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Manufacturing Engineering Education includes original and unpublished chapters that develop the applications of the manufacturing engineering education field. Chapters convey innovative research ideas that have a prodigious significance in the life of academics, engineers, researchers and professionals involved with manufacturing engineering. Today, the interest in this subject is shown in many prominent global institutes and universities, and the robust momentum of manufacturing has helped the U.S. economy continue to grow throughout 2014. This book covers manufacturing engineering education, with a special emphasis on curriculum development, and didactic aspects. - Includes original and unpublished chapters that develop the applications of the manufacturing engineering education principle - Applies manufacturing engineering education to curriculum development - Offers research ideas that can be applied to the work of academics, engineers, researchers and professionals
This two-in one resource includes the Tactical Commanders and Staff Toolkit plus the Liaison Officer Toolkit. Defense Support of Civil Authorities (DSCA)) enables tactical level Commanders and their Staffs to properly plan and execute assigned DSCA missions for all hazard operations, excluding Chemical, Biological, Radiological, Nuclear, high yield Explosives (CBRNE) or acts of terrorism. Applies to all United States military forces, including Department of Defense (DOD) components (Active and Reserve forces and National Guard when in Federal Status). This hand-on resource also may be useful information for local and state first responders. Chapter 1 contains background information relative to Defense Support of Civil Authorities (DSCA) including legal, doctinal, and policy issues. Chapter 2 provides an overview of the incident management processes including National Response Framework (NRF), National Incident Management Systems (NIMS), and Incident Command System (ICS) as well as Department of Homeland Security (DHS). Chapter 3 discuses the civilian and military responses to natural disaster. Chapter 4 provides a brief overview of Joint Operation Planning Process and mission analyis. Chapter 5 covers Defense Support of Civilian Authorities (DSCA) planning factors for response to all hazard events. Chapter 6 is review of safety and operational composite risk management processes Chapters 7-11 contain Concepts of Operation (CONOPS) and details five natrual hazards/disasters and the pertinent planning factors for each within the scope of DSCA.
Joint Vision 2020 is the conceptual template for how we will channel the vitality of our people and leverage technological opportunities to achieve new levels of effectiveness in joint warfighting.
"In the conference report accompanying the National Defense Authorization Act for Fiscal Year 2017, Congress expressed concern that the U.S. Department of Defense (DoD) "does not sufficiently incorporate data into its acquisition-related learning and decision-making" and asked six questions about "the use of data analysis, measurement, and other evaluation-related methods in DoD acquisition programs." In this report, the authors decompose and measure acquisition functions, data governance, and training to assess how data and associated analytics support DoD acquisition decision making. The authors found that the DoD is applying a breadth of data analytics to acquisition. Capabilities range from simple data archives and plotting to archives integrated with commercial analytic tools. The DoD has implemented an array of data governance and management practices, but major challenges remain, including a culture against data sharing and concerns about security and oversight burden. Some commercial breakthroughs in advanced analytics sound promising for DoD acquisition, but some might not be applicable; research is ongoing. Advancement should include developing a data analytics strategy across acquisition domains, expanding data governance and data sharing, and continuing to expand and mature data collection, access, and analytic layers. Also, mechanisms are needed to authorize and ensure protected access to data for both the DoD and external analysts. Improved incentives and understanding of data analytics could encourage decision makers to make better use of capabilities" -- Publisher's description.
Unmanned aircraft systems (UASs) have become increasingly prevalent in and important to U.S. military operations. Initially serving only as reconnaissance or intelligence platforms, they now carry out such other missions as attacking enemy forces. The swift expansion in their numbers and in the demand for their employment has, however, significantly increased demands on logistics and training systems. The challenge is not simply training system operators but also training operational forces and their commanders to integrate the systems into combat operations. Much of that aspect of training has thus far happened as units employ the systems in actual operations - essentially, on-the-job training. UAS training, particularly for the employment of UASs, now needs to be integrated more formally and cost-effectively into service and joint training programs. This report develops a general concept for training military forces in employment of UASs and a framework for addressing the training requirements and discusses the limits of existing infrastructure in supporting UAS training. Interoperability among services is another issue, because services have thus far mainly developed training suitable for their own needs. But the services have established a set of multiservice tactics, techniques, and procedures for UASs, which should facilitate interoperability training. At present, units are not always ready for joint training, so the focus should be on improving training at the unit level in the employment of UAS capabilities, with the overall guiding principle being to "train as we fight."
The Department of Defense is likely to face years of declining resources as the U.S. government grapples with fiscal challenges. These challenges affect every account, including those associated with surface ship maintenance and operations. At the same time, there has been widespread concern that surface ship materiel readiness is declining due to a high pace of operations and a sense that there have been many instances of deferred maintenance. The need to balance fiscal reality and a continued need for ready ships is likely to be an ongoing challenge. At the request of the Assessment Division of the Office of the Chief of Naval Operations, this report: (1) determines the impact on long-term fleet readiness, Operational Availability (Ao), and Expected Service Life (ESL) caused by near-term reductions in Operations and Maintenance (O&M) accounts; (2) recommends potential strategies to minimize negative impacts to Ao and ESL and maintain the largest, most capable fleet possible; (3) develops a maintenance requirement concept, per ship class, that supports ESL, but allows for some risk within the maintenance strategy; and (4) defines the risks to Ao and ESL resulting from the new requirement. The methodology could be applicable to multiple ship classes.