Corporate Culture of Aeronautical Engineering

Introduction: This report will outline the corporate culture of part of the aerospace
industry by explaining 5 different sections of this culture. The reports purpose is to explain to someone interested in the field what they can expect in this area of expertise. Aeronautical engineers design and test parts for airplanes and airplane components. They work with the latest technology to create ! model of parts on computers. Then they work with companies to build and test their prototypes in the real world. They also use real world destruction testing as well as computer aided failure testing to ensure components do not fail during flight. All of their designs undergo rigorous testing because while an e"uipment failure on a tractor may cause it to break down in a field# an e"uipment failure on a commercial airliner or combat aircraft might cause the deaths of hundreds of people. These engineers also get to work with exotic and costly materials $%pittle &'' (. )n preparing for this report ) was able to inter*iew an aeronautical engineer about his work en*ironment and read some technical documents from Physics Education Magazine.

Methodology:
Sources: +rint sources include, -perational )nstructions for donut penalties within the department of Air .orce Air /ogistics Center. Article from Physics Education Magazine written by +eter %pittle titled 0as Turbine Technology

Corporate Culture of Aeronautical Engineering Electronic source, +ress release from 1ill Air .orce 2ase detailing 3oint E+A and 4ni*ersity of 4tah agreement. Empirical source, )nter*iew with 5erome 5enkins# Air .orce aeronautical engineer.

&

Background information: ) gathered this information from an inter*iew with an expert in the field# a physics maga6ine article# the 1ill Air .orce 2ase 7ebsite and an internal letter of operations from 1ill Air .orce base regarding rules of conduct.

Discussion:
Background: 8uch of my research comes from my inter*iew with 5erome 5enkins an Aeronautical Engineer for 1ill Air force 2ase Mission Statement: The mission of the 4nited %tates Air .orce is to fly# fight and win...in air# space and cyberspace. To achie*e that mission# the Air .orce has a *ision, The 4nited %tates Air .orce will be a trusted and reliable 3oint partner with our sister ser*ices known for integrity in all of our acti*ities# including supporting the 3oint mission first and foremost. 7e will pro*ide compelling air# space# and cyber capabilities for use by the combatant commanders. 7e will excel as stewards of all Air .orce resources in ser*ice to the American people# while pro*iding precise and reliable 0lobal 9igilance# :each and +ower for the nation.; $1ill A.2 website(.

Corporate Culture of Aeronautical Engineering

Office Environment: The work en*ironment consists of corporate offices next to

airplane hangers. 8ost lower<le*el engineers work in large cubicles# while upper le*el engineers and super*isors ha*e their own offices. !ress code is business professional. -n base# it was a tradition to dress in a 1awaiian shirt e*ery 7ednesday. )n 5eromes current di*ision# it is a tradition to ha*e a branch pot<luck at least once per month. There is also an -) $operating instruction( which dictates that you ha*e to bring in treats for the whole office e*ery time something good happens to you. ) ha*e attached this -). $2y the way# there is an -) for practically e*erything done on base and the attached -) closely follows the format of real -)=s in a satirical way. )n addition to this# e*ery "uarter they ha*e a wingman day which includes training and a fun e*ent $such as go<cart racing(. $+ersonal correspondence with 5erome 5ensen(.

Compensation: )n this di*ision# there is a lot of flexibility both with work schedule
and their problem sol*ing approach. The engineers on base usually make less than engineers in the pri*ate sector# but the benefits usually make up for it. They ha*e excellent insurance options $go*ernment usually pays >5? of premium costs(. There is 5? matching retirement contributions. The engineers work a flex schedule# meaning they are re"uired to be at the office from '@ '<1A ' and can work anywhere from an @ hour day to a 1' hour day. They can shift indi*idual schedules earlier or later so long as they work at least @ hours. Any hours worked o*er @ hours in a single day go into a bank which can be used any time with super*isor appro*al $you can store up to &A hours in this bank(. )n addition to these Bcredit hoursB# they also get C hours of annual lea*e and A Corporate Culture of Aeronautical Engineering A

hours of sick lea*e e*ery & weeks. )ndi*iduals also get paid to exercise

hours per week

in any of the three gyms on base. D) ha*e many friends who work in the pri*ate sector and are put on a fixed salary and re"uired to work around the clock# many without compensation;$5enkins(. There are times when engineers ha*e to put in extra hours# but theyre compensated for e*ery hour worked past the standard A' hour week. )n 5eromes specific 3ob# a lot of creati*e problem sol*ing is re"uired. 1e says# D8any times there are problems encountered that cannot be sol*ed on our own# but we ha*e lots of resources around the world to call on; $5enkins(. :ecently the group re"uested help from EA%A to assist us with a particularly challenging problem. E*ery group has a technical lead and a super*isor. Technical /eads are responsible for assigning specific tasks or needsFproblems indi*idual engineers# but many times it is up to the engineer to assemble the team and ac"uire the resources to sol*e a problem or start a program to pro*ide support for ongoing needsFissues.

Benefits and Re ards: E*ery "uarter# employees are eligible to earn recognition for
their hard work. These awards are called Bci*ilian of the "uarterB and usually result in time<off awards. )n addition# super*isors gi*e annual appraisals which can lead to time< off awards or $before the -bama administration( cash awards. Appraisals can also focus on impro*ement initiati*es if the employee is underperforming.

Conclusion: )n summary the world of aeronautical engineering is a complex work

en*ironment that in*ol*es a high le*el of education and discipline# but also has high le*els of rewards. )t has a somewhat flexible schedule and because most companies in Corporate Culture of Aeronautical Engineering 5

this area are high tech and *ery profitable, they ha*e excellent benefits. %omeone going into this field should expect to work hard and be rewarded with a 3ob that benefits the safety of the 4nited %tates or air tra*el. )f you like working with ad*anced technology and are highly self moti*ated# then you may en3oy a career in this field.

Corporate Culture of Aeronautical Engineering

!rtifacts
!E+A:T8EET -. T1E A): .-:CE 5'@ A%7 -) @& 84C1 -0!EE A): /-0)%T)C% CEETE: $A.8C( 5'@ Aerospace %ustainment 7ing 1ill Air .orce 2ase# 4tah @A'5C &> August &''> !oughnuts Application of !oughnut +enalty GGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGG The purpose of this -perating )nstruction $-)( is to co*er all aspects of application of the !oughnut +enalty within 5'@ A%7. This -) will also be used to identify acceptable alternati*e food offerings. 4se of this business plan is mandatory. Except where noted# this -) applies to all personnel within 5'@ A%7 who ha*e chosen to participate in this program. %ection > includes a list of participants. Eon<participants shall not partake of the offerings. %ome aspects of the !oughnut +enalty are co*ered in this -)H howe*er# the !oughnut +enalty change process is co*ered in 5'@ A%7 -) <' Preparing and Maintaining OIs. 1. B!C"#RO$%D: )n order for 5'@ A%7 to comply with 7%8T /aw and *arious !epartment of !efense $!-!( and 4nited %tates Air .orce $4%A.( directi*es# instructions# manuals# and policies when disseminating# retrie*ing# exchanging# and storing doughnuts# guidelines are re"uired to assist 5'@ A%7 in this process. 8any of these tasks will be performed with the support of other organi6ations outside a gi*en office $i.e. 55@ AC%0FEE8 $EE8(( such as 55@ AC%0FEE% or 55@ AC%0FEEI. ' 1.1. This -) will ensure that the doughnuts located in a gi*en 5'@ A%7 office are managed and maintained in accordance with -) @& 84C1# Doughnut Penalty. The focus of this -) is to ensure all personnel are pro*ided up<to<date# technically accurate and user<friendly !oughnuts at an acceptable cost $free(# the support is pro*ided in a timely and effecti*e manner# de*eloping a secure doughnut<eating en*ironment. ' 1.&. This -) adresses !onut<able -ffenses $!-s( and !onut<able -ffenses J Eon<Taxable $!-ETs(. A list of !-s and !-ETs is contained in %ection . This list is not all inclusi*e and is left to the discretion of the offended parties. ' 1. . This -) does not address funding of doughnuts.

' 1.A. 7hen making decisions on the doughnut selection# each of the following should be considered or acted on in order to field doughnuts that preser*e the -ffices -perational %afety# %uitability# and En*ironmental $-%%KE( impact $waistline(. 1 & Corporate Culture of Aeronautical Engineering >

A 1.A.1. Training, 7hen changes generate training re"uirements# ensure training has been addressed with the proper consideration of the preferences of the -ffice $sprinkled *s. unsprinkled# etc.(
A%7 -)@& 84C1 August &''> &

1 1.A.&. %upportability, Eew processes or procedures may re"uire special personnel skills# tools or support e"uipment# materials# or parts $i.e. kni*es# forks# plates# etc.(. Ensure these are a*ailable or accessible in the necessary "uantities. 1 1.A. . 9erification, 7here appropriate# the user should *erify that the doughnuts are of an acceptable "uality and "uantity. This may include testing per 1ill A.2) LL<1' Test & Evaluation $sampling( to assure the desired result is achie*ed. & '( '( )ERMS E*+,!I%ED:

' &.1. 7%8T %crew<4p $7%4(. Applies in the e*ent that the 2ranch Chief or their assigned alternate is re"uired to make any corrections to the employees 7%8T entries. This also applies to pro3ects recommended for closure that are determined to be incomplete. ' &.&. .ailure to Attend $.ATT(. Applies to staff meetings or other mandatory meetings without prior appro*al. ' &. . %ignificant .inancial )ncrease $%.)(. To include wage increases# )!EA awards# or any other monetary windfall considered significant by office personnel. This does not apply to financial windfalls as a result of a grie*ous loss. Eote that di*orce may or may not be considered a grie*ous loss. ' &.A. 1atching and 8atching $1A8(. Ac"uisition of an additional child or spouse.

' &.5. !onut<able -ffense $!-( J Any *iolation of this business practice# which# in the 3udgment of EE8 personnel present# constitutes a re"uirement of the offender to pro*ide donuts. ' &.C. !onut<able -ffense J Eon Taxable $!-ET( J Any *iolation of this business practice which may not constitute an offense warranting donuts but noted as bordering on a !-. Accumulation of more than two !-ETs e"uate to a !-. ' &.>. 7edge<able -utstanding -ffense $7--( or 2urrito -utstanding -ffense $2--( J %imilar to a !- but of a se*erity deemed by the offenders peers to re"uire 2owmans wedges or :ancharitos $2etos( burritos. ' &.@. 7edge<able -utstanding -ffense 1idden on -ccurrence $7--1--( or 2urrito<able -utstanding -ffense 1idden on -ccurrence $2--1--( J An offense that was concealed by the offender from their peers and subse"uently disco*ered so as to Corporate Culture of Aeronautical Engineering @

merit compensation to the group of wedgesFburritos as well as other penalties as imposed by consensus of the offended personnel $i.e. lunch for the office(. ' &.L. Common Access Card $CAC( :elated Abandonment +enalty $C:A+( J Assessed by a co<worker disco*ering an unsecured CAC in the offenders computer and subse"uently sending out an email on behalf of the offender offering to purchase donuts# lunch# etc. for all the addressees.
A%7 -)@& 84C1 August &''>

' &.1'. /imited Eotice /ea*e $/E/( J Calling in on lea*e without prior communication or scheduling. Eote this is not applicable in the case of %ick /ea*e. .ailure to call within the prescribed two<hour window from the employees agreed to start time is also a !-. ' &.11. %noo6ing in 8eetings $%)8s( J 0etting caught by management or peers while relaxing to the extreme during an official meetingFfunction. ' &.1&. Cell +hone Acti*ation $C+A( J Either ha*ing an offenders cell phone ring or acti*ate during an official function such as a meeting. Answering the call e*en if the phone is in the silent mode is considered a !-. -( .$!,I/0I%# +E%!,)IES: 1 .1. 7%4# .ATT# %.)# 1A8# !-# !-ET# 7--# 7--1--# 2--# 2--1--# C:A+# /E/# %)8s# C+A. & .1.1. !-ETs may be characteri6ed by 7%8T entries not in line with the employees actual 3ob# tardiness# or action meriting a raised eyebrow from management or the ma3ority of the personnel present at the time of the offense. .1.&. 7--sF2--s are !-s that a ma3ority of those in the immediate area of the offender agree constitute a se*ere enough !- to merit a 7--F2--. A .1. . 7--1--sF2--1--s may be characteri6ed by such offenses as getting married without notifying the group of the occurrence# hidden %.) subse"uently disco*ered to be e*idenced by the presence of a new *ehicle or other toy# or inad*ertently admitted to in con*ersation. 1( !CCE+)!B,E O//ERI%#S: ' A.1. !oughnuts, All doughnuts must comply with EE<!<5>5 !-401E4T# .:E%1 $supercedes 8)/<!< 5'>C(. ' A.&. 2agels, 2agels are acceptable if fresh $less than one day old( and must be offered with cream cheese. .la*ored cream cheese$s( are acceptable and encouraged. +ro*ision of bagels without cream cheese or other suitable topping is a potential !dependant on the formulation of the bagels offered. ' A. . 8iscellaneous, 2rownies# Cookies# +ies etc. may be offered as long as they are of high "uality# sufficient "uantity# and are not merely pro*ided because they are left 1 Corporate Culture of Aeronautical Engineering L

o*er from a pre*ious family or non<office function such as a birthday party. +ro*ision of substandard offerings shall constitute a !-.

2( +ROCED$RES ' 5.1. !onuts shall be pro*ided no later than the end of the pay period following the !-. .ailure to comply with this shall result in additional penalties. ' 5.&. Contact with office personnel to determine if offerings are acceptable is encouraged. ' 1 5. . Coordination is re"uired in instances when multiple offenders are re"uired to pro*ide donuts. ' 5.A. !isputes concerning the le*ying of penalties shall be brought forth to a panel of the offenders peers for arbitration and resolution. All determinations are final and as such are sub3ect to additional penalties. 3( ,IS) O/ +!R)ICI+!%)S All personnel currently assigned to 5'@ A%7 as well as those pre*iously assigned who return often enough to be deemed a problem by management or office personnel.

Bowman's Market
(801) 544-4215
326 N Main St Kaysville, UT 84037

Betos
(801) 444-2834
1058 N Main St Layton UT 84041