The Biggest Mistake in building Helicopters is usually to have too many Cooks in the Kitchen. The time for taking all means of meeting Helicopter Build equipment requirements is while you still have to time to accomplish the Task. Time is flexible resource: Not usually main problem unless there is not enough of it, like when Equipment Deployment Schedule is not being met.
This will solve one of our Major Helicopter Build Problems: How do the features of objects get automatic defined so we can write constraints between them?
Objects are collection of slots representing either attributes or techniques to be performed by Work Orders. Specific helicopter builds constructed by instances of predefined functional systems create instances of specific objects & define multiple constraints that relate the functional & spatial attributes composing the helicopter build process.
Availability, Execution & Work Certification is the Feedback Piece of Equipment Status Updates. At the end of the contract assessments we certify the work we did to achieve quality build projects and make sure we completed all the work orders we said we were going to do at the beginning of the process if something happened over the course of the job—for one reason or another—that we need to catalog & Track.
As if we didn’t have enough shit to deal with, the Maintenance/Logistics guidance for the Helicopter Builds provided to us was usually a day late & dollar short—both too general as well as conflicting-- often at odds with directives from command & even established technical manuals. Which assessments were Correct? Many of the issues involved in our work orders could be debated by seasoned engineers & specialists, yet we were forced to make decisions on –the-fly.
Dispatchers are actively engaged in working with Navy to convert existing equipment supply contracts into performance-based standards. Dispatchers strive to clearly describe our basic efforts in terms of measured mission service outputs such as "what, when, where, how many & how well" work order tasks are to be assessed.
Some repair/upgrade overhaul activities occur at time intervals ranging from several months to several years. For primary systems e.g., aircraft, tracked vehicles & ships on work orders, costs should be included in estimates for the years in which they are expected to occur, accompanied by documentation on the cost per event & time interval between overhaul events.
Costs of major fleet mission items that have different repair/upgrade overhaul sequences i.e., structural subsystems such as hull, frame, or airframe; power subsystems such as engines or drive train & electronic/mechanical subsystems such as fire control system, armaments, guidance, or command & control equipment should be estimated & identified separately within work order elements. In some cases, the interval between end item overhauls may be expressed on work orders in terms of system operating hours, not calendar time.
When you do Order Entry w/ Parts Control Tool, process becomes complete solution for Helicopter Mission. You can view status of parts & what equipment is assign to operations. With all this info at your fingertips, Naval forces can better close deals—leading to increased mission success. Plus, if not enough parts on hand, you can recommend substitutes. You can even display a picture of the part or item for improved order accuracy.
Here’s the story. Such Things. Sometimes complicated shit happens at the worst time.
We almost had the build design complete, we had no idea we were in for big problems.
We were undertaking the huge, never-ending task of designing & keeping up new Helicopters for the Force to use & we were in for a shock.
This guy took on the most frustrating problems the Helicopter Mission faced & came up with what you might call a small step towards fixing what had grown into a big mess.
We had all tried to make improvements on the process for months & months on what we thought would be a disaster in the making. What a predicament to be in.
We had a long, mind-numbing list of Spare Parts for the Helicopter that we would need & the manual for ensuring quality & coordination had pages of Bullshit that none of us could read without going nuts.
So this guy had a new way of listing the damn parts that actually had the beginnings of a Logical System, but we were skeptical since we had had to put up with it for so long that we were actually used to it.
He was big on Quality in putting together requirements for the Helicopters, wanting to get the most bang for his buck so he would get promoted quickly.
The New Helicopter was almost ready to go, after what seemed forever to all of us. The unit we were assigned to was very, very busy with operational testing & other matters, not thinking at all about how critical spare parts were going to be to the mission.
But, Shit. We found out fast.
The Helicopter was the first of a new class & someone had screwed up & put this guy in charge of dealing with all the Spare Parts, numbering in the thousands.
Consequences were… Screws, Tubes, Blades, Cockpit Electronics, the list went on & on-- all had to be accounted for somehow. Each damn item was required in different amounts. We soon became familiar with them all because this guy wouldn’t shut up about it.
He went running his mouth whenever we were unlucky enough to run into him. "What if we ran out of this, what if this broke without a replacement— some of the parts were used in a bunch of different places, like standard-sized gaskets, so he insisted that we keep more of those stocked than some of the other things that would just have to be replaced in one place.
To make matters worse, other units wanted some of the parts for their own shit. If you can believe it, the names of the parts on their lists were totally different, because this guy was only in one place—the bosses hadn’t noticed him yet, so other units were behind the curve.
Their lists had little in common with the ones we were working with. This guy’s heroic effort to make things simple meant that when we were over there & had to look at their ridiculous charts only ones able to make any sense of the instructions were the ones on the job for a long time.
But this guy was pretty new. He called himself a "Supply Specialist". We thought he was manic. But without his help, stocking all the parts would be a huge headache.
Not that it was easy, by any means. The spare parts were usually ordered when the Helicopter was in the initial stages of being used. Some of them were new & untested designs. Some were stored in an area too remote for us to access.
According to this guy, all hell would break loose if items were added to the list late, or if no one had thought about needing them in bigger quantities. He said a lot of the changes were unanticipated because the initial requirements were entered by someone during initial testing of Helicopters that had no prior history of being used in real missions.
This guy had figured out how to ease the pain somewhat by dealing with the suppliers who were always bitching about specs changing & getting lost in paperwork when they assumed everything was all complete. The wanted more money from us, but this guy had no problem telling them all to Fuck Off.
For decades, the Spare Parts lists were created by an out of date process done mostly by hand. When the lists had to be modified the process wasn’t any better. Probably even worse.
But this guy figured out how to reduce miscommunications with the suppliers & speed up the whole operation. The internal paperwork was always messier than shit. Some of the most serious, glaring mistakes usually escaped detection.
All it took was some damn fuckup at headquarters to result in misidentified parts that had no potential to actually be used productively on our helicopter & the money always would come out of our pocket.
We were pretty fucking far from being pleased as punch with the excuses that we always got from the suppliers that didn’t have to rely on the Helicopter actually being useful to the mission.
While we were working out butts off to get the Helicopter mission sequence ready, this guy was the only one to actually be ready to deal with spare parts issues day in, day out so we got to appreciate him eventually. He made it his priority.
But when he got rolling, his enthusiasm was pretty tough to deal with. He insisted that we create special spaces designated as exclusive zones for everything we could possible need if disaster struck.
But the suppliers hadn’t even gotten around to start making some of the shit, much less get it delivered for our mission.
We could get some parts that would work in a pinch, but the suppliers were more concerned with units that had more money than we did, as well as newer equipment if you can believe it. Several of our most critical items were not a priority for them at all.
But none of that would faze this guy, he was hell-bent on succeeding & getting promoted if he could just get noticed. It was a classic case of "My mind’s made up. Don’t feed me anymore bullshit than I can handle" he would always say.
All appeals would be summarily dismissed out of hand. He probably actually believed he was the one in charge. The only thing left to do was to just give up & agree with him. But there is always more to the story. We will get to that another day. Another place & time.
Top 30 Comments to get you through your Workday without Scratch & Rescue Sticky Situations:
1. Work Order Multi-tasking can be a good thing. Time is money.
2. Connect. Work Together. Talk. Create. We will track all your Work Orders for you.
3. Use our dispatch Work Order platform to build & maintain your contacts.
4. Seamless team Work Order dispatch is our expertise. Let us Engage your contractors.
5. Look no further. We’ll help you find contractors for your Work Orders.
6. Nobody likes being left out of Work Order groups. But sometimes it’s necessary to restrict access to some groups.
7. Tired of paper documents, faxes & dated filing systems for your Work Orders? We feel your pain.
8. Make your Work Order connections meaningful. Communication is key. Quote Contracts. Collaborate. Build.
9. The ease of knowing all your Work Orders are in one place. We’ve got your back and your files.
10. Construction of Work Orders shouldn’t be headaches. They should be clearly communicated.
11. Give everyone access, but only show them what you want. Generate Work Order Flow Charts for your team with Seamless dispatch services
12. We’ll keep everyone up to date on Work Orders. No excuses.
13. Let the contractors know exactly what you want for Quote Dispatch. Avoid Work Order miscommunication.
14. Toss away your pencil & paper. We organise your Work Order submittals for you.
15. It’s easier with Our Routing Application. Logs keep your Work Order Processes transparent.
16. Communicate quickly with your Work Order Architects. Share blueprints & drawings
17. Work Order Productivity is key. Get everyone on the same page.
18. Sharing is sublime. Now share your Work Order Status securely with us
19. Integrate contract quotes & Work Orders w/ Real time visibility over your budget.
20. Easy to setup Work Orders & stay organised. Build a budget that works for you
21. Easy to keep track of your Work Orders & Stay in control of your budget. No more miscommunication.
22. A Complete Work Order picture is worth a thousand words. Contract quote schedules are always in flux. Keep up with the changes.
23. You can still use your current Work Order schedules. We facilitate updates.
24. Stay on top of your Work Order team goals. Allocate, dispatch and Monitor Progress.
25. What’s worse than finding a Work Order problem? Not fixing it. Stay on Track.
26. Just finished a Work Order construction meeting and need to get information out quickly? Routing status updates is Key to Success.
27. Don’t worry if you can’t keep track of all your Work Orders. We’ll do it for you.
28. Set tasks for your Work order construction teams. Dispatch requirements to finish To-Do Lists
29. Toss your paper timecards in the trash. Request for Work Order Information receipt made easy.
30. Work Order project schedules are always in flux. Keep up with the contract Quote changes.
This will solve one of our Major Helicopter Build Problems: How do the features of objects get automatic defined so we can write constraints between them?
Objects are collection of slots representing either attributes or techniques to be performed by Work Orders. Specific helicopter builds constructed by instances of predefined functional systems create instances of specific objects & define multiple constraints that relate the functional & spatial attributes composing the helicopter build process.
Availability, Execution & Work Certification is the Feedback Piece of Equipment Status Updates. At the end of the contract assessments we certify the work we did to achieve quality build projects and make sure we completed all the work orders we said we were going to do at the beginning of the process if something happened over the course of the job—for one reason or another—that we need to catalog & Track.
As if we didn’t have enough shit to deal with, the Maintenance/Logistics guidance for the Helicopter Builds provided to us was usually a day late & dollar short—both too general as well as conflicting-- often at odds with directives from command & even established technical manuals. Which assessments were Correct? Many of the issues involved in our work orders could be debated by seasoned engineers & specialists, yet we were forced to make decisions on –the-fly.
Dispatchers are actively engaged in working with Navy to convert existing equipment supply contracts into performance-based standards. Dispatchers strive to clearly describe our basic efforts in terms of measured mission service outputs such as "what, when, where, how many & how well" work order tasks are to be assessed.
Some repair/upgrade overhaul activities occur at time intervals ranging from several months to several years. For primary systems e.g., aircraft, tracked vehicles & ships on work orders, costs should be included in estimates for the years in which they are expected to occur, accompanied by documentation on the cost per event & time interval between overhaul events.
Costs of major fleet mission items that have different repair/upgrade overhaul sequences i.e., structural subsystems such as hull, frame, or airframe; power subsystems such as engines or drive train & electronic/mechanical subsystems such as fire control system, armaments, guidance, or command & control equipment should be estimated & identified separately within work order elements. In some cases, the interval between end item overhauls may be expressed on work orders in terms of system operating hours, not calendar time.
When you do Order Entry w/ Parts Control Tool, process becomes complete solution for Helicopter Mission. You can view status of parts & what equipment is assign to operations. With all this info at your fingertips, Naval forces can better close deals—leading to increased mission success. Plus, if not enough parts on hand, you can recommend substitutes. You can even display a picture of the part or item for improved order accuracy.
Here’s the story. Such Things. Sometimes complicated shit happens at the worst time.
We almost had the build design complete, we had no idea we were in for big problems.
We were undertaking the huge, never-ending task of designing & keeping up new Helicopters for the Force to use & we were in for a shock.
This guy took on the most frustrating problems the Helicopter Mission faced & came up with what you might call a small step towards fixing what had grown into a big mess.
We had all tried to make improvements on the process for months & months on what we thought would be a disaster in the making. What a predicament to be in.
We had a long, mind-numbing list of Spare Parts for the Helicopter that we would need & the manual for ensuring quality & coordination had pages of Bullshit that none of us could read without going nuts.
So this guy had a new way of listing the damn parts that actually had the beginnings of a Logical System, but we were skeptical since we had had to put up with it for so long that we were actually used to it.
He was big on Quality in putting together requirements for the Helicopters, wanting to get the most bang for his buck so he would get promoted quickly.
The New Helicopter was almost ready to go, after what seemed forever to all of us. The unit we were assigned to was very, very busy with operational testing & other matters, not thinking at all about how critical spare parts were going to be to the mission.
But, Shit. We found out fast.
The Helicopter was the first of a new class & someone had screwed up & put this guy in charge of dealing with all the Spare Parts, numbering in the thousands.
Consequences were… Screws, Tubes, Blades, Cockpit Electronics, the list went on & on-- all had to be accounted for somehow. Each damn item was required in different amounts. We soon became familiar with them all because this guy wouldn’t shut up about it.
He went running his mouth whenever we were unlucky enough to run into him. "What if we ran out of this, what if this broke without a replacement— some of the parts were used in a bunch of different places, like standard-sized gaskets, so he insisted that we keep more of those stocked than some of the other things that would just have to be replaced in one place.
To make matters worse, other units wanted some of the parts for their own shit. If you can believe it, the names of the parts on their lists were totally different, because this guy was only in one place—the bosses hadn’t noticed him yet, so other units were behind the curve.
Their lists had little in common with the ones we were working with. This guy’s heroic effort to make things simple meant that when we were over there & had to look at their ridiculous charts only ones able to make any sense of the instructions were the ones on the job for a long time.
But this guy was pretty new. He called himself a "Supply Specialist". We thought he was manic. But without his help, stocking all the parts would be a huge headache.
Not that it was easy, by any means. The spare parts were usually ordered when the Helicopter was in the initial stages of being used. Some of them were new & untested designs. Some were stored in an area too remote for us to access.
According to this guy, all hell would break loose if items were added to the list late, or if no one had thought about needing them in bigger quantities. He said a lot of the changes were unanticipated because the initial requirements were entered by someone during initial testing of Helicopters that had no prior history of being used in real missions.
This guy had figured out how to ease the pain somewhat by dealing with the suppliers who were always bitching about specs changing & getting lost in paperwork when they assumed everything was all complete. The wanted more money from us, but this guy had no problem telling them all to Fuck Off.
For decades, the Spare Parts lists were created by an out of date process done mostly by hand. When the lists had to be modified the process wasn’t any better. Probably even worse.
But this guy figured out how to reduce miscommunications with the suppliers & speed up the whole operation. The internal paperwork was always messier than shit. Some of the most serious, glaring mistakes usually escaped detection.
All it took was some damn fuckup at headquarters to result in misidentified parts that had no potential to actually be used productively on our helicopter & the money always would come out of our pocket.
We were pretty fucking far from being pleased as punch with the excuses that we always got from the suppliers that didn’t have to rely on the Helicopter actually being useful to the mission.
While we were working out butts off to get the Helicopter mission sequence ready, this guy was the only one to actually be ready to deal with spare parts issues day in, day out so we got to appreciate him eventually. He made it his priority.
But when he got rolling, his enthusiasm was pretty tough to deal with. He insisted that we create special spaces designated as exclusive zones for everything we could possible need if disaster struck.
But the suppliers hadn’t even gotten around to start making some of the shit, much less get it delivered for our mission.
We could get some parts that would work in a pinch, but the suppliers were more concerned with units that had more money than we did, as well as newer equipment if you can believe it. Several of our most critical items were not a priority for them at all.
But none of that would faze this guy, he was hell-bent on succeeding & getting promoted if he could just get noticed. It was a classic case of "My mind’s made up. Don’t feed me anymore bullshit than I can handle" he would always say.
All appeals would be summarily dismissed out of hand. He probably actually believed he was the one in charge. The only thing left to do was to just give up & agree with him. But there is always more to the story. We will get to that another day. Another place & time.
Top 30 Comments to get you through your Workday without Scratch & Rescue Sticky Situations:
1. Work Order Multi-tasking can be a good thing. Time is money.
2. Connect. Work Together. Talk. Create. We will track all your Work Orders for you.
3. Use our dispatch Work Order platform to build & maintain your contacts.
4. Seamless team Work Order dispatch is our expertise. Let us Engage your contractors.
5. Look no further. We’ll help you find contractors for your Work Orders.
6. Nobody likes being left out of Work Order groups. But sometimes it’s necessary to restrict access to some groups.
7. Tired of paper documents, faxes & dated filing systems for your Work Orders? We feel your pain.
8. Make your Work Order connections meaningful. Communication is key. Quote Contracts. Collaborate. Build.
9. The ease of knowing all your Work Orders are in one place. We’ve got your back and your files.
10. Construction of Work Orders shouldn’t be headaches. They should be clearly communicated.
11. Give everyone access, but only show them what you want. Generate Work Order Flow Charts for your team with Seamless dispatch services
12. We’ll keep everyone up to date on Work Orders. No excuses.
13. Let the contractors know exactly what you want for Quote Dispatch. Avoid Work Order miscommunication.
14. Toss away your pencil & paper. We organise your Work Order submittals for you.
15. It’s easier with Our Routing Application. Logs keep your Work Order Processes transparent.
16. Communicate quickly with your Work Order Architects. Share blueprints & drawings
17. Work Order Productivity is key. Get everyone on the same page.
18. Sharing is sublime. Now share your Work Order Status securely with us
19. Integrate contract quotes & Work Orders w/ Real time visibility over your budget.
20. Easy to setup Work Orders & stay organised. Build a budget that works for you
21. Easy to keep track of your Work Orders & Stay in control of your budget. No more miscommunication.
22. A Complete Work Order picture is worth a thousand words. Contract quote schedules are always in flux. Keep up with the changes.
23. You can still use your current Work Order schedules. We facilitate updates.
24. Stay on top of your Work Order team goals. Allocate, dispatch and Monitor Progress.
25. What’s worse than finding a Work Order problem? Not fixing it. Stay on Track.
26. Just finished a Work Order construction meeting and need to get information out quickly? Routing status updates is Key to Success.
27. Don’t worry if you can’t keep track of all your Work Orders. We’ll do it for you.
28. Set tasks for your Work order construction teams. Dispatch requirements to finish To-Do Lists
29. Toss your paper timecards in the trash. Request for Work Order Information receipt made easy.
30. Work Order project schedules are always in flux. Keep up with the contract Quote changes.
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