Team 1 SRR Document

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AAE 451

System Requirements Review

February 11, 2010

Team 1

Alex Mondal

Beth Grilliot

Brien Piersol

Heath Cheung

Jason Liu

Jeff Cohen

Jeremy Wightman

Kit Fransen

Lauren Hansen

Nick Walls

Ryan Foley

Tim Fechner


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TABLE OF CONTENTSEXECUTIVE SUMMARY................................................................................................................3

MISSION STATEMENT .................................................................................................................4

MARKET ANALYSIS .....................................................................................................................4

CUSTOMERS ...............................................................................................................................7

BENEFITS ................................................................................................................................................ 10

COMPETITION...........................................................................................................................10

CONCEPT OF OPERATIONS .......................................................................................................14

REPRESENTATIVE CITY-PAIRS ................................................................................................................. 14

DESTINATION FLEXIBILITY ...................................................................................................................... 16

DESIGN MISSION .................................................................................................................................... 18

MISSION SKETCH .................................................................................................................................... 19TYPICAL OPERATING MISSION................................................................................................................ 20

SYSTEM DESIGN REQUIREMENTS .............................................................................................21

ADVANCED TOPICS UNDER CONSIDERATION ...........................................................................22

CABIN LAYOUTS ........................................................................................................................27

SIZING ESTIMATES ....................................................................................................................31

SUMMARY AND NEXT STEPS ....................................................................................................38

WORKS CITED ...........................................................................................................................39

APPENDIX A: AIRPLANE DATABASE ..........................................................................................42

APPENDIX B: HOUSE OF QUALITY .............................................................................................43


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EXECUTIVE SUMMARY

The goal of the project is to design a business aircraft for the year 2020. Special

considerations are to be made for the customers needs, which include environmental impact.

It is expected that medium sized and long range aircraft will sell larger quantities than other

classes of business aircraft between now and 2028. Currently there is a decreasing trend in

sales of business aircraft due to worldwide economic downturn. Forecasts of market trends

state that although the near future market is expected to shrink, the business aircraft market is

expected to grow in the next 20 years. This market growth is projected to occur because of

rejuvenated economies as well as expanding markets overseas.

Although the majority of customers are expected to be from North America and Europe,

the emerging economies in Asia are expected to play a pivotal role in general aviation

purchases. In the future, customers will require an aircraft design that reduces both emission

and noise pollution. As the world becomes more conscientious of the effect of burning fossil

fuels in our environment, standards for aircraft efficiency will have a factor in how attractive an

aircraft is to a customer.

Evaluating the customer desires through means of a house of quality, we determined

that fuel weight, range, and cruise speed are the greatest factors in the aircrafts design. In

regards to the weight of the aircraft, we used a database of similar sized aircraft and

computational algorithm in order to estimate the aircrafts weight. The equation for

determining the gross and empty weight ratios evaluates based on aircrafts design

consideration such as cruise Mach, thrust to weight, and aspect ratio along with the gross

weight estimate. As air travel begins to expand prolifically, the importance of minimizing

environmental impacts will better adhere to consumer desires. Coupled with the ability to

provide rapid and flexible long distance travel, our aircraft is ideal for satisfying future air

transportation needs.


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MISSION STATEMENT

To engineer a conceptual business jet solution capable of transporting esteemed

passengers, in luxury, while adhering to NASAs N+2 environmental goals.

In order to abide by NASAs N+2 environmental standards, our concept will provide

reduced NOx emissions, reduced noise pollution, increased fuel efficiency, and an increased

percentage of recyclable materials used in construction. These key topics will help address the

primary concerns of environmentally conscious groups.

MARKET ANALYSIS

The market for business jets was examined in order to properly discern the most

profitable business jet class to construct. Multiple trends throughout the market were

observed from market studies. The first trend of the market is that more lightweight sized jets

will be sold than the other classes of jets over the next 20 years. The second trend of the

market is that the economic situation of Asian countries will remain at a level where aircraft

purchase is an option for consumers. In addition to the Asian countries, America and Europe

are expected to have an economic rise in the next 20 years. A third trend of the market is that

consumers will continue to desire larger cabins and faster speeds, while now desiring an

environmentally friendly aircraft.

The medium and large-weight business jets are expected to be sold in larger quantities

than the other types of business jets, as seen in Table 1.

Table 1: Project Sales of Business Jets

Aircraft Delivery Summary 2009-2018 2019-2028 Total

Very Light Jets 2,616 3,525 6,140

Small Business Jets 3,490 4,696 8,187

Medium Business Jets 4,045 6,913 10,958

Large Business Jets 3,418 5,787 9,205Business Jet Totals 13,568 20,921 34,490

This projection takes into consideration the economic problems of the large countries as

well as the assumption that more of the world will become more environmentally conscious in


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the coming years. To illustrate these factors, a recent survey conducted by Bombardier stated

that customers attach importance to:

1. Time savings and convenience

2. Direct access, even to remote destinations

3. Relatively new aircraft adapted to customers personal tastes (colors and equipment)

4. Easy booking, payment and service provision

5. Safety of the jets and quality of the operators

6. Usage concepts that do not require users to own the jet

7. Avoiding public attention or criticism for using business jets

Examining surveys conducted by aerospace companies, as well as market trends, formulates

the conclusion that the long-range business jets will remain dominant within the market. As

seen in Figure 1 below, although more medium-size jets will be sold, the net income will

approximately be the same for all classes of jets. This is the reason our team has chosen a long-

range class of business jet.

Figure 1: Business Jet Forecast for 2009-2018(Bombardier Business Aircraft Market Forecast)


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Within the long-range field of the business jets lies a competition with the commercial

airlines as well as technological developments that threaten to obsolete the business jet.

However, since the target customer is a proven base, the competition is factored into the

number of planes sold per year. Due to the current state of the economy, commercial airlines

may begin to encroach upon the business of jet providers; nevertheless, the business jet will

still have its pool of buyers. As environmentally conscientious groups advocate more forcefully,

the populous will demand that the transportation services become environmentally friendly.

This will spur the business owners to indulge in new aircraft. The underlying concern that

computer technology will become more prevalent in communication and more companies will

hold internet conferences in lieu of traveling by business aircraft. However, it is evident that

the availability of cost effective communications devices today has not halted production of

long-range aircraft. Quite the contrary, the market projection for long range aircraft will nearly

double in size over the next decade. Because of the capabilities of long-range business jets

have the ability to fly trans-continental non-stop without refueling, a business can reach their

destination of interest in an efficient amount of time.

The size of the market, however, is not the only considerations when choosing the class

of aircraft for the company to invest in. The competition in each market also affects the chance

of selling aircraft. For the smaller, lightweight business jets, many companies have embeddedthemselves within the market. These companies include Bombardier, Gulfstream and Cessna.

As for the long range market, companies such as Boeing, Airbus and Gulfstream compete for

sales; even if they all do not sell business jets, the long range (trans-Pacific) flights compete

between commercial flights and private ones. A sample of these companies can be seen below

in Figure 2.


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Figure 2: Business Jet Market Segmentation(Bombardier Business Aircraft Market Forecast)

The conclusion made from inspecting the trends of the business jet markets is that the

market will rise due to the stabilizing world economies. However, an economic crisis is not

prominent everywhere. The economic situation in Asian countries such as China and Japan are

not as poor as they are currently in the United States. In addition, more consumers from these

countries are buying aircraft. This will to be a promising factor in the sales of business jets over

the next decade. While sales forecasts are never absolute, there is a risk that the market for

long range jets will decrease. Historical data, as well as a few major companies predictions,

suggest the market will remain stable. Moreover, the expansion of businesses to countries

outside of America is expected to cause a consistent market for the longer range jets.

CUSTOMERS

The 2009 Honeywell Projections, shown in Figure 3, show that the two greatest factors

for current business jet owners to purchase an aircraft were age and the need for greater

capacity. Age is the predicted number one reason for customers in North America and Europe

to purchase a new aircraft. Older aircraft can be replaced by any new model so this does not


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constrain our design. Additionally, Asia and the Middle East considered a bigger cabin to be a

driving factor for a business jet. For this reason, designing a high-capacity business aircraft is a

logical approach. As emerging economies like Brazil, China and India grow and become more

stable, more business aircraft purchases will come from overseas. Therefore, the majority of

the market will be looking to buy newer aircraft with large cabins.

Narrowing down the market necessitates a more specific definition of who the

customers are; the customers include: Large International Corporations, Fractional Providers,

and Individuals. These customers have shifted away from North America, and primarily will

focus on Asia. According to the FAA Aerospace Forecasts of the Fiscal Years 2009-2025,

significant growth is expected in Asia and Latin America.

The Asia/Pacific and Latin America regions will continue to have the worlds highest

economic growth rates. These regions are expected to see their economic activity grow at

annual rates of 4.4 and 3.7 percent a year over the forecast period. In Asia, China, with a

population of 1.3 billion, is forecast to grow 7.7 percent a year, becoming the worlds second

largest economy. India, with a population of 1.2 billion, is projected to see its GDP triple in size,

growing at an average rate of 6.6 percent a year during the forecast period. The economic

growth in Asia will fuel the use of the business jets. Bombardier produced a split of the

Figure 3: Honeywell Jet Purchasing Survey (2009 Business Aviation Outlook - Honeywell)


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billionaires in the world and it concluded that 13% of the worlds billionaires live in the

continent of Asia. With China, India, and Japan all represented in the worlds billionaires,

individuals will desire to purchase the business jets.

Figure 4: Country split of Billionaires by Bombardier

Currently, the Asian market is underrepresented in the business jet market. Due to

economic growth and looser government regulations on business jet aircraft however, Asian

companies will strive to improve their status. As stated earlier, the main reason that the

business jet owners in Asia want to purchase a new business jet is cabin space. This is because

larger cabins in these regions can be used as a status symbol when flying business jets. Even

though the companies or individuals will not need to fly at maximum capacity, a larger jet

equates to company wealth. The Asian market has not been fully realized in todays jet market;

due to their economic growth, the amount of aircraft being bought is expected to be

exponentially higher in 20 years.

For customers beyond 2020, emissions and noise pollution will also be factors in

purchases due to new environmental measures that are expected to be taken to curb the

effects of climate change. One benefit of a business jet is the capability of using smaller

airports; however these airports may have strict noise pollution laws, such as Teeterboro, New

York. Therefore, the customer will need an aircraft that produces fewer emissions, both in


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terms of noise levels and emissions. From the evidence above, it is determined that offering an

aircraft capable of traveling overseas and the ability to carry the most passengers will help

meet the needs of the 2020 customer and beyond.

BENEFITS

The designed business jet will be able to meet customers needs in ways that other business

jets cannot. First, the business jet will provide a productive workspace to allow executives a

reasonable environment to work. This would allow for less downtime during the flight as well

as an incentive for the executives to buy the jet. A complete on-board computer system will

also enhance the amount of work that can be completed while en route to other meetings or

events. In order to ensure a working environment similar to that of an office, multiple

commodities will be provided as a selling point for the jet.

Second, the business jet will also be the most environmentally friendly in the industry.

Measures will be taken to ensure the business jet will be fuel efficient with little emissions.

Another requirement placed on the jet is the amount of recyclable material in the production of

the jet. This is to ensure that the jet can be disposed of in an environmental fashion once it has

been decommissioned.

Third, the business jet will provide flexibility to the destinations that the jet can operate;

this is unmatched by any other business jet. The business jet will have a take-off and landing

distance that allows secondary airports to be used when flying in the United States as well as

Europe and Asia. The ability to land at secondary airports will reduce the amount of time spent

waiting at larger airports. The flexibility to land at smaller airports will also allow company

executives to utilize airports closer to their final destination.

COMPETITIONIn order to understand the market which will purchase this aircraft, it is important to

consider current options which consumers have. Company executives can choose to fly on

commercial airlines or to purchase fractional ownership of a jet. However, the main competitor

with our aircraft will be business jets produced by other companies. There are several current


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business jets and as well as jets under development with which the designed jet will compete;

these business jets are shown in Table 2.

Table 2: Comparison of Business Jets

Aircraft Name No of Passengers Market Price (Million $) Still-Air Range (nmi)

Bombardier Global 5000 17 32.95 5200Bombardier Global Express 19 45.5 6325

Gulfstream G500 19 38 5800

Gulfstream G550 19 46 6750

Gulfstream G650 18 --- 7000

Embraer Legacy 600 16 23.6 3361

Dassault Falcon 7X 14 39 5700

Dassault Falcon 900DX 12 31.95 4100

In addition to the aircraft listed in Table 2, there are several other categories of jets

which businesses have the option of purchasing. The initial step in designing a long range

business jet is to analyze the business jets which currently exist or are being developed. The

aircraft listed inTable 2 will be discussed further in this section to determine the distinguishing

features each aircraft provides. In order for a new jet to compete with these aircraft, the jet

must at least match the qualifications and amenities provided by the competition.

The Bombardier Global business jets are designed to be super large to ultra-range jets.

The two jets in Bombardiers Global section are the Global 5000 and the Global Express XRS. As

seen from the costs shown inTable 2,the Global Express XRS is a more high-class jet than the

Global 5000; but both have key features they market. The Global 5000 business jet has the

widest cross section, the longest seating area, and the option to have a stateroom.

Additionally, the Global 5000 can fly from Continental Europe to the West Coast without

stopping. The Global Express XRS offers a built in private stateroom, temperature zones for

personal comfort, lowest cabin altitude, windows which improve passengers range of vision up

to 40 to 44% more usable area than the nearest competitor, and an optional humidifier to

reduce passenger fatigue.

Similar to Bombardiers Global jets, Gulfstream Aerospace Corporation produces high-

end luxury jets. The three jets which will likely compete with this new business jet are the

G500, G550, and the G650. Each of the Gulfstream jets allows the ability for the customer to

choose the passenger layout, has three temperature zones, and continually supplied 100%


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fresh air. The G500 has an advanced flight deck, long rang and impressive speed. The

Gulfstream G550 provides a fax machine, printer, wireless local area network, satellite

communications, comprehensive entertainment show, two galleys, two lavatories, and the

option for a crew rest area. The Gulfstream G650 flies at the fastest cruise speed and the

furthest range of any business jets, the cabin is eight feet wide and six feet high, 28 windows, a

five year parts and labor for production components warranty, 20 year parts and labor on the

structure, and 2 year parts and labor for the interior components.

The Embraer Legacy 600 is a mid-priced jet which has an engine start up time of 10

minutes, three cabin zones, six foot tall cabin. This jet is marketed as having the largest cabin in

this category. Dassault Falcon jets are distinguishable by the three-engine design used on these

jets. The Dassault Falcon 900DX utilizes the shortest takeoff distance of any other Falcon in

production, consumes 40% less fuel than its nearest competitor, and has a high landing weight

to allow for fully loaded short hops with as well as a long range mission without refueling. The

Dassault Falcon 7X flies at a high speed and features a long range, and includes quieting

acoustics for customer satisfaction.

In order to ensure our design can surpass the competition, we will have to provide

additional benefits to avoid only imitating a design already in production. Although we would

like to exceed the competition in every aspect of the business jet by providing the same rangeand speed while offering the same comfort and volume, we understand that this is simply

impossible with the design trade-offs that need to be made. Thus, the design will be

competitive through offering a business jet that is environmentally friendly, fuel efficient, and

flexible in landing destinations.

The jets displayed inTable 2 were used to ensure the business jet being designed follow

the current trends.Figure 5 shows the trend between the market price and the range of the

business jet. The blue oval shows where the jet is forecasted to lie. This price estimatedepends upon several factors and assumptions. It is assumed that although the material used

for the jet is currently new, it will be fully developed by the jets time of release. Furthermore,

it was assumed that the manufacturing costs for the material will be fairly low, since the

material will be in development. Additionally, a developed engine will be used; therefore, no


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funding needs to go towards research and development of an engine. The last major

assumption is that a high number of jets will be sold. This allows a lowering of the price of each

jet. The designed business jet is projected to enter the market at the approximate price range

of a Bombardier jet; however, a more precise pricing will be calculated later on in the design

process.

Figure 5: Market price as a function of aircraft range.

Figure 6 shows the trend between the number of passengers and the range of the jets

shown inTable 2. Currently, the designed business jet will have a maximum passenger capacityof 19; this places the jet even with the competition while still remaining within the limit of 20

passengers set by the FAA. As seen inFigure 5 andFigure 6,the aircraft closest to the designed

business jet are the Bombardier Global Express and the Gulfstream G550.


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Figure 6: Number of passengers versus range of the business jet.

The jet designed by the analysis in this paper will account for the benefits of each of the

competition of business jets listed above to ensure a proper market share. The designed

business jet will have four main selling points; customer comfort, productivity, environmental

safety, and the ability to be flexible in destination choice.

CONCEPT OF OPERATIONS

REPRESENTATIVE CITY-PAIRS

Current economic predictions show that the Asian markets will continue to grow rapidly

through the next 20 years. Economists have determined that there are eight main countries

whose economies are on the rise. These countries are: China, Indonesia, Papua New Guinea,

Thailand, Taiwan, the Philippines, Singapore, and Malaysia. In addition, many economists

believe that these countries will continue to contribute to the economic growth over the next

few decades. The designed business jet will aim to appeal to this ever growing market along

with customers in North America and Western Europe.

To appeal to the United States market, the jet must be able to fly trans-Atlantic and

trans-Pacific flights without layover. Table 3 shows the ability to fly both trans-Atlantic and

trans-Pacific from Los Angeles, California. Since trans-Atlantic flights can be flown from Los


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Angeles, it is possible for the business jet to fly trans-Atlantic from any destination city in the

domestic United States.

Table 3: Trans-Atlantic and trans-Pacific capabilities out of Los Angeles.

Departure City: Los Angeles, California

Arrival City: Code: Still-air Range (nmi):

Beijing, China PEK 5449

Hong Kong HKG 6332

Tokyo, Japan NRT 4783

Wewak, Papua, New Guinea WWK 5949

Florence, Italy FLR 5415

Paris, France CDG 4940

Barcelona, Spain BCN 5150

Zurich, Switzerland ZRH 5175

In order to display the useable secondary airports,Table 4 shows the distances from

domestic secondary airports to secondary airports in trans-Atlantic destinations.

Table 4: Secondary Airport trans-Atlantic Capabilities.

Trans-Atlantic Flights Code: Code: Still-air Range (nmi):

Daytona Beach, FL to Milan, Italy DAB LIN 4220

Daytona Beach, FL to Nice, France DAB NCE 4175

Teterboro, NJ to Rome, Italy TEB CIA 3745

Dekalb Peachtree, GA to Nice, France PDK NCE 4125

Dekalb Peachtree, GA to London, England PDK LTN 3650

Fort Lauderdale, FL to Geneva, Switzerland FXE GVA 3980

Fort Lauderdale, FL to Paris, France FXE LBG 4160

For the business jet to appeal to Asian markets, it must be able to perform flights from

one Asian country to another. Shenyang, China is chosen to display the range of the jet to more

southern cities in Asia. Shenyang was chosen because it is the northernmost major city in

China. Any city south of Shenyang can be used as a departure city to reach any of the arrival

cities shown below; and these cities include Beijing, Delhi, Hong Kong, and Bangkok.Table 5

displays the range from Shenyang to each city listed as an arrival city; and demonstrates the

ability to fly around Asia out of any of the cities listed above.


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Table 5: Asian flights out of Shevang

Departure City: Shenyang, China


Wewak, Papua New Guinea WWK 2960

Bandung, Indonesia BDO 3070

Bangkok, Indonesia BKK 2075Sydney, Austrailia SYD 4830

Dubai, United Arab Emirates DXB 3475

Delhi, India DEL 2390

In addition to Asian travel, the business jet must also be able to fly from Asia to Europe.

Tokyo, Japan is chosen to display the range of the jet to European cities. Tokyo was chosen

because it is the easternmost major city in Asia. Any city west of Tokyo can be used as a

departure city to reach any of the arrival cities shown below; and these cities include Beijing,

Delhi, Hong Kong, and Bangkok. Table 6 displays the range from Tokyo to each city listed as an

arrival city; and demonstrates the ability to fly from Asia to any city in Europe.

Table 6: European Flights out of Tokyo

Departure City: Tokyo, Japan



Paris, France CDG 5270

Barcelona, Spain BCN 5670

Zurich, Switzerland ZRH 5205

Amsterdam, The Netherlands AMS 5060Moscow, Russia SVO 4070

London, England LHR 5205

The capability for the business jet to travel long distances without stopping is extremely

important to the customer satisfaction of the jet. The information presented above does not

completely cover the flight possibilities of the business jet, but it does show the distances the

jet will be able to fly. Much thought went into the city-pairs described above and these cities

were determined to be the most important to customers. With this business jet, the customer

will be able to fly anywhere in the world.

DESTINATION FLEXIBILITY

The designed business jet will have the ability to land at secondary airports and major

airports. The largest constraint on which airports the jet can land at is the length of the runway


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that the business jet requires to operate. To ensure the aircraft can operate at many airports,

the takeoff distance of the jet must be lower than the amount of runway which various airports

already have built. Major airports are not included in this analysis because our aircraft is

smaller and quieter than commercial aircraft, thus expected to fit well within the constraints

set at large international airports.

It is important for a business jet to be able to land at major airports. However, it is much

more desirable for the jet to be able to land at regional airports. Landing at regional airports

will reduce the time which a jet waits in line to land compared to major airports. This ability

will allow the passengers onboard the flight to spend less time traveling to meetings. In

addition, landing at regional airports allows a faster turnaround time; the customers will be

able to get in and out of airports quicker than the competition that cannot land at secondary

airports. Examples of the competition include the Gulfstream G550 which has a takeoff distance

of 5900 ft and the Global Express which has a takeoff distance of almost 6200 ft. With a target

takeoff distance of 4700 ft, the designed jet will be able to utilize airports which these other

jets cannot. Examples of the airports which the jet will be able to use and the competition

cannot are shown inTable 7.

Table 7: Secondary airport runway lengths

City: Code: Max Runway Length (ft):

United States:

Daytona Beach, FL DAB 5000

Santa Ana, CA SNA 5701

Fort Lauderdale, FL FXE 6000

Dekalb Peachtree, GA PDK 6000

Cincinnati, OH LUK 6100

City: Code: Max Runway Length (ft):

Europe:

Bourges, France BOU 5000


San Sebastian, Spain EAS 5700

Copenhagen, Denmark RKE 5700Lubeck, Germany LBC 5900

Overall, the destination flexibility which can be provided by this business jet far

surpasses the flexibility by the competition. This business jet will be able to accommodate


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customers from across the world by providing a long range jet which is environmentally friendly

and has more destination flexibility than any other jet can provide.

DESIGN MISSION

As discussed previously, the benchmarks set for our design represent a long-range

business aircraft. From the above analyses, a design mission, summarized below, was created

to accommodate these desired mission goals.

- 1219 Passengers + 4 Crew

- Cruise Altitude > 40,000 ft

- Cruise Speed 0.85 Mach

- Range of 7,100 nmi

- Takeoff range 4,7005,000 ft

- Landing Distance 2,5003,000 ft

A high operating ceiling has many benefits. By choosing a cruise altitude of greater

than 40,000 feet, our business jet will operate above the majority of air traffic allowing for

higher speeds and a cruise-climb method, increasing altitude as the aircraft becomes lighter

from burning fuel. This method improves the overall efficiency of the engines and decreases

fuel usage.

Timely flights are a desirable characteristic that consumers desire in a business jet. High

cruise speed directly correlates to the flight duration. Therefore, the cruise speed of 0.85 Mach

was chosen primarily from historical data and would offer a high speed while maintaining fuel

efficiency.

A range of 7,100 nmi, a conservative distance from Los Angeles to Hong Kong, China

with a 50 kts headwind, was chosen as the design mission range for our aircraft. Destination

flexibility is also important for a desirable business jet solution. With a takeoff field length of

4,7005,200 feet and a landing field length of 2,5003,000 feet, our aircraft will have access

to many small airports, bypassing many of the larger and more congested terminals.


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MISSION SKETCH

A mission profile is needed for determining the necessary capabilities of an aircraft

design. This mission sketch is broken into several segments and outlines the important

procedures that our aircraft might encounter during a normal missions operation. A basic

mission profile is shown below asFigure 7. The steps of the mission are described in detail

belowFigure 7.

Figure 7 : Basic Mission Profile

01: Taxi

12: Takeoff

23: Climb to > 40,000 feet34: Cruise at 0.85 Mach

45: Descent

56: Loiter (45 minutes)

67: Approach

78: Land

67: Missed Approach

7 9: Secondary Climb to > 40,000 feet

910: Divert

1011: Descent

1112: Loiter (30 minutes)1213: Approach

1314: Land at Secondary Airport

Initially, the aircraft taxis onto the runway once filled with its payload. Takeoff involves

the aircraftsacceleration to initial climb speed. This value will be determined after further


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sizing and design. The next segment, shown as 23, is the aircrafts climb to cruise altitude.

The climb to above the design missions 40,000 feet will be performed at the maximum climb

rate available. After the cruise altitude is reached, the aircraft will cruise at 0.85 Mach for the

duration of the primary mission. The high operation ceiling allows the business jet to cruise as

a cruise-climb. From this point, the majority of the travel time consists of sustaining the cruise

speed. When the aircraft nears the airspace of the destination airport, the aircraft will descend

into the holding pattern. This descent is represented with a no-range credit. The loiter period

at the primary airport is represented as segment 56. To ensure that the aircraft maintains

fuel reserves to complete this procedure, a 45 minute buffer is designed into the fuel weight.

Descent from loiter to the landing pattern, is the approach. As with the descent from cruise

altitude, the approach is shown with no-range credit. The final step of the primary mission is

the landing and taxi to terminal.

Due to weather, a busy airport, or any other externality capable of preventing an

aircrafts landing, an aircraft may be forced to divert to a secondary airport. The reserve

mission from 614 represents the contingency plan in case of an inability to land. It is included

in the mission sketch to ensure that adequate fuel is stored for a diversion. Segment 67

represents the missed approach. Similar to the primary climb, the secondary climb is performed

at maximum climb rate to cruise altitude. The FAA requires that an aircraft is capable of a 200nmi divert in the event of a missed approach. The aircraft will travel to the closest available

airport while maintaining cruise-climb to the secondary airspace. Following the diversion, a no-

range credit descent is performed to loiter. As part of the FAAs missed approach contingency

requirement, an aircraft design must be capable of a 30 minute loiter in the secondary airspace.

After the required loiter duration, segment 1213 represents the no-range credit approach to

the secondary landing pattern. The final segment of the mission is the land at the secondary

airport.

TYPICAL OPERATING MISSION

It is not reasonable to expect the designed jet to be required to operate at the full

design mission at all times. Therefore, the decision was to have a typical operating mission of

carrying 68 passengers, with 3 crew, over approximately 2,500 nmi. This mission allows for


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many of the trans-continental destination pairs previously mentioned to be utilized. Though

this typical mission does not fully utilize this designs capabilities, the airport flexibility of the

design will allow for many shorter range flight opportunities. The versatility for trans-

continental and trans-Pacific flights will be highly desirable for corporate and private operations

and increase our market share.

SYSTEM DESIGN REQUIREMENTS

From the definition of the target customer, the assumptions concerning desired

characteristics for the business jet were categorized by performance, aesthetics, service, and

extraneous attributes. After evaluating these characteristics, it was found that range, speed,

and comfort are of highest priority, followed shortly by destination flexibility and

environmental image. While range, speed, and comfort are regularly desired qualities for a

trans-Pacific personal business jet, destination flexibility and environmental image are

developing concerns. In countries and locations where smaller airports are constructed, the

ability for a business jet to avoid landing at the busier airports gives the customer the ability to

make deadlines without worry of external factors preventing prompt landings. To address

these factors, a variety of performance characteristics were selected. The house of quality is a

graphic tool that defines a relationship between customer desires and the business jets

capabilities. From its results, we prioritized range velocity and fuel weight.

Comparing the designed jet to the current competitors, the range,price and speed are

comparable, as seen in the House of Quality that is located in Appendix B. However, it is

forecasted that a desire for technology less harmful to the environment will progress in the

future. As such, the specific attempts to adhere to the NASA Subsonic Fixed Wing Project N+2

goals will place the designed jet well ahead of current competitors in the categories of noise

pollution, nitrous oxide emissions, and recyclable materials. Currently, the designed jet is

targeting the 42 decibel sound reduction based on engine choice and engine location. For

greater fuel efficiency, the choice of engine also provides approximately 15% improved fuel

efficiency, which coupled with other design choices, is estimated to match the 40% fuel

efficiency desired by the N+2 goals. While it is assumed that other competitors will attempt to


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improve during this time. If the N+2 goals are met along with the previously mentioned

conveniences of destination flexibility and high speed, it is assumed that the jet will have a

stable place in the market.

In the creation of the compliance matrix,Table 8,threshold values were taken from

historical data or perceptions on the customer desires. Because of the desire to create a long

range vehicle, the threshold range was set so that the aircraft could fly from Los Angeles to

Tokyo. The target value was determined to be longer in order to bypass landing in Japan, and

land directly in airports in China. Volume and height are based on cabin layout, and may

increase dramatically based on the choice of aircraft configuration. The payload is currently

based on the typical mission, and the speed is based on the engine choice. The values in the

asterisks are currently historical estimates, and further calculations are necessary in order to

determine the accuracy of these values.

Table 8: Compliance Matrix

Current Target Threshold

APU Capacity [kVA] 110* 140 110

Cabin Height [in] 70 77 72

Cabin Volume [ft^3] 2000 2200 2000

Cruise Speed [Mach] 0.85 0.9 0.84

Cumulative Certification Noise Level[dB] 230* 130 150

Empty Weight [lb] 52100 45000 55000

Fuel Weight [lb] 34400 25000 45000Interior Decibel Level [dB] 70* 40 50

Life [yr] 20* 30 20

Maintenance hours/Service Hours 700 7000 7000

Payload [lb] 2800 7000 6000

Range - Still-air [nmi] 7100 7100 4500

Recyclable Material % 25* 65 25

Sill Height [ft] 5* 5 6

Take off Distance


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range business jet. Todays aircraft have already been extensively optimized and further

improvements necessitate either a major technological breakthrough or a shift in design

philosophy. Technological breakthroughs have drastic effects but are slow to implement

because of required research and development before implementation. Therefore, a large shift

in design methodology while still using what are essentially current technologies would be the

best candidate to effectively meet N+2 and FAR regulations. This shift could include

implementing different propulsion methods or aircraft geometry while using current materials

and processes.

In the 1980s,General Electric and NASAs Lewis Research Center studied a concept

called an Unducted Fan (UDF). This concept was developed in response to rising fuel costs at

the time. It initially began as a study to increase the efficiency of a geared turbofan engine. The

higher bypass ratios corresponded to higher engine fuel efficiency. However, the weight and

size of the gearing caused operating costs to increase as the diameter of the fan increased.

Aircraft manufacturers also pressured the researchers to decrease the diameter of the engine.

The increased fan speed made it possible to eliminate the gearing linkages between the power

plant and the propulsion fans. Reducing the overall complexity of the engine and weight by

also eliminating the necessary cooling equipment associated with a mechanical gearbox. The

resulting test model consisted of a turbojet engine linked to a pair of highly swept, thin, contra-rotating fans. The dual fan arrangement allowed the engine to recover some of the air flows

angular momentum generated by the first fan with the second. Shown below is the basic setup

of this engine type.

Figure 8: The original UDF concept demonstrator(NASA, 2009).


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Figure 9: The original UDF concept demonstrator (Nichols, 1988)

The UDF is lighter than a comparable ducted turbofan because of the lack of the outer

cowling. This also causes a reduction in drag penalty. Greater airflow is achievable using the

dual fans which nets greater fuel efficiency. The project demonstrated an uninstalled SFC of

0.24 lbm/hr/lbf during the ground testing phase of the project. The high blade count allows for

most vibration to be eliminated or reduced below acceptable levels. Additional measures are

taken to damp out vibration caused by the turbojet power plant as well (NASA, 2009). The

highly swept and thin blades allow for flutter free operation of the fans up to Mach .9. During

flight tests, the UDF engine performed well within FAR noise regulations for both external and

internal noise. The worst seat cabin noise level was 82 dB(Reid, 1988). Fan noise was largely

controlled by blade spacing and tip speed rather than through the addition of heavy acoustic

insulation to the aircraft. Still, the rotating fan blades could cause potential acoustic fatigue.

Acoustic treatment would be necessary to shield the structural components (NASA, 2009). The

study expected further improvements in noise abatement through quieter fan blades and

designing improvements in vibration transmission from the power plant to the cabin (NASA,

2009). Unfortunately, the project was dropped in the late 80s when fuel prices declined and

the potential remained undeveloped. All the initial work was done in making this a viable

technology to be implemented in the 90s.

Unfortunately, no production model yet exists for data analysis. Given that this

technology was pioneered in the 1980s, one expects that by using modern technology and

tools, a new model now would surpass this initial design. It is difficult to validate that claim

because the majority of the specifications of the engine were withheld from the AIAA papers.

Specifically, the high altitude performance of the UDF is largely unknown; only 4 AIAA papers

could be found on the subject at the time during this research. The papers listed a max


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operation height during flight test of 35000 feet MSL at Mach .86 (Reid, 1988). This was the last

height that they took measurements at and it is unclear if this is the actual operating ceiling of

the engine. Literature dealing with engine structural failure, such as a fan blade breaking off in

flight, was not published either. The exterior of fuselage in the affected zone around the fans

would have to be protected from possible catastrophic blade failure. Further research is

necessary before proceeding with UDF engine usage on the business jet.

Drag reduction is accomplished in a number of different ways. Reduction of the overall

wetted area of the aircraft reduces the parasite drag of the aircraft. Conventional wing and

fuselage aircraft have a large amount of non-lifting wetted surface area. This is due to the

surface area of the fuselage itself, which is typically constrained by the desired payload of the

aircraft. There are also large stress concentrations where the wings attach to the fuselage. One

approach to reduce both the drag and the stress is to use a hybrid structure in which the wings

and the fuselage are smoothly joined. This results in a concept known as a Blended-Wing-Body

(BWB) airframe. A BWB design allows for a reduced wetted area compared to a conventional

design of similar capabilities. There is more lateral space in the fuselage allowing for increased

seating and fuel storage. The airframe is also more evenly loaded than a traditional wing and

tube design. This is known as span loading and an illustration of this concept is shown below.

Figure 10: Comparison of Conventional and BWB loading (Liebeck, 2004)


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Distributing the load of the aircraft smoothly across the span of the aircraft decreases

the size of the structural components of the airframe, thereby making the plane lighter. There

is much less interference drag between the fuselage and the wing which also makes the aircraft

quieter because the airflow is smoother. A BWB aircraft is a strong candidate for meeting

NASAs N+2 goals.

All of these benefits come with a drawback potentially making the BWB concept

unviable for a business jet. The first concern is that the cabin of the aircraft needs to be

pressurized when flying at the cruise altitude. A large wide cabin, such as the one in a BWB,

would be difficult to pressurize and would add weight to the aircraft. Structural supports may

be necessary in the cabin itself to hold the top and bottom surfaces together (Cho, Bil, &

Bayandor, 2008). This may prove problematic because that would detract from a spacious cabin

which could be a potential selling point. Secondly, business jet passengers and owners typically

view window number and size as important selling points. A BWB aircraft places the wings

where windows are to be placed. One solution to this issue is to have screens in the cabin to

act as surrogate windows so that the passengers could still view the exterior of the plane.

Another option would be to place transparent or translucent panels on the top of the cabin

section of the plane to act as skylights. These would not allow the passengers to see much but

would at least let in some natural light. Lastly, BWB designs need to maintain a reasonablethickness to chord ratio, which may be difficult to match. To accommodate a six to seven foot

cabin height would require at least a 70 to 80 foot chord on the fuselage airfoil shape. It may be

difficult to accommodate the necessary cabin volume and still have less wetted area than a

conventional aircraft. Stability and emergency egress could also prove to be problematic with a

BWB business jet. Once again, further trade studies will need to be conducted to see if these

obstacles can be successfully overcome.

In addition to the BWB and unducted turbofans, other technologies are presently beingconsidered. These include alternate wing geometries and wing tip treatments such as winglets.

Some alternate wing geometries under consideration are a tandem wing design and a joined

wing. The joined wing design consists of two wings that are swept in such a way as to have co

located wingtips. This could include a swept back wing joined to a straight or swept forward


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wing. This geometry is reminiscent of biplanes except that the wings are not on top of each

other. Winglets are used to decrease induced drag caused by the wingtip vortices present on all

aircraft. They can be upright, slanted, endplates, or even manufactured in such a way that they

double back into themselves, known as a spiroid. The joined wing and the winglets are intended

to reduce drag but it is unsure whether or not the gains will merit the additional cost of

manufacturing them.

All of the technologies mentioned above require further investigation before they can

be used on this design. Among other things the unducted fan needs to be proven at the cruise

altitude of the aircraft and further research is needed into its compliance with current

regulations. The blended wing body design needs to be thoroughly researched and proven to

be feasible for a business jet sized plane. Trade studies will need to be conducted to

demonstrate the feasibility of all of the technologies. A determination will be made to see

which provide a sufficient benefit to merit the research and development costs necessary to

implement them on this business jet design.

CABIN LAYOUTS

There are certain design constraints to which we must adhere to while beginning to

design the jet. The cabin layout is one of these major constraints. The basis of the design

philosophy was to start from the inside and design outward; this was done to ensure that there

was sufficient floor space and volume to accommodate the passengers and all of their

amenities. Passenger comfort is one of the main selling points for a business jet, and as such,

the designs shown below were meant to maximize this. Further refinement and detail will be

added later as more specific dimensions are determined.

Figure 11: Floor plan for a conventional wing and tube aircraft.


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Figure 12: Secondary floor plan for the conventional jet.

The above two layouts are for a conventional wing and tube aircraft design, seating 16

and 12 respectively. Both layouts occupy the same amount of space, thereby allowing for a

standard fuselage design. The aerodynamics and structural aspects would remain the same.

This will reduce the amount of additional tooling and equipment needed for different

variations. Windows are not marked out inFigure 11 orFigure 12,but would be placed evenlydown the length of the cabin approximately adjacent to the bucket seats. Both layouts offer a

galley, dual restrooms, crew rest for a reserve pilot, and additional storage spaces denoted as

cabinets. The crew rest is in place for trans-Oceanic flights in which the flight time exceeds

the work day of a single pilot. The cockpit, though not specifically shown in either design, would

be a typical layout seen in most business jets. The tail section (to the right of the figures)

would be largely empty, possibly housing a baggage compartment. Emergency exits would be

located on the starboard side of the plane and out the aft pressure bulkhead of the cabin.The cabinets and galley will provide ample storage for food, beverages, blankets,

pillows, and other desired commodities. The single seats in the cabin will have the ability to

swivel, which would facilitate conferencing and other tasks. The red rectangles and ellipses

denote tables which can be stored inside the side walls when not in use. This will allow for

increased personal space during other activities when desk space is not needed. To the rear of

the passenger cabin is a pair of joined seats. These are intended to be used for high capacity

flights to fit the last two passengers at the cost of some personal space. Overall, the designs arefairly typical of business jets in this class of operations.

The design of the cabin space in a blended wing concept varies greatly, thus, additional

layouts were created. A BWB offers a large amount of additional lateral volume that could be


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utilized as cabin space. Shown below, inFigure 13,is a silhouette of a BWB with an approximate

cabin layout superimposed onto it.

Figure 13: BWB silhouette with cabin layout.

A BWB design offers one and a half to two times the cabin width as compared to a

conventional design. The same features are available with the BWB concept as the conventional

layout. One of the main benefits of the concept is that it offers two aisles and increased volume

per passenger as compared to a conventional wing and tube design. Twin doors are present for

entry and exit. Additional emergency exits could be positioned to the aft of the cabin area or

out across the wing. These would be dependent on later design considerations. In both BWB

layouts the forward restroom is positioned essentially in the cockpit. This was done based on

the thought that crew quarters could be separated from the passengers more than usual. This is

not particularly uncommon in some of the larger business jets on the market today. Shown

below are the two conceptual layouts for the blended wing body.


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Figure 14: Parallel side BWB cabin layout concept.

This first layout consists of a cabin with twin aisles and seating for 19 passengers. There

are some possible FAR regulations limiting the number of passengers in this size business jet, so

this number may be reduced accordingly. As stated before, this design offers similar

accommodations as the conventional design, but with more personal space. No tables are

shown in this design at the current time, but will be added in later designs. The tables would

likely swing up from the sides of the chairs, similar to a student desk in a lecture hall. This

design also features a locker which would offer additional storage.

Figure 15: Flared aft BWB cabin layout concept.

Most blended wing concepts have a large amount of internal volume, especially towards

the back of the aircraft. This second layout concept features a flared aft section in order to


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utilize this additional space efficiently. This flared back allows for a theater-style seating

arrangement. A screen could be installed just to the aft of the cockpit bulkhead to allow an in-

flight movie or meeting presentation. Once again, the tables can be stored in the side wall to

allow for more space. A full galley and storage areas are once again employed to house all of

the amenities.

There are some issues that will need to be resolved later in the design process. Among

these issues would be the cabin height. It is likely that the cabin will slope down from the

middle somewhat towards the sides. This should not be a major concern because the aisles will

still have a full standing height. Probably the biggest concern about a BWB concept is its

inherent lack of windows in the passenger cabin. The wings are typically mounted along the

area where the windows would be placed. This could be a large problem if an acceptable

alternative is not available. As mentioned earlier, transparent panels or screens that act as

surrogate windows could be used to counteract the lack of windows. Obviously there are some

design considerations that must be accounted for before finalizing a design. It may turn out that

the blended wing concept is not viable for a business jet sized aircraft. Until that decision is

made, it is still wise to keep all options in mind.

SIZING ESTIMATES

With the aircraft requirements and design missions largely laid out, a basic sizing

analysis of the aircraft was undertaken. The entire design method contains many iterative

methods, sizing being one such instance. By having a general idea of the weight of the aircraft,

design variables such as thrust and wing geometry can be approximated. Refinement of these

variables will lead to changes in the aircraft weight. However, this initial step is required in

order to begin making design choices.


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Figure 16: Constraint Diagram

A constraint diagram was generated to determine which segments of flights are the

most crucial in sizing the business jet. This diagram was generated by choosing our service

ceiling, cruise Mach number, and aspect ratio. As seen inFigure 16,our business jet was

constrained by the Second Segment Climb and Takeoff Ground Roll for high and hot days, which

were developed by our initial sizing estimates. Our ideal flight envelope would have a Thrust to

Weight ratio above 0.344 with Wing Loading at approximately 80 lb/ft2. However, due to

further research, it was found that our business jet will be constrained by the Top of Climb

instead of the Second Segment Climb. With these initial estimates for our jet, we developed a

sizing algorithm.

A MATLAB subroutine was assembled in order to provide weight estimates for the

aircraft. The algorithm used was a first order design method outlined in Aircraft Design: A

Conceptual Approach Fourth Edition. The method involves estimating empty weight and fuel

weight fractions of the aircraft and iterating until an appropriate value is reached. The following

simple flowchart gives a general outline of the algorithm:

0

0.2

0.4

0.6

0.8

1

40 50 60 70 80 90 100 110 120

TSL/W0

W0/S [lb/ft2]

Top of Climb (1g Steady,Level Flight, M = 0.85 @h=40K, Service Ceiling)

Subsonic 2.5g Manuever,250kts @ h =10K

Takeoff Groun d Roll 3,500 f t@ h = 5K, +15 Hot Day

Landing Ground Roll 2,500 ft@ h = 5K, +15 Hot Day

Second Segment Climb

Gradient Above h = 5K, +15Hot Day


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Figure 17: Code Flowchart

W0is takeoff gross weight, Weis the empty weight of the aircraft, and Wfis the fuel

weight of the aircraft. The empty weight fraction was determined from a database of aircraft

flying today. The database, shown in Appendix A, tabulated characteristics such as takeoff

gross weight, aspect ratio, wing area, etc. The only aircraft considered were those with similar

design mission:

Table 9: Aircraft Database

Manufacturer Model Range Passengers

Bombardier Global 5000 5200 17

Global Express 7077 19

Gulfstream G500 5800 19

G550 6750 19

G650 7000 18

Dassault Falcon 7X 5950 19

Falcon 900B 4800 14

With this database, a least squares regression was created in order to generate an

empty weight fraction approximation. The regression took into account takeoff gross weight,

aspect ratio, thrust to weight at sea level, and maximum Mach the aircraft is capable of. The

following was the form of the equation used in the final calculations:


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(Eqn. 1)

The takeoff gross weight was an arbitrary value chosen to start the sizing iteration

process. The aspect ratio chosen was 7.5 with comparison to aircraft in the database. The

thrust to weight value used in the sizing iteration was 0.34 which derived from both the

historical database as well as the constraint diagram. The maximum Mach used in the analysis

was determined from research of unducted turbofans. A detailed discussion of unducted

turbofan technology is outlined in the advanced topics section. Early research by General

Electric shows that the design is capable of efficient speeds up to Mach 0.9. However, this

decision was made before considering the high cruise altitudes effects on the propfans

capabilities. The propulsion choice will have to be re-evaluated; however, the maximum Mach

is likely to remain in a similar range as other aircraft in the long-range category. In observing

trends of business aircraft, the consumer desires vehicles capable of offering speeds greater

than other civilian aircraft.

The fuel weight fraction was calculated by a combination of historical estimates as well

as using the Breguet range equation:

(Eqn. 2)

In the previous equation, the variable Ris range, uis aircraft velocity, cis specific fuel

consumption, and L/Dis lift to drag ratio. The equation was rewritten in terms of the weight

fraction within the natural logarithm to form the following:

(Eqn. 3)

The equation was also modified for loiter by replacing the range term by loiter time as

well as removing the aircraft velocity term. With these equations, the fuel weight breakdown

was done as follows:


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Table 10: Fuel Weight Fraction Estimates

Mission Segment Constants

Takeoff (0-1) 0.97

Climb (1-2) 0.997-0.007Mcruise-0.01Mcruise

Cruise(2-3) Eqn 2

Descent no range credit (3-4) 0.995Missed approach (4-5) 0.97

Climb (5-6) 0.997-0.007Mcruise-0.01Mcruise

Cruise to alternate (6-7) Eqn 2

Loiter (7-8) Eqn 3

Descent no range credit (8-9) 0.995

An additional 1% was added to the fraction in order to account for trapped fuel. The

design variables used in the Breguet range equation would play significant roles in the final

weight estimate of the aircraft, as the cruise segments would consume the majority of the fuel.The range used for the weight estimate was 6,700 nautical miles with 200 nautical miles being

the distance to the alternate airport. A loiter time of 0.75 hours was chosen for the design. The

previous values for range and loiter were determined by NBAA fuel reserve requirements. A

cruise Mach of 0.85 was chosen in order to conserve fuel, but the justification behind this value

is fairly weak without more detailed data about the propulsion system and aircraft geometry.

Two factors with large impacts on the fuel weight were specific fuel consumption (SFC)

and maximum lift to drag ratio. The SFC estimate was made using the following figure:


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Figure 18: SFC trends in the past 60 years (Zelina & Ballal, 2004)

The above figure estimates fairly low SFC for our initial operating period. If the trend

line is liberally extrapolated, it is observed that a SFC of 0.25 is possible by 2020. This was not

the value selected for several reasons. Primarily the most efficient engines are high bypass

turbofans with very large diameters such as Rolls Royces Trent 1000 and General Electrics

GENx. These engines were deemed too large to use for the aircraft. Secondly, these values are

most likely uninstalled SFC that do not account for inefficiencies due to nacelles and power

required by aircraft systems. Since this is a forecast the SFC value used for cruise was 0.35 lb/hr

and 0.4 lb/hr for loiter. Further research will be required since these values are considered very

optimistic.

The maximum lift to drag ratio was estimated using an empirical formula found from

Fundamentals of Aircraft Design, which states:

(Eqn. 4)

An aspect ratio of 7.5, as specified earlier, produces a maximum lift to drag value of

17.6. This value was compared to other aircraft to confirm the magnitude. A L/D of 18 was


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found for Boeings 747 while the Gulfstream G550 was reported to have a L/D of14.7 at Mach

0.854 and 18.68 at Mach 0.7. The cruise L/D ratio was approximated to be 0.87 of the

maximum L/D, as mentioned during a lecture by Dr. Crossley. The lift over drag value used for

the missions loiter phase was assumed to be the maximum lift to drag ratio. The values used in

the analysis were typical of aircraft with similar size.

Equation 5 was used in order to estimate the takeoff gross weight as a function of both

empty weight and fuel fractions.

(Eqn. 5)

As mentioned previously, a crew of 4 and 19 passengers was used for the payload

weights. Each person was allotted 225 pounds which takes into account for their luggage. The

previous estimate of 200 pounds used for passenger weight was deemed too low by

Gulfstreams design team.

Technology factors were considered for the sizing estimates; however none were

implemented for the lack of data to correctly assess their impact.

- Alternate wing geometries and composite materials have the ability to lower the empty

weight of the aircraft.

- Improved gas turbine engines can lower specific fuel consumption, reduce emissions,

and reduce noise. The first point will contribute to fuel weight required.

- Alternative fuels have shown promise in lower emissions of gas turbine engines in

recent studies; however, these should not have much of an effect on aircraft weight.

In approaching the desired trade studies, algorithms were created to perform initial

calculations. Preliminary results for a standard tube-and-wing configuration are as follows:

Table 11: Initial sizing results

Parameter ValueTakeoff Gross Weight 90,300 lb

Empty Weight 52,100 lb

Fuel Weight 34,400 lb

Empty Weight Fraction 0.57

Fuel Weight Fraction 0.38


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SUMMARY AND NEXT STEPS

Considering the aforementioned topics, an opportunity for a new business jet to capture

a portion of the market and proactively prepare for the eventual changes as the new decade

begins. Market analysis has shown that the demand for this type of business jet will continue to

grow. As the concerns of executives and business employees increase, a timely and efficient

form of travel will increase in demand. Along with heightened awareness and concern for the

global environment, todays business jet features will continue to persist. To meet this need,

initial requirements have been established based on current aircraft designs. Now that the

benchmark figures and goals have been concisely described, further trade-offs must be

investigated in order to increase the marketability of our aircraft.

Since the steps for preliminary design have been completed, our team will begin the

conceptual design phase. The first step for conceptual design is to complete a more

comprehensive trade study of the technologies available. The trade studies will be researched

based on the ideas conceptualized from a brainstorming session along with an iterated process

for design selection. After the selection process for the design is completed, an updated version

of the sizing code will be created. This version of the code will implement the chosen design

characteristics from the brainstorming session as well as updated sizing equations and

technology factors from the trade studies.


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APPENDIX A: AIRPLANE DATABASE


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APPENDIX B: HOUSE OF QUALITY

Team 1 SRR Document

Documents

Transcript of Team 1 SRR Document