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Contents |
5 |
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Introduction: Supply Chain Integration Challenges in the Commercial Aviation Industry |
7 |
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1 Development of the Aviation Industry Over the Last Decades |
7 |
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1.1 Airlines |
8 |
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1.2 Aircraft Makers and Suppliers |
9 |
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1.3 Motivation for This Book |
10 |
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2 Overview of the Book |
11 |
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2.1 Product Development |
11 |
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2.2 Configuration and Demand |
13 |
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2.3 Component Manufacturing |
15 |
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2.4 Assembly and Integration |
16 |
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2.5 Life Cycle Business Models and Aftermarket |
17 |
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2.6 Outlook |
19 |
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References |
20 |
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Part I: Product Development |
22 |
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Aviation´s Future Is as Bright as Its Past |
23 |
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1 Putting Aviation´s Place in Transportation History into Perspective |
23 |
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2 Market Drivers, a Global Context |
25 |
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3 Benefits Beyond People |
29 |
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4 Things Passengers and Manufacturers Can Look Forward to |
30 |
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References |
33 |
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Cabin Densification: SpaceFlex2 and Beyond |
34 |
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1 The Issues |
34 |
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2 The Solution |
35 |
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3 Optimizing the Aircraft |
36 |
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4 Passenger Comfort |
37 |
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4.1 Seats and IFE |
37 |
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4.2 Monuments |
38 |
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4.3 Bins, PSE, and Lighting |
40 |
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5 Conclusion: The Optimized Cabin |
44 |
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Innovation Challenges in the High-Tech, Long-Cycle Jet Engine Business |
46 |
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1 Introduction |
46 |
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2 Engine Innovations |
47 |
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3 Innovation Versus Conventional Wisdom |
49 |
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3.1 Geared Engines in Perspective |
49 |
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3.2 Fan Drive Gears |
51 |
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3.3 Variable-Pitch or Variable Area Nozzle |
51 |
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3.4 Large Diameter Nacelles |
52 |
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3.5 Fan Blade Construction |
53 |
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3.6 Combustors |
54 |
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3.7 Turbomachinery |
55 |
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3.8 The Whole Versus the Sum of the Parts |
56 |
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4 Business Value from Technology Innovation |
56 |
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References |
58 |
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Open Innovation in the Aviation Sector |
60 |
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1 Introduction |
60 |
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2 Theoretical Background |
61 |
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3 Methodology |
67 |
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4 Findings and Analysis |
68 |
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4.1 Boeing |
68 |
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4.2 Airbus |
68 |
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4.3 Open Innovation at Airbus |
69 |
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4.4 Open Innovation at Boeing |
70 |
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5 Conclusion |
72 |
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References |
72 |
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Disruptive Innovation Through 3D Printing |
75 |
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1 Additive Manufacturing |
75 |
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2 Additive Manufacturing in Turbomachinery |
78 |
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3 SLM Machine Concepts |
79 |
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3.1 High Power Selective Laser Melting |
79 |
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3.2 Multi-Scanner Selective Laser Melting |
81 |
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3.3 Multi-Spot Selective Laser Melting |
82 |
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4 Functional Adapted Component Design |
83 |
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4.1 Topology Optimization and SLM |
83 |
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4.2 Functional Adapted Lattice Structures and SLM |
85 |
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References |
87 |
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Part II: Configuration and Demand |
90 |
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Fulfil Customer Order Process: Customization of Commercial Aircraft |
91 |
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1 Introduction |
91 |
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2 Basics on Aircraft Purchase Decisions |
92 |
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3 Aircraft Customization Process |
94 |
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4 Innovation and Customization |
97 |
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5 Aircraft Customization: Different Approaches |
98 |
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6 Outlook/Future Collaboration in Customization and Digitalization |
103 |
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References |
103 |
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End-to-End Demand Management for the Aerospace Industry |
105 |
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1 Introduction |
106 |
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2 Current Challenges in the Aerospace Supply Chain and Possible Solutions |
106 |
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2.1 Hybrid Forecasting Implementation: Increasing Demand Availability by Using Information on Previous Aircraft Configuration |
107 |
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2.2 Supply Chain Transparency Creation: Improving Demand Availability by Enhancing Communication |
109 |
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2.3 Ordering Strategy Selection: Setting Standards by Harmonizing Logistics and Ordering Solutions |
110 |
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3 Practical Examples from Aerospace and Automotive Industries |
112 |
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3.1 Case Study: Disaggregation of Demand for a Large Supplier |
112 |
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4 Looking Beyond: Benchmark Automotive and Aerospace |
115 |
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5 Conclusion |
116 |
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6 Porsche Consulting and the Aerospace Industry |
116 |
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References |
117 |
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Main Differences and Commonalities Between the Aircraft and the Automotive Industry |
119 |
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1 Trends and Main Fields of Action for Production and Supply Chain |
119 |
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1.1 Improving Energy Efficiency in Drive Concepts |
120 |
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1.2 Developing Alternative Electric Drives |
120 |
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1.3 Technology and Premium Brand Leadership Because of Large Investments |
121 |
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1.4 Extending the Product Portfolio |
122 |
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1.5 Extending the System Strategy |
122 |
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1.6 Exploiting Emerging Markets Through Allocating Development and Production Capacities |
123 |
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1.7 Digitization and Visualization of Product Development and Production |
123 |
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1.8 New Business Models |
123 |
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2 Solutions in the Automotive Production and Transferability |
124 |
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2.1 Multi-Product and Multi-Brands Plants |
124 |
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2.2 Line Production and Production Segmentation |
125 |
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2.3 Standardization and Modularization |
126 |
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2.4 Ramp-Up Management |
128 |
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2.5 Change Management |
129 |
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2.6 Production and Supply Chain |
130 |
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2.7 Continuous Improvement Process 2.0 |
131 |
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2.8 Digitization and Visualization in Production |
132 |
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2.9 Optimization During Assembly |
134 |
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3 Summary |
136 |
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References |
137 |
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Part III: Component Manufacturing |
139 |
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Trends in the Commercial Aerospace Industry |
140 |
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1 Introduction |
141 |
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2 Demand |
141 |
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2.1 Commercial Aircraft Demand Is Shifting Rapidly to Emerging Markets |
142 |
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2.2 Aerospace Is Less Exposed than Other Industries to the Need for Market Proximity |
143 |
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2.3 Demand for Aftermarket Services Continues to Grow |
143 |
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3 Supply |
144 |
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3.1 New Locations Will Continue to Grow as Sources for Global Aerospace |
145 |
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3.2 Talent Shortages Are Especially Critical for the Aerospace Industry |
146 |
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3.3 Wages Are Rising Rapidly in `Low-Cost´ Locations |
146 |
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4 Business Risk |
147 |
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4.1 New Competitors Are Emerging from the Asia-Pacific Region |
147 |
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4.2 Low-Cost Sourcing May Become More Critical but Remains a Challenge |
148 |
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4.3 Supply Chain Complexity Poses a Formidable Challenge |
149 |
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5 Technology |
150 |
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5.1 Aerospace Manufacturers Could Face Supply Challenges for New Materials |
150 |
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5.2 Additive Manufacturing Continues to Make Inroads in Complex Applications |
151 |
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5.3 Aerospace Supply Chains Can Benefit from the Digital Thread |
152 |
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6 Policy |
154 |
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6.1 Governments Continue to Build Enablers for the Aerospace Industry |
154 |
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6.2 Policy Initiatives Are Tilting the Playing Field |
155 |
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7 Conclusion |
156 |
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References |
157 |
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Success Through Customer Co-Development, Global Footprint and the Processes In-Line with the Customer |
159 |
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1 RECARO Aircraft Seating and the Automotive Heritage |
159 |
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1.1 The Heritage of RECARO |
159 |
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1.2 Learning from the Automotive Industry for the Aviation Industry and Vice Versa |
160 |
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2 What Are the Chances and Challenges of an Aircraft Seating Supplier? |
161 |
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2.1 Strong Market Growth Worldwide |
161 |
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2.2 Variety of Customer Types |
163 |
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2.3 Variety of Products |
164 |
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3 A Global Footprint Tailored to OEMs and Airline Customers |
164 |
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3.1 Product Development Philosophy and Innovation |
167 |
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3.2 Product Architecture |
168 |
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3.3 Project Management |
169 |
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3.4 Global Supply Chain |
170 |
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3.5 Holistic ``Lean´´ Approach |
171 |
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3.6 Extended Enterprise |
172 |
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4 Conclusion |
172 |
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References |
173 |
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Vertical Integration: Titanium Products for the Aircraft Industry |
175 |
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1 Introduction |
175 |
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2 Theoretical Framework |
177 |
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2.1 Vertically Integrated Companies |
177 |
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2.2 Advantages and Disadvantages of Vertically Integrated Structures |
178 |
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2.2.1 Vertically Integrated Companies in the Aircraft Industry |
180 |
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3 Methodology |
180 |
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4 Findings and Analysis |
182 |
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5 Conclusion |
186 |
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References |
187 |
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Part IV: Assembly and Integration |
189 |
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Quality Gates |
190 |
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1 Introduction |
190 |
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2 An End-to-End Scope of Application |
191 |
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3 Definition, Intentions and Benefits |
191 |
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3.1 Quality Gate Process Key Principles |
193 |
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3.2 A Quality Gate for Each Production Phase |
195 |
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3.3 Clear and Systematic Governance Principles |
195 |
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3.4 Key Behaviours in the Quality Gate Process |
196 |
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3.5 Quality Gate Implementation Steps |
197 |
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3.5.1 Define |
197 |
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3.5.2 Run |
198 |
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3.5.3 Improve |
201 |
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4 Early Warning System |
201 |
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5 Process Sustainability |
203 |
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6 Success Stories |
203 |
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7 Conclusion |
204 |
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Lean Complexity Through Tailored Business Streams |
205 |
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1 Value of Variety Versus Cost of Complexity |
205 |
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2 Understanding the Drivers of Complexity Costs |
207 |
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3 Limiting Complexity by Understanding Its Value |
208 |
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4 Managing Complexity Through Smart Product Architecture |
209 |
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5 Tailored Business Streams (TBS) |
210 |
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6 Cultural Change |
214 |
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Reference |
215 |
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Driving the Digital Enterprise in the Aerospace Industry |
216 |
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1 Introduction |
216 |
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2 Aerospace Production Processes |
218 |
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2.1 Parts Manufacturing |
218 |
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2.2 Structure Assembly |
219 |
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2.3 Robotics |
220 |
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2.4 Simulation |
221 |
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2.5 Work Instructions |
222 |
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2.6 Automation Code Generation |
223 |
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2.7 Bill of Process Authoring |
223 |
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2.8 Bill of Process Execution |
225 |
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2.9 Data Analytics |
227 |
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3 Conclusion |
228 |
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References |
228 |
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Part V: Life Cycle Business Models and Aftermarket |
230 |
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The Aero-Engine Business Model: Rolls-Royce´s Perspective |
231 |
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1 Introduction |
231 |
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2 The Business Model: Comparing Aircraft and Engines |
234 |
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2.1 Aircraft |
234 |
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2.2 Engine |
234 |
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2.3 Business Models Compared |
235 |
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3 Business Model: The Outcomes |
236 |
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4 Services: Structuring the Aftermarket |
236 |
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5 Optimizing the Business Model |
237 |
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6 Suppliers: Risk and Revenue Sharing |
238 |
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7 Working with Airbus: Innovation in Business Structure |
238 |
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8 Secure the Future |
239 |
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Reference |
241 |
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The Material Value Chain Services in Commercial Aviation |
243 |
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1 The Structure of the Aviation Material Services Market |
244 |
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2 Strategies in the Material Services Value Chain |
246 |
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2.1 Customer Demand for Material Services |
246 |
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2.2 Supplier Approaches to the Material Services Market |
248 |
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2.3 The Role of Distributors in the Material Value Chain |
250 |
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3 Future Trends in the Material Market |
251 |
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References |
256 |
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Predictive Maintenance: How Big Data Analysis Can Improve Maintenance |
260 |
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1 Introduction |
260 |
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2 From Preventative to Predictive |
261 |
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3 Data |
262 |
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4 Analytics |
263 |
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5 Digital Twin |
264 |
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6 Intelligent Machines |
265 |
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7 Supply Chain |
266 |
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8 Better Together |
267 |
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9 Outcomes Delivered |
268 |
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9.1 Asset Performance Management |
268 |
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9.2 Maintenance Optimization |
268 |
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9.3 Operations Optimization |
269 |
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9.4 The Power of 1% |
269 |
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9.5 Analytics-Driven MRO |
269 |
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9.6 Reduced Downtime |
269 |
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10 Conclusion |
270 |
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References |
270 |
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Outlook |
272 |
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1 Introduction |
272 |
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2 The Future May Hold: The Standard Scenario |
273 |
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3 How the World Might Develop: Alternative Scenarios |
274 |
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4 Shaping the Future |
276 |
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4.1 Studying the Supply Chain |
277 |
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4.2 Catalyzing Cabin Industry |
278 |
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4.3 Foresight: Vision Cabin/Cargo |
278 |
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5 Technology: The Mean to Shape the Future |
281 |
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5.1 Improving the Supply Network: Industry 4.0 |
281 |
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5.2 Improving the Product: Technology Roadmap |
285 |
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6 Preparing for the Future |
289 |
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References |
289 |
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