Key Factors in Designing In-Flight Entertainment Systems
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Improving Passenger Experiences
IMPROVING PASSENGER EXPERIENCES Meeting the Expectations of Modern Passengers Customer experiences are composed of every interaction between 3 The Customer Expectation Framework an organization and its customers throughout their relationship. In industries of all kinds, this relationship is becoming more and more 86% 4 Staying Connected in the Sky important to success. of buyers are willing to pay more for a great customer 5 Entertainment at 30,000 Feet Customers simply expect more - and not just more product for their experience. 6 Reduced Turbulence for Smoother Flights money. They expect a more consistent and fulfilling experience 7 Faster Turnarounds for More from the moment they begin searching for a product like air travel to long after the flight is over. On-Time Arrivals and Departures 8 Air Quality and Temperature Control When customers book air travel, they don’t just buy tickets. They buy an experience. So for airlines, business aviation operators and 73% for More Comfortable Cabins others, the quest is on to maximize that experience. They must of buyers point to customer experience as an important 9 Spotlight on Airliners transform the way flight works to build a new, more customer- factor in purchasing decisions.1 centered future for air travel. Doing so requires seeing each step of 10 Spotlight on Helicopters the experience from the viewpoint of the customer. 11 Spotlight on Business Jets 12 Honeywell Solutions for Comfort and Passenger Experience 13 User-Focused Communication Systems 14 Solutions for Reducing Weather Hazards and Turbulence 15 Tools to Achieve Better On-Time Performance 16 Systems for Optimized Temperature and Air Quality 1. -
Using an Autothrottle to Compare Techniques for Saving Fuel on A
Iowa State University Capstones, Theses and Graduate Theses and Dissertations Dissertations 2010 Using an autothrottle ot compare techniques for saving fuel on a regional jet aircraft Rebecca Marie Johnson Iowa State University Follow this and additional works at: https://lib.dr.iastate.edu/etd Part of the Electrical and Computer Engineering Commons Recommended Citation Johnson, Rebecca Marie, "Using an autothrottle ot compare techniques for saving fuel on a regional jet aircraft" (2010). Graduate Theses and Dissertations. 11358. https://lib.dr.iastate.edu/etd/11358 This Thesis is brought to you for free and open access by the Iowa State University Capstones, Theses and Dissertations at Iowa State University Digital Repository. It has been accepted for inclusion in Graduate Theses and Dissertations by an authorized administrator of Iowa State University Digital Repository. For more information, please contact [email protected]. Using an autothrottle to compare techniques for saving fuel on A regional jet aircraft by Rebecca Marie Johnson A thesis submitted to the graduate faculty in partial fulfillment of the requirements for the degree of MASTER OF SCIENCE Major: Electrical Engineering Program of Study Committee: Umesh Vaidya, Major Professor Qingze Zou Baskar Ganapathayasubramanian Iowa State University Ames, Iowa 2010 Copyright c Rebecca Marie Johnson, 2010. All rights reserved. ii DEDICATION I gratefully acknowledge everyone who contributed to the successful completion of this research. Bill Piche, my supervisor at Rockwell Collins, was supportive from day one, as were many of my colleagues. I also appreciate the efforts of my thesis committee, Drs. Umesh Vaidya, Qingze Zou, and Baskar Ganapathayasubramanian. I would also like to thank Dr. -
Air Transport Industry Analysis Report
Annual Analyses of the EU Air Transport Market 2016 Final Report March 2017 European Commission Annual Analyses related to the EU Air Transport Market 2016 328131 ITD ITA 1 F Annual Analyses of the EU Air Transport Market 2013 Final Report March 2015 Annual Analyses of the EU Air Transport Market 2013 MarchFinal Report 201 7 European Commission European Commission Disclaimer and copyright: This report has been carried out for the Directorate General for Mobility and Transport in the European Commission and expresses the opinion of the organisation undertaking the contract MOVE/E1/5-2010/SI2.579402. These views have not been adopted or in any way approved by the European Commission and should not be relied upon as a statement of the European Commission's or the Mobility and Transport DG's views. The European Commission does not guarantee the accuracy of the information given in the report, nor does it accept responsibility for any use made thereof. Copyright in this report is held by the European Communities. Persons wishing to use the contents of this report (in whole or in part) for purposes other than their personal use are invited to submit a written request to the following address: European Commission - DG MOVE - Library (DM28, 0/36) - B-1049 Brussels e-mail (http://ec.europa.eu/transport/contact/index_en.htm) Mott MacDonald, Mott MacDonald House, 8-10 Sydenham Road, Croydon CR0 2EE, United Kingdom T +44 (0)20 8774 2000 F +44 (0)20 8681 5706 W www.mottmac.com Issue and revision record StandardSta Revision Date Originator Checker Approver Description ndard A 28.03.17 Various K. -
Electric Airports
Electric Airports In the next few years, it is highly likely that the global aircraft fleet will undergo a transformative change, changing air travel for everyone. This is a result of advances in battery technology, which are making the viability of electric aircraft attractive to industry leaders and startups. The reasons for switching from a fossilfueled to electric powertrain are not simply environmental, though aircraft do currently contribute around 3% of global carbon dioxide emissions [1]. Electric aircraft will provide convenient, comfortable, cheap and fast transportation for all. This promise provides a powerful incentive for large companies such as Airbus and many small startups to work on producing compelling electric aircraft. There are a number of fundamental characteristics that make electric aircraft appealing. The most intuitive is that they are predicted to produce very little noise, as the propulsion system does not rely on violent combustion [2]. This makes flying much quieter for both passengers and people around airports. As they do not need oxygen for burning jet fuel, they can fly much higher, which in turn will make them faster than today’s aircraft as air resistance decreases with altitude [3]. The most exciting characteristic is that electric aircraft could make vertical takeoff and landing, or VTOL, flight a possibility for everyone. Aircraft currently take off using a long runway strip, gaining speed until there is enough airflow over the wings to fly. It obviously doesn’t have to be this way, as helicopters have clearly demonstrated. You can just take off vertically. Though helicopters are far too expensive and slow for us to use them as airliners. -
Skyteam Global Airline Alliance
Annual Report 2005 2005 Aeroflot made rapid progress towards membership of the SkyTeam global airline alliance Aeroflot became the first Russian airline to pass the IATA (IOSA) operational safety audit Aeroflot annual report 2005 Contents KEY FIGURES > 3 CEO’S ADDRESS TO SHAREHOLDERS> 4 MAIN EVENTS IN 2005 > 6 IMPLEMENTING COMPANY STRATEGY: RESULTS IN 2005 AND PRIORITY TASKS FOR 2006 Strengthening market positions > 10 Creating conditions for long-term growth > 10 Guaranteeing a competitive product > 11 Raising operating efficiency > 11 Developing the personnel management system > 11 Tasks for 2006 > 11 AIR TRAFFIC MARKET Global air traffic market > 14 The passenger traffic market in Russia > 14 Russian airlines: main events in 2005 > 15 Market position of Aeroflot Group > 15 CORPORATE GOVERNANCE Governing bodies > 18 Financial and business control > 23 Information disclosure > 25 BUSINESS IN 2005 Safety > 28 Passenger traffic > 30 Cargo traffic > 35 Cooperation with other air companies > 38 Joining the SkyTeam alliance > 38 Construction of the new terminal complex, Sheremetyevo-3 > 40 Business of Aeroflot subsidiaries > 41 Aircraft fleet > 43 IT development > 44 Quality management > 45 RISK MANAGEMENT Sector risks > 48 Financial risks > 49 Insurance programs > 49 Flight safety risk management > 49 PERSONNEL AND SOCIAL RESPONSIBILITY Personnel > 52 Charity activities > 54 Environment > 55 SHAREHOLDERS AND INVESTORS Share capital > 58 Securities > 59 Dividend history > 61 Important events since December 31, 2005 > 61 FINANCIAL REPORT Statement -
Ac 120-67 3/18/97
Advisory u.s. Department ofTransportation Federal Aviation Circular Ad.nnlstratlon Subject: CRITERIA FOR OPERATIONAL Date: 3/18/97 AC No: 120-67 APPROVAL OF AUTO FLIGHT Initiated By: AFS-400 Change: GUIDANCE SYSTEMS 1. PURPOSE. This advisory circular (AC) states an acceptable means, but not the only means, for obtaining operational approval of the initial engagement or use of an Auto Flight Guidance System (AFGS) under Title 14 of the Code of Federal Regulations (14 CFR) part 121, section 121.579(d); part 125, section 125.329(e); and part 135, section 135.93(e) for the takeoff and initial climb phase of flight. 2. APPLICABILITY. The criteria contained in this AC are applicable to operators using commercial turbojet and turboprop aircraft holding Federal Aviation Administration (FAA) operating authority issued under SPAR 38-2 and 14 CFR parts 119, 121, 125, and 135. The FAA may approve the AFGS operation for the operators under these parts, where necessary, by amending the applicant's operations specifications (OPSPECS). 3. BACKGROUND. The purpose of this AC is to take advantage of technological improvements in the operational capabilities of autopilot systems, particularly at lower altitudes. This AC complements a rule change that would allow the use of an autopilot, certificated and operationally approved by the FAA, at altitudes less than 500 feet above ground level in the vertical plane and in accordance with sections 121.189 and 135.367, in the lateral plane. 4. DEFINITIONS. a. Airplane Flight Manual (AFM). A document (under 14 CFR part 25, section 25.1581) which is used to obtain an FAA type certificate. -
9/11 Report”), July 2, 2004, Pp
Final FM.1pp 7/17/04 5:25 PM Page i THE 9/11 COMMISSION REPORT Final FM.1pp 7/17/04 5:25 PM Page v CONTENTS List of Illustrations and Tables ix Member List xi Staff List xiii–xiv Preface xv 1. “WE HAVE SOME PLANES” 1 1.1 Inside the Four Flights 1 1.2 Improvising a Homeland Defense 14 1.3 National Crisis Management 35 2. THE FOUNDATION OF THE NEW TERRORISM 47 2.1 A Declaration of War 47 2.2 Bin Ladin’s Appeal in the Islamic World 48 2.3 The Rise of Bin Ladin and al Qaeda (1988–1992) 55 2.4 Building an Organization, Declaring War on the United States (1992–1996) 59 2.5 Al Qaeda’s Renewal in Afghanistan (1996–1998) 63 3. COUNTERTERRORISM EVOLVES 71 3.1 From the Old Terrorism to the New: The First World Trade Center Bombing 71 3.2 Adaptation—and Nonadaptation— ...in the Law Enforcement Community 73 3.3 . and in the Federal Aviation Administration 82 3.4 . and in the Intelligence Community 86 v Final FM.1pp 7/17/04 5:25 PM Page vi 3.5 . and in the State Department and the Defense Department 93 3.6 . and in the White House 98 3.7 . and in the Congress 102 4. RESPONSES TO AL QAEDA’S INITIAL ASSAULTS 108 4.1 Before the Bombings in Kenya and Tanzania 108 4.2 Crisis:August 1998 115 4.3 Diplomacy 121 4.4 Covert Action 126 4.5 Searching for Fresh Options 134 5. -
A Conceptual Design of a Short Takeoff and Landing Regional Jet Airliner
A Conceptual Design of a Short Takeoff and Landing Regional Jet Airliner Andrew S. Hahn 1 NASA Langley Research Center, Hampton, VA, 23681 Most jet airliner conceptual designs adhere to conventional takeoff and landing performance. Given this predominance, takeoff and landing performance has not been critical, since it has not been an active constraint in the design. Given that the demand for air travel is projected to increase dramatically, there is interest in operational concepts, such as Metroplex operations that seek to unload the major hub airports by using underutilized surrounding regional airports, as well as using underutilized runways at the major hub airports. Both of these operations require shorter takeoff and landing performance than is currently available for airliners of approximately 100-passenger capacity. This study examines the issues of modeling performance in this now critical flight regime as well as the impact of progressively reducing takeoff and landing field length requirements on the aircraft’s characteristics. Nomenclature CTOL = conventional takeoff and landing FAA = Federal Aviation Administration FAR = Federal Aviation Regulation RJ = regional jet STOL = short takeoff and landing UCD = three-dimensional Weissinger lifting line aerodynamics program I. Introduction EMAND for air travel over the next fifty to D seventy-five years has been projected to be as high as three times that of today. Given that the major airport hubs are already congested, and that the ability to increase capacity at these airports by building more full- size runways is limited, unconventional solutions are being considered to accommodate the projected increased demand. Two possible solutions being considered are: Metroplex operations, and using existing underutilized runways at the major hub airports. -
Airbus Develops New A380 Cabin Enablers, Including “New Forward Stairs” Option
Airbus develops new A380 cabin enablers, including “New Forward Stairs” option By Melissa Silva on April, 10 2017 | Inflight Entertainment Airbus is developing a full spectrum of new cabin enablers for customers of its flagship A380 airliner. The latest is the “New Forward Stairs” (NFS) option, which was presented last week at the Aircraft Interiors Expo (AIX) in Hamburg. Together these cabin enhancements will make the already efficient and comfortable airliner even better: Overall cabin optimization is expected to result in the freeing-up of more cabin floor space for around 80 additional passengers, bringing airlines significant additional revenues. “Continuous improvement of our products is our daily work," said Dr. Kiran Rao, EVP of Strategy and Marketing at Airbus Commercial Aircraft. "This new package for our A380 customers is a smart way to meet airline needs while improving the A380 economics with additional revenues and innovating in passenger comfort.” Dr. Rao added: “Only the A380 has the economies of scale and development potential to efficiently solve the problem of increasing congestion at large airports while providing the best comfort for passengers. The aircraft can also serve fast growing markets and airlines' regional airports, so we are adapting the aircraft to meet evolving market needs.” With this latest proposal of the NFS option, the package of new cabin enablers for the A380 now comprises the following: 1 Copyright DutyFree Magazine. All rights reserved. New Forward Stairs — 20 more passengers (Business, Premium Economy and Economy Classes) The NFS involves relocation of the forward stair from door 1 to door 2, and combining the entrance of the NFS to the upper deck (going up), with the adjacent staircase to the lower-deck crew-rest (going down). -
ICAO Version Finale
Thales Presentation > ICAO NGAP Symposium March 2010 Francis ARCHAMBAULT – Director, Marketing and Product Policy Benoît THUBERT – Advance Project Design Authority Aerospace Agenda THALES Avionics system development in recent History AIRBUS, BOMBARDIER, GULFSTREAM, ATR, EMBRAER, SUKHOI Interactive Cockpit Display Systems, Flight Management Systems, Integrated Modular Avionics, Electronic Flight Controls Computers, Head-Up Displays, Enhanced Vision Systems, IFE. THALES Innovation NEW TECHNOLOGIES Flight Deck Innovation Strategy, Global Environment – Thales actions & major Industry initiatives, R&D and emerging technologies – some considerations, Avionics evolving Business Model, New generation of flight crew & new approach to develop flight deck, Competency and training methods, Bridging the gap between pilots and systems, New interaction languages, Helping pilots to handle complexity. March 2010 March THALES Training Technologies 2 This document is the property of Thales Group and may not be copi ed or communicated without written consent of Thales > Thales Recent Avionics developments Aerospace Thales - intelligence onboard Connectivity - SATCOM Integrated Modular Avionics Cockpit Display + HUD + EVS Electrical Power Flight Guidance Generation / Conversion Flight Management Communication, Navigation, Surveillance Flight Controls Utilities: Braking Steering Fuel Engine Controls In-Flight Entertainment Systems Doors & Slides Cabin lighting March 2010 March Integrated Maintenance Cabin interiors floor to floor 4 This document -
Accessibility to In-Flight Entertainment for Deaf and Hard of Hearing Passengers Michael A
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Southern Methodist University Journal of Air Law and Commerce Volume 77 | Issue 1 Article 3 2012 Propelling Aviation to New Heights: Accessibility to In-Flight Entertainment for Deaf and Hard of Hearing Passengers Michael A. Schwartz Follow this and additional works at: https://scholar.smu.edu/jalc Recommended Citation Michael A. Schwartz, Propelling Aviation to New Heights: Accessibility to In-Flight Entertainment for Deaf and Hard of Hearing Passengers, 77 J. Air L. & Com. 151 (2012) https://scholar.smu.edu/jalc/vol77/iss1/3 This Article is brought to you for free and open access by the Law Journals at SMU Scholar. It has been accepted for inclusion in Journal of Air Law and Commerce by an authorized administrator of SMU Scholar. For more information, please visit http://digitalrepository.smu.edu. PROPELLING AVIATION TO NEW HEIGHTS: ACCESSIBILITY TO IN-FLIGHT ENTERTAINMENT FOR DEAF AND HARD OF HEARING PASSENGERS MICHAEL A. SCHWARTZ* TABLE OF CONTENTS ABSTRACT ............................................... 151 I. INTRODUCTION .................................. 152 II. AIR CARRIER ACCESS ACT OF 1986 ............. 157 III. COURTS DO NOT ACKNOWLEDGE A PRIVATE RIGHT OF ACTION ............................... 162 IV. THE LACK OF CONGRESSIONAL ACTION ...... 165 V. THE DOT'S INACTION REGARDING IFE CAPTIONING ...................................... 166 VI. THE IRONY: ACCESSIBLE IN-FLIGHT ENTERTAINMENT IS AVAILABLE NOW ......... 171 VII. A CALL TO ACTION .............................. 174 ABSTRACT In-flight entertainment has been available for over forty-five years but to this day remains without captions or subtitles, thus depriving deaf and hard of hearing passengers of access to this service. -
About China Airlines About China Airlines 2015 China Airlines Corporate Sustainability Report 10
9 About China Airlines About China Airlines 2015 China Airlines Corporate Sustainability Report 10 1-1 About Us On December 16, 1959, a group of Republic of China Air Force veterans co-founded Taiwan's first private airlines-- China Airlines (CAL), and changed the country's civil aviation industry which was previously it of Excelle monopolized by foreigners. CAL is currently Taiwan's largest civilian airlines, and has the most international ursu nce destinations and number of passengers. CAL's headquarters and transit center are located in Taoyuan P International Airport. CAL is mainly engaged in international air passenger and freight routes, but also operates side businesses such as Taiwan's airport ground operation, air freight, airline catering, aircraft maintenance, ustomer First hotel management and in-flight duty-free shopping. In addition, all domestic routes have been operated by CAL C subsidiary Mandarin Airlines since 1998. At the same time, to compete with low-cost carriers (LCC) and meet different customer needs, CAL jointly established the Tigerair Taiwan with Singapore's Tigerair, which has begun operations since 2014. ustworthines Tr s In 2016, after 56 years of operation, CAL has a strong sense of mission as the pioneer of Taiwan's aviation industry. CAL continues to strengthen flight safety, improve service quality and operational efficiency, and uphold the corporate mission of trustworthiness, customer first and forever pursuit of excellence so that the world may see Taiwan and the New Face of CAL. About CAL 「 」 Corporate Mission 54.7Billion in registered capital 2610 12,437Employees 92 Aircraft At the end of 2015 On February 26, 1993, At the end of 2015 CAL has 71 passenger fleet CAL became publicly listed and 21 cargo fleet.