Friday, June 8, 2012

Navigation Formula for DGCA examination.

I have tried to get together a list of formula commonly used for Navigation paper of DGCA. Take a look. There are some formula that I have skipped. I will include them as and one I am comfortable understanding what they are all about. If you have some formula that is relevant and can be included, please tinkle/mail me or leave a comment. I will try to in-corporate it.
Please do leave a comment if you like the list. Click the link below to download the formulas....


Click Here

Saturday, June 2, 2012

Join Indian Army Aviation - The Elite Club



BRIEF HISTORY 
The Indian Army aviation Corps was raised on 01 Nov 86 consequent to the apt realisation that the third dimension will be the deciding one whenever the clouds of an armed conflict loom over the subcontinent in the times to come. This is primarily because of the inherently mobile and flex-ible nature that this young arm and its capability to carry out operations over a large area in a short span of time de-spite the high level of battlefield transparency that exists by the virtue of the latest surveillance devices inducted by us as well as our adversaries. 
Surprisingly young as it may seem, but the trials for ac-ceptance of new concept of ‘Flying Observation Post’ were carried out and accepted in 1938-39, leading to the raising of ‘D’ Flight of RAF in 1940. 
Army Aviation has come a long way from its humble ori-gins and emerged as an arm to recon with by virtue of the diverse plethora of helicopters flown by extremely profes-sional aviators in the olive greens. Army Aviation has proved its mettle in all the operations as well as during humanitarian crisis faced by the nation besides playing an indispensible part of various peace keeping missions world over. 

IMPORTANT INFORMATION 

PROCEDURE FOR ENTRY INTO ARMY AVIATION 
Direct Commissioning from IMA/OTA 
Should be a volunteer for Army Aviation during training stage at the academy. 
 PABT and medical to be cleared. 
 Two years of attachment with fall back arm after getting commissioned. 

After Getting Commissioned into an Army Avn 
Minimum of 2 years service and not more than 29 years of age. 
 PABT and medical to be cleared. 
 For direct commissioning, two years of attachment with fall back arm after getting commissioned. 
 Inter Arm Service Transfer for permanent cadre of Army Aviation at 8-10 years of service. 

BENEFITS 
In Service 
Fly the latest helicopters and get an additional fly-ing allowance of upto Rs 17,500/-per month. 
 Quality life of a pilot. 
 An unparalleled job satisfaction. 

After Retirement: Excellent job prospects in avia-tion industry. 

REVISED MEDICAL STANDARDS 
Army Aviation follows Indian Air Force medical standards for induction as a pilot with the following exceptions. 
Ophthalmology 
 Visual acuity 6/12 correctable to 6/6. 
 Post-Lasik permitted after six months of surgery if surgery done > 20 yrs age. 

Hearing 
 CV/FW 610 cm; Audiometric loss < 20 dB between 250-2000 Hz; 30 dB at 3000 Hz; 35 dB at 4000-800Hz. 

Anthropometry 
 Standing Ht – Min 162.5 cm; Sitting Ht – Min 81.5 cm; Leg Length – Min 99.0 cm 

Musculoskeletal System 
Cervical/Lumbar Spondylosis: Fitness based on clinical features, MR/CT scan neurosurgical opinion. 

Compression Fracture Spine : A single consolidated stable compression fracture in an asymptomatic candidate is not a cause for rejection. 

Friday, May 1, 2009

Are you a manager?…. Read This!!

This article has been copied from a mail I received…

This hypothesis was enunciated by the Author’s brother, AVM Manjit Singh
THE “PHOOK” THEORY
The literal meaning of the Punjabi word, ‘phook’ is air  pressure. Metaphorically, it is used to describe an ego-state. Thus, if someone is hogging a lot of ‘phook’, he is ‘gassed’ or brash.

The year, 1988. Location : No 3 Base Repair Depot (BRD),IAF, Chandigarh
The little man who sat as the Air Officer Commanding (AOC) of the BRD was my brother. Our father found him bone lazy, incapable doing any strenuous work. But I suspect he was clever. The Air Force chose to overlook his sloth and let him rise. Now, having completed his course
at the National Defense College , it was clear that he was going places. I had gone to the BRD to learn the rudiments of command.
As I entered, the two officers who were sitting in the office took leave of him. He sat there, completely relaxed. There was no paper in the two trays marked “IN” and: OUT” The customary “Pending” bin was conspicuous by its absence. The walls of the large office were bare.
No bar charts, no performance curves. On the table, there was a small hand written paper, which my brother permitted me to see. It said,
“I hate work. Even if some one else does it”.
It was clear as crystal that my dear brother had not changed. I asked him how he managed such a large outfit. And he said, “Come, I will show you” And  we set off for a ‘darshan’ of the unit. Wherever we went, people rushed to greet him. He had a word or two to say to everyone. In most cases, he let his officers speak. He would then say just a sentence or two, and then move on. But I noticed that his tone was different each time. At one workstation, we saw a tall officer, who
had a lot of charts and diagrams, and he gave us a detailed account of his achievements. The curve showed that the output of his shop had tripled since he took over. He was keen to give a lecture to the other officers of the BRD on the management techniques he had employed to
achieve those results. My brother gave a cold look to him and said, “Yes. You can do that. But first you must improve the quality of your stuff. That gyro-stabilizer which failed in the flight test last month was overhauled here. Right?  If the pilot was not alert, you would have his blood on your hands!”

Jesus! That six foot tall engineer suddenly looked like a pygmy, and his rose colored cheeks turned yellow, drained of blood, in less than a second!
We next went to another shop. The officer in-charge greeted us. But while he was speaking, my brother’s eyes were elsewhere. He noticed that a junior officer had hidden himself behind a chopper. As soon as the briefing was over, he went that way, and called that man out. He
gave the meek man a light hug and asked about his ailing wife. The poor soul, who was obviously commissioned from the ranks mumbled something about the shortfall in his production, but the AOC was not interested in those details... The boss told him that he was one of the best officers in the unit and ended by saying, “I saw your son playing basket ball yesterday. I think he has a lot of potential” When we left, he clicked his heels and produced one of the smartest salutes I have ever seen.
All through the visit, I observed that my brother was less interested in technology and ‘output’ and more concerned about the officers and technicians he met. He knew an amazing number of names, and seemed to know all about their specific hopes and aspirations.
When we returned, I asked him what his job, as the Commander.  He thought for a while and then he shared his “Phook Theory” with me. It was like Socrates talking to Plato and I find it more appropriate to recount the dialog verbatim. He taught by asking questions, and I sat
like a little child answering as best as I could.
*
“When you are driving a vehicle, what happens if the tire pressure is low?”
“The acceleration drops, steering becomes hard and the fuel consumption goes up”
“Right. You must inflate the wheels. Now what happens  if the pressure is too high?”
“The ride becomes bumpy, steering wobbles and an odd tire may burst”
“Correct. You must immediately pull up to a service station and do the needful”

After a sip of the juice which had arrived, he said, “This unit is like a vehicle. I am on the driver’s seat. These officers are the ‘wheels’ of the vehicle. I have only two jobs, one to steer in the correct direction and two, to ensure that the ‘phook’ level of all my officers is correct, always and every time. So when I see some one down and out, I boost his spirit and if I find some one bumpy, I …” And to show what he did, he filled air in his cheeks and made a hissing sound, ‘Phusshh…’
Through my mind’s eye, I saw that meek officer hiding behind a chopper get a hug and a tall management ‘guru’ cut to size. Like a little child, I asked him, “But, pray, how do you find whom to pump and whom to deflate?”
“Ah, well! That is what management is all about!” There was another pause, but after that, he became serious. He gave me the most profound lesson of that morning, “That is not difficult. One learns it through experience. The tough part is to keep my own ‘phook’ at the right
level. I must not lose my equanimity, no matter what happens.  And that is not always easy”
Just when I thought the lesson was over, he asked, “what is more important, technology or people?”
I looked askance, and said, “You tell?”
His answer was unusual. He said, “Technology is for the middle level officers. At my level, it is my colleagues.”
His parting words to me were the most profound. He said, “Management is all about people. If you do not like people, do not manage. Engineering has many branches, mechanical, electronics,
chemical, aerospace and so on, but the one which is needed for my job is different. It is called, Human Engineering”
                                                               *
       Armed with the ‘phook theory’ I assumed command of the famous ‘Five-O-Nine’ Army Base Workshop in Agra , in 1989. And immediately, I discovered the problem associated with maintaining my own phook in check. The star plate on the car; the traffic coming to a halt to let
my car go; a reception at the Agra Club followed by a function organized at Hotel Clark Shiraz by a citizen’s forum to welcome me had a way of making me to believe that I had ‘arrived’. Some sycophants went on to say that no other commandant had been received that way;
and that my posting was an event to remember for the land of the Taj Mahal.  It needed a great deal of deliberate effort to keep my feet on the ground, The phook theory helped. I jotted it down and kept it on my table, as a guide. I also applied its tenets to my command, and believe you me, it worked!
Encouraged by the results, I shared this management philosophy with my friends The feedback which I received was positive, and so I began to believe that between me and my brother, we had discovered a new management ‘mantra’
And then one day, the sky burst and the earth began to rumble.. A very dear friend who had taken these dictums as gospel truth, rang up to say that the theory had failed completely.. He said he was in sh**.
My enquiries revealed that there was a near mutiny in his unit. I requested a colleague to tell me as many details as he could get and then I sent the case study to the author of the theory for  advice.
My dear brother took less than five minutes to respond. In a tersely worded note he wrote,
“Tell your friend to check his pressure gauge. He seems to be deflating people who have nothing left in their lungs and pumping those who were already on the verge of bursting!”
=========================================================================================================
        \\\I///
       \\ --- //
      (  @ @  )
---oOOo-(_)-oOO-----------
   NOT JUST TRUE BUT GREAT AND ABSOLUTELY WONDERFUL.

BUT THE POINT IS APPLYING THE PRESSURE GUAGE TO ONESELF FIRST AND THEN DEFLATE THE SELF. ONLY DEFLATE, NEVER SEEN INFLATE REQD FOR SELF. 99% OF THE ENVIRONMENT REQUIRES THIS

Sunday, November 30, 2008

Brothers in Aviation....


I am posting a photograph of my brother and self. I would invite everyone who has a blood relation in army aviation to send photographs and I will post them at this blog. I know a few - rest Just send me snaps with names.

Thursday, October 30, 2008

The Army Aviation, from pre-independence days is merited for being the most decorated arm of the Indian army. With a handful and motivated young and motivated officers , it has earned many a laurels in the face of the enemy.
Befittingly 666 & 663 AA Sqn (R&O) were awarded unit citation for their unflinching & exemplary professional dedication towards mission accomplishment.
The most recent example is the Kargil conflict where the alert pilots of the Aviation Corps were instrumental in discerning the Pakistani intrusion. During this conflict 666 Army Aviation Squadron operating Ex-Leh was awarded the battle honour of ‘KARGIL’ for its gallantry contribution in providing close aviation support to ground troops in all their operations.
Recent wars have demonstrated that the tactical battlefield belongs to helicopters. The soldiers in air are the eyes and ears of the ground forces and act as saviors in the dynamic and synergized environment of today’s battle field. Armies all over the world have realized the importance of aviation within the Army for close support of ground forces.

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