Typhoon to allow customers “to adapt the aircraft as threats change.”
He also noted the wealth of data becoming available on all advanced fighters, and the ability to predict maintenance requirements, better manage costs and improve availability, all of which should impact the overall life of the airframe.
Pontus de Laval, chief technology officer for Saab, said the life management approach to the Gripen JAS 39 has been continuous change rather than one large midlife upgrade. The version currently operated by the Swedish Air Force is “actually edition 20.”
For the Gripen NG now undergoing flight tests for the Brazilian Air Force, the aim has been to make “continuous evolvement of the platform much easier,” he said. That has been achieved in part by separating flight critical and mission critical systems, to allow Saab and the customer to introduce new sensors and other capabilities without significantly affecting “systems that keep the aircraft flying.”
By using virtualization of avionics to introduce software and hardware changes, Saab has also been able to minimize the effect of one on the other as upgrades are made.
“Software kills you in big programs if you are not careful,” de Laval observed.
The company has also recognized the role artificial intelligence and machine learning could play, especially on the future computing capacity of a fighter, and is investing about US$400 million in research to understand to prepare and capitalize.
Boeing has long bet on incremental technology upgrades for the Super Hornet, providing a “roadmap forward” for the platform. But the Block 3 will introduce the Distributed Targeting Processor-Networked (DTP-N), an open mission system “to enable these future technologies,” said Troy Rutherford, director of the company's HorizonX program.
From autonomy to AI, the user experience in the cockpit will change dramatically. Boeing too has invested heavily, seeking small start-up companies to develop these capabilities.
“What plays over the course of time is the ability to adapt to the threat,” he said.
Any new technology must reach a certain level of maturity before it can be integrated into an advanced fighter. Bruno Stoufflet, chief technology officer for Dassault Aviation, said the company has leveraged its Falcon family of business jets “to embark some demonstrations” of new capabilities.
“There is a strong commitment of the French weapon agency to have a family of demonstrations in the future based on [the] Rafale.”
That has opened the door to more research with small- and medium-sized business. Previously, Dassault collaborated more with academic teams or larger players in the aerospace and defence industries.
“It has changed completely. We were asked to integrate more SMEs into our research programs...so now we understand what they can bring in research and innovation projects,” said Stoufflet.
https://www.skiesmag.com/news/fighter-jet-oems-aim-keep-pace-needed-technology/
24 août 2021 | International, Aérospatial
Thales to provide Scorpion helmet-mounted displays and 400 digital multifunction displays to enhance Rafale jet fighter situational awareness.
18 juillet 2018 | International, Aérospatial, C4ISR
FARNBOROUGH, England — The Air Force is still not moving fast enough to recruit the software talent that it needs to harness emerging technologies like artificial intelligence, its acquisition head said Tuesday. "I don't think we're attracting enough people. Whether they're the right people or not, I think that's a separate question. I'm not sure that we'll be able to answer that until we're working with a broader set of the industry base that's working AI,” Will Roper, the Air Force's undersecretary for acquisition, technology and logstics, told reporters at Farnborough Airshow. “I contend that the companies driving AI are a different breed of company than those who drive evolution in hardware, especially companies that drove hardware that have gotten us to today's military. The paces are faster, turnovers are quicker. Software is done in month cycles not year cycles.” Over the past year, the Air Force has charted some successes and some failures in its attempts to integrate tech like AI and big data analytics with legacy hardware systems like fighter jets or air operations center. It has established the Kessel Run Experimentation Lab, a group of industry and airmen in Boston that are iterating new capabilities for air operations centers. Instead of rolling out a large software package, the coders focus on app-like updates that can more rapidly insert new functionality into the AOC. But it's also suffered setbacks — most notably, Google's stated intention to withdraw from future Defense Department projects after some employees objected to the company's work on Project Maven, a program would allow the Pentagon to use AI to review footage from drones. Some have worried that could have a chilling effect on future efforts. Roper said that a big focus of his job is changing how the Air Force approaches software. In the past, software was a product that could be bought in cycles, just like a physical product like a missile or aircraft. Now, it's a service that must be reworked constantly, he said. “You get a good set of coders in, they can push out so much code per month. You put them with the user that's going to use the code and together they're able to collaborate to make sure that the developer is creating something that the operator is using,” he said. “That's working very well for us in Boston, and we're looking to expand that. That's the basic mechanism to move towards AI. We're going to need people that are working with us that are software people that are working, tweaking algorithms with the users that use them, and it's probably a different company than have worked with us over the past 10 years.” The Air Force has to get those companies under contract faster, in weeks instead of months, Roper said. It's looking for opportunities to use contract vehicles specifically delegated for small businesses and to use AFWERX — its outreach arm to nontraditional contractors who are creating promising commercial technologies — to introduce startups to the service. But Roper acknowledged there was no easy answer to the problem. One possible way to inject AI into Air Force programs — although a mundane one — is to use it for predictive maintenance technologies that use sensors to forecast when a component will break, said Air Force Under Secretary Matt Donovan. “It's very exciting for us and I think it holds a lot of potential to reduce our sustainment costs,” he said, noting that sustainment makes up a whopping 70 percent of the life-cycle cost of any given product. Roper agreed that sustainment was a great area to begin employing AI, and that experience could help the Air Force begin to figure out how to use the technology for classified applications. https://www.defensenews.com/digital-show-dailies/farnborough/2018/07/17/air-force-looks-to-accelerate-artificial-intelligence-contracts
8 mai 2024 | International, Sécurité
The cloud promises agility, but opens a Pandora's box of cyber risks if not secured properly. Understand your responsibility under the shared responsi