Indus Falcon
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Good article appreciate it!!Excellent article on the F-35's engine nozzle...
Code One Magazine: History Of The F-35B Swivel Duct
Cant wait for the Israeli one, that one is going to be unique and packed with the usual Israeli gadgets.
Excellent article on the F-35's engine nozzle...
Code One Magazine: History Of The F-35B Swivel Duct
New Recruit
The highlighted shows your ignorance in the concept of engineering/manufacturing concurrency. Simply put...What you believe about the concept and its execution is wrong.That's your opinion, but other opinions exist, and then there are facts. I provided sources with a US Navy admiral and Pentagon official saying that concurrency was a mistake due to unnecessary and huge costs. Anyone with basic intelligence could find a lot more articles about the lousy, nonessential, and expensive concurrency of the F-35 JSF.
Your straw man argument is a failure like the concurrency of the F-35 JSF. I never said the F-35, F-16, or F/A-18 is a failure; that's your insecurity leaking out. I never mentioned the F-16 and F/A-18 at all in this discussion, but you brought them into the discussion about the F-35.
There is a huge difference between the incredibly stupid concurrency of the F-35 JSF (which is allegedly the most expensive weapons program of all time, but far from being the most capable) and the F-16 and F/A-18.
The F-16 and F/A-18 had traditional sequences in which they completed their R&D stage with a few prototype parts and a few prototype aircrafts, and then they were mass produced. Because R&D is imperfect, the mass produced F-16 and F/A-18 had relatively minor problems in regard to the cost of repair, ease of repair, and dangers of the problems.
That's the major difference between concurrency versus a software patch or a product recall. Concurrency increases the probability and significance of problems, while the traditional sequence decreases the probability and significance of problems.
I distrust your personal opinions and other similar opinions, because you have a history of cherry picking information to promote your propaganda and stupidity.
It's obvious for anyone intelligent that you should finish the R&D on the component or the entire device, and then build the component or the entire device. You should not mass produce a part or an entire device while the R&D is in process, then the R&D demands a major or a difficult change to the mass produced parts or entire devices, then you make the changes to the mass produced parts or entire devices, and then you keep repeating this process. The re-manufacturing process or the constant fixes on the incompletely designed and mass produced parts or entire devices increase the problems and costs of the entire program. It gets worse when you put the unfinished parts together, then take them apart, then fix them, then put them back together, and then repeat this mess.
Business Benefits
* Improved collaboration with suppliers eliminated data re-entry, saving €18 million on collaboration with suppliers
* Improved concurrent engineering reduced lead time on wing by 41 weeks (36 percent reduction)
* First flight of world’s largest passenger aircraft completed on time
* Program kept on schedule
* Innovative practices introduced for concurrent engineering and collaborative working.
What else can we find about the concept of engineering/manufacturing concurrency ?Concurrent engineering, the concept of Working Together, was an integral part of the new philosophy and nearly 240 Design/Build teams were used through-out the process. The teams included design, manufacturing, customer and supplier personnel from the start. Designing and building a new commercial jet airliner is a long, five to ten years, and infrequent, one or two per decade, process. As such, it is crucial to document the design/build process for future projects, especially one that had so many firsts.
Lockheed may not have the market time constraints for the F-35 as GM do for its vehicles, but LM is pressured by the US military because of the aging fleets of its aircrafts and the progress of combat technologies from US adversaries....beginning in the early 1990s this traditional formula radically changed as time-to-market became a vital component of commercial success. Studies have demonstrated that being a few months late to market is much worse than having a 50 percent cost overrun when these overruns are related to financial performance over the lifecycle of a new product or service. In other words, time has become a key driver of competitive success, from design and development to the actual launch of a new product or service.
Because time has become a competitive weapon, time pressures have become central to the project-based new product development organization. These pressures have led to the explicit understanding that time compression is a driver of project (and subsequent business) performance. As a consequence, methods, techniques, and organizational approaches have been designed and developed that allow for time compression needs to be handled in a proper manner. All time-centered approaches have one principle in common: they attempt to maximize the number of major design or development tasks that are performed concurrently, thus the concept of concurrent engineering.