1910s AD

Air Force Journal of Logistics, Fall, 2004 by Roger G. Miller

While many of the enlisted men had mechanical experience and could learn on the job from the few experienced personnel available, this approach was not economical at best and useless at worst, as large numbers of inexperienced people entered the service. And it was apparent that even the most knowledgeable mechanics needed training on the peculiarities of aviation engines and airframes. Some knowledge and skill was transferable from civilian jobs, and experienced men could adapt easily. Automobile engine mechanics, for example, could learn aero engines without great difficulty, and wood workers would have little trouble working with airframes. Greater problems were posed by specialists such as sheet metal workers, welders, and tinsmiths who were in short supply. Finally, individuals experienced with skills peculiar to aviation, such as propeller makers, were extremely rare, and drafting the few available would hamper aircraft production. Everything pointed toward the need for an extensive technical training program, but this took time to develop.

Mechanics who made up the earliest squadrons mostly learned through on-the-job training at the various flying fields. Such instruction, however, tended to be haphazard and superficial, especially since, thanks to the shortage of construction troops, most of the early squadron personnel also had to construct barracks, hangars, administrative buildings, and other airfield infrastructure in addition to accomplishing other duties. The Air Service did its best, even publishing in August 1917 a training manual that prescribed a 10-week, on-the-job course of practical instruction in electricity, airplanes, gasoline engines, office work, and telegraphy. (18) This attempt to standardize had merit, but ad hoc, on-the-job training programs were not going to meet expanding Army aviation requirements.

In October 1917, the Air Service turned to private industry for assistance, asking a number of civilian factories to admit enlisted personnel and train them in several specialties where severe shortages existed. This approach had a number of advantages. Enlisted personnel would get extensive training from experienced civilian technicians, while the factories would benefit from the influx, even if temporary, of trainable, largely enthusiastic workers who did not have to be paid by the company. The first 25 enlisted men joined an oxyacetylene company on 11 November 1917 for a 3-week course on welding. By the end of the month, an additional 300 or more men had entered companies where they learned 14 different technical specialties. Pleased with the success of the initial courses, the Air Service extended the program on 15 January to the aircraft, aviation engine, and tire industries. In all, more than 30 companies eventually took part in this program, training more than 2,000 mechanics and specialists. (19)

About the same time, winter closed the flying training programs at Chanute, Hazelhurst, Scott, Selfridge, and Wilbur Wright Fields. On 1 November 1917, Air Service officials decided to use these facilities for technical instruction. The Air Service advertised for experienced personnel from industry for instructors. Seventeen applicants became officers, 48 received enlisted rank, and 5 became aviator mechanicians. They then received 3 weeks of military training at Selfridge Field. The five schools opened on 1 January 1918 with about 315 students, but some slippage took place between plans and performance. From the first, the five schools were hampered by a shortage of instructors and equipment, the severe winter weather, and a measles epidemic. By the time they ceased operation on I April 1918. however, these fields had produced 574 engine and 1,120 airplane mechanics, 939 motor transport specialists, and 30 welders. (20)