“When you complain, you make yourself a victim. Leave the situation, change the situation, or accept it. All else is madness.” 

— Eckhart Tolle 

“When you complain, you make yourself a victim. Leave the situation, change the situation, or accept it. All else is madness.” 

— Eckhart Tolle 

Thus, there are complainers, and there are doers. Aviation Technical Services (ATS) is aware of the workforce situation, but Everett, Washington’s successful commercial airline MRO facility is doing something about it. The company’s hangar can house ten Boeing 737s indoors. Seth Jacobsen, director of technical training and AMT development, said he loves it when people first tour ATS because of its size. Although smaller than the Boeing Everett plant, it is still massive. As a maintenance repair and overhaul (MRO) shop, they need many maintenance technicians and mechanics on staff to conduct work. 

Chief People Officer Dayna Eden had a long healthcare career before entering the aerospace industry. She feels that from a human resource perspective, healthcare and aerospace have much in common through “quality, safety, and compliance.” She said ATS customers are commercial airlines that must follow aircraft maintenance schedules with oversight from the FAA. Additionally, they conduct work to overhaul aircraft when airlines need to replace seats, Wi-Fi, lavatories, etc. 

Public Relations Manager Sherry Bergstrom added, “Maintenance work scopes grow as the aircraft ages.” ATS maintains narrow-body aircraft, primarily Boeing 737s, and parts for both narrow and wide-body aircraft. They also can conduct airframe modification work for wide-body aircraft outside the facility utilizing tent structures. They also have mechanics in Moses Lake who handle custom interior work for VIP aircraft. Bergstrom stated that they also do Airbus airframe maintenance for the A320 family. She said that being next to Boeing facilitates access to technical data. 

Eden commented that many customers are commercial airlines, but they also work for government, cargo, and charter operators. 

Bergstrom noted that the latter work allowed them to keep employees busy during the pandemic when commercial airlines were barely flying. 

From a hiring perspective, Eden observed, “I think hiring principles are generally consistent across most industries. You are looking for someone who will add to your culture and complement your existing team. What’s different is the drastic shortage of aircraft technicians. I didn’t have anything of the same scale in healthcare. It’s a huge challenge.” 

Eden said she loves “coming to work every day to work with a talented team of HR professionals who share a passion for creating a great workplace. It’s a team effort and a joy to work with the people I work with across three states.” 

ATS has about 800 employees and contractors in Everett, with about 50 in Moses Lake. They have 1300 employees between Kansas City, Missouri, and Dallas/Fort Worth. “We primarily need aircraft technicians at every level, including those with zero experience to those with 20-plus years of experience. We also have quite a few openings in logistics and procurement,” Eden observed. 

From a skill set perspective, aircraft mechanics utilize an in-house apprenticeship program. ATS will take “those with an interest and aptitude for working with their hands, but they don’t need experience. We also need people with avionics and flight control experience.” She said there is a balance between having master leads and apprenticeships, so they have people to conduct training and manage apprentices. 

Retirements and the aging workforce continue to be challenging, particularly in the aerospace industry. Eden remarked, “We will do almost anything and everything to find candidates.” 

To that end, they have partnered with Sno-Isle TECH Skills Center in Everett for training through their apprenticeship program. Kareen Vincent, aerospace maintenance and manufacturing program instructor with Sno- Isle, works with high school youth in the program. She has been with the school since 2018 but was previously in a naval contract, and with Boeing in Everett. She said, “To become an aircraft mechanic, you must get certified in airframe and powerplant (A&P).” She teaches physics and math to the apprentices, and then they go to ATS for supervised instruction. She said they become certified at ATS while earning a living wage. “High school students are earning (while) job training. It is a win-win for everyone involved. That’s what’s so amazing for a company like ATS, and they are growing capable human beings.” 

Vincent said they have 24-28 students per session and average about 54 students per year who complete the program. She noted that many students learn about the program as early as 8th grade or sooner, depending upon older siblings. Also, Sno-Isle offers classes every summer where younger students can earn a half credit. With 24 programs, youth have many opportunities to gain an introduction to different careers. 

Vincent stated that she is motivated to help today’s youth: “When I was in high school, no one believed in me. I had no mentors.” She explained that she doesn’t want others to go through the same difficulty. She added that many kids don’t “gravitate to the trades” but that “a place like ATS gives you everything in one shot, including a pathway to a federal license. You can’t lose.” She concluded, “I’ve never seen a bigger group of eager children in my life; I’m so glad to be a part of it.” 

Jacobsen also draws inspiration from the work of training the next generation of aircraft mechanics. He’s been with the company for five years and said, “I like watching our apprentices grow and succeed. That is hands-down the most fun. We have had quite a few graduates, and (they are) getting certificated; it is really, really fun.”

Jacobsen came from Horizon Air as an A&P mechanic. He mentioned he’s been in many roles over the years, but all in maintenance. He said, “There are not enough skilled aircraft mechanics to go around. We have an apprenticeship program to train those who don’t have those skills. We train them ourselves.” 

He explained that all new hires at ATS undergo a two-week initial training to learn MRO fundamentals. They go through what it’s like to be on the floor, read and understand tasks from the Boeing manuals, understand the aircraft parts, safety wiring, riveting, etc. “They are comfortable when they walk out on the factory floor.” 

ATS does some aftermarket modifications for Boeing, and their location is handy for conducting routine maintenance on aircraft because it is an aerospace hub. “Everything arrives here by air, but they don’t all fly to Paine Field. Sometimes, if they go to SeaTac, the aircraft will fly to Everett for maintenance,” Jacobsen said. 

“The most satisfying part is seeing apprentices succeed. They will go through the program, graduate, and then move to master mechanics.” He loves hiring former apprentices as instructors in his department. Three employees in the department have been former apprentices. He said that is proof of the apprenticeship process — to take people to the state of leadership and instruction for others. He added, “We have had people go on to master and lead mechanic’s roles, which is a continual feedback loop from apprentice to leadership.” Most trainees are very excited about the training in the large factory environment. The lead walks trainees onto the aircraft on the first day. “There is an awe factor,” Jacobsen said. 

He concluded that people should consider careers in MRO because there is always something to learn and a way to grow. Many career options exist, and “You never get bored.” There are long-term employees with the company — some have worked 30 to 40-years there. He said people see the company as being like a family, and that encourages people to stay, “It is a great place to work, a great place to start a career, and a great place to grow up long-term.” 

ATS has graduated 150 apprentices in its program since they started, and approximately half have become certified with the FAA. 

Eden added that they partner with Everett Community College, local military resources, AJAC and ATEC. “We are constantly looking for hiring sources and partnerships.” Their director is charged with fostering partnerships with external organizations and she noted that they would also like to add more women to the company. 

She observed that about 11 percent of their workforce comprises former military personnel or active reservists, but that more work needs to be done to enable easier transitions for military personnel departing to civilian careers. 

Finally, with ATS, the big question aside from hiring, is how to keep employees happy through providing a great work environment. Eden remarked that some of these elements include safe and supportive basics; then there are “nice to have” benefits; and lastly, she emphasized that the “people skills of leadership” are essential. “The soft skills matter to people to make them feel welcome and wanted and cared about.” 

ATS has accepted and done something about the workforce shortage, which seems like a great industry overhaul story! 

Contact 

If interested in a career at ATS visit: www.atsmro.com/careers/ 

For general inquiries, email: info@ATSmro.com 

The post Overhauling Workforce Challenges  appeared first on Northwest Aerospace News.

That’s how many pieces of the Boeing legacy now reside in the new home of the Boeing Archives in Auburn, Washington. 

The new location is the fourth location for the company archives, which have expanded over the decades to house documents dating back to the founding days of 1916. 

The collection includes models of unbuilt aircraft, artwork, materials, models of airplanes built by Boeing and its legacy companies, special collections, manuscripts, artifacts, flat file and file cabinets, plus items yet to be processed. It is the largest collection of aviation history in the world, according to Michael Lombardi, Boeing chief historian. 

Why it matters: Lombardi said the archives provide valuable services to the company beyond preserving its rich and diverse heritage for future generations. 

“We provide the engineering organization with data from past projects and the knowledge of former engineers so that they can build upon that rather than recreate it,” Lombardi said. “Our collections also give us the power of storytelling, allowing us to inspire everyone on the Boeing team.” 

Getting here: Planning for the move began in 2021, including engaging vendors to document, protect, pack, move and unpack every bit of Boeing history stored in the then-current location in Bellevue, Washington. The company also keeps a Douglas Company collection in El Segundo, California, and a McDonnell Corporation collection in St. Louis, Missouri. 

Boeing Historical Services and Iron Mountain staff worked together to stabilize and box loose materials, label materials by heritage company, create box-level descriptions and then barcode collections at the item, box, cart or pallet level. 

Over the course of six months, at the rate of up to three trips per day of the 25 miles (40 kilometers) between Bellevue and Auburn, trucks brought 306 pallets and 644 carts of treasures. 

Hundreds of aircraft models from the heritage of Boeing, McDonnell Douglas and North American Aviation, including rare models of proposals that were never built, are on display in the Boeing Archives. 

Grand opening: Some passionate stewards of the company’s history – all current Boeing executives – recently visited the new location to tour the state-of-the-art facility and participate in a ribbon-cutting ceremony. 

“We are grateful to the Historical Services team for their careful and thoughtful work to preserve these important artifacts from Boeing’s history,” said Brett Gerry, chief legal officer and executive vice president – Global Compliance. “These archives are a powerful reminder of the long and rich legacy of our company – a legacy that all of us have the privilege and responsibility to honor and build upon every day.” 

According to Greg Hyslop, chief engineer emeritus, “When people ask me what The Boeing Company is, I always say it is a chain of people going all the way back to Bill Boeing. 

“I think when you are here in the archives and see the history preserved you can recognize our proud legacy, and that’s important if we are going to serve that legacy well going forward.” 

The big picture: The features that make the new archives a world-class facility include a simple layout designed for safety and efficiency. 

1. The space is one giant room (14,000 square feet or 1,300 square meters) and a smaller (2,500 square feet or 232 square meters) attached climate-controlled room, which combined contain 180 rows of compact, space-saving shelving that allows easier access to the collection. 
2. The new space is completely enclosed and features highly accurate environmental controls that maintain temperature, humidity and air purity at the standards set by the U.S. National Archives. 

Brian Besanceney, chief communications officer, said “I think the Boeing Archives embody the term ‘living history.’ Yes, it celebrates and preserves our company’s history and the history of aviation, but it’s also an important resource for solving today’s challenges as well as educating and inspiring future generations.” 

“I’m pleased that this new facility will ensure we are protecting and accessing these irreplaceable and unique assets forever.” 

The post Boeing Archives arrives in new home; primed for the future: A move years in the making helps preserve Boeing company history into the next century.  appeared first on Northwest Aerospace News.

During mid-September in Everett, Washington, the most recent RedCabin aerospace summit was held with about 200 attendees. RedCabin also hosts similar summits for automotive and railway in other parts of the world. Monica Wick founded RedCabin, because she had a passion for bringing together the transportation industry in a cohesive and productive manner. She wanted to facilitate more than business card exchange and networking. RedCabin is an amalgam for “cabin” using Car, Aviation, Business, INteriors, while red denotes confidence and boldness. The event started in 2018 and is held in places like Seattle, Germany, and Abu Dhabi to name a few – next year will be in Dallas, Texas at the American Airlines campus. While the locations vary, the participants for the aircraft summits are similar – customer experience and product managers with major airlines, original equipment manufacturers like Boeing and Airbus, designers, engineers, and commercial aerospace suppliers. 

Partners and competitors meet in the middle to discuss their biggest problems and challenges – all unified in the plan to improve customer outcomes. Intellectual property is still respected, but big topics are explored. 

The RedCabin group wants to solve airport stress at the boarding gate. They want to enable those with disabilities to travel more easily and with more humanity. 

They want to resolve “bin anxiety,” so passengers don’t aggressively compete for bin space. They have big ideas, and they have concerns for how to bring them to market in a timely manner. 

Lindsey Maxwell, vice president at Teague (primary sponsor for this year’s event), has had 20 years in the business of solving complex design problems. She said, “Airlines have an opportunity to meet people before, during, and after their journey on the plane.” 

The conference demonstrates true caring for humanity and their desire to travel the world. Its participants realize the many limitations of public transportation and the aviation industry – how to rapidly move people through time and space – and how to manage the labyrinthine obstacles. 

Take Matthew Coder, inflight experience program manager for Alaska Airlines, who attends the conference every few years.

He enjoys seeing the vendors at the conference who are his friends. His motivation in attending is to share ideas and innovate. With this year’s conference, he started with an “open mind” regarding the topics to be discussed. He noted, “Everyone is working in the same space and with the same mindset. Collaboration is the key to innovation; you can’t just sit in a room by yourself and come up with great ideas. It really takes large diverse groups if you really want to innovate the best products.” 

Coder said that some things come to market faster than others, but grassroots ideas can take five or six years. “There are things I am working on now that will come to fruition a little faster, but it is nice to look out. Airlines are so focused on today’s operation, so a small group of us can strategize a little bit and get ahead of it, so that we can have a better experience.” 

Chris Wood, director of FlyDisabled, was on hand to advocate for better wheelchair access to airlines. He has attended most of the RedCabin sessions. “RedCabin is very different than other conferences; it brings people together with innovation and collaboration. There are no sales; it is a chat over coffee with an idea.” One of the main reasons he attends is to encourage making flying more accessible to those in power wheelchairs. Bernadette Berger, director of innovation with Alaska Airlines stated, “Solving the wheelchair service requests is the number one operational challenge.” Through these conversations, she hopes that better innovations will come through automating more processes. Wood said his adult children are in power wheelchairs, and flying has been unsafe. He wants to see inclusivity for everyone in transportation. 

Guy Genney, head of communications with PriestmanGoode, an industrial design agency, was in attendance. “RedCabin is the place where all important conversations in aviation happen.” He said they were both a sponsor and speaker at this year’s event. Their interest was to present topics on accessibility and the future aircraft cabin. They are interested in exploring the next generation of travelers and how that might impact aircraft interiors, including entertainment, seating, communication, and more. “Those born in 2010 have had digital technology throughout their lives, and they will expect it in passenger experience.” He sees the experience as more seamless, from what they use at home to getting on the flight. He said individualization will be “a big part of the journey.” 

Looking to the future, Devin Liddell, principal futurist at Teague, was on hand to share his insights, including how data crunching can lead to artificial intelligence applications that may help passengers. He envisions AI maturing into “hyper-efficient” systems (with) airports and aircraft.” But he said that he wants to be aware of anomalies that will restrict the human touch for non-traditional passengers. That’s why he feels that customization of the passenger experience will improve outcomes. 

“AI has to anticipate dynamic changes in airports and aircraft. In the ideal use scenario, AI will anticipate our unique needs, ‘I’m using a wheelchair, or I’m partially sighted’ … or my unique needs like ‘I always drink ginger ale on a flight.’” Regarding suppliers, AI will predict how many ginger ales might be needed on each flight for example. “Anticipatory superpowers will be great for a lot of passengers.” Liddell recognizes the current drawbacks of AI, but does feel optimistic for the air transportation industry. 

Another idea Liddell shared was regarding how to improve the TSA process. Instead of anticipating and agonizing long lines he suggested that there may be shuttles that complete TSA checks en route from parking direct to the gate, which would cut down on lines. He has further ideas about how the bagging system and check in bags may be reconfigured to ease the process. He said a lot of improvements will be because of AI and the anticipation of passenger needs based upon data tracking. 

Finally, Nikki Matheis, Schneller LLC, is a designer for aircraft interiors in a decorative laminates company. She said that passenger satisfaction is mission critical for them, “where they feel comfortable, at home and relaxed wherever they are traveling — you want to make sure your passenger is comfortable and at home.” They aim to create personalized environments. She cited the anxiety at the airport and how to improve that situation “Onboarding, bigger bins, getting into your seat and having what you need. Using AI to understand your check in and carry-on baggage and communicating with you sooner. If you can get it more systematic and better communicate with people, you can reduce anxiety and improve the experience.” 

Monica Wick, RedCabin founder, remarked that she was very pleased with this year’s event. “I am happy they attended the working groups. The mixture of new topics — looking into the future with new technologies, AI and eVTOLS — they appreciate that we don’t repeat ourselves. The accessibility topic was important, and people enjoy the quality of the speakers and the networking.” She echoed that the event breeds a familiar camaraderie and noted that there were many new people this year. “The aviation interior industry is extremely friendly. It is a big industry but is somehow small when you compare it to automotive. Industry to industry, it is very different. Aviation is a global industry where you travel around the world – (it is an) open-minded audience.” 

The post Innovation and Inspiration at RedCabin Air travel is changing for the better, and participants at RedCabin are creating new paths. appeared first on Northwest Aerospace News.

G Zero is a cool name that is a term from the programming world meaning “rapid movement.” This is indeed an appropriate name for a business providing swift, accurate CNC machining for several industries, including aerospace, which generally have tight timelines. David Hannah, G Zero president and founder, started as an Air Force aircraft mechanic and worked for Northwest Airlines as an A&P mechanic, then moved into management in the machine shop. He also worked briefly for B/E Aerospace (now Raytheon Technologies RTX) in Southern California. He has operated the G Zero company since 2007 in Meridian, Idaho. 

Hannah has worked smart to develop a successful company. Now he enjoys the fruits of his labor, combining business with recent travels to Mexico, Italy, and Iceland — a dream for most entrepreneurs. Learn more about his company, its location, and one of its best investments. 

According to TechHelp – Idaho Manufacturing Specialists, there are around 60 manufacturers in the Boise/Meridian region, with about two dozen identified as serving the aerospace industry. Hannah said they’ve been there for 15 years — G Zero trucks leave the area daily to transport their products to the Tier 1 suppliers they serve in Washington and Northern Idaho. “There’s not a lot going out with the trucking companies, but a lot is coming in,” so he said they get reasonable rates for shipping out products. Hannah said, “Before COVID, aerospace manufacturing was picking up in the Boise area; a lot of people were seeking machine time. It is coming back now over the past six months.” He indicated business is picking up again — they are “a hot spot” for those services, he said. 

Hannah credits his success in the aerospace industry to investing in and adopting ProShop ERP. Paul Van Metre, president of ProShop ERP, said that Hannah’s company uses the core product that all clients use. “They use it highly effectively, and David has done an amazing job of building standardized ProShop processes that other team members utilize (rather than him), which offers him amazing freedom from the ‘task’ of being the shop owner. He can easily check in from anywhere globally via phone, laptop, tablet, etc., and get a finger on the pulse of what’s happening at the shop.” 

Van Metre elaborated, “One of their biggest pain points was scheduling. They couldn’t see where jobs were and couldn’t tell if a setup was done or how many parts were made. After they implemented ProShop, their schedule started to improve right away. The fact that Dave could see every job detail right from his office, without having to go find and chase down a job folder, was huge for him.”

Finally, implementing ProShop meant: 

1. Better efficiencies with moving parts through the shop faster 
2. Better organization of tooling and hiring of a crib manager with better kitting and scheduling 
3. Estimate conversion and accuracy of work orders 

Van Metre concluded, “These systems have provided tools that allow Hannah to travel extensively for pleasure while managing his business. Hannah said, “It sets us apart, and if a shop is not using it, they should.” 

G Zero conducts work for the aerospace, medical, firearms, and semiconductor industries. However, Hannah said he doesn’t always know where the products are going, as they are a build-to-print shop. In the medical industries, they conduct “a lot of one-off prototypes,” and they do R&D work as well. 

They are a Tier 2 supplier to Boeing, providing products to Tier 1 suppliers like Tool Gauge in Tacoma. Hannah said they would like to grow into being a Tier 1 supplier, but he said the limitation is the size of the shop, “We are sitting at 17 people, and we need 20-25 people.” The size of the shop is the only constraint Hannah sees. 

Currently, General Manager Jack Sharp works with Hannah to manage 5,700 square feet, and they are getting ready to add another 4,000 square feet, “We meet all of the qualifications with certifications and quality management,” Hannah said. He suggested that buyers feel safer working with a shop like his when there are more employees, which they are adding. 

Sharp has been with the company for eight years, starting as a machine operator and working his way up. He learned to be a CNC machine operator when he started. He said that before the pandemic, they produced 20 to 25 percent of their work for the aerospace industry. After the pandemic, that rate dropped to about 10 percent, but they are hopeful it will return. According to Sharp, the company has AS9100 Rev D and ISO 9001 certifications, which took about six months to earn. He noted that it is a good thing to have for both aerospace and the medical industries. 

Jim Lee, general manager of Tool Gauge in Tacoma, said they’ve worked with G Zero for about five years, after meeting at a PNAA conference. He said he didn’t know what the business name meant but, “David runs a good operation, and we can count on them.” Lee said he isn’t aware of other aerospace suppliers in Southern Idaho and added, “Aerospace is a tough market to enter. There are a lot of overhead costs involved. 

If a company pursues this market, they must successfully offset those initial costs.” 

Lee is pleased with G Zero’s “flexibility and responsiveness — they produce to very high-quality standards.” He mentioned that G Zero produces machined metal bin components for Tool Gauge. 

So, what makes G Zero unique? We are like a family, Hannah says. We know each other personally and professionally. He said that from a hiring standpoint, we “train them ourselves” through our in-house training program. He explained that he started with the Idaho Workforce Development training program as a model and then adapted it to the business. Training is over term – for up to five years. 

He said, “We’ve found a couple of gems; after a month, we are like, wow, they get it.” 

He observed that they’ve also worked with the College of Western Idaho in Nampa to find additional employees. The college offers advanced mechatronics engineering technology, applied technology and apprenticeship, certified electronics tech, computer drafting, drafting technology, engineering, and FANUC robots. “The programs can be helpful to give people a basis of knowledge to work for us,” Hannah said. 

The primary services at the company are build-to-print, and they offer short-run and long-run manufacturing. They provide light assembly to their customers. They also consult on the manufacturability of products with customers. They can offer laser engraving and machine engraving part numbers, which can be a time saver for customers. 

Finally, they can partner with local companies for sheet metal work or painting and offer turnkey processing. 

David Hannah has created a business reflecting the American Dream. His company is growing; he employs people and provides excellent services. Because of his astute business development, he can work away from the office while traveling the world! 

—————————————————————

Services provided by 

G Zero CNC Machining 

1. Horizontal Machining Centers – One two-pallet and one five-pallet system 
2. Vertical Milling Centers – Seven vertical machining centers 
3. Lathes – Two turning centers 
4. Laser Engraver – Engraves customer numbers or logos on parts

—————————————————————

Contact 

G Zero CNC Machining, 

1100 West Taylor Avenue, Suite 100, Meridian, Idaho 83642 

The post Maximum Speed Command appeared first on Northwest Aerospace News.

Evolutionary leaps, the truly transformative ones, are all about connection. Single-celled organisms evolved to form multicellular ones. Multicellular organisms evolved to form groups with capabilities far beyond their individual members. 

We stand on the cusp of a new leap — the extension of life into the Solar System — and connection is driving it. This is how we evolve; this is how we grow. This is why Space Northwest exists. 

Space Northwest seeks to maximize the contribution of the Pacific Northwest to humanity’s future in space. Our story itself is one of connection. We formed in 2022, bringing together long-running programs to develop the space ecosystem in the Seattle area. We set our sights on building further connections, both within and beyond the region. As we celebrate one year of Space Northwest, we wanted to share how we’ve been doing that. 

Our longest running program, Space Entrepreneurs, takes a local focus. In June, we hosted Stoke Space COO Kelly Hennig at Green River College in Kent. Kelly spoke to a crowd of over 60 people about her space career and life in a fast-growing startup. Understanding the power of connection, Kelly emphasized the importance of preserving culture and cohesion as startups scale up. 

Our monthly Space Data Hackers virtual meetup brings together experts from the leading edge of space and data. We’ve featured speakers from Amazon Web Services, precursor.spc, The Mars Society and SatGPT. Space Data Hackers participants hail from across the country and around the globe — from Portland, Maine as well as Portland, Oregon; from Washington, D.C. as well as Washington State — and as far away as Taiwan and Israel. 

In 2023, Space Northwest took on new programs with national and international reach. In April, we partnered with OneRedmond and the City of Kent on the regional workshop for the State of the Space Industrial Base (SSIB) conference. A program of NewSpace Nexus, the Defense Innovation Unit (DIU), U.S. Space Force and the Air Force Research Lab, the workshop gathered experts from nearby and across the country on the topics of Hybrid Space Architecture and Advanced Power and Propulsion. Held at the Museum of Flight, the event featured an intro from Brigadier General Steve “Bucky” Butow, space portfolio pirector of DIU, and a keynote from Rob Meyerson of Delalune Space. Participants identified opportunities and challenges for government stakeholders to address in each topic area. Space Northwest presented the results at SSIB’s national conference in Albuquerque, New Mexico, in May. Findings will be published in a widely-read white paper in September. 

Reaching even further beyond the region, in April, Space Northwest held our first Connecting Space Ecosystems virtual event with Aerospace Auckland of New Zealand. 

Leaders from both regions presented to a group of 30 professionals from Auckland and Seattle, on the unique aspects of their respective ecosystems, followed by breakout discussions and networking. 

The region’s space ecosystem was in focus for an international audience again in May with the Americas Competitiveness Exchange (ACE). ACE catalyzes economic links across the Americas with support from the U.S. Department of State in partnership with the U.S. Department of Commerce and the U.S. Economic Development Administration. Space Northwest partnered with the Puget Sound Regional Council, in collaboration with Kent Valley Economic Development, to convene a panel on Washington’s space economy. An audience of more than 70 high-level dignitaries learned about our region’s strengths from executives from Rocket Propulsion Systems, Starfish Space, Stoke Space, LeoStella, and Multi-Axis Technologies. 

In June, Space Northwest hosted a two-day workshop with Dr. Robert Zubrin, founder of the Mars Society, on the formation of a Mars Technology Institute. Space Northwest convened local experts to highlight the region’s advantages for the initiative. As a result, The Mars Society has decided to locate the Institute in the Seattle area. The Institute will drive innovation in biotech and other disciplines that enable the settlement of Mars. 

The story of space in the Pacific Northwest needs to be told in many ways, for many audiences. To foster this, Space Northwest supported a private event at the Museum of Flight to introduce a soon-to-be-filmed documentary profiling the legacy and present-day activities of Washington’s space ecosystem. The event brought together industry leaders, scientists, elected officials, and more to meet with the filmmakers, connect with each other, and learn about getting involved and supporting the film. Principal filming is tentatively scheduled to begin this fall. 

Space Northwest is also thrilled to have been part of the Redmond Space District naming event in April and the Washington State Summit with NASA Administrator Bill Nelson and Senator Maria Cantwell, hosted at Blue Origin in July. And each month, we see how strong our community is growing at the Space Industry Happy Hour. 

The post SPACE CONNECTED: CELEBRATING ONE YEAR OF SPACE NORTHWEST  appeared first on Northwest Aerospace News.

1. Emphasis on Soft Skills While technical knowledge is essential, soft skills like critical thinking, effective communication, teamwork, and emotional intelligence are becoming increasingly vital. These competencies, which are universally valued across a variety of industries, enable students to effectively navigate the interpersonal aspects of the workplace. Moreover, as automation and AI continue to permeate various sectors, it’s these uniquely human skills that will distinguish professionals in the future. 

2. Experiential Learning Theory and textbook learning can only go so far. Experiential learning — through project-based learning, internships, apprenticeships, and cooperative programs — provides students with a taste of the real working world. These experiences help students apply classroom knowledge, understand workplace dynamics, and develop networking skills. Furthermore, employers often value hands- on experience, which can give students a competitive edge in the job market. 

3. Interdisciplinary Education In the age of information, the lines between disciplines are blurring. Many of today’s challenges require holistic solutions, combining insights from various fields. Encouraging interdisciplinary studies can foster creativity and innovation, allowing students to see connections between seemingly unrelated domains. 

4. Digital Literacy It’s hard to think of an industry untouched by the digital revolution. Therefore, equipping students with digital literacy skills – from the basics of computer usage to more advanced coding or data analysis – is crucial. Digital tools will continue to shape the future, and proficiency in them is non-negotiable. 

5. Cultivate an Entrepreneurial Mindset An entrepreneurial mindset doesn’t necessarily mean starting a business. It’s about adaptability, resilience, and recognizing opportunities. By instilling this mindset, we prepare students to be proactive, take calculated risks, and see failures as learning experiences. 

6. Focus on Lifelong Learning The half-life of knowledge is decreasing. This means that what students learn today might be outdated in a few years. Teaching them the importance of continuous learning and providing tools and resources for the same can be invaluable. They should be ready to upgrade their skills or learn entirely new ones regularly. The tools we use in learning are changing — not only regenerative artificial intelligence but specific tools like fixing cars and the tractors of tomorrow, hot water heaters, refrigerators, and many more. New technology is constantly infiltrating these areas and learning to fix these things will take time and a lifelong learning mindset. Tools, such as augmented reality and virtual reality, will make this possible. 

7. Real-World Problem Solving Instead of standard rote learning, curriculums should be designed around solving real-world problems. This not only makes the learning process more engaging but also shows students the tangible impact of their knowledge. Whether it’s tackling climate change, addressing societal inequalities, or coming up with the next technological innovation, positioning learning within real-world contexts can be transformative. 

8. Financial Literacy As basic as it sounds, many students enter the workforce without a grasp of personal finance. Budgeting, saving, investing, and understanding debt are all essential skills for personal well-being. Incorporating these into the curriculum can set students up for financial stability and success. 

9. Feedback and Reflection Learning from experience is powerful, but its impact is magnified when coupled with reflection. Encourage students to solicit feedback, both positive and critical, and reflect on their experiences. This iterative process of action-feedback-reflection can greatly enhance personal and professional growth. 

10. Networking Opportunities The phrase, “It’s not what you know, but who you know,” still holds some truth. Facilitating networking events, mentorship programs, and industry interactions can help students get a foot in the door, understand industry expectations, and glean insights from experienced professionals. 

In Conclusion Preparing students to thrive in the 21st century is a multi-faceted challenge, especially given the uncertain trajectory of future professions. 

However, by focusing on holistic development, real-world application, and adaptability, educators can set students up for success, regardless of what the future holds. As the nature of work evolves, our approach to education must mirror that evolution — ensuring that every student is equipped not just for their first job, but for a lifetime of meaningful work and continuous learning. 

The post Preparing Students for the Workforce: A Contemporary Approach appeared first on Northwest Aerospace News.

With a touch of the unexpected, I found myself standing as a champion for the world of manufacturing. Engaging with a group of investors, whose interests were primarily software and commercial real estate, I felt an odd sense of obligation to defend the very backbone of America’s success — our manufacturing industry. Their interest sparked as they were introduced to the astonishing investment opportunities within aerospace, defense, space, satellite, and medical manufacturing supply chains. But it was a sobering moment, revealing how the global pandemic had exposed the vulnerability of our domestic supply chain. 

It’s a distressing spectacle to see the dwindling American manufacturing industries, once the heart of our nation’s prosperity. The urgency for a national resurgence, a rally to rekindle our manufacturing strength, is more vital now than ever. Manufacturing is the essence — the fabric that weaves together American values, innovation, production, and global leadership. As citizens, I believe we each have a role to play, an obligation to actively participate and contribute to our nation’s sovereignty, national security, and the beacon of hope we represent to the world. 

Life, with its myriad of characters, is abundant with dreams, ambitions, and visions. But these often lie dormant, shadowed by fears of uncertainty or a lack of direction. Such fears, along with the chains of limiting beliefs, were obstacles I battled through my own journey. 

This shared experience ignited my drive to create tools designed to elevate the human spirit, intellect, desire, dream, vision, and mission. 

The first 25 years of my adult life, I was committed to being a significant contributor to the American manufacturing machine. This commitment required several years of focused effort to debunk many of the beliefs I held about the world that were simply not serving me. I allowed mentors to guide me, to help me get out of my own way, and they helped me rewrite my story, turning my failures and losses into teachable moments. 

In 1988, as a 19-year-old kid, I started my company, known today as Dylan Aerospace. I had no idea what I was doing, or what I was getting myself into. I started out contract welding, and building specialized tools, then quickly turned my focus to CNC turning and milling, supporting ultra-high pressure waterjet technologies and aerospace OEM’s. In my early days, I was fortunate to have incredible MFG and engineering talent around me and learned quickly to shut my mouth and open my ears and mind, to learn from the smartest people I had ever met. They became mentors, personally and professionally, and changed the trajectory of my life. Thank you, Doug, Gene and Chad! 

“If you treat the MFG business as though you invested $100,000 in an Ivy League college education, it will take very good care of you and your family for the rest of your life!” This was the advice of Doug Schwab, one of my earliest mentors. And so, I went all in on manufacturing and Doug was right. 

Those years were a whirlwind of highs and lows, marked by personal and professional triumphs and trials. 54 NORTHWEST AEROSPACE NEWS 

Yet, in the midst of the chaos, I managed to accomplish a few significant milestones. I married my amazing wife, Lisa — just celebrating our 29th — raised two wonderful children, Ashley and Dylan, and became an all-season outdoor enthusiast. 

After a decade-long sabbatical, where I focused on becoming a world-class dad, husband, overcoming my addictions and rebuilding my life, I returned to find my efforts had been fruitful. I transformed my physical and emotional health, rebuilt relationships, and reinvented my aerospace manufacturing company. I also published my first book, “Your Life Is Not Your Fault…Until It Is,” and built an AI software platform for creating content. 

Today, I am an author, investor and mentor, eager to help our extended MFG family reinvent their businesses. My last decade has been a journey of personal development, an exploration into the human experience, and the elevation of the human condition. I used Deming’s continuous improvement model, “Kaizen,” as the cornerstone of my approach to thrive in all aspects of life. 

I invite my fellow MFG supply chain experts to view life through my lens, to experience my journey and the lessons learned, through the MFG Masters program. My mission is to help you win across all aspects of your life. This requires the right tools, the right mentors, a clear vision, and an emotional connection to your mission. 

Our life’s journey will be challenging, but the rewards are immense. Let’s embark on this journey together by joining the I LUV MFG movement. It’s time to rewrite your story, step into your potential, and become the Masters of MFG you were born to be. 

As MFG experts, what we do matters! Who you are matters! Your next step matters! Choose wisely. 

The post From the Reader: Darrell A. Sutherland Northwest Readers Share a Story appeared first on Northwest Aerospace News.