Aircraft Ordnance Technician (6531) Job Description

Aircraft Ordnance Technician (6531) Job DescriptionAircraft Ordnance Technician (6531) Job DescriptionType of MOS PMOS Rank Range SSgt to Pvt Job Description This MOS encompasses duties incident to the inspection, maintenance, and repair of armament equipment and loading of aviation ordnance on Marine Corps aircraft. The aircraft ordnance technician performs a variety of duties and tasks such as inspecting ammunition, testing aircraft systems, performing preventive maintenance and effecting repairs, loading and fusing ammunition and arming/de-arming aircraft. Job Requirements (1) Must be a U.S. citizen. (2) Must have normal color perception. (3) Must be a minimum height of 64 inches and a maximum height of 75 inches. (4) Must be eligible for a secret security clearance. (5) Must possess a GT score of 105 or higher. (6) Must possess a valid state drivers license (Sgt to Pvt) (7) Must meet the medical requirements for Explosives Handlers and Explosives Vehicle Operators contain ed in NAVMED P-117, Article 15-71B. (8) Complete the applicable CNATT AO (C) Course appropriate for the intended anfangsbuchstabe aircraft assignment. (9) Must obtain GSE licenses appropriate for the aircraft assigned. (10) Marines who handle explosives must meet the criteria to be qualified and certified as per MCO 8023.3. Duties (l) SSgt to Pvt (a) Employs appropriate safety precautions, security procedures, and record-keeping techniques for ordnance. (b) Operates and performs operator maintenance on armament weapons support equipment and aircraft armament equipment. (c) Loads and unloads airborne weapons and stores aboard aircraft to include reconfiguration and functional testing of aircraft weapons release and control, missile, and guns systems. (d) Removes, maintains, services, installs, and loads aircraft guns. (e) Arms and de-arms aircraft. (2) SSgt to Cpl (a) Conducts functional tests of racks, launchers, adapters and electrical components, aircraft armament circuits and maintains them in an operational status by appropriate preventive maintenance. (b) Configures or reconfigures assigned aircraft for carriage of any aviation ammunition within the capability of the aircraft by installing or removing racks, launchers, adapters, and electrical components. (c) Maintains and installs aerial target towing equipment maintains and operates associated support equipment. (d) Conducts functional tests of aircraft armament electrical fusing, firing, and release circuits and maintains them in an operational status. (3) SSgt to Sgt (a) Applies bore sight procedures and techniques as applicable to aircraft sights and weapons systems. (b) Procures supplies, maintains records, prepares reports, and utilizes pUblications pertinent to aviation ordnance and aircraft armament equipment. (c) Performs quality control of work accomplished by the ordnance section on aircraft assigned. (d) Prepares and submits unsatisfactory equipment reports as outlined in OPNAVINST 8000.1 6. (e) Trains aircraft ordnance technicians in all phases of squadron level aviation ordnance. (f) Applies administrative procedures necessary to establish and operate a squadron ordnance section. (g) Conducts administrative and material inspections of squadron ordnance sections. (h) Prepares Conventional Ordnance Deficiency Reports, Explosive Mishap Reports, Technical Publication Deficiency Reports, Missile Fire Reports, Product Quality Deficiency Reports, Missing Lost Stolen/Recovered Ammunition Reports, and Engineering Investigation Requests, when appropriate. Related Department of Labor Occupation Codes Aircraft Armament Mechanic 806.361-030. Related Marine Corps Jobs Aviation Ordnance Equipment Repair Technician, 6541. Above information derived from MCBUL 1200, parts 2 and 3

Richard Trevithick

Richard Trevithick Richard Trevithick Richard TrevithickA controversial and somewhat tragic figure, Richard Trevithick (1771 1833) is credited with inventing the first high-pressure steam engine and the first operational steam locomotive at the turn of the 19th century.Trevithick welches born in the mining district of Cornwall, England in 1771. The youngest of six children, Trevithick demonstrated very little interest in school and was characterized by his schoolmaster as being disobedient, slow and obstinate. He went to work at Wheal Treasury mine where his father was a mining manager. He developed an aptitude for math and engineering and was employed as a consulting engineer at the age of 19. By then, he had grown to 6 ft. 2 in. tall and became known as the Cornish Giant.With his work in the mines, he learned of the importance of the steam engine for pumping and hoisting the ore from the mine. Because Cornwall had no coalfields, it was expensive to import the coal required for the steam engine and it was important that the engine operated efficiently. Trevithick focused on improving the efficiency of the extremely large, low pressure steam engine invented by James Watt. Trevithick thought that utilizing steam at high pressures would enable the engines to be made much more compact and more efficient. Watt opined that utilization of high pressure steam was too dangerous to be practical.Trevithick was promoted to engineer of the Ding Dong mine at Penzance. In 1797, he developed a successful high-pressure engine that was soon in great demand in Cornwall and South Wales for raising the ore and refuse from mines. His compact engines could be transported in an ordinary farm wagon to the Cornish mines, where they became known as puffer whims because they vented their steam into the atmosphere.Trevithicks interests soon turned to designing high-pressure steam engines to power locomotives. On Christmas Eve in 1801, he unveiled his first high-pressure steam locomotive and took seven friends on a short journey. Known as the Puffing Devil, the locomotive was able to keep up the steam pressure for short journeys. Three years later, Trevithick produced the worlds first steam engine to zulauf successfully on rails, which he believed would be more effective than horse drawn wagons pulling the heavy loads of coal and iron to and from the mines. The locomotive was capable of hauling ten tons of iron, 70 passengers, and five wagons from the ironworks at Penydarren to the Merthyr-Cardiff Canal. The locomotive reached speeds of nearly five miles an hour over the nine mile journey, which was completed in 4 hours and 5 minutes. The Penydarren locomotive was designed so that the exhaust steam was turned up the chimney, which produced a draft that drew the hot gases from the fire more powerfully through the boiler, a novel engineering principle vital to the success of the high-pressure engine.Trevithick returned to Cornwall and developed a new locomotive he cal led Catch Me Who Can. In the summer of 1808, he erected a circular railway in Euston Square and charged a one shilling fee for a ride. Unfortunately for Trevithick, his inventions were a bit ahead of their time as the cast-iron rails were not strong enough to support the weight of his locomotives and kept breaking. It was several years before steam locomotion became commercially viable.While abandoning any future development in locomotives, he adapted his high-pressure engine to drive an iron-rolling mill and propelling a barge with the aid of paddle wheels. His engine was also used to power the worlds first steam dredging machine. He continued to experiment but found it difficult to find financial backing and make money from his inventions. In 1816, he accepted an offer to work as an engineer in a silver mine in Peru. He spent a decade travelling and working in South America, but returned to England penniless in 1827. In February 1828, the House of Commons rejected a petition sugge sting that he should receive a government pension. Trevithick died in extreme poverty in Dartford, England, on April 22, 1833.In a note to fellow engineer, Davies Gilbert, Trevithick wrote I have been branded with folly and madness for attempting what the world calls impossibilities, and even from the great engineer, the late Mr. James Watt, who said to an eminent scientific character still living, that I deserved hanging for bringing into use the high-pressure engine. This so far has been my reward from the public but should this be all, I shall be satisfied by the great secret pleasure and laudable pride that I feel in my own breast from having been the instrument of bringing forward and maturing new principles and new arrangements of boundless value to my country. However much I may be straitened in pecunary circumstances, the great honour of being a useful subject can never be taken from me, which to me far exceeds riches.Tom Ricci is the owner of Ricci Communications.Richard Tr evithick is credited with inventing the first high-pressure steam engine and the first operational steam locomotive at the turn of the 19th century.

Here are the 12 daily habits of exceptional leaders

Here are the 12 daily habits of exceptional leadersHere are the 12 daily habits of exceptional leadersOne of the most popularDilbertcomic strips in the cartoons history begins with Dilberts boss relaying senior leaderships explanation for the companys low profits. In response to his boss, Dilbert asks incredulously, So theyre saying that profits went up because of great leadership and down because of a weak economy? To which Dilberts boss replies, unterstellung meetings will go faster if you stop putting things in context.Great leadership is indeed a difficult thing to pin down and understand. You know a great leader when youre working for one, but even they can have a hard time explaining the specifics of what they do that makes their leadership so effective.Great leaders change us for the better. They see more in us than we see in ourselves, and they help us learn to see it too. They dream big and show us all the great things we can accomplish.Great leadership is dynamic it melds a variety of unique skills into an integrated whole. Great leadership is also founded in good habits. What follows are the essential habits that exceptional leaders rely on every day. Give them a try and see where they take your leadership skills.Effective communicationThe more elaborate our means of communication, the less we communicate.- Joseph PriestleyCommunication is the real work of leadership. Its a fundamental komponente of how leaders accomplish their goals each and every day. You simply cant become a great leader until you are a great communicator.Great communicators inspire people. They create a connection with their followers that is real, emotional, and personal, regardless of any physical distance between them. Great communicators forge this connection through an understanding of people and an ability to speak directly to their needs.CourageCourage is the first virtue that makes all other virtues possible. - AristotlePeople will wait to see if a leader is courageous be fore theyre willing to follow his or her lead. People need courage in their leaders. They need someone who can make difficult decisions and watch over the good of the group. They need a leader who will stay the course when things get tough. People are far more likely to show courage themselves when their leaders do the same.For the courageous leader adversity is a welcome test. Like a blacksmiths molding of a red-hot iron, adversity is a trial by fire that refines leaders and sharpens their game. Adversity emboldens courageous leaders and leaves them more committed to their strategic direction.Leaders who lack courage simply toe the company line. They follow the safest path- the path of least resistance- because theyd rather cover their backside than lead.Adherence to the Golden Rule +1The way you see people is the way you treat them, and the way you treat them is what they become. Jon Wolfgang von GoetheThe Golden Rule treat others as you want to be treated assumes that all peop le are the same. It assumes that, if you treat your followers the way you would want a leader to treat you, theyll be happy. It ignores that people are motivated by vastly different things. One person loves public recognition, while aelendher loathes being the center of attention.Great leaders dont treat people how they themselves want to be treated. Instead, they take the Golden Rule a step further and treat each person as he or she would like to be treated. Great leaders learn what makes people tick, recognize their needs in the moment, and adapt their leadership style accordingly.Self-awarenessIt is absurd that a man should rule others, who cannot rule himself. - Latin ProverbContrary to what Dilbert might have us believe, leaders gaps in self-awareness are rarely due to deceitful, Machiavellian motives, or severe character deficits. In most cases, leaders- like everyone else- view themselves in a more favorable light than other people do.Self-awareness is the foundation of emoti onal intelligence, a skill that 90% of top performing leaders possess in abundance. Great leaders high self-awareness means they have a clear and accurate image not just of their leadership style, but also of their own strengths and weaknesses. They know where they shine and where theyre weak, and they have effective strategies for leaning into their strengths and compensating for their weaknesses.PassionIf you just work on stuff that you like and are passionate about, you dont have to have a master plan with how things will play out. Mark ZuckerbergPassion and enthusiasm are contagious. So are boredom and apathy. No one wants to work for a boss thats unexcited about his or her job, or even one whos just going through the motions. Great leaders are passionate about what they do, and they strive to share that passion with everyone around them.HumilityHumility is not thinking less of yourself, its thinking of yourself less. C.S. LewisGreat leaders are humble. They dont allow their p osition of authority to make them feel that they are better than anyone else. As such, they dont hesitate to jump in and do the dirty work when needed, and they wont ask their followers to do anything they wouldnt be willing to do themselves.GenerosityA good leader is a person who takes a little more than his share of the blame and a little less than his share of the credit. - John MaxwellGreat leaders are generous. They share credit and offer enthusiastic praise. Theyre as committed to their followers success as they are to their own. They want to inspire all of their employees to achieve their personal best not just because it will make the team more successful, but because they care about each person as an individual.InfectiousnessThe very essence of leadership is that you have to have a geistesbild. Its got to be a vision you articulate clearly and forcefully on every occasion. You cant blow an uncertain trumpet. - Reverend Theodore HesburghGreat leaders know that having a clea r vision isnt enough. You have to make that vision come alive so that your followers can see it just as clearly as you do. Great leaders do that by telling stories and painting verbal pictures so that everyone can understand not just where theyre going, but what it will look and feel like when they get there. This inspires others to internalize the vision and make it their own.AuthenticityJust be who you are and speak from your guts and heart its all a man has. Hubert HumphreyAuthenticity refers to being honest in all things not just what you say and do, but who you are. When youre authentic, your words and actions align with who you claim to be. Your followers shouldnt be compelled to spend time trying to figure out if you have ulterior motives. Any time they spend doing so erodes their confidence in you and in their ability to execute.Leaders who are authentic are transparent and forthcoming. They arent perfect, but they earn peoples respect by walking their talk.Approachabilit yManagement is like holding a dove in your hand. Squeeze too hard and you kill it, not hard enough and it flies away. Tommy LasordaGreat leaders make it clear that they welcome challenges, criticism, and viewpoints other than their own. They know that an environment where people are afraid to speak up, offer insight, and ask good questions is destined for failure. By ensuring that they are approachable, great leaders facilitate the flow of great ideas throughout the organization.AccountabilityThe ancient Romans had a tradition Whenever one of their engineers constructed an arch, as the capstone was hoisted into place, the engineer assumed accountability for his work in the most profound way possible He stood under the arch. Michael ArmstrongGreat leaders have their followers backs. They dont try to shift blame, and they dont avoid shame when they fail. Theyre never afraid to say, The buck stops here, and they earn peoples trust by backing them up.A sense of purposeYou dont lead by pointing and telling people some place to go. You lead by going to that place and making a case. Ken KeseyWhereas vision is a clear idea of where youre going, a sense of purpose refers to an understanding ofwhyyoure going there. People like to feel like theyre part of something bigger than themselves. Great leaders give people that feeling.Bringing it all togetherBecoming a great leader doesnt mean that you have to incorporate all of these traits at once. Focus on one or two at a time each incremental improvement will make you more effective. Its okay if you act some of these qualities at first. The more you practice, the more instinctive it will become, and the more youll internalize your new leadership style.This article first appeared on LinkedIn.