Preparing for Takeoff: Breakthrough Process Innovation at Rolls-Royce

8/9/2019 Preparing for Takeoff: Breakthrough Process Innovation at Rolls-Royce

1/10

Preparing for Takeoff:

Breakthrough Process Innovation at Rolls-Royce

Simon Ford, Lan Tao and David Probert

Institute for Manufacturing, University of Cambridge

Abstract

Since their first application in the 1980s, bladed disks (blisks) have become integral components in jet

engines. In this case study we examine a technological advance in joining techniques by following the

successful development of linear friction welded (LFW) blisks at Rolls Royce. Initiated in 1984 and

spanning over 20 years of R&D activity, this advance represents a significant breakthrough in the

blisk manufacturing process, as it provides further improvements to weight, aerodynamic efficiency

and cost.

Providing a historical account of this project, we describe how Rolls Royce drew on Government

funds to engage in exploratory collaborative research with TWI and MTU before a workshare

agreement on the Eurofighter Typhoon allowed for entrepreneurially opportunistic behaviour.

Engagement with lead users when developing blisks for the Eurofighter provided Rolls Royce with

niche commercialisation, learning opportunities and the platform to demonstrate the capability of LFW

blisks for adoption in the Joint Strike Fighter (JSF). This episode highlights how successful

rea roug nnova on n e aerospace n usry erve rom a ong- erm comm men o

exploratory research and a strategic development focus prior to commercialisation.

PICMET 2008 Proceedings, 27-31 July, Cape Town, South Africa (c) 2008 PICMET

629


2/10

Introduction

Background to this presentation

Structure of this Presentation

Defining breakthrough innovation

Generic characteristics of established firms

Challenges facing established firms; common factors inhibiting

breakthrough innovation

How did Rolls Royce generate a breakthrough process innovation?

The case of the development of linear friction welded (LFW) blisks at

Rolls Royce (1985-2003)

Discussion of RRs pursuit of breakthrough process innovation

Consequences of RRs approach and its distinctive features

Implications for other firms attempting breakthrough innovation

The case presented forms part of a wider investigation at the

Institute for Manufacturing, University of Cambridge into how

Background to this Presentation

established firms attempt to generate breakthrough innovations.

This project is one component in a collaborative research program in

the UK, the EPSRC/ESRC/AIM funded Innovation and Productivity

Grand Challenge, between researchers at the Universities of

Cambridge, Cranfield, Loughborough and Liverpool, along with

Imperial College.


630


3/10

We define breakthrough innovations as being either:

Defining Breakthrough InnovationRadical, discontinuous, disruptive?

Innovations that represent significant technological advances in the

firms established markets (radical), or

Innovations that create new markets for the firm (so being either

incremental or radical),

with the size of these markets of a scale comparable to or larger than

the firms existing markets.

In this presentation we focus on an instance of the former, a radicalprocess innovation that represented a breakthrough in an established

market.

Generic Characteristics of Established FirmsStrengths and weaknesses

Strengths

Weaknesses

Professional management

Finance

External communication

Internal communication

Build on past skills and knowledge

Brand reputation

Organisational rigidities

Internal communication

Lack of entrepreneurial spirit

Tendency to hire the like minded

Comfortable hierarchies

Fail to make radical innovations

Minor adaptation and changes

Evolutionary strategy

Incremental innovation

Assess R&D projects through

financial selection techniques

Genetically incapable of radical

change


631


4/10

Challenges Facing Established FirmsCommon factors inhibiting breakthrough innovation

1. Learnin tra s, failure m o ia

2. Organisational inertia

3. Cultural resistance and cognitive barriers

4. Lack of incentives and aversion to risk

5. Overcommitment to current customers

Multiple blisks used in

each jet engines

The CaseBladed disk (blisk) turbine technology

Blisks traditionally

required skilled

machinists to attach

blades to central hub

using mechanical

fastenings

But time consuming

Figure: Jet engine

an expensve

Figure: 3-blisk turbine


632


5/10

The Case

Incubation Acceleration Takeoff

Three identifiable stages during the technologys development

process: incubation, acceleration and takeoff (commercialisation)

1. Incubation: experimental research into the process of linear friction

welding for blisks (1985-1997)

-.

manufacturing capability (1997-2001)

3. Takeoff: blisk manufacture for Eurofighter Typhoon and Joint StrikeFighter aircraft (2001-onwards)


In 1985, Rolls Royce was approached by The Welding Institute

(TWI), who proposed linear friction welding (LFW) as a novel blisk

manufacturing process (NB first LFW patented in 1969).

RR management recognised that this new manufacturing process

could roduce si nificant cost and wei ht savin s that it would

produce blisks of higher aerodynamic efficiency and hence greaterpower.

A small group comprising engineers from RR and TWI was formed

to begin experiments (8 members at its largest) in Bristol, UK.


633


6/10


Pilot studies led to the DTI providing 2.5m of funding for RR and

TWI to further investigate LFW for blisks (1987-1990).

German aeronautical firm MTU (also involved on development of

EJ200 Eurofighter engine) became involved through an existing

technical information exchan e a reement.

RR focused on developing the LFW machine, termed the oscillator,

while MTU focused on the necessary tooling equipment.

2 mechanical oscillators were developed as a result of the DTI

project one was retained by TWI, while RR sold theirs to MTU

(1992).


MTU decided to develop the LFW process independently, as they

had gained a place on the Eurofighter program

The RR research team turned its attention to designing their own

tooling equipment (1994)

Opportunity is revealed: Eurofighter workshare agreement was

renegotiated by member states and RR is given contract to join MTU

as blisk supplier for the EJ200 (1997)


634


7/10


Recognition that Eurofighter workshare agreeement provided an

opportunity to develop a manufacturing capability in LFW-blisks.

Strategic decision made to pursue this capability and demonstrate

this capability in readiness to join the consortium for the Joint Strike

Fi hter JSF ro ram.

But by this time RR was almost 5 years behind MTU in developing

this manufacturing capability, while in the US, GE and Pratt &

Whitney had also developed some LFW-blisk capability.


First subsequent action: relocation of the research facility to Derby

and the formation of a larger, cross-disciplinary development team.

RR realised that issues of scale-up made mechanical oscillators

problematic and that alternative forms of control needed

investi ation.

Looked outside the firm for help again and found a Californian-

based firm, MTS Systems, that had thermo-hydraulic expertise and

was able to provide turnkey solutions for oscillator and tooling.


635


8/10


Division of focus between development of process and machine

tooling for small (~0.5m diameter) and large (~1.5m diameter) blisks

Subcontracting design with MTS was often frustrating

Different working style (large vs small firm cultures)

Maintaining working relationship through regular video calls crucial

In early 2001, manufacturing capability for small diameter blisks,suitable for Eurofighter EJ200, was achieved.

6 ke blisks


Joint Strike Fighter (2003)

(5 engines/week at full volume)

Eurofighter Typhoon (2001)

(1-2 engines/week at full volume)


636


9/10

RR maintained its position at the leading edge of turbine engine

technology

DiscussionConsequences of pursuing this breakthrough innovation

Further commercial opportunities in civilian aerospace market for

larger diameter blisks were made more realisable

A number of complementary innovations were also developed (e.g.

argon gas shielding for a cleaner welding process)

Further research avenues revealed now investigating the design

and manufacture of blisks comprising alternative materials

(composites) and blade forms (e.g. hollow blades)

Willingness of RR to engage with outside partners

TWI and MTU during early development

DiscussionDistinctive features of this case

Confidentiality enabled exchange of knowledge and expertise

Through prior agreement with MTU

Initiated as required with MTS Systems

Financial support of national and local Government

DTI funding for early-stage research

Local Government grant for relocating development team to premises nearDerby

Lon -term commitment to research ro ram b RR

Strategic need recognised early and support maintained

External events motivated changes in approach

Approach by TWI provided concept for new blisk manufacturing process

Change to Eurofighter workshare agreement stimulated acceleration ofmanufacturing capability development


637


10/10

Sources of ideas, knowledge and solutions are also external to the firm and

can be successfully harnessed

DiscussionImplications for firms attempting breakthrough innovation

Need to recognise potential value of external interactions

Enabling effect of confidentiality on knowledge transfer

Leading edge technological development needs a long-term perspective

The pace of advance isnt steady or always within control

It is often punctuated by external influences, which change the landscape of

opportunities

Attempting breakthrough innovations has positive spillover effects

Other, often unanticipated, advances may be made in complementary

technologies and processes, which can give firms advantages over rivals in

emergent domains

Collaborating with competitors can be mutually beneficial RR and MTU advanced the state of the art in blisk manufacture, gaining an

advantage over their US competitors


638

Preparing for Takeoff: Breakthrough Process Innovation at Rolls-Royce

Documents

Transcript of Preparing for Takeoff: Breakthrough Process Innovation at Rolls-Royce