Boeing Article 1-09-06
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Boeing is working around the clock to relocate its world headquarters from Seattle to Chicago by September 4th. The new offices will feature over 225 miles of communication cables and state-of-the-art technology allowing employees to access Boeing facilities worldwide. A local minority-owned firm, Diversified Telecommunications Inc, benefited significantly from the contract to install audio-visual equipment, which provided a financial boost and knowledge transfer opportunity.
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From: Henry, Darryl
Sent: Wednesday, September 19, 2001 8:45 PM
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Subject: i-Street 08-31-2001 Boeing Predicts On-Time Landing in Chicago
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Boeing Predicts On-Time Landing in Chicago
August 31, 2001 10:00
By Phil Burdick
CHICAGO - Aerospace giant Boeing is moving at supersonic speed to meet a September 4th
deadline to relocate its world headquarters to Chicago. Boeing officials insist its new, state-of-
the-art offices at 100 N. Riverside will be operational the day after Labor Day.
Chicago won the Boeing Headquarters sweepstakes May 10th when Boeing Chair & CEO,
Philip Condit chose the city's lucrative incentive package over offers by Denver and Dallas. At
the time, Condit said he we wanted move in time for children of newly relocated employees to
begin the new school year.
Up to 500 workers have been working around the clock, seven days a week since June
converting the top 12 floors of 100 N. Riverside into arguably one of the most technologically
advanced corporate headquarters in the world. The construction schedule is so tight every
minute of the building's single freight elevator has been scheduled and accounted for.
Engineers have installed more than 225 miles of data, communication and security cables. An
entire Ethernet network has been configured and is now in place, conference rooms have been
equipped with ultra high end flat plasma TV screens, full computers and internet hook ups and
state-of-the-art video conferencing systems.
file:///S|/Marketing/References/Boeing%20Article%201-09-06.htm (1 of 3) [9/5/2007 2:04:11 PM]](https://image.slidesharecdn.com/bad1b392-d3c8-49c8-865d-56cd2fbdea5a-150118074020-conversion-gate02/85/Boeing-Article-1-09-06-1-320.jpg)
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Boeing officials boast an employee is just a mouse click away from any Boeing facility,
customer or supplier in 145 countries. Boeing says instant access 24/7 is not a luxury---it's a
necessity.
"We've got to have the ability technology-wise to design anywhere and build anywhere," said
Scott Haynes, facilities project director for Boeing.
"As a result, you have to be able to have data streams pass flawlessly from Seattle to Chicago
to St. Louis for example. That means transmitting large engineering files, plans and such.
We've installed real time video feeds, video conferencing satellite feeds and uplinks so you can
have face-to-face dialogs as well as presentations. We're taking advantage of the ability to do
the work anywhere and cut down on travel by incorporating the latest technology."
The cost of Boeing's relocation is as top secret as its F-18 fighter jet.
But Senior Boeing VP Laurette Koellner says the project is "on budget."
One Chicago company profiting from Boeing's move is Diversified Telecommunications Inc
(DTI). DTI is managing and installing most of the high tech audio/visual gear in Boeing's 21
conference rooms.
DTI is a minority-owned firm and was named one of the top 100 inner city companies in
America in 2001 by Inc. Magazine.
"Working with Boeing has really given a financial shot in the arm to our company," said
Darryl Henry, CEO of DTI. "It's also been a true business partnership. There's definitely been a
big knowledge transfer and a sense of a mentor-protégé relationship. It's a huge achievement
for DTI and something that we're very proud of."
file:///S|/Marketing/References/Boeing%20Article%201-09-06.htm (2 of 3) [9/5/2007 2:04:11 PM]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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UNIFIED COMMUNICATIONS AT BOEING
The Boeing Company (http://www.boeing.com/), headquartered in
Chicago, Illinois, is the world’s largest manufacturer of military aircraft
and commercial jetliners. Boeing has more than 159,000 employees
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C1-1
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The ca ...
Case Study 1-A.pdfC1-1 CASE STUDY 1 UNIFIED COM.docx
Case Study 1-A.pdf
C1-1
CASE STUDY 1
UNIFIED COMMUNICATIONS AT BOEING
The Boeing Company (http://www.boeing.com/), headquartered in Chicago,
Illinois, is the world’s largest manufacturer of military aircraft and
commercial jetliners. Boeing has more than 159,000 employees working in
70 different countries who require effective communication to develop and
build some of the world’s most complex products using components from
more than 22,000 global suppliers.
The company’s workforce is one of the most highly educated in the
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degrees. Collectively Boeing employees have very broad and deep
knowledge that can be harnessed to solve problems and design next
generation products.
Like many major corporations, Boeing has experienced an uptick in the
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Boeing organizes its employees into work and project teams. Given the
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challenges when they are faced with time sensitive issues that must be
resolved quickly.
http://www.boeing.com/
C1-2
Additional communication issues are associated with the sheer breadth
and depth of Boeing’s knowledge base. When faced with questions about a
particular part included in one of Boeing’s new airliners, an engineer can be
challenged to identify the right person in the company to contact for
answers.
Collaboration Technologies
Boeing knows that continual innovation is important to its long term success.
It also recognizes that effective communication among its employees,
customers, and suppliers is an important enabler of continual innovation.
Boeing has traditionally relied on a variety of systems to facilitate
collaboration among its employees and business partners. As illustrated in
Figure C1-1a, Web conferencing, audio conferencing, desktop sharing, and
mobile voice and data services have been used by Boeing employees to
facilitate communication among geographically dispersed team members.
Historically, these capabilities have been provided by different third-party
providers who were selected on the basis of their ability to provide high-
quality communication services at competitive rates.
By the mid-2000s, Boeing had begun its migration toward unified
messaging and unified communications. At that time, instant messaging (IM)
was one of the more popular messaging services used Boeing employees. At
Boeing, IM has traditionally been supplemented by Web and audio
conferencing serv ...
C1-1 CASE STUDY 1 UNIFIED COMMUNICATIONS AT BOEING .docx
C1-1
CASE STUDY 1
UNIFIED COMMUNICATIONS AT BOEING
The Boeing Company (http://www.boeing.com/), headquartered in Chicago,
Illinois, is the world’s largest manufacturer of military aircraft and
commercial jetliners. Boeing has more than 159,000 employees working in
70 different countries who require effective communication to develop and
build some of the world’s most complex products using components from
more than 22,000 global suppliers.
The company’s workforce is one of the most highly educated in the
world. Most employees hold a college degree and many hold advanced
degrees. Collectively Boeing employees have very broad and deep
knowledge that can be harnessed to solve problems and design next
generation products.
Like many major corporations, Boeing has experienced an uptick in the
number of employees who work remotely or travel the majority of each work
week. Boeing’s engineers number in the thousands and are purposely
scattered worldwide to support the company’s global operations.
Boeing organizes its employees into work and project teams. Given the
company’s size and geographic footprint, many of Boeing work’s teams
include globally dispersed members. Engineers on the same team may be
separated by multiple time zones and thousands of miles. Time zone
differences and distance frequently present teams with communication
challenges when they are faced with time sensitive issues that must be
resolved quickly.
http://www.boeing.com/
C1-2
Additional communication issues are associated with the sheer breadth
and depth of Boeing’s knowledge base. When faced with questions about a
particular part included in one of Boeing’s new airliners, an engineer can be
challenged to identify the right person in the company to contact for
answers.
Collaboration Technologies
Boeing knows that continual innovation is important to its long term success.
It also recognizes that effective communication among its employees,
customers, and suppliers is an important enabler of continual innovation.
Boeing has traditionally relied on a variety of systems to facilitate
collaboration among its employees and business partners. As illustrated in
Figure C1-1a, Web conferencing, audio conferencing, desktop sharing, and
mobile voice and data services have been used by Boeing employees to
facilitate communication among geographically dispersed team members.
Historically, these capabilities have been provided by different third-party
providers who were selected on the basis of their ability to provide high-
quality communication services at competitive rates.
By the mid-2000s, Boeing had begun its migration toward unified
messaging and unified communications. At that time, instant messaging (IM)
was one of the more popular messaging services used Boeing employees. At
Boeing, IM has traditionally been supplemented by Web and audio
conferencing services as well as by de ...
C1-1 CASE STUDY 1 UNIFIED COMMUNICATIONS AT BOEING .docx
Boeing implemented a unified communications system over a converged IP network to improve collaboration among its globally dispersed workforce. The system provides capabilities like instant messaging, audio/video conferencing, desktop sharing, and allows phone calls to follow employees regardless of location. This has streamlined communication and knowledge sharing, increasing productivity. Costs for conferencing have decreased as employees utilize the UC system instead of third-party services more. The system is seen as engaging and supporting Boeing's innovation efforts.
C1-1 CASE STUDY 1 UNIFIED COMMUNICATIONS AT BOEING .docx
C1-1
CASE STUDY 1
UNIFIED COMMUNICATIONS AT BOEING
The Boeing Company (http://www.boeing.com/), headquartered in Chicago,
Illinois, is the world’s largest manufacturer of military aircraft and
commercial jetliners. Boeing has more than 159,000 employees working in
70 different countries who require effective communication to develop and
build some of the world’s most complex products using components from
more than 22,000 global suppliers.
The company’s workforce is one of the most highly educated in the
world. Most employees hold a college degree and many hold advanced
degrees. Collectively Boeing employees have very broad and deep
knowledge that can be harnessed to solve problems and design next
generation products.
Like many major corporations, Boeing has experienced an uptick in the
number of employees who work remotely or travel the majority of each work
week. Boeing’s engineers number in the thousands and are purposely
scattered worldwide to support the company’s global operations.
Boeing organizes its employees into work and project teams. Given the
company’s size and geographic footprint, many of Boeing work’s teams
include globally dispersed members. Engineers on the same team may be
separated by multiple time zones and thousands of miles. Time zone
differences and distance frequently present teams with communication
challenges when they are faced with time sensitive issues that must be
resolved quickly.
http://www.boeing.com/
C1-2
Additional communication issues are associated with the sheer breadth
and depth of Boeing’s knowledge base. When faced with questions about a
particular part included in one of Boeing’s new airliners, an engineer can be
challenged to identify the right person in the company to contact for
answers.
Collaboration Technologies
Boeing knows that continual innovation is important to its long term success.
It also recognizes that effective communication among its employees,
customers, and suppliers is an important enabler of continual innovation.
Boeing has traditionally relied on a variety of systems to facilitate
collaboration among its employees and business partners. As illustrated in
Figure C1-1a, Web conferencing, audio conferencing, desktop sharing, and
mobile voice and data services have been used by Boeing employees to
facilitate communication among geographically dispersed team members.
Historically, these capabilities have been provided by different third-party
providers who were selected on the basis of their ability to provide high-
quality communication services at competitive rates.
By the mid-2000s, Boeing had begun its migration toward unified
messaging and unified communications. At that time, instant messaging (IM)
was one of the more popular messaging services used Boeing employees. At
Boeing, IM has traditionally been supplemented by Web and audio
conferencing services as well as by de.
Research Project- Boeing
Boeing has implemented a successful long-term strategy focused on innovation, adaptability, and quality. Key elements of their strategy included a 20-year vision implemented in 1996 focused on becoming a global leader in aerospace. This included acquiring McDonnell Douglas and developing game-changing projects like the Boeing 787 Dreamliner. While facing challenges, Boeing's values of innovation, leadership, and commitment to quality have allowed it to thrive and maintain its position as a world leader in aerospace.
Research Project- Boeing
Boeing has implemented a successful long-term strategy focused on innovation, adaptability, and quality. Key elements of their strategy included a 20-year vision implemented in 1996 focused on becoming a global leader in aerospace. This included acquiring McDonnell Douglas and developing game-changing projects like the Boeing 787 Dreamliner. While facing challenges, Boeing's values of innovation, leadership, and commitment to quality have allowed it to thrive and maintain its position as a world leader in aerospace.
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Similar to Boeing Article 1-09-06
UNIFIED COMMUNICATIONS AT BOEING The Boeing Co.docx
UNIFIED COMMUNICATIONS AT BOEING
The Boeing Company (http://www.boeing.com/), headquartered in
Chicago, Illinois, is the world’s largest manufacturer of military aircraft
and commercial jetliners. Boeing has more than 159,000 employees
working in 70 different countries who require effective communication to
develop and build some of the world’s most complex products using
components from more than 22,000 global suppliers.
The company’s workforce is one of the most highly educated in the world.
Most employees hold a college degree and many hold advanced degrees.
Collectively Boeing employees have very broad and deep knowledge that
can be harnessed to solve problems and design next generation products.
Like many major corporations, Boeing has experienced an uptick in the
number of employees who work remotely or travel the majority of each
work week. Boeing’s engineers number in the thousands and are
purposely scattered worldwide to support the company’s global
operations.
Boeing organizes its employees into work and project teams. Given the
company’s size and geographic footprint, many of Boeing work’s teams
include globally dispersed members. Engineers on the same team may be
separated by multiple time zones and thousands of miles. Time zone
differences and distance frequently present teams with communication
challenges when they are faced with time sensitive issues that must be
resolved quickly.
C1-1
Additional communication issues are associated with the sheer breadth
and depth of Boeing’s knowledge base. When faced with questions about
a particular part included in one of Boeing’s new airliners, an engineer can
be challenged to identify the right person in the company to contact for
answers.
Collaboration Technologies
Boeing knows that continual innovation is important to its long term
success. It also recognizes that effective communication among its
employees, customers, and suppliers is an important enabler of continual
innovation.
Boeing has traditionally relied on a variety of systems to facilitate
collaboration among its employees and business partners. As illustrated in
Figure C1-1a, Web conferencing, audio conferencing, desktop sharing,
and mobile voice and data services have been used by Boeing employees
to facilitate communication among geographically dispersed team
members. Historically, these capabilities have been provided by different
third-party providers who were selected on the basis of their ability to
provide high- quality communication services at competitive rates.
By the mid-2000s, Boeing had begun its migration toward unified
messaging and unified communications. At that time, instant messaging
(IM) was one of the more popular messaging services used Boeing
employees. At Boeing, IM has traditionally been supplemented by Web
and audio conferencing services as well as by desktop sharing services.
The ca ...
Case Study 1-A.pdfC1-1 CASE STUDY 1 UNIFIED COM.docx
Case Study 1-A.pdf
C1-1
CASE STUDY 1
UNIFIED COMMUNICATIONS AT BOEING
The Boeing Company (http://www.boeing.com/), headquartered in Chicago,
Illinois, is the world’s largest manufacturer of military aircraft and
commercial jetliners. Boeing has more than 159,000 employees working in
70 different countries who require effective communication to develop and
build some of the world’s most complex products using components from
more than 22,000 global suppliers.
The company’s workforce is one of the most highly educated in the
world. Most employees hold a college degree and many hold advanced
degrees. Collectively Boeing employees have very broad and deep
knowledge that can be harnessed to solve problems and design next
generation products.
Like many major corporations, Boeing has experienced an uptick in the
number of employees who work remotely or travel the majority of each work
week. Boeing’s engineers number in the thousands and are purposely
scattered worldwide to support the company’s global operations.
Boeing organizes its employees into work and project teams. Given the
company’s size and geographic footprint, many of Boeing work’s teams
include globally dispersed members. Engineers on the same team may be
separated by multiple time zones and thousands of miles. Time zone
differences and distance frequently present teams with communication
challenges when they are faced with time sensitive issues that must be
resolved quickly.
http://www.boeing.com/
C1-2
Additional communication issues are associated with the sheer breadth
and depth of Boeing’s knowledge base. When faced with questions about a
particular part included in one of Boeing’s new airliners, an engineer can be
challenged to identify the right person in the company to contact for
answers.
Collaboration Technologies
Boeing knows that continual innovation is important to its long term success.
It also recognizes that effective communication among its employees,
customers, and suppliers is an important enabler of continual innovation.
Boeing has traditionally relied on a variety of systems to facilitate
collaboration among its employees and business partners. As illustrated in
Figure C1-1a, Web conferencing, audio conferencing, desktop sharing, and
mobile voice and data services have been used by Boeing employees to
facilitate communication among geographically dispersed team members.
Historically, these capabilities have been provided by different third-party
providers who were selected on the basis of their ability to provide high-
quality communication services at competitive rates.
By the mid-2000s, Boeing had begun its migration toward unified
messaging and unified communications. At that time, instant messaging (IM)
was one of the more popular messaging services used Boeing employees. At
Boeing, IM has traditionally been supplemented by Web and audio
conferencing serv ...
C1-1 CASE STUDY 1 UNIFIED COMMUNICATIONS AT BOEING .docx
C1-1
CASE STUDY 1
UNIFIED COMMUNICATIONS AT BOEING
The Boeing Company (http://www.boeing.com/), headquartered in Chicago,
Illinois, is the world’s largest manufacturer of military aircraft and
commercial jetliners. Boeing has more than 159,000 employees working in
70 different countries who require effective communication to develop and
build some of the world’s most complex products using components from
more than 22,000 global suppliers.
The company’s workforce is one of the most highly educated in the
world. Most employees hold a college degree and many hold advanced
degrees. Collectively Boeing employees have very broad and deep
knowledge that can be harnessed to solve problems and design next
generation products.
Like many major corporations, Boeing has experienced an uptick in the
number of employees who work remotely or travel the majority of each work
week. Boeing’s engineers number in the thousands and are purposely
scattered worldwide to support the company’s global operations.
Boeing organizes its employees into work and project teams. Given the
company’s size and geographic footprint, many of Boeing work’s teams
include globally dispersed members. Engineers on the same team may be
separated by multiple time zones and thousands of miles. Time zone
differences and distance frequently present teams with communication
challenges when they are faced with time sensitive issues that must be
resolved quickly.
http://www.boeing.com/
C1-2
Additional communication issues are associated with the sheer breadth
and depth of Boeing’s knowledge base. When faced with questions about a
particular part included in one of Boeing’s new airliners, an engineer can be
challenged to identify the right person in the company to contact for
answers.
Collaboration Technologies
Boeing knows that continual innovation is important to its long term success.
It also recognizes that effective communication among its employees,
customers, and suppliers is an important enabler of continual innovation.
Boeing has traditionally relied on a variety of systems to facilitate
collaboration among its employees and business partners. As illustrated in
Figure C1-1a, Web conferencing, audio conferencing, desktop sharing, and
mobile voice and data services have been used by Boeing employees to
facilitate communication among geographically dispersed team members.
Historically, these capabilities have been provided by different third-party
providers who were selected on the basis of their ability to provide high-
quality communication services at competitive rates.
By the mid-2000s, Boeing had begun its migration toward unified
messaging and unified communications. At that time, instant messaging (IM)
was one of the more popular messaging services used Boeing employees. At
Boeing, IM has traditionally been supplemented by Web and audio
conferencing services as well as by de ...
C1-1 CASE STUDY 1 UNIFIED COMMUNICATIONS AT BOEING .docx
Boeing implemented a unified communications system over a converged IP network to improve collaboration among its globally dispersed workforce. The system provides capabilities like instant messaging, audio/video conferencing, desktop sharing, and allows phone calls to follow employees regardless of location. This has streamlined communication and knowledge sharing, increasing productivity. Costs for conferencing have decreased as employees utilize the UC system instead of third-party services more. The system is seen as engaging and supporting Boeing's innovation efforts.
C1-1 CASE STUDY 1 UNIFIED COMMUNICATIONS AT BOEING .docx
C1-1
CASE STUDY 1
UNIFIED COMMUNICATIONS AT BOEING
The Boeing Company (http://www.boeing.com/), headquartered in Chicago,
Illinois, is the world’s largest manufacturer of military aircraft and
commercial jetliners. Boeing has more than 159,000 employees working in
70 different countries who require effective communication to develop and
build some of the world’s most complex products using components from
more than 22,000 global suppliers.
The company’s workforce is one of the most highly educated in the
world. Most employees hold a college degree and many hold advanced
degrees. Collectively Boeing employees have very broad and deep
knowledge that can be harnessed to solve problems and design next
generation products.
Like many major corporations, Boeing has experienced an uptick in the
number of employees who work remotely or travel the majority of each work
week. Boeing’s engineers number in the thousands and are purposely
scattered worldwide to support the company’s global operations.
Boeing organizes its employees into work and project teams. Given the
company’s size and geographic footprint, many of Boeing work’s teams
include globally dispersed members. Engineers on the same team may be
separated by multiple time zones and thousands of miles. Time zone
differences and distance frequently present teams with communication
challenges when they are faced with time sensitive issues that must be
resolved quickly.
http://www.boeing.com/
C1-2
Additional communication issues are associated with the sheer breadth
and depth of Boeing’s knowledge base. When faced with questions about a
particular part included in one of Boeing’s new airliners, an engineer can be
challenged to identify the right person in the company to contact for
answers.
Collaboration Technologies
Boeing knows that continual innovation is important to its long term success.
It also recognizes that effective communication among its employees,
customers, and suppliers is an important enabler of continual innovation.
Boeing has traditionally relied on a variety of systems to facilitate
collaboration among its employees and business partners. As illustrated in
Figure C1-1a, Web conferencing, audio conferencing, desktop sharing, and
mobile voice and data services have been used by Boeing employees to
facilitate communication among geographically dispersed team members.
Historically, these capabilities have been provided by different third-party
providers who were selected on the basis of their ability to provide high-
quality communication services at competitive rates.
By the mid-2000s, Boeing had begun its migration toward unified
messaging and unified communications. At that time, instant messaging (IM)
was one of the more popular messaging services used Boeing employees. At
Boeing, IM has traditionally been supplemented by Web and audio
conferencing services as well as by de.
Research Project- Boeing
Boeing has implemented a successful long-term strategy focused on innovation, adaptability, and quality. Key elements of their strategy included a 20-year vision implemented in 1996 focused on becoming a global leader in aerospace. This included acquiring McDonnell Douglas and developing game-changing projects like the Boeing 787 Dreamliner. While facing challenges, Boeing's values of innovation, leadership, and commitment to quality have allowed it to thrive and maintain its position as a world leader in aerospace.
Research Project- Boeing
Boeing has implemented a successful long-term strategy focused on innovation, adaptability, and quality. Key elements of their strategy included a 20-year vision implemented in 1996 focused on becoming a global leader in aerospace. This included acquiring McDonnell Douglas and developing game-changing projects like the Boeing 787 Dreamliner. While facing challenges, Boeing's values of innovation, leadership, and commitment to quality have allowed it to thrive and maintain its position as a world leader in aerospace.
Boeing’s diversification strategy
Boeing has faced many difficulties in 2001, including a downturn in the aviation industry after 9/11 that led to layoffs and production cuts. However, analysts say Boeing's commitment to diversifying away from commercial aviation into defense, satellites, and services through acquisitions will help insulate it from downturns. Boeing is also pursuing emerging areas like aircraft financing, in-flight internet services, and air traffic management to boost its success going forward.
ITEC616 - Case Target Data Breach Case Why you should care ab.docx
Boeing implemented a unified communications system using Microsoft Lync to enable improved collaboration across its global workforce. The system allows employees to easily communicate using presence information, instant messaging, voice calls, video calls, and screen sharing. This has increased productivity and knowledge sharing. It has also reduced Boeing's costs for third-party audio and video conferencing services.
BA Press Releases
Cisco Systems and Prime Business Solutions announced a major IP network contract with British Airways to improve communications for 14,000 staff. The multi-million pound IP telephony system is expected to pay for itself within two years by reducing costs and improving productivity. British Airways will deploy 8,500 Cisco IP phones integrated with a Cisco Ethernet network to streamline communications and allow improved employee access to information.
Bloodhound SSC
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BIMStorm recognized by Fiatech
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HorizonsVol20Iss1_Online_spreads
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This edition features a handful of business Aviation Solution Providers across several sectors that are at the forefront of leading us into a digital future
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Case on boeing
Boeing faced many problems in the early 2000s, including declining stock prices, increased competition from Airbus, and a manufacturing crisis. This was compounded by cultural issues following their merger with McDonnell Douglas. An attempted diversification also failed and hurt employee morale. Harry Stonecipher was appointed new CEO in 2003 and announced plans to revitalize Boeing by producing the new 7E7 jet, but critics called for further changes to return Boeing to its innovative roots.
S T U D E N T L E A R N I N G O B J E C T I V E S After .docx
S T U D E N T L E A R N I N G O B J E C T I V E S
After completing this chapter, you will be able to answer the
following questions:
1. What are the principal components of telecommunications
networks and key networking technologies?
2. What are the main telecommunications transmission media and
types of networks?
3. How do the Internet and Internet technology work and how
do they support communication and e-business?
4. What are the principal technologies and standards for wireless
networking, communication, and Internet access?
5. Why are radio frequency identification (RFID) and wireless
sensor networks valuable for business?
Telecommunications,
the Internet, and
Wireless Technology
L E A R N I N G O B J E C T I V E S
6C H A P T E R
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Essentials of Management Information Systems, Tenth Edition, by Kenneth C. Laudon and Jane P. Laudon. Published by Prentice Hall.
Copyright © 2013 by Pearson Education, Inc.
179
CHAPTER OUTLINE
Chapter-Opening Case: Hyundai Heavy Industries
Creates a Wireless Shipyard
6.1 Telecom munications and Network ing in Today’s
Business World
6.2 Com munications Networks
6.3 The Global Inter net
6.4 The Wireless Revolution
Business Problem-Solving Case: Apple, Google, and
Microsof t Battle for Your Internet Experience
HYUNDAI HE AV Y INDUSTRIES CRE ATES A WIRELESS SHIPYARD
What's it like to be the world’s largest shipbuilder? Ask Hyundai Heavy Industries
(HHI), headquartered in Ulsan, South Korea, which produces 10 percent of the world’s
ships. HHI produces tankers, bulk carriers, containerships, gas and chemical carriers,
ship engines, offshore oil and gas drilling platforms, and undersea pipelines.
Coordinating and optimizing the production of so many different products is obviously
a daunting task. The company has already invested nearly $50 million in factory plan-
ning software to help manage this effort. But HHI’s “factory” encompasses 11 square
kilometers (4.2 square miles) stretching over land and sea, including nine drydocks, the
largest of which spans more than seven football fields to support construction of four
vessels simultaneously. Over 12,000 workers build up to 30 ships at one time, using
millions of parts ranging in size from small rivets to five-story buildings.
This production environment proved too large and complex to easily track the
movement of parts and inventory in real time as these events were taking place. Without
up-to-the-minute data, the efficiencies from enterprise resource planning software are
© Oleksandr Kalinichenko, 2011, iStockPhoto LP.
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Essentials of Management Information Systems, Tenth Edition, by Kenneth C. Laudon and Jane P. Laudon. Published by Prentice Hall.
Copyright © 2013 by Pearson Education, Inc.
180 Part II: Information Technology Infrastructure
very limited. To make matters worse, the recent economic downturn hit HHI especially
hard, a.
BIM for health and safety - Its a No-Brainer
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Press release for texas bim
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The document discusses a satellite office of Tropicana in Baltimore, Maryland. It refers to the office both before and after some change or event denoted as "DTI". However, without more context or details provided in the original document, it is difficult to determine the key details, timeline or outcomes regarding this satellite office and whatever occurred denoted as "DTI".
Visio-Quaker Oats Test Server Area
This document provides information about the cabling and equipment in communication rack 463-5-3-7-03. It includes details on 24 strands of multimode fiber optic cable connecting the rack to data center racks 5 and 7, as well as four category 5 patch panels wired with category 6 cables connecting the rack to data center cabinets 1, 2, and 3. It also lists power strips and a Cisco Catalyst 4000 switch installed in the rack.
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DTI offers structured cabling design, installation, and project management services using trained personnel and high-quality components. They aim to provide an exemplary level of service and install cabling infrastructure that supports current needs while being scalable for future growth. DTI believes investing in a properly designed structured cabling system is crucial for an organization's technology needs.
CPS Vendor # for projects $10,000, or less.
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Boeing Article 1-09-06
- 1. Message From: Henry, Darryl Sent: Wednesday, September 19, 2001 8:45 PM To: DTITeam Subject: i-Street 08-31-2001 Boeing Predicts On-Time Landing in Chicago 09.19.01 Editorial Calendar 2001 Advertise with us http://www.i-street.com/ about/jobs.asp This Week's Newsletter Technology and tragedy Stock markets to open on Monday Boeing Predicts On-Time Landing in Chicago August 31, 2001 10:00 By Phil Burdick CHICAGO - Aerospace giant Boeing is moving at supersonic speed to meet a September 4th deadline to relocate its world headquarters to Chicago. Boeing officials insist its new, state-of- the-art offices at 100 N. Riverside will be operational the day after Labor Day. Chicago won the Boeing Headquarters sweepstakes May 10th when Boeing Chair & CEO, Philip Condit chose the city's lucrative incentive package over offers by Denver and Dallas. At the time, Condit said he we wanted move in time for children of newly relocated employees to begin the new school year. Up to 500 workers have been working around the clock, seven days a week since June converting the top 12 floors of 100 N. Riverside into arguably one of the most technologically advanced corporate headquarters in the world. The construction schedule is so tight every minute of the building's single freight elevator has been scheduled and accounted for. Engineers have installed more than 225 miles of data, communication and security cables. An entire Ethernet network has been configured and is now in place, conference rooms have been equipped with ultra high end flat plasma TV screens, full computers and internet hook ups and state-of-the-art video conferencing systems. file:///S|/Marketing/References/Boeing%20Article%201-09-06.htm (1 of 3) [9/5/2007 2:04:11 PM]
- 2. Message i-Street Techwire PRNewswire Building employee commitment after the tech crash Dot com wind-downs Mayor Daley's Speech The School of Red Herrings The era of the 1929 depression vs. the new economy The business model of an internet grocer Markets closed e-Business Solution Providers i-Street 2001 Guide to the New Economy Boeing officials boast an employee is just a mouse click away from any Boeing facility, customer or supplier in 145 countries. Boeing says instant access 24/7 is not a luxury---it's a necessity. "We've got to have the ability technology-wise to design anywhere and build anywhere," said Scott Haynes, facilities project director for Boeing. "As a result, you have to be able to have data streams pass flawlessly from Seattle to Chicago to St. Louis for example. That means transmitting large engineering files, plans and such. We've installed real time video feeds, video conferencing satellite feeds and uplinks so you can have face-to-face dialogs as well as presentations. We're taking advantage of the ability to do the work anywhere and cut down on travel by incorporating the latest technology." The cost of Boeing's relocation is as top secret as its F-18 fighter jet. But Senior Boeing VP Laurette Koellner says the project is "on budget." One Chicago company profiting from Boeing's move is Diversified Telecommunications Inc (DTI). DTI is managing and installing most of the high tech audio/visual gear in Boeing's 21 conference rooms. DTI is a minority-owned firm and was named one of the top 100 inner city companies in America in 2001 by Inc. Magazine. "Working with Boeing has really given a financial shot in the arm to our company," said Darryl Henry, CEO of DTI. "It's also been a true business partnership. There's definitely been a big knowledge transfer and a sense of a mentor-protégé relationship. It's a huge achievement for DTI and something that we're very proud of." file:///S|/Marketing/References/Boeing%20Article%201-09-06.htm (2 of 3) [9/5/2007 2:04:11 PM]
- 3. Message Magazine News Newsletters Copyright © 1999-2001. All rights reserved. Privacy Statement. Disclaimer. file:///S|/Marketing/References/Boeing%20Article%201-09-06.htm (3 of 3) [9/5/2007 2:04:11 PM]