Author name: admin

By Capt. Peeush Kumar In an honest spirit of ‘Aatma Nirbhar Bharat’, visible disposition of Indian helicopter industry oriented around DPSUs triggers subject genesis. Realised levels of R&D by DPSUs in helicopter design, development & manufacture are undoubtedly positive takeaways. However, placing a competitive product in top-of-the-line world market remains to be an Indian ambition since trailing about 35-40 years from contemporary capabilities. Proposition here converges to systematically fielding helicopter(s) in world market built through an indigenous ecosystem. Necessity of a competent ecosystem to produce a commercially viable competitive product in aggressive international competition is the pivotal motive of this argument. Helicopters are ranked on safety, role effectiveness, reliability, availability, post-sales support and operating costs. Performance attributes translate into role effectiveness while reliability, availability and operating costs are primarily elements of maintenance domain. These maintenance domain elements have been a bane for prevalent indigenous helicopter fleet. Evident from minimal presence of indigenous helicopters with civil operators, privately owned helicopter operators passively reflect litmus test results of this offering. Inflating numbers through counting platforms of armed forces would naturally be unreasonable. Operation of helicopters without favourable attributes surrounding aforesaid elements is therefore a non-starter. Dependency on foreign vendors for critical systems/core technologies, sub-optimal contract management and conflict of interest in quality assurance & control (QA/QC) entities surface improvement areas. Convenient, continued dependency on foreign vendors has resolved into a noticeable R & D deficit. Resulting absence of indigenous ecosystem for manufacturing helicopter sub-systems, critical assemblies and core technologies serves to non-viability of a sustainable competitive product in world market. QA/QC elements organised under common apex authority with that of OEM (Original Equipment Manufacturer) are natural to be tied down with conflict of interest. It isn’t a surprise that product quality is at the receiving end of aforementioned draggers. Set up of product relevant R&D Opportunities for R & D work are seldom feasible through promulgated QRs (Qualification Requirements) of armed forces to DPSUs. Against deadlines, readily available solutions usually from foreign lands are assembled for a final product. Later replacement of system/components/assemblies as retro modification on these helicopters merely opens a regressive window of R & D which on maturity is obsolescence ready. A real-world R&D must therefore pre-emptively target competing products relevant to a future realisable timeline. Seed funding for R & D is unlikely to be a rare resource for verifiable projects to transform into a reality. Risks of developing a complex machine with multiple sub-systems like helicopter includes schedule upsets by lack of integral/committed MSMEs for dependable components of quality. India’s access to vast pool of affordable talent and extensive but scattered resources may be best deployed through contemporary management tools instead of a DPSU. Entrepreneurial attitude of ‘Start Up’ generation with an appetite of acing can further already created DPSU foundations through MSMEs. An R&D adequate ecosystem complemented by support of critical assemblies/components is a great framework for a solid final product. Independent certification agencies (DGCA) should be integral to such a program for in-time advisories at all stages of development and avoid later setbacks of costs and timeline. It is critical that QA/QC entities hold adequate authority in matters affecting safety and performance. An implementable possibility of above scheme may be found on the unconventional road. A limited objective project aligned with Skunk Works® philosophy suited for big, unconventional challenges matches this ‘Job Description’. Proven techniques of Skunk Works® pivot on small, isolated, highly motivated team under dynamic leadership. The set-up is built for high quality outcomes through engineering independence, informal disposition and a general risk acceptance in routine processes. Aforesaid has the potential to trigger prevalent Indian ecosystem through a limited horizon project of consequence. The initiative could inject confidence for contextual technical capability on a timed roadmap for a sustainable, commercially viable umbrella product of quality. A comparison with ISRO milestones may be intriguing that has delivered extremely complex products from humble beginnings within similar framework of Indian ecosystem. Indigenous R&D Based on open-source development timelines of Robinson® R22/R44 helicopter and available indigenous R & D with DPSUs, 3-4 years for design and development of prototype trainer helicopter is a fair, competitive expectation. Recently matured ‘Strategic Partnership’ format for Indian Navy’s NUH program may be ready template after obvious modifications. Shortlisted bidders of this program must select at least one major indigenous assembly/system from transmission, power plant, flight & vehicle management system or main & tail rotor blades. Qualifying for next phase of manufacturing must be earned through performance, reliability, availability and operating cost, improving on presently successful Robinson® R66 helicopter through a ‘Fly off’ demonstration. Program support by existing facilities at DPSUs and/or transfer of indigenous R&D inputs may be considered, if made available for this nation building campaign. Absence of these public funded facilities would however unfortunately translate into extension of proposed timeline. DGCA’s CAR21 (CAR Section 6, Series B) prescribes procedural requirements for issue of type certificates. The document covers matters related to design, manufacture, airworthiness, repairs, requirements for approval of design and production organisations. DGAQA for QA/QC oversight and DGCA for regulatory guidance must be consulted at all stages of design and development for avoidable setbacks. Key members’ teaming as single point responsibility would help effectively embrace recommended Skunk Works® philosophy. A preliminary market survey for potential customers of said trainer helicopter may be undertaken to chart out client potential of final product and risk sharing possibilities. Proposed attempt to liven up latent potential of Indian R & D with reduced government expenditure, quality manufacturing in aviation sector and effective talent deployment should be reasonable motive forces amongst government offices. For business houses, it’s an offer to diversify into a relatively virgin sector. Nevertheless, an attempt to break off from existing monopoly to a competitive market would not be hurtful to any sector, least of all for nation building. (The writer is a certified experimental test pilot for rotary wing aircrafts and a Type Rating Examiner with experience on more than 20+ helicopters and aeroplanes.)