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FROM Cranfield SOM Blogs: Introducing… Compustat data

Does your research need in-depth historical financial data for North American companies?  Has your supervisor told you to use Compustat data? If so, take a look at the Capital IQ platform.

Capital IQ data includes both quarterly and annual data from Compustat dating back to the late 1970s for both active and inactive companies.  You can use a wide variety of criteria – including industry, company account items, financial ratios, S&P indices, etc. – to produce data for groups of companies.  

Compustat data is only available for North American companies that have been or are currently quoted on the following US stock exchanges/indexes:

  • the NYSE, AMEX, NASDAQ, TSX, or NYSE/Arca exchanges.
  • the S&P 500, S&P 400, S&P 600, S&P/TSX Composite or Russell 3000 indices.

To access the Compustat data within Capital IQ, select the appropriate option from the left-hand menu.



You can use a wide variety of criteria – including industry, company account items, financial ratios, S&P indices, etc. to produce tailor-made reports and graphs for both individual firms and groups of companies and export data to Excel.

You can also access Compustat financials from within the Excel add-in by right clicking on an empty cell and go to ADD Formula > Financials > Compustat Financials.

Access to Capital IQ is available here.  You will need to set up an account to use it. Find out how in our post on Setting up your account on Capital IQ.

For more information, contact MIRC.

Feature image from Pixabay. Available at:https://pixabay.com/photos/business-stock-finance-market-1730089/
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FROM Cranfield SOM Blogs: The Future of Aviation: Aircraft Electrification
Introduction – The need for electric propulsion

In
the automotive industry, electrification is developing at a fast rate. In the
UK, both electric and hybrid cars are becoming a common sight on the roads, as
well as electric charging ports in car parks. Electric vehicles offer a better
solution towards a cleaner, greener environment than their diesel/petrol counterparts,
as well as reducing noise pollution for those living in busy residential areas.
So, when will air travel and air freight follow this electric journey?

Certainly,
aircraft emissions degrade air quality and have an increasing effect on global
warming as most emissions occur at high altitudes. According to the European
Union [1], aviation accounts for approximately 3%
of the EU’s total greenhouse gas emissions, and more than 2% of global
emissions. Although air travel currently accounts for only a small portion of
global emissions, air travel is recognized as one of the fastest growing
contributors as elucidated in a recent study in the Atmospheric Chemistry and Physics journal, but by what mechanisms
is aviation actually affecting the climate?

Aircraft
engines do not only produce plenty of CO2, but also exhaust nitrous
oxides, NOX, fine particulate matter, PM25, and ozone, O3.
CO2 emissions are the most significant contributor to climate change
and have the same effect regardless of altitude emission. However, at higher
altitudes, NOX emissions are particularly effective in forming O3,
thereby causing a greater global warming effect than would be the case at lower
altitudes.

To
put this into perspective, if you’ve ever played with a Carbon Footprint Calculator and plugged in a return trip
from London to New York, this trip balloons your carbon footprint by more than
2000 pounds of CO2, nearly equivalent to the level of emissions incurred
by heating an average European household for an entire year [2]. Reducing the
CO2 impact of aircraft should be addressed early on, as future
regulations may impart even stricter regulations on environmental targets that
will only be achieved by the use of the latest, and most expensive,
technologies.

Hence,
there is a clear incentive for cleaner, greener air mobility: the reduction of
CO2, NOX, PM25 and O3 emissions, reduced
noise and fuel consumption. Currently, we have reached a plateau in terms of
improving aircraft fuel efficiency and reduced emissions. By introducing
electric battery-powered aircrafts, an opportunity exists to potentially reduce
harmful emissions even further and to make air travel quieter for urban areas,
but is electric flight actually possible given the technological challenges?



Average fuel burn for new jet aircraft, 1960-2010. Large
reductions in fuel burn are seen from 1960 up to 1990s. Since then, further
reductions have been modest, despite the development costs of new aircraft
continuing to rise. [3]

Electric innovations: past, present and future



Many
industry giants are playing their part to research and develop new prototypes
and test concepts in electrification. Commercially, the Airbus A350 and Boeing
787 increasingly use battery power for several of their on-board systems to
form an approach described as the ‘More-Electric Aircraft’ (MEA), whilst simultaneously
developing methods for progression towards full electric propulsion. The
strategy is to begin with a hybrid option first, with energy still provided by
hydrocarbon fuels, and then progressing to an all-electric system with
batteries to provide energy for propulsion.

In
technical terms, the main critical challenge that projects like the Airbus E-Fan X, ZunumAero and Wright Electric are faced with is the power-to-weight ratio or
specific power. Considering an all-electric system, a battery with greater
energy density than those currently available, which are also effective,
reliable and have a long life, are required. Historic trends and current
understanding of aircraft development cycles suggest that battery technology
will not be available until the 2030s to allow full incorporation at current
aircraft scales.

Potential propulsion system architectures  



Three potential system architectures are shown with a
progression from ‘More Electric – Hybrid’ to ‘Full – Hybrid’ to ‘All – Electric’.
There are varying development needs for each system component and a large
integration challenge for the complete systems. While other proposals for
hybrid systems exist, those presented here are considered the most feasible at
present. [5]

In the short term, we will
probably witness a ‘More Electric-Hybrid’ commercially sized aircraft rather
than an ‘All-Electric’ alternative. This ‘More Electric-Hybrid’ version could
deliver real benefits through reduced emissions and allow for the development
of motors and power electronics for the transition to fully electric operation.
Let’s examine, on a system level, what a hybrid powered solution might look
like.

Using the existing gas
turbine, with traditional jet fuel (kerosene) mixed with biofuels, to drive an electric
generator makes for an existing and well-understood solution. However, a new
power electronics system is likely to be required to control and transfer the electrical
energy to electric motors to provide thrust.

If batteries are used to
power the remaining systems on the aircraft, we’ve got a ‘More Electric-Hybrid’
solution. The power available from the generator and batteries can be combined
to power all aircraft systems to form a ‘Fully-Hybrid’ solution with each means
of energy supply augmenting the other in different ratios during different
flight phases, but if kerosene is still the source of energy, then where does
the reduction in emissions come from?

In this scenario, the
aircraft’s flight is affected by the varying thrust requirements needed for
take-off, climb, cruise, and altitude changes. Current jet engines are designed
to operate in all conditions, but do not always function optimally and
efficiently in all cases. In a hybrid solution, the gas turbine could be isolated
from changes in operational conditions and continuously run at an optimised
speed to power an electric generator, which then drives the power electronics that
provide electrical energy.

The main danger in this
scenario is relying on unproven power distribution systems and electric motors.
Indeed, one of the stated objectives of the Airbus E-Fan X program is to
address this uncertainty with regards to electric power systems. Further advancements
can be made by switching the kerosene-powered gas turbine and generator to
battery power, thereby forming an ‘All-Electric’ system. In this case, the
power electronics used for the hybrid solution will need to be adapted, but the
propulsive element would not need to be changed.

A 50kg electric motor

Siemens developed a 50 kg
electric motor SP260D that delivers 260 kW—five times more than comparable
hybrid electric propulsion systems of equal weight. However, this is a long
shot compared to the power required for a commercial aircraft to fly at
acceptable speeds, typically in the order of two to 50 megawatts. Nonetheless, Siemens
established its electric propulsion systems business through the development of
the eAircraft program, now acquired by Rolls Royce.

So with improved technology, can
enough power be generated? Currently, the answer to this question isn’t clear,
keeping in mind the overall aircraft weight, safety considerations for
electrical systems, wiring routes, electrical interference, and the thermal
environment created by batteries.


Siemens develops propulsion system for the CityAirbus air taxi [6]

A high aspect-ratio wing design

Aircraft wings are designed
to withstand aerodynamic loads and carry jet fuel distributed across the span. For
an electric aircraft, would there be any benefit of carrying batteries within
the wings instead?

One positive side-effect of
electrification would be that the wing’s mass remains constant during flight (unless
using lithium air batteries), creating novel opportunities for aeroelastic
tailoring and aerodynamic optimization by allowing wings to become longer and
thinner (better lift-to-drag ratio). A current challenge of designing long and
slender wings for the conventionally fuelled is the onset of ‘aeroelastic
flutter’, an unstable interaction between airflow and the wings elasticity
causing build-up of oscillations and potential wing failure. With strategically
placed batteries, thinner and longer wings could emerge as a viable design that
doesn’t succumb to flutter, thereby improving aerodynamics and paving the way
for radically different aircraft configurations.



The need to reduce aircraft mass

What happens to the weight of
the airframe in a move towards hybrid or full electrification? In a hybrid
system, the full propulsion and electrical system, combined with all the
technical operation equipment inside the aircraft, will probably increase the
mass of the airframe. Furthermore, as the aircraft is no longer shedding mass
via fuel burn during flight, the landing weight of aircraft is likely to be
higher than it is today. To compensate for these effects, reductions in the
airframe mass are probably required to facilitate a fully electric system. Indeed,
designing lighter airframes is a huge challenge, putting great requirements on
future research on materials science to determine the full capabilities of next-generation
metallic alloys and fibre-reinforced plastics. 

Funding resources

The best solutions often come
from coordinated efforts to ensure a collaborative, knowledge-sharing approach
that leads to conformity in standards. The UK is a major player in aerospace research
and development and is involved in extensive research networks, partnerships,
and bids to numerous funding bodies working on developing the technology for the
future of air travel.

These funding bodies include
the Engineering and PhysicalSciences Research Council (EPSRC), as well as the Aerospace TechnologyInstitute (ATI). They have been established
between industry and the government to develop the UK’s technology strategy
through £3.9 billion of investment. Another influential body is the Air Transportation Systems Lab, which collaborates on
research projects with the UK and overseas universities.

Lastly, the largest European
research program developing innovative technologies aimed at aircraft emission
and noise reductions, known as the Clean Sky Initiative, has a €4 billion budget and
has backed several projects like Airbus’ BLADE and Safran’s Contra Rotating Open Rotor engine.

Regulation

There is a need for new
regulations regarding the emerging technologies, platforms and systems related
to electrification. Firstly, as new technologies are created in the field of
electric aviation, each technology will need regulatory backing to determine
the airworthiness of the technology. This is critical to establish broad
regulatory acceptance for enabling technologies like high-power batteries,
voltage distribution systems and boundary layer ingestion.

Subsequently, regulation will
be critical to enable new platforms. Regulation and certification procedures
for radically new architectures such as distributed fans will be required to enable
the full potential of Electrical Propulsion. As a first step, both the Federal
Aviation Administration (FAA) and the European Aviation Safety Agency (EASA) are
currently opening doors for Electrical Propulsion. For example, a key change in
FAA Part 23 Magnus eFusion at Matkópuszta airfield in Hungary, using a Siemens SP55D
electric motor and a FlyEco diesel engine to allow for silent take-off and
landing with an extended range. The full electrical propulsion system is
developed by the Siemens eAircraft program. Furthermore,
a Los Angeles-based company Ampaire recently demonstrated its
electric hybrid propulsion system at Camarillo Airport in California with its maiden
flight test in June 2019. Their technology was adapted to the Cessna 337
Skymaster and is already considered by some as the largest hybrid-electric
aircraft to have ever flown.  

There’s turbulence ahead

Certainly, the biggest
challenge is integration. For example, when designers and engineers have new
technologies ready for flight, how does the industry support in-service
operation? As an aviation company, how will business models need to adapt over
the next twenty years? When is the best time to start thinking about how to
integrate these new business models with the shift in aircraft architecture? Even
though some of these changes are still years away, it pays to contemplate the
disruptive nature of these changes now, and to consider strategies of how the
industry can ready itself to face up to these coming challenges.

Additional thoughts

Keeping in mind the
potentially great opportunity aircraft electrification presents, Maintenance
and Servicing Organizations (MRO’s) should be reconsidering their operations to
address questions like what kind of physical infrastructure will be needed
going forward? Topics for consideration range from how many spare batteries
will need to be stored at airports and the most optimal location of recharging
points to how long it will take for the batteries to be charged or changed in
between flights. The latter will be a considerable consideration for airlines, as
the aircraft will not be earning money when it is recharging. With regards to
traffic control, what happens in the case of diversions and re-routing? Will
regional electric aircraft take priority over long-range gas-powered aircraft?
Or could quieter aircraft lead to additional airports in closer vicinity to
cities, such that regional and long-range aircraft won’t share the same
airspace? Finally, a major challenge will be instilling confidence in
passengers about the safety of this new technology.

Conclusion – where do we stand?

The continuing growth of the
aviation sector has buoyed production rates and has led Airbus and Boeing to
establish themselves as the key players in the aviation market. This duopoly
has only been reinforced by recent mergers and acquisitions of smaller
operations (Bombardier and Embraer). The shift to electrification poses a risk
to incumbents as this new paradigm in propulsion levels the playing field for
new entrants into the market.

However, both incumbents and
new players face key technical barriers such as the current energy storage
capacity per unit weight of batteries—500 Wh/kg is widely regarded as the
minimum required for electric flight with commercially acceptable payload-range
characteristics—as well as light and efficient electrical generators, motors and
power electronics able to convert, condition and switch to high voltage power.

On the regulatory side,
airworthiness authorities will have to find approaches to certify novel
aircraft architectures as for over fifty years commercial aircraft have not
deviated from the gas turbine powered architecture. The Advisory Council for
Aeronautics Research (ACARE) has brought about a united sense of purpose across
the European aviation sector to shift towards greener solutions and has set
challenging goals, such as achieving 75% CO2 emission reductions per
passenger.

These challenges mean that we
will probably witness a ‘More Electric-Hybrid’ commercially sized aircraft in
the near future rather than an all-electric alternative. This could, however,
still deliver real benefits through reduced emissions and allow for the
development of motors and power electronics for the switch to fully electric
operation in the far-reaching future.

Further reading


References

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FROM Cranfield SOM Blogs: Leap of faith…
It has been one hundred and twenty-three days
since I arrived at Cranfield, and yet, the count of the unforgettable
experiences that I have had exceed this massive number. From the Cranfield
airport to the scenic charms, none fail to fascinate me. As an international
student and someone staying away from home for the first time, I must say, I
have settled in quite well.

As an occupant of the Lanchester hall, the
biggest in terms of accommodation capacity has given me the opportunity to meet
umpteen people from across the globe pursuing a wide range of courses
(honestly, many of which I did not know was offered by Cranfield). As a not-so-great
cook, having flat mates from Spain, China, Nigeria and India allows me to treat
my taste buds with assorted delicacies from all around the world. The hall is just
a minute’s walk from the sports facility and five-minutes from the King’s
Norton library which provides me with ample time to spare on a regular day
(considering I am above average on a fictitious scale of laziness). My
interactions with fellow students make me believe that whether you stay on
campus, in shared houses or in off-campus rentals, you will always find someone
to celebrate completing an assignment with or just to lean on.

After completing my bachelor’s in mechanical engineering, and having worked for 3 years, made me realise my competence and inadequate abilities. The realisation coupled with my drive towards gaining international exposure led me to explore my future career path.

The many modules offered as part of the MSc Management course were one of the key reasons that led me to Cranfield. The course started in October and is spread across three terms. It ends with a five-month long thesis supported by the internship which is another highlight of the course. As a part of Term 1, I undertook modules like Accounting and Finance and Managing Operations. Cranfield is known for its motto ‘learning by doing’ which is delivered by a diverse staff. From undertaking a role-play of an annual general meeting to simulating the assembly of a manufacturing firm, each module has kept me thoroughly engaged. Subtle tools like board and card games to understand the underlying principles in modules have certainly helped me grasp concepts with ease. For the ones who do not fancy examinations, it is worth noting that apart from the usual examinations, individual assignments, group reports and challenging presentations form the scoring criteria for various modules. The diverse educational background and experiences of my fellow students have been fundamental to my development. Getting to know people from various countries, their thought processes and brainstorming together to generate innovative ideas has enhanced my experience in Cranfield. I am confident that I will always cherish these relationships.

During my time at Cranfield, I have
also volunteered to be one of the course representatives. Engaging with fellow
students from my course and across the university gave me an opportunity to
drive changes throughout the university with the help of the Cranfield Student
Experience team. From attending events with access to the FIA approved F1
simulation suite to interacting with other representatives in an escape room
game, the experience allows me to explore the facilities across campus and
build lasting relationships. As a Cranfield student ambassador, I work
part-time to help future student enrolment by providing them with information
about their courses, the facilities, bursaries and the university. Students
also have the options to join various clubs and societies like Cranfield
Speakers Club, sports clubs and board-games society. I have been able to practise
a variety of case studies and develop a range of skills as a member of the
consulting society.

When my course began in October,
our student-academic support staff arranged a wonderful bowling social evening,
allowing us to get acquainted with our course directors and fellow students. A
formal course Christmas dinner organised by the academic support staff was a
well-deserved end to the first term.  The
course’s social representative team plans a variety of events from night-outs
to games night, allowing us to get to know each other better. If you are someone
who would be joining Cranfield the following year and is reading this article,
then let me introduce you to three words that you will seldom hear together;
Cranfield Students Association aka CSA. If you fancy some international food,
want to get on with your dancing shoes on a Friday night or just grab a coffee
with your friend, you would frequently find yourself here.

There were times when I faced
difficulties with my job applications, but the careers team made everything
seamlessly easy. From screening my CVs to helping me crack Assessment Centres, they
have supported me at every stage of my applications. The careers team have been
instrumental in organising various workshops and careers fairs centred on networking
and professional development. The various entrepreneurship speaker series which
had guest speakers from different industries is also something to look forward
to.

The time I have spent here has helped me grow personally and professionally. Everyday has been challenging and fun at the same time. Cranfield provides you with a lot of opportunities that will stretch you, push you out of your bubble but it is all certainly worthwhile in the end.


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FROM Cranfield SOM Blogs: Performance Reporting Measures vs Performance Management Measures – Part 5
Sophisticated Statistical Treatment of Measures – Part i

You may have read my previous blogs comparing Performance Reporting Measures vs Performance Management Measures.

Performance reporting is littered with measures that may appear to carry meaning for some people, but in our observations, have been misleading and impenetrable to many. And certainly don’t help understanding nor how to improve!

Here are some examples of reporting measures that we introduced previously:

  • % items completed: % implies a ratio – with a numerator and denominator. E.g. % Repairs Completed defined by (Number of Repairs Completed / Total Number of Repair Calls) * 100
  • % completed within some timeframe: E.g. From a previous blog’s A&E Figures, we saw % A&E attendants seen in 4 hours or under.
  • Complicated Measure Combinations: E.g. % Forecast Accuracy in Supply-chain
  • Applying sophisticated statistical treatment to raw performance measures that only stats specialists can read: E.g. Exponentially weighted moving averages
  • Statistical representation of a population of people or things: E.g. Electric Car Use by Country

This week we’ll look at some examples of the sophisticated statistical treatment of simple performance measures. You’ll probably have some examples of your own.

So we already know from our previous 4 blogs on this subject that % measures present problems, and measures that use % success within a constraint (usually time) / target inhibit understanding, and complicated measure combinations are dangerous – so we’ll not revisit them here.

So why can the sophisticated statistical treatment of simple performance measures confuse or mislead?

We’ll only consider two examples of more sophisticated statistical analysis here for brevity, and we’ll possibly over-simplify our explanations, since most readers, we would imagine, are not stats experts:

  • Correlation Analysis
  • Weighted Moving Averages

A good rule of thumb – the more complex the algorithm applied to one or a combination of simple measures, the more distant the reader becomes from being able to assess what is actually happening in a business process or system, and thus does not aid improvement! So, although some of these algorithms are very clever, they were designed for purposes other than understanding how to improve a process or system.

Correlation Analysis

Let’s first, then, consider correlation analysis. And we’ll just look at the simpler linear regression (multiple regression is more sophisticated / complicated again). 

Why is correlation analysis useful? Well, a simple example might be that we want to see if our Government spends £20bn a year more on the NHS, we want patient experience (such as number of scheduled operations) to increase, or if they add 20,000 more police, then we’d want to see some sort of result (which may, for example, be less crime, greater feeling of public safety, or more crimes resolved (let’s crudely say detected)), or if we change manufacturing batch-size do we see a reduction in inventory and reduction in throughput time.

Here’s an example:



We usually see a horizontal axis (X-axis) and a vertical (Y-axis), a collection of dots (or scatter plot) on the page and a straight line drawn through them. And then the statistical test will produce something known as Pearson’s coefficient which can range from -1 to +1. If, as in the diagrams above, a straight line can reasonably be drawn with a similar number of dots on each side of the line, at roughly the same distance from the line, then a reasonable level of correlation is present. The closer the correlation coefficient is to +1, the more strongly positively correlated the two variables (X and Y) are and we are led to believe that as X gets bigger then so does Y. The closer to -1, the more strongly negatively correlated they are (i.e. as one goes up, the other correspondingly goes down). So the chart above on the left shows strong positive correlation, the chart of the right shows strong negative correlation. And if there is only weak or no correlation, then the correlation coefficient is close to 0.

But there’s a problem, two problems actually, with quoting correlation out of context:

i.            The problem associated with quoting a correlation value, without showing the scatter plot

This is illustrated by Anscombe’s Quartet, which is well described in Wikipedia:https://en.wikipedia.org/wiki/Anscombe%27s_quartet

It turns out that the correlation coefficients between the X variable and the Y variable for all four charts below are the same! Yet, you can plainly see that each one of the scatter plots (or we could say distributions) is vastly different from any of the other three!



So, for example, someone saying there’s a strong negative correlation between increasing GDP and reducing Employment, without showing you a scatter plot – well, you may just want to be a tad sceptical!

ii.           Missing sense of time    

For those wanting to make improvements to systems and processes, this is a much more vital issue!

There is no sense of time – meaning we have no idea of the order in which all the blue dots in the first diagram above (or the orange dots immediately above) arrived! And anyone who knows anything about system improvement will know what W. Edwards Deming (the father of system and process improvement) said:



So, without (let’s call it) Time-series correlation analysis, you have no idea with a scatter plot and a Pearson coefficient of, say, 0.75, whether the variables started off strongly correlated and then diverged; started off divergent but then became more closely correlated; started highly correlated, diverged for a while, and then converged! It’s crucial to know these things when improving systems and processes.

So we recommend using this technique which we refer to as Time-series correlation, and this is how it works:



We illustrated this Time-series correlation chart a few blogs ago when questioning how throwing more money at the NHS would improve it! The Time-series correlation chart above shows TIME along the X-axis, and the Y-axis shows the STRENGTH OF CORRELATION. The upper and lower red guidelines in this case show the threshold (+0.8) for strong positive or negative correlation over time. And the points in blue are (normalised) % Total Attendances In Under 4 hours, while the grey points are the (normalised) Total Volumes of Attendants. The correlation coefficient is -0.6 indicating medium strength negative correlation, i.e. as the Total Volumes increase, the % Total Attendances In Under 4 hours decreases. The points outside the upper and lower red guidelines are the months where the correlation threshold is broken. So we can see that for 4 Februarys out of the past 5, the Total Volumes were well outside the usual correlation, while the % Total Attendances In Under 4 Hours also shows 4 signals of non-correlation below the lower guideline.

For those who say we need more staff (i.e. money) this may be of some use, but a major question arises – why did these spikes only start around February 2015. I think I’d like that answered, along with some others, first before assuming it’s a money problem! With a classic scatter plot, you can’t start to ask questions like this.

HEALTH WARNING: CORRELATION DOES NOT EQUAL CAUSE & EFFECT, IT ONLY OFFERS UP CANDIDATES FOR CAUSE AND EFFECT WHICH CAN THEN BE TESTED IN CONTROLLED EXPERIMENTS!

I would suggest that looking at data this way would definitely make Dilbert a lot happier!

We’ll use the next part in this series, to look at Moving Averages and why they can throw up unwelcome surprises to the uninitiated! Dilbert would be underwhelmed!

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FROM Cranfield SOM Blogs: Love Data Week: 10-14 February
Coinciding with Valentine’s week is Love Data Week (10-14 February), which you can follow on Twitter with the hashtag #LoveData20.

Love Data Week encourages researchers to think about how they look after their data, and whether they’re treating it right. Data is for life (or the ten years your funder requires that you keep it!), not just Love Data Week, but it’s a good time to start thinking about it.

Did you know that the University requests:

  • all research projects to have a Data Management Plan
  • data to be shared alongside publications (where possible)
  • data access statements to be included in all publications

All is FAIR in love

To ensure your data is useful to both others and you in the future, make it as Findable, Accessible, Interoperable, and Reusable (FAIR) as possible. Be thorough in describing your data wherever it’s stored and make sure others can access it and reuse it.

Share the love

When others can easily find and cite your data, everyone
benefits. A clear reuse license and indexing in search engines like Google
helps encourage discoverability and reuse.

Love at first cite

It has been shown that research articles receive more citationswhen they have their underlying data openly linked to them.

The earlier you start loving your data by storing it
securely, documenting it thoroughly, and making it discoverable for others to
cite and reuse, the easier it is. However, it’s never too late to start!

Do you README?

Creating a README text file – a document that explains other
files in a directory – not only helps others understand your data, but it helps
you remember your processes and the context for the research when you access it
in the future. You can also use metadata – information describing your research
outputs – to further document your research so it’s discoverable by others.

What are the library team doing in Love Data Week?

We will be hosting a coffee morning in the Kings Norton Library atrium on Friday 14 February, 10:30am-12pm.

Please come along to meet our Research Support team, including our new Research Data Manager, Greg Simpson. It’s an opportunity for you to ask them any questions you may have about managing, storing and publishing your research data or using our data repository CORD. You will also be able to test your research publishing and data management knowledge with our popular Impact Game.

And if you know someone else who would benefit from finding out about how to manage *their* research data, then bring a data buddy with you!

If you can’t make it to our coffee morning, you can still follow @knl_mircthis week as we focus our tweets on how to manage and publish your research data.

To find out more about managing your data, you can also visit our research data management web pages.

This Love Data Week, what are you doing to encourage the love of data?

Photo by Alexander Sinn on Unsplash
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FROM Cranfield SOM Blogs: Sainsbury’s Distribution Centre visit
Here is my thought about the Sainsbury’s warehouse visit with the full time Logisitics Supply Chain Management MSc 2020 cohort:

The things that really impressed me were:

The way how DHL and Sainsbury work together. It is true that the
technology they use is advanced, especially the automation system. But in my
opinion, technology is not the key factor, their management philosophy,
collaboration and R&D capabilities are more important.



The functioning of the warehouse is also impressive. Traditionally, the
warehouse is used to deal with the bulk deliveries, receive the loads from the manufacturers,
store the products and then pick and send smaller quantities to the retailer
stores.



I think Sainsbury and DHL have redefined warehouse, they also use it to
manage e-commerce orders. In this way, the lead time will be shortened, and the
cost will be reduced. I believe this is a big progression, as it changes the
traditional warehouse to a more complex operation.



I also observed the information integration during the visit, all the
orders or demands from stores or customers are already collected and analyzed
before the products arrived. That’s why the automation
system can run smoothly. Y
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FROM Cranfield SOM Blogs: Turmoil in the sky
The environmental impact of aircraft carbon footprint is of rising importance to all operators as consumer demand for air travel continues to grow. The aviation industry holds a small contribution to global emissions, but unequivocally, it is one of the fastest growing contributors to emissions. Since the 1970s, when the price of aviation fuel began to spiral upward, airlines and aircraft manufacturers have explored many ways to reduce fuel consumption by improving the operating efficiency of their aircraft. Fuel economy concerns have been particularly important for operators of commercial aircraft, which typically fly many hours per day in competitive markets. Hence, there are also economic incentives for reducing emissions, since reduced emissions are naturally related to reduced fuel consumption and savings in fuel expenditure for air carriers. A great potential source for fuel savings is reducing parasitic drag of the airframe, such as inherent wingtip vortices.

[b]Introduction to wingtip
vortices [/b]

Wingtip vortices are schematically illustrated in Figure 1. If a wing is producing lift, a pressure differential will exist between the upper and lower surfaces, i.e. for positive lift, the static pressure on the upper surface will be less than on the lower surface. At the tips of the wing, the existence of this pressure differential creates a vortex where the high-pressure air below the wing can escape to the low-pressure area above the wing to form a swirling tunnel of turbulent air along (top of Figure 1) and behind the wing (bottom of Figure 1). The vortex is strongest when the angle of attack is high, such as during take-off and landing, because the pressure differential at high angles of attack is greatest during these phases.

[img]https://blogs.cranfield.ac.uk/wp-content/uploads/2020/02/Screenshot-2020-02-11-at-10.31.53.png[/img]

[b]Why are wingtip vortices detrimental to aircraft aerodynamics?[/b]

To create a specific lift coefficient with the airfoil section, a certain angle of attack must exist between the airfoil chord line and the relative wind (see Figure 2). However, as the total lift force is developed perpendicular to the wing chord line, it is angled slightly backwards. There are two problems occurring here; firstly, some of the total lift force is now deflected backwards leading to the creation of lift-induced drag (illustrated in Figure 2); and secondly, there is a smaller component of lift pointing upwards to counterbalance the weight of the aircraft. Both of these effects are to the detriment of the lift-to-drag ratio, a key efficiency parameter in aircraft design. Thus, as a result of this decrease in vertical lift, the wing must be given an angle of attack greater than the section angle in order to generate more lift to account for the inclination of the total lift force. However, any increase in the angle of attack also increases the lift-induced drag. Wingtip vortices exacerbate this lift-induced drag by causing the total lift force to point even further backward A number of possible solutions exist for mitigating the effect of vortex-induced drag but conventionally, wingtip retrofits, commonly known as winglets, are used to mitigate the problem.

[img]https://blogs.cranfield.ac.uk/wp-content/uploads/2020/02/Screenshot-2020-02-11-at-10.32.28.png[/img]

[b]How do winglets
help to improve the situation and what are some of the drawbacks?[/b]

One of the visible actions taken by commercial airframe manufacturers to reduce wingtip vortices is the modification of an aircraft’s wingtip by installing, as shown in Figure 3, near-vertical “winglets”. Experience shows that these tip devices reduce block fuel consumption (total fuel burn from engine start at the beginning of a flight to engine shutdown at the end of the flight) of the modified aircraft by 3% – 5%, depending on trip length [1].

[img]https://blogs.cranfield.ac.uk/wp-content/uploads/2020/02/Screenshot-2020-02-11-at-10.33.04.png[/img]

Winglets are airfoil-shaped structures that also produce lift but are orientated inwards towards the fuselage relative to the rest of the wing. The presence of winglets changes the effect that wingtip vortices have on lift and drag. The winglets cause the relative wind to bend inwards towards the fuselage, creating a forward vector of lift in the direction of flight counteracting some of the induced drag, as illustrated in Figure 4.

[img]https://blogs.cranfield.ac.uk/wp-content/uploads/2020/02/Screenshot-2020-02-11-at-10.33.44.png[/img]

Figure 1: Creation of forward lift force to partially alleviate induced drag
[4], however, winglets do not
operate effectively under all conditions throughout the flight envelope and incur
an added mass penalty. So, the question is whether winglets conserve more fuel
by reducing drag than the extra fuel required to carry their mass. An inherent
problem with winglets is their susceptibility to flutter and increased bending
stresses in the winglet fold area. In fact, under some flight conditions an
equal area, flat span extension can be a more effective and less risky design
solution. Lastly, winglets are always present in flight, as they are fixed
devices attached to the tips of wings, and because they are fixed surfaces,
they provide their best lift-induced drag reduction for a single design point. Hence,
a more on-demand and active, rather than passive, type of control device could
be of benefit. One example is the use of a “fluidic winglet”.

[b]What is a fluidic
winglet and how do they work? [/b]

A fluidic winglet is a system architecture that can provide a controlled stream of air ejected outwards in the vicinity of the wingtip, as shown in Figure 5, to create an aerodynamic force strong enough to disrupt the vortex formation. This system architecture could potentially produce the same benefits as a winglet without a visible increase in wingspan.

[img]https://blogs.cranfield.ac.uk/wp-content/uploads/2020/02/Screenshot-2020-02-11-at-10.34.26.png[/img]

The pressurized air for the fluidic winglet could be taken from:

[list][*]The jet
engine  [/*][*]The
aircraft surface  [/*][*]The
leading edge of the wing [/*][*]An internal
pressurised air tank [/*][/list]

RAM drag (a common
source of system-induced drag caused by taking in air, typically for cooling
purposes) and weight penalties introduced from the above systems must be
considered when evaluating the system. If air is taken from the aircraft
surface, then a Laminar Flow Control (LFC), a Hybrid Laminar Flow Control
(HLFC) system, or a duct located at the wing leading edge stagnation pressure line
could be appropriate. However, this would not result in high jet momenta and
will be limited to lower mass flow rates [5]. The [url=https://ntrs.nasa.gov/archive/nasa/casi.ntrs.nasa.gov/19980232017.pdf]LFC and HLFCsystems[/url] are
active boundary layer control techniques, shown in Figure 6, that help to maintain
the laminar flow state by means of suction onto the wing surface during flow
states that would otherwise be transitional or turbulent.

[img]https://blogs.cranfield.ac.uk/wp-content/uploads/2020/02/Screenshot-2020-02-11-at-10.34.59.png[/img]

Figure 1: Laminarization of flow using LFC and HLFC
system [6].

If the air used to operate the fluidic winglet is taken from a separate pressurised tank inside the fuselage, the fluidic system could look something like depicted in Figure 7. Once the pilot signal is received, a solenoid valve allows the air to be released from the tank where it is regulated to provide the required exit velocity. The air then flows into the vortex dissipation device where the air is distributed to the discharge nozzles. If the exit pressure past the pressure regulating valve (PRV) exceeds the design limit, a shut-off valve ahead of the PRV will not allow fluid to pass above a certain set pressure as a fail-safe.

[img]https://blogs.cranfield.ac.uk/wp-content/uploads/2020/02/Screenshot-2020-02-11-at-10.35.30.png[/img]

[b]Analysis – What
potential benefits of the fluidic winglet can be deduced over conventional
alternatives?[/b]

In order to deduce the
potential benefits of the fluidic winglet, the lift coefficient (CL),
drag coefficient (CD) and lift-to-drag ratio (CL/CD)
of three models are investigated using ANSYS Fluent, and the results are
extracted and summarised in Figure 8. The models designed are:

[list][*]A clean
wing (CW) with no winglet attached: designed from a NASA HSNLF (1)-0213 airfoil
with a leading-edge sweep angle of 33°
and a taper
ratio of 0.4.[/*][*]A wing
with a raked winglet (WRW): designed from a NACA 0012 airfoil with 10% of wing semi-span and a taper
ratio of 0.2 and with a sweep angle greater than that of the wing of about 57°.[/*][*]A wing
with the fluidic winglet (WFW): this will not require a wingtip extension and
hence, there is no physical increase in the wing’s span. The fluidic winglet
instead consists of a rectangular high-aspect ratio slot.[/*][/list]

Note: The models do
not have an aerodynamic twist consideration.

The boundary conditions that constitute the flow variables are: a freestream velocity of 50 m/s and an injection velocity three times the freestream (150 m/s) with a jet sweep angle equivalent to that of the wing sweep (i.e. the jet is colinear with the wing). These models will be tested at high angles of attack of 7.5°, 10° and 12.5° to simulate the effect of the fluidic winglet on the vortex when it is strongest.

[img]https://blogs.cranfield.ac.uk/wp-content/uploads/2020/02/Screenshot-2020-02-11-at-10.36.41.png[/img]

As illustrated in
Figure 8c), the results indicate that having a tapered wingtip extension (i.e.
a raked wingtip, WRW) provides an improved aerodynamic efficiency (CL/CD)
of 7% for an angle of attack of 10°, and generally better levels of drag
reduction are expected at low angles of attack. As shown in Figure 8a), the WRW
improves the lift coefficient much more than the fluidic wingtip (WFW). This is
due to the increase in wing area added by the physical wingtip. However, this
additional surface area causes a parasitic component of drag, which is why the
WFW outperforms the WRW design in terms of drag coefficient, see Figure 8b). Further,
in Figure 8c) it appears that the WRW’s performance is reduced by 16% at an
angle of attack of 12.5°, which occurs due to local wingtip stall. There are
two reasons for this occurrence; firstly, the dissimilarity between the main wing
airfoil and the raked winglet airfoil and secondly, the WRW is not twisted. The
WRW should employ twist to avoid local stalling at such high angles of attack.

Similarly, the
application of the WFW at high angles of attack leads to improvements to the wing’s
aerodynamic efficiency. As shown in Figure 8c), at 7.5° angle of attack, the
lift-to-drag ratio is increased by 2.5%, and at 10°, the lift-to-drag ratio is
increased by 6.5%. However, for the 12.5° angle of attack, when the 50 m/s
freestream air collides with the 150 m/s jet, stalling occurs locally, thus
spoiling the lift and increasing drag. The stall occurs due to a local increase
in the Reynolds number in the region where the freestream and jet efflux meet.

Nonetheless, because the fluidic winglet has no additional surface exposed, there is no increase in parasitic drag. This fact contributes to acceptable drag reductions[url=https://www.nap.edu/read/11839/chapter/1]ASSESSMENT OF WINGTIPMODIFICATIONS TO INCREASE THE FUEL EFFICIENCY OF AIRCRAFT[/url], accessed 10/01/2020

[2] Jeffrey (2008). [url=https://cospilot.wordpress.com/2008/10/24/wingtip-vortices-and-wake-turbulence-explained/]Wingtip Vorticesand Wake Turbulence Explained[/url], accessed 10/01/2020

[3] Mike C (2017). [url=https://www.aopa.org/news-and-media/all-news/2017/may/flight-training-magazine/winglets]WHAT AM I: WINGLETS[/url], accessed 10/01/2020

[4] Colin C (2019). [url=https://www.boldmethod.com/learn-to-fly/aerodynamics/how-winglets-work-to-reduce-drag-and-how-wingtip-vortices-form/]This Is HowWinglets Work[/url], accessed 10/01/2020

 [5] Ronald J (1998). [url=https://ntrs.nasa.gov/archive/nasa/casi.ntrs.nasa.gov/19980232017.pdf]Overview of LaminarFlow Control[/url],
NASA Technical Paper, accessed 10/01/2020

[6] Krishnan K (2017).
[url=https://www.sciencedirect.com/science/article/abs/pii/S0376042117300404#!]Review of hybridlaminar flow control systems[/url], accessed 10/01/2020

[7] Ben C (2010). [url=https://newatlas.com/demon-uav-achieves-flapless-flight/16588/]DEMON UAV achieveshistoric first ‘flapless flight’[/url], accessed 10/01/2020

[8] Andrea K (2019). [url=https://www.baesystems.com/en/article/magma-the-future-of-flight]MAGMA: The futureof flight[/url], BAE
Systems, accessed 10/01/2020
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FROM Cranfield SOM Blogs: Performance Reporting Measures vs Performance Management Measures – Part 5
Sophisticated Statistical Treatment of Measures – Part ii

You may have read my previous blogs comparing Performance Reporting Measures vs Performance Management Measures.

Performance reporting is littered with measures that may appear to carry meaning for some people, but in our observations, have been misleading and impenetrable to many. And certainly don’t help understanding nor how to improve!

Here are some examples of reporting measures that we introduced previously:

  • % items completed: % implies a ratio – with a numerator and denominator. E.g. % Repairs Completed defined by (Number of Repairs Completed / Total Number of Repair Calls) * 100
  • % completed within some timeframe: E.g. From a previous blog’s A&E Figures, we saw % A&E attendants seen in 4 hours or under.
  • Complicated Measure Combinations: E.g. % Forecast Accuracy in Supply-chain
  • Applying sophisticated statistical treatment to raw performance measures that only stats specialists can read: E.g. Exponentially weighted moving averages
  • Statistical representation of a population of people or things: E.g. Electric Car Use by Country

This week we’ll look at a second example of the sophisticated statistical treatment of simple performance measures – moving average charts

Moving Average Charts

So we already know from our previous 5 blogs on this subject that % measures present problems, and measures that use % success within a constraint (usually time) / target inhibit understanding, complicated measure combinations are dangerous, and how out of context correlation can be misleading – so we’ll not revisit them here.

So why can the sophisticated statistical treatment of simple performance measures, in this case moving averages, confuse or mislead?

First, we ask, what is a moving average. In fact there are several kinds of moving average, and Wikipedia does a pretty good job of explaining what they are:

https://en.wikipedia.org/wiki/Moving_average

Remember the rule of thumb from our previous blogs – the more sophisticated the algorithm you apply to a measure, the more distant you become from what is actually going on. Let’s look at the simplest moving average, which is referred to, funnily enough, as a Simple Moving Average.

Simple Moving Averages can often be used to smooth a series of data points, for example if the number of orders for a particular vaccine peak before and during the flu season, and drop in between, financial types might want to look at some averaged result in order to establish budgets / forecasts. We’ve seen in previous blogs how some crimes (e.g. burglary) are seasonal, volumes of people attending A&E are seasonal, GDP on a monthly basis bounces up and down over the year, and so on. Statisticians often resort to smoothing these results by taking a 3, 6 or 12 month rolling average in order to try to establish potential trends and forecast forward.

Why can such statistical treatment potentially mislead, particularly when we’re trying to improve processes and systems?

We’ll work with a simple 6-month moving average as illustrated in the chart below:



The critical thing to note is that more often than not, these moving average charts are presented out of context (i.e. without a chart of the underlying data). And this is the main problem as we’ll see below. But first, let’s explain the chart.

The chart above is an (unweighted or simple) 6-month moving average. The first point on the 6-month moving average is 6 months in, since, obviously, it needs 6 months (November 2013 through April 2014) to calculate a 6-month moving average for April 2014. The 6-month moving average for May 2014 is calculated from December 2013 through May 2014, the 6-month moving average for June 2014 is calculated from January 2014 through June 2014 and so on.

You’ll note that the latest result in October 2014 is the highest in the series of points. It might get some people excited about trying to find the cause of this. But let’s have a look at the underlying data – and we might draw a different conclusion.



This chart is a simple time-series chart of crimes per month from November 2013 through October 2014. Note the significant drop in April 2014!

You’ll note that the last month (October 2014) on the time-series chart below is not unusually high, but, as we saw above, the last result in the moving average chart is the highest of any of the previous 6 results. This is not because October 2014 is unusual, it is because the calculation for October 2014 6-month moving average uses May 2014 through October 2014, and the very low result of April 2014 has dropped out of the calculation. We have observed in our travels, that these spurious “highest results” (or the opposite “lowest results”) can get people pretty agitated and can kick off wasteful investigations around what happened in the latest month, when, in fact, the issue was, in this case, 6 months earlier!

Our recommendation is, in order to maintain context, you ALWAYS display moving average charts (or any other kind of sophisticated statistically treated measure) with their corresponding time-series chart.



That would keep Dilbert happy!

We’ll use the next and final part in this series, to look at statistical representations of populations and when they are useful and when they are not! Dilbert would be super-impressed!
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FROM Cranfield SOM Blogs: 19 February – Predatory publishing webinar 
Predatory publishing: What is it and how can you avoid it?
Wednesday 19 February, 1-2pm

Have you ever been approached to submit an article to a journal you are unsure of? Or submit your thesis to a publisher you have never heard of? Or even been invited to join an editorial board? Join us for a brief guide to predatory publishing, why you need to know, and how to avoid being caught out by it…

The webinar will be led by Mandy Smith, Information
Specialist and Research Support Coordinator at Barrington Library. It will consist
of a short presentation, followed by discussion and your questions on the topic.

It is open to any Cranfield staff member or student interested in research.

You will be able to access the webinar both on and off
campus, but you will need to book a place through the DATES system on the
intranet.

Once you have booked, you will be sent a Webex link for your
chosen session. We’ll also send you a reminder shortly before the session. Look out for the emails!

Book now

This forms part of a series of monthly webinars covering topics such as Open Access, setting up an ORCID, and using CORD. Find out about future sessions.

Image by Andreas Breitling from Pixabay
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FROM Cranfield SOM Blogs: Finding industry profiles in MIRC resources
When researching an industry; its size, value and performance; competitors, brands and trends in the market etc., we recommend having a look at some of the following services.

MarketLine Advantage

MarketLine Advantage provides access to over 6,500 industry profiles with international coverage.  Each will generally include a Porter’s Five Forces analysis and information on key players.  Within the ‘Industries’ section, you can browse by sector and geography – or simply search by keyword.  Most industries will have a global report and various country-specific reports.

FitchConnect

FitchConnect (previously known as BMI Research) – provides in-depth industry reports for 22 industries across 200 countries. Reports cover industry structure, size, key players and a SWOT analysis. All industry reports also include both 5 and 10 year forecasts.



IBISWorld

These reports are designed to give a detailed understanding of a sector. They cover industry performance, supply chain, competitive landscape, operating conditions, major players and future outlook. Industries are listed by SIC and NAICS codes. Our subscription includes UK, USA and global reports.


An industry report from IBISWorld

Thomson One

For commentaries on industry performance from analysts and brokers, select ‘Screening and Analysis’ > ‘Research’ to enter the Advanced Research Page.  Within the ‘More Options’ section, select industry and geographic criteria to search on. 

Be aware that searches default to the last 90 days of publications.  You can change this in the ‘Search Options’ at the top of the page.  To target your results further, enter keywords to find in a report’s title, text or table of contents. Results will be displayed beneath the search screen. Thomson One contains both company and industry reports.



To open an individual report from your results list, click on the title then click ‘Select All Reports’ to view the full report. To view or download multiple reports as one pdf document, make your selections using the left-hand check-boxes before clicking on ‘View’.

Good to know:

  • Thomson One only works with Internet Explorer.
  • Please also disable your popup blocker before you start – results are displayed in popups.

If you have any questions about finding industry information in Library resources, please contact MIRC.

Feature image from Pixabay. Available at: https://pixabay.com/photos/power-station-energy-electricity-374097/
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FROM Cranfield SOM Blogs: Forensic Institute Transformation – Part One
Image: Student and staff common room area in B39

This is a time of big changes for [url=https://www.cranfield.ac.uk/centres/cranfield-forensic-institute]Cranfield Forensic Institute.[/url] I will be writing a series of blog posts to share with you the exciting events that will happen over the next year as we transform our Forensic Institute into a world leading new facility. [url=https://www.cranfield.ac.uk/press/news-2019/3-5-million-investment-to-train-the-next-generation-of-forensic-scientists]Cranfield University has invested over £3.5 million[/url] in producing a new home for us, with new laboratories and equipment, helping our teaching and research facility to be unparalleled in the UK. Students and staff will have access to new facilities such as a virtual reality autopsy table, crime scene investigation rooms and a simulated mass grave excavation site. 

The new Institute will be in Building 39 (B39) in the heart of Cranfield’s campus in Bedfordshire. The plans for B39 are now being finalised and will include six new laboratories, new student spaces, technician offices and support areas. Over the next few months, this blog will share with you our plans and show you something of what the new facility will look like when we take it over in September 2020. 

The first area I would like to tell you about will be the very centre of the whole Institute, the student and staff common room area. Based on the first floor of the building, it will have easy access to all the teaching spaces and labs. The plan for this was signed off recently, and you will see in the image how the space will look. It includes multi use areas for students and staff and screens which students can plug laptops into for discussion. As more rooms and labs are signed off I will add them to the blog and detail exciting equipment that we have ordered for staff and student use.  

Keep watching this space for news on how the new CFI will look… 

In the meantime, if you want to chat to our forensics team about the move, explore the Cranfield campus or have questions about the Forensic MSc programme, come to the [url=https://www.cranfield.ac.uk/events/open-day]Open Day on 14th March 2020.[/url] 
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FROM Cranfield SOM Blogs: Impressions of a very interesting morning in the John Lewis warehouse
As part of the Logistics & Supply Chain programme we visited John Lewis’s warehouse in the Magna Park, strategically located just outside of Milton Keynes. This warehouse serves as national distribution centre and focusses half of its capacity to e-commerce.

After having managed the peaks of
black Friday and Christmas the partners, the women and men working for John
Lewis are surprisingly few in the over 1 million square feet of the warehouse.

Most memorable was probably the
thought-through arrangement of each element in this warehouse and as we were
shown by our knowledgeable guide, the easy seeming integration of humans in the
automated systems was impressive and seamless. This ensures an outstanding
quality whilst keeping up a high throughput rate.

Remains to say, we would have
enjoyed a ride in one of the conveyor systems, but we had run out of time and
would need to be able to fit in a tote bin; perhaps at the next opportunity.
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FROM Cranfield SOM Blogs: The people behind the NFLC
Cranfield University was recently awarded its sixth Queen’s Anniversary Prize for the work of our National Flying Laboratory Centre (NFLC). In this interview we showcase those at the heart of the NFLC.

[b]Meet the team[/b]

[img]https://blogs.cranfield.ac.uk/wp-content/uploads/2020/02/Screenshot-2020-02-18-at-10.36.39.png[/img]

Meet Nick Lawson. Nick is Professor of Aerodynamics and Airborne Measurement and is the Senior Scientist of NFLC. He leads research activities that involve the aircraft and also flies the Jetstream as a First Officer (co-pilot) and the light aircraft.

[img]https://blogs.cranfield.ac.uk/wp-content/uploads/2020/02/Screenshot-2020-02-18-at-10.36.53.png[/img]

Meet Rob Harrison. Rob is a Senior Management Pilot and one of our two Jetstream Captains. He joined NFLC in June 2018 having previously flown with Netjets and the Royal Air Force (where he was a display pilot).

[img]https://blogs.cranfield.ac.uk/wp-content/uploads/2020/02/image001-1.jpg[/img]

Meet Becky Sharp. Becky is the Ground Operations Manager and has worked for NFLC for 20 years. She is the genius behind getting the students and staff to the right place at the right time. She also deals with security matters and liaising with all of our 20+ partner universities. As some of our courses use airports away from Cranfield (such as Southampton and Prestwick), it is Becky that deals with ground handling and fuel companies to ensure the aircraft and her passengers are looked after.

[img]https://blogs.cranfield.ac.uk/wp-content/uploads/2020/02/Screenshot-2020-02-18-at-10.37.12.png[/img]

Meet Joe Brown. Joe is a Senior Management Pilot and one of our two Jetstream Captains. He formerly flew for an airline based in the Channel Islands and joined NFLC in 2017. Joe famously flew the BBC team that filmed NFLC in 2019 – through every manoeuvre, he maintained the coolest of expressions!

[img]https://blogs.cranfield.ac.uk/wp-content/uploads/2020/02/image001.png[/img]

Meet Pete Hughes. Pete flew with NFLC as a contractor through 2019, and has recently joined the staff on a part time basis to manage the NFLC light aircraft programme providing almost 450 students from various courses with practical experience of certain aspects of their studies.  Pete previously served in the Royal Air Force and has considerable experience working in the Defence and Aerospace industry.

[img]https://blogs.cranfield.ac.uk/wp-content/uploads/2020/02/image001.jpg[/img]

Meet Richard Jones

Richard is the Continuing Airworthiness Manager (CAM) – responsible for ensuring our aircraft are properly maintained by support organisations such as Cranfield Aerospace Solutions. This is no mean feat as the Jetstream is a complex aircraft and there are not many of them flying in the UK.

The interview

[b]What does winning the Queen’s Anniversary Prize for the work of the National Flying Laboratory Centre mean to you?[/b]

[b]Nick[/b] – Recognition of the great team effort from everyone in NFLC and recognition of the support of Cranfield University for this unique UK activity

[b]Rob[/b] – I think it is an excellent opportunity  to raise the profile of the department across the other universities. We are very proud of the support we provide to the universities in the UK and the Republic of Ireland, and we would be delighted if other universities wanted their aeronautical engineering students to benefit from our flying laboratory aircraft.

[b]Joe[/b] – Anything that raises the public profile of NFLC and turns us away from being the ‘best kept secret in aviation’ is beneficial.  The Queens Anniversary Prize is a great flag to be able to wave with pride.  Do we now need to get it put on all of our aircraft (Queen’s Anniversary Prize not ‘best kept secret)?

[b]Richard[/b] – It’s been a very long time since I have been part of a team that has won any kind of award, so NFLC winning the Queens Anniversary Prize, was a very welcome surprise. I have always enjoyed working for organisations that provide a unique service, but to be part of an organisation that is unique facility itself, is a great privilege. The award to NFLC, proves that even a small dedicated team of people, can produce something very special, that has become a huge benefit to thousands of students and a platform for aviation research. It will always be an honour to serve like minded individuals, that share the same drive and passion for aviation, as the team at NFLC.

[b]Becky[/b] – It gives me a great sense of pride not just for myself but for the whole department.  It is not just about the individuals, the award has been made possible by the collective effort of the NFLC team.

[b]Pete[/b]– While I’ve only just joined the staff, I have spent the last year flying the light aircraft as a contractor and so have observed many aspects of the annual cycle of activity within NFLC.  The small team of full time staff effectively run a small, and highly specialised airline, which is no small task.  I have seen first hand how the students of today react to their flights, and the many comments on social media after the award of the Queen’s Anniversary Prize clearly show that those who have gone on to successful careers in the aerospace industry found huge value in their own flights with NFLC.  I’m proud to have joined such an esteemed and successful organisation and hope I can contribute to its continued success in future years.

[b]What do you love most about your role? [/b]

[b]Nick[/b] – The people I work with and linking the flying and research together

[b]Rob[/b] – That’s a difficult one because there is no single thing. It’s a combination of the team members in NFLC, the variety of flying we offer students in our flying laboratory aircraft and our aerobatic light aircraft. The interaction with the students, they are always keen and have interesting stories to tell! The opportunity to support research projects both within the university and outside, be it other universities or external companies and organisations.

[b]Joe[/b] – Variety.  The variety of flying the Jetstream, the light aircraft and dipping our toes in to research work.  It definitely ain’t your average bus driving like airline pilot job.

[b]Richard[/b] – I guess the most enjoyable part of my role, is the fact that I am very much part of a team, and that we face numerous challenges, some old and some new, as a joint effort. I have always enjoyed problem solving tasks, and as a CAM, I often face those on a daily basis!

[b]Becky[/b] – There isn’t anything really that I don’t like about my role, but if I had to pick one thing that gives me the most satisfaction, it is seeing and hearing the reactions of the students when they step off the aircraft after their flight.

[b]Pete[/b] – I really enjoy the interaction with our students.  They come from so many different countries, and so many backgrounds, it’s fascinating to meet and fly with them.

[b]What has been your favourite moment of working at NFLC?[/b]

[b]Nick[/b] – Taking students for their first flights in the light aircraft and seeing their smiling faces at the end of the flight

[b]Rob[/b] – Seeing the smile on the faces of the students as they are upside down in our light aircraft. Well, most of them smile!

[b]Joe[/b] – No one moment, more the job satisfaction from the way we have kept the department flying, streamlined the operation and put ourselves on a much firmer footing for the future.  This feels like it has been rewarded with the acquisition of a more up to date platform, that of the Saab 340.

[b]Richard[/b] – Favourite moment at NFLC (apart from the Queens Anniversary Award) would have to be visiting the Saab 340 for the first time. This was a huge boost for me personally, but also confirmed that Cranfield University, were 100% committed to the NFLC facility.

[b]Becky[/b] – To choose one moment from 20 years of being part of the NFLC team is extremely difficult.  I have met many interesting people over the years, from various VIP’s championing our facility to professional people sharing their knowledge of the world of aviation.  But most importantly, let’s not forget the students.  Hopefully when a student is asked to recall one of their favourite moment, their reply will be the ‘Flying Classroom’.

[b]Pete[/b] – There are many favourite moments while airborne, but I do remember a student in the last academic year who declined the offer of a debrief chat after the flight.  She had submitted a project just before flying and realised during the flight that she needed to make amendments and so was racing off to withdraw and revise the paper.  This made me realise that what we do made a real impact to the students studies.

[b]Want to find out more about the NFLC? [/b][url=https://www.cranfield.ac.uk/centres/national-flying-laboratory-centre][b]Take a look here![/b][/url]
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FROM Cranfield SOM Blogs: Library resource trial: Henry Stewart Business and Management Journals
The Library Service has organised trial access to 20 Henry Stewart Business and Management Journals until 30 April.

The collection
comprises over 4,000 online vocational articles and case studies written by
world-leading practitioners and scholars. The journals give useful insights
into how practitioners address business and management challenges in the world
of work. 

Subjects
covered include marketing, management, finance, real estate and digital
business.

Please be aware
that the trial does not extend to the online lectures and other multimedia that
are included on the Henry Stewart platform.

AccessHenry Stewart Journals now

Tell us what
you think!


It’s important
that you let us know what you think of the trial when you have used it. Your
feedback will help inform our decisions about whether to subscribe to the
resource. Please email us with your opinions or questions: libraryresources@cranfield.ac.uk​.​
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FROM Cranfield SOM Blogs: Aerospace manufacturing MSc – moving from taught modules to industrial practice
Students have completed their eight taught modules and
getting ready for their group projects.  This
will be an exciting time of their studies, as they will be asked to work on
industry scale projects, sponsored by industry, putting in practice all the
things that they learned during the last four months. They will work in groups
with students from the other manufacturing MS courses in multidisciplinary
projects.  Projects focused on
manufacturing related problems, from proposing solutions to pharmaceutical
companies on how to control the cost of loss quality to proposing productivity
improvements to inventory controlling companies.  During the next 3 months they will deliver solutions
and at the same time improve their “soft” transferable skills such as team
working, communications and negotiations skills, presentation skills and
project management.

Aerospace Manufacturing MSc in focus

Aerospace manufacturing MSc aims to develop the next
generation of aerospace manufacturing engineers and managers who will be able
to bring about improvements and changes to the way the aerospace manufacturing
business operates.  The course was first
introduced in 2012 and now has a large number of alumni working for a range of aerospace
related companies. It was accredited by RAEs, IMechE and IET back in 2015.  For achieving the intended learning outcomes
of the course, the course team has put together a number of high quality modules
that the students are able to choose from. 
Five modules are compulsory, and the remaining three can be elected from
a group of five allowing the students to “flavour” the course more to their
aspirations.

Their studies start with “Operations Management” module
where they focus on capacity, scheduling, inventory and quality
management.  They then can decide between
materials processing related modules (such as “Additive and subtractive
manufacturing processes”, “High performance composites”, “Advanced welding
processes”, etc.) or advanced operations related modules (such as operations
analysis). 

They cover topics related to the core of manufacturing
operations, such as the “supply chain management” principles, the “manufacturing
strategy” decisions and specialised topics related to aerospace manufacturing
sector such as “Aircraft assembly” processes. Taught modules are delivered at
high intensity, with each module taught over a single week.



At the end of their taught modules, they work on a group
project for three months, and then they work for another four months on their
individual research project.

The Aerospace Manufacturing MSc cohort typically consists of
a mix of students from Europe and overseas, with different cultures and
experiences which adds another dimension to academic studies. Throughout the
year, the students support each other both within their own MSc and across the
MSc courses where modules are shared.

Opportunities to engage with industry

On campus there are further opportunities for students to engage
with new ideas and future strategies for manufacturing. Some of the following
events held at Cranfield University are examples of this.

Manufacturing2075 is held every December focusing on how manufacturing will look in more
than 50 years from now. The NationalManufacturing Debate takes place every May, where key UK manufacturing
stakeholders get together to discuss the nation’s manufacturing strategy.

Students also have the chance to present their own ideas on
global manufacturing challenges through a StudentThink Tank event that is organised every year and streamed online.
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FROM Cranfield SOM Blogs: Every drop counts: Water conservation at Cranfield University using smart technology
About 71%
of the Earth’s surface is water-covered (that’s two thirds). 3% of this is
freshwater and less than 1% of the Earth’s freshwater is accessible for humans.
This leaves only 0.007% of the planet’s water available to fuel and feed 7
billion people. There is therefore a constant global challenge to conserve,
manage, and distribute the water we have.



Many
people in the world exist on 10 litres of water or less a day. In the UK, each
person consumes approximately 142 litres per day; just one flush
of the toilet uses around nine litres, and only 2-3% of this 142 litres is used
as drinking water. The Cranfield University campus uses on average around 160
million litres of water a year. This includes water used in common areas on campus
(sports field, horticulture), in toilets, sinks, laboratories, shops and
cafeterias, water used for heating and by students who are accommodated on
campus.

Our use
of water and energy are closely linked. Heating water is the second largest
source of energy use in the home (next to heating). 21% of a typical gas heated
household’s heating bill is from heating the water for showers, baths and hot
water for the tap; this according to the Energy Saving Trust equates to around £140 a year being spent on
heating your water.



Therefore,
heating your water is a major source of emissions. The energy used to heat
water for devices and appliances emits an average of 875kg of CO2
per household per year. This is the same as the CO2 emissions from
driving more than 1,700 miles in an average family car (that’s the distance to Turkey!).
Minimising the amount of water/energy used will not only reduce our financial
cost, but also reduce the demand, and therefore help conserve water for the
future.

What action can we can take and how do
we change our behaviours?


In order
to understand behaviour we need to collect data. Then, to change behaviours we
need to be able to compare the effect against the original data – before and
after. There are lots of instances of real-time data – you might have them in
your house – meters in the home for water, energy, or even counting how many
hours you spend on your phone. Smart devices incorporating
display technologies can also be used to gather long-term data on water
consumption behaviours (such as showering), and provide water users with
real-time feedback.

We have
an exciting new project here at Cranfield University, part
of the UrbanObservatory network funded through UKCRIC
which examines different infrastructure solutions, including the latest sensor
technology. We are interested in
collecting data on how long students at Cranfield shower for (their behaviour).
Once we know the average shower time among students here at Cranfield, we can
begin to understand their showering habits and motivations to change behaviour
to reduce water consumption, and costs.

Did you know…? In Europe, the average shower
time is between 6-9 minutes (87% of people do not exceed 10 minutes). Longer
showers are on the rise. This might be due to stress relief or better
technology. A 5-minute shower uses around 35 litres of water (remember that
many people in the world exist on 10 litres of water or less a day…). If we
reduce this by one minute, we could save enough water to supply one million
homes every day (Waterwise UK).
Reducing the time you take to shower or the amount of hot water you use for
cleaning dishes has a significant impact on your personal carbon footprint.



But how do we change showering behaviour?

We first
need to collect the data – we know on average how long people in Europe are
showering for, but we need more information about showering habits at
Cranfield. For example, are people showering once or twice a day, and how long
for? To do this, we installed sensors in various accommodation on campus. We
could just ask people about their showering behaviour but relying on
self-reports can be unreliable and inaccurate (e.g. “I think I do this…”)
compared to actual behaviour. The sensors activate once a person enters the
shower cabin and the water is turned on and off. The sensors are able to detect
humidity, sound and motion and this data is collected and sent via Wi-Fi to a
cloud where the information is stored and can be analysed.

Showers
in some accommodation were also paired with a display, showing a timer (counting
up in seconds) which acts as a prompt to remind people how long they have been
showering for. At this point in time, the individual does not know how long the
average shower is, but it is just so they are aware of how long they are
showering for. We can then compare showers with displays and those without to
determine whether the display and visual reminder of how long people are
showering for has any impact on the average shower time. We can then compare
various accommodation types, such as shared housing, family housing, single occupant,
and certain demographic details.




Over
a four-month period we found that showers with the display units had
significantly shorter shower times compared to those with the sensors only, between
20-30%. These initial findings provide insight around the effectiveness of
unobtrusive sensors in capturing data on hidden water-use behaviours, and the
influence of real-time feedback displays on behaviour. These findings are
informing a much larger trial that will incorporate additional forms of
messaging, in order to explore the effects of different influential factors
(e.g. social norms) over the longer term.

This
research can help to:


Although it is in its early stages, this research can help to reduce water and energy consumption at Cranfield University. This technology has also been used within hotel rooms and has resulted in an 11-23% reduction of water use. This research will contribute to a better understanding of pro-environmental behaviour (in particular hidden behaviours).

With a high-level threat of water security for nearly 80% of the world’s population, adopting better behaviours to reduce our water consumption and demand can help address this global challenge.





The research benefitted from use of UKCRIC’s Cranfield Urban Observatory, which was funded under EPSRC grant no. EP/P016782/1 , and support from the UKCRIC Coordination Node, EPSRC grant number EP/R017727/1, which funds UKCRIC’s ongoing coordination.

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FROM Cranfield SOM Blogs: Cranfield University MSc Strategic Marketing: What to expect?
Hello,
my name is Effie Katsa and I’m a Cranfield’s University MSc Strategic Marketing
student. In this blog post I’m going to share my experience and thoughts for
the first term of the programme, my life as an off-campus student and give some
recommendations for future Cranfield students.

My
experience with Cranfield University started when I decided that I want to
extend my studies. After I finished my bachelor’s degree and I was seeking for
a job I realised that marketing knowledge is really important for many job
fields. I found out about Cranfield’s School of Management after my partner. He
is a Cranfield’s alumni and he was always telling me that his experience with
Cranfield was one of the best of his life.

So
I decided to take the chance and apply for MSc in Strategic Marketing. First of
all I applied for the eligibility check; if you are unsure of your suitability
for one of the Masters programmes then the university admissions team are happy
to review your details and give you feedback before you take the time to make a
formal application. After about a week I got a feedback from the university to
advise that I should go ahead and make an application. I believe that the
eligibility check was really helpful in order to give me motivation to do my
application and also to find out if I’m suitable for the specific program. I
highly recommend for future applicants to give it a try. After I did the
application for the programme and got the study offer, I accepted soon after
and then I started to plan my move to England.

The
first term of the MSc started at the end of September. In the first week we had
the chance to meet the program director and some of our module leaders, to get
to know the course mates and break the ice between us and lastly to inform
about what exactly we are going to experience from the beginning until the end
of the term. During the orientation week everyone, the staff and the
professors, were really helpful and made us feel like home. For me the
highlight of the orientation week was the dinner that took place at Mitchel
hall and both students and the professors were there. It was a great
opportunity to get to know the professors a little bit better and socialize
with my course mates that I didn’t had the chance to meet during that week.

By
the second week we have started our regular scheduled classes. The modules that
we focused on the first term was B2B and Key Account Management, Sales Management,
Customer Relationships, Retailing and Omnichanel, and Big data- Insights- Analytics.
In all of the modules we had weekly lectures and really often we also had guest
speakers from well-known companies which they talked to us about some marketing
insights and their experience in the industry. My personally favourite modules
were customer relationships and retailing because of my past working experience
in fashion retailing. In this case, during these modules I had the chance to
know more about the industries and have a better view about how the market
works.

At
this point I would like to mention that I didn’t apply for accommodation
on-campus. That means that I’m not the best person to tell you about any
experience in regards to staying at Cranfield’s halls. However, I know that
many of the Cranfield University students are staying off-campus this year. I
will share my experience of being an off-campus student and more specifically
living in Milton Keynes. Milton Keynes is one of the two biggest towns that are
close to Cranfield University (the second one being Bedford). Milton Keynes is
approximately 15 minutes away from Cranfield by car and 30-45 minutes by bus.
It is really easy to visit Cranfield University from Milton Keynes since there
are regular bus schedules and there are many bus stops all around Milton
Keynes.



The
last thing that I want to share is some information about is the life
off-campus. As I was mentioning before I’m living in Milton Keynes which is a
town that you can enjoy many things. Since Cranfield is a small village with
little activities that you can do, your best option for dining, shopping and
entertainment, is visiting Milton Keynes. In central Milton Keynes you can find
two shopping malls, MK centre and Intu Milton Keynes. In these malls you can do
shopping from groceries to clothing and technology. For entertainment Xscape is
the best option since is a place you can find a cinema, bowling and pool
tables. There is even an indoor skiing slope. Lastly, Milton Keynes central
railway station has regular train schedules to and from London which takes 30
minutes to 1 hour, depending on which train you get.

That
was my experience so far with Cranfield University. Right now the second term
has just started and I’m looking forward to share my stories about it on a next
blog post. Also I hope my recommendations were helpful for anyone who’s
considering applying for Cranfield’s MSc in Strategic Marketing for the next
academic year.

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