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ASE6

Aviation Support Equipment Technician

E-6 (Staff Sergeant) · Navy

E1–E3E-4E-5E-6E-7E8–E9
HEADS UP

The Chief board packet does not build itself in the last six months before you compete. It builds across every eEVAL cycle starting from the day you pin AS1. The LCPO watching your record from the moment the crow becomes a rocker is looking for one thing: does this LPO produce results the Maintenance Officer and the command can defend, and does he produce sailors who advance? Everything else is supporting evidence.

The Honest MOS Read
AS1 is the LPO seat. You run the aviation support equipment work center — the section of the maintenance department responsible for the readiness of every piece of GSE the squadron uses to launch, service, and recover aircraft on the flight line. The GSE portfolio you own includes aircraft start units, electrical power units, hydraulic test stands, nitrogen and oxygen servicing carts, wheel and brake assembly equipment, fuel servicing support, and any additional specialized equipment the command maintains. From first flight to last aircraft recovery, the serviceability of the equipment your shop maintains is a direct condition of whether the flight schedule executes as planned. You run 10-25 AS technicians. You write four to six eEVALs per cycle for AS2s and AS3s — and those eEVALs determine which sailors are ranked for the next advancement slate. An AS1 who cannot write an eEVAL that distinguishes EP from MP performance is an AS1 who is hurting the sailors he is supposed to be promoting. The action-result-impact language, the specific measurable outcomes, the bullets that defend the ranking the chief puts his name on at the wardroom board — that is your job to produce for the sailors in your section. The work-center training plan is yours to build. Which AS3s need which certification renewals, which NEC pipelines are actively being pursued, which ASAN is ready for the first solo inspection qualification and which one needs more observation time — the LPO answers all of these questions, in writing, on a plan the chief can review. The sailor whose certification lapses because the LPO's training plan was aspirational rather than tracked generates a QA finding and an LCPO conversation that appears in the next eEVAL cycle. PCMS certification currency for the entire work center is your accountability — not the AS2 section leads', yours. You review the PCMS report. You schedule the renewals. You brief the LCPO on gaps before the QA department finds them. The LPO who discovers a certification gap during an inspection is the LPO whose management of the work center becomes the topic of the next LCPO-to-chief conversation. The Chief board packet is being built right now. Not when you decide to compete, not when the LCPO tells you the timeline — now. Every eEVAL cycle is a record entry. Every mentored commissioning candidate, every NEC pipeline completion from your work center, every peer-ranking in the work center's eEVAL profile is a bullet or an absence of one. The LCPO who edits your Chief packet is working from what you built across three or four years of AS1 service — not from what you describe in the last six months before the board. Build the record before the board needs it.
Career Arc
  • 01AS1 advancement and LPO assignment — full work-center accountability for PCMS certification currency, HAZMAT compliance, QA posture, and GSE equipment MC rate.
  • 02First eEVAL cycle as LPO — learn to write eEVALs that produce EP and MP distinctions the chief can defend; four to six eEVALs per cycle is the normal LPO load.
  • 03Chief board packet construction under LCPO mentorship — eEVAL profile, operational tour depth, NEC standing, PCMS compliance record, and commissioning/advanced-NEC pipeline productivity.
  • 04Advanced pipeline output — commissioning programs (LDO/CWO, STA-21, ROTC), advanced NEC completions, or civilian aviation credential initiations from your work center; the chief board reads what your sailors became under your leadership.
  • 05Aviation Warfare (AW) device current and senior watch qualifications complete — the warfare device is the floor, not the ceiling.
  • 06Chief selection: goat locker, CPO Academy, LCPO responsibilities expand from section to full work center; welcome to the mess.
Common Screwups
  • ×Briefing GSE readiness numbers you have not personally validated from OOMA/3-M. The Maintenance Officer catches the discrepancy in the weekly readiness brief once, and your Chief packet feels it permanently. The LPO who presents unvalidated numbers tells the command that his work center's data is unreliable — and 'unreliable' follows the name to the chief board.
  • ×Letting a senior AS2 carry PCMS certification tracking for the work center because 'he is your guy' and 'he has the system.' When he transfers or deploys with a detachment, the certification gap surfaces at the QA inspection under the LPO's name. The accountable sailor for the work center's certification currency is always the LPO.
  • ×Confusing seniority with technical authority. The NAVAIR technical manual owns the procedure. The LPO who tells an AS2 to execute a procedure 'our way' because it is faster is the LPO who is building a shop culture that produces the next mishap investigation. Enforce the written standard; let the AS2 with the fresh NEC pipeline brief the new procedure you have not executed in two years.
  • ×Treating the commissioning or LDO/Warrant mentoring conversation as a checkbox. The sailors you put through accession programs at this rank shape the naval aviation maintenance and officer community for the next decade. Counsel honestly about ADSO, OCS, the seat they actually want, and the lifestyle cost of each path. The sailor who selected a commissioning program you pushed without honest counseling is the officer who resents the selection inside two years.

A Day in the Life

  • 0500-0530Reveille. Check OOMA/3-M dashboard for overnight discrepancies. Any significant GSE status change that affects the morning flight event brief needs to be in the LPO's hands before muster.
  • 0530-0630Physical training. The AS1 LPO sets the PT standard for the work center. Sailors watch what the LPO does on Wednesday morning runs and Friday strength sessions — not what he tells them to do.
  • 0630-0700Shower, dress, work center. Pull the full work-center maintenance log status before morning muster — every open discrepancy, every deferred item, every scheduled maintenance item due today.
  • 0700-0730Morning muster with the LCPO or department brief. AS1 receives priorities for the day and assigns them to work-center AS2s. Questions get answered now, before the AS2s are at the equipment.
  • 0730-0845Work-center morning: monitoring the daily inspection cycle across all assigned GSE, countersigning completed inspection log entries after reviewing them, addressing any discrepancy that needs fault isolation before the first flight event.
  • 0845-0945Maintenance meeting with the Maintenance Officer — brief work-center GSE readiness: equipment MC rate from OOMA, deferred discrepancy status with recovery timelines, parts pipeline updates. Numbers are from the system, not from memory.
  • 0945-1100Administrative cycle: PCMS certification currency review for the work center, eEVAL bullet collection for current cycle, work-center training plan status update, pipeline tracking for accession program candidates.
  • 1100-1200Work-center walkthrough — CTK inventory review, HAZMAT disposal log currency check, maintenance record entry quality spot-check on two or three recent entries from AS3-level signatures.
  • 1200-1300Lunch — brief the senior AS2 on watch for the duty period before stepping out. The LPO on duty section does not fully secure for lunch during flight operations.
  • 1300-1430Afternoon production: complex corrective maintenance requiring LPO-level technical guidance, eEVAL bullet refinement and documentation, sailor counseling sessions for development or performance.
  • 1430-1530Pre-event GSE support and position for afternoon flight event; post-event recovery, discrepancy logging, and maintenance log update.
  • 1530-1600Work-center close-out. HAZMAT log verified current. CTK reconciliation complete. Deferred discrepancies briefed to the LCPO before the work center secures for the day.
  • 1600-1700Watch turnover if duty section. Verbal brief plus log documentation — all open discrepancies, scheduled maintenance due overnight, equipment status changes that could affect tomorrow's first event.
  • 1700-2200Evening. Chief board packet work (eEVAL bullet drafting, tour history documentation), work-center administrative tasks that could not be completed during the duty day. The LPO who stops developing professionally at AS1 is the LPO who shows up to the Chief board with a mediocre packet.

Weekly Cadence

The AS1 LPO's week is organized around the maintenance department's rhythm and the Chief board packet's long-term construction. The immediate priority is always the flight schedule — equipment has to be ready, the daily readiness brief has to be accurate, and the work center's QA posture has to survive inspection on any given day. The long-term priority is always the packet — every eEVAL cycle, every commissioning candidate developed, every no-findings QA inspection is a line in the Chief board record. Monday is the production reset. Weekend discrepancies are the first priority, the PCMS certification lookout is reviewed, and the week's training plan milestones are briefed to the AS2 section leads. The LCPO's week kicks off at the Monday maintenance brief, and the AS1's ability to brief the work center's status cleanly is the first impression of the week. Midweek is the execution period. Flight events, corrective maintenance, sailor mentoring sessions, eEVAL bullet collection. Thursday afternoon is the LPO's self-audit day — walk the work center with the QA checklist perspective before Friday's LCPO review. Friday is the LCPO's review and the work center's accountability day. PCMS certification currency, HAZMAT log status, pipeline candidate updates, eEVAL cycle progress — all of it should be clean and briefable without pulling it together Friday morning. The LPO who is organized Tuesday can brief clean on Friday. The LPO who scrambles to pull data together Friday morning has a management problem, not a data problem.

Key Skills — How to Drill Each

  1. 01
    Run a work-center GSE inspection and maintenance cycle that puts mission-capable equipment on the flight line on time — production tracked in OOMA/3-M, deferred discrepancies actively managed.
    The LPO's daily maintenance meeting input is the production cycle's scorecard. Before that meeting, pull the OOMA/3-M numbers, verify every deferred discrepancy has a parts-pipeline status or a repair timeline, and confirm that every scheduled maintenance item due this week is on track. The Maintenance Officer builds the flight schedule against the GSE MC rate you brief — a number you inflated because a parts order is pending and you were optimistic is a scheduling decision built on nothing. Brief honestly, with recovery timelines, and let the Maintenance Officer make the risk call.
  2. 02
    Defend the work center's HAZMAT accountability, PCMS certification currency, and QA posture at Maintenance Officer and command level — zero surprises on a no-notice inspection.
    Schedule your own internal work-center inspections at least monthly — walk the work center as if you are the QA representative. Check the CTK inventory reconciliation, the HAZMAT disposal logs, the PCMS currency report, and the maintenance log entry quality. The discrepancies you find in your own internal inspection are the ones you correct before the command finds them. The discrepancies the command finds that you did not catch are the ones that appear on the next LCPO-to-chief briefing.
  3. 03
    Write an eEVAL block the senior rater can defend at a wardroom board — measurable outcomes, action-result-impact language.
    The eEVAL bullet that reads 'performed maintenance on GSE systems in support of flight operations' is not a competitive bullet. The bullet that reads 'managed 23-GSE inspection cycle for 12-aircraft VFA squadron across 7-month deployment; sustained 97.3% equipment MC rate during 6-week surge operations with zero QA writebacks on 847 maintenance entries' is a competitive bullet. The difference is that the second version describes a measurable outcome at the work-center level. Collect those data points throughout the cycle — not after the EVAL drops — and build the bullet from real numbers.
  4. 04
    Mentor an AS2's NEC pipeline, LDO/CWO Warrant packet, or commissioning program from idea to selection — counsel honestly when the timing or path is wrong.
    Before you advise any sailor on an accession program or NEC pipeline, pull the current cycle's NAVADMIN and the applicable selection board requirements. Programs change; the eligibility criteria, ADSO requirements, and service obligation for LDO/CWO accession vary by year group and rating need. The honest counseling conversation includes the lifestyle trade: the LDO path means wardroom dynamics and OER cycles; the CWO path means technical authority and different professional identity; the STA-21 path means ADSO on the back end. Counsel the sailor on the life, not just the selection criteria.
  5. 05
    Manage PCMS certification currency for 10-25 ASs — track expiration dates, schedule renewal training, brief the LCPO on gaps before QA finds them.
    Pull the full work-center PCMS report at the beginning of every month and build a 90-day lookout on every certification expiration — not just the sailors you work with daily but everyone on the roster. Schedule renewal training 45 days before expiration; 30 days before means the training may not close before the lapse. When a sailor transfers in, verify their PCMS certification currency in the first week — do not assume the previous command's records are complete.

Manuals & References — What Chapters Matter

  • NAVAIR 17-1-125 series and the applicable NAVAIR 19-series equipment-specific manuals across the full GSE portfolio your work center maintains
    You are the technical authority the AS2s bring the hard question to. At AS1, 'I'll check' is acceptable; 'I don't know which manual that's in' is not. Know the chapter structure of the 17-1-125 umbrella manual and know which NAVAIR 19-series manuals govern each GSE type in your portfolio. When an engineering change or airworthiness directive updates a procedure, you are the first accountability point for ensuring the update is incorporated into the work center's practices.
  • NAVAIR 00-80R-14 — Ashore Safety Precautions for Aircraft Operations
    Full familiarity at AS1 means you can brief the flight-line safety posture to the Maintenance Officer on a Tuesday morning without pulling the document. Blast zone configurations, GSE positioning requirements, towing speed limits, grounding requirements for specific aircraft types — all of it. You are the senior enlisted GSE safety voice in the work center, and the Maintenance Officer expects you to be the person who knows the rules and enforces them, not the person who looks them up when there is a question.
  • COMNAVAIRFORINST 4790.2 (NAMP) — full familiarity across QA, tool control, and maintenance record chapters
    You are now signing at the LPO level. The QA department reviews your work-center's maintenance records against NAMP standards on a regular and spot-check basis. The LPO who can answer QA's questions from the NAMP's own language — not from memory of what a previous LCPO told him — is the LPO who closes inspections without findings and who builds a work center culture where the standard is the document, not informal practice.
  • MILPERSMAN — articles governing enlisted personnel actions including NJP, retention, and accession program requirements
    The AS1 LPO is in the room for counseling statements, page 13 entries, NJP proceedings, and separation actions involving sailors in the work center. The MILPERSMAN is the reference document for the procedures and the rights of the sailors you are managing. Know the articles before you are in the meeting, not while you are in it.
  • Commissioning and LDO/CWO accession NAVADMIN guidance — current cycle from MyNavyHR/NETC
    The accession program requirements, eligibility criteria, and ADSO obligations change year to year. Pull the current cycle's NAVADMIN before every mentoring conversation about commissioning or warrant accession. The AS1 who is quoting two-year-old eligibility criteria to an AS2 is doing the sailor a disservice — and when the sailor applies and discovers the criteria changed, the LPO who gave the outdated guidance owns that conversation.

Standards — How to Hit Each

  • Chief board packet under construction with the LCPO's eye on every line — eEVAL profile defensible at wardroom and command level.
    Schedule a Chief board timeline conversation with your LCPO in the first 90 days of AS1 service. The LCPO should be reviewing your eEVAL profile against the Chief board competitive standard from that point forward — not from the year you plan to compete. The packet is built across three to four AS1 eEVAL cycles; the LPO who tries to build a competitive packet in six months is the LPO who did not start building it in year one.
  • Work-center QA audit posture — tool control, maintenance record entries, HAZMAT accountability, PCMS certification currency — defensible at QA department level.
    Run a monthly internal QA walkthrough on your own work center. Use the QA checklist format — look at CTK inventory reconciliation, HAZMAT disposal log currency, PCMS certification expiration dates, and maintenance record entry completeness. Correct every discrepancy your internal review finds before it appears on the command QA audit. The LPO who discovers a discrepancy on an internal walkthrough and corrects it is the LPO who closes the next QA audit without findings.
  • GSE mission-capable rate contribution from the work center defensible at the daily maintenance meeting and weekly readiness brief — every cycle.
    Pull the OOMA/3-M MC rate numbers before every maintenance meeting. Verify the deferred discrepancy list is current and each deferred item has a parts-pipeline status and a projected recovery date. The MC rate number you brief is the number the Maintenance Officer uses to plan the flight schedule. 'I think it's around 95%' is not an answer that belongs in the daily maintenance meeting from the work center's LPO.
  • Pipeline output producing at least one commissioning program, LDO/CWO, advanced NEC, or civilian aviation credential completion per year from the work center.
    Identify the sailors in your work center who have the eligibility and interest for accession programs or advanced NEC pipelines in the first 60 days of your LPO assignment. Build a pipeline tracking list — name, program, current status, next milestone, projected selection date — and brief it to the LCPO at each eEVAL cycle. The work center that produces pipeline selectees year over year is the work center the chief and the Maintenance Officer defend when billet decisions are being made.

Technical Mistakes — Concrete Consequences

  • Briefing GSE readiness numbers to the Maintenance Officer that were not pulled from the OOMA/3-M system.
    The Maintenance Officer plans the flight schedule against the equipment MC rate you brief. When the flight event launches and a start unit that you briefed as mission-capable fails to start an aircraft, the Maintenance Officer asks why the equipment was on the MC rate. If the answer is 'the AS1 estimated it,' the conversation moves to the LCPO within the hour and the LCPO is reviewing the AS1's work-center management practices for the rest of the deployment.
  • Confusing seniority with technical authority when a fresh NEC-trained AS2 knows a procedure better than you do.
    The LPO who instructs the work center to continue using an outdated or informal procedure because 'I've been doing this for 12 years' is the LPO who is undermining the NAVAIR engineering change process. When the AS2 fresh from an NEC pipeline has a procedure update that supersedes the shop's informal standard, the LPO's job is to verify the technical directive, confirm the update is incorporated, and brief the change to the work center — not to dismiss it. The SIB that reviews a mishap asks which procedure was being followed. 'The LPO's way' is not a technical manual reference.
  • Going around the LCPO to the Maintenance Officer or QA department with a work-center issue.
    The maintenance chain runs through the LCPO. The LPO who bypasses the LCPO communicates to the Maintenance Officer that the goat locker's chain of command is not being respected. The chiefs talk about this in the mess before the Maintenance Officer's next brief, and the Chief board three years from now reflects whether the LPO operated within the chain or around it.

Career Decisions at This Rank

  • Chief board packet timing — compete this year or wait for a stronger record?
    The honest analysis depends on what the LCPO says about the competitive standard in your year group and your current record's strength. The Chief board is not decided by whether you are ready — it is decided by whether your record is more competitive than the sailors against whom you are ranked. An early board submission with a thin record teaches the board to pass your name; waiting for a stronger record is often the right call even if it feels like delay. The LCPO who is mentoring your packet has visibility on the competitive landscape that you do not — take his counsel seriously on timing. The sailor who submits early and gets passed is the sailor who needs three more submission cycles to overcome the board's first impression.
  • LDO or CWO accession program versus competing for Chief — both windows are open, which path?
    The LDO and CWO programs have eligibility windows that overlap with the Chief selection window. The honest question is: do you want to be the senior enlisted leader in the work center (Chief path) or the junior officer managing the maintenance department (LDO) or the technical warrant officer in a systems-level role (CWO)? The Chief path keeps you in the goat locker, leading ASs, mentoring LPOs, and carrying the culture of the rate. The LDO path moves you into wardroom dynamics, OER cycles, and officer-community professional development. The CWO path is technically focused with a different career arc than either. Pull the current accession NAVADMIN, talk to Chiefs and LDOs who are 10 years ahead of you, and decide based on what kind of daily work you actually want to be doing at 15-20 years of service — not on which selection board is easiest this year.
  • Sea-tour extension versus shore-duty rotation to build the Chief board packet's shore-duty component.
    The Chief board competitive package typically includes a balance of sea and shore tours. The sailor who has spent every AS1 year at sea has a strong operational record but may be thin on the training command, staff, or FRC tour that rounds out the record. The sailor who has accumulated shore time without deployment cycles may have the depth but not the operational credibility. Talk to the detailer and your LCPO about what your current tour mix looks like against the competitive standard for the AS rate's Chief board — and factor the family's timeline honestly. The sea-shore rotation is a family decision as much as a career decision, and the sailor who pretends otherwise ends up with a family problem that becomes a career problem.

How the Seat Varies by Unit Type

  • Carrier Air Wing LPO — CVW deployment cycle
    The highest-profile AS1 assignment in the rate. You are the LPO for a squadron's GSE work center on a carrier deployment — the flight deck operations, the surge cycles, the 24-hour maintenance production pace. eEVAL competition is highest here because the Maintenance Officer and the department head are watching AS1s closely against the flight schedule's demands. The Chief board packet component from a CVW deployment tour is the most compelling operational record an AS1 can build. The trade is OPTEMPO, family separation, and the physical intensity of sustained carrier flight operations.
  • Naval Air Station / Air Wing Shore Command LPO
    Shore-based LPO assignments offer more bandwidth for training plan development, mentoring conversations, and work-center administrative depth than a carrier deployment allows. The pipeline output — NEC completions, commissioning program selectees — is often higher from shore LPO tours because the LPO has more time to invest in individual sailor development. The eEVAL competition may be lower in some shore commands, but the Chief board reads the outcomes (who did this LPO produce?) more than the environment.
  • FRC (Fleet Readiness Center) Production LPO
    FRC LPO assignments involve managing GSE overhaul production — component rebuild, inspection, certification, and return to fleet. The production metrics are different from flight-line operations: overhaul cycle time, first-article inspection pass rate, component certification documentation quality. The AS1 LPO in an FRC environment builds a strong administrative and production management record. The technical depth of the overhaul environment is different from flight-line inspection work, and the Chief board views the FRC tour as evidence of technical breadth.

What Good Looks Like at This Rank

The good AS1 is the LPO the LCPO trusts to run the GSE work center through a week of surge operations without daily check-ins. The equipment MC rate briefs without caveat, the eEVALs pick ASs above expectation, the pipeline produces NEC holders and commissioning packets the wardroom signs without rewriting, and the PCMS certification currency and HAZMAT logs survive a no-notice QA inspection on any day of the deployment. The sailors in his work center know the standard because the LPO enforces it by example first and by expectation second. When a new AS3 checks in, they are handed the NAVAIR 17-1-125 section relevant to their first certification tier and told to read it before they touch an inspection checklist — not because the LPO doesn't trust them but because the work center's standard is the written procedure, and the LPO enforces that standard by treating it as non-negotiable himself. He sits the Chief board with a record that reads itself. Four eEVAL cycles with EP or MP rankings, a commissioning program selectee in the pipeline, a work center that passed its COMNAVAIRFOR QA inspection without findings on his watch, and an LCPO who can name three sailors this LPO developed into the next tier without being asked. That is what the Chief board reads. Build it over three years, not in the six months before you compete.

Preview — The Next Rank

Making Chief is not a promotion — it is a professional transformation that the Navy takes seriously enough to run a deliberate indoctrination process (CPO Season, CPO 365, the Chief's Mess itself) before the khaki collar is formally yours. The CPOAS seat is not the LPO seat with a different collar device. The Chief does not run daily maintenance — the Chief runs LPOs, and through LPOs, runs the entire enlisted GSE maintenance culture of the command. The eEVAL load is the same or higher than AS1, but the evaluations are of AS1s and AS2s — the sailors you are developing into the next generation of section leads and LPOs. The standard for a Chief-quality eEVAL is higher than a petty-officer-level eEVAL; the Chief board reads the CPOAS eEVAL profile as a measure of whether the Chief is developing competitive subordinates. The goat locker is a professional obligation, not a social club. The Chiefs Mess enforces the enlisted standards of the command — dress, conduct, professional behavior, the relationship between the khaki and the wardroom — and the CPOAS sits in that enforcement role from the first day the anchors go on. The Chief who treats the mess as a social space and the deck plate as a secondary obligation will be corrected by the mess before the Maintenance Officer says a word.
FAQ

AS E6 — Frequently Asked Questions

Q01What does a E6 AS (Aviation Support Equipment Technician) actually do?
You are LPO of the aviation support equipment work center — the maintenance department section responsible for the readiness of every piece of GSE the squadron uses to turn aircraft on the flight line.
Q02What's the most important thing to know as a E6 AS?
The Chief board packet does not build itself in the last six months before you compete.
Q03What does a typical day look like for a E6 AS?
Time-blocked day at the E6 AS rank tier: 0500-0530 Reveille. Check OOMA/3-M dashboard for overnight discrepancies. Any significant GSE status change that affects the morning flight event brief needs to be in the LPO's hands before muster, 0530-0630 Physical training. The AS1 LPO sets the PT standard for the work center. Sailors watch what the LPO does on Wednesday morning runs and Friday strength sessions — not what he tells them to do, 0630-0700 Shower, dress, work center. Pull the full work-center maintenance log status before morning muster — every open discrepancy, every deferred item,…
Q04What mistakes get E6 AS soldiers fired or relieved?
Briefing GSE readiness numbers you have not personally validated from OOMA/3-M. The Maintenance Officer catches the discrepancy in the weekly readiness brief once, and your Chief packet feels it permanently. The LPO who presents unvalidated numbers tells the command that his work center's data is unreliable — and 'unreliable' follows the name to the chief board;…
Q05What career decisions matter most at the E6 AS rank tier?
Chief board packet timing — compete this year or wait for a stronger record? — The honest analysis depends on what the LCPO says about the competitive standard in your year group and your current record's strength. The Chief board is not decided by whether you are ready — it is decided by whether your record is more competitive than the sailors against whom you are ranked. An early board submission with a thin record teaches the board to pass your name; waiting for a stronger record is often the right call even if it feels like delay.…
Q06What's next after E6 for a AS (Aviation Support Equipment Technician) in the Navy?
Making Chief is not a promotion — it is a professional transformation that the Navy takes seriously enough to run a deliberate indoctrination process (CPO Season, CPO 365, the Chief's Mess itself) before the khaki collar is formally yours.
Q07What manuals and regulations does a E6 AS need to know cold?
NAVAIR 17-1-125 series and the applicable NAVAIR 19-series equipment-specific manuals across the full GSE portfolio the work center maintains: you are the technical authority the AS2s bring the hard question to.; NAVAIR 00-80R-14 — Ashore Safety Precautions for Aircraft Operations: full familiarity; you brief flight-line safety posture to the Maintenance Officer, not the other way around.; COMNAVAIRFORINST 4790.2 (NAMP) — full familiarity across the QA, tool control,…

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Published by the Honest MOS Editorial DeskVerified against DoD/.gov sourcesUpdated May 2026Editorial standards