TECHNOLOGY STRATEGY For UK Aerospace
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1 TECHNOLOGY STRATEGY 2015 For UK Aerospace
2 2 Technology strategy 2015 for UK Aerospace Chairman s statement 3 CONTENTS Chairman s statement 3 Foreword 4 01 Executive summary 6 02 Strategy: Challenges and opportunities Market-aligned technology strategy ATI research and technology programme landscape Implementing the technology strategy Closing remarks 36 Appendix 38 The Aerospace Technology Institute was launched in 2013 to deliver the technology aims of the Aerospace Growth Partnership (AGP). The publication of the Institute s UK aerospace technology strategy is therefore an important milestone. Aerospace is a major economic contributor to the UK. Its high R&D intensity and complex supply chains further combine to catalyse productivity in the wider economy. The global outlook for the sector is exciting and there are real opportunities for the UK to enhance its position in this highly competitive market, provided we act with ambition and determination and real risks if we do not. The ATI technology programme is already delivering, and in conjunction with the skills and supply chain initiatives of the AGP, can make a major contribution to delivering the UK s economic agenda. Stephen Henwood, Chairman
3 4 Technology strategy 2015 for UK Aerospace Foreword 5 FOREWORD The Aerospace Technology Institute is a new approach in seeking growth for a distinctive and successful industry. It is a central component of the aerospace industrial strategy and seeks to deliver an expanding programme of technology acquisition that is linked explicitly with UK economic impact. Technology and productivity are critical ingredients if we are to enhance the UK s global position in civil aerospace. This underlines the need for a holistic approach to technology strategy that recognises the needs and contributions of supply chains, universities and other research facilities as well as major companies and their routes to market in seeking to create maximum economic potential. This high-level view of the UK aerospace technology strategy is supported by detailed papers addressing market alignment, priority value streams and enabling technologies. We encourage our stakeholders to register and engage with the Institute to take full advantage of these resources, which exist for the benefit of all organisations participating in the growth of the UK aerospace sector. The document builds on the ideas presented in our February 2015 publication, Building Momentum which set out the overarching framework of a market-aligned technology strategy coupled with a focus on maximising economic potential including manufacturing opportunities for the UK. The ATI s approach will continue to evolve as we promote debate about the vision and ambitions for the sector, allocate finite resources and seek to catalyse change. Gary Elliott Chief Executive Officer
4 6 Technology strategy 2015 for UK Aerospace 01 Executive summary 7 01 EXECUTIVE SUMMARY Civil aerospace is a national asset one of only a few industrial sectors in which the UK is competitive internationally. Its characteristic high productivity, export intensity and commitments to training and R&D are important to the national economy. The cascade of knowledge and new technologies it generates catalyses productivity across high value manufacturing businesses. It is part of a wider culture of innovation in advanced technology that is keeping the UK amongst the most productive and prosperous economies on the planet. The UK is home to a distinguished line-up of aerospace companies and exceptional research institutions, including world-class universities and entrepreneurial Catapults, through which the UK has retained a significant share of a global market that is expected to grow strongly in the long term. The benefits this confers on the UK are highly attractive to other nations and the UK faces increasing competition from advanced and emerging economies. To regain and preserve its advantage the country must reinvigorate its approach to aerospace technology, skills and supply chains.
5 8 Technology strategy 2015 for UK Aerospace 01 Executive summary 9 The Aerospace Technology Institute (ATI) was conceived from this imperative, created to form a UK aerospace technology strategy and manage an investment programme in civil aerospace technologies. FOCUSING GOVERNMENT AND INDUSTRY S INITIAL 2.1 BILLION INVESTMENT COMMITMENT, 300 MILLION EACH YEAR UNTIL The Institute will maximise the technological and economic impact of the investment, by providing: A clear and confident strategy. A systematic approach to stimulating the pipeline of opportunities. Portfolio management to select the best projects and keep the technology programme agile and aligned to the strategy. Networks and engagement that encourage and help industry to collaborate and shape better projects. The Institute will focus on key markets and economic opportunities. It will unlock potential by connecting companies through more collaborative projects, increasing the involvement of suppliers and businesses operating across sectors. Launching the ATI sends a strong signal of national commitment to the sector and that the UK is determined to sustain and grow its aerospace sector. To date, the ATI programme has launched close to 1bn worth of projects.
6 10 Technology strategy 2015 for UK Aerospace 01 Executive summary 11 Priority Aircraft Value Streams Whole aircraft Structures Propulsion Systems Market Alignment Target opportunities Priority attributes for competitiveness ATI Technology Strategy Defining the combination of capabilities, technologies and products to advance, through programmes focused on future market opportunities DRIVE FOR IMPACT ATI PROJECTS Aerodynamics Manufacturing Materials Technology Infrastructure Enabling Technologies and Capabilities Process & Tools FOCUS SHAPE PRIORITISE MARKET-ALIGNED TECHNOLOGY STRATEGY DEFINE the spectrum of technologies and capabilities that SECURE, EXPLOIT AND POSITION UK aerospace FOCUS where ATI works best, complementing other schemes, and concentrating efforts on strengthening the UK supply chain SHAPE projects to improve the potential for long-term economic benefits. PRIORITISE projects by aligning project opportunities, selecting those with the best strategic and economic potential by objective evaluation. MARKET-ALIGNED TECHNOLOGY STRATEGY The ATI s strategic goals are to ensure that the UK is: A global leader in wing and wing component design and supply. A market leader in large civil turbofan engines with a competitive supply chain for propulsion sub-systems and components. Globally competitive in complex systems such as power, communications and landing gear, able to provide differentiated technologies and coherent products and services to global primes, OEMs and aircraft operators. A centre for whole helicopter design, integration and manufacture. Positioned to lead and exploit the introduction of new architectures and systems technologies in civil aviation. To achieve these ambitious goals the ATI will address the following strategic priorities: Secure (next five years): Ensure vital UK technology capabilities are secured and developed, and manufacturing competitiveness is raised. Exploit (next 10 years): Accelerate technologies and capabilities to capture high-probability near to mid-term market opportunities. Position (next 15 years+): Prepare UK aerospace for long term success by pursuing game-changing technologies. FOUR MAJOR PROGRAMME THEMES WILL DELIVER THE STRATEGY. Four major programme themes will deliver the strategy, by developing technologies and capabilities, including manufacturing processes, for priority UK product value streams in alignment with future market requirements: Aircraft of the future: Understanding the requirements and design options for potential future aircraft and how the UK can best exploit new technologies for improved whole aircraft performance. Aerostructures of the future: Advancing fixed and rotary wing aircraft aerostructure technologies. Propulsion of the future: Advancing aircraft propulsion technologies and design concepts. Smart, connected and more electric aircraft: Advancing a range of aircraft systems technologies. IMPLEMENTING THE STRATEGY Driving for Impact: The Institute will follow an approach that focuses effort, shapes projects and prioritises the best opportunities for funding. This will involve close collaboration with industry during the development of projects and with the Department for Business Innovation and Skills (BIS) to facilitate funding decision making. Unlocking new value: The ATI will continue to use its networks and perspectives to help the sector unlock new value by pursuing and exploiting research and technology. Ongoing communication will provide the aerospace community with regular technology and market perspectives. Its trusted and privileged position enables the Institute to work with companies to develop high calibre, strategically-aligned projects and attract new organisations and technologies with economic potential to the UK. The Institute s Technology Advisory Group (TAG) will also engage the aerospace technology community by convening industry workshops and conferences while Specialist Advisory Groups (SAGs) will focus discussions on priority value streams and enablers. Each SAG will be led by the Institute but comprise experts from industry, academia, regulators and Government. The ATI will work with complementary research and economic development organisations such as Sharing in Growth, National Aerospace Technology Exploitation Programme (NATEP), Innovate UK and the Engineering and Physical Sciences Research Council (EPSRC), in conjunction with other UK and European industrial support mechanisms. Raising the UK technology profile: The Institute is engaging with technical forums and organisations overseas, in particular with the European Union (EU) funded research programmes. This can benefit the UK aerospace sector by providing access to funding, opportunities for collaboration and routes to market. This document should be read in conjunction with Building Momentum, published in February 2015, which provides background to the creation of the strategy. In addition, further details relating to the strategy s market alignment, value streams and technology enablers are available from the Institute through registration at
7 12 Technology strategy 2015 for UK Aerospace 02 Strategy: challenges and opportunities STRATEGY: CHALLENGES AND OPPORTUNITIES
8 14 Technology strategy 2015 for UK Aerospace 02 Strategy: challenges and opportunities FUELLING UK GROWTH 2.2 PREPARING FOR CHANGE The long-term outlook for global air traffic growth is strong. However, the market is dynamic world economic and market events, legislative changes and competitor moves are regularly changing the scene. For example, the collapse of oil prices at the end of 2014, the slowdown in China Asia- Pacific aircraft sales are worth one third of the worldwide total through to 2033 and global political tensions all affect this outlook. The aerospace sector needs to be nimble, within the context of a clear, robust longterm strategy. Companies and countries will respond to protect their share of the market and the Institute will need to work closely with industry, academia and other AGP agendas to keep the technology strategy valid in this evolving context. Civil aerospace enjoys strong prospects for global growth. The UK has a track record of success in aerospace and could reap substantial benefits provided it is able to secure and grow its share of the global market which is expected to exceed $5 trillion over the next 20 years 1. The aerospace sector is highly productive. Output per employee in aerospace is almost double the national average, and is growing rapidly in excess of 47 percent 2 since That productivity is driven by high investment and a track record of technological innovation. Countries are either leaders or followers in terms of technological innovation, and in the aerospace sector the UK is one of the leaders a position that has been hard-won over many decades. The advantages of being a global leader of innovation are large, and are well-known among the UK s peers internationally. At present, the UK needs its highproductivity, investment-intensive, innovating sectors (including aerospace) to succeed like never before. The UK s productivity performance in the round is weak while other advanced economies, particularly the US, have seen productivity improve. The UK s productivity problem must be addressed if overall standards of living are to improve in the long term. ATI can make a real difference. There is an opportunity, over the coming decade, for the UK to participate in a technological transformation of the global civil aviation market. Growth in air travel, expanding airports and more congested airspace drive the need for more efficient, environmentally friendly aircraft that are quieter, safer and even more reliable. Approximately two percent of global man-made CO2 emissions are from the aviation sector 3. As travel continues to grow, the aerospace industry must reduce the environmental impact of air travel, as well as aircraft production, maintenance a nd disposal. At the same time, passengers expect enhanced inflight services, such as Wi-Fi, but lower fares. These goals often conflict for example, providing enhanced entertainment and connectivity requires more power and uses more fuel. There is no debate, however: industry needs to innovate in all directions. Meeting these challenges implies continuous improvement in product technology, which will require long-term, high-cost, and high-risk investment. Companies considering such investment seek an environment that offers all the resources that accompany a culture of innovation the people, the universities, the track record, the cluster of companies involved in similar research, and the commitment from Government in the long term. No individual company can create such an environment on its own. The benefits to the UK of participating in the global programme of aerospace innovation are large, and extend far beyond the world of aircraft. The knowledge, technology and skills generated can be exploited across other sectors, raising their productivity and benefiting society more broadly. Over 75 percent of the organisations participating in ATI programmes are national research organisations, academia or specialist engineering firms with cross-sector applications. It is this wider economic value that drives the case for public support, but it has not always been understood in the UK. In the 1970s, the UK cut investment, in marked contrast to its main competitors, losing leadership in several important areas of technology, including the design of whole aircraft concepts. Recognising the strategic significance of this, the Aerospace Growth Partnership (AGP) created the Aerospace Technology Institute (ATI) as one element of a broader strategy to invest in technology, develop skills and improve UK supply chain competitiveness. The stability provided by the seven-year ATI commitment will keep the UK competitive and prepare technologies for future generations of aircraft. 1 UKTI Global Aerospace Market Outlook Thomson Reuters Datastream / Fathom Consulting 3 Air Transport Action Group 2.3 RESPONDING TO GLOBAL COMPETITION The importance of maintaining technological capability is well understood by leading aerospace nations and is apparent from their level of coordinated support and investment in major national research organisations, facilities, technology programmes and the focus of their education systems on the STEM (Science, Technology, Engineering and Mathematics) subjects. Emerging aerospace economies, such as China and Singapore, are intensifying competition in a sector historically dominated by Europe and North America. This inter-governmental competition is aimed at attracting internationally mobile companies, seeking the most favourable working environments. Long established aerospace centres could see key skills and GDP potential ship out to new homes. The UK is responding to this challenge. Over the past five years, strong public investment in supply chain improvement, including Sharing in Growth and NATEP, and the High Value Manufacturing Catapults, has helped boost capabilities. Crucially, it has sent a clear message to major aircraft manufacturers and suppliers that the UK is determined to sustain and grow its aerospace industry. The response has been positive: Airbus announced fresh commitments to its UK wing design and manufacturing capability, while key suppliers are choosing to invest in UK operations over alternative cost-competitive countries. Similarly, AgustaWestland is now designing and manufacturing civil helicopters in the UK for the first time in decades. These are positive early outcomes of the ATI. However, national research test facilities and capabilities for high value design, verification and validation have not been so well supported. These capabilities are important to securing product definition and integration, both of which have a significant impact on the supply chain and the UK s ability to capture market share. Investment must accelerate in these areas and it is essential that strong support to the sector is maintained the need and urgency has never been greater.
9 16 Technology strategy 2015 for UK Aerospace 02 Strategy: challenges and opportunities MORE TO GAIN FROM EUROPE There is an opportunity for UK companies to strengthen the national technology agenda by engaging more actively with programmes funded by the European Union (EU). Participation enables companies to collaborate with a wider range of partners, gaining exposure to new ideas and approaches. It also offers a route to market, working with European primes on the next generation of products. The latest programme, known as Horizon 2020, runs from 2014 to 2020 and includes a significant 1.8 billion state investment, 4 billion with industry s contribution, in the aerospace-focused Joint Technology Initiative, Clean Sky 2. This is developing technologies applicable to European industry, involving companies across the continent in ambitious demonstration projects. A national programme is essential to complement this increasing level of European investment. Clean Sky 2 presents opportunities for the UK, particularly in propulsion and for the university sector and SMEs, although its scope does not support and exploit the full breadth and potential of UK aerospace technology. The chance to help define future programme parameters is another reason for closer involvement with European institutions. Other Horizon 2020 opportunities include Single European Sky ATM Research (SESAR), the Factory of the Future initiative for developing manufacturing technology, and the European Structural and Investment Funds (ESIF) for regional development, which supports innovation, SMEs, environment and low carbon technologies. 2.5 REALISING MORE OF THE SECTOR S POTENTIAL THROUGH COLLABORATION There are around 3,000 companies in the UK contributing to the design, production and servicing of aircraft. 4 Given the complexity of the sector s landscape, it is unsurprising that in the ATI s experience, companies can share similar technological challenges yet be unaware of the potential for, and advantages of, collaborative research. The potential for this type of collaboration to drive innovation is significant. Aerospace is known for its high barriers to entry. This can serve to discourage companies from the sector that could offer new and differentiating technologies or products. Globally, society and markets are evolving at an ever-faster rate, as are our expectations of travel and how transport is provided. This disruption is a prime opportunity for an innovative trading nation such as the UK. The domestic aerospace sector can grow by harnessing its untapped potential and by aligning capabilities with future market trends. This requires a coordinating force that can identify the technological hurdles and opportunities for innovation, whilst connecting organisations in new ways. This is one of the roles the Aerospace Technology Institute was designed to fulfil. 2.6 BUILDING MOMENTUM THROUGH THE ATI With its partners in industry and Government, the Institute is transforming how the UK aerospace technology strategy is set and delivered. It will develop better projects and improve the potential for economic impact, by providing: A clear and confident strategy. A systematic approach to stimulating the pipeline of opportunities. Portfolio management to select the best projects and keep the programme agile and aligned to the strategy. Networks and engagement that encourage and help industry to collaborate and shape better projects. These principles are at the heart of the following sections setting out the technology strategy and the Institute s approach to its implementation. 4 UK Trade & Investment Global Aerospace Outlook 2015 THERE ARE AROUND 3,000 COMPANIES IN THE UK CONTRIBUTING TO THE DESIGN, PRODUCTION AND SERVICING OF AIRCRAFT. THE POTENTIAL FOR COLLABORATION TO DRIVE INNOVATION IS SIGNIFICANT.
10 18 Technology strategy 2015 for UK Aerospace 03 Market-aligned technology strategy MARKET-ALIGNED TECHNOLOGY STRATEGY The ATI s strategic goals are to ensure that the UK is: A global leader in wing and wing component design and supply. A market leader in large civil turbofan engines, with a competitive supply chain for propulsion sub-systems and components. Globally competitive in complex systems such as power, communications and landing gear, able to provide differentiated technologies and coherent products and services to global primes, OEMs and aircraft operators. A centre for whole helicopter design, integration and manufacture. Positioned to lead and exploit the introduction of new architectures and systems technologies in civil aviation.
11 20 Technology strategy 2015 for UK Aerospace 03 Market-aligned technology strategy 21 Priority Aircraft Value Streams Whole aircraft Structures Propulsion Systems Aerodynamics Market Alignment Target opportunities Priority attributes for competitiveness ATI Technology Strategy Defining the combination of capabilities, technologies and products to advance, through programmes focused on future market opportunities Manufacturing Materials Technology Infrastructure Process & Tools Enabling Technologies and Capabilities MARKET-ALIGNED TECHNOLOGY STRATEGY The Institute s technology themes have been derived through an analysis of the market, priority value streams and crosscutting enablers. The methodology was explained in our February 2015 publication Building Momentum, and further details of the strategy as it relates to these separate areas is available from the Institute through registration at The strategy s main focus is on the development of technologies within market segments of the greatest potential value for the UK supply chain: a) Large civil aircraft: Near term, technology priorities include raising manufacturing productivity, reducing platform costs, and continuing to enhance the competitiveness of current aircraft through insertion of new technologies. Updates to product and process technologies in both twin and single aisle segments continue to present opportunities for suppliers of components, systems and services. Further ahead, focus is on preparing selected technologies and UK capabilities to deliver step-changes in aircraft performance for new platforms expected toward the end of the next decade. b) Rotary wing aircraft: Development will be driven by dual civil and military needs, with the former increasing its influence and driving improvement in operational capabilities, reliability, maintainability, safety and passenger experience. Cost reductions are essential and will be achieved by raising the efficiency of manufacturing and reducing the cost of ownership by design. New configurations requiring higher speeds and longer ranges will exploit the benefits of advanced propulsion, systems, aerodynamic and weight reducing technologies to unlock new markets and open up new supply chain opportunities. c) Business jets: The business jet market outlook is healthy. New platforms will be developed and models refreshed, focusing on enhancing aircraft performance, passenger experience and operational capability while meeting stricter emissions and noise requirements. d) Services: The global aircraft maintenance, repair and overhaul (MRO) market is worth upwards of $77 billion per year (covering transport, rotary and business aviation) and growing at approximately four percent per annum. In 2013 prices this represents close to $2 trillion through to 2033 and the UK is a major player in this field. Future products and manufacturing technologies will be increasingly entwined with the development of through-life services and evolving business models. Capitalising on the opportunities summarised here, and those further into the future that are, by definition, undefined, requires a strategy recognising near, mid and long-term perspectives: SECURE EXPLOIT POSITION (Now 5 years) (Now 10 years) (Now 15 years+) Ensure vital UK technology capabilities are secured and developed, industry s productivity is improved and manufacturing competitiveness raised. Accelerate technologies and capabilities to capture highprobability near to mid-term opportunities. Prepare UK aerospace for long term success by pursuing game-changing advanced technologies. The ATI programme is focused on developing a portfolio of relevant technologies within these timeframes to technology readiness level six (TRL6) defined as: technology model or prototype demonstration in a working environment. The description of programme themes (3.1) shows how this approach balances pragmatism with ambition across specific areas of focus.
12 22 Technology strategy 2015 for UK Aerospace 03 Market-aligned technology strategy PROGRAMME THEMES a) Aircraft of the future The Institute will consider the economic and societal forces influencing the design of potential future aircraft, such as global and local environmental issues, the need for ever greater operating efficiencies, heightened safety and security and increasing levels of automation and autonomy. Advances in these areas will demand a raft of new technologies. This theme will also serve to preserve and develop the essential UK skills and capabilities at the whole aircraft level. High value capabilities The need for strong capabilities to perform high value design, validation, verification and manufacture is common throughout the aerospace sector. These capabilities provide a foundation for the industry and are strongly connected. They anchor the technological skills and facilities that define and support products, shape the needs for future manufacturing and facilitate the introduction of new technologies. The Institute will continue to promote the development of high value capabilities in its projects. SECURE EXPLOIT POSITION (Now 5 years) (Now 10 years) (Now 15 years+) Secure a whole aircraft capability that enables the UK supply chain to be more cognisant of future design directions and the value that new technology adds at the whole aircraft level: Improve safety of aircraft operations through technologies. Establish and develop a whole aircraft modelling and assessment capability in the ATI. Support the UK supply chain to evaluate the impact of technology at the level of the vehicle operator, and therefore optimise near term investment decisions. Reinforce the UK research capabilities and infrastructure necessary to secure the UK capability to integrate complex aerospace products. Develop faster, lower cost routes to certifying aircraft and their complex systems. Develop the relationship with the regulatory bodies so that technologies can be exploited in the aviation system. Explore the limits of conventional aircraft architectures and the benefits of introducing advanced systems: Improve safety of aircraft operations through technologies. Understand the extent of improvements in vehicle aerodynamics and weight that can be achieved in conventional aircraft architectures. Enhance the current UK capability to engineer the optimised powered wing an integrated wing, engine, systems and equipment package. Use the benefits of more connected aircraft to enhance the operation of the vehicle in the overall aviation system. Develop human factors work to improve air vehicle, manufacturing and maintenance operations. Increase the use of acquired data to inform design, manufacturing and maintenance decisions. Reduce the amount of energy used by systems through improvement at the integrated level. Develop strong links with regulatory authorities to secure efficient routes to certification for new or unconventional technologies. Characterise the benefits of radical aircraft architectures and implications of future air traffic management systems, and identify the technologies and manufacturing capabilities necessary to deliver and support them: Improve safety of aircraft operations through technologies. Build capabilities around future power plant and airframe integration. Accelerate industrial (manufacture, supply, assemble and service) technologies that enable UK industry to transition from the current to the next generation of aircraft in a flexible and efficient manner. Accelerate technologies that will allow the introduction of large more autonomous aircraft. Develop strong links with regulatory authorities to secure efficient routes to certification for new or unconventional technologies. b) Aerostructures of the future The UK is a major contributor to fixed and rotary wing aircraft aerostructures (wings, empennage, fuselage), in a marketplace where skills, operational capacity, unit cost, and time-to-market are critical success factors. Wings are a particular strength, encompassing whole wing, sub-element and component design, manufacture and assembly. Technology supporting UK aerostructures will continue to evolve, focused on meeting enhanced performance and cost-reduction targets. In the near term, existing aerostructures will support structural modifications for propulsion upgrades and increased production rates. In the next decade, aerostructures will begin to incorporate disruptive concepts heralding the next generation of aircraft. Examples include laminar flow (managing the smooth flow of air over a vehicle s surfaces), morphing structures (that change shape or reconfigure according to differing requirements of flight), higher bypass ratio turbofans (more fuel-efficient jet engines), tilt rotors (vehicles combining the capabilities of a helicopter with fixed wing aircraft), ultra-high aspect ratio strut braced wings (long and narrow structures to cut drag and reduce noise on landing) and multi-functional control surfaces (flight controls). New aerostructure layouts, reduction in component part count, use of new materials and production methods will all serve to reduce manufacturing costs. Technologies such as integrated modelling, fast-make, validation and verification toolsets and industrial simulation will reduce the development time of new concepts and production solutions. Beyond 2030, game-changing architectures will be developed to meet even more challenging mission and operational needs. These will be characterised by novel aerodynamic and structural technologies, new, smart materials and innovative manufacturing. They will be designed from the outset for through-life support with integrated structural health monitoring, embedded systems and multifunctional structures. This page: Aerostructures of the future Airbus wing manufacture Facing page: Aircraft of the future Airbus concept plane SECURE EXPLOIT POSITION (Now 5 years) (Now 10 years) (Now 15 years+) Improve fuel efficiency and reduce design, validation, verification, manufacturing and operational costs for existing aircraft and their derivatives: Automate composite and metallic component manufacture and assembly, with capability for high production rates and rapid ramp up. Improve design technologies, for reduced component count and lower costs. Enhance methodologies to validate aerodynamic and structural design together. Secure critical aerodynamics capabilities theoretical modelling and validation of lift and drag characteristics in wind tunnels. Develop materials and manufacturing processes that permit compliance with latest environmental and safety standards. Mature and enhance composite repair technologies. Be ready with high efficiency, low emission technologies in anticipation of new tube and wing aircraft. Reduce design, validation, verification, manufacturing and operational costs for existing aircraft and their derivatives. Develop new manufacturing technologies and systems for low cost, complex geometries and novel materials: Integrate design, test and simulation toolsets that reduce the time and cost of design, validation, verification and industrialisation. Develop technologies and techniques including aerodynamic integration of podded higher bypass ratio turbofans, morphing wing tips and laminar flow surfaces for improved fuel efficiency. Create digitally integrated factories, fully interconnected to maximise operational efficiency and designed as reconfigurable agile manufacturing systems (Industry 4.0). Improve components using additive manufacturing, advanced forming and advanced joining to reduce weight and cost. Exploit new materials that facilitate higher aspect ratio, lighter wings, more efficient layouts and enable the use of novel manufacturing capabilities. Enhance spares availability through fast make manufacturing and new repair technologies. Develop new disposal technology for maximising recycling opportunities. Enable more radical approaches to aircraft architecture: Integrate fully embedded ultra-high bypass ratio turbofans. Integrate aerodynamics of open rotor, advanced propeller & tilt rotor propulsion systems and reduce vibration. Increase fuel efficiency through step-change architectural concepts such as: braced high aspect ratio wings; morphing wings; active flow control; multifunctional simplified control surfaces; blended wingbodies; boundary layer ingestion/ distributed propulsion. Use novel materials and mechanical conversion processes for scale, economy and efficiency, in fully automated factories.
13 24 Technology strategy 2015 for UK Aerospace 03 Market-aligned technology strategy 25 c) Propulsion of the future The UK is a world leader in turbofan engines and components, with future opportunities on wide-body, single-aisle and corporate aircraft markets. Improvements in turbofans from higher bypass ratios, reduced weight and higher thermodynamic efficiency have contributed to making aircraft more fuel efficient and quieter. This broad incremental improvement will continue for upgraded and new aircraft. Beyond this point more radical propulsion architectures will be required, with hybrid turbo-electric systems and open rotors the most likely routes, but distributed propulsion is also a possibility. Work on these long-lead time solutions needs to be accelerated if targets for future fuel efficiency and environmental impact are to be met. Meanwhile, there may be a resurgence of turboprop aircraft on shorter regional routes, demanding the development of more efficient, quieter propeller systems. Whatever the engine type, performance and reliability will remain market drivers. SECURE EXPLOIT POSITION (Now 5 years) (Now 10 years) (Now 15 years+) Improve fuel efficiency and cut emissions while reducing manufacturing and operational costs: Create light-weight composite fan systems and structures. Develop new architecture highefficiency gas turbine cores, subsystems and components with low NOx combustion systems. Develop low noise propeller systems. Develop more effective component cooling and thermal management systems. Develop protective coatings and high temperature and high strength materials. Refine manufacturing and repair technologies and design systems for lower cost and lead times. Make on-airframe inspection and repair easier. Improve effectiveness of propulsion health management systems. Bring on the next generation of propulsion technologies involving complex geometries, novel materials and systems that deliver high efficiency and low emissions at competitive costs: Develop ultra-high bypass turbofans with variable pitch fans, geared power transmission systems, low drag nacelles and variable geometry nozzles. Reduce vibration in rotor systems. Create tools and facilities for high value design, validation and verification. Devise new manufacturing technologies and design systems for low cost, complex geometries and novel materials. Develop low cost rotor drive systems and rotor blades. Pull through the next wave of propulsion technologies and systems for step-change in efficiency, emissions and noise: Develop ultra-high bypass turbofans with variable pitch fans. Research and develop open rotor, hybrid turbo-electric and distributed propulsion. Research and develop condition based control algorithms (deployed through advanced intelligent control systems) to enable step change improvements in availability and performance. d) Smart, connected and more electric aircraft Advanced systems and equipment will be a major priority as they are fundamental to improving efficiency, and reducing fuel-burn, emissions, noise and enabling more effective maintenance. Future aircraft, and their complex electrical and mechanical systems, will be more intelligent thanks to the increasing volume and capability of sensors and software. These will lead to improved fault tolerance, reduced pilot workload and overall enhanced aircraft safety. These technologies will help open up civil airspace progressively to more autonomous vehicles to create new markets and opportunities. The connectivity of aircraft will increase dramatically, permitting very high volumes of data exchange across networks for control and monitoring, as well as in-flight passenger communications and entertainment. The need to increase the bandwidth of air-ground links will drive the development of new generations of digital communications. Electrical power will increasingly replace mechanical, hydraulic and pneumatic systems with weight, cost and reliability benefits. Beyond 2030, new propulsion architectures will require disruptive electrical power system technology. Improved development, verification and validation methods will cut the cost and time to launch advanced systems. These will also be easier to integrate into aircraft and more upgradeable, allowing companies to move beyond just supplying equipment, to delivering and servicing entire systems. SECURE EXPLOIT POSITION (Now 5 years) (Now 10 years) (Now 15 years+) Technologies for improving fuel efficiency and reducing manufacturing and operational costs: Integrate power and propulsion architectures. Create lighter landing gear with health management / electrical actuation. Invest in power electronics components and motor drives, harsh environment electronics components, systems and manufacturing technology. Prioritise manufacturing of complex avionics. Develop intelligent equipment and health management systems. Develop wireless networks for sensors and avionics. Reduce the cost and time for design, validation and verification by developing more intelligent, connected systems: Integrate scalable high bandwidth on- and off-aircraft communications. Make aircraft more electric i.e. power generation, control and power transmission networks. Develop lighter and more reliable landing gear. Reduce cost and time to develop and verify safety critical softwareintensive systems. Integrate vehicle and sub-system health management systems for improved through life cost management. Develop more electric aircraft architectures and condition-based control system technologies: Deploy high integrity electrical drives and motors. Introduce high power density energy recovery and storage, and thermally managed power electronics. Produce superconducting electrical networks and machines for high power density. Add advanced intelligent systems with improved human machine interface to deliver adaptive, condition based control. 3.2 MARKET PULL VS. TECHNOLOGY PUSH The focus of the technology strategy is on market need. The Institute will maintain situational awareness through its broadreaching network, one that extends beyond the traditional aerospace and manufacturing sectors. The ATI will encourage and support novel ideas with economic potential recognising how new technologies can disrupt the landscape. Through its advisory structure and relationships with companies, the Institute will ensure the technology strategy is alive to economic and market events, legislative changes and shifts in the technology landscape. This page: Top: Smart, connected and more electric aircraft Bottom: Market push vs technology pull Graphene Facing page: Propulsion of the future
14 26 Technology strategy 2015 for UK Aerospace 04 ATI research and technology programme landscape ATI RESEARCH AND TECHNOLOGY PROGRAMME LANDSCAPE Number of entities Grant offer ( ) ATI PROGRAMME OVERVIEW Grant allocation by organisation type 0% 20% 40% 60% 80% 100% Total M The programme is already producing benefits, particularly in the area of manufacturing technology and productivity. Since the announcement of ATI in 2013, over 100 projects have been initiated, addressing a wide range of technologies. Approximately half the initial 2.1 billion governmentindustry funding commitment has been allocated to innovation and new infrastructure. Demand for technology research has accelerated, with the pipeline of potential projects now exceeding available funds. The long-term nature of aerospace technology does present challenges in establishing the economic impact arising from ATI projects. Despite this, projects recently supported by Government are already delivering positive results, as the following examples illustrate. Aerospace and defence companies Research organisations and academia Cross-sector specialist engineering companies
15 28 Technology strategy 2015 for UK Aerospace 04 ATI research and technology programme landscape 29 CASE STUDY ONE: SAMULET (Strategic Affordable Manufacturing in the UK through Leading Environmental Technologies) Launched in 2009 and led by Rolls-Royce, SAMULET encompasses 65 distinct projects totalling 134 million gross investment. In partnership with the High Value Manufacturing (HVM) Catapult, the projects cover a wide range of manufacturing technologies and are highly collaborative, with numerous industrial companies, university partners and subcontractors involved. Whilst respecting formal IP considerations, this collaborative approach has enhanced spill-over effects by allowing the knowledge and know how developed to be reused by UK manufacturers. The programme was enabled by major capital equipment investments across the open access HVM Catapult network. As a result of SAMULET and other funded programmes, the HVM Catapult s network of research centres has become Rolls-Royce s prime source for manufacturing technologies, utilising state of the art equipment and high calibre process specialists to bridge the gap between early research and industrial exploitation. For example, a joint team of experts from Rolls-Royce and the Advanced Manufacturing Research Centre has developed an advanced method for producing disc components for Rolls-Royce s latest family of large civil gas turbines. This delivered a step change in work content, productivity and quality by deploying the most advanced machining, tooling and modelling technologies. Being able to validate the technique at the AMRC enabled Rolls- Royce to open a new, high technology disc factory at Washington in north east England in The Company s investment decision was supported by a capital grant and enabled by a union agreement, which, combined with world-class technology, resulted in the creation of skilled jobs in the UK that may otherwise have moved overseas. SINCE THE ANNOUNCEMENT OF ATI IN 2013, OVER 100 PROJECTS HAVE BEEN INITIATED, ADDRESSING A WIDE RANGE OF TECHNOLOGIES. CASE STUDY TWO: STeM (Structures Technology Maturity) The design and manufacture of wings underpins the UK s global leadership in aerospace. Airbus manufactures wings for all of its platforms in the UK, and more recently, Belfast has become the wing centre of excellence for Bombardier. The 12 million STeM project, running over , aimed to maintain the UK s leadership position whilst transitioning to the new world of composite materials. STeM was led by GKN Aerospace with Bombardier, GE Aviation, Spirit AeroSystems and Airbus as partners. As with SAMULET, the High Value Manufacturing Catapult centres played a central role in sharing knowledge. The programme focused on achieving significant improvements in areas such as simulation, tooling and automation, and the knowledge generated has already been applied to products including the Bombardier CSeries and the Airbus A350. As well as creating successful technology outcomes, STeM has proved the benefits of collaborative working to its participants. This has prepared the ground for a further, radical, longterm project called VIEWS (Validation and Integration of manufacturing Enablers for future wing Structures) which will develop game-changing wing technologies for future generations of aircraft.
16 30 Technology strategy 2015 for UK Aerospace 04 ATI research and technology programme landscape 31 CASE STUDY THREE: CREST (Corrosion REsistant STeel) CREST brought together Airbus, Messier- Bugatti-Dowty (MBD), the University of Sheffield, the University of Swansea, and Carpenter, a North American partner, for the development and application of next generation steel in aircraft landing gears. Operational from 2011 until 2014, CREST focused on de-risking new lab-based steels, specifically Carpenter Custom 465 and Custom 475, for use on landing gears entering service evaluation by The ambition is that landing gear using these materials will be more resistant to corrosion allowing maintenance overhaul to be extended from 10 to 14 years or more, thereby reducing operational costs. The landing gear will require fewer corrosion protection coatings and be compliant with the latest regulations 1, offering more potential cost saving for manufacturers. Sheffield s Advanced Manufacturing Research Centre (AMRC) played a key role in providing material testing and manufacturing research expertise, while Swansea investigated the corrosion of CRES steels to enable the team to develop a highly accelerated life test (HALT) for the steels. The programme leveraged in excess of $6 million worth of material provided in kind by Carpenter as its project contribution. CREST enabled MBD UK to increase its manufacturing capability through machining trials using new tooling and machining strategies. In addition, they worked with Airbus to develop and validate testing and manufacturing techniques, including heat and cryogenic treatment processes. This was a first for MBD in the UK, which has more experience working with titanium components, and opens up new business opportunities for the company. Airbus and MBD UK have gained extensive intellectual property in the use of these materials. The project also provides an example of the spill-over benefits from aerospace research. Data generated in CREST on Custom465 steel is now being used on the A320 wing sharklet retrofit programme, an entirely different area of the aircraft to that considered in the original study, as well as for a number of secondary structural applications. 1 REACh compliant (Registration, Evaluation, Authorisation & restriction of Chemicals) DEMAND FOR TECHNOLOGY RESEARCH HAS ACCELERATED, WITH THE PIPELINE OF POTENTIAL PROJECTS NOW EXCEEDING AVAILABLE FUNDS. CASE STUDY FOUR: NEXT GENERATION VERTICAL LIFT Helicopters are a traditional area of UK expertise, particularly military aircraft designed and built by AgustaWestland (AW) in Yeovil, Somerset. The 20 million Next Generation Vertical Lift (NGVL) project, funded by the ATI, has enabled the company to extend this capability dramatically including into civil applications. Running from 2010 to early 2015, the programme has enabled the Yeovil team to develop complex new technologies for more efficient rotor blades and transmission systems, and improve manufacturing competitiveness. This will help set the company up for future business, particularly in civil helicopter markets. It has already produced substantial near-term benefits: the UK division secured vital content in the production of the best-selling AW 169, manufacturing 50 percent of the rotor blades and the intermediate and tail gearboxes, as well as final assembly of the larger AW 189 model. Image: Airbus Image: Augusta Westland
17 32 Technology strategy 2015 for UK Aerospace 05 Implementing the technology strategy IMPLEMENTING THE TECHNOLOGY STRATEGY
18 34 Technology strategy 2015 for UK Aerospace 05 Implementing the technology strategy DRIVING FOR IMPACT Maximising economic impact through technology is central to the ATI s mission. ATI projects generate value when companies and suppliers exploit the technologies developed and more broadly through the spill-over of capabilities, technologies and skills created into other sectors. The Institute will develop and prioritise projects best able to achieve these economic objectives by following the approach described below: THE INSTITUTE S DRIVE FOR IMPACT DEVELOPS AND PRIORITISES THOSE PROJECTS BEST ABLE TO ACHIEVE THE TECHNOLOGICAL AND ECONOMIC OBJECTIVES. FOCUS Securing routes to market for UK suppliers: Maintain UK prime and OEM technology capabilities. Develop the technology strength of UK suppliers to enable growth in exports, improve resilience and diversify the industrial base. Build UK supply chain differentiation by encouraging collaboration between suppliers and OEMs through technology projects. Focus on where greatest value is created in the supply chain and value chain, as aircraft technologies and business models change. Complementing other programmes and initiatives, sticking to where ATI works best: Prioritise large ambitious projects, including opportunities through open competitions for small to mid-size companies to participate in bigger and more challenging initiatives. Support the dissemination, contextualisation and alignment of the technology strategy to other innovation and research programmes. SHAPE Participation and delivery models that support economic spill-over: Identify opportunities for collaboration within and outside the sector, and with academic institutions. Connect technology projects to the exploitation and development of national research infrastructure. Maximise opportunities for cross-sector technology exploitation. Make the UK a more competitive place for industry to conduct R&D: Support development of industrial and academic networks. Encourage skills development through ATI projects. Ensure processes for bringing projects into the ATI programme are clear, responsive and thorough. Work with complementary support mechanisms to maximise the effectiveness of support to industry. Maximise the economic potential of the portfolio: Engage with industry to develop the pipeline and create projects. Communicate clear evaluation criteria, enabling companies to optimise projects and their funding requirements. PRIORITISE Deploy an objective project evaluation system to support decision making. Establish a long-term rolling programme rhythm, with clear decision points. Evaluate across projects, selecting those with the greatest potential impact. The approach outlined above will be delivered working closely with industry, the Department for Business Innovation and Skills (BIS) and Innovate UK. An important part of this will be the joint ATI/BIS Strategic Review Committee (SRC) which meets on a regular basis to review the portfolio and projects 5.2 UNLOCKING NEW VALUE Supporting the aims of the technology strategy, the Institute will use its networks and specialist capabilities to help the sector unlock new value in three ways: 1. Harnessing the Institute s understanding of the challenges faced by companies in order to identify collaborative research opportunities. 2. Ensuring capabilities deep within the sector are recognised and brought into ATI projects. 3. Identifying emerging technologies and capabilities that will differentiate UK aerospace. Unlocking value is an iterative process, involving close interaction with industry and effective information sharing. The Institute will encourage this exchange by: Embedding a technology advisory structure into the consultation process. Staging bespoke networking events that focus on topics of importance to the strategy. Participating in key events and debates where news about technology development is shared. Establishing subject matter networks that draw-out cross-cutting issues and shared industry challenges. Identifying partnerships with innovators beyond aerospace, such as Innovate UK s Catapult programmes in space, big data or connected economies. Encouraging foreign direct investment, attracting new organisations and technologies to the UK. Based on the insight collected, the Institute will disseminate information and perspectives relevant to the UK s aerospace technology agenda: Publishing materials on technology and related aspects that are meaningful to all levels of the supply chain. Providing regular communications through newsletters and other media channels. Scheduling briefing events to targeted communities on pertinent technology topics. Delivering a stakeholder engagement plan that cuts across Government, industry and academia. The Institute will do this in a coordinated manner, working with the broader industrial support network. 5.3 RAISING THE UK TECHNOLOGY PROFILE The Institute is establishing connections with technical forums and organisations overseas. It is engaging with EU funded research activities to further UK technology interests, focused on the following: Improving UK presence on the EU Clean Sky 2 programme and access to funding. This requires a clear baseline of UK activity in Clean Sky and identification of all potential opportunities. The Institute will work with companies and universities to better exploit this source of support. Increasing engagement and influence with the European Commission and Clean Sky administration, by playing a greater role on policy committees and working groups. The Institute will contribute ideas for more effective support to innovation and how European industry can be positioned for the global market more effectively. Preparing a UK position for the next stage of European research activity beyond Horizon 2020, so that Europe offers opportunity for the whole of the UK aerospace sector. In addition to greater EU activity, the ATI will develop a range of deeper bilateral relationships to explore the potential for cooperation and collaboration on technology at the country level. The Institute has already begun this process with Germany and Sweden and continues to seek other opportunities, working closely with UKTI and the joint FCO/ BIS Science and Innovation Network.
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