The warning about the vulnerability of the aerospace and defense industry’s supply chain came buried in the pages of a report issued by the consulting firm EY two years before the COVID-19 outbreak became a full-blown global crisis.
Before the coronavirus pandemic upended normal life and essentially shut down commercial airliners, the aviation industry had a projected need for 40,000 new aircraft—planes, helicopters, air taxis, and unmanned aerial vehicles—in the next 20 years.
A burr could become a danger point in the turbine engine. Classical manufacturing processes like turning, milling and grinding can lead to burr formation and unwanted sharp edges.
U.S. manufacturing added 66,000 jobs in September, with the majority of that in durable goods, the Bureau of Labor Statistics said today.
When the COVID-19 pandemic hit, many aerospace and defense manufacturers realized they were not resilient enough to withstand the resulting challenges in their supply chains.
Manufacturing economic expansion eased in September while remaining at strong levels overall, the Institute for Supply Management said today.
The concept of the digital twin in A&D was born in the 1970s, when NASA began employing full-scale virtual mock-ups of space capsules to forecast the performance of machines in outer space.
Extreme complexity is inherent to jet engines of all sizes, from those on a Boeing 777x to ones that power the smallest drone.
It has become far too rare for manufacturers’ visions of an IIoT-fueled utopia to survive contact with reality. A Cisco survey finds that nearly 75 percent of Industrial Internet of Things (IIoT) projects are failing.
Peter Drucker, known as the father of modern management, was quoted in a 2006 article in Forbes as saying, “Because the purpose of business is to create a customer, the business enterprise has two—and only two—basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are costs.”
