jackq
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Post by jackq on Mar 26, 2009 0:01:04 GMT 9
I was a Hyd. troop my whole career..but was alert qualified on the 106 and trained a few new nose pickers as they arrived and had never worked alert. One young Sgt. got irate when he found out I was a lowly Hyd. guy. I told him I always wanted to be a REAL crew chief..but my parents were married..that shut him up.  |
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sixerviper
F-106 Skilled
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Post by sixerviper on Mar 29, 2009 7:51:23 GMT 9
I was a "pointyhead" my whole career. I've done a lot of the stuff on that list, though, and I have done some nose-picker work when TDY. Hell, I even packed drag chutes for Thuds! I've taken several JP-4 baths depaneling wing fuel tanks on Sixes--does that count??
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Bullhunter
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318th FIS Jet Shop 1975-78
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Post by Bullhunter on Mar 29, 2009 14:00:29 GMT 9
I'm a jet engine technician all the way.
But at Sembach AB, West Germany 1978-1982 I was assigned crewchief duties on one of our aircraft #785.
When I had weekend duty once a mont or every 5th weekend and no work to do I often took my aircraft up to the trim pad and ran the engines for training. I'd tweak those engines so fine that they could sing you to sleep.
My aircraft had the highest reliable mission take-off status than the whole squadron.
Lots of aircrews tried to get my bird for missions as the new an abort was very remote.
As our head aircraft technician (Flightchief) was leaving a MSgt I was told that I was now taking his place. I reminded the powers to be that I was a jet engine specialists, not a crew chief. They said your crewing an aircraft now and doing an excellent job of it. I then reminded the powers that be that I was a TSgt and the flightchief position was a MSgt or higher slot.
I got the same response. Your doing a great job now so you are our man for the job.
I did not want the position as I was a single parent then and I figured this would keep me at work more and away from my 2 children.
I quickly found out who the most dependiable troops were and did lots of deligating.
Morale then increased and so did the reliablity status of several other of our squadrons aircraft.
Give some younger troops respect, increased responisiblity, and some decission making and you will get outstanding support and productivity out of them.
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Post by dude on Mar 30, 2009 9:56:15 GMT 9
I'm a MA-1 tech, but we loved our crew chiefs at the 48th FIS.
We especially liked the one who helped us troubleshoot during an MA-1 Redball.
As we arrived, he would already have the radar compartment open and be beating on the boxes with a rubber hammer. He seemed to have a real affinity for the 523 unit. Guess it was in his sweet spot.
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Jim Scanlon (deceased)
Senior Staff
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Post by Jim Scanlon (deceased) on Mar 30, 2009 12:05:57 GMT 9
:thumbsup
Bullhunter wrote,
Give some younger troops respect, increased responisiblity, and some decission making and you will get outstanding support and productivity out of them."
One of the keys of good leadership is doing just what Bull said. All too often with rank comes disregard for the principles of good management. If you find a squadron or company that has lousy morale, take a look at how the managers treat the lower ranking people.
We have all had those over us who were good at delegating and letting loose. Those had happy outfits. The flip side were the ones who didn't trust anyone and had a strong hand on the whole outfit. Nothing was too small for them to manage.
When I was at Sioux City we had two squadrons. One used the good management model, the other didn't. In the 14th they were working 6 days a week and still had too high a break and abort rate. In the 13th we were working 4 1/2 days a week with a 95% in commision rate. That meant we got a kegger every Friday afternoon. The ground crews were happy and willing to put forth the extra effort and the air crews were able to fly and not fill the form one after every flight. Many of the defects detected in flight were just talked about with the crew chief and taken care of. We even had pilots working on the line to get to know the mechanical end of the 86 Dog and to know their crew chief. Squadron parties and picnics were the norm and the CO was always on the line, the hanger and the shops talking to the troops and encouraging them.
The 14th was defeated by letting the pressures from Division destroy them.
Needless to say, when we went to Yuma for gunnery, you know who got the highest kill rate.
As I listen to those on active duty and a son and son-in-law who have retired in the past 10 years, it sounds like the pressure from above is to get the job done, no matter the cost to morale. The higher ups are too prone to destroy careers for what used to be minor problems.
I'm glad I'm not on active duty to-day.
Hrrrmppp! :thumbsdown
:god_bless_usa
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Post by Mark O on Mar 30, 2009 12:59:09 GMT 9
 As I listen to those on active duty and a son and son-in-law who have retired in the past 10 years, it sounds like the pressure from above is to get the job done, no matter the cost to morale. The higher ups are too prone to destroy careers for what used to be minor problems. I'm glad I'm not on active duty to-day. Hrrrmppp!   Jim, you sure got that right! As a current active duty Flight Engineer I see it every day. As a former crew chief I lived it! The pressure coming from the top down is so great that the kids doing the work get burned out very quickly. Few reenlist and those that do want to cross train as soon as they can. When the CC's find out I was a former CC, the first question they ask is how did I become an engineer. The thing I see is this. The kids (and I can call them kids because I'm 45 years old and a grandpa) working the flight line are smart and when they get to the unit after tech school they are dedicated and want to excell. Immediately their first line supervisors tell them either in words or actions that all they have to do is perform to the minimum standards. In the 6 years I've been back on active duty it is getting worse and worse. For example, I have to pre-flight my plane before every flight. For something as simple as cleaning the frickin' windows I get more excuses why they can't or won't do it, it just makes my head spin!! When I was a CC we cleaned them after every flight. It was automatic. Now I have to call for a supervisor to get these kids to do it! Sure, there are some hard chargers and guys that really care but they are hard to find. All the while the senior NCO corps is preaching how we should take care of our troops. (Basically treat them the way you described in your post.) Well, when a guy makes MSgt they forget all that stuff in practice. (Yea, I'm sewing on Master in three months.) For the life of me I can not figure out why it happens though! I am so glad I am out of maintenance now. Ahhhhhh.... Okay, enough venting. Mark |
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Bullhunter
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318th FIS Jet Shop 1975-78
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Post by Bullhunter on Mar 30, 2009 13:15:06 GMT 9
Jim, you are totally correct. My daughter and son-in-law are both TSgt's. They are always telling me about the crap that is going on. And if you complain it costs you. When I returned to the states from Germany I found myself in the number 3 position in the engine shop. I was incharge of engine buildup and teardown. Several of the troops I refered to as PAMS (Piss and Moners). After I got settled in and comfortable during one roll call and planing meeting I stated the goals for the day. I then asked several of the young airman how we might go about reaching them goals so we would not get hit with overtime later down the road. Several young airman and new buck sgts spoke up and suggested this and that. I paused and made like I was thinking and then said sounds good. Why don't you see if that will get it done. I then sent the troops to work and they left the breakroom for the shop areas. As I got up from my chair one of the bosses above me asked, "What the hell are you doing?" "Why are you having airman suggest what should be done, you tell them!" I was a :  and I looked the :  in the eyes and said, "I know what needs to be done and I know they know, If I get them to come up with it they will work harder, take more responsiblity for the job, and give us a better quality of maintenance." In just a few months our productivity was extreamly high. Our base often had all it's C-130 spare engines 100% servicable. Our QA evals were mostly zero defects or just minor things. Your troops are your greatest asset. they can make you or break you. I don't know what kind of supervisors the Air Force is turning out these days but it does not look or sound good. |
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Post by Gene on Mar 30, 2009 15:43:43 GMT 9
venting is a good thing!!!.. hot on the starboard, cold on the portside...(thats a little loadmaster humor...i know, very little...  ) gene  i had a stapler...but it wasn't documented on my af483 :  |
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Post by pat perry on May 25, 2017 1:10:01 GMT 9
I thought this would be a good old thread to post this. This was sent to me by Wil Taylor, Boeing Aircraft Engineering Advisor, who provided us some F-106 Tech Orders to add to the Main F-106 website. I had never heard of this Aviation Maintenance Technician Day and how it came about. Very Interesting! Pat P.
AVIATION MAINTENANCE TECHNICIAN DAY is dedicated to those ‘quiet’ individuals whose lives, hands, hearts and brains are dedicated to make routine, and not-so-routine, flight possible and safe!
en.wikipedia.org/wiki/Aviation_Maintenance_Technician_Day
Aviation Maintenance Technician Day is a United States day of recognition, observed on May 24, recognizes the efforts of aviation maintenance professionals as well as the achievements of Charles Edward Taylor, the man who built the engine used to power the airplane of the Wright Brothers. The date May 24 was selected to honor the birth date of Taylor. The day of recognition is currently observed by 45 states in the United States.
On May 24, 2007, a United States House of Representatives resolution supporting the goals and ideals of a National Aviation Maintenance Technician Day was introduced. Congressman Bob Filner of California was the sponsor of the resolution. On April 30, 2008 the resolution passed by a voice vote [1].
Content of the Resolution [edited]
The text of the resolution reads, in part: "Resolved, That the House of Representatives-- (1) supports National Aviation Maintenance Technician Day to honor the professional men and women who ensure the safety and security of our airborne aviation infrastructure; and (2) recognizes the life and memory of Charles Edward Taylor, the aviation maintenance technician who built and maintained the engine that was used to power the Wright brothers' first controlled flying machine on December 17, 1903 [2].
Other noteworthy references...
en.wikipedia.org/wiki/Charlie_Taylor_(mechanic)
www.faa.gov/about/office_org/field_offices/fsdo/phl/local_more/media/CT%20Hist.pdf
www.aviationmaintenance.edu/blog/aviation-maintenance-technician/celebrating-national-aviation-maintenance-technician-amt-day/
Regards, Wilfred K. Taylor
Boeing GS - KC-135 Liaison Engineering and General Fleet Support Engineering Advisor on:
Maintenance - Repair - Design - Materials/Processes - Parts - Inspections - Investigations
Boeing GS - Oklahoma City OK CT-W7-EEE0
Boeing GS - KC-135 Liaison Engineering
Boeing Cell: 405-464-3971
USAF Desk: 405-734-0178
wilfred.k.taylor@boeing.com - (532259)
image hosting with direct linking
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burt49
F-106 Qualified
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Post by burt49 on May 26, 2020 4:59:14 GMT 9
A crew chief starts off learning about aircraft from a mentor, one who teaches them and signs off on their Individual Proficiency Evaluation Record. Learning Aircraft Towing, Marshalling, Refueling, Engine Run, Hydraulics, and a host of other skills are part of the training process. Then, one day they assign you an aircraft, and everything becomes real. Is there anything like saluting your pilot as they head for the end of the runway? It was an honor to be a crew chief, something I will never forget. When I finished my enlistment, I joined the Army National Guard and become the gunner on a 105 howitzer. The difference in numbers between a 105 howitzer and a 106 Dart was only one number, but the mission could not have been more different. Give me the Dart any day.
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and I looked the :
in the eyes and said, "I know what needs to be done and I know they know, If I get them to come up with it they will work harder, take more responsiblity for the job, and give us a better quality of maintenance."
)
