Aims

• Define operations and requirements of aerospace systems integration
• Investigate how the role facilitates value generation and appropriation
• Develop framework enabling manufacturers to acquire, exploit and maintain role

Industrial issues

The strength of the UK aerospace industry lies in its ability to manage the creation of complex system products through an equally complex system of business processes and supply networks. This involves performing activities which coordinate people, information, and other technical and organisational resources drawn from disparate sources over the entire product lifecycle. This role is differentiated by strong integration capabilities which need to be documented, protected and developed over time. This becomes critically important as global consolidation and changing market characteristics drives rapid restructuring within the industry.

Yet the ways of achieving, structuring and managing systems integration have not been clearly delineated. Existing approaches to systems integration have focused upon enhancing the systems engineering process, without drawing a direct link between systems integration and its purported value generation properties. This has made it difficult to target system integration within corporate strategy.

Research approach

This project is designed to provide frameworks for defining systems integration activities and then decomposing these activities into critical capabilities and resources. By analysing value implications of emerging product and supply characteristics in the context of integration activities, capabilities and resources manufacturers can then use this framework to inform their strategic process.

Preliminary Research Framework

Stage One - Identify Systems Integration Activities

Activities: Map projects, with associated activities/partners and information flow
Outputs: Outlines of existing/potential integration activities and participants

Stage Two - Analysing the Systems Integration Activities

Activities: Document integration objectives, issues, best practices, and tools
Outputs: Framework for examining issues/interactions in integration operations

Stage Three - Decomposing Activities into Capabilities and Resources

Activities: Identify capability/resource differentiators enabling integration activities
Outputs: Capability/resource blueprints for integration activities

Stage Four - Analysing Value Implications of Systems Integration

Activities: Develop strategy formation process exploiting systems integration
Outputs: Roadmap focusing corporate expansion on capturing integration value

System Integration Activity Analysis and Decomposition

Product Integration

Which System(s) will be integrated?

Assembling raw materials, components, subsystems, interfaces and associated technologies into a marketable system product satisfying performance constraints

Process Integration

When and How will this take place?

Organising technical resources and organisational processes for timely creation and support of system products spanning system lifecycle, from requirements definition and concept development, through engineering and manufacturing, to eventual maintenance and disposal.

Participant Integration

Who will integrate these systems?

Linking customers, end users, internal operations, prime/subsystem contractors, and component developers in a network structure which enhances the system integratorís access to technologies and capabilities, ability to meet customer requirements, internal product and process capabilities, and overall competitive position.

Deliverables

• Clarification of company's current systems integration activities
• in systems integration
• Opportunities to learn from other aerospace companies
• Methods for reviewing internal structures and operations

Company Involvement

• Access for exploratory interviews with key staff
• Participation with other companies in workshops to discuss findings
• Review of current company practices and product offerings in a systems integration context

Researcher

Billy Chen