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The author examines avionics research being conducted by Boeing Helicopter and NASA's Ames Research Center. Topics include instrument landing systems, flight guidance systems, and instrument landing systems.

The article reports that suppliers for the Boeing 787 are closer to making complete airframe shipments. Presently, all of the aircraft in Building 40-26 at Boeing's Everett, Washington wide-body headquarters are for the flight-test program. The static and fatigue airframes have been moved to their test stands. The first flight airplane, ZA001, has passed the power-on test of its electrical systems and is undergoing specific systems tests. For the 787, Boeing wants wings and fuselages shipped to Everett with hydraulic, mechanical and electrical systems.

This article reports that even as 2005 ended with Asian carriers splurging on orders, their acquisition plans for this year include more than 200 additional short and long-haul aircraft. It seems the region, led by China and India, has an insatiable appetite for new aircraft. Studies by the International Air Transport Association put their combined profit in 2005 at $1.5 billion, compared with $1.3 billion in Europe, and a net loss of $10 billion in the U.S. The International Civil Aviation Organization's forecast expects the Asia-Pacific countries to supplant Europe this year as the second largest aviation region after North America.

Reports on worldwide airplane manufacturers' focus on Asian airlines in the wake of the region's economic recovery in 2000. Other factors that contributed to the delay of the introduction of aircraft; Efforts of the region's largest carriers to join global alliances to increase their marketing strengths; Implications of having a worldwide fleet of code-sharing partners; Passengers' use of alliance members' hubs.

Boeing is planning to offer a digital technical and engineering library as part of its MyBoeingFleet.com customer Web site which is one of he world's largest business Web sites.

The article discusses the Boeing 787 jet airplane, looking at the use of aerodynamically molded plastics, fuel-efficient motors, and environmental control system. The author argues that despite lengthy delays, the 787 will have a substantial impact on the aircraft industry. The delivery of planes to launch customer All Nippon Airways (ANA), the 787 program costs, and differences between the Boeing 777 and the Boeing 787 are examined.

The article reports on the MRJ70/90 regional jet family to be introduced by Mitsubishi which features a cutting-edge engine design and composite wing. But as Japan's biggest aerospace company moves forward with its Mitsubishi Regional Jet (MRJ) ambitions, it is benefiting from changes in sourcing and partnering that have swept across the industry, especially since Boeing introduced the 787. The company is introducing Pratt & Whitney's geared turbofan engine.

The article reports on the aim of Japan's Mitsubishi Heavy Industries to put itself and Japan back in the business of designing and building commercial aircraft. The board of directors has granted its aerospace business unit authority to offer the Mitsubishi Regional Jet (MRJ) to airlines. The Japanese government is expected to finance a substantial portion of the estimated $1.9 billion development cost.

The article reports a shift in leadership assignments on the 787 program which underscores how much Boeing is looking beyond the milestone of the airplane's first flight, certification, and delivery. Toward that end, general manager Pat Shanahan has assigned four vice presidents to handle specific aspects of manufacturing and logistics for the organization, as well as the processes and quality performance of suppliers.

The article reports that as China-based aviation manufacturing company AVIC I prepare to begin making A320 airbuses, it is looking for transformational deals. With the A320, Liu Zuoming, new AVIC I president is looking for the amount of work packages it will bring to Chinese manufacturing. Airbus has talked of building four aircraft a month. Production is to begin in 2008, assuming an agreement is signed in September 2006. Under another foreign contract worth $600 million, AVIC I and its sister organization, AVIC II, will be sole suppliers of composite structures for the Boeing 787.

This article focuses on how things aren't always as they appear with Boeing Co.'s new chairman, president and CEO, W. James McNerney. The former head of 3M Co. initially said he didn't want the job, but he remained the top candidate throughout the nearly four-month search process. He's billed as an outsider, but has served on Boeing's board for more than three years and used to run GE Aircraft Engines. What is crystal clear about McNerney is his track record of delivering on both top- and bottom-line growth, with a strong emphasis on new product development.

This article focuses on the survival strategies of airport hubs. The art of the airport hub is changing. Everything is spreading worldwide, deregulated markets, discount airlines, the mortality of network carriers and the growing importance of airline alliances. Chicago, Dallas-Fort Worth and Atlanta in the U.S.. and Tokyo, Singapore and Hong Kong in Asia. Airport consolidation is only increasing the importance of "fortress hubs" for the major carriers, Delta Air Lines Inc. in Atlanta Hartsfield, having pulled back from Dallas-Fort Worth, and British Airways PLC in London Heathrow, having pulled back from London Gatwick, are examples. It recently emerged from bankruptcy protection as a reinvented low-cost carrier with a concentration on two hubs, its main base at Toronto Pearson International Airport and Vancouver International Airport for Asian connections.

This article presents information on the range, life-cycle costs, operating efficiencies and airline requirements are the conventional stuff of the marketing battle between Airbus and Boeing. Boeing is assigning an especially high profile to its use of advanced technologies on its midsize 7E7 and their enhancement of the aircraft's passenger appeal. At the top of its technology list is the dominant position given to carbon fiber reinforced plastics in the fuselage and wings. The 7E7's design concept is so important to Boeing that it turned to a longtime industrial consultant, Walter D., Teague Associates, to define the aircraft's exterior shape.

Researchers at the U.S. National Aeronautics and Space Administration are completing the first phase of testing a "free-flight" operating concept that will allow pilots with specially equipped aircraft to choose their own flight paths and provide their own en route separation. Called Distributed Air/Ground Traffic Management, the program has a near-term aim of proving the feasibility of autonomous operations. Eventually, the intent is to make this experiment in how part of a new type of National Airspace System will work less a laboratory exercise and more of a demonstration for potential users by perfecting its systems and procedures.

As it prepares for a big push in December to say who's in and who's out, Boeing Co. has further defined how the long-range 7E7 family will emerge. For all that Boeing is emphasizing the need for new materials, designs and relationships with key suppliers in the development of its proposed 7E7, it expects to follow traditional manufacturing patterns with succeeding models of the long-range twinjet family. One reason for assuring an increased passenger count on longer-range aircraft is that, for both models, nominal passenger loads are probably higher than what airlines will actually offer. The aircraft's concept emphasizes pushing far more of the design and delivery responsibility for its major systems down the supply chain than on any of the 10 models introduced by Boeing since the start of the jet era 40 years ago.

Reports on the impact of growth in Chinese industries on the demand for domestically manufactured aircrafts in its aircraft industry. Focus of state-owned factories on licensed production and upgrades of foreign aircrafts; Preference of Chinese carriers to directly buy crafts from European and U.S. manufacturers; Objective of the massive restructuring of the country's state-owned Aviation Industries of China.

Presents information on the emphasis the consortium of Airbus Industrie and their European partners place on information technology in their airplane design and manufacture. The formation of the Airbus Concurrent Engineering (ACE) team to rethink how they design, manufacture and support their aircraft; Their goal to reduce development costs and time-to-market for a new product; Discussion of specific design improvements for the A340.

Reports that Boeing has decided to refine customer options on its 777-200X and -300X airplanes in efforts to vie for the transpacific market. The focus of the competition on securing conracts with Singapore Airlines; Details of changes made to the aircraft; Production problems; Impact of financial crises in Asian markets.

Reports on Indonesia Aircraft Industry's (IPTN) showing of an air show in Jakarta, Indonesia in 1996 to underscore its drive to become a technological leader. Flight-testing of the fly-by-wire N250; N-250's attraction of financial interest from British and European manufacturers; Role of Airbus Industrie' in the development of the N250 flight test program.

The article discusses the production of Boeing 787 airplanes by the aircraft company Boeing at its factories in South Carolina and Washington. The article argues that Boeing has used ground and flight testing to reduce the amount of retrofitting needed by early aircraft and that the company has reduced the cost of production. The creation of the assembly line in Charleston, South Carolina, its tooling area, and its workforce are discussed.

The article discusses the aircraft company Boeing's talks with the International Association of Machinists and Aerospace Workers (IAM) District 751. The proposed contract which was developed at the meetings guarantees that the 737 MAX airplane project will occur in Renton, Washington and preserves health care, pension plans, and pay. Boeing's decision to increase production on the 737, the development of a production facility in South Carolina, and other programs are examined.

The article discusses the development of the Boeing 787 and 747 airplanes. The article examines the delivery of 787 airplanes to All Nippon Airways (ANA), Cargolux Airlines International, and Cathay Pacific Airways, the certification flight testing of the Boeing 747-8, and the company's order forecasts. The article discusses plans to increase the production rate for aircraft and the company's supply chain.

The article discusses the aerospace company Boeing's plan to increase production of airplanes following the delivery of the first 787 passenger jet to the airline All Nippon Airways (ANA). Information is provided on a celebration for the delivery of the aircraft, the profitability of the 787 program, and forecasts for production rates. Program management, the use of the 787 at ANA, and 787 models including the 787-9, the 787-3, and the 787-8 are examined.

The article reports that aircraft industry companies Boeing and Airbus have advanced their plans to select replacement engines for their 737 and A320 jet transports to mid-2010. The two companies are responding to competition from Bombardier, a manufacturer of regional jet transports. The companies are considering purchasing engines from firms including Pratt & Whitney and Rolls-Royce.

The article reports on the expected shift in the competitive landscape in the 70-240-seat aircraft market as Airbus, Boeing and Embraer update their product strategies in the coming 12 months. The trend has elevated the stakes for manufacturers and the engine makers that are vying for aircraft positions. It is noted that Airbus wants its reengined A319, A320 and A321 to start reaching customers in late 2015.

The article deals with the plan of Boeing to establish a site at a wetland forest in North Charleston, South Carolina for final assembly of the 787-9 variant. Questions were raised by the site selection about the aircraft manufacturer's long-term production strategy. The goal of Boeing is to have the second line operating by July 2011, with first delivery in the first quarter of 2012.

The article features Flow International and its entry in the aerospace industry with its industrial waterjets that have microscopic garnet abrasives. Its first contract in the industry was with Lockheed Martin in 1984 for machines to cut composite panels for the F-117 fighter. The company also produces motion systems and machine tools for the commercial aircraft market.

The article focuses on the decision of Boeing to spend 1 billion U.S. dollars to bring Vought Aircraft Industries' 787 work back in house. It is anticipated that the move could signal the start of a new round of consolidation of Tier 1 and Tier 2 aerostructure and subsystem suppliers. It is noted that the status of the Vought deal underscores the limits of suppliers and the caution that original equipment manufacturers need to take in contracting their services.

The article focuses on the impact of the credit crisis on the aircraft industry in the U.S. According to Steven Udvar-Hazy, chief executive officer (CEO) of International Lease Finance Corp., the industry has never experienced this phenomenon where there is a recession on a global scale. It states that even if bankers regain their confidence in aircraft lending, they may be under political pressure to shore up housing, consumer credit and an array of broader industrial targets rather than aircraft.

The article reports that Boeing Commercial Airplanes has made a best and final offer to machinists, after two earlier offers were rejected, that includes an 11 percent wage increase over three years and bonus payments if the deal is closed on September 3, 2008, the previously agreed deadline. Negotiators for the 26,000-member International Association of Machinists and Aerospace Workers Local 751 said they were evaluating it line by line.

The article reports on a contract won by Spirit AeroSystems from Airbus. Airbus named Spirit to design and build the Section 15 center fuselage frame section for the A350XWB. At 65 ft. long, 20 ft. wide and 9,000 lb., the composite assembly is much larger than the 24-ft.-long, 19-ft.-dia. Section 41 composite nose that Spirit makes for the Boeing 787. However, there are major differences. The 787 nose is a single composite structure that Spirit filled with electrical, hydraulic and mechanical systems, according to the author.

The article reports on the delayed production and delivery of large-hull composite 787 aircraft of Boeing. New flight-test program for the 250-seat 787-8 will begin in late 2008 and could stretch out to eight months, a more cautious two months longer than originally planned. First delivery to All Nippon Airways will wait until the third quarter of 2009 rather than May 2008, the original target date. Boeing says it will forecast airplane delivery on a customer-by-customer basis.

The article reports on the record sales achieved by Boeing and Airbus, and the implication of the record sales for engine makers General Electric Aviation, CFM International and International Aero Engines. A key ponderable is whether 2008 will bring a precipitous drop. EADS Chief Executive Louis Gallois predicts that certainly they will not be at the level of 2007, simply based on manufacturing slot constraints. Airbus and Boeing are largely sold out for the next few years, despite aggressive production ramp-ups at both companies, he notes.

This article reports on the confidence of Boeing Company's 787 general manager that the first 787 aircraft should achieve "power-on" in January 2008 and be ready for first flight by end of March. He cited a much more orderly and disciplined factory for his confidence. In his first public comments since assuming control in October, Pat Shanahan reported in December that the basic design of the standard-sized, 250-seat 787-8 is now 100% complete, although the airplane is still overweight.

This article states that Boeing Co. is planning to spend several hundred million more dollars to ensure it stays on schedule for first commercial delivery in spring 2008 three weeks after rolling out the 787 Dreamliner. The company will pony up another $300 million for 787 research and development (R&D) in 2007, a 9% increase, and warns it may have to spend more than expected in 2008. Boeing has hiked R&D spending by $1.4 billion since early 2006, largely to fund risk mitigation and contingency plans to keep the 787's development schedule on track.

The article informs that Boeing Co. has opened a 24/7 Operations Center to respond to maintenance headaches. What used to be the night shift has turned into a round-the-clock operation for a team of Boeing engineers taking calls from customers dealing with that most dreaded of maintenance emergencies, an aircraft-on-ground. The center, located near Boeing Field, has another time-related feature. A large television display is quietly tuned to an all-news cable channel so the engineering staff can keep pace with the outside world.

The article presents information related to Southwest Airlines Co.'s newly designed 737 aircraft models. Boeing Co. had taken 6,144 orders for the 737 aircraft over three generations since it was launched. The 737 aircraft is operating in 190 countries and reaching 1,200 cities for some 541 operators. There are more than 4,100 in service and they represent more than one-fourth of all large commercial jets flying. Boeing's use of composite structures, bleed-less engines and other advances in its 200-300-seat 787 family will flow into any 737 successor.

This article reports that Asia-Pacific region's interests have broadened in the aerospace industry. A decade ago, regional jets, turboprop commuters and business jet manufacturers were just beginning to test the Asian marketing waters. A gradual liberalization, greater access to the Chinese and Indian markets and shifts in national defense spending have changed all that. This year, regional and executive jets represent a third of the aircraft on display at this week's Asian Aerospace exhibition in Singapore. Only one of the eight aircraft scheduled to fly is civilian.

The article reports that Boeing wants to stretch conventional wisdom about the techniques and technologies of aircraft manufacturing in its development of the 787. When asked what attracted All Nippon Airways to become its launch customer, President and CEO Yoji Ohashi doesn't talk bottom-line price. He sounds the long-term technology value theme Boeing has been emphasizing bleedless engines for improved efficiencies, a composite fuselage that cuts weight, reduces structural fatigue and gives passengers bigger windows and a healthier flying environment. The ANA engineering staff's favorable evaluation "was directly tied with the efficiency aspect."

The article informs that starting with one of the more complex parts, Boeing Co. has completed the first full-scale prototype of a one-piece composite fuselage section for the 7E7 using methods intended for economical aviation manufacturing. Managers want to have just one set of tooling to make each of the fuselage sections. The piece is the tapered Section 47 aft fuselage segment that starts from the rear pressure bulkhead and extends forward past the No. 4 passenger door to join with the constant-diameter Section 46 barrel.

At's an unusual sight in an aircraft factory. A purple light flashes, signaling a production line stoppage. As they scramble, the factory floor crew knows it can call for help from upstairs. On this assembly line, fuselages, wings, engines, landing gear and all the rest are put together beneath the offices of the company's engineers and technical staff. For Boeing, putting engineers just a staircase away from the assembly line's touch workers, rather than hundreds of yards away in separate buildings, is the latest step in lean manufacturing. By reducing inventory and consolidating and better organizing tools, Boeing created the space it needed to move the engineering and technical staff into the factory.

Boeing Co. expects to launch its 747-400 Special Freighter conversion program this month and has selected a Chinese-based vendor to complete the first three aircraft. Boeing Commercial Airplanes is not commenting on how close it is to announcing launch customers for the program, but officials say that certification and entry into service is expected in late 2005. Nearly all of Boeing's product line has conversion potential, particularly MD-11s, 767-200/300s, 757s and 737 classics. Boeing's freighter conversion partner is Aeronavali in Italy.

AirTran Airways Inc. ordered 50 new 737s last week, optioned 50 more and ordered additional 717s as well, at least 10 and as many as 14. The low-cost Atlanta carrier will receive its 737s at a rate of about one per month, starting next June 2003. AirTran signed contracts on June 30 and announced the agreements July 1 after an 18-month evaluation of what, for it, is a larger aircraft . For Boeing the victory over a competing A320 proposal was relief from a string of Airbus successes. The company's Boeing Capital unit will finance all the newly ordered 717s and has offered financing on some of the 737s. AirTran officials said the carrier is in a strong cash position, but it will take delivery of its leased aircraft early and its purchases late, in order to preserve cash.

Features the passenger and freight versions of 747-400 plane introduced by Boeing Co. in the aircraft industry. Goal of the company to compete with the sales of A340-600 from Airbus Industrie; Percentage of 747-400 used by aircraft carriers in Asia; Changes employed in the renewed models.

Discusses prospects for the aircraft manufacturers in Asia. Orders received by Boeing since 2000; Expectation of an economic recovery by Boeing; Growth of Asian economies.

Reports the significance of electronic commerce for the aircraft industry in the United States. Provision of real-time marketplace to suppliers; Enhancement of customer relations through Internet sites; Impact of the September 2001 terrorist attacks on the industry.

Presents information on how Lufthansa German Airlines is trying to cut costs and improve efficiency by consolidating and updating its computer and information technology systems. Details on its overhaul, repair and maintenance (ORM) arm, Lufthansa Technik; Their introduction of SAP R/3 enterprise resource planning software; How they track work orders, and address individual issues.

Examines the possibility of a partnership between Mitsubishi Heavy Industries and Bombardier, which would be focused on developing a 90 to 110-seat regional jet. The prospects of using the wing of Bombardier's Global Express business jet as the basis for the regional model; Comments from Bombardier officials; BMW Rolls-Royce's BR710 engine, which powers the Global Express; Mitsubishi's involvement in efforts to develop a Japanese 100-seat jet; Other details.

Focuses on Singapore as a trading hub for the aerospace industry in the Asia-Pacific region. Tax and business incentives for multinational corporations (MNCs); Qualifications; Volume of new investment for 1995; Working relationship of Singapore Technologies Aerospace (STA) and Singapore Air Force (RSAF).

Informs that European airplane manufacturers are leading the race to build a regional jet for China. Assertion by backers that the partnership choice by Aviation Industries of China will be made for business and technical reasons, not political ones; The political and trade tension between the United States and China; Choice between AIR/Airbus and Boeing.