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Blackmac

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Everything posted by Blackmac

  1. As the industry as a whole is responsible for giving low time pilots a chance to increase their hours as an aid to the industry. Did any company hire low time pilots as co-jo's in medium helicopters, where a couple hundred pounds wouldn't make any difference. Low timers would gain experience from an experienced pilot and maybe some stick time. I am basically referring to the "Fire Season" I made this comment a couple years back and as far as I know or hear of anybody (company) doing same. If, as usual, the industry doesn't get its act together, there will be fewer pilots and more machines sitting around. Poor Owners Club. Why would anybody become a helicopter pilot these days, when fixed wing is offering much more in training availability, lifestyle and advancement.
  2. Discovery Air has been living of the Canadian Taxpayer since they were formed, X military types couldn't organize a pi..-up in a brewery if they tried.
  3. I was actually thinking of not replying to this thread but I can't resist. The biggest thing pilots and ame's have is to communicate and respect one another's abilities and communicate that effectively. Pilots cannot always state a problem he is having with the helicopter in a fashion that the ame understands, so the AME says to himself another do-do bird. AME thinks the pilot is just complaining for nothing, because he can't find anything wrong. Actually there was a problem, one of the bolts holding the rear skid gear in place was loose and causing a vibration in flight, neither vertical or lateral!!!!!! Very early in my career I solved the problem, I became a Pilot/Engineer and never argued with myself. As stated above, we are all on the same team. ANY AVIATION SCHOOL THAT DENIGRATES ONE OCCUPATION OVER THE OTHER NEEDS THERE INSTRUCTORS REPLACED OR RETRAINED. IMHO.
  4. Home > About Us > Vision, Mission & Objectives Our Vision, Mission, and Objectives Our Vision NAV CANADA's vision is to be the world's most respected ANS: in the eyes of the public for our safety record; in the eyes of our customers for our fee levels, customer service, efficiency and modern technology; and in the eyes of our employees for establishing a motivating and satisfying workplace with competitive compensation and challenging career opportunities. Our Mission To be a world leader in the provision of safe, efficient and cost-effective air navigation services on a sustainable basis while providing a professional and fulfilling work environment for our employees. Our Overarching Objectives The Company will achieve its Mission by: Being amongst the safest ANSPs worldwide and driving continuous improvement in the reduction of operational safety risks; Maintaining ANS customer service charges among the lowest of major ANSPs worldwide, and ensuring over the long term that the growth in operating costs does not exceed the growth in traffic; Providing value to our customers by contributing to improving their operational efficiency through the use of innovative technology and effective delivery of service, domestically and internationally; Having a work environment which places NAV CANADA amongst the best employers in Canada; Introducing measurable projects and initiatives which support a reduction of the environmental footprint of the aviation industry wherever feasible. Simpliton, as usual, does not provide any solution to the problem of Transport Canada Aviation governance or lack thereof. I made an error in stating that Nav Canada was a crown corporation, but as such is an extremely well run non-profit entity. The Mission Statement Of TCA seems to be to confuse aviation industry as much as possible and since de-regulation has only increased its effort. As TCA de-regulated the industry as a whole, it left the lower cast, small operators, to fend for themselves. THE ACTUAL REQUIREMENT FOR DE-REGULATION WAS THE AIRLINE INDUSTRY, SO THEY COULD COMPETE ON AN INTERNATIONAL BASIS. TO THIS DAY TCA DOES NOT RECOGNIZE THE SMALL OPERATOR IN CANADA ONLY, AS A SEPARATE ENTITY, AND HAS TO FOLLOW THE RULES APPLICABLE TO THE AIRLINES. CANADIAN TRANSPORTATION AGENCY FORUM ( 5-07-18) As usual, they ask for information and or help in passenger complaints and defer to another department. (Trump Doctrine) They actually or so they say, are concerned with pax carrying oversized luggage and putting same in overhead bins, airline problem, but no enforcement. The aircraft are becoming sardine cans as far as the narrow aisles and seat pitch is concerned. Again the (Trump Doctrine), CTA cannot do anything about that, it's a TCA problem. WELL, as far as I am concerned certification of any aircraft flying in Canada is done by Transport Canada, and if so, certification for seat pitch and aisles width should be realistic and not governed by outside influences such as how many sardines you could put in a sardine can. Go back to the VICOUNT days re: seating/aisles width. Transport Canada Aviation as a whole takes advice from the Transportation Safety Board, Canadian Transportation Agency but actually ignores most of them for political reason or whatever "RoketMan" can think of. SHOULD YOU WONDER WHY TRANSPORT CANADA AVIATION NEEDS AN OVERHAUL????????? ABOUT US Who We Are What We Do Vision, Mission & ObjectivesCurrently selected Governance Our Executive Team Investor Relations Corporate Social Responsibility Environment
  5. I don't care, do you????? ICAO is the boss for aviation regulations, not Transport Canada Aviation. ICAO is AUDITED by ISO 9000 Transport Canada Aviation is a department of the Federal Government and the Parliment of Canada. Transport Canada has been screwing up and going downhill since the early fifties and is in need of a complete OVERHAUL. If one uses The Worldwide Safety Management System as an Auditing Body, the House of Parliment is the governing body under the Inspector General to authorize a complete Auditing of Transport Canada Aviation and hopefully, it will be brought in line with its MANDATE. Most of the problems can be eliminated by changing the whole structure and using ISO 9000 as an inspection Authority for transport and less BS for the industry. IT CAN BE DONE, transfer the existing department to a Crown Corporation as was done with NAV Canada. I actually worked on the original RFP for NAV Canada. Nav Canada is one of the best Crown Corporation in Canada.
  6. RDM, good to hear from you and joining the ranting club or what's left of it. My personal RANT is with Transport Aviation Canada and their total outlook on Aviation. His Majesty still applies the same regulations to the whole industry for whatever reason, only he knows. Being a little long in the tooth I can remember when Transport and the aviation industry could communicate and negotiate. For some unknown reason Transport seem to think that H-A-C is a representative for the whole Helicopter Industry. H-A-C only represents the owners of the individual companies. H-A-C does not represent the Pilots and Aircraft Maintenance Engineers or Apprentices. H-A-C only worries about the "Owners Club". The recent spate of accidents can only be blamed and laid at the door of TCA's incompetence. Get rid of the Inspection Department and go to ISO Standards. Then hopefully we can get rid of the Dictatorship. ADVISE YOUR FEDERAL MP, it is long overdue that Transport Canada be audited by PARLIAMENT.
  7. Finally, a new bunch of writers with a real sense of humor keep it up, or better still, send a copy to the Space Cadet!!!!!
  8. CLIENT: Calling a helicopter company for rates on a helicopter for a job he want's to do. You automatically ask for what type of work, etc. Operator: Suggests a B407 fully equipped for the job with a minimum of 4hrs/day, not including fuel costs, airport charges applicable crew costs. CLIENT: Say's I'm not sure how long I will need the helicopter, would it be allright to average the 4hrs/day over the period of the contract. Operator: You agree and accept a purchase order or contract. You also have a Tariff book in your office and send him a copy. (The one you wrote up yesterday.) The hourly rate quoted is invoiced the customer, including whatever charges stated and agreed to in the contract/purchase order.
  9. You are the first person to state what I have said from the beginning of this tirade, that the tech log should indicate what is being billed, as the actual cost to the operator. When I was auditing an operator on behalf of the Federal Government, I would check the Journey, and Air frame/ Engine log books entries to see if they all matched what was being billed the customer. The worst operators to try changing times and over billing are the ones flying fires. Every client who has a long or short term contract has the right to see the companies log books. The industry as whole is it's own worst enemy by keeping rates so low and undercutting each other.
  10. Would have loved to, but, it's hard to get that type of helicopter for UN contracts. (WHO)
  11. Bell 204B and Hughes 500. The day I left Upper Volta and was heading to Bamako, we had a fuel stop on the border prior to entering the Ivory Coast. The 204 was approximately 50 ft in the air when three (3) military types came out of jungle pointing AK-47's at the belly of the 204. I proceeded to land the machine, shut down and get out of the helicopter. There was a World Health Observer who always travelled with me (actually a Prince from Mali) who was a well educated, by the French in France. The military types who had NO communications with the Capital of Upper Volta, were not aware of who or what we were doing. SO after about an hour of discussion with my observer and checking over the helicopter they understood we were no danger to them or Upper Volta, with our 1000 Litre insecticide tank in the back of the helicopter and the booms attached. The Country of Upper-Volta was re-Named Burkina-Faso by the time we returned a week later.
  12. With reference to your response to my posting related to MALI, I will give you a short history on the Griffon helicopter. To start of the Huey (204B) was a nine(9) pass helicopter used for utility support, as was the extended,  (14) pass 205A-1, then along came the Bell 212 (twin eng, same modified airframe)

    Bell decided to take the original modified 205A-1 airframe, modified it to build the 212 (Twin Eng), modified the same airframe to become a 412 also known as the "Griffon".

    The Griffon is an of the shelf, FAA & TCA approved civilian helicopter, modified by the Canadian military for military use.

    The ex military B204, 205, 212 all have military parts and are not FAA or TCA approved for civilian applications.

     Clear as mud, eh?

    Don 

    1. MEOB

      MEOB

      Makes lots of sense!!

  13. DND buy new C-7, Cyclones and Chinooks, send them to war torn areas and protect them with modified Vietnam era armed helicopters. WHAT A LAUGH!!!!!! Afghanistan, where Canada once was, is now getting BlackHawk U-60 helicopters given to them by the UN. Afghan crews to fly missions with Black Hawk helicopters Source: thecourier.com I wonder when DND is going to smarten up and get some real armed helicopters. I guess they never heard of shoulder fired Sam Missile's. They can take out those so called armed Griffon's with no problem, including the Chinooks. I flew in that area with the World Health (Upper Volta/Burkina Faso), Ivory Coast, Niger, Ghana, etc.
  14. Not surprising, they bit off more than they could chew. Check the background of the people involved and you will see a lot of military background, with the government backing and original dreamers. IMHO.
  15. As some people might not subscribe to this letter, I posted it for your info and the "owners club", possibly TCA would benefit also. Management and leadership are not synonymous. A manager's job is to plan, organize, and coordinate, while a leader inspires and motivates. Austrian-born American Peter Drucker—credited as the founder of modern management—best described the difference: “Management is doing things right; leadership is doing the right things.” In aviation and other highly regulated hazardous industries, this matters most as it relates to creating a good safety culture. Other academics, ranging from James Reason to Andrew Hopkins, will agree that a manager is more likely to accept status quo, whereas a core characteristic of a mindful leader is to continually challenge and improve systems and culture. The mindset of a leader is one of “chronic unease.” Likewise, really good leaders should be preoccupied with the potential for failure or possibility of a major accident. In a recent presentation, NTSB chairman Robert Sumwalt linked safety culture and leadership by saying, “Safety is not a status you attain, but a never-ending process. It’s not a destination, but a journey. And the journey begins with leadership.” Today, safety management systems (SMSs) are commonplace, and the universally accepted framework, using ICAO guidance, involves four pillars and 12 underlying elements. The first pillar—safety policy and objectives—is the foundation of the system and highlights management’s commitment and responsibilities, resource allocation, emergency response planning, documentation, and the roles of the accountable executive, among others. As a practical means, the professional safety practitioner will understand that most of the real day-to-day “action” takes place in the remaining three pillars—safety risk management, safety assurance, and safety promotion—but without establishing a solid foundation, the system will fail. That same individual will also recognize that the attributes of a good safety leader are rarely defined. The days of “I’m in charge, therefore I’m a leader” are long gone. That concept predates the jet engine. In the U.S., the FAA's Part 5 regulation (“the SMS rule”) is very prescriptive and provides details about managing the system. The regulation clearly defines safety assurance, safety objectives, safety performance, safety policy, and safety promotion, along with safety risk management, but doesn’t get into the art of safety leadership. Today’s mindful leaders will find opportunities within this regulation to project safety leadership throughout the organization from management to the frontline employee. One of the most obvious avenues is a solid safety policy per FAR 5.21; at a minimum, it must outline an organization's safety objectives, commitment to safety, promotion of its employee reporting system, and define unacceptable behavior. Equally important, a safety policy must be fluid and should be routinely updated to accommodate changes to the system. A good example on an emerging issue—in this digital age—would be a clear statement on data usage and protections. Beyond policy, the mindful leader also has an opportunity to effect cultural change by encouraging good relations between management and employees. In this case, action is far more powerful than rhetoric. Soliciting feedback from employees, or better yet inclusion in the safety process, will help build trust in the system. That’s a pretty tall order. Of importance, it must be understood that this is a two-way street. Labor plays a critical role in building a strong safety culture, because employees must buy into it. A leader must also demonstrate and support a good safety mindset. Remember, a leader must inspire and motivate. Employees at all levels should be empowered to speak up and report hazards discovered in the operation. At some level, these concepts will begin to filter from the top down to the frontline employees. That’s a healthy environment and is the point where a leader begins to realize the ultimate goal of creating a good safety culture. Pilot, safety expert, consultant, and aviation journalist Kipp Lau writes about flight safety and airmanship for AIN. He can be reached by email.
  16. Picture showing helicopter doing a touchdown with two front wheels on a rock-outcrop, referred to as a"Pinnacle" landing is stretching it slightly. Any pinnacle landing I have ever done is normally with "ALL" wheels/skids on the ground, all though you can put a helicopter skid/wheel next to a rock outcrop or on the outcrop, but it is not referred to as a landing. Landing would normally require the machine to be collective down. If the pilot wanted to classify his manoeuvre as a pinnacle landing, he would have to drop the collective and become a statistic. If he wants to practice he can go to Ethiopia, southern Sudamo region @ 1100ft or North Yemen at the same using H500, 206B, 212, lots of fun.
  17. The only reason anybody (Pilot or Engineer) says he is happy at is job, and TCA, is because he is employed by the Canadian Coast Guard and is enjoying the benefits of the Canadian government. Bin there, done that and I still believe TCA is useless. Don't get me wrong, I can handle criticism that is justified, broad shoulders. For your information I have not attacked anybody on this thread, so look at the picture and take the advice.
  18. The best reply I've seen yet, Thanks. Try over 50 yrs in aviation, plus the fact I've held every job in the helicopter industry, including janitor. You tell me how many ex commercial pilots or ame's now work for Transport Canada Aviation and how many will admit, they are only there for the pension and benefits. I was one of the contracting officer's leading up to the preliminary privatization of Nav.Canada. The person to became the first President was from ATAC, originally, and prior to that President of "First Air". By the way Nav.Canada is known for having one off the best systems in North America, not run by Transport Canada Aviation. FAA wanted to adopt the system but the unions were complaining that thousands of people would be put out of work, so it was overruled by congress. SO, all you people that think you are getting remarks, that you don't agree with, why don't you come up with a better scenario, other than TCA. The only person with any history on the helicopter industry is myself starting of in the Navy and first commercial job with Spartan Helicopter Services, 1957. If you don't appreciate my input or advice, try and solve the BS and suffer the out come. If you will notice, most of the replies are coming from people who only want to critique, try giving some input. THE FIRST TIME I GOT IN A HELICOPTER, NAVY HORS3 (S-55), I JUMPED OUT WEARING AN IMMERSION SUIT, BY THE TIME I WAS HOISTED BACK UP WE WERE ABOUT 300 FT ABOVE THE WATER, 350 HR PILOT HAD A HARD TIME HOLDING ALTITUDE. I STILL REMEMBER IT TO THIS DAY AND WOULDN'T CHANGE A THING FROM FLYING, MAINTAINING OR THE PEOPLE I'VE MET OR PLACES I'VE BEEN. THE ONLY THING I WOULD LOVE TO SEE IS THE INDUSTRY, WHAT'S LEFT OF IT, GET TOGETHER, AND DO SOMETHING ABOUT THE OWNERS CLUB (NON ENTITY) AND TCA. Ask yourself what purpose does either one serve, except themselves.
  19. I actually think you are the one in need of Naloxone, if you think you see everything as a GrayHorizons, you are the one who is not well. Try a couple more opioids and it might brighten up and you can fly by yourself. It's people like you who haven't lived thru the BS of Transport Canada Aviation, who don't understand the reality of a non entity. Get some time in the industry and maybe you'll understand what is going on. Try reading the whole magazine and contribute some reality.
  20. 1987 was the hallmark of the beginning of the destruction of the Helicopter Industry as it was known prior to that year. With Deregulation instituted, it took 31 years for Transport Canada to decimate the industry as a whole and should be held accountable. Nobody in Parliament has the guts to do anything about it. There was nothing wrong with the regs prior to that date (1987), deregulation was brought about strictly for the airlines, so they could compete with our southern neighbour. FAA does it, so Canada follows the big guy. Transport Canada has always been embedded with military who transfer over once they retire from the military who have no commercial aviation experience, but overnight they become experts and start making regulations that have NO comprehension in the commercial environment. Some have even become Director Generals. Transport Canada should be privatized and become a Crown Organization, similar to Nav. Canada. Transport Canada once privatized could use ISO for inspection and oversight. H-A-C is supposed to represent the industry as a whole, but is actually a Helicopter Owners Club, it does nothing for pilots or ame's. Not to long ago an association was proposed to represent the pilots and ame's in the helicopter industry. The idea was to have a say as a whole on any regulations or requirement that reflected on employment within the industry, excluding pay and benefits. Pressure was applied by the companies and certain individuals who good not differentiate between an Association/Union. SO, now the Owners Club and Customers, thanks to de-regulation can demand what they want and Owners can pay what they want. The Owners cut costs to the bare minimum, to stay alive. Don't wonder why nobody is posting, I think it is rather obvious. Unless get of your *** and get together and do something, it will remain the same. HAVE FUN!!!!!!!
  21. Try looking at today's daily news page on Vertical or call Mike Reyno.
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