Second of two parts detailing the 787 operations of Spirit AeroSystems-MORE PHOTOSTo hear Harold Leslie talk about the work ahead on 787, it becomes clear that his confidence in the ramp comes from the fact that tasks that would previously take days have been designed to take just hours on 787. On previous programs, it would take 2 to 2.5 days to hang the passenger doors. For the 787, the passenger doors, built by Latecoere, and the nose landing gear, supplied by Messier-Dowty, both can be installed in a single eight-hour shift. Once the floor grid is installed, significant work can be done concurrently, further cutting the integration time.
Another major time saving initiative about to be implemented by Spirit is the activation of a series of automated guided vehicles or AGVs. The AGV, as its name suggests, will transport completed barrels from the composite fabrication facility (CFF), where the barrels are wound, to the systems integration facility without a human operator.
Microchips currently being installed in the floor of the CFF will create a systematic predefined path between stations for the AGVs to follow. The barrels will, quite literally "take themselves" from station to station, cutting both time and manpower, says Leslie. The AGVs will enable daytime movement of each barrel without disrupting production.
The next major block point for Spirit will be at Airplane 34 with the incorporation of two major weight saving initiatives. The floor beams will transition to a hybrid titanium-sine wave design and a Pi-box shaped design for the seat tracks. These two changes, which will run the length of the fuselage, are expected to reduce the empty weight of 787 by more than 1000 lbs, according to the assessment found in Airbus's 787 Lessons Learnt dossier.After the Airplane 34 blockpoint change, the next major change incorporation point for the 787 will be on the 787-9 at Airplane 109, says Leslie. Spirit expects to be able to use a mostly common set of tooling, as the stretch of the fuselage will come entirely in the center fuselage in Sections 43 and 46, not the forward Section 41.
"Right now, that's pretty big for us if we can keep the -8 and the -9 common," says Buck Buchanan. "When I say keep it common, that doesn't mean that the -9 has to look exactly like the -8 does today. But if we have to strengthen the 9 somewhere, if we can allow the 8 to carry the weight of the strengthening, we'd like to build one 41 section for the -8 and the -9. That has good cost benefits for the program. Every model we are that way, we did that on aluminum airplanes too. We really drive towards as much commonality as possible," he adds.
Buchanan says he expects the major sizing of the 787-9 to firm up about a year from now, but adds that the -9 configuration could be driven by what Boeing learns in flight test on the 787-8.
Boeing added an additional 21 airplane -8 buffer into the production stream, versus the previous plan to build the -9 at Airplane 88, according to program sources. The 787-9 is now set to enter service at the end of 2013, the same year that Boeing is planning to meet its 10 ship set per month ramp up.
SPIRIT'S BOEING LEGACY
It is often forgotten that the Boeing that launched 787 in 2003 would later, in part, become Spirit. The company was only two years old when it delivered its first Section 41 for ZA001 in May 2007.
The company became "Spirit" in July of 2005 after being divested from Boeing in a $900 million deal that transferred the commercial units of Wichita, Kansas, Tulsa and McAlester, Oklahoma to Canadian private equity firm Onex.
Spirit's success with the 787 contrasts that of other partners, many of whom struggled as the program repeatedly slipped off track.
Spirit's legacy as a unit of Boeing's commercial operations enabled steady communication throughout design and industrialization while other partners' contractual agreements, intended to protect intellectual property, in fact stifled the flow of information.
Boeing
support personnel signed non-disclosure agreements while stationed at
other partner sites that prevented them from fully reporting back to
Boeing on supplier status. In 2006 and 2007, information only flowed
through the highest level channels, providing an overly optimistic
assessment of the 787 program.
"Even when we were Boeing, we had a lot of interaction," says Leslie of the communication between Seattle and Wichita. Leslie believes that Spirit "by all means" benefited from the Boeing legacy that enabled Spirit to "nail down a preferred build plan early on."
It's clear that for Harold Leslie, this airplane is a not a sum of its parts, but the sum of the hard work of the people on his team, a team that has undergone a lot of transition to get where it is today.
"We have earned the right we have today, we've earned that integrity," says Leslie. "We've really never done this work before," he says of the combined fabrication and integration work for the forward fuselage.
"[My team] took a lot upon themselves to learn how things operate, how to handle their work. It's about pride," says Leslie. "Watching the expressions on the mechanics faces during the first gear swing, they were brimming from ear to ear."
It is often forgotten that the Boeing that launched 787 in 2003 would later, in part, become Spirit. The company was only two years old when it delivered its first Section 41 for ZA001 in May 2007.
The company became "Spirit" in July of 2005 after being divested from Boeing in a $900 million deal that transferred the commercial units of Wichita, Kansas, Tulsa and McAlester, Oklahoma to Canadian private equity firm Onex.
Spirit's success with the 787 contrasts that of other partners, many of whom struggled as the program repeatedly slipped off track.
Spirit's legacy as a unit of Boeing's commercial operations enabled steady communication throughout design and industrialization while other partners' contractual agreements, intended to protect intellectual property, in fact stifled the flow of information.
Boeing
support personnel signed non-disclosure agreements while stationed at
other partner sites that prevented them from fully reporting back to
Boeing on supplier status. In 2006 and 2007, information only flowed
through the highest level channels, providing an overly optimistic
assessment of the 787 program. "Even when we were Boeing, we had a lot of interaction," says Leslie of the communication between Seattle and Wichita. Leslie believes that Spirit "by all means" benefited from the Boeing legacy that enabled Spirit to "nail down a preferred build plan early on."
It's clear that for Harold Leslie, this airplane is a not a sum of its parts, but the sum of the hard work of the people on his team, a team that has undergone a lot of transition to get where it is today.
"We have earned the right we have today, we've earned that integrity," says Leslie. "We've really never done this work before," he says of the combined fabrication and integration work for the forward fuselage.
"[My team] took a lot upon themselves to learn how things operate, how to handle their work. It's about pride," says Leslie. "Watching the expressions on the mechanics faces during the first gear swing, they were brimming from ear to ear."

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