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Issue 05 — Sep 2017
Department of the Navy
Strategy and Innovation Newsletter
Highlighting innovative ideas in the DON
@navalinnovation
@navalinnovation
DISTRIBUTION A: Approved for public release; distribution unlimited.
www.secnav.navy.mil/innovation/
Connect with Us!
Department of the Navy
Office of Strategy & Innovation
1000 Navy Pentagon
Washington, DC 20350
History of Innovation:
The Cutts Compensator
8
In this Issue Page
This issue of the Strategy and Innovation Newsletter highlights the FY18
Secretary of the Navy’s Naval Innovation Advisory Council as well as
spotlights many innovative projects from warfare communities across the
Fleet and the Force.
Introduction
FY18 SECNAV’s NIAC
1
Meet the FY18 NIAC Advisors 2
The ExMCM Company
NAVAIR Data Challenge
5
Reaction Control:
Improve Decision Making
Initiative and Ingenuity Define
This Enlisted Innovator
6
Operational Innovation in
Irregular Conflict
Gaining the Initiative in
Cyberspace
7
FY17 NIAC Projects
DON Innovator Embraces a
New Disruptive Technology:
Blockchain
4
NIAC Innovation Bootcamp 3
Your feedback is highly desired.
Please provide your comments at:
https://go.usa.gov/xRSf7
The FY18 class of Secretary of the
Navy Innovation Advisors has
reported aboard.
The focus for this year’s class is on
modernization and bringing proven
business techniques and industry
best practices into DON data
management and logistics in order
to improve business processes,
increase efficiencies, and reduce
costs to better support the
warfighter.
The FY18 Sailors and Marines
reporting to the west coast are
detailed to the Naval Postgraduate
School (NPS) in Monterey, CA. This is
an exciting opportunity for Sailors
and Marines, enabling them to take
advantage of the latest in academic
and laboratory research at NPS,
while connecting them to the
cutting-edge capabilities coming out
of nearby Silicon Valley. The east
coast NIAC advisors will partner on
DON projects leveraging MITRE
expertise and their relationships with
innovation work taking place in
industry, the DON and DOD, and
across the federal government.
The onboarding process, which
included an “Innovation Bootcamp”
for incoming advisors, took place
during the first weeks of their 12
month NIAC tour – before they begin
their NIAC projects. Innovation
Bootcamp is three weeks long and
focused on classwork that has been
developed within industry and
academia. For more information,
please turn to page 2.
FY18 Secretary of the Navy’s
Naval Innovation Advisory Council
Full Article
https://go.usa.gov/xRznq
2 | Department of the Navy Strategy and Innovation Newsletter | Sep 2017 | Issue 05
Meet the FY18 Secretary of the Navy’s Innovation Advisors
Naval Postgraduate School
LtCol Noah Spataro, USMC
• Specialty: Unmanned Aircraft Systems
(UAS)
• Previous Billet: UAS Capabilities
Integration Officer at HQMC, Capabilities
Development and Integration. Developed
the necessary networks to deliver decisive
quick wins in Small UAS, unmanned
logistics systems and unmanned policy
modifications.
LT Arthur Griffin, USN
• Specialty: Civil Engineer Corps
• Previous Billet: The N35A at Commander
Task Force (CTF) 75 where he developed
the Naval Expeditionary Force planning
effort in Commander 7th Fleet’s Area of
Operation for Phase 0 Operations, Theater
Security Cooperation, and Major Combat
Operations.
LT Austin Anderson, USN
• Specialty: Submarine Warfare
• Previous Billet: Assistant Weapons
Officer on the USS Springfield (SSN-761).
Oversaw maintenance, operation, and
training for ship’s tactical sensors and
weapons systems. Helped stand up New
York University’s research center focused
on applying data analytic techniques for
urban problems.
SSgt Matthew Foglesong, USMC
• Specialty: Reconnaissance
• Previous Billet: Special Programs
Manager/Science and Technology Advisor
for the 1st Reconnaissance Battalion at
I Marine Expeditionary Force (I MEF).
Primary focus was the integration of
manned/unmanned systems in
amphibious reconnaissance operations.
The MITRE Corporation
LtCol Robert Hoffler, USMC
• Specialty: Logistics
• Previous Billet: Branch Head for Plans,
Operations, and Exercises, Marine Corps
Forces Pacific (MARFORPAC) (G-4).
Worked with HQMC I&L to promote
cutting-edge technologies and processes
across MARFORPAC. Recently completed
the highly-selective CY17 DARPA Service
Chiefs Fellowship Program.
Capt Daniel Tadross, USMC
• Specialty: Air Traffic Control
• Previous Billet: Squadron Detachment
Commander for Marine Tactical Air
Command Squadron (MTACS)-18, Marine
Air Command Group (MACG)-18, 1st
Marine Air Wing (MAW). Oversaw the 1st
MAW’s operational test and evaluation of
the “SHOUT nano” tracking system which
provides near real-time tracking data of
aviation and ground units covering
Okinawa and the Philippines. Graduate of
Weapons and Tactics Instructors (WTI) C3
Course.
AT1 Richard Walsh, USN
• Specialty: Aviation Electronics
• Previous Billet: High Velocity Learning
Advisor for VADM Breckenridge.
Spearheaded content development for
the illuminate Thinkshop. Certified Lean
Six Sigma Blackbelt and named 2011
Naval Aviation Enterprise Innovator of the
Year. Former member of the Chief of
Naval Operations Rapid Innovation Cell.
Issue 05 | Sep 2017 | Department of the Navy Strategy and Innovation Newsletter | 3
FY18 SECNAV’s NIAC: Innovation
Bootcamp and Orientation Week
The Secretary of the Navy’s
(SECNAV’s) Innovation Advisors
identify, assess, and recommend
innovation opportunities to the
SECNAV and other Department of the
Navy (DON) senior leaders. As a
SECNAV Innovation Advisor, they:
Conduct research and provide
recommendations (with
implementation plans) for senior
leadership.
Build an effective network of
military, federal, academic, and
private sector experts.
Complete training and research
on specific topics related to DON
Innovation.
Naval Innovation Advisory Council
(NIAC) membership consists of active
duty Sailors, Marines, and DON
civilians who serve 12 month
assignments. As the Innovation
Advisors are drawn directly from the
Fleet and Force, they possess
operational and tactical experience.
The Innovation Bootcamp was
developed to improve their skillsets
in research, industry engagement,
assessment, and other talents that
must be employed.
The Bootcamp classes build upon
the initial skills resonant within the
Innovation Advisors, and raise them
to levels that are required for the
tasks that they face during their tour
of duty. The Bootcamp included
sessions on:
Introduction to Research
Writing Seminar
Design Thinking
Option Awareness and Decision
Space
Illuminate Program (Human
Centered Design)
Neuroscience of Innovation
Guiding Enterprise Transformation
Rigorous Interview Techniques
Immersive Data Visualization
Guiding Organizational Change
Systems Thinking
Introduction to Serious Gaming
Modeling for Non-Modelers
Risk Intelligence
Innovation & Leadership
Innovation Reading List
Additionally, the Innovation
Advisors participated in the FY18
NIAC Orientation Week. This one-
week course focused on classwork
that has been developed to increase
understanding of current innovation
initiatives, capabilities, programs,
and processes within the
Department of Defense (DOD), as
well as allowing the Innovation
Advisors the opportunity to receive
guidance directly from DON senior
leaders.
Met with DON Senior Leaders
Under Secretary of the Navy
Deputy Under Secretary of the
Navy for Management
Deputy Assistant Secretary of the
Navy for Unmanned Systems
Director of Strategy & Innovation
Attended Overviews of DON/DOD
Initiatives
History of DON Innovation
DON Innovation Overview
DON Innovation Sustainment
Group (DISG) Overview
Joint Advanced Manufacturing
Region (JAMR) Overview
Ethics Briefing
OSD Policy & Innovation
Navy Digital Warfare Office
(within OPNAV N2/N6)
Secretary of the Navy Tours with
Industry Program
[within ASN(M&RA)]
Defense Innovation Unit-
Experimental (DIUx) Overview
Conducted Site Visit
Office of Naval Research
To learn more about Department
of the Navy Innovation, the Secretary
of the Navy’s Naval Innovation
Advisory Council, or establishing a
Command Innovation Boot Camp,
please go to:
www.secnav.navy.mil/innovation
Twitter: @NavalInnovation
Facebook: @NavalInnovation
Email: [email protected]
(Washington, D.C.) Members of the Naval Innovation Advisory Council (NIAC). From left to right: LT Chris Cromie,
AT1 Richard Walsh, LT Arthur Griffin, LT Austin Anderson, LCDR Jon McCarter, Dr. Kristin Holzworth, LtCol Noah
Spataro, LtCol Robert Hoffler, SSgt Matthew Foglesong, and Capt Daniel Tadross. (U.S. Navy photo by Mass
Communication Specialist First Class Jonathan L. Correa/Released)
4 | Department of the Navy Strategy and Innovation Newsletter | Sep 2017 | Issue 05
DON Innovator Embraces a New Disruptive Technology:
Blockchain
By LCDR Jon McCarter, USN
If someone told you that the
technology underpinning the
cryptocurrency Bitcoin will likely
revolutionize much of the way we do
business in the next ten years, you
might shrug it off. I would like to tell
you it’s just the beginning, and that it
might also revolutionize Naval
Additive Manufacturing, finance, and
logistics writ large, and that’s only
scratching the surface.
Blockchain quite simply is a
“distributed database” shared
through peer to peer connections in
such a way that each block is a
unique record that gets added to the
end of the “chain.” The records are
permanent and are unable to be
modified. This bond creates trust
between all the members of the
chain and removes the need for
third party mediators to handle
transactions, or any other transfer of
information. This “immutable trust”
allows for the removal of members
not providing value (formerly used
as middle-men or brokers) and
allows two or more parties to
conduct transactions with complete
trust. If you can imagine any
transaction in your life that
depended on trust between you and
someone you did not know, you will
immediately see the value in
Blockchain.
When looking for a test bed for
this technology, it quickly became
clear that Naval Additive
Manufacturing was a perfect match. Full Article
https://go.usa.gov/xRzRz
The ability to securely transmit and
store data throughout the
manufacturing process (from design,
prototyping, testing, production, and
ultimately disposal) is critical to
Additive Manufacturing and will form
the foundation for future advanced
manufacturing initiatives.
These efforts are pushing the
production of critical pieces of gear
and equipment closer and closer to
deployed forces. While this change is
greatly helping our material
readiness, it creates the potential for
vulnerabilities and makes the need
for a cryptographically secure,
traceable, immutable, and
controllable data flow of utmost
importance.
If you are interested in the final reports from the FY17 SECNAV’s NIAC, please join us at https://go.usa.gov/xRznc.
This is a restricted portal that requires an account and DOD Common Access Card to access.
DON Chief Data Officer: Survey, Findings and Recommendations: The growing complexity of the data
ecosystem is driving a need for increased specialization across the Information Technology and Operational
communities of practice. In response, organizations in government and business are turning to Chief Data Officers.
Naval Innovation Advisory Council Assistance at DIUx: The NIAC connected with Defense Innovation Unit
Experimental (DIUx) in Mountain View, California to increase DOD’s access to cutting-edge commercial technology, and to
accelerate the innovation design and procurement processes to months rather than years.
Delivering Organizational Learning Workshops to the Fleet: The NIAC worked with US Fleet Forces Command to
deliver the means to meet the challenges of high velocity learning through an effort named “illuminate” – a scalable,
energized, high-velocity learning environment using discussions, exercises and collaboration techniques.
Social Business Inside the Department of the Navy: This report recommends steps to streamline a Social Business
adoption strategy that will maximize a collaborative environment in the DON.
Establishing Authoritative Data Sources for the Department of the Navy: This report contains an Authoritative
Data Sources Concept of Operation, supporting process flows, and recommended data maturity models which can
be used to establish an official data source with reliable and accurate data for the DON leadership and customers.
Mapping Unmanned Systems in the Department of the Navy: This report documents the project approach,
highlights the work supported by the NIAC, and recommends that DASN(UxS) continue with its plans to expand the
map in a way that includes UxS throughout the DOD and Department of Homeland Security (DHS).
FY17 SECNAV Naval Innovation Advisory Council Projects
Issue 05 | Sep 2017 | Department of the Navy Strategy and Innovation Newsletter | 5
Naval Air Systems Command (NAVAIR) Data Challenge:
Changing the Way Department of the Navy Values Data
U. S. Naval Air Systems Command Seal
1. Use data to address an important
NAVAIR issue – readiness;
2. Understand the current data
state and data science expertise
within the command;
3. Validate the NAVAIR Data
Strategy; and
4. Prove the challenge construct in
solving complex NAVAIR
problems
PROBLEM: NAVAIR has vast
amounts of readiness data, but
struggled with effectively translating
that data into usable information to
accelerate decision making. Too
many aircraft were not mission-
capable due to the unavailability of
parts. This problem became the
foundation for the challenge
question below.
“Using historic data (e.g., parts
reliability, aircraft usage rates, repair
rates, and sparing data), develop a
visualization tool and algorithms to
determine which parts need
immediate attention and which
should be added to a watch list.”
At the time, NAVAIR was
uncertain of its depth and breadth
of data science expertise. The ability
to acquire information, analyze,
enhance and effectively prepare for
decision-making presented
opportunities to characterize
NAVAIR’s current state of skills,
technology and infrastructure, all
key areas for the NAVAIR Data
Strategy.
The Expeditionary MCM (ExMCM) Company: The Newest
Capability in U.S. Navy EOD Community
Engineman 2nd Class Jonathan Lavoie (left) and
Aerographer’s Mate 1st Class Christopher Kyall (right),
assigned to Mobile Diving and Salvage Unit 2 (MDSU)
Unmanned Systems Platoon 204, lower a Mark 18
Mod 2 unmanned underwater vehicle into the water
during an ExMCM certification exercise at NSA
Panama City, FL (U.S. Navy photo by MC2 Charles
Oki/Released)
The U.S. Navy Explosive Ordnance
Disposal (EOD) community
completely transformed a 2012 Office
of Secretary of Defense Fastlane
Initiative into the Navy's premier Mine
Countermeasures (MCM) unit of
action, the Expeditionary MCM
(ExMCM) Company.
The success and speed of this truly
groundbreaking initiative, including
the fielding of the MK18 unmanned
underwater vehicle family of systems
and commercial remotely operated
vehicles, resulted in the delivery of
effective and reliable operational
MCM capability in the U.S. Central
Command (CENTCOM) Area of
Responsibility (AOR). Due to its many
successes, global demand for this
specialized capability continues to
grow.
“They've made themselves
indispensable in rather short order,”
said CAPT Dean Muriano,
commodore of Explosive Ordnance
Disposal Group One, speaking of the
ExMCM capability. "Our Sailors are
the drivers behind this innovation;
they have been remarkable as
they've developed tactics,
techniques and procedures and
integrated technologies into their
unit as well as integrating
themselves into multiple platforms
and units.”
The ExMCM Company was initially
conceived in 2012 as a response to a
Commander, CENTCOM Joint Urgent
Operational Need for increased mine
countermeasures capacity at a time
of heightened tensions in the
CENTCOM AOR. Full Article
https://go.usa.gov/xRzRe
NAVAIR issued a challenge to
develop a visualization tool and
algorithms to determine aircraft
parts needing immediate attention,
and which should be added to a
watch list. The inaugural NAVAIR
Data Challenge accomplished four
parallel goals, however, only the first
two were planned.
Full Article
https://go.usa.gov/xRzRM
6 | Department of the Navy Strategy and Innovation Newsletter | Sep 2017 | Issue 05
Reaction Control: A Self-Regulating Process to Improve a
Sailor or Marine's Decision Making
LtCol Noah Komnick (Official Photo)
Reaction Control: Developing The
Antifragile Warrior, researched,
developed, and implemented by
LtCol Noah Komnick at Marine Wing
Communications Squadron 38
(MWCS-38), is a wholly new and
unique program that will enhance a
Marine’s cognitive abilities in combat
situations. The Marine Corps does not
currently have a system for teaching
Marines how to increase their mental
fitness. Fortunately, Reaction Control
can fill this gap.
Reaction Control is a program
designed to improve a Marine's
mental fitness for combat. For
context, it has been frequently
espoused that service members
should be physically, mentally, and
spiritually ready for combat. In fact,
General Neller, Commandant of the
Marine Corps, reiterated this fact in
ALMAR 033/16, where he repeated
the need to develop the spiritual,
mental, and social aspects of a
Marine, not just the physical aspects.
However, there is a gap in
developing those mental traits
required to succeed in combat.
Whereas physical fitness, exercise,
weight lifting, CrossFit®, and a
number of other physical fitness
training programs are ingrained in
Marine culture in order to improve
the physical body, up until this point,
an equivalent program to grow and
nurture the mental aspect (decision
making) of the Marine has not yet
Initiative and Ingenuity Define This Enlisted Innovator
U.S. Special Operations Command Emblem
Many Sailors can identify
problems. Only a few can claim
credit for solving one. And, it is rare
is to find a service member who has
proven the ability to not only do it,
but repeat the feat multiple times.
SCPO Ronald B. Paddack is that
sailor. As a seasoned veteran of 15
consecutive years in combat
environments, SCPO Paddack is
motivated in the need for greater
operational impact on the battlefield.
All of which provides him a unique
perspective on the strengths and,
more importantly, the gaps of
America’s military capabilities.
Armed with a relentless pursuit to
improve a current process or course
of action, SCPO Paddack finds status
quo to be unacceptable which drives
his desire to innovate.
Unintentionally, these qualities make
him stand out from among his peers.
SCPO Paddack is well-versed in a
variety of topics ranging from tactics
to operations, strategy, and policy. A
student of classic innovator, U.S. Air
Force Colonel John Boyd, SCPO
Paddack perpetually questions his
surrounding environment,
identifying critical mission gaps and
researching a variety of options in
both government and commercial
technologies. Then, he sets off to
implement a solution.
SCPO Paddack completed two
major development efforts
culminating in advancing multiple
groundbreaking, life-saving
initiatives to near completion.
SCPO Paddack had the bold vision
to employ additive manufacturing
techniques, commonly known as 3D
printing, which delivered two kinds
of modular, extendable carbon-fiber
tactical ladders. These lighter, more
versatile tools enable forces to
conduct operations more efficiently.
The result was a more capable and
effective fighting force who can plan
a wider array of operations safely.
Three ongoing efforts include an
advanced communications device, a
maritime-based life-saving floatation
device, and high-energy laser
systems.
been established; this issue is what
Reaction Control aims to remedy.
Full Article
https://go.usa.gov/xRzRw
Full Article
https://go.usa.gov/xRzRs
Issue 05 | Sep 2017 | Department of the Navy Strategy and Innovation Newsletter | 7
Thesis Paper Review - Gaining the Initiative in Cyberspace:
Why the DOD Needs a Cyber Military Branch
CPT Paul E. Baker (Official Photo)
Over the last 15 years, cyber-
attacks on both civilian and military
organizations have increased
exponentially. In 2009, in an attempt
to prevent such attacks, then Defense
Secretary Robert Gates established
the U.S. Cyber Command with the
mission to deter or defeat strategic
threats to U.S. interests and
infrastructure. Since that time, U.S.
Cyber Command has worked
diligently to fill its 133 cyber mission
teams with the most qualified cyber
operators.
Originally, U.S. Cyber Command
was modeled after U.S. Special
Operations Command (USSOCOM),
in that each service retained their
own cyber capabilities, with a single
joint commander to coordinate and
focus the cyber warfare mission. The
contrasting current model, U.S.
Cyber Command, is not set up to
effectively conduct either offensive
or defensive cyberspace operations
and, as a result, many observers
believe that the United States is
losing the cyber war.
Thesis Paper Review - The Importance of
Operational Innovation in Irregular Conflict
U. S. Naval Academy Seal
Modern guerrilla (irregular) war
involves a smaller force fighting an
established professional force,
usually belonging to a government.
Modern conflicts are equal parts
political and military due to one
side’s attempt to undermine the
authority of the government. In
these conflicts, the smaller force
seeks to mitigate the larger force’s
strength through asymmetric
means. For a superior force,
operational innovation is vitally
important because its technical
advantages can be offset by the
enemy’s strategies.
A force that emphasizes
decentralized leadership and
empowers lower level commanders
will be more successful in an
irregular conflict. Company level
officers are in the ideal position to
test new theories of organization
and operation. Acceptance of
these ideas by higher commanders
allows for effective organizational
change to be implemented.
This paper focuses on irregular
conflict and how the Department
of the Navy (DON) can best shape
our forces to prepare for success in
these types of conflicts. Specific
examples cited include the Marine
Corps conflicts in Latin America in
the early 20th century and the
Marine Corps Combat Action
Platoon program in Vietnam. The
United States is not the only
military capable of successful
innovation; our adversaries can also
innovate, as illustrated by their
creation of the improvised explosive
device.
To gain the initiative in the cyber
domain, the United States should
create a new cyber military branch:
the U.S. Cyber Corps, specifically
focused on cyberspace operations.
The creation of a Cyber Corps would
not only create a cadre of qualified
cyber warriors but also create a Chief
of Staff of the Cyber Corps who
would serve as a member of the
Joint Chiefs of Staff. This would
improve the command relationship
with DOD, create a common initial
training pipeline for cyber operators,
and enable cyber operators to better
maintain their operational
capabilities in order to establish the
United States as the dominant cyber
force in the world.
Full Article
https://go.usa.gov/xRzRV
Full Article
https://go.usa.gov/xRzRd
8 | Department of the Navy Strategy and Innovation Newsletter | Sep 2017 | Issue 05
By Sarandis Papadopoulos, Ph.D.,
Secretariat Historian
For innovators, properly scaling
solutions is a recurrent challenge.
Frequently, when solving a tactical or
operational difficulty, well-meaning
problem-solvers look for
comprehensive systems which do
away with a whole class of problems.
The World War II German Air Force,
for example, introduced jet and
rocket engines into aircraft, but
delayed their use by trying to
develop both fighter and bomber
versions. Despite being desperate for
a solution to their loss of air
superiority, the Germans were only
able to deploy small numbers of Me-
262 and -163 airplanes due to overly
complicated production
requirements. These aircraft were too
few and too late to influence the war.
Today, the U.S. sea services often
seek complex systems which take
much time to deliver, cost more than
intended and need added time to fix.
During the 1920s, U.S. Marine
Corps Colonel Richard M. Cutts faced
a small arms challenge. Infantry
weapons had evolved quickly during
World War I, a conflict Cutts missed
due to his Pacific Ocean duty with
historyhistoryhistory of innovation in the DON-Making a Difference
Solving a Combat Problem at the Individual Level:
The Cutts Compensator
Quantico, VA (1936) A Federal Bureau of Investigation agent fires a Browning Automatic Rifle with a long Cutts Compensator attached. Another rifle lies on the bench. (Federal Bureau of Investigations Photo)
the Fleet. But he knew the Marine
Corps prided its members’ ability to
shoot, regardless of where they
served. New automatic weapons,
however, challenged an individual
Marine’s control of a weapon, led
some to flinch while firing, and
needed more ammunition—meaning
weight—to supply the gun. Existing
machine guns used heavy mounts
including water-cooled jackets for
their barrels, but were quite heavy
and needed large crews to move
them. In contrast, Browning
Automatic Rifle (BAR) and Thompson
Submachine Gun were hand-held,
and new in 1918. The BAR, in
particular, used the powerful
Springfield .30-06 cartridge, which
when fired rapidly ruined the firer’s
aim and made the rifle’s muzzle
climb.
Cutts solved both the accuracy
and wasted ammunition problems by
creating a “compensator.” The device
fit onto the end of the weapon’s
muzzle, and used the gas of each
bullet to ease recoil and reduce
climb. By venting the gas outward
and upward, Cutts let the weapon
stabilize itself, keeping a Marine’s
aim more precise. Writing in a 1926
issue of The Marine Corps Gazette,
he noted the compensator cut BAR
recoil by 62% in foot-pounds,
allowing more use of rapid fire. With
it attached a service-member shot
more accurately, kept their aim more
reliably, and actually used less
ammunition. That his modification
came cheaply, at a time when the
Marine Corps and Navy were short
of money, meant Cutts had created
win-win-win modification to an
existing family of weapons.
Whether trying to suppress
opposing infantry, or shoot down an
airplane, the Cutts Compensator
made bursts of fire possible from a
hand-held weapon. Despite his
dying in 1934, Colonel Cutts’s
invention allowed Marines and
Sailors to use the BAR and
Thompson Submachine Gun in
combat as intended. During World
War II and the Korean War the
automatic weapons of U.S. Marines
consistently matched or bested
opposing infantry in ground combat.
A modest addition to existing
weapons made individual service
members more lethal, and literally
imposed a lighter burden upon
them, at minimal cost.
Golden Gate National Recreation Area, CA. Thompson Submachine Gun, Model 1928, serial number 5678, Cal 45 ACP with a 50 round magazine drum and detachable butt stock and Cutts compensator. Manufacturing marks include "US Navy." (National Park Service Photo)
Full Article
https://go.usa.gov/xRzRn