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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joi, 15 noiembrie 2012

Grumman-X29




The No. 2 X-29 technology demonstrator aircraft is seen here during a 1990 test flight. At this angle, the aircraft’s unique forward-swept wing design is clearly visible. The X-29 was flown by NASA's Ames-Dryden Flight Research Facility (later redesignated the Dryden Flight Research Center), Edwards, California, in a joint NASA-Defense Advanced Research Projects Agency-Air Force program to investigate the unique design's high-angle-of-attack characteristics and its military utility. Tufts -- small strips of cloth attached to the surface of the aircraft to visually study the flow of air over the aircraft -- can be seen on the aft fuselage, wing, and tail surfaces of the X-29 in this photo. Angle of attack, or high alpha, refers to the angle of an aircraft's body and wings relative to its actual flight path. This aircraft was flown at Dryden from May 1989 until August 1992.


File:Grumman X-29 outline.svg

File:Grumman X-29 Cockpit.jpg

Top aerial view of white jet aircraft banking left in-flight. It shows the aircraft's forward swept wings, and trapezoidal canards located just aft of the canopy

File:Grumman X-29A USAF.jpg

Reverse airflow-forward-swept wing vs aft swept wing. On the forward-swept wing, ailerons remained unstalled at high angles of attack because the air over the forward swept wing tended to flow inward toward the root of the wing rather than outward toward the wing tip as on an aft-swept wing. This provided better airflow over the ailerons and prevented stalling (loss of lift) at high angles of attack.

X-29 Demonstrator Technologies

X-29 diagram
Vortex Flow Control
In 1992 the U.S. Air Force initiated a program to study the use of vortex flow control as a means of providing increased aircraft control at high angles of attack when the normal flight control systems are ineffective.
The No. 2 X-29 was modified with the installation of two high-pressure nitrogen tanks and control valves with two small nozzle jets located on the forward upper portion of the nose. The purpose of the modifications was to inject air into the vortices that flow off the nose of the aircraft at high angles of attack.
Wind tunnel tests at the Air Force's Wright Laboratory and at the Grumman Corporation showed that injection of air into the vortices would change the direction of vortex flow and create corresponding forces on the nose of the aircraft to change or control the nose heading.
From May to August 1992, 60 flights successfully demonstrated vortex flow control (VFC). VFC was more effective than expected in generating yaw (left-to-right) forces, especially at higher angles of attack where the rudder loses effectiveness. VFC was less successful in providing control when sideslip (relative wind pushing on the side of the aircraft) was present, and it did little to decrease rocking oscillation of the aircraft.



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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.
·
To promote knowledge and uphold a high standard of knowledge and professional efficiency among aerospace enthusiasts.
·
To closely cooperate with authorities and institutions concerned with aerospace training, industry and business.
·
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.
·
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.
·
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