Boeing has vowed to build its next airplane in the metaverse within as little as two years.
In Boeing Co’s manufacturing unit of the future, immersive 3-D engineering designs
will likely be twinned with robots that talk to one another, whereas mechanics around the
world will likely be linked by $3,500 HoloLens headsets made by Microsoft Corp.
It is a snapshot of a formidable new Boeing technique to unify sprawling design, manufacturing
and airline providers operations underneath a single digital ecosystem.
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And in today's video, we are going to discuss “Boeing's Next Aircraft.”
So without any further ado, Let's begin.
After the 737 MAX crisis, the planemaker is going to reassert its engineering dominance
in 2022, while laying the foundation for a future aircraft program over the next decade,
a $15 billion gamble.
It wants to prevent future manufacturing problems, like the structural flaws that have hurt its
787 Dreamliner over the past year.
The Boeing plan aims to unite design, production, and airline services operations under a single,
digital manufacturing system.
The company says it will be put in place in the next two years.
Boeing has repeatedly expressed its goal of a digital revolution, but critics say the
company’s efforts toward the goal have had mixed results.
Industry observers say the goals of improving quality and safety have grown more important
as the company faces several threats.
The airplane maker is trying to regain the trust of fliers after the 737 MAX crisis.
That plane that was grounded for more than two years after two crashes were blamed on
electrical problems.
"It's about strengthening engineering," Boeing's chief engineer, Greg Hyslop said.
"We are talking about changing the way we work across the entire company," he added.
The airplane manufacturers are not alone in their goal to enter the so-called metaverse,
a shared digital space that employs virtual reality technology.
Automakers like Ford, social media companies like Facebook owner Meta Platforms, and other
businesses are making similar moves.
Boeing wants the development of its next aircraft to include a link to a three-dimensional digital
model of the new plane.
It also wants the production system to be able to run simulations.
The digital models are backed by a "digital thread" that collects every piece of information
about the aircraft starting on its first day of development.
This includes airline requirements records, millions of equipment parts, thousands of
pages of official approvals, and beyond.
Hyslop said that more than 70 percent of quality issues at Boeing can be attributed to a design
problem, and the company believes that such tools will be central to bringing a new aircraft
from inception to market in as little as four or five years.
"You will get speed, you will get improved quality, better communication, and better
responsiveness when issues occur," Hyslop said.
Yet the plan faces huge challenges.
Skeptics level to technical issues on Boeing’s 777X mini-jumbo and T-7A RedHawk navy coaching
jet, which have been developed utilizing digital instruments.
Boeing has additionally positioned too nice an emphasis on shareholder returns at the
expense of engineering dominance, and continues to minimize R&D spending, Teal Group analyst
Richard Aboulafia mentioned.
“Is it worth pursuing?
By all means,” Aboulafia mentioned.
“Will it solve all their problems?
No.”
Airbus Chief Executive Guillaume Faury, a former automotive research boss, has pledged
to invent new production systems and leverage the power of data to optimize its industrial
system.
Boeing's approach so far has been marked by incremental advances within specific aircraft
programs or tooling rather than the systemic overhaul that characterizes Hyslop's push
today.
Large companies like aircraft parts maker Spirit AeroSystems have already invested in
digital technology.
But hundreds of smaller suppliers around the world do not have the money or skilled labor
to make important, digital changes to their manufacturing systems.
Industry experts say Boeing has come to realize that digital technology alone will not be
enough.
They say the company also must make organizational and cultural changes.
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