Dassault Aviation's H1 net sales climb, despite ongoing supply chain issues

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  26 mars 2020 | International, Terrestre

  Remington Arms offers manufacturing space to produce medical supplies needed to fight Covid-19

  Remington Arms has offered to donate manufacturing space for hospital supplies in New York. CEO of the gun manufacturer, Ken D'Arcy, wrote a letter Monday, March 23, to Governor Andrew Cuomo and President Donald Trump offering "approximately one million square feet of unused and available manufacturing space" at the Ilion plant, the Ithaca Journal reported. Cuomo issued an executive order for all nonessential workers to remain home, and the company announced Friday it would shut down in compliance until April 30. D'Arcy said the company would be honored to help produce ventilators, surgical masks, hospital beds or any other products to aid the efforts to combat the coronavirus. Cuomo said Tuesday that the state has 7,000 ventilators and needs 30,000 for an anticipated surge of patients. Remington Arms has joined several other companies to offer to help fight back against the coronavirus pandemic. Several distilleries have started producing hand sanitizer to help fill the shortage. New York has more than 30,000 confirmed cases and 285 deaths. The nation-high figures are driven mostly by New York City. Herkimer County Administrator James Wallace said Remington also requested permission to continue producing firearms for military and police use. https://www.militarytimes.com/news/your-military/2020/03/26/remington-arms-offers-manufacturing-space-for-medical-supplies-needed-to-fight-covid-19

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  30 avril 2019 | International, Terrestre

  DARPA: With Insights from Integration Exercise, SubT Challenge Competitors Prepare for Tunnel Circuit

  Nine teams hailing from four continents gathered in Idaho Springs, Colorado, the week of April 5-11, 2019, to test autonomous air and ground systems for navigating the dark, dangerous, dirty, and unpredictable underground domain. The SubT Integration Exercise, known as STIX, took place at the Colorado School of Mines' Edgar Experimental Mine. The event provided a shakeout opportunity for competitors in advance of the Tunnel Circuit in August, the first of three subdomains that teams will tackle in DARPA's Subterranean Challenge. The teams were divided into three groups. Each group had one day to experiment with their various systems during multiple runs in the mine, followed by a second day in which each team attempted a one-hour mock, scored run. Teams could earn points by accurately locating, identifying, and reporting artifacts placed within the tunnels. Artifacts included thermal manikins, backpacks, fire extinguishers, cell phones, and cordless drills – all inspired by objects an end user such as a warfighter or first responder might encounter. The mine environment presented teams with low light, high dust, metal rails, and irregular terrain. The DARPA team added to the complexity with a theatrical smoke machine, which mimicked real smoke a warfighter or first responder could contend with in an emergency response scenario, for example. “It was amazing to see the progression from day one into day two for each team as they explored the tunnels of the mine and began to understand just how complex and unknown these underground environments can be,” said Timothy Chung, program manager for the Subterranean Challenge in DARPA's Tactical Technology Office. “It's not just about testing whether there's enough light or if robots can drive a few meters. It's about how all that has to come together in a difficult environment and the teams are experiencing the challenge of integration in addition to technology development.” The competitors at STIX included a mix of DARPA-funded and self-funded teams: CERBERUS University of Nevada, Reno ETH Zurich, Switzerland Sierra Nevada Corporation University of California, Berkeley Flyability, Switzerland CoStar: Collaborative SubTerranean Autonomous Resilient Robots Jet Propulsion Laboratory California Institute of Technology Massachusetts Institute of Technology KAIST, South Korea CRETISE: Collaborative Robot Exploration and Teaming In Subterranean Environments Endeavor Robotics Neya Systems CSIRO Data 61 Commonwealth Scientific and Industrial Research Organisation, Australia Emesent, Australia Georgia Institute of Technology CTU-CRAS Czech Technical University in Prague, Czech Republic Université Laval, Canada Explorer Carnegie Mellon University Oregon State University MARBLE: Multi-agent Autonomy with Radar-Based Localization for Exploration University of Colorado, Boulder University of Colorado, Denver Scientific Systems Company, Inc. PLUTO: Pennsylvania Laboratory for Underground Tunnel Operations University of Pennsylvania Exyn Technologies Ghost Robotics Robotika Robotika.cz, Czech Republic Czech University of Life Science, Czech Republic Following the Tunnel Circuit, teams will compete in the Urban Circuit, which will focus on underground urban environments such as mass transit and municipal infrastructure; and the Cave Circuit, which will focus on naturally occurring cave networks. Locations for the circuit events have not been announced. Qualification is ongoing for the circuit events. Requirements can be found in the SubT Qualification Guide available on the Resources Page. Teams interested in joining either the virtual or systems tracks can still register and are encouraged to join the SubT Community Forum to exchange ideas, explore teaming opportunities, and receive updates on the Challenge. For additional information on the DARPA Subterranean Challenge, please visit www.subtchallenge.com. Please email questions to SubTChallenge@darpa.mil. https://www.darpa.mil/news-events/2019-04-29

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  28 janvier 2019 | International, Autre défense

  What the Pentagon could learn from unicorns

  By: Jill Aitoro WESTLAKE VILLAGE, Calif. — The promise of Silicon Valley is built on unicorns — startup companies valued at more than $1 billion. They're rare. Hence the name. But the payoff is big enough that venture capitalists are willing to funnel a lot of money by way of multiple rounds of funding toward unproven technologies, to accept significant risk, in hopes they'll be in on the ground floor of the next great discovery. Compare that to Washington, where in the words of Defense Innovation Board Executive Director Josh Marcuse: “We put forward a defense program full of things that we know aren't going to work, but no one is willing to say so.” For more than three years the Pentagon has attempted to draw upon the Silicon Valley culture of innovation, to buy instead of build, to take advantage of commercial technology. But success has been spotty at best — with SpaceX and Palantir rather exclusively held up as the two “unicorns” catering to the military. But while many procurement reformists will point to burdensome regulations as the problem, innovation leaders from both the Department of Defense and Silicon Valley companies agreed during a November roundtable hosted by Defense News that no laws currently in place prevent smart buying by the government. Instead, those same innovation leader say that what causes the greatest minds in the tech community to walk away from the largest buyer in the world is a slow, arduous process combined with a serious lack of understanding within the Pentagon for how software is designed. “We basically created an innovation program where you have to have Howard Hughes-style entrepreneurship to do anything that matters,” said Trae Stephens, partner at San Francisco-based venture capital firm Founders Fund and co-founder of Silicon Vally tech firm Anduril. To buy or to build Since the 1990s, defense acquisition regulations have clearly stated that commercial preference should be given in every contracting decision. Reinforcing that point, the Office of the Secretary of Defense for Acquisition, Technology, and Logistics released a guidebook for acquiring commercial items in January 2018, stating: “The time and cost to develop and field new capabilities, the technological advances made by near peer competitors and the rapid pace of innovation by private industry have demonstrated the need to access the best technology — now.” And yet, such earnest support of commercial tech does not regularly filter to the acquisition community. Agencies over-specify requirements, “so now if the company wants to do business with [the Pentagon], they have to modify their product,” Stephens said. “All you have to do is say, ‘Yes, we have validated that there is no commercial product that meets our requirements,' and that's it.” The Pentagon does not, however, do the opposite — adapt requirements for a particular product. “There are a lot of things that we just have to build. We're going to build aircraft carriers, we're going to build fighter planes,” Stephens added. “And then there's the thing that we're going to buy — the products. These should be entirely separate conversations.” That over-specification runs counter to the “agile” development method typically favored by the tech community, which is built on a premise of short sprints that factor into evolving requirements. Agile can't exist without a degree of flexibility, ensuring, too, that if you fail, you fail fast. Contrast that with the traditional waterfall approach that predefines the various phases of development to ensure, in theory, a predictable outcome. Full article: https://www.defensenews.com/smr/cultural-clash/2019/01/28/what-the-pentagon-could-learn-from-unicorns