Thread Boeing 787
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Lo stabilimento Boeing di Charleston è sotto audit da ieri (fino a metà febbraio): 38 ispettori della FAA stanno conducendo un'ispezione di routine per verificarne le procedure. Nonostante si tratti di un controllo ordinario, potrebbero emergere per Boeing grane piuttosto significative. Leggete cosa scrive Uresh Sheth (http://nyc787.blogspot.com/).
mariol
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Boeing adds resources to improve Norwegian 787 reliability
The dispatch reliability of Norwegian Air Shuttle’s three Boeing 787s is improving, but still some way short of where the airline and the manufacturer want it to be.
At a press conference in Oslo Jan. 24, Boeing VP 787 support and services Mike Fleming said the reliability rate had increased from 97% in October to “around 98%” now.
Norwegian has faced a series of glitches and teething troubles with its 787s, the first of which was delivered in June, resulting in the carrier having to hire in replacement aircraft at short notice.
It complained to Boeing about the extent of its difficulties; the manufacturer responded by sending teams of maintenance personnel to points served by the twinjet and beefing up supplies of spares at its destinations.
In comments cited by Reuters and confirmed Monday by Boeing, Fleming said: "I'll tell you that's not where we want the airplane to be, we're not satisfied with that reliability level of the airplane.”
He compared it with the Boeing 777, which has a dispatch reliability of 99.4%. “That's the benchmark that the 787 needs to attain,” he said, but noted that it took four years after the 777’s service introduction in 1995 for it to get above the 99% mark.
"To get the fleet above 99% you have to keep working every day, so my guess is that it will be similar to what we had with the 777."
In a statement Monday, Boeing said: “We have taken a number of actions to enhance service to Norwegian, including:
• Adding resources at all airports and operations centers that support Norwegian operations;
• improving part and tool provisions to allow more timely resolution of issues at all airports that Norwegian flies with the 787;
• proactively implementing reliability improvements as they become available to address reliability issues that have been seen in the 787 fleet.”
Norwegian’s director of communications, Charlotte Holmbergh Jacobsson, confirmed that current 787 reliability remained “not as good as we, or they, want it to be. We are still having problems. There have been some problems with the brakes [and] with hydraulic pumps [for the brakes].”
While all the faults had been “very minor”, chasing down the cause of the alerts triggered in the cockpit had been time-consuming, Jacobsson said.
Under Boeing’s GoldCare package, the manufacturer is responsible for maintaining Norwegian’s 787s through Nayak Aircraft Services, which handles the work on Boeing’s behalf. Norwegian anticipated that enhanced maintenance teams from Boeing and Nayak would continue to be on-scene “for the foreseeable future,” Jacobsson said.
http://atwonline.com/airframes/boeing-adds-resources-improve-norwegian-787-reliability
The dispatch reliability of Norwegian Air Shuttle’s three Boeing 787s is improving, but still some way short of where the airline and the manufacturer want it to be.
At a press conference in Oslo Jan. 24, Boeing VP 787 support and services Mike Fleming said the reliability rate had increased from 97% in October to “around 98%” now.
Norwegian has faced a series of glitches and teething troubles with its 787s, the first of which was delivered in June, resulting in the carrier having to hire in replacement aircraft at short notice.
It complained to Boeing about the extent of its difficulties; the manufacturer responded by sending teams of maintenance personnel to points served by the twinjet and beefing up supplies of spares at its destinations.
In comments cited by Reuters and confirmed Monday by Boeing, Fleming said: "I'll tell you that's not where we want the airplane to be, we're not satisfied with that reliability level of the airplane.”
He compared it with the Boeing 777, which has a dispatch reliability of 99.4%. “That's the benchmark that the 787 needs to attain,” he said, but noted that it took four years after the 777’s service introduction in 1995 for it to get above the 99% mark.
"To get the fleet above 99% you have to keep working every day, so my guess is that it will be similar to what we had with the 777."
In a statement Monday, Boeing said: “We have taken a number of actions to enhance service to Norwegian, including:
• Adding resources at all airports and operations centers that support Norwegian operations;
• improving part and tool provisions to allow more timely resolution of issues at all airports that Norwegian flies with the 787;
• proactively implementing reliability improvements as they become available to address reliability issues that have been seen in the 787 fleet.”
Norwegian’s director of communications, Charlotte Holmbergh Jacobsson, confirmed that current 787 reliability remained “not as good as we, or they, want it to be. We are still having problems. There have been some problems with the brakes [and] with hydraulic pumps [for the brakes].”
While all the faults had been “very minor”, chasing down the cause of the alerts triggered in the cockpit had been time-consuming, Jacobsson said.
Under Boeing’s GoldCare package, the manufacturer is responsible for maintaining Norwegian’s 787s through Nayak Aircraft Services, which handles the work on Boeing’s behalf. Norwegian anticipated that enhanced maintenance teams from Boeing and Nayak would continue to be on-scene “for the foreseeable future,” Jacobsson said.
http://atwonline.com/airframes/boeing-adds-resources-improve-norwegian-787-reliability
Il Seattle Times pubblica la notizia seguente: secondo fonti interne (operai nello stabilimento di Everett dove vengono assemblati i 787), le parti di fusoliera prodotte a Charleston (dove lo stabilimento Boeing un tempo in JV con Finmeccanica produce la sezione posteriore della fusoliera di tutti i 787, compresi quelli assemblati a Everett) arrivano in condizioni sempre meno adeguate, con ampie parti di lavoro incompiuto, costringendo il team di Everett a porre rimedio a vari difetti e rallentandone la produttività. La notizia va presa con le pinze: agli operai sindacalizzati di Everett non è mai andata giù la scelta di Boeing di impiegare operai non sindacalizzati a Charleston, e da sempre accusano i colleghi di non essere all'altezza. Il problema della learning curve dell'impianto di Charleston, aperto nel 2004 da Vought Aircraft Industries e Gloabal Aeronautica (Finmeccanica) in una regione senza la stessa riserva di forza lavoro qualificata ed esperta che si trova a Seattle, è comunque autentico e al centro dell'attenzione di Boeing dal 2008-2009, quando il colosso di Seattle acquistò le quote dei due soci originali per internalizzare il lavoro.
http://seattletimes.com/html/businesstechnology/2022830424_boeingcharlestonxml.html
787 assembly problems in Charleston drag on Everett
Since late last year, Boeing 787 Dreamliner fuselage sections from North Charleston, S.C., have arrived at the Everett final assembly line seriously incomplete with wiring and hydraulics lines missing, according to multiple sources in the factory.
The poorly done work out of Charleston threatens to undermine the company’s plans to deliver 10 Dreamliners a month and fulfill the much-delayed jet program’s original promise.
“It’s snowballing. The planes are getting worse out of Charleston,” said one senior Everett employee who oversees the production status of the airplanes.
Another Everett employee, a quality inspector, said the work out of Charleston had been very slowly getting better until late last year, but that “now the curve has gone the other way, big time.”
An engineer in Boeing’s South Carolina complex said mechanics there have been “falling farther and farther behind” since last fall, but management has insisted on sending unfinished planes to Everett to keep to the planned rate.
In a written response to inquiries, Boeing said its plan of rolling 10 Dreamliners per month off its assembly lines is on track.
“While we have some challenges to address, we see no risk to the program,” Boeing said. “Right now, Boeing South Carolina is making its rate commitments.”
However, with the planes rolling out of the assembly bays needing more fixes out on the flight line, it could be a while before Boeing actually delivers 10 jets per month.
Trouble on assembly line
The plane now at the back of the Everett line —the fourth of the new, larger 787-9 models, being built for Air New Zealand — is “a freaking nightmare ... in horrible shape,” the senior Everett employee said.
Coaxial and fiber optic cables used for radio communications and data transmission are missing from the mid-fuselage section, which is much less complete than the corresponding sections on the two prior 787-9 models that came down the line.
Ahead of the Air New Zealand jet on the line, work on a 787-8 for Polish airline LOT was delayed many hours as Everett employees tried to discover why an electrical system wasn’t working.
It turned out that six wires in a bundle of about 50 in the mid-fuselage were not connected, even though the paperwork from Charleston showed the work complete. The loose connectors were still hanging with zip-tied plastic bags around them.
Although a Charleston quality inspector signed off on the mechanic’s work, “it was not done,” the senior Everett employee said. “Fifty connectors were supposedly hooked up and six were not even taken out of the bags.”
And ahead of the LOT plane on the line, on a 787-8 destined for Aeromexico, an electronics unit was damaged and had to be replaced after installation in Everett because Charleston mechanics had inadvertently left the plastic caps on some connectors — an issue that on several previous occasions had been reported back to South Carolina.
The Boeing employees cited in this story — whether in Everett or North Charleston — cannot be named because they spoke without company authorization.
The company declined to respond to any of the specific problems they cited. Instead it offered a general assurance that the “challenges” in Charleston are temporary and that management “has a solid plan to continue to implement improvements as we go forward.”
Bigger bonuses in Charleston
In a quarterly earnings teleconference with Wall Street analysts and the press last week, Boeing chief financial officer Greg Smith conceded that the Charleston workforce has recently “experienced a higher number of jobs behind schedule in the mid-body section,” yet he insisted they are “doing a great job.”
Also last week, Boeing awarded a larger percentage annual bonus to the Charleston workforce than to the Puget Sound area workforce.
Based on company performance, most engineers here will receive 16 extra days’ pay, or a 6.15 percent bonus, and the local Machinists will get a 4 percent bonus.
In Charleston, a separate bonus calculation will give the workforce there 18 days’ extra pay, or a 6.9 percent bonus.
Yet an Everett systems engineer said it’s the Machinists on the final assembly line who deserve credit for keeping 787 production rolling.
“The only people who get these airplanes delivered are the hourly people in Everett,” said the systems engineer, who is not a Machinist. “They are finding a way.”
They must troubleshoot the airplane systems when they find issues, then finish work left incomplete in Charleston before doing the jobs they are supposed to be doing.
The quality inspector insisted, as did the other Everett workers, that this re-work does not imply a safety concern.
“The quality will be there at the end, no matter what, because we test it,” the inspector said. “We make sure it’s done right and is safe.”
The problem is the time and money needed to do the re-work, he said.
Several workers said that one plane on the line today has nearly 2,000 incomplete jobs -- including wiring and hydraulics -- that were supposed to have been done in the Charleston plant but were not.
Root causes
The Boeing South Carolina engineer conceded the problems there have been growing for months and cited three contributing factors.
First, beginning last spring, Boeing let go most of Charleston’s temporary contract hires — experienced aviation workers hired from all over the U.S. to get the program up and running, many of them working as quality inspectors.
That left a serious skill shortage when Boeing both introduced a new Dreamliner model, the 787-9, which has a larger mid-body fuselage than the initial 787-8, and then in the fall increased the production rate from 7 to 10 jets per month.
“When they got rid of the contractors, it left a big hole,” said the Charleston engineer. “You cannot lose that level of expertise plus increase rate at the same time and expect things to be normal.”
“The guys on the floor were overwhelmed with what they were trying to accomplish on a given day,” he added.
Boeing’s written response to questions backs up the Charleston engineer’s analysis of the cause of the problems.
“The 787 production system is ramping up to historically high rates for a wide-body program and introducing a second family member, the 787-9. It’s not unexpected that this would cause a temporary surge in work,” Boeing said.
After years of Dreamliner delays and a big backlog of orders to fill, Boeing’s plan is to stabilize the production rate at 10 jets per month, before moving up to 12 per month in 2016, and then 14 per month by the end of the decade.
Hiring more contractors
The company statement points out that, because the Charleston plant is non-union, it has a “unique capability to be flexible to quickly hire contract labor” to tackle a buildup of work.
Indeed, rehiring some of the skilled contract workers let go last year is an essential part of Boeing’s plan to fix Charleston’s problems.
The Charleston engineer said management is scrambling to find 300 to 400 contractors in addition to its pipeline of local direct hires.
He said hiring temporary contract labor from across the nation is necessary because there just isn’t enough skilled talent available locally in South Carolina.
Building the largely carbon-fiber-reinforced plastic 787 is much harder than the “snap-together” airplane concept Boeing originally envisaged, he said.
“It’s just as hand-built as any legacy airplane,” he said. “A plastic airplane is not a plastic model. It’s a real airplane.”
In Everett, though new hires may come in with few aviation skills, they work alongside veterans with 30 or 40 years experience and in the process absorb the meticulous work culture needed to build airplanes.
“Once we’ve been at it 97 years like you guys (in the Northwest), we’ll have a ready workforce,” said the Charleston engineer. “But now, realistically, we have to look outside for aviation experience.”
Some of the issues in Charleston are not the fault of the workforce there.
The Everett systems engineer said that many of the written planning instructions used by the mechanics there were produced in haste in the early days of the program and are riddled with errors and omissions.
(The Charleston engineer said that to compensate for the lack of aviation “tribal knowledge” among the workers in South Carolina, Boeing is re-writing those instructions to make them simpler to understand.)
In addition, said the Everett systems engineer, the fundamental decision to build the 787 in complete sections in far-flung locations has resulted in unintended complications.
For example, all the doors on the fuselage sections that arrive from Charleston have to be re-rigged in Everett.
That means the doors — finely tuned marvels of engineering designed to withstand high pressure in flight — must be mechanically re-adjusted to ensure a snug fit and smooth operation. It’s a job that takes two skilled mechanics a day or more.
Those adjustments, first made in Charleston, have to be re-done in Everett because of small changes in the shape of the plastic fuselage sections in the assembly process.
The sections flex slightly in transit from South Carolina to Everett, flex differently when fitted together with other sections, and flex along different lines again when the landing gear is installed and the plane’s weight rests on the gear for the first time.
The Everett systems engineer said the 787 program is a long way from running smoothly: “Every airplane is a struggle.”
Dominic Gates: (206) 464-2963 or dgates@seattletimes.com
http://seattletimes.com/html/businesstechnology/2022830424_boeingcharlestonxml.html
787 assembly problems in Charleston drag on Everett
Since late last year, Boeing 787 Dreamliner fuselage sections from North Charleston, S.C., have arrived at the Everett final assembly line seriously incomplete with wiring and hydraulics lines missing, according to multiple sources in the factory.
The poorly done work out of Charleston threatens to undermine the company’s plans to deliver 10 Dreamliners a month and fulfill the much-delayed jet program’s original promise.
“It’s snowballing. The planes are getting worse out of Charleston,” said one senior Everett employee who oversees the production status of the airplanes.
Another Everett employee, a quality inspector, said the work out of Charleston had been very slowly getting better until late last year, but that “now the curve has gone the other way, big time.”
An engineer in Boeing’s South Carolina complex said mechanics there have been “falling farther and farther behind” since last fall, but management has insisted on sending unfinished planes to Everett to keep to the planned rate.
In a written response to inquiries, Boeing said its plan of rolling 10 Dreamliners per month off its assembly lines is on track.
“While we have some challenges to address, we see no risk to the program,” Boeing said. “Right now, Boeing South Carolina is making its rate commitments.”
However, with the planes rolling out of the assembly bays needing more fixes out on the flight line, it could be a while before Boeing actually delivers 10 jets per month.
Trouble on assembly line
The plane now at the back of the Everett line —the fourth of the new, larger 787-9 models, being built for Air New Zealand — is “a freaking nightmare ... in horrible shape,” the senior Everett employee said.
Coaxial and fiber optic cables used for radio communications and data transmission are missing from the mid-fuselage section, which is much less complete than the corresponding sections on the two prior 787-9 models that came down the line.
Ahead of the Air New Zealand jet on the line, work on a 787-8 for Polish airline LOT was delayed many hours as Everett employees tried to discover why an electrical system wasn’t working.
It turned out that six wires in a bundle of about 50 in the mid-fuselage were not connected, even though the paperwork from Charleston showed the work complete. The loose connectors were still hanging with zip-tied plastic bags around them.
Although a Charleston quality inspector signed off on the mechanic’s work, “it was not done,” the senior Everett employee said. “Fifty connectors were supposedly hooked up and six were not even taken out of the bags.”
And ahead of the LOT plane on the line, on a 787-8 destined for Aeromexico, an electronics unit was damaged and had to be replaced after installation in Everett because Charleston mechanics had inadvertently left the plastic caps on some connectors — an issue that on several previous occasions had been reported back to South Carolina.
The Boeing employees cited in this story — whether in Everett or North Charleston — cannot be named because they spoke without company authorization.
The company declined to respond to any of the specific problems they cited. Instead it offered a general assurance that the “challenges” in Charleston are temporary and that management “has a solid plan to continue to implement improvements as we go forward.”
Bigger bonuses in Charleston
In a quarterly earnings teleconference with Wall Street analysts and the press last week, Boeing chief financial officer Greg Smith conceded that the Charleston workforce has recently “experienced a higher number of jobs behind schedule in the mid-body section,” yet he insisted they are “doing a great job.”
Also last week, Boeing awarded a larger percentage annual bonus to the Charleston workforce than to the Puget Sound area workforce.
Based on company performance, most engineers here will receive 16 extra days’ pay, or a 6.15 percent bonus, and the local Machinists will get a 4 percent bonus.
In Charleston, a separate bonus calculation will give the workforce there 18 days’ extra pay, or a 6.9 percent bonus.
Yet an Everett systems engineer said it’s the Machinists on the final assembly line who deserve credit for keeping 787 production rolling.
“The only people who get these airplanes delivered are the hourly people in Everett,” said the systems engineer, who is not a Machinist. “They are finding a way.”
They must troubleshoot the airplane systems when they find issues, then finish work left incomplete in Charleston before doing the jobs they are supposed to be doing.
The quality inspector insisted, as did the other Everett workers, that this re-work does not imply a safety concern.
“The quality will be there at the end, no matter what, because we test it,” the inspector said. “We make sure it’s done right and is safe.”
The problem is the time and money needed to do the re-work, he said.
Several workers said that one plane on the line today has nearly 2,000 incomplete jobs -- including wiring and hydraulics -- that were supposed to have been done in the Charleston plant but were not.
Root causes
The Boeing South Carolina engineer conceded the problems there have been growing for months and cited three contributing factors.
First, beginning last spring, Boeing let go most of Charleston’s temporary contract hires — experienced aviation workers hired from all over the U.S. to get the program up and running, many of them working as quality inspectors.
That left a serious skill shortage when Boeing both introduced a new Dreamliner model, the 787-9, which has a larger mid-body fuselage than the initial 787-8, and then in the fall increased the production rate from 7 to 10 jets per month.
“When they got rid of the contractors, it left a big hole,” said the Charleston engineer. “You cannot lose that level of expertise plus increase rate at the same time and expect things to be normal.”
“The guys on the floor were overwhelmed with what they were trying to accomplish on a given day,” he added.
Boeing’s written response to questions backs up the Charleston engineer’s analysis of the cause of the problems.
“The 787 production system is ramping up to historically high rates for a wide-body program and introducing a second family member, the 787-9. It’s not unexpected that this would cause a temporary surge in work,” Boeing said.
After years of Dreamliner delays and a big backlog of orders to fill, Boeing’s plan is to stabilize the production rate at 10 jets per month, before moving up to 12 per month in 2016, and then 14 per month by the end of the decade.
Hiring more contractors
The company statement points out that, because the Charleston plant is non-union, it has a “unique capability to be flexible to quickly hire contract labor” to tackle a buildup of work.
Indeed, rehiring some of the skilled contract workers let go last year is an essential part of Boeing’s plan to fix Charleston’s problems.
The Charleston engineer said management is scrambling to find 300 to 400 contractors in addition to its pipeline of local direct hires.
He said hiring temporary contract labor from across the nation is necessary because there just isn’t enough skilled talent available locally in South Carolina.
Building the largely carbon-fiber-reinforced plastic 787 is much harder than the “snap-together” airplane concept Boeing originally envisaged, he said.
“It’s just as hand-built as any legacy airplane,” he said. “A plastic airplane is not a plastic model. It’s a real airplane.”
In Everett, though new hires may come in with few aviation skills, they work alongside veterans with 30 or 40 years experience and in the process absorb the meticulous work culture needed to build airplanes.
“Once we’ve been at it 97 years like you guys (in the Northwest), we’ll have a ready workforce,” said the Charleston engineer. “But now, realistically, we have to look outside for aviation experience.”
Some of the issues in Charleston are not the fault of the workforce there.
The Everett systems engineer said that many of the written planning instructions used by the mechanics there were produced in haste in the early days of the program and are riddled with errors and omissions.
(The Charleston engineer said that to compensate for the lack of aviation “tribal knowledge” among the workers in South Carolina, Boeing is re-writing those instructions to make them simpler to understand.)
In addition, said the Everett systems engineer, the fundamental decision to build the 787 in complete sections in far-flung locations has resulted in unintended complications.
For example, all the doors on the fuselage sections that arrive from Charleston have to be re-rigged in Everett.
That means the doors — finely tuned marvels of engineering designed to withstand high pressure in flight — must be mechanically re-adjusted to ensure a snug fit and smooth operation. It’s a job that takes two skilled mechanics a day or more.
Those adjustments, first made in Charleston, have to be re-done in Everett because of small changes in the shape of the plastic fuselage sections in the assembly process.
The sections flex slightly in transit from South Carolina to Everett, flex differently when fitted together with other sections, and flex along different lines again when the landing gear is installed and the plane’s weight rests on the gear for the first time.
The Everett systems engineer said the 787 program is a long way from running smoothly: “Every airplane is a struggle.”
Dominic Gates: (206) 464-2963 or dgates@seattletimes.com
UM78
Utente Registrato
Ieri RAM ha annunciato ufficialmente la consegna del primo 787 nel Dicembre 2014 subito a seguire gli altri tre.
immagino che non li vedremo su linee europee. Forse qualche rotazione su Parigi?
UM78
Utente Registrato
Penso di si, qualche CDG sicuramente, ma la maggior parte delle tratte, suppongo, saranno su IST visto che il traffico e' enorme e poi il resto del poco intercontinentale che hanno.
che sono GRU, YUL e JFK se non erro.Hanno 5 767 e 1 747 , deduco quindi che i 787 (6 in totale) vanno a sostituire la vecchia flotta
UM78
Utente Registrato
Secondo me i 767 li tengono li tengono perché li hanno appena riconfigurati con la nuova J full flat che è molto molto bella.
Ho compreso anche che quest'anno devono annunciare alte 9 rotte, molte saranno di lungo in Africa e ME.
matteo guareschi
Utente Registrato
787 in manuale dopo problemi al computer in finale! ci risiamo!?...
http://www.channelnewsasia.com/news/asiapacific/pilots-land-indian/984876.html
http://www.channelnewsasia.com/news/asiapacific/pilots-land-indian/984876.html
Re: 787 in manuale dopo problemi al computer in finale! ci risiamo!?...
Incident: Air India B788 near Kuala Lumpur on Feb 5th 2014, all flight management computers failed
An Air India Boeing 787-800, registration VT-ANJ performing flight AI-301 from Melbourne,VI (Australia) to Delhi (India) with 215 people on board, was enroute at FL380 about 20nm north of Kuala Lumpur (Malaysia) when all three flight management computer system failed simultaneously. The crew diverted to Kuala Lumpur for a safe landing on runway 32L about 65 minutes later.
The airline reported a software malfunction caused the simultaneous malfunction of the FMCs. The passengers were taken to hotels. A replacement aircraft is expected to depart Kuala Lumpur on Feb 6th and is estimated to reach Delhi with a delay of 24 hours.
Fonte: www.avherald.com
Incident: Air India B788 near Kuala Lumpur on Feb 5th 2014, all flight management computers failed
An Air India Boeing 787-800, registration VT-ANJ performing flight AI-301 from Melbourne,VI (Australia) to Delhi (India) with 215 people on board, was enroute at FL380 about 20nm north of Kuala Lumpur (Malaysia) when all three flight management computer system failed simultaneously. The crew diverted to Kuala Lumpur for a safe landing on runway 32L about 65 minutes later.
The airline reported a software malfunction caused the simultaneous malfunction of the FMCs. The passengers were taken to hotels. A replacement aircraft is expected to depart Kuala Lumpur on Feb 6th and is estimated to reach Delhi with a delay of 24 hours.
Fonte: www.avherald.com
Stica..
Da ignorante, di cosa si 'occupano' questi computer?
Inviato dal mio GT-I9001 con Tapatalk 2
Da ignorante, di cosa si 'occupano' questi computer?
Inviato dal mio GT-I9001 con Tapatalk 2
e vabbhè, la FAA non diceva che un po di pilotaggio manuale faceva bene?!? avranno gioito i piloti guardando gli fms spegnersi
TW 843
Senior Member
Boeing Delivers Two BBJ 787s Over Past Week
Boeing Business Jets announced yesterday that it made the first two BBJ 787-8 deliveries of 2014 over the past week to separate undisclosed customers. These aircraft mark the second and third BBJ 787s delivered to date, after the first one was handed over to a customer in December. Like all BBJs, the airplanes were delivered green and are undergoing completion at third-party outfitting centers. “It’s terrific to see two BBJ 787s deliver within a week,” said Boeing Business Jets president Steve Taylor. “The BBJ 787 joins the BBJ family, a full line of the most capable airplanes in the VIP market. The 787’s range, high cruise speed, low cabin altitude, big windows and ultra-quiet cabin make the 787 ideal for BBJ customers.” Like its airliner counterpart, the BBJ 787 has lightweight composite structures, a cabin with increased headroom and cleaner air and larger cargo space. The BBJ 787-8’s range is about 9,260 nm, Boeing said. “[This year] will be a very exciting year for BBJ with many major milestones to celebrate,” Taylor said. The company plans to deliver three more BBJ 787-8s this year, and the first BBJ 747-8, which was delivered last year, will be completed and enter service by year-end. To date, Boeing has accumulated orders for 13 BBJ 787s, with deliveries scheduled through 2018.
AIN
Boeing Business Jets announced yesterday that it made the first two BBJ 787-8 deliveries of 2014 over the past week to separate undisclosed customers. These aircraft mark the second and third BBJ 787s delivered to date, after the first one was handed over to a customer in December. Like all BBJs, the airplanes were delivered green and are undergoing completion at third-party outfitting centers. “It’s terrific to see two BBJ 787s deliver within a week,” said Boeing Business Jets president Steve Taylor. “The BBJ 787 joins the BBJ family, a full line of the most capable airplanes in the VIP market. The 787’s range, high cruise speed, low cabin altitude, big windows and ultra-quiet cabin make the 787 ideal for BBJ customers.” Like its airliner counterpart, the BBJ 787 has lightweight composite structures, a cabin with increased headroom and cleaner air and larger cargo space. The BBJ 787-8’s range is about 9,260 nm, Boeing said. “[This year] will be a very exciting year for BBJ with many major milestones to celebrate,” Taylor said. The company plans to deliver three more BBJ 787-8s this year, and the first BBJ 747-8, which was delivered last year, will be completed and enter service by year-end. To date, Boeing has accumulated orders for 13 BBJ 787s, with deliveries scheduled through 2018.
AIN
asterix
Utente Registrato
- 20 Gennaio 2012
- 687
- 5
Norwegian announced (13-Feb-2014) an agreement with International Lease Finance Company (ILFC) to acquire four Boeing 787-9 aircraft, scheduled for delivery between 2017 and 2018.
http://media.norwegian.com/en/#/pressreleases/norwegian-acquires-four-new-787-9-dreamliners-960737
http://media.norwegian.com/en/#/pressreleases/norwegian-acquires-four-new-787-9-dreamliners-960737
se Norwegian ordina altri 4 aerei nonostante i guai capitati, significa che il costo di gestione per passeggero è veramente basso. Complimenti alla Boeing
Inviato dal mio GT-N8000 utilizzando Tapatalk
Inviato dal mio GT-N8000 utilizzando Tapatalk
OceanDrive
Utente Registrato
Alenia Aermacchi costruirà a Grottaglie (Taranto) altre 200 fusoliere del Boeing 787
di Domenico Palmiotti11 febbraio 2014
IN QUESTO ARTICOLO
Argomenti: Trasporti e viabilità | Taranto | Alenia Aermacchi | Grottaglie | Cosimo Panarelli | Giuseppe Giordo | Alitalia | Foggia | Boeing 787
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Duecento nuovi componenti del Boeing 787 saranno costruiti negli stabilimenti pugliesi di Grottaglie (Taranto) e Foggia di Alenia Aermacchi. Il progetto Dreamliner prende ulteriormente quota e l'evoluzione è racchiusa in tre numeri chiave: 350, 200 e 1.000. Trecentocinquanta sono infatti gli ordini di fusoliere di fibra di carbonio e stabilizzatori orizzontali di coda che Alenia Aermacchi aveva già contrattato con gli americani consentendo cosí il rafforzamento del sito di Grottaglie dove questa produzione viene fatta, mentre a Foggia si realizzano gli stabilizzatori; duecento sono invece i nuovi ordini arrivati; mille, infine, é l'impegno contrattuale che le parti hanno concordato, giá previsto in una prima fase ed ora rafforzato con la nuova trattativa conclusa dall'ad Giuseppe Giordo.
Per lo stabilimento di Grottaglie, quindi, 200 nuove coppie di fusoliere da costruire. Altrettante quelle fornite da marzo 2007 a oggi. E già negli ultimi mesi lo stabilimento ha accelerato il passo produttivo proprio per venire incontro alla domanda di Boeing. Inoltre da febbraio 2013, sempre a Grottaglie, è stata avviata la produzione delle fusoliere anche per il Boeing 787-9, la versione «allungata» del 787. Le sezioni costruite a Grottaglie sono la numero 44 (centrale) e la 46 (centroposteriore) del 787. Costituiscono il 14 per cento dell'intero Dreamliner. Progetto che vanta un orizzonte produttivo abbastanza ampio. Il 787, infatti, ha già 1.030 ordini per un totale di 60 clienti in tutto il mondo. Fra gli ultimi ordini arrivati, quelli di alcune compagnie degli Emirati Arabi tra cui Etihad, futuro partner di Alitalia.
L'annuncio dell'evoluzione del contratto con Boeing è stato anche dato ai sindacati metalmeccanici in sede di coordinamento sindacale. «È una notizia molto importante che rafforza la produzione e l'occupazione di Alenia Aermacchi soprattutto nel complesso di Grottaglie - afferma Cosimo Panarelli, coordinatore nazionale della Fim Cisl -. L'azienda dovrà ora ampliare la fornitura di fusoliere agli americani passando da circa 70 a 120 coppie l'anno. Questo richiederà anche delle modifiche organizzative con l'aumento dei turni di lavoro in una serie di reparti, aspetto di cui discuteremo nei prossimi giorni».
Per il programma Dreamliner, Alenia Aermacchi ha investito in Puglia circa 790 milioni di euro. Previsti ulteriori 509 milioni di cui 190 milioni da attivare entro il 2014. Una volta completati gli investimenti, l'impegno complessivo dell'azienda sarà pari a 1,3 miliardi di euro. Già stipulati con la Regione Puglia due contratti di programma per l'ampliamento della capacità produttiva.
Le fusoliere costruite a Grottaglie vengono «imbarcate» periodicamente sui Dreamlifter (747-400), che fanno scalo nell'aeroporto attiguo allo stabilimento, e da qui inviate a Seattle dove poi prosegue l'allestimento del velivolo.
Anche il numero degli addetti di Alenia Aermacchi in Puglia ha registrato una crescita continua: dal 2004 ad oggi, i dipendenti diretti sono passati da 607 a 1800, di cui 750 nel sito di Grottaglie. Attualmente l'indotto Alenia in Puglia è composto da aziende, specializzate soprattutto in forniture di aerostrutture avanzate, per oltre 1.000 addetti. A livello nazionale Alenia Aermacchi ha 11mila dipendenti diretti con un indotto di altre 22mila unità.
http://www.ilsole24ore.com/art/impr...fusoliere-boeig-787-160432.shtml?uuid=ABrnZsv
di Domenico Palmiotti11 febbraio 2014
IN QUESTO ARTICOLO
Argomenti: Trasporti e viabilità | Taranto | Alenia Aermacchi | Grottaglie | Cosimo Panarelli | Giuseppe Giordo | Alitalia | Foggia | Boeing 787
My24
ascolta questa pagina
Duecento nuovi componenti del Boeing 787 saranno costruiti negli stabilimenti pugliesi di Grottaglie (Taranto) e Foggia di Alenia Aermacchi. Il progetto Dreamliner prende ulteriormente quota e l'evoluzione è racchiusa in tre numeri chiave: 350, 200 e 1.000. Trecentocinquanta sono infatti gli ordini di fusoliere di fibra di carbonio e stabilizzatori orizzontali di coda che Alenia Aermacchi aveva già contrattato con gli americani consentendo cosí il rafforzamento del sito di Grottaglie dove questa produzione viene fatta, mentre a Foggia si realizzano gli stabilizzatori; duecento sono invece i nuovi ordini arrivati; mille, infine, é l'impegno contrattuale che le parti hanno concordato, giá previsto in una prima fase ed ora rafforzato con la nuova trattativa conclusa dall'ad Giuseppe Giordo.
Per lo stabilimento di Grottaglie, quindi, 200 nuove coppie di fusoliere da costruire. Altrettante quelle fornite da marzo 2007 a oggi. E già negli ultimi mesi lo stabilimento ha accelerato il passo produttivo proprio per venire incontro alla domanda di Boeing. Inoltre da febbraio 2013, sempre a Grottaglie, è stata avviata la produzione delle fusoliere anche per il Boeing 787-9, la versione «allungata» del 787. Le sezioni costruite a Grottaglie sono la numero 44 (centrale) e la 46 (centroposteriore) del 787. Costituiscono il 14 per cento dell'intero Dreamliner. Progetto che vanta un orizzonte produttivo abbastanza ampio. Il 787, infatti, ha già 1.030 ordini per un totale di 60 clienti in tutto il mondo. Fra gli ultimi ordini arrivati, quelli di alcune compagnie degli Emirati Arabi tra cui Etihad, futuro partner di Alitalia.
L'annuncio dell'evoluzione del contratto con Boeing è stato anche dato ai sindacati metalmeccanici in sede di coordinamento sindacale. «È una notizia molto importante che rafforza la produzione e l'occupazione di Alenia Aermacchi soprattutto nel complesso di Grottaglie - afferma Cosimo Panarelli, coordinatore nazionale della Fim Cisl -. L'azienda dovrà ora ampliare la fornitura di fusoliere agli americani passando da circa 70 a 120 coppie l'anno. Questo richiederà anche delle modifiche organizzative con l'aumento dei turni di lavoro in una serie di reparti, aspetto di cui discuteremo nei prossimi giorni».
Per il programma Dreamliner, Alenia Aermacchi ha investito in Puglia circa 790 milioni di euro. Previsti ulteriori 509 milioni di cui 190 milioni da attivare entro il 2014. Una volta completati gli investimenti, l'impegno complessivo dell'azienda sarà pari a 1,3 miliardi di euro. Già stipulati con la Regione Puglia due contratti di programma per l'ampliamento della capacità produttiva.
Le fusoliere costruite a Grottaglie vengono «imbarcate» periodicamente sui Dreamlifter (747-400), che fanno scalo nell'aeroporto attiguo allo stabilimento, e da qui inviate a Seattle dove poi prosegue l'allestimento del velivolo.
Anche il numero degli addetti di Alenia Aermacchi in Puglia ha registrato una crescita continua: dal 2004 ad oggi, i dipendenti diretti sono passati da 607 a 1800, di cui 750 nel sito di Grottaglie. Attualmente l'indotto Alenia in Puglia è composto da aziende, specializzate soprattutto in forniture di aerostrutture avanzate, per oltre 1.000 addetti. A livello nazionale Alenia Aermacchi ha 11mila dipendenti diretti con un indotto di altre 22mila unità.
http://www.ilsole24ore.com/art/impr...fusoliere-boeig-787-160432.shtml?uuid=ABrnZsv