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747: BOEINGS MASTERPIECE

Today modern aviation is unthinkable without the Boeing 747, of which 1,193 aircraft have up to date been delivered. This unique giant has transported 2.2 billion people, which equals 40 percent of the world's population. 30 years ago only few experts believed in this monumental success. In those days the Jumbo Jet was seen as an exotic creature among the other planes, and it was even thought that the Boeing Company was risking financial ruin.

The 747 came into existence after Boeing lost the competition for a strategic airlifter for the US Air Force. The Air Force needed a strategic long-haul airlifter capable of transporting troops and heavy weaponry to Europe. The very desirable contract was, however, given to Lockheed in 1965 and led to the creation of the C-5A Galaxy. From today's point of view this was a stroke of luck for Boeing, because the company now had resources for a new "Mega"-Airliner. By the way, Lockheed only built 131 models of them Galaxy.

The 747 saga began in spring 1965, when Pan American World Airways, Pan Am, asked Boeing to develop a lengthened version of the 707, with a capacity for 250 passengers. However, this could not be done for technical reasons.

During talks with Boeing representatives Pan Am Boss Juan Trippe demanded a commercial airliner, which could transport 400 passengers over a distance of 5,000km. The new jet was also be used for the transportation of cargo, because Trippe was convinced that aviation was to be dominated by supersonic airliners ten years from then. In that case the 747 was to be an excellent cargo liner. A few days later Boeing President William Allen telephoned Trippe and asked whether he had been serious with this unusual idea. Trippe, who had throughout the development of the 707 proved to be a friend of technological innovations, just responded by saying, "I am serious." In December 1965 both men met to negotiate details. Thus the foundation to build this giant was laid.

On 13 April 1966 Allen and Trippe signed a sales contract for 25 aircraft costing of $550million. This was up to then the biggest single contract of any airline. Pan Am's decision was courageous, since the competition doubted vehemently the economic viability of the giant jet. It has to be added that the then 71year old Juan Trippe ordered the 747 during a booming airtraffic. An annual growth rate of 15 per cent in passenger rates was predicted. It was Pan Am's plan to beat the competition with the 747, which could carry three times as many passengers as the 707. The recession in 1970, which was completely unexpected, and the oil crisis foiled these plans. The 747 created over-capacities, which are every airliner's nightmare. Most carriers preferred smaller aircraft: They were, however, afraid that the competition might buy the giant and in this way dominate on international routes. This is why mainly non-American airlines were queuing up outside the Seattle works.

Here Boeing Boss Allen appointed Mel Stamper to be head of the world's biggest aircraft-project. For four years Stamper was in charge of the approx. 50,000 staff working on this program. He only took one day off, one Christmas Eve. The work load was so immense that he was often unable to return home and had to spend the night on a conference table in his office. Because of his leadership style his co-workers remembered him as a drill sergeant of the US Marines rather than as a manager.

In August 1965 Joseph Sutter joined the team as Chief Designer. After the program launch in March 1966 Sutter and his team looked at 50 different designs with two decks. The double-decker design was not ideal, because passengers could not be evacuated in the time prescribed by the American Aviation Authority FAA. After viewing an improvised mock up of a cabin, which was uncovered, Trippe discarded the double deck idea. The view from the improvised top deck had given almost verybody present vertigo. It is obvious why everyone involved, apart from one Pan Am pilot, refused to use the attached emergency escape slide. After this sobering experience Trippe wanted to look at the 1:1 model of a conventional single deck, which was still being constructed. This design already had the famous hump, which was to be the trade mark of the 747. It goes without saying that the hunchback attracted many sarcastic comments. It was alleged that Boeing designed the hunchback to enable wealthy captains to sit on their thick wallets and not bump their heads.

There was a practical reason for the distinctive curve. Trippe had asked for the cockpit to be situated above the cabin. This was going to make loading easier. The space behind the cockpit was allocated to the air conditioning system and other instruments. However, businessman Trippe had other ideas. "This space is reserved for passengers. Couldn't we install a bar there?" Sutter agreed with this idea, but other ideas like glass nose for first class passengers only caused everyone to shake their heads. Impressed with the size of the cabin, there were many suggestions as to how to use it, i.e. a restaurant, cinema, hairdressing salon or even a casino.

The aircraft of the superlatives was now in need of a production hangar of equally breathtaking dimensions. The existing works like Renton, in which the 707, 727 and 737 were assembled, were not big enough. The search for a suitable location had started as early as October 1964; it was intended for the planned for C-5. A commission examined 50 locations to their suitability, until Bill Allen decided on a site in Everett, which is located north of Seattle in Washington State. All along Everett had only ranked on fifth place. It did have an existing airport, Fairfield, but there was no rail link. The second steepest rail track in the USA had to be built at a cost of $5million dollars. With the launch of the 747 the start of the world's biggest industrial building was given. It was big enough to house 40 football fields measuring 5.5million sq m. Over 2,800 workmen battled against the elements, months of rainfalls and snowstorms made the building works extremely difficult. During rains lasting 68 days, an enormous mud slide covered part of the site. It cost another $5million dollars to clear up the mess. In order to stay within the tight schedule, the construction of the 747 was started, although the factory had not been finished.

The 747 team was under enormous pressure to succeed, not only because the factory had cost $200million. There was an Anti-Jumbo-Lobby, which questioned the safety of the big aircraft, arguing that a single crash of one of the new Boeing models would cause as many casualties as all airliner accidents in any one year. Some "experts" even demanded that the 747 should only be allowed to fly in storm free corridors, because it would not be able to weather any turbulence because of its size.

In order to cut down any accident risk, Boeing used the so-called "Fault Free Analysis". A team of five engineers was occupied for months and compiled diagrams examining the effects of a failing instrument or the effect of one fault on all systems. According to Sutter safety was given the utmost priority, eventhe coffeemakers on board were checked thoroughly. Never before had Boeing invested so much time and money into laboratory and wind channel tests. Amongst other things the engineers built two 747 models of three meter length, which corresponded with a complete Douglas DC-6. The wind channel test program was supposed to take 15,000 hours.

After basic design work and more than 75,000 construction drawings, which were carried out by hand, had been completed, the 4.5 million parts of the first 747 had to be assembled. Workmen very often cursed the monster, which they had to build. However, they were also proud of the product and their own achievement. Stamper was most impressed by their thirst for action and suggested to call the team in Everett the "Incredibles". To Stamper's amazement this nickname soon appeared on helmets and coats worn by the employees. Stamper remembers, "It was the most motivated workforce I have ever seen. Some chaps even worked two shifts one after the other without being asked."

The "Incredibles" had indeed performed a miracle. Less than three years after the contract was signed Jumbo 001 left the hangar in Everett with a big fuss on 30 September 1968. To celebrate the day 26 stewardesses, who were responsible for the first customers "beheaded" bottles of champagne and christened the first 747 "City of Everett". A Boeing 707, 727 and 737 flew overhead and made the celebrations perfect.

Prior to her maiden flight Jack Waddell, head of the test program, had made a movable mockup in order to simulate the way the 747 would roll on the ground, since a cockpit more than 10 meters above ground was very unusual in those days. The monstrosity was jokingly named "Waddall's Wagon" by Boeing employees. Strain trials, which were carried out to take the wind out of the critics' sails, went quite spectacularly. In one test the wings of a static plane were being bent upwards and only broke at 7.9 meters.

On 9 February 1969 it became obvious that the $1billion cost for developing the 747 had been worthwhile. Jack Waddell, Brial Wygle and Jesse Wallick took to the skies in Jumbo N7470 only two months behind schedule. Pilot Waddell was enthusiastic about the aircraft's flight properties, " This plane is the answer to every pilot's dream." And it was said beforehand that the aircraft was simply too big to fly safely. One was even concerned that the 747 might damage the tarmac because of its weight.

During test flights it became apparent that there were grave problems with the original version of the Pratt 7 Whitney JT-9D. During the 1,400 hours flight and 1,013 flights of the test program, the engines were exchanged 55 times. However, the Jumbo finally received its certification through the FAA on 30 December 1969. When the "Baby Boeing" 737 was being tested, there was only engine change. Four of the five test aircraft were later fitted with airline interior and supplied to customers. The first 747 stayed with Boeing for further test purposes.

Pan Am took her first 747 into service on 21 February as scheduled. "Clipper Young America" was supposed to fly 336 passengers from New York to London. However, an "obstinate" door and problems during loading the cargo made the flight late. When the Jumbo finally rolled out to take off, one of the engines overheated. The aircraft finally had to be replaced. The substitute 747 took off after a delay of seven hours. This would not be one off occurrence. Delays and cancelled flights soon gave the 747 the nickname "Dumbo Jet", the flying white elephant. At the beginning of the 70s problems with the engines went so far that up to 30 completed Jumbos had to be stored in Everett with concrete blocks instead of engines under their wings. Moreover there were rising costs and delays in supplying the aircraft. The tight schedule was to blame for this, because it was simply unrealistic to build up a new organisation, a new production plant and a new aircraft all at the same time in only 34 months.

Boeing's bad luck did not seem to change. The company's vital nerve was hit badly by the 747 crisis, the discontinuation of the super sonic airliner program SST and declining orders. It was initially planned for the profits of the 707s and 727s to keep the 737 and 747 projects afloat. However, the Board of Directors in Seattle were not able to predict the impending recession. The result was debts amounting to $1billion. Boeing reduced its staff from 100,000 in 1968 to 38,000. This rigorous reduction and the sales success of the 727-200 led Boeing back on the road of success.

Pratt & Whitney was finally able to remedy the existing engine problems. As a result the Jumbo's reliability increased impressively. Half a year after its service, the 747-Fleet had already transported one million passengers. From 1970 Boeing expanded its program by taking on the 747-200 with wider range and bigger payload. It also offered the aircraft with different engines, i.e. Pratt & Whitney JT9D, General Electric CF6 and Rolls Royce RB524. The 747-200 became the most popular model with 393 models and was only beaten by the 747-400. Later the 747SP Special Performance followed for extremely long distances and the 747-300 with lengthened upper deck for up to 69 passengers. The program has for now been brought to a conclusion with the 747-400 with two-man cockpit, modern avionics and more powerful engines.

During the Superjet's 30th anniversary celebrations Sutter, now retired Executive Vice Director, said, "From the beginning the 747 was intended to be versatile. That is why she did adjust to new technologies and our customers' requirements over decades. This flexibility contributed towards the plane's success and makes it legendary." Currently Boeing is investigating the 747-400X with an increased take-off weight of 409.5 tons. This version can fly 740 km further than the ordinary 747-400. According to Ed Renouard, Vice President and General Manager of the 747/767 Program, who spoke during the celebration in Everett, lengthened versions are being considered. "The 747's evolutionary possibilities will without doubt enable us to continue building versions of the Jumbo for the next 30 years," explained Renouard.

Although orders are currently receding because of the Asian economic crisis, the Boeing 747 remains the flagship of the world's largest constructor. It is possible that the introduction of the Airbus A3XX in 2005 will take the lead of the Jumbo Jet. Until then the Boeing 747 is and remains a prime example for technological performance.

From page 16 of FLUG REVUE 4/99