Large-format displays on the Boeing 737 MAX
Adam Evanschwartz
Director of marketing
Initially, Boeing was not seeking larger displays for the 737 MAX. However, after receiving our unsolicited proposal, they became intrigued by the prospect that we could provide much greater capability, with less weight and at a dramatically lower cost, than previous systems.
Eric Anderson
Principal systems engineer
The ambitious targets we set for the project required the team to consider and explore opportunities for innovative solutions, not just in what we did but how we did it: Updated LCD technology; a major reduction in parts counts throughout the system; and a more collaborative relationship than ever with Boeing, to make sure application development met their requirements.
Rob Kishiue-Koval
Principal operations product transition manager
Using Lean — along with frequent interaction between Operations, Engineering and Program Management — we were able to achieve significant design breakthroughs. One key development was the consolidation of two circuit boards into one, reducing cost, weight and the need for active cooling.
John Schneider
Principal program manager
There is a quiet confidence on this team that we are going to continue to meet customers' expectations during the development and production phases of the program. It carries over from the original program pursuit, and I know that we will deliver a high-value solution that will make both our team and our customers very proud.
Our industry grows more globalized and competitive each year, so maintaining a competitive advantage requires a commitment to innovating new solutions and refreshing existing products. Good ideas are abundant, but progressing from concept to successful product launch requires a disciplined innovation process – one that links customer requirements with a clearly defined market strategy.
At Rockwell Collins, our team approach incorporates much more than engineering expertise. It marries marketing, program management and manufacturing with engineering to create a comprehensive pooling of ideas and perspectives. Each multidisciplinary team starts by asking fundamental questions: What capability is the customer looking for? How much are they willing to pay? Can we produce the product profitably? How do we create a solution clearly differentiated from our competitors? What is the best way to reduce size, weight and cost? The answers to these questions guide development decisions at every step, from concept to prototype to testing to product launch.
"By investing in innovative, leading-edge solutions, we solve our customers’ problems and also introduce new capabilities and technology solutions that bring increased performance, reliability and efficiency while improving customers' cost of ownership."
Nan Mattai
Senior vice president,
Engineering and Technology
The clear benefits of this team approach can be found in Boeing's 2013 selection of Rockwell Collins large-format cockpit displays for the upcoming 737 MAX. The effort required extraordinary coordination among team members seeking to displace the previous provider of displays for the 737, the largest-selling airliner in history.
By leveraging Lean ElectronicsSM techniques, the team set — and met — aggressive goals, reducing build and test times by 33 percent while significantly lowering costs. When the 737 MAX enters service in 2017, on board each aircraft will be four 9-by-12-inch Rockwell Collins displays, providing pilots with higher graphics capability compatible with future advances in air traffic control and awareness technology. This win solidifies Rockwell Collins as Boeing’s preferred provider of flight deck displays for years to come. For their work, the 737 MAX Large Format Displays Capture team was recognized with the coveted Rockwell Collins 2013 Chairman's Team Award.