FAA Grounds 787s
Paxboy has got it right. When you outsource anything, make sure that you have in-house the capability to specify and check what the outsourcer is up to.
One Engineering Co that I used to work for then added up the costs of the proper supervision of outsourcers that it did - and decided that for any Novel design, it would do all the detailed spec and design in house, thereby equipping it with the capability to specify and check what the outsourced producer was up to.......
One Engineering Co that I used to work for then added up the costs of the proper supervision of outsourcers that it did - and decided that for any Novel design, it would do all the detailed spec and design in house, thereby equipping it with the capability to specify and check what the outsourced producer was up to.......
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I'm a bit confused about the relevance of outsourcing to this specific issue (battery meltdowns).
Does Boeing make the batteries and/or chargers on any of their airplanes?
Does Boeing make the batteries and/or chargers on any of their airplanes?
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@fizz57
It's not that simple, just NOT the battery. And this kind of battery isn't also simple at all.
To my knowledge, there are 4 companies involved for 787 batteries :
- GS YUASA (J), cells
- Kanto Aircraft Instrument (J), PCB for balancing/monitoring
- THALES (F), battery housing/assembling
- Securaplane (USA), charger
All have to work together to make it work....
It's not that simple, just NOT the battery. And this kind of battery isn't also simple at all.
To my knowledge, there are 4 companies involved for 787 batteries :
- GS YUASA (J), cells
- Kanto Aircraft Instrument (J), PCB for balancing/monitoring
- THALES (F), battery housing/assembling
- Securaplane (USA), charger
All have to work together to make it work....
No, potential energy is what the battery has before you drop it (becoming kinetic energy on the way down).
Chemical energy is my bid.
Chemical energy is my bid.
Last edited by Mk 1; 4th Feb 2013 at 12:04.
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Potential/Chemical Energy?
Strictly speaking, both are right. "Potential" energy describes a group of energy types where some action, e.g. striking a match or dropping an object, is required to "release" the energy. Thus, I would describe the type of energy as chemical potential energy. In fairness, this is usually abbreviated to just chemical energy.
Sorry for the thread drift. Back to Boeing's woes.....
Sorry for the thread drift. Back to Boeing's woes.....
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Briefly......
John Farley....
Quote...
My reading of the article is that it suggests it is very dangerous to outsource the design, development and manufacture of elements of a complex system before the interactions between the various elements are completely understood. Indeed it queries whether you (cannot) even write a decent outsourcing contract until all the interactions are understood.
my underline.
Is that your meaning? Did you mean "can write"?
Picky? Perhaps. My complaint is that the thrust of the article implies Boeing screwed it up, for reasons the author outlines.
They did not. Not so far as can be determined. It is not inherently "very dangerous" to outsource or modularize. The author goes to great pains to explain what is obvious; that there is risk in building complex systems.
Enough.....
Quote...
My reading of the article is that it suggests it is very dangerous to outsource the design, development and manufacture of elements of a complex system before the interactions between the various elements are completely understood. Indeed it queries whether you (cannot) even write a decent outsourcing contract until all the interactions are understood.
my underline.
Is that your meaning? Did you mean "can write"?
Picky? Perhaps. My complaint is that the thrust of the article implies Boeing screwed it up, for reasons the author outlines.
They did not. Not so far as can be determined. It is not inherently "very dangerous" to outsource or modularize. The author goes to great pains to explain what is obvious; that there is risk in building complex systems.
Enough.....
Last edited by Lyman; 4th Feb 2013 at 14:14.
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My complaint is that the thrust of the article implies Boeing screwed it up, for reasons the author outlines.
They did not. Not so far as can be determined
They did not. Not so far as can be determined
Jim Albaugh interview & lecture:
One bracing lesson that Albaugh was unusually candid about: the 787's global outsourcing strategy — specifically intended to slash Boeing's costs — backfired completely.
"We spent a lot more money in trying to recover than we ever would have spent if we'd tried to keep the key technologies closer to home," Albaugh told his large audience of students and faculty.
Boeing was forced to compensate, support or buy out the partners it brought in to share the cost of the new jet's development, and now bears the brunt of additional costs due to the delays.
"We spent a lot more money in trying to recover than we ever would have spent if we'd tried to keep the key technologies closer to home," Albaugh told his large audience of students and faculty.
Boeing was forced to compensate, support or buy out the partners it brought in to share the cost of the new jet's development, and now bears the brunt of additional costs due to the delays.
It is not inherently "very dangerous" to outsource or modularize.
As to the batteries and overall electrical system, as hetfield points out, it is complicated, made more complicated by a worldwide supply chain besides being cutting edge technology. Not only that, it was not among the first problems to surface, fuselage sections not mating properly, wrong fasteners used, lack of fasteners and some structural concerns all came first and were show stoppers at the time. Boeing had to focus on these problems as testing, certification and customer deliveries slipped away to some unknown time in the future... Were there any early signs (red flags) that there might be problems with batteries or the electrical system? Hmm...
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hetfield, and I, I believe, are discussing SAFETY, as are almost all the others here.
The author, John Farley and yourself are talking money. Business.
I believe there is a stark difference in the two topics.
Are they related? Definitely, but my takeaway is that HERE, safety is the issue.
Allow me to be the next one to claim the topic is OT.
And I apologize for bringing it up.
The author, John Farley and yourself are talking money. Business.
I believe there is a stark difference in the two topics.
Are they related? Definitely, but my takeaway is that HERE, safety is the issue.
Allow me to be the next one to claim the topic is OT.
And I apologize for bringing it up.
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Thought this article might be of interest, specifically how a Boeing engineer says that battery problems are just the surface of Boeing's problems with the electrical system. He says the main power panels are "Radio Shack" quality, made with cheap components and plastic parts that are prone to failure.
Boeing 787’s problems blamed on outsourcing, lack of oversight | Business & Technology | The Seattle Times
Boeing 787’s problems blamed on outsourcing, lack of oversight | Business & Technology | The Seattle Times
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So Lyman,
Focusing on SAFETY,
For the 787 battery system, how do you ensure that safety will not be impinged upon when you outsource to four companies in three different countries in the world various components that make up the overall system?
Focusing on SAFETY,
For the 787 battery system, how do you ensure that safety will not be impinged upon when you outsource to four companies in three different countries in the world various components that make up the overall system?
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Risk Assessment. Risk/Benefit. Benefit assessment. Decision. Contract Language, development. Assurance, Performance. Warranty, Surety.
Request for Proposal, Request for Integrated Proposal.
Histories, Socio Cultural Analyses, Organizational parameters, Fluidity.
CRITICAL PATH. Organic Dispersal, Response Time, etc. Management authorities, scope, and perimeters, etc.
Funding Lock. Financials, Politicals, Risks.
Focal and geographical Leadership mechanism, ETC.
Response, Linkage, DATA,
Each division of the parent Company accompiishes all this subject to a synthesis prior to Contract by the Board, the Principals, and the Divisional leadership.
Boeing did all this, and much much more. This is SKELETAL.
No Company could do this but a gigantic Corporation like BOEING, the cost of the invisibles is prohibitive.
Request for Proposal, Request for Integrated Proposal.
Histories, Socio Cultural Analyses, Organizational parameters, Fluidity.
CRITICAL PATH. Organic Dispersal, Response Time, etc. Management authorities, scope, and perimeters, etc.
Funding Lock. Financials, Politicals, Risks.
Focal and geographical Leadership mechanism, ETC.
Response, Linkage, DATA,
Each division of the parent Company accompiishes all this subject to a synthesis prior to Contract by the Board, the Principals, and the Divisional leadership.
Boeing did all this, and much much more. This is SKELETAL.
No Company could do this but a gigantic Corporation like BOEING, the cost of the invisibles is prohibitive.
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Grounded? Can't even get ground power on. 
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Lyman,
Some good content in your Post # 623. Lets me try to put an overall plan together and organize the steps involved. Lets use the battery outsource as the prime example. Lets assume Boeing had never done business with them before and YUASA may be or not a good source for the LiIon battery. Since Boeing does not design or produce LiIon batteries, the first chore would be to develop an outline of what is required of the battery, all the attributes, must and must nots.
Steps: (Pretend you are Boeing)
1. Identify the basic battery requirements and performance expectations.
2. Identify believed to be capable supplier/suppliers (YUASA) and others (single source justification required if more sources exist)
3. Visit YUASA's battery plant, meet with management personnel, include a plant tour, generally discuss the program.
4. Establish that YUASA has an ISO 9001 Certificate (Quality Systems Management Requirements) of Approval. (If not, find another supplier)
5. Establish a Proprietary Agreement to protect sensitive data needed to be shared by both parties, submit to YUASA for agreement.
6. Establish Terms & Conditions for a Purchase Order, submit to YUASA for agreement.
7. Upon approval of the PA and T&Cs by YUASA, furnish to YUASA the Boeing general quality procedures and the general process required to gain approval for the LiIon battery, establish YUASA can and will be capable and willing to proceed knowing these items.
8. Send a request for quote to YUASA for the battery identifying quantity to be purchased and scheduling/delivery information.
9. Upon receipt of the quote from YUASA, Boeing sourcing, quality engineering, value engineering, and systems integration meet to finalize go/no go, further negotiations, etc.
10. If a go, Boeing Sourcing issues a purchase order to YUASA (This is the Contract).
This is Part 1 of a multiple step process, the balance will follow in another posting.
Some good content in your Post # 623. Lets me try to put an overall plan together and organize the steps involved. Lets use the battery outsource as the prime example. Lets assume Boeing had never done business with them before and YUASA may be or not a good source for the LiIon battery. Since Boeing does not design or produce LiIon batteries, the first chore would be to develop an outline of what is required of the battery, all the attributes, must and must nots.
Steps: (Pretend you are Boeing)
1. Identify the basic battery requirements and performance expectations.
2. Identify believed to be capable supplier/suppliers (YUASA) and others (single source justification required if more sources exist)
3. Visit YUASA's battery plant, meet with management personnel, include a plant tour, generally discuss the program.
4. Establish that YUASA has an ISO 9001 Certificate (Quality Systems Management Requirements) of Approval. (If not, find another supplier)
5. Establish a Proprietary Agreement to protect sensitive data needed to be shared by both parties, submit to YUASA for agreement.
6. Establish Terms & Conditions for a Purchase Order, submit to YUASA for agreement.
7. Upon approval of the PA and T&Cs by YUASA, furnish to YUASA the Boeing general quality procedures and the general process required to gain approval for the LiIon battery, establish YUASA can and will be capable and willing to proceed knowing these items.
8. Send a request for quote to YUASA for the battery identifying quantity to be purchased and scheduling/delivery information.
9. Upon receipt of the quote from YUASA, Boeing sourcing, quality engineering, value engineering, and systems integration meet to finalize go/no go, further negotiations, etc.
10. If a go, Boeing Sourcing issues a purchase order to YUASA (This is the Contract).
This is Part 1 of a multiple step process, the balance will follow in another posting.