The US submarine force should be silent no more

On the same subject

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  August 17, 2023 | International, Aerospace

  Satellite startup True Anomaly opens Colorado factory

  The building, called GravityWorks, will host production for the company’s Jackal spacecraft, designed to perform rendezvous and proximity operations.

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  August 23, 2018 | International, C4ISR

  Here’s how one Army leader sees the future of war

  By: Mark Pomerleau The Army of the future will be leaner and that means junior officers will have more responsibility and more capability in their hands, a top Army general said Aug. 21. Lt. Gen. Theodore Martin, deputy commanding general of Training and Doctrine Command, said in future wars a platoon or company may be the unit that takes action. Martin, speaking at the TechNet Augusta conference, said that units have become smaller since World War I. Then, the U.S. military fought with huge field armies. World War II was fought with armies and corps, the Korean and Vietnam Wars were fought primarily with divisions, and the modern counterinsurgency wars have been fought with brigades, Martin said. With a potentially smaller, and leaner, structure, the junior officers that will command these units will have have capability within their power. “The type of assets that now reside at the brigade level, my grandfather ... if he were alive today [he] would be totally flabbergasted by what a colonel can bring to bear on the battlefield under his or her own authorities,” Martin said. Brigades today are led by colonels. In the future, Martin envision a lieutenant who will have grown up in a multidomain world with an education in the Army that is much different than that of today, and which prepared him or her for the future fight. Army leaders will expect that a platoon will take advantage of electronic warfare, cyber and information operations. This could mean the platoon will throw an electronic warfare grenade that will blind enemy mission command systems, jam radios and block similar attacks to keep friendly radios online. Then, as the platoon gets closer to its objective, perhaps they will send an email to the enemy commander saying something like their wife is cheating on them or their bank account has been emptied, as a way to create an additional distraction, Martin said. Martin acknowledged this vignette seems a little far-fetched, but in the multidomain battlefield “that's what we're going to be facing and it's a race to capability,” he said. https://www.c4isrnet.com/show-reporter/technet-augusta/2018/08/22/heres-how-one-army-leader-sees-the-future-of-war/

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  April 8, 2020 | International, Aerospace

  Opinion: Aerospace Manufacturing In Time Of COVID-19

  Vivek Saxena “You never know who's swimming naked until the tide goes out.” I am reminded of Warren Buffett's words in the climate created by the coronavirus pandemic. Aerospace manufacturers that are lean, use enabling technologies and have a robust business continuity plan will stand tall in tough times. Conversely, inefficient companies that have ridden the gravy train of the aerospace supercycle will suffer. I will share a few best practices that should help industry prepare for the long haul, using an admittedly unscientific survey of multiple manufacturers in various tiers to assess how the aerospace supply chain is coping with the triple whammy of reduced demand, weakened productivity and increased supply chain distress. I asked, how are they dealing with dwindling attendance, regulatory confusion and the decoupling of remote support staff from the production staff? Leadership and communication matter more than ever. While liquidity remains the mantra, no factory can succeed without motivated employees. Shop floor attendance is dropping, depending upon the proximity to COVID-19 “hot spots” and, more important, the leadership's success in engaging with employees. We have already observed a 25% average drop in attendance at many suppliers. On the other hand, Click Bond CEO Karl Hutter reports little impact and is even expecting a record month. He set up a mission control office early and deployed an intranet system to communicate with employees. He calls this a “high-fidelity single source of truth about our people and our operations.” Another innovation is mobile check-in/check-out for employees at each building, allowing for a quick triage if necessary. The CEO of a California forger reports a slight improvement in attendance despite the COVID-19 outbreak in the state, owing to “honest communication and employees taking pride in working at a designated critical service.” The terms “critical infrastructure” and “essential business” have been thrown around without much explanation, sowing confusion among suppliers. Marotta Controls CEO Patrick Marotta took the lead in calming his suppliers. “Suppliers were especially appreciative when we communicated the [Defense and Homeland Security] memos classifying the defense industrial base as critical infrastructure,” Marotta said. Lean enables social distancing. Plants with a deeper lean culture have already implemented manufacturing cells. Lean enables operators to run multiple machines in their dedicated cells with minimal interaction with other areas. Consider Woodward's new plant in Rockford, Illinois, where instead of a large furnace, self-contained cells are situated with right-size furnaces. This design eliminates all unnecessary material and personnel movement at a shared service such as a large furnace. Additionally, closed-loop quality control preempts back-and-forth between inspectors and machinists. Technology is a friend. Protolabs in Minnesota is a great example of digital manufacturing. Plants with lights-out machining capability can scale the technology across all shifts, filling in for absent employees. Machine monitoring and the Internet of Things are especially helpful for remote support staff. Shops with a higher degree of automation will obviously see less of an attendance impact. Data analytics dashboards are a great enabler for remote production meetings. An OEM told us its supply chain organization was fully prepared to work remotely since its business continuity plan called for a system for executing and monitoring remote activities. A Tier 1 told us about a recent investment in information technology systems that is now paying off handsomely for remote operations. Now is an opportunity to catch up and come out stronger. The industry will find a way, says Nycote President Marcie Simpson. She is “impressed with the level of communication and transparency. . . . It seems as though everyone is innovating ways to ensure supply chain continuity.” The best-case scenario is that industry comes out of this crisis in about 12 months with moderately reduced demand and the Boeing 737 MAX back in service. The supply chain will then be functioning better, because the intervening period will have been used to catch up on past issues. For example, the engine supply chain can wrinkle out the kinks that have hobbled engine manufacturers. They can use the respite to address the early shop visit issues and develop much-needed repairs for new engines. Lower tiers would be well-advised to use this time to focus on operational excellence and technology implementation. Vivek Saxena is the managing director at Advisory Aerospace OSC, a consultancy focused on operations and supply chain. https://aviationweek.com/aerospace/manufacturing-supply-chain/opinion-aerospace-manufacturing-time-covid-19