Courtesy of Rolls-Royce's Heiko Witte, below is a transcript of his speaking session on 'Digital Transformation Opportunities in Production Use Cases and Opportunities in the Aerospace Industry' to Build a Thriving Enterprise that took place at Digital Transformation Workplace Live Virtual Conference.
Session Information:
Precis:
In the current situation transformation becomes even more important especially for the aerospace industry. Digitisation will play a decisive role in transforming the aerospace industry. Whilst implementation of digital technologies in design and manufacturing within Aerospace has proven to be more complex, there are arising opportunities in a number of use cases on the interface between design, production, logistics and services.
Within the presentation the focus will be on what has been established within Rolls-Royce – and what opportunities are laying ahead given the current crisis in industry and in particular the aerospace industry,
Focus:
Session Transcript:
Final presentation today coming directly from Berlin, Germany We have high width with us from Rolls Royce, hike up, Please join us as I introduce you in your bio. Pica since 19 97 has been a rolls Royce and the aerospace business in a number of business areas mainly in engineering working both as a project management As well as a transformational leader has extensive experience and track record more recently in digital transformation, leading the journey of digitization and industry four, mainly between engineering and manufacturing.
He grew up in East Germany after 19 90 studied mechanical engineering barely Berlin and Newark, New Jersey. Outside of work being, he's a passionate marathon runner and hiker.
I am thrilled for having such a strong leader and practitioner here with us, one does real interfaces between engineering and manufacturing digitization Thank you for sharing your journey with us.
We're honored to have you, heiko Thank you very much, I'll say.
And thank you for the kind introduction, and good morning, good afternoon to everybody.
Yeah, around the globe, I guess, And I hope everybody's seeing the presentation now where I want to give you a little bit of an overview of all the journey to a digital aerospace factory. So I hope that comes across well. And.
Working from art is always indulged on Germany actually solves a parent. That's where I'm based, but obviously talking in terms of what the roads always over all is doing. And I don't want to spend too much about what words always us doing first. We're not making cars. We're making aerospace engine, and we have a wider business. So, just one quick slide to give a brief overview, in terms of what we're doing and how we're doing things.
Our people, 52,000 employees, unfortunately, due to the covert crisis, there's probably a couple of less people afterwards, but still a very big business, and, uh, and we are active, but in civil aerospace and defense, aerospace and empower systems. So the power system spent business is actually based in southern Germany, and there is where we've got. But I do a reciprocating engines and now I have a big transition from going from diesel engines to more electric engines powering. For example, large, ships powering, cranes, etcetera.
I'm based in particular and the civil aerospace business, where we support allows football's at 30,000 engines are on servers around the world. And that's almost half of the business, which certainly has impacted right now, but we talk that through when we talk about the transformation aspect as part of the presentation.
Aviation. Heads. What are we dealing with, is a force for Good and why, I'm saying, it's just an introduction, because we talk about transformation. And there's a lot of transformation happening in the world right now. Because a coven 90 crisis across with climate change going on. And certainly, a lot of questions being raised. What is, how do we deal with aerospace investigation? And all the other aspects, like medical aspects, etcetera, are more important than that ... is an engine for growth. And in particular, it connects. People are making this word a safer place. And so, there is not only the economic factor in terms of transport, in terms of supporting jobs.
Persistent at this point in time, that we're actually very well connected with families across all, over the globe. Which is very different than the word used to be kind of 78 years ago. Fortunately enough, so, therefore, aviation is a key enabler of that, and that's making the world a safer place.
Certainly, now, we have three key challenges.
And three, key, three drivers from our business, which was always spoken, is focusing of both Electrification, electrification, plays the role, both in aerospace, as well as in power systems.
And I could talk at length about how possible it is to have a fully electric aircraft to the future. I think most people know that a fully electric aircraft in four, which carries a lot of passengers will very likely not have been very short term or medium term, But it will be the fusion of mechanical and electrical technologies, which we need to look at which we need to develop. So that is one of the key drivers. And what?
Becomes clear when you bring those technologies together, and when you want to make a fusion out of it's a system aspect of it, and the integration aspects, the require a large degree of digitalization.
So digitization, seen here as a second driver, is the integration of physical and digital technologies, and plays a huge part in a systems understanding of how to bring together different technologies, Whether it's mechanical or electrical or engineering, or manufacturing technologies, so therefore, it's it's the second key driver for our business going forward.
And so it's certainly cleaner, safer, and more competitive power, as a lot of our product, actually support energy, energy development, being able to provide energy to everybody around the globe. So as always, are the key trends are three key trends, which will define the future for us.
What does now, in terms of focus on civil aerospace, what are the key challenges and opportunities?
First of all, yes, the future is here already, So a lot of discussions, which we started to have 10 to 15 years ago, there, were suddenly here, and that come with the Y, was a speed, which is, I would say a little bit unusual for the aerospace industry, know. Whenever you introduce an aerospace engineer, an aircraft to serve as a ..., usually stays at 50, sometimes 60 years. What we now see in the kogod 19 crisis that, the couple of fleets are actually almost taken out of service. And the push to actually get cleaner aircraft into the air will develop, further.
So, we have climate change, as a key challenge, But, we also have new aircraft and engine concepts, which require a huge amount of change. Not only in the way how things are developed, but also how aircraft are being operated. And that opens up a lot of opportunities in terms of where digitization kicks in with a Digital Twin, which can actually represent and replace some of the testing in some of the simulation. And, in reality, being required, but it also can enable to link the design and the engineering world, there's a productivity. And that's, on the other hand, the smart factory concept, shown on the right side to see, OK, how can we, in aerospace, get two or more small at the factory?
Why is that unique for aerospace?
When we talk about aerospace, we have and manufacturing here.
We have to remember, it's not like it's the automotive industry, where you almost have an automated line.
So, we have now as a covert 19 cries, which is a huge hit, in terms of budget, in terms of people, in terms of the overall service concept. But, that means, the business needs to change, and it probably needs to change more rapidly, whilst having less resource available to actually do that.
Focus for civil Aerospace, three areas from an engine perspective, further development of the gas turbine. So, obviously, the guest OS needs to be made more efficient to enable to emit less carbon dioxide, less nitric seats, et cetera.
So, and less noisy, obviously, strengthened the integration between aircraft propulsion system, because eventually, for an aircraft manufacturer or the aerospace engine, as a commodity, that can talk about it as motor as a turbine. Obviously, it's a far more complex piece, but the integration is key to actually bring the change in emissions and really wanted to change and emissions, in a way, and development of radical alternatives, and we're going to talk about radical alternatives as a lot of stuff we will, we have seen over the last 20, 30 years, our evolution of our engines and aircraft but not Revolution or radicalization of introducing concepts like electrification and hydrogen.
So, what does this all has to do with digital transformation?
Digital transformation?
It's not only helping to reduce CO two emissions, but it's one of the key drivers in a couple of aspects.
First of all, we, we have the high performance compute, and we need better ability.
two, for advanced analytics, which states times, energy and reduce waste was a complete life cycle. So, virtual design, analysis, build, and test becomes a reality and becomes one of the key aspects of digital transformation to also approach the physical boundaries, which we need to approach in a far more safer way and an embedded.
Second, digital and digitally enabled manufacturing processes, what I'm going to talk about in our use case is digital transformation.
You will need to enable to far better understand the impact of variation in production, variation in manufacturing, variation and assembly, or even aspects of manufacturing onto the final product.
What's a product?
Might be the performance of the engine in reality and when it comes out of factory and it might mean the performance of, of the engine after about 10000 flights or 10000 hours in flight.
That is something, we need to enable to understand in a very complex environment.
Our service environment is already digitized to a great extent. And, which I'm going to show you briefly, in terms of what's in our intelligent engine concept, how this works, But, again, that is one of the key enabler, to maximize efficiency, To give you an example, in terms of how does it can drive emissions. Each of us knows, when we're flying, there is quite a loop over the airport, to, which, obviously, if you minimize the waiting time in front of an airport, you can minimize emissions. However, it also plays a role whether you fly overnight or doing day because see Convection is different, and therefore, the emission of carbon dioxide into the atmosphere is different.
It makes a huge difference, whether you fly against the jet stream, or against the jet stream, or in different regions of the world, to be able to understand all that and understand the impact on the engine. As well as understanding the impact on emissions, is one of the key goals we achieve by digitally transforming the business towards a better understanding of the product.
We have a digital strategy.
That is actually very simple, perfect, a digital twin.
Data innovation certainly is key to actually get to a better understanding of the behaviors, the engine in service during flight, and digital first, And that comes to one of the key aspects of digital transformation, which is, it's a digital culture.
How are we now and to cope with 19 crisis with a digital transformation in workplace going forward? First of all, I'm sitting in the office, so I'm lucky enough now to sit in the office again, but most of you will be sitting at home to watch those presentations.
So that is one of the aspects where we had to change already two or more due to the workplace, However, here, when we look at the jobs, we'll will have an aerospace, and how's it going to change? All of that will be pretty much impacted in the future, by digitization.
Not necessarily, in terms of making certain jobs redundant, but in terms of adding the digital component to it, in thinking, in a more, in a different way.
So, therefore, I believe that digital transformation is key for rebounding of the whole industry, because with a bunch of pressures, we know also need to focus a need not to larger implementation programs were probably the budget is not available, but to makes more of shifts towards digital in a digitally enabled culture. I'll explain a little bit later what that means.
But, as we heard from our presenter, from Google yesterday, Travis', that change can be very, and is very hard.
I see it as a key enabler for the digital transformation, because, otherwise, it's not going to work.
We have complex database directors in engineering and aerospace with large teams and applications, sap databases.
And, on the other hand, to the digital transformation, we develop smaller applications, flexible applications, and platform solutions. How do they come together? That requires innovative solutions as a second challenge and that's part of the crisis where we need to find innovative ways to combine IT and digital as I would call it.
And focus on pilot implementations, rears, Know what away for pilots and experimentation. So don't try to go out with a huge implementation effort, where, the buy in, at the moment, from budget aspect would be very, very hard to get. Because, first of all, you need to have a closed and small environment where you try out your digital applications, your digital way, of working.
And once it works, you have, you have the larger capability to actually make a bigger step.
So focused on pilot implementation first, and the interfaces between functions to make people working together and coming out of their function asylums.
The ... Engine is from an engineering, from a service aspect. one of the goals we have established, and just briefly, to show where we wanna get to connected. I think, it's clear to everybody, how we can come to a connected engine and service, but a lot of centers, for a lot of parameters being recorded. But also connected to other engines and its ecosystem.
Which, at first, is the aircraft, but its second is probably the airspace, or does operate contextually aware.
And that is what I already explained, a bit, in terms of, the engine needs to be aware of the operating environment. There is a different aspect on an engine on the product, whether it flies over the sandy desert, even in some altitude, or C, or a more polluted environment.
So it has an impact on the service plant.
And this is something where with digital transformation we're at for the product understanding and comprehending means learning.
Because at first, when we talk about digital production Digital Factory, we think about let's make the flow better and affect let's add efficiency. Let's implement a robot or cobalt systems to make the whole factory smoother.
This certainly is one of the key aspects.
The second aspect, which is even more important, is, how do we get a better understanding what impact production has on the final product characteristics in service? When it comes out of the factory, how can we actually tune an engine to be more efficient, less efficient?
So basically, more in a customized way, how can we understand whether it's actually useful to add more time to certain manufacturing and assembly operations to increase the quality of a certain production method.
If we don't fully understand what impact it has on the product characteristics in a more statistical way, and as the engine and the physical parameters are very, very complex, that is one of the goal and one of the outcomes, and where we need to connect the knowledge from the various functions.
Let me go to some use cases to give you a bit of understanding where we started with this.
First of all, whenever we started to look at projects, integrative thinking is a foundation for that?
This is a transformation for all of the use cases. Doesn't is not, does not mean. We implement a new tool, or it does not mean we implement a couple of centers.
It's connection of people, process, and towards it, even for a small implementation, even if we do just an experiment in the constrained area. two triangles, those three circles coming together is key to understand, because digital transformation always needs to work in the aerospace victory in the aerospace industry with people. Because people need to accept it, need to work with it, We need to change.
We take two people out, culture will never change, and people will object against change.
So make them part of the journey and see how your digital tools, or will support the work, will make their work easier, or even enhance the capabilities going.
And obviously workflow process will need to be understand, will need to be understood, because of course, you want to look at certain certain aspects of lean and in a transformative effort, when you go forward.
So this is important, whenever you define, and identify opportunities, go forward.
We have created the landscape. And I'm like to show the picture internally as well, to see how that differentiates from view a couple of years ago, Where I think most of the many companies sold, OK, we've got 2 or 3 enterprise systems called as IP called PLM life cycle systems, and the call to service operations center. Whatever. So we're not talking about large systems anymore, it's also a data hub.
So, those are useful when we're talking more about the landscape of apps, landscape of apps, which are pulling data out of different systems, and which can be developed in certain areas and at some point, that will come together and interact with each other. So, we've developed that landscape, I won't talk about all of them at this point in time, but those are replications which we are adding to the landscape of digital integration between engineering and manufacturing to complete the picture. And it's a little bit like a puzzle it start. You need to have the benefit case and a use case for all of these applications, whether it's called process insights, or learning platform, product data view.
The more you complete the picture, you see, there are links between the different applications, There are links, we can exchange the data and apply data innovation and learn more and harvest even more benefits going forward. So, that is a little bit of the ways a process a structure, which we.
Which we use to implement those applications, talking a little bit, digital fitting instruction, a digital way of assembly instructions. First, you may say, Well, that should be standard anyway.
In aerospace where you have to certify each product where you have to have written documentation of how an engine is assembled and how each process works, it is not as obvious because you need all those data and all those menu and therefore it is quite hard to implement the change.
What we've done as part of the project, it is to develop actually a standardized language, looking at the process of how will these fitting instruction come together in order for way to resemble what's basically shown in the middle here, as well as a start as a PDF document.
Into is three-d. simulation format, which actually takes into account constraints of space, constraints of toolset, constraint of height and later on, also constraints of people. So how can we visualize how an engine assemble?
Truly was a goal that this kind of towards it will enable a change in the way people work, because at this point in time, the design engineer would identify fitting instructions from his own. He would do a workshop with offenders to say, what's the best way to do it, then he goes back into his office and generates instruction.
Leggett Amaze, identify what is the most efficient from a quality perspective.
Best way to fit things together and what tools should we actually use to do?
So that is part of a journey, to actually improve collaboration and break down the walls between white collar and blue collar, design engineer, and manufacturing engineer, or management, or filter. So, that there is a better understanding and enhancement of the robots in both ways.
Second example, we call the Product Data viewer and that is the key background of this.
How do we bring back information from the manufacturing and assembly space back towards design?
What does it mean when you go into assembly, down in D as on the shop floor?
You'll notice that the filters will actually identify different ways of assembling it.
So there is a clear process how to do it, but sometimes a part doesn't fit as it should. Sometimes, they need to apply, or certain other techniques to do that. There might be observations.
They were called design when nothing works anymore. And they will have a huge program, the Alaska Design Engineer, to come down or come or call in to see, how can we fix this issue.
All of the other little aspects, not necessarily good to record it, and the designers, and you never hear about them.
So what we identified here is an application, which takes the information from the shop floor, or from anywhere in the production process, and makes them available to the designer in a structured way, as a first step, to semantically identify the water data is relevant, and what should be displayed to the designer. So in terms of adding context to the information, which will be useful to the designer.
This project in the future will look into: how can we learn from certain experiences Parts modulates etcetera towards what potential changes are useful to Module two component in aerospace.
So that is another aspect, which this application is going to provide in terms of contextualizing the information from operations towards design as one of the key aspects of learning in this, and also one of the key aspects of bringing those functions together.
Because, there is an impact which we see in the production variation on the characteristics. We ought to better understand it to better tune the way we design and we make our product and we as a system understanding.
Third, use case, focusing now on the production factory, process mining for engine assembly.
Also, there is a clear process how to assemble the engine. When we actually looked at data, we've identified, there are some deviations, all the filters. Ditzy engine assembly, 1 to 1.2 hours or the other way to 2.2 hours etcetera, so you could look at the time-stamps and you could look at how long a process go.
So, process mine actually establishes that there is process variation in the engine assembly process. So, step one, as we've identified, recognize what is actually happening. And then look into this information and see, How useful are those on? What are potential reasons and how can I fix it?
That's step number one for a digital transformation, however, requires a different way of thinking going forward because obviously one of the aspects and one of the challenges we have, especially now with the supply chain, is also impacted by Coburn 19, is actually all the parts available.
So, imagine, we can actually identify the optimal process for an engine assembly based on what parts are missing, what parts are already or early, available, and, what alternatives exist for assembling an engine together. Again, that brings together, the Planning function, brings together manufacturing planning function and design functions to work together and see where our octave, whereas, the optimization potential, to save time, but also, which is a key aspect for us, reduce variation, So that the engine is available at the time it needs to go to the customer. And we have the minimum amount of resource being used to put that engine together.
So, what is the future for digital transformation out of what I've been shown, because we're just at the start of this in aerospace, and there are lots of aspects still, to be considered.
That's the landscape, however, envision it in the future, obviously, probably similar to what is happening on other companies.
First of all, in aerospace, we have to use capabilities, which coming from research institutes, which coming from startups, to infuse this knowledge into our organization, because we're not yet a digital company, and probably won't be in the short-term. But we'll have a lot of unit weight of solids are there. Whether it's in here in Berlin area. Whether it's elsewhere in the world who have ideas about this and who can help us are not doing those data innovations.
Second, yes, we need applications. We need applications which tell us what is how is an intelligent engine going forward look like how as a smart factory and the best fact relays or layout is being developed.
On the basis of this sits it's a number of data structured data, unstructured data, which I need to bring together, which I will need to semantically compare with each other, contextualize and then build an integrated data environment which pulls data out of the IT systems or database system, But also enables to have different applications sitting on top of it.
So that's from structure, from the architectural point of view.
However, to enable all this, the cultural changes are quiet.
And that is one of the huge enabler, but also huge obstacle in our environment.
Certainly, as everybody who likes to fly likes the right first time approach, that is very good in aerospace. and it's one of the key. Almost doc MERS, you learn when you get into the company right, first time, we should never fit.
When you go into digital applications, you need to be very quick and learn fast. You learn and say how do you bring that together?
Well, obviously, not when you design or deliver an engine.
we want to experiment, that's why that approach of experimentation is so important to see, well, don't try it out on the full company, but try it on, in the small constrained environment whenever you have a digital application, which helps better product understanding, which helps better service delivery.
Stress, c.f.t., analytics, so fluid dynamics, et cetera, which is quite hard and very specialized, but that also means that they may form functional silos.
Digitization require cross functional teams pivot talking with each other, and getting together. So that is something which will need to enable in which we need to push towards that people actually change. We know how it changes to go out and enable that was a co locate them or co locate them known about chimp.
The current development requires a traditional product development process, which we live in terms of reviews in terms of very classic way of product development, delivering digital applications require agility, agile method, scrum, etcetera.
So, this is something people and teams need to work, and combined with a more traditional way of development processes, and digiday agility versus conventional IT infrastructure. Because we are working with so many data, so much data. All of change and IT infrastructure is quite expensive. So, therefore, the agility will need to come from digitization, from data innovation, with an application environment.
And even a large company, a kind of intrapreneurs ship, where people think about, OK, where, in my work, in a world, where is my workplace to be changed? And where will it be more efficient or, more better? if I add digital aspects to it, whatever that might be? Whether it's a kind of scrum board, whether it's a virtual, cross functional team meeting with somebody else during the day, whether it's outside the box thinking, say, Well, shouldn't we first think about connecting A, and B, before we go to traditional way? So, that is the kind of thinking which is the hardest thing to do, and there is the opportunity now, of course, in the crisis, to push this, because this is not expensive, but it's important to take people with you, and it's a spot. Because that means an aerospace, probably a lot of people have to change, and that is a more positive change, hopefully, for most of the folks.
So, in terms of a transformation journey, going forward, we need to build an IOT ecosystem and integration of this various data as a pointed out.
And we need to make value, create value out of the data, which we do by artificial intelligence or machine learning applications going forward.
So that is where this all will come together from a cultural perspective to make sense contextualization as an enabler for model based system engineering. So, how do you bring a guest on an electric engine in a hybrid electric propulsion system together?
Yes, you may have optimize your gas turbine and your electric motor, but the integration, how it fits together in the most efficient way, is a key aspect, which, where digitization is a key enabler to it.
And you need a full digital twin as perfect as it can be, but to start with, with combines product and process, and because an aerospace, as the world is changing, this is a key capability to develop, and to look at potential business models going forward.
Well, it's voice, changed the business model, couple of, decades ago, to a tool to care, business model, from a service perspective. We know that will need to be further developed, potentially changed towards the needs of the future, where we may fly with small aircraft, powered by for cleaner proposed methods by hybrid electric, or even electric or hydrogen power. So those our changes, which digitization will enable, and where digitization and the transformation is required to actually enhance the business model.
So, in summary, brings us all together.
Even in times of hardship, business focus is required on the digital transformation, because it will affect the current business model, and it will affect the ability to distinguish future business models.
The transformation requires a change in the tools, the methods and processes, and the workplace itself.
And so, personally, I don't think everybody is going to work from home in the future.
But I do thing, on the other hand, that, in 10, 20 years, company, which, at the moment, like Roads Voice, it sells a Berlin where most of the people working together here on-site. This model won't exist either, because you might get your talent from states and South America, and Africa, or wherever it is available, and brings them somehow altogether. So how do we make this work, and how do we enable that with the right to Exit and the processes? Deviation of data inflammation is important to better characterize the product and its life cycle.
So whenever you all to improve your production process, don't only think about the impact it has on your production process to make it linear. one key aspects. Quick benefits.
Yes, But it will have the key impact on the product and its life cycle, and that will need to be looked at together and make it fun by using virtual augmented reality methods. So, gamification is here as well.
I wouldn't necessarily call it the game, but VR and AR Technologies is helping usually to have a more visual workplace in terms of how your factory works, and how operation of data in a product development, but also in the production environment, OK. So, how can we extend the Digital twin? So, the future is here. Even so it's bumpy. And thank you very much. And I would ask you, if you have any questions, please ask them. Thank you.
Excellent presentation. Thank you for that. I mean, it's such great insights, We appreciate that and we got questions that have come up here. And I'm going to ask the first one on intra partnership, You mentioned that in the end, it's a topic of interest for a lot of us. And I'm curious on your Thiel's in the organization on how can you, what are some of the things you can do to foster more intra partnership in the organization?
one of the key aspects I think give people the ability to infer influenza a process of working with and the team Sarah working with us. So.
I worked a lot in terms of transformation and Alton what leadership would mean? And leadership doesn't mean you're told you work out what to do, but you coach them to how to do their work better. So, going more to a coaching. So, people in our company sometime then, when you work with IT systems, it's like, younger people go to the reception when their hand, and all the digital knowledge, that. Now, that go to IT to it. Which I think is often, therefore larger company.
So, you need to give that ability back to them and say, well, you've got the tools, you, you. you should think about how can you improve the way you're dealing with and how can you do your job differently. Because we're going into a different way. So, it's more of a mindset. And eventually, you will find out there is a lot of flexibility in terms of what you can change in your own work environment, and we can embed. It can make a change in that aspect, and how people work together, and how you actually execute.
And on that subject, what mechanisms does the organization have to to get people's ideas, You know, and find new ideas, new approaches? Do you have mechanisms for that communication to flow?
Ann, the two mechanisms, the first one is certainly training but more an innovative way to explain what how people can actually implement a more digital digital mindset, which is not a yogi but more integrative. Think about the other functions.
Second, this gets them to power.
Gives them the freedom to innovate.
That is harder, but we're using it for some teams going forward.
Bring them together, and say, Well, you've got some time to think about, to develop innovative solutions, do something, use it, then come back and show us after you've established to start with that.
So, obviously, there could be more, That could be, I would imagine, like, going even further and giving people space to do that work. But that's kind of the way to do it.
And what is the process like for when these ideas emerge in their organization? What does a typical process that you follow to prioritize, what you need to work on?
Um, was a typical, but the certificate frozen, obviously, is that, you have, you have a task list, which is managed, but that's quite fluid in a way.
So, I think a lot of people, especially when we talk about the people who work on innovation, which, and, which is quite a lot, obviously, is the adds the ability to agree what priorities we want to work on, what are I would call them maybe from their perspective: first pet subject, but on the other aspect. Where can they really add value and sink in a more entrepreneurial, but it's hard, because obviously that's not how are you? What's the starting point is? the starting point is OK, there is a team that gets at Task and they have to deliver. But the way to do it there is more focused not think about don't don't be on your mousetrap.
Think about what can be done differently, awake and digital tools that help.
Very good. And, you know, you work in an environment that is heavily technical and filled with very capable as Martin engineers. I have had very similar experiences in my life, my professional life, as well. And the S, and I'm an engineer myself, I assume that you are as well. And it can be challenging, because engineers can be highly innovative, but they are also very stubborn, and sometimes they know their idea is the best idea. And they are not so good as as implementing someone else's idea sometimes. And the how do you foster a more collaborative environment in a highly technical group like that?
So before, it's clearly co-location, bring people from different functions together, is sitting in larger offices rather than the ascended areas. The second is on that.
The system thinking is important, and systems thinking requires, by definition, and more digital view, in terms of bringing data and innovation together.
So, that is that. Another key aspect and focusing on how do you, how do you get to a better system? Understanding system, is not on the technical system, but the overall production system, including manufacturing aspect. So, bringing people there, and bringing people and folks down to the production area, and say, Down. Because it's, it's usually a little town. Where he earned engineer. And then, you know, you're going on.
So they could look and say, well, what's happening with my part of the 10000 flight hours? Oh, that's interesting. So, bringing brings that aspect. So that obviously, that in itself sometimes enables a mindset change. And similar now, we'll have to think about, OK, guys, how do you wonder how do you think you're going to fly in 10 to 15 year ... or whoever?
Or if we talk about different aircraft which are not as big, but smaller because they will have more electric propulsion. How do you want to fly out as it worked for you in a sustainable way. So that's, again, bring that thinking towards them, towards everybody so they can start imagining what this could mean and what that could mean for the jobs.
Very good, very good. And then Martinez has a question here for you. She says, that great presentation. When it comes to the airline operators, do you believe that they are fully digital right now? And what are your thoughts, thoughts, and maybe what may need to change with them?
Thank you for the question.
So the airlines operators, though, there are the operations. So let's think they're heavy digitized, already. The key aspect, which I think sometimes you can follow the news of the question, Who owns what data? Yep. So the airline operators and all of you own most of the data, but we can make sense of the data for the engine. That's going to be an ongoing discussion going forward. And I think they will need to be a partnership as well, I'm talking about systems thinking, and integration of partnership between the operators, whoever, the rest, the aircraft manufacturer, and the propulsion system.
Generator, as we would call our research to get adjoined understanding of the data because we could argue that, out of our understanding, that engine better operates in whatever Mediterranean, rather than an Anodic environment. But it's up to the operator to use that information. And, actually, it just the operations according to it. So the huge amount of collaborations required and not a competition around the data, so that is important.
Very good. And we have time for one more question. So, I'm getting this one from ... Dear here, and the question is, and you talked a little bit about this. In a controlled industry, heavily regulated like aviation. How does fail fast and learn fast work? And, are there any governance controls, put around this inter apprenticeships? So, how do you balance the need to fail fast, Succeed sooner with with the with the needed controls that they haven't, They that's required in the business. How do you find the balance?
Yeah, obviously, one of the most important question we're dealing with. So, obviously, we're not abolishing the more rigid product development process. Because we need a lot of reviews to enable safety and reliability for our product. However, what we do and those iterations, first of all, we started to innovate the way, are we iterate between different design standards. So, how do you change the product iteration process in a way that this is less? It is still certainly formalized format requires interaction, and requires a little bit of an adapted scrum approach.
So we we are almost fusing the traditional approach an execution approach where say well now we've defined the concept we need to deliver where we deploy even an engineering command methods. And a more iterative approach from Kanban perspective from Scrum perspective, where teams come together and a cross functional team and actually turn around the solution. So, that is a fusion of the different processes is the key here to make sure people first understand the concept.
Second, when you talk about not a product, Android product, but about the enabler like digital solutions development, that this is an area where they can actually go in or fail fast quick, learn fast, very quick scenario. So, but, it's important to actually talk to the people, and make them aware that certainly not all we do the engines, but how we will look at aspects of the product development.
Terrific. Hi! Thank you so much for sharing your deep expertise in the industry, A fantastic presentation. We really appreciate your thought leadership and sharing that with us.
Thank you. Thanks, everybody.
All right, ladies and gentlemen, this concludes our final segment of the day before our, our conference. And I am.
I am always a little bit sad because we've finished this one, and I'm excited about the next one. And the next week, we have Business transformation, operational excellence digital with a focus on financial services. So financial services live next week, july 28th, through July 30th. At this same channel. So, please make sure that you register for that look, We're going to bring some of the greatest companies of our time in the finance industry, and some of the great thought leaders in those organizations. And, of course, we're going to be talking about digital transformation enterprise, architecture, RPA, applications, technology applications in general.
But also culture and the, and the, and people that, the, and what we need to do to keep advancing our industries, our organizations, and us, professionally and personally. So, leave your comments, join us on LinkedIn. If you have comments for the speakers, for the conference. For myself, make your comment on LinkedIn, will reveal those comments, we'll say still say hi back, and that we can keep the conversation going that way, And that I look forward to seeing you next week at financial services live. Have a good rest of your week and weekend and, and be well.
Business Development Consultant Digital (R2DL),
Rolls-Royce.
Extensive professional and leadership experience in Aerospace Engineering, Project Management and Business Transformation/Improvement. Professional in delivery of complex Aerospace projects.
Very good record of delivering projects. Excellent networking capability. Experienced in Continuous improvement, Lean thinking, Quality management, Six Sigma and Industry 4.0 / Digitization.