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Virtual Certification”: a Milestone in 2006 for Antenna Sitting: Green Light by DGAC Authorities

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Virtual Certification”: a Milestone in 2006 for Antenna Sitting: Green Light by DGAC Authorities When Systems Engineering meets Virtualization… Pr E. Duceau Scientific Director System Engineering, Applied math & Information Technologies [email protected] Airbus Group Innovations – general overview When Systems Engineering Meets Virtualization Outline RoI, Bottlenecks and Constrains • Where I am from • High level requirements We have a dream… • Common Virtual Bird Global picture • Functional Digital Mock-Up yes we could! • Risk assessment but not alone, • Virtual Testing and make money • Conclusion: Key Challenges 17.01.2015 © Airbus Group. All rights reserved. Confidential & proprietary document 2 Airbus Group Innovations – general overview 1. 3 Divisions & Corporate targets to align 2. Size, time-to-market, competitors Airbus Group Management structure Airbus Group Innovations is part of Chief Technical Officer Organization Denis Ranque Chairman of the Board of Directors (BoD) Tom Enders Chief Executive Officer (CEO) Chief Financial Chief Strategy & Chief Technical CEO Airbus Group Chief Human Officer Marketing Officer Officer Inc. Resources Officer HaraldHarald Wilhelm Wilhelm MarwanMarwan Lahoud Lahoud JeanJean J. J. Botti Botti Allan McArtor Thierry Baril Airbus Airbus Helicopters Airbus Defence and Space Fabrice Brégier (CEO) Guillaume Faury (CEO) Bernhard Gerwert (CEO) © Airbus Group. All rights reserved. Confidential & proprietary document 3 Architectes of complex systemes = The Challenge in Innovation The problem is … AS-IS situation 1.This works, but… Actual efficiency? 2.Processes are “certified” Analyse & Define Needs Integrate Deliver Define Technical Requirements Design Physical Verify Architecture Correct Design Processes Integration Processes Workload 15% Workload 85% Hundreds of people Thousands of people Produce – Re-use - Buy © Airbus Group. All rights reserved. Confidential & proprietary document Realisation Processes 5 The target is … High level requirement ! 1.What Guarantees it works better? 2.Impact on certification processes? Analyse Define & Define Technical Validate Needs Requirements Product Verify Verify Evaluate Optimise Integration Design Validate Design Assemble Physical Functional Architecture Architecture Recept Design Processes Integration Processes Workload 60% Workload 40% More people? Better? Less people? Standard? Produce – Reuse - Buy © Airbus Group. All rights reserved. Confidential & proprietary document Realisation Processes 6 One Enabler is … Virtualization 1.Is Virtualization really managed? 2.Maturity of processes in M&S? Impact of change configuration (up to Limit risks certification) in decision making Example: the Common Virtual Bird initiative (Airbus 2004-2010) reduce development cycle © Airbus Group. All rights reserved. Confidential & proprietary document 7 Design & Multidisciplinary Optimization = The methodological Challenge 1.IT is still a bottleneck, even today 2.Organization/size may be a show stopper Collaborative Distributed work Data exchanges - Design reviews - Specific visualisations . © Airbus Group. All rights reserved. Confidential & proprietary document Pieces Modelisation - Simulation - Visualisation Sub-assemblies Aircraft part/function 1.Incite all disciplines up to right level 2.Pull models by top-down process Behavior simulation output validation simulation temperature distribution heat generation Processes speed experience plastified zone distribution © Airbus Group. All rights reserved. Confidential & proprietary document Concept Marketing Support 1.Legacy: design, manufacturing, tests… ≠ 2.Targeted: more services or new demands Design Ground & Flight tests Manufacturing © Airbus Group. All rights reserved. Confidential & proprietary document Example: Needs for Architects Add more and more « Views » •Manufacturing •Weight, performances •Safety, Certification •Energy, Fuel •Electricity, hydraulics •Air conditioning 1.Add dynamically requested Views 2.Mix views depending on scenarios •Cost per function •Maintenance •Operability •Green aspects •etc © Airbus Group. All rights reserved. Confidential & proprietary document 12 Starting point: Basic System Engineering view 1.There are Specific Simulation issues 2.Methodology to be adapted? © Airbus Group. All rights reserved. Confidential & proprietary document 13 Dependencies, couplings, impacts.. Yes but not with the same importance ; Dynamically 1.Scenarios (architect centric) 2.Architects of Simulation © Airbus Group. All rights reserved. Confidential & proprietary document 14 To really make a breakthrough thanks to simulation Operational support Expectations The Big Issue and Value + services Models is… Verification & Concepts Certification definition 1.Physics is real world (PDE) @ aircraft level 2.Systems is engineers world (ODE) Assembly & Preliminary Systems design Validation & + Verification Integration & assembly Detailed MATLAB/Simulink definition SCADE Components development © Airbus Group. All rights reserved. Confidential & proprietary document Risk Management & Margin Reduction = The Industrial Challenge Today we do invest on http://www.youtube.com/watch?v=Z1k8KqHq7Bk FDMU concept(s) Functional Digital Mock-up Le Bourget 2011 1.Plateau (limited but equipted) 2.Virtual Plateau to be demonstrated Example: Digital Spacecraft (Airbus Defense & Space © Airbus Group. All rights reserved. Confidential & proprietary document Our innovation capacity depends on 1.Pull mode for models our modeling capabilities 2.Simulation Factory Adapt our methodology Models of environment Mature Models of requirements “Prototype” Tests in intention “operation” Functional Functional Simulation Test of a analysis models of scenarios Full system Simulation of Models for Architecture integration Test of couplings analysis V&V (&A) Sub-systems Elementary elementary Analysis of each models component Basic function Test PrototypePrototype ofof integration integration © Airbus Group. All rights reserved. Confidential & proprietary document 18 Probabilities, margins, failure analysis everywhere in the process Challenge behind is « Virtual Testing » Wind Tunnel Experiment 1.RoI to be demonstrated 2.Processes to be updated Computation Any real test “shall” have been prepared by Numerical Flow simulation! Right at first time Simulation Aircraft in Flight © Airbus Group. All rights reserved. Confidential & proprietary document A generic scheme applied to ElectroMagnetic environment of electronics How to “run” a scenario to: -move from worse case analysis to a probability of failure -help the requirement analysis and supplier ordering -support decision in architectures (syst, Equipt, Harness) Harness - Provide architects with impact analysis on other domains Equipment 1.Savings is for the integrator 2.IPR in early design phase tbc scenarios to be investigated: Lightning protection, Energy (power electronics), Wireless, retrofit and optimization for Antenna, etc EU = Electronic Unit One unique model of the equipment Integrated Circuit CANNOT cover all scenarios of interest © Airbus Group. All rights reserved. Confidential & proprietary document “Virtual Certification”: a milestone in 2006 For Antenna Sitting: Green light by DGAC authorities •To make Airworthiness Bodies comfortable with Virtual certification: more than 10 years of validation & comparisons, demonstration with Airbus and suppliers … Dedicated measurements1.Acceptance to perform model validation; ≠ science!!! Quality process is compulsory to get confidence 2.Conservative behavior SAVINGS = time cycle •To optimize antennas sitting at low cost by simulation •To facilitate and prepare the retrofit or the installation of specific antennas by simulations •To support suppliers with better requirements to limit risks during integration process (later in the cycle) © Airbus Group. All rights reserved. Confidential & proprietary document Conclusion innovation & margin management, acceptance, maturity & RoI… 1. Need for Long Term Investment 2. Value is not where we forecast! € Challenges to be discussed together •3 main challenges actually depend on us, only •Architecture of tools chains (Engineering competencies to set-up innovation) •Simulate for the other(s) (collaborative spirit in pull mode) •Return over investment (where? when? Benefit to be demonstrated) •3 challenges depend on other stakeholders (on top of us) •Capacity to provide libraries of models (maturity; Knowledge inside) •Acceptance (certification process, decision process, integration process) •Standardization (affordability) •3 typical challenges in “ramp up” phase up to entire company level •Manage the development of virtualization (process to include TRL) •(A)symmetry of “games” with suppliers & eco-system (collaborative ) •Manage the impact on the organization @ company level •HR challenge: management of Competencies (experts, legacy, new profiles) © Airbus Group. All rights reserved. Confidential & proprietary document Preliminary comments: • 3 sets of challenges aim at taking advantage of new numerical technologies • 3 criteria: innovation, maturity, affordability • 3 hurdles: 2 first sets are mastered and viewed as “evolution” of current activities • The last one presents a risk but also possible breakthrough •3 main challenges actually depend on us •Architecture of tools chains •Simulate for the other •Return over investment Who will be the first to really •3 challenges depend on other stakeholders benefit from these virtualization •Capacity to provide libraries of models •Acceptance capabilities? •Standardization - Companies with huge legacy? - New comers in business? •3 ramp up challenges,
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