This layout has the advantage that the contribution of the horizontal stabilizer to the stability of this fighter is a positive contribution to the lift (ie the lift force of the horizontal rudder helps the wing to support the weight of the aircraft) but in a conventional design with the rudder behind, this contribution is negative. Furthermore, in large angles of attack the rudder stalls before the wing, so it is virtually impossible for the airplane to spin.
However, since the moment of the tail of the vertical surfaces is small, due to the short lever arm, they usually have lateral stability problems.
With a Mitsubishi Ha-43 engine of 2,191 hp and a maximum takeoff weight of 5,200 kg, this fighter was able to reach 750 km/h but it never rended service. Only two prototypes were built, the first of which first flew in August of 1945 when the war was practically over.
The prototype flew well but it had a compensation problem of the huge torque of the engine.
The only unit that survived the war was brought to the United States and we can see it in the National Air and Space Museum in Washington DC.
Here you have a link to Youtube where you can see one of the few flights of the Shinden. Although the quality is bad, it is a great historical document. Note that in one of the takes you can see the propeller blades bent after it hit the ground.
So, our number 7 of the rarest planes of history is for the Shinden.
When you start your professional career you feel somehow lost, wondering how things will develop (as it happened to us in the past). You want to work on something you like, make money, progress, be respected in your work and, later, become a leader in your profession. But all this in nothing more than a letter of intent that has to be carried out. And for that you need a plan. And this is exactly what we are going to talk about today.
When you have been working for a while, you start to realize that many of these goals are incompatible among them. For example, if you earn a lot of money, you probably will be working in something you do not like, or if you are respect in your work, you probably will not prosper. And so on…
So you feel disoriented. Although I do not like to tell anecdotes, I can not resist to tell you one I witnessed at the beginning of my career that tells a lot about this topic.
At that time I had the privilege of working in a technological division of the most important aeronautic company in our country. The engineers of our department we used to meet every morning before starting our workday, have a coffee and chat about the last day and all the associated gossip. Because at that time we had no vending machine, we bought together a coffee machine and put it in a small storeroom where we used to meet.
Actually we met all there but one. One of our colleagues never shared the morning coffee and stayed from the beginning of the day in the front of his terminal (at that time PC where just starting and we used stations like the Digital PDP-11 or Vax Station to develop all the software) as if the world around him did not exist.
The director of our division was an extremely punctual and polite man. Every morning, on his way to his office, he stopped a moment to chat with us. Then he continued on his way and, also every morning, he stopped again by our solitary colleague to inquire about the progress of his work.
This routine repeated monotonously until one day when something different happened. This day, after chatting with us, the director continued his way to his office and stopped, as usual, by our friend. After a brief chat, he went on his way. But differently of other times, after a few seconds our colleague rose from his chair and came where we were.
Without saying anything he put some coins in the can that we used as cash box, pured a coffee and stared at it.
After a few moments, as he was saying nothing, somebody asked him:
- What did he told you?
Looking up from the cup, he answered::
- He told me that I am doing such a good work that next year instead of a 101 keyboard, they will give me one with 121.
This was a revelation. Our director, probably not being aware of it, had given him the key to his professional future and probably, by extension, the one of all of us.
The message was clear and is still valid today. If you are very good at your work the future holds for you more of the same.
This is not necessarily bad if you like what you do, but you should know it in advance to take no surprises.
At that time the company was beginning to introduce the ‘Hay levels’ system, which are still used in many companies. This system is a valuation methodology of the workstation, which allows you to know what will be your future career in the company. In its simplest expression and taking only into account the graduates it says that at the beginning all engineers will follow a common trunk until at some point everybody has to choose between the technical or the management branch (known as the Y). Theoretically this decision does not imply wage differences since you could progress in your career the same way in a branch or in another. Theoretically.
In practice, if you choose the technical branch you will be part of a select and underpaid group of people, the specialists. A specialist is a person with solid knowledge in a certain area, who is kept locked in a closet, figuratively speaking, until he has to solve a problem that others built up. The next level after the specialist is the expert (which is the same, but with white hair). We will talk about them another day.
But let us return to what we were talking about. I have always been fascinated to see how a program manager, uses as a mantra a magic spell in the style of Harry Potter (like the one used by Hermione when she repairs Harry’s glasses with ¡Oculus reparo!)when an unexpected problem affects him directly.
The spell used in this case is "this is a specialist’s task". Once it has been said and since he had no doubt its effectiveness, he will leave quietly and wait that the spell works. But you can be sure that when the problem has been solved this same person will not hesitate to proclaim loudly that due to his great overview and his leadership he has saved the company a huge problem.
So, although your company does not apply the Hay levels, at the time you should be ready to take the decisions in accordance with your likes and capabilities in order to avoid that your career turns into a hole of bitterness.
To help you with this task, we have prepared a questionnaire with ten questions that you can find in the following link:
http://engineers-corner.dip-solutions.com/2T/Test_en.pdf
The possible answers are “yes”, “no” and “indifferent”. Answer honestly and in our next post we will give you the criteria to assess your answers so that you can know which is your best professional choice.
A thought:
I do not know if it is right to speak of the greatness of some small companies. But I am sure that it is possible to talk about the smallness of some huge companies.
See you.
Be brave
So you feel disoriented. Although I do not like to tell anecdotes, I can not resist to tell you one I witnessed at the beginning of my career that tells a lot about this topic.
At that time I had the privilege of working in a technological division of the most important aeronautic company in our country. The engineers of our department we used to meet every morning before starting our workday, have a coffee and chat about the last day and all the associated gossip. Because at that time we had no vending machine, we bought together a coffee machine and put it in a small storeroom where we used to meet.
Actually we met all there but one. One of our colleagues never shared the morning coffee and stayed from the beginning of the day in the front of his terminal (at that time PC where just starting and we used stations like the Digital PDP-11 or Vax Station to develop all the software) as if the world around him did not exist.
The director of our division was an extremely punctual and polite man. Every morning, on his way to his office, he stopped a moment to chat with us. Then he continued on his way and, also every morning, he stopped again by our solitary colleague to inquire about the progress of his work.
This routine repeated monotonously until one day when something different happened. This day, after chatting with us, the director continued his way to his office and stopped, as usual, by our friend. After a brief chat, he went on his way. But differently of other times, after a few seconds our colleague rose from his chair and came where we were.
Without saying anything he put some coins in the can that we used as cash box, pured a coffee and stared at it.
After a few moments, as he was saying nothing, somebody asked him:
- What did he told you?
Looking up from the cup, he answered::
- He told me that I am doing such a good work that next year instead of a 101 keyboard, they will give me one with 121.
This was a revelation. Our director, probably not being aware of it, had given him the key to his professional future and probably, by extension, the one of all of us.
The message was clear and is still valid today. If you are very good at your work the future holds for you more of the same.
This is not necessarily bad if you like what you do, but you should know it in advance to take no surprises.
At that time the company was beginning to introduce the ‘Hay levels’ system, which are still used in many companies. This system is a valuation methodology of the workstation, which allows you to know what will be your future career in the company. In its simplest expression and taking only into account the graduates it says that at the beginning all engineers will follow a common trunk until at some point everybody has to choose between the technical or the management branch (known as the Y). Theoretically this decision does not imply wage differences since you could progress in your career the same way in a branch or in another. Theoretically.
In practice, if you choose the technical branch you will be part of a select and underpaid group of people, the specialists. A specialist is a person with solid knowledge in a certain area, who is kept locked in a closet, figuratively speaking, until he has to solve a problem that others built up. The next level after the specialist is the expert (which is the same, but with white hair). We will talk about them another day.
But let us return to what we were talking about. I have always been fascinated to see how a program manager, uses as a mantra a magic spell in the style of Harry Potter (like the one used by Hermione when she repairs Harry’s glasses with ¡Oculus reparo!)when an unexpected problem affects him directly.
The spell used in this case is "this is a specialist’s task". Once it has been said and since he had no doubt its effectiveness, he will leave quietly and wait that the spell works. But you can be sure that when the problem has been solved this same person will not hesitate to proclaim loudly that due to his great overview and his leadership he has saved the company a huge problem.
So, although your company does not apply the Hay levels, at the time you should be ready to take the decisions in accordance with your likes and capabilities in order to avoid that your career turns into a hole of bitterness.
To help you with this task, we have prepared a questionnaire with ten questions that you can find in the following link:
http://engineers-corner.dip-solutions.com/2T/Test_en.pdf
The possible answers are “yes”, “no” and “indifferent”. Answer honestly and in our next post we will give you the criteria to assess your answers so that you can know which is your best professional choice.
A thought:
I do not know if it is right to speak of the greatness of some small companies. But I am sure that it is possible to talk about the smallness of some huge companies.
See you.
Be brave
Visit www.dip-solutions.com to see that we do.
No comments:
Post a Comment