The document summarizes a project to replace an aircraft undergoing maintenance with a replacement asset from another command to continue operations. It involves transferring a C-20D aircraft from VR-1 to Executive Transport Detachment Sigonella for 9 weeks while their C-20A completes depot maintenance. Tables and timelines provide details on assets, requirements, budgets, and project goals to transfer the aircraft and complete necessary maintenance.
Akka Technologies is a consulting and engineering service provider, leader in the mobility segment covering Aerospace, Automotive and Railway.
Its subsidiary Aeroconseil supports airplane and helicopter lessors and operators with operational and technical services including modification, CAMO, inspections, transition management and flight operations. We operate from Toulouse – Dubai – Singapore – Montreal – San Jose dos Campos to ensure competitiveness and reactivity.
This is seminar report of ageing of aircraft.this useful for those student who want to give seminar on designing area of aircraft.In this report you will find brief introduction of ageing of aircraft.
Senior Leader Perspective (Brigadier General Carl Buhler, Ogden ALC/CC) with Col Stan Springer, Lt Col Rod Steven, and Col (Ret) Brett Haswell.
With a dedicated, Enterprise approach, the three F-22 partners will have the tools to achieve Art of the Possible objectives previously unobtainable in a resource-constrained environment.
Akka Technologies is a consulting and engineering service provider, leader in the mobility segment covering Aerospace, Automotive and Railway.
Its subsidiary Aeroconseil supports airplane and helicopter lessors and operators with operational and technical services including modification, CAMO, inspections, transition management and flight operations. We operate from Toulouse – Dubai – Singapore – Montreal – San Jose dos Campos to ensure competitiveness and reactivity.
This is seminar report of ageing of aircraft.this useful for those student who want to give seminar on designing area of aircraft.In this report you will find brief introduction of ageing of aircraft.
Senior Leader Perspective (Brigadier General Carl Buhler, Ogden ALC/CC) with Col Stan Springer, Lt Col Rod Steven, and Col (Ret) Brett Haswell.
With a dedicated, Enterprise approach, the three F-22 partners will have the tools to achieve Art of the Possible objectives previously unobtainable in a resource-constrained environment.
Your Role as a Control Account Manager in the Integrated Baseline Review (IBR)Glen Alleman
The IBR is a joint assessment of the Performance Measurement Baseline (PMB) conducted by the government program manager and the contractor. The IBR is not a one-time event. It is a process, and the plan should be continually evaluated as changes to the baseline are made (modifications, restructuring, etc.).
Usually Airlines are suffering from flights delay issues, but most of them control these problems and their causes, so the issue of flight delay may create a bad impression on the airline image and its brand name in the market, and consequently it is directly related to the concerned airline operation divisions and departments, from maintenance, flight operation, commercial and customer service, as they are interacted and integrated divisions that serve for one mission, so every division has its own rules and impacts on dispatch the flight on time, and any negligence may reflects on airline final performance, and cause the delay of the flight
Multi Role Carrier Borne Fighter AircraftAnkur Gupta
The Indian Nay has recently released a very detailed RFI for procuring 57 naval fighter platforms. It is a Buy and Make Global program with 30% offsets. Platforms with CATOBAR and STOBAR can submit their response.
On Saturday, June 29, Adebayo Adedeji, an analyst in CBO’s National Security Division, presented at the Annual Conference of the Western Economic Association International. This presentation provides an overview of CBO’s methodology in projecting the costs of replacing various military aviation fleets. In addition, CBO highlights the demographics of today’s Air Force fleet, the projections of future aircraft procurement, and the procurement costs in peak years.
29. CFLSW Organizational Structure 15 SQDs / 7 DETs / 2 AIMD-ASDs (4544 Pers) CFLSW C-9B / DC-9 C-12 C20A/D/G C-37/A C-40A C-130T VR-46 4XC-9B AIMD/ASD VR-52 4XC-9B VR-56 4XC-9B VR-61 3XC-9B 2XDC-9 DET W.G. 1XC-12 DET D.C. 1XC-12 DET ATL 1XC-12 DET NOLA 1XC-12 DET F.W. 1XC-12 VR-1 2XC-20D 2XC-37/A VR-48 2XC-20G VR-51 2XC-20G ETD SIG 1XC-20A ETD PAC 1X-C37 VR-57 2XC-40A VR-58 3XC-40A VR-59 3XC40A VR-53 4XC-130T VR-54 4XC-130T VR-55 4XC-130T VR-62 3XC-130T VR-64 3XC-130T AIMD/ASD NOLA AIMD/ASD W.G.
30. C-9B (15) DC-9 (2) Skytrain II C-130T (19) Hercules VR-46 (4) Atlanta, GA VR-52 (4) Willow Grove, PA VR-56 (4) Norfolk, VA VR-61 (5) Whidbey Is, WA VR-53 (4) Washington, DC VR-54 (4) New Orleans, LA VR-55 (4) Ventura Co, CA VR-62 (3) Brunswick, ME VR-64 (4) Willow Grove, PA UC-12B (5) CFLSW DET Washington, DC (1) CFLSW DET New Orleans, LA (1) CFLSW DET Atlanta, GA (1) CFLSW DET Willow Grove, PA (1) CFLSW DET Fort Worth, TX (1) CFLSW Operational Assets VR-1 (5) Washington, DC VR-48 (2) Washington, DC VR-51 (2) Kanehoe Bay, HI ETD SIG (1) Catana, Sicily ETD PAC (1) Hickam AFB, HI C-40A Clipper (9) 737-700C C-20 A/D/G (1/2/4) C-37A/B (1/3) Gulfstream III, IV and V VR-58 (3) Jacksonville, FL VR-59 (3) Fort Worth, TX VR-57 (3) San Diego, CA
34. LIKELIHOOD CONSEQUENCE Program Risk Assessment HIGH – Unacceptable Major Disruption likely. Different approach required. Priority management attention required. MODERATE – Some disruption. Different approach may be required. Additional, management attention may be needed. LOW – Minimum impact. Minimum oversight needed to ensure jeopardy remains low. ETD Sigonella Risk Assessment The idea of using a Gulf Stream asset from a squadron that services the Executive branch of the military in itself has inherent risk. Add to that the fluidity of the maintenance plan for the ETD asset and inconsistency of Gulf Stream Maintenance completing jobs on time increases that risk. The following risks were assessed and assigned areas on the Cube for management control: aa. Completion of Ops 1-3 Maintenance Packages on time. bb. Ops 4 package and associated MODs completed on time. cc. VR-1 meeting detachment and principle commitments. dd. Obtaining qualified A&P mechanics for short duration. ee. Spares being on-site prior to commencement. ff. Funding lines being populated for disbursement . 5. 4. 3. 2. 1. ee e. bb d. aa dd c. ff cc b. a.
35. Timing and Deliverables Low Risk High Risk Moderate Risk Actual Depot and Modifications Estimated completion date still fluid 10. Return aircraft CATBIRD back to service Contract Funding Negotiations have begun for funding. 9. JEMPRS repair Actual work during depot period. Contract and Funding 8. Installation of Enhanced Surveillance (ELS/EHS) Actual work during depot period. Contract and Funding 7. OPS 4 Package completion @ Gulfstream Facility Expected Delivery @ GAC Facility is 26 Nov 2008 Induction date scheduled. 6. Delivery of 830500 (CATBIRD) to GAC Ops 3 / concern for what will be discovered when inducted. Ops 1 and 2. 5. OPS 1-3 Package completion @ M7 local ID Aircrew personnel from VR-1 All but Aircrew have been identified 4. VR-1 (C-20D a/c custodian) will send a transition team None Delivered 2007-11-15 3. ATO Delivery of VR-1 Aircraft 163161 to ETD SIG. Travel and Perdiem Resume solicitation & hiring 2. Additional Contractors in place @ETD Sig Establishment of Over and Above costs not included in original ROM. Initial funding established 2007-10-28 1. Funding Line Established for SubCLIN Costs prior to end of FY07. To be completed Completed R I S K Deliverable
In the next step we combine mid-grade billets and end strength, leveraging the increasingly educated manpower created in Phase I. Those senior LDO’ s that opted not to transfer to 1520 still have the opportunity to remain serving as LDO, or transfer with billet and OPA into 1520 community
In the next step we combine mid-grade billets and end strength, leveraging the increasingly educated manpower created in Phase I. Those senior LDO’ s that opted not to transfer to 1520 still have the opportunity to remain serving as LDO, or transfer with billet and OPA into 1520 community