Frontiers MAR13
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www.boeing.com/rontiers
FrontiersMARCH 2013 / Volume XI, Issue
AWORLDABOVEBoeings satellite-making business builds on alegacy o leadership and innovation
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BOEING FRONTIERS / MARCH 201
AD WATCH
18FAR-OUT
PERFORMANCEBoeings communications satellite-makingbusiness in El Segundo, Cali., has been anindustry leader or a hal-century. The 5,500employees with Boeing Space and IntelligenceSystems at the El Segundo site design andbuild complex satellites or both commercialand government customersand are doingso with ever-greater innovation and eciency.Meet some o them, and see the cutting-edgework they do, in this photo essay.COVER PHOTO: IN THE HIGH BAY OF THE EL SEGUNDO, CALIF., PLANT,
DAVID GILBERG CLOSES A THERMAL INSULATION BLANKET THAT WILL
KEEP A GPS SATELLITE PROTECTED FROM EXTREME TEMPERATURE
FLUCTUATIONS IN SPACE. BOB FERGUSON/BOEING
PHOTO: TECHNICIAN CHRIS HOLGUIN MOUNTS HARDWARE TO AN
ANTENNA ON A NASA TRACKING AND DATA RELAY SATELLITE.
BOB FERGUSON/BOEING
ON THE COVER
The stories behind the ads in this issue oFrontiers.
Inside cover: Page 6: Back cover:Pages 1213:
Runway SituationAwareness Toolsis one in a series oinnovation stories toldby Boeing employeessuch as Marisa Jenkins.Learn more at www.boeing.com/stories.
This ad highlights theunique capabilitiesthat allow the V-22Osprey to providehumanitarian aid anddisaster relie to thosein need throughout theworld. The ad appearsin military trade andpolitical publications.
This new ad highlightsthe Boeing 702SP(small platorm) all-electric satellite andthe advantages thisinnovative technologybrings to Boeingssatellite customers.
The ad appears intrade publications.
This ad rom thePartners AcrossGenerationscampaignhighlights therelationship
between Boeing and Chinas aviationindustry. Translation: The sky is ull othe dreams o young students. Boeingis devoted to helping them chasethose dreams. From supporting thedevelopment o Chinas modern aviationsystem to keeping innovation alive, thispartnership will transcend time.
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Publisher: Tom Downey
Editorial director: Anne Toulouse
EDITORIAL TEAMExecutive editor:Paul Proctor: 312-544-2938
Editor:James Wallace: 312-544-2161
Managing editor:
Vineta Plume: 312-544-2954Graphic designers:
Brandon Luong: 312-544-2118Cass Weaver: 480-216-4539
Photo director:
Bob Ferguson: 312-544-2132
Commercial Airplanes editor:Don Smith: 206-766-1329
Deense, Space & Security editor:Diane Stratman: 562-797-1443
Engineering, Operations & Technology
editor:Junu Kim: 312-544-2939
Human Resources and Administration
editor:Len Vraniak: 312-544-2351
Shared Services Group editor:Beriah Osorio: 425-577-4157
Sta writer:Eric Fetters-Walp: 425-266-5871
ONLINE PRODUCTIONWeb manager:Wendy Manning: 312-544-2936
Web designer:Michael Craddock: 312-544-2931
Web developers:Lynn Hesby: 312-544-2934
Keith Ward: 312-544-2935Inormation technology consultant:
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HOW TO CONTACT US:E-mail:
Mailing address:
Boeing Frontiers
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Phone:
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Postmaster: Send address corrections toBoeing Frontiers, MC 3T-12P.O. Box 3707, Seattle, WA 98124-2207(Present addressees, include label)
FRONTIERS STAFF
HISTORICAL PERSPECTIVEOn the Sunshine Assembly Line, the women and men o North American Aviation, a Boeingheritage company, built thousands o planes such as the B-25 Mitchell bomber (shown)and P-51 Mustang that proved vital to deending reedom in World War II. PHOTO: BOEING ARCHIV
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TOWARD ZEROAcross the company, Boeing employees are making strides to improve workplace saety.Their eorts have signicantly reduced injuries. But more can be done, and Boeing has sea goal o eliminating all workplace injuries. PHOTO: FRED TROILO/BOEING
DOLLARS AND SENSEAs Boeing looks to improve its competitiveness, Supplier Management, part o the SharedServices Group, is changing the way it does business to become even more ecientanget the best value or the company. PHOTO: GAIL HANUSA/BOEING
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TABLE OF CONTENTS
PLANES, SUBS AND MISSILESHeath, Ohio, may have the look and eel o a small Midwestern town in the UnitedStates, but the Boeing site plays a critical role or the warghter. Heath is a StrategicFabrication Center where more than 400 employees manuacture, repair and overhaulelectronic and mechanical systems or the U.S. Navy, Air Force and allied nations.
Their work includes the repair and maintenance o the Minuteman III missile guidancesystem and the gyro navigator system or nuclear submarines. PHOTO: BOB FERGUSON/BOEING
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Inside
07LEADERSHIPMESSAGEFor Boeing to achieve its goal o zeroinjuries in the workplace, it needs to
break the myth that workplace injuries
are simply part o doing business.
They are not, says Kim Smith, vice
president o Environment, Health and
Saety. While signicant progress has
been made in reducing injuries around
the company, people are still getting
hurt at work, she says.
08SNAPSHOT/QUOTABLES
09WHY WERE HERE
37MILESTONES
42IN FOCUS
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LEADERSHIP MESSAGE
Boeing builds the worlds saest, most ecient aerospace
products. Yet each day, 400 employees are not at work due
to workplace injuries. Every year, 1,500 to 1,800 Boeing
employees are hurt on the job and miss time away rom work.
These are not just numbers; they are members o our team.
Each has a story to tell as to how their injuries have impacted
their ability to work as well as their home lie. Their stories are
a reminder that our rst priority is creating a saer work environ-
ment and we need to protect our teammates the same way
we protect our customers.
Those are easy words to say, but not always easy to do.
We are increasing production rates, delivering more airplanes
and repositioning segments o our business due to changes
in our markets. Hundreds o new employees join us every day,and experienced employees are taking on new roles at sites and
programs across the enterprise. These are great opportunities
or us and we are perorming at extraordinary levels. At the same
time, we cant allow that to be a reason or our team to suer
injuries at work.
For us to achieve our goal o zero injuries, we need to break
the myth that workplace injuries are a part o doing business
because this is simply not true.
We dont have to look ar to nd sites and programs that have
distinguished themselves by breaking this myth. (See story on
Page 14.) Multiple teams across the enterprise have logged more
than 1 million hours without a single lost-time injury; several have
extended that level o perormance to 23 million hours worked.
This proves we can achieve outstanding saety perormance in a
heavy manuacturing environment.
But ar too many people are still getting hurt. Last year, weexperienced painul tragediesmultiple li e-threatening accident
and, in December, we lost a member o our Boeing team. We
must do more to protect ourselves and one another by changing
our mindset to one where we are all responsible or saety, and
working without risk o injury is every employees expectation.
This wi ll require leadershiprom every member o our team
to insist on saety rst in everything we do; courage to speak up
and take action on unsae conditions without hesitation; and,
above all, action by all leaders and all unctions to eliminate
hazards rom our actories, fight lines and oces.
The people o Boeing do amazing things. The same ocus
and dedication that make us leaders in aerospace will make
us leaders in workplace saety. I we apply that same spirit toensuring saety is paramountcritical to everything we dowe
can break the myth surrounding saety in the workplace. We
will create a culture where we are not satised until ours is a
zero-injury workplace. n
PHOTO: BOB FergusOn/BOeing
Kim SmithVice president, Environment, Health and Saety
saty
ft,alway
We cant be satised until there arezero injuries in the workplace
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SNAPSHOT
From the fight deck o a Boeing 787 Dreamliner, Engineering test pilot Mike Bryan gives a thumbs-up ater completing a more than two-hou
fight on Feb. 9 rom Boeing Field in Seattle. Boeing Test & Evaluation partnered with Commercial Airplanes to conduct limited fight testing
on ZA005 ollowing approval by the Federal Aviation Administration. During the fight, the crew monitored the perormance o the main and
auxiliary power unit batteries to gather inormation that could be used to better understand the recent 787 events that are under investigationPHOTO: PAUL GORDON/BOEING
A good day to fy
Six years ago, when we started
sustainable biouel work,
people thought we were
crazy. But weve continued
to prove them wrong. Billy Glover, vice president o Boeings Global Business
Development and Policy, part o Commercial Airplanes,
speaking to employees in Renton, Wash. He noted
there have now been more than 1,500 commercial
passenger ights that were powered using
biouels. Boeing News Now, Feb. 13.
QUOTABLES
We may not build
the big military planes
that some o Boeings
larger sites are known
or, but the work done hereplays an important role in
deending reedom. Mark Miklos, chie engineer and mission assurance manager
at the Boeing site in Heath, Ohio. See story, Page 28.
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One o my strengths is that Im an airplane guyI spent
my rst 10 years at Boeing working in operations, on
both the military and commercial sides, everything rom
777 landing gear to anti-submarine warare. I went to graduate
school at night, through the Learning Together program, and
then did a career change in the late 90s to organizational
eectiveness consulting. So I bring my operational knowledgeto the groups I support.
Work cultures can be complex, so I try to keep my advice
simple and practical. The biggest thing or me is helping leaders
see things rom a dierent point o view, so it changes how they
approach a problem.
I like using analogiescoming up with a story that serves as
a raming device, a depersonalized way o looking at a situation.
They help take the emotion out o a challenge so you can ocus
on practical solutions. When you have a good metaphor, the
conversation takes o.
On the tanker program we used a housing development metaphoto help understand the dierent business unit cultures on the team
The analogy was that Boeing Deense, Space & Security program
oten build custom houses or a single customer, while Commercia
Airplanes programs build housing developments or many customer
Each culture is designed to be successul in its specic environ-
ment, but misunderstandings or even breakdowns can occur i
one culture is used in the other environment. The metaphor made
sense to peoplethey began to see their teammates behaviors
and perspectives were perectly natural or their backgrounds.
Sometimes we hold workshops to help members o a team
better understand not only their peers but also themselvestheir
individual personality and temperament and how they handleproblems. That can help them be more open to listening to others
points o view. Those who tend to be drivers are able to slow dow
and listen to others, and those who are more analytical can make
decisions aster and move on. I others on the team compensate
or your blind spots, it improves the decisions the team makes.
Thats what One Boeing is all about: people who bring their
history and knowledge and perspectives together to develop the
best solutions. I you accept peoples dierences and understand
peoples viewpoints, you can take advantage o the strengths tha
we all bring. n
Dave Noll serves as a senior Organization Eectiveness consultant
and recent ly advised the One Boeing team developing the
KC-46A tanker or the U.S. Air Force. In this Frontiers series oremployees to talk about their jobs, Noll, shown at the Tanker
Validation Center in Everett, Wash., explains how he helps teams
work together more eectively.
WHY WERE HERE
Words that workThis employee uses creative ways to help teams work together as One BoeingBy Geo Potter and photo by Ed Turner
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In 1935, during the Great Depression, the 75 men and women who worked or North
American Aviation in Dundalk, Md., packed their cars and headed West in a caravan.
They each received a small sum o money or travel expensesand a personal promise.
The promisethat once they arrived in sunny Inglewood, Cali., they would get to
build airplaneshad been made by their leader, James Dutch Kindelberger. He had
visited the area and leased property or his fedging new company at Mines Field, what
is today part o Los Angeles International Airport.
And make airplanes they did, by the thousands, on what would become known as
the Sunshine Assembly Line. Their output included two o the most storied aircrat oWorld War IIthe B-25 Mitchell bomber and the P-51 Mustang ghter.
With the outbreak o war, airplane manuacturers aced an acute labor shortage at the
same time as demand or military planes skyrocketed. The solution was to woo people
rom other demographics previously seldom ound in aviation manuacturing.
New workers poured in rom all walks o lie, rom all over the United States. Some
arrived resh rom school. Others came rom agriculture, homemaking, retailing, service
industries and other lines o work. They were drawn to the higher wages and better ben-
ets, though the work could be dicult. Many relocated and then wrote home to proudly
declare they had ound jobs Working on the Sunshine Assembly Linea reerence to the
balmy Southern Caliornia climate and tasks perormed outdoors under camoufage nets.
The men and women o the Sunshine Assembly
Line helped meet wartime aircrat needsBy John Fredrickson
HISTORICAL PERSPECTIVE
Working onsunshine
At its peak,the North
American
wartimeworkorceswelled to91,000employees.
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In 1940, North American opened an additional plant in Kansas City and another
near Dallas. North American built more aircrat than any other U.S. company between
1938 and 1945in excess o 40,000 airplanes. Employees at the Inglewood acility bui
about 1,000 AT-6 trainers, as well as about 3,200 B-25s. But the plant ocused
on production o the P-51 Mustang, which earned a lasting reputation or escorting
Boeing B-17s all the way on long-range bombing missions to Germany. Inglewood built
more than 10,500 Mustangs.
At its peak, the North American wartime workorce swelled to 91,000 employees,
then plummeted to 5,000 in 1946 beore stabilizing with the rapid development o jetsor the Korean War and later the Cold War.
North American Aviation later merged with Rockwell. Boeing acquired the aerospace
units o Rockwell in 1996.
Recently, more than 300 photographs o the Sunshine Assembly Line were recovere
by the Boeing Archives. They provide a rare look at a unique time and place in the history
o aircrat manuacturing, when the men and women o North American ound a way to
meet critical wartime aircrat demand. n
For more inormation, contact Mike Lombard
PHOTOS (Clockwise rom top ar let):The P-51B production line; inside the NorthAmerican Aviation Training Center; a P-51Bunder the camoufage-covered fight line;employees at work; a view o the trainingcenter; recruiting. BOEING ARCHIVES
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Employeesimprove workplacsaety on the wayto zero injuries
By Patrick Summers
TARGET ZER
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With a high-tech, computerized bolting tool he aectionately
called the yellow monster, mechanic Dan Lingle tightened a
long line o asteners on the lower panel o a 737 wing.
The hand-held electronic tool is attached to a tall, yellow,
adjustable base that rolls across the actory oor. Lingle can
program a built-in computer to automatically apply the right
amount o torque to bolts o any size.
This new tool is light-years ahead o what we used beore,
he said. It does a lot o the work electronically; I dont have the
same muscle atigue. Its a huge process improvement.
Ater 19 years in wing-body join at the 737 actory in Renton,
Wash., Lingle has elt his share o stress and strain. Surgery in
2011 on a torn rotator cu and other muscle injuries kept him
o the job or three months.
The electronic bolting tool is one example o how continuousimprovement, collaboration and personal responsibility or saety
are driving a signifcant reduction across the company in lost
work time due to injuries.
Boeing has made progress in reducing workplace injuries
and raising awareness about saety, but accidents in 2012 led
to several serious employee injuries and one atality. Improving
workplace saety and enterprisewide eorts to eliminate all injuries
are top priorities. Across the company, employees are taking an
active role in creating a saer workplace, one day at a time.
Over the past fve years, Boeing has cut the number o work-
place injuries by 17 percentnoteworthy progress. But thats
not enough, Boeing leaders say.
We must transorm Boeing into a leader in workplace
saety, just as we are in product saety, said John Tracy, chie
technology ofcer and senior vice president o Engineering,
Operations & Technology.
As employees increasingly eliminate saety hazards rom the
workplace, a team o senior Boeing executives is defning key
steps to accelerate elimination o workplace injuries altogether.
The goal o the task orce is in its name: Go or Zero.
The task orce is led by Kim Smith, vice president o Boeing
Environment, Health and Saety. It will make recommendations
to the Boeing Executive Council in April. Boeing employees can
learn more about the team in the Feb. 10 Go or Zero article in
Boeing News Now.
Meanwhile, saety awareness and improvement activities
are making a dierence at Boeing sites across the enterprise.
At the production acility in Ridley Township, near Philadelphi
John Ellmore is an H-47 Chinook Final Assembly inspector and
saety chairman or UAW Local 1069.
He said the site identifed and resolved more than 200 poten
tial hazards in 2012 through systematic saety inspections and
listening to employee concerns. Saety improvements range rom
reurbishing aircrat work stands to new inspection processes
or saety equipment designed to mitigate the possibility o a
serious injury.
Employees and site leaders work together to increase saet
awareness, and its made a noticeable dierence during the lasfve years, Ellmore said. Injuries that result in lost work time
have been slashed nearly 60 percenteven as production rates
increased. Employee teams are active in monitoring progress
and identiying other areas or improvement.
Identiying saety risks and taking action are key, said
Obie Jones, director o operations, Boeing Military Aircrat
Operating Executive organization. Because we trust one
another, we can look or and solve potential issues and
move on. Its good or everyone.
Its a similar story o saety improvements or Boeing
Research & Technology, the companys advanced research
group, where injuries that result in lost work time were
cut by 20 percent in 2012, according to Mark Burgess, chie
PHOTOS: (From far left)A customized chair allows painterGreg Bracelen to work underneath a 737 uselage without thestrain o bending or reaching in awkward positions; the tasko tightening strut links was moved rom inside the 737 wingto outside, helping eliminate work in a confned space ormechanics such as Mike Dawley; mechanic Dan Lingle in 737Final Assembly uses an electronic bolting tool that reducesmuscle and joint stress and atigue. MARIAN LOCKHART/BOEING Sealer
Tami Wagner places a saety cone to alert 737 fnal assemblyworkers to potential trip and all hazards. JIM ANDERSON/BOEING
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engineer or Engineering, Operations & Technology.
Boeing is doing excellent work to continually reduce the
risk o injuries in our actories, but a researcher sitting at a
laboratory workbench needs to be just as mindul o his or
her saety, Burgess said.
The research group includes 162 laboratories, with
employees at all major sites and many smaller acilities across
the company. They conduct monthly saety assessments o
each lab and quarterly inspections o each oce environment.
Its geographically dispersed sites share lessons learned and
best practices through saety meetings and a newsletter that
every employee receives.
A key saety project is Lean Labs, which has helped
improve saety in 25 labs since 2011. Improvements include
designing variable workstations with adjustable desks andchairs, and placing heavy or awkward objects on wheeled
or hydraulic carts or easier movement.
We dont go into labs and tell employees how to do their
jobs better. We point out waste and help them not work as
hard, explained Bill Mountain, Lean Labs leader.
The 737 saety program is based on the principle o continu-
ous improvement, and it permeates the whole environment,
said Les Weige, director o 737 Environment, Health and Saety.
It also means we empower each employee to take an active
role in creating a saer workplace.
In Wing Laydown, or example, an employee team led the
process to relocate the task o torquing a strut link rom inside
the wings conned space to outside, eliminating the need
or employees to contort themselves into awkward positions.
Another employee team designed a better wire bundle instal-
lation process that reduced stress and ergonomics injuries to
electricians hands and wrists. And numerous tool and process
changes are reducing the risk o ergonomics injuries in the
737 paint hangars. Saety education also is being expanded
to include online videos.
Saety leaders say its vital that employees know their
saety concerns are being heard and addressed.
We dont let saety issues get pushed into the shadows,
said Bill Easley, a 737 saety manager.
Saety improvement progress, he added, is tracked and
visible through several major systems, regular saety meetings
and actory walks.
Eric Lindblad, vice president o Manuacturing Operations
or the 737 program, said creating a saer work environment
also means watching out or a co-workers saety.
Its not only about me, Lindblad said. Its equally important
to check and see i the people around us are doing things in
the sae way. Saety has to be part o everything we do every
day, all day.
Dave Pasillas, mechanic in 737 Wing Laydown, agreed.
No one can orce you to be sae. You have to make that
decision on your own. When team members together make
a decision to look out or each other, we come togetherstronger than beore. n
For more about saety, see story on Page 7.
PHOTOS: (From ar let)Adjustable workstations in the BoeingResearch & Technology composite laboratory at the Ridley Parksite near Philadelphia help technicians such as John Delcontereduce ergonomics injuries. FRED TROILO/BOEING A small light attachedto his ace mask helps mechanic Mike Dawley better see the taskat hand and reduce potential saety risks. MARIAN LOCKHART/BOEINGLab engineer Ben Lavallee, background, and technician Ed Palmerslide large plates onto a rack equipped with ball bearings that
reduce the strain o moving heavy objects at the Ridley Parkcomposite laboratory. FRED TROILO/BOEING Electrician Monica Shermancovers a rail track to reduce the risk o trip and all injuries in737 Final Assembly. MARIAN LOCKHART/BOEING
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WE MUSTTRANSFORMBOEING INTOA LEADER INWORKPLACESAFETY, JUSTAS WE AREIN PRODUCT
SAFETY. John Tracy, chie technology ofcer
and senior vice president o Engineering,
Operations & Technology
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Design and build a satellite thatsdurable enough to survive the violent
shaking and noisy roar o a ride atop
a rocket. Once it arrives at its orbital desti-
nation, it must survive inhuman temperature
changes, extreme radiation and collisions
with debris while orbiting at almost
7,000 mph (11,300 kilometers per hour).
And all o its sophisticated electronics
and moving parts better work reliably or
at least 15 yearsbecause they cant be
xed 22,300 miles (35,900 kilometers)
above Earth.
We only get one attempt to do itright. Once its on orbit, its got to work,
said Anthony Pirozzi, director o Space-
crat Integration, Test and Launch at
Boeings Satellite Development Center
in El Segundo, Cali.
Thats been the mission since Syncom,
the worlds rst geosynchronous communi-
cations satellite, was built at the El Segundo
plant 50 years ago.
Today, the expertise o the 5,500 em-
ployees at the El Segundo site in designing
Boeings satellite-making business continues to build on a legacy o greataccomplishmentand innovationBy Eric Fetters-Walp and Diana EastmanPhotos by Bob Ferguson
PHOTO ILLUSTRATION: (Above) An artists concept o the Wideband Global SATCOM satellite, a Boeing 702 high-power communications spacecrat built or the U.S. Deense Department. BRANDON LUONG/BOEING; SATELLITE PHOTO: BOEING; BACKGROUND: S HUTTERSTOCK
PHOTOS: (Insets, rom let)Varen Keshishi, let, and Steven Wong evaluate acoustic test requirements; Doris Brown assembles smallelectronics; Michael Langmack, let, and Grace Leung design satellites to customer specications. BOB FERGUSON/BOEING
and building satellites or both commercialand government customers has enabled
Boeing Space and Intelligence Systems,
part o Deense, Space & Security, to grow
its business in recent years despite erce
global competition.
We have contained costs and improved
our eciency in order to become more
aordable, said Craig Cooning, vice
president and general manager o Space
and Intelligence Systems.
We also expanded our product port-
olio to introduce an unprecedented two
satellite designs in three yearsincludingthe industrys rst all-electric satelliteand
we have renewed our pursuit o the com-
mercial market, he said. We have been
rewarded with a steady amount o new
business, resulting in more than 20 satel-
lites ordered over the past our years.
Boeings legacy o communications sat-
ellite development began in El Segundo
in 1961 when Howard Hughes ormed
Hughes Space and Communications Co.
as part o Hughes Aircrat. The plant was
ormerly operated by General Motorsand had been the birthplace o the Nash
Rambler. Instead o cars, the Hughes plan
produced satellites that changed the
world and how people live, travel and com
municate. Following Syncom, the newly
established actory built Early Bird, the rst
commercial communications satellite.
Boeing acquired Hughes Space and
Communications in 2000.
All o the complex spacecrat built at
the satellite acility, some o which end up
larger than school buses, begin with tiny
pieces assembled in the MicroelectronicCircuits Laboratory.
Emma Chisholm, a microwave circuit
technician, said the assembly process has
changed as much as the satellites. She
used to manually, with much patience,
t together wires, microchips and other
electronics. But now she can direct a
machine to do most o that precision work
Weve come a long way, said Chisholm
whos worked at the site 33 years. This
is a eld that, when I was in high school,
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ITSAMAZINGTO SEE OURLITTLE PART
IN THERWHEN TH
SATELLITESBUILT. Emma Chisholm, microwave circuit technic
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I never thought Id be in. But I love it, and
its amazing to see our little part in there
when the satellites built.
A spacecrats two main parts are
assembled separately beore being joined
in the satellite assembly area. The bus
contains the propulsion engines, avionics
and stability controls, solar wing controls
and power systems. The payload is thehal o the satellite that generates revenue
or its owner and contains the computers,
antennas, refectors and other equipment
that perorm its mission.
The electronics are getting more
advanced, so you can do more things with
the payloads now in hal the space it used
to take, said Je Riglin, whos worked
22 years or Boeing. Hes a technician in
the acilitys high-bay area, where satellites
are completed and spend their nal months
beore being moved out or launch.Beore leaving the actory, however,
each satellite goes through rigorous testing.
Thermal vacuum chambers simulate
on-orbit conditions; large vibration tables
can re-create intense shaking; and the
acoustic chamber subjects the satellite
to the roaring noise it will experience
riding atop a rocket. Deployment o the
solar wings, moving antennas and signal
transmitters also are tested.
Alejandra Ramirez, a Quality Assurance
engineer in the Satellite Development
Center, adds her critical eye to make sure
everythings put together right. While grow
ing up not ar rom the actory, she showed
an early knack or mechanical things.I grew up with guysbrothers, cousin
neighborsand they used to call me
a Miss Know-it-all because I liked to x
things, said Ramirez, who interned
during college at Boeing and came to
work ull time six years ago.
As a quality inspector, Ramirez admitte
shes not always everyones avorite co-
worker, but its better i we nd a problem
rather than the customer.
Once a satellite arrives at its launch
site, it is inserted into a rocket and blastedinto space. Employees with Space and
Intelligence Systems help shepherd many
satellites into service rom the Mission
Control Center in El Segundo. Thats where
employees work in shits around the clock
to make sure the satellite ends up in the
right orbit and is operating fawlessly beor
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One-ourth o the approximately 290 commercial satellites in orbit worldwide werebuilt at Boeings El Segundo, Cali., site.
The satellite actorypart o which was built in 1948 as an American MotorsCorp. actory to produce Nash Rambler carscovers 1 million square eet(93,000 square meters), or just more than 22 U.S. ootball elds. It is the worldssingle-largest satellite actory.
The actorys high bay, the 60-oot-high (18-meter-high) area where satellites gothrough testing and nal assembly work, is 1,000 times cleaner than a typical
household interior. The environment is strictly controlled 24 hours a day, everyday o the year.
Boeing satellites typically weigh about 6,500 pounds (3,000 kilograms) in orbit,about the same weight as a Chevrolet Suburban sport utility vehicle.
The wingspan o a Boeing 702 satellites solar array, when ully unolded,extends 135 eet (41 meters), or 10 eet (3 meters) longer than the wingspano a 757 jetliner.
The exterior o a satellite in orbit can exceed 200 degrees Fahrenheit (93 Celsius)when in the sunlight. In the shadow o Earth, the satellites suraces can plummetto 200 degree below zero Fahrenheit (-129 Celsius).
PHOTOS: (Below) Integration and test employees deploy and inspect asolar-power array on a 702 satellite. (Insets, rom top) Bobby Dorsey monitors
placement o electronic parts; Gregory Thomke, let, and James Colln assemblea payload panel module; Angela Mather inspects a wire harness. BOB FERGUSON/BOEING
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its handed over to the customer.It takes a roomul o engineers and an
ample supply o M&Ms, the candy thats
traditionally on hand or every launch.
Franz Kerekes, mission systems engineer
at the Mission Control Center, said the goal
is to have an uneventul launch and place-
ment into orbit. But the team learns more
when an issue arises.
The most interesting time is when theres
an issue and you have to try to gure out
what happened, he said. Theres a sense
o purpose and passion rom that, and you
get to see some really smart people shine.
In a nearby building, other engineering
teams have piqued customer interest with
two new satellite designsthe 702MP
(medium power) and the all-electric
702SP (small platorm). These satellites
are part o an aggressive eort by Space
and Intelligence Systems to expand its
commercial satellite business.
What weve been able to do is bring a
smaller, less expensive satellite to the mar-
ket, said Michael Langmack, a mechanical
design engineer, adding that Boeing is ableto take advantage o smaller, innovative
technology in the new designs. For example,
the all-electric 702SP uses only electric
thrusters, meaning it takes more time to
place into orbit than one with uel-powered
thrusters, but customers are willing to
wait in exchange or the cost savings that
result rom the absence o uel, which adds
weight and mass to the spacecrat.
The Space and Intelligence Systems
THE ELECTRONICS AREGETTING MORE ADVANCED,SO YOU CAN DO MORE
THINGS WITH THE PAYLOADSNOW IN HALF THE SPACEIT USED TO TAKE.
Je Riglin, senior mechanical technician
market strategy also includes oering cus-tomers hosted payloads, in which a second
payload is added to a commercial satellite.
Buying space on an existing satellite is an
economical choice or government and
business users because they can get into
service aster and at less cost. And a hosted
payload means additional revenue or the
commercial satellite owner. Space and
Intelligence Systems rst built hosted pay-
loads 20 years ago, but reintroducing them
at a time when government budgets are
shrinking has helped attract new orders.
Related technology also is progressing
30 miles (50 kilometers) north o El Segundo
at Spectrolab, a wholly owned Boeing sub-
sidiary overseen by Space and Intelligence
Systems and based in Sylmar, Cali. For
the past 57 years, it has improved solar cell
eciencies, delivering more than 3.5 million
gallium-arsenide solar cells. Mark Gillanders,
a Spectrolab program manager, said the
amount o solar power converted by the
cells into electricity has improved rom
12 percent to an industry-leading 30 per-
cent or more since the 1970s.In Spectrolabs recently expanded acility,
photovoltaic solar cells are grown on ger-
manium waers under exacting conditions,
similar to the traditional process or making
semiconductors. Ater the waers are turned
into individual solar cells, they are axed and
wired onto solar panels, which comprise the
large wings that power satellites. Between
making cells to meet Boeings increasing
satellite orders and introducing cutting-edge
PHOTOS: (Right) From the MissionControl Center in El Segundo, Cali.,engineers Franz Kerekes (clockwise
rom let), David Choi, Stacia Long,Galen Stevens, Hiral Desai and RobertWhitehill can monitor a satellitesposition in space. (Insets, rom let)Mission engineers Shen Qu, oreground,and Doug Chin check telemetry datarom a satellite; Greenwich Mean Timeclocks keep teams in sync as theyexecute time-critical actions on thespacecrat. BOB FERGUSON/BOEING
GRAPHIC: (Top right) Artists concepto the all-electric, 702 small-platormsatellite. JOHN RANKIN/BOEING
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products or other customers, the business
is growing, said Jim Hanley, Spectrolabs
panel operations manager.
Were counting on big things here,
Hanley said.
As Space and Intel ligence Systems
employees prepare to celebrate the 50th
anniversary o Syncom later this year, they
are looking orward to uture successes.
Its amazing to see the evolution o the
technology and to see what we can oer our
customers as their needs evolve, said Tiana
Preston, manager o Payload Integration.
Pawel Gwizdala, a supply chain man-
agement analyst who joined Boeing last
year, said the growth in orders is promisingor new employees like him.
We are selling dierent satellites to
PHOTOS:(Right) Spectrolab manuacturingtechnician Michael Basura displays a solarcell waer ater it received a metal coating.(Insets, rom top) At Spectrolab, Veronica
Anguiano, let, and Harold Milinkovich reviewsolar array drawings; Enrique Guevarraholds a solar cell; Alicia Valenzuela, waermanuacturing supervisor, inspects aphotomask used in waer production.BOB FERGUSON/BOEING
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new customers and repeat customers
some we havent sold to in a whileand
we constantly get announcements over
the intercom about a new order or the
latest launch, Gwizdala said. Small and
all-electric satellites are the uture, and no
one else can compete with the dierent
satellites we have designed.
Deran Bell, a solar array manuacturing
supervisor in the Satellite Development
Center, said that ater 20 years with
Boeing, he never tires o seeing the
complex, multimillion-dollar spacecrat
come together in the actory.It still amazes me on a daily basis that
the parts we put together all orm a satellite,
PHOTOS: (Below) Employees checkthe battery inside a Wideband GlobalSATCOM satellite. (Insets) At any time,more than a dozen satellites are inconstruction throughout the actory. Fromlet, the payload module o a 702 satelliteis assembled; employees check testinstructions. BOB FERGUSON/BOEING Refectors(above right) are opened and then stowedon two spacecrat. JOSHUA HILL/BOEING
Bell said, noting that the world would not b
the same without the Boeing-built products
Think about all the things that would shut
down i it werent or satellites.n
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Boeings current satellite programsinclude the ollowing:
Wideband Global SATCOM, or WGS WGS is the highest-capacity military satellitecommunications system elded by the U.S.Department o Deense, based on the 702HP(high power) platorm. When Boeing wasinitially awarded the contract, WGS wasintended to be a Gapller o only threesatellites. Four such satellites are on orbit,with six more ordered.
Global Positioning System Perhaps thebest-known satellite system in the world,GPS provides worldwide navigation or themilitary, civilians and commercial services.Boeing has been the prime contractor orGPS programs since 1974 and is undercontract to the U.S. Air Force to build12 next-generation GPS Block IIF satellites,three o which already have been launched.
Tracking and Data Relay Satellites NASA has ordered three next-generation
tracking and relay satellites to providecrosslink communications capability betweenEarth-orbiting spacecrat and control-and-data-processing acilities on the ground. The
company previously built the three satellitesin the TDRS H, I and J series or NASAsGoddard Space Flight Center. Boeing hassupported NASAs key programs or morethan our decades.
Asia Broadcast Satellite and Satlites
Mexicanos The two companies jointlyplaced an order last year or our 702SP(small platorm) telecommunications satel-
lites, the rst or the lightweight, all-electricpropulsion spacecrat. The order includesoptions or our more 702SP satellites.
Inmarsat Based in the United Kingdom,Inmarsat placed orders in 2010 or threeBoeing 702HP satellites, which will providehigh-data-rate mobile communications ser-vices. The satellites will join Inmarsats feeto 10 geostationary satellites in providinga wide range o voice and data servicesaround the globe, as well as carry Ka-bandhosted payloads.
Intelsat The worlds leading provider oxed satellite services and a longtime Boeing
customer, Intelsat became the rst to order the702MP (medium power) satellite, with a our-satellite purchase in 2009. With two already
on orbit, the 702MPs are adding new capacito Intelsats satellite feet to distribute video,network and voice services rom Asia and
Arica to the Americas and Europe.
Mexican Satellite System, or MEXSAT Mexico has ordered a complete telecommunications satellite system consisting o twoBoeing 702HP satellites, a satellite rom OrbitSciences Corp. or xed satellite services, tw
ground stations with a spacecrat operationscenter in Mexico, and related equipment. TheMEXSAT system will relay civil voice and datacommunications in urban and remote areasthroughout the country by the end o 2014.
SES Continuing a relationship spanningmore than 25 years, SES returned to Boeingin 2012 and ordered a 702HP satellite toprovide Ku-band direct-to-home and maritimcommunication services. A world-leadingsatellite operator based in Luxembourg,SES also signed an option or a secondsatellite. The new satellites will join theSES feet o 52 geostationary satellites that
provides a ar-reaching inrastructure thatenables its customers to reach 99 percento the worlds population.
AB VE&BEY ND
IT STILLAMAZES ME ON A DAILY BASISTHAT THE PARTS WE PUT TOGETHERALL FORM A SATELLITE. Deran Bell, solar array manuacturing supervisor
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Heath, Ohio, oers the simpler lie that is typical o many
Midwestern towns in the United States. It has that riendly
small-town eel where olks might relax on the ront porch
on warm summer evenings, locals are eager to give the scoop on
the best produce around, and where a trac jam is getting stuck
behind a slow-moving arm tractor.
By contrast, Heath is also home to a Boeing acility where morethan 400 employees perorm highly complex work on sophisticated
aircrat, missile and submarine systems. The site is Boeings desig-
nated Strategic Fabrication Center where employees manuacture,
repair and overhaul various electronic and mechanical systems or
the U.S. Navy, Air Force and allied nations.
People are oten surprised that in a actory that borders
soybean and corn elds, work is being done on many o the mili-
tarys most complex electronic and mechanical systems, said
in a supporting roleSTARSSmall Ohio sites employees play big role building, servicing and
upgrading complex missile, submarine and aircrat systemsBy Diane Stratman
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PHOTOS: (Left) The Ohio state ag. THINKSTOCK(Middlerow, left) Employees at the Boeing Heath site maintain thegyro navigator used on U.S. Navy nuclear ballistic missilesubmarines such as the USS Rhode Island(shown). U.S. NAVY(Employee portraits, from top) Product repair and modif-cation technicians Christina Rhodeback, Andrew Taylor andCurtis Puryear. BOB FERGUSON/BOEING
Daryl Dickerson, an engineer who tests and repairs electrostati-
cally supported gyroscopes at Heath. They are used in navigation
systems or the Navys nuclear Trident submarine eet.
We are keenly aware that the work we do, among other
things, plays an important role in deterring the nuclear threat
to our country, Dickerson said.
Boeing technicians at the Heath site also test, repair and cali-
brate almost every type o military aircrat guidance and navigation
system. They keep in perect working order inertial navigation
units or Boeing fghters, bombers and transports used by the
U.S. and allied militaries, as well as the Lockheed F-16, C-130
and Northrop B-2. They do the same or the U.S. Air Forces
Minuteman III intercontinental ballistic missiles.
We may not build the big military planes that some o Boeings
larger sites are known or, but the work done here plays an impor-
tant role in deending reedom, said Mark Miklos, chie engineer
and mission assurance manager. Its work that cant adequately
be taught in a classroom, more like that o a cratsman who learns
not just how to do a job but is trained over years to do it with
precision and exacting attention to detail.
Ellen Power, recently named Heath Center director, stressed
how critical the work done at the site is.
The people at this site are dedicated and committed to providin
quality products to the warfghter, she said. In the short period
that I have been here, I have seen this dedication through the pride
and ownership every person puts into the products they repair.
In June, Heath was named the modifcation and repair depot or th
Navys Trident Navigation System or the Trident missile, a submarine
launched ballistic missile. Thats part o the work Dickerson does.
The U.S. Navys Ohio-class submarines have been patrol ling
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the worlds oceans carrying Trident missile systems or morethan 30 years, serving as a deterrent against enemies, noted
Don Brown, program manager, Integrated Shipboard Systems.
As the only location repairing the navigation gyros or the nuclear
feet ballistic missile submarines, were helping maintain the most
accurate inertial navigation system ever deployed, Brown said.
A Heath team also maintains the U.S. Air Forces Minuteman III
intercontinental ballistic missiles and builds a sophisticated
system or the missile that collects data during fight tests.
Technician Kevin Miller leads the assembly, disassembly and
modication o intercontinental ballistic missile systems, and hes
also maintained guidance systems or the Fairchild A-10, used or
close air support o ground troops, and the Lockheed F-16 ghter.
Every day, I go to a job that reminds me o the men and women
who are out there on the ront lines risking their lives or me, my team-
mates, our riends and amilies, Miller said. Ground troops obviously
need air support or successul missions. Its properly maintained
guidance systems that provide that support. And its Heath employ-
ees who keep those guidance systems in perect working order.
Dennis Wole, an aircrat technician who repairs gyros, inspects
bearings and rebuilds rotors, echoed that same sense o pride in
what Health employees do.
I always think about the pilot who climbs into one o the aircrat
that we support. He or she is thinking about the mission at hand,
in a supporting role
STARS
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PHOTOS: (Clockwise rom ar let) Daryl Dickerson, productreview engineer. BOB FERGUSON/BOEING The Heath site is responsible orall repair and maintenance o the Minuteman III intercontinentalballistic missile guidance system, an element o the nationsstrategic deterrent orces. U.S. AIR FORCE Becky Aberegg, productrepair and modication technician; Eric Murillo, let, product reviewengineer, monitors the perormance o a displacement gyro at a
calibration station as product repair and modication technicianPeggy Cannon looks on; Cheryle Wilson, product repair andmodication technician. BOB FERGUSON/BOEING
not about gyros, bearings or rotors. Thats our job, Wole said.
The Heath team also perorms production, repair and spares
work on subsystems or Boeings Airborne Warning and Control
System (AWACS) aircrat, which provide surveillance, command-
and-control and communications unctions or U.S. and allied
tactical and deensive missions.
Doug Clark, a technician who builds, repairs and assembles
the antenna systems and electronics or AWACS aircrat, said
hes proud not only o the behind-the-scenes role he and his
team play in the countrys deense but o the reputation Heath
has with its military customers.
We do a great job or our customers, Clark said. We
consistently provide them with the products they need, oten
ahead o schedule and below budget.
Meanwhile, Heath provides Clark and other employees a qualit
The work done here plays animportant role in deendingreedom.
Mark Miklos, chie engineer andmission assurance manager
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o lie thats also very important to them.With so much high-tech responsibility on their shoulders,
Heaths small-town eel comes in handy, Clark said. The hustle
and bustle o the big city just isnt here, no real trac jams, a lot o
rolling hills and countryside.
Added Christopher Devillers, a repair and modication technician,
Were a very tight group here at Heath ... everyone knows just
about everyone else. In act, some might even be neighbors. n
PHOTOS: (Employee portraits, rom top) Product repairand modication technicians Earlene Morton; Todd Armentrout,communicating rom within a clean room work area; and Dennis
Wole. BOB FERGUSON/BOEING(Middle row, right) Employees in Heath,Ohio, perorm production, repair and spares work on subsystemsor Boeings E-3 Airborne Warning and Control System aircrat,such as the NATO aircrat shown. BOEING
in a supporting role
STARS
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Last year, more than 1,000 jet aircrat engines let the
GE Aviation plant in Peebles, Ohio, on fatbed trucks that headed
west toward Washington state.
From the oothills o the Appalachian mountains, the engines
were transported some 2,400 miles (3,900 kilometers) to Boeing
commercial jetliner plants in Renton and in Everett, where they
are used on all the companys 7-series jets737, 747, 767, 777
and 787. Its a trip that typically takes about our days. Those
engines, worth millions o dollars each, include the GE-90-115B,
the worlds most powerul commercial jet engine, each delivering
some 115,000 pounds o thrust (510 kilonewtons) or the 777.
Making sure all the engines get to the Boeing plants on
time is essential or the company to maintain its production
schedules and meet customer demands as production rates
go up. But getting components needed or assembly to
Boeing actories takes more than simply contracting with a
transportation service. It takes a team o employees rom
Supplier Management and Supply Chain Logistics, both part
o the Shared Services Group, who know the ins and outs
o the reight and logistics industry.
While we dont purchase the engines that go onto Boeingplanes, we are responsible or nding and contracting with reigh
Supply indemandSupplier Management transormationcuts costs and improves ecienciesBy Antonella Bellman
PHOTO: Ater a our-day trip rom Peebles, Ohio, GE aircratengines arrive just as the sun comes up in Everett, Wash.GAIL HANUSA/BOEING
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companies that have the ability to transport
large equipment, such as jet engines,
said Daniel Yoo, reight category leader
with Supplier Management. We partner
with Supply Chain Logistics to ensure weselect the right supplier so products arrive
undamaged and on time, and we get the
best value or Boeing.
As Boeing looks or ways to improve its
competitiveness, the Supplier Management
organization is undergoing a transormation
and changing the way it does business to
become even more ecientand get the
best value or the company. These changes
include reducing the number o suppliers
with which Boeing does business.
Boeing purchases all into two types:
items that are a part o the Boeing prod-ucts that get delivered to customers, and
the items and services that help move
Boeing products out the door to custom-
ers. Supplier Management purchases the
latter, known as non-production goods
and services.
The 275 employees in Supplier
Management purchase such things as
actory tooling equipment, saety gear
or employees, inormation technology
sotware used on Boeing computers,
hand toolseven the pens Boeingemployees use every day.
Purchasing all o Boeings non-
production goods and services is a big
job that involves the ecient management
o billions o dollars in annual company
spending.
Using an approach known as Strategic
Contracting & Category Management,
purchases are grouped into categories
IT applications and hardware, reight,
acilities services, travel, and maintenance,
repair and operating supplies. Category
leaders are responsible or bringing
together employees rom various Boeing
organizations to create a purchasing
strategy or their area. Together, theyanalyze data and determine what to buy
rom the more than 30,000 suppliers in
Boeings database, based on the needs
o the company.
Once a decision is made, the team
has several purchasing methods to get
the best possible price or Boeing. Today,
almost 80 percent o Boeings contracted
spending is done through competitive
biddingan increase o nearly 30 percent
over one year ago.
In the past year, the IT category team
has been able to signicantly reduce costsor the company by going to market as
One Boeing.
By working together as one company
instead o as ragmented groups, the team
was able to consolidate our contracts
and receive enterprise volume discounts,
said Delores Alexander, IT leader or
Supplier Management. Approaching our
suppliers as One Boeing allows us to
leverage savings, improve quality and be
more ecient.
Supplier Management will begin imple-menting another phase o its strategy this
yearreducing the number o suppliers
doing business with Boeing.
For example, the Maintenance, Repair
and Operating supplies category has
thousands o suppliers. But 90 percent
o Boeings purchasing is with only
10 percent o them.
Bobby Fales, the category leader or
operating supplies, explained the need
or streamlining.
We currently have 200 screwdrivers
in our online catalog, he explained. By
reducing the number o items available
or ordering, we make it easier and aster
or employees to nd what they need.Doing business with ewer vendors
helps Boeing build relationships with
suppliers, so they become partners,
working together to reduce costs rom
sourcing to delivery to the internal use
o non-production goods.
When it comes to getting airplane
engines delivered on time, working with
ewer, key suppliers has other advantages
Yoo said.
Weve designated some suppliers
as core carriers, which means they have
the right equipment and skilled drivers tosaely transport Boeing goods, Yoo said
In turn, these core carriers can invest
more in their business with the condenc
that Boeing wantsand needsthem
to succeed. n
Approachingour suppliersas One Boeingallows us to
leverage savings,improve quality andbe more ecient.
Delores Alexander, IT leader or
Supplier Management
PHOTOS:(Above let)A orklit purchasethrough Supplier Management makes iteasy to transport an engine into the EveretWash., actory or assembly onto a Boeing777. GAIL HANUSA/BOEING (Right)Jack Stendah
let, and Gil Molinari, both with PropulsionSystems in Commercial Airplanes, load anengine into an engine buck purchasedthrough Supplier Management. An enginebuck is used to move the engine in theactory to the production line so it can beinstalled on a 737. MARIAN LOCKHART/BOEING
34 BOEING FRONTIERS / MARCH 2013
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From its beginnings as a leisure carrier
serving a handul o exotic destinations,
SilkAir has grown to become one o the
leading regional airlines in the world.
SilkAir, the regional wing o Singapore
Airlines, now operates 300 weekly fights
to 42 destinations in a dozen countries,
with Singapore as its hub. Last year alone,
SilkAir added to its network Darwin, Aus-tralia; Wuhan, China; Hanoi, Vietnam; and
Visakhapatnam, India.
That growth is planned to continue this
year and beyond.
With the positive long-term prospects
or the Asia-Pacic air travel market, SilkAir
is aiming or double-digit annual capacity
growth over the next 10 years, said SilkAir
Chie Executive Leslie Thng.
To take advantage o the opportunities
in Asia, SilkAir will soon begin its most
important transormation. The airline will
SPREADING ITS WINGSWith new Boeing 737son the way, SilkAir looksto expand its reachBy Wilson Chow
transition rom its feet o Airbus airplanes
to Boeing. In November 2012, the airline
ordered 23 Next-Generation 737-800s
and 31 737 MAX 8s worth $4.9 billion
at list prices.
The rst 737s are set to arrive in
early 2014.
The purchase o these new Boeing
planes will enable us to spread our wings
urther to even more destinations and
increase capacity on existing routes,
Thng said.
The 737-800 has more range and can
carry more passengers than the plane it
is replacing, Thng noted.
Additionally, SilkAir passengers willexperience the Boeing Sky Interior in the
737s. It eatures modern sculpted sidewalls
and window reveals, LED lighting that
enhances the sense o spaciousness, and
larger pivoting overhead stowage bins.
This year looks to be an exciting
one or SilkAir as we gear up and lay
the groundwork or the arrival o our new
Boeing aircrat, Thng said. Our vision
is to be the worlds leading regional
ull-service network airline. n
The purchase o thesenew Boeing planes willenable us to spreadour wings urther toeven more destinationsand increase capacityon existing routes.
Leslie Thng, SilkAir chie executivePHOTO: SILKAIR
1989 Begins operations as Tradewinds the Airline, operating
McDonnell Douglas MD-87 aircrat
1992 Tradewinds renamed SilkAir
20052008 Only regional airline to break into Travel & Leisure
magazines coveted list o worlds Top Ten Airlines
in 2005, 2006, 2007 and 2008
20072008 Winner o Best Foreign Route Airline (outside
the U.S.) Award in Conde Nast Travelers Annual
Readers Choice Awards in 2007 and 2008
2011 Named Regional Airline o the Year by Centre or Aviation
2012 Orders 23 Next-Generation 737-800s and 31 737 MAX 8s
and begins a feet transition to Boeing airplanes
The Silkroad
GRAPHIC:An artists concept o a737 MAX 8 in SilkAir colors. BOEING
36 BOEING FRONTIERS / MARCH 2013
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MILESTONES
SERVICE AWARDS: Boeing recognizes the ollowing employees in March or their years o service.
55 yearsJames HughesJean ReidRichard Sullivan
50 yearsRichard HatcherCarl Kurtz
Barbara RiceSharon Wilkins
Thomas Zer jav
45 yearsArie BanayRobert ElliottGary GummoeFrederick KuiperRalph Lauenstein
Tommy MunozWilliam Rogers
40 yearsPablo Ajeto
Lance AkutsuKurt BauschDebra BrosiusRussell BrownJames CisnerosWilliam CooneyLouis Davis
Albert DowsingMarilyn DwyerGary EasterLarry EppsDavid ErnstKevin FeissnerWilliam FinnieScott Grasso
Charles KerekesCharlene Kramer
Thomas McCartyMichael McLeanBradley MernaPatricia MillerStanley PietruskoEdwin RamseyDonald RothRoger SchiwitzRobert SilinskyGary UrquhartConnie Velazquez
Anthony VincentSteven Warren
Michael WebbVictoria Wilson
35 yearsDenise AdamsNeil AndrewsDouglas Arpke
Ann BakerMichael BannerRenee BarnhartMichael BartonDeborah Bateman
Victor Beckmann
William BeegleCynthia Bennett
Thomas BerkelEileen BertelDavid BertinoDaniel BlumenthalSteven BooyRobert BoubionGary BoyettKenneth BreidingLaurie BriggsJames BristerJonathan BroughtSusan BryanMatthew Bueser
Alan BuitekantJoe BuoyDanny CageJames CainRoberto CanlasRichard CarlRobert CatanachChi-Fang ChenCurtice ChenowethWilliam ChristiansenPatrick CimballDick ClydeMark ConnorRowland CooperCatherine CorriganBarran Coverson
Thomas CoyleCraig CrenshawKathy CresseyGeorge CrumpDan DawsonEugene DebortoleJack DenigrisJoseph DiambriKevin DoubekScott DudaRoy DunKim DuvallRoger EngelbartMaureen EngelmeyerDonald EstesRicky EverettSteve FarrowGordon FinchStephen Finch
Thomas FixelAnn ForsbergLee FrazierPeter Frost
Dorothea GallardoDoretta Gamboz
Teresa GannDaniel GarciaMichael GauthierWesley GeeCari GeisslerDiane GillEdward GishLorraine GlasgowKaren GoldenJaime GonzalezRandall GoobyRichard Gores
George GorhamVicki GoverdeCheryl GrahamJanice GreeneWillard GreeneldGlenn GrinWilliam GrosskruegerJoseph GrygielDale GussDavid GuthrieJoseph HanerStephen HaleJerry HarkeHuey HarrisonJorda HatchDarrell HeadingsMary HendersonMichael HerbstreitLarry HillMichael HillRita HillScott HoisingtonNeil HolleyJon HoltmanMichael HopkinsKevin HorsallRaymond Horstman
Adrienne HowardAlexander HowardJudy HoweJohn HuenegerSteven HughJe HughesSteven IckesCharles InsleeDebra JacksonDouglas JonesEdward JonesHerman JonesEdward KimbleCatherine KleinRaymond KleveDennis KlopstadRobert KnudsvigRobert KochRoy KolerMichael KomlosNathan KopLester KronaKeith KrummDonald KuchDonald Lamont
Andy LaquerHugh Lawrence
Michael LeClairDenise LeidholmRonald LeskovarLori LewisCharlie LiaoJohn LiedtkeDawn LockremWilliam LoescheLynn LothusNorman Loney
Arthur LumThomas MartinezJohn MasonRandy Mathiesen
Jimmie MathisAlok MathurJohn McCallister
Andrew McGannCheryl McGeeGregory McManusMohammed MemonRichard MeyerColleen MillerJames MillerEdward MooreHugh MooreBarbara MorrisonRoy MosolGail MunsonSteve MunsonShawn MurphyBrian NewarkRaymond NewtonSherry Nishimoto
Thomas NondorEdward OchoaJames ODellMark OlsonRandall OlsonJerey OmoriKendall PalmerSurendra ParekhBarry PetersSteven PetersonMark PettitJessica PhippsMichael PiccirilliBetty PierceClark PilkentonGeorge PinickBradley Poirier
Vicki PostRonald PrachtRandy PriceJohn PryorDavid PurdeyBrian RandlesWilliam RenzBelinda RhodebeckMary RigneyStuart RistineKevin RitlandGlenn RobersonGregory RoederDavid RuesterSteven SadowskiChristopher SandKrishnan Sankaran
James SantoniTerry SchampMark SchneiderNancy SeverCraig ShackellMaria ShearerMyron SherrardRobert SherrillJohn Shimojima
Anthony SikoraRick SleisterHollisann SmithJames SmithLaurie Staples
Mark StarihaElizabeth StevensJerey StockmanCharles StowGregory StroudRandall
StuckenschneiderWilliam SturgeonDonald SullengerRobert SummerrisePaul SwansonGary TarapackiPhillip ThebertRichard ThomasLarry ThompsonFrank ThrashLouie TurnerRonald VanhoyRoberto VillacarlosDavid Walker
Thomas WalkerHarlan WallDonald WaltherDean WarnsMitchell WarthenRichard WeberRoss WhiteheadDennis WileyDolan WilliamsDonald WilliamsJames WilliamsJames WilliamsNathanael WilliamsDavid WongJohn WrightRichard YorkMarvin ZabelRobert Zimmerman
30 yearsShelly AdamsLucille AlbertRicardo AlvarezJerey AndersonRoy ArmstrongJames AthanCraig AustCharles BakerJose BarrerasBrian BarryDonald BennettBlane BensonCharles Beuyukian
Mark BeyerPeter BloomeldMichael BoatzJames BradshawDennis BrauningWilliam BrillRobert Bryant
Anna BueskingVictoria BurquinJames ByersGregory CampbellPatrick CappettoJerey CarneyPaul Carreiro
Margaret CarterDonald CaseyDavid CasperEdward CastanedaPeter ChangWilliam ChildsChristopher CooperRichard Crandell
Amy CrosbieChristine DaudermanZana DaudtChristian DavisMichelle DavisMichael DernerSteven DeutschSteven DietzmanJohn Dikun
Tri DinhMichael DorcyDiana EspRobert FerdonGuadalupe FigueroaGhertana FosterSylvia FranklinPerry GabbardJames Ganley
Alejandro GarciaRonald GayeldPhilip GemeinhardtElizabeth GibsonHarold GillardFredrick GloverDavid GordonRaul GrajedaRaj GuptaJohn HarrisonMichael HealeyLaura HebelerGeo HenningScott HenryCarolyn HerrinMark HertichDavid HicksJames HiddleDebra HillDean Hooks
Timothy HuegelRenee HunterLevester IsaacLori JenkinsRobert JeskeFred JohnsonJerey JohnsonScott Jones
William JuiAllen KaumanScott KeiderLarry KendrickJames Klein
Andrew KowalskiFrank KruseFrederick KuhnPamela LaiRobert LaingKenneth LawsonFred LeavenworthDonald LeeGregory Lieu
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IN FOCUS
A U.S. Air Force CV-22A rom the 71stSpecial Operations Squadron at Kirtland
Air Force Base in New Mexico perormsa training fight earlier this year overcentral New Mexico. The CV-22 is aspecial operations version o the Bell-
Boeing V-22 Osprey. Another version, theMV-22, is operated by the U.S. MarineCorps. The V-22s unique tilt-rotorconguration gives it the capability tocruise like a xed-wing aircrat and takeo and land vertically like a helicopter.
The Osprey has been used extensively on
military missions in Aghanistan and Iraq.PHOTO: JIM HASELTINE/HIGH-G PRODUCTIONS
Flight o the Osprey
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