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pair to coexist. "If in one organization they are using both versions in parallel and have to
synchronize data on a constant basis, that is what causes problems," Schmitt says.
However, he says using the two versions does not necessarily spell trouble. Schmitt notes
that Dassault has several customers that have successfully used Catia V4 and V5
concurrently on long-term projects.
Another area where Airbus tripped up was in the 3D digital mock-up of the A380. Both
companies, Airbus and Boeing, use a digital mock-up as a final design step. Boeing is
meticulous in its 3D mock-up process, having had extensive experience in using a virtual
mock-up for its earlier 777 jet and in later iterations of its top-selling 737 plane.
The 3D DMU of the A380, however, was done well behind schedule, with a new design
team that was under pressure to get it completed. "The problem is the 3D DMU, which
facilitates the design of the electrical harnesses' installation, was implemented late, and
the people working on it were in their learning curve," says an Oct. 3, 2006, Airbus press
release. The company signed its first major contract for DMU software just that past year.
Boeing Takes a Different Flight Path
When the Boeing board of directors gave formal approval to the 787 Dreamliner program
in April 2004, work had already been going on for two years behind the scenes to get
ready for the formal launch. In early 2002, Carol Pittman (COE President Tom Crume’s
boss, two levels up), then IT director for the 787 program, began meeting with Kevin
Fowler, the systems integration chief, to sketch out a technology strategy.
Pittman and Fowler agreed to anchor the Dreamliner on Dassault's PLM platform, largely
based on the success Boeing achieved in the all-digital design of the 777. They would use
all three major components of the Dassault PLM suite: Catia V5 for the design; Delmia,
the virtual manufacturing package that allows partners to take the electronic designs
created in Catia and simulate how those parts or components will be manufactured on the
factory floor; and Enovia, the collaboration platform that provides engineers with access
to the master vault of information on the 787, such as electronic designs and component
specifications.
One of the first critical strategies they agreed upon was ensuring software compatibility.
Fowler says Boeing was already well aware of the difficulties that could be encountered
from exchanging information between different CAD systems through Boeing's extensive
experience working with various CAD packages throughout its operations. Fowler says
he wanted to avoid such trouble on the Dreamliner. There was simply too much at stake.
While it has recently been stealing business from Airbus as airlines look for alternatives
to the superjumbo, that hasn't been the general trend. In fact, Airbus overtook Boeing in
2001 as the world's largest manufacturer of commercial airplanes and led every year until
Boeing's comeback in 2006. Aside from competitive reasons, the Dreamliner also
represents a dramatic change in manufacturing for Boeing—one that makes ensuring
software compatibility that much more critical.
When the Dreamliner takes to the skies in 2008, it will be the first commercial jet to have
a fuselage and wings made almost entirely of plastic-like composite materials—mixtures
of high-strength fibers, resins and carbon. The new materials, combined with other
advancements such as an improved aerodynamic design and more efficient engines, will
allow the 787 to burn 20% less fuel than comparable airliners and achieve a 10% to 20%
reduction in maintenance costs. The project's development budget is confidential, but
estimates are in the range of $8 billion to $10 billion.
In the past, the standard practice for Boeing has been to design the plane in-house, then
pass blueprints for parts or whole sections of the plane to manufacturing partners. This
time, Boeing is turning that process on its head, designing the 787 in collaboration with
its partners using the PLM software from Dassault. Essentially, some 6,000 engineers
around the world are jointly designing and engineering the aircraft. Partners include
companies such as Alenia Aeronautica of Italy, which is building the plane's main
fuselage; Japan's Kawasaki Heavy Industries, which is also building part of the fuselage
as well as the wings and landing gear; and Goodrich Aerostructures of Chula Vista,
Calif., which is constructing the nacelles (shell around the engines) and thrust reversers.
"There are a number of advantages to putting the people closest to the work in charge,"
Fowler says. The manufacturer of the fuselage, for example, will ultimately know the
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