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8 tactical suggestions to the question posed by Ben Armstrong, executive director of MIT Industrial Performance Center in this WSJ article... Q: “How do you transfer that knowledge to the next generation of workers when that knowledge is gained through experience?” 1. Differentiate between training, eval, and production reps 2. Log all reps, incl efficiency & quality on production reps 3. Broadcast what a good ramp looks like by task 4. Ensure it's safe for trainers to log bad reps & feedback 5. Ensure it's safe & easy for a trainee to ask for a shadow 6. Be mindful that over-rotating does not build expertise 7. Be mindful that under-rotation leads to boredom 8. Systematically identify training opportunities based on the jobs backlog and past worker performance... auto-generate recommendations for supervisors (e.g., Taylor takes 2x standard time on ABC job, which needs to be done today; pair him with Alex, who does ABC to standard) If you could only do one of these, #2 might be the biggest needle mover. Because you could measure the impact that an investment in training time has on production outcomes. Nobody does this well today. If we can use sports as an analogy, it's the equivalent of working on certain things in practice and then seeing a change in your game stats. It's easier for leadership to invest in training time over production time if they are confident in the impact/uplift.
Three months to learn how to build an airplane: After a hiring spree to replenish its factory ranks, Boeing must train thousands of rookies.
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Things mean different things to different people. In my job search, I run across people who tell me I should get a security clearance because I can “make a lot of money”. At Lockheed, Raytheon, etc… this is true. The engineers make more money, and they are designing essentially the same things. It doesn’t affect their daily lives. I had a clearance for a while…. I remember nightmares. Signing off on engineering with elevated risk to our sailors because “operational necessity” demanded it. Designing emergency egress, to be told “our lives are not important”. Finishing safety briefs on high powered systems by detailing the circumstances in which I’d cut lockout locks off and activate the system with people exposed. And “sorry guys, but you won’t have time to get to safety. You are gonna die”.
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Working in the defense industry is a complex and demanding task, it takes many restless days and nights to match the tempo of technological warfare and still, the most important task is to know that you are working in the right direction and that your product is effective and reliable on the frontlines, thus from time to time engineers have to go there themselves.
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Energy is life. Biologically, socially, and economically. Apollo Energy Analytics (Helios IoT Systems) is a promising startup in Renewable Energy Analytics space with job openings of interest. Please tag anyone suitable.
if you're having trouble getting hired, it's because you're not dangerous enough. become dangerous. you need to be singularly capable of taking down a 1b valued company. it's not even that hard. become dangerous getting hired should be a choice you make yourself. are you an electrical/aerospace engineer waiting to become a fat ass lockheed martin lifer? or are you someone who is going to become capable of remotely blowing shit up, who gets bought out by lockheed for 8 digits? stop waiting for the world happen to you, start becoming dangerous (via the 𝕏 platform)
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⭐Civilian Spotlight⭐ SHANDRA BATES Division Chief, Engineering Resources Management, Air Force Test Center Years with Air Force Civilian Service: 11 Q: What inspired you to join Air Force Civilian Service (AFCS)? A: My brother had joined AFCS before me, so I had insight into the pride he felt by contributing to the mission. Also, my grandfather served in the Air Force, and I have another brother who served in the Navy. I developed a great relationship with my AFCS recruiter that kept tabs on me over the course of a few years, which really helped solidify how AFCS would be great fit. Also, I'm passionate about and LOVE airplanes/aircraft! Q: How does your role as an Engineering Division Chief contribute to the Air Force’s mission? A: I’m responsible for functional management in support of projects, programs, and initiatives pertaining to science, engineering, and technical management across the Air Force Test Center (AFTC) Enterprise. I ensure the AFTC’s Science & Engineering (S&E) workforce has access to developmental opportunities, like training, necessary to do their jobs. I advocate for the S&E career field across the Center and at headquarters Air Force Materiel Command. I also ensure we’re hiring and developing the right people. Q: Tell me about a time you knew you were making a difference at AFCS. A: When I was working as an F-15 Landing Gear System Engineer, we had an issue with the brake system overheating, especially if the aircraft was highly loaded (heavy) or in a high-temperature environment. I had the chance to work on redesigning the wheel and brake system. I worked the redesign project through source selection, manufacturer's development testing, and flight testing. A key aspect of the whole redesign was to make the system more sustainable – we were able to simplify designs aspects, making it easier (and safer) for our maintainers to repair. It was great to be part of a big win for the Air Force! Q: Why do you stay with AFCS? A: I stay because I have the capability to grow and move around. I get to maintain my seniority and professional network, while staying loyal to the mission and contributing my expertise to the bigger picture. When you move to a new employer, you have to start over (or prove yourself) until you build a good rapport. At AFCS, there’s no need to start over from ground zero! Q: Any helpful advice for newbies to the AFCS family? A: Make yourself indispensable – you should be striving towards mastery of some sort (ex. constant personal development, improving processes, technical expertise, etc.). You have a good opportunity to make a positive change at AFCS. Even if you’re not tasked with something because your capabilities are unknown, as an individual, you should pursue work that allows you to shine! LinkedIn Profile: https://lnkd.in/eFkWNHwz #ItsACivilianThing #WeAreAFCS #ForcesJoined #CivilianSpotlight
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🌟 Post 7: Maintenance Levels for Defense Tech: Operational Readiness 🌟 Maintenance is the lifeblood of military readiness, ensuring that our defense technology remains at peak performance in the face of operational demands. 🛠️ 💂♂️ Operator-Level Maintenance (ML1): At the frontline, operators are the first line of defense when it comes to maintenance. They conduct routine checks, minor repairs, and preventive maintenance to keep equipment operational during missions. Operator-level maintenance is crucial for addressing immediate issues and ensuring the reliability of equipment in the field. 🚁 🔧 Intermediate-Level Maintenance (ML2): This facilities provide comprehensive support to operational units, tackling more complex repairs and component replacements. They serve as the backbone of maintenance operations, offering specialized expertise and equipment to troubleshoot, resolve technical issues efficiently and minimizes downtime during operations. 🔩 🏭 Depot-Level Maintenance (ML3): Includes extensive repair and overhaul services for defense technology. Depot facilities are equipped to handle major component refurbishments, structural repairs, and system upgrades to extend the lifespan of equipment. Depot-level maintenance plays a vital role in sustaining long-term readiness and optimizing the lifecycle costs of defense assets. 🏗️ 💼 Industry-Level Maintenance (ML4): In some cases, specialized defense technology requires maintenance and repairs that can only be performed by the original equipment manufacturer (OEM) or industry partners. Industry-level maintenance involves highly specialized facilities and technicians trained to handle the most advanced systems and components. These facilities ensure that cutting-edge defense technology receives the highest level of care and attention, maintaining peak performance and reliability. 🔬 📊 Strategic Maintenance Planning with LORA: Involves the comprehensive analysis of maintenance requirements and resource allocation. Level of Repair Analysis (LORA) is a key component of this process, determining the optimal level at which maintenance tasks should be performed to achieve operational objectives while minimizing costs. 🔍 🗣️ How do you perceive the importance of each maintenance level in ensuring operational readiness? 🚀 #MaintenanceLevels #DefenseTech #OperationalReadiness #MilitaryMaintenance #StrategicPlanning #MissionSuccess #NH90 #Helicopter #AviationInnovation #AerospaceEngineering #MilitaryAviation #Logistics #ILSEngineering #aerospaceanddefense #technology #DefenseTechnology #MilitaryStrategy
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https://lnkd.in/ept6Ekgj A few months ago, the Boeing aircraft maintenance facility in Renton Washington was just another behind-schedule, probably understaffed shop floor. Nothing at all spectacular. Then the door fell off, in mid-flight. Embarrassment #2 was Boeing's inability to find the paperwork on the aircraft repair that would have identified who did the maintenance, and who checked it. Today comes embarrassment #3: there was no paperwork. No order was ever produced to bolt the door back in place. What are the lessons for emergency managers? 1. With increased turnover and supply chain problems worldwide, expect more mistakes like this. 2. Pay attention to the paperwork. Make sure you have systems to document critical work, and that those systems are followed. Don't just do the paperwork; do the underlying work, too. 3. While we operate frequently in the world of the complex, much of what we do, and what we manage, is merely complicated -- routine stuff that needs to get done right. After studying #LeanSixSigma, I wrote an article here about how it can support better emergency management. Have a quick read, and reach out to talk about it. https://lnkd.in/eziHpdf7 #GetItRight
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The advancement your General is pursuing. 1. Lockheed Martin 2. Boeing 3. Raytheon Technologies 4. Northrop Grumman 5. General Dynamics 6. BAE Systems 7. L3Harris Technologies 8. Huntington Ingalls Industries 9. Acadamia They achieve this through 1. Prioritizing Personal Gain Over Duty 2. Leaking Sensitive Information 3. Engaging in Lobbying for Personal Profit 4. Manipulating Procurement Processes 5. Engaging in Unethical Investment Practices 6. Misrepresenting Capabilities or Needs 7. Violation of Post-Service Employment Restrictions We can reduce the impact through 1. Regulate Lobbying and Post-Service Employment 2. Transparent Procurement Processes 3. Promote a Culture of Accountability 4. Implement Strict Conflict of Interest Policies 5. Regular Oversight and Independent Audits 6. Use of Technology for Monitoring and Compliance 7. Strengthen Legal Frameworks and Penalties
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Big news for Pratt & Whitney today!
I’m thrilled to announce that Pratt & Whitney has secured a contract worth up to $1.3 billion for the F135 Engine Core Upgrade! This contract will allow our fully staffed team of 700 engineers and program managers to continue their work on design maturation and F-35 integration. This upgrade will give all F-35 users across the globe the improved performance needed to enable the next generation of F-35 weapons and sensors. I want to give a special shout out to the entire F135 team led by Christopher Johnson for all the work they have done to maintain the forward momentum on this mission-critical program. #WeArePW
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The Boeing hearings make for difficult watching/reading. First there's the heart-breaking loss for the families that they will never recover from, then there's the treatment of those who dared to speak out from within the company, and then there's the CEO's response... When a company places more value on the bottom line than Safety, it has disaster written all over it. When that company has the ability to take innocent lives by the hundreds in its failings, then the rest of us need to sit up and pay attention. This is not ok. It is not ok for a senior manager to blame the frontline staff for being an "untrained workforce", when frontline staff were trying to highlight the issues and being reprimanded for their efforts. The people on the frontline are the experts at what they do - those in management positions must listen to them, or live with the consequences of dismissing them. I truly believe as Safety professionals, we are bound by an ethical standard to be the voice of the frontline, and especially if it's not being heard. We equally have a duty to protect the company and those in charge of running it... so find the middle ground, close the gap, examine work-as-imagined versus work-as-done, and involve those who are doing the work in any proposed changes to policy or procedure. Streamline processes, reduce the paperwork to only the necessary and Safety-critical, encourage two-way engagement and partnership-working, stay operationally curious... it's all within our gift. In the meantime, we can only continue to watch what unfolds for Boeing and those poor families... #AskListenLearn #SafetyCulture #Boeing #SafetyLeadership #Consequences
On the current Boeing hearings, I read this from the outgoing CEO: "So much of this is related to an untrained workforce. It's all about that, honestly," he said. No, it isn't. I'm reminded of what someone said to me one day, that "management get the culture they deserve." I'm also reminded that there is a difference between listening and hearing. Watching this continually unfolding, my heart goes out to the victims' families, first and foremost, but also to the various disciplined and fired whistleblowers. They are the unknown soldiers fighting for safety culture.
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