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  • U.S. ARMY SELECTS LOCKHEED MARTIN AS INTEGRATED SYSTEMS DEVELOPER FOR AUTONOMOUS CONVOY PROGRAM

    30 juillet 2018 | International, Terrestre

    U.S. ARMY SELECTS LOCKHEED MARTIN AS INTEGRATED SYSTEMS DEVELOPER FOR AUTONOMOUS CONVOY PROGRAM

    DALLAS, July 30, 2018 /PRNewswire/ -- Lockheed Martin (NYSE: LMT) was selected by the U.S. Army's Tank Automotive Research, Development and Engineering Center (TARDEC) as the Integrated Systems Developer for its Expedient Leader Follower (ExLF) program. In this role, Lockheed Martin will lead a three-year effort to develop, integrate and test unmanned prototype systems for supporting leader/follower convoy activities within an asymmetric threat environment. Soldiers will conduct operational technology demonstrations using the prototypes developed in the ExLF program to establish operating procedures and shape future programs of record. "We are leveraging 15 years of experience in developing autonomous capabilities for our customers," said Gaylia Campbell, vice president of Precision Fires & Combat Maneuver Systems at Lockheed Martin Missiles and Fire Control. "Our goal as the Integrated Systems Developer is to help coordinate a number of systems and vendors in achieving mature, reliable autonomous convoys to support our warfighters in complex environments." Soldiers conduct resupply convoys within an asymmetric threat environment compounded by long sustainment missions, adverse weather/environment and night operations. These conditions adversely impact operator safety, degrade driver/operator situational awareness and reduce resupply efficiency. "The Expedient Leader Follower effort will equip a number of existing military ground vehicles with scalable robotic technology through the integration of modular kits, common interfaces and an open architecture to increase operator safety, improve situational awareness and increase resupply efficiency," Campbell said. About Lockheed Martin Headquartered in Bethesda, Maryland, Lockheed Martin is a global security and aerospace company that employs approximately 100,000 people worldwide and is principally engaged in the research, design, development, manufacture, integration and sustainment of advanced technology systems, products and services. This year the company received three Edison Awards for ground-breaking innovations in autonomy, satellite technology and directed energy. https://news.lockheedmartin.com/2018-07-30-U-S-Army-Selects-Lockheed-Martin-as-Integrated-Systems-Developer-for-Autonomous-Convoy-Program

  • IARPA selects Raytheon for predictive analytics competition

    30 juillet 2018 | International, C4ISR

    IARPA selects Raytheon for predictive analytics competition

    CAMBRIDGE, Mass., July 30, 2018 /PRNewswire/ -- The Intelligence Advanced Research Projects Activity awarded Raytheon BBN Technologies (NYSE: RTN) a $14.5 million contract to develop a system that improves the accuracy of predicting a range of geopolitical events – including elections, conflict, and disease outbreak. The contract was awarded last year under IARPA's Hybrid Forecasting Competition. "Event forecasters have struggled with the best way to combine the capabilities of human and machine analysts," said Lance Ramshaw, principal investigator and lead scientist at Raytheon BBN Technologies. "We're identifying the optimal combination to develop the best forecasting system possible." While human analysts are flexible and can apply context to their event forecasting models, machines can more quickly process massive amounts of data to make unbiased forecasts. Together, Raytheon BBN's hybrid forecasting system uses the benefits of both by providing: Automated aids that increase human forecasters' efficiency, including intelligent search, automatically computed indicators and alerts about changes or new information. Tools for sharing machine reasoning and results with human forecasters. Automatic combination of varied human forecasts, with more weight assigned to predictions from historically accurate forecasters. As prime contractor, Raytheon BBN leads a team that includes Lumenogic and Wright State Research Institute, who contribute to the technology research. Subject matter expertise related to elections and opinion, military events, science, disease outbreak, conflict and leadership and macro-economics are provided by the American Center for Democracy, Ipsos Public Affairs, Systems and Technology Research and Tufts University. About Raytheon Raytheon Company, with 2017 sales of $25 billion and 64,000 employees, is a technology and innovation leader specializing in defense, civil government and cybersecurity solutions. With a history of innovation spanning 96 years, Raytheon provides state-of-the-art electronics, mission systems integration, C5ITM products and services, sensing, effects, and mission support for customers in more than 80 countries. Raytheon is headquartered in Waltham, Mass.Follow us on Twitter. https://www.prnewswire.com/news-releases/iarpa-selects-raytheon-for-predictive-analytics-competition-300688409.html

  • A Five Eyes ship on the horizon?

    30 juillet 2018 | Local, Naval

    A Five Eyes ship on the horizon?

    by Beth Maundrill in London With final proposals submitted for the Canadian Surface Combatant (CSC) project, the Lockheed Martin-led Combat Ship Team is bullish about the prospects of another Type 26 win. Specifically the company has highlighted that with three Commonwealth and Five Eye member nations potentially operating the same vessel could bring great benefits ... https://www.shephardmedia.com/news/imps-news/five-eyes-ship-horizon/

  • Pentagon Creates ‘Do Not Buy’ List of Russian, Chinese Software

    30 juillet 2018 | International, C4ISR

    Pentagon Creates ‘Do Not Buy’ List of Russian, Chinese Software

    Increasingly alarmed at foreign hacking, DOD and intelligence officials are racing to educate the military and defense contractors. The Pentagon is warning the military and its contractors not to use software it deems to have Russian and Chinese connections, according to the U.S. Defense Department's acquisition chief. Officials have begun circulating a “Do Not Buy” list of software that does not meet “national security standards,” Ellen Lord, defense undersecretary for acquisition and sustainment, said Friday. “We had specific issues ... that caused us to focus on this,” Lord told reporters at the Pentagon. “What we are doing is making sure that we do not buy software that's Russian or Chinese provenance,” she said. “Quite often that's difficult to tell at at first glance because of holding companies.” The Pentagon started compiling the list about six months ago. Suspicious companies are put on a list that is circulated to the military's software buyers. Now the Pentagon is working with the three major defense industry trade associations — the Aerospace industries Association, National Defense Industrial Association and Professional Services Council — to alert contractors small and large. https://www.defenseone.com/threats/2018/07/pentagon-creates-do-not-buy-list-russian-chinese-software/150100/

  • Rebuilding it ... Better, stronger, faster.

    30 juillet 2018 | International, C4ISR

    Rebuilding it ... Better, stronger, faster.

    By: Mike Gruss   The long-held thinking in Washington is that if the Department of Defense wants to stay ahead of its adversaries, it will need improved capabilities, many of which are being developed outside of the Beltway. To that end, Pentagon leaders launched the Defense Innovation Unit Experimental, commonly referred to in defense circles as DIUx, as a way to attract new companies into the fold and accelerate the pace of acquisition. In fall 2017, Secretary of Defense Jim Mattis visited the organization's headquarters and said its influence would grow. A few months later, DIUx's director, Raj Shah, left the organization for the private sector. Capt. Sean Heritage has served as the acting managing partner since then. Heritage spoke recently with C4ISRNET's Mike Gruss. C4ISRNET: What's the status of the DIUx reboot? CAPT. SEAN HERITAGE: The last two years have been largely focused on fielding capability across the department. We like to say we can solve problems faster, better, cheaper using commercial technologies with nontraditional companies that are out there. We've learned that we have some amazing talents on our team and rather than just defaulting to fielding capability, we are creating tailored solutions using organic expertise. We've been able to do this primarily in a suborganization we refer to as the Rogue Squadron — it works in the UAF, counter-unmanned aerial system world. We're sharing our lessons learned across the department. We're coaching people on how we do things so that they can emulate us. So, we'd like to think that if we are the only ones doing CSOs [commercial solutions openings] and OTAs [other transaction authorities], in our image a year or two from now, then we failed. C4ISRNET: How do you know this is working? HERITAGE: We know all our prototypes aren't going to transfer to production. Our target goal is between 40 to 60 percent success rate. The feeling is that if we are more successful than that, then we probably aren't being innovative or creative enough and assuming enough risk on behalf of the department. With regard to our creating line of effort, we're very proud of the [Air Operations Center] Pathfinder project. Kessel Run was a great example of fielding capability and then leveraging organic talent to create tailored solutions and transition to a program of record. Then the coaching effort, we're defining success by creating somebody in other organizations in our image every six months. C4ISRNET: On talent development, is part of that asking leaders to rethink how they're using their people or is it something else? HERITAGE: The best example would go back to Kessel Run. That really started with the Defense Innovation Board. We were able to help the Air Force explore the art of the possible, which made a compelling case for the DIB's original recommendation: you guys need software developers as a core skill at the unit level to solve these problems in real time. They like to use the example that Home Depot has 6,000 software developers to sell you hammers. You can say the same for any service. How many software developers do you have? Well, the answer is we don't know, because we don't have a specialty for software developers, but no doubt once you know people across your team, there are many very capable people who do software development on the side. How do you leverage that? How do you more deliberately recruit to that? And how do you develop them? C4ISRNET: What's one area where you guys have been able to say, “Without us, we're not sure this would've happened as fast?” HERITAGE: We are very proud of the work we are doing in the artificial intelligence world. So, we are doing some projects on predictive maintenance. Again, for the Air Force, focusing on the [E-3 Sentry airborne warning and control system] out of the gate. But it's scaling across other platforms. We're already able to deliver value by solving that problem, reducing unplanned maintenance. Another contract was let out that's scaling to the Army with their Bradley Fighting Vehicles. We are going to be doing predictive maintenance with them. Something that may be lost on many people is our involvement in the formulation of the JAIC, the Joint AI Center. That would not have happened without us, but, more specifically, that would not have happened if we weren't here in the Valley and had access to create relationships with some significant talent in the civilian world. C4ISRNET: I wanted to reframe what you were saying. If DIUx wasn't in existence, do you think that there wouldn't be the same level of talent? HERITAGE: The talent we are able to attract to our team, to work through any problems and inform strategic thinking, wouldn't have happened. What we have is very open-minded senior leaders who are yearning for diverse thinking. And, as a career military guy, it's not all that diverse. What we're able to do is reach into a talent pool that has lots of credibility and expertise that isn't resident in the department. C4ISRNET: What's something DIUx is doing now, that it wouldn't have done three years ago? HERITAGE: The biggest difference is the deliberate embracing of our role in creating solutions and scaling ... coaching. Those were things that DIUx didn't do in the past. We have much more support from across the department. We no longer need that direct cover of the Dep. Sec. Def as a direct report. The percentage of our team that is military is higher than at the beginning. That's not necessarily by design. We are attempting to recruit more individuals, commercial executives, to help coach us. We don't want to be a military organization that happens to be in Silicon Valley, Boston and Austin. We want to truly be representatives of the culture. C4ISRNET: You talked about that 40 to 60 percent goal. What are the other ways you measure success? HERITAGE: The first one is the number of customers within the department that are coming our way to ask us to help them solve problems using our relationships, authorities and methodologies. That's one metric and that number continues to go up. The other is the number of nontraditional companies who want to help solve problems. A commercial solutions opening is a honey-pot for all these creative companies to say, ‘Can I contribute?' The number of companies continues to go up. It was 40-plus on the last CSO. The record to date is over 70. Now we're in a position where we have to say no to projects. We're a little more selective. C4ISRNET: What is DIUx's role with AI? HERITAGE: A lot of folks claim to be able to contribute to the AI mission area. There are 593 initiatives across the department that claim to be AI. It's our ability and our connections with Project Maven that have afforded us the opportunity to influence the way ahead for the department and facilitate some conversions. Some of the work that we're able to do with these nontraditional companies is not only shaping understanding of the power of AI across the department, but it's focusing everybody as well. We're able to help make them a bigger part of the conversation or maybe inspire them to a bigger part of the conversation. C4ISRNET: How do you convince a company that working with the Pentagon is the right path, and it's not a quagmire like it has been at Google? HERITAGE: We don't spend time trying to convince companies to do or think anything. There are plenty of folks out here and elsewhere, who are passionate about contributing to the cause, and appreciate what they are learning just through having access to the data that we're able to provide them. But it's a challenging conversation to be a part of because we don't want to turn people off. We're here to provide people with opportunity. C4ISRNET: Where can you help the most in IT? HERITAGE: [Information technology] is an example of how a DoD organization can leverage technology and access to a network that is still secure, yet different than what the rest of the department is using. It's things that you probably take for granted. We have people come to our team for a short period of time, after a career within the department going, “Wow, look at how my productivity has changed since I've been here.” I have access to Slack and the G Suite and a whole host of other tools that are not allowed, and for good reason, on DoD networks. C4ISRNET: One concern is whether new vendors can provide overmatch. Is that the case? HERITAGE: We look at the companies to make sure they're going to be around long enough to provide this capability. When we talk about our responsibility to help navigate the “Valley of Death,” and make sure that these prototypes don't just die, these companies have to have legs underneath them and investors behind them to be viable down the road so that we don't spend our time developing a prototype that they won't be around to deliver. https://www.c4isrnet.com/thought-leadership/2018/07/27/rebuilding-it-better-stronger-faster/

  • Targeting the future of the DoD’s controversial Project Maven initiative

    30 juillet 2018 | International, C4ISR

    Targeting the future of the DoD’s controversial Project Maven initiative

    By: Kelsey Atherton Bob Work, in his last months as deputy secretary of defense, wanted everything in place so that the Pentagon could share in the sweeping advances in data processing already enjoyed by the thriving tech sector. A memo dated April 26, 2017, established an “Algorithmic Warfare Cross-Functional Team,” a.k.a. “Project Maven.” Within a year, the details of Google's role in that program, disseminated internally among its employees and then shared with the public, would call into question the specific rationale of the task and the greater question of how the tech community should go about building algorithms for war, if at all. Project Maven, as envisioned, was about building a tool that could process drone footage quickly and in a useful way. Work specifically tied this task to the Defeat-ISIS campaign. Drones are intelligence, surveillance and reconnaissance platforms first and foremost. The unblinking eyes of Reapers, Global Hawks and Gray Eagles record hours and hours of footage every mission, imagery that takes a long time for human analysts to scan for salient details. While human analysts process footage, the ground situation is likely changing, so even the most labor-intensive approach to analyzing drone video delivers delayed results. In July 2017, Marine Corps Col. Drew Cukor, the chief of the Algorithmic Warfare Cross-Function Team, presented on artificial intelligence and Project Maven at a defense conference. Cukor noted, “AI will not be selecting a target [in combat] ... any time soon. What AI will do is complement the human operator.” As Cukor outlined, the algorithm would allow human analysts to process two or three times as much data within the same timeframe. To get there, though, the algorithm to detect weapons and other objects has to be built and trained. This training is at the heart of neural networks and deep learning, where the computer program can see an unfamiliar object and classify it based on its resemblance to other, more familiar objects. Cukor said that before deploying to battle “you've got to have your data ready and you've got to prepare and you need the computational infrastructure for training.” At the time, the contractor who would develop the training and image-processing algorithms for Project Maven was unknown, though Cukor did specifically remark on how impressive Google was as an AI company. Google's role in developing Maven would not come to light until March 2018, when Gizmodo reported that Google is helping the Pentagon build AI for drones. Google's role in the project was discussed internally in the company, and elements of that discussion were shared with reporters. “Some Google employees were outraged that the company would offer resources to the military for surveillance technology involved in drone operations,” wrote Kate Conger and Dell Cameron, “while others argued that the project raised important ethical questions about the development and use of machine learning.” A petition by the Tech Workers Coalition that circulated in mid-April called upon not just Google to pull out of Pentagon contracts, but for Amazon, Microsoft and IBM to refuse to pick up the work of Project Maven. (The petition attracted 300 signatures at the time of this story.) Silicon Valley's discord over the project surprised many in positions of leadership within the Pentagon. During the 17th annual C4ISRNET Conference, Justin Poole, the deputy director of the National Geospatial-Intelligence Agency, was asked how the intelligence community can respond to skepticism in the tech world. Poole's answer was to highlight the role of intelligence services in reducing risk to war fighters. Disagreement between some of the people working for Google and the desire of the company's leadership to continue pursuing Pentagon contracts exacerbated tension in the company throughout spring. By May, nearly a dozen Google employees had resigned from the company over its involvement with Maven, and an internal petition asking the company to cancel the contract and avoid future military projects garnered thousands of employee signatures. To calm tensions, Google would need to find a way to reconcile the values of its employees with the desire of its leadership to develop further AI projects for a growing range of clients. That list of clients, of course, includes the federal government and the Department of Defense. While efforts to convince the tech community at large to refuse Pentagon work have stalled, the pressure within Google resulted in multiple tangible changes. First, Google leadership announced the company's plan to not renew the Project Maven contract when it expired in 2019. Then, the company's leaders released principles for AI, saying it would not develop intelligence for weapons or surveillance applications. After outlining how Google intends to build AI in the future, with efforts to mitigate bias, aid safety and be accountable, Google CEO Sundar Pichai set out categories of AI work that the company will not pursue. This means refusing to design or deploy “technologies that cause or are likely to cause overall harm,” including an explicit prohibition on weapons principally designed to harm people, as well as surveillance tech that violates international norms. Taken together, these principles amount to a hard-no only on developing AI specifically intended for weapons. The rest are softer no's, objections that can change with interpretations of international law, norms, and even in how a problem set is described. After all, when Poole was asked how to sell collaboration with the intelligence community to technology companies, he framed the task as one about saving the lives of war fighters. The “how” of that lifesaving is ambiguous: It could equally mean better and faster intelligence analysis that gives a unit on patrol the information it needs to avoid an ambush, or it could be the advance info that facilitates an attack on an adversary's encampment when the guard shift is particularly understaffed. Image processing with AI is so ambiguous a technology, so inherently open to dual-use, that the former almost certainly isn't a violation of Google's second objection to AI use, but the latter example absolutely would be. In other words, the long-term surveillance that goes into targeted killing operations above Afghanistan and elsewhere is likely out of bounds. However, the same technology used over Iraq for the fight against ISIS might be permissible. And software built to process drone footage in the latter context would be identical to the software built to process images for the former. The lines between what this does and doesn't prevent becomes even murkier when one takes into account that Google built its software for Project Maven on top of TensorFlow, an open-source software library. This makes it much harder to build in proprietary constraints on the code, and it means that once the Pentagon has a trainable algorithm on hand, it can continue to develop and refine its object-recognition AI as it chooses. But the window for Google to be involved in such a project, whether to the joy or dismay of its employees and executive leadership, is likely closing. In late June, the Pentagon announced creation of a Joint Artificial Intelligence Center, which among other functions would take over Project Maven from the Algorithmic Warfare Cross-Functional Team. The defense sector is vast, and with Google proving to be a complicated contractor for the Pentagon, new leadership may simply take its AI contracts worth million elsewhere with to see if it can get the programming it needs. And Maven itself still receives accolades within the Pentagon. Gen. Mike Holmes, commander of Air Combat Command, praised Project Maven at a June 28 defense writers group breakfast, saying that the use of learning machines and algorithms will speed up the process by which humans process information and pass on useful insights to decisions makers. Inasmuch as the Pentagon has a consensus view of explaining tools like Maven, it is about focusing on the role of the human in the process. The software will do the first pass through the imagery collected, and then as designed highlight other details for a human to review and act upon. Holmes was adamant that fears of malicious AIs hunting humans, like Skynet from the “Terminator” movies, are beyond premature. “We're going to have to work through as Americans our comfort level on how technologies are used and how they're applied,” said Holmes. “I'd make the case that our job is to compete with these world-class peer competitors that we have, and by competing and by setting this competition on terms that we can compete without going to conflict, it's better for everybody.” AI of the tiger Project Maven, from the start, is a program specifically sold and built for the work of fighting a violent nonstate actor, identifying the weapons and tools of an insurgency that sometimes holds swaths of territory. “Our responsibility is to help people understand what the intent is with the capability that we are helping to develop. ... Maven is focused on minimizing collateral damage on the battlefield. There's goodness in that,” said Capt. Sean Heritage, acting managing partner of Defense Innovation Unit Experimental (DIUx). “There's always risk in how it will be used down the road, and I guess that's where a small pocket of people at Google's heads were. But, as Mr. Work pointed out during his panel at Defense One, they don't seem to have as challenging of a time contributing to AI capability development in China.” Google's fight over Project Maven is partly about the present — the state of AI, the role of the United States in pursuing insurgencies abroad. It is also a fight about how the next AI will be built, and who that AI will be built to be used against. And the Pentagon seems to understand this, too. In the same meeting where Holmes advocated for Maven as a useful tool for now, he argued that it was important for the United States to develop and field tools that can match peer or near-peer rivals in a major conflict. That's a far cry from selling the tool to Silicon Valley as one of immediate concern, to protect the people fighting America's wars presently through providing superior real-time information. “The idea of a technology being built and then used for war, even if that wasn't the original intent,” says author Malka Older, “is what science fiction writers call a ‘classic trope.' ” Older's novels, set two or three generations in the near-future, focus on the ways in which people, governments and corporations handle massive flows of data, and provide one possible vision of a future where the same kinds and volumes of data are collected, but where that data is also held by a government entity and shared transparently. While radical transparency in data is alien to much of the defense establishment, it's an essential part of the open-source technology community for security concerns both genuine and sometimes not-so genuine. Building open source means publishing code and letting outsiders find flaws and vulnerabilities in the algorithm, without looking at any of the sensitive data the algorithm is built to process. And Project Maven is built on top of open-source framework. “One of the dangerous concepts that we have of technology is that progress only goes in one direction,” says Older. “There's constantly choices being made of where technology goes and where concepts go and what we are trying to do.” While it's entirely possible that the Pentagon will be able to continue the work of Project Maven and other AI programs with new contractors, if it wanted to reach out to those skeptical of how the algorithm would interpret images, it could try justifying the mission not just with national security concerns, but with transparency. “Part of being an American is that Americans have expectations about what their government does and whether the government uses tech and tools to infringe upon their rights or not,” said Holmes. “And, so, we have really high standards as a nation that the things that we bring forward as military tools have to live up to.” To work with the coders of the future, it may not be enough to say that the code — open source or not — is going to be used in ways consistent with their values. The Pentagon may have to find ways to transparently prove it. https://www.c4isrnet.com/it-networks/2018/07/27/targeting-the-future-of-the-dods-controversial-project-maven-initiative/

  • Congress looks to gut funding for the Corps’ futuristic sea drone

    30 juillet 2018 | International, Aérospatial, C4ISR

    Congress looks to gut funding for the Corps’ futuristic sea drone

    By: Shawn Snow In the latest version of the annual defense legislation Congress has gutted nearly $14 million for the Corps' futuristic expeditionary sea drone known as the MUX. The original funding request was $25,291,000, but the approved funds are only $11,291,000, that's more than a 50 percent slash. But the steep cuts pale in comparison to the $100 million Senators originally approved in their mark-up of the Senate version of the annual defense authorization bill in late June. House members argued in a report there were a number of capabilities and platforms across the services that could “likely mitigate” the Corps' identified shortfalls. “The committee believes the Marine Corps underestimates the required communications, data link, launch, mission execution and recovery infrastructure, or the human capital resources required to train, operate, maintain and sustain such a system,” the House Armed Services Committee, or HASC, said in a report that followed their version of the defense bill in May. “The Marine Corps also underestimates the necessary human capital resources required to meet current deployment-to-dwell policy and guidance issued by the Secretary of Defense," the report added. The HASC also called for a report from chairman of the Joint Requirements Oversight Council by February 2019 on how existing capabilities across the services can plug the Corps' perceived gaps. “The committee also directs the Secretary of the Navy to provide a briefing to the House Committee on Armed Services, not later than February 5, 2019, that explains the acquisition and funding strategy of the Marine Corps to affordably develop and field an unmanned capability of this nature, and then personnel, funding, infrastructure, and mission-execution resources that would be needed to viably sustain and support this capability, the report reads. The Corps is amid plans to develop a futuristic group five drone capable of landing on amphibious ships at sea. The Corps wants its high-tech platform to conduct electronic and kinetic strikes and come with an early airborne warning capability. The airborne warning feature will afford Marine Expeditionary units the ability to operate independent of aircraft carriers. Carriers deploy the E2D Hawkeye for early airborne warning. The MUX will also have long-range networking capabilities allowing the drone to patch into and cue weapon systems from other ships and aircraft. The Corps held a conference with industry leaders in early June to hash out its wish list for the MUX. Currently, the Marines do not operate a large group five drone. To make up for the lack of experience, the Corps has been sending Marines to work with the Air Force. Marines do operate smaller tactical surveilance drones like the RQ-21 Blackjack. The House passed the latest version of the defense bill on Thursday. The Senate is expected to vote on it early next week. Inside Defense first reported the potential cuts to the MUX. https://www.marinecorpstimes.com/news/your-marine-corps/2018/07/27/congress-looks-to-slash-funding-for-the-corps-futuristic-sea-drone/

  • Navy practices with key anti-mine asset: dolphins

    30 juillet 2018 | International, Naval

    Navy practices with key anti-mine asset: dolphins

    By: Andrew C. Jarocki WASHINGTON ― When it comes to minesweeping at the 2018 Rim of the Pacific exercises, the top sonar for the job isn't located on any of the 46 ships and five subs sailing in the maneuvers. Instead, the Navy relies on dolphins. The highly-trained creatures “search for and mark the location of undersea mines” according to a description by the U.S. Navy Marine Mammal Program, which also deploys sea lions to recover suspicious objects at deep depths. The dolphins “possess the most sophisticated sonar known to science,” allowing them to find mines in any depth or light when mechanical equipment is often less reliable, the Navy says. That skill proves especially useful in crowded coastal waters or on murky sea floors. Navy RIMPAC footage released to the public shows dolphins, overseen by human trainers, finding practice mines and placing markers near them. Their reward? A steady stream of fish treats. https://www.navytimes.com/news/2018/07/27/navy-practices-with-key-anti-mine-asset-dolphins/

  • DoD researchers literally reinvented the wheel with shape-shifting tracks

    30 juillet 2018 | International, Terrestre

    DoD researchers literally reinvented the wheel with shape-shifting tracks

    By: Kyle Rempfer Wheels are faster on hard surfaces, while a tracked design performs better on soft ground. Rather than pushing a ground combat vehicle through terrain it doesn't perform well on, why not just slap on some shape-shifting wheels? A team from Carnegie Mellon University's National Robotics Engineering Center demonstrated the feasibility of such shape-shifting wheel-track mechanisms for the Defense Department recently. The new technology, dubbed a “reconfigurable wheel-track,” can transition from a round wheel to a triangular track and back again while the vehicle is in motion — allowing for an instant improvement in tactical mobility on shifting terrain. The wheel-track is part of the Defense Advanced Research Projects Agency's Ground X-Vehicle Technologies, or GXV-T, program, which aims to improve mobility, survivability, safety, and effectiveness of future combat vehicles without piling on more armor, according to a June 22 press release. “We're looking at how to enhance survivability by buttoning up the cockpit and augmenting the crew through driver-assistance aids,” said Maj. Amber Walker, the program manager for GXV-T in DARPA's Tactical Technology Office. “For mobility, we've taken a radically different approach by avoiding armor and developing options to move quickly and be agile over all terrain.” The DARPA initiative is looking to build a future in which combat vehicles can traverse up to 95 percent of off-road terrain, including slopes and various elevations. The new wheel-track design is just one of the contract awardees that recently demonstrated advances on a variety of potentially groundbreaking technologies that meet the program's goals. DARPA also showcased a new “multi-mode extreme travel suspension” system that allows for "high-speed travel over rough terrain, while keeping the vehicle upright and minimizing occupant discomfort,” the agency said in its statement. The suspension can move 42 inches upward and 30 inches downward, and keeps itself level on steep grades by adjusting each wheel. Other enhanced mobility designs include an electric in-hub motor built by QinetiQ, which puts motors directly inside the wheels, offering heightened acceleration and maneuverability with optimal torque, traction, power, and speed over rough or smooth terrain. “QinetiQ demonstrated a unique approach, incorporating three gear stages and a complex thermal management design into a system small enough to fit a standard military 20-inch rim,” according to the release. Another new development could impact a vehicle crew's awareness. Most combat vehicles have small windows. This improves the protection offered to troops, but limits their visibility to spot threats and targets. The GXV-T program is looking at sensor technologies to give mechanized troops their eyes back. One design by Honeywell International boasts an enhanced 360-degree awareness suite through virtual windows. The company showed that capability off in a windowless cockpit of an all-terrain vehicle with an opaque canopy, according to the DARPA release. “The 3D near-to-eye goggles, optical head-tracker and wrap-around Active Window Display screens provide real-time, high-resolution views outside the vehicle,” the release reads. “In off-road courses, drivers have completed numerous tests using the system in roughly the same time as drivers in [ATVs] with full visibility.” No fielding date has been announced by DARPA's offices for the new mobility technologies, but the program could help solve many of the ongoing mobility issues troops have experienced in recent conflicts. For a full breakdown of the technologies being vetted through DARPA's GXV-T program, check out this YouTube video by the agency. https://www.militarytimes.com/news/your-air-force/2018/07/27/dod-researchers-literally-reinvented-the-wheel-with-shape-shifting-tracks/

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