By James F. Marchman, Lloyd R. Jenkinson, G. J. Page
Airplane layout three (2000) 239 - 247
This paper describes the character and improvement of an undergraduate airplane layout path concerning scholars in US and united kingdom universities operating in an built-in workforce that types the overseas collaboration typical within the aerospace undefined. The reasoning that resulted in this collaboration is printed and information of the business enterprise and administration of the programme defined. Observations from the 3 years of expertise with working the programme are made and a few total conclusions given. many of the layout initiatives are illustrated together with the roadable airplane layout which gained the 1999/2000 NASA/FAAAGATE nationwide common Aviation layout festival. The collaboration has been profitable from an instructional perspective and may function an efficient version which may be followed via different pairs of universities.
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18 The secret of American success lay in the ability to mate a variety of technologies into a successful product. '20 Nonetheless, business prowess aside, this success owes much to the privileged position of the aerospace industry vis-a-vis government in the Cold War era. While the United States saw an explosion in R&D funding following the war, economic sectors benefited unevenly from government involvement. 22 The degree to which the American government was prepared to underwrite research and development expanded rapidly after 194S.
The aircraft industry makes the largest contribution to US manufacturing trade. 1 Both Boeing and MDC employed thousands of workers and their chain of suppliers employed many thousands more. The US aerospace industry was in many respects the flagship of American technological leadership. '2 The dispute with Europe over Airbus Industrie was all about preserving this star performer. The creation of the Airbus consortium in 1967 did not arouse many concerns in Washington. European firms had a disastrous history in the commercial airline business.
However, while the market was large, it was also mature and its growth rate began to slow during the 1970s. From annual growth of 7 per cent, the 1970s saw passenger miles increase an average of only 5 per cent. In the meantime, foreign markets, which had lagged behind the US both in absolute size and growth rate, began to catch up. 68 As a result, Boeing, MDC and Lockheed, had to focus more and more sales activity outside the relatively known confines of the United States. US firms were used to dealing with large, relatively wealthy US airlines that had long standing relationships with the manufacturers.
A model for international teaming in aircraft design education by James F. Marchman, Lloyd R. Jenkinson, G. J. Page