2A6X1 – Aerospace Propulsion
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With Air Force jets, the United States can have a significant aggressive, defensive or humanitarian force anywhere in the world in 30 minutes. It's an ability and responsibility that relies on having planes ready to go at a moment's notice. As an Aerospace Propulsion specialist, you'll ensure our engines are in first-rate operational condition. You'll know the engines inside and out and work on the flight line, in a shop or in a test facility. You'll also work where the jets are, whether that's in the United States or abroad. From airforce.com.
|ASVAB Required||M - 60|
|CCAF Earned||Aviation Maintenance Technology|
|Base choices||Very diverse|
Aerospace Propulsion is better known as “Engines” or “Jets.” An Engine troop will fix aircraft engines. There are 4 shreds: C, D, E, and H. C shred focuses on heavy cargo aircraft, such as the C-17 or C-5. D and E shred focus on fighters, like the F-15E and F-16’s. H shred is for turboprop/turboshaft engines, typically C-130’s but also HH-60 helicopters.
What an average day is like
A day in any maintenance career depends on what your workload is like. As a 3-level (just out of tech school) you’ll most likely work on the flightline, which is where planes are kept when not in use for their mission. Flightline maintainers have a very dynamic work schedule. If your shift is “catching,” which is when a plane lands, you’ll be performing post-flight inspections with other maintainers and doing any necessary repairs or servicing for the engines. If there isn’t engine work, it is encouraged to get involved in other career fields. The more diversified your abilities in maintenance, the better.
Engine troops are a breed all of their own. They’re not “nerds” like communications specialists, but they are still specialists, unlike crew chiefs, who handle more general tasks on an airplane (tire servicing and toilet maintenance, to name a few.)
Maintenance culture is not for everyone. Due to the more busy and irregular schedule, maintainers tend to have to “wind down.” Usually this is done by smoking and/or drinking. Not that there’s anything wrong with those things. They’re not required or expected per se, but they are common.
Pending your shred, you’ll spend 2.5-3 months at Sheppard AFB, TX. The city, Wichita Falls, is of moderate size. Most tech school students will complain about it, but it isn’t that bad. Enjoy going to Buffalo Wild Wings or the local strip clubs on the weekends. The workload is simple, and the course teaches a lot in a relatively short amount of time.
Career Development Courses (CDCs)
There are 5 volumes of CDC’s, with open book tests at the end of each and an End of Course test after all 5 have been completed.
Aviation Maintenance Technology
Engine run school is a TDY (temporary travel) available after you have some experience, as well as the constant opportunities to become an instructor for on-base training or in AETC (Air Education and Training Command).
Ability to do schoolwork
Given the irregular schedule, school can be hard to balance. Most supervisors will try to work with you, but it gets difficult.
To work on the flightline, you need a “secret” clearance, which is pretty standard. This shouldn’t be an issue for most people.
Essentially any base with airplanes. Some newer aircraft, like advanced fighters and drones, are still worked on by contractors. Other than those (which typically have other planes you can work on anyway) you are kind of at a wild card. Most shreds to have typical first assignments though. Remember, these are just very small examples. These are not your only options.
C Shred: Minot AFB, ND
D Shred: Mountain Home AFB, ID
E Shred: Whiteman AFB, MO
H Shred: Cannon AFB, NM
Generally deployments drop every few months, and last between 4 to 6 months. Expect to work hard, but it’s worth it with the financial benefits, as well as sense of pride.
Mechanics are paid very well in the civilian world, and having experience on advanced military aircraft is always a plus when seeking employment.
Videos about the job
Here is a tech school video
This is a newer video, again from Sheppard.
revision by SilentD13S/ROTC Cadre— view source
By Anne Fisher, contributor
FORTUNE — Dear Annie: I am an engineer by training, currently running a big chunk of North American manufacturing for a global Fortune 500 company. Recently, the head of my division has been sounding me out about moving either to Spain, to tackle some productivity issues at a couple of plants we have there, or else to one of several Latin American countries where we are starting up new ventures. (I assume that these particular options are on the table because I’m of Hispanic extraction and already speak fluent Spanish.)
I’m having trouble deciding whether to jump at either of these offers, and if so, which one. Moving overseas for a year or two would certainly be challenging and interesting. But friends of mine, who took similar assignments and later regretted doing so, warn me that I’d be “out of sight, out of mind” back at headquarters and that this would ultimately trip up my career. What do you think? — Not Packing Yet
Dear Not Packing: No question about it, this is a complicated decision, and one that more and more managers are facing. The number of employees sent abroad rose last year for the first time since 2006, says a study from Brookfield Global Relocation Services called the Global Relocation Trends 2011 Survey Report . According to the study, a record-setting 61% of companies around the world expect to ship more managers to foreign shores in 2011.
Those globetrotting managers may have an edge over their stay-at-home peers. International experience is “more frequently becoming a prerequisite” for top-level executive jobs, notes Mansour Javidan, dean of research at international business school Thunderbird’s Global Mindset Institute.
Recent studies suggest he’s right. Executive development consultants Healthy Companies International, whose clients include Intel (INTC), Northrop Grumman (NOC), Johnson & Johnson (JNJ), and Boeing (BA), examined the career paths of C-level managers at Fortune 100 companies and found that more than 7 out of 10 have held management jobs in foreign climes. That’s up from fewer than 5 in 10 a decade ago.
“In many big companies now, you need at least one substantial international assignment if you want to climb the executive ladder,” says Bruce Raines, CEO of New York City executive search firm Raines International.
Before you start packing, however, consider a couple of important caveats. First, not everyone is cut out to thrive in an unfamiliar place. The Global Mindset Institute has identified three main traits that successful expats share (and a quiz that companies can use to determine whether overseas candidates have them).
The three predictors of effectiveness in a foreign assignment: Solid knowledge of the workings of international business and a capacity to quickly absorb information; openness to different cultures and a knack for adapting to new customs and mores; and “social capital,” defined as the ability to bring people together, create alliances, and influence others who are culturally or politically different.
Without all three of these skills, says Mansour Javidan, “people come home before their contracted time, or they don’t achieve their goals. Business is lost, and professional and personal relationships can be damaged.” So can a manager’s career.
Before you accept an overseas gig, make an honest inventory of your strengths and weaknesses in those three areas, and don’t hesitate to ask HR if training is available to help you prepare for your new role. At most big global companies these days, it is.
The fact that you already speak Spanish should give you a big leg up. “All managers who take an overseas assignment must learn the language and study the culture,” says Bruce Raines. “I can’t stress that enough, and Americans in general tend to be slower off the mark in this regard than managers from other countries.”
As for your fear that you’ll be “out of sight, out of mind” at headquarters, Raines says you needn’t worry too much: “Before the Internet, people sent overseas were isolated. Now, with Skype, videoconferencing, and all the other technology that’s available, you’re never really out of touch.”
That’s not to say that going abroad poses no risks to your career. You say that your division head has mentioned sending you abroad for “a year or two.” Raines says one hazard he has often seen arises when that year or two turns into five or six.
“This happens a lot,” he says. “By the time you do get back, after a long stint abroad, the organization has changed so that there’s no comparable job for you. So you either take a step down or leave the company.” Gulp.
To be on the safe side, Raines urges you not to take an overseas assignment “unless it is one that will help your career even if you end up leaving your current employer.”
Raines recommends that you try to gain direct responsibility for the company’s bottom line in as large a region as possible because you can transfer those skills to other companies.
Choosing whether to go to Spain or to Latin America, Raines adds, largely depends on your feelings about risk.
“If you’re very entrepreneurial, emerging markets — including Brazil, the rest of South America, Viet Nam, Moscow, China — are the frontier. You can build a huge reputation as a sharpshooter and move up quickly.”
If you’re more conservative and risk-averse, on the other hand, “you may do better in Europe or another established market, where there are already established procedures and a track record.”
One more thing: If you do decide to make the leap, check out Expat Info Desk, a site run by seasoned expatriate George Eves that offers a wealth of wisdom on everything from relocating your pets to hammering out a workable expat employment contract.
Vaya con Dios!
Talkback: If you’ve worked overseas, or have relocated employees to foreign countries, what advice would you give anyone considering an international assignment? Leave a comment below.
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