SIGLA AAR

Forma legala / Formal Registration

The Romanian Aerospace Association is a not-for-profit registred organization.



I like very much to communicate. That is because communication means to better know and understand each other. Born and raised on a small country farm at about 150-km from Romania’s capital city, Bucharest, my roots lay in rural country. I was attracted by keen sensitivity to nature, down-to-earth practicality combined with fervent idealism and poetry. I always wanted to see what was over the next hill and I also was a voracious reader and thus largely self-educated, gregarious and deeply interested in people. My first beginning to a flying job was some fifty-five years ago, if one counts from July the 27th, 1950, my birth date. Before venturing off into the wild blue yonder, and a dream to blossom and become fruitful, apparently it all started at about three years of age, with looking into the sky for any strangers to come down from their flying machines. Graduated my primary school at that farming village and continued it, and added secondary school studies in the nearby town of Buzãu, and aviation training for particularly the flying profession followed (that is an other three-year period of training time).

"The human factor will decide the fate of war, of all
wars. Not the Mirage, nor any other plane, and not the screwdriver, or the wrench or radar or missiles or all the newest technology and electronic innovations. Men—and not just men of action, but men of thought. Men for whom the expression 'By ruses shall ye make war' is a philosophy of life, not just the object of lip service."


Born in 1952 (April 17th), raised in a mixture of rural village and provincial town, Mr. TINEL CONSTANTINESCU has graduated as engineer at Universitatea Tehnică „Gh. Asachi” in Iași. He has previously graduated at Colegiul National "Costache Negruzzi" , Iasi. Mr. Constantinescu Tinel always had a keen interest in aerospace science, engineering and paranormal human behaviour... He is a real friend when you are in need, scrupulous entrepreneur, with huge attention payed to the detail and a very young spirit.

Digital clock - DWR


The words ‘manager’ or ‘boss’ and ‘leader’ are not synonymous. The differences are sometimes subtle, sometimes great. Warren Bennis, an American leadership guru, has written many books on the topic. Bennis defines the following differences between managers and leaders: The manager administers, the leader innovates. The manager is a copy [of other managers], the leader is an original. The manager maintains, the leader develops. The manager focuses on systems and structure, the leader focuses on people. The manager relies on control, the leader inspires trust. The manager takes a short-range view; the leader has a long-range perspective. The manager’s eye is always on the bottom line, the leader’s eyes are on the horizon. The manager does things right, the leader does the right thing.

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vineri, 26 octombrie 2012

The autopilot


The autopilot has to be one of the greatest inventions to come down the pike for pilots. The first plane I owned (actually I owned half of it), was a 1969 Cherokee 180D, N7728N, and it had a very rudimentary autopilot. It could hold a heading that I set with a moveable “bug” on the directional gyro. It wouldn’t hold altitude, and it sure wouldn’t fly an instrument landing. But just the ability to hold heading was a great thing to have, especially when flying alone in the clouds. It allowed me to consult my maps without worrying about drifting off heading or entering a gradual spiral.
The autopilots in modern jet aircraft can fly the plane from shortly after takeoff all the way to landing. But contrary to the image that many people have, it’s not just a matter of pressing a button, then forgetting about it (despite the old pilot’s joke when engaging the autopilot, “Let George fly it.”) In truth, the pilot tells the autopilot what to do throughout the flight by setting inputs for both the lateral and vertical modes.
The minimum altitude at which the autopilot may be engaged varies among airlines. My company’s minimum is 200 feet, but I don’t think I’ve ever seen a pilot engage it that low. Occasionally I’ll see someone engage it by 1,000 feet, but most pilots hand-fly the plane until much higher, often above 18,000 feet.
Otto, the inflatable autopilot from the movie "Airplane."
Once engaged in LNAV (lateral navigation), the autopilot will follow the entire flight plan that’s been loaded into the plane’s computer. The third dimension, altitude (vertical navigation, or VNAV), will also be flown according to the flight plan, but no altitude change occurs until the pilot sets the desired altitude on the mode control panel (the “dashboard”).
The autopilot does an excellent job of delivering a very smooth flight, and its use frees up the pilots to manage and monitor the flight. For the majority of the flight, the pilots’ involvement in flying the plane is initiating altitude changes, occasionally deviating from the planned flight path (e.g. due to weather) by flying in heading mode (as opposed to LNAV mode), and making changes to the stored flight plan in response to clearances from ATC (e.g. “You are cleared direct to Albany” or “After Brickyard, proceed direct Wilkes-Barre VOR”).
Most pilots will turn off the autopilot and hand fly the approach and landing. I’ve occasionally clicked it off as high as 20,000 feet, but usually I’m somewhere below 5,000 feet. Many modern planes have autoland capability, the ability to fly an ILS right down to landing. Using this feature is not just a matter of watching it happen. The pilots must configure the plane with flaps and landing gear, as well as ensuring that it slows to the proper speeds.
You might think we’d use this capability a lot, but most pilots like landing the plane themselves, and I’ve only used autoland one time in a real-world situation of very low visibility (fog at LAX; we could barely see the taxiway lights after landing as we made our crawl to the gate). Sometimes our flight plan will contain a remark from the dispatcher asking us to perform an autoland in order to keep the plane certified for this capability, and in this case we will grudgingly comply if the winds and runway in use allow it. We always remain ready to take over in case it doesn’t perform satisfactorily.
Lately, there’s been some concern that reliance on automation is eroding the basic skills of pilots. There is some truth there. My first airline job was flying the Jetstream 32, a 19-seat turboprop. I remember being amazed that it had no autopilot whatsoever, not even something as simple as a bug tracker like the one I had in my Cherokee 180. I hand flew that plane for five years, and I can honestly say that my flying skills and instrument scan probably peaked during that time. Hand flying five to eight legs a day, down low in the weather in the northeast corridor, will hone one’s flying skills.
Contrast this with my situation a couple of years ago, when I was on a steady diet of international flights. I would fly four trips a month, for a total of eight ocean crossings. With a three-man crew, I would be lucky to be the flying pilot on three of those flights, and often I would only get two takeoffs and landings in a month. In my turboprop days, I would sometimes get twice that number in a single day.
But the thing is, if you reach a certain experience level you’re not going to forget the basics, just like riding a bike. The problem today is that pilots new to the industry are starting right out in very sophisticated jets with glass cockpits, and, of course, a fully capable autopilot. The training focuses on using the automation, and less emphasis is placed on hand flying and the use of raw data. For a generation raised on computers and video games, mastery of this equipment comes quickly. But I sometimes wonder if the stick and rudder skills are there.

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ROMANIAN AEROSPACE ASSOCIATION


The Romanian Aerospace Association is a Romanian incorporated non-profit organization.
Here are some of the RAA's short and long term goals:
·
To be a strong voice in the aerospace field of activity.
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To promote knowledge and uphold a high standard of knowledge and professional efficiency among aerospace enthusiasts.
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To closely cooperate with authorities and institutions concerned with aerospace training, industry and business.
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To sponsor and support the passage of legislation and regulations which will increase and protect the safety of air navigation, to promote safety.
·
To support the way forward for a comprehensive air passenger right policy.
·
To approach the small and large companies of the sector.
·
To optimize resources and efforts.
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To serve as springboard to develop the training in the aerospace sector.
·
To serve as negotiator and spoke voice to the various Administrations.
·
To achieve a greater implementation of the air companies in the training of the own staff.
·
To accomplish diffusion campaigns of the officially regulated courses to students in order to attract and get future training.
·
To extend the acceptance capacity of the students.
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To arrange training courses in the facilities of the air companies.
·
To improve the continuous training of the teaching staff.

STRATEGIC DIRECTION


Dear Aerospace Colleague,

The information you are about to read is for you - the RAA member - at the head of today's corporation (i.e., for the strategist, the leader, the motivator).
Now you can join a select group of professionals who have excellent experience and exclusive insights into theoretical and practical aerospace science. The aim of this unique gathering of expertise is to help you develop, implement and maintain effective strategies for survival and growth in increasingly competitive markets. Of course globalisation, e-commerce and lightning speed of change have revolutionised the aerospace business world tremendously. For today's senior manager, effective strategic thinking is the difference between company success and failure.
I invite you to cooperatively find out how to:
· Create a corporate culture
that encourages innovative strategic thinking and values the experience of more conventional planners/strategists.
· Overcome resistance to change
and get your whole company behind new strategies when they are agreed.
· Evaluate the benefits and risks of strategic alliances and joint ventures.

· Make your strategy more flexible - so changes can be agreed and implemented more easily.
· Build a strategy that encourages knowledge management
and information exchange and enables all employees to access your corporation's "collective brain".
· Involve all core functions
in the strategy-planning process.
· Build strategies that maximise stakeholder value.

·
Get managers to think and act strategically.
·
Re-shape your organisation's hierarchy, business process and use of teams.
· Gather and use competitive strategic intelligence
ethically, but effectively.
The aim of the RAA is to give you FREE networking and information service with your membership.
I'm convinced you'll come to depend on RAA for more guidance on how to create and implement effective strategies for your company's survival and growth. Reserve your application form today!

Yours sincerely,

Doru Vârlan

P.S. Strategic Direction is one of the most exclusive (and most expensive) strategy briefings project the RAA aims to get alive. I do hope you will try it for yourself.


Mission of Romanian Aerospace Association

- To organise high level aerospace events & summits internationally

- To provide the bridge between aviation professionals and new networks and opportunities

- To enhance the exchange of information and knowledge in the aerospace industry

- To establish a forum for information and professional networking

- To promote aerospace professionals and institutions nationally & internationally

- To identify new business opportunities

- To provide the forum for national & international aerospace networking and debate

- To contribute to the education of both the aerospace novice and professionals as well

- To explore local and international knowledge and understanding

- To be the ideal international network of information exchange and collaboration