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Avro Newsletter:Roll Out of the Avro Arrow

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Rollout, Pg11

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Low Manhour Record
Set By First Arrow

(Continued from Page 4, Col. 4)
was moved in order to accommodate the big new skin mill and heavy machining facilities.
     Calculated additional power requirements resulted in the construction of two new sub-stations with a total additional output of 3,000 kw's.
     To Plant Engineering fell the task of providing these additional floor space requirements, as well as the installation and maintenance of the new equipment required.
     Still another responsibility of the Plant Engineering department was the design and installation of portable and static fixtures in the assembly areas, providing work areas which are, in some cases, three storeys high.

Sound Control
    
As the program progressed, intensive investigations were made into the most practical means of sound control the necessary ground testing of the Arrow's powerplant. This research resulted in the present flight line installation of the largest sound control units of their type in the world. Each twin-cell unit weighs some fifty tons.
     The increase in requirements for water, light, heat and power have increased Avro's plant utilities services to the point where they can now meet a demand equivalent to a community the size of Brampton.
     Closely following this large increase of plant and equipment facilities came a streamlined program of house keeping and maintenance which has contributed significantly to the efficiency of this complex production program.

Outside Suppliers
    
With the release of design information from the Engineering Division the Procurement Department began negotiations which resulted in over 650 outside suppliers established for the present Arrow program. A very important aspect of Avro's procurement policy was the development of Canadian sources of supply where possible. As a result of this policy many of the subcontractors had to expand their facilities, purchase new equipment and increase employment in order to economically meet the complex supply wherever possible. As a repart requirements of the airplane. In all cases company procurement personnel provided technical assistance through liaison with the Avro design and production departments.

Coast To Coast
     In the supply of bought out equipment, negotiations were carried on with firms in almost every part of the continent. Some parts and equipment that had been considered standard throughout the industry had to be redesigned, and in some instances, made of new materials to meet the close-tolerance demands of this supersonic aircraft.

     As the program progressed, over 5,000 people were found to be employed outside Avro in the manufacture of Arrow parts and tools. Extensive liaison on the part of Procurement personnel was needed in order that these parts and tools met the efficient schedule and cost requirements of Avro production.
     Increased floor areas were provided in the Stores section to meet the heavy demands of the new pro- gram. In the handling and storage of materials and equipment, stringent methods were exercised to avoid even the slightest damage that could affect their use on production.
     The Production Engineering department provided the key link between the Engineering Division and all Production sections. In addition to planning the work sequence of each part, and the design and manufacture of tools, this department was responsible for ensuring that these production tools and methods resulted in parts being finished to a high degree of accuracy.
     The fact that the Arrow is an extremely advanced type of airplane means that extreme accuracy in surface smoothness is mandatory. In addition, to provide the most efficient use of the airplane in service, a high degree of interchangeability of parts and components was required right from the first airplane which came off the line today.

Efficient Handling
    
 These two factors made necessary the master model program for outside envelope control, and the interchangeability tooling program to establish efficient service handling from the beginning.
     Extensive use of glass cloth was introduced early in the manufacturing program to more accurately transfer Engineering information to tooling and manufacturing stages.
     Milling of wing skins and large machined parts from solid billets of metal provided a tremendous integral increase in the Arrow's structural strength. Besides reducing the design and manufacturing times required, this nethod eliminated tolerance difficulties inherent in the matching of numerous parts.

New Methods
      Departures from existing methods of manufacture became almost common. In the field of metal bonding, Production Engineering developed a stronger and lighter method of joining metal to metal. New materials such as titanium provided key parts with greater heat resistence properties. Magnesium was employed for weight saving purposes.
     With the master schedule as a working basis, the Production Control department's task was to schedule release of orders to the many fabricating areas, to expedite production of the parts according to priority sequence and to ensure the supply of finished parts to the assembly areas through the appropriate finished part stores.
     This procedure required exacting control, particularly since the release of these Arrow orders had to be scheduled along with those of the CF100's production, spares and

Transit is used to line up correct aerofoil forms of master models to horizontal and vertical datum lines. Work on these specially-fabricated tools began in July, 1954.


AVRO NEWS  

Arrow electrical system testrig simulates exactly the complete electrical system in the aircraft. Any production electrical component proving an electrical fitting for the first Arrow can be checked for serviceability in this rig. Ed Moore of systems test, is seen.
modification programs. Close attention was also the byword in shop loading procedures so that work orders were released consistent with current machine and manpower capacity.  The Progress section played an important part with their follow-up procedures in expediting parts out of the shop and into their finished part stores. Where interruptions occurred in the production flow, the Progress section had to instigate schedule recovery action.      Throughout all stages, from the time the order was placed in the shop until its reception in the finished part store, a day to day reporting system was maintained so that the location and stage of completion of each part was readily available. From these records management was given a permanently

accurate picture of production in relation to scheduled completions.

Bottlenecks
    
As the final assembly stage was reached, the inevitable `bottlenecks' spring up, many requiring re-design and re-work processes. Much of the credit is due the Production Control department for getting these snags overcome rapidly through their efforts in providing smooth interdepartmental liaison when fast remedial action was required.     From the raw material to the finished part, and assembly of these parts and equipment into the aircraft unveiled today was the responsibility of the Production Shops Department.   
  Using over 1.5 million square feet of floor space, comprising the sheet metal, machine and assembly areas, the thousands of production shop personnel have made and assembled some 38,000 parts into the first Avro Arrow.     It was a gigantic task while still maintaining scheduled production on all phases of the CF-100 program

Quality Control
Improved

Uses
Techniques

(Continued from Page 8, Col. 4)

and to carry out some of these it was necessary to purchase a `Vidigage' thickness measuring machine which has the appearance of a 21- in. TV and will give accurate checks of thickness at any point regardless of the size of skin.     In areas where other parts have to be bonded to the skins, inspection have to carry out `waviness' checks on the skin surface and tolerances here are as close as plus and minus .002 in.

New Materials
    
In Details Inspection, Horace Riley found a lot of new problems when Arrow production commenced. It must be remembered that this first Arrow is a production aircraft and that there is no prototype other than mock-ups.
     New materials used in detail man- ufacture such as titanium and inconel, and the extended use of magnesium alloys and high tensile aluminum alloys posed unique inspection problems. New conditions and tolerances needed to be reckoned with. Some material was found to `grow' after heat treatment, others would stretch during forming to a much greater degree than less strong materials.
     Increased use, in the Arrow, of details produced by stretch forming has brought about different concepts of inspection and different locations for carrying it out. Some forty parts were produced by stretching for the CF-100. In the case of the Arrow the number is near 2,000 and each had to be inspected to find out where, and what percentage of stretch took place.
     Some idea of how the Arrow program progressed can be symbolized by the Centre Fuselage section of the aircraft. It is the largest of the Fuselage components and the main assembly jig for this was handed over to production in October of 1956. The first component was cleared by Inspection in February of this year and there were some thirty-six inspection stages to be carried out while the component was in the jig.


     Other than main assembly jigs, work is produced in large numbers of other jigs. In each case, a rigid first-off inspection had to be performed to prove the tool. The Engine Bay alone used thirty-four jigs other than that for the main assembly.
     Some of the new inspectional features encountered on final assembly include the optical alignment set-up used in the final jig and the introducing of a refrigerant gas into the wing tank areas whereby leaks are found with a `snifter' detector.
     It is an unusual thing for assembly inspectors to carry plug gauges but that had to be done with the first Arrow. The structural strength necesary is such that bolt holes at joints must be right to the close limits called for by Engineering.

Bought-out Items
    
Geoff Hughes is in charge of electronic installations inspection and has been responsible for the testing and inspection of all equipment for the first Arrow, this includes items of hydraulic and pneumatic equipment as well as electronic. Some 1,300 items of bought-out equipment go into each Arrow.
     The four-man team appointed by Fred T. Smye, President and General Manager, to spearhead the drive to get this first Arrow out on schedule, includes Cyril Meilton from Inspection. Cyril who is Inspection Superintendent of the Details and Assembly Shops has, like other team members, been iving with the job since the aircraft began to take shape in the final assembly jig. It has been his responsibility to make the major decisions on inspection matters cropping up.

Impact Of Arrow
    
The greatest impact of the Arrow program on the production shops was the extensive increase in both quantity and complexity of parts, along with familiarization in the use of new materials and equipment. Difficult machining and forming operations became the rule rather than the exception, and the fact that the first Avro Arrow is a production aircraft represents an outstanding departure from previous programs involving a series of prototype aircraft.
This general view of the Arrow Final Assembly shows major components being assembled for subsequent release to the final assembly marry-up in the background.

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CONTENTS:
Page 1:
Cover Art Work.
Page 2:
Tribute, Proposal To Product, All-Weather Interceptor, Delta Planform.
Page 3:
Go-Ahead, Aerodynamics Tests, Powerplant Changes, Pilot Visibility.
Page 4:
Precision Keynotes All Arrow Tooling, Drawn Full Scale, Travelling Cutter
Page 5:
First Production Arrow Sets Low Manhour Record, From Paper to Hardware.
Page 6 and 7:
Centerfold Art Work.
Page 8:
Quality Control Gains New Inspection Skills, Interchangeability, Inspection Innovations, Pioneering.
Page 9:
Selling New Designs Requires Specialists, Need Test Pilots Aid At Early Design Stage, Set Out Details, Training Aids, Cockpit Layout.
Page 10:
Concept To Completion..., Computer Capacity, Ground Handling, Electronics, Production Prototype, Stress Analysis.....
Page 11:
Low Manhour Record, Sound Control, Outside Suppliers, Coast to Coast, Efficient Handling, New Methods, Bottlenecks, Impact, Quality Control......
Page 12:
Advertising, Tribute, DDP Helpful Partner, Subcontractors, Flight Test Program. Precision Keynotes, Selling New Design

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