Ethiopian Airlines Leverages Its 787 on European/Americas Routes

Ethiopian has its ten 787 reducing its 787 backlog to zero. Now they are  sliding routes into the fold having all its 787 with the last one just delivered. Dublin Ireland and Los Angeles, California is the target. Just look at those windows would you. Its better than the observation deck on the Empire State Building. Ethiopian has 70 years of experience beckoning it with wise decisions.

Ethiopian Airlines to launch direct flights to Los Angeles

Research Article link from New Vision Uganda and other Liftndrag/Winging It archives



Not only does it take a gamble with the all new 787 technology, it has started re-consigning routes with both its 777-200 and 787-8. It is a dynamic African Airline that is getting it done without the hoopla of an Air India hyperbole problem. In a recent news article, from Hindustan Times, it was found the A-320 had more operating problems by number in its first year operating in India than the 787 had , which is a far more technological aircraft than the A-320 Indian operated Aircraft. The Indian DGCA Inspector says it is "teething woes", and nothing else that you would expect from a newly introduced aircraft. Boeing is addressing every woe that occurs with a permanent correction, and solving any unforeseen problems it encounters during service and in testing. Its part of the aircraft maturation process.

Dreamliner woes just teething troubles, says regulator

Credit Link above:  HindustanTimes

"The Boeing 787 Dreamliner may have caused a huge headache for Air India (AI) for the constant glitches that have hampered its performance, but it’s still faring better than other jets, according to the Directorate General of Civil Aviation (DGCA).

“Much serious problems were experienced at the time of induction of the Airbus A320 aircraft, which was a novel design feature of late 1980s,” said a presentation made by DGCA officials to the Civil Aviation Safety Advisory Council — a commregulatorittee appointed by the aviation ministry to advise on safety issues.

“As and when innovative design or technology is introduced/upgraded, it needs time to stabilise to address teething problems. B787 engineering issues are expected to stabilise by end-2014 or mid-2015,” according to the DGCA presentation, accessed by HT."

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Relative Score Card, LnD report:

A-320 53 glitches in 7 months. 1989-90            787 Dreamliner 58 Glitches in 18 months 2012-2013

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"On September 20, 2014, Ethiopian Airlines was revealed as the customer for a firm order for 20 Boeing 737 MAX 8s, the carrier also securing options and purchase rights for a further 15 737 MAX 8s. The order represents the largest single Boeing order from an African carrier in terms of the number of aircraft involved. This computer graphic image shows a Boeing 737 MAX 8 in Ethiopian Airlines’ livery"  (New Vision Uganda Quote October 26, 2014)

Each Boeing purchased has been a careful airline consideration, born not out of whimsy or extra cash on hand, but out of identifying how they will succeed in its vision.

Vision Statement:

"To become the most competitive and leading aviation group in Africa by providing safe, market driven and customer focused passenger and cargo transport, aviation training, flight catering, MRO and ground services by 2025." 

Mission Statement: (The how we do it by...)

• To become the leading Aviation group in Africa by providing safe and reliable passenger and cargo air transport, Aviation Training, Flight Catering, MRO and Ground Services whose quality and price “value proposition” is always better than its competitors,
   
• To ensure being an airline of choice to its customers, employer of choice to its employees and an investment of choice to its Owner,
   
• To contribute positively to socio economic development of Ethiopia in particular and the countries to which it operates in general by undertaking its corporate social responsibilities and providing vital global air connectivity,

• As an airline, safety is our first priority,
   
• Ethiopian is a high performance and learning organization with continuous improvements, innovation and knowledge-sharing. We accept change for the growth opportunity it brings and always seek for and apply the best ideas regardless of their source,
   
• We recognize and reward employees for their performance and demonstrate integrity, respect to others, candor and team work,
   
• Act in an open fashion and be result-oriented, creative and innovative,
   
• Adopt Zero tolerance to indifference, inefficiency and bureaucracy,
   
• Encourage 360° free flow and sharing of information,
   
• Treat our customers the same way we would like to be treated and always look for ways to make it easier for customers to do business with us,
   
• We are an equal opportunity employer,

Every potential passenger should read a company's goals and objectives through its Vision/Mission/Values statements. Buy the ticket if you agree with the statements, and measure its worth when sitting in a terminal, boarding and flying with that Airline. Then when arriving, test the Airline, on its Mission and Value statement by asking yourself did they, Ethiopian, achieve those goals and objectives? If they did, it should flow into its vision statement. Every employee should know these statements by heart, and affect their workmanship and service to the customer.

The final test is found on the bottom line of profits. Ethiopian has had a remarkable run on profitability since flying or inducting the 787. Its going long by adding Los Angeles to its routing. It will fill out the African Dream with its new 737 Max coming in a few years. Ethiopian Airlines is a surprise airline for the traveler, as it strives for safety, comfort and service.

In closing, Ethiopian had a severe fire on its 787 at London-Heathrow Airport. A piece of locator equipment caught fire in the rear crown of the aircraft section near the tail. A catastrophic incident on the 787 carbon fiber structure ensued. Boeing and Ethiopian kept its eye on the vision, and employed never before performed repairs on this type of aircraft. It proved two points for both manufacturer and Operator. 

• First, it demonstrated a process to repair a huge carbon structure from the manufacturer. 

• Second, it demonstrated Ethiopians Vision statement was in fact, a true purpose for the airline when it stood by its pledge of flying safely. 

Today the same scorched 787 is performing without any follow-on mishaps as all systems and structures perform according to new airplane 787's. It's quite an example of an airline understanding, and dealing with a crises in an carbon fiber technology. It proved the barrel assembly is reparable in a newly tested exigency situation. 

Vision is achieved with the  completed repair. Its flying safely once again as promised by Ethiopian.

Bears Overview Boeing With Reoccurring 787 Issues

The list on Boeing's reoccurring 787 issues plague the bottom line towards profitability. The 787 program has amassed over 25 billion in charges beyond its original break-even point from program glitches starting with the battery on. You name it Boeing's got it on the 787. Cracked windshields, failing systems, and parts or misapplied fabrications from contributing suppliers in the larger body works; just to name a few. The Boeing 911 crew spares no expense in chasing down those pesky glitches with its oft referred new 787 aircraft.

The cost of "chase down those problems" accumulates to the 25 billion in the hole level as earlier reported on this blog. Boeing strategy is to mitigate everything until perfected. So far they have spent the bank in doing so. The financial set recognizes that Boeing can't just keep delivering 777's and 737's to keep cash pace as it will soon run lean or  exhaust those resources, as it transitions to the MAX and the 777X. Both those new projects will need an infusion of cash in two years, while the 787 sucks the production cash buffers up before those project get rolling. The sketch artist can draw a bleak picture of lost stock value with Boeing's under performing cash flows, as more super glue and technology band-aids are applied to the 787 Hull.

The 787 must fly free of encumbered problems by next spring. The battery should be a hindsight proposition. The "in-service" glitching on the many issues list are starting to slow down as resolutions are installed, but not as part replacement in a re installed part. A better widget is Boeing's salvation faulting parts, not being just another replacement part. The Billions spent in an over-the-top 787 effort is the "all new technology" penalty. Boeing thought it could slough through without any mishap. It didn't, and its paying for it now on the back end and the market Bears have taken notice rolling out its new observations on  Boeing prospects of not halting the 787 financial erosion.

The Bears will soon have its rule over with, concerning the 787. The Bull will play in greener pasture by 2015 and start eroding the 25 Billion cash back log found on Boeing's book, when money making orders are gained.

United Adjust Order Book For More 787-10's

It was just announced that United/Continental is changing its 787 order book by moving some 787-8's to the 787-10 category. Below are some numbers  from All Things 787 Blog Statistics, which are very reliable, show only one more 787-8 available for delivery. The statement that they will move 787-8's to an order of 787-10s is confusing. As reported below from Reuters link;

"During a conference call with analysts and journalists, the Chicago-based carrier also said it had converted orders for Boeing 787-8 Dreamliners to 787-10 models, a move that defers the delivery date to 2022 and beyond from 2017 to 2018 currently."

United Airlines capacity to rise next year; converts 787 order

"United Airlines said it is looking for used aircraft to adjust capacity and lower its capital expense, and noted it had recently purchased two used 737-700s from a leasing company that it declined to name. (Reporting by Alwyn Scott, Editing by Franklin Paul)"

From the chart below there are no backlog for 787-8's so this mean there are some option aircraft moving to a firmed order number for 787-10's from optioned 787-8's classification or they are taking from outstanding 787-9's not yet delivered which they have in abundance at this time , counting that still has 25 787-9's net yet delivered. Reuters likes to confuse sometimes when not fact checking.

Customer Name	Customer Code	Model	Ordered	Delivered	Undelivered		2012 787-Deliveries	2013 787-8 Deliveries	2014 787-8 Deliveries	2014 787-9 Deliveries
United Air Lines	UAL/CAL	787-8	12	11	1		6	2	3
United Air Lines	UAL/CAL	787-9	26	1	25					1
United Air Lines	UAL/CAL	787-10	27	0	27

Recogition, Self Awareness, and Boeing Production Increase

Long ago, Boeing made thirty-two 737's a month, and was satisfied with that number. Mean while back at the Airbus barn, they produced near forty of its type for its customers. Boeing gave a big yawn in those days, satisfied with its own play book of 747, 767, and 757 churning out the door.  A main problem existed with the Boeing yawn. The backlog was coming to an end! Boeing needed a "Sea Change" as it was about collapse under the weight of its own lethargy. That change flew in the face of Boeing conventional wisdom. The only big back log was with the 737 and 777 models. Both were cash cows for the company. Boeing needed cash quickly if they were going to turn this company around and beat Airbus. To do so, they needed a new aircraft family, a refreshed 737 Max and a mini Jumbo that would slice up the airline dichotomy with an award winning 777X. Money, Money, and more Money was needed.

The playing cards were on the table and they were just a few to play. A 737 and 777 backlog as the other models were dying. Boeing had to liquidate back log for cash in order to build the 787. It had to increase its order book to survive. Boeing needed a game changer and difference maker. It also needed to recharge its order book. The order is like charging the production battery. But at this point, in 2004, Boeing had to power up that order book with an older offering of aircraft. The 737 NG, a waning 767, and the 777 300-ER. The 747 was slim in the order line and it needed a boost itself with orders.

Orders ultimately equal cash flow and "profits". Excessive cash margins are  relative to profits when delivering airplanes. Boeing needed to install new profit gears like the 787, 747-8i, and 777X. It needed  to reinvent the 737 into the Max. All taking capital investment or cash. It, Boeing needed sales. Two thousand two hundred Max later, Boeing resupplied the order book. Boeing needed deliveries (cash). Hence the forty - two 737's a month. Now its looking at 52 a month. It also went deep into the play book with one hundred 777-300ERs a year, with no help coming from the 747-8i, or a 767 cadre of tankers yet to be accounted for in a tangle of production slots.

Boeing has pulled its lethargic dilemma from 2004, shrinking it's backlog as if pulling itself up from its bootstrap. It has essentially caught Airbus, and made a pass on the fast production track. Not only has Boeing met and exceeded expectation in marketing, but in customer satisfaction, using its hold card from increased production while it still had a back log to draw from. Now its backlog has grown by 14% this year over last year. A remarkable gamble paid off as sales are spurred on from increased delivery.

Customers can now count on receiving product when they need and are ordering with confidence where Boeing will meet its promise. Customers are planning fleet renewal and expansion around that promise of timely delivery. The 737, the littlest engine, that could, is chugging up the hill for Boeing opening doors with new customers. During 2014 it surpasses the NEO 2014 orders at this time. A strong part of the catching and passing process against Airbus. The 777X promise has stemmed the tide against the Airbus A350 Family. The 787 remains a cost pig.

This cost pig marks its line at 22.5 billion in the hole. Boeing says the tide will turn at half past 25 billion, and start a profitability binge. If Boeing is correct then its robust effort on efficiency will pay dividends from the production floor as suppliers as well as builders will hone the cost downward for each 787 made. Boeing is losing money on each 787 delivered at this point. It assumed it would not go past twenty billion sunk, but has already eclipsed the number by more than two billion and will dig a little deeper when it reaches past twenty-five billion sunk. What is Boeing doing to squeeze down towards a profitable 787, is all the predictable actions.

• Factory design efficiency and production floor renewal
• Supplier streamlining
• Boeing recapture from under performing suppliers (bringing some assembly home)
• The Learning Production Curve is Maximized

All of these points have been enacted since the first 787 flew out from the doors. It's the always improving model.  There is still some inefficiency margin remaining, and it's open for leaning out towards profitability. Boeing is reluctant to increase prices for its customers, but it will have to consider some price adjustments in sales round two. Sales round one sold one thousand or more 787's. Now Boeing has invested a great amount of capital on 787 improvements, and must recall that investment expended on improvements through price adjustments. It's simply stated that the current production craft are better than first delivered aircraft, where the 787 should cost more in the second round of sales after 1,000 units ordered are delivered.

The Boeing increase production strategy has worked. It built past the naysayers when the backlog started to shrink from increased production numbers. Because of that gamble, customers responded by ordering more aircraft. Boeing gained important cash infusion. It became a counter balance to the 787 program cost. The 747 hangs on by just an order thread. New life for its ilk are found in upcoming freighter orders, and some passenger slots, as airlines seek the sweet spot. If the 747 can find a customer sweet spot, then it will live another twenty years on the delivery block. The 787 becomes a Boeing tool purchased, not only for passenger travel, but as a follow-on play book for succeeding aircraft such as the the Max and 777X. The gamble won from increased production is pollinating Boeing's future aspirations through its many new commercial programs. The production floor has made this all possible, enabling Boeing moving forward with its engineering acumen and for its aviation grand play. 

Boeing Is Shifting To Over Drive

Boeing is not just stopping at 42 737's a month or 100 777's a year, it is going all-the-way with three new big bodied and one single aisle flea flicker pass to the end zone. Its a busy place for Boeing as both production teams and financial execs are scrambling in a mad dash to seize the opportunity in its counter move on Airbus' aspirations. It may leave the European giant flat footed as Boeing scores a triple play. No longer is Boeing just satiated with sitting on its laurels, or it is not looking back on past exploits since the 707, it is moving forward without regard of Marquis of Queens-bury rules in this latest round of pugilistic airplane making actions.

The 777X is no lie as it will surpass the Airbus' 30 years of investment  found with the A350 family. The 787 is going forward by another leap, as its most advanced systems become cherished by flight-line knights of the wrench. They, (the systems) will tell the ground crew which nut needs tightening and when. The much overplayed reports of 787 miscues, mishaps and mistakes are well, just print fodder for publications. Yes they exist, and are problematic. However, part of any process is to make it perfect after millions on lines of code and more millions of parts are played out each time the 787 flies. What is more important is that Boeing expected developmental issue to arise, and they planned for four and five different ways to keep the 787 safe, intact, and flying. That has worked as planned and expected. The most complex jet in the world performs better than anticipated. As it matures, the jet becomes more outstanding. When the A350 is delivered it will still lack behind what Boeing has done for another thirty years. It is big and it is bigger and it leans on biggest when advertising smuck takes over. The 787, Is it what customers want. Some say yes and some say no. That is the nature of business. But the real question is who is better? Not who is the biggest?

Boeing is once again attempting a mini Jumbo make-over and a single aisle renovation. It is developing a tanker which will compete with the A330 tanker ordered by other nations. The military set Boeing up with an older air frame technology, while Airbus is re configuring its A330 frame in an international tanker competition. However, Boeing is bringing forward a 787 like avionics package, improved engine technology and the latest in a military counter measures. It will be a real work horse and not a dolled up commercial airplane dressed in camo colors. Boeing is stuck with changing its wiring scheme in the event of a missile strike or other strike, so it won't take all the electrical out with one well placed hit. Boeing is going back and rewiring the systems all over the KC-46 tanker where you  would have to cut the KC-46 in half to take it down. Because all wiring systems are independent of each other, it will supply avionics, fly-by-wire system and other critical systems with power unless the KC-46 totally explodes.

I hope that by reading this, one will gain an understanding of Boeing's all-hands-on-deck mentality during the current quiet news cycle in aviation. Its not your dad's Boeing! The Boeing work force doesn't have time to ponder about "what if's", because they are doing the "what ifs" now! On every front there is a Max effort to win the day in the manufacturing business. They don't have the GM attitude of, "if we build it they will buy". The Boeing attitude over-all is, "we are in it to win it". Even though not all is perfect in Boeing Land, as labor always continues plying for its needs, Boeing is more focused than it has been during the last fifty years or since the war years, in the 1940's back when Boeing was focused and much smaller. Now they are gigantic and are regaining that focus from its leadership onward down to the floor. If the execs stay focused on stock holders only, they will lose it all. The stock holders will come if they execute well with its amassed technology, work-force and vision. These three components insure the success of Boeing. The investors will come when they have those ingredients. They now have now those ingredients.

The Tale Of Two Plants, An Epic Digression In Metal Works

Boeing Everett and Boeing Renton are going to the well with its new planes. The 777X and The Max respectively. At the North End of the "Boeing Triangle", is Everett's new under construction buildings for the 777X. The intent is for plastic wing making not unlike the 787 wings made in Japan. Everett must reinvent the 777 in a duopoly building scheme for both the 777 300ER and the 777X projects. It has started by making a satellite building around the 777's ground zero for significant structures assembly, with wings that will attach to the assembled 777X, namely, its complex lifting surfaces made of plastic. Metal large parts constructs can come from Spirit systems by train. Other supplying contractors will feed the beast as specialized parts are built from around the world and shipped to Everett. Including Japan's aviation making submissions.

Puget Journal Biz Journal Photo

Rendering of One Million Sq Ft. Everett Wing plant for the the 777X Below:

Puget Sound Business Journal Photo

At the southern tip of "Boeing's Triangle", is Renton, and the MAX. Rather than building expansion's for the MAX they are re-configuring the production floor. They will slot in the 737 Max at its first station inside its current production space. An area it has made available for its first and initial assembly area where it can continue forward, and slide in through insertion to the full production line. The initial aircraft will probably reach completion in that Initial area until mastery of the new Max is achieved. After which a continuous stream will develop for delivery aircraft, once test aircraft are completed, flying and certified by aviation's governing bodies.

Below is the southern tip of "Boeing's Triangle", the Renton, WA Facility and Air Strip.

737 "Max Spot" floor clearing for first construction of the Max aircraft. Note the NG line adjacent to the "Spot" with a fully formed green bodied 737. I anticipate the Max could slide in behind the NG's from this location when Boeing ramps up its delivery production units from the "spot" as soon as testing is complete and approved by aviation authorities.

Boeing Photo From Randy's Journal

The final point of  "Boeing's Triangle" is at the apex found at Boeing Field where all new types land and strut its stuff. Both the 777X  and the Max will debut at Boeing Field when inaugurated with a first Landing as the 787 completed its debut.

     

Photo Credits: Davis Monthan Aviation Register

Airbus Puffs Its Chest Through EASA Certification

The XWB A350 has gained another puffing bench mark with its European Aviation Safety Agency certification greater than the American ETOPS certification for Boeing's 787 family aircraft of 330 minutes. They awarded Airbus an  extra 40 minutes single engine flying time with a  370 minutes ETOPS rating.

Sans Engine, Fueling A-350-9 Under 370 Minutes

What does it matter? Not much at this time, since most to "All" common routes fall within the 330 minute ETOPS certification from the US governance of Airlines. Airbus can now stick another sticker on its body with the XWB , moniker,  ETOPS 370 Euro designation. The 787 won't bother with anymore puffing stickers, as it is concerned with fitting the market better with its 787 program. An extra forty minute single engine certification on the Airbus A350 will not alter its routing in the market. Unless a new, never before routing occurs, and straight line flying is required for its unique distance flying around the globe, during any two points encountered.

However, this becomes a useless John Leahy talking point at the next airshow. Airbus has the XWB going 370 minutes ETOPS on one engine. I couldn't stand the suspense for 370 minutes on a single engine stretch of the Pacific anyways. Its nice to know you can circle the nearest airport an extra 40 minutes in your XWB ride waiting to land if needed.

XWB is a term when comparing bodies in inches for the 787 and feet on single aisle. It becomes extra weight over the life of the airplane. The 777X will not be a good Airbus comparison as it will be a 2XWB over the Airbus configured dimensions. I am also confident the 787 could test for the 370 EASA certification, if it needed to do so. Since it has already done the 330 ETOPS, which defaulted an acceptance within the European governance, it won't need to do so for the 370 ETOPS. It's just an additional plane sticker for airshows, since the FAA doesn't have a 370 ETOPS classification in its certification program.

The Max Attacks The Future As 50 More Are Ordered

The "Max" or the 737, where the MAX gains fifty in an order today as announced with Indonesian Airlines,  "Garuda". This opens up a new classification for ordering that has been around for a long time. A current customer bridge order. Garuda, a long time Boeing operative, has reached near the end of its order book with only a remaining four 737 NG's to deliver. The Boeing sales team is counting the order slack from prior orders to bridge with any new orders, by refreshing its order books with the Max. In Garuda's case, by the time this latets order was signed for, they trimmed four from the backlog and added it to this new Max order. New orders equal 46 Max,  plus four prior orders converted Max, equaling a total of fifty.

Boeing measures prior orders remaining, airline company growth, and fleet renewal factors as it would launch a campaign with an offer where Garuda  should not refuse. Even though an order sometimes takes years in the making, Boeing would need to start further back on Garuda's delivery Que in months, before the order is complete. Garuda came through and established its fleet renewal needs with its expanding fleet needs, ordering 50 Max.  A continuity bridge is established for the single aisle type. These are the little details that are always under consideration when an airline orders, as Boeing stays focused on a customer needs. Its a commonly occurring type of order when linking existing prior orders with a new order as a "Current Customer Bridge Order". This completes a trickle down effect going to the ultimate customer, the passenger.

Passengers have gained an appreciation, expectation and familiarity for an aircraft such as the 737. The airline is positioned, trained and  managed for that type of aircraft with a certain knowledge of what it will produce for its profits. The sales team must assure those customer expectations will expand with an all new 737 MAX where it will exceed those established company bench marks with a significant change. Garuda plans that a profit will occur in greater abundance, where a certain amount of that profit can be dedicated for financing follow-on deliveries from this new order. The win/win result is increased customer appeal, tickets and expanding routes.

Boeing sales has made significant headway with the Max, and is closing in on the NEO from Airbus. Something has happened in the market where the MAX is getting more sales legs and is moving at an awesome rate of sales. Boeing has gained 722 in number, with 737 sales types this year. What has not been added to the order book is in the Billions of US dollars. Ryan Air has not yet booked its 100-737, Nor has Garuda 50 been added to the Boeing 737 book on its web site (soon). Just those two un-booked numbers would bring the single aisle order book for Boeing to 872 for the year. There are several others hanging orders for finalization with Boeing. In all, it is safe to predict 1000+ 737's ordered this year. Even though Airbus has not stopped working in the market place, it too will add more orders before year-end.

However, Boeing continues to eat away Airbus' NEO margin lead over the MAX. There are so many moving parts to a placed order. So many its not practical to list them all on this blog. If a company had a 100 point check list for its own business model, where one column was Boeing and the other was Airbus, Boeing in 2014 is winning that check list battle with more checks gaining a buy summary.

Of course items on a proverbial list would include a matrix with: fuel, seat numbers, maintenance cost, and so forth. Boeing is winning the internals checking by going down the list, including capital outlay at purchase.

The NEO rush  during Airbus announcement year where place holders from dedicated Airbus' customers. The second year since the Airbus announcement is Boeing's first year, actually started about 14 months after the NEO  launch announcement. It was at an obvious order disadvantage. However, Boeing has a striking change in the balance of who ordered what. Lately its been MAX upon Max. Customers have read the MAX white paper and really like what it will do for its own business plan. Even dedicated Neo customers are reading the reports, since they are having to compete with that pesky MAX as it expands its base.

Boeing used to consider itself fortunate to break the 1000 order barrier, in a given year for all its types combined. Now the 737 may reach that number by itself this year. As two and a half months remain with significant un-booked orders to be added.

Congratulation to Garuda, its a note worthy Bridge to the future for both the airline and Boeing. Its a battle for the best value and the 737 MAX  is gaining value over the NEO in this market.

No Chem Trails Con Trails Just This: Montana Hot Springs

The Lodge:

My Family are my roomies

103 degrees and some friends of mine enjoy the "Tel" guests Private Hot springs

We jut got out of the soaking pool 20 minutes ago from posting this blog.

Rainbow lights at night, Didn't need them, the forest around us is more incentive. Pretty Hot Springs Pool, though.

The wild life just around the corner from us take one for the team.

Another Zumwalt Note and Why I Love This Ship DDG1000

When I first read this quote, I celebrated with Joy. The Zumwalt will be Captained by none other than a man named James Kirk. Here is the quote for your own imagination and enjoyment.

Sidney Daily News Quote Link:

"Built with a stealth-like design intended to reduce the ship’s radar profile, the Zumwalt’s futuristic appearance seems fitting given that the ship’s commanding officer is Capt. James Kirk.

The ship has advanced technologies in every area – engines, power systems, weapons systems, shipboard electronics and sensors – making it one of the world’s most capable ships. When at sea, Zumwalt will perform a variety of missions including attacking targets on land with gunfire and cruise missiles, hunting and tracking submarines, airspace surveillance and support to special operations forces.

Longer than two football fields, the ship is 80 feet wide and weighs more than 15,000 long tons when fully loaded. Twin gas turbine engines can push the ship through the water at more than 30 knots. Zumwalt is named in honor of Adm. Elmo R. “Bud” Zumwalt Jr., who served as chief of naval operations, the Navy’s most senior uniformed officer, from 1970-1974."

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I would pay to go on a practice cruise on this ship with Captain James Kirk. I do pay by the way with Income taxes, but not from this blog Revenue :(> .

Petty Officer 1st Class Benjamin Platfoot is a fire controlman and leading petty officer aboard the Zumwalt. From Sidney Ohio 

I salute you, with hand on heart.