CONCURRENT ENGINEERING DEVELOPMENT AND PRACTICES FOR AIRCRAFT DESIGN AT AIRBUS
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24TH INTERNATIONAL CONGRESS OF THE AERONAUTICAL SCIENCES
CONCURRENT ENGINEERING DEVELOPMENT AND
PRACTICES FOR AIRCRAFT DESIGN AT AIRBUS
Thierry Pardessus
Airbus, Vice President Design Methods and Deployment
Keywords: concurrent engineering, processes, methods, design, aeronautics
Abstract
Reduction of cycles (development time, series
1 Business context and programmes
lead time) and costs along the aircraft lifecycle
requirements
is a permanent priority. Concurrent engineering
aims at enabling this reduction, by putting
1.1 About large aircraft
together in a multidisciplinary way of working
all the relevant skills contributing to product A completed commercial aircraft is in
engineering, and by setting and managing the many ways the compromise of the knowledge,
operational conditions for work in parallel. experience and creativity of the numerous
It is mainly a question of processes and way engineers involved in an aircraft manufacturers
of working. For maximum business benefit, its ‘multidisciplinary design and production
implementation requires a strong sponsorship at groups. But it must be also essentially the smart
top level, and discipline throughout the response to requirements coming from ever
organizations, in order to define and fully apply more demanding Customers, as well as from
common processes and common methods, airworthiness authorities. These requirements
supported by common tools. cover safety, product aircraft performance and
The Digital Mock-up (DMU) becomes the operational characteristics, customization, and
heart of the product information. It is created associated response time, acquisition costs,
with the support of Computer Aided Design operating and maintenance costs, environmental
(CAD) and is managed by a Product Data requirements, and others. From the business
Management (PDM) system that also supports side, competition is fierce, and Airbus’
the industrial drawing release process and approach is to offer permanently world class
configuration management. products and services which set the industry’s
Practical operations in concurrent standards.
engineering lead to significant business
benefits, which can be measured in terms of Just to fix the ideas the definition of the
lead-time and reduction of effort in A380 is composed of a set of about 1 000 000
development. These benefits have now been drawings, which is dramatically much bigger
made visible for the development of the A340- than the number of drawings of the A340. The
500 and A340-600, and for the A380. functional architecture of the systems is broken
As a vision, Airbus expects further down into about 70 major systems, leading to
integration steps in the design office technology, several hundreds of pieces of equipment. All
targeting a Virtual Aircraft, with stronger links these definition information and data have to be
between Systems Engineering (including managed carefully to ensure full traceability of
Architectural Design and Requirement Based the definition of a given aircraft against its
Engineering), Design to Decision Objectives customer’s contractual requirements. This is the
around the DMU, and supported by the PDM. objective of configuration management.
1Th. Pardessus
The size and complexity of the product has leads also to make sure that the concept and
led Airbus since the beginning to define and feasibility phases, in which the large trade-offs
implement an industrial work sharing for are performed in a rather iterative manner,
aircraft development and series production. This deliver sound baselines. As far as a design
has led to a high industrial specialization, with change is concerned during the development
local processes sometimes, which have had phase, the later it occurs, the more expensive it
recently to be harmonized to a wide extent. will be. Consequently, all disciplines must
interact in an efficient manner, with a common
1.2 Development costs and design processes objective, the successful and efficient
When developing a new product, the well- development of the aircraft.
known comparison of the costs committed by
the definition progress versus actual costs at any 2 Concurrent Engineering approach
time clearly shows the necessity to drastically
improve at the earliest the best knowledge we 2.1 Fundamentals
can have about the complete product to be The main concepts supporting Concurrent
developed and delivered. In the mean time, Engineering are:
reduction of development cycle and production • Managing complexity of the product in
cycle is absolutely mandatory, to deliver better making it accessible to each team, then to
response time to market and reduce final cost of each individual in the team. This leads to
the product. break down the product into certain
Two main features can characterize design “concurrent engineering products” or
engineering processes: business objects, which represent design
• In upstream phases (concept, feasibility, domains (geometrical, functional), and
preliminary definition), processes are highly which enable to maximize the work in
interactive and iterative. Degrees of parallel.
freedom are numerous, and must be • Synchronization, to ensure that the resulting
managed carefully in order not to be frozen development cycle is under control.
too early. Work is mainly focused on • Control of interfaces of the different design
architectural level, and trade-offs are domains.
frequent with a high impact on the • Multidisciplinary engineering.
configuration. Trade-offs between aircraft • “Break the walls”, especially by developing
configuration and the overall design of main collaborative techniques throughout the
components are frequent. Work force in extended enterprise.
these phases is still limited (compared to the • Permanent traceability of product
whole development workload). configuration information.
• In the development phase, degrees of • Think process, then method and then tool.
freedom are limited to very local design, This process based paradigm implies:
industrial performance (link of 1. to really consider how design teams
engineering to manufacturing) is paramount, actually cooperate in design context,
deployed workforce is huge to produce the what business objects they use, how they
definition and industrialize the product, share them, how these objects evolve as
sensitivity to operational configuration design evolves or when change occurs.
management increases dramatically. 2. to think as much as possible in terms of
One of the key conditions to reach cost and time process integration, to streamline the
reductions is to ensure that expensive overall workflow, and to maximize
development phases (detailed design, process quality.
industrialization), then series production phases,
are performed with maximum efficiency. This
2CONCURRENT ENGINEERING DEVELOPMENT AND PRACTICES
FOR AIRCRAFT DESIGN AT AIRBUS
Airbus has been widely investing in the drawings has to be produced and delivered,
development and deployment of concurrent when tooling has to be designed and
engineering capabilities. The project, known as manufactured.
ACE (= Airbus Concurrent Engineering), is now
a key integrator, as well as a strong vehicle of Each milestone is described in terms of
change management. expected engineering content, and thus the
engineering work is specified in a visible and
Through the significant reduction of the lead- shareable manner. Even though in the actual
time, concurrent engineering leads to significant implementation there can be some tuning (due
cost reduction. Also, the need to share a lot of to programme specifics), this gives a strong
information and data with numerous users from framework for development organization, work
different skills has induced the implementation structure, and planning.
of strong structuring concepts.
2.3 The Digital Mock-Up (DMU)
Practically, even if it does require new
2.2 Synchronization through common generation powerful tools, concurrent
visible milestones engineering is not just a tool problem: it is
A common and structured development cycle, firstly a question of technical processes and
has been developed. It is now the baseline for work organization, from which dedicated
all Airbus programmes. methods and tools have to be developed.
‘Fig.1. A common view of development ‘Fig.2. DMU’
milestones’
The Digital Mock-Up (DMU) enables Design &
Configuration Management
A common view of development milestones
Definition Instruction Entry
of basic to proceed Go into
concept (ITP) ahead service 3D Parts
M3 M5 M7 M13
FEASABILITY
Order
CONCEPT DEFINITION DEVELOPMENT SERIES
= Tree Structure
+
released Definition Instruction Begin Entry 9 Arborescence (breakdown)
for project of basic to proceed Go final First into
concept (ITP) ahead assembly flight service 9 Positioning of the 3D Parts
M1 M3 M5 M7 M9 M11 M13
© AIRBUS S.A.S. All rights reserved. Confidential and proprietary document.
y©
AI
do
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U
en
S M0 M2 M4 M6 M8 M10 M12 M14
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A. Product Top Concept Authorisation First metal Power on Type End The Digital Mock-Up is defined by Parts designed in 3D and
S.
All
rig
idea level for to cut certification development positioned in the Space, managed by the PDM
ht
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established a/c product offer (ATO) phase Strong Link between Geometry and Aircraft Configuration
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specification selected for basic Management
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24th ICAS Congress - Yokohama 8 Page 8
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24th ICAS Congress- Yokohama 6 Page 6
This common development model is broken As already mentioned, concurrent engineering
down into five major phases: means that design engineering teams are
• Feasibility (M0 – M3). working in parallel. This makes sense only if
• Concept (M3 – M5). they know at each time the status of the product
• Definition (M5 – M7). they are working on, which means to enable a
• Development (M7 – M13). sharing of the information, according to the
different needs of the users.
• Series (M13 – M14).
Typically, in a programme, the ramp-up of
resources takes place after M5, and even more
significantly after M6, when the complete set of
3Th. Pardessus
It also appeared quickly that this approach led to • Eventually, the Definition Model is the
define several “design products” representing final stage of the DMU, from which the data
the aircraft; these design products being actually for manufacturing is derived.
large information objects. One can also consider Some of the other DMU products are: the
each of these design products as one perspective Design Principles, the Frontier Models, the
or point of view relevant to certain needs. And Stress Design Reference Base, the
since the objective of design engineering is Systems/Equipment Installation Requirements
mainly to produce data for manufacturing, this Dossier.
package of design information is called Digital The concepts of Master Geometry and Space
Mock-Up (DMU). Allocation Model also apply to tooling.
The DMU is now the central tool between
The DMU is consequently defined as an the different engineering teams, and also a
organized set of information, reflecting the fundamental dialog tool between Engineering
different needs of the design teams, and and Manufacturing.
structured according to a Product Structure.
The Product Structure is mainly the core ‘Fig.3. Development process’
structure describing and managing how the
drawing sets (when considering the output for
manufacturing) are organized. It is also one of The development process involves several shared
products
the key enablers of Configuration Management. M3
M3 M5
M5 M7
M7 M13
From a technology perspective, the DMU relies FEASABILITY CONCEPT DEFINITION DEVELOPMENT
Integrated Project Teams (Plateau)
SERIES
on techniques similar to Virtual Reality. Thus it
Aircraft
Master
Master Geometry
Geometry
is possible to “navigate” in the DMU, to explore Design
Design Principles
SIRD
Principles
SIRD ++ EIRD
EIRD
selected design areas. Space
Space Allocation
Allocation
Stress
Stress Design
Design Reference
Reference Base
Base
Definition
Definition Model
Model
Support Industrialization
Frontier
Frontier Models
Models
Definition Dossier
The DMU is composed of several design Tooling
Tooling Master
Master Geometry
Tooling
Tooling Space
Geometry ++ Principles
Space Allocati
Principles
Allocati Tooling
Tooling Model
Model
products: each of these products is used to Tooling
Tooling Frontier
Frontier Models
© AIRBUS S.A.S. All rights reserved. Confidential and proprietary document.
Models
Manufacturing
Manufacturing Plan
Plan
satisfy the engineering expectations of the NC
NC Programs
Programs
Instructions
Instructions Sheets
Sheets
different teams along the product lifecycle. For Support
Support Specification
Specification
Supportability
Supportability Analysis
Analysis
instance: Mock-ups are Key Integration Elements
Supportability
Supportability Discrepancies
Discrepancies
24th ICAS Congress - Yokohama 10
• The Master Geometry resulting mainly
Page 10
from the definition of the aerodynamic
shape of the aircraft can be used by the
structure design team to derive a preliminary
definition of the structure and associated 2.4 Way of working, new jobs
design principles, by the manufacturing
engineering teams to have a preliminary 2.4.1 Working around the DMU
definition of the final assembly line
As a consequence, concurrent engineering
operations and building, and by the
has placed the DMU at the heart of the technical
operations engineering teams to study the
quality of the design process. It has been
servicing capability at the airport.
necessary to establish around the DMU the
• The Space Allocation Model enables the appropriate technical control processes. This is
systems engineering teams to perform the mainly achieved through the DMU reviews.
pre-installation of systems and various Held at regular time periods, the DMU reviews
pieces of equipment. It also enables the allow progressive validation of the product
design supportability teams to assess how design thanks to the participation of the
the maintenance operations can be multidisciplinary teams.
performed.
4CONCURRENT ENGINEERING DEVELOPMENT AND PRACTICES
FOR AIRCRAFT DESIGN AT AIRBUS
It is a strong contribution to the business risk-sharing subcontractors are co-located with
requirement to get it right first time. Using the Airbus teams to optimize the specification of
DMU enables also to suppress the development their work package.
and use of expensive (in time and cost) physical
mock-ups. 3 Key enabling technology: Computer
Aided Design (CAD), Product Data
Management (PDM)
2.4.2 DMU integrators, DMU Data Quality
The DMU is quite a complex engineering 3.1 Computer Aided Design (CAD)
object, and requires proper management. The CAD technology now enables us to
Otherwise all benefits of concurrent engineering support a complete product process from the
are lost, there is a risk of more manual work first pre-design concepts in the design office to
(and hence limited cost reduction, risk not to the detailed programming of the numerical
meet programme milestones), or even worse controlled machine for the manufacture of basic
loss of baseline. parts. This leads to the concept of Integrated
Therefore Airbus has defined and Technological Process (ITP).
implemented the skill of “DMU integrators”. Designing in 3D is not only managing pure
In each component design and build team there geometries. It is mainly the way to ensure that
is now one or several DMU Integrator(s), whose the parts are designed as a whole, in a holistic
job is mainly: approach, integrating and managing functional
• To ensure the validity of the data composing requirements or constraints (e.g. interfaces,
the DMU, especially those related to holes, clearance requirements, parametric
configuration. definition).
• To perform problem analysis and ensure the Knowledge Based Engineering (KBE)
correctness of the DMU (especially after applications: embedding more knowledge (and
integration phases), e.g. to check that there managing this knowledge in configuration) into
is no “hole”, no erratic data, to identify the the CAD system, and hence creating a seamless
first clashes. CAD + KBE package, delivers more and more
• Hence, to contribute to design process collective benefit, and contributes to industrial
quality. processes quality.
Airbus has consequently also defined and ITPs can be envisaged for all product/part
implemented a new skill: DMU Data Quality families of an aircraft, such as: sheet metal,
Management. machined parts, composites, piping, tubing, and
electricity.
2.4.3 Development plateaus It is not the intent of this paper to detail
Implementation of concurrent engineering has CAD technology, since numerous references
led to organize the design teams in plateaus. In address the matter.
the plateau concept, teams from different skills
(such as Engineering disciplines,
Manufacturing, Customer Services,
Procurement…) are co-located in proper 3.2 Product Data Management (PDM)
collaborative environment for rapid and The PDM is the operational and neuralgic
efficient communication and decision-making. engine of the aircraft development and
Every involved discipline is the carrier of definition. It enables especially:
his/her home competence, and the validation • At DMU level:
and decision-making process is properly • The management of the product
defined. The plateau is also the place where structure (that is the way the set of
during the definition phase of a programme,
5Th. Pardessus
drawings is organized and how the 4.1.1.1 Development
drawings are released to manufacturing). During the development phase, users’ needs are
• The vaulting of design data. captured, processes re-engineered, as far as
• The integration of the DMU. needed, these needs are transformed into
• The visualization of the complete capabilities specifications, and the tool related
product DMU according to its actual parts are transformed into software/hardware
configuration status. specifications, which are then developed and
• The access by the design teams, tested.
provided appropriate authorizations
(particularly in case of the extended 4.1.1.2 Deployment
enterprise) and subscriptions are defined, The deployment phase consists in making the
to the DMU. capabilities available to their users, after having
• At industrial process level: verified the specifications, tested in actual
• The management of the change process operational environment, ensured training of
(either during a development phase or in users, ensuring the first operational
a customization phase). accompaniment in support to the users.
Deploying concurrent engineering
• The validation and application of the
capabilities is subject to the definition of
different configuration (effectivity
deployment roadmaps, in order to take into
management) according to the
account:
customers’ requirements.
• The current “equipment” of teams
• The link with the Enterprise Resource
(currently operational concurrent
Planning system.
engineering packages, information system
and IT environment).
4 Concurrent Engineering implementation • The necessary level and quantity of
training.
4.1 From theory to practice • The business context, and its suitability or
criticality to experience a migration.
Developing and implementing concurrent
engineering techniques is not a minor task. It is • The costs and scheduling of deployment.
a deep change, impacting several operational
functions of the company. Like any other high 4.1.1.3 Operations
added value developed product, concurrent When the capabilities are deployed, the design
engineering capabilities deliverables must teams on the plateaus have to operate with the
absolutely be thought as “users oriented”. DMU. They are supported by CAD/PDM
support teams, very close to the users (by their
4.1.1 Overall approach knowledge of design processes, by their
physical collocation on the plateau). It is
The overall implementation approach
generally considered reasonable to have one
considers the following phases: development,
support head per fifty design heads in steady
deployment, and operations.
regime. Learning phases induce sometimes
These phases are not sequential and
(particularly when significantly new
themselves obey concurrent engineering
functionalities are deployed) to a higher ratio.
principles! Development and deployment are in
strong interaction. Deployment and operations
have to be smoothly managed to avoid any 4.1.2 Implementation and transformation
handover transition problem. management
High-level sponsorship is required:
implementing concurrent engineering (even for
6CONCURRENT ENGINEERING DEVELOPMENT AND PRACTICES
FOR AIRCRAFT DESIGN AT AIRBUS
organizations having a certain experience in the performance indicators, and is consequently
matter) remains an important change in a tightly monitored.
company, and requires buy-in and full support As a result of the extensive deployment of
from top operational management. concurrent engineering, the assembly of Main
Managing properly this transformation is key Components Assemblies has been made easy,
for the success of a deployment. and the development is reduced.
The human dimension is also key: it is The programme is now in its production ramp-
necessary to reduce and win against the natural up phase: concurrent engineering capabilities
resistance to change. When different cultures support the customization process, especially
are present, this human dimension increases with the help of the management of a
significantly. Finally, it is necessary to train (of Configured DMU.
course at various degrees and depth) a wide
variety of staff (from very specialized
operational training for designers, to high level 5 Research approach and vision
awareness and associated managerial strategies
for top management). 5.1 Research projects
This requires regular communication, to create Practical implementation of concurrent
confidence and enable win-win situations. engineering in our aircraft programme
operations has been made possible only after a
continuous research effort. Step-by-step,
4.2 A340-500 and A340-600 programme research has allowed an implementation in
The implementation of concurrent aircraft programmes.
engineering for the A340-500 and A340-600 A large part of these research projects have
programme has practically resulted in been performed in co-operation with other
dramatically improved performance: aeronautics partners (airframe, engine, systems),
• The development effort has been drastically aerospace partners, research institutes, and
reduced, enabling especially an easier and universities, but also sometimes in wider
faster assembly of the central fuselage cooperation schemes grouping other industries,
section. such as the automotive industry.
• The overall development lead time has been Part of this research has been or is carried
reduced by about ten months. out in the framework of very large projects (see
• Costs have been consequently significantly here below ENHANCE and VIVACE), enabling
reduced. a much wider consideration of needs and
opening the way to wider dissemination for
better overall efficiency.
4.3 A380 programme
For the A380 programme, aircraft components
management teams are transnational: Airbus has 5.2 ENHANCE
deployed concurrent engineering capabilities at With the ACE initiative, Airbus has firstly
all Airbus sites. About 1800 workstations fully focused on the improvement of its internal
equipped with CAD/PDM capabilities are performance. During the development of the
deployed in the company. A340-500 and of the A340-600, the way has
To enable the exchange of the DMUs between been opened to the deployment of concurrent
the different sites, dedicated processes have engineering techniques to the supply chain. But
been established: since the DMU Exchange in an industry where about 60% of the product
(DEX) contributes to development team value comes from suppliers, there was evidence
performance, it has been instrumented with that research should be carried out to really
design concurrent engineering capabilities for
7Th. Pardessus
the extended enterprise. This was the aim of the The project will address:
ENHANCE project (= ENHanced AeroNautical • Simulation techniques (aircraft, systems,
Concurrent Engineering), which has put main components).
together for three years (1999-2002) more than • DMU and concurrent engineering.
50 partners: airline, aeronautical industry • The extended enterprise.
(aircraft, helicopter, engine, equipment • Decision-making supported by knowledge
manufacturers), research institutes, information management.
technology vendors. ENHANCE delivers
outstanding results through pilots in:
• Aircraft products development processes. 5.4 Vision
• Product data models enabling future multi- To support its vision in engineering
view description and management of the capabilities for aircraft development, Airbus has
product. been developing the concept of the Virtual
• Collaborative ways of working and Aircraft, based on a consistent and structured
supporting tools for the Extended approach of Architectural Design, and the
Enterprise. continuation of concurrent engineering
initiatives in a perspective of more integrated
Product Lifecycle Management (PLM).
5.3 VIVACE
With VIVACE (Value Improvement This model can be summarized as depicted
through Virtual Aeronautical Collaborative in the figure below:
Enterprise), some 50 partners from industry and • Targeting ever better to meet Customers’
research institutes will cooperate during four requirements, with the support of:
years (2004 to end 2007). • A Virtual Product system, and
• A Virtual Enterprise system.
‘Fig.4. VIVACE’
‘Fig.5. The Virtual Aircraft’
VIVACE: better upstream phase for shorter and
cheaper aircraft development
Progressive configuration Methods & tools
The Virtual Aircraft:
selection
Extensive use of
M0-M3 Feasibility
M3-M5 Concept
Customer driven requirements & performances
CAD/PDM
M5-M7 Definition
Risk
Assessment on
aircraft component Discipline Strong link with
M7-M13 Development
Customers
Customers
manufacturing Marketing,
Marketing,Customisation
Customisationresponsiveness
responsiveness
Strong
Impact on Aircraft component traceability Airworthiness
VIRTUAL AIRCRAFT Airworthiness
Authorities
Cost Authorities
100% Certification time &
Certification time &
costs saving
costs saving
Customer
Customerdriven
driven
requirements
requirements&&
performances
performances Product performances
aimed processes
Virtual PRODUCT System Collaborative
© AIRBUS S.A.S. All rights reserved. Confidential and proprietary document.
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© AIRBUS S.A.S. All rights reserved. Confidential and proprietary document.
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(KBE,KM)
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24th ICAS Congress - Yokohama 20 Page 20 Features&&simulation
simulation
capabilities
capabilities Virtual ENTERPRISE System
24th ICAS Congress - Yokohama 19
The project focuses first on the development
Page 19
upstream phases, and will bring solutions to The main implementation axes of this
have “better” pre-definition phases (where costs vision are:
are still relatively limited), for cheaper overall
• Deployment of System Engineering
development costs. This could be achieved techniques.
through a slight increase of the pre-definition
• Develop to Agreed Targets and Product
phases, but with a reduction of the detailed
Performance Driven Processes.
definition and development phases.
8CONCURRENT ENGINEERING DEVELOPMENT AND PRACTICES
FOR AIRCRAFT DESIGN AT AIRBUS
• The development as early as possible of a [2] VIVACE website:
maximum of simulation capability http://www.vivaceproject.com
(including virtual reality) in order to have at
the earliest the best architecture and
definition of the product as a response to the
programme requirements.
• A fully integrated and multi-view DMU, and
associated PDM.
• Extensive development and deployment of
Integrated Technological Processes.
• The continuation of development and
extensive implementation of Knowledge
Based Engineering techniques, enabling the
delivery of best value of engineering
competence, focused on high added value
tasks.
• Optimized Knowledge Management
processes and capabilities.
• A fully integrated extended enterprise and
supporting information system, with high
performance collaborative working
capabilities.
6 Conclusion
In recent years Airbus has been
continuously developing and implementing a
policy regarding the development and
deployment of concurrent engineering
capabilities. The knowledge, the practical
operational experience and the understanding
and management of human aspects gained
during the recent aircraft programmes has
delivered significant business benefits.
Airbus also manages a structured research
approach, enabling to build-up and secure the
definition of a pragmatic but ambitious vision,
and allowing consequently its progressive
implementation into business operations.
Opening these research initiatives to a wide
partnership eases the deployment of these
practices throughout the aeronautical industry.
References
[1] ENHANCE website:
http://www.enhanceproject.com
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