A GenCorp Company
Von Braun Symposium Panel: National Institute of Rocket Propulsion Systems (NIRPS) Aerojet’s Perspective On Issues Facing the U.S. Propulsion Industry
Presented by Julie Van Kleeck
26 October 2011 Aerojet Today
Current Business Units
$850.7 $787 $739 $726 $617 $615
$492 Space & Launch Systems $321
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Tactical Systems Aerojet Heritage Divest Electronics Propulsion & Energetics
Missile Defense Systems
Pratt & Whitney’s Chemical Systems Division (CSD) General Dynamics Space Systems Atlantic Research Corporation (Redmond Operations) (ARC) Force Projection & Complementary Acquisitions Protection Aerojet: A Growing Company Focused on Aerospace and March 2011 Defense 2
11/7/2011 AEROJET PROPRIETARY 1 U.S. Rocket Propulsion Industry
Since 1941, more than a dozen U.S. companies had been involved in rocket propulsion business Only a few major U.S. companies are active today, however various new commercial space entities are emerging Retirement of shuttle and Historically low launch rates; Increasingly a “World Market”
From 1941 Today
Liquid Solid Rocketdyne Liquid Thiokol Solid Pratt & Whitney Pratt & Whitney Hercules Rocketdyne TRW Aerojet Atlantic Research Corp Aerojet ATK General Electric Northrop Grand Central Rocket Co. Grumman American Pacific Corp Rocket Research Corp Rohm & Hass Co. Space-X Hamilton Standard Div. United Technology Center Reaction Motors Small Business Blue Origin, Busek, Exquadrum, Florida Turbine, Orbitec WASK, Williams International, XCOR & many more… U.S. Rocket Engine Development History
Ref: Sackheim, AIAA-23257-7531, Journal of Propulsion and Power, Nov. – Dec. 2006 ThereThere havehave beenbeen nono competitivecompetitive LRELRE developmentsdevelopments forfor overover 33 decadesdecades U.S. Propulsion Programs Rarely Make It To Production A GenCorp Company Aerojet Launch Vehicle Propulsion Programs Over the Last 20 Years Aerojet Demographics Reflect U.S. Aerospace & Defense Workforce Issues
All Employees By Age Age Distribution for Engineers
700 200 610 620 180 173 600 162 160 Total: 500 140 448 874 401 120 117 400 100 93 93 300 256 80 73 222 210 193 200 60 54 51 40 34 100 82 62 20 18 25 5 0 6 0 0
0 5 0 5 0 5 0 5 0 5 0 + 0 5 0 5 0 5 0 5 0 5 0 + 2 2 3 3 4 4 5 5 6 6 7 2 2 3 3 4 4 5 5 6 6 7 ------1 ------1 7 7 9 1 6 1 6 1 6 1 6 1 6 9 1 6 1 6 1 6 1 6 1 6 1 2 2 3 3 4 4 5 5 6 6 1 2 2 3 3 4 4 5 5 6 6
Recent focus on new grads is paying of Almost half within 5 years of retirement eligibility Cross Training and Agile Business model is aiding in both attracting and retaining
Approximately 30% of Workforce is Composed of Engineers & Scientists Engine Development Cycle is At Risk if Aging Workforce is Not Replenished EMD
Full Scale Development
Qual
IOC Production
2010 2015 2020 2025
Age Distribution in Aerospace & Defense* Workforce is Available 60 Age 50+ Specialists are NOW to Support New 50 Still Available to Provide Training to Emerging Development 40 Technical Base
30
20 % of Workforce of %
10
0 20-35 35-50 50+ Age U.S.-Made Hydrocarbon Engines Are Virtually Non-Existent Today and Have Never Approached Soviet/Russian Designs
Hydrocarbon Booster Engines
320 Foreign 310 Modern Technology RD-180 RD-191 RD-171 Ox-Rich Staged 300 (Sea Launch) (Atlas V) YF-100 Combustion Cycle 290 NK-33 (Taurus 2)
280 270 USA MA-5 Merlin (Falcon) F-1 Old Technology 260 H-1 RS-27 (Delta II) Gas Generator Cycle LR-87 250
Performance Isp Sea Level (sec) Level Sea Isp Performance THOR 240 U.S. 1960 1970 1980 1990 2000 2010 2020 Russia China Year First Deployed U.S., out of production
ManyMany U.S.-BasedU.S.-Based LaunchersLaunchers (Atlas(Atlas V,V, SeaSea LaunchLaunch andand TaurusTaurus 2)2) NowNow RelyRely OnOn HydrocarbonHydrocarbon BoosterBooster EnginesEngines FromFrom RussiaRussia
7 Issues Facing the Propulsion Industry
Decreasing demand and ever increasing budget pressures— overcapacity and obsolete business practices Risk averse culture – fear of new developments Minimal use of competition to drive affordability and innovation Lack of sustained research and development (30 years of stops/starts) – Minimal new development in last few decades – lack of new products and loss of ability to develop new products – Loss of US competitiveness in a world market – Also makes it hard to attract and retain people to industry Aerospace demographics – possible large exodus of remaining talent in near future Lack of a coordinated approach to propulsion by government – Less than efficient use of diminishing funds – Low production rates due to vehicle specific propulsion – Lack of commitment to a long term plan
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