Oh the poor MBB guys. Whereas of course the Indian guys were as usual "incompetent and glory hunting" etc. Lets hear from the horse's mouth.chetak wrote:Most sensible programs start like this onlee.Bade wrote:Russian or European retired engineers be willing to relocate and work given enough incentives.
The ALH actually started like this but greedy, thoroughly incompetent and glory hunting Indian guys in the program, who were more politicians than actual goal oriented engineers, completely queered the pitch and thoroughly buggered the program. Many of them are safely rotting in hell. They all crashed and burned, one by one, when they could not produce results as promised. Each worthy grabbing promotions far beyond their capability.
The MBB guys left in sheer disgust.
http://www.livefistdefence.com/2013/02/ ... -hand.html
The following paper by HAL's Group Captain (Retd) Hari Nair is to be presented at the Aero India 2013 seminar this week. It is, perhaps, the first brutally honest look at India's Advanced Light Helicopter Dhruv programme. A fantastic, enlightening read:
By Group Captain (Retd) Hari Nair
4. The ALH (Dhruv) was designed against then futuristic benchmarks and its design and technology is indicative of this fact. At the time of inception in the early Eighties, there were several budding technological options in rotor blades, gearboxes and vibration control that promised large jumps in performance and other benefits. At that period of time, when these budding technological options were still in a state of flux, the Negotiations Committee took their considered decision to approve certain design options recommended by MBB to achieve the specified benchmarks.
Lessons Learnt
5. While its quite easy to be wise after the event and hindsight is always ‘6x6’, the indisputable fact is that the combination of spectrum-sweeping performance and role requirements that were demanded from a single platform and certain design options that were incorporated, caused extremely severe hurdles to practical implementation. Whereas today one is not aware of the imperatives that influenced the drafting of the staff requirements in the late Seventies, or the decision of the Negotiations Committee in accepting the recommendations of MBB in the early Eighties, the fact remains that some of the futuristic design options put forth by MBB were initially resounding failures. The project that was supposed to have progressed smoothly under the tutelage of advanced German technology, instead stumbled badly to almost a point of no-return and required extreme effort by our indigenous teams to recover, re-develop from basic design stages and optimise for production. Each of the contributory factors therefore needs deeper scrutiny for better clarity.
It would also appear that MBB had either over-estimated their capabilities or perhaps had even attempted to experiment the feasibility of some of these concepts at the cost of our project.
The project to develop the MGB was sub-contracted by MBB to ZF (Zahnradfabrik Friedrichshafen), Germany, a drive-train specialist that had previous aviation experience limited to developing and building gear boxes for the smaller MBB’s BK-117 and Bo-105 helicopters.
(b) Although ZF’s BK-117 MGB also uses a two-stage reduction, it has important differences in layout and geometry of the bevel and collective gears. Also, it handles only about half of the power of the ALH MGB. The first series of ALH MGBs were spectacular failures – these would not even last one hour of ground run on the Ground Test Vehicle (GTV). After every ground run, shed gear material would be found on the magnetic plugs indicating commencement of gear teeth failures. Initially ZF’s MGBs stubbornly refused to improve despite various efforts and this threatened to bring the whole project literally and figuratively to a grinding halt. After MBB (and ZF) left, it took our dedicated in-house transmission team many years of sweat and hard work, to recover the situation by going back to the drawing board, experiment with several remedial measures and introduce numerous modifications, so as to gradually bring the MGB to production standard. Obviously, this caused severe delays in the project.
etc etc.Like the MGB, the initial ARIS design by MBB was another spectacular failure. All four ARIS failed halfway through the first flight itself and on return, all the four ARIS’s composite diaphragms were found cracked. Like the MGB, the ARIS proved to be another extremely difficult design failure to correct. Despite initial modifications, the ARIS springs used to routinely fail within 10 hours of flight. Again after MBB left, it was another herculean task again taken on by our in-house vibration analyses group to re-design, experiment and gradually bring the ARIS to a standard suited for production aircraft.
(b) Subsequently, it was learnt that MBB had worked in parallel on another version of vibration isolators and had installed a simpler two-axis SARIB vibration dampers on their Tiger attack helicopter, which uses a main rotor similar to the ALH. During an informal interaction many years later with MBB’s then chief designer for ALH in India, he candidly indicated to this author that the ARIS in his opinion was not an easy concept to implement and should not have been used for a first-time project like the ALH. Here it would appear that there was an attempt by MBB to experiment with an uncertain high-risk design option on our project.
Poor MBB left in disgust indeed. Or rather, they were kicked out (and happily scuppered since they didn't have to fix their own mess).
Accountability of Design Consultant. The abrupt departure of MBB during 1994-95 was due to non-renewal of contract and this was at the time when flight testing had picked up and all the problems related to some of the new concepts being implemented, especially the MGB, ARIS and increase in Empty Weight had clearly manifested. HAL designers, with no previous experience were now suddenly required to tackle these issues, which led to further delays. Ideally, MBB should have been held accountable and asked to stay on to rectify these difficult design deficiencies. They could have been contracted to stay on, until the design was successfully transferred to the regular production line. The extension contract document could have been structured to include these aspects and also progressively reduce their involvement as the project matured towards production.