Souvenir-Aviation Conclave 2010

AVIATION CONCLAVE - 2010

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Aviationin

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Aviation Conclave-2010International Conference & Exhibition on

“Aviation in the Millennium: Are we geared up?”

November 18 - 20, 2010

The Aeronautical Society of IndiaHyderabad

Editorial Team

Dr. R.K. Sharma, DRDL

Shri K. Rambabu, RCI

Shri Sandeep Kumar Pal, DRDL

Shri T. Ashok Babu, ASL

Shri N. Venkatesh, RCI

Shri Ch. Surya Kiran, ASL

Dr. Sree Ramana, RCI

Shri KVS Nagendra Babu, RCI

Aviation Conclave-2010

The Editorial Team acknowledge the devoted work of all the people who have contributed to the Publication

of this volume and dedicated their valuable time and resources towards realization of the proceedings

Contents

Foreword 5

Messages 7

Advisory Committee 28

Organising Committee 29

Invited Lecturers

1. Dr. R. Chidambaram, “Research, Innovation and Re-innovation - Aeronautics to Rural” 35

2. Prof. Roddom Narasimha, “The Coming Turboprop Revival “ 37

3. H. S. Khola, “Aviation Policy Evolution during liberalization of Aviation in India” 39

4. Girish Deshmukh, “Aviation & Aerospace – Infrastructure Perspective” 40

5. P.S. Goel, “Aviation Policy and Infrastructure: Issues and Inner Contradictions - Is there a way ?” 41

6. Ravi S Menon, “The Indian MRO industry - An insight” 43

7. Yair Ramati, “Aerospace Market and Trends: Towards 2020 – in the wake of Globalization 47

8. V. Sumantran, “India’s Aerospace Sector – A Roadmap and Role for Private Sector” 48

9. Dr. Peter Gutsmiedl, “Military Aviation : Cassidan Approach in India” 58

10. Dr. Kota Harinarayana, “Aviation in India : Opportunities and Challenges” 59

11. Dr. Dinesh A. Keskar, “Invited Talk” 60

12. S. M. Kapoor, “Technologies Developed at TAAL” 61

13. P. S. Subramanyam, “Technology Challenges in Future Fighter Aircraft” 68

14. A. R. Upadhya, “Development of a Civil Aviation Industry for India” 70

15. Joseph Wlad, “Development Trends in Avionics Systems” 72

16. V. Venkata Raju, “Role of SMEs in Aviation Industries in India” 73

17. Dr. Prahlada, “Designing a Next Generation Civil Aircraft” 74

18. T. Mohana Rao, “Airworthiness Requirement For a Fighter Aircraft Engine” 76

19. Chuck Pulakhdam, “Growth of Regional Aviation Market in India” 77

20. Jean-Luc MEIFFREN and Pierre DREVET, “Snecma over a half century of cooperation experiences” 78

21. Professor P. Rama Rao, “Education, Training & Manpower Developement” 80

Contributed Articles

1. S. K. Ghosh, “Prop Fan – A Future Power Plant in Civil Aircraft” 82

2. Dr R K Sharma, “Indian Civil Aviation: Sky is the Limit” 86

3. Madhujit Roy, “A Brief History of Airlines” 94

4. Y. Sreenivas Rao and K.Hanumath Prasad, “Aviation Industry Development – Futuristic Growth in India” 99

5. U.S. Paul Russel and Souparno Sengupta, “Automatic Dependent Surveillance-Broadcast (ADS-B) –An Ultimate Concept in Modern Navigation 105

6. U.S. Paul Russel and Shilpa Rani, “Human Factors Leading to Human Errors in Aviation” 108

7. Rajeev Gupta and K. Venkateshwar, “Reliability in Avionic System Design” 115

Profile of Aviation Organisations

1. Aeronautical Society of India 120

2. National Aerospace Laboratories 124

3. Aeronautical Development Agency 127

4. The New Air India 129

5. Hindustan Aeronautics Limited 135

6. The Airports Authority of India 137

7. Pawan Hans Helicopters Ltd 140

Compendium of Aerospace Industries 143

Foreword

Aviation is a key asset for the growth of any country which can have a profound impact on Nation’s economy.With the rise in economy of the country, followed by liberalization in the aviation sector and with the entry of theprivately owned full service airlines and low cost carriers, the Aviation Industry in India has undergone a completetransformation in the recent periods.

The Indian Aviation industry is one of the fastest growing aviation industries in the world with privateairlines accounting for majority of the share of the sector of the domestic aviation market. Indian aviation sectoris poised to become one of the top civil aviation markets in the world over the next five years. The modernizationof non-metro airports, fleet expansion by airlines, service expansion by state owned carriers, development of theMaintenance, Repair and Overhaul (MRO) industry in India, opening up of new international routes by theIndian Government, establishment of new airports and renovation and restructuring of the existing airports, thegrowth of tourism industry in India and the increasing outbound travel from India have added to the growth ofaviation industry. The Hyderabad International Airport has been recently ranked amongst the world’s top five ina recent passenger survey.

India’s growing participation in intercontinental trade, globalization of aviation services, geographicaladvantages, availability of talented cost competitive manpower , outstanding technological capabilities makesIndia an ideal destination for becoming a Global Aviation Hub.

The DRDO through its major programmes like Airborne Early Warning and Control System programme,LCA development programme, KAVERI engine development programme is contributing to the development ofadvanced technologies like advanced avionics, advanced composites technologies, fuel efficient technologies, flyby wire flight control systems, advanced propulsion systems, advanced communication technologies and navigationtechnologies, which has led to national self reliance. These technologies have great potential to be applied in civilaviation sectors too, like in the development of civil aircrafts.

The Aeronautical Society of India, Hyderabad Chapter has always endeavored to promote a conduciveenvironment for the growth of aeronautics in India bringing the Industry, Academia, Scientists, Engineers andStudents on a common platform. The Aeronautical Society of India, Hyderabad Branch has accepted thechallenge and has decided to organize a three day Aviation Conclave-2010 and an International Conference &Exhibition on “Aviation in the Millennium: Are we geared up?. The conclave would provide a snapshot of theIndian Aviation Industry and the major trends in the sector. It will also seek to highlight the key challenges facedby Indian Aviation Industry.

We are very fortunate to have brought together eminent speakers for the technical deliberations. I sincerelyhope that this initiative will help us in steering an era of technology innovations and national prosperity.

(Dr VK Saraswat)Chairman, AeSI

GOVERNORANDHRA PRADESH

MESSAGE

It is heartening to note that the Aeronautical Society of India, Hyderabad Chapter

has been playing an important role towards spreading awareness about various facets

about aeronautics. I am glad to learn that Aviation Conclave 2010 and an International

Conference on “Aviation in the Millennium: Are we geared up?” is being organized

by the Aeronautical Society of India, Hyderabad Chapter during 18th - 20th November,

2010 at Hyderabad.

This is a wonderful occasion for the Aviation Experts from Government, Academia,

Industry and Research establishment both in India and abroad to come together and

share their experiences as well as to hold discussions regarding the challenges that

are ahead.

I convey my good wishes for success of the Conference.

(E.S.L. Narasimhan)

RAJ BHAVANHYDERABAD-500041

E.S.L. Narasimhan

8th November, 2010

MESSAGE

The Aeronautical Society of India has been an important facilitator for the

growth of aviation sector. I am happy to note that the Aeronautical Society of India,

Hyderabad Branch is organizing an Aviation Conclave 2010 and an International

Conference on “Aviation in the Millennium : Are we geared up?” on 18-20 November

2010 at Hyderabad.

I am delighted to know that the Scientists and experts from the field of aviation

from India and abroad are participating in the Conclave and Conference. I am sure,

the Conclave will provide an opportunity to professionals from various institutions,

Universities and industry to share their innovative ideas. I hope, the deliberations

among accomplished experts in this field will generate great enthusiasm among young

talent and encourage them to pursue work in the field of aviation. The Aeronautical

Society of India should have vision, for the next ten years, to design, development

and production of a passenger jet within the country.

I wish you all success.

10, Rajaji Marg, New Delhi – 110 011, India

Email: [email protected]

www.abdulkalam.com

Dr. APJ Abdul Kalam

Former President of India 14 November 2010

MINISTER OF DEFENCEINDIA

November 10, 2010

MESSAGE

I am happy to learn that The Aeronautical Society of India, Hyderabad Branch, is

organising an aviation conclave on the theme - 'Aviation in the Millennium - are we

geared up?'

Today, the aviation industry has gained a critical importance like never before.

Due to the rapid technological advancements, the aviation sector is witnessing a

generational shift. The Indian aviation industry is one of the fastest growing and is

attracting major international aviation companies.

The conclave will take stock of the state-of-the-art technology and suggest a

futuristic roadmap on the main thrust areas in aviation. Our scientists, researchers,

technologists and engineers will surely benefit from the exchange of ideas on this

platform.

I am sure that the conclave will be a huge success.

Please accept my best wishes for your future endeavours.

(AK ANTONY)New Delhi

Office : 104, South Block, New Delhi - 110011, Ph. : 23012286, 23019030 Fax : 23015403Resi. : 9, Krishna Menon Marg, New Delhi - 110011, Ph. : 23013611, Fax : 23013612

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CHIEF MINISTERANDHRA PRADESH

MESSAGE

I am glad to learn that the Hyderabad Chapter of Aeronautical society of India is

organizing an Aviation Conclave 2010 and International Conference on “Aviation in

the Millennium: Are we geared up ?” during 18th - 20th November, 2010 at Hyderabad.

The Government of Andhra Pradesh has taken the lead to develop the Aerospace

Industry in the State and now the State is emerging as the hub of major Aviation activities.

I congratulate the organizers and all the members of the Aeronautical Society of

India for taking the important initiative of organizing the Conclave. I am sure this

Conference would deliberate on various topics concerning the industry and evolve

strategies for further development of the industry in the State.

I wish the programme all success.

(K. ROSAIAH )

6-11-2010

K. ROSAIAH HYDERABAD

MESSAGE

I am very pleased to note that the Aeronautical Society of India is organizing an Aviation Conclave

2010 and International Conference on "Aviation in the Millennium: Are we geared up?" during 18th

- 20th November, 2010 at Hyderabad.

Aeronautics is a very important field of science and technology for India. The Discussions among

the scientists, engineers and other participants will, I am sure, address the advanced aspects of this field

and also help to build collaborative linkages at national and international levels.

On the occasion, I wish the participants all success in their deliberations.

(R Chidambaram)12th November, 2010

MESSAGE

I am happy to learn that the Aeronautical Society of India, Hyderabad Chapter is

organizing an Aviation Conclave and International Conference on “Aviation in the

Millennium: Are we geared up?” during 18th - 20th November 2010 at Hyderabad.

The Hyderabad branch of the Society has always played a pivotal role in bringing

together Scientists, Engineers, Professionals and Industrialists on a common platform

for the growth of aeronautics in Andhra Pradesh. The State Government of Andhra

Pradesh has recorded success stories in setting up of aerospace infrastructure in Andhra

Pradesh. Hyderabad is fast emerging as the Aviation Hub.

On this occasion, I convey my best wishes to the organizers and participants for

the success of Aviation Conclave.

(KANNA LAKSHMI NARAYANA)

Hyderabad

Date: 8-11-2010

KANNA LAKSHMI NARAYANAMinister for Major Industries,

Commerce & Export Promotion,Food Processing

INTERNATIONAL ADVANCED RESEARCH CENTREFOR POWDER METALLURGY AND

NEW MATERIALS (ARCI)(An autonomous R&D Centre of Department of Science &

Technology, Government of India)

Balapur PO, Hyderabad 500 005, India

Dr. P. RAMA RAOFASc, FNA, FREng.

Formerly Secretary to Govt of India, DST

November 11, 2010

MESSAGEThe Hyderabad chapter of Aeronautical Society of India has done us proud by organizing, during

November 18-20, 2010, an Aviation Conclave 2010 and an International Conference on Aviation in theMillennium: Are we geared up ?

Opening up of the aviation sector to private participation has resulted in developments hithertonot experienced: competition among carriers and lowering of cost of air travel allowing common folkstake to air journeys in hordes. The spectacular growth in air traffic is also a reflection of the country’simpressive economic growth. While there are also other happy trends in the aviation industry, whatabout aeronautics ?

It is necessary to empasise that the pace of growth in the field of aeronautics in this country is notanywhere near that of the aviation industry. Urgent steps are needed to enlarge the awareness of thecountry’s lag in several aspects of aeronautics. R&D in existing institution has to be expanded, newinstitutions need to be set up to close gaps in R&D and, most importantly, research capable humanresources have to be built up through teaching, research and training. I have no doubt that the conclavewill provide an excellent forum for participants from different disciplines including industrialists todeliberate on these critical issues.

On this occasion, I convey my best wishes for every success of the conclave.

(P. Rama Rao)Chairman

Phone : (O) 24443572/24443167 (R) 66614475, (M) 98497-65123

Fax : 0091-40-24441468, 24443168, 23752179E-Mail : [email protected]

MESSAGE

MESSAGE

I am delighted to know that the Aeronautical Society of India is organizing an Aviation

Conclave 2010 and International Conference on “Aviation in the Millennium: Are we geared

up?” during 18th -20th Nov 2010 at Hyderabad

The Aeronautical Society of India provides a forum for the members of the society,

engineers, scientists, academicians and industrialists to meet, exchange ideas and to hold

professional discussions pertaining to aviation field.

I appeal the delegates to go beyond the routine paper presentations and come up with a

rational stralegy that will not only galvanize our efforts towards achieving self-reliance but also

create an environment for transforming India into an aviation nation in the coming decades.

I hope that the conclave will richly reward the participants professionally through the sharing

of knowledge. I extend my warm greetings to all delegates, participants and organizers of this

conclave and wish a great success on this occasion.

(Shri P.S.Goel)

11, Nov. 2010

RAC/01/Gen/PSG

DIRECTOR GENERAL OF CIVIL AVIATION

TECHNICAL CENTRE

OPPOSITE SAFDARJUNG AIRPORT

New Delhi - 110 003

Date: 10th Nov. 2010

MESSAGE

MESSAGE

It gives me immense please to learn that Aeronautical Society of India, Hyderabad Branch is

bringing out a Souvenir to commemorate the Aviation Conclave, 2010 which is scheduled for 18-

20th November, 2010 at Hyderabad.

Aviation in the Millennium : Are we Geared up ? The theme of the conclave is not only apt but

need of the hour, especially keeping in view that the Indian Aviation is on fast-track.

I have not iota of doubt that the conclave would indeed offer an ideal opportunity to all the

stake-holders to congregate under one roof so as to take stock of the prevailing ground realities

and evolving the road map for self-reliant growth of Indian Aviation.

I am confident that in this conclave an important ingredient of aviation which is Communication,

Navigation and Surveillance systems for effective Air Traffic Management based on implementation

of State of Art Technologies and safety management systems would be deliberated upon which

would undoubtedly thrown up new and better ideas for ensuring seamless transition through Indian

Air Space.

I take this opportunity to wish all success of the organisers of the Aviation Conclave.

(V.P. AGRAWAL)

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24622796¢{̨ MÃ / Fax : 91-11-24641088F|-™z¬ / E-mail : [email protected]

[email protected]

ßÁ∫oyÆ uƒ™Áåúå üÁuáN˛∫mAIRPORTS AUTHORITY OF INDIA

∫Á\yƒ TÁÊáy ßƒåRajiv Gandhi BhawanSafdarjung Airport, New Delhi-110 003

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MESSAGE

I am delighted to note that Aeronautical Society of India, Hyderabad is organizing an

Aviation Conclave 2010 and International Conference of “Aviation in the Millennium: are we

geared up?” during 18th - 20th Nov. 2010 at Hyderabad.

India is now the happening place in the field of aviation, both military and civil. With the

new aircraft projects launched in the country in the field of transport aircraft, unmanned aircraft

and fighter aircraft, the need for building up capacity and enhance technology is urgent. India

is also the preferred destination for engineering services, but the competition is increasing

specially from China and East European countries. Indian Aviation organizations need to gear

up to meet the increasing demands from within and outside country.

The organizers are to be congratulated for organizing this conference to address the

needs and challenges of Indian Aviation.

(Kota Harinarayana)P&W Chair, University of Hyderabad

Hyderabad

Kota HarinarayanaP&W ChairUniversity of Hyderabad

MESSAGE

India is fast becoming a major global aerospace market due to booming civil aviation

market, both domestic and international, and simultaneous rising of technological, manufacturing

and management capabilities in the country.

It is indeed a good news that Aeronautical Society of India, Hyderabad is organizing the

Aviation Conclave 2010 and International Conference on “Aviation in the Millennium : Are

we geared up?” during 18th - 20th Nov 2010 at Hyderabad.

I am happy to note that the Conclave is covering all the relevant fields and confident that

the researchers, scientists, engineers, industrialists, managers and academicians would

deliberate all the pertinent issues and emerge with innovative ideas in the field of aviation.

I wish a grand success of the seminar.

Dr. PrahladaDated: 9th Nov. 2010 Distinguished Scientist &

Chief Controller, Research & Development(Aeronautics & Services Interaction)

MESSAGE

The booming civil aviation sector in India is gradually becoming a focal point in the global

aviation map with growing air traffic, expansion of routes followed by development of major

airport infrastructure.

It gives me great pleasure that the Aeronautical Society of India, Hyderabad is organizing

an Aviation Conclave 2010 and International Conference on ‘Aviation in the Millennium: are

we geared up?’ during 18th - 20th Nov. 2010 at Hyderabad.

The conclave will bring together industry, government, legal, financial and academic experts

from across the globe to deliberate on critical issues facing civil aviation. Efforts of AeSI in

bringing all the stakeholders under one umbrella are commendable.

I wish the Conference all Success.

(AVINASH CHANDER)10, Nov. 2010

MESSAGE

It is heartening to note that Aeronautical Society of India, Hyderabad is organizing an

Aviation Conclave 2010 and International Conference on “Aviation in the Millennium: are

we geared up?” during 18th - 20th Nov. 2010 at Hyderabad.

I would like to congratulate the organizers of this conclave for brining together an eminent

gathering to discuss this crucial area of aviation. I earnestly hope that the deliberations

expressed by scientists, engineers, academicians and industrialists in the conference would

go a long way in heralding India’s potential to the world in aviation in a big way.

I take this opportunity to warmly welcome all participants and wish the conclave all success.

(S.K. RAY)Director, RCI

Hyderabad

MESSAGE

I am happy that the Aeronautical Society of India is organizing an Aviation Conclave 2010 and

International Conference on “Aviation in the Millennium : Are we geared up?” during 18th -

20th Nov. 2010 at Hyderabad.

The Aeronautical Society of India has always been the apex body of professionals in the field

of aviation and aerospace sciences in the country for last few decades and I am proud to be

associated with it during all these years. It is indeed due to the contributions of this Society that

Hyderabad is fast emerging as the leading aviation hub. We need to attract young scientists,

professionals and technocrats to this fascinating and promising field of aviation by organizing

such events that can give a wide exposure to opportunities in this field.

I convey my heartiest congratulations and best wishes to the organizers and participants of the

conference.

(Director)

MESSAGE

I am glad to note that the Hyderabad Branch of the Aeronautical Society of India is

organising an Aviation Conclave 2010 and International Conference & Exhibition on

“Aviation in the Millennium: are we geared up” during November 18-20, 2010.

I am sure the environment created during the conclave will help to build collaborative

linkages at National and international level for achieving the desired objectives.

On this occasion, I wish all members and participants a great success during this

Conference.

(PS SUBRAMANYAM)

P.S. SubramanyamDistinguished Scientist

Programme Director (CA) & Director

ADADADADADAAAAA

AERONAUTICAL DEVELOPMENT AGENCY(Ministry of Defence, Govt. of India)

P.B. No. 1718, Vimanapura Post, Bangalore - 560 017, India

Telex: 0845-8114-ADA-IN, Telefax: +91-80-25233165 / 25238493Email: [email protected] / [email protected]

MESSAGE

I am delighted to know that the Aeronautical Society of India is organizing an Aviation

Conclave 2010, International Conference on “Aviation in the Millennium : Are we geared

up?” during 18 - 20 November 2010 at Hyderabad.

At this juncture the flagship aeronautical programmes of the country in the domains of

UAVs, aero engines and combat aircraft are crossing major milestones. The outcome of this

conference could provide excellent insight to the Indian project leaders to tackle the challenges

involved.

The country’s emergence as a technological power house must importantly include

research in this vital field of aviation I am sure that this conclave will provide an ideal opportunity

for exchange of ideas and a platform for sharing knowledge and experience.

As Director of GTRE and as the Chairman of AeSI, Bangalore Branch, I convey my best

wishes for successful conduct of this conference.

Advisory Committee

Chairman

Dr. V K SaraswatSecretary, Dept. of Defence R&D, SA to RM & DG, DRDO

Members

Dr. Kota Harinarayana, P&W Chair, Uni. of Hyderabad

Lt Gen (Retd.) Dr. V J Sundaram, Advisor, NDRF, Bengaluru

Dr. Prahlada, CC R&D (Ae&SI), DRDO, New Delhi

Shri KVSS Prasada Rao, Former Chairman, NTRO

Shri Avinash Chander, Director, ASL, Hyderabad

Shri SK Ray, Director, RCI, Hyderabad

Air Cmde (Retd) R Gopalaswami, Former CMD, BDL, Hyderabad

Shri PS Subramanyam, Director, ADA, Bengaluru

Shri P Venugopalan, Director, DRDL, Hyderabad

Dr. AR Upadhya, Director, NAL, Bengaluru

Dr. K Tamilmani, CE, CEMILAC, Bengaluru

Shri T Mohan Rao, Director, GTRE, Bengaluru

Shri PS Krishnan, Director, ADE

Rear Adml(Retd.) S Mohapatra, ED, BrahMos

Shri SK Jha, MD, HAL

Shri Anil Shakdhar, GM, Air India

Convener

Shri Vijay Kumar, AI(Retd.)

Organising Committee

Shri Capt SN Reddy, CEO, AP Aviation

Shri VLN Rao, Prog 'AD'

Shri Surender Kumar, DRDL

Dr. SK Chaudhari, RCI

Shri Adalat Ali, RCI

Shri SM Bhatia, NRSA (Retd.)

Shri G Sateesh Reddy, RCI

Shri Vijay Kumar, AI (Retd.)

Shri P Ranga Rao, INDEMAR

Shri Rajeev Gupta, CEMILAC

Shri US Paul Russel, AI

Lt Col T Kasi, RCI (Retd.)

Chairman

Shri Avinash Chander, Director, ASL

Members

Shri R Siva Kumar, Zetatek Industries

Shri Madhujit Roy, AI

Shri PKV Gouripati Sastry, HAL

Shri D Venkat Swamy, HAL

Shri MV Ramana, HAL

Dr. DR yadav, DRDL

Shri L Shoban Kumar, RCI

Shri K Rama Sharma, RCI

Shri Y V Ratna Prasad, DRDL

Shri E Vishweshwara Rao, Industries

Shri Y Sreenivas Rao, RCI

Convener

Dr. RK Sharma, DRDL

INAUGURAL PROGRAMME18 November 2010 (Thursday)

Venue: Hotel KatriyaHyderabad

Time

1700 Registration

1730 Arrival of Chief Guest

Ushering Guests on to Dais

Presentation of Flower Bouqets

Lighting of the Lamp

Invocation

1745 Welcome address by Dr. V.K. Saraswat, Chairman, AeSI, Hyderabad

1800 Inaugural Address by Chief Guest,

His Excellency E.S.L. Narasimhan, Hon'ble Governor of Andhra Pradesh

1815 Release of AeSI (Hyd) Souvenir

1820 Inauguration of Exhibition by the Chief Guest

1830 Tea

1845 Invited Talk-I: "Research, Innovation and Re innovation - Aeronautics

to Rural" By Dr. R. Chidambaram, PSA to Government of India

1915 Invited Talk-II: "The Coming Turboprop Revival"

By Prof. Roddom Narasimha, JNCASR, Bengaluru

1945 Release of AeSI Newsletter

2000 Presentation of mementos

2020 Vote of Thanks by Hon. Secretary, AeSI, Hyderabad

2030 Dinner

Session - IITime : 1130 - 1330 Hrs

Theme : Blue Skies - Growth

Chairman : Shri HS Khola, Former Director General Civil Aviation

Facilitator : Shri Adalat Ali, RCI

Title of paper Speaker

The Indian MRO industry – An insight Ravi S Menon, Director & Group Head, Air Works

Aerospace Market and Trends:Towards 2020 – in the wake of Globalization Yair Ramati, Corporate Vice President Marketing

Israel Aerospace Industries, Israel

India’s Aerospace sector – a Roadmap and Role Dr. V. Sumantran, Executive Vice Chairman,for Private Sector. Hinduja Automotive Ltd.

The trends in flight data management and associated Nicolas, Miailhe, SAGEM, Francee-services as a way to optimize airlines fleet operations

Lunch : 1330 - 1430

Session - ITime : 0930 - 1100 Hrs

Theme : Aviation Policy and Infrastructure

Chairman : Dr. V.K. Saraswat, SA to RM

Facilitator : Shri S.K. Mishra, DRDO Hqr


Aviation Policy Evolution during liberalization of HS Khola, Former Director General Civil AviationAviation in India.

Aviation & Aerospace - Infrastructure Perspective Girish Deshmukh, Head, Business DevelopmentGMR Hyderabad International Airport Ltd.

Aviation Policy and Infrastructure: Issues and Dr. PS Goel, President, INAEInner Contradictions- Is there a way ?

Tea : 1100 - 1130

DAY - 2 (19th Nov 2010)


DAY - 2 (19th Nov 2010)


Session - IIITime : 1430 - 1600 Hrs

Theme : Aviation Industries

Chairman : Dr. V. Sumantran, Executive Vice Chairman, Hinduja Automotive Ltd.

Facilitator : Shri G.C. Chandramouli, DRDL


Military Aviation : Cassidan Approach in India Dr. Peter Gutsmiedl, Senior Vice President,CASSIDIAN,Germany.

Aviation in India-Opportunities and Challenges Dr. Kota Harinarayana, P&W Chair,Hyderabad Central University

Invited talk Dinesh K Keskar, President, Boeing India

Tea :1600-1630

Session - IVTime : 1630 - 1800 Hrs

Theme - Aircraft Industries

Chairman : Dr. Kota Harinarayana, P&W Chair, Hyderabad Central University

Facilitator : Shri Sateesh Reddy, RCI


Emerging role of Helicopters in India RK Tyagi , CMD, Pawan Hans Helicopters Ltd.

Aerospace Technology developed at TAAL SM Kapoor, CEO, Aircraft Manufacturing Complex,TAAL

New combat characteristics and technologies- VI Barkovsky, Deputy Director Generalprogress to the future Russian Aircraft Corporation, MiG

Session -VTime : 1800 - 1830 Hrs

Theme - Capabilities of Indian Aircraft Industries

Chairman : Shri KVSS Prasada Rao, Former Chairman, NTRO

Facilitator : Shri Y. Sreenivas Rao, RCI

Role of SMEs in Aviation Industries in India V. Venkat Raju, MD, VEM Technologies, Hyderabad

Cultural Programme followed by Dinner : 1900 Hrs

DAY - 3 (20th Nov 2010)


Session - VITime : 0930 - 1100 Hrs

Theme : Aircarft Design & Development - Indian Scenario

Chairman : Dr. Prahlada, CC R&D(Ae&SI), DRDO

Facilitator : Dr. RK Sharma, DRDL


Invited talk SK Jha, MD, HAL

Technological Challenges PS Subramanyam, Director, ADAin Future Fighter Aircraft

Development of a Civil Aviation Industry for India Dr. AR Upadhya, Director, NAL

Tea : 1100 - 1130 Hrs

Session - VIITime : 1130 - 1300 Hrs

Theme : International Collaboration

Chairman : Shri Avinash Chander

Facilitator : Shri SM Bhatia


Development Trends in Avionics Systems Joseph Wlad, Vice President, Wind River US

Designing a Next Generation Civil Aircraft Dr. Prahlada, CC R&D(Ae&SI), DRDO

Growth of Regional Aviation Market in India Chuck Pulakhdam, Senior Aviation Executive,Embraer Asia Pacfic, Singapore

Lunch : 1300 - 1400 Hrs

33

Session - VIIITime : 1400 - 1530 Hrs

Theme : Aircraft Engines

Chairman : PS Subramanyam, Director, ADA

Facilitator : Shri US Paul Russel, Air India


Airworthiness Requirement For a Fighter T. Mohana Rao, Director, GTREAircraft Engine

Overview of GE Co-production and Richard Bertelson, GE Aviation, USco-development Programs

Snecma over a half century of cooperation Jean-Luc MEIFFREN & Pierre DREVETexperiences SNECMA, France

Session - IXTime : 1530 - 1600 Hrs

Theme - Education, Training & Manpower development

Chairman : Lt. Gen. (Retd.) Dr. VJ Sundaram


Invited talk Prof. P. Rama Rao,Former Secretary, Govt. of India, DST

Tea : 1600 - 1615 Hrs

Panel DiscussionTime : 1615 - 1730 Hrs

Aviation in the Millennium : Are we geared up? Chairman : Prof. P. Rama RaoFormer Secretary, Govt. of India, DST

Facilitator : Dr Prahlada,CC R&D(Ae&SI), DRDO

DAY - 3 (20th Nov 2010)


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Aviation Conclave -- 2010

Invited Lecture

Research, Innovation and Re-innovation - Aeronautics to RuralBy

Dr. R. ChidambaramPrincipal Scientific Advisor to Govt. of India

About the Speaker

Dr. Rajagopala Chidambaram after his early education in Meerut and Chennai, completed his Ph.Din the Indian Institute of Science, Bangalore, from where he also later got his D.Sc Degree. Hejoined the Bhabha Atomic Research Centre (BARC) in 1962 and became its Director in 1990. Hewas Chairman, Atomic Energy Commission & Secretary to the Govt. of India in the Department ofAtomic Energy from February 1993 to November, 2000. Since 2001, he is the Principal ScientificAdviser to the Govt. of India and Chairman of the Scientific Advisory Committee to the Cabinet.

Dr. Chidambaram is one of India’s distinguished experimental physicists and the research groupsestablished by him in BARC in the fields of High Pressure Physics and Neutron Crystallographyare regarded among the best in the world. Dr. Chidambaram played a leading role in the designand execution of the Peaceful Nuclear Explosion experiment at Pokhran in 1974 and also led theDAE team which designed the nuclear devices and carried out the Pokhran tests in May 1998 incooperation with the DRDO. He has made important contributions to many aspects of our nucleartechnology. He has D.Sc Degrees (H.C) from twenty Universities from India and abroad. He hasmore than 200 research publications in refereed journals and all his research work has been inIndia.

Dr. Chidambaram is a Fellow of all the major Science Academies in India and also of the ThirdWorld Academy of Sciences, Trieste (Italy). Dr. Chidambaram was Chairman of the Board ofGovernors of the International Atomic Energy Agency (IAEA) during 1994-95. He is a member ofthe Honorary Advisory Board of the international journal “Atoms for Peace”. He was also a memberof the Commission of Eminent Persons appointed by the Director-General, IAEA, in 2008 to preparea report on “The Role of the IAEA to 2020 and Beyond”. He was one of the lead speakers in theAsian Science Camp 2009 in Japan for Science – talented youth.

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He is President, Shree Chitra Tirunal Institute of Medical Sciences, Chairman of the Board ofGovernors of the Indian Institute of Technology Madras, and Chancellor of the University ofHyderabad. He is a Member of the Prime Minister’s Council on Climate Change and Chairman ofthe High-Level Committee for the National Knowledge Network. He is Honorary Visiting professorin the Department of Physics of Banaras Hindu University and also he is Distinguished Professorin the Indian Institute of Technology Kharagpur.

Dr. Chidambaram has won many Awards including the Distinguished Alumnus Award of the IndianInstitute of Science, Bangalore in 1991, the Second Jawaharlal Nehru Birth Centenary InternationalVisiting Fellowship by the Indian National Science Academy in 1992, the C.V. Raman Birth CentenaryAward of the Indian Science Congress Association in 1995, the Distinguished Materials Scientist ofthe Year Award of the Materials Research Society of India (MRSI) for 1996, the R.D. Birla Award ofthe Indian Physics Association (1996), the Lokmanya Tilak Award (1998), the H.K. Firodia Awardfor Excellence in Science & Technology(1998), Veer Savarkar Award (1999), Dadabhai NaorojiMillennium Award (1999), Dr. Y. Nayudamma Memorial Award (1999), the Padma Vibhushan (1999),the Hari Om Ashram Prerit Senior Scientist Award (2000), Meghnad Saha Medal of the IndianNational Science Academy (2002), Sri Chandrasekarendra Saraswathi (Kanchi Mutt) NationalEminence Award(2003), Homi Bhabha Lifetime Achievement Award of the Indian Nuclear Society(2006), General President Medal, Indian Science Congress (2007). Life Time Contribution Awardin Engineering ( 2009) from Indian National Academy of Engineering. A.V. Rama Rao TechnologyAward for the year 2009(2010) from Indian Institute of Chemical Technology, Hyderabad.

More recently his initiatives as Principal Scientific Adviser to Government of India, including thesetting up of the Core Group for Automotive Research(CAR) for R&D in the Automotive (CAR),Machine Tools (C-MAT) and Electronics Hardware (CAREL) the creation of RuTAGs (RuralTechnology Action Groups), the establishment of SETS (Society for Electronic Transactions andSecurity), headquartered in Chennai, etc. are making significant impact. He has emphasized theneed for ‘Coherent Synergy’ (a phrase he has coined) in India’s S&T efforts to help put India on asustained fast-growth path.

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Invited Lecture

The Coming Turboprop RevivalBy

Prof. Roddom NarasimhaChairman

Engineering Mechanics UnitJawaharlal Nehru Centre for Advanced Scientific Research

Jakkur, Bangalore, India [email protected]

ABSTRACT

With the advent of the aircraft gas turbine the world’s first turbojet and turboprop aircraft weremade within about a year of each other. In the 50s and 60s turboprop aircraft were used widely inthe world. However in more recent decades popular perception is that they represent old technology:slower in speed, bumpier in ride and in general not in the same league as the turbofan. This lecturewill argue that turboprop aircraft have some important virtues that make their revival in the nearfuture a distinct possibility. First and foremost there is the fact that a turboprop is inherently morefuel-efficient than a turbofan. In an age when fuel prices are volatile and climate changeconsiderations are going to be increasingly pressing, the lower emissions of the turbo prop canbecome a strong advantage, so that it will undoubtedly be the greener option. Furthermore a newturboprops can exploit the many advances in technology that have taken place during the last fewdecades, in such areas as computational fluid dynamics, composite structures, flight control andnoise suppression. India has a narrow window of opportunity during the coming year to take amajor initiative in the design and development of a truly modern 70-90 passenger turboprop aircraft.

About the Speaker

Born on 20 July 1933, Prof Narasimha graduated in Mechanical Engg. in 1953 from UniversityCollege of Engineering, Bangalore, DIISc in Aeronautical Engineering from Indian Institute ofScience, Bangalore in 1957. He completed his PhD (Aero and Physics) in 1963 from CaliforniaInstitute of Technology, USA, Ph.D.

At present he is Chairman, Fluid Dynamics / Engineering Mechanics Unit, Jawaharlal Nehru Centrefor Advanced Scientific Research, 1984-2009. Prior to this he was Director, National Institute ofAdvanced Studies, 1997-2004, Professor and Chairman, Aerospace Engineering Dept., IndianInstitute of Science 1962-1999, Founder Chairman, Centre for Atmospheric Sciences, 1982-89,

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Director of the National Aerospace Laboratories, 1984-1993, INSA Golden Jubilee ResearchProfessor, 1990-1994, ISRO K R Ramanathan Distinguished Professor at IISc/JNC, 1994 -1999,Chief Project Coordinator, Hindustan Aeronautics Ltd., 1977-79

He was visiting professor to Clark B Millikan Professor, or Sherman Fairchild Distinguished Scholar,California, Institute of Technology (various times since 1982), Jawaharlal Nehru Professor at theEngineering Department, Cambridge University in England, 1989-90, NASA Langley, various timesfrom 1982, University of Brussels, Chimie Physique II, Free 1970, Adelaide University, Departmentof Engineering, 1975, Strathclyde University, Department of Mathematics, Glasgow, 1971-72

His main areas of research is aerospace science, fluid dynamics and related problems in theAtmosphere. Specific areas of interest include Transition, flow control, relaminarization,hydrodynamic stability, Shock waves, Temperature distributions near the ground, Fluid dynamicsof clouds, convection, Aerospace engineering development at both technical and policy-makinglevels and Science and technology policy studies, history of science.

He received several awards and Honours. He is Fellow of the Royal Society, 1992, Foreign Associateof both the US National Academy of Engineering (1989) and the US National Academy of Sciences.(2000), Foreign Honorary Member of the American Academy of Arts and Sciences, 1999, Fellow,American Institute of Astronautics and Aeronautics, 1993, Trieste Science Prize, 2008, Fellow,The Academy of Sciences for the Developing World, Fluid Dynamics Award of the American Instituteof Aeronautics and Astronautics, 2000, Bhatnagar Prize, 1976, Gujarmal Modi Award, 1990, PadmaBhushan, 1987; Karnataka Rajyotsava Award, 1986, Fellow of all the Indian national academies ofscience and engineering, President Indian Academy of Sciences 1992-94, and Honorary Fellow ofthe Aeronautical Society of India, 1985, Distinguished Fellow, Astronautical Society of India, 2003,Honorary Fellow, Indian Institute of Science, 2008, Distinguished Alumnus of both Caltech (1986)and IISc (1988), Bhatnagar Medal, INSA 1985; Srinivasa Ramanujan Medal, Indian ScienceCongress, 1988; National Design Award, Institution of Engineers 1996, Desikothama, Viswa Bharati,Sasnti-niketan, 2008, Invited lectures at various international conferences including InternationalCongress of Theoretical and Applied Mechanics (1996), the American Institute of Aeronautics andAstronautics (1985, 1999), the Royal Aeronautical Society (1991), the Australasian Conference ofFluid Mechanics (1989, 2001), Kovasznay Distinguished Lecture at University of Houston, Texas(1994), the Royal Netherlands Academy of Sciences (1995) etc., The Sixth Yunchuan Aisinjioro-Soo Distinguished Lecturer, The University of Illinois (Urbana-Champaign) (2002), Fellow, TheWorld Innovation Foundation, UK 2000, Life Time Contribution Award in Engineering 2003, IndianNational Academy of Engineering, Aryabhata Award, Astronautical Society of India, 2004, HonoraryDoctorate from Gulbarga (1994), Roorkee (1996), Banaras Hindu University, (2002), andDistinguished Engineer Award, Engineering Staff College of India (Institution of Engineers), 15September 1995.

He was member of major advisory positions. Some of them include : Member, High PoweredCommittee, National Civil Aircraft Development, Member, Scientific Advisory Council to the PrimeMinister, Member, Space Commission, Member, Bureau International Union of Theoretical andApplied Mechanics, Co-Founder, Asian Congress of Fluid Mechanics; Member of Asian FluidMechanics, Committee 1980, Chairman 1998-2000 and President, Current Science WorkingCommittee.

He has edited more than 15 books; author of nearly 250 scientific papers and of various technical/ policy reports. Member of Editorial Board of Journal of Theoretical and Computational FluidDynamics (and formerly of) Experiments in Fluids (Springer), Fluid Dynamics Research (NorthHolland), Sadhana (Indian Acad. Sci.), Journal of Aerospace Engineering (I. Mech. E. London),Current Science (Bangalore).

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Invited Lecture

Aviation Policy Evolution during liberalization of Aviation in IndiaBy

H. S. KholaFormer Director General Civil Aviation

About the Speaker

Shri H.S. Khola born on 5th March 1942 obtained his B.Sc Engineering in Aeronautics and M. ScEngineering from UK.

He was Director General of Civil Aviation, India during April 1993 – March 2002. During 38 years ofhis service in DGCA, he has held various senior positions.

After retirement he worked as Senior Civil Aviation Advisor , ICAO (UN); Advisor – Hi-Tec Systems,USA; Advisor – Air Services Australia; Advisor – Jet Airways; Specialist Technical Advisor – Larsen& Toubro.

He has over forty years of experience in almost all the fields of civil aviation. He led multinationalteams in Afghanistan, Worked as a member of various committees of Ministry of civil aviation,India. He developed practically all the civil aviation requirements on regulation of aviation activitiesin India. He was member/advisor for committees involved in licensing of airports, selecting newplaces for airports, induction of CNS/ATM systems in India.

He played a major role in updating the air worthiness control system, introduced the system ofsafety audit of maintenance organizations.

He was member of various boards and committees. Some of them are Board of Airport authority ofIndia & Pawan Hans Limited; Governing council of Indian Metrological Department; research council,NAL.

He chaired/presided many international committees/commissions/Conferences like ICAO assemblysession 1998Technical Commission, ICAO Assembly – 1995; Asia-Pacific Air Navigation Planningand Implementation Regional Group of ICAO from 1998 – 2002.

He published about 50 papers presented in International and National conferences and in variousJournals.

He was awarded National Aeronautical Prize for outstanding fundamental and applied work inAeronautical Sciences /Technology for the year 2001.

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Invited Lecture

Aviation & Aerospace – Infrastructure PerspectiveBy

Girish DeshmukhB.E. (Electrical), Nagpur UniversityMaster of Management, IIT Bombay

Aeronautical Society of India, Life Member

ABSTRACT

Driven by the fast growing commercial aviation and increased defense spend, Indian aviation andaerospace industry is hailed as the sunrise industry of Indian economy. In the recent past, Governmentof India has brought in changes in the policy framework to help bridge the yawning gap in resources inthis industry, as also to bring in greater efficiency to support this growth.

The Indian Government encourages private investment in both the civil and defense aerospace sectorwith the goal of encouraging technology transfers and achieving indigenization. 100% FDI is permittedunder the automatic route for MRO, flying training institutes and technical training institutions. However,defense sector has more restrictions. Even if they allow 100% domestic investment, there is a cap of26% on FDI (all subject to licensing).

The speaker will explore and discuss some innovative models that can bring in established infrastructureplayers in India to act as a catalyst in the development of aviation and aerospace industry in India.

About the Speaker

Experienced professional with 25 years of work in Business development, Engineering, ProjectManagement, Engineering Design Management, Project Controls, Contracts & Supply ChainManagement, ERP & ISO Implementation.

Current: Head- Business Development, Aerospace Business GMR Hyderabad International Airport Ltd.Responsibilities include identifying opportunities, customer acquisition, Strategy formulation &Implementation, deliver financial results in accordance with Annual Plan and Strategic Plan, includingsales/ revenue. set up joint ventures, develop key partnerships and initiatives. Technical Feasibility ofNew Ventures, Negotiations for Technology Transfer, Selection of location, Lease Negotiation, BusinessPlan, Joint Ventures feasibility studies,

Industries : Aviation, Oil & Gas, Steel , Fertilizers, Power. Countries Worked in: India, Singapore & Middle East.

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Invited Lecture

Aviation Policy and Infrastructure: Issues and InnerContradictions - Is there a way ?

By

P.S. GoelPresident, INAE & Chairman, RAC, DRDO

About the Speaker

Dr. Prem Shanker Goel, took over as the Chairman RAC, DRDO on 3rd Dec 2008. Also, he isPresident Indian National Academy of Engineering (INAE), and Dr. Vikram Sarabhai DistinguishedProfessor (Honorary) at ISRO Headquarters, Bangalore.

He did BE (Electrical Engineering) from MBM Engineering College, University of Jodhpur, ME(Applied Electronics and Servomechanism) from Indian Institute of Science, Bangalore and Ph. Dfrom Bangalore University. After ME in 1970, he joined Satellite Systems Division, Space Scienceand Technology Centre (Now Vikram Sarabhai Space Centre) Trivandrum and started working onAttitude Control System for satellite RS-1. In 1972, he moved to Bangalore, as part of the IndianScientific Satellite Project (ISSP) and worked on spin control system of first Indian SatelliteAryabhata, spin Axis Orientation Control System of Bhaskara I and II, to do remote sensing fromspin stabilized satellites.

With transformation of ISSP to ISRO Satellite Centre, Dr. Goel led the development of SatelliteAttitude control in ISRO and brought many new initiatives, like developing biased momentum 3Axis attitude control system for first Indian Communication Satellite APPLE, developing zeromomentum biased 3 Axis attitude control system for remote sensing series IRS-1A onwards,developing 3-axis attitude control system for highly stable INSAT-2A/2B for communication andMet imaging from Geostationary orbit, ultimately taking over as Director of the ISRO Satellite Centrein 1997. Dr. Goel was instrumental in the development of spot imaging satellite TES with 1 meterresolution in 2001. He led the studies on first Indian Mission to moon, Chandrayaan-1.

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In 2005, Dr. Goel moved to Delhi as Secretary, Department of Ocean Development and reorganizedit into Ministry of Earth Sciences, in mission mode, integrating Atmospheric Sciences and Technologyand Seismology into the existing ocean related Science and Technology and was the first Chairman,Earth Commission. He laid the foundation of modernization of India Meteorology Department withstate-of-the-art atmospheric observation system. He was instrumental in numerical modeling basedmodern forecasting system, establishing Indian Tsunami Warning System, commissioning ThirdStation at Larsman Hills at Antarctica, the Technology Development Program for low temperaturethermal desalination from sea water and development of ocean technologies like deep ocean drillingand manned submersible.

He has received several Awards and Honours. Some of them include Padmashree by Governmentof India (2001), Outstanding Achievement Award of ISRO 2007, GP Chatterjee Memorial Award fordesign and development of satellite technologies by Indian Science Congress Association (2003),Vikram Sarabhai Award - Indian Science Association – 2007, Aryabhata Award of AstronauticalSociety of India 2005, Fellow of Indian National Academy of Engineering (INAE), Fellow of NationalAcademy of Sciences India, Fellow of Indian Academy of Sciences, Fellow of INSA, Fellow of ThirdWorld Academy, Hariom Ashram Prerit Vikram Sarabhai Award in 1983, VASVIK Award in 1992,Om Prakash Bhasin Award in 1995, Vigyan Gaurav Award of UP Government in 2002 and FIEFoundation Award in 2005

His Recent Initiatives are : Deferred Promotion for scientists in DRDO, Online submission ofapplication (through DRONA and Internet) by candidates, Augmentation of HR practices in DRDOthrough HR Consultative Body, Interview of adhoc appointed NRIs along with fresh candidates forsuitability in the labs, Technology Solutions for Law Enforcement Agencies in respect of Low intensityconflict –Report submitted to PMO, Proposal for installation of Coastal Surveillance System, Proposalfor development of ElectroOptical Border Surveillance Systems, Proposal for development of Satellitebased ELINT to map and locate radar emission world wide and Indigenous development of multibeamTWTA for RF Seeker

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Invited Lecture

The Indian MRO industry - An insightBy

Ravi S MenonDirector & Group Head - Business Development, Air Works

The Indian aviation industry is one of the most dynamic industries the world over and has witnessedan exponential growth over the last two decades. The liberalization of the Indian economy aroundthe time of the Industrial liberalization in 1986, led to the Open Skies Policy which brought about agood many private airlines competing for a market share, which until then was the exclusive domainof the National Carriers. This rapid growth and resultant competitive environment fuelled the adventof the Low cost airlines like Air Deccan, who pioneered the concept in India, Spice Jet, Go Air andIndigo among others. Air travel, which was affordable to only a select few, was now available to the“common man”. According to the latest figures released by the DGCA (Director General of CivilAviation), the total number of passengers was 29.8 million in 2009, up 30% from the previous yearto grow by a further 19% over the next 5 years. Interestingly, the Asia Pacific region accounts for32% of the world’s passenger market.

The current fleet size of aircraft is expected to grow from the present 400+ aircraft to around 720+at a CAGR of 8.3%. The environment has only gotten more and more competitive over the lastdecade. According to a report by CAPA, the domestic airline industry will incur a combined loss ofRupees 70 billion in 2009-2010 in addition to the accumulated losses of Rupees 260 Billion. Withthe economic climate showing signs of revival, it is time for serious introspection to identifyefficiencies, develop strategies, build long term relationships & cut costs. Airlines will perforce bedriven to focus on innovation, formulation of strategies, brand building if they are to survive. Thecompetition in the region is formidable with well entrenched players and an environment conduciveto growth. Now is the time for the airlines to take stock of the situation and focus on fastening theirseat belts by outsourcing non essential services such as MRO (Maintenance, Repair & Overhaul)to 3rd party service providers within the Country.

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The MRO spend currently by airlines in India is USD 500 million to grow to USD 1500 million in2020. The Indian MRO is now more of an imperative than an option. There has been much debateand speculation as to whether India has the potential to develop as an MRO hub in the region. Keystrategic alliances have been announced time and again of the Air India- Boeing, Indian Airlines-Airbus ventures in the MRO space. Most recently, the GMR-Malaysian JV which is off the startingblocks to commence in the first quarter of 2011. The fact is MRO of aircraft is serious business andcapital intensive in terms of financial outlay, creating cost efficient models and deliverables. Someof the domestic airlines have established capability to undertake their own checks. Yet, inadequacyof infrastructure requires a majority of their major inspections be farmed out to Europe, the Middleand Far East. Airframe inspections are labor intensive (70% labor & 30% materials) and constituteroughly 13% of operating costs. Currently, this 13% reflects an annual spend of USD 70 million.

Indeed, India has all that it takes to develop as an MRO hub in the region. Great geographiclocation, technically oriented and educated talent pool and competitive labor costs. The environmenthas to be conducive for growth if India is to position itself as a serious contender. Impedimentssuch as lack of space at Metro Airports, high tax regime, high customs duties and an over regulatedenvironment challenge a robust, sustainable growth. Oft repeated is the labor cost, which arbitragecannot be leveraged due to the high tax regime. Besides, a large number of engineers andtechnicians continue to migrate offshore as they feel professionally stifled in Country. The successof any MRO is fully dependent on its human resource, which determines the efficiencies in output.Skill shortages continue to plague the global industry inspite of the recession and this trend is setto continue through the next 5-10 years. The growth of Aviation and MRO activity in the Middle andFar East will lead to a high attrition of skilled mechanics and technicians. The retention of qualitytechnicians and attracting of fresh talent will be among the foremost of challenges to overcome.With a population in excess of One Billion, we owe it to ourselves to create and empower our youthto deliver the best through proper training and indoctrination in Aviation practices.

These issues must be addressed sooner than later to ensure a level playing field for the IndianMRO player in the region. India becoming a global MRO hub will translate into cost savings for theairlines, higher foreign exchange earnings, generate employment and create a new caliber oftechnically literate and competent youth.

We do not have to re-invent the wheel. Replicating successful models will short circuit the learningcurve. The Chinese MRO industry has created a niche for China in the global MRO space, growinginto a major aerospace market with substantial investments, numerous R & D and manufacturingcapabilities, largely incentivised by the Chinese Government’s full support and clear vision for thefuture.

The Indian government needs to take innovative steps to promote the MRO industry as it did withthe IT and Telecom industries, which today have become major revenue generators. To make Indiaan MRO destination requires synchronicity between the various Ministries, whose clear objectiveis to incentivise and encourage self sufficiency in aircraft maintenance in a Country blessed with alarge talent pool and competitive labor costs.

The regulatory authority too, have an important role in developing MRO capabilities. Emphasis onnew advanced training technologies will ensure the creation of the right human resource to deal

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with the complex aerospace systems both current and future. Being maintenance literate is not justa one-time occurrence, but is a continuous process. The existing training institutes must be compelledto upgrade capabilities to equip the aspiring engineers with the right knowledge sets. The regulatoryauthority must shoulder the responsibility to facilitate the process to make sure that Indian businessopportunities are captured in India, through active participation in building and securing airlinecomfort and confidence.

The government must push for the domestic MRO companies to work towards achieving globallyrecognized certifications. The fleet of various airlines includes a mix of directly purchased aircraftand aircraft that are leased. Since most of the leasing companies are either European or Americanit is imperative for the Indian MRO companies to have either the FAA or the EASA certification soas to be able to perform MRO activities. The clear benefits for the domestic airlines in availing theMRO services offered in India include cost advantage and faster turnaround time. Let us understandthis with an example of a typical airline. The domestic airlines currently rely on the internationalMROs and take their aircraft to places like Singapore, China, Malaysia and Sri Lanka for servicing.Simply put, not all airlines fly on these routes, the flights are non revenue generating and in certaincases the ferry cost is equal to the cost of maintenance of the aircraft. This means that the airlinepays the maintenance cost of two aircraft for getting one aircraft serviced. This too at a time whenthe airlines are striving hard to reduce the operating cost. The ferry time of getting the aircraftserviced in India is another advantage, which will save valuable fuel, logistic costs, lost opportunity,engine, APU and component hours. This in turn translates into more revenue for the airlines. Amajor reason why the airlines continue to look towards the international market is because of theperceived quality of service, but what is interesting to learn is the fact that at the end of the daythey are the Indian engineers who are work on the aircraft, but just at a higher cost! The safetystandards are the same globally. The use of the same network of knowledge with the same frameof reference, guarantees a consistency of approach of maintenance standards. Now is the time forairlines in India to develop relationships with Indian MRO’s, add value and realize the long termbenefits. MRO’s globally are fiercely competing in stagnant market conditions, driven to the wall byairline pressure to further reduce rates. Evidently, this is not sustainable. The future is in the IndianMRO industry which will have the advantage of helping domestic airlines save about 20% - 40% onthe total cost on airframe maintenance as compared to the rest of the world.

The aerospace industry warrants a priority sector declaration given its strategic and economicimportance. The Government could consider development funds, especially in the design andinfrastructure requirements of the sector. Further the tax incentives (both direct and indirect) akinto other service sectors, like IT and ITeS, could provide the requisite thrust and stimulus for industrygrowth. From an MRO perspective, the import of spares into India is subject to both customs dutiesand rendition of service is subject to levy of service tax. Participants in India’s MRO industry believethat the tax regime should change in order to promote the opportunity available to India in positioningitself as an MRO hub to the world.

The Current Customs Duty structure rightfully exempts the Owners and Operators of Commercialaircrafts from importing and stocking the required tools and spare parts. However, the same is notapplicable to MRO players in India who in turn service the Commercial Aircraft. This creates additionalinefficiencies in the MRO operations in providing the Tools, Ground Support Equipment and Spare

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Parts for servicing aircraft in India. The Customs Duty on MROs need to be exempt for DGCAapproved maintenance organizations (under CAR-145) for them to provide maintenance servicesin an economical manner.

The government must encourage the domestic MRO companies to work towards achieving globallyrecognized certifications. The fleet of various airlines includes a mix of directly purchased aircraftand aircraft that are leased. Since most of the leasing companies are either European or Americanit is imperative for the Indian MRO companies to have either the FAA or the EASA certification soas to be able to perform MRO activities on these aircraft.

The General Aviation sector has a substantial population of aircraft, operated by Corporate Groups,Central and State Government agencies, special mission operations & Oil & offshore operations toname a few. MRO capability to service these aircraft though ramped up in the last few years coulddo a lot better in the right environment. These aircraft are flown to the neighboring regions for theirmajor checks. Corporate aircraft such as those maintained under general aviation are as much afinancial resource as airliners are to the Country.

In the final analysis, the MRO is the vehicle for creating self sufficiency of maintenance infrastructurein the Country. The future of the Indian MRO depends on the National pride of the airlines and theGovernment. The Indian Airlines have to take a long term view and enter into strategic allianceswith the Indian MRO industry and move from a transactional relationship to a value based one. Thefuture thereafter for the Indian MRO industry becomes very bright.

About the Speaker

Shri Ravi S Menon serves as Director and Group Head - Business Development, overseeing allthe Company’s business development initiatives. He operates out of the Company’s EngineeringHeadquarters in Mumbai. Shri Ravi S Menon has been associated with Air Works for over 38 yearsand managed the Company’s affairs through its developing stages.

As a Fellow of the Aeronautical Society of India, Shri Ravi S Menon is actively involved in theIndian Aviation Industry. He is also an active member of the Confederation of Indian Industries(National Chapter on Civil Aviation). Ravi is a licensed Aircraft Maintenance Engineer and possessesa Private Pilots License.

Air Works has been in active existence since last six decades and has made several pioneeringinitiatives in various fields of Aviation. Air Works erected the first third party independent MRO(Maintenance, Repair and Overhaul) facility in India, the facility is recognized by the DGCA andEASA. Air Works is also a leader in General Aviation engineering and maintenance industry certifiedby the DGCA and authorized by a range of OEMs (Original Equipment Manufacturers).

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Invited Lecture

Aerospace Market and Trends:Towards 2020 – in the wake of Globalization

By

Yair RamatiCorporate Vice President MarketingIsrael Aerospace Industries, Israel

ABSTRACT

The aerospace market is unique, unstable and glamorous. Key parameters influencing the sector arethe global economy, industry infrastructures, geopolitical security trends and most recently environmentalissues, which have become a driving force for the entire market. The market includes: commercial andregional aircraft, business jets, cargo, Maintenance, Repair and Overhaul (MRO), aerostructures, space,Homeland Security (HLS) and security.

As the world fleet is expected to nearly double within the coming 20 years from less than 19,000 aircraftto over 36,000 aircraft, the mix of aircraft and their geographical distribution will change dramatically. IAIanticipates new trends in narrow body aircraft, MRO, cargo aircraft and the emergence of small andmedium players from the BRIC group of countries.

In this dynamic and volatile aerospace environment, IAI has identified a number of business opportunitieswhich we see as relevant to India. The aerospace sector as a relatively rapidly-growing industry canprovide unique opportunities for the specifically Indian culture and business environment.

About the Speaker

Yair Ramati is Corporate Vice President Marketing of IAI - Israel Aerospace Industries. He was appointedin April 2006. Mr. Ramati has been with IAI for over 25 years, during which time he has held variousmanagement and engineering positions. Most recently, he was General Manager of the MLM Divisionwhich combines Air and Missile Defense activities, Space Launch Vehicle Systems, communications,BMC3 (Battlefield Management, Command, Control, and Communications), Training and Simulationand other large-scale advanced programs.Previously, Mr. Ramati was Director of Advanced Programsand Director of the Arrow Program, a position he held for more than 6 years. He spent several years asa senior engineer in guidance and control, sensor and missile performance evaluation, and testing andtelemetry development.

Mr. Ramati holds BSc and MSc degrees in Aeronautical Engineering from the Technion – Israel Instituteof Technology. Mr. Ramati is signed on several patents and is the recipient of several awards includingthe Israel Security National Award (2003) and the David Israel International BMD Award (2000).

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Invited Lectures

India’s Aerospace Sector – A Roadmapand Role for Private Sector

By

V. Sumantran, Ph.D.

Executive Vice-ChairmanHinduja Automotive Ltd.

India is emerging rapidly among the comity of industrial nations as an important global customerand manufacturer. The country’s growing economic power also necessitates its growth of capabilityto look after its strategic interests. The aerospace sector is globally a pinnacle industry representinglarge scale manufacturing and enterprise, complex technological advances, and its ability entraina number of secondary and tertiary industries. In other words, the aerospace sector cannot beignored in the economic growth of India in the coming decades.

From its humble state today, India needs an aggressive roadmap to steer its course in this globallycompetitive sector. This roadmap must leverage India’s strengths in domains like software,engineering and low-cost manufacturing. It must also harness its large pool of raw talent andengineering workforce and elevate their capabilities to global standards to play a bigger role in theeconomy of the future. To do this, a few carefully selected national “anchor” programs need to beidentified and supported so that they form a kernel of growth. Furthermore, to ensure that thisevolution is sustainable, the roadmap must actively induct India’s entrepreneurial private sector ata time when the levels of aspiration are higher than they have ever been. This will lead to engagementof a larger population of entrepreneurs and technical specialists, tapping private capital, endow theprograms with a bottom-line perspective and in the process give birth to a new globally scalableindustry.

Introduction

It would be easy for anyone in India to believe that the pace of change of the world’s economicorder is accelerating. We have also come to see so many tangible pieces of evidence of that much

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used cliché – globalization. Taken together, India’s role both as a consumer of global scale and asa global manufacturer has seen greater legitimacy over this decade. As a consequence we haveseen an expansion of the Indian economy that, even after the recent global downturn, is judged tobe robust and sustainable. The last three decades have seen the average GDP growth rates advancefrom levels of about 5 percent to 6.5 percent and in the most recent phase exceed 8 percent. For2011, growth is estimated at 8.7 percent and the government has stated its objective to steer acourse where growth in excess of 9 percent is possible.

It has long been recognized that to sustain this rate of growth, India would need to not only dependon its vibrant service sector, but also stimulate faster growth in manufacturing. The eventual migrationof labour from agriculture to higher productivity jobs in manufacturing is an important factor. India’sgrowth will therefore need to depend on sectors that contribute to higher value addition as thecountry absorbs the inevitable displacement of jobs in the field of agriculture. Sector such aselectronics, autos have already stepped up the pace by increasing manufacturing capacity and inthe process have added thousands of higher paying jobs to the entering labour force.

India’s economic growth will also demand improved infrastructure – both from a quality and aquantity dimension. Communication and mobility are key enablers for sustaining economic growthand so the current and coming five-year plans are placing a lot more emphasis on infrastructureinvestment. Currently, on a global scale, India’s consumption of transportation, measured by percapita mobility, vehicle ownership or air-miles travelled significantly lag most nations. Yet, there isadequate evidence that this is changing. The commercial airline fleet in India has been one measureof this growth and over the past decade the fleet has increased over threefold. Along with this,India is also looking at activating a number of new regional airports, even as other spending onroadways and ports see substantial increase. Understandably, India is seen as one of the mostpromising growth markets for airliners (both long-haul and regional) over the next two decades.

Finally, one cannot ignore strategic sectors like defence and national security. As India’s economicfootprint increases, so too does its range of strategic interests. Not only does this need to bescaled in view of global competition with China and to a lesser extent, Pakistan, it must also addressgrowing insurgency in some parts of the country. Following a period of relatively flat spending onthe air-force, India has announced purchase intentions that cumulatively add up to a large spendingplan. Understandably, India has emerged as one of the large global purchasers for aviation militaryhardware over this coming decade. The anticipated order for MMRCA multi-role fighters, helicopters,surveillance and airlift, together rank as some of the largest spending plans for fleet upgradationglobally.

In summary, the growth of India’s aerospace sector is expected to address many objectives. Itmust be a contributor to the country’s economic development and growth, create higher-valueaddition jobs, contribute to the country’s hunger for more efficient mobility and transportation andprovide that crucial element of strategic defence and security for the nation.

Roadmaps for the future

A roadmap to promote the development of the Indian Aerospace Sector must take into considerationseveral important criteria:

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1. the roadmap must lead to substantial value addition, and job creation for the nation withclearly defined goals and milestones

2. it must manage absorption and generation of new technology in a realistic manner

3. it must recognise an inevitable phasing of complexity and scope to be globally competitiveat all times

4. it must foster the induction of private enterprise and private capital to be economicallysustainable and competitive over the long term

5. yet, it must recognise the role of national missions and trans-national anchor programs tocreate the necessary integration platforms and breeding ground for talent, skills and capitalaggregation.

Technological growth and competency development

If an objective of economic development is creation of higher-value jobs, then the strategic coursemust advance the cause of technological upgradation and indigenous competency development.As a relatively highly integrated product, aircraft embody increasingly complex technologies.Acquiring these technologies is time consuming and very often, due to their sensitive nature, this isnot easily purchased or acquired other than by painstaking local development. For example, stealthtechnology, is critical for today’s fifth-generation fighters, and this is closely guarded and suchtechnology is available only to a very limited number of nations. Building up a skill base in suchtechnologies takes a lot of time and patience.

Today, military aircraft are required to operate at the limits of performance of materials and design.Equally, commercial aircraft emphasize operation at the limits of weight and efficiency performance.Both are expected to conform to standards of safety rarely reached in other product categories.For all these reasons, the aerospace sector places enormous emphasis on design, material, productand process technology. While one can identify many small pockets in India where leading edgetechnology is available, it is for the most part limited to small improperly connected pockets that failto afford a scalable and sustainable platform. When one also factors in the role of integration, inmost areas, the state-of-the-art in the global aerospace industry has opened a considerable gapover the capabilities in India. Such a gap cannot be closed easily.

Offset opportunities

What is needed therefore is a careful selection of those technologies that can easily benefit fromknown capabilities in India, while forging advantageous external partnerships in those that offerbigger hurdles for assimilation. It is however important that these partnerships are encouraged inways that promote development of local skills. For example, early western auto manufacturers inChina (Volkswagen, GM) were required to develop local suppliers and commit to launching technicalcentres (prominently in cooperation with Tshingua University) with a stated technology transferprogram, as the price for entry into China. While circumstances may not allow such a structuredprocess, the lessons from such policy may be studied.

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In many ways, India’s stated policy involving offset obligations can address this issue. Whenmanaged well, offsets can achieve many objectives. One, they may ensure useful local value additionand contribute to the local economy and for indigenous skill upgradation. They can also lead to aneffectively lower cost product or service through use of local resources. Many global productsoften require changes to incorporate local operating conditions and these may be more effectivelyinducted by local resources. Finally they can contribute to global “best-cost” solutions even for theglobal manufacturers as they battle growing costs and resources constraints.

Software everywhere

Not only must we protect competence in a defensive manner, we must also address manyopportunities that may place Indian skills in an even more valuable position. Like many otherproducts, aircraft inceasingly depend on complex electronics and are powered by ever more complexsoftware – a domain where India’s large information technology industry finds relative ease andcomfort. Already most aircraft operate with fly-by-wire systems and control laws are effectivelyembedded in the software that “flies” the aircraft. The next horizon in military aircraft appears to beautonomous (un-manned) aircraft where such technologies become even more important.

For example, the major advance forged by the new generation Boeing 787 Dreamliner aircraft isthe massive use of optimised electro-mechanical systems in the place of the older technologyhydraulic and conventional electro-mechanical systems. Such systems make extensive use of closedloop control systems with multiple ECUs and embedded systems. Leveraging the Indian IT talentand encouraging the growing auto component manufacturing industry to take a step further, onecan see the opportunity for meaningful catch up in such technology

India’s demographics

India’s strategy must also take advantage of India’s very favourable demographics. We have gainedthe advantage of having one of the youngest global populations and the fraction of working-agepopulation to total population will give India an advantage for many decades to come. Not only isthis a macro advantage, it is now quite commonplace to see a shortage of engineers in manydeveloped economies. India’s large education system, with an enduring popularity for engineeringeducation, is an asset that can be effectively integrated into the framework of the total strategy.The increasing presence of technical centres across India, even for global companies, promises toboost the pool of technical resources and contributes to competence growth.

India’s growing manufacturing base

Over the past two decades, sectors like electronics and autos have made India’s role as a globalmanufacturing hub acquire legitimacy. Production of passenger cars has increased from a level ofabout 1 million units annually (about five years ago) to a level of over 2 million units by 2010 and by2014, production is expected to cross 3 million units. This is supported by a large supply-chain ofTier-one and Tier-two suppliers who have all come to get used to managing large-scalemanufacturing enterprises with their attendant skills of lean manufacturing, quality systems andsupply-chain management.

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India’s low-cost advantage.

Finally, India’s relatively lower cost of human resources will allow it to make a faster impact on theglobal aerospace industry. Unlike high-volume, automated manufacturing, aerospace still relies onhuman skills (admittedly at a high level) and is for the most part very labour intensive. Countrieslike Brazil have shown that a local workforce can be ex=ffectively trained in specific processes andcan quickly climb the ladder to match skills in established aerospace manufacturing regions.

Further, increased global competition in all segments places ever increasing em[hasis on cost-effectiveness. Large defence programs have seen cut-backs to budget and the growth of so manylow-cost airlines places huge demands on lower cost of aircraft acquisition and operation. Costeffective resources, adequately trained, will see string demand in any future scenario.

Step-wise Phases

Given the overall scope and complexity of the industry, any effective roadmap must define a step-wise growth. As a common case study these days, Embraer in Brazil has effectively parlayed sucha phased roadmap to achieve considerable domination of the regional jet market globally. Thisstarted with humble regional turbo-props (Bandeirante) that were required to compete with nothingmore complex than converted personal twin-turboprops (like the Fairchild Metroliner or Beechcraft1900) and over carefully planned stages evolved through the Xingu/Vector feederliners, the 135/145 family of regional jets (that shared much of the fuselage of the Xingu) before emerging with thecurrent and very successful 175/195 family of jets. Yet, when necessary, Embraer did not hesitateto collaborate with Aeritalia for the AMX advanced jet trainer and close support aircraft (leveraging,in the process, the considerable experience of Fiat/Aeritalia with the G91).

The roadmap crafted for the Indian aerospace sector must therefore comprehend not only thetechnology gap, but also the additional dimension of time and evolution. The roadmap must makeapparent, stages of evolution and capability, and in the process set out intermediate goals andmilestones. Furthermore, because one no longer operates in a world where long-term nationalprojects operate with immunity from budget cuts, the challenge will be that at each stage, theprofile of the resulting industry and sector, at each stage, must be globally competitive. This comesfrom careful selection and staging of systems and technologies that will allow the Indian sector tobe usefully contributing to national and global industry needs at all times.

Role of Private Capital and Industry

It is clear that industrial policy today predicates the role of private enterprise in order that thevarious sectors emerge to be economically self-sustainable. Yet, the aerospace sector demands acombination of investment scale, domain experience and long-cycle economics that create highbarriers to entry for most of Indian industry.

Fortunately, the last few years have seen growing confidence emerge from Indian industry coupledwith a willingness to take on investments of global scale. Furthermore, capital markets are relativelyflush with liquidity and there is an eagerness to scout for new opportunities that may offer long-term profitability. Large- and mid-sized enterprises in India are likely to welcome facilitation toentry to the aerospace sector.

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While the entry of private enterprise into complete aircraft manufacture may be a very large stepthe aerospace component sector will offer the possibility staged growth of complexity and scale ofsystem integration. Furthermore, one has seen in sectors like the global automotive componentindustry, the increasing pressures on profitability for western manufacturers have driven them tocountries like India not only for production, but also engineering and development. The samepressures are visible in the global aerospace component industry and the situation is ripe for harvest.

While the role of the component industry is less visible, when one considers that the global autocomponent industry generates five to seven times the employment generated among the automanufacturers, it is evident that encouragement of a growing aerospace components industry canbe an important component of the total roadmap.

There are several ways in which this sector may be nurtured. For a range of small to mid-sizedstructural components, requisite technology and processes may be easily acquired by Indian entitiesto make an entry. The same is also true for a limited range of avionics sub-systems. For largermore complex systems, joint ventures with established global component manufacturers may offera solution. Viability of this business model may be enhanced by incorporating obligations of “offsets”and with global export commitments. With careful execution, this roadmap may lead to acquiring,progressively, competence for larger systems.

In this respect, the emergence of a new class of Very Light Jets (VLJ) that offer business jetmissions for 4 to 6 passengers is seeing the entry of a large number of new manufacturers. Sincethese jets sell for USD 2 to 3 million compared to USD 10 to 25 million for conventional businessjets, they are bringing in a new breed of suppliers and simplified on-board avionic systems. Suchemerging sectors often change conventional rules of business and product design. This effectivelowering of entry barriers offers opportunities for new innovative entrants.

Role of national missions and trans-national anchor programs

The apex of the aerospace industry, undoubtedly, involves the full integration and manufacture ofcomplete aircraft. Needless to say, here a complex capability to harness a wide range of disciplinesand domain competence cultivated over decades is needed. Arguably, no nation has nurtured a fullproduct integration capability without active involvement of the government. Indeed, highlyindustrialised countries like Japan and Korea cannot offer globally successful examples of aircraft.Post-war Germany languished for a long period of time (for more reasons than one) before aconcerted effort backed extensively by the government for programs like the MRCA Tornado, Airbusand Eurofighter enabled the blossoming of that industry.

This is mainly because integration competence requires familiarity with all the sub-system andsystem technologies of airframes, powerplants, avionics, and the synthesis of their performance.

A common hurdle to the development of full integration capability is the restrictions placed onsensitive technology transfer, particularly for military programs. Our own LCA suffered severalyears of delays for such reasons. Therefore, much like our successful space program, unless a fewkey national “anchor” programs are promoted, the environment for honing integration skills will beelusive. In India today, we benefit from the recent developments of key programs like the LCA, the

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ALH, The IJT and Saras. If the key technical experts engaged in these programs are not supportedto continue gaining momentum in closing the technology gap in the various disciplines, we willhave squandered several decades of investment and learning.

Those critics of national programs who question the need for government support for aviation needonly look at Japan. That country, which has emerged as a real powerhouse in automobiles,electronics and ship building has chosen a different path in civil aviation. While Fuji, Mitsubishi andKawasaki are significant risk-sharing contractors who together account for over 20 percent of theBoeing 787 program, the country has been unable to parlay its technical skills into a large industry.As a result, a country such a Brazil has a far more vibrant and profitable global play in civil airlinerscompared to Japan despite having a far smaller private sector supply chain and access to advancedtechnology and electronics.

Execution of Roadmap

A hypothetical roadmap is proposed in the following section. It is merely illustrative and will obviouslyneed more debate and analysis. Yet this scenario attempts to embody the principles and approachesdiscussed above.

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An anchor program becomes the glue for the entire roadmap. Suitable programs must be chosenreflecting the country’s long-term goals and critical needs both in civil and military domains. Forexample, regional transport in India is expected to boom as second and third-tier cities developtheir airports and support infrastructure. Regional aircraft offer less complexity than full-scale airlinersand will have greater emphasis on low-cost of acquisition and operation. The proposed 70-90seater Regional Transport would offer an excellent example of anchor application that will utilisethe experience gained from the ALH, LCA and Saras programs. Further, innovative ideas regardingthe flight control systems and carbon composites structures, also gained from the LCA and IJTprograms may be leveraged. In the military domain, programs like the LCA may be expected tohave a long useful service life during which many variants and extensions (similar to the F/A18Hornet), including operation from aircraft carriers, may be anticipated. Also, one may expect thenext generation of offensive aircraft to extensively deploy stealth features and this would completelychange the effectiveness of strike aircraft in combat situations. The proposed cooperation withRussia towards development of a fifth generation fighter could be a very effective step. This wouldalso imply almost completely different design rules for which experience is limited and opportunitiesfor technology transfer are slim.

With chosen anchor programs, the roadmap may consider the main sub-systems namely:

• fuselage and aircraft structures

• powerplants

• avionics platforms

Fuselage and aircraft structures integration places considerable emphasis on design, developmentand optimisation that requires considerable domain competence. In addition, most modern aircraftemploy large extent of carbon-composites in their primary structure that require process technology.Fortunately, India has acquired the main elements of this competence allowing us to undertakesuch an endeavour immediately. Also, the nature of these structures is such that they allowdecomposition into large sub-systems that are inherently suited to out-sourcing to private sector.Already HAL is engaged in manufacture of some of the structural sub-systems including componentssuch as cargo doors, landing gear doors, air brakes, etc. While large systems like undercarriageand landing gear are still dominated by a few global suppliers and some partnerships or JVs maybe called for, many of the sub-systems of landing gears employ forgings and castings that areagain suited to engagement of the emerging private sector in India. These large suppliers may beinduced to make local investment and export oriented manufacturing (to comply with offset targets)and over time, the opportunity for assimilation of the critical technology by local organisations maybe fostered. In this way, for airframes and aerostructures, we may orchestrate the model of ananchor program and the absorption of technology through JVs and partnerships and the inductionof the private sector.

A similar plan may be envisaged for aircraft powerplants. Aircraft powerplants are complex systemsand today require technology participation from a small number of global players. Yet the manufactureand assembly of a turbo-fan is highly labour intensive. The new family of VLJs are expected to beproduced in large numbers and operate under very severe cost targets. Pratt and Whitney and

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Williams Rolls-Royce who dominate this segment manufacture these engines in high cost countries.Furthermore, many of the turbo-fan sub-systems including components such as servo-motors andhydraulic regulators are suited to manufacture by India’s growing auto component sector who arelooking for new horizons. Cost reduction, achieved by offshoring manufacture of such systems tolower cost countries like India will help build a manufacturing base in the country and simultaneously,allow assimilation of powerplant technology.

Aircraft avionics have progressed considerably over the past three decades. Yet almost all systemsincluding flight controls, powerplant controls and cockpit displays increasingly emphasize closed-loop controls with embedded systems in ECUs. Many components of this sector are suited toinvolvement of Indian private sector. Indeed, looking at adjacent developments in automotiveelectronics, many Indian organisations are engaged in global development projects for enginecontrollers and dashboard display systems. Scale up to the complexity of aerospace componentsis not too difficult.

Taken together, such a roadmap may allow the country over a specified period of time to masterthe relevant technologies and skills to emerge on a global scale. In the process, there is expectedentrainment of a large number of mid- to small-sized technology players who will make the paralleljourney to becoming globally competitive suppliers. The process will build for the nation a newindustrial sector with huge opportunities for higher value job creation. Cumulatively, this would bea significant contribution to the overall economic development of the nation.

Closure

Over the past five decades, India has managed several ambitious aircraft programs and in manycases (like with the HF-24 Marut in the sixties) had progressed some way towards closing the gapto global state-of-the art. Yet, too often, these initiatives were not sustained and in the process wehad lost much of the learnings and competence gained, in the succeeding decade. At this time, thenation emerges from having, to some degree of success, executed projects like the HAL Dhruv andthe LCA Tejas. These products, as two examples, have integrated many complex disciplines andsystems. The absence of a follow-on program that anchors the competence created, will consignthe country to yet another period of erosion of the competence gained. Specific skills, learnedthrough considerable investment, will be dispersed and fragmented and perhaps see migration tooverseas centres. India’s aerospace roadmap must ensure a few major “cohesion” programs thatserve as a glue to retain precious skills.

The course we steer must support the nation’s strategic objectives of economic development,value addition and strategic capability creation. Towards this, the roadmap must adopt a pragmaticapproach blending those technologies and sub-systems where indigenous capabilities are essentialand a process of partnering, where global collaborations serve our best interests. Along the way,the roadmap must actively encourage the leverage of private capital and enterprise in India so thata sustainable and globally-competitive industry sector may evolve.

About the Speaker

Dr. Sumantran is Executive Vice-Chairman of Hinduja Automotive, UK, the auto and manufacturingsector holding company of the Hinduja Group. He leads the group’s expansion strategy including

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entry into new sectors such as Light Commercial Vehicles, Construction Equipment, IT, Defence,Aerospace and Technologies. He is a member of the board of Ashok Leyland Ltd. and Chairman ofAshok Leyland – Nissan Ltd, a joint venture company. He is also Chairman of Defiance Tech, an ITand Engineering consultancy and Chairman of Albonair, an emission technology company basedin Germany.

Dr. Sumantran serves on the Scientific Advisory Committee to the Cabinet of the Indian Governmentand also served on the Science Advisory Council of the Prime Minister of India. He is a member ofthe Global Technology Council of John Deere, USA. He is also a Distinguished Visiting Professorat the Indian Institute of Technology, Madras.

From 2001 and until end of 2005, he was chief executive of TATA Motors’ Car business during theformative years of that business. During this period, he also led the organization through the conceptphase of the now-famous “Nano” low cost car project. He was a member of the board of TATACummins Ltd., a joint venture power-train company and TATA Technologies Inc., an engineering ITservices company. Dr. Sumantran was also Chairman of Concorde Motors, an OEM-ownedautomotive dealer network.

He served as President of the Automotive Research Association of India, the country’s leadingresearch and homologation organization for 2004-05. Dr. Sumantran chaired the EngineeringServices Forum of NASSCOM, India’s association of software and engineering service organizationsduring 2005-06.

Prior to joining TATAs, Dr. Sumantran had a 16-year career with General Motors in the R&D Centrein Detroit and subsequently served on deputation in Europe as Director, Advanced Engineering,SAAB Automobile. During this period he also held the position of “Single Voice” for all R&D andAdvanced Engineering undertaken by the GM-FIAT alliance in Europe.

Dr. Sumantran holds MS and Ph.D. degrees in Aerospace Engineering (Princeton University &Virginia Tech) and a Master’s degree in Management of Technology (Renssalaer Polytechnic).

He is a Fellow of the Society of Automotive Engineers International and served on the board ofSAE International from 2003 until 2006. He also served as Editor, SAE Passenger Car Journalbetween 1995 and 2000. He is a Fellow of the Indian National Academy of Engineers.

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Invited Lecture

Military Aviation : Cassidan Approach in IndiaBy

Dr. Peter GutsmiedlSenior Vice President, Cassidian, Germany

ABSTRACT

Cassidian Air Systems covers the air systems related activities of Cassidian, the recently renamedEADS division for Defence and Security. These activities include the complete Through Life Supportof Air Systems (combat and mission related) covering all phases from development, production,support & related training. Thus Cassidian holds all the relevant capabilities in terms for Air SystemsThrough Life Support, covering Advanced Development, Aircraft Systems & Structural Design,Testing & Integration, Manufacturing Technologies, and all the support related elements addressingMaintenance Repair and Overhaul, Logistics, Training & Follow On Capability Upgrades. CassidianAir Systems is actively increasing its relationship with India, including among others the collaborationon the LCA development, and is fostering the development of the industrial footprint in India via therecently opened engineering centre in Bangalore and the initial production cooperation around theEurofighter. The MMRCA contract would act as a key multiplier for Cassidian presence in India,allowing Indian industry to benefit from the Cassidian Technology and Capability edge and fosteringpartnership for India and global markets

About the SpeakerDr. Peter Gutsmiedl born in 1957 received his Degree in Physics from Technical University Munichin the years 1983 and his PhD in Physics from Technical University, Munich 1988. Currently heoccupies the position of Senior Vice President, Head of Engineering, EADS Deutschland GmbH,Cassidian Air Systems. Prior to this he was Senior Vice President (2005-2008), Head of ProgramManagement Strike A/C & Airborne Mission Systems, EADS Military Air Systems. Member of theBoard of following major Programs: Tornado, F4, Euro Hawk, NATO AGS, A400M, C-160, AWACS,P-3C Orion, UAV Programs, F-5, F-18, CL-289, Aerial Target Drones, Senior Vice President (2003-2005), Head of the Business Line Intelligence, Surveillance, Reconnaissance, EADS Defence andCommunication Systems, Member of the Board, Vice President (1999 – 2003), Avionics, AirborneSystems, EADS System and Defence Electronics, Senior Manager (1989 – 1998) - IT Services,Simulation, Rig and Test Facilities, DASA Military Aircraft Bavarian Academy of Science,Garching(1983 – 1988)

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Invited Lecture

Aviation in India : Opportunities and ChallengesBy

Dr Kota HarinarayanaPratt & Whitney Chair Professor,

Hyderabad Central University

ABSTRACT

In this century, Asia is the prime mover for aviation growth with India and China as the key players.In India, in the next twenty years, in the field of Civil aviation, the passenger traffic is expected togrow ten times with attendant demand for aircraft, MRO and host of other services. The demandsof military aviation in India are also quite huge. Thanks to excellent service record of our ITcompanies, India is a favoured destination for off shoring of engineering services by companies inNorth America and Europe. However our manufacturing base is poor. All the Civil aircraft and alarge percentage of military aircraft are still being imported. None of our industries are Tier1/ Tier 2suppliers in the aviation programmes of Boeing/ Air bus. While there is capability in the designfield, the capacity is inadequate. To meet the increasing demands, there is a need to scale updesign, engineering and manufacturing capacity in the country. This talk will address some of theissues and strategies.

About the Speaker

Dr Kota Harinarayana got his doctoral degree in Aeronautical engineering from Indian Institute ofTechnology, Bombay. He got his BSC (Engg) from Benaras Hindu university and M.E (Aeronautics)from Indian Institute of Science, Bangalore. He is currently Pratt & Whitney chair professor atHyderabad central university. He was President of Aeronautical Society of India in 2002 and ViceChancellor of university of Hyderabad during 2002-2005. He was distinguished Scientist of DefenceResearch & Development Organisation of India. He was the program director and chief designer ofIndia’s Light Combat Aircraft program. Has experience in the area of Aircraft Design, TechnologyManagement, Program Management, Safety & Airworthiness Management and AcademicAdministration. He is distinguished visiting Professor at Indian Institute of Technology, Bombay. Heis the technical coordinator for India-Trento/Italy S&T cooperation program.

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Invited Lecture

Invited TalkBy

Dr. Dinesh A. KeskarPresident of Boeing India

and Vice President of Boeing International,The Boeing Company

About the Speaker

Born on July 25, 1954, in Rajkot, India, Keskar received his bachelor’s degree in mechanical engineeringfrom Nagpur India with a Gold Medal in 1975. He received his master’s and doctorate degrees inaerospace engineering from the University of Cincinnati in 1976 and 1978, respectively. Further, hereceived an MBA from City University in Seattle in 1987 and was a recipient of the President’s HonorRoll. In 1994, he attended the Berkeley Executive Program at the University of California, Berkeley.

Keskar serves on several boards and organizations, including the national board of directors of theAmerican Society of Engineers of Indian Origin; chairman of Amcham India, chairman of the Federationof Indian Chambers of Commerce and Industry’s civil aviation committee; the advisory board of theCollege of Engineering at the University of Cincinnati; U.S.-India Business Council Board MemberEmeritus, which operates under sponsorship of the U.S. Chamber of Commerce; is a Fellow of theRoyal Aeronautical Society; and an Associate Fellow of the American Institute of Aeronautics andAstronautics. From 2003 to 2007, he served as a member of the board of directors of the InternationalSociety of Transport Aircraft Trading, an organization that serves as the official voice for the entirecommercial transport aircraft secondary marketplace, and was a member of the executive committee ofthe Indo-American Society. Keskar remains an active member of Indian community organizations in theUnited States.

In June 1999, Keskar was honored with the “Distinguished Alumni Award” by the University of Cincinnatifor meritorious achievement, recognized stature and conspicuous success in the imaginative blendingof engineering education with highly productive endeavors in industry. In September 2006, he receivedthe Outstanding Achievement award from the American Society of Engineers of Indian Origin.

Dinesh Keskar was appointed vice president of Boeing International and president of Boeing India inMarch 2009. He is responsible for representing the entire enterprise and for leading Boeing-wide effortsfocused on expanding the company’s local presence and pursuing new growth and productivity initiativesin India. He is based in New Delhi and reports to Shep Hill, president of Boeing International.

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Invited Lecture

Technologies Developed at TAALBy

S.M. KapoorCEO, Aircraft Manufacturing Complex

Taneja Aerospace & Aviation Ltd.

Introduction

TAAL is the company engaged in manufacture / overhaul / repair / Modification work for the fixedwing aircraft, UAV and helicopters.

TAAL established in 1992 manufactured first six seater aircraft P68C in 1994. TAAL participated inthe SARAS fourteen seater aircraft development with NAL for manufacture of complete fuselageassembly and control surfaces from 2000 to 2004. In 2006 TAAL manufactured Hansa trainer aircraftand Thorp twin seater aircraft, which were successfully test flown for the first time. In additionTAAL started exporting Thorp structures comprising of fuselage, wing, stabilizers and control surfacesto USA from 2005.

TAAL also contributed as a creative partner in the development and manufacture of Nishant UAVdesigned and developed by ADE Bangalore.

In addition to manufacture of aircraft, TAAL is actively engaged in undertaking developingmodifications of Helicopters / fixed wing aircraft such as Installation of EGPWS, ATC Transponder,Altimeter, Radar and other modifications on Seaking aircraft, Boeing 737, Dornier 228 aircraft andBeech aircraft.

TAAL has made an agreement with CAE to undertake mechanical and electrical work on theirnewly developed FNPT simulator programme. It involves complete fabrication of simulators andelectrical wiring. In addition MiG-21 simulator is already in progress at TAAL.

TAAL has completed interior furbishing on eleven seaking aircraft recently and earlier similarfurbishing was done on AN 32 & HS 748 aircraft belonging to Indian Airforce.

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TAAL has core competence in the development of tools & jigs, fabrication of sub assemblies &assemblies and manufacture of metal aircraft & composite aircraft.

Time Domain Electromagnetic System

Department of Atomic Energy, Government of India placed order in April 2009 on TAAL to Design,Manufacture, Qualification, Conducting trials and supply of CEMILAC certified housing for transmitterand receiver coils for Heliborne Time Domain Electromagnetic (TDEM) system along with towmechanism.

TDEM Antenna housing is made out of composite material of 16 mtr & 22 mtr dia for IGCAR &BARC respectively. TAAL completed the design, manufacture and qualification tests for TDEM.

The Time Domain Electromagnetic system principle:

A primary magnetic field is generated by passing high alternating current of trapezoidal shapethrough a large transmitter coil of 16 metre dia. The current is of the order of 200 amps andmagnetic moment of about 2 x 105 A-m2. The change in magnetic field induces an eddy current inthe conductor body that could be build 300-400 meter below the ground surface and this generatesa secondary magnetic field. The secondary magnetic field induces a voltage in the receiver coilassembly of 1metre dia placed coaxial with the transmitter coil. The characteristics of the receivedsignal are used to identify the conductive deposits. The transmitter of the receiver signals areused to identify the conductive deposits.

Construction

The transmitter and receiver coil assemblies are housed in a proper designed housings andsuspended by ropes to facilitate being towed by a helicopter – while maintaining the housings toremain in horizontal position during flight, over the area of survey. The power electronics with selfcontained battery is placed on board the helicopter for transmitting and recording the receivedsignal for analysis.

Conceptualization & Approval

Number of propositions were studied and discussed with experts in the field to select. The methodof aerodynamic analysis, the computer software etc., Dr. Pai, Dr. Anthakrishnan, Dr. Nitin Guptacontributed in the discussion to prepare a presentation for inviting comments from representativesfrom IGCAR, BARC, CEMILAC, RCMA, DGAQA, HAL and Dr. Santakumar, Professor at IIT Madras.Number of meetings were held with all members till acceptance of the members as adequate.

Once the aerodynamic loads were found the structural analysis was also a challenge due to multiplesupports. Multiple numbers with flexible joints and supported by ropes. Different methods ofanalysis were tried both direct and indirect to establish integrity and strength of the assembly,during review of the strength reports during number of meetings held by all the members over aperiod of time before acceptance. Accompanying couple tests, sample tests and segment leveltests were conducted to validate the strength value assumed in the analysis.

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Manufacturing

Complete manufacturing was undertaken after successful testing of a segment made as per theproposed material, layers and lay-up process.

Transmitter housing assembly is made of 20 nos. Tx. Housing segments connected by 10 nos.housing joints. Tx housing segments are made using conventional winding process with Kevlarand Glass fabric impregnated tapes with epoxy resin with wet lay-up process. Bucking coil housingis consists of 10 segments. Bucking coil housing segment is also made using winding process withKevlar and glass fabric impregnated tapes with epoxy resin.

Material : Kevlar 49 with 173 GSM, 0.25mm thickness

Glass fabric V6-8 mil, 305 GSM, 0.25mm thickness

Epoxy Resin LY5052 and Hardener HY 5052

Aramid & GFRP Detail Parts Transmission Housing segmentUnder Manufacturing

Winding Tool for Transmitter Hydraulic De-moulding tool for TransmitterHousing Segment Housing Segment

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Ground Test

Complete assembly was load tested with limit loads after suspending from 150 ft crane Forwardflight case was also simulated by applying a horizontal force while suspended from the crane. Thetests were witness by all the members from IGCAR, BARC, CEMILAC, RCMA, DGAQA, HAL andDr. Santakumar of IIT, Madras.

IGCAR, BARC and CEMILAC Officials IGCAR and CEMILAC OfficialsWitnessing the Ground Test - 1 Witnessing the Ground Test - 2

Flight Trials

Finally, on 3rd September 2010, the complete assembly with coils inside was flight tested. Theassembly was stable and horizontal to the ground at 100 kmph; having an adverse effect on helicopterlanding.

TDEM ground test at TAAL TDEM Flight test at RWR&DC flighttest center, HAL

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TITANIUM FORMING OF ENTRY DUCT

PART NO. 201X-785H-4110-202, 4113-203 & 204

Entry Duct is a part of Shakti Engine is very complex item made out of titanium alloy. TAAL wasassigned task for developing technology and manufacture the item for HAL Helicopter Division.Technology to form the part was developed through number of experiments & iteration process.

1) Blank developed theoretically keeping 10mm extra material all-round and deburr to avoidcracking.

2) This blank is rolled in a rolling machine using specially designed rollers to achieve thecontour roughly

3) A male and female tool developed with exact contour as per drawing and pressed in ahydraulic machine. The product thus pressed had a spring pack when checked using achecking media.

4) Tool reworked compensating the spring back and achieved the desired result when thecomponent was found matching to the checking media.

5) After forming operation turning operation was carried out to remove the extra material.

6) This part was tried on Assembly and found to be perfectly matching by the customer. Specialblanking tools, rolling technology, male and female die, compensation for spring back wereunique in the development of this complex part.

Entry Duct for Shakti Engine

FRAME SEGMENT BULK HEAD – II

PART NO. H301-40215 (FOR VENKATESWARA ENGG.)

Extruded section forming of 3mm thick to the desired contour and radius is very involved process.Normally such forming is carried out by stretch forming, in that process most of the materials onboth sides wasted.

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TAAL developed new technology in which no material is wasted and parts are formed by usingmale and female tool which is of 1/3rd of component size. Press forming is carried out in 100Tonpress. The forming is carried out in a gradual manner by highly skilled workmen to cover the totallength of the component. Part is checked against checking media for the angle of the extrudedsection and the contour of the part.

Tool is made out of Hylam material reinforced with thick mild steel sheet of 25mm on either side.To avoid rupturing of the cross section a snake of number of small pieces assembled togetherhaving correct contour and cross section was used to achieve the correct dimensions as per thedrawing.

Tools for FRAME SEGMENT BULK HEAD - II

Frame Segment Bulkhead - II

Today at TAAL we have the design team, technology experts and manufacturing knowledgecapable of transforming concepts into reality in minimum time frame at a competitive cost.

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About the Speaker

Shri S. M. Kapoor born on 5th Feb 1948 completed his B. Tech Aeronautical Engineering from IIT

Kanpur, Masters Degree in Business Administration from IGNOU. He is a Fellow of Institute of

Engineers, India and Member of Aeronautical Society of India.

He has vast experience in various sectors related to Aeronautical Industry like manufacture and

overhaul of transport and fighter aircrafts, helicopters, fighter engines, indigenous production lines

at HAL for helicopters and combat aircrafts and also in project management.

He superannuated in Feb’09 as Executive Director from HAL and presently he is CEO of Aircraft

Manufacturing Complex, Taneja Aerospace and Aviation Limited

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Invited Lecture

Technology Challenges in Future Fighter AircraftBy

PS SubramanyamDistinguished Scientist/ Programme Director (Combat Aircraft)

and Director - ADA

ABSTRACT

An analysis for future threat scenario for aerial combat is analysed. The requirement of combataircraft and their support systems are derived. The requirement of combat aircraft are furtherclassified as Manned Combat Aircraft and Unmanned Combat Aircraft. Various technologies requiredto enhance the combat effectiveness of these aircraft are brought out. An analysis of availabletechnologies and emerging technologies that will be required for future aircraft is made. Thetechnologies are seggregated as technologies which go on to the aircraft and the enablingtechnologies. The enabling technologies of design, manufacturing, assembly and testing areindicated. The aircraft technologies required for developing the future aircraft like stealth, advancedavionics, advanced aerodynamics configurations, etc. are also discussed.The developments in theadvanced weapon systems like directed energy weapons and precision guided munition, alsoindicated. Based on a survey of available literature the targets for the above technologies andcurrent status of developments are also presented.

An overview of the above mentioned technology aspect based on the information in public domainis the objective of the talk.

About the Speaker

Mr PS Subramanyam was born in Vijayawada Andhra Pradhesh in 1950. Mr PS Subramanyam isa graduate in Mechanical Engineering from National Institute of Technology, Warangal in 1973 andPost Graduate in Aeronautics from Indian Institute of Science in 1975. He is a Fellow of Institutionof Electronic & Telecommunication Engineers, Aeronautical Society of India and the Institution ofEngineers (India). He is a Distinguished Alumni of Indian Institute of Science

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He started his career in DRDO in 1975 and has worked in DRDL on various projects and significantlyon control, guidance and navigation of Integrated Guided Missile Development Programme (IGMDP).

He joined ADA in 1986 and held various positions. In August 2005 he has taken over as ProgrammeDirector (CA) and Director of Aeronautical Development Agency. He has been elevated toDistinguished Scientist from July 2007.

After joining ADA he has made significant contributions.

• As Project Director Systems, in Avionics design and development - setting up of varioustest and evaluation facilities like software, prototyping facility, cockpit environmental facility,dynamic integration of avionics LRUs including hardware in loop testing of avionic systemand Weapon System.

• As Project Director (Integrated Flight Control Systems), he has played a key role in design,development, testing and verification of Integrated Flight Control System.

• He has also successfully guided the design and development team to achieve flight clearanceof various indigenously developed equipment of avionic systems and flight control system.

He is vigorously pursuing the weapon, sensor and electronic warfare integration trials and inductionof additional LCA vehicles into flight test phase, Initial Operational Clearance (IOC) and FinalOperational Clearance (FOC) of the various Tejas aircraft variants. He is also leading the activitiesof the design and development of LCA Naval variant. Another important assignment he is managingis productionisation of Tejas for operational service. Currently he is also engaged in the feasibilitystudies for future aircraft programmes line Advanced Medium Combat Aircraft and AdvancedUnmanned Research Aircraft.

Awards:

• He is a joint recipient of DRDO Award for Path Breaking Research in 2002

• Scientist of the Year Award by DRDO in 2004

• Technology Leadership Award for the year 2008.

• Silicon Trophy Award for the Best Systems Lab conferred on ADA for the year 2007.

• National Aeronautics Prize by The Aeronautical Society of India for the year 2009.

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Invited Lecture

Development of a Civil Aviation Industry for IndiaBy

A R UpadhyaDirector

Council of Scientific and Industrial ResearchNational Aerospace Laboratories, Bangalore

ABSTRACT

The Indian air traffic growth has been quite dramatic since the low cost carriers took root in India.Since then, we have seen India emerge as a major market for civil aircraft. Civil aviation contributesto economic growth by efficiences in connectivity, time and projecting the image of a successfulcity or region. In this regard, as India develops economically, its civil aircraft requirements is expectedto grow as well. Our projecting are for over 1000 aircraft that will be required till 2025. This willmean over US $ 120 Billion will be spent.

On the other hand, given India’s technological skills and market requirements, there is a need andpotential for civil aircraft industry to be developed in the country. An anchor program appears to bemost releant at this time, that will provide a fillip to the development of a civil aircraft industry inIndia. In this regard, the Government has set up a high powered committee to oversee the feasibilitystudy for the development of a civil aircraft industry for India. This talk presents a broad frameworkfor a joint venture and public private partnership to develop a civil aircraft industry in India.

About the Speaker

Dr Upadhya received his B Tech and M E degrees in aeronautical engineering from IIT, Kharagpur andIISc, Bangalore respectively. He obtained his Ph D from the Cranfield Institute of Technology, Cranfield,UK in 1980 on a Commonwealth Fellowship from the Government of UK. He was a scientist at the CSIR– National Aerospace Laboratories, Bangalore from 1974 – 1986. From 1986 to 2004, he was at theAeronautical Development Agency, Bangalore closely associated with India’s prestigious Light CombatAircraft Program.

Dr Upadhya was also the Program Director during 2000-2004, for India’s National Program onSmart Materials.

Dr Upadhya returned to the CSIR - National Aerospace Laboratories, Bangalore as its Director in Dec.2004.

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He is Member of various Professional Bodies / Institutions such as: Senior Member, AIAA, Fellow,Aeronautical Society of India, Life Member and past President, Indian Society for Advancement ofMaterials and Process Engineering, Life Member and Past President, Institute of Smart Structuresand Systems, Member, Semiconductor Society of India, Life Member, Society for Aerospace Qualityand Reliability, Member, Academic Senate, Visvesvaraya Technical University, Karnataka, IndianMember, World Federation of Engineering Organisations (CSIR Nominee), Member, Board ofGovernors, Engineering Council of India, Convenor, Technical Committee, Aeronautical Researchand Development Board (AR&DB), Life Member, Swadeshi Vijnana Aandolana (Karnataka), Member,IIT Bhubaneswar School of Mechanical Sciences, Academic Advisory Committee, Member,Technology Advisory Committee of M/s Mahindra Satyam, Bangalore and Member, Flight SafetyFoundation, USA

He received several Honours and Awards such as: Elected Fellow of the Indian National Academyof Engineers (INAE), Elected Corresponding Member, Section 4 (Social Sciences) of the InternationalAcademy of Astronautics, September 2007, Distinguished Alumnus Award of Indian Institute ofTechnology (IIT), Kharagpur, Distinguished Alumnus Award of Department of Aerospace Engineering,Indian Institute of Science, Bangalore, Visvesvaraya Vijnana Puraskar of Swadeshi VijnanaAndolana, Karnataka and Visvesvaraya Technological University, in September 2008, Citationpresented by The Institution of Engineers (India), Board of Metallurgical Materials Engineering (M&M E) Division for Meritorious Service to M and M E,11 Jan 2008 at Bangalore on the occasion oftheir 21st Convention and Honoured as Engineering Personality by the Institution of Engineers atits 24th Indian Engineering Congress held at NITK, Surathkal during December, 2009.

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Invited Lecture

Development Trends in Avionics SystemsBy

Mr. Joseph WladVice President, Wind River, US

ABSTRACT

The design architecture of Avionics systems has evolved from analog systems used in early jetaircraft to federated digital systems in the 1980s to Integrated Modular Avionics (IMA) systemsused today. This evolution resulted in profound changes in the way software is certified for airborneuse as well as how systems are designed and integrated. Attendees will learn about DO-178Bsoftware certification, ARINC653 and the challenges of IMA design and certification. In addition tolearning about federated and IMA architectures, the audience will be given insight into what thefuture holds for Avionics design

About the Speaker

Joe has over 25 years of embedded engineering and marketing experience including managementroles at Safe Software Consulting, Trimble Navigation, Wind River and LynuxWorks. His previousroles include work on GPS programs and the Space Shuttle at Intermetrics, Inc., aircraft test andcertification at McDonnell-Douglas Aircraft Company and aircraft engineering at United Airlines.Joe is a Federal Aviation Administration Designated Engineering Representative for Systems andEquipment and Software. He is an active instrument-rated, private pilot and has co-authored threepatents on Global Positioning System integrity functions. Joe Wlad holds a B.S. in AerospaceEngineering from the University of Buffalo and a MBA from Santa Clara University.

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Invited Lecture

Role of SMEs in Aviation Industries in IndiaBy

Mr V. Venkata Raju,Managing Director, VEM Technologies Pvt Ltd., Hyderabad.

About the Speaker

Mr. Raju hailed from an agricultural family from W.G. Dist., and had his Mechanical Engineeringand Post Graduate Diploma in Tool Design from CITD.

Mr. Raju is a visionary always dreams of India becoming a super power in Missile Technology.

Right from the school days, he was dreaming through his independent thoughts and always wishedto become an entrepreneur. His father encouraged his entrepreneur thoughts to start an industry inhis early years. He joined in Hyderabad Connectors Ltd. to get a good feel of the industry and threeyears later he started his own company called M/s VEM Components with a humble capital of onelakh rupees in a 10/10 room, in the year 1988.

As a part of his growth plans; he started manufacturing and supply of connectors and electronicproducts to strategic Defence industries such as BDL, ECIL etc. and further expanded his productarea and propelled his company to become to VEM Technologies from VEM Components.

In pursuance of realizing his thrust of high end technologies in Aerospace & Defence, he startedbuilding up his team and infrastructure to produce Sub systems, Systems and System levelintegration for both On Board and Ground Support Systems for Aerospace & Defence applications.He got his inspiration to enter into a bigger scale from the then Honourable Defence Minister,George Fernandez, when he received the national award for excellent performance in Indigenizationin the category of electrical and electronic engineering for the year 1996-97 from Govt. of India. Hispassion is always to create new and contribute to the technology development in the country. Thecompany was accorded In house Research status by DSIR.

Over a period of two eventful decades, he converted a proprietor company into a large scale industryand could provide direct employment for more than 600 people and secondary employment formore than two thousand.

Mr. Raju continues unstinted efforts towards the sustained growth of VEM Technologies, continues todream of self reliance in Defence and Aerospace and wishes to see India excelling in these areas.

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Invited Lectures

Designing a Next Generation Civil AircraftBy

Dr PrahladaDS & CC R&D (Aero & Services Interaction), DRDO

ABSTRACT

Over the last few decades, air travel has witnessed the steepest growth amongst other modes oftravel. This growth is primarily driven by increase in the demand for faster and reliable mode oftransport for people as well as goods in the emerging new economies viz. India, China, Indonesiaetc. It is predicted that this growth will parallel the growth of mobile communication vis-à-vis landline.The governments of these countries are making all out efforts and large scale investments in thedevelopment of infrastructure to expose their newer and remotest of the places to global market.This is specially seen in India with its geographical size and terrain alongwith booming economy.As a result, there lies a huge demand for civil transport aircraft of carrying capacity of 70 to 90passengers which should be able to connect even remote places in the country and has the abilityto land and take off from shorter and not so well prepared runways. Similarly, long haul high capacityaircraft are needed for international travels. In addition to the conventional way designing the aircraftmeeting the aerodynamics, structural, materials and propulsion requirements; there is a need toaddress comfort of the passengers including cabin ergonomics, low noise, on-board state of the artinformation system in an integrated design challenge. The present paper focuses on these issuesand proposes a holistic approach to the design of a civil transport aircraft.

About the Speaker

Dr. Prahlada born on 05 February 1947 in Bangalore, is a Mechanical Engineering Graduate fromUniversity College of Engineering, Bangalore University(1969). Subsequently he got his MastersDegree in Aeronautical Engineering Department from IISc., Bangalore, with specialization in Rocketsand Missile Systems and Ph.D. in Mechanical Engineering from Jawaharlal Nehru TechnologicalUniversity, Hyderabad.

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Since 1971 he has served in various ISRO and DRDO Establishments covering VSSC Trivandrum,ADE Bangalore and DRDL Hyderabad. His areas of interest cover aerodynamics, flight controls,guidance, propulsion, system design and system engineering.

In his position as Director of the biggest DRDO laboratory, DRDL, during 1997-2005, he has providedleadership to many missile projects, new technologies and world class test facilities.

As Project Director for the mobile surface to air area defence missile system, AKASH, he hasprovided the technological and managerial leadership for about 1000 scientists/engineers workingat various development centres.

He was Programme Director for the Joint Venture Project (Indo-Russia) BrahMos and contributedto Project formulation, management and conduct of initial flight trials.

Since November 2005, as Chief Controller Research & Development at DRDO Hqrs andDistinguished Scientist, he is heading Services Interactions, International Cooperation, ForeignOffices (UK, USA and Russia), Extramural Research, Intellectual Property Rights, TechnologyAcquisition and Industry Interaction. He is also Chief Controller for Aeronautical Cluster oflaboratories of DRDO providing leadership and guidance for many important Programmes in CombatAircrafts, Unmanned Air Vehicles, Gas Turbine Engines, Avionics and Aerostats.

He has spearheaded commercialization of DRDO technologies into civilian products through acustomized programme with FICCI.

As President, Hyderabad Management Association during the year 2003-04, he took new initiativesto raise the level of activities of HMA to national level.

He has received several AWARDS and HONOURS. He is recipient of DRDO Scientist of the Year;HMA – Member of the Year, IISc Distinguished Alumnus Award, National Aeronautical Prize,“Sivananda Eminent Citizen Award 2008” by Sanathana Dharma Charitable Trust, Hyderabad, DRDOAward for Path Breaking Research/ Outstanding Technology Development 2008, Eminent EngineersAward for the year 2009 by Institution of Engineers, Delhi State Centre, Life Time AchievementAward- 2010 by Hyderabad Management Association

He was awarded honorary doctorate from Sri Venkateswara University in 2006. His other areas ofinterest cover R&D Management, Project Management, Technology Management and KnowledgeManagement.

He is Member / Fellow of various Professional Organizations. He is Fellow, Andhra Pradesh Academyof Sciences, Fellow, Indian National Academy of Engineering, Fellow, Institution of Engineers, Fellow,Society for Shock Wave Research of India, Fellow, Astronautical Society of India, Fellow, SystemsSociety of India, Fellow, Institution of Electronics and Telecommunication Engineers, Donor Member,IISc Alumni Association, Board of Trustee, Trust for Advancement of Aerodynamics of India

He has been Past President/Chairman of: Hyderabad Management Association, ISAMPE,Hyderabad Chapter, ISNT, Hyderabad Chapter and INAE, Hyderabad Chapter. He is President,Society for Aerospace Quality & Reliability.


Invited Lecture

Airworthiness Requirement For a Fighter Aircraft EngineBy

T. Mohana RaoOutstanding Scientist &

Director, Gas Turbine Research EstablishmentBangalore - 560093

ABSTRACT

An overview of Gas Turbine Engine development, KAVERI, the power plant for the Light Combat Aircraft(Tejas) and a description of the validated numerical tools, aerothermodynamic and mechanical testfacilities of the Gas Turbine Research Establishment (GTRE) used in the design are presented. Typicalengine level tests that are required for both improvement of the design and certification like the UnbalancedResponse Test(URT), Oil Interruption Tests, Power Interruption Tests, Endurance Cycle Tests, AltitudeTests and Flying Test Bed Trials are discussed in general and those of Kaveri in particular are discussed.

About the Speaker

T. Mohana Rao is the Outstanding Scientist & the Director, Gas Turbine Research Establishment (GTRE),a prominent DRDO laboratory involved in the Design and Development of Gas Turbine Engine (Kaveri)for the Light Combat Aircraft (TEJAS).

Shri T. Mohana Rao has got double graduation in aeronautical and mechanical engineering streams. Heis a Post Graduate in Mechanical Engineering from JNTU, Hyderabad. Shri T. Mohana Rao joinedDRDO in 1971 and worked in R&D (E), Pune and CRI, Koraput and GTRE, Bangalore in various capacities.He has successfully developed various sub-systems for the Kaveri engine in addition to involving activelyin the testing of Aero Gas Turbine Engines and Project Management. In the year 2009, he was elevatedto the prestigious position of outstanding scientist. He is the Chairman of the Aeronautical Society ofIndia–Bangalore Branch. Under his dynamic leadership Kaveri engine completed a land markachievements during the testing programmes carried out at Moscow, Russia. He is also instrumental indevelopment of a Marine Gas turbine engine for meeting the ship propulsion requirements of Indian Navy.

He has published many national and international papers. He led several scientific delegations on Indianand foreign missions in countries like USA, UK, ISRAEL, RUSSIA & GERMANY. He is a Fellow ofInstitution of Engineers (India) and The Aeronautical Society of India.

He received “Dr. VM Ghatge National award” for outstanding contribution to aerospace technologiesand “Award of Excellence” from All India Manufacture’s Organization (AIMO). He is also a recipient of“Eminent Engineer Award” from the aeronautical chapter of the Institution of Engineers.


Invited Lecture

Growth of Regional Aviation Market in IndiaBy

Chuck PulakhdamSenior Aviation Executive

MRO, Maintenance, Component, System, Structure, & Total Aircraft Reliability-

About the Speaker

Chuck Pulakhandam is a multi-cultural leader with deep experience in all aspects of the aviationbusiness including P&L, Sales, Operations, Procurement. Equally comfortable at developing newgrowth vehicles or driving the operational discipline demanded for financial vigor. Acclaimed leaderand innovator delivering reliable aircraft to line service. Transformed corporate culture and strategyon reliability issues and in industry compliance measures. Demonstrated professional masterymanaging people, technology, and engineering processes aimed to maximize efficiencies whilemaintaining a superior record of safety. Conversant in all aspects of reliability; systems, structuresand components for regional aircraft. Clear and motivational communicator with outstandingpresentation skills; superb in large venues. Experience ensure exceptional working rapport withteam members to propel highest levels of retention.

He is at present the Regional Sales Director (SAARC), EMBRAER ASIA PACIFIC — Singapore(2010 — 2011)

Prior to this he was Customer Account Manager, EMBRAER ASIA PACIFIC — Singapore (2009 —2010); Director/GM of operations, EXPRESSJET SERVICES - Miami, Florida ( 2006 — 2009)Senior Manager, Reliability Engineering(2003—2006); Manager, Reliability Engineering (2000—2003); EXPRESS JET AIRLINES — Houston, Texas; Reliability Engineer (1998-2000); FleetSpecialist (1997-1998); AME (1995-1997), EXPRESS JET AIRLINES — Houston, Texas; AME(1995); AME (1992-1994); AME (1989), TIMCO/CONTINENTAL AIRLINES/ MCDONALD-DOUGLASAIRCRAFT CO.

He is graduated in engineering (Elecronics and Telecommunications) from Bombay University andthen in Aircrafts Maintenance Technology and Aircraft Composites Technology from West Los AnglesCollege, Los Angles, California.

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Invited Lecture

Snecma over a half century of cooperation experiences

By

Jean-Luc MEIFFRENArea Sales Director, Snecma, SAFRAN Group, France

Pierre DREVETManaging Director, Snecma, SAFRAN Group, France

ABSTRACT

India in its quest of a fast growing and modern aviation sector is seeking possible collaborationsand joint ventures to move from a licence production to a major aircraft developer. In this contextSnecma (Safran group) is ready to share through co-operations opportunities its experience andlessons learned as gained during its transformation from its inception after World War II to thecurrent millennium.

Established at its origin as a 100% Government owned company with activities exclusively aimedat the development, production and support of military engine for the French Air Forces, Snecmamoved progressively into the civil sector to finally be part of the SAFRAN a leader in the aerospacedefence and security industry and ranked worldwide as number 1 in commercial engine for jet over100 partnership with General Electric.

Such a radical change initiated by the vision of President René Ravaud, a former Snecma CEO, hasbeen made possible trough selected co-operations, alliances and joint ventures. Snecma first steps inthe civil sector is back to the early sixties with Snecma and Bristol Siddeley cooperation around theOlympus 593 for Concorde. Although this programme never reached economic returns it allowed Snecmato learn and adapt itself to the demanding requirements of the commercial airliners. Snecma progressivelyincreased its footprint in the civil sector as a risk and revenue sharing partner of General Electric first onthe CF6-50 and then on all its derivative followed by the GE90, the GP7000 and finally the GENX. Thereal breakthrough came with the CM56 programme and the establishment in 1973 of CFM internationalas a joint company of Snecma and General Electric. Snecma has since established a joint venture withNPO Saturn for the SaM 146 powering the 100 pax Super jet airliner for the regional market and launcheddevelopment of the Silvercrest an engine aimed at the business jet market.

Jean-Luc MEIFFREN Pierre DREVET

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Snecma has also a large experience in cooperation in the military market with the Tyne, Larzacand more recently with the TP400. In this field Snecma has a long cooperation history with IndianAir Force around the M53 powering the Mirage 2000 and with HAL during the development phaseof the HJT36. Snecma is willing to further extend its cooperation with the Indian Defence sectorand share its over half a century of successful jet engine development, production and support inmutually beneficial projects. In the short term, Snecma is expecting to be awarded a contract forthe support of the development and qualification phase of the Kaveri under GTRE leadership; acontract where technology transfer is valued as a key factor for the Indian industry to successfullyenter the restricted club of military engine manufacturers.

About the Speakers

Jean-Luc MEIFFREN is a graduate of Ecole Nationale Supérieure des Arts et Métiers (EngineeringUniversity in France). He started his career as an engineer at Snecma Laboratory on 1982, in thefield of materials and testing, then as a field manager representative for supporting several Airforces and Airlines in both military and civilian aeronautics areas.

In 1990, he joined the Center of Excellence for composite materials to lead the development of advancedcomposite materials for both commercial and military engines. He then left France to USA, Austin Texas,to set of a new manufacturing facility and Joint venture between GE and Snecma, dedicated for aerospacecomposite parts and assumed the position of Manufacturing & Quality Director (1996 - 1998). After hemoved back to France, He was then Marketing & Sales Program Manager more oriented to commercialengines services. Since 2005 has been assigned the task as Area Marketing & Sales Director for salesand services sales of military engines such as Larzac, M53, M88 engines in several countries all overthe world as well as for Kaveri engine in India developed by GTRE.

Pierre DREVET, graduated from the National INSA Mechanical and ENSICA AeronauticalEngineering schools in Toulouse, France.

Mr. Pierre Drevet joined Snecma in August 1973. His first assignment was in acoustics where he wasprimarily associated with the research on effective noise suppression devices for supersonic transportaircraft before working on optimization of low noise design features for the CFM56 engine family. In1983, he joined the Sales organization with the responsibility of coordinating new CFM56 engineapplications with the European airframers. In this activity, he contributed successfully to the launching ofthe CFM56-5 version powering the AIRBUS A320 aircraft family. In late 1986, he moved to Cincinnati,Ohio, where he joined the CFM International team in charge of Program coordination between the twoparent companies. After his return to France in August 1990, he joined the Project organization where heassumed the function of CFM56-5A and —5B Program Director within the CFM International organizationuntil 1998 where he has been assigned as Program Director of the commercial engines in cooperationwith GE (CF6-LM6000-GE90 and GP7000).

End of 2000 he has been assigned the task as Managing Director to set up the joint company AeroPropulsion Alliance with the task to negotiate and conclude the TP400 contract with AMC afterwhich he set up the operations of the joint company Europrop International in charge of the executionof the TP400 contract. He then moved back in 2003 to the Snecma military division with differentoperational responsibilities and is today in charge of the M53,ATAR,Tyne and Larzac programmes.

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Invited Lecture

Education, Training & Manpower DevelopementBy

Professor P. Rama Rao*Former Secretary to Government of India,

Department of Science and Technology

About the Speaker

Professor P. Rama Rao, presently Chairman, Governing Council, ARCI, Hyderabad, obtained hisPh.D. degree in Physics-Metallurgy from Banaras Hindu University (BHU), Varanasi, India in 1964.He was a post-doctoral research associate during 1966-67 at the University of Pennsylvania. Hestarted his career as a faculty member of the Department of Metallurgy at the Indian Institute ofScience, Bangalore in 1960 and then moved to BHU in 1962 as a Lecturer. He was appointedProfessor of Physical Metallurgy at BHU in 1975, in which position he continued till 1982. For thenext 9 years he served as Director, Defence Metallurgical Research Laboratory (DMRL), Hyderabad.He was elected to the position of Distinguished Scientist in DRDO in 1989. In 1991 Professor Raowas appointed Secretary to Government of India, Department of Science and Technology, aposition he held till 1995. Additionally, he held charge as Secretary, Department of OceanDevelopment. Subsequently, during 1996-99, he served as Chairman, Atomic Energy RegulatoryBoard, Government of India and as Vice-Chancellor, University of Hyderabad during 1999-2002.He was appointed a Member of the Atomic Energy Commission, Government of India in 2004. Hewas awarded a distinguished Professorship by the Indian Space Research Organisation which heheld during 2002-07

Professor Rama Rao has over 240 technical publications, including journal papers, edited volumesand published conference proceedings, to his credit and he has served on the editorial boards ofnational and international journals. He has been elected Fellow of The Royal Academy ofEngineering (U.K.), Third World Academy of Sciences (Trieste, Italy), Ukranian Academy of Sciences(Kiev), Indian National Science Academy, Indian Academy of Sciences, National Academy ofSciences, India and Indian National Academy of Engineering. He was elected President, IndianAcademy of Sciences in 1995 for a three year term. Subsequently he was elected President, Indian

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National Academy of Engineering in 2001 for a two year term. He has been also General President,Indian Science Congress Association (1997-98), President Indian Institute of Metals (1990-91)and President Materials Research Society of India (1992-94). He has just been elected President,Indian Nuclear Society. He was earlier President, International Congress on Fracture (1989-93)and more recently Vice-President, International Union of Materials Research Societies (2002-03).

He spearheaded the setting up of the following institutions: The Heavy Alloy Penetrator Plant (HAPP),Tiruchirapally, (a manufacturing plant, the first full-fledged Ordnance Factory to come up in thecountry based on indigenous R & D), International Advanced Research Centre for Powder Metallurgy& New Materials (ARCI), Hyderabad, Non-Ferrous Materials Technology Development Centre(NFTDC), Hyderabad, National Institute of Ocean Technology, Chennai, Safety Research Institute,Kalpakkam and the Technology Development Board (TDB) of the Department of Science andTechnology, New Delhi.

He is a recipient of the Shanti Swarup Bhatnagar Prize (1979), the Platinum Medal of the IndianInstitute of Metals (1994), the Tata Gold Medal (1992) and the Homi J. Bhabha Award for AppliedSciences (1986) and the Materials Science Prize of the Indian National Science Academy (1996).The Union Ministry of Steel gave him the honour of National Metallurgist in 1999. He was awardeda “Millennium Plaque of Honour” (2003) and Jawaharlal Birth Centenary Award (1999) by the IndianScience Congress Association. He received the Presidential honours Padma Shri in the year 1989and Padma Bhushan in the year 2001. He was awarded “General Medal: The Meghnad SahaMedal” by the Indian National Science Academy in 2004. In the same year, the American Society ofMaterials, ASM (International) awarded him the “Distinguished Life Membership” award (2004),the first Indian to be so honoured since inception of this award in 1954. Recently in January 2009,the Indian Science Congress Association awarded him the “Asutosh Mookerjee Memorial Award”.He was awarded in 2009 the “Life Time Achievement Award” instituted by the Ministry of Steel,Government of India.

*Contact Information: E-mail: [email protected], Tel: (Home) +91-40-66614475,(Work): +91-40-24443167, Fax: (Home): +91-40-23752179, (Work): +91-40-24443168

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Prop Fan – A Future Power Plant in Civil Aircraft

By

S. K. GhoshSr. Engineer(SS-Trg), AIR INDIA (NACIL)

e-mail : [email protected]

It is well known that the civil aircraft need not require very high speed like fighter jets, but fueleconomy becomes the important criteria for the aircraft. The propeller engines satisfy the criteriasufficiently with quite low fuel consumption, but it is not suitable for high speed aircraft which isrequired to fly at a speed close to sonic speed. This is again be satisfied by the Turbofan engines.But with this engine fuel consumption rate comes to a higher side. So, the concept of PropFanengines which is in between the Turboprop and Turbofan engines has come in picture. This type ofengine can satisfy the aircraft speed as well as the fuel economy.

A Propfan or Unducted Fan (UDF) engine is nothing but a modified turbofan engine, with thefan blades installed outside the engine nacelle on the same axis of the compressor and Turbine.Propfans are also known as Ultra-High Bypass (UHB) Turbofan engines or, open rotor jet engines.The design is intended to offer the speed and performance of a Turbofan engine, with the fueleconomy of a Turboprop engine.

As per the Turboprop engines, they have the use in the aircraft with an optimum speed belowabout 450 mph (700 km/h). This is because the propellers lose efficiency at high speed of aircraft,due to the effect of wave drag that occurs just below supersonic speeds. This effect is very muchprominent if the speed of the blade tips reaches close to the sound velocity even if the aircraft is atvery low speed even with no speed.

To counteract this problem the best way is by adding more blades to the propeller, allowing itto deliver more power at a lower rotational speed. The major draw backs to this approach is thatadding more blades makes the propeller harder to balance and maintain and the additional bladescause minor performance penalties (due to drag and efficiency issues). But even with these sortsof measures at some point the forward speed of the plane combined with the rotational speed ofthe propeller will once again result in wave drag problems. For most aircraft this will occur atspeeds over about 450 mph (700 km/h).

With a close look on the Turboprop engine it can be seen that a Reduction Gear Box (RGB) isrequired to convert the high speed output of the turbine shaft to a low speed for propeller rotationwith a gear ratio of around 40 : 1 or more. This is because the tip speed of propeller blades to belimited as the diameter of propeller circle is high. Also, the pitch/blade angle of propeller blades isrequired to be continuously controlled along with the engine speed and power to match the requiredthrust development by propeller system with the engine power output in all surrounding conditions.This becomes sufficiently critical for an accurate control of the system.

Turboprop Engine (A Schematic diagram)

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One of the methods of decreasing wave drag was discovered by German researchers in WorldWar II — sweeping the wing backwards. Today, almost all aircraft designed to fly much above 450mph (700 km/h) use a swept wing. In the 1970s, NASA started researching propellers with similarsweep. Since the inside of the propeller is moving more slowly than the outside, the blade isprogressively more swept toward the outside, leading to a curved shape.

A Swept propeller

It is well known that the Jet engines provide greater thrusts and higher speed as compared tothe conventional propeller engines for the aircraft operating within the same aerodynamic envelope.But the jet engine aircraft are limited in fuel economy. In fact, for the same fuel consumption, apropeller-driven aircraft can produce greater thrust. At present, the fuel costs become an importantaspect of commercial aviation market. So the aircraft engine designers continue to seek an optimalcombination of jet engine thrust ratios and propeller fuel efficiency.

Considering a Turbofan engine, need of Reduction Gear Box (RGB) is eliminated as therotational speed of the fan system can be higher as compared to propeller system. One of thecause for this is the lesser diameter for the fan circle. So, the turbine output power directly can beused for the rotation of the fan whose blade positions are fixed and no need to change duringoperation. Using higher bypass ratio, specific fuel consumption (SFC) is also quite low. Using thecombination of Fan and Jet actions, the aircraft speed can be achieved to higher side (around0.8M - 0.85 M). But, as compared to propeller system SFC is higher. It is seen that more thebypass ratio, more the specific thrust. But at the same time, the drag produced by engine increasessignificantly as the size of the engine is increased. So, with the net effect, use of turbofan enginealso be limited to a certain bypass ratio and size.

Turbofan Engine(A Schematic diagram)

For the solution for the above problems the concept of Propfan or Un-Ducted Fan (UDF) wasdeveloped to deliver 30 to 35% better fuel efficiency than the contemporary turbofans. This isnothing but a hybrid construction of a Turboprop and a Turbofan engine. In static air tests on amodified Douglas DC-9, Propfans reached a 30% improvement over the OEM turbofans. This

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efficiency came at a price, as one of the major problems with the propfan is noise, particularly in anera where aircraft are required to comply with increasingly strict Stage III and Stage IV noiserequirements. As per the advantageous points of a prop fan, it can handle high amount of airflowand hence generates higher thrust (As thrust is directly proportionately to mass flow rate of air). Noneed of reduction gear box, RPM can be higher than propeller system, and all the advantages ofFan system. Overall, it can be used with high speed aircraft and with low SFC which are the realrequirement in the present condition of the world with low fuel resources throughout.

As per the constructional features of the propfan engine, it has the similar arrangement like aconventional turbo machine that is used in turbofan engine like Air Inlet, Compressor, Combustionchamber, and Turbine. But a Free Turbine is used which drives the Fan Rotor system thru a shaft.The Free turbine contains higher number of stages (6-7 stages) so that speed of the turbine canbe maintained within a limit but with high power output. This feature reduces the need of reductiongearbox as in Turboprop engine. The fan position can be at the front or at the rear side of engine.In general, using two or one rows of fans the air can be accelerated sufficiently to achieve therequired thrust and hence the required speed of aircraft.

Propfan Engine (A Schematic diagram)

General Electric’s GE36 Unducted Fan was a variation on NASA’s original propfan concept,and appears similar to a pusher configuration piston engine. GE’s UDF has a novel direct drivearrangement, where the reduction gearbox is replaced by a low-speed 7-stage free turbine. Theturbine rotors drive one propeller, while the other propeller is connected to the free turbine statorsand rotates in the opposite direction. So, in effect, the power turbine has 14 stages. Boeing intendedto offer GE’s pusher UDF engine on the 7J7 platform, and McDonnell Douglas was going to dolikewise on their MD-94X airliner.

McDonnell Douglas developed a proof-of-concept aircraft by modifying its company-ownedMD-80. They removed the JT8D turbofan engine from the left side of the fuselage and replaced it

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with the GE36. A number of test flights were conducted, initially out of Mojave, California, whichproved the airworthiness, aerodynamic characteristics, and noise signature of the design. Followingthe initial tests, a first-class cabin was installed inside the aft fuselage and airline executives wereoffered the opportunity to experience the UDF-powered aircraft first-hand. The test and marketingflights of the GE-outfitted demonstrator aircraft concluded in 1988, exhibiting a 30% reduction infuel consumption over turbo-fan powered MD-80, full Stage III noise compliance, and low-levels ofinterior noise/vibration. Due to jet fuel price drops and shifting marketing priorities, Douglas shelvedthe program the following year.

In the 1980s, Allison collaborated with Pratt & Whitney on demonstrating the 578-DX Propfan.Unlike the competing GE36 UDF, the 578-DX was fairly conventional, having a reduction gearboxbetween the LP turbine and the Propfan blades. The 578-DX was successfully flight tested on aMcDonnell Douglas MD-80. However, none of the above projects came to fruition, mainly becauseof excessive cabin noise (compared to turbofans) and low fuel prices. It is hopeful that the noiseproblem can be solved and use of Propfan engine will be commercialized shortly.

GE36 - An Unducted Fan Progress D27 Propfans fitted to Antonov AN-70

References:

1. Spakovszky, Zoltan (2009). “Unified Propulsion Lecture 1” (html). Unified EngineeringLecture Notes. MIT. Retrieved 2009-4-3.

2. Flight International (2007-07-12). “Whatever happened to propfans?”. Retrieved 2007-07-14.

3. US patent application 2009020643, Airbus, “Aircraft having reduced environmentalimpact”, published 2009-01-22

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Indian Civil Aviation: Sky is the Limit

By

Dr R K SharmaScientist ‘G’

Defence Research & Development Laboratory, Hyderabad

Overview

The invention of the aeroplane at the beginning of the last century has shrunk the planet,destroyed distance and vastly expanded human mobility. The resulting economic and social benefitshave been immense. Conquest of the skies has liberated the mankind from the restrictions imposedby geography, terrain and water. Air routes are the highways of the global economy, transportingpeople and goods over vast distances at very high speed. Aviation has has made such an outstandingcontribution to the development of mankind over the last 100 years.

The role of Aviation Industry in India GDP in the past few years has been phenomenal. Indiais one of the fastest growing aviation markets in the world. With the liberalization of the Indianaviation sector, the industry had witnessed a transformation with the entry of the privately ownedfull service airlines and low cost carriers. Private carriers accounts for around 75% share of thedomestic aviation market. The sector has also seen a significant increase in number of domesticair travel passengers. Some of the factors that have resulted in higher demand for air transport inIndia include the growing middle class and its purchasing power, low airfares offered by low costcarriers, the growth of the tourism industry in India, increasing outbound travel from India, and theoverall economic growth of India.

In addition to these factors, the emphasis on modernization of non-metro airports, fleetexpansion by airlines, service expansion by state owned carriers, opening up of new internationalroutes by the Indian government, establishment of new airports and renovation and restructuringof the existing airports have added to the growth of the industry.

The booming aviation industry, along with its tertiary services, has wreaked a major talentcrunch, boosting opportunities for training service providers. The ever-expanding Indian economyand increased demand for trade has pushed the need for air cargo services to a new high. India isexpected to emerge as huge marketplace for aerospace products.

According to Civil Aviation Minister Mr Praful Patel, “India’s civil aviation sector will be amongthe top five in the world in the next five years”. Air Transport is growing at about 15%, which istwice the GDP at 7.3%.

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Entry of low cost carriers making flights affordable to common man

Between 2009 and 2028, carriers in India will require 1,032 aircraft valued at US$138 billionto serve strong demand for passenger air travel and freight, and to replace ageing fleets with newmore fuel-efficient aircraft, according Airbus’s Global Market Forecast out of these, 993 are newpassenger aircraft valued at US$131 billion, and 39 are new freighters valued at US$7 billion. The

number of new aircraft required by Indian carriers, is the world’s fifth biggest.

By 2028, Indian passenger fleet will almost quadruple to 1,163 aircraft. As well as an additional993 new passenger aircraft, 170 will remain in service. The freighter market will grow nearly twentyfold by 2028, mushrooming to 210 aircraft comprising of 39 new freighters and 171 conversionsfrom passenger aircraft.

India will be the fastest growing country for air travel for the next 10 years with domestic trafficincreasing by an average 12.2 per cent per year. Traffic growth will also be amongst the world’shighest averaging 7.3 per cent over the next 20 years compared to 4.7 per cent world average.

Reasons for Boom in Aviation Industry

1. Rise in the economy of the country

2. Liberalization in the aviation sector. Foreign equity up to 49 per cent and NRI (Non-ResidentIndian) investment up to 100 per cent is permissible in domestic airlines without any governmentapproval.

3. Nowadays, venture capital of $10 million or less is enough to launch an airline.

4. Entry of the privately owned full service airlines. Significant increase in number of domestic airtravel passengers especially because of entry of low cost carriers.

5. Many private airlines have gone international by starting to fly overseas.

6. The IT and BPO industries have made the young generation prosperous. Demographically,India has the highest percentage of people in age group of 20-50 among its 50 million strong

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middle class, with high earning potential. All this contributes for the boost in domestic air travel.

7. Emphasis on modernization of non-metro airports and establishment

8. Growth of tourism industry in India

Indian Civil Aviation : Taking Wings

Air Traffic

• The potential for future growth of air travel, both domestically and internationally, is among thegreatest in the world.

• From just 10.3 million passengers in 1984, domestic and international air passenger traffichas grown to nearly 50.2 million passengers in 2008-09.

Passenger movement (Millions)

• India expects a four- fold surge in domestic air traffic to 180 million passengers annually by2020

• Domestic air passenger numbers continued to soar in December, ending the year with anannual growth of 7.86%.

• On month-on-month basis, the climb in air passenger traffic was a whopping 34.8% as localcarriers ferried 11.74 lakh more passengers in December, 2009 at 44.47 lakh passengerscompared to 33.73 lakh in November, 2009.

• Traffic growth in the country over the next 20 years will be 7.3 per cent as against the globalaverage of 4.7 per cent.

• International and Domestic cargo traffic has grown from 1551000 tonnes in 2006-07 to 1715000tonnes of cargo in 2007-08. Registering a 10.6 % growth.

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Airplanes

• To meet the growing demand, Indian carriers are placing major orders for aircrafts.

• The number of aeroplanes of all airlines in India has increased from 119 in 1999-00 to378 in 2008-09

Number of aircraft

• India will require 1,150 new commercial planes worth $130 billion over the next 20 years

• India will require over 1,032 Aircraft worth US$138 billion over 20 years

• Out of these, 993 are new passenger aircraft valued at US$131 billion, and 39 are new freightersvalued at US$7 billion. The number of new aircraft required by Indian carriers, is the world’sfifth biggest.

• By 2028, Indian passenger fleet will almost quadruple to 1,163 aircraft

• Every new carrier launched in the country will need to buy a minimum of five aircraft to startoperations, as stipulated under the license condition, in the next 12 months.

Airports

• The massive induction of aircraft is expected to place considerable demands on India’s airportinfrastructure. This sector is receiving a good deal of attention from the government, which isframing policies that are designed to ensure the emergence of India as a global aviation hub.

• Airports Authority of India manages 124 airports including civil enclaves (12 International airports,8 customs airports, 23 civil enclaves and 81 domestic airports).There are about 400 airstrips.

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Airports in India (airstrips not included)

• Delhi and Mumbai airports handle 70% of the passenger traffic and contribute 80% of revenue.Both the airports are facing significant capacity constraints.

Rajiv Gandhi International Airport in Hyderabad is the best airports in the world(in 5-10 Million passengers segment)

• Multi-billion dollar airport infrastructure investments planned to handle growing air traffic by2016-17

• Airport authority of India plans to invest of $1 billion to modernize 35 non metro airports. It alsoplans to develop 10 green field airports

• Air traffic services at 80 airports to be upgraded

• Foreign equity up to 100% permitted in airport infrastructure

• Government has devised innovative Public Private Partnership (PPP) for the development ofAirport infrastructure.

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New terminal 3 in Indira Gandhi International Airport in New Delhi

• The Rajiv Gandhi International Airport in Hyderabad is a public-private joint venture betweenGMR Group, Malaysia Airports Holdings Berhad and both Government of Andhra Pradesh and(AAI). It will provide infrastructure for 40 million passengers annually. The total cost of theproject is INR 24.7 Billion (US$560 million).

• New terminal 3 in Indira Gandhi International Airport in New Delhi, stated to be the fifth largestand among the most modern in the world, built in record 37 months at a cost of nearly $3 billionhas been inaugurated.

• Bangalore International Airport promoted by Siemens-Zurich Airport-L&T consortium, AirportsAuthority of India and Karnataka State Investment and Industrial Development Corporation isthe third busiest airport in India, with over 10 million passengers a year.

• At Kolkata a modern Integrated Passenger Terminal is being developed to handle 20 millionpassengers annually at an estimated cost of Rs 1942.51 crores.

• According to Shri Praful Patel, Minister of Civil Aviation, some 400 airports would have to bedeveloped in the long run.

Opportunities

• Multi-billion dollar airport infrastructure investments planned to handle growing air traffic.

• Airport Authority of India plans investment of $1 billion to modernize 35 non metro airports. Italso plans to develop 10green field airports

• Foreign equity up to 100% permitted in airport infrastructure

• Air traffic services at 80 airports to be upgraded

• Upcoming multi modal cargo hubs

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• Growing opportunities in MRO with a potential to service a fleet of 1000 commercial & 500general aviation aircraft.

• With new airports and up-gradation of existing airports on the anvil opportunities exist for variousorganizations including those involved in airport management, terminal construction and design,passenger and cargo handling, strengthening and extension of runways, aprons, aircraft parkingstands, taxiways and aerobridges.

• This growth potential, coupled with the government’s decision to allow private sector participationin the running of five key airports as also in airport modernization, ground services, aircraftmanufacture, makes India a very attractive market for airport and avionics equipmentmanufacturers and service providers.

• The Government of India policy to liberalise the civil aviation market also presents foreignfirms with significant export and investment opportunities.

International companies are looking at setting up MRO facilities in India

• It is estimated that India will need a further 3,000 pilots. There will a sharp rise in demand fortrained cabin crew not only for the domestic airlines, but also for international carriers. In theentire Asia-Pacific region, the total human resource requirement in the civil aviation industry

will be to the tune of 94,705.”

Problems

• The affordability to fly still far from the reach of common man.

• Inadequate infrastructure to meet surging demand. India’s booming aviation business needsmore airports

• Delays, safety, customer satisfaction and operational problems worry the industry.

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More trained pilots are needed

• More human resources, technical personnel, pilots, flight crew and less-stressed air trafficcontrollers.

• With growing aviation market, India should take a lead in becoming an aviation hub for MRO(Maintenance, Repair and Overhauling). A very small country like Singapore has reaped massivebenefits from MRO.

• It is estimated that Asia-Pacific aircraft and engine MRO market will touch about $12.9 billionby 2011. India should plan to take a major slice out of it.

• Though aviation market is booming, not much emphasis on indigenous design & developmentof civilian aircrafts.

• HAL is busy and overloaded with manufacturing of Military Aircrafts. New agency to manufactureCivil aircraft to be identified

Conclusion

• Indian Aviation is on fast track. Many good initiatives have been taken by Government

• India to take a Giant leap from License Production to emerge as a major Aircraft Developer inthe World.

• A new agency to be identified for design, development and manufacture of Civil Aircraft, enginesand related system .

• Manufacturing of Civil aircraft, aircraft engines and related systems

• Government to encourage setting up a network of small and medium sized industries formanufacturing aircraft components

• Creating Human resources : A strategy to be developed with partnership from industry,government agencies, and academia to maintain a continuous supply of technically robustaeronautics S&T personnel to meet growing demand in aviation

• Set up a Vision for Aeronautics India - 2025

• India to focus on developing domestic and international aviation hubs for MRO.

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A Brief History of Airlines

By

Madhujit RoyAir India

Initial Days

Air transport development, which might otherwise have taken a generation, was telescopedinto a wartime period of a few intense years. The enormous wartime production of transport aircraftflooded world markets after hostilities ended, making air travel across continents and oceans assimple as by rail or sea. During the war Boeing had developed the first pressurized airliner thatwould permit flying over the weather. Christened the Stratoliner, the four-engine craft did not findwide use and not many were built.

War surplus DC-3s and DC-4s continued to be sold to civilian airlines all over the world torebuild war-torn networks of passenger service, start new airlines, or launch air cargo ventures. In

the first postwar year, worldwide airline route kilometersincreased 23%, passengers carried ballooned 82%, freightrose 61%, and mail jumped 52%. Most of this growth wasaccomplished with war surplus equipment.

It is notable that the war proved to be such a boon toair cargo development. Military support was so pivotal tothe war effort that new tactics in logistical cartage were beingconstantly developed. The complicated operations of waralso enhanced the growth of radio communications. Radar

became a high-priority project, later to develop into the cornerstone of air traffic control. Military airtraffic in high-density environments became valid models for sophisticated air traffic controltechniques.

During the early postwar years, the international airlines experienced tremendous expansionwithout achieving accompanying profits, however. The surplus aircraft, although purchased atfavorable prices, still had incredibly high costs of operation.

A new breed of pressurized airliners began to supplant the older, war-surplus aircraft: theDouglas DC-6 (1946), Lockheed L-49 Constellation (1945), Boeing Stratocruiser, and VickersViscount (1948) dominated the international airways.

During the war, it seemed that Great Britain concentrated on the production of fighters andshort-range, four-engine bombers whereas America took on the task of heavy, long-range, four-engine bombers and high-performance logistical support aircraft. Ironically, Great Britain’s postwarposition was that, although the nation led the world in jet propulsion, it had no experience in largetransport applications, at the termination of hostilities, therefore, Britain had few aircraft convertible

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to commercial flying even though British technical progress had been conspicuous. One Britishaircraft did reach widespread usage, however: the four-engine Vickers Viscount.

While several equipment manufacturers were vying for control of the skies, several newcountries inaugurated air service for the first time. In 1944, Guatemala formed its first airline. In1945, time lost during the war was made up as service was introduced in Algeria, Ethiopia, Morocco,Madagascar, Lebanon, Hong Kong, Iraq Pakistan, Romania, Sri Lanka, and the Sudan.

Trained personnel, excess spare parts, and operating experience made the transition relativelyeasy, Air travel across oceans and continents became routine. Unfortunately, however, during thewar the central focus on the development of large aircraft was the load capacity and not economyof operation. It was not unexpected that the tremendous surge in postwar civilian airline revenuesdid not result in a profitable industry, because of the high accost of operation. A basic lesson inairline economics was again being learned, and that was the importance of direct operating costs.Most of the aircraft went from mufti to civilian garb cheaply and, therefore, with excellent revenue-generating capabilities, but with excessive operating costs that swallowed up profits; thus, thegovernment had to come to rescue with subsidies to support the losses.

In 1947, airlines began limited operations in Cyprus, Korea, Syrian Arab, and Ecuador. Duringthe next year, more countries took to the air with national flag carriers; these included Burma,Israel, Tunisia, as well as two international nonscheduled operators in the United States, namelyTIA (Trans International Airlines) and World Airways.

The Jet Age

After several ill-fated attempts to produce propeller aircraft to compete with those of theAmericans, the British began tapping their expertise in jet propulsion gained during World War II.Britain was the first country to produce a pure jet airliner in the de Havilland Comet I.The year,1952, was an historic one. Her Majesty’s Government proudly launched the de Havilland DH-106Comet I, the aircraft that was first to herald the Jet Age. Scarcely two years after its introduction,tragedy struck the Comet. Constant pressurizing and depressurizing of its metal cabin producedminute cracks in the hull due to metal fatigue, a concept that was poorly understood by aircraftmanufacturers in the early 1950s. In 1954, two BOAC Comets exploded over the Mediterraneanwith all on board lost. Within three weeks a third Comet disintegrated in flight, and the aircraft waswithdrawn from service. The graceful flagship of Britain’s jet fleet was grounded, never again tocarry passengers in its original form. By the time the vastly modified Comet IV entered service totake the place of its predecessor four and a half year later,the Soviets and the Americans already had jet aircraft flying.

The distinction of being the second country to offer jetservice went to the Soviet Union, which ushered in the TU-104 jetliner, adapted from a Russian bomber. It was notuntil 1958 that the first American jetliner, the Boeing 707,finally took to the skies across the North Atlantic. Aninteresting sidelight is that engineers at Douglas Aircraft

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Company designed the competitive DC-8 passenger jet beginning two years after Boeing, and theprototype DC-8 was completed first. This is a true testament to the engineering and technical skillsat Douglas.

Though the DC-8 proved to be an excellent jet, it never quite attained success on par with theBoeing 707. Both American jetliners carried more than 170 passengers, at speeds in excess of 800km/h, nonstop over distances of 6,400 kilometers, and at altitudes of about 10,000 to 13,000 meters.The GC-8 operating costs were, however, about 5% to 10% greater than those of the Boeing 707.The Jet Age was upon us, as turboprops were rendered obsolete and airspeeds increased by 50%at a stroke.

Airline and airway legislation continued throughout the postwar years in the United States. In1946, the Federal Airport Act stimulated the construction and development of airports, and theBurmuda Agreement, which served as a model for subsequent negotiations, delineated rights forthe operation of each country’s commercial airlines over and into the territory of the other. in 1948,the first trunk carrier went off subsidy, and some 27 airlines were authorized to operate feederroutes. By 1951, American, Eastern, TWA, and United, considered the “big four,” were all off federalsubsidy. Congress passed the Federal Aviation Act of 1958, and in the same year created a newFederal Aviation Agency (FAA) as one independent and comprehensive governmental agency tocontrol all aviation matters, both civil and military.

Instrument-landing systems were standard by the late 1950s. Air navigation was improvedwith the invention of the transistor. Radar coverage of the skies, or positive traffic control as it isreferred to by the airlines, was implemented.

At the same time that the jets were impressing most of the aviation world, during the secondhalf of the 1950s airline service began in Afghanistan, Cambodia, Ivory Coast, Yemen, Libya, andNepal. Australia’s Qantas began the world’s first round-the-world scheduled service with theLockheed Super Constellations.

While the transition to jet fleets was taking place, the turbine-powered Vickers Viscountcontinued to be in demand until 1959when the French Caravelle (with engines in the rear) wasavailable as a short-range jetliner. Before the end of the decade, almost every major country providedair service with its own national flag carrier. There had been a threefold increase in the number ofaircraft in service around the world during the 1950s. The average trip length of international carriersdoubled in distance between market pairs, and the industry soared to new revenue heights. The11airlines criss-crossing the North Atlantic inaugurated Tourist (economy) service for the first time.Commercial flights over the polar region between Scandinavian countries and North America werepioneered by SAS, still using propeller-driven Douglas Dc-6 aircraft.

Although in the 1960s, propeller and turboprop aircraft continued to serve traffic demands,jetliners began to dominate the bulk of airline flying routes. The aft-engine vogue brought forthdesigns of two, three, and four engines mounted in the rear of the fuselage. The principal twin-engine craft were the French Caravelle, British BAC-111, and, especially the Douglas DC-9, themost widely used twinjet of its time. The trijet formula was exemplified in the British Trident, Russian

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TU-154, and the Boeing 727, which was, until recently, the most successful aircraft ever built. TheAmerican aircraft captured the world markets. As a matter of fact, the Boeing 727 proved to be thelargest selling jet airliner in history until a recent purchase of Boeing’s newer twinjet, the 737,broke the long-standing record.

During the 1960s, Malaysia and Singapore initiated air services. Also, TWA announced that itwas the first major airline in the world to have converted to an all-jet fleet. The supremacy ofnarrow-bodied jets over the air routes of the world was complete, and only comparatively fewpropeller aircraft continued in service over 1,000-kilometer distances.

Aircraft designers began work on a new type of aircraft in the 1960s. The supersonic airlinerwas researched around the world, but judged infeasible by American designers and the programwas abandoned. An Anglo-French consortium, Aerospeciale, however, pursued the new technologyafter receiving government support in 1963.

The Transportation Route Investigation in 1966 permitted several U.S. carriers to enter thePacific Basin market. The following year, a transatlantic case was instituted to determine whethernew or improved service was necessary to relieve congestion at the New York airports. Mergersbegan to take place in 1968 when five airlines merged in Alaska.

The Wide Bodies

If the 1960s represented the decade of the narrow-bodied (dingle aisle) jets, the 1970srepresented the high time for the wide-bodied jets (two aisles). To cope with the increasing demandsof mass travel, the “jumbo jet” Boeing 747 was developed and introduced into airline service onJanuary 22, 1970, on a Pan American flight from New York to London. The enormous aircraftfeatured two parallel aisles up and down the cabin and could accommodate up to 500 passengersin an all-economy configuration with 10-abreast seating.

The new Boeing 747 was followed one year later, in 1971, with the McDonnell Douglas DC-10and Lockheed L-1011 wide-bodied trijets. The European consortium’s A-300 Airbus was introducedin 1973 and, after a slow sale start, found relatively notable success and use as the first wide-bodied twinjet.

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Initially, the wide-bodied jets provided excess capacity for the amount of traffic available. Afterthis introductory phase, however, these aircraft proved to be particularly efficient and economical.The airlines committed more than their entire net worth to buy new jets, which outclassed the olderpropeller aircraft in every way: jets could fly twice as fast, at altitudes twice as high, and could carrytwice as many passengers. Economies of scale were also notable, and the cost per passengerseat kilometer (PSK) dramatically reduced. For the first time since the introduction of the DouglasDC-3, the airlines could expect to utilize a new aircraft through its entire depreciation life (about 12years). With the cost of production of new jets rising at an annual rate estimated at 8.8%, the resultwas that each aircraft maintained a residual value in excess of its purchase price.

The fuel crisis of 1974 sent the industry into a tailspin. No longer was jet fuel inexpensive.Worldwide, carriers found their fuel costs multiplied 10 times over.

The inaugural flight of the new Aerospeciale Concorde Supersonic Transport (SST) (fromLondon to Bahrain) took place on January 21, 1976. The 2,300km/h, 125-passenger-capacityConcorde attested to the engineering genius of Britain and France, the two countries that jointlybuilt the SST, but the aircraft proved to be a technical masterpiece and an economic failure. Though15 aircraft were produced, only 10 are still flying. Both Air France and British Airways (which operatethe Concorde) are limited to much less capacity because of fuel requirements. Thus, load factorsdescribed as high are somewhat misleading as the percentage refers to the lesser capacity (80 to100seats) and not to the 125 available seats for which the SST was intended. Additionally, variousgovernments placed restrictions on flights over their countries, demanding subsonic speeds (becauseof sonic dooms). With the somewhat limited range and imposition of subsonic speeds over land, aflight from London to Sydney in the Concorde was about four hours faster than in a Boeing 747,hardly a supersonic advantage1!

With the exception of the Concorde, completely new aircraft designs were slow in appearing.Without the direct participation of governments, the cost of developing new aircraft is almost beyondthe resources of even the largest aircraft manufactures. The result is the wide use of aircraftderivatives. If a jetliner proved to be successful, it was modified to perform as many airlinerequirements as were feasible. The Boeing B-747SP (Special Performance) was the ultimateexample. Its maiden flight was on July4, 1975, four and a half years after the first 747 took to theair. The 747SP was 15 meters shorter than the conventional 747, with a range thus far unsurpassed.Carrying up to 400 passengers in the maximum, high-density configuration, the 747SP could operatenonstop from New York to Tokyo, from San Francisco to Hong Kong, or from San Francisco toAuckland.

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Aviation Industry Development – Futuristic Growth in India

By

Y.Sreenivas RaoSc‘F’, Programme AD, DRDO

&K.Hanumath Prasad

iVue Technologies Pvt. Ltd.

Evolution had dawned the birth of many species on earth which inhabited land and water. But birdshave fascinated all the creatures on the land. For many centuries, humans have desired to fly justlike birds. Several attempts were made to fly by using wings made of feathers or lightweight wood.

In the Vedic literature of India, there are many descriptions of flying machines that were called asVimanas. There are no physical remains of ancient Indian aircraft technology but references toancient flying machines are commonplace in the ancient Indian texts. The Vaimanika Sastra ofBhardwaja is perhaps the most important ancient text on Vimanas known to exist. The Ramayanadescribes a vimana as a double-deck, circular aircraft with portholes and a dome. It flew with thespeed of the wind and gave forth a melodious sound. As the civilization evolved the quest continued.

Vimana Described in An Artistic Imagination Pushpaka VimanaVaimanika Satra of Bharadwaja described in Ramayana

December 17th 1903, Kill Devil Hills, North Carolina.

The quest to conquer the sky was achieved by the Wright brothers who successfully flew an aircraftthat was heavier than air. Orville Wright and Wilbur Wright etched their names in the history as theinventors of aircraft. Unfortunately in India an experiment of flight went unnoticed, Mr. Shivkar Talpade,a resident of Mumbai, gave a demonstration flight on the Chowpatty Beach in Mumbai in the year1895. This experiment failed to get the world attention and history never recognized this fete.

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Airplane of Wright Brothers Wright Brothers

While the concept of using the aircraft as a weapon of war was generally laughed at before WorldWar I, almost as soon as they were invented, planes were drafted for military service. The firstcountry to use planes for military purposes was Italy, whose planes made reconnaissance, bombingand shelling.

The years between World War I and World War II saw great advancements in aircraft technology.Airplanes evolved from low-powered biplanes made from wood and fabric to sleek, high-poweredmonoplanes made of aluminum. During World War II, aircraft became a decisive factor in warfare.

Small aircraft production increased significantly. Aircraft technology gifted jet and rocket propelledaircraft.

By 1947 all the basic technology needed for aviation had been developed: JET PROPULSION,AERODYNAMICS, RADARS. Civilian aircraft orders increased dramatically. One of the minor militarycontractors was the BOEING COMPANY which later became the largest aircraft manufacturer inthe world along with the Europe’s AIRBUS INDUSTRIE. With all the new technologies developedby this time, airliners were larger, faster, and featured pressurized cabins. New aerodynamic designs,metals, and power plants would result in high-speed turbojet airplanes. These planes were able tofly supersonically and make transoceanic flights regularly. The world witnessed a new sunrise inthe form of AVIATION.

Technology has also improved the way airports handle air traffic. Air Traffic Control systems usesophisticated equipment for safe landing and takeoff. These developments in this sector haveenabled the aircrafts to land round-the-clock as against the conventional day time landings only.

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Boeing Airplane in the year 1949-50

First Aircraft Model Launched by AIRBUS

In India, 0n FEBRUARY 18, 1911, the first commercial flight was made from ALLAHABAD to Nainiby a French pilot named Monseigneur Piguet. In 1929, JRD became one of the first Indians to begranted a commercial pilot licence. In 1932, TATA AVIATION SERVICES, the forerunner of TataAirlines and Air-India took to the skies. The first flight in the history of Indian aviation lifted off fromKarachi. Nationalisation of the Tata Airlines gave birth to Air-India, the national carrier of India.Revolutionised by liberalisation, the aviation sector in India has been marked by fast-paced changein the past few years. From being a service that few could afford, the sector has now graduated tobeing a fiercely competitive industry with the presence of a number of private and public airlinesand several consumer-oriented offerings. The promise and the potential of the Indian aviation marketare awesome. Over 135 aircraft have been added in the last two years alone. By 2010, India’s fleetstrength will stand at 500-550. Today India is on the threshold of transforming into major aircraft

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developer in the world. The industry is growing at a compound annual growth rate of 18 per cent.The country has 454 airports and airstrips, of which 16 are designated as international airports.

Nanotechnology is now leading a revolution in airplane design. Scientific breakthroughs at themolecular level will lead to super-intelligent planes with sophisticated sensors built in. The sensorswill tie into computer networks and will make it possible for a plane to identify, communicate, andcorrect its own problems in-flight. For instance, a plane would automatically reconfigure controls toregain stability if a part malfunctions or is damaged. Over the past 40 years airplane safety hasimproved tenfold and we can expect another tenfold increase in the first half of this century. Ultimately,nanotechnology could also make planes five to 10 times lighter. Technology advancements areleading the aviation industry to bring people closer, travel faster and safer. In the not-so distantfuture, with the help of nanotechnology bombing aircrafts will no longer be manned and will beinvisible to the radars making them weapon carriers of the future.

Nano Technology Fly A novel actuating single wall carbon Nano Tube

LCA-Tejas Designed & Developed by DRDO

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The growth of airlines traffic in Aviation Industry in India is almost four times above internationalaverage and Indian Aviation Industry has placed the biggest order for aircrafts globally. AviationIndustry in India holds around 69% of the total share of the airlines traffic in the region of SouthAsia.

Modernization of non-metro airports, fleet expansion by airlines, service expansion by state ownedcarriers, development of Maintenance, Repair and Overhaul MRO industry in India are contributingsignificantly to the tremendous growth. The Hyderabad International Airport has been rankedamongst the world’s top five in the annual Airport Service Quality passenger survey along withairports at Seoul, Singapore, Hong Kong and Beijing.

RG International Airport - Hyderabad

RG International Airport - Hyderabad

Aviation plays an important role in today’s world, supporting social and economic development inboth emerging and established nations. While the impact of the aviation industry and its supplychain is considerable and the indirect benefits are even more significant, as air transport facilitatesgrowth for many other industries around the world. The industry delivers real benefits to real people

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that can be measured in economic output, jobs, and the wealth and prosperity it brings tocommunities and individuals. For example, by 2026 it is estimated that the air transport industrywill directly contribute around 8.5 million jobs and US$1 trillion to the world economy.

The aviation infrastructure leaders led by GMR and GVK are already big names in building airportinfrastructure not only in India but also abroad. The prospect of the industry is just not aboutairports but also a whole spectrum of ancillary industries that will be spawned by this industry. Thesupply chain will include local suppliers, IT industry, MRO and secondary and tertiary industrieslike catering, aviation crew. The global markets will open up welcoming these suppliers with openarms as the market forces will force them to adhere to global standards and benchmarks.

Interiors of a Passenger Aircraft Food Court at Airport

This global aviation industry where safety and security is of greatest importance will force thegovernment agencies to formulate policies that are of highest safety to the travelers. With thegrowth in the industry, airport retailing has also gained pace in the recent times. Development ofnew terminals and airports has provided added impetus to this segment. The highest margin earnersin this segment are food and beverages, beauty product, electronic items, apparel.

With this kind of strengths and potential, the Indian Aviation is poised to take a big step. The Indianindustry is staring at the opportunity to take off in a very big way. A forum for all the industry playersto discuss and debate is needed regularly to converge and synergize various functions of theindustry.

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Automatic Dependent Surveillance-Broadcast (ADS-B)– An Ultimate Concept in Modern Navigation

By

U.S. Paul RusselAir India, Hyderabad

&

Souparno SenguptaSVIAT, Hyderabad

Automatic Dependent Surveillance-Broadcast (ADS-B) is a brand new technology that isredefining the paradigm of communication, navigation and surveillance in Air Traffic Management(ATM). ADS-B allows pilots and air traffic controllers to see and control aircrafts with much moreprecision over far greater percentage of Earth’s surface than it was possible earlier using Radars.The technique has been developed as a part of the global CNS/ATM plan. The successfulimplementation of this new technology has resulted in many ground systems providing advancedplatforms suitable for Air Traffic Management system based on the use of data link and satellitetechnology.

The main objective of air navigation service providers for implementing this new technology isto increase the level of safety and efficiency of the global aviation industry in a cost effectivemanner.

The working principle of ADS-B is very simple. Contrary to radar which detects the presenceof a target (aircraft) by sending a high power RF signal in space and then receiving the signalwhich has bounced back from the target, ADS-B uses Global Navigation Satellite System(GLONASS) technology and a simple broadcast communication link as its fundamental components.ADS-B uses an ordinary GLONASS (such as GPS) receiver to derive an aircraft’s precise positionfrom the GLONASS constellation and then combines that information with any number of otherinformation such as speed, heading, altitude, flight number etc. This information is thensimultaneously broadcasted to other ADS-B equipped aircrafts, ADS-B ground stations as well asAir Traffic Control centers. The ADS-B data is broadcasted every half-a-second on 1090MHz digitaldata link.

An ADS-B system will consist of the following functional entities:-

� A transmitting subsystem which consists of message generation and transmission functionsat the source, eg. aircraft.

� A communication protocol, eg VDL mode 2 or 4, 1090MHz ES etc.

� A receiving subsystem that includes message reception and report assembly functions at thereceiving end, eg. other aircrafts, vehicles or ground stations.

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Information sharing through ADS-B

There are many advantages when ADS-B is used. ADS-B is relatively inexpensive technologythan radar and costs only a fraction for the equivalent radar coverage. The ADS-B powerrequirements are also miniscule compared to radars thus enabling installation of ground stations inthe most remote areas. In addition to this the ADS-B accuracy does not degrade with range,atmospheric conditions and target altitude. The information update interval does not depend on therotational speed and reliability of the mechanical antennas like radar.

Cost benefits of using ADS-B

In case of conventional surveillance system, the ability of the ground station to detect a targetdepends on the altitude of the target, distance from the site and surrounding terrain. In case ofADS-B it is not so and with the use of this technology the coverage area of each ground station canincrease by 250 nautical miles (450km) and it will also facilitate more efficient near the surfacesurveillance.

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ADS-B information sharing V/S Radar Information sharing

Some other major advantages of ADS-B are as follows:-

� Enhanced visual approaches.� Closely spaced parallel approaches� Reduced spacing on final approach.� Reduced aircraft separations.� Enhanced operations in high altitude airspace for the incremental evolution of the “free flight”

concept.� Surface operations in lower visibility conditions.� Near visual meteorological conditions (VMC) capacities throughout the airspace in almost all

weather conditions.� Improved ATC services in non-radar airspace.

One major application of ADS-B is going to be collection of weather data. Presently the cockpitcrew gets the weather data from the on board weather radar system and on some occasions fromthe Air Traffic Control. The ADS-B is developed in such a manner that it acquires weather relatedinformation from the satellites and ground based meteorological stations. So it may be possible infuture to eliminate the need of an on board weather radar system thus enabling the reduction of theaircraft payload.

ADS-B is still in a developmental stage. Like every other technology it has its own advantagesand disadvantages. But with proper usage of this upcoming technology Air Traffic Managementcan be much more effective and the global airspace can become a much safer and secure place tofly in.

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Human Factors Leading to Human Errors in Aviation

By

U.S. Paul RusselSenior Engineer, Air [email protected]

andShilpa Rani

MLR IT,[email protected]

In the very early days, when powered flying was attempted, the factors like design, constructionand control of better flying machines were predominated. That time, the main attributes required forthe pilots were courage and the new set of skills in the struggle to control the new flying machines.Pilots were supported initially with mechanisms to help them stabilize the aircraft, and later withautomated systems to assist them with the tasks such as navigation and communication. With suchinterventions to complement the abilities of pilots, aviation human factors were born. The term is,perhaps, best known in the context of new cockpit design and Crew Resource Management (CRM).However, those activities constitute only a small percentage of aviation-related human factors.

As the technical aspects of flight were perfected bit by bit, the role of many other peopleassociated with aircraft for maintenance and operation of the flight came into force. Now a days,aircraft with fully automated and sophisticated systems in all the aspects of flying, operation andmaintenance are available. Broadly speaking, human factors concern any consideration of humaninvolvement in aviation. The human factors leading to human errors rather than technical failureshave the greatest potential to adversely affect contemporary aviation safety. The reliability ofmechanical and electronic components has increased manifold over the past thirty years. But peoplehave stayed the same. This paper analyses the human factors that can lead to contemporaryaviation safety and ways to minimize accidents and incidents.

The use of the term ‘Human Factors’ in the context of aviation maintenance engineering isrelatively new. Aircraft accidents such as that to the Aloha airlines aircraft in the USA in 1988 andthe British Airways aircraft BAC 1-11 windscreen accident in the UK in June 1990 brought the needto address human factors issues in the aircraft maintenance environment into sharp focus. Thisdoes not imply that human factors issues were not present before these dates nor that human errordid not contribute to other incidents. But, merely that it took these accidents to draw attention tohuman factors problems and potential solutions.

There are many definitions available for human factors. Some authors refer to the subjectas ‘Human Factors’ and some as ‘Ergonomics’. Some see “Human Factors” as a scientificdiscipline and others regard it as a more general part of the human contribution to system safety.Although there are simple definitions of human factors exists such as: “Fitting the man to the joband the job to the man”, a good definition in the context of aviation maintenance would be:

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“Human factors is the study of the human as a central part of any system. Human factorsidentifies the capabilities and limitations of humans and then adapts the human or the systemcomponents accordingly.”

“Human Factors” refers to the study of human capabilities and limitations in the workplace.The aim of Human Factors is to optimize the relationship between maintenance personnel andsystems with a view to improving safety, efficiency and well being. “Ergonomics” is the study ofhuman performance and its application to the design of technological systems. The goal of thisstudy is to enhance productivity, safety, convenience and quality of life. If Ergonomics is properlyapplied to system design, the overall system reliability can be increased, and the human error canbe minimized.

Both Human Factors and Ergonomics are primarily concerned with human performanceand human behaviour and for practical purpose, taken as referring to the same technology. HumanFactors apply knowledge of human behavior and attributes to the design of products, equipment,machines and large scale systems for human use.

Thus, “Human Factors” is a multidisciplinary subject which includes such attributes as:

• Human Physiology• Psychology (including perception, memory, social interaction, error etc.)• Work Place Design• Environmental Conditions• Human-machine Interface• Social Science• Biology and• Statistics etc.

Practically, some of the Human factors which affect human performance are:

• Lack of Knowledge• Distraction• Fatigue• Routine• Lack of Resources• Stress• Communication• Time Pressure and• Personal Problems

The above list is not exhaustive, but only representative.

The man —the “Liveware” — can perform a wide range of activities. Despite the fact thatmodern aircraft are now designed to embody the latest self-test and diagnostic routines that modern

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computing power can provide, one aspect of aviation maintenance has not changed. Maintenancetasks are still being done by human beings.

Due to modern design and manufacturing, aircraft are becoming more and more reliable.However, it is not possible to re-design the human being. We have to accept the fact that thehuman being is intrinsically unreliable. However, we can work around that unreliability by providinggood training, procedures, tools, duplicate inspections, etc. We can also reduce the potential forerror.

There have been several ‘‘high profile’’ incidents and accidents which have involvedmaintenance human factors problems. Some of the major incidents and accidents are summarisedbelow. These are:

• Accident to Boeing 737 - 200, (Aloha flight 243), Hawaii on 28 April 1988;• Accident to BAC One-Eleven, G-BJRT (British Airways flight 5390), over Oxfordshire on 10

June 1990;• Incident involving Airbus A320, G-KMAM (Excalibur Airways) at London Gatwick Airport,

on 26 August 1993;• Incident involving Boeing 737 - 400, G-OBMM (British Midland) near Daventry, on 23

February 1995.• Incident involving A 320, Lufthansa on 20 March 2001

The accident involving Aloha flight 243 in April 1988 involved 18 feet of the upper cabinstructure suddenly being ripped away in flight due to structural failure. The Boeing 737 involved inthis accident had been examined, as required by US regulations, by two of the engineeringinspectors. One inspector had 22 years experience and the other, the chief inspector, had 33 yearsexperience. Neither of them found any cracks in their inspection.

Aloha flight 243 after landing

Post accident analysis determined there were over 240 cracks in the skin of this aircraft atthe time of the inspection. The ensuing investigation identified many human-factors-related problemsleading to the failed inspections.

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As a result of the Aloha accident, the US instigated a programme of research looking intothe problems associated with human factors and aircraft maintenance, with particular emphasisupon inspection.

On 10th June 1990 in the UK, a BAC1-11 (British Airways flight 5390) was climbing through17,300 feet on departure from Birmingham International Airport when the left windscreen, whichhad been replaced prior to flight, was blown out under the effects of cabin pressure when it overcamethe retention of the securing bolts, 84 of which, out of a total of 90, were smaller than the specifieddiameter.

The commander was sucked halfway out of the windscreen aperture and was restrained by cabincrew whilst the co-pilot flew the aircraft to a safe landing at Southampton Airport.

The Shift Maintenance Manager (SMM), short-handed on a night shift, had decided tocarry out the windscreen replacement himself. He consulted the Maintenance Manual (MM) andconcluded that it was a straightforward job.

He decided to replace the old bolts and, taking one of the bolts with him (a 7D), he lookedfor replacements. The storeman advised him that the job required 8Ds, but since there were notenough 8Ds, the SMM decided that 7Ds would do (since these had been in place previously).

However, he used sight and touch to match the bolts and, erroneously, selected 8Cs instead,which were longer but thinner. He failed to notice that the countersink was lower than it should be,once the bolts were in position. He completed the job himself and signed it off, the procedures notrequiring a pressure check or duplicated check.

There were several human factors issues contributing to this incident, including perceptualerrors made by the SMM when identifying the replacement bolts, poor lighting in the stores area,failure to wear spectacles, circadian effects, working practices, and possible organisational anddesign factors.

In all of these incidents, the engineers involved were considered by their companies to bewell qualified, competent and reliable employees.

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Most of the incidents that occurred due to maintenance errors were found to be characterisedby the following:

• There were staff shortages• Time pressures existed• Most of the errors occurred at night• Shift or task handovers were involved• They all involved supervisors doing long hands-on tasks• There was an element of a “can-do” attitude• Interruptions occurred• There was some failure to use approved data or company procedures• Manuals were confusing and• There was inadequate pre-planning, equipment or spares.

In all of the examples above, the accident or incident was preventable and could havebeen avoided if any one of a number of things had been done differently.

In some cases, a number of individuals were involved and the outcome could have beenmodified if any one of them had reacted or queried a particular action. In each situation however,the individuals failed to recognise or react to signs of potential hazards, did not react as expectedof them, or allowed themselves to be diverted from giving their attention to the task in hand, leavingthemselves open to the likelihood of committing an error.

As with many incidents and accidents, all the examples above involved a series of humanfactors problems which formed an error chain. If any one of the links in this ‘’chain’’ had beenbroken by building in measures which may have prevented a problem at one or more of thesestages, these incidents may have been prevented.

In 1940, it was calculated that approximately 70% of all aircraft accidents were attributableto man’s performance, that is to say human error. When the International Air Transport Association(IATA) reviewed the situation recently, they found that there had been no reduction in the humanerror component of accident statistics.

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It is clear from such studies that human factors problems in aircraft maintenance engineeringare a significant issue, warranting serious consideration.

From the above figure, it is seen that the machine causes for the aviation accident havecome down presently due to advanced technology and design in aircraft systems while the humancauses for accidents have increased.

Prof James Reason says “Error will be taken as a generic term to encompass all thoseoccasions in which a planned sequence of mental or physical activities fails to achieve its intendedoutcome, and when these failures cannot be attributed to the intervention of some chance agency.”

You make an error when your action deviates from your intention, or, when your intention isinappropriate.

Sometime error committed has little consequences and sometimes it has graveconsequences.

As aircraft maintenance engineers are human, errors in the aviation industry are inevitable.Any maintenance task performed on an aircraft is an opportunity for human error to be introduced.

Incident reporting schemes are common in the industry as a whole. Within a maintenanceorganisation, data on errors, incidents and accidents should be captured with a Safety Management

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System (SMS), which should provide mechanisms for identifying potential weak spots and error-prone activities or situations. Output from this should guide local training, company procedures,the introduction of new defenses, or the modification of existing defenses.

Barriers are an easy way to block the route to error. But each barrier will have a flaw - thatis the Human Element. Some of the commonly used barriers are:

• Recruitment of skilled labour• Training• Procedures• Legislation• Inspection and• Certification

According to Professor James Reason, error management includes measure to:

• Minimise the error liability of the individual or the team• Reduce the error vulnerability of particular tasks or task elements• Discover, assess and then eliminate error-producing (and violation-producing) factors within

the workplace• Diagnose organisational factors that create error-producing factors within the individual,

the team, the task or the workplace• Enhance error detection• Increase the error tolerance of the workplace or system• Make latent conditions more visible to those who operate and manage the system and• Improve the organisation’s intrinsic resistance to human fallibility.

One of the things likely to be most effective in preventing error is to make sure that engineersfollow procedures. This can be effected by ensuring that the procedures are correct and usable,that the means of presentation of the information is user-friendly and appropriate to the task andcontext, that engineers are encouraged to follow procedures and not to cut corners.

Refrerences:

1. An Introduction to Aircraft Maintenance Engineering Human factors for JAR 66, 20012. Human Factors in Aircraft Maintenance and Inspection (CAP 718),20023. Fundamental Human Factors Concepts (CAP 719), 20024. Aviation Maintenance Human Factors (CAP 716), 20035. Managing Maintenance Error, Reason James, and Hobbs A,6. Human Factors Training Manual, ICAO, 19987. Human Factors in Aviation Maintenance, ETD, Air India, 20068. Handbook of Health and Safety Practice, Stranks, J, 20009. Dupont G, The dirty dozen errors in maintenance (http://www.hfskyway.faa.gov)

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Reliability in Avionic System Design

By

Rajeev Gupta, Scientist ‘F’&

K. Venkateshwar, Scientist ‘C’Regional Centre for Military Airworthiness (RCMA), Missiles, Hyderabad-500 079

The modern concept of design is that the Quality and Reliability of a product should be in builtin the design. To provide this, the design should cater for reliability, Maintainability, Serviceability,Inspectability etc., in the ultimate product. The best design approach of a product is to marry anduser’s requirement homogeneously, with the system. This leads to optimization of design, to workin practical environment. Analysis and Mathematics bring out the most ideal values but the mostusable design is the optimized one. The robust design quality comes only when, the need,specification, and implementation match perfectly.

This paper discusses a SYSTEM DESIGN APPROACH where in tools and techniques areintegrated into various stages of product Life Cycle in order to verify & validate the form, fit &function of an avionic product. It also discusses Methods of reliability assurance, Reliabilityevaluation, prediction etc., and the designer-user relationship, System Designer’s role and thelong term benefits that can be established through such an approach, in spite of some short termdisadvantages, that may be experienced.

The definition of reliability involves four elements: Performance requirement, mission time,use condition and probability. The more specific definition is “The probability that an item willperform satisfactorily for a specified period of time under a stated set of use condition”.

1.0 Design Control

The design function translates customer needs into technical specifications for materials,products and process. Design and product development should result in product that satisfiescustomer needs at an acceptable price on the one hand, and ensures a satisfactory return oninvestment for the enterprise on the other hand. The specification and design should be such thatit should be possible to produce the product or the service under proposed production, installation,and commissioning or operational conditions. It should be possible to verify and control productand manufacturing process. As the design evolves, the plans should be updated. These activitiesshould be assigned to qualified personnel equipped with adequate resources.

Design and development often requires simultaneous activities by different groups.Organizational and technical interface among the different groups should be identified and relevantinformation should be documented, circulated among different groups and regularly reviewed.

Design input requirements including user requirements relating to the product should beidentified, documented and reviewed by a team of members consisting designer, user, & Design

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certifying / QA agency for accuracy. In case requirement is incomplete, ambiguous or conflicting,these should be resolved and revised requirements should be drawn up. Design should specifythe technical requirements, which includes Mechanical, Electrical, Functional, environmentalrequirements etc. and software requirements if applicable and, where applicable, the quality programstandards to which items should comply. It is also very important to identify those characteristics ofthe design that are crucial to safe and proper functioning of the items.

A system for verification review and approval of all the design and design changes, to ensurethat the design output meet the design input requirement, should be planned, established anddocumented. This may be done by:

1. System Modeling, analysis and design calculations, compliance of

interface requirements.

2. Holding and recording design reviews.

3. Undertaking qualification demonstrations and tests.

4. Carrying out alternative calculations.

5. Comparing the new design with similar proven design, if available.

2.0 Methods Of Reliability Assurance During Design

The action to assure reliability during design phase is best taken by the designer. The designerunderstands best, the engineering principles involved in the design. The reliability engineer canhelp by defining areas needing improvement and by assisting in the development of alternatives.The reliability can be assured through reliability prediction, design review, failure mode and effectanalysis, or other reliability evaluation techniques.

The following actions indicate some approaches to improve a design:

1. Review the user’s needs to see if the function of the unreliable parts is really necessary tothe user. If yes, unreliable parts to be replaced with reliable parts, otherwise, eliminate those partsfrom the design.

2. Consider the trade-offs in reliability for other parameters e.g. functional performance, weight,compactness.

3. Use redundancy to provide more than one means for accomplishing a given task in such away that all the means must fail before the system fails. Depending upon the specific applications,a number of approaches are available to improve reliability through redundant design. The serialand parallel reliability models establish a mathematical framework for the reliability connectivity ofvarious elements indicating that the use of redundancy provides a significant increase in safetyand mission reliability above that of serial or non-redundant configuration; however imposing apenalty by adding an additional serial element in the scheduled maintenance chain and logisticMTBF, size & cost of system.

4. Review the selection of any parts that are relatively new and unproven.

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5. Use derating factor to assure that the stresses applied to the parts are lower than thestresses the parts can normally withstand. Derating is the reduction of electrical, thermal,mechanical, and other environmental stresses on a part to decrease the degradation rate andprolong its expected life. Through derating, the margin of safety between the operating stresslevel and the permissible stress level for the part is increased, providing added protection fromsystem overstresses unforeseen during design. For the derating purposes, the allowable applicationstress is defined as the maximum allowable percentage of specified part rating at the application,environmental and operating condition.

6. Control the operating environment to provide conditions that yield lower failure rates, orselect the components suitable for the required environment.

7. Specify replacement schedules to remove and replace low-reliability parts before they reachto wear-out stage as a part of maintenance.

8. Prescribe screening tests to detect infant mortality failure and to eliminate substandardcomponent. The test takes various forms: bench test, “burn in”, accelerated life tests.

The selection of tolerances has dual effect on economics of quality. The tolerance affects:

* Fitness for use and hence the reliability of the product

* Cost of manufacture and quality

Designer should, by scientific, study, establish the proper balance between the value of precisionand the cost of precision. The designer is unable to do this for each tolerance, there are too manyquality characteristics. As a result, only minority of tolerances are set scientifically, most tolerancesare established by methods which, in varying degrees, are less than scientific. The principle methodsinclude: precedent, bargaining, and standard tolerance systems defined at the company, industry,national, and international.

9. Conduct research and development to attain an improvement in the basic reliability of thosecomponents which contribute most of unreliability.

3.0 Reliability Evaluation Techniques

“To achieve high reliability, it is necessary to define the specific tasks required. This taskdefinition is called as the reliability program. A reliability program typically includes the followingactivities:

• Setting overall reliability goals

• Apportionment of reliability goals

• Identification of critical parts

• Failure mode and effect analysis

• Reliability prediction

• Design review

• Selection of parts & suppliers

• Control of reliability during manufacturing

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• Reliability testing

• Failure reporting and corrective action system

3.1 Reliability Prediction

Reliability prediction is a technique of quantitatively assessing the reliability of the system orthe equipment during its development, before large scale fabrication and field operation. Duringdesign and development, predictions serve as guide by which design alternatives can be judgedfor reliability. Reliability prediction also provide criteria for reliability growth and demonstrationtesting, logistic cost studies, and various other development efforts. A prediction of reliability isobtained by determining the reliability of the item at the lowest system level and proceeding throughintermediate level until an estimate of reliability is obtained.

Failure rate is the measure of the number malfunctions per unit of time. It relates to the usefullife period / time, and hence, reliability is described by the single-parameter exponential distribution

R(t) = e-ët

Where R(t) = probability that an item will operate without failure(usually expressed in hours)under stated operating conditions

e = base of natural logarithms = 2.7182 &

ë= item failure rate usually expressed in failure/hours = constant for any given set of stress.

The reciprocal of failure rate is (1/ë) is defined as Mean Time Between Failures (MTBF). It isdefined for a given interval, where, the total functioning life of population of an item is divided bythe total number of failures in the population during interval.

The MTBF is a figure of merit by which one hardware item can be compared with another. Itis a measure of failure rate ë during useful life period.

3.2 Failure Mode Effect and Criticality Analysis (Fmeca)

Failure mode and effect analysis (FMEA), is an iterative method performed to identify thebasic faults at the part level and determine their effects at higher levels of assembly. The analysiscan be performed with actual failure modes from field data or hypothesized failure modes derivedfrom design analysis, reliability prediction activities and experience of how part fails. In mostapplications the failure modes are identified at part level, which is usually the lowest level of directconcern to equipment designer. In addition to providing insight into failure cause-and-effectrelationships, the failure mode and analysis provides disciplined method for proceeding part-by-part through the system to assess failure consequences. This provides criticality number based onprobability and severity and the corrective-action priorities or field retrofit actions.

3.3 Fault Analysis

Fault Tree Analysis (FTA), is a tool that lends itself well to analyze failure modes found duringdesign, factory test, or field data returns. It is an iterative method of systematic nature performedto identify faults, determine their causes and effects, and establish their probabilities of occurrence.

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This procedure can be applied any time during a system’s life cycle, but is considered most effectivewhen applied during preliminary design, on basis of design information, to identify the failure modesand formulate the general corrective suggestion. Secondly after design, before full scale production,on basis of manufacturing drawings and initial production model to show that the system, asmanufactured, is acceptable with respect to reliability and safety.

3.4 Design Review

Design review is a technique for evaluating a proposed design to assure that the design will

1. Perform successfully during use.

2. Can be manufactured at low cost.

3. Is suitable for prompt, low-cost field maintenance.

A formal design review recognizes that many individual designers do not have specializedknowledge about reliability, maintainability, safety, reducibility, and other parameters that areimportant in achieving an optimum design. The design review aims to provide such knowledge.

Design reviews are based on the following concepts:

1. Design reviews are mandatory, either through customer demand or through upper-management policy declaration.

2. The design reviews are conducted by team consisting of specialist who are not directlyassociated with the development of the design, but are highly experienced and bring with them ofbeing objective.

3. Design reviews are formal. They are planned and scheduled like any other legitimizedactivity. Minutes of meetings are prepared and circulated.

4. Design review covers all the quality related parameters and others like reliability, availability,maintainability, safety, weight, packaging, appearance, cost, etc.

5. Design reviews are made to defined criteria. Such criteria may include customerrequirements, internal goals, or experience with previous products.

6. Design reviews are conducted at several phases of the progression of the design, such asdesign concept, prototype design and test, and final design. Design reviews are made at severallevels of the product hierarchy, such as system and subsystem

4.0 Conclusion

The systematic Design approach taking care of Reliability and Quality of an avionic systemhas been brought out in this paper. Reliability prediction techniques such as FMECA & FTA andvarious Reliability evaluation techniques have also been discussed in this paper. It is concludedthat the reliability of a product can be assured if and only if Designer has taken proper care andfollowed the approaches for improving reliability during the various stages of Design.

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Aeronautical Society of India

Brief History

The Aeronautical Society of India a professional body, devoted to advancement ofaeronautical sciences and engineering in India, was founded in the year 1948. PanditJawaharlal Nehru, the great visionary of India was the first Patron-in-Chief of theSociety. Currently Honorary Prime Minister Dr. Manmohan Singh is the Patron-in-Chief of the Society.

The Society has its strength of more than 6000 members drawn from all majoraeronautical establishments such as Defence Research & Development Organization(DRDO), Hindustan Aeronautics Limited, DGCA, Academic Institutions, AeronauticalDevelopment Agency, Indian Air Force, Indian Space Research Organization (ISRO),National Airports Authority of India, Air India, Indian Airlines, Jet Airways, PawnHans and private airlines. Most of the organizations / industries in this field in thiscountry and abroad are Corporate Members of the Society.

Objectives

The objectives of the Society are to promote the advancement and diffusion of theknowledge of aeronautical sciences and aircraft engineering and the elevation ofthe aeronautical profession.

The Aeronautical Society of India is the only forum in the country that providesintense interaction between professionals from all facets of civil and military aviationas well as the manufacturing/training/maintenance agencies. Over the years, theAeronautical Society of India has generated large pool of aviation manpower throughnon-formal education and training programmes.

Organization And Management

The Society is managed by a Council consisting of a President, President-Elect,Seven Vice Presidents, the Honorary Secretary General, Honorary Treasurer and

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fifteen Members, twelve of whom are elected and the other three nominated torepresent special interests

Activities

The Society’s activities include fraternization amongst professionals, promotion ofaeronautical activities and policy and increased awareness of indigenous /international information/events through lectures, workshops and seminars onsubject of topical interest.

The Society also conducts examinations in aeronautical engineering twice a year. Apass in this examination has been recognized by the Central Government in theMinistry of education as being equivalent to a degree in Aeronautical Engineeringfrom an Indian University. Approximately 50 candidates graduate every year. TheSociety is thus rendering a yeoman’s service by giving an opportunity to the youngto acquire a degree in Aeronautical Engineering without straining the educationalsystem and providing flexibility to students to undertake this on a part time basis. Italso provides a centralized library facility to its members and students.

The Society publishes a quarterly journal containing Research and Technical paperson various facets of aeronautical sciences and a Quarterly Newsletter. The journalis of a very high standard and is rated world class.

The Society conducts and Annual Essay competition to recognize and encouragetalent among young students, engineers and scientist, and awards prizes to winners.The Society also confers a number of prestigious awards for outstandingcontributions in fundamental / applied research in the field of aeronautics and space,every year.

AddressThe Aeronautical Society of India13-B, Indraprastha EstateNew Delhi – 110 002, India

Tel : ++91 11 23370516Fax : ++ 91 11 23370768e-mail : [email protected]

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FIRST COUNCILOF

THE AERONAUTICAL SOCIETY OF INDIA(Year 1948)

Patron-in ChiefJawaharlal Nehru

PresidentN.C. Ghosh

Vice PresidentsV.M. GhatageH.M. Wadia

Hon. SecretaryP. Nilakantan

Hon. TreasurerS.C. Sen

Members

B.C Carter Capt. L.M. ManilalGP. Capt. Harjinder Singh D. NarayanamurtiR.N. Kathju K.K. RayR.R. Krishna Rao M.B Sarwate

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The Aeronautical Society of IndiaHyderabad

EXECUTIVE COMMITTEE

ChairmanDr. V.K. Saraswat

Secretary, Dept. of Defence R&D, SA to RM & DG, DRDO

Vice-ChairmenCapt. S.N. Reddy

Secretary, AP Flying AcademyDr. R K Sharma, DRDL

Adalat Ali, RCIS M Bhatia, NRSA (Retd)

Sateesh Reddy, RCI

Hon. SecretaryVijay Kumar, Indian Airlines

Hon. TreasurerP. Ranga Rao, INDEMAR

MembersU S Paul Russel, Indian AirlinesRajeev Gupta, RCMA (Missiles)

Lt Col T Kasi (Retd.), RCIR Siva Kumar, Zetatek Indistries Ltd.

P.K.V.Gouripati Sastry, HALMadhujit Roy, Indian Airlines

M.V.Ramana, HALY Sreenivas Rao, Prog. AD

D Venkata Swamy- HAL

www.aesi-hyd.comE-mail: [email protected]

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National Aerospace LaboratoriesPioneer in Aerospace R&D

About NAL

National Aerospace Laboratories (NAL) a constituent institution of the Council of Scientificand Industrial Research (CSIR) under the Ministry of Science and Technology, Govt. of India, is apremier aerospace research and technology development organization of the country. Started asNational Aeronautical Laboratory in June 1959 in New Delhi, NAL was shifted to Bangalore inMarch 1960 and started its operations in the stables of Maharaja’s Palace on Jayamahal Road inBangalore. Today, its activities and facilities are spread over three campuses located on the AirportRoad and behind the HAL Airport. In 1993 it was renamed ‘National Aerospace Laboratories’ toreflect its multidisciplinary contributions to aeronautics and space sectors.

NAL celebrated its Golden Jubilee during the year 200809. Over the last 5 decades, NALhas successfully contributed to the growth of aerospace activities in the country, in particular to theprojects of national importance in the defence and space sectors. This has been done throughbuilding up of expertise and establishing various facilities.

In the last decade, NAL has also taken up the mandate for the design and development ofsmall civil aircraft for the national needs. As a result of its successful efforts and significantcontributions, NAL has come to be recognized internationally as a major center for aerospaceresearch and development activities. NAL is the largest laboratory of CSIR and has strength of1350 people including 330 scientists with more than 100 having Ph.D.

NAL’s Mission

• Development of national strengths in aerospace sciences and technologies, infrastructure,facilities and expertise.

• Advanced technology solutions to national aerospace programmes, fighter aircraft, gasturbine engines, defense systems, defense services, launch vehicles and satellites, spacesystems.

• Design and develop small and medium sized civil aircraft.

Largest autoclave in the Indian aerospace Facility for the synthesis of polyacrylonitrileSector for composites

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Major R&D Disciplines

NAL’s core competence spans the entire aerospace sector with the ability to provide completeholistic technology solutions. NAL has had interactions with all the Indian aerospace organizationsand has considerable visibility in India and abroad.

• Computational fluid dynamics• Experimental aerodynamics• National trisonic aerodynamic facilities• Flight mechanics and control• Propulsion• Composites• Structural design, analysis and testing• Structural dynamics and integrity• Surface modification• Aerospace materials• Aerospace electronics & systems• Civil aviation• Parallel processing computers• Meteorological modeling• Wind energy• Manufacturing technology• Information systems

NAL provides critical scientific / technological inputs required for the design and developmentof many indigenous aerospace vehicles and also looks into future S&T requirements of the countryto create the necessary knowledge base and to develop further cutting edge technologies.

Thrust Areas

• Cutting edge technologies in aerospace• Centre of excellence in flight mechanics and control• Advanced technology solutions for national programmes• Micro Air Vehicles (MAV) for strategic / civilian use• Production of SARAS aircraft for IAF and other customers

Development of regional transport aircraft of 70-90 seats with turboprop / fan engines to promoteregional air transportation / economy

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Innovative Developments

• Successful development of SARAS - a 14 seater multirole transport aircraft

• Design and development of HANSA - a DGCA type certified all composite 2seater traineraircraft for day/night operations

• Technology for production of autoclaves

• State of the art transmissometer DRISHTI for measurement of runway visibility at airports

• Manufacture of the fibres and prepregs of strategic importance – R&D in aircraft and spacegrade fibres

• National test facility for rolling element bearings

• Design of India specific wind turbines

• Hardware and software for weather forecasting relevant to India

• Design and development of supersonic combustors

• Failure analysis and accident investigation

• Software for flight quality assurance and incident / accident analysis (NALFOQA/NALVAS)for airlines

• Cost effective rapid resin injection molding technology for nose radomes of fighter aircraft

• Low cost Vacuum Enhanced Resin Infusion Technology (VERITy) for advanced compositecomponents

• Advanced flow computation and visualisation techniques

• Smart materials and structures (sensors and actuators)

• Nano surface coated mirrors for passive cooling of IR sensors in satellites

• Active noise control for aircraft / helicopter cabins

• Development and validation of the Tejas (LCA) flight control law

• Public – Private partnership to jointly design, develop and certify small general aviationlight aircraft (NM5100) with 4 to 5 seats.

The Director, CSIR-National Aerospace LaboratoriesPB 1779, Old Airport Road, Kodihalli, Bangalore - 560017, India.

Tel: 91-080-25086000/6001 E-mail: [email protected] www.nal.res.in

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Aeronautical Development Agency

� Aeronautical Development Agency (ADA) is an Organisation under Dept. of Defence(R&D), Ministry of Defence, Govt of India

� ADA is responsible for:

• Coordinated management leading to development of advance technology flight vehicles

• Promoting development of a National Base in Aeronautics

� ADA is also responsible for design & development of :

• Light Combat Aircraft (LCA) Tejas- AirForce & Trainer

• LCA (Navy)

• Advanced Medium Combat aircraft (AMCA)

• Autonomous Unmanned Research Aircraft(AURA)

• Future Aircraft Programmes

LCA Programme (for Air Force)

• LCA Full Scale Engineering Development phase1 (FSED Ph1) was sanctionedby Government in 1993 with an objective to build two Technology Demonstrators(TD1&TD2). Subsequently manufacture of two Proto vehicle was also included

• FSED Ph1 has been completed successfully in 2004 with the building of TD1, TD2,PV1 & PV2. Maiden flight of TD1 was achieved in Jan 2001, maiden flight of TD2was achieved in 2002 and maiden flight of PV1 in Nov 2003.

• LCA Full Scale Engineering Development FSED (Ph2) was sanctioned in theyear 2001 after the successful flight of TD1. Objectives of FSED Ph2 are:

• To build 3 more Proto vehicles ( out of which two are Trainers) and FlightTesting to achieve IOC & FOC

• To Build Infrastructure at HAL required for Limited Series Production (LSP)

• To Manufacture 8 LSP aircraft

• LCA FSED Ph2 is in progress and following has been achieved so far:

• 10 LCAs (2 TDs, 4 PV, 4 LSPs) are manufactured and are under flight testing.Till date 1450 flights have been completed

• Initial trials of missile firing, cold weather testing, hot weather testing, weapondrop testing, sea level testing, Sensor integration have been completed. 1.6Mach speed is achieved. The Initial operational Clearance (IOC) is scheduledto be achieved by Dec 2010 and Final Operational Clearance (FOC) is scheduledbe achieved by Dec 2012.

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• Establishment of infrastructure to manufacture 8 LCA per year in final phase.

• Indian Air Force has placed production order for 20 LCA on HAL and productionis in progress. Order for 20 more LCA is being processed.

• LCA Full Scale Engineering Development Phase 3 (FSED Ph3 LCA MKII) wassanctioned in the year 2009 . Objectives of FSED Ph3 are:

• To build 2 prototypes with alternate engine and optimisation of aircraft design

• Flight testing to achieve IOC & FOC

• Programme Target completion: Dec 2018

• IAF has indicated the requirement of 83 aircraft

LCA (Navy ) Programme

� Full Scale Engineering Development of LCA Navy: Ph-1 was sanctioned in 2003.Objectives of LCA Navy FSED Ph1 are:

• Design, develop & build two aircraft NP1(Navy Trainer) & NP2 (Navy Fighter)

• Test facilities development specific to Naval requirements

• Shore Based Test Facility at Goa

• Flight testing

• LCA NAVY FSED Ph1 is in progress. LCANAVY NP1 has been manufactured and hasbeen rolled out. Building of Shore Based TestFacility at Goa is in final stages

• LCA NAVY FSED Phase 2 (LCA NAVY MKII)was sanctioned in the year 2009. Objectivesof NAVY FSED Ph2 are:

• To Design, Develop and build two prototypes with new engine and optimizationof aircraft design

• To Build one structural test specimen in the revised configuration

• Carrier compatibility Testing (CCT) and flight testing leading to Full Operationalclearance (FOC)

• Programme Target completion: Dec 2018

Conceptual & Feasibility studies on Indian Unmanned strike Air vehicles

� Project sanctioned in Jan 2010 and it is scheduled to be completed by July 2011

Feasibility studies on Advanced Medium Combat Aircraft (AMCA)

� Project sanctioned in Oct 2010 and it is scheduled to be completed by March 2012

� LCA programme is a national programme. The programme has not only developed LCAbut also enabled technologies in the field of aerospace. It has nurtured the aerospacetechnologies by participation of public & private industries and academic institutions.It has contributed to the development of skilled scientific manpower and also theestablishment of various infrastructure in the field of aeronautics.

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The New Air India

U.S. PAUL [email protected]

The history of Air India traces back to October 15, 1932 when its founder, J. R. D. Tata flewa single engined De Havilland Puss Moth registered VT-ADN carrying air mail (postal mail of ImperialAirways) from Karachi’s Drigh Road Aerodrome to Bombays Juhu Airstrip via Ahmedabad.

The aircraft continued to Madras via Bellary piloted by a Royal Air Force pilot Neville Vincent.That same year, the airline was formally established as Tata Airlines, a division of Tata Sons Ltd.(now Tata Group). Following the end of World War II, regular commercial service was restored inIndia and Tata Airlines became a public Limited company on 29 July 1946 under the name Air India.

After India became Independent, Air India submitted a plan to the Government for the formationof Air India International Limited with Government participation to operate international services.The plan was approved and Air India International launched its first service to London via Cairoand Geneva on 8th 1948 with Constellation aircraft.

Air-India encountered competition for its routes in the early 1950s. Many new airlines wereforming, propelled into business by the availability of inexpensive, war-surplus DC-3s. No fewerthan 21 airlines had been established, with 11 of them licensed to fly the skies of India. To preventthat debacle from occurring, the Indian Government in 1953 took control of all of the airlines withinits borders.

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In 1952, the Planning Commission recommended the nationalization of Air Transport Industry,which was effected on August 1, 1953 with creation of two nationalized Corporations. Indian AirlinesCorporation, which merged with six smaller Airlines, served the country’s domestic travel needs.Air-India International Corporation flew routes overseas. By 1960 the international airline had routesto Singapore, Sydney, Moscow, and New York.

Air India International entered the jet age in 1960 when its first Boeing 707-437, namedNandadevi with registration VT-DJJ, was delivered. Jet services to New York via London wereinaugurated that same year in May 1960. On June 8, 1962 the airline’s name was officially truncatedto Air India. On June 11, 1962 Air India became the world’s first all-jet airline.

In 1970, Air India moved its offices to downtown Bombay. The next year, the airline tookdelivery of its first Boeing 747-237B, named Emperor Ashoka (registered VT-EBD). This coincidedwith the introduction of the ‘Palace In The Sky’ livery and branding. A feature of this livery is thepaintwork around each aircraft window, in the cusped arch style of windows in Indian palaces. In1986 Air India took delivery of the Airbus A 310-300; the airline is the largest operator of this type inpassenger service. In 1988, Air India took delivery of two Boeing 747-300 in mixed passenger-cargo configuration.

In 1993, Air India took delivery of the flagship of its fleet when the first Boeing 747-400named Konark (registered VT-ESM) made history by operating the first non-stop flight betweenNew York City and Delhi.

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The Air Corporation Act, 1953 was repealed by the President of India on 29th January 1994by promulgation of an ordinance called “The Air Corporations (Transfer of Undertakings and Repeal)Ordinance 1994”.

The Central Government thereafter issued a Notification dated 18th February 1994 by whichthe undertaking of India was transferred to and vested in Air India Ltd. (a company incorporatedunder the Companies Act, 1956) with effect from 1st March, 1994.

Air India’s mascot, the Maharaja, is a turban clad king with over-sized moustache and a royaldress. “He may look like royalty, but he isn’t royal” - these are the words of Bobby Kooka, the manwho conceived the Maharajah. This figure first made his appearance in Air-India in 1946, whenBobby Kooka as Air-India’s Commercial Director and Umesh Rao, an artist with J.Walter ThompsonLtd., Mumbai, together created the Maharajah.

Air India has 44 world-wide destinations. It also has code-sharing agreements with manyinternational airlines to expand coverage.

Three classes of seats are offered - First class, Executive class and Economy class. Flat bedseats are offered for first class passengers. The airline also offers a frequent flyer programmealone and in collaboration with many of its alliances. The airline also offers luxury lounges in itsground terminals for its First and Executive class travelers in select destinations within India. Air-India has duty free sale on board its flights effective June 1, 2003 named ‘sky bazaar’, meaningMarket in the sky.

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Indian Airlines was set up under the Air Corporations Act, 1953 with an initial capital of Rs.3.25 crores with its Corporate Headquarters at Delhi. Indian Airlines was a merged entity of sevenAir Services of India; Airways India, Bharat Airways, Deccan Airways, Himalayan Aviation, IndianNational Airways, and Kalinga Airlines. The establishment of a national carrier eased theoverwhelming commuter traffic on India’s rail system. This placed over one hundred airplanes inthe Indian Airlines fleet, making it one of the largest airlines of its time.

Indian Airlines Corporation inherited a fleet of 99 aircraft including 74 Douglas DC-3 Dakotas,12 Vicker Vikings, 3 Dourglas DC-4s and various smaller types from the seven airlines that madeit up. Vickers Viscounts were introduced in 1957 with Fokker F27 Friendships being delivered from1961. The 1960s also saw Hawker Siddeley HS 748s, manufactured in India by HindustanAeronautics Limited, join the fleet.

The jet age began for IAC with the introduction of the pure-jet Sud Aviation Caravelle airlinerin 1964, followed by Boeing 737-200s in the early 1970s. April 1976 saw the first three Airbus A 300wide-body jets being introduced. The regional airline, Voyudoot, which had been established in1981, was later reintegrated.

Till 1990, Indian Airlines enjoyed a monopoly in the Indian air space. However, The economicliberalization process initiated by the Government of India ended Indian Airlines’ dominance ofIndia’s domestic air transport industry.

By 1990, Airbus A 320-200s were introduced. The undertaking of Indian Airlines wastransferred to and vested in Indian Airlines Limited with effect from 1st March, 1994 in pursuance ofthe Air Corporations (Transfer of Undertakings and Repeal) Act, 1994.

After the name change to Indian, the company’s aircraft was sporting a new look inspired bythe Sun Temple at Konark in Orissa. Indian Airlines or Indian is completely owned by the Governmentof India and together, with its subsidiary Alliance Air, Indian carries a total of over 7.5 millionpassengers annually.

In 2007, the Government of India announced that Air India would be merged with IndianAirlines. As part of the merger process, a new company called the National Aviation Company ofIndia Limited (NACIL) was established, into which both Air India (along with Air India Express) andIndian Airlines (along with Alliance Air) will be merged. Once the merger is complete, the airline -which will continue to be called Air India - will continue to be headquartered in Mumbai.

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The new airline’s headquarters will remain in Mumbai, and it now has a fleet of 130+. Thenew airlines then applied for membership to the Star Alliance. Alliance Air and Air India Express arealso to merge as the new airline’s low-cost arm. Alliance Air is a full-service airline based in NewDelhi, India. Air India Express is a spin off from the parent airline Air-India the national airline ofIndia.

On May 22, 2007, Air India unveiled their new livery. The logo of the new airline is a FlyingSwan with the Konark Chakra placed inside it. The Flying Swan has been adapted from Air Indiascharacteristic logo, ‘The Centaur’ whereas the ‘Konark Chakra’ is reminiscent of Indians logo. Thenew logo will feature on the tail of the aircraft. The Konark Chakra will feature on all the engines ofthe aircraft. The choice of colors are red for “Flying Swan” and orange for “Konark Chakra”.

This Indian Airlines and Air India merger has brought seamless integration of domestic andinternational flights, allowing passengers to check in for their international flight from any domesticpoint in India.

After the merger of AI and IA, the Government of India released the new livery, which wassent to Boeing in Seattle to repaint all the new fleet coming into the new Air India. The old fleets ofAir India and Indian Airlines also painted in the new livery. The legal merger of Air India and Indianis completed on 20th September 2007.

The new airline’s headquarters is stationed in Mumbai, and have a fleet of more than130aircrafts. Alliance Air and Air India Express have emerged as the new airline’s low-cost arm. After

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successful completion of the Air India - Indian Airlines/ Indian merger, the airline is accepted as amember of the Star Alliance, the largest airline alliance, backed by Luftansa

The new fleet has brought in a product and service level, that is the best in class, whichincludes in-flight entertainment, better seats and enhanced in-flight service. A combined scheduleenables better connectivity to the largest international airline in India as well as improved serviceto various domestic points in India.

The National Aviation Company of India Ltd. (NACIL) was incorporated under the CompaniesAct, 1956 on 30th March, 2007, by merging Air India Ltd. and Indian Airlines The erstwhile Air IndiaLtd. and Indian Airlines Ltd. were the flag carriers of the nation plying on international and domesticroutes respectively.

FLEET OF AIR INDIA (As on 1st February 2010)

Aircraft type Owned Leased TotalOperational FleetWide BodyB777-200LR NACIL (A) 8 0 8B777-300ER NACIL (A) 9 0 9B747-400 NACIL (A) 6 0 6B777-200ER NACIL (A) 0 3 3B777-200A NACIL (A) 0 1 1A310-300 NACIL (A) 4 2 6Wide Body Total 27 6 33

Narrow BodyB737-800 (AIX) NACIL (A) 18 4 22A 320 NACIL (I) 30 7 37A 319 NACIL (I) 19 5 24A 321 NACIL (I) 19 0 19CRJ-700 NACIL (I) 0 4 4ATR42 NACIL (I) 0 7 7Beach 199D (WetLease) NACIL (I) 0 1 1Narrow Body Total 86 28 114

FreightersA310-300% NACIL (A) 4 0 4B737-200 NACIL (I) 6 0 6Freighters Total 10 0 10

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Hindustan Aeronautics Limited

Hindustan Aeronautics Limited (HAL) came into existence on 1st October 1964. The Companywas formed by the merger of Hindustan Aircraft Limited with Aeronautics India Limited and AircraftManufacturing Depot, Kanpur.

The Company traces its roots to the pioneering efforts of an industrialist with extraordinary vision,the late Seth Walchand Hirachand, who set up Hindustan Aircraft Limited at Bangalore in associationwith the erstwhile princely State of Mysore in December 1940. The Government of India became ashareholder in March 1941 and took over the Management in 1942.

Today, HAL has 19 Production Units and 9 Research and DesignCenters in 7 locations in India. The Company has an impressiveproduct track record - 12 types of aircraft manufactured with in-houseR & D and 14 types produced under license. HAL has manufactured

over 3550 aircraft , 3600 engines andoverhauled over 8150 aircraft and 27300engines.

HAL has been successful in numerous R & D programs developed forboth Defence and Civil Aviation sectors. HAL has made substantialprogress in its current projects :Dhruv, which is Advanced Light Helicopter(ALH), Tejas - Light Combat Aircraft (LCA), Intermediate Jet Trainer (IJT),

Various military and civil upgrades.

Dhruv was delivered to the Indian Army, Navy, Air Force and the Coast Guard in March 2002,in the very first year of its production, a unique achievement.

HAL has played a significant role for India’s space programs byparticipating in the manufacture of structures for Satellite LaunchVehicles like

• PSLV (Polar Satellite Launch Vehicle)

• GSLV (Geo-synchronous Satellite Launch Vehicle)

• IRS (Indian Remote Satellite)

• INSAT (Indian National Satellite)

HAL has formed the following Joint Ventures (JVs) :

• BAeHAL Software Limited

• Indo-Russian Aviation Limited (IRAL)

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• Snecma HAL Aerospace Pvt Ltd

• SAMTEL HAL Display System Limited

• HALBIT Avionics Pvt Ltd

• HAL-Edgewood Technologies Pvt Ltd

• INFOTECH HAL Ltd

Apart from these seven, other major diversification projects areIndustrial Marine Gas Turbine and Airport Services. Several Co-production and Joint Ventures with international participation areunder consideration.

HAL’s supplies / services are mainlyto Indian Defence Services, CoastGuards and Border Security Forces.Transport Aircraft and Helicopters have also been supplied to Airlinesas well as State Governments of India. The Company has alsoachieved a foothold in export in more than 30 countries, havingdemonstrated its quality and price competitiveness.HAL has wonseveral International & National Awards for achievements in R&D,Technology, Managerial Performance, Exports, Energy Conservation,

Quality and Fulfillment of Social Responsibilities.

HAL was awarded the “INTERNATIONAL GOLD MEDAL AWARD” for Corporate Achievement inQuality and Efficiency at the International Summit (Global Rating Leaders 2003), London, UK byM/s Global Rating, UK in conjunction with the International Information and Marketing Centre (IIMC).

HAL was presented the International - “ ARCH OF EUROPE “ Award in Gold Category in recognitionfor its commitment to Quality, Leadership, Technology and Innovation.

At the National level, HAL won the “GOLD TROPHY” for excellence in Public Sector Management,instituted by the Standing Conference of Public Enterprises (SCOPE).

source : www.hal-india.com

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The Airports Authority of India

Airports Authority of India (AAI) manages a total of 125 Airports, which include 11 InternationalAirports, 08 Customs Airports, 81 Domestic Airports and 25 Civil Enclaves at Defence Airfields. AAIalso provides Air Traffic Management Services (ATMS) over entire Indian Air Space and adjoiningoceanic areas with ground installations at all Airports and 25 other locations to ensure safety ofAircraft operations.

The Airports at Ahmedabad, Amritsar, Calicut, Guwahati, Jaipur, Trivandrum, Kolkata & Chennai,which today are established as International Airports, are open to operations even by ForeignInternational Airlines. Besides, the International flights, National Flag Carriers operate fromCoimbatore, Tiruchirappalli, Varanasi, and Gaya Airports. Not only this but also the Tourist Chartersnow touch Agra, Coimbatore, Jaipur, Lucknow, Patna Airports etc.

AAI has entered into a Joint Venture at Mumbai, Delhi, Hyderabad, Bangalore and NagpurAirports to upgrade these Airports and emulate the world standards.

All major air-routes over Indian landmass are Radar covered (29 Radar installations at 11locations) along with VOR/DVOR coverage (89 installations) co-located with Distance MeasuringEquipment (90 installations). 52 runways are provided with ILS installations with Night LandingFacilities at most of these Airports and Automatic Message Switching System at 15 Airports.

AAI’s successful implementation of Automatic Dependence Surveillance System (ADSS), usingindigenous technology, at Calcutta and Chennai Air Traffic Control Centres, gave India the distinctionof being the first country to use this advanced technology in the South East Asian region thusenabling effective Air Traffic Control over oceanic areas using satellite mode of communication.Use of remote controlled VHF coverage, along with satellite communication links, has given addedstrength to our ATMS. Linking of 80 locations by V-Sat installations shall vastly enhance Air TrafficManagement and in turn safety of aircraft operations besides enabling administrative and operationalcontrol over our extensive Airport network. Performance Based Navigation (PBN) procedures havealready been implemented at Mumbai, Delhi and Ahmedabad Airports and are likely to beimplemented at other Airports in phased manner.

AAI has undertaken GAGAN project in technological collaboration with Indian Space andResearch Organisation (ISRO), where the satellite based system will be used for navigation. Thenavigation signals thus received from the GPS will be augmented to achieve the navigational

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requirement of aircrafts. First Phase of technology demonstration system has already beensuccessfully completed in February 2008. Development team has been geared up to upgrade thesystem in operational phase.

AAI has also planned to provide Ground Based Augmentation System (GBAS) at Delhi andMumbai Airports. This GBAS equipment will be capable of providing Category-II (curved approach)landing signals to the aircrafts thus replacing the existing instrument landing system in the longrun, which is required at each end of the runway.

The Advanced Surface Movement Guidance and Control System (ASMGCS), installed at Delhi,has upgraded operation to runway 28 from CAT-IIIA level to CAT-IIIB level. CAT-IIIA system permitslanding of aircrafts up to visibility of 200mtrs. However, CAT-IIIB will permit safe landing at theAirports at a visibility below 200mtrs but above 50mtrs.

AAI’s endeavour, in enhanced focus on ‘customer’s expectations’, has evinced enthusiasticresponse to independent agency, which has organised customer satisfaction surveys at 30 busyAirports. These surveys have enabled us to undertake improvements on aspects recommended bythe Airport users. The receptacles for our ‘Business Reply Letters’ at Airports have gained popularity;these responses enable us to understand the changing aspirations of Airport users. During the firstyear of the millennium, AAI endeavours to make its operations more transparent and also makeavailable the instantaneous information to customers by deploying state-of-art InformationTechnology.

The specific training, focus on improving the employee response and the professional skillup-gradation, has been manifested. AAI’s four training establishments viz. Civil Aviation TrainingCollege (CATC) - Allahabad, National Institute of Aviation Management and Research (NIAMAR) -Delhi and Fire Training Centres (FTCs) at Delhi & Kolkata are expected to be busier than everbefore.

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AAI has also undertaken initiatives to upgrade training facilities at CATC Allahabad andHyderabad Airport. Aerodrome Visual Simulator (AVS) has been provided at CATC recently andnon-radar procedural ATC simulator equipment is being supplied to CATC Allahabad and HyderabadAirport.

AAI is having a dedicated Flight Inspection Unit (FIU) and it has fleet of three aircrafts fittedwith latest state-of-art fully automatic flight inspection system capable of inspecting.

1. ILS up to Cat-III

2. VOR (CVOR/DVOR)

3. DME

4. NDB

5. VGSI (PAPI, VASI)

6. RADAR (ASR/MSSR)

In addition to in house flight calibration of nav aids, AAI also undertakes flight calibration ofnav aids for Air force, Navy, Coast Guard and other private Airfields in India.

The functions of AAI are as follows:·

• Design, Development, Operation and Maintenance of international and domestic airportsand civil enclaves.·

• Control and Management of the Indian airspace extending beyond the territorial limits of thecountry, as accepted by ICAO.·

• Construction, Modification and Management of passenger terminals.·

• Development and Management of cargo terminals at international and domestic airports.·

• Provision of passenger facilities and information system at the passenger terminals at airports.·Expansion and strengthening of operation area, viz. Runways, Aprons, Taxiway etc.·Provisionof visual aids.·

• Provision of Communication and Navigation aids, viz. ILS, DVOR, DME, Radar etc.

Source : aai.aero/

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Pawan Hans Helicopters Ltd

Pawan Hans Helicopters Ltd. (PHHL), the national helicopter company of India was incorporated in1985 with 78.5% shareholding of the Government of India and 21.5% of Oil and Natural Gas Corporation.PHHL was incorporated with the primary objective of providing helicopter support services to the oilsector for its off-shore exploration operations, services in remote and hilly areas and charter servicesfor promotion of tourism. The experience and expertise of PHHL has been developing the company’sdedication to excellence in serving the customers and at the same time, enabling PHHL to maintain itsposition of the undisputed leader.

Pawan Hans has grown into one of Asia’s largest helicopter company that maintains and operates byoffering wide range of services to its clients through its fleet of 40 helicopters.

The well-balanced and young fleet of 40 helicopters at PHHL includes:

1. Dauphin SA-365N -18

2. Dauphin AS365N3 -10

3. Bell 206 L4 - 3

4. Bell 407 - 4

5. MI-172 - 2

6. AS 350 B3 - 3

The high-performing medium-weight multipurpose twin-engine helicopter SA-365N Dauphin is a versatile11 passenger seat helicopter of robust and reliable design incorporating the latest composite technologyand Fenstron tail rotor system. Ideally suited for offshore/onshore operations, VIP transportation, casualtyevacuation and rescue operations, this helicopter forms the largest number in PHHL’s young fleet.

PHHL fleet is fully deployed and there is significant demand for helicopters from various sectors. Inview of the growth potential, PHHL is in the process to enhancing its fleet size.

Fleet Details - The Complete Range

With the complete range of helicopters to meet all possible needs, our fleet consists of 40 helicopters(18 x Dauphin SA 365N, 10 x Dauphin AS 365 N3, 3 x Bell 206 L4, 2 x MI-172, 4 x Bell 407 and 3 x AS350 B3).

SA-365N Dauphin

This is a much improved version of the SA365C Dauphin 2, the firstprototype flying on 31 March 1979. This version introduced the updated492 kW (660 shp) Ariel 1C turbo shafts, a retractable tricycle undercarriage,enlarged tail surfaces, and revised transmission, main rotor, rotor mast

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fairing and engine cowlings. The aircraft’s initial M.T.O.W. of 3,850 kg (8,488 lb) was later raised to4,000 kg (8,819 lb). Deliveries of the production model began in 1982.

Dauphin AS365N3

The high-performance AS365 N3 wasdeveloped for operations in ‘hotand high’ climates. The AS365 N3 also features a new-generation 10-blade composite Fenestron anti-torque device with asymmetric bladedistribution, offering a further reduction in noise signature. The AS365N3’s gross weight is 4,300 kg (9,480 lb). Production deliveries beganin December 1998 and this version is currently still in production. Aversatile twin engine 11 passenger seats Helicopter of robust and

reliable design incorporating the latest composite technology and Fenstron tail rotor system. Ideallysuited for offshore/onshore operations, VIP transportation, casualty evacuation and rescue operations.

Bell 206 L4

A light single engine Helicopter with 5 passenger seats. This helicopteris best suited for executive transportation, tourism, reconnaissance,photography, etc. The Bell 206 is a family of two-bladed, single- or twin-engine helicopters, manufactured by Bell Helicopter. The original 206Lutilized an Allison 250-C20B engine, and a series of model upgradesreplaced this engine with more powerful versions; the 206L-1 used a250-C28 and the 206L-3 and 206L-4 used the 250-C30P with 490 shafthorsepower.

Bell 407

The Bell 407 is a four-bladed, single engine, civil utility helicopter; aderivative of the Bell 206L-3 LongRanger. The 407 uses the four-bladed,soft, in-plane, rigid rotor with composite hub that was developed for theUnited States Army’s OH-58D Kiowa Warrior instead of the two-bladed,semi-rigid rotor of the 206L-3. The Bell 407 is frequently used for corporateand offshore transport, as an air ambulance, law enforcement, electronicnews gathering and movie making.

Ml -172

The MI-172 is a multi-role twin engine helicopter with 26 passengerseats and has a range of 480 kms. It is suitable for both offshore andhigh altitude operations. This is a Civil Passenger version of the Mihelicopters manufactured at the Kazan plant. The Mil Mi-17 is aRussian-designed helicopter currently in production at two factories inKazan and Ulan-Ude. Developed from the basic Mi-8 airframe, the Mi-17 was fitted with the larger TV3-117MT engines, rotors, andtransmission developed for the Mi-14, along with fuselage improvements for heavier loads. The

142

designation Mi-17 is for export. The Mi-17 can be recognized because it has the tail rotor on the portside instead of the starboard side, and dust shields in front of the engine intakes. Engine cowls areshorter than on the TV2 powered Mi-8, not extending as far over the cockpit, and an opening for bleed-valve outlet is present forward of the exhaust.

AS 350 B3

The high-performance, powerful AS350 B3 is designed to carry outthe most demanding missions in the most extreme weather andgeographical conditions: from very hot to very high and everything inbetween. Its exceptional lifting power, high endurance, extended rangeand fast cruise speed make virtually any job looks easy. The AS350B3 can climb to 3,000 meters in 2 minutes 21 seconds and has morethan proved its power with a record breaking landing on Mount Everest.More than 530 AS350 B3s are presently in operation worldwide, mainly performing missions requiringhigh performance, including high altitude missions and sling work (external load capability of the B3 is1,400 kg)

Source : www.pawanhans.co.in

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Compendium ofAerospace Industries

146

With Best Compliments From

151

STAHL TECNIKS PVT. LTD.B-1, PLOT NO. – 10, 2nd FLOOR

VASANT KUNJ, NEW DELHI – 110070

TEL:- 011 – 26123382

E-mail:- [email protected]


152

Excel Enterprises


TRINETRA CONSTRUCTIONSBUILDERS & CONSULTANTS


17-1-388/77/B,

Laxmi Nagar, Saidabad,

Hyderabad - 500 059.

Phone: 040-24071529, 24072725

Mishra Dhatu Nigam Limited (MIDHANI)PO: Kanchanbagh, hyderabad – 500 508, India

An ISO 9001: 2000 Company

The company has set up with modern metallurgical facilities and high degree

of technical competence for manufacturing a wide range of Super alloys, Titanium,

Special Steels and other special metals and alloys meeting stringent international

standards for application in Atomic Energy, Aerospace, Defence, Power Generation,

Chemical and other hi-tech industries.

Unique & Integrated Manufacturing Facilities

Midhani employs its highly integrated and flexible manufacturing facilities to produce

a wide variety of special metals and alloys in various mill forms such as ingots, forged

bars, hot rolled sheets and bars, cold rolled sheets, strips and foils, wires, castings

and tubes. Major facilities include: Vacuum Arc Remelting Furnaces, Hydraulic Press,

Hot Rolling & Cold Rolling facilities and Investment Castings.

Midhani takes single point responsibility for supply of finished components like

Tube sheet, Weld Neck flange, M S Flange and Dished End all made from 9Cr1Mo

grade material going into the Heat Exchanger of PFBR.

Testing Facilities

A Comprehensive range of testing and evaluation services covering chemical

analysis, mechanical, non-destructive and magnetic testing are rendered by Midhani.

These include X-Ray, Atomic Absorption, Optical Emission & Ultra-violet visible

Spectrometry and gas analysis. Universal, Creep & Fatigue testing, Fracture toughness

evaluation, Ultrasonic, Eddy Current, Magnetic Dye-Penetrant, Radiography Hysteresis

graph, Core Loss testing etc.

RF & MICROWRF & MICROWRF & MICROWRF & MICROWRF & MICROWAAAAAVE PRODUCTSVE PRODUCTSVE PRODUCTSVE PRODUCTSVE PRODUCTSOFFICE : S-9, SHIVAM APTS., NEW NALLAKUNTA, HYDERABAD - 500 044.

Phone : 27403462 Fax : 040 - 27403462

Manufactures of :-

1) Telemetry Antennas

2) Tele Command Antennas

3) Transponder Antennas for Ground and Onboard applications

4) Parabolic reflectors

5) GPS antennas

6) Patch panels antennas

7) RF Filters

8) Power dividers - 12 way upto 18 Ghz

9) Power combiners

We also take up design and development jobs as per customer’s requirement

For further details contact : Mr Vijay Kumar,

Ph :- +919849019911, Email:- [email protected]

With Best Compliments

A reliable source for yourcritical engineering needs

Sahayak Engineering Pvt Ltd is a trading house providing services to Indian Defence,

Space, Research Laboratories and Public Sector enterprises. It sources critical systems

and components from reputed manufacturers and institutes in various parts of the

world through their agencies/ associated companies. These are located in Russia, Ukraine,

Europe, Israel, USA & Singapore.

Provides custom-made solutions in:

• RF & Microwave systems,

• Carbon Composites,

• Electro optics,

• Hydraulics

• Capital equipment

Contact :

Col. T.Kasi – Director – Cell No: 970 5552389,

No:21-22, Asha Officers’ Colony, R.K.Puram,

Secunderabad -500 056, India,

Ph: +91-40-2779 0550,Fax: +91-40-4240 2358,

e-mail: [email protected]

M/s ELECTRO CIRCUIT SYSTEMS

• CAD Designs, Commercial and Mil Grade PTH & Multilayer PCB’s

• Assembling, Soldering, Crimping & Fabrication of Electronic sub-Systems & Systems

• MIL Grade Electronic Components

• Design and Development of Electronic Systems

Plot # 28, Pragathi Nagar, Yousufguda,

Hyderabad-500 045.

Phone: +91 40 23741343, 44, 45, Fax: 23754580

E-mail: [email protected],electrockt [email protected]

Withe Best Compliments From:

NO NO NO NO NOVVVVVA INTEGRAA INTEGRAA INTEGRAA INTEGRAA INTEGRATED SYTED SYTED SYTED SYTED SYSTEMS LSTEMS LSTEMS LSTEMS LSTEMS LTDTDTDTDTD..... : : : : : A BRIEF COMPA BRIEF COMPA BRIEF COMPA BRIEF COMPA BRIEF COMPANY PRANY PRANY PRANY PRANY PROFILEOFILEOFILEOFILEOFILE

Nova Integrated Systems Limited a public limited company, incorporated under the Companies Act, 1956 andhaving its Corporate Office at Thapar House, Eastern Wing, 124 Janpath, New Delhi, is a 100 % ownedsubsidiary of TATA Advanced Systems Limited – A 100% owned subsidiary of TATA Sons.

Business Focus: The primary objective of the company is to undertake development, manufacture, integrationand management and supply of advanced defense technology and security systems to the Indian armed andparamilitary forces and DPSUs.Technology Focus: � Missiles systems and subsystems

� Radars, systems and subsystems� Un-Manned Air Vehicles (UAV), systems� Electro Optical Pay loads and subsystems� Homeland Security Systems (HLS)� Electronic Warfare (EW) Systems

NOVA Integrated Systems Limited has been awarded Industrial Licenses to Design, Develop, and produce,Missiles, RADARs, and UAVs, by the Department of Industrial Policy & Promotion, under the Ministry ofCommerce & Industry.

Business Enquiries: Mr. Pummy Chicker, General Manager

(Corporate & Business Development)E-mail: [email protected]

In Service of Defence Industry

M/s. GOVEL TRADING CORPORATION

Suppliers:

CRITICAL COMPONENTS, SPECIAL ALLOYS&

SPECIAL AEROSPACE TOOLS

5-5-156/6, Ranigunj,Secunderabad-500 003

Tel: 040-66323325, Fax: 040-66329735

WITH BEST COMPLIMENTS FROM:

M/s. KOBASHI MACHINE TOOLS PVT. LTD

Plot 61/C, RD No. 15, Phase I,

IDA Jeedimatla,

Hyderabad - 500 055

Phone : 23191880 Fax: 23095501


� High-tech CNC Machining Components

� Precision Gauges

� Jigs & Fixtures

� Fabrication and Precision Engineering Works

AN ISO 9001: 2008 CERTIFIED COMPANY


Office: Plot No. 30 & 31, Shakthipuram, Prashanthnagar I.E.,

Kukatpally, Hyderabad – 500 072. Andhra Pradesh, India

KRISHNA MALLACMD

MACHINE TOOL AUTOMATION AND

RETROFITTING ENGINEERS

INDIA PVT. LTD,

Manufacturers of:

� Sub Assemblies & Main Assemblies

� Electronic Cabinet Assembly

� Aerospace Engine Components

� Electronics Hardware

M/s. C. S. CONSTRUCTION COMPANY PVT. LTD.

D-7/7431, VASANT KUNJ, NEW DELHI – 110070

TEL:- +91-11-47169900

E-mail:- [email protected]



Consulting Engineers, Interior DecoratorsBuilders & Defence Contractor

Avani Vision, 1st Floor, 78, Shambhu Nath Pandit Street, KOLKATA - 700 020Phone: 2454 8493. Fax: 2454 8495

e-mail: [email protected]

If undelivered please return to :-

VASTU SHOBHA2300, B-2, Green Glade Apartments

Vasant Kunj, New Delhi - 110070

Tel: 011-26122494, Fax: 011-26892289

email: [email protected]

• Civil Works Contractor

• Conservancy

• Watch & Ward Services

• Guest House Management



B. DURGA REDDY & COENGINEERS & CONTRACTORS

SPECIALISTS IN: High Raised Buildings, Residential Accomodations,Pipe Foundations, Workshops & Technical Accommodations, Road

Works, Water Supply Systems, L.T. & H.T. Electrical Works.

D.No. 36-46-5/3, 2nd Floor, Annapoorna Complex, Urvasi Junction, Kancharapalem,Visakhapatnam - 530 008.

Phones : (Off) 2557080/2734402 Fax: 0891-2727642E-mail : [email protected]


CH. VEERARAGHAVULU CONSTRUCTION PVT. LTD.CONTRACTORS

Door No. 50-27-8/3, T.P.T. Colony, Seethammadhara, Visakhapatnam-530 013,Phone : 2702862(O), 2553347 (R) Fax: 0891-2702856

E-mail: [email protected]


INTER CONTINENTAL CONSTRUCTIONS (I) LTD.

# 301, Brundavanam Apartments 57/3 RT, S.R. Nagar, Hyderabad - 500 038.

Phone: 040-23817808, 23812456, Mobile: 93461 24959. Telefax : 040 2381 2456.

E-mail : [email protected]

Living as we are, in an age where tomorrowis actually now, the only direction NCC is moving in,is forward. Knowing that the road ahead will beas long as we want to make it, we are preparedto make it worth the trip. For three decades now,

we have invested our dreams, ideas, energiesand rescurces to sculpt a world that’s rightand ready for the future.

NAGARJUNA CONSTRUCTION COMPANY LTD.An ISO 9001 : 2000 CompanyBuilding an India you can cherish

41 Nagarjuna Hills Punjagutta, Hyderabad - 500 082. Tel: +91 40 2335 1753 www.ncclimited.com

Nexgen Inc.Importers and Identing Agents for

Electronics Special Metals, Composite Products, Graphite etc.,

Reg. Office : 13/A, IInd Floor, 5-5-109 to 132, Hyderi Complex, Pan Bazar, Ranigunj,Secunderabad - 500 003.

Main Office : Alpha Business Centre, 1st Floor, 6-3-349/20, Road No. 1, Banjara Hills,Hyderabad - 500 034.

Tel/Fax : 040-66779231

Mobile : 92465 32782



SAI CONSTRUCTIONS

# 3-4-520 TO 526, Flat No. 303, Pragathi Pride, Barkathpura, Hyderabad - 500 027.

Telephone: 27567046, Tele Fax: 040 - 27552318

SANTOSH & ASSOCIATESPOCKET-2, SECTOR - C, FLAT NO. 2417, VASANT KUNJ,

NEW DELHI - 110070E-Mail: [email protected]

• Civil Works• Arboriculture & Landscaping• Watch & Ward Services• Conservancy Services• Guest House Management• Maintenance of E/M Assets



VISHAL INFRASTRUCTURE LTD.

An ISO 9001 - 2000 certified and leading Civil Engineering Construction Company

operating all over India, undertaking various civil works such as Roads, Runways,

Flyovers, Terminal Buildings, Helipads etc for various Govt. & Semi Govt. Departments.

Head Office:

# 52, R.V. Road, Basavanagudi,

Bangalore - 560 004

Tel - 91 80 41312451

Fax : 91 80 41312453


Web: www.vihalinfra.com

Chairman’s Office:

# 41, Juhu Supreme Shopping Centre,

Gulmohar, 9th X-Road,

J.V.P.D. Scheme,

Mumbai - 400 049

Telefax : 91 22 26249389

Email - [email protected]

Regd. Office:

# 1, 225/A, Anugriha Apartments,

Rukminidevi Colony,

West Marredpally,

Secunderabad - 500 026.

Telefax : 91 40 27802725



NIMMA NARAYAN ENGINEERS & CONTRACTORS‘S’ Class Regd. in PWD, MES

Plot No. 39, A.P. Text Book Press Colony, Secunderabad - 500 009.

Phone: 27814142 / Fax: 27898815

E-mail: [email protected]


With Best Compliments

AutoTEC Systems Pvt. Ltd.� Embedded Systems

� MIL-STD-1553B & ARINC-429 Products

� MIL Grade PCB CAD & Fabrication

� DSP based Control Systems

� PowerPC & Mobile Pentium based SBCs

Registered Office

No. 117/6B/ASHRAYA ORNATE,BILEKAHALLI, BENNERGGATTA ROAD,BANGALORE – 560 076Tel -080-40327600, Fax; 080-40327676Email: [email protected]: www.autotecsystem.com

Branch Office

Plot. No. 158, 1-8-215/12/2 , 1st floor,Lal Bahadur Nagar, Penderghast Road,Secunderabad – 500 003Tel: 040-27842091, 27842095, Fax: 040-27842090Email: [email protected]: www.autotecsystem.com

SVC PROJECTS PRIVATE LIMITED

(Civil, Electrical, Air Conditioning Engineers Contractors)

No. 402, Dwaraka Plaza, Dwarakanagar, Visakhapatnam - 530 016

Ph: 2551457 / 2551265 / 2792346 / 2538623

Fax : 0891-2552052 Email: [email protected]


PROJECTS PRIVATE LIMITED

# B-102, 1-9-1122/13/C, Bhagirathi Apartments, Vidyanagar, Hyd-44.

Tel/Fax : 040-27677586 Cell: 98484 12561

Email : [email protected], [email protected]

Y.G. Giri

MICRO SYSTEMS & SERVICES

Manufacturers of

Anchor Nuts, Studs, and Headed Fastners for Aerospace Applications.

Design and Fabrication of Jigs and Fixtures for Missiles.

Critical Press Components Tool and Dies, CNC Turning, and Milling

# 10-5-33, Fathenagar, Hyderabad - 18.

Tel: 040-23777929

Fax: 040-23777929

Mobile: 9848237218, 9849334010

Email: sainath [email protected]



AVIATION CONCLAVE - 2010

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Souvenir-Aviation Conclave 2010

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Transcript of Souvenir-Aviation Conclave 2010