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Barminco, Hindustan Zinc, Petra Diamonds and Vedanta Zinc foreign tap into the Sandvik and IBM relationship to enhance operations and safeguard in underground challenging-rock mining
Award-profitable OptiMine® Analytics with IBM Watson IoT for predictive upkeep and optimization, analyzes, learns and communicates with machine working lots of feet underground
TAMPERE, Finland and ARMONK, N.Y., April 1, 2019 /PRNewswire/ -- Joint shoppers of IBM (NYSE: IBM) and Sandvik Mining and Rock technology, probably the most world's greatest top class mining gadget producers, are tapping the powers of IoT, superior analytics and synthetic intelligence to know security, protection, productivity and operational efficiency.
The mining and rock excavation trade is beneath growing to be force to increase the international supply of minerals to satisfy the needs and expectations of a hastily rising world population. This often requires extracting from increasing more advantageous depths, which could make it problematic to talk and act as vital when device fails or must be serviced.
OptiMine® Analytics transforms facts into manner advancements by way of predictive insights and actionable dashboards embedded into operation administration techniques. the usage of the analytics capabilities from IBM Watson IoT, this assistance management solution allows for mining companies to mix equipment and utility data from disparate sources in actual-time, inspecting patterns within the records to assist improve availability, utilization and efficiency.
via a collection of IBM Design considering workshops, IBM and Sandvik work with valued clientele to increase a framework to form choices round data pushed productivity and predictive preservation. using the Watson IoT technology, Sandvik and IBM have collectively created a platform capable of agree to the stringent reliability and security requirements of mining operations. Predictive renovation technology leveraging IoT sensor statistics has also been delivered as a part of this platform.
"Proactively selecting protection wants earlier than anything breaks is leading to big can charge and time savings," pointed out Patrick Murphy, president, Rock Drills & technologies, Sandvik. "Our award-successful OptiMine® Analytics with IBM Watson IoT options present their clients a extra comprehensive view of their operations for smarter, safer and greater productive work."
Sandvik and IBM valued clientele comparable to Petra Diamonds and Barminco are the usage of IoT to support in the reduction of miner exposure to antagonistic work environments and enhance safety.
"Our precise precedence is the security of their employees and if a laptop fails underground, they want immediate perception into what's going on in that tunnel," said Luctor Roode, government operations at Petra Diamonds. "With the solution from Sandvik and IBM, we've actual-time information that permits us to instantly identify the root cause of the issue and act hence."
"Leveraging data is become more and more advantageous across the mining sector. through analytics, computing device researching and AI, they are seeing new chances for elevated operational efficiency," mentioned Paul Muller, chief executive officer, Barminco. "Our partnership with Sandvik's OptiMine® Analytics makes it possible for us to fast-music their efforts, leveraging Sandvik's whole-of-fleet statistics and innate computer abilities."
OptiMine® Analytics will also be used by using Vedanta Zinc overseas's Black Mountain Mining (BMM) operations in South Africa's Northern Cape Province, to speed up statistics-pushed operations for protection, effectivity and productivity for trucks, loaders and drills. additionally, Hindustan Zinc, probably the most world's greatest integrated producers of zinc, lead and silver has tapped Sandvik to put in force an incredible digital transformation at its Sindesar Khurd Mine, India, to make sure all required infrastructure and systems can obtain world-type mining protection, efficiency and productiveness.
"Sensors and tracking programs for asset management is barely the beginning when it comes to how synthetic intelligence will disrupt the mining business," spoke of Jay Bellissimo, familiar supervisor, Cognitive process Transformation, IBM international enterprise services. "developing a solution that turns the data into actionable insights is a fragile be counted. It requires an interdisciplinary effort spanning throughout mining technology, utility engineering and statistics science. IBM and Sandvik at the moment are on route to help seriously change the mining cost chain with the fusion of cognitive capabilities into miners enterprise and operating strategies."
Sandvik has been offering solutions in the mining automation enterprise for many years, with autonomous operations in additional than 60 mines on six continents. This footprint is an enormous asset to the manner optimization options in larger and better demand. For its half, IBM has been working with main mining shoppers to infuse cognitive capabilities of their enterprise and operating techniques, growing the Cognitive price Chain for Mining. This multidisciplinary method leverages and expands on the concepts of the fourth industrial revolution via helping miners achieve new effectivity reductions, while not having to make significant-scale capital investments.
Sandvik community Sandvik is a excessive-tech and international engineering group providing products and capabilities that raise consumer productiveness, profitability and safety. They cling world-leading positions in selected areas – equipment and tooling systems for metallic slicing; device and tools, service and technical solutions for the mining business and rock excavation within the building business; items in superior stainless steels and particular alloys as well as items for industrial heating. In 2018, the neighborhood had approximately 42,000 employees and revenues of about a hundred billion SEK in additional than one hundred sixty international locations within continuing operations.
Sandvik Mining and Rock technology Sandvik Mining and Rock technology is a enterprise enviornment within the Sandvik group and a global main service provider of equipment and tools, service and technical options for the mining and building industries. application areas encompass rock drilling, rock chopping, crushing and screening, loading and hauling, tunneling, quarrying and breaking and demolition. In 2018, earnings were approximately 43 billion SEK with about 15,000 personnel in carrying on with operations.
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by way of James W. Cortada
What Does It Take to maintain a traditional Mainframe Alive?
How the IBM 1403 Printer Hammered Out 1,100 lines Per Minute
The Ferranti Mark 1: World’s First Commercially obtainable commonplace-purpose laptoppicture: Mark Richards/desktop historical past Museum IBM spent US $5 billion to build the device/360, added in 1964. These 9-track magnetic tape drives were among the many S/360’s a hundred and fifty-product line.
a short checklist of the most transformative products of the previous century and a half would include the lightbulb, Ford’s mannequin T—and the IBM equipment/360. This mainframe series perpetually modified the desktop business and revolutionized how organizations and governments labored, bettering productiveness and making numerous new projects viable.
in the years main as much as its 7 April 1964 launch, however, the 360 changed into one of the crucial scariest dramas in American business. It took a nearly fanatical commitment at all stages of IBM to bring on this excellent collection of machines and utility. whereas the technological innovations that went into the S/360 had been vital, how they were created and deployed bordered on disaster. The business experienced what science coverage professional Keith Pavitt referred to as “tribal war”: people clashing and participating in a all of a sudden starting to be enterprise with unstable, and in some situations unknown, applied sciences, as uncertainty and ambiguity dogged the entire protagonists.
finally, IBM turned into large and distinctive enough in ability, staffing, financing, and materiel to be triumphant. In a virtually entrepreneurial vogue, it took talents of emerging applied sciences, no depend where they had been located inside the business. In hindsight, it seemed a sloppy and sick-recommended activity, chaotic in execution and yet brilliantly successful. They reside in an age that celebrates innovation, so examining cases of how innovation is completed can handiest illuminate their realizing of the procedure.
by the conclusion of the Fifties, computing device users confronted a seemingly intractable difficulty. Had it not been solved, it could have prevented computer systems from becoming widespread, and any ideas of dwelling in an information Age would were fiction.photograph: IBM The S/360 become designed to substitute IBM’s 1401 mainframe, which become time-honored but couldn’t be multiplied or upgraded.
organizations have been acquiring computers in brilliant numbers, automating lots of the historical punch card operations and doing greater with records processing. The popularity of the IBM 1401 illustrates the speedy adoption of computing. Over 12,000 of those methods were offered from their introduction in 1959 to 1971, when IBM retired the road.
With the 1401 so dominating the laptop business, any issues with it had been critical. considered one of them was that the 1401 became too small.
users found these machines so useful that they saved piling extra work on them, accomplishing the gadget’s skill. They then had three alternate options: stream to a much bigger IBM system, such as an IBM 7000, set up a competitor’s gadget, or purchase extra 1401s. None of those alternate options become attractive. To trade to a much bigger system required rewriting application, considering the ancient utility would not work on a unique category of desktop. The cost of rewriting could readily exceed the financial benefits of relocating to a much bigger computing device. Such a metamorphosis often known as for retraining workforce or hiring new body of workers usual with the brand new device. adding greater gadgets of the same gadget become equally unattractive as a result of every unit required replica workforce, equipment, and upkeep of hardware and application. purchasers wanted systems that have been “upgradable” or “suitable,” such that as their wants grew, they might herald greater machines but nonetheless run the identical software and peripheral equipment. within the Nineteen Fifties and early Sixties, it changed into a desire, and for providers an aspiration.
IBM had worse issues than its customers did. The 1401s were proving so widespread that engineers in Endicott, N.Y., which had developed the system, resisted attempts through their counterparts in Poughkeepsie to build bigger computers, leading to turning out to be contention between the two businesses. As one engineer recalled, “So extreme turned into it that occasionally it appeared to exceed the contention with exterior opponents.” systems made via Poughkeepsie would now not run classes written for the 1400 collection. purchasers eager to circulation from the smaller 1400s to the better Poughkeepsie machines put increasing drive on IBM to give compatibility. Senior administration had to cope with the expenses of sustaining R&D for a half-dozen incompatible product strains and training IBMers to sell and preserve so many programs.
Consensus grew that IBM needed to get all the way down to one system to simplify creation, in the reduction of the cost of R&D, and be extra competitive against a becoming array of rivals. If consumers had to upgrade in the early Sixties, they could just as simply stream to a competitor’s machine, when you consider that they would need to rewrite their utility anyway.
The power of compatibility become tested in the fall of 1960, when IBM added the greater powerful 1410 to exchange the 1401. software and peripheral machine for the 1401 labored with the more recent computer. valued clientele and IBM earnings adored that fact. Poughkeepsie’s engineers had been close to completing work on a set of 4 computers prevalent because the 8000s that were suitable with the 7000s.photo: IBM To get the S/360 off the floor, T. Vincent Learson compelled engineering factions inside IBM to cooperate.
T. Vincent Learson—called Vin or T.V.—was in can charge of future product development as the vice president of manufacturing and construction. A talented problem solver, he knew he had to movement right now to smash down the rivalry between Endicott and Poughkeepsie. IBM’s CEO at the time, Thomas J. Watson Jr., later described what happened: “He did it by using making use of a management technique referred to as ‘abrasive interaction.’ This capability forcing individuals to swap aspects: taking the appropriate engineer from the small-desktop division and making him boss of the premiere building crew in the giant-computing device division. lots of people idea this made about as a lot experience as electing Khrushchev president.”
Learson replaced the Poughkeepsie manager in can charge of the 8000 project with Bob O. Evans, who had served because the engineering supervisor for the 1401 and 1410. Evans liked compatibility across all future products. After ninety days in his new function, Evans advised that work on the 8000s be stopped and that both websites start working “to advance a complete cohesive product line.” He additionally proposed a bold new base technology for all future methods, known as strong logic expertise (SLT), to make IBM’s machines extra competitive.
Frederick P. Brooks Jr., who led the design group for the 8000, fought again. Evans and Brooks had been formidable opponents. the two engineers both had years of adventure running engineering and product building actions at IBM, and that they had been articulate and incredibly revered through their staffs and senior management. Brooks became not as excessive rating as Evans, so Learson brought in Jerrier A. Haddad, who had spent the previous two years in cost of the advanced Engineering building Division, to study the proposed techniques of Evans and Brooks. Haddad recommended going with Evans’s ideas, and Learson killed the 8000 undertaking in may additionally 1961.
Bob Evans automatically requested Brooks to increase the plan for a compatible household of computer systems. Brooks was flabbergasted, however he accredited, and with that both engineering communities stopped feuding and commenced participating. there have been nonetheless opponents in the company, however no remember—the trajectory toward a standard gadget had been set.photographs: IBM Bob O. Evans [left] advised killing IBM’s bigger 8000 mainframe in want of a new line of compatible computers. Frederick P. Brooks Jr. [middle], who led the 8000’s design, objected, however Jerrier A. Haddad [right] sided with Evans. Evans then asked Brooks to work on the brand new line, which grew to become the S/360.
Learson additionally assigned John W. Haanstra, president of the accepted products Division, which produced the 1400s, to chair an inside assignment force called spread (for systems Programming, analysis, Engineering, and construction), with Evans as vice chair. Brooks later joined the task drive. In December 1961, the neighborhood introduced its technical recommendations.
Their record called for five appropriate computer systems, labeled processors (described as the desktop, its memory, and channels to connect with peripheral machine). The application and peripherals for one processor have been to work with all different processors. The plan called for the use of average hardware and application interfaces between computers and peripherals, akin to between disk drives and tape drives connecting to computer systems, so that the peripherals didn't have to be swapped out when a new processor was installed. The suggestions became the foundation for the system/360.
as a result of so much could be new, the processors would now not be compatible with IBM’s current products. That become an incredibly crucial point. customers moving to the new IBM machines would should rewrite current application just once to get on the route of the brand new system.
Then, IBM bought a fortunate destroy. As one engineer wrote, “basically miraculously [Evans’s] vision of the brand new product line become saved by using a last-minute technical accomplishment. In mid-1963, engineers in the Poughkeepsie and Endicott laboratories had begun exploring the probability of adding special microcode to the control outlets of computers to improve their performance when simulating earlier IBM computers.” This characteristic would enable 1401 application to run in the two smaller fashions of the proposed new device, only quicker. revenue obtained on board, and its executives begun pressuring R&D and manufacturing management for early introduction of the brand new processors.
Watson recognized what changed into at stake, as he recalled in his memoirs:
From the beginning they faced two hazards, either of which become enough to maintain us conscious at evening. First there become the project of coordinating the hardware and application design work for the new line. They had engineering groups all over the place america and Europe working concurrently on six new processors and dozens of new peripherals…but in the conclusion all of this hardware would ought to plug together. The software became a much bigger hurdle nonetheless. to ensure that system/360 to have a standard character, hundreds of programmers had to write hundreds of thousands of lines of computing device code. no one had ever tackled that complex a programming job, and the engineers have been under outstanding power to get it carried out.
A second set of issues involved manufacturing the electronic accessories for the new methods. The electronics business become starting to work on built-in circuits, and the new computers were going to be stuffed with these new add-ons. To be impartial, IBM needed to make its own. It proved to be a dear proposition.
finally, the company administration committee, together with Watson and the board of directors, sucked in a deep breath and approved the unfold ideas. IBM was off to the races in the wildest experience of its historical past.
IBM could not conceal what become occurring. New employees flocked to Endicott, Poughkeepsie, and other labs and vegetation. shoppers heard rumors, the computing device press was speculating, and executives at GE, Honeywell, Sperry Univac, and in different places had been making an attempt to anticipate what IBM would do.
At IBM, no one appeared convinced with growth on the new equipment. Engineering, manufacturing, revenue, and corporate workforce had been in many situations working a hundred-hour weeks. Engineers moved cots into their places of work. When Watson stopped in to look how programming became going, an engineer yelled at him to get out so he could work. The chairman of IBM beat a hasty retreat.photos: IBM On 7 April 1964, a coach from ny metropolis’s Grand central Terminal shuttled reporters to Poughkeepsie, the place IBM chairman Thomas J. Watson Jr. officially unveiled the device/360.
it all grew to become public at midday jap time within the united states on 7 April 1964. Over one hundred,000 shoppers, journalists, and technologists met in a hundred sixty five U.S. cities, while others gathered around across the world the following few days to hear the news. As Watson declared at a press convention in Poughkeepsie, it turned into “the most essential product announcement within the enterprise’s historical past.”photograph: Mark Richards/desktop history Museum among the gadget/360’s forty four peripherals become the 2311 disk storage force. each detachable disk pack stored 7.25 megabytes.
On that day, IBM introduced a mind-boggling 150 new items: 6 computer systems; forty four peripherals, including tape drives, disk drives, printers, and handle contraptions; and a promise to supply the software indispensable to make everything work collectively. the press packet was an inch thick, and manuals describing all of the machines, components, application, and their setting up and operation stuffed greater than 50 linear feet.
The valuable function of the gadget/360 become, of path, its compatibility. A starting to be facts middle might install a small 360 computing device and later upgrade to a larger one without rewriting application or changing peripheral gadget. as soon as typical with the system, one did not must be trained an outstanding deal greater to handle an improve. The identify 360 became chosen to indicate the concept of 360 levels, covering every little thing.
in the first month following the S/360 announcement, customers international ordered over one hundred,000 techniques. to put that quantity in point of view, in that same 12 months within the uk, all of Western Europe, the united states, and Japan, there have been a bit greater than 20,000 computer systems of any variety installed. the primary deliveries of the smaller machines had been promised for the third quarter of 1965, and deliveries of the larger ones in the first quarter of 1966. The lengthen between announcement and delivery date gave purchasers time to decide which fashions to acquire, get them accepted and budgeted, plan on where to condominium them, educate group of workers, complete utility remediation, and the like. With the April announcement, IBM bought itself two years to make decent on its promises and knock competitors back on their heels.
From 7 April to when the business all started providing machines to valued clientele, IBM entered probably the most bad, intense, and challenging period of its historical past. The enterprise spent US $5 billion (about $40 billion these days) to enhance the equipment/360, which at the time turned into greater than IBM made in a yr, and it would at last hire more than 70,000 new workers. every IBMer believed that failure intended the loss of life of IBM.
As Watson later recalled, “not the entire equipment on display [on 7 April] changed into actual; some gadgets were just mockups made of wood. They defined that to their visitors, so there became no deception. however it turned into a dangerous slicing of corners—not the style I believe business should be achieved—and an uncomfortable reminder to me of how some distance they had to go earlier than they might name the application a hit.”
Watson assigned his brother, Arthur, to manage engineering and manufacturing going ahead. Learson would run income for the brand new system, “twisting the tails of their salesmen.” Tom Watson Jr. idea Learson had the greater complicated task. The possibility of shoppers changing to somebody else’s machines instead of to the S/360 enormously concerned Watson.photo: IBM IBM promised to start delivering the first S/360 machines in the third quarter of 1965. construction complications emerged presently.
as the variety of orders for the S/360 saved increasing, manufacturing was requested in 1965 to double construction. One production supervisor stated it couldn't be completed and changed into replaced. pleasant declined. one of the vital electronic circuits within an SLT, as an example, have been no longer complete, so electrons couldn't go where they had been speculated to. by means of the conclusion of the yr, the excellent handle department had impounded 25 % of all SLT modules, bringing construction to a halt.photo: IBM With the S/360, IBM added its strong common sense know-how (SLT), a precursor to integrated circuits. Doubling the production of the S/360 in 1965 ended in defects in a quarter of the SLT modules.
After the complications have been solved, manufacturing proceeded in 1966, leading to ninety million SLT modules deliver produced, in comparison to just 36 million the old 12 months. IBM opened a new plant in East Fishkill, just south of Poughkeepsie, which made greater semiconductor contraptions than all different producers worldwide mixed. creation additionally expanded to new amenities in Burlington, Vt., and in Corbeil-Essonnes, France.
To unravel manufacturing issues with the ferrite-core recollections, IBM deploy a plant in Boulder, Colo., in 1965. however took the craftsmanship of laborers in Japan to get the construction of recollections as much as the mandatory quantities and pleasant.photograph: Mark Richards/computing device history Museum The S/360’s ferrite-core reminiscence additionally proved extremely intricate to manufacture. This airplane carries 1,536 memory cores.
As manufacturing grew to become a global effort, new issues arose in coordinating activities and fabricating machines. Arthur Watson had some journey managing IBM’s small factories backyard the USA but none with resolving engineering issues, not to mention massive international problems in development and manufacturing. He turned into out of his league, and his brother challenged him to resolve the problems. meanwhile, Learson and his income teams wanted further improvements to the product line. family members between Learson and Arthur completely deteriorated. In October 1964, IBM announced tremendous delays in transport products.
Tom eliminated Arthur from his job and became over his responsibilities to Learson, who in turn introduced in 4 engineering managers to punch through the issues. Nicknamed the “4 horsemen,” that they had full authority global for getting the S/360 manufactured and brought to shoppers. Their assortment of problems, one of the vital managers stated later, became “an absolute nightmare,” “a grey blur of 24-hour days, seven days every week—under no circumstances being home.” And yet, in five months, they'd labored out ample of the complications to delivery assembly birth dates. In January 1966, Learson became president of IBM.pictures: IBM dealing with unacceptable production delays, Learson brought in [left to right] Henry E. Cooley, Clarence E. Frizzell, John W. Gibson, and John Haanstra, who sorted out manufacturing issues worldwide and got the S/360 again on track.
Arthur changed into shunted into the function of vice president. His profession became broken, and he retired in 1970. In his memoirs, Tom Watson Jr. admitted to being in a virtually continual panic from 1964 to 1966 and deeply regretted his medicine of Arthur. “I felt nothing but disgrace and frustrations at the way I’d treated him…. as it turned into, they remade the computing device trade with the system/360, and objectively it was the premiere triumph of my enterprise profession. but every time I look lower back on it, I consider about my brother I injured.”
software issues additionally slowed production of the 360. The software construction staff changed into described as being in “disarray” as early as 1963. The operating device, known as OS/360, struggled to run more than one job at a time, which changed into standard to creating the S/360 speedy and productive. different complications surfaced with telecommunications and with application programs. Programming aid grew to become an additional contentious situation.
Fred Brooks volunteered to aid, and IBM delivered 1,000 americans to the operating system task, costing the enterprise greater for software in 12 months than had been deliberate for the whole construction of the S/360 system. but throwing greater programmers at the challenge did not support. in response to the S/360 adventure, Brooks would later extend on that theme in the mythical Man-Month (Addison-Wesley, 1975), nonetheless some of the most generally read books on computing. The utility would take years to finished, but within the end it worked neatly enough to maintain the transport extend to 1 month.picture: IBM A system/360 arrives at Tokai financial institution in Japan. Demand for computing grew enormously within the years following the S/360’s launch.
regardless of the expenses and anxiety, in 1965—the 12 months IBM had committed to delivery the primary devices to customers—it managed “by means of some miracle” (Watson’s phrases) to convey lots of of medium-measurement S/360s. Their exceptional didn't all the time suit the customary design requisites. Shortages of constituents, other ingredients that did not work, and application crammed with bugs unfold to many nations. very nearly every preliminary consumer encountered problems.
branch offices had been hiring systems engineers to help. SEs were school graduates, always with technical degrees, who knew a way to debug software and assisted the revenue drive in selling and assisting computers. The SEs heroically tackled S/360’s application complications, whereas container engineers, who installed equipment, fastened hardware complications. Salesmen calmed their shoppers, while branch managers worked to retain their staffs encouraged and focused.
And regardless of the various issues, “clients were nonetheless ordering 360s faster than they could construct them,” Watson recalled, forcing birth dates out as an awful lot as three years. by means of the end of 1966, shoppers had taken birth of nine models of the S/360, for a total of 7,seven hundred.
IBM’s rivals responded. Burroughs, GE, Honeywell, NCR, and Sperry Rand, operating generally in the u.s., CII in France, and ICT (later ICI) in great Britain introduced programs appropriate with one another’s machines, but no longer suitable with IBM’s. A 2d, smaller neighborhood chose to manufacture machines that were appropriate with IBM’s, together with RCA and others in Europe and Japan, relying on RCA’s licenses.photograph: IBM NASA purchased a few S/360s, together with this one at Goddard house Flight middle. a few others at mission control in Houston have been used to monitor Apollo eleven.
five years later, the international inventory of put in IBM computer systems had grown to $24 billion, while that of rivals had reached $9 billion. In other words, IBM’s S/360 multiplied normal demand for computing so vastly that it raised all boats. The industry’s annual growth within the second half of the 1960s was in double digits yr over year, as many hundreds of businesses improved their use of computer systems. Demand for computing grew on account of the technological innovations introduced forth by using IBM, but also as a result of clients have been accumulating sufficient experience to understand a computer’s price in riding down charges and performing new services.
IBM also grew, more than doubling from 127,000 personnel international in 1962 to 265,000 by way of the conclusion of 1971. income rose from $3.2 billion in 1964 to $eight.2 billion in 1971.photograph: IBM The S/360 strengthened IBM’s domination of the world computing device company. One govt, asked no matter if the business would ever take on another such task, spoke back, “Hell no, never once more.”
because the S/360 became the heart of much computing by the conclusion of the 1960s, its clients constituted a global of their personal. lots of programmers simplest knew a way to use software that ran on S/360s. extra lots of statistics-processing personnel had labored only with IBM device, including keypunch machines, printers, tape drives, disk drives, and software, which in many circumstances took years to master. via the early Nineteen Seventies the computing area turned into mostly an IBM world on either side of the Atlantic, in the rising markets in Latin the united states, and in Japan.
Years later, when asked whether IBM would ever have interaction in such a enormous venture again, one executive barked out, “Hell no, under no circumstances again.” Watson tilted towards an analogous response. Commenting in 1966, he mentioned, “At their measurement, they can’t go 100% with anything new again,” that means the rest that huge. After the 360, Watson made it a policy “under no circumstances to announce a new know-how for you to require us to dedicate more than 25 p.c of their production to that technology.”
The generation that introduced out the S/360 remained unique in the business, a unique clan bonded ferociously to IBM. Careers had been made and damaged, very own lives and marriages upended. IBMers did not understand on the time how radically their products would change the realm, however they do.
this text is in response to excerpts from IBM: the upward thrust and Fall and Reinvention of a worldwide Icon (MIT Press, 2019).
James W. Cortada is a senior analysis fellow on the college of Minnesota’s Charles Babbage Institute. He labored at IBM for 38 years in earnings, consulting, managerial, and research positions.
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New release delivers technical innovation and improved business value
Crawley, UK, December 13, 2018 – Macro 4, a division of UNICOM® Global, has announced that its mainframe performance, fault analysis and modernization solutions, including Eclipse and web interfaces, will support the new IBM® CICS® Transaction Server (CICS TS) for z/OS®, V5.5 when it is released on December 14, 2018.
"CICS TS V5.5 promises customers technical innovation and improved business value and includes a significant number of enhancements that have been requested through IBM user groups. Their customers will be able to take advantage of these at launch,” said Michelle Harris, Customer and Product Services Manager at Macro 4. “We’ve always worked closely with IBM to ensure that their mainframe solutions support new versions of IBM software as soon as they are available. We’ve been part of IBM’s early test program for many years and have a long history of collaborating on new releases of its products. Both CICS and Macro 4 turned 50 this year and together we’re going from strength to strength."
Macro 4's performance, fault analysis and interactive testing solutions reduce the costs and timescales involved in developing and supporting critical mainframe applications. They help organizations to identify and resolve mainframe software problems faster and to deliver consistently high levels of customer service. The company’s modernization solutions leverage new technology to provide more intuitive interfaces for mainframe applications and developer tools.
About Macro 4 www.macro4.comMacro 4, a division of UNICOM Global, develops software solutions that accelerate business transformation. Macro 4’s cross-platform enterprise information management solutions make it easy for companies to go digital, personalize customer communications and unlock the value of their corporate content. Macro 4 solutions for application lifecycle management, session management and performance optimization are used by many of the world’s largest enterprises to modernize their mainframe applications and development processes.
About UNICOM® Global www.unicomglobal.comUNICOM Global consists of more than forty (40) corporate entities encompassing a wide range of businesses across all geographic regions. With its corporate headquarters in Los Angeles, California, to offices in Illinois, Kentucky, Florida, Massachusetts, Maryland, Minnesota, New Hampshire, North Carolina, New Jersey, Texas and Virginia, throughout EMEA in the UK, Ireland, Germany, France, Italy, Spain, Denmark, Belgium, Switzerland and the UAE, and across Asia/Pacific with locations in Japan, China, India, Australia, Korea, Thailand, Taiwan and the Philippines.
UNICOM Global offers deep in-house resources and flexible IT solutions to their partners worldwide. UNICOM Global focuses on acquiring and integrating mature and growing mid-cap NASDAQ, London Stock Exchange AIM and German publically-traded companies in technology, financing, IT, real estate, and business services. Please visit their websites for additional information about the services, products and solutions that UNICOM Global offers:
unicomglobal.com UNICOM Global – Assets, capital and investment managementunicomsi.com UNICOM Systems – IBM Mainframe software productsunicomgov.com UNCOM Government (formerly NASDAQ: GTSI) – Government IT solutionsunicomengineering.com UNICOM Engineering (formerly NASDAQ: NEI) – Appliance platformunicom.org UNICOM Science and Technology Parkswww.unicomtechnologypark.com UNICOM Technology Park – Innovation Labs in Virginiawww.unicomsciencepark.com UNICOM Science and Technology Park – Innovation Labs in New Jerseyunicom-capital.com UNICOM Capital – Business and Financial ServicessolidDB.com solidDB – In-memory relational database management systemusrobotics.com USRobotics – Data communications productsmemeo.com Memeo – Enterprise-grade Secure File Sharing for the Cloudfiretide.com Firetide – Wireless technology solutions for security and transportationdetec.com DETEC – Document composition productssoftlanding.com SoftLanding Systems – IBM i software productsmacro4.com Macro 4 (formerly LONDON: MAO) – Document Management productsillustro.com illustro – z/OS and z/VSE software productsiet-solutions.com iET Solutions – ITIL® ITSM software productseden.com Eden – Mergers & Acquisitions, Business & Financial Services, and Real Estatecics.com CICS.com – Hardware, Software, Outsourcing and Professional Services
All trademarks referenced herein are trademarks of their respective companies.
Media contact:Uday RadiaCloudNine PR+44(0)7940 firstname.lastname@example.org
LAS VEGAS, Nov. 7, 2017 /PRNewswire/ -- Vanguard Integrity Professionals, Inc., cybersecurity experts with cybersecurity solutions securing any enterprise, is proud to be a silver sponsor and exhibit at IBM z Systems Technical University 2017 in Washington, D.C., November 13 - 17, 2017. Additionally, Vanguard cybersecurity experts will be available to discuss topics addressing the latest security and compliance issues. Vanguard will highlight its security solutions demonstrating how they play a vital role protecting any enterprise, cloud or IBM® z/OS® security server environment.
IBM technical training events are designed for technical development in IBM Z®, IBM Power Systems™ and IBM Storage. The week is packed with skill-building sessions, hands-on labs, onsite certification testing and a vibrant Solution Center.
Security experts from Vanguard will be on hand at IBM z Systems Technical University 2017 to discuss the latest security and compliance topics, trends and techniques over the multi-day conference. They invite you to come by their booth in the Solutions Center in the Washington Hilton and meet with Vanguard executives.
About Vanguard Integrity Professionals
Vanguard Integrity Professionals provides enterprise security software and services that solve complex security and regulatory compliance challenges for financial, insurance, healthcare, education, transportation and government agencies around the world. Vanguard provides Cybersecurity Solutions Securing any Enterprise. The world's largest Financial, Insurance, Government Agencies and Retailers entrust their security to Vanguard Integrity Professionals. Vanguard is committed to protecting and securing the Cloud and any Enterprise environment. Vanguard provides 24/7/365 live customer support from the United States of America.
IBM, the IBM logo, IBM.com, IBM z, z Systems and z/OS are trademarks of International Business Machines Corporation registered in many jurisdictions in the United States and/or other countries worldwide.
SOURCE Vanguard Integrity Professionals, Inc.Related Links
International Business Machines Corp IBM delivered first-quarter 2019 non-GAAP earnings of $4.87 per share, which surpassed the Zacks Consensus Estimate of $2.21. However, earnings per share (EPS) decreased 8.2% from the year-ago quarter.
Revenues of $18.18 billion missed the Zacks Consensus Estimate of $18.52 billion and declined 4.7% on a year-over-year basis. At constant currency (cc), the metric dipped 0.9%. The year-over-year revenue decline can primarily be attributed to currency fluctuation and headwinds from IBM Z product cycle. Also, softness in the emerging markets of Asia Pacific affected the top-line performance.
Notably, IBM stated that signings declined 14% on cc basis in the first quarter to $7.6 billion. Services backlog declined 2% year over year and totaled $111.6 billion.
In a year’s time, shares of IBM have lost 2.5% compared with the industry’s 0.5% decline.
Geographic Revenue Details
Revenues from Americas decreased 1% on cc basis, reflecting the headwind from the IBM Z product cycle. The same from Europe, Middle-East and Africa were flat year over year, whereas Asia-Pacific revenues declined 2% on a year-over-year basis.
Starting from first-quarter 2019, IBM combined Cloud business and Cognitive Software in one segment. Further, the company merged security services with security software.
IBM also integrated all divested business to the other categories in order to provide enhanced transparency to the software and GBS segments. The divested business includes pending sales of seven software products to HCL, the sale of IBM’smarketing platform and commerce software offerings to Centerbridge and the recently concluded sale of Seterus mortgage servicing business.
Cloud & Cognitive Software Segment
The Cloud & Cognitive Software segment’s revenues-external improved 2% year over year (on cc basis) to $5 billion. Revenues at Cloud & Cognitive Software (including cloud and data platform, Cognitive application and transaction processing) increased primarily owing to growth in application driven by security and solutions, growth in data and analytics as well as artificial intelligence (AI).
Segmental revenues pertaining to Cloud increased 10%. Cloud as-a-service revenue annual run rate was $2.1 billion.
Revenues from cloud and data platforms increased 2% year over year.
IBM stated that the integration of AI into offerings like customer experience analytics in commerce domain and increased adoption of IBM Cloud Private, which is built on Linux containers and kubernetes. It also added that analytics performed well in the quarter under review, courtesy of data science offerings and IBM Cloud Private for Data offering.
Furthermore, IBM witnessed growth in industry verticals like health, key areas of analytics and security in the quarter. Watson Health witnessed broad-based growth in Payer, Provider, Imaging and Life Sciences domains.
Revenues from Cognitive Applications were up 4% year over year, driven by security, health, supply chain and weather. Security growth was backed by offerings in orchestration, data security and endpoint management.
Transaction Processing Software includes software that runs mission-critical workloads, leveraging IBM’s hardware platforms. Revenues were flat on a year-over-year basis.
Global Business Services Segment
Revenues from Global Business Services-external segment totaled $4.1 billion, up 4% from the year-ago quarter. The year-over-year increase in the top line was primarily owing to growth across all three business areas namely consulting, application management and global process services.
Cloud revenues surged 25% year over year. Cloud as-a-service revenue annual run rate was $1.8 billion.
Application Management revenues were flat year over year. Global Process Services revenues climbed 5%. Moreover, Consulting revenues increased 9% year over year on solid performance of IBM’s digital business.
Global Technology Services Segment
Revenues from Technology Services-external decreased 3% from the year-ago quarter to $6.9 billion. Segmental revenues pertaining to cloud surged 13% from the year-ago quarter. Cloud as-a-service revenue annual run rate was $7.5 billion.
Infrastructure & Cloud Services’ revenues decreased 3% from the year-ago quarter. Also, Technical Support Services revenues declined 2% from the year-ago quarter.
Systems revenues decreased 9% on a year-over-year basis to $1.3 billion, primarily due to the impact of the IBM Z product cycle and stiff competition. Segmental revenues pertaining to Cloud revenues declined 15%.
IBM Z revenues decreased 38% year over year.
However, Power revenues increased 9% from the year-ago quarter. The upside can be mainly attributed to Linux and robust adoption across the latest POWER9-based architecture.
Meanwhile, storage hardware revenues declined on weak performance in both high end and mid-range, partially offset by strong growth in All Flash Arrays. IBM stated that pricing pressure in the immensely competitive storage market is hurting revenues.
While Operating Systems Software revenues increased 5%, Systems Hardware slumped 14% from the year-ago quarter.
Finally, Global Financing (includes financing and used equipment sales) revenues decreased 19% year over year and 9% at cc to $417 million.
Non-GAAP gross margin increased 100 basis points (bps) from the year-ago quarter and came in at 44.7%. The gross margin benefited primarily from 160 bps expansion in services margin.
Operating expense (research & development expenses and selling, general and administration expenses) declined 10.6% year over year on realization of acquisition synergies and improving operational efficiencies. Currently, IBM continues to invest in rapidly growing fields like hybrid cloud, artificial intelligence (AI), security and blockchain.
Pre-tax margin from continuing operations expanded 320 bps on a year-over-year basis to 12.3%.
Non-GAAP operating margins from continuing operations contracted 90 bps and came in at 11%.
Balance Sheet & Cash Flow Details
IBM ended first-quarter 2019 with $18 billion in total cash and marketable securities compared with $11.9 billion in the previous quarter. Total debt (including current portion) was $49.9 billion, up from $45.8 million from the previous quarter.
IBM reported cash flow from operations (excluding Global Financing receivables) of $4.8 billion and generated free cash flow of $1.7 billion in the quarter under review.
Moreover, the company returned $2.3 billion to its shareholders through dividends and share repurchases. The company returned more than $10.3 billion to its shareholders through dividends and share repurchases for the full year.
At the end of the year, the company had $2.4 billion remaining under current buyback authorization.
For 2019, IBM continues to expect non-GAAP EPS to be at least $13.90. The Zacks Consensus Estimate is currently pegged at $13.90.
IBM still anticipates 2019 free cash flow of $12 billion.
Zacks Rank & Stocks to Consider
IBM currently carries a Zacks Rank #4 (Sell).
Few better-ranked stocks in the broader technology sector are Yelp Inc. YELP, Xilinx, Inc. XLNX and Universal Display Corporation OLED, each sporting a Zacks Rank #1 (Strong Buy). You can see the complete list of today’s Zacks #1 Rank stocks here.
The long-term earnings growth rate for Yelp, Xilinx and Universal Display is currently pegged at 18.6%, 12% and 30%, respectively.
Radical New Technology Creates $12.3 Trillion Opportunity
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Is your investment advisor fumbling your financial future?See how you can more effectively safeguard your retirement with a new Special Report, “4 Warning Signs Your Investment Advisor Might Be Sabotaging Your Financial Future.” Click to get your free report. International Business Machines Corporation (IBM) : Free Stock Analysis Report Yelp Inc. (YELP) : Free Stock Analysis Report Universal Display Corporation (OLED) : Free Stock Analysis Report Xilinx, Inc. (XLNX) : Free Stock Analysis Report To read this article on Zacks.com click here.
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ISA [1 Certification Exam(s) ]
ISACA [4 Certification Exam(s) ]
ISC2 [6 Certification Exam(s) ]
ISEB [24 Certification Exam(s) ]
Isilon [4 Certification Exam(s) ]
ISM [6 Certification Exam(s) ]
iSQI [7 Certification Exam(s) ]
ITEC [1 Certification Exam(s) ]
Juniper [65 Certification Exam(s) ]
LEED [1 Certification Exam(s) ]
Legato [5 Certification Exam(s) ]
Liferay [1 Certification Exam(s) ]
Logical-Operations [1 Certification Exam(s) ]
Lotus [66 Certification Exam(s) ]
LPI [24 Certification Exam(s) ]
LSI [3 Certification Exam(s) ]
Magento [3 Certification Exam(s) ]
Maintenance [2 Certification Exam(s) ]
McAfee [8 Certification Exam(s) ]
McData [3 Certification Exam(s) ]
Medical [68 Certification Exam(s) ]
Microsoft [375 Certification Exam(s) ]
Mile2 [3 Certification Exam(s) ]
Military [1 Certification Exam(s) ]
Misc [1 Certification Exam(s) ]
Motorola [7 Certification Exam(s) ]
mySQL [4 Certification Exam(s) ]
NBSTSA [1 Certification Exam(s) ]
NCEES [2 Certification Exam(s) ]
NCIDQ [1 Certification Exam(s) ]
NCLEX [3 Certification Exam(s) ]
Network-General [12 Certification Exam(s) ]
NetworkAppliance [39 Certification Exam(s) ]
NI [1 Certification Exam(s) ]
NIELIT [1 Certification Exam(s) ]
Nokia [6 Certification Exam(s) ]
Nortel [130 Certification Exam(s) ]
Novell [37 Certification Exam(s) ]
OMG [10 Certification Exam(s) ]
Oracle [282 Certification Exam(s) ]
P&C [2 Certification Exam(s) ]
Palo-Alto [4 Certification Exam(s) ]
PARCC [1 Certification Exam(s) ]
PayPal [1 Certification Exam(s) ]
Pegasystems [12 Certification Exam(s) ]
PEOPLECERT [4 Certification Exam(s) ]
PMI [15 Certification Exam(s) ]
Polycom [2 Certification Exam(s) ]
PostgreSQL-CE [1 Certification Exam(s) ]
Prince2 [6 Certification Exam(s) ]
PRMIA [1 Certification Exam(s) ]
PsychCorp [1 Certification Exam(s) ]
PTCB [2 Certification Exam(s) ]
QAI [1 Certification Exam(s) ]
QlikView [1 Certification Exam(s) ]
Quality-Assurance [7 Certification Exam(s) ]
RACC [1 Certification Exam(s) ]
Real Estate [1 Certification Exam(s) ]
Real-Estate [1 Certification Exam(s) ]
RedHat [8 Certification Exam(s) ]
RES [5 Certification Exam(s) ]
Riverbed [8 Certification Exam(s) ]
RSA [15 Certification Exam(s) ]
Sair [8 Certification Exam(s) ]
Salesforce [5 Certification Exam(s) ]
SANS [1 Certification Exam(s) ]
SAP [98 Certification Exam(s) ]
SASInstitute [15 Certification Exam(s) ]
SAT [1 Certification Exam(s) ]
SCO [10 Certification Exam(s) ]
SCP [6 Certification Exam(s) ]
SDI [3 Certification Exam(s) ]
See-Beyond [1 Certification Exam(s) ]
Siemens [1 Certification Exam(s) ]
Snia [7 Certification Exam(s) ]
SOA [15 Certification Exam(s) ]
Social-Work-Board [4 Certification Exam(s) ]
SpringSource [1 Certification Exam(s) ]
SUN [63 Certification Exam(s) ]
SUSE [1 Certification Exam(s) ]
Sybase [17 Certification Exam(s) ]
Symantec [135 Certification Exam(s) ]
Teacher-Certification [4 Certification Exam(s) ]
The-Open-Group [8 Certification Exam(s) ]
TIA [3 Certification Exam(s) ]
Tibco [18 Certification Exam(s) ]
Trainers [3 Certification Exam(s) ]
Trend [1 Certification Exam(s) ]
TruSecure [1 Certification Exam(s) ]
USMLE [1 Certification Exam(s) ]
VCE [6 Certification Exam(s) ]
Veeam [2 Certification Exam(s) ]
Veritas [33 Certification Exam(s) ]
Vmware [58 Certification Exam(s) ]
Wonderlic [2 Certification Exam(s) ]
Worldatwork [2 Certification Exam(s) ]
XML-Master [3 Certification Exam(s) ]
Zend [6 Certification Exam(s) ]
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