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Press
30-Jan-2013
Boeing - is it a technological crisis or leadership crisis !
Boeing was marketing the Dreamliner as a game changing technological marvel that had no equivalent in the Aviation industry. New technologies, whether described as ‘game changing’ or ‘evolutionary’ was used by the marketeers in the aviation industry which saw the business models shift to managements that knew much more about how finance and investment worked than they did about aero engineering and operational matters.

But the dream at Boeing took a dramatic turn due to battery fires onboard 787s. The Federal Aviation Administration grounded all U.S.-registered 787s. Other regulatory authorities have followed suit and now the guessing game begins on how long the grounding will last and who exactly is to blame.

The problem could be the battery, the power source or the electronics system. As for who is to blame for the 787 crisis, apart from Boeing itself, other companies that may share responsibility include:-

(1) GS Yuasa of Japan, which makes the plane’s lithium-ion batteries.
(2) Thales Group, Paris-based maker of the batteries’ control circuits.
(3) United Technologies, whose UTC Aerospace subsidiary makes the plane’s auxiliary power units, which incorporate GS Yuasa’s batteries.
(4) JAL and ANA, the two Tokyo-based airlines that encountered the battery problems (though the fact that these two airlines have encountered problems separately and virtually simultaneously suggests that the fundamental fault is unlikely to lie in their maintenance and operational procedures).

But who is to blame?

A report by the National Transportation Safety Board (NTSB) does little to identify exactly just what caused the battery to catch fire. But the report outlines several possible contributing factors to the problem, including the fact that the components were not tested together as a single unified system.

The FAA’s emergency directive said: ’The cause of these failures is currently under investigation’ but warned more ominously:’These conditions, if not corrected, could result in damage to critical systems and structures , and the potential for fire in the electrical compartment.’

Dreamliner introduced new levels of subcontracted manufacturing: While each 787 was assembled at Boeing’s plant in Everett, Washington, more than 70% of the jets’ individual components were outsourced to some 900 subcontractors all over the world. By outsourcing construction of the Dreamliner’s systems, Boeing reduced the complexity and cost of manufacturing the new jets. But they also increased the complexity of tracking down problems.

Three separate subcontractors — GS Yuasa, Securaplane and Thales — researched potential failures to the battery, its charging system and the related electrical system. And each one had certified their individual systems to be safe. But when the systems were operated under integrated environment the battery caught fire. It could take a long time before anyone knows what went wrong, how to fix it, and Boeing manages to roll out the repairs to the fifty Dreamliners on the ground worldwide

What will happen now?

The longer the Dreamliner is grounded, the bigger this problem gets. That means if the investigation drags on, airlines around the world are going to start hurting for their new Boeing aircraft.

Boeing as per the Business Plan, was supposed to put 787-8 into service in 2008, 787-9 in 2010 and 787-10 in 2013. Yet the 787 line, late, and now grounded, is still getting hammered by the A330s. How will Boeing future proof the market share the 777s have today ?

That question can be answered by the management. The answer lies not in finding a technical solution to the battery problem but to a larger strategic issue of marketing and sub-contracted production.

And, therefore today, Boeing is not facing a technological crisis but a leadership crisis.
24-Aug-2012
2-Day RAM/LCC Workshop for Lloyd Electric & Engineering Ltd
Reliability Centre India conducted a 2-day workshop for Lloyd Electric & Engineering Ltd at their factory in Bhiwadi, Rajasthan, India . The objective of the workshop was to make the Lloyd 's team learn the basics of Reliability, Availability, Maintainability and Life Cycle Cost in accordance with EN 50126 and IEC 60300-3-3 standards.

Lloyd design, develop, manufacture and maintain HVAC systems for Railway Industry. Lloyd sought the guidance of Reliability Centre India in implementing the RAMS processes with the purpose of manufacturing HVAC that comply with the RAMS specifications for Metro Projects in India.
20-Jun-2012
Failure Reporting and Correction Action System (FRACAS)
Reliability Centre India has developed a web based FRACAS system. It is system designed for managing, monitoring, controlling and understanding incidents and associated problems. It is aimed for the capture of all relevant data for subsequent RAMS analysis. It will prove to be comprehensive knowledge base and reliability data repository. The capabilities include:-
(a) Customer support and failure (incident/ issue) reporting.
(b) Tracking of the maintenance action undertaken in response to the reported failure.
(c) Dashboard style reporting with non-parametric progress tracking and reliability/ quality reporting in an interactive graphical interface.

Contact Us for further details on FRACAS.

Project in Zambia
We managed US $2.3 million project of laying Optical Fibre cable and setting up antennas on Mobile Telephone towers in Malawi and Zambia.

Projects with Siemens
We undertook RAMS analysis of BHS system designed by Siemens for their projects in India and Thailand.

Software Audit
We have conducted manual testing and auditing of the software. Common problems and software failures encountered in e-governance projects.