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factor Roberts, WA and Vancouver, BC - April 22, 2019 (Investorideas.com Newswire) Investorideas.com, a world investor information supply protecting artificial Intelligence (AI) brings you ultra-modern version of The AI Eye, gazing stock information, deal tracker and developments in synthetic intelligence.
hearken to present day podcast:
The #AI Eye: IBM (NYSE: $IBM) Watson fitness Lists 15 suitable fitness systems analyze and excellent (NasdaqGS: $satisfactory) Actimize Enhances Surveillance solution
Hear the AI Eye on Spotify
modern day Column - The AI Eye- observing inventory news, deal tracker and advancements in artificial intelligence
IBM (NYSE:IBM) Watson fitness published its 15 suitable health techniques annual examine these days, leveraging advanced statistics, science and analytics to rank the top-performing fitness techniques within the U.S. in response to general organizational efficiency. The 5 gold standard-ranked tremendous health programs are Avera health in Sioux Falls, SD, Mayo basis in Rochester, MN, Mercy in Chesterfield, MO, St. Luke's health equipment in Boise, identification, and UCHealth in Aurora, CO. Ekta Punwani, one hundred properly Hospitals software chief at IBM Watson fitness, mentioned:
"The multi-12 months trend towards increased healthcare consolidation has shined a spotlight on fitness equipment performance, illuminating both the challenges of coordinating care throughout multiple facilities and the alternatives that may come with scale. The institutions diagnosed in the IBM Watson fitness 15 desirable health systems look at are featuring a blueprint for how to enhance fine, lessen charges and obtain spectacular patient delight on a constant groundwork."
fine Actimize, a subsidiary of quality Ltd. (NasdaqGS:high-quality), has enhanced its intelligent eCommunications Surveillance answer with subsequent era laptop studying capabilities, intelligent analytics and investigative tools to fortify surveillance detection and case administration, in the reduction of false signals, and force down compliance charges, in accordance with a statement these days. Chris Wooten, executive vice president, high-quality observed:
"This most recent unlock of their eCommunications surveillance solution, with its subsequent era laptop studying and their award-winning ActOne investigation and case management answer, brings communications surveillance detection and investigative effectivity to a whole new stage."Wearable AI Market to grow at 30% CAGR from 2019-2025
A file from global Market Insights finds that the Wearable AI market will grow at a compound annual growth rate (CAGR) of 30 p.c from 2019 to 2025, after surpassing $35 billion USD in 2018. An excerpt from the report abstract reads:
The increasing disposable earnings of households in the emerging economies is the basic aspect accelerating the adoption of sensible wearables. over the past decade, the middle classification of the rising economies has elevated significantly. according to the world bank, the dimension of the center category within the Asia Pacific location increased from 525 million in 2009 to 1,seven hundred million in 2018 and is further estimated to attain 3,228 million by way of 2030. This increase is credited to the development of skilled authorities, fast industrialization, and rising employment within the carrier-based mostly industries. due to this fact, a basic shift in the client spending patterns toward client electronics product has been witnessed. this is encouraging smartwatch producers to capitalize on the altering tradition and upward thrust in client spending patterns in rising nations.
The rising center of attention of consumers on fitness & health monitoring is using the boom of the wearable AI market. As weight problems and coronary heart-connected ailments are increasing across the globe, the demand for wearable devices among buyers to video display their fitness tiers is also rising. fitness bands and smartwatches are outfitted with a variety of sensors to video display a lot of fitness-related vitals, similar to heartbeats and blood force, enabling clients to computer screen their fitness conditions each day with out the intervention of any clinical experts. It additionally allows clients to monitor their health conditions in real-time in a cost-useful method, promoting the use of smart wearable gadgets among buyers across the globe.
Sam Mowers, Investorideas.com
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IBM (NYSE:IBM) lately introduced Watson Assistant, its play on the growing to be smart assistant market, at its believe 2018 convention in Las Vegas. not like customer-facing assistants -- like Amazon's (NASDAQ:AMZN) Alexa, Apple's (NASDAQ:AAPL) Siri, and Alphabet's (NASDAQ:GOOG) (NASDAQ:GOOGL) Google Assistant -- Watson Assistant pursuits the commercial enterprise market.
Watson Assistant represents a selection of IBM's Watson AI platform. The enterprise may not installation Watson Assistant onto simply any branded wise speakers. in its place, it plans to offer it to companies as a customized carrier.
large Blue's early companions encompass the Munich Airport, the place Watson Assistant powers a Pepper robot that offers instructions; Samsung's HARMAN Kardon, which is integrating Watson right into a voice assistant for a Maserati thought car; and Chameleon technologies, which is integrating Watson-powered voice applied sciences into a wise domestic meter.Flexibility in a market of sprawling ecosystems
Watson Assistant is rarely exactly a brand new product. It bundles together a mixture of latest IBM items, like Watson dialog and Watson virtual Assistant, with some language and conversation analytics APIs.
despite the fact, IBM hopes that groups will use Watson Assistant as a foundation for growing custom-made voice assistants in vehicles, retailers, and hotel rooms -- which may present a good deal more flexibility than Amazon, Apple, and Google's consumer-facing assistants.
That might even be a smart approach for organizations that don't need to tether themselves or their consumer records to those tech corporations' ecosystems. IBM notes that every separate integration of Watson Assistant keeps its data to itself, so IBM isn't gathering a massive pool for different analytics applications.
talking to The Verge, IBM Watson IoT VP Bret Greenstein cited: "in case you start running the whole world via Alexa, or not it's a giant volume of facts and control to give to 1 company."
The tech world currently witnessed those capabilities penalties with facebook's contemporary leak of consumer facts from about 50 million money owed to records company Cambridge Analytica.
IBM is also at present the market leader in blockchain technologies, which may also be used to relaxed peer-to-peer transactions. The aggregate of Watson AI and blockchain, which IBM already offers on its Watson IoT (cyber web of things) platform, might make Watson Assistant an attractive option for safety-minded commercial enterprise valued clientele.What Watson Assistant capability to IBM
over the last few years, IBM focused on growing its "strategic imperatives" -- the cloud, analytics, cellular, protection and social agencies -- to offset the sluggish boom of its legacy business hardware, application, and IT capabilities instruments.
That turnaround turned into glacial, however IBM's rising strategic imperatives income ultimately helped large Blue spoil a 22-quarter streak of annual revenue declines with four% revenue growth (1% increase on a continuing forex foundation) right through the fourth quarter of 2017.
Analysts are expecting IBM to document 1% earnings increase and roughly flat earnings growth this year. these numbers might sound anemic, however they point out that IBM's investments in next-gen technologies are paying off.
back in 2014, IBM invested $1 billion in the creation of a committed enterprise unit for Watson. In 2016, it set apart a further $3 billion to groom Watson for the expanding IoT market. Watson has already been integrated into AI options for a lot of industries, including healthcare, cybersecurity, education, climate forecasts, and even trend design.
IBM doesn't divulge Watson's stand-alone revenues. The platform is blanketed in its Cognitive options neighborhood, which comprises different enterprise application. That unit's earnings rose three% annually (flat on a constant forex groundwork) and accounted for 7% of IBM's excellent line. The company referred to that rising revenues from Watson options and safety changed into partly offset with the aid of softer demand for its ordinary analytics products.The highway ahead
it be unclear if Watson Assistant will gain sufficient traction in the smart assistant market. but its flexibility, safety, and shortage of ecosystem puppet strings could make it a gorgeous alternative for commercial enterprise valued clientele.
besides the fact that children, traders should not examine too a great deal into the news and anticipate this means IBM is gearing as much as tackle Amazon, seeing that or not it's pursuing a totally different market.
Apr 17, 2019 (reports display screen via COMTEX) -- New examine on Industrial boom of wise advisor Market 2019-2025: this is an excellent analysis examine in particular compiled to give newest insights into critical features of the sensible advisor market. The file comprises different market forecasts regarding market measurement, production, profits, consumption, CAGR, gross margin, fee, and other key components. It is prepared with the use of trade-most reliable basic and secondary analysis methodologies and tools.
each phase of the international sensible guide market is considerably evaluated within the research examine. The segmental analysis provided inside the document pinpoints key alternatives in the marketplace inside the smart advisor market through leading segments. The regional examine of the international wise advisor market covered within the document helps readers to benefit a sound figuring out of the construction of distinct geographical markets in contemporary years and also going forth. It includes a couple of research studies similar to manufacturing cost analysis, absolute dollar possibility, pricing evaluation, enterprise profiling, construction and consumption evaluation, and market dynamics. The sensible marketing consultant market is valued at million US$ in 2018 is expected to attain million US$ with the aid of the conclusion of 2025, growing to be at a CAGR of throughout 2019-2025. The analysis examine conjointly comprises various kinds of evaluation like qualitative and quantitative.
The primary players coated during this file: artificial solutions, IBM Watson, Naunce Communications, EGain Coporation, inventive virtual Pvt, next IT Corp, CX enterprise, Speaktoit Inc., 24/7 customer Inc, Codebaby (Idavatars) & greater.
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Market phase via type, the product can be split intoSoftwareServices
Market section with the aid of software, split intoWebsitesContact CentersSocial MediaMobile Platform
Regional evaluation For sensible guide Market:
North the united states (u.s., Canada and Mexico)Europe (Germany, France, UK, Russia and Italy)Asia-Pacific (China, Japan, Korea, India and Southeast Asia)South america (Brazil, Argentina, Colombia and so forth.)center East and Africa (Saudi Arabia, UAE, Egypt, Nigeria and South Africa)
The world smart guide market is segmented on the foundation of type of product, application, and vicinity. The analysts authoring the file provide a meticulous contrast of the entire segments covered in the file. The segments are studied preserving in view their market share, revenue, market increase price, and other a must-have factors. The segmentation analyze equips fascinated parties to determine high-boom portions of the world sensible marketing consultant market and consider how the leading segments may develop throughout the forecast length.
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Q.1. What are some of the most favorable, high-growth potentialities for the world smart guide market?Q.2. Which items segments will develop at a quicker expense right through the forecast period and why?Q.3. Which geography will develop at a quicker price and why?Q.four. What are the foremost factors impacting market prospects? What are the riding elements, restraints, and challenges during this sensible consultant market?Q.5. What are the challenges and competitive threats to the market?Q.6. What are the evolving trends during this smart advisor market and causes at the back of their emergence?Q.7. What are one of the altering customer demands in the sensible guide business market?Q.8. What are the new boom potentialities in the sensible guide market and which opponents are displaying fashionable outcomes in these prospects?Q.9. who're the main pioneers during this smart marketing consultant market? What tactical initiatives are being taken by way of essential businesses for increase?Q.10. What are one of the vital competing products during this sensible advisor market and the way big of a possibility do they pose for lack of market share by way of product substitution?Q.11. What M&A exercise has taken location in the old years during this sensible guide market?
For extra details On this report:https://www.reportsmonitor.com/report/403313/smart-consultant-Market
To conclude, smart consultant industry document mentions the key geographies, market landscapes alongside the product rate, profits, quantity, construction, give, demand, market boom rate, and forecast etc. This document additionally gives SWOT analysis, funding feasibility evaluation, and funding return evaluation.
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The put up starting to be opportunities in wise advisor Market by way of Forecasting the excessive increase Segments | artificial options, IBM Watson, etc regarded first on Market research Updates.
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(FORTUNE Magazine) – Chances are pretty good that Beth Malloy will play a major role in making a scientific discovery that may one day save your life. A laboratory technician on the cardiovascular research team at Genentech, the biotechnology company in South San Francisco, Malloy, 35, isolates and analyzes rare proteins found in plasma, the substances that when cloned form the building blocks of biotech drugs. A decade ago the mastery of such esoteric procedures was the province of Nobel laureates. Now, Malloy, a chemist with a master's degree from San Francisco State University, and many of Genentech's 369 other science technologists perform these miracles routinely. She and her colleagues are but a small part of the large and rapidly growing population of technicians -- a new worker elite who are transforming the American labor force and potentially every organization that employs them. As the farm hand was to the agrarian economy of a century ago and the machine operator was to the electromechanical industrial era of recent decades, the technician is becoming the core employee of the digital Information Age. The trend reflects what Stephen R. Barley, an ethnographer at Stanford University's school of engineering, describes as the "technization" of American labor. The sheer growth in the number of technicians and the diversity of occupations they hold bespeak a profound change in their importance to companies that hope to survive and thrive in an era of epochal change. Since 1950 the number of technical workers has increased nearly 300% -- triple the growth rate for the work force as a whole -- to some 20 million. With one out of every four new jobs going to a technical worker, the Bureau of Labor Statistics (BLS) forecasts that this army of techno-competents -- already the largest broad occupational category in the U.S. -- will represent a fifth of total employment within a decade (see chart). The convergence of two large forces are giving technicians new importance. First, increasingly powerful, versatile, and user-friendly new technologies -- from the software that electronics technicians use to test printed circuitboards to the automated protein analyzers Beth Malloy programs to run experiments -- are eliminating the need for workers to perform many time- consuming routine tasks, the donkey work of the advanced industrial age. Thus they are freed to tackle more challenging activities that require judgment and skills. Second, as more companies rely on technology to help eliminate quality defects, speed up product development, and improve customer service, technicians become the front-line workers they depend on. So thoroughly has technology suffused the workplace that technical workers are beginning to emerge from the virtually invisible middling stratum they've traditionally occupied. No longer are they mere subordinates to managers and just a notch above the less-skilled blue- and pink-collar masses. As corporate hierarchies collapse and the boundaries between organizations dissolve, employers are beginning to gain a new appreciation for the work technicians do -- and their insights into how it should be done. In the new economy, says Michael Arthur, a management professor at Suffolk University in Boston, it is competence rather than a place in a hierarchical pecking order that defines an employee's value: "Technical occupations are becoming the new anchor for people's careers." Who better for the smart employer to enlist in the effort to gain a competitive edge than those who actually man the equipment that will carry us into the future? Technical workers help design, manufacture, and service the wondrous medical devices that allow hospital technologists to peer into the body's tissue. Engineering technicians test the integrity of materials used in the construction of bridges, buildings, and dams. They are the developers and caretakers of the computer and telecommunications networks that keep your business running, and they produce the dazzling computer-graphic presentations that help your sales force land new customers. Technicians bring varying levels of formal education and credentials to their work. Many enter technical fields with no more than a high school diploma and a splash of training acquired on the job. Since the smaller armed forces of today no longer turn out technicians in the numbers they did during the Cold War years, more aspiring technical workers are coming to these careers from a trade school or a community college. And an ever-increasing number of them have a four-year university education or advanced degrees. According to projections made by BLS economist Kristina J. Shelley, the number of college graduates who take jobs in technical fields will grow by 75%, to 2.2 million, over the coming decade. To profit fully from the expanded opportunities open to them in the new economy requires that technical workers -- and the companies that employ them -- adopt a new mindset. Because many technicians enter the labor force as hourly employees, they too often view the work they do as a job instead of as the foundation of a career. The distinction is growing more critical. Jobholders, Suffolk University's Arthur explains, perform a limited range of tasks within the context of a specific organization. Careerists, by contrast, define themselves by the cluster of skills they bring to their work -- competencies that are transferable from employer to employer and which they can expand over the course of their working lives. They're ever on the prowl for the next exciting project to work on. And companies that would harness their talents must learn new lessons of how to manage, motivate, and reward them accordingly.
-- Give your technical workers room to grow -- or someone else will. Richard Mixon, 41, is one of the new breed who is actively managing his career. A senior electronics engineering technician in the seismic testing division of the Western Atlas oil exploration company in Houston, Mixon early on made it his mission to seek out jobs that would allow him to grow. "I wanted to have a broad enough spectrum of skills to be able to fit into any technical environment," he says. The son of a construction worker, Richard studied electronics for two years at the University of Houston with the aim of working in the computer industry. Lacking the funds to continue his studies, however, he took a job with IBM ! repairing office equipment. The five years he spent as a service representative taught him valuable lessons in how to deal with customers, but it wasn't getting him any closer to his goal of working with engineers who design computer circuitboards. He left IBM, in 1978, to join Texas Instruments, which hired him to repair integrated-circuit test systems. Inside a year, Mixon realized that without a four-year engineering degree his chances for advancement with TI were limited. But he could see that printed-circuit technology was beginning to spread to many other industries besides computers -- and with it, his opportunities to take on more challenging projects. So when he learned about an opening for an electronics lab technician at Halliburton, an oil-field services company that was booming in the energy-short years of the early 1980s, he jumped. The move exposed Mixon to the kind of work he had been longing to do. Over the next nine years at Halliburton and, later at Schlumberger, which offered him both more money and more interesting assignments, Mixon assisted electronics design engineers in developing circuitboards that would go into the latest geologic data-acquisition equipment. Despite the challenge, after a while Mixon could see no further career advancement awaiting him at Schlumberger, so he began to look for opportunities outside the company. A recruiter sounded him out about moving to a bigger job with Western Atlas, and he grabbed the offer. In his current position, Mixon is helping to develop an electronic sensing system that will be used to locate oil. In addition to working on the design of new circuitry, he is the point man delegated to work with manufacturing to bring the new gear quickly into production. And he's always on the lookout for new tasks to take on. Says Mixon: "It's better to ask for forgiveness than for permission." Mixon's ultimate goal is to build on the broad technical base by starting his own business.More from Fortune Will Mmmhops be a hit? NBA confirms L.A. Clippers sale to ex-Microsoft CEO Steve Ballmer FBI and SEC probe into Carl Icahn and golfer Phil Mickelson FORTUNE 500 Current Issue Subscribe to Fortune
-- Technical workers are moving from the back office to the customer interface. With the new corporate focus on customer satisfaction, companies like TIE Communications, a telecommunications equipment supplier with annual revenues of $110 million, are relying more heavily on their technicians. TIE hopes to win market share from its scores of smaller rivals and crack new markets that the big regional phone companies are leaving behind. But executives at TIE's headquarters in Overland Park, Kansas, realized that growth would not come simply by pushing more hardware. They also needed to distinguish their company with superior customer service. Falling prices for telecom gear were bringing products like videoteleconferencing equipment and advanced multiplexers for data transmission within reach of the small and midsize businesses that TIE targets. Problem was, the new, integrated black-box telephony is intimidatingly complex, some of it far beyond the servicing capabilities of many of TIE's 400 technicians. Says executive vice president Eric Carter: "Unless they did a better job of training them, their technicians would drive clients away." TIE set out to mold all of its technical service reps into, as Carter puts it, "ambassadors to the customers." The company contracted with the Corporate Educational Services division of DeVry Institute of Technology, a leading for- profit technical training academy that operates 13 schools throughout North America, to help design a curriculum. In addition to providing its technicians with a firm grounding in how the complex new circuitry and software work, TIE wanted the new courses to improve their communications skills so that they could help sell customers on new products and services. The training, which began last fall, brings groups of some 20 service reps from TIE's 58 district offices to Overland Park during the first two weeks of each month. TIE plans to cycle all of its technical workers through each of three progressively more advanced levels of training over the coming six years. An added benefit of this instruction: By mingling with colleagues from different offices, the customer service techs swap war stories on problems they've encountered in the field and take hands-on solutions back to work. Technicians who have been through the training's first phase are enthusiastic: Steve Barbier, 32, an eight-year TIE veteran in the St. Louis office, says the program "turned on major light bulbs." Barbier is a high school graduate who had worked his way up from the lowly $4.25-per-hour job of pulling cables to a skilled $16-an-hour position supervising new installations and more sophisticated equipment repair. But his limited understanding of the systems' inner workings made him reluctant to recommend to customers that they upgrade their networks with gear he was unsure he could service. That lack of confidence is no longer an issue. Says Barbier: "Where I would once take five steps back to avoid a problem, I now take two steps forward with a new solution that helps the customer, TIE, and me."
-- Today's technicians are tomorrow's executives. Some organizations are starting to make the mastery of a technical speciality the prerequisite for career growth. At Union Pacific, for example, all new employees who aspire to a management position must first become a "data integrity analyst." Why the hurdle? Union Pacific carries 13,000 shipments a day on 700 trains running on 19,000 miles of track. Coordinating that massive traffic flow poses a huge data management challenge, one that required a new approach to the rail business. Says national customer services vice president Jim Damman: "We saw that the company's future growth would depend more on the ability of their managers to be masters of technical data rather than overseers of the hourly workers." Since 1986, Union Pacific has been replacing the paper mountain of shipping orders, bills of lading, and invoices it once swapped with its customers and their shipping agents with a computerized electronic data interchange (EDI) system it has developed. Now, some two-thirds of all the railroad's client communications -- up from just 3% eight years ago -- are managed via EDI from a single customer-service center in St. Louis rather than through the 40 offices that formerly handled the unwieldy paper flow. Empowered by EDI, the data integrity analysts keep tabs on all of the customers' contacts with the railroad. They create detailed electronic profiles for each shipper that permit the customer service representatives to facilitate order taking or resolve questions. They also provide the information that dispatchers in Omaha use to track shipments and that clerks in accounting rely on for accurate billing information. Just as valuable as the huge improvement in efficiency that EDI has wrought (employee productivity at the St. Louis center is up 300% since 1986) are the fabulously rich strategic uses Union Pacific can make of the amassed data. The railroad's goal is to mine that treasure-trove to be able to offer customers higher value-added services tailored to their needs. Thus, veterans of the data integrity job, like Robyn Bohnert, are promoted to the more advanced technical roles of finding ways to organize the data for new business uses. Hired as a customer service representative in 1990, Bohnert, now 26, spent two years as a data integrity analyst. Last February she advanced to a position as project manager for new systems development, which pays her some $35,000 a year. Her job draws heavily not only on her technological skills but also on her knowledge of marketing. She uses the EDI customer profiles to build new databases that might, say, help a team that works with grain commodity shippers uncover evolving patterns in their usage of the railroad's services and sell them on new ones. She has also put her technical talent to use in helping Union Pacific improve its own performance, extracting from the databases she's created the sources of customer problems and how much it cost the railroad to address them. Says Bohnert: "We're just beginning to scratch the surface of the improvements that a technical analysis of the data will reveal."
-- Technical workers turn black-box technology into productivity gains. Long the jealously guarded privilege of management, access to information virtually defined power and status in the traditional corporate bureaucracy. But with the advent of networked computing, it is fast becoming the common wealth of every employee. Stephen Kellogg, the computer system administrator for an Atlanta engineering and architecture firm called Armour Cape & Pond (AC&P), plays midwife to that revolutionary change. Hired into the newly created position last October, Kellogg, 26, is responsible for the hardware and software that together make up AC&P's electronic umbilical cord to the 60 architects, drafters, and sales and administrative support staff in Atlanta and Washington. The job demands full use of the programming, systems-analysis, and electronics-maintenance skills he acquired in the Coast Guard and later developed at a technical institute. Keeping the system running and handholding the firm's neophyte computer users would be job enough to earn Kellogg his $30,000 annual compensation. But he must also keep data moving smoothly among the AC&P's computer workstations, allowing drafters to translate architect's concepts into full-scale renderings and keeping track of their frequent design changes. The network must also accommodate the sales force and allow the folks in accounting to track invoices, payments, and payrolls. Says Kellogg: "The payoff from the new technology comes when the whole organization applies its power to work in dramatically new ways." Kellogg is the one who makes sure that AC&P capitalizes fully on technological advances. To that end, he has formed a power-users' group, a | committee made up of staffers who are masters of the intricacies of the system. He calls on them to lead monthly training sessions open to all employees to quicken the spread of the best practices throughout the firm. Kellogg is also busily scouting out the newest hardware and applications software that will keep his firm on the cutting edge of technology. So important do AC&P partners see that task that they now include Kellogg in all their weekly meetings. "I see no limit to the potential growth of my role," he says.
-- The payoff from technical training is big. Automation of manufacturing has been a job killer for tens of thousands of semi-skilled industrial workers. But for factory technicians who know how to operate the new, computer- controlled production equipment, career opportunities have seldom been better. That's because, as Tom Blunt, a manufacturing consultant from Louisville, puts it: "Employers who automate but take people out of the process are lobotomizing their factories. A human is the cheapest, lightest, totally flexible and reprogrammable machine money can buy." Rockwell International's Allen-Bradley unit, a maker of industrial automation equipment since 1903, is getting more than its money's worth from the 140 technicians who operate its new Electronic Manufacturing Strategy (EMS) production lines. Through the late 1980s, most of the machine tools the company built lacked the smart internal controls that customers wanted. Unless it could leapfrog the competition by building in-house the specialized circuitboards its products lacked, the company would continue to lose market share to nimbler foreign companies. The challenge Allen-Bradley set for itself in developing EMS was formidable. The company offers 50 different product lines, and each would require several different boards of varying size and configuration. No company had ever produced so large a mix of such elaborate componentry in the low volumes needed to customize each finished product to customer specifications. EMS, which went on-line in 1990, met the exacting criteria. But what new kind of worker would it take to go mano a machino with the fearsomely efficient equipment? Answer: one with technical skills unlike any Allen-Bradley had required of its factory hands in the past. Most of the company's hourly production workers assembled simple electrical switches and relays, a repetitive job that required an iron butt to sit at a workbench for eight hours a day but little thinking. Working in EMS would be another story entirely. It demands that the specialist understand how the process operates in its entirety and be able to intervene whenever trouble arises. "Technicians are the doctors of the system," says Larry Yost, the senior vice president for the operations group that developed EMS. "They have to be able to respond to the countless ways the equipment can misalign components or encounter programming glitches." Rather than recruit these specialists from outside, Allen-Bradley decided to retrain volunteers from within its production ranks in the new technical skills. For Larry Hanson, 51, who joined the company out of high school in 1961 as an assembler, the new opportunity was a godsend. For years Hanson hungered to escape the tedium of his factory job, but with a growing family to support he couldn't afford to give up the job he had and move to another company. Hanson had applied for other technical manufacturing openings within Allen- Bradley but was passed up because he lacked the requisite skills. To remedy this deficiency and improve his chances of being accepted into EMS, he enrolled in computer programming courses at a local college. "There was nothing I liked about my job apart from my paycheck. I wasn't going to let anything stand in my way of joining this project," he says. Together with the other volunteers chosen for EMS, Hanson learned on the job how to sequence the flow of circuitboards through the system, spot potential defects in the spacing of components packed as close as 0.02-inch apart, and eliminate the bottlenecks that could slow production. They also spent two days a week after- hours for two years studying college-level algebra and trigonometry, computer programming, and principles of solid-state electronics manufacturing -- a curriculum developed and taught by the nearby Milwaukee School of Engineering and paid for by Allen-Bradley. The training is now continuing in a second two-year program with courses in cost accounting, business strategy, and team-building skills. Says technician Hanson of his new role: "My job is fascinating. There's not a day that doesn't fly by."
-- Technical workers demand recognition. As with most people who take pride in their work, technical specialists value recognition nearly as much as good pay. And today they have more options to get both. Office equipment repair technicians, nurses who provide home health care services, and computer-aided graphic artists and drafters, among many others, are discovering new outlets of career satisfaction by taking jobs in smaller companies whose principal business is to provide technical services. Rather than toil unappreciated for employers who fail to acknowledge the contribution they make, they are enjoying both the opportunity to stretch their abilities and the rewards that come with it in specialized firms. Dixie Williams, a paralegal by training, has accelerated her career from a stall to the fast track by making such a move to a litigation support services firm in Houston called Looney & Co. A 29-year-old Dallas native with the energy of a Texas twister, Williams is a college graduate who earned her paralegal certification by attending school five hours a night, five nights a week, for seven months while holding a full-time day job. Like most paralegals, she hired on with a law firm, in her case an $18,500 a year position -- the going rate in 1987 -- with a prominent Dallas practice. Not long into the job, however, Williams discovered the frustrations that come with being a junior professional in an outfit run by temperamental, big- ego attorneys. She expected to do research, interviewing witnesses, drafting pleadings, or assisting at trial as she was trained to do. Instead, her supervisor, whom Williams calls the "dungeon master," assigned her to a senior partner who gave her stultifying tasks like summarizing depositions and indexing documents. More grating for her was watching the choicer assignments -- ones she felt qualified for -- go to the firm's far-better-paid junior associates, the freshly minted law school graduates whom she derisively refers to as "baby attorneys." Williams's workload and morale improved dramatically after she successfully lobbied to be transferred to a job assisting another partner, who trusted her to take on a bigger role. She was given day-to-day oversight for some of the larger cases the partner supervised but which required only occasional direct involvement by an attorney. She also took it upon herself to learn how to research cases using the new computers the firm began to acquire in the late 1980s. Her new expertise helped win a major lawsuit in 1991, and made her one of the firm's most sought-after paralegals. But by then she recognized her career ceiling at the firm would be too low to contain her tall ambitions. Though she had doubled her initial salary, she saw that pay for the most senior $ paralegals topped out at some $60,000 a year by the time they retired -- about what the "baby attorneys" made to start. Williams's big break came when, in the course of assisting at a deposition, she met Richard Looney, then a court reporter. Looney, too, had seen the potential for applying to legal practice the power of computers and the optical scanner technology that converts text on paper documents into digital form the computers can "read." Few law firms would be able to make sufficient use of the computer technology to warrant the expense of purchasing it. By acquiring the latest equipment and hiring paralegals to use it to do the research that supports the litigation of major cases, he figured that he would be able to sell his company's services directly to insurance companies and other major corporations eager to cut their legal bills. Impressed with Dixie's computer know-how and paralegal skills, Looney hired her. Once aboard with Looney & Co. in 1992, nothing was going to hold Dixie back. She started in the Houston office, training other paralegals in the use of the equipment and in the legal procedures to which it would be applied. Within a year, Looney made her the office manager and put her in charge of hiring all the paralegals -- who now total 30 -- to staff three other offices he had opened throughout Texas. Williams's career switch has not just freed her from the frustrations of dealing with curmudgeonly "dungeon masters." With Looney & Co. revenues growing by some 20% a year to $7.7 million in 1993, she expects that her earnings will soon leave those of the "baby attorneys" in the dust. The new power of the technical work force is not only liberating employees from the monotony of the industrial age, but it is also providing companies with the know-how to alter their destiny -- to make competitive leaps, to break into new markets, and to offer their employees wider horizons and far more opportunity than any generation of workers has encountered before.
CHART: NOT AVAILABLE CREDIT: FORTUNE TABLE/SOURCE: BUREAU OF LABOR STATISTICS CAPTION: HOW THEY'RE GROWING Job growth for technicians will far outpace that for other workers over the coming decade, with paralegals and medical technicians setting the pace.
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publitas.com : https://view.publitas.com/trutrainers-inc/free-pass4sure-00m-232-question-bank
Calameo : http://en.calameo.com/books/004923526a2da3c6c5179
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zoho.com : https://docs.zoho.com/file/3y7xk71f8cc24792342d7b62e7d6c27d90ee3