V 2500 ET
LES RB 211 / Trent
Vice-President Sales & Marketing
Commercial Aero Engines
Good afternoon, ladies and gentlemen.
My name is David Wicks and I am in charge of sales and marketing of
Rolls-Royce's commercial engines.
I'm going to talk this afternoon about the Rolls-Royce family and in
particular the RB211 Trent family and the V2500.
First of all, we are all here as part of SNECMA's birthday
celebrations. Rolls-Royce and
SNECMA, through early member companies, have had a long relationship, which
began with a license build of the Bristol Jupiter in 1922.
Since then there have been partnership on the Hercules in '49, the
In more recent years, we have conducted joint research on powerplants
for a future SST - the next generation fighter, advanced composite materials
and advanced aero-engine component manufacturing techniques.
I am therefore very pleased to congratulate SNECMA, a fellow European
company, on its 50th birthday and the French aero-engine industry on its
Rolls-Royce has also had a very long history, having designed and
manufactured aero-engines since 1906. The
Rolls-Royce of today has broader interests than just aerospace, with the
production of a wide range of power systems.
About 40% of the annual turnover is industrial power systems covering
gas turbines for electrical generation, gas pumping and marine propulsion,
as well as steam turbines, marine diesels, and nuclear power.
Aerospace is still the largest sector of Rolls-Royce's activities,
covering over 60% of the business. We
supply gas turbines for a broad range of civil and military aircraft, from
advanced military combat engines to the largest certificated commercial
Luckily, in both the industrial power and aerospace sectors, we are
in growth markets which hopefully will have counter-cyclical business
There is also synergy in the technology between the sectors, which we
are exploiting. With the
purchase of the Allison Engine Company, we not only strengthened our
Rolls-Royce has by far the
widest range of modern commercial engines.
Eight types of turbofans, from 2,000 pounds to 100,000 pounds of
thrust, and a commercial turboprop at around 6,000 shaft horsepower.
We now have over 50,000 military and commercial engines in service.
Rolls-Royce's commercial engine strategy is based on increasing the
number of applications with our engines.
Over 15 years we have moved from becoming a niche player with four
aircraft types in production, and some of these shortly to cease
manufacture, to about 25 different types of commercial aircraft.
Secondly, we needed to increase our market share.
Over the last few years we have taken 64 new customers for our large
commercial engines. Our market
share of new orders has grown to around 20 to 25% annually.
Lastly, we needed to ensure we became increasingly customer-focused
with the prime aim of giving the customer what he wants - safety,
reliability and integrity at low cost. With
the current major challenge for today's airlines, being to reduce cost to
survive and prosper, we had to make sure we only added technology that gave
a direct benefit to the operator.
The major concept change for Rolls-Royce came in the 1960s with the
launch of the RB211-22B for the Lockheed Tristar.
All Rolls-Royce engines above 37,000 pounds of thrust are based on
the original design concept of this engine.
It established the three-shaft concept.
Now, with a common engine architecture and a common technology base,
we can use the 60 million hours of operational experience across the whole
range of our large engines to benefit each member of the family.
We have been able to mix-and-match between the various modules of the
engine, so that engines of different thrust can be produced without going to
whole new engine development programs. New
features can be added to all members of the family.
The unique wide-chord fan is now on all our engines and has been in
service for over 10 years. And
in that time, it has demonstrated its operational effects of being extremely
resistant to foreign object damage.
Like all the high bypass engines of its generation, the -22B on entry
into service was traumatic for the airlines.
This experience had a significant effect on the way we proceeded,
besides making the airlines very efficient at managing a poor performing
engine. We became dedicated to
customer support and committed to continuously improve the engine.
Such early unreliability and the development of the engine in service
was unacceptable. By continuous
development of the product, the -22B has now become almost as reliable as
the newer members of the family.
The second generation -524 in the Boeing 747 benefited from the
experience with the -22B showing a much lower shop visit rate and earlier
engines like the -535-E4 in the Boeing 757 and the -524 GNH in the 747-400
have shown a further step change improvements in reliability setting new
The experience gained and sometimes hard lessons learnt were
continuously fed back into the design process.
Typical engine on-wing life is now an excess of 10,000 hours.
With the highest time on-wing engine without removal from new being
over 27,000 hours. Six years of
operation without removal.
The airlines demand reliability and economy.
There are only two main elements affecting operating costs for an
airline, upon which an engine manufacturer can act to achieve that goal -
fuel and maintenance costs. With no real major difference in today's
technology between the three main engine manufacturers, there will be little
difference in fuel consumption between competing products.
There still remains significant difference in maintenance costs,
which relate to the design solutions adopted which far outweigh any small
operating cost benefits due to fuel.
Today, the RB211 has matured into a highly reliable family of
engines, benefiting from the derivative nature of each step in its progress.
The family is renowned for its ruggedness, maintainability,
performance retention and low operating costs.
Our latest product in the marketplace is the
As it is estimated that at least 50% by value of all future
commercial business will be in the large wide-bodied medium- to long-haul
sector, this is clearly a critically important segment of the market for all
the major engine manufacturers.
As the newest member of the family, the
Work on 95,000 pound and 98,000 pound thrust engines for future
Boeing 777 applications is already under way.
The foundation stone of the
Collaboration and partnerships are an essential part of the modern
engine business. There are three
major reasons for collaboration - market, technology and resource, both
financial and physical. We
anticipate, and are welling to share technology where strategically
appropriate. Sharing technology
seems to be an emotive subject for our
We have tried and operate all types of collaboration, from licensing
our engines to 25% of revenue-sharing partnerships on the
The engine is technically excellent.
It has the lowest fuel burn in its class.
It is environmentally sound. Substantially exceeding all requirements
and powering the quietest aircraft in its class, the MD90.
It is tolerant to foreign object damage to its wide-chord fan.
And with nearly 200 V2500 powered aircraft in service, it has proved
Application in the Airbus A320, 321 and 319, as well as the Douglas
MD90 series, has led to sales of 1,500 engines to 43 customers.
Where there has been a competing engine on the aircraft, the V2500
has taken the majority of the orders.
In conclusion, Rolls-Royce intends to pursue its objective of
achieving at least one-third of the market.
Continuing our low risk derivative philosophy, giving the customer
what he wants, reliability and economy at minimum cost.
We believe our ever-widening product range combined with an
increasing number of successful collaborative arrangements is the way to
achieve our goal.
Copyright www.stratisc.org - 2005 - Conception - Bertrand Degoy, Alain De Neve, Joseph Henrotin