4 mars 2021 | International, Naval
Surface ship readiness continues to struggle, US Navy inspections show
Surface ship maintenance continued its slide in 2020, according to a new annual report from the Board of Inspection and Survey.
28 juillet 2020 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité
We know why innovation is important. Here’s how to do it.
Tommy Sowers
This month, thousands of units across all branches of the U.S. military will execute a change of command. New commanders will seek to set priorities for their command and leave their mark. However, commanders are asked to do something new: innovate.
From the National Defense Strategy to the Army Operating Concept that states innovation “is critical” and defined as “the result of critical and creative thinking and the conversion of new ideas into valued outcomes,” why the military must innovate is doctrine. Yet, there is no playbook for how to innovate.
Until now.
For the past two years, an Air Force wing built an innovation playbook — leadership, buy-in, experimentation and speed.
Leadership
In July 2018, Col. Donn Yates took command of the 4th Fighter Wing. An intellectual and warrior, he wanted, and was directed, to be more innovative. He knew that the challenges he and the Air Force would face in the future — from fighting when satellite communications capabilities were down, to using data to predict parts failure, to using social media to communicate during a hurricane — were new, with no available checklist and playbook. He set out to develop one and make innovation a priority.
A few weeks after taking command, he hosted me to discuss innovation. As the southeast regional director for the Defense Department's National Security Innovation Network, I helped lead the department's innovation efforts across the region. NSIN's mission is to help commanders innovate by tapping into new networks of innovators in the venture technology and academic space to deliver solutions. As a former Green Beret, venture-backed startup CEO and professor at Duke University, I speak the languages of these three different communities.
Buy-in
He immediately requested one of our programs — a Design Bootcamp — bringing professors from University of California, Berkley to train his innovation team in design thinking.
The concepts are different than military thinking — talk with end users to understand their problems; create minimal viable products, or MVP, to solve their problems; test those MVPs and collect data; and use that data to develop better solutions quickly.
Col. Yates had the teams work a problem that bedevils commanders across Air Force bases — the long wait times at the pharmacy. The trainers broke the 28 trainees into four-person teams, who camped out at the pharmacy interviewing pharmacists, staff, airmen and retirees.
At the end of the week, the teams proposed solutions, from self-serve kiosks to mobile clinics to text notifications. Six months later, pharmacy wait times were down more than 50 percent and those trained teams could apply the same thinking to other problems.
Experimentation with new problem solvers
New ways of thinking are just the start. Moving from idea to an actual product that the military can use is difficult. While our military hardware remains the best in the world, the software running our military is woefully inadequate.
As the chair of the Defense Innovation Board and former Google CEO Eric Schmidt stated: “The DoD violates pretty much every rule in modern product development.” And with virtually no positions for app developers and data scientists within any Department of Defense operational unit, getting solutions means tapping into new communities of problem solvers.
Seymour Johnson Air Force Base sits 35 miles from the Research Triangle, one of the leading startup centers in the nation and host to 50,000 students. Could we tap into these problem solvers for a limited tour of duty to build solutions and serve their country?
One of NSIN's programs is a university course called Hacking for Defense, or H4D. Delivered at Duke and universities across the nation, H4D teaches teams of students to build a startup to solve a DoD problem. Col. Yates' wing sponsored multiple H4D problems — from using data to predict F-15 part failure to developing new procedures to allow distributed forces to communicate in a SATCOM-denied environment, to an app for optimizing Reserve drill weekends.
Working with new problem solvers takes tolerance and openness to new ideas. These teams, beginning with little knowledge of the military, ask first-principle questions. Yet, after 100-plus end-user interviews and working through multiple prototypes, these students become world experts on the specific problems and the likely solutions. Many go on to join the DoD.
NSIN is now putting problems in H4D, tech fellowships called X-Force and courses at universities around the nation. These programs use product teams to craft better social media strategies, data dashboards and apps to fill critical needs. (If you are military and need solutions now, you can submit your problem here.)
Speed
The most important attribute in a venture-backed startup is speed. So, too, for the modern military. In testimony, a former undersecretary of defense stated: “Innovation will remain important always, but speed becomes the differentiating factor.”
Two years of command can fly by. Unless new commanders make innovation not only a priority but also commit to do something now, the deployments, requirements and taskings of running any military unit will subsume any desire to innovate.
A month after our first meet, Col. Yates brought 30 airmen to Duke to hear from entrepreneurs and academics. The next month, he sent a half-dozen leaders to learn how to work with university teams and carved out the training time for the Design Bootcamp. The following year, he sponsored two H4D teams and an X-Force fellow. This year, we've seen four H4D teams, more X-Force product teams and another boot camp. None were perfect. All could have been delayed. But the 4th Fighter Wing prioritized speed and innovation.
The innovation playbook
The military knows why it must innovate. The next conflicts will require not only the best hardware, but also a force that rapidly converts new thinking to outcomes; a force that can tap into the wealth of talent in America that will never wear a uniform but want to apply their entrepreneurial and technical skills to solve national security problems.
The how — the things new commanders must do to innovate — has been opaque. Now, with the leadership, buy-in, experimentation and speed of the 4th Fighter Wing as an example, there is an innovation playbook.
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5 août 2019 | International, Aérospatial, Naval
CH-53E Heavy Lift Helicopter Reaches One Million Flight Hours
Aircraft First Entered Service With The USMC In 1981 The CH-53E Super Stallion helicopter reached a major milestone this year by logging more than one million flight hours since it first entered service with the Marine Corps in 1981. The CH-53E is a versatile machine used for amphibious assault and long-range insertion, delivering troops, vehicles and supplies. This rapid resupply vehicle is still one of the most used aircraft in the United States military air arsenal. “The CH-53E has seen more work than was ever anticipated it would see,” said Major Matthew Baumann, H-53 In-Service, Naval Air Systems Command Heavy Lift Helicopter program office (PMA-261) co-lead. Currently, there are 142 CH-53E Super Stallions in service. Though out of production, the CH-53E is in the middle of a “RESET” – a rolling period of rebuilding, upgrading and increasing safety, reliability and capabilities to lengthen its service life through 2032. According to Baumann, the first 25 helicopters have completed their RESET process, “allowing the squadron commanders to plan for training, operations and maintenance with renewed confidence,” he said. Resetting of the CH-53E fleet is an important segue from the current platform to the new CH-53K King Stallion, which will be its heavy-lift replacement. “The CH-53K is the most powerful helicopter ever built by the United States military,” said Colonel Perrin, PMA-261 program manager. “It will be safer, faster and more capable than any previous heavy lift helicopter in the battlespace.” Its development is currently in the testing and capability requirements phase, with a goal of bringing the CH-53K to fleet Marines by 2024. “It's a game-changer,” said Perrin. “We can't wait to have the K available for fleet use. But for now we've got a capable, reliable and safe helicopter doing heavy-lift for our Marines.” http://www.aero-news.net/index.cfm?do=main.textpost&id=8e63f37f-9874-4fb9-acf1-72e67d6a9cbd
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4 décembre 2019 | International, Terrestre
Raytheon Unveils Platoon-Sized Infantry Combat Simulator
By Matthew Cox Defense contractor Raytheon has just unveiled a new virtual training simulator designed to immerse full platoons of soldiers at a time into realistic battlefield settings, where they can shoot enemy targets with individual weapons and even call in close-air support. Raytheon began showing off its new Synthetic Training Environment Soldier Virtual Trainer at the Interservice/ Industry Training, Simulation and Education Conference (I/ITSEC) in Orlando, Florida this week. The prototype system is Raytheon's attempt to satisfy the U.S. Army's need to create a synthetic training environment that dramatically increases the level of realism in training. "They need a way to get soldiers into the same virtual environments that they have had for tanks and helicopters for decades," Harry Buhl, lead investigator for synthetic training at Raytheon, told Military.com. "When you do that in an immersive, synthetic environment, you can go beyond the [live-fire] range -- you can put people soldiers into urban scenarios or into combat-type scenarios ... so you can stress them at a higher level and gain higher levels of proficiency." The Army recently told industry officials that it will begin seeking prototype solutions early next year designed to develop similar types of simulator training technologies. "We intend to compete for that opportunity," Buhl said. Currently, Raytheon is demonstrating its new soldier virtual trainer to simulate an observation post for two soldiers. But it can be configured for much larger units, Buhl said. "We can support up to a platoon ... that is something that the Army hasn't asked for. But the technology path that we have chosen allows us to actually do this for a platoon-sized unit over a large area. So we have the capability to do squad training or situational training exercises which we believe will be the next step as the Army goes down this path," Buhl said. The new trainer uses very high-quality graphics, similar to high-end games and relies on virtual-reality headsets and instrumented weapons, he said. "You can pick up a weapon, and the weapon is in that virtual environment," Buhl said. "When you put your cheek to the stock of that weapon, you have that same sight [picture] as you would in real life, but you are in a virtual environment." The trainer relies on commercially available tracking sensors, roughly two-inch cubes, that are spread out across any area, Buhl said. "The software package that we put behind them will link them together and make them smart enough to understand where you are in the environment so that you can be realistically replicated in the synthetic environment," Buhl said. "As you ... take a knee, go to the prone, you are doing the same things in that synthetic environment. "If you were training on a basketball court, you could put these things up in the rafters of the basketball court and just leave them there." Eventually, the sensor technology will be built into the headsets, so there will be no need for tracking sensors, Buhl added. One of the features the Army is looking for is the ability for soldiers to train for calling in artillery or close-air support, Buhl said, describing how Raytheon's simulator shows realistic training distances. "You are ... on a hilltop looking down the valley, you've got some threat vehicles few miles away," he said. "You have [Air Force] A-10s circling overhead; they come down and you control them and call in their attack, so that you can apply close-air support directly on those targets." The simulator also allows soldiers to engage enemy targets with individual weapons at realistic ranges, another feature on the Army's wish list, Buhl said. If soldiers are using a rifle with an effective range out to 500 meters "you can engage targets out to 500 meters," he said. The trainer will also allow units to train for scenarios involving checkpoints that could call for the need to escalate from using non-lethal devices to lethal force, Buhl said. The Army is now developing the Integrated Visual Augmentation System (IVAS), a Microsoft-based headset that uses augmented reality to equip soldiers with a heads-up display allowing them to sight their weapon and view key tactical data. Scheduled to be ready for fielding in fiscal 2021, IVAS will also allow soldiers to train in synthetic training scenarios such as mission rehearsals before going on a live operation. Buhl said Raytheon used virtual-reality headsets because it "provides an immediate capability" the Army could take advantage of, but the system will be adaptable to work with augmented-reality headsets used with IVAS. "All of this is ... able to be packed up in a Pelican case and taken anywhere in the world," Buhl said. "It's also cloud-enabled, so if you did want to link into a networked training exercise with soldiers in another location, with tanks or helicopters that are in synthetic simulators, you could do all of that." https://www.military.com/daily-news/2019/12/03/raytheon-unveils-platoon-sized-infantry-combat-simulator.html