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The article reports on the manufacturing plan of Boeing for the 747-8. According to the author, the production is centered in Building 40:22 at the wide-body airplane headquarters of the firm in Seattle, Washington and reflects the manufacturing legacy of the airplane. Vice president Paul Nuyen will oversee the manufacturing of 747-8. The company predicts that 60% of the 830 freighters due to enter the market in the next 20 years, from the period of 2011 to 2030, will be new.

The article focuses on the flight-test program being conducted by aircraft manufacturer Boeing for its 787 transport. The program requires the completion of three tests come December 31, 2009, one of which was completed by the prototype aircraft ZA001 while the second flight will involve the second prototype ZA002. A rainy weather almost prevented the ZA001 from taking off yet the skies cleared toward takeoff time. Vice president and general manager Scott Francher believes that the first flight stands as a good indicator for the rest of the program.

The article focuses on the efforts of Boeing to address the technical challenges it face covering its 787 jet program. The company has failed to accomplish its goal of flying the aircraft for the first time in the last week of June 2009 which it attributed to the airplane's composite wing induced delamination and deformation on body joint points during pre-flight stress test. Delays of the flight started in September 2007 with the break down of the supply chain. It was followed by problems in program development and the latest is wing bending problems.

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.

The article focuses on the decision of Boeing to increase research and development funding in 2008 as it works its way out of production delays on the 787 aircraft and overcomes the drag that program put on other new products. The new 787 schedule and additional 747-8 development costs will require an increase of $400-600 million in total research & development (R&D) funding, raising the total this year to $3.6-$3.8 billion, according to chief financial officer (CFO) James Bell.

The article focuses on the 787 aircraft program by Boeing Co. The company is now investigating how shape-memory alloys, which make engine chevrons more efficient, and noise-absorbing nacelle lip liners might reduce the need to carry as much noise-absorbing insulation in the fuselage. The chevron and nacelle tests are part of a broader effort to reduce cabin and airport noise that Boeing, General Electric, Goodrich Aerostructures Group and the U.S. National Aeronautics and Space Administration Langley Research Center undertook in August 2005 at Boeing's Glasgow Flight Test Facility. INSET: Anticipating Certification.

This article reports that Boeing Co. chief's ouster creates shock waves on both sides of the Atlantic, and ignites debate about whether an outsider will be tapped to run the company. Just one month ago, Harry C. Stonecipher waved off a question about who might succeed him as president and CEO of Boeing Co. Boeing's board abruptly sent him packing over an extramarital affair with a female company executive, complete with e-mails. The race is on to lead the world's largest aerospace company, and much sooner than Stonecipher had anticipated. Whoever it is will face the challenge of bruising competition from Europe's Airbus in the commercial airliner business and looming pressure on Boeing's defense business from an expected decline in Pentagon procurement. The new chief also will inherit a company whose reputation is just beginning to recover from high-profile defense procurement scandals that led to the ousters in late 2003 of Phil Condit as chairman/CEO and Michael Sears as chief financial officer.

The article discusses the aircraft company Boeing's decision to close its facility in Wichita, Kansas in order to lower costs in response to reduced U.S. military spending. The reaction of machinists from the International Association of Machinists and Aerospace Workers (IAM), Kansas politicians, and Boeing officials are examined. The construction of the KC-46A tanker for the U.S. Air Force, the aviation industry in Wichita, and other Boeing plants are discussed.

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 focuses on the plan of aircraft manufacturer Boeing for production alternatives to its Boeing 737s and 777s. It notes that the company is considering to address production issues with the two planes which posted delivery records in 2009 following a year of recession. It mentions that the plan of competitor Airbus to conduct a power plant upgrade for the A320 brings pressure on Boeing. The product development team for the 737 will be headed by vice president Mike Bair while consultant Lars Anderson will lead the 777 program.

The article reports on the failure of Boeing officials to provide details about how the problem of a failed wing test of 787 will be corrected and when the new jet will fly. According to Boeing Chairman James McNerney, the goal of program managers has not changed since a failed wing test was revealed a week before Boeing's previous deadline for first flight. He adds that although some initial tests have been conducted, a way to install strengtheners in tight-fitting spaces in the airplane is still being sought.

The article reports that Boeing is anxious to get first flight over with so it can get into the business of flight test, certification and delivery of its long-delayed 787. The 787 program has been affected by production meltdowns, a strike and a series of design issues. According to Boeing flight test operations director Frank Rasor, their expectation is to get type certification in the eight-to-nine-month timeframe.

The article offers updates on the Wideband Global Satcom (WGS) satellite, which has been in orbit over the Pacific Ocean for a year. It provides the same amount of high-bandwidth capacity as the entire Defense Satellite Communications System (DSCS) that WGS is beginning to replace. The WGS network is used by all the military services and is based on Boeing's workhorse 702 commercial satellite and it has features that allow operators to detect the presence of jamming or other interferences.

The article reports on a strike held by employees at Boeing Commercial Airplanes. Nearly 27,000 machinists have stopped work at Boeing Commercial Airplanes, largely because they want more say in the company's outsourcing strategy. The strike began on September 6, 2008, but its roots go back to 2002 when Boeing established the right to bring outside vendors on to the shop floor and narrowed rules under which it would consult with workers on outsourcing.

The article reports on the concerns about the Boeing 787 aircraft's power systems and electric brake monitoring controls, which are potential obstacles to its first flight. Boeing Vice President and 787 General Manager Pat Shanahan says most systems are ready to go, but brake control monitors supplied by Crane Aerospace to the former Smiths Aerospace division of GE Aviation are late. However, Shanahan is not able to make predictions about when Boeing will be able to ramp up production to make up lost ground on deliveries.

The article reports that Exostar has been awarded a design authority contract for an unspecified fee to collaborate with members of the Transglobal Secure Collaboration Program (TSCP) to develop the reference architecture and define the standards to exchange information securely regardless of the software platforms used. TSCP was established by BAE Systems, Boeing, EADS/Airbus, Lockheed Martin, Northrop Grumman, Raytheon and Rolls-Royce.

This article focuses on statements from Mike Sinnett, 787 systems director at Boeing, about lessons he learned from the delays in the company's manufacturing of 787 systems. He stated that schedules are too tight. He learned that developing new tools and processes while developing a new aircraft must be prevented. He also said that every aspect of the design has had to push for efficiency.

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 assesses the inability of Boeing Co. to deliver its 787 aircraft and the delay of its first flight. Even as Boeing Co. CEO James McNerney and Boeing Commercial Airplanes (BCA) President and CEO Scott Carson on October 10, 2007 were acknowledging late delays for 15 of the 50 customers who have placed a record 710 firm orders for the 787, the company's sales and management executives were calling customers to reassure them that the aircraft's design and development remain fundamentally sound.

The article discusses the development program of Boeing for the 787 aircraft. The company has announced that it must suffer at least a three-month delay for the first flight of the 787 and compress the delivery schedule to as few as five months just to keep on track. Originally set for late August 2007, the first flight will now take place no earlier than mid-November to mid-December. The announcement did not significantly affect Boeing's stock price.

The article reports on the design and operational approach being taken by Boeing to reduce the impact of aircraft noise on communities and passengers. As its aircraft evolve, Boeing insists that design changes produce provable noise reductions that are manufacturable. The company also consults with airports and airlines on how -changes in flight operations can reduce noise footprints for surrounding residents.

The article reports that Boeing expects to conduct an eight-month flight-test program of the 787-8 that will include route-proving flights in Japan with launch customer All Nippon Airways now that its new airplane has made its public debut. Vice President and 787 General Manager Mike Bair noted that the U.S. Federal Aviation Administration (FAA) is agnostic about how the aircraft meets regulations to receive its type certificate.

The article reports on the predominance of unclassified military work at Boeing that is heavily influenced by a technology push from the private sector in such areas as mobile users, video multi-casting and voice over Internet protocol (VoIP) services. The leaning process of the company to the civil side is manifested by its emphasis on developing various applications that commercial customers have asked like anti-jamming devices to protect their cellular transmissions.

The article focuses on the Russian aerospace industry. The interest of Western companies in Russia stems from several factors including being a source of vital raw material, and for having extensive aerospace engineering talent that is in short supply in the U.S. and Europe. Boeing Commercial Airplanes took a big step in 1998 when it opened the Boeing Design Center in Moscow. Similarly, production factors are emerging as important potential payoffs. EADS has told Russian officials that if all goes well, they could become a full partner in the Airbus A320-family replacement aircraft.

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.

The article informs that Airbus Inc. has again revised its plans for the A350, turning it from an A330-derivative to a new widebody in the face of rival Boeing Co.'s success with its 787. After first saying the existing A330/A340 family would suffice to compete with the 787, and last year amending that to projecting a mere derivative of the A330, the aircraft will now undergo a more dramatic transformation, a new development at a higher price. About "90% of the part numbers are going to be changed" over the current aircraft type, says Olivier Andries, A350 program manager. The "all new" A350 will be formally launched at the upcoming Le Bourget air show, says Airbus Chief Commercial Officer John Leahy.

The article reports that Boeing Co. is flight testing the last of the 777s and counting on its new range and cargo advantages to fill out the mid-sized family. It has been a quiet flight test program for the 777-200 Longer Range because the hard work's already been done. This is the second range extension to the basic 777. It will give Boeing the title for the farthest-flying aircraft in commercial service. Launch customer Pakistan International Airlines will inaugurate 777-200LR services early next year on flights from Karachi, Pakistan to Houston, Texas.

General Electric Co. and Rolls-Royce corp. have won the big checkbook game to provide powerplants for Boeing's 7E7, leaving Pratt & Whitney without a major program on which to pin its hopes for a successor to the PW4000. Boeing already has tapped major systems suppliers and announced that non Boeing manufacturers in Japan, Italy and the U.S. will be responsible for delivering completed assemblies of the majority of the aircraft's wing and tail. The choice of General Electric's Gen X, based on the GE90-94B and Rolls-Royce's Trent 1000, a Trent 900 derivative, could push a greater engine duopoly in other programs as airlines seek commonality across their fleets.

After years of half starts, feints and head scratching, Boeing Co. has a new airplane for sale. The decision to back the 7E7 by the company's board of directors was announced just a day shy of the 100th anniversary of man's first powered airplane flight and amounts to a recommitment by the aerospace giant to the heritage that Bill Boeing started here in a red barn in 1916. Boeing will assemble the long-haul, midsized twin-engine aircraft in Everett, Washington State, the home of all its large airframe programs.

Aircraft manufacturer Boeing Co. was said to have "bet the company" in 1966 when it launched the 747 on the promise of just 25 orders. Nobody is talking about betting the company, although Boeing's worldwide reputation will be on the line. The manufacturer's goal is to enmesh key suppliers in the aircraft's design, development and assembly so they shoulder much of its technical and financial burden. All the big blocks on Boeing's 7E7 manufacturing assembly chart are to be filled in by year-end. Boeing has used a worldwide supplier network for years. In part, that's because it will fill out Boeing's product line by adding a mid-range aircraft that complements the workhorse 100-200-seat 737 and the 250-370-seat long-range 777 family.

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.

Focuses on Boeing's foray into the airline maintenance, repair and overhaul services. Effort to encompass an airline's entire engineering, logistics and maintenance process; Development of product called Enterprise One; Acquisition of AeroInfo Systems Inc.

Discusses the World Wide Web page, called the PART page, established by Boeing Aircraft Company for customers' part orders. The benefit of the PART page to smaller airlines; Cost savings through direct ordering for Boeing; The design of the page; Key features; Revenue generated by the page; Information available through the page.

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 design of the winglets which will be used to improve aerodynamic efficiency on the Boeing 737 MAX airplane. Boeing claims that the winglet, a split-tip design, is not related to a similar wingtip which was developed by the aerospace company Aviation Partners. The article provides information on how winglets work to reduce drag and examines other elements of the MAX such as a fairing to enclose nose landing gear.

The article focuses on competition in the narrowbody jetliner market for 2012. It states that aerospace company Boeing announced in the summer of 2011 it was building the 737 MAX in response to aerospace company Airbus's A320 New Engine Option (NEO) program. It mentions competition Boeing and Airbus is facing from aerospace companies Bombardier and Embraer and suggests Bombardier's CSeries of aircraft was the catalyst for Airbus's NEO.

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.

This article focuses on the 747-8 Freighter development program of Boeing. In November 2005, the 747-8F program was launched with 18 orders split between Cargolux and Nippon Cargo. The firm is expecting to accumulate 1,600 hours in flight tests plus 2,100 on the ground by the time the 747-8 is certified in late 2010. Particular focus is given to Boeing's goal with its 747-8 program. There is a plan to shift flight testing to the program's permanent flight-test home in Palmdale, California as soon as Boeing's comfort level in the new airplane is fixed.

The article focuses on the impact of growth in regional air services on the buying preferences of Asian carriers. Boeing vice president Randy Tinseth has acknowledged the growth of low-cost carriers worldwide despite the economic downturn, except in the U.S. It cites the move of mainline Asian carriers to expand their fleet capacity with wide-body twin-engine airplanes because of its improved efficiency and greater range. Also noted is the rapid growth of Asian budget airlines.

The article focuses on the strain in union relations at aircraft manufacturer Boeing. It mentions that tensions with the workforce at the company concerns machinists who staged a strike in 2008 that led to the establishment of a 787 final assembly line in South Carolina. It adds that the move by the company to cut funding for the Learning Together Program (LTP) received protests from the Society of Professional Engineering Employees in Aerospace (Speea). The company contends that the LTP funding reduction is a cost control measure.

The article focuses on the test program of aircraft manufacturer Boeing for its 787 transport. It notes that the manufacturer will resume the test program which has experienced interruptions as side-of-body modifications have been required. It adds that three 787 prototypes are expected to be engaged in flight tests come February 2010. Several aspects of the test program are discussed including ground and icing tests.

The article reports that Boeing seeks second sources for the vertical stabilizer and other assemblies of 787 in an effort to guarantee a steady supplier base for the final assembly line it is constructing in North Charleston, South Carolina. It cites the opposition to the second-sourcing move by Tom Wroblewski of the International Association of Machinists in Aerospace's (IAM) Local 751. The aim of the move is to preclude strikes. It notes that the expense of establishing the facility is estimated at 750 million U.S. dollars to 1.5 billion dollars.

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 a plan of Boeing to set up a second assembly line to meet orders for the 787 aircraft. Industry officials states their opinions on why Boeing will choose North Charleston, South Carolina, as location for the second final assembly line. It relates Boeing's original plan for the second assembly line.

This article features the operation of a control room for the global production network for the Boeing 787 aircraft. The control room handles everything from basic support for airline maintenance centers to panic calls about airplane-on-ground emergencies. A team of controllers with specialized skills worked at workstations in the control room. The team used Flight Explorer software that offers visibility and tracking of materials.

The article deals with the upgrading of the powerplants, aerodynamics and interior of the Boeing 737 Next Generation family. It speculates that the improvements could produce a 2 percent savings in fuel costs, a quieter interior and brighter lights. Known as CFM56-7B Evolution, the CFM International engine update is considered as an extension of the May 2007 Tech Insertion program. According to CFM56 Program Director Robyn E. Brands, the program has accomplished about a percent specific fuel consumption enhancement over the lifetime of the engine.

The article reports that the production plans for aircraft makers Airbus and Boeing, are largely affected by a steep drop in demand and associated airline cutbacks. Airbus has already adjusted narrow-body output-cutting production to 34 aircraft per month beginning in October 2008, but merely flattened build rates on widebodies. Boeing has already announced job cuts and is expected to increase these as production is reduced.