With the eight 13 hour flights the aircraft of the 380th Air Expeditionary Wing have on a daily basis, some parts of the aircraft can wear down, crack or break over periods of time.
The 380th Expeditionary Maintenance Squadron fabrication flight, also known as “Fab Flight” or the “American Chopper” of aircraft maintenance at Al Dhafra Air Base, United Arab Emirates, is in charge of identifying and repairing aircraft structural damage. They fix whatever can be broken, from a metal panel off the side of a KC-10 Extender to a tiny cracked screw the size of a fingernail.
“Members of the fabrication flight are true artists,” said Master Sgt. Charles Silvas, 380th EMXS fabrication flight chief. “They are able to evaluate damage and visualize — in three dimensions — the repair necessary to return mission essential aircraft back to original serviceable condition. Then they are able to take flat metal and transform it into three-dimensional repairs in a time-sensitive environment with stringent guidelines.”
Many jobs in the maintenance field have written instructions to assist them in most troubleshooting situations, but the Sheet Metals section has a vast amount of factors when it comes to fixing parts, causing them to have to think outside the box more often than not.
“The nature of changing out parts makes it simple to write instructions tailored to every step in the process,” said Tech. Sgt. Garrett W. Magnie, 380th EMXS fabrication flight NCO in charge. “With fabrication however, whether it be machining a new part, welding on aircraft, or determining the best approach to restoring the structural integrity of the airframe to original strength, weight, and contour, our repair processes require that we utilize the instructions within the technical data as well as our experience in order to execute the most safe and efficient solution.”
The Sheet Metals shop is in charge of receiving deficient parts from all over the installation and fixing them, making them a very cost-efficient method, rather than purchasing a new part.
Like the Sheet Metals shop, the Non-Destructive Inspection shop supports all of the aircraft assigned to the 380th AEW using various techniques involving technology with their innovative ways.
“Most of our work requires us to trust our judgement and knowledge,” said airman Isaiah Edwards, 380th EMXS NDI technician. “We are capable of combining science with technology to evaluate the integrity of structures, metals, system components, and fluids without causing any damage, or impairing future usefulness to any parts. We do all this in a cost-effective way while still using extremely technical and accurate methods.”
Through understanding their significant role, using top-notch precision, and trusting their gut, the Fab Flight continues to do their part in achieving mission success.
“The Fabrication Flight accomplishes this mission by identifying and repairing aircraft structural damage and ensuring aircraft motors are ready to accomplish the mission,” Silvas said. “The Fabrication Flight is essential to keeping mission capable aircraft available to provide air superiority in the region, supporting both America and her allies.”
Let’s face it, while Russia and the United States are potential adversaries, they’re not very likely to fight it out on the high seas. This is mostly because the Russian Navy is a bit of a basket case. But there is a more likely opponent on the high seas for the United States Navy: Communist China’s People’s Liberation Army Navy.
Communist China has been pursuing a rapid naval modernization over the last 15 years. As a result, we’ve seen a number of modern guided-missile destroyers emerge as the backbone of the People’s Liberation Army Navy. While Communist China calls the three major iterations the Type 52B/C/D, NATO calls them the Luyang I/II/III.
So, how would one of the most modern Chinese Communist destroyers fare in a one-on-one fight with a Zumwalt-class destroyer?
The Luyang III is a formidable opponent. It has two 32-cell vertical-launch systems for the HHQ-9 surface-to-air missile (a Chinese copy of the Russian SA-10/SA-N-6 Grumble surface-to-air missile), YJ-18 anti-ship missiles, a 130mm gun, a 30mm close-in weapon system, torpedo tubes, and a launcher with 24 HHQ-10 missiles. It displaces 8,000 tons and has a top speed in excess of 30 knots. The YJ-18s will be the Luyang III’s primary weapon against a Zumwalt. These missiles have a range of 290 nautical miles and can hit a speed of Mach 3 on their final approach.
The Zumwalt, though, carries its own heavy firepower – two 155mm Advanced Gun Systems and 20 four-cell Mk 57 vertical launch systems capable of carrying Tomahawk cruise missiles or RIM-162 Evolved Sea Sparrow Missiles. Its stealth technology also makes it hard to see.
Ultimately, as was the case when we pitted the Zumwalt against a Kirov-class battlecruiser, it will come down to which ship sees the other first. The big difference is that the YJ-18 doesn’t have the oomph of the SS-N-19 Shipwrecks aboard the Kirov. With a number of options for her 155mm guns, like Vulcano rounds or Copperhead laser-guided shells, the Zumwalt could do some serious damage to the Luyang III.
This photo shows a bow-on view of USS Zumwalt (DDG 1000). The two 155mm Advanced Gun Systems offer a variety of shells, including Vulcano and copperhead, that can make quick work of a Chinese destroyer. (U.S. Navy photo courtesy of General Dynamics / Bath Iron Works)
When the fight is over, the Zumwalt will likely make its way to a friendly port to repair damages, but the Chinese ship could very well be on the bottom of the South China Sea.
The winner of this naval skirmish would likely be the American vessel.
Well, here’s your sobering thought for the day: The War on Terror has officially turned seventeen years old today, which also happens to be the minimum age required to enlist in the armed services. Take that as you will — it’s neither a good nor a bad thing. It’s simply a thing.
For troops in earlier wars, the circumstances were a little more straightforward. We declared war against our enemies (or the enemies of our allies) and the resulting conflict ended when one side conceded or declared victory. A war against an insurgency, however, is inherently different. There isn’t a clear opposition over which to declare victory.
But that’s neither here nor there. The fact is, an entire generation of kids that learned of the attacks on the World Trade Center from history books instead from live television — in much the same way as we learned of the events of the American Cold War — is now capable of raising their right hand and taking an oath of enlistment.
You know those troops are going to get mocked relentlessly — or just make all the senior NCOs depressed.
(U.S. Air Force photo by Staff Sgt. Vernon Young Jr.)
The official rules of enlistment state that someone must be a U.S. citizen or resident alien, must be 17 years of age with parents’ consent or 18 without, must have a high school diploma (with very few exceptions), and must pass a physical medical exam.
While it’s not uncommon to receive a high school diploma at the age of 16, it’s unlikely that such an early achiever would apply their child-prodigy skills by enlisting as a young private when nearly any university would snatch them up in a heartbeat. However, if an applicant is from one of the seven states that 16-year-olds to test for a GED, can manage to swing a slot reserved for GED-holders, and they pass the ASVAB, well, they’ll officially be the first post-9/11 baby to serve in the post-9/11 military.
They’ll get their chance again, if the war on terror doesn’t end within the next two years…
(U.S. Marine Corps)
It’s a fairly tough pill to swallow — a kid enlisting to serve in a war they were born into — but it’s not the only significant milestone. There are some troops who have enlisted and served into retirement, all in support of the Global War on Terror.
That’s right, troops who opted into the early retirement system that allowed troops who’ve served for over 15 years to take an early exit could have started and ended their career fighting the same insurgency. The program ended last December, but a handful of troops who enlisted right after 9/11 managed to squeeze into that “early out.”
There’s no word yet when the first post-9/11 baby will fill in the ranks, but I’m sure there will be plenty of pomp and circumstance around their enlistment. We’ll just have to wait and see.
A common debate among veterans and gun enthusiasts revolves around why the United States chose to implement the 5.56mm N.A.T.O. round into service instead of the 7.62mm.
Size, versatility, lethality, and a plethora of other semantics are usually quoted in bars across the nation. The answer to this question does not lie in the science between these two instruments of warfare but in the politics of the world stage.
Behind closed doors, world leaders are not as concerned with the penetration of a round or the distance between troops and their targets, but whether they have enough weaponry in their depots, enough money in their treasuries, and the commitment of their allies to come to their aid.
Immediately after World War II, tensions began to rise between the east and west over liberated territories and how they would be governed. An arms race of atomic proportions had begun. War-torn Europe faced the problem of depleted weapon stores and the financial inability to repulse the expansion of Soviet Communism.
In the wake of World War II, the United States of America commanded over 30,000 overseas bases, marshaled over half of the world’s manufacturing capacity, and owned two thirds of the world’s gold stock. In 1949, the Greatest Generation proposed a strategic solution: The North Atlantic Treaty Organization.
N.A.T.O. was created in response to failing relations between the U.S. and the Soviet Union, especially in the case of the reconstruction of Germany. The countries of Belgium, Canada, Denmark, France, Great Britain, Iceland, Italy, Luxembourg, the Netherlands, Norway, and Portugal banded together with the United States as its chief architect.
Article 5 of the 14 Articles of the ‘N.A.T.O. Treaty of April 4th, 1949’ most clearly defines the intent of the Organization:
“…an armed attack against one or more of them in Europe or shall be considered an attack against them all; and consequently they agree that, if such an armed attack occurs, each o them, in exercise of the right of individual or collective self-defense recognized by Article 51 of the Charter of the United Nations, will assist the Party or Parties so attacked by taking forthwith, individually and in concert with the other Parties, such action as it deems necessary, including the use of armed force, to restore and maintain the security of the North Atlantic area.” – Lillian Goldman Law Library, Yale Law School.
Under the persuasive guidance of the United States, N.A.T.O. slowly standardized armaments best suited for American designs than those resembling the Soviet 7.62mm. Who else could argue the case to finance, produce, and export on a scale to rival the Russians? By the 1980s, the 5.56x45mm was adopted as the standard.
From the sands of the Middle East to the deep jungles of South America, the 5.56mm played an integral role in shaping modern warfare. Decades of proxy wars and economic down turn brought the Soviet Union to its knees. Mikhail Gorbachev, President and leader of the Soviet Union, resigned and declared his office extinct on Dec. 25, 1991.
The 5.56mm never got the chance to sing in the halls of the Kremlin, but it was the round that destroyed an empire.
Currently, the United States stands as one of the top weapons suppliers around the world. Its sales include, but are not limited to, Saudi Arabia, United Arab Emirates, Turkey, South Korea, Australia, Taiwan, India, Singapore, Iraq, and Egypt.
Our allies could always borrow our rounds in an emergency because they already own the same model guns. That is why the U.S. uses the 5.56mm: it’s a tool to be used to enforce our political intentions — one way or another.
The Marine Corps is a small organization that does a good job of producing a united front. Marketing people call it consistent messaging, and the Corps has long made it a part of their communications strategy. It’s simple. Marines are Marines. There are no special Marines.
While this narrative approach gives the Corps a consistent message and appearance, it also fails to highlight many of the special missions the Corps accomplishes that involve small teams of elite, specifically trained, war fighters. Today we are going to highlight one of those small teams of elite service members, commonly called FAST Marines.
FAST stands for Fleet Anti-terrorism Security Team. These FAST units fall under the branch’s Security Force Regiment, which provides a dedicated security force and anti-terrorism unit made up of Security Force Marines. These Marines usually guard a variety of installations like Naval bases and others too sensitive to leave without an armed presence.
FAST Marines have a very specific and specialized job. FAST teams are highly trained Marines who deploy across the world to serve as security at United States government installations. Imagine an embassy is threatened, and they need an immediate shot of highly trained Marines with a whole lot of guns.
They call FAST, and those Marines live up to their acronym. FAST Marines do non-traditional deployments to Guantanamo Bay, Bahrain, Spain, and Japan, where they essentially stage as a just-in-case precaution. These ‘staging’ deployments allow them to deploy at a moment’s notice to nearly anywhere in the world. On these deployments, they train extensively and keep their skills sharp in case they are called upon. FAST Marines also deploy stateside to aid Marine Security Forces in guarding nuclear subs and ships during nuclear rod replacement.
History of FAST
FAST saw its establishment in 1987. The 1970s and 1980s saw the rise of modern terrorism, and American interests overseas become targets of it. The President issued an order for the military and federal law enforcement to enhance their anti-terrorism capabilities. The Marines did as ordered and found a weakness in their Security Force infrastructure.
In the event of an attack that could overwhelm a Security Force detachment, they had no dedicated quick reaction force to enhance a Security Force’s numbers and capabilities. Thus, FAST Marines were born. Their mission was simple: they exist to reinforce an installation’s security force when the threat outguns the security forces on hand.
Since then, FAST has been called in to help secure Naval stations In Panama, where they engaged with what they believed to be Cuban special forces in an intense 30-minute firefight. From there, the Fast Marines would continue into Operation Just Cause, or the full invasion of Panama, in December of 1989.
FAST Marines deployed to Bahrain to protect the Naval Installations during Desert Storm, and in 1991, helped evacuate U.S. personnel from Liberia. When the U.S. established a liaison office in Mogadishu, they called FAST to provide security.
Without going through the entire history of FAST, it’s easy to say they’ve operated at a relatively high tempo since their inception, and have always been there when the Marine Corps and their nation called upon them.
How to become a FAST Marine
FAST Marines have a long pipeline of training before they become active-duty operators. It starts with speaking to a recruiter and obtaining a Security Forces contract. Like everyone in the Corps, it starts at a recruit training depot.
From there, Security Force Marines will attend Infantry Training At the School of Infantry West or East and obtain a MOS of 0311. Security Force Marines will maintain an infantry MOS as their primary MOS.
After SOI, they attend Security Force School. Here they can volunteer for FAST company. There is no guarantee for acceptance, and it’s all based on the needs of the Corps.
After acceptance into FAST Company, they begin 5 Weeks of FAST training. From there, they go to an 8-week Close Quarter Battle School. The CQB school teaches FAST Marines how to fight in extremely close quarters. Here they become experts in clearing rooms, hallways, stairways, as well as dynamic entry and various other tasks associated with urban combat.
Following CQB school, they take a tactical driving course. Here Marines learn Motorcade Operations, high-risk driving, evasive driving, PIT maneuvers, ramming, close proximity driving, and driver down drills.
Marines then become bodyguards at a High-Risk Personnel course where they learn close quarters protection tactics.
From there, they begin training in individual nonlethal weapons. This course teaches them tactics and weaponry they can use to deal with threats in a nonlethal manner. Finally, they attend the Helicopter and Rope Suspension Techniques Master Course, where they learn how to fast rope, rappel down structures and out of helicopters, and use SPIE rigging.
Life as a FAST Marine
After all that training, they’ll still be expected to know basic Marine skills. This includes basic and advanced trauma medicine, how to use nearly every weapon in the Corps’ arsenal, how to use night vision and thermal optics, land navigation, HMMWV course, and more.
FAST Marines will be stationed in either Naval Station Norfolk or Naval Weapons Station Yorktown in beautiful Virginia in companies Alpha, Bravo, or Charlie. 400 Marines and Sailors make up a FAST company.
From there, they can look forward to a potential deployment at the Platoon level to one of several naval stations where they can further their training and be on call for a mission. FAST Marines can expect to be constantly training in one direction or another.
FAST Marines utilize a lot of the same gear as their infantry counterparts. This includes the M4 and likely the M27 in the near future, as well as the Beretta M9, the M249 SAW, and M240B medium machine gun. Shotguns from Mossberg and Benelli offer a powerful close-quarters fighting tool, as well as a nonlethal option with the right rounds. Some Senior FAST Marines may have even been to designated marksman school and be wielding specialized rifles for that role.
Per their contract, a Security Force Marine will only serve two years active duty with Security Forces. After these two years, most will be reassigned to conventional infantry forces. It’s an odd system that doesn’t make much sense to me. It seems like after an expansive series of schools that FAST Marines would stay FAST Marines, but the Force dictates differently.
In the Infantry
Security Force Marines often have difficulty adjusting to the infantry. They’ve spent years in Security Forces and often come to the infantry as Non commissioned officers. Their specialized training is just that, specialized. It doesn’t translate over to conventional infantry operations, and because they lack the experience of most infantry Marines, they can feel like a fish out of water in the new surroundings and operational environment.
FAST Marines do come to the ‘fleet’ with a more advanced set of skills and can serve as excellent advisors in close quarter’s combat, however. Urban terrain has been a big factor in recent wars, and knowing how to properly fight in it is invaluable.
FAST is simply one small cog in a large Marine Corps. These small teams of specialists always interest me, and I think the Marine Corps does a disservice to itself by failing to highlight their unique capabilities. Regardless, when American installations overseas dial 911, it’s FAST that answers the call.
It is a day that should always be remembered — and studied.
On Oct. 3, 1993 a large special operations force unit set out to capture a Somali warlord, Mohamed Farrah Aidid, who was causing the deaths of Somali civilians by capturing international food aid and killing international peacekeeping forces who were providing security for the food relief effort. The “routine” combat operation to capture Aidid was drastically changed when one, and then two, Black Hawk helicopters were shot down in a dense urban area of Mogadishu that was swarming with militia. The mission instantly transformed from a capture mission into a multi-pronged rescue filled with tragedy, heroism, bravery, brotherhood, and lessons for the future.
Mogadishu, Somalia on Oct. 3, 1993 is a reminder of the sacrifices of the fallen and wounded U.S. servicemen as well as the unparalleled efforts to reduce the suffering for the Somali people.
Lesson #1: The team is the most important.
As the events unfolded from the planned capture mission into multiple rescue missions, street fighting, medical evacuations, and resupply missions, the military personnel realized they were fighting for each other. A SOF mission planning tenant is that “humans are more important than hardware”. The military understands missions cannot be accomplished without personnel, and business needs to learn that employees matter most.
In business, it is amazingly easy to focus on revenue, profitability, and stock prices, but Oct. 3, 1993 clearly reminds us that it is employees that need to be an overarching focus for a successful business in periods of crisis.
Lesson #2: Stability in success is an illusion.
During the prior raids in Mogadishu, the SOF unit had used a well-rehearsed and well-executed combination of helicopter and ground convoy insertion and extraction tactics that performed well. On Oct. 3, 1993, the various militia in Mogadishu used RPGs in a ground-to-air role instead of the traditional ground-to-ground role. This change in how RPGs were used immediately put at risk the heavy reliance on helicopters when two Black Hawks were shot down using RPGs.
Businesses need to learn that any stability in their product line, pricing, and customer base can vanish overnight when the competition rapidly adapts.
Lesson #3: Building teamwork & relationships before the battle.
Prior to the battle, the SOF forces trained together and many had known each other for years. The times before adversity are the most important because it is during the times of quiet that learning occurs, relationships are built, and methods perfected. It was really all the time before the battle that prevented Oct. 3 in Mogadishu from turning into a tragedy.
Business needs to realize that during the “good” times, business needs to take a very hard look at products, implement solid employee training programs, value customers, and develop broad product and service lines to begin improving business results before the competition acts.
Lesson #4: Difficult training triumphs over adversity.
The SOF in the Battle of Mogadishu were Rangers, Special Operations Aviation, the legendary “Delta” Force, and other military units. These groups are some of the most highly-trained military forces in the world. The central point for business (that the military realizes) is that you may never fully know when you will enter your most challenging point, which is why constant, difficult training is vital to success.
Business leaders must understand that constant, challenging, up-to-date and difficult training is the only way to remain constantly prepared for challenges that you cannot fully anticipate.
Lesson #5: Success in one area does not mean success in another.
In 1993, the U.S. military was supreme in the world. It had been a central player in forcing the Soviet Union to abandon communism for democratic reforms. In the Middle East, Operation Desert Storm built a strong coalition that destroyed the regional military power, Iraq, in less than a week of conventional ground combat.
The unexpected challenge for the U.S. military in Mogadishu was that the militia forces were an exceptionally effective, and highly untraditional, military force adept at fighting in the dense, confusing urban terrain of a major city. The lesson for business is that just because you are strong in one product category or one market does not mean that you will be strong in others.
Lesson #6: Lower level leaders with initiative bring success.
Encouraging and developing leaders with initiative is one of the hallmarks of SOF. A great deal of the success that US forces experienced in Mogadishu came from lower level leaders who understood that the initial plan had to be modified, observed what needed to be done, and then took multiple successful actions to ensure that the follow on plan was successful. The lesson for business is that few product launches or new business initiatives succeed exactly according to plan.
Business needs to encourage the development of trained, bright, and focused leaders and instill them with a spirit of initiative, so they seek out problems when initial plans fail to deliver success at the end. Initiative is one of the most powerful forces in employees.
Lesson #7: Learn, reshape your operations, and prepare for the next fight.
Finally, SOF never rest in examining their mistakes and creating new methods, tactics, and equipment to ensure success in the future. The Battle of Mogadishu continues to be relentlessly studied and examined by the very people that fought the battle to improve for the future.
Oct. 3, 1993 brought about a renewed focus on urban fighting, new medical technology to halt bleeding faster, and renewed focus on fighting as a combined force of air and ground teams working together. Business needs to adopt the military process of an after-action review, or debrief, to learn how to make every operation a study for future improvement. An effective team never rests in their desire to be even greater.
The business challenges of COVID-19 continue to demonstrate that life and business are transforming in unpredictable and dynamic ways. When a business focuses on their team, expects and plans for instability, builds teamwork, trains their employees, understands the strategic relevance of prior success, builds employee initiative, and constantly learns how to be better that organization is prepared to succeed in a world of chaos and challenge.
Well. The world still isn’t doing too great right now and the ghost of Nero is somewhere out there presumably fiddling. Another week of social distancing, binge-watching shows you never thought you’d care about and there’s still a shortage of sh*t tickets as we haven’t even gotten to the apex of this pandemic.
The news seems bleak at the moment but there are cases of folks coming out the other side of this sickness. In particular, two WWII veterans – Bill Kelly, 95, and Bill Lapschies, 104. Now, I’m not the type of guy to bring up “feel good” fluff pieces for the sake of feel-good-ness. I bring them up because their interviews are both perfect responses of what you’d expect from the Greatest Generation’s vets.
Kelly responded with a, “I survived the foxholes of Guam, I can get through this coronavirus bullsh*t!” and Lapschies, who celebrated his 104th birthday with a full recovery, says he’s “pretty good. I made it. Good for a few more!” After some internet sleuthing, Lapschies does appear to be the oldest survivor of the coronavirus from what I could find.
Just goes to show you that even in the worst moments, veterans of all eras have an instinctual habit of keeping a stiff upper lip and a sense of humor. Speaking of which, here’s some memes…
The crew of the Coast Guard Cutter Thetis was just doing their thing in November, 2017, hunting smugglers and mapping America’s puddles (or whatever it is they do), when they came across the ultimate smuggler: an ancient sea monster with $53 million of drugs in tow.
USCGC Thetis transits past the USCGC Tampa Bay in Key West.
(U.S. Coast Guard Petty Officer 2nd Class Lisa Ferdinando)
The Coast Guard first spotted the drugs with an Over The Horizon small boat, identifying it as a debris patch with contraband likely in it. When the pursuit mission commander arrived at the debris field, he identified both the cocaine and a sea turtle caught in the middle of it.
Despite catching the sea turtle swimming with bales of contraband on it, the commander kept an open mind about whether or not the sea turtle was involved in the underlying crime.
A crewman from the USCGC Thetis prepares to cut a sea turtle free of bales of cocaine.
The Coast Guardsmen identified chaffing on the sea turtle and went to render aid. Speaking of which, seriously guys —do not leave trash lines in the ocean. Slowly dying of infection from chaffing or starvation because you can’t hunt is a horrible way to go.
The Coast Guardsmen cut the turtle free and allowed it to swim away without further investigation, instead concentrating on recovering what turned out to be 1,800 pounds of cocaine valued at million. They also recovered the 75 feet of lines and cords which would’ve been a persistent threat to sea turtles and other wildlife.
For some reason, these are the best photos the Coast Guard released of the sea turtle rescue. Not sure if all Coast Guardsmen are limited to smart phones from 2008 or what, but we would include better photos if we had them.
(U.S. Coast Guard)
The encounter was part of Operation Martillo, and USCGC Thetis was on a 68-day patrol where the Coast Guard and its partners ultimately captured 5 million worth of drugs, mostly cocaine and marijuana.
USCGC Thetis arrives in Naval Station Guantanamo Bay in 2010.
(U.S. Navy Chief Petty Officer Bill Mesta)
And the Coast Guard has done this while being dramatically under-resourced for such a large mission. They can often only put three cutters onto the mission at a time, and are only able to interdict 20 to 25 percent of the seaborne drugs headed into the country.
The U.S. isn’t the only country involved in the efforts. Operation Martillo has been going on since 2012 and has member countries from South America and Europe, and Canadian forces were part of the sea turtle rescue. SOUTHCOM says the operation has scooped up over 693 metric tons of cocaine, nearly 600 sea vessels and aircraft, and nearly 2,000 smugglers since it was launched in early 2012. It’s also nabbed million in bulk cash.
Cadets at the U.S. Air Force Academy are working with aerospace instructors and industry partners to develop the Defense Department’s first large stealth target drone to test missile tracking systems.
“As far as we know, this is the first large stealth target drone,” said Thomas McLaughlin, the Academy’s Aeronautic Research Center director.
McLaughlin said the project is the DoD’s first aircraft development with significant contributions by cadets at a service academy.
“It has had cadet involvement in its evolution over several years,” McLaughlin said. “It’s quite rare that a student design has evolved to the point of potential inventory use.”
Dr. Steven Brandt and Cadet 1st Class Joshua Geerinck are among the Academy members who have worked to perfect the drone’s physical design for more than a decade. Brandt teaches aircraft design and is on the team of government and industry experts overseeing contractor work on the project.
“For the first five years, we just did design studies,” Brandt said. “Finally, in the fall of 2007, we said “let’s build an aircraft.”
Cadets and faculty have worked on the drone’s design since 2008 as part of that government industry team. The current version is 40 feet long, with a 24-foot wingspan and 9-foot-high vertical tails.
“It’s the size of a T-38 trainer aircraft,” Brandt said, referring to the Northrop T-38 Talon, a two-seat, twin-jet supersonic jet trainer. “[The target drone] uses two T-38 Trainer engines. We explored multiple options to refine its shape and helped eliminate designs that were not as good.”
A T-38 Talon flies over Beale Air Force Base, Calif., Dec. 7, 2018.
(Photo by Airman 1st Class Tristan Viglianco)
McLaughlin said the project is important because of its implications in the national defense arena.
“The government owns the intellectual property rights, which makes for substantially reduced production and sustainment costs down the road,” he said.
Geerinck is one of three cadets on the project. He’s been testing the flight stability of the target drone in the Academy’s wind tunnel.
“We’re trying to find a combination of flight-control inputs that will always cause the aircraft to enter a backflip that will cause it to crash,” he said. “The system is important because it allows us to prevent injury or damage to other people or persons on the ground in case there is a catastrophic failure or loss of control.”
McLaughlin said cadets will stay involved in the development of the prototype through its initial flight test and beyond, should it go into production.
“The entire project is the validation of the Academy’s emphasis on putting real-world problems before cadets and expecting them to make real contributions to Air Force engineering,” he said. “In the Aeronautics Department, all cadets perform research and aircraft design — it’s not just for top students.”
Cadets don’t just learn about engineering at the Academy, “they perform it,” McLaughlin said.
“They put their heart and soul into their efforts, knowing that an external customer cares about the outcome of their work,” he said. “Our research program relies on a high level of mentorship that is as much about role modeling as it is about learning facts.”
Brandt said the government-industry team plans to demonstrate the target drone in September at the Army’s Dugway Proving Ground near Salt Lake City. Depending on the results of that demo, the Defense Department could purchase the design or select it for prototyping.
The World War I-era U.S. Army was unprepared for fighting a global confrontation in the 20th Century. Hell, it was unprepared for any modern confrontation at the turn of the century. As America prepared to enter the Great War, the War Department called on its military minds to develop a lightweight, short-range, trench-clearing game changer. The result was the Thompson submachine gun.
The “Tommy Gun,” as it came to be called, used the Colt M1911 grip and its dependable .45-caliber ammunition. By 1919, the fully-automatic weapon was perfected, and it was capable of using a 20-round block magazine or a 50- to 100-round drum magazine. But the war was over and the surplus was sold on the civilian market to anyone who could afford one – including notorious gangsters.
It was the outlaws and gangsters who made the Tommy Gun iconic.
Legendary gangster John Dillinger with Tommy Gun.
In nearly every photo of the era, the gangsters can be seen using the drum magazines, which provided them more ammunition for the weapon’s high rate of fire. It makes sense for an outlaw to use more ammo when trying to make a quick, clean getaway from the fuzz. Shouldn’t it make sense for U.S. troops to do the same when advancing in World War II?
The answer is no, and not just because a 100-round magazine will help deplete ammunition much faster than having to conserve 20- or 30-round box mags. It turns out, the Thompson was really bulky and not so easy to carry while slung with a drum magazine. More than just being unwieldy, the rounds tended to rattle inside the drum magazine and produced a lot of unwanted noise, noise that could get an entire unit killed in combat.
But the most important reason was reloading.
Yeah, gangsters look cool and all, but have you ever seen Marines fighting to take Okinawa?
Switching between a drum magazine and a box magazine required an extra set of tools. To load a drum magazine also required the user to have a special tool that would lock the bolt back to the rear. And, unlike spring-loaded box mags that were already under tension, reloading a drum magazine required a tool to rotate the spring in the magazine enough to put the rounds under the necessary tension.
Worst of all, if you lost any of the tools needed to reload the weapon, you would be hard-pressed to actually be able to do it without assistance. Drum mags also weighed more and took up more space in a very limited kit. Whereas the box magazine could be loaded and dropped from the rifle in seconds, shared with a buddy, and reloaded just as fast.
The difference between 30 second and 3 seconds under fire in World War II could have been the difference between life and death. In gangland Chicago, all you needed was time for your V8 Packard to speed away before the Untouchables swooped in.
Deployments suck for everyone in the family. There are countless resources out there to help military dependents, but not too many troops know what to do with their beloved pets. Our pets are just a much a part of our family as anyone else and deployments can be just as rough on them as they are on people.
The hardest part is that there’s no way to sit down with your pet and explain to them that you’re going away. One day you’re giving them plenty of love and the next you’re gone for a while.
If you have a pet and are about to deploy, there are several things you need to do to make sure they’re given the best care until you can come home to make one of those adorable reunion videos.
I’m not crying. Just someone cutting onions, I swear.
The best thing you can do is to keep their routine as unchanged as possible. Keep them with people you know will love them as much as you and, if you can, keep them in the same place that they’re used to. In their furry minds, they don’t really grasp the concept of time so it’s just like you’re taking a really long time coming home.
(Meme via Pop Smoke)
Not everyone you know is willing to take in your buddy at a moment’s notice. Thankfully, there are many great organizations that can assist you if you can’t find boarding for your pet. Dogs on Deployment and Guardian Angels for Soldier’s Pet are two fantastic organizations that will foster your pets with loving homes.
Both groups provide free boarding for your pet until you come home. They work by connecting troops with boarders in their area who will give them plenty of love.
(By the way, if you’re just reading this because you love animals, these pets need foster homes and they’d love to let you help.)
(photo by Senior Airman Keenan Berry)
While you’re deployed, you can still send your pet some love. They won’t recognize a chew toy you ordered on-line as being a gift from you but they will immediately recognize your scent if you send back home a blanket you’ve been sleeping with. Most pets are intelligent enough to recognize your face and voice over a video call, but it’s not the same.
(Photo by Sgt. Valerie Eppler)
When the time finally comes for you to reunite with your fur-baby, don’t freak out if they freak out. They’ll be jumping with joy and probably knock something over with their tail in excitement. It kind of goes without saying but you should give them the same amount of love that they’re giving you.
Military units are team-oriented by necessity and design, but when troops leave the service, they often find themselves isolated and working by themselves. The team dynamic is gone. Veteran service organizations are much the same way. Even with an incredible mission and the tools to serve veterans, everyone accomplishes more in a collaborative environment. NAVSO, the National Association of Veteran-Serving Organizations, was founded with that in mind.
NAVSO is out to change the landscape for veterans through further developing the veteran service organization marketplace. Whether public or private, any VSO is welcome to join the ranks and collaborate with like-minded organizations with similar goals. The idea is to improve efficiency and effectiveness while fostering innovation by working together.
In bringing together organizations like the Travis Manion Foundation, USAA, the Schultz Family Foundation, and the PsychArmor Institute, NAVSO has connected thousands of American veterans to other organizations dedicated to creating an environment where veterans and their families can live, work, and thrive.
Most importantly, the collaboration between organizations serving veterans can help identify gaps in services needed by vets and their families, then further identify how to address those gaps. NAVSO works to improve the lives of veterans through many different areas including education, employment, housing, healthcare, financial assistance, wounded warriors, and gold star families. It is the only organization working to change the landscape of the services available to veterans in both the public and private sector.
With more than 40,000 nonprofit organizations in the United States whose missions are focused on the lives of service members, veterans, and their families, it is increasingly important to build a community in which these organizations can collaborate towards the same goals instead of competing for the same funds. These organizations may simply be unaware of potential partners operating in the same space or may not know about resources available to them outside of their niche area.
NAVSO is a sponsor of the Military Influencer Conference.
“We’re geography agnostic, size and revenue agnostic, and specific military/veteran/family-serving mission agnostic – our tools and services can take VSOs at different stages of development from start to solvency, from solvency to sustainability, and from sustainability to growth and impact,” says NAVSO CEO Tim Farrell. “NAVSO is all about transforming the veteran-serving space, one organization at a time by helping them find funding faster and serve veterans better.”
Considering NAVSO’s dedication to collaboration, it makes sense that it would want to be a part of the 2019 Military Influencer Conference. The Military Influencer Conference brings together military and veteran professionals who are interested in developing their entrepreneurial acumen and build a better life for themselves and their families. The conference also brings together leading veteran entrepreneurs, startup accelerators, and – of course – veteran service organizations in the business development sector.
If you’re interested in starting your own business, check out MilitaryInfluencer.com for the next conference or just go check out all the VSOs and personalities involved. The Military Influencer Conference is a shining example of how collaboration makes everyone more efficient and effective.
The Marines and sailors of the 11th Marine Expeditionary Unit are concluding their 2019 deployment this week, just in time for Thanksgiving.
Departing in waves from the three ships of the Boxer Amphibious Ready Group, the 11th MEU conducted an amphibious landing aboard Camp Pendleton, California, and aircraft landings at Miramar, California, and Yuma, Arizona.
At each site, Marines and sailors were greeted by family members and welcomed home after seven months away.
During the deployment, the Boxer ARG and 11th MEU spent time in the U.S. 7th Fleet and U.S. 5th Fleet areas of operations, and conducted training in Kuwait, Jordan, Djibouti, Brunei, the Philippines, and Malaysia.
Families and friends of Marines with Marine Medium Tiltrotor Squadron (VMM) 163, Marine Aircraft Group 16, 3rd Marine Aircraft Wing (MAW), await their loved ones at Marine Corps Air Station Miramar, Calif., Nov. 25, 2019.
(U.S. Marine Corps photo by Lance Cpl. Jaime Reyes)
“We have traveled a long way and the Marines and sailors of the 11th MEU have risen to every challenge. They have built important partnerships and have been ready to help, ready to respond, and ready to fight if necessary,” said Col. Fridrik Fridriksson, commanding officer of the 11th MEU. “I am incredibly proud of each and every Marine and sailor in the ARG/MEU team.”
11th MEU consists of the command element; the aviation combat element comprised of Marine Medium Tiltrotor Squadron (VMM) 163 (Reinforced); the ground combat element comprised of Battalion Landing Team 3/5; and the logistics combat element comprised of Combat Logistics Battalion 11.
Boxer ARG is comprised of amphibious assault ship USS Boxer (LHD 4), San Antonio-class amphibious transport dock USS John P Murtha (LPD 26), and Harpers Ferry-class amphibious dock landing ship USS Harpers Ferry (LSD 49).
The ARG/MEU departed their home port of San Diego and began their deployment May 1, 2019.