SUBMITTED BY: GROUP 4

13043 PULLA MANOJEETH

13052 SIDDHARTH SHETTY
13053 SUBIN B CHANDRAN
13059 VIKAS JAVAGAL
13074 ASHITH KUMARAN

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TABLE OF CONTENTS
1.

ABOUT BOEING...............................................................................................................2
1.1.

2.

PRODUCT MIX OF BOEING....................................................................................3

BOEING 787 DREAMLINER...........................................................................................3

2.1.

ADVANCED TECHNOLOGY IN BOEING 787.......................................................4

3.

BOEING PRODUCTION SYSTEM..................................................................................4

4.

WORLD CLASS SUPERIOR QUALITY.........................................................................5

4.1.

787 TIER 1 SUPPLIERS.............................................................................................5

4.2.

ENSURING SUPPLIER QUALITY...........................................................................5

4.3.

THE BOEING GLOBAL FLEET...............................................................................6

5.

THE BOEING DESIGN CHANGE PROCESS.................................................................6

6.

HOW THE CHANGE PROCESS WORKS.......................................................................6

7.

HOW THE PROPOSED CHANGE GETS APPROVED..................................................7

8.

THREE MORE LEVELS OF REVIEW............................................................................7

9.

MAKING THE CHANGE HAPPEN.................................................................................7

10.

CERTIFYING THE CHANGE.......................................................................................7

11.

THE RIGHT GOAL: ADD VALUE FOR CUSTOMERS..............................................8

11.1.

DEMAND FORECASTING...................................................................................8

12.

JOB FLOOR..................................................................................................................10

13.

MATERIAL USED BY WEIGHT IN BOEING...........................................................10

13.1.

MATERIAL BREAKOUT FOR 787 DREAMLINER..........................................12

13.2.

BENEFITS.............................................................................................................12

13.3.

POTENTIAL THREAT OF USING COMPOSITE MATERIAL.........................12

14.

BOTTLENECKS IN THE MANUFACTURING PROCESS......................................13

15.

ISSUES IN BOEING 787 DREAMLINER..................................................................13

16.

REFERENCES..............................................................................................................14

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1. ABOUT BOEING
Boeing is the world's largest aerospace company and the leading manufacturer of commercial
jetliners and military aircraft combined. Additionally, Boeing designs and manufactures
rotorcraft, electronic and defense systems, missiles, satellites, launch vehicles and advanced
information and communication systems. As a major service provider to NASA, Boeing is
the prime contractor for the International Space Station. The company also provides
numerous military and commercial airline support services. Boeing provides products and
support services to customers in 150 countries and is one of the largest U.S. exporters in
terms of sales.
Boeing has a long tradition of aerospace leadership and innovation. We continue to expand
our product line and services to meet emerging customer needs. Our broad range of
capabilities includes creating new, more efficient members of our commercial airplane
family; integrating military platforms, defense systems and the war fighter through networkcentric operations; creating advanced technology solutions that reach across business units; eenabling airplanes and providing connectivity on moving platforms; and arranging financing
solutions for our customers.
Headquartered in Chicago, Boeing employs more than 169,000 people across the United
States and in more than 65 countries. This represents one of the most diverse, talented and
innovative workforces anywhere. Our enterprise also leverages the talents of hundreds of
thousands more skilled people working for Boeing suppliers worldwide.
What they do today is:

Design, assemble and support commercial jetliners

Boeing 7-series family of airplanes leads the industry

Commercial Aviation Services offers broad range of services to passenger and freight
carriers

Design, assemble and support defence systems

Worlds largest designer and manufacturer of military transport, tankers, fighters and
rotorcraft
Global Services & Support provides services to government customers worldwide

Design and assemble satellites and launch vehicles

Worlds largest provider of commercial and military satellites; major service provider to
NASA and prime contractor for the International Space Station
Their Products include Commercial airplanes, defense and space and security solutions.

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1.1.

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PRODUCT MIX OF BOEING

Boeing commercial models currently in production

o Boeing 737
o Boeing 747
o Boeing 767
o Boeing 777
o Boeing 777x
o Boeing 787 Dreamliner
o BBJ (Boeing Business Jets) / VIP (747, 777 & 787)

2. BOEING 787 DREAMLINER

The 787-8 Dreamliner can carry 242 passengers up to 7,850 nautical miles (14,500 km),
while the longer 787-9 can carry 280 passengers 8,300 nautical miles (15,372 km). The 78710, launched in June 2013 and in development now, will carry 323 passengers up to 7,020
nautical miles (13,000 km), or more than 90 percent of the world's twin-aisle routes.
In addition to bringing big-jet ranges to midsize airplanes, the 787 family provides airlines
with unmatched fuel efficiency, resulting in exceptional environmental performance. The
airplane uses 20 to 30 percent less fuel with 20 to 30 percent fewer emissions than today's
similarly sized airplanes. The 787 also travels at a similar speed as today's fastest twin-aisle
airplanes, Mach 0.85. Airlines also realize more cargo revenue capacity - a 20 to 45 percent
advantage over similarly sized airplanes.

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2.1.
ADVANCED TECHNOLOGY IN BOEING 787:
The key to the exceptional performance of the 787 Dreamliner is its suite of new
technologies and its revolutionary design.
Composite materials make up 50 percent of the primary structure of the 787, including
the fuselage and wing.
The modern systems architecture simpler, more functional and more efficient than that of
other airplanes. The 787 features new engines from General Electric and Rolls-Royce that
represent nearly a two-generation jump in technology.
The design and build process of the 787 has added further efficiency gains.

3. BOEING PRODUCTION SYSTEM

Lean is a concept that designs, manufactures, delivers and supports products more efficiently
and at lower costs while systematically identifying and eliminating waste all the way through
the product life cycle. It uses a just-in-time system that gives internal and external customers
what they want, when they want it, and at the lowest possible cost.
At its root, Lean is about remaining competitive in a rapidly changing global marketplace. In
order for Boeing to survive as an aerospace leader, continue winning new business across the
enterprise, and create and sustain jobs, it constantly must find ways to make its products costcompetitive.
Lean process improvements reduce the cost of airplanes, increase flexibility in
manufacturing, and shorten the lead time required to build and deliver an airplane. This in
turn allows Boeing and its customers greater flexibility in delivery, as Boeing can build more
airplanes faster. It ultimately can help Boeing manage production cycles.
A lean and efficient operation is the heart of the Boeing Production System and is crucial to
Commercial Airplanes' success in the global market place. The Boeing Production System is
more than Lean, more than supplier partnerships, more than process improvement.
Commercial Airplanes also must manage defects and continue to focus on quality across all
production lines to remain competitive and be successful.
The Boeing Production System is composed of several elements that work in concert to
ensure an output of the highest-quality cost-effective products in the least amount of time.
The Boeing Production System principlesLean manufacturing, Six Sigma, value streams,
global manufacturing and managing supplier relationshipsare all elements that are critical
to the company's competitiveness.
One area of opportunity comes from managing what is called the value stream of building an
airplane. Simply defined, value streams represent the overall production flow of building an
airplane, from raw material to finished output. Put another way, it's the path by which a
company's value, in the form of its products and services, makes its way to the customer.
From suppliers to factory to office to market, along value streams are opportunities to cut
costs and increase efficiencies. By breaking down all aspects of producing an airplane into
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manageable chunksor streamsof activity, it becomes easier to identify areas for

improvement. This in turn helps increase the focus on what's value-added and what isn't,
fundamentally reducing costs and improving quality.
In Commercial Airplanes, part of the value-stream process has resulted in the implementation
of many successful practices like those Japanese manufacturers use in environments such as
Toyota and Fujisawa. In-house design and right-sized equipment and machines are
considered a competitive advantage. Activities are time-based, paced to the production line,
which is in turn paced to customer demand. Inventory is replenished based on Kanban pull.
Mistake-proofing and built-in quality are throughout the entire factory and part of every
process.
Ultimately, quality is at the heart of Boeing manufacturing, and the ability to determine the
normal from the abnormal plays a key role in the implementation of Lean and the effort to
build quality into manufacturing systems.

4. WORLD CLASS SUPERIOR QUALITY

The 787 Dreamliner has about 2.3 million parts per airplane. They include everything from
fasten seatbelt signs to jet engines and vary in size from small fasteners to large fuselage
sections.
Some parts are built by Boeing, and others are purchased from supplier partners around the
world. Suppliers have been part of the Boeing Production System since the company was
founded in 1916. William Boeing Sr. procured finished assemblies such as engines and
materials such as the very best Irish linen as covering for the wings of his first airplanes.
In 2012, Boeing purchased approximately 75 percent of its supplier content from U.S.
companies. On the 787 program, content from non-U.S. suppliers accounts for about 30
percent of purchased parts and assemblies.

4.1.

787 TIER 1 SUPPLIERS

Potential suppliers are evaluated on a range of criteria, including commercial offerings,

ability, capacity, integrity, financial health, geographic location, performance, and reliability,
quality of product, on-time delivery and overall customer-supplier relations. A key criterion is
a proven ability to manage a sub-tier supply chain. Sub-tier suppliers are the suppliers who
provide raw materials and other items to first-tier Boeing suppliers.

4.2.

ENSURING SUPPLIER QUALITY

A Boeing airplane is handed over to the customer only after it has met the rigorous standards
of both Boeing and regulatory authorities. A highly structured system of testing and oversight
ensures process consistency, accountability and compliance at all levels of the supply chain.
Boeing uses a robust, disciplined and proven process to make sure that parts and services it
buys meet all specifications for quality and performance and that they reach the companys
factories on time to keep production smooth and steady.
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Boeing personnel are embedded at supplier factories around the world to monitor quality,
work with suppliers on process improvements, and ensure adherence to Boeing standards and
schedules. Boeing also performs audits of supplier operations.
When it comes to regulatory requirements, Boeings external supplier network is an extension
of Boeing factories. Suppliers must meet or exceed established performance measures for
quality, capability and compliance. External suppliers must adhere to Boeing standards and
practices, including deployment of a rigorous quality management system.
Boeing suppliers must certify that their production systems meet Boeing Quality
Management System requirements, and their systems must be approved by Boeing, the
Federal Aviation Administration (FAA) and an independent third party. The FAA also has a
dedicated management unit for the oversight and compliance of Boeings management of its
suppliers.

4.3.

THE BOEING GLOBAL FLEET

There are 13,000 Boeing airplanes in the worldwide commercial airplane fleet. They were all
built using this robust and exhaustive approach to quality and supplier management. In the
next 20 years, that number of airplanes is expected to double. Airline customers and the
flying public can count on the Boeing supplier management program and the companys
compliance with established industry regulatory standards to ensure that the airplanes they fly
are safe and technically sound.

5. THE BOEING DESIGN CHANGE PROCESS

When design changes to a commercial airplane such as the 787 Dreamliner must be made,
Boeing teams use an established change management methodology. Changes are made for
various reasons, including improving efficiency or performance, meeting new regulatory
requirements or addressing customer airline requirements.
Any airplane can undergo numerous design changes, big or small, and for myriad reasons,
throughout its service life. Over the life of an airplane program, the changes can number in
the thousands.

6. HOW THE CHANGE PROCESS WORKS

When the need for a product change is identified, representatives from across Boeing come
together. Tooling, scheduling, finance, design engineering, manufacturing engineering,
contracts and other functions all have a role.
Technical and trade studies might be conducted if a design solution is not easily identified, or
when multiple options are under consideration. Early action can include prototyping or
design-and-build workshops to validate conceptual solutions.

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7. HOW THE PROPOSED CHANGE GETS APPROVED

After a solution has been proposed, a change proposal is created. Boeing engineers and
business teams go over the situation and solution. Design considerations include safety
requirements, weight, technical performance measures and configuration. On the business
side, resources, schedule and organizational effects are assessed.
Once the proposal is approved by management, the lead engineer gathers data from affected
organizations and supplier partners and initiates a change request. An impact assessment
review board is convened to make sure that all groups who will be affected by the change
have been identified and asked for input.

8. THREE MORE LEVELS OF REVIEW

Senior managers go over the proposal with an eye to understanding the implications for their
areas of responsibility. For example, engineering leaders from the fuselage team, wing team,
interiors team and others are involved.
The design change is then examined by a technical review board, consisting of deputy chief
project engineers, Boeing Research & Technology experts and Boeing Technical Fellows.
They ensure that the change is technically sound and the best solution for the airplane.
At the last step in this process, program leaders and the chief project engineer evaluate the
change and make the final determination whether to proceed. In some exceptional cases, a
father review by all of the program leaders may be required.

9. MAKING THE CHANGE HAPPEN

Once a change is approved, the lead engineer and change analysts begin developing a plan to
make the change. The plan includes work statements, schedule quotes from production teams
and the supply chain, and integrating requirements into one master plan.
Next, new engineering drawings are reviewed and approved, and teams from manufacturing
engineering create production plans and work instructions for technicians on the factory floor.
Engineering teams then make sure that the new data is correctly incorporated and is
proceeding through the system.

10.CERTIFYING THE CHANGE

Some changes require Federal Aviation Administration (FAA) certification. Special
engineering teams are tapped early in the process to define the testing required, which must
be validated by the FAA before tests can proceed. The FAA may decide to observe tests in
addition to analysing report and test data to make sure that regulatory requirements are met
and to approve the closure of the certification plan associated with the change.
Making changes is a routine part of designing and building airplanes. This rigorous process is
in place because of the complexity of commercial jetlinersthe 787 Dreamliner has 2.3
million parts and complex, integrated systemsand because changes can have significant
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engineering and production implications. Whenever changes are made, Boeing makes them
using this proven disciplined and effective process.

11.THE RIGHT GOAL: ADD VALUE FOR CUSTOMERS

After losing market share to Airbus (owned by EADS) in the late 1990s, Boeing could have
decided to focus on reducing the costs (and the selling prices) of its existing aircraft. That
would have led inexorably to corporate death. Instead Boeing decidedcommendablyto
innovate with a new aircraft that would generate revenues by creating value for customers.
First, Boeing aimed to improve their travel experience for the ultimate customers, the
passengers. As compared to the traditional material (aluminium) used in airplane
manufacturing, the composite material to be used in the Boeing 787 (carbon fibre, aluminium
and titanium) would allow for increased humidity and pressure to be maintained in the
passenger cabin, offering substantial improvement to the flying experience. The lightweight
composite materials would enable the 787 to fly nonstop between any pair of cities without
layovers.
Second, Boeing aimed to improve value for its immediate customers (the airlines) by
improved efficiency by using composite materials and an electrical system using lithium-ion
batteries. This would result 20 percent less fuel for comparable flights and cost-per-seat mile
10 percent lower than for any other aircraft. Moreover, unlike the traditional aluminium
fuselages that tend to fatigue, the 787s fuselages based on composite materials would reduce
airlines maintenance and replacement costs.

11.1. DEMAND FORECASTING

FAA and other major aircraft companies produce an annual 20 year forecast for the aviation
industry and markets.
Factors considered for forecasting:

Carrier schedules

Passenger load factors

Average aircraft size

Average length of flights

Airspace and airport capacities

Fuel costs

Different rate of growth of various regions of the world economy.

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12.JOB FLOOR
Boeing implements U-shaped moving production line.
Movement of airplanes:
In systems installation and final body join, the fuselage sections are moved on the crawlers
that follow a metal strip in the factory floor. In the final assembly, the airplane is pulled by a
super tug that fits around the airplanes front landing gear. The tug has a sensor that follows a
metal strip in the floor. The production line moves at a rate of 1.8inches (4.6 cm) per minute.
Below is the timeline:

Aft Systems installation relocated from 40-26 building to 40-25 --- March 2006
Aft fuselage sections placed in crawlers for systems installation --- March 2006
Airplanes in final assembly placed nose-to-door --- June 2006
Forward fuselage sections placed in crawlers for systems installation --- July 2006
Began moving airplane in final assembly during production --- October 2006
All crawlers in systems installation begin moving in production --- July 2007
Final body join move capable on crawlers --- December 2007
A one bay u-shaped moving line for assembly --- July 2008
All positions in u-shaped line begin moving at the same time --- January 2010

13.MATERIAL USED BY WEIGHT IN BOEING

The Boeing 787 makes greater use of composite materials in its airframe and primary
structure than any previous Boeing commercial airplane. Undertaking the design process
without preconceived ideas enabled Boeing engineers to specify the optimum material for
specific applications throughout the airframe.
The result is an airframe comprising nearly half carbon fibre reinforced plastic and other
composites. This approach offers weight savings on average of 20 percent compared to more
conventional aluminium designs.
Selecting the optimum material for a specific application meant analysing every area of the
airframe to determine the best material, given the operating environment and loads that a
component experiences over the life of the airframe. For example, aluminium is sensitive to
tension loads but handles compression very well. On the other hand, composites are not as
efficient in dealing with compression loads but are excellent at handling tension. The
expanded use of composites, especially in the highly tension-loaded environment of the
fuselage, greatly reduces maintenance due to fatigue when compared with an aluminium
structure. This type of analysis has resulted in an increased use of titanium as well. Where
loading indicates metal is a preferred material system but environmental considerations
indicate aluminium is a poor choice, titanium is an excellent low-maintenance design
solution. Titanium can withstand comparable loads better than aluminium, has minimal
fatigue concerns, and is highly resistant to corrosion. Titanium use has been expanded on the
787 to roughly 14 percent of the total airframe. Every structural element of the 787 has
undergone this type of life-cycle analysis and material types are based on a thorough and
disciplined selection process.
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In addition to lowering the overall airplane weight, moving to a composite primary structure
promises to reduce both the scheduled and non-routine maintenance burden on the airlines.
Reduced scheduled maintenance. Experience with the Boeing 777 proves that composite
structures require less scheduled maintenance than non-composite structures. For example,
the 777 composite tail is 25 percent larger than the 767s aluminium tail, yet requires 35
percent fewer scheduled maintenance labour hours. This labour hour reduction is due to the
result of a reduced risk of corrosion and fatigue of composites compared with metal.
Reduced non-routine maintenance. A composite structure also results in less non-routine
maintenance. The 777 floor structure is all composite and highlights the advantages of this
material when applied in a harsh environment. Airline operators are aware of the fatigue
cracking and corrosion difficulties experienced with traditional aluminium floor beams. The
777 model has been flying for more than 10 years with more than 565 airplanes in the fleet
and to date has not replaced a single composite floor beam.
Boeing has also implemented a rigorous process for evaluating the use of aluminium that
combines likelihood of corrosion with consequence of corrosion. This scoring system
provides a definitive measure for establishing acceptable application of aluminium in the
design with full understanding of the maintenance implications.
Corrosion and fatigue in a structure add significantly to the non-routine maintenance burden
on an operator. Non-routine maintenance frequently doubles or even triples the total labour
hours expended during a maintenance check. With the expanded use of composites and
titanium combined with greater discipline in usage of aluminium, Boeing expects the 787 to
have much lower non-routine labour costs than a more conventional metallic airframe.
In addition to using a robust structural design in damage-prone areas, such as passenger and
cargo doors, the 787 has been designed from the start with the capability to be repaired in
exactly the same manner that airlines would repair an airplane today with bolted repairs.
The ability to perform bolted repairs in composite structure is service-proven on the 777 and
offers comparable repair times and skills as employed on metallic airplanes. (By design,
bolted repairs in composite structure can be permanent and damage tolerant, just as they can
be on a metal structure.)
In addition, airlines have the option to perform bonded composite repairs, which offer
improved aerodynamic and aesthetic finish. These repairs are permanent, damage tolerant,
and do not require an autoclave. While a typical bonded repair may require 24 or more hours
of airplane downtime, Boeing has taken advantage of the properties of composites to develop
a new line of maintenance repair capability that requires less than an hour to apply. This rapid
composite repair technique offers temporary repair capability to get an airplane flying again
quickly, despite minor damage that might ground an aluminium airplane.
In total, the reduced risk of corrosion and fatigue associated with composites combined with
the composite repair techniques described will lower overall maintenance costs and maximize
airline revenue by keeping airplanes flying as much as possible.

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13.1. MATERIAL BREAKOUT FOR 787 DREAMLINER

Composites - 50%
Aluminium - 20%
Titanium - 15%
Steel - 10%
Other - 5%

Each 787 contains approximately 35 short tons (32,000 kg) of carbon-fibre-reinforced

polymer (CFRP), made with 23 tons of carbon fibre.

13.2. BENEFITS

Reducing 20% of fuel consumption in comparison with 777

Higher strength-to-weight ratio than conventional aircraft materials, and help
make the 787 a lighter aircraft
The three other key technologies contribute to that performance: more efficient
engines, more efficient system applications and aerodynamics updates of the
wing surfaces.
It will even leads to the 20% improvement in speed.
The use of composite material will further even increase the planes
aerodynamics performance by 6% in comparison with 777
Reduced the need for airframe maintenance (Structural problems such as fatigue
or corrosion)
Using composite, cabin pressure can be maintained at 6,000 ft. altitude level
adding passenger comfort
Reduced parts replacement frequency & reducing prices for the 787 applications

13.3. POTENTIAL THREAT OF USING COMPOSITE MATERIAL

Carbon fibre, unlike metal, does not visibly show cracks and fatigue, prompting
concerns about the safety risks of widespread use of the material.
Porous nature of composite materials: collected moisture expanding with altitude
can cause delamination (a mode of failure of composite material).
Boeing responded that a special defect detection procedures is been instituted for
the 787 to detect any potential hidden damage.

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14.BOTTLENECKS IN THE MANUFACTURING PROCESS

Boeing is struggling with production bottleneck issues that may prevent it from producing
these planes at an acceptable rate. Boeing plant in North Charleston, South Carolina is unable
to finish orders, and as a result must send parts to a larger plant in Everett, Washington to be
completed so that the company can maintain its 10-a-month rate. The problem is particularly
acute with the jet's complex wiring: fuselage sections were arriving from North Charleston
with large bundles of wires that were not connected properly. The other major problem is that
the South Carolina workers have the skills to produce the plane correctly "but there are not
enough of them to match the rate increase.

Boeing plant in North Charleston, South Carolina is unable to finish orders on time

Forced to send parts to a larger plant in Everett, Washington

At Boeing, bottlenecks occur due to lack of skilled workers and shortage for raw
materials

Fuselage sections arrive from North Charleston with large bundles of wires that are
not connected properly

Boeing is aware of the bottlenecks and is working to fix the problems. The company has
hired hundreds of contract workers in South Carolina, and created special teams in Everett
to inspect the planes and tackle the extra tasks, known as "travelled work" because it was
moved from South Carolina to Everett.

15.ISSUES IN BOEING 787 DREAMLINER

Nov 2010: Fire in Avionics bay during test flight forces emergency landing

July 2012: Engine fails during runway tests.

Dec 4, 2102: United Airlines 787 carrying 184 passengers and crew makes
emergency landing after problems with electrical power distribution panel

Dec 5, 2012: Federal Aviation Administration orders mandatory inspections of 787s

after leaking fuel lines on two aircraft

Dec 13, 2012: Qatar Airways 787 is grounded with electrical power distribution
problems

Dec 17, 2012: Another electrical problem found in USA

Jan7, 2013: Fire starts in lithium-ion battery pack of Japan Airlines 787 after landing
at Boston

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Jan 8, 2103: Takeoff aborted after open fuel valve on Japan Airlines Dreamliner
heading from Boston to Tokyo causes about 150 liters of fuel to spill onto runway

Jan 8 2013: United Airlines finds improperly installed wiring to same lithium-ion
battery that burned in JAL Plane

Jan 16 , 2013: An All Nippon Airways 787 made an emergency landing due to
smoke inside the electrical components due to battery malfunction

Jan 14, 2014: JAL maintenance workers founds smoke and unidentified liquid
coming out of battery.

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16.REFERENCES

http://www.boeing.com/boeing/companyoffices/aboutus/index.page
http://topics.nytimes.com/top/news/business/companies/boeing_company/index.htm
l
http://www.boeing.com/commercial/aeromagazine/articles/qtr_4_06/article_04_3.ht
ml
http://www.boeing.com/boeing/commercial/787family/index.page?
http://composite.about.com/od/aboutcarbon/a/Boeings-787-Dreamliner.htm
http://www.reuters.com/article/2014/02/11/us-boeing-dreamlineridUSBREA1A06T20140211
http://nayotech.com/industry-news/erp-news/boeing-faces-bottleneck-in-airplaneproduction/
http://www.aljazeera.com/investigations/boeing787/2014/09/boeing-787-batteryproblems-from-start-201491111151983236.html
http://www.thisismoney.co.uk/money/news/article-2747679/Engineers-buildingBoeing-s-787-Dreamliner-concerns-safety-says-new-documentary.html

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