Warehouse industrial aggregates of aircraft and their engines
From fully integrated Design-Build new hangar construction projects to facility expansions and renovations , there are a number of fundamental design and construction elements critical to the successful delivery of a hangar project. At first glance, hangars appear to be fairly straightforward — nothing more than a large spanning space to store and repair aircraft. Aircraft hangars ultimately house some of the most sophisticated machinery built by man, especially when the client is the United States Military. Some aircraft hangar design projects are complicated by their sheer scale , while others are defined by the conditions surrounding the job-site.VIDEO ON THE TOPIC: Airplane White Noise in 1st Class - Sleep, Study, Focus - 10 Hour Plane Sound
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- Next-Gen Warehousing: Warehouse Management from AIT
- Environmental impact of aviation
- Five factors that must be considered in aircraft hangar design
- Microsoft customer stories
- Airlines are Increasingly Connecting Artificial Intelligence to Their MRO Strategies
- GE facilitates UK Government guaranteed financing milestone for Atlas Air
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When GE realized that its products would no longer sell themselves, it had to invent a formidable marketing function from scratch. Until a few years ago, General Electric believed that its products could virtually market themselves. To succeed, GE would need a marketing engine that could collaborate directly with customers and lead to new markets—one with standards as rigorous as those for functions such as finance and human resources.
CEO Jeff Immelt issued a mandate that marketing should be a vital operating function across GE and an engine for organic growth. The marketing team took on the challenge of identifying and codifying from scratch the skills it would need. The result was a marketing framework for the entire company along three dimensions: principles creating a common language and set of standards , people getting the right leaders in place , and process including very specific measures for grading performance.
Just 10 years ago General Electric had no substantial marketing organization. For decades the company had been so confident in its technologies that it seemed to believe the products could market themselves. People designated as marketers were assigned to sales support lead generation and trade shows, for example or communications advertising and promotional materials.
At best it was considered a support function; at worst, overhead. In a few GE businesses, such as appliances and the former plastics unit, marketing was a viable contributor; but in most of the others, its brilliant minds were languishing in dead-end jobs.
Many internal skeptics did not see how marketing as a function could help GE grow its businesses. Take GE Aviation, the multibillion-dollar division that develops and manufactures jet engines for commercial and military aircraft. Because we could literally pick up the phone and call everyone in the industry who mattered and find out what was on their mind. But things were changing. The businesses were maturing, and like other companies, GE was learning that it could not win simply by launching increasingly sophisticated technologies or by taking existing technologies to new markets.
Some of its best-thought-out new offerings were fast becoming commodities. Even executives within a business like Aviation were having trouble making sense of a rapidly changing industry. Fuel prices were volatile; demand was slowing; stronger regulatory oversight was around the corner.
How could the business remain competitive and also prosper? The refocus ushered in a strategy fueled by technology, innovation, global markets, and stronger customer ties.
To succeed, GE would need a marketing engine that drove more-direct collaboration with customers and led to new markets—one with standards as rigorous as those for functions such as finance and human resources. CEO Jeff Immelt issued a mandate that marketing should be a vital operating function across GE that spurred organic growth.
Recognizing that marketing was vital to all GE units was one thing; acting on that recognition was an entirely different matter. The marketing team took on the challenge of identifying and clearly codifying the modern-day skills it needed.
We had to define what success would look like and describe how we would measure results. Perhaps most challenging, we had to identify and develop leadership capabilities in our team, whose track record was uneven at best.
In the process of creating what we believed would be the definitive marketing function, we arrived at new ways of thinking about marketing skills and about how to compose a first-rate marketing team. The result was a marketing framework for the entire company along three dimensions: principles creating a common language and standards , people getting the right leaders in place , and process including very specific measures for grading performance.
This article focuses on the people aspect, but the three are interdependent and all are critical. Though this is primarily a GE story, its implications are relevant for marketing teams anywhere—and even for people in other functions, because it shows how a team can challenge expectations and perceived limitations.
When we set out to build a new marketing engine for GE, we realized that success would require three key factors: principles, people, and process. They give marketers across the organization a common language and framework, innovative leadership, and a means of measuring success.
GE long ago created standard procedures and central reservoirs of expertise for functions like finance and HR, but marketing practices varied by product line, unit, or region. From late through mid we convened about 30 of our best marketers to develop new standards for our function. So we assigned teams of like-minded subject-matter experts to define the skills we needed to master.
They organized eight disciplines into two groups: go-to-market activities such as segmentation and commercial essentials such as branding and communications. To our knowledge, no other company had pulled these disciplines into one framework along with detailed definitions of success. We set out to make sure that at least one business could be considered an expert in each category.
We found that successful marketers play four roles, some of them unusual in marketing: Instigators challenge the status quo and look for new and better ways of doing things. Innovators turn marketplace insights into untested products, services, or solutions. Integrators build bridges across silos and functions and between the company and the market.
Implementers execute on ideas. Once we knew what we wanted from marketing, we developed metrics for evaluating our teams on the skills defined by our principles. How would we know we were making progress and delivering results?
That question led us to a process we call the Maturity Evaluation see the sidebar later in the article. Our framework centered on giving marketing a revenue-generating role in its own right.
Now its innovation expanded to include ideas grounded in customer needs and market trends. These projects get attention, funding, and time to develop, which has been especially important in an economic slowdown, when future-oriented projects are often an easy target for cuts.
A GE Healthcare offering that combined existing technologies for a new purpose—namely, allowing emergency responders to better distinguish between ischemic and hemorrhagic strokes and then direct patients to the right hospital for care—was another.
The marketing leadership at GE had set an ambitious agenda, but no amount of ambition can make up for a dearth of talent. So the team doubled its ranks, from 2, in to 5, today.
These leaders were both tapped from within GE and hired from a number of consumer- and business-oriented companies. More than half of the internal ones lacked formal marketing training.
They had started with the company as engineers, salespeople, or Six Sigma leaders and had been promoted because they were strong performers who spoke the same language and grew up in the same industries as their customers. They learned marketing on the job as best they could, given our limited experience. The outside hires were more classically trained; many had MBAs and most had years of proven success at more-sophisticated marketing organizations.
We had templates for the roles and responsibilities of these marketers. We expected that the external people would elevate our capabilities, and the internally grown ones would connect the dots culturally. We set up training programs to make sure that over time, all of them could master our core principles. When the downturn came, in early , we asked ourselves if marketing could perform in a world of slow to no growth.
Did we have the skills necessary to create value in tough times? Furthermore, after five years of investment and development, were we any good at marketing?
How could we know we were delivering results? In the spring of every CMO at General Electric convened all his or her marketing teams each has about 10 for what will become an annual self-evaluation. It measures performance in eight major capability areas, each requiring specific skills with detailed definitions. For each capability we offer a description of what success looks like and how we measure it. The level of granularity and precision—we have a total of 35 skills and definitions—makes it impossible to fake your way through.
We then roll up the scores to the eight capability areas. When the scores are aligned across the organization, the result is a summary map that clearly shows where we are falling short—and where we have pockets of strength.
A business might discover, for instance, that its marketers are good at pricing but the weakest in the company on branding and communications. The value of a common language, rigor, and process across a previously highly subjective function cannot be overstated. Aviation, for instance, can compare notes with Healthcare. This is proving to be very engaging within and across business units. When we looked specifically at marketing leaders, whose skills had to be a priority if we were to make the function a true source of sustainable competitive advantage, we were all the more perplexed.
The frameworks do an excellent job of outlining marketing principles but not of translating them into action. We would have to identify the requisite skills ourselves, by studying the people on the team who were excelling. We learned that four fundamental roles are needed to transform marketing into a strategic function: instigator, innovator, integrator, and implementer.
Marketing leaders need to think strategically and challenge the status quo, using their unique external vantage point to see what may not be apparent to others in the business. Leaders must be willing to push change.
Perhaps that explains why, according to several surveys, CMOs last only 23 months, on average—just over half the tenure of other C-level positions. That approach was unsustainable. For example, Cossery believed that the health care system existing in would not be able to meet the demands of an aging population that wanted to be independent and stay out of hospitals.
But ultimately, armed with research findings and product prototypes, marketing joined with product development to launch the QuietCare home sensing system.
Home health is now a stand-alone business and a priority for GE Healthcare. This past August, GE announced a joint venture with Intel to speed the progress of home health-monitoring innovations.
Or they might be called on to develop a creative advertising campaign for a new product. We had to expand our thinking beyond product features and functionality to include pricing, delivery, customer engagement, complicated risk-reward sharing, and new business models—all part of commercial innovation.
The idea of air taxis seemed crazy to most people at GE Aviation. Why did the business need to be in that market when it was doing well in the large commercial and military space?
Keep in mind that engine development cycles can last a decade or more. Commitment to a new space is a big commitment to the future. Bolsinger and her team nonetheless believed that this market was important to GE. The commercial airline industry had been steadily moving away from a hub-and-spoke system to a point-to-point system, led by the boom in regional jets.
Why not go even smaller? It was tough to get people to listen at first, but Bolsinger brought in entrepreneurial air taxi operators who were smart and sophisticated and could explain how their business model differed from the traditional jet model. More recently the Aviation marketers realized that their business was selling engines on the basis of thrust and other quantitative metrics, whereas it could be selling on the basis of operational efficiency and resource productivity. That research-fed insight led, for example, to myEngines, which provides customers with real-time service updates for their aircraft engines: what repairs are required, how long they will take, how much they will cost, and so on.
He and his team introduced a pilot program to test applications with a small group of customers.
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Not a MyNAP member yet? Register for a free account to start saving and receiving special member only perks. This chapter looks at alternative jet fuels that have lower carbon emissions than conventional petroleum-based fuels over the entire life cycle of the fuels. It discusses the challenges associated with their development and commercialization and outlines key needs for achieving significant production and use of drop-in sustainable jet fuels produced from feedstocks other than petroleum see Box 5.
Industrial Non Slip Coating
Predictive maintenance is still in its infancy for commercial airlines, but in the future will evolve into intelligent maintenance for large-fleet commercial operators. Predictive maintenance is still in its infancy for commercial airlines, but in the future, predictive will evolve into intelligent maintenance for large-fleet commercial operators. The use of artificial intelligence AI is expanding as a decision-making tool for airline maintenance teams at large fleet commercial airlines. Airlines based in the U. The use of AI within airline maintenance strategies is evolving into an advanced and expanded use of predictive data analytics. A challenge exists for airline maintenance teams dealing with the large amount of data being produced by newer generation aircraft: the need for an intelligent application, bot or computer program capable of generating a specific work order task for maintenance technicians, rather than large volumes of data that they have to aggregate and analyze to produce an actionable result. Right now, Delta Air Lines is working on adopting artificial intelligence and machine learning into its aircraft maintenance strategy. Instead, Jackson wants to use artificial intelligence to generate an accurate work order straight from the analysis of the data. Jackson also explained how one of the primary reasons why Delta wants to adopt an intelligent maintenance strategy is a result of not only the amount of aircraft that the airline has within its fleet, but also the variety of their aircraft models as well.
Unleashing the Power of Marketing
When GE realized that its products would no longer sell themselves, it had to invent a formidable marketing function from scratch. Until a few years ago, General Electric believed that its products could virtually market themselves. To succeed, GE would need a marketing engine that could collaborate directly with customers and lead to new markets—one with standards as rigorous as those for functions such as finance and human resources. CEO Jeff Immelt issued a mandate that marketing should be a vital operating function across GE and an engine for organic growth.
Next-Gen Warehousing: Warehouse Management from AIT
Map of the site Home. Related Links what's new in aero industry? Map of the site.
An official website of the United States government Here is how you know. Federal government websites often end in. Before sharing sensitive information, make sure you're on a federal government site. The site is secure. The Producer Price Index PPI program measures the average change over time in the selling prices received by domestic producers for their output.
Environmental impact of aviation
The transport sector encompasses industries that are involved in the transportation of goods and passengers throughout the world. This sector is structurally complex and vitally important to economies locally, nationally and globally. The transport sector is vitally important to the economic viability of nations. Transportation plays a key role in economically important factors such as employment, utilization of raw and manufactured goods, investment of private and public capital and generation of tax revenues. In the United States alone, the Department of Transportation reported that in , there were approximately 7. The transport sector is also a major consumer of raw materials and finished goods in most industrialized countries. Capital investment utilizing public and private funds to purchase trucks, ships, airplanes, terminals and other equipment and facilities easily exceeds hundreds of billions of dollars in industrialized countries.
Five factors that must be considered in aircraft hangar design
Our closed-trough conveyor belts ensure the energy-efficient and safe transport of coal in China. Please choose your country or region. United States Ok Change.
Microsoft customer stories
Our customers know that nothing beats Traction ProGrip at turning the most hazardous industrial area into a stable, nonslip working surface. This tough industrial non slip coating is the proven industry leader in strength and tenacity. Only Traction ProGrip adheres to aluminum, concrete, steel, diamond plate, fiberglass, and other surfaces with the strength to withstand heavy industrial traffic, including steel wheel traffic. We guarantee that this epoxy non slip coating and aggregate will endure moisture, traffic, chemical, and weather for up to seven years.
The environmental impact of aviation occurs because aircraft engines emit heat, noise , particulates and gases which contribute to climate change   and global dimming. Despite more fuel-efficient and less polluting turbofan and turboprop engines, the rapid growth of air travel contributes to an increase in total pollution attributable to aviation. From to , passenger kilometers increased 5. In the European Union , greenhouse gas emissions from aviation increased by 87 percent between and Comprehensive research shows that despite anticipated efficiency innovations to airframes, engines, aerodynamics and flight operations, there is no end in sight, even many decades out, to rapid growth in CO 2 emissions from air travel and air freight,   due to projected continual growth in air travel.
Airlines are Increasingly Connecting Artificial Intelligence to Their MRO Strategies
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GE facilitates UK Government guaranteed financing milestone for Atlas Air
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