14 August 2015, ©. Leeham Co: It is holiday time in Europe and a lot of the European industry is shut down for summer break. This includes the Airbus Final Assembly Line (FAL) in Toulouse. Industrial holiday shut down or not depends a lot on the country’s industrial history.
Traditionally industry has closed shop for the month of July in the north of Europe and August in the south. For production-heavy industries with a lot of personnel in assembly work this is still the case. Examples are manufacturing industries like the auto industry, electromechanical goods industries and also the European aircraft industry.
For raw material industries, it depends if the manufacturing process can be interrupted for the three to four weeks a summer holiday would span. For many process chains, this is not possible. I earned my school summer break money on such an industry, replacing the worker that took his three or four weeks off.
Other parts of the world do not have summer breaks where the industry closes the doors and things go quiet. An example is the US, where, for example, Boeing produces aircraft 12 months of the year. Available vacation days are less than in Europe, typically two to three weeks against the typical four or five weeks in Europe. US vacations are usually taken spread over the year and the company normally doesn’t shut down production during the summer period. Read more
By Bjorn Fehrm
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Introduction
Aug. 13 2015, ©. Leeham Co: Boeing this month changed the way it presents its aircraft in important areas like seating, weight and performance configurations, in short its “rule set.” After using a standardized but old rule set for 20 years, it updated all data around how far its aircraft can transport a standardized payload.
Airbus at the same time is also changing how it presents its aircraft. Right now the dual aisle wide bodies are going from a two class to a three class cabin in its rule set. While Boeing is leaving three class for two class, Airbus is going in the other direction.
Why these movements and are there any common themes in these conflicting changes?
We go behind the scenes to decipher the changes and decode what it all means when one want to compare Boeing and Airbus products. We start with the single aisle aircraft this week.
Summary:
Aug. 12, 2015, © Leeham Co. Mitigating risk and taking lessons learned from across the entire 7-Series families are key to improving productivity, cutting costs and
Greg Smith, chief financial officer of The Boeing Co. Source: Boeing.
preparing for the transition from the 737NG to the MAX and from the 777 Classic to the 777X, the chief financial officer of The Boeing Co. said today at the Jefferies Global Industrials Conference.
Greg Smith told the conference, which was webcast, that putting all new airplane development under one department enables a common understanding of what’s going on across the product lines and therefore the new product lines benefit to reduce risk and create efficiencies.
The lessons learned from the 787 lines in Everett and Charleston “are very encouraging,” Smith said. “We are getting better learning from those efficiencies that transition to other parts of the business.”
Boeing is shutting the 787 surge line in Everett because production on the line is more inefficient than the main Everett and Charleston lines.
“The surge line has reached a point where it’s more inefficient than efficient,” Smith said. “We’ve reached a point of maturity in production where it’s clearly not needed. Getting the maturity of those two lines up gives you the confidence to shut down the surge line.”
Aug. 12, 2015, © Leeham Co.: Widebody deliveries are “flat as a pancake” and will remain so through 2016 before going up, driven by the Airbus A350, says a major supplier.
Officials of B/E Aerospace appeared yesterday at the Jefferies Co Global Industrials Conference, making the near-term forecast. B/E is best known as a seat supplier but also supplies galleys and lavatories.
With passenger load factors now routinely running around 85% and traffic growing, B/E’s backlog is greater than ever and the OEMs, pressured by airlines for on-time deliveries, likewise pressure suppliers. B/E competitor Zodiac had difficulties meeting demand late last year and early this year.
“You cannot image how much stress is created cannot deliver an airplane on time and the reason is a supplier,” a B/E official said. B/E has been able to keep up with demand.
07 August 2015, ©. Leeham Co: Now that we have explained the range consequences of weight and fuel limited airplane operations, we might as well explain the last important part of the range of an airliner: Why the practical range is always shorter than what the OEM says.
When an airliner OEM gives the design or brochure maximum range of an aircraft, they do that with an aircraft in a “show-room” configuration and which is loaded with a filled cabin only; no cargo is included in the calculation. Further, in the cargo area, there is only bulk-loaded passenger bags. Container loading of the bags would have cost tare weight for the containers used and weight is to be avoided when stipulating the maximum design range.
In practice, we would have to consider tare weight for bags containers and possible cargo when discussing what practical range an airline can plan for a certain aircraft model. But this is far from the whole story. Here is what has to be considered in addition.
By Bjorn Fehrm
Introduction
Aug 3, 2015, © Leeham Co. Airbus successfully filled its production gap for the A330ceo for the transition to the A330neo, officials said Friday during the 1H2015 earnings call.
Production rate for the A330ceo can be maintained at the previously announced reduced rate of 6/mo, said CFO Harald Wilhelm.
Airbus Group reported solid progress in all areas where we previously described it had outstanding challenges. Cleaned from one time effects (among them a Dassualt share sale income of € 748m), sales and profit where 6% higher than 1H2014 at € 28.9bn and € 1.88bn respectively. Free Cash flow consumption was now € 1bn instead of € 2.3bn last year. Airbus expects to be Cash Flow neutral on a full year basis.
Rather than going through all figures of the results, we will now go through each major program in Airbus Group and try to understand whether it is a contributor to profits or a consumer of company cash.
By Bjorn Fehrm
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July 30, 2015 © Leeham Co. Rolls-Royce and Safran, the parent company of CFM partner Snecma, released their Q2 and first half 2015 earnings today. It is interesting to compare these companies as they are in different strategic situations in their dominant business segments, civil turbofan engines.
Civil turbofans constitute 52% of Rolls-Royce total business whereas it makes 54% of Safran’s turn over. Rolls-Royce’s focus has been widebody engines to the point where it exited its part of International Aero Engines, which makes the single aisle V2500 engine, three years ago. Safran on the other hand is heavily invested in the single aisle market through its 50% part in CFM through its Snecma subsidiary.
The present situation and the future outlook for these two companies are intimately aligned with this strategic difference. We look at why and how this will affect their immediate future.
Summary:
July 30, 2015: Scott Fancher, regarded as the person to come in and take over troubled programs at Boeing, has been named to take over the KC-46A program.
Scott Fancher. Source: Boeing.
Fancher originally came to Boeing Commercial Airplanes from the Boeing defense unit to take over the 787 program at a time when development and design issues were rampant and the plane had yet to be delivered to a single customer.
After that was straightened out, Fancher took over new airplane programs and then moved to oversee development of the 777X, which is Boeing’s response to the Airbus A350 XWB. Although the 777X is a derivative, Boeing’s 747-8 derivative was two years late (in no small part due to the knock-on effects of the 787 program problems). Fancher’s charge with 777X was to be sure it comes in on time and on budget.