Friday, February 26, 2010
Friday, February 12, 2010
F-18 Carrier Landing Nuances
The biggest mistake people make with landing on a carrier is using the pitch to control glideslope and power to control speed. This will only result in you landing in an incorrect aoa and speed. The proper technique is to use POWER to control glideslope and PITCH to control speed (or more accurately: AOA). What this means is that in a perfect world once you are set-up and start your approach, the stick should be relatively still with only small movements left and right to correct line-up (since you you should be trimmed "on-speed"). This is an ideal situation. In reality you will need to make SMALL adjustments to pitch as well. Power, on the other hand, should be moving CONSTANTLY. The throttle should not be in the same position for more that 2 seconds. This does not mean to go back and forth between idle and burner, it simply means that you should be constanly making adjustments. If you have ever heard a real Navy jet landing, you know how often power is being adjusted. According to this technique the proper situation remedies are:
Situation: High on glideslope
Remedy: Reduce power
Stiuation: Low on Glideslope
Remedy: Increase power
Situation: Fast (low aoa)
Remedy: Increase pitch
Situation: Slow (high aoa)
Remedy: Decrease pitch
It's imprtant to note here that this is a VERY simplistic view. In reality, every control input has a primary and seconday effect. If, for example, on approach you decrease pitch, the primay effect will be an increase in speed and a reduction in aoa. However, a secondary effect will be a slight increse in rate of decent. By the same token, if you get high and make the proper correction of reducing power, the primary effect will be a noticable increase in rate of decent, while the less noticable secondary effect will be a slight decrease in speed and increase of aoa. The point is to remember that all of your inputs are intertwined, but, primarily we use power for glideslope and pitch for aoa. That said, let's talk about the appraoch.
Get set up about 5 miles behind the boat at 1000 ft. Slow to 150kts while dropping the gear, flaps and hook. If you need to use your speedbrake make sure it is retracted by 3 miles so you can fly a stablized approach. While setting up for the approach you should be in the virtual cockpit so that you can see the aoa indexer. Continue to fly toward the boat level at 1000 ft.
At about 3 miles reduce power slightly and slowly pitch up to maintain altitude while watching the indexer. As you get an "orange donut", hold your pitch and increase power to maintain altitude. This is where the throttle hand will start to get it's work-out and is also the point where power will control altitude/glideslope and pitch will control speed/aoa. As you do this, note the speed that gets you that "orange donut" (for this discussion we'll say that its 126kts) and trim the airplane. Remember, once an airplane is trimmed for a certain speed, it will maintain that speed as long configuration is not changed. So, if you are trimmed for 126kts and add power you will simply climb at 126kts, and if you reduce power you will decend at 126kts. Keep making power adjustments to hold altitude (for this discussion we'll say that the throttle is moving between 50-55% of its range to hold altitude).
At this point you will start to be able to see the ball which will be low and probably flashing the wave-off lights. Your scan at this point is: ball, line-up, aoa. As you approach 1 mile the ball will begin to come up to its center position. Now, this is important if you want to get aboard and holds even more true in real life: once on glideslope NEVER ALLOW THE BALL TO GO LOW. If it does go low add power to get it above center immediately. Then you can ease it back down to center. A bolter, while embarresing, is a lot better than a ramp strike.
Just as the ball centers, reduce power slightly to start down (now we'll say the throttle is moving between 45-50% of its range to hold glideslope). Keep the scan of ball, line-up, aoa. Once on glideslope, make any final pitch adustments to keep an orange donut and again note the speed. It should be the same speed as when you were level, so you should already be trimmed for it and it should still be 126kts.
At 3/4 mile switch to the 2D cockpit (HUD only). In real life, you simply use the indexer for speed and nothing else. However, in Flight Simulator, the only way to see the indexer is in the virtual cockpit which limits and obstructs your outside view. This is why you note the speed which gets you a donut. Speed now replaces aoa in the scan and your scan becomes: ball, line-up, speed. If the speed goes to 125 reduce pitch slightly to get it back to 126. If the speed goes to 127, increase pitch slightly. If the ball goes high, reduce power slightly, and then once you are back on glideslope increase power again. As stated before, if you get low add power now and get back above glideslope. Then ease it back down onto glideslope.
As you get in close, about 1/4 mile, you are trimmed on-speed so no further pitch adjustments should be needed. Your scan now becomes: ball, line-up.
As you cross the ramp, your line-up should be good (if you you have held it), and no further line-up corrections should be needed. The only thing you are looking at now is the ball. Fly it all the way to touchdown and you should trap a 3-wire. Another huge mistake people make is the desire to see the wires at touchdown. Remember that the hook is 50ft behind you and it should touchdown right in the middle of the wires to catch the 3rd. To do this the wires should disappear beneath you before you touchdown. Any pilot will want as much runway in front of them as possible when they land, but you have to get rid of that desire if you're trapping on a ship.
Another habit people have is the tendancy to flare at touchdown. DON'T. What will happen is the hook will snag a wire while you are pitching up and the force of the trap will slam the nose wheel down. Similarly, people tend to cut power as they cross the ramp. Once again, don't. Your rate of decent will increase rapidly and you'll slam onto the ship. Keep making power adjustments all the way to touchdown, then when you do hit, go to military power. The primary goal in a carrier approach is to keep the airplane at the exact same speed and attitude all the way to touchdown.
Situation: High on glideslope
Remedy: Reduce power
Stiuation: Low on Glideslope
Remedy: Increase power
Situation: Fast (low aoa)
Remedy: Increase pitch
Situation: Slow (high aoa)
Remedy: Decrease pitch
It's imprtant to note here that this is a VERY simplistic view. In reality, every control input has a primary and seconday effect. If, for example, on approach you decrease pitch, the primay effect will be an increase in speed and a reduction in aoa. However, a secondary effect will be a slight increse in rate of decent. By the same token, if you get high and make the proper correction of reducing power, the primary effect will be a noticable increase in rate of decent, while the less noticable secondary effect will be a slight decrease in speed and increase of aoa. The point is to remember that all of your inputs are intertwined, but, primarily we use power for glideslope and pitch for aoa. That said, let's talk about the appraoch.
Get set up about 5 miles behind the boat at 1000 ft. Slow to 150kts while dropping the gear, flaps and hook. If you need to use your speedbrake make sure it is retracted by 3 miles so you can fly a stablized approach. While setting up for the approach you should be in the virtual cockpit so that you can see the aoa indexer. Continue to fly toward the boat level at 1000 ft.
At about 3 miles reduce power slightly and slowly pitch up to maintain altitude while watching the indexer. As you get an "orange donut", hold your pitch and increase power to maintain altitude. This is where the throttle hand will start to get it's work-out and is also the point where power will control altitude/glideslope and pitch will control speed/aoa. As you do this, note the speed that gets you that "orange donut" (for this discussion we'll say that its 126kts) and trim the airplane. Remember, once an airplane is trimmed for a certain speed, it will maintain that speed as long configuration is not changed. So, if you are trimmed for 126kts and add power you will simply climb at 126kts, and if you reduce power you will decend at 126kts. Keep making power adjustments to hold altitude (for this discussion we'll say that the throttle is moving between 50-55% of its range to hold altitude).
At this point you will start to be able to see the ball which will be low and probably flashing the wave-off lights. Your scan at this point is: ball, line-up, aoa. As you approach 1 mile the ball will begin to come up to its center position. Now, this is important if you want to get aboard and holds even more true in real life: once on glideslope NEVER ALLOW THE BALL TO GO LOW. If it does go low add power to get it above center immediately. Then you can ease it back down to center. A bolter, while embarresing, is a lot better than a ramp strike.
Just as the ball centers, reduce power slightly to start down (now we'll say the throttle is moving between 45-50% of its range to hold glideslope). Keep the scan of ball, line-up, aoa. Once on glideslope, make any final pitch adustments to keep an orange donut and again note the speed. It should be the same speed as when you were level, so you should already be trimmed for it and it should still be 126kts.
At 3/4 mile switch to the 2D cockpit (HUD only). In real life, you simply use the indexer for speed and nothing else. However, in Flight Simulator, the only way to see the indexer is in the virtual cockpit which limits and obstructs your outside view. This is why you note the speed which gets you a donut. Speed now replaces aoa in the scan and your scan becomes: ball, line-up, speed. If the speed goes to 125 reduce pitch slightly to get it back to 126. If the speed goes to 127, increase pitch slightly. If the ball goes high, reduce power slightly, and then once you are back on glideslope increase power again. As stated before, if you get low add power now and get back above glideslope. Then ease it back down onto glideslope.
As you get in close, about 1/4 mile, you are trimmed on-speed so no further pitch adjustments should be needed. Your scan now becomes: ball, line-up.
As you cross the ramp, your line-up should be good (if you you have held it), and no further line-up corrections should be needed. The only thing you are looking at now is the ball. Fly it all the way to touchdown and you should trap a 3-wire. Another huge mistake people make is the desire to see the wires at touchdown. Remember that the hook is 50ft behind you and it should touchdown right in the middle of the wires to catch the 3rd. To do this the wires should disappear beneath you before you touchdown. Any pilot will want as much runway in front of them as possible when they land, but you have to get rid of that desire if you're trapping on a ship.
Another habit people have is the tendancy to flare at touchdown. DON'T. What will happen is the hook will snag a wire while you are pitching up and the force of the trap will slam the nose wheel down. Similarly, people tend to cut power as they cross the ramp. Once again, don't. Your rate of decent will increase rapidly and you'll slam onto the ship. Keep making power adjustments all the way to touchdown, then when you do hit, go to military power. The primary goal in a carrier approach is to keep the airplane at the exact same speed and attitude all the way to touchdown.
Thursday, February 4, 2010
Marine Corps Leadership Traits
US Marine Corps Leadership Traits
1. BEARING. Bearing is general appearance, carriage, deportment and conduct. This is the ability to look, act, and speak like a leader. It is an essential element in a leader's effectiveness and should be cultivated by maintaining impeccable personal appearance, avoiding profane or vulgar language, keeping your word, holding your temper, speaking clearly and walking erect.
2. COURAGE. Courage is that which enables recognition and fear of danger or criticism, while still allowing calm and firm action. It exists in a moral, as well as physical sense. Moral courage means knowing what is right and standing up for it in the face of popular disfavor. When a leader is wrong, he accepts the blame.
3. DECISIVENESS. The leader should be able to make decisions promptly and to state them in a clear, forceful manner. The wise leader gets all the facts, weighs one against the other, then calmly and quickly arrives at the best decision. Decisiveness is largely a matter of practice and experience growing out of self-confidence and competence. The leader keeps in mind that many solid ideas originate at a subordinate level. Thus, opinions are solicited from subordinates when appropriate.
4. DEPENDABILITY. Dependability is the certainty of proper performance of duty. It is a quality that permits a senior to assign a task with the understanding that it will be accomplished with minimum supervision and maximum use of initiative. It includes the willing and voluntary support of the policies and orders of the chain of command, but does not mean blind obedience. Commanders should listen to suggestions from their subordinates, but once the final decision has been made, subordinates must give it their best effort in an attempt to achieve the highest standards of performance while subordinating personal interest to military requirements.
5. ENDURANCE. Endurance is akin to courage. It is the mental and physical stamina which is measured by the ability to withstand pain, fatigue, stress, and hardship. Since subordinates may view a lack of endurance in a combat situation as cowardice, the leader must display an acceptable, if not superior, level of endurance. Endurance and stamina should be developed by regular participation in strenuous physical and mental activities.
6. ENTHUSIASM. Enthusiasm is the display of sincere interest and zeal in the performance of duties. Displaying interest and optimism in performing a task greatly enhances the likelihood that the task will be successfully accomplished. Enthusiastic leaders are optimistic, cheerful, willing to accept the challenges of their profession, and determined to do the best job possible. Enthusiasm is contagious. Nothing will develop it more than the success of a unit or an individual.
7. INITIATIVE. Initiative, or taking action in the absence of orders, is required of leaders. Leaders who meet new and unexpected situations with prompt action instill respect and trust in their troops. Closely associated with initiative is resourcefulness - the ability to deal with a situation in the absence of normal resources or methods. To aid in the development of initiative, a leader must stay alert, recognize the task that needs to be done, and then accomplish it with caution, judgment, and discretion.
8. INTEGRITY. The uprightness and soundness of moral principles and the qualities of truthfulness and honesty comprise integrity. An upright leader places honesty, sense of duty, and sound moral principles above all else. Nothing less than complete honesty in all dealings with superiors, subordinates, and peers is acceptable.
9. JUDGMENT. Judgment is the ability to weigh facts and circumstances logically in order to make decisions. Anticipation of situations, avoidance of the "easy" decision, and the application of common sense are characteristic. Technical knowledge frequently plays an important role, as well. The leader who makes sound decisions either has personal knowledge essential to solving a particular problem or has the presence of mind to confer with experts.
10. JUSTICE. The just leader gives rewards and punishments according to the merits of the case in question. Impartiality is exercised in all judgment situations, and prejudice of any kind is avoided. Because each decision is a test of fairness which is observed by subordinates and superiors alike, the leader must be fair, consistent and prompt. Individual consideration should be given in each case.
11. KNOWLEDGE. Knowledge is the range of one's information, including professional knowledge. Leaders should develop a program of learning which will keep them abreast of current developments in their military specialty, command policies, and world affairs. A leader should also know and understand each one of his subordinates. Field manuals, training directives, magazines, and newspapers should be used in conjunction with serious discussions, research, and experience in broadening the leader's knowledge.
12. LOYALTY. Loyalty is the quality of faithfulness to country, the Corps, seniors, subordinates, and peers which should be reflected in every action. A leader's good reputation will be widespread when it is based upon actions taken to protect subordinates from abuse. Good leaders do not allow personal opinion to interfere with the mission, nor do they give the impression of disagreement with orders when relaying them to subordinates.
13. TACT. Tact is the ability to deal with others in a manner that will maintain good relations and avoid offense. During conditions of stress, the use of tact becomes challenging when delivering criticism to a subordinate. The inexperienced leader sometimes feels that politeness in the service implies softness. On the contrary, a calm, courteous, and firm approach usually will bring a cooperative response without unnecessary unpleasantness. Consistently treating superiors, subordinates, and peers with respect and courtesy regardless of conditions or true feelings is a sign of maturity required of leaders.
14. UNSELFISHNESS. Unselfishness is the avoidance of providing for one's personal comfort and advancement at the expense of others. The comfort, pleasure, and recreation should be placed above those of the leader. Looking out for the needs of subordinates is the essence of leadership. However, keep in mind that accomplishment of the mission has priority. True leaders give themselves lowest priority and share the dangers and hardships with their Marines and Sailors.
14. UNSELFISHNESS. Unselfishness is the avoidance of providing for one's personal comfort and advancement at the expense of others. The comfort, pleasure, and recreation should be placed above those of the leader. Looking out for the needs of subordinates is the essence of leadership. However, keep in mind that accomplishment of the mission has priority. True leaders give themselves lowest priority and share the dangers and hardships with their Marines and Sailors.
Nobody said that studying for ES300 would be easy. The best way to prepare for class is to take on the objectives in little bites. We meet twice a week so there is plenty of down time to prepare for class. The key here is to prepare for class on a daily basis. If you rely on understanding everything instantaneously, as it is presented, you are overestimating our abilities, and underestimating the depth of the material. Start your studying with the objectives in mind and on hand. Review them prior to reading the material in the book. If you have an idea as to what is important (objectives) before you read the book, you will be able to locate it more efficiently as you read along. If you see something that pertains to the objectives, highlite it or tab it. If you read something that makes no sense to you, or needs further explaining, bring it to my attention in class and we will discuss it for the benefit of the entire class. As a final review prior to convening class, take a look at the PowerPoint that pertains to the assigned lesson. Reps, reps, reps. Get BIG! Get STRONG! Get READY!
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