Auswahl der wissenschaftlichen Literatur zum Thema „Fokker Aircraft Corporation of America“

Volcanic ash clouds emitted into the Earth’s atmosphere by more than a thousand active volcanoes pose an immediate se-rious threat to flight safety, since volcanic ash particles in high concentrations can cause significant damage to aircraft. This article presents the consequences of an aircraft getting into a cloud of volcanic ash (damage to the fuselage and aer-odynamic surfaces of the aircraft, turbojet sustainer engines, antennas, air pressure and temperature receivers, other aircraft sys-tems), and also describes in detail the mechanisms and examples of the impact of volcanic ash on various types aircraft gas tur-bine engines. The global statistics of aircraft hitting volcanic ash clouds from 1935 to 2021 is given. The results of engineering tests of PW F100 bypass gas turbine engines under the influence of volcanic ash in the condi-tions of the scientific and CalspanTechnical Corporation, founded in 1943 in the United States of America, are considered. Also presented are the results of work under the VIPR (Vehicle Integrated Propulsion Research) program of the National Aerospace Agency of the United States of America (NASA) for a comprehensive study of the impact of volcanic ash on the F-117 (PW2040) power plant of the Boeing C-17 Globemaster III military transport aircraft. The results of research by the NASA national agency and the Calspan Corporation are compared with the main data of certification tests of the advanced PD-14 aircraft gas turbine engine developed by JSC «UEC-Aviadvigatel» in the conditions of the closed ground test facility Ts-17T of the FAA «CIAM named after P.I. Baranov» in accordance with the requirements of the European Aviation Safety Agency (EASA).

The development of the adhesive bonding of the wing of the SAAB 340 and 2000 aircraft is traced from the development of the technology during the Primary Adhesively Bonded Structure Technology (PABST) research programme performed at Douglas Aircraft under contract to the US Air Force Wright Laboratories in the late 1970s through initial fabrication by Fairchild in America in the early 1980s to series production by SAAB in Sweden and, today, also by CASA in Spain. The saga of solving a processing problem encountered in America before the first aircraft was delivered is recounted as an object lesson in how to approach problems and in the benefits derived by doing so promptly and thoroughly. Every aspect of the problem was identified and replicated in the laboratory where, because it was understood properly, it could be duplicated and prevented at will. The lessons learned about bonding tool designs from this investigation and during the manufacture of the PABST fuselage were implemented during the transfer of production of the wing from America to Sweden. The use of a floating caul plate, rather than a traditional rigid bonding tool, is explained. The justification for doing so is the virtual elimination of all fit problems and the production of a far more uniform void-free bond line. In addition, the evolution of progressively simpler, yet more effective, bagging procedures is also described, culminating in a refinement of a technique pioneered by Fokker in Holland. Today, all breather and bleeder layers have been eliminated. This reduces costs and the need for disposal of costly expendable materials and also permits a positive check of the fit of the details by visual examination through the transparent bag once the vacuum is drawn before the assembly is inserted into the autoclave, giving an opportunity to correct any misfits while it is still possible to do so. Consequently, there is also no need for traditional verifilm operations. The tooling technology developed during the PABST programme did not die when the contract was completed with no follow-on production programme for large transport aircraft in the United States. It is alive and flourishing in Sweden. In addition, as the paper describes, the transfer of the technology was so complete that it has since been improved upon. Today, the bonding of the stiffened wing skins for these two aircraft is probably the most advanced and simultaneously the most forgiving production application of large-scale metal bonding the world has yet seen.

This chapter describes Walton’s use of all six rational methods as founder and developer of the largest retail corporation in the US: the Wal-Mart corporation. In the 1960s his rapid and innovative adaptive response to the rise of discount retailing became an innovative expansion system. Further, Walton’s use of diverse and institutionalized deliberation led to the pioneering use of technology which enabled such rapid expansion. This technology included computerization and a satellite-based communication system. Walton emphasized both quantitative and strategic calculation: cost-reduction was his overarching ‘grand’ strategy which included a specialized labour-relations strategy. The fourth section highlights Walton’s use of learning, in various forms and contexts, as an additional, seventh rational method. A final section examines how learning was used by a different leader, in a different country and a different industry: Marcel Dassault’s establishing of an aircraft-manufacturing corporation in France.

Usually associated with large bank failures, the phrase too big to fail, which is a particular form of government bailout, actually applies to a wide range of industries, as this volume makes clear. Examples range from Chrysler to Lockheed Aircraft and from New York City to Penn Central Railroad. Generally speaking, when a corporation, an organization, or an industry sector is considered by the government to be too important to the overall health of the economy, it will not be allowed to fail. Government bailouts are not new, nor are they limited to the United States. This book presents the views of academics, practitioners, and regulators from around the world (e.g., Australia, Hungary, Japan, Europe, and Latin America) on the implications and consequences of government bailouts.

Abstract Wal-Mart (now Walmart), the iconic retailing corporation, was established by Sam Walton and initially was his adaptive response to discount retailing. His innovative response in the 1960s was Wal-Mart discount retailing and an expansion system that spread Wal-Mart stores throughout the southwest and then other parts of America. The rapid expansion of Wal-Mart corporation in the 1970s‒80s was helped, too, by CEO Walton’s use of the other rational methods. He was a ‘numbers man’ and his strategic calculation generated a cost-reduction grand strategy that included a labour-relations strategy. His use of the deliberative methods led to Wal-Mart pioneering such technology as a satellite-based communication system. In addition to the standard six rational methods, CEO Walton used learning—such as learning from experimentation—as a seventh rational method of corporation development. And the chapter’s final section shows learning being used by Marcel Dassault to develop the Dassault Aviation aircraft-manufacturing corporation in France.