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www.boeing.com/rontiers

FrontiersMARCH 2013 / Volume XI, Issue

AWORLDABOVEBoeings satellite-making business builds on alegacy o leadership and innovation
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BOEING FRONTIERS / MARCH 201

AD WATCH

18FAR-OUT

PERFORMANCEBoeings communications satellite-makingbusiness in El Segundo, Cali., has been anindustry leader or a hal-century. The 5,500employees with Boeing Space and IntelligenceSystems at the El Segundo site design andbuild complex satellites or both commercialand government customersand are doingso with ever-greater innovation and eciency.Meet some o them, and see the cutting-edgework they do, in this photo essay.COVER PHOTO: IN THE HIGH BAY OF THE EL SEGUNDO, CALIF., PLANT,

DAVID GILBERG CLOSES A THERMAL INSULATION BLANKET THAT WILL

KEEP A GPS SATELLITE PROTECTED FROM EXTREME TEMPERATURE

FLUCTUATIONS IN SPACE. BOB FERGUSON/BOEING

PHOTO: TECHNICIAN CHRIS HOLGUIN MOUNTS HARDWARE TO AN

ANTENNA ON A NASA TRACKING AND DATA RELAY SATELLITE.

BOB FERGUSON/BOEING

ON THE COVER

The stories behind the ads in this issue oFrontiers.

Inside cover: Page 6: Back cover:Pages 1213:

Runway SituationAwareness Toolsis one in a series oinnovation stories toldby Boeing employeessuch as Marisa Jenkins.Learn more at www.boeing.com/stories.

This ad highlights theunique capabilitiesthat allow the V-22Osprey to providehumanitarian aid anddisaster relie to thosein need throughout theworld. The ad appearsin military trade andpolitical publications.

This new ad highlightsthe Boeing 702SP(small platorm) all-electric satellite andthe advantages thisinnovative technologybrings to Boeingssatellite customers.

The ad appears intrade publications.

This ad rom thePartners AcrossGenerationscampaignhighlights therelationship

between Boeing and Chinas aviationindustry. Translation: The sky is ull othe dreams o young students. Boeingis devoted to helping them chasethose dreams. From supporting thedevelopment o Chinas modern aviationsystem to keeping innovation alive, thispartnership will transcend time.


4/4004 BOEING FRONTIERS / MARCH 2013

Publisher: Tom Downey

Editorial director: Anne Toulouse

EDITORIAL TEAMExecutive editor:Paul Proctor: 312-544-2938

Editor:James Wallace: 312-544-2161

Managing editor:

Vineta Plume: 312-544-2954Graphic designers:

Brandon Luong: 312-544-2118Cass Weaver: 480-216-4539

Photo director:

Bob Ferguson: 312-544-2132

Commercial Airplanes editor:Don Smith: 206-766-1329

Deense, Space & Security editor:Diane Stratman: 562-797-1443

Engineering, Operations & Technology

editor:Junu Kim: 312-544-2939

Human Resources and Administration

editor:Len Vraniak: 312-544-2351

Shared Services Group editor:Beriah Osorio: 425-577-4157

Sta writer:Eric Fetters-Walp: 425-266-5871

ONLINE PRODUCTIONWeb manager:Wendy Manning: 312-544-2936

Web designer:Michael Craddock: 312-544-2931

Web developers:Lynn Hesby: 312-544-2934

Keith Ward: 312-544-2935Inormation technology consultant:

Tina Skelley: 312-544-2323

HOW TO CONTACT US:E-mail:

[email protected]

Mailing address:

Boeing Frontiers

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Postmaster: Send address corrections toBoeing Frontiers, MC 3T-12P.O. Box 3707, Seattle, WA 98124-2207(Present addressees, include label)

FRONTIERS STAFF

HISTORICAL PERSPECTIVEOn the Sunshine Assembly Line, the women and men o North American Aviation, a Boeingheritage company, built thousands o planes such as the B-25 Mitchell bomber (shown)and P-51 Mustang that proved vital to deending reedom in World War II. PHOTO: BOEING ARCHIV

10

TOWARD ZEROAcross the company, Boeing employees are making strides to improve workplace saety.Their eorts have signicantly reduced injuries. But more can be done, and Boeing has sea goal o eliminating all workplace injuries. PHOTO: FRED TROILO/BOEING

DOLLARS AND SENSEAs Boeing looks to improve its competitiveness, Supplier Management, part o the SharedServices Group, is changing the way it does business to become even more ecientanget the best value or the company. PHOTO: GAIL HANUSA/BOEING

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5/40BOEING FRONTIERS / MARCH 201

TABLE OF CONTENTS

PLANES, SUBS AND MISSILESHeath, Ohio, may have the look and eel o a small Midwestern town in the UnitedStates, but the Boeing site plays a critical role or the warghter. Heath is a StrategicFabrication Center where more than 400 employees manuacture, repair and overhaulelectronic and mechanical systems or the U.S. Navy, Air Force and allied nations.

Their work includes the repair and maintenance o the Minuteman III missile guidancesystem and the gyro navigator system or nuclear submarines. PHOTO: BOB FERGUSON/BOEING

28

Inside

07LEADERSHIPMESSAGEFor Boeing to achieve its goal o zeroinjuries in the workplace, it needs to

break the myth that workplace injuries

are simply part o doing business.

They are not, says Kim Smith, vice

president o Environment, Health and

Saety. While signicant progress has

been made in reducing injuries around

the company, people are still getting

hurt at work, she says.

08SNAPSHOT/QUOTABLES

09WHY WERE HERE

37MILESTONES

42IN FOCUS



LEADERSHIP MESSAGE

Boeing builds the worlds saest, most ecient aerospace

products. Yet each day, 400 employees are not at work due

to workplace injuries. Every year, 1,500 to 1,800 Boeing

employees are hurt on the job and miss time away rom work.

These are not just numbers; they are members o our team.

Each has a story to tell as to how their injuries have impacted

their ability to work as well as their home lie. Their stories are

a reminder that our rst priority is creating a saer work environ-

ment and we need to protect our teammates the same way

we protect our customers.

Those are easy words to say, but not always easy to do.

We are increasing production rates, delivering more airplanes

and repositioning segments o our business due to changes

in our markets. Hundreds o new employees join us every day,and experienced employees are taking on new roles at sites and

programs across the enterprise. These are great opportunities

or us and we are perorming at extraordinary levels. At the same

time, we cant allow that to be a reason or our team to suer

injuries at work.

For us to achieve our goal o zero injuries, we need to break

the myth that workplace injuries are a part o doing business

because this is simply not true.

We dont have to look ar to nd sites and programs that have

distinguished themselves by breaking this myth. (See story on

Page 14.) Multiple teams across the enterprise have logged more

than 1 million hours without a single lost-time injury; several have

extended that level o perormance to 23 million hours worked.

This proves we can achieve outstanding saety perormance in a

heavy manuacturing environment.

But ar too many people are still getting hurt. Last year, weexperienced painul tragediesmultiple li e-threatening accident

and, in December, we lost a member o our Boeing team. We

must do more to protect ourselves and one another by changing

our mindset to one where we are all responsible or saety, and

working without risk o injury is every employees expectation.

This wi ll require leadershiprom every member o our team

to insist on saety rst in everything we do; courage to speak up

and take action on unsae conditions without hesitation; and,

above all, action by all leaders and all unctions to eliminate

hazards rom our actories, fight lines and oces.

The people o Boeing do amazing things. The same ocus

and dedication that make us leaders in aerospace will make

us leaders in workplace saety. I we apply that same spirit toensuring saety is paramountcritical to everything we dowe

can break the myth surrounding saety in the workplace. We

will create a culture where we are not satised until ours is a

zero-injury workplace. n

PHOTO: BOB FergusOn/BOeing

Kim SmithVice president, Environment, Health and Saety

saty

ft,alway

We cant be satised until there arezero injuries in the workplace



SNAPSHOT

From the fight deck o a Boeing 787 Dreamliner, Engineering test pilot Mike Bryan gives a thumbs-up ater completing a more than two-hou

fight on Feb. 9 rom Boeing Field in Seattle. Boeing Test & Evaluation partnered with Commercial Airplanes to conduct limited fight testing

on ZA005 ollowing approval by the Federal Aviation Administration. During the fight, the crew monitored the perormance o the main and

auxiliary power unit batteries to gather inormation that could be used to better understand the recent 787 events that are under investigationPHOTO: PAUL GORDON/BOEING

A good day to fy

Six years ago, when we started

sustainable biouel work,

people thought we were

crazy. But weve continued

to prove them wrong. Billy Glover, vice president o Boeings Global Business

Development and Policy, part o Commercial Airplanes,

speaking to employees in Renton, Wash. He noted

there have now been more than 1,500 commercial

passenger ights that were powered using

biouels. Boeing News Now, Feb. 13.

QUOTABLES

We may not build

the big military planes

that some o Boeings

larger sites are known

or, but the work done hereplays an important role in

deending reedom. Mark Miklos, chie engineer and mission assurance manager

at the Boeing site in Heath, Ohio. See story, Page 28.



One o my strengths is that Im an airplane guyI spent

my rst 10 years at Boeing working in operations, on

both the military and commercial sides, everything rom

777 landing gear to anti-submarine warare. I went to graduate

school at night, through the Learning Together program, and

then did a career change in the late 90s to organizational

eectiveness consulting. So I bring my operational knowledgeto the groups I support.

Work cultures can be complex, so I try to keep my advice

simple and practical. The biggest thing or me is helping leaders

see things rom a dierent point o view, so it changes how they

approach a problem.

I like using analogiescoming up with a story that serves as

a raming device, a depersonalized way o looking at a situation.

They help take the emotion out o a challenge so you can ocus

on practical solutions. When you have a good metaphor, the

conversation takes o.

On the tanker program we used a housing development metaphoto help understand the dierent business unit cultures on the team

The analogy was that Boeing Deense, Space & Security program

oten build custom houses or a single customer, while Commercia

Airplanes programs build housing developments or many customer

Each culture is designed to be successul in its specic environ-

ment, but misunderstandings or even breakdowns can occur i

one culture is used in the other environment. The metaphor made

sense to peoplethey began to see their teammates behaviors

and perspectives were perectly natural or their backgrounds.

Sometimes we hold workshops to help members o a team

better understand not only their peers but also themselvestheir

individual personality and temperament and how they handleproblems. That can help them be more open to listening to others

points o view. Those who tend to be drivers are able to slow dow

and listen to others, and those who are more analytical can make

decisions aster and move on. I others on the team compensate

or your blind spots, it improves the decisions the team makes.

Thats what One Boeing is all about: people who bring their

history and knowledge and perspectives together to develop the

best solutions. I you accept peoples dierences and understand

peoples viewpoints, you can take advantage o the strengths tha

we all bring. n

[email protected]

Dave Noll serves as a senior Organization Eectiveness consultant

and recent ly advised the One Boeing team developing the

KC-46A tanker or the U.S. Air Force. In this Frontiers series oremployees to talk about their jobs, Noll, shown at the Tanker

Validation Center in Everett, Wash., explains how he helps teams

work together more eectively.

WHY WERE HERE

Words that workThis employee uses creative ways to help teams work together as One BoeingBy Geo Potter and photo by Ed Turner



In 1935, during the Great Depression, the 75 men and women who worked or North

American Aviation in Dundalk, Md., packed their cars and headed West in a caravan.

They each received a small sum o money or travel expensesand a personal promise.

The promisethat once they arrived in sunny Inglewood, Cali., they would get to

build airplaneshad been made by their leader, James Dutch Kindelberger. He had

visited the area and leased property or his fedging new company at Mines Field, what

is today part o Los Angeles International Airport.

And make airplanes they did, by the thousands, on what would become known as

the Sunshine Assembly Line. Their output included two o the most storied aircrat oWorld War IIthe B-25 Mitchell bomber and the P-51 Mustang ghter.

With the outbreak o war, airplane manuacturers aced an acute labor shortage at the

same time as demand or military planes skyrocketed. The solution was to woo people

rom other demographics previously seldom ound in aviation manuacturing.

New workers poured in rom all walks o lie, rom all over the United States. Some

arrived resh rom school. Others came rom agriculture, homemaking, retailing, service

industries and other lines o work. They were drawn to the higher wages and better ben-

ets, though the work could be dicult. Many relocated and then wrote home to proudly

declare they had ound jobs Working on the Sunshine Assembly Linea reerence to the

balmy Southern Caliornia climate and tasks perormed outdoors under camoufage nets.

The men and women o the Sunshine Assembly

Line helped meet wartime aircrat needsBy John Fredrickson

HISTORICAL PERSPECTIVE

Working onsunshine

At its peak,the North

American

wartimeworkorceswelled to91,000employees.



In 1940, North American opened an additional plant in Kansas City and another

near Dallas. North American built more aircrat than any other U.S. company between

1938 and 1945in excess o 40,000 airplanes. Employees at the Inglewood acility bui

about 1,000 AT-6 trainers, as well as about 3,200 B-25s. But the plant ocused

on production o the P-51 Mustang, which earned a lasting reputation or escorting

Boeing B-17s all the way on long-range bombing missions to Germany. Inglewood built

more than 10,500 Mustangs.

At its peak, the North American wartime workorce swelled to 91,000 employees,

then plummeted to 5,000 in 1946 beore stabilizing with the rapid development o jetsor the Korean War and later the Cold War.

North American Aviation later merged with Rockwell. Boeing acquired the aerospace

units o Rockwell in 1996.

Recently, more than 300 photographs o the Sunshine Assembly Line were recovere

by the Boeing Archives. They provide a rare look at a unique time and place in the history

o aircrat manuacturing, when the men and women o North American ound a way to

meet critical wartime aircrat demand. n

For more inormation, contact Mike Lombard

at [email protected]

PHOTOS (Clockwise rom top ar let):The P-51B production line; inside the NorthAmerican Aviation Training Center; a P-51Bunder the camoufage-covered fight line;employees at work; a view o the trainingcenter; recruiting. BOEING ARCHIVES



Employeesimprove workplacsaety on the wayto zero injuries

By Patrick Summers

TARGET ZER



With a high-tech, computerized bolting tool he aectionately

called the yellow monster, mechanic Dan Lingle tightened a

long line o asteners on the lower panel o a 737 wing.

The hand-held electronic tool is attached to a tall, yellow,

adjustable base that rolls across the actory oor. Lingle can

program a built-in computer to automatically apply the right

amount o torque to bolts o any size.

This new tool is light-years ahead o what we used beore,

he said. It does a lot o the work electronically; I dont have the

same muscle atigue. Its a huge process improvement.

Ater 19 years in wing-body join at the 737 actory in Renton,

Wash., Lingle has elt his share o stress and strain. Surgery in

2011 on a torn rotator cu and other muscle injuries kept him

o the job or three months.

The electronic bolting tool is one example o how continuousimprovement, collaboration and personal responsibility or saety

are driving a signifcant reduction across the company in lost

work time due to injuries.

Boeing has made progress in reducing workplace injuries

and raising awareness about saety, but accidents in 2012 led

to several serious employee injuries and one atality. Improving

workplace saety and enterprisewide eorts to eliminate all injuries

are top priorities. Across the company, employees are taking an

active role in creating a saer workplace, one day at a time.

Over the past fve years, Boeing has cut the number o work-

place injuries by 17 percentnoteworthy progress. But thats

not enough, Boeing leaders say.

We must transorm Boeing into a leader in workplace

saety, just as we are in product saety, said John Tracy, chie

technology ofcer and senior vice president o Engineering,

Operations & Technology.

As employees increasingly eliminate saety hazards rom the

workplace, a team o senior Boeing executives is defning key

steps to accelerate elimination o workplace injuries altogether.

The goal o the task orce is in its name: Go or Zero.

The task orce is led by Kim Smith, vice president o Boeing

Environment, Health and Saety. It will make recommendations

to the Boeing Executive Council in April. Boeing employees can

learn more about the team in the Feb. 10 Go or Zero article in

Boeing News Now.

Meanwhile, saety awareness and improvement activities

are making a dierence at Boeing sites across the enterprise.

At the production acility in Ridley Township, near Philadelphi

John Ellmore is an H-47 Chinook Final Assembly inspector and

saety chairman or UAW Local 1069.

He said the site identifed and resolved more than 200 poten

tial hazards in 2012 through systematic saety inspections and

listening to employee concerns. Saety improvements range rom

reurbishing aircrat work stands to new inspection processes

or saety equipment designed to mitigate the possibility o a

serious injury.

Employees and site leaders work together to increase saet

awareness, and its made a noticeable dierence during the lasfve years, Ellmore said. Injuries that result in lost work time

have been slashed nearly 60 percenteven as production rates

increased. Employee teams are active in monitoring progress

and identiying other areas or improvement.

Identiying saety risks and taking action are key, said

Obie Jones, director o operations, Boeing Military Aircrat

Operating Executive organization. Because we trust one

another, we can look or and solve potential issues and

move on. Its good or everyone.

Its a similar story o saety improvements or Boeing

Research & Technology, the companys advanced research

group, where injuries that result in lost work time were

cut by 20 percent in 2012, according to Mark Burgess, chie

PHOTOS: (From far left)A customized chair allows painterGreg Bracelen to work underneath a 737 uselage without thestrain o bending or reaching in awkward positions; the tasko tightening strut links was moved rom inside the 737 wingto outside, helping eliminate work in a confned space ormechanics such as Mike Dawley; mechanic Dan Lingle in 737Final Assembly uses an electronic bolting tool that reducesmuscle and joint stress and atigue. MARIAN LOCKHART/BOEING Sealer

Tami Wagner places a saety cone to alert 737 fnal assemblyworkers to potential trip and all hazards. JIM ANDERSON/BOEING
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engineer or Engineering, Operations & Technology.

Boeing is doing excellent work to continually reduce the

risk o injuries in our actories, but a researcher sitting at a

laboratory workbench needs to be just as mindul o his or

her saety, Burgess said.

The research group includes 162 laboratories, with

employees at all major sites and many smaller acilities across

the company. They conduct monthly saety assessments o

each lab and quarterly inspections o each oce environment.

Its geographically dispersed sites share lessons learned and

best practices through saety meetings and a newsletter that

every employee receives.

A key saety project is Lean Labs, which has helped

improve saety in 25 labs since 2011. Improvements include

designing variable workstations with adjustable desks andchairs, and placing heavy or awkward objects on wheeled

or hydraulic carts or easier movement.

We dont go into labs and tell employees how to do their

jobs better. We point out waste and help them not work as

hard, explained Bill Mountain, Lean Labs leader.

The 737 saety program is based on the principle o continu-

ous improvement, and it permeates the whole environment,

said Les Weige, director o 737 Environment, Health and Saety.

It also means we empower each employee to take an active

role in creating a saer workplace.

In Wing Laydown, or example, an employee team led the

process to relocate the task o torquing a strut link rom inside

the wings conned space to outside, eliminating the need

or employees to contort themselves into awkward positions.

Another employee team designed a better wire bundle instal-

lation process that reduced stress and ergonomics injuries to

electricians hands and wrists. And numerous tool and process

changes are reducing the risk o ergonomics injuries in the

737 paint hangars. Saety education also is being expanded

to include online videos.

Saety leaders say its vital that employees know their

saety concerns are being heard and addressed.

We dont let saety issues get pushed into the shadows,

said Bill Easley, a 737 saety manager.

Saety improvement progress, he added, is tracked and

visible through several major systems, regular saety meetings

and actory walks.

Eric Lindblad, vice president o Manuacturing Operations

or the 737 program, said creating a saer work environment

also means watching out or a co-workers saety.

Its not only about me, Lindblad said. Its equally important

to check and see i the people around us are doing things in

the sae way. Saety has to be part o everything we do every

day, all day.

Dave Pasillas, mechanic in 737 Wing Laydown, agreed.

No one can orce you to be sae. You have to make that

decision on your own. When team members together make

a decision to look out or each other, we come togetherstronger than beore. n

[email protected]

For more about saety, see story on Page 7.

PHOTOS: (From ar let)Adjustable workstations in the BoeingResearch & Technology composite laboratory at the Ridley Parksite near Philadelphia help technicians such as John Delcontereduce ergonomics injuries. FRED TROILO/BOEING A small light attachedto his ace mask helps mechanic Mike Dawley better see the taskat hand and reduce potential saety risks. MARIAN LOCKHART/BOEINGLab engineer Ben Lavallee, background, and technician Ed Palmerslide large plates onto a rack equipped with ball bearings that

reduce the strain o moving heavy objects at the Ridley Parkcomposite laboratory. FRED TROILO/BOEING Electrician Monica Shermancovers a rail track to reduce the risk o trip and all injuries in737 Final Assembly. MARIAN LOCKHART/BOEING
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WE MUSTTRANSFORMBOEING INTOA LEADER INWORKPLACESAFETY, JUSTAS WE AREIN PRODUCT

SAFETY. John Tracy, chie technology ofcer

and senior vice president o Engineering,

Operations & Technology


18/40

Design and build a satellite thatsdurable enough to survive the violent

shaking and noisy roar o a ride atop

a rocket. Once it arrives at its orbital desti-

nation, it must survive inhuman temperature

changes, extreme radiation and collisions

with debris while orbiting at almost

7,000 mph (11,300 kilometers per hour).

And all o its sophisticated electronics

and moving parts better work reliably or

at least 15 yearsbecause they cant be

xed 22,300 miles (35,900 kilometers)

above Earth.

We only get one attempt to do itright. Once its on orbit, its got to work,

said Anthony Pirozzi, director o Space-

crat Integration, Test and Launch at

Boeings Satellite Development Center

in El Segundo, Cali.

Thats been the mission since Syncom,

the worlds rst geosynchronous communi-

cations satellite, was built at the El Segundo

plant 50 years ago.

Today, the expertise o the 5,500 em-

ployees at the El Segundo site in designing

Boeings satellite-making business continues to build on a legacy o greataccomplishmentand innovationBy Eric Fetters-Walp and Diana EastmanPhotos by Bob Ferguson

PHOTO ILLUSTRATION: (Above) An artists concept o the Wideband Global SATCOM satellite, a Boeing 702 high-power communications spacecrat built or the U.S. Deense Department. BRANDON LUONG/BOEING; SATELLITE PHOTO: BOEING; BACKGROUND: S HUTTERSTOCK

PHOTOS: (Insets, rom let)Varen Keshishi, let, and Steven Wong evaluate acoustic test requirements; Doris Brown assembles smallelectronics; Michael Langmack, let, and Grace Leung design satellites to customer specications. BOB FERGUSON/BOEING

and building satellites or both commercialand government customers has enabled

Boeing Space and Intelligence Systems,

part o Deense, Space & Security, to grow

its business in recent years despite erce

global competition.

We have contained costs and improved

our eciency in order to become more

aordable, said Craig Cooning, vice

president and general manager o Space

and Intelligence Systems.

We also expanded our product port-

olio to introduce an unprecedented two

satellite designs in three yearsincludingthe industrys rst all-electric satelliteand

we have renewed our pursuit o the com-

mercial market, he said. We have been

rewarded with a steady amount o new

business, resulting in more than 20 satel-

lites ordered over the past our years.

Boeings legacy o communications sat-

ellite development began in El Segundo

in 1961 when Howard Hughes ormed

Hughes Space and Communications Co.

as part o Hughes Aircrat. The plant was

ormerly operated by General Motorsand had been the birthplace o the Nash

Rambler. Instead o cars, the Hughes plan

produced satellites that changed the

world and how people live, travel and com

municate. Following Syncom, the newly

established actory built Early Bird, the rst

commercial communications satellite.

Boeing acquired Hughes Space and

Communications in 2000.

All o the complex spacecrat built at

the satellite acility, some o which end up

larger than school buses, begin with tiny

pieces assembled in the MicroelectronicCircuits Laboratory.

Emma Chisholm, a microwave circuit

technician, said the assembly process has

changed as much as the satellites. She

used to manually, with much patience,

t together wires, microchips and other

electronics. But now she can direct a

machine to do most o that precision work

Weve come a long way, said Chisholm

whos worked at the site 33 years. This

is a eld that, when I was in high school,

8 BOEING FRONTIERS / MARCH 2013


19/40

ITSAMAZINGTO SEE OURLITTLE PART

IN THERWHEN TH

SATELLITESBUILT. Emma Chisholm, microwave circuit technic



20/40

I never thought Id be in. But I love it, and

its amazing to see our little part in there

when the satellites built.

A spacecrats two main parts are

assembled separately beore being joined

in the satellite assembly area. The bus

contains the propulsion engines, avionics

and stability controls, solar wing controls

and power systems. The payload is thehal o the satellite that generates revenue

or its owner and contains the computers,

antennas, refectors and other equipment

that perorm its mission.

The electronics are getting more

advanced, so you can do more things with

the payloads now in hal the space it used

to take, said Je Riglin, whos worked

22 years or Boeing. Hes a technician in

the acilitys high-bay area, where satellites

are completed and spend their nal months

beore being moved out or launch.Beore leaving the actory, however,

each satellite goes through rigorous testing.

Thermal vacuum chambers simulate

on-orbit conditions; large vibration tables

can re-create intense shaking; and the

acoustic chamber subjects the satellite

to the roaring noise it will experience

riding atop a rocket. Deployment o the

solar wings, moving antennas and signal

transmitters also are tested.

Alejandra Ramirez, a Quality Assurance

engineer in the Satellite Development

Center, adds her critical eye to make sure

everythings put together right. While grow

ing up not ar rom the actory, she showed

an early knack or mechanical things.I grew up with guysbrothers, cousin

neighborsand they used to call me

a Miss Know-it-all because I liked to x

things, said Ramirez, who interned

during college at Boeing and came to

work ull time six years ago.

As a quality inspector, Ramirez admitte

shes not always everyones avorite co-

worker, but its better i we nd a problem

rather than the customer.

Once a satellite arrives at its launch

site, it is inserted into a rocket and blastedinto space. Employees with Space and

Intelligence Systems help shepherd many

satellites into service rom the Mission

Control Center in El Segundo. Thats where

employees work in shits around the clock

to make sure the satellite ends up in the

right orbit and is operating fawlessly beor



21/40

One-ourth o the approximately 290 commercial satellites in orbit worldwide werebuilt at Boeings El Segundo, Cali., site.

The satellite actorypart o which was built in 1948 as an American MotorsCorp. actory to produce Nash Rambler carscovers 1 million square eet(93,000 square meters), or just more than 22 U.S. ootball elds. It is the worldssingle-largest satellite actory.

The actorys high bay, the 60-oot-high (18-meter-high) area where satellites gothrough testing and nal assembly work, is 1,000 times cleaner than a typical

household interior. The environment is strictly controlled 24 hours a day, everyday o the year.

Boeing satellites typically weigh about 6,500 pounds (3,000 kilograms) in orbit,about the same weight as a Chevrolet Suburban sport utility vehicle.

The wingspan o a Boeing 702 satellites solar array, when ully unolded,extends 135 eet (41 meters), or 10 eet (3 meters) longer than the wingspano a 757 jetliner.

The exterior o a satellite in orbit can exceed 200 degrees Fahrenheit (93 Celsius)when in the sunlight. In the shadow o Earth, the satellites suraces can plummetto 200 degree below zero Fahrenheit (-129 Celsius).

PHOTOS: (Below) Integration and test employees deploy and inspect asolar-power array on a 702 satellite. (Insets, rom top) Bobby Dorsey monitors

placement o electronic parts; Gregory Thomke, let, and James Colln assemblea payload panel module; Angela Mather inspects a wire harness. BOB FERGUSON/BOEING



22/40

its handed over to the customer.It takes a roomul o engineers and an

ample supply o M&Ms, the candy thats

traditionally on hand or every launch.

Franz Kerekes, mission systems engineer

at the Mission Control Center, said the goal

is to have an uneventul launch and place-

ment into orbit. But the team learns more

when an issue arises.

The most interesting time is when theres

an issue and you have to try to gure out

what happened, he said. Theres a sense

o purpose and passion rom that, and you

get to see some really smart people shine.

In a nearby building, other engineering

teams have piqued customer interest with

two new satellite designsthe 702MP

(medium power) and the all-electric

702SP (small platorm). These satellites

are part o an aggressive eort by Space

and Intelligence Systems to expand its

commercial satellite business.

What weve been able to do is bring a

smaller, less expensive satellite to the mar-

ket, said Michael Langmack, a mechanical

design engineer, adding that Boeing is ableto take advantage o smaller, innovative

technology in the new designs. For example,

the all-electric 702SP uses only electric

thrusters, meaning it takes more time to

place into orbit than one with uel-powered

thrusters, but customers are willing to

wait in exchange or the cost savings that

result rom the absence o uel, which adds

weight and mass to the spacecrat.

The Space and Intelligence Systems

THE ELECTRONICS AREGETTING MORE ADVANCED,SO YOU CAN DO MORE

THINGS WITH THE PAYLOADSNOW IN HALF THE SPACEIT USED TO TAKE.

Je Riglin, senior mechanical technician

market strategy also includes oering cus-tomers hosted payloads, in which a second

payload is added to a commercial satellite.

Buying space on an existing satellite is an

economical choice or government and

business users because they can get into

service aster and at less cost. And a hosted

payload means additional revenue or the

commercial satellite owner. Space and

Intelligence Systems rst built hosted pay-

loads 20 years ago, but reintroducing them

at a time when government budgets are

shrinking has helped attract new orders.

Related technology also is progressing

30 miles (50 kilometers) north o El Segundo

at Spectrolab, a wholly owned Boeing sub-

sidiary overseen by Space and Intelligence

Systems and based in Sylmar, Cali. For

the past 57 years, it has improved solar cell

eciencies, delivering more than 3.5 million

gallium-arsenide solar cells. Mark Gillanders,

a Spectrolab program manager, said the

amount o solar power converted by the

cells into electricity has improved rom

12 percent to an industry-leading 30 per-

cent or more since the 1970s.In Spectrolabs recently expanded acility,

photovoltaic solar cells are grown on ger-

manium waers under exacting conditions,

similar to the traditional process or making

semiconductors. Ater the waers are turned

into individual solar cells, they are axed and

wired onto solar panels, which comprise the

large wings that power satellites. Between

making cells to meet Boeings increasing

satellite orders and introducing cutting-edge

PHOTOS: (Right) From the MissionControl Center in El Segundo, Cali.,engineers Franz Kerekes (clockwise

rom let), David Choi, Stacia Long,Galen Stevens, Hiral Desai and RobertWhitehill can monitor a satellitesposition in space. (Insets, rom let)Mission engineers Shen Qu, oreground,and Doug Chin check telemetry datarom a satellite; Greenwich Mean Timeclocks keep teams in sync as theyexecute time-critical actions on thespacecrat. BOB FERGUSON/BOEING

GRAPHIC: (Top right) Artists concepto the all-electric, 702 small-platormsatellite. JOHN RANKIN/BOEING



24/40

products or other customers, the business

is growing, said Jim Hanley, Spectrolabs

panel operations manager.

Were counting on big things here,

Hanley said.

As Space and Intel ligence Systems

employees prepare to celebrate the 50th

anniversary o Syncom later this year, they

are looking orward to uture successes.

Its amazing to see the evolution o the

technology and to see what we can oer our

customers as their needs evolve, said Tiana

Preston, manager o Payload Integration.

Pawel Gwizdala, a supply chain man-

agement analyst who joined Boeing last

year, said the growth in orders is promisingor new employees like him.

We are selling dierent satellites to

PHOTOS:(Right) Spectrolab manuacturingtechnician Michael Basura displays a solarcell waer ater it received a metal coating.(Insets, rom top) At Spectrolab, Veronica

Anguiano, let, and Harold Milinkovich reviewsolar array drawings; Enrique Guevarraholds a solar cell; Alicia Valenzuela, waermanuacturing supervisor, inspects aphotomask used in waer production.BOB FERGUSON/BOEING



26/40

new customers and repeat customers

some we havent sold to in a whileand

we constantly get announcements over

the intercom about a new order or the

latest launch, Gwizdala said. Small and

all-electric satellites are the uture, and no

one else can compete with the dierent

satellites we have designed.

Deran Bell, a solar array manuacturing

supervisor in the Satellite Development

Center, said that ater 20 years with

Boeing, he never tires o seeing the

complex, multimillion-dollar spacecrat

come together in the actory.It still amazes me on a daily basis that

the parts we put together all orm a satellite,

PHOTOS: (Below) Employees checkthe battery inside a Wideband GlobalSATCOM satellite. (Insets) At any time,more than a dozen satellites are inconstruction throughout the actory. Fromlet, the payload module o a 702 satelliteis assembled; employees check testinstructions. BOB FERGUSON/BOEING Refectors(above right) are opened and then stowedon two spacecrat. JOSHUA HILL/BOEING

Bell said, noting that the world would not b

the same without the Boeing-built products

Think about all the things that would shut

down i it werent or satellites.n

[email protected]

[email protected]

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Boeings current satellite programsinclude the ollowing:

Wideband Global SATCOM, or WGS WGS is the highest-capacity military satellitecommunications system elded by the U.S.Department o Deense, based on the 702HP(high power) platorm. When Boeing wasinitially awarded the contract, WGS wasintended to be a Gapller o only threesatellites. Four such satellites are on orbit,with six more ordered.

Global Positioning System Perhaps thebest-known satellite system in the world,GPS provides worldwide navigation or themilitary, civilians and commercial services.Boeing has been the prime contractor orGPS programs since 1974 and is undercontract to the U.S. Air Force to build12 next-generation GPS Block IIF satellites,three o which already have been launched.

Tracking and Data Relay Satellites NASA has ordered three next-generation

tracking and relay satellites to providecrosslink communications capability betweenEarth-orbiting spacecrat and control-and-data-processing acilities on the ground. The

company previously built the three satellitesin the TDRS H, I and J series or NASAsGoddard Space Flight Center. Boeing hassupported NASAs key programs or morethan our decades.

Asia Broadcast Satellite and Satlites

Mexicanos The two companies jointlyplaced an order last year or our 702SP(small platorm) telecommunications satel-

lites, the rst or the lightweight, all-electricpropulsion spacecrat. The order includesoptions or our more 702SP satellites.

Inmarsat Based in the United Kingdom,Inmarsat placed orders in 2010 or threeBoeing 702HP satellites, which will providehigh-data-rate mobile communications ser-vices. The satellites will join Inmarsats feeto 10 geostationary satellites in providinga wide range o voice and data servicesaround the globe, as well as carry Ka-bandhosted payloads.

Intelsat The worlds leading provider oxed satellite services and a longtime Boeing

customer, Intelsat became the rst to order the702MP (medium power) satellite, with a our-satellite purchase in 2009. With two already

on orbit, the 702MPs are adding new capacito Intelsats satellite feet to distribute video,network and voice services rom Asia and

Arica to the Americas and Europe.

Mexican Satellite System, or MEXSAT Mexico has ordered a complete telecommunications satellite system consisting o twoBoeing 702HP satellites, a satellite rom OrbitSciences Corp. or xed satellite services, tw

ground stations with a spacecrat operationscenter in Mexico, and related equipment. TheMEXSAT system will relay civil voice and datacommunications in urban and remote areasthroughout the country by the end o 2014.

SES Continuing a relationship spanningmore than 25 years, SES returned to Boeingin 2012 and ordered a 702HP satellite toprovide Ku-band direct-to-home and maritimcommunication services. A world-leadingsatellite operator based in Luxembourg,SES also signed an option or a secondsatellite. The new satellites will join theSES feet o 52 geostationary satellites that

provides a ar-reaching inrastructure thatenables its customers to reach 99 percento the worlds population.

AB VE&BEY ND

IT STILLAMAZES ME ON A DAILY BASISTHAT THE PARTS WE PUT TOGETHERALL FORM A SATELLITE. Deran Bell, solar array manuacturing supervisor



28/40

Heath, Ohio, oers the simpler lie that is typical o many

Midwestern towns in the United States. It has that riendly

small-town eel where olks might relax on the ront porch

on warm summer evenings, locals are eager to give the scoop on

the best produce around, and where a trac jam is getting stuck

behind a slow-moving arm tractor.

By contrast, Heath is also home to a Boeing acility where morethan 400 employees perorm highly complex work on sophisticated

aircrat, missile and submarine systems. The site is Boeings desig-

nated Strategic Fabrication Center where employees manuacture,

repair and overhaul various electronic and mechanical systems or

the U.S. Navy, Air Force and allied nations.

People are oten surprised that in a actory that borders

soybean and corn elds, work is being done on many o the mili-

tarys most complex electronic and mechanical systems, said

in a supporting roleSTARSSmall Ohio sites employees play big role building, servicing and

upgrading complex missile, submarine and aircrat systemsBy Diane Stratman



29/40

PHOTOS: (Left) The Ohio state ag. THINKSTOCK(Middlerow, left) Employees at the Boeing Heath site maintain thegyro navigator used on U.S. Navy nuclear ballistic missilesubmarines such as the USS Rhode Island(shown). U.S. NAVY(Employee portraits, from top) Product repair and modif-cation technicians Christina Rhodeback, Andrew Taylor andCurtis Puryear. BOB FERGUSON/BOEING

Daryl Dickerson, an engineer who tests and repairs electrostati-

cally supported gyroscopes at Heath. They are used in navigation

systems or the Navys nuclear Trident submarine eet.

We are keenly aware that the work we do, among other

things, plays an important role in deterring the nuclear threat

to our country, Dickerson said.

Boeing technicians at the Heath site also test, repair and cali-

brate almost every type o military aircrat guidance and navigation

system. They keep in perect working order inertial navigation

units or Boeing fghters, bombers and transports used by the

U.S. and allied militaries, as well as the Lockheed F-16, C-130

and Northrop B-2. They do the same or the U.S. Air Forces

Minuteman III intercontinental ballistic missiles.

We may not build the big military planes that some o Boeings

larger sites are known or, but the work done here plays an impor-

tant role in deending reedom, said Mark Miklos, chie engineer

and mission assurance manager. Its work that cant adequately

be taught in a classroom, more like that o a cratsman who learns

not just how to do a job but is trained over years to do it with

precision and exacting attention to detail.

Ellen Power, recently named Heath Center director, stressed

how critical the work done at the site is.

The people at this site are dedicated and committed to providin

quality products to the warfghter, she said. In the short period

that I have been here, I have seen this dedication through the pride

and ownership every person puts into the products they repair.

In June, Heath was named the modifcation and repair depot or th

Navys Trident Navigation System or the Trident missile, a submarine

launched ballistic missile. Thats part o the work Dickerson does.

The U.S. Navys Ohio-class submarines have been patrol ling



30/40

the worlds oceans carrying Trident missile systems or morethan 30 years, serving as a deterrent against enemies, noted

Don Brown, program manager, Integrated Shipboard Systems.

As the only location repairing the navigation gyros or the nuclear

feet ballistic missile submarines, were helping maintain the most

accurate inertial navigation system ever deployed, Brown said.

A Heath team also maintains the U.S. Air Forces Minuteman III

intercontinental ballistic missiles and builds a sophisticated

system or the missile that collects data during fight tests.

Technician Kevin Miller leads the assembly, disassembly and

modication o intercontinental ballistic missile systems, and hes

also maintained guidance systems or the Fairchild A-10, used or

close air support o ground troops, and the Lockheed F-16 ghter.

Every day, I go to a job that reminds me o the men and women

who are out there on the ront lines risking their lives or me, my team-

mates, our riends and amilies, Miller said. Ground troops obviously

need air support or successul missions. Its properly maintained

guidance systems that provide that support. And its Heath employ-

ees who keep those guidance systems in perect working order.

Dennis Wole, an aircrat technician who repairs gyros, inspects

bearings and rebuilds rotors, echoed that same sense o pride in

what Health employees do.

I always think about the pilot who climbs into one o the aircrat

that we support. He or she is thinking about the mission at hand,

in a supporting role

STARS



31/40

PHOTOS: (Clockwise rom ar let) Daryl Dickerson, productreview engineer. BOB FERGUSON/BOEING The Heath site is responsible orall repair and maintenance o the Minuteman III intercontinentalballistic missile guidance system, an element o the nationsstrategic deterrent orces. U.S. AIR FORCE Becky Aberegg, productrepair and modication technician; Eric Murillo, let, product reviewengineer, monitors the perormance o a displacement gyro at a

calibration station as product repair and modication technicianPeggy Cannon looks on; Cheryle Wilson, product repair andmodication technician. BOB FERGUSON/BOEING

not about gyros, bearings or rotors. Thats our job, Wole said.

The Heath team also perorms production, repair and spares

work on subsystems or Boeings Airborne Warning and Control

System (AWACS) aircrat, which provide surveillance, command-

and-control and communications unctions or U.S. and allied

tactical and deensive missions.

Doug Clark, a technician who builds, repairs and assembles

the antenna systems and electronics or AWACS aircrat, said

hes proud not only o the behind-the-scenes role he and his

team play in the countrys deense but o the reputation Heath

has with its military customers.

We do a great job or our customers, Clark said. We

consistently provide them with the products they need, oten

ahead o schedule and below budget.

Meanwhile, Heath provides Clark and other employees a qualit

The work done here plays animportant role in deendingreedom.

Mark Miklos, chie engineer andmission assurance manager



32/40

o lie thats also very important to them.With so much high-tech responsibility on their shoulders,

Heaths small-town eel comes in handy, Clark said. The hustle

and bustle o the big city just isnt here, no real trac jams, a lot o

rolling hills and countryside.

Added Christopher Devillers, a repair and modication technician,

Were a very tight group here at Heath ... everyone knows just

about everyone else. In act, some might even be neighbors. n

[email protected]

PHOTOS: (Employee portraits, rom top) Product repairand modication technicians Earlene Morton; Todd Armentrout,communicating rom within a clean room work area; and Dennis

Wole. BOB FERGUSON/BOEING(Middle row, right) Employees in Heath,Ohio, perorm production, repair and spares work on subsystemsor Boeings E-3 Airborne Warning and Control System aircrat,such as the NATO aircrat shown. BOEING

in a supporting role

STARS



33/40

Last year, more than 1,000 jet aircrat engines let the

GE Aviation plant in Peebles, Ohio, on fatbed trucks that headed

west toward Washington state.

From the oothills o the Appalachian mountains, the engines

were transported some 2,400 miles (3,900 kilometers) to Boeing

commercial jetliner plants in Renton and in Everett, where they

are used on all the companys 7-series jets737, 747, 767, 777

and 787. Its a trip that typically takes about our days. Those

engines, worth millions o dollars each, include the GE-90-115B,

the worlds most powerul commercial jet engine, each delivering

some 115,000 pounds o thrust (510 kilonewtons) or the 777.

Making sure all the engines get to the Boeing plants on

time is essential or the company to maintain its production

schedules and meet customer demands as production rates

go up. But getting components needed or assembly to

Boeing actories takes more than simply contracting with a

transportation service. It takes a team o employees rom

Supplier Management and Supply Chain Logistics, both part

o the Shared Services Group, who know the ins and outs

o the reight and logistics industry.

While we dont purchase the engines that go onto Boeingplanes, we are responsible or nding and contracting with reigh

Supply indemandSupplier Management transormationcuts costs and improves ecienciesBy Antonella Bellman

PHOTO: Ater a our-day trip rom Peebles, Ohio, GE aircratengines arrive just as the sun comes up in Everett, Wash.GAIL HANUSA/BOEING



34/40

companies that have the ability to transport

large equipment, such as jet engines,

said Daniel Yoo, reight category leader

with Supplier Management. We partner

with Supply Chain Logistics to ensure weselect the right supplier so products arrive

undamaged and on time, and we get the

best value or Boeing.

As Boeing looks or ways to improve its

competitiveness, the Supplier Management

organization is undergoing a transormation

and changing the way it does business to

become even more ecientand get the

best value or the company. These changes

include reducing the number o suppliers

with which Boeing does business.

Boeing purchases all into two types:

items that are a part o the Boeing prod-ucts that get delivered to customers, and

the items and services that help move

Boeing products out the door to custom-

ers. Supplier Management purchases the

latter, known as non-production goods

and services.

The 275 employees in Supplier

Management purchase such things as

actory tooling equipment, saety gear

or employees, inormation technology

sotware used on Boeing computers,

hand toolseven the pens Boeingemployees use every day.

Purchasing all o Boeings non-

production goods and services is a big

job that involves the ecient management

o billions o dollars in annual company

spending.

Using an approach known as Strategic

Contracting & Category Management,

purchases are grouped into categories

IT applications and hardware, reight,

acilities services, travel, and maintenance,

repair and operating supplies. Category

leaders are responsible or bringing

together employees rom various Boeing

organizations to create a purchasing

strategy or their area. Together, theyanalyze data and determine what to buy

rom the more than 30,000 suppliers in

Boeings database, based on the needs

o the company.

Once a decision is made, the team

has several purchasing methods to get

the best possible price or Boeing. Today,

almost 80 percent o Boeings contracted

spending is done through competitive

biddingan increase o nearly 30 percent

over one year ago.

In the past year, the IT category team

has been able to signicantly reduce costsor the company by going to market as

One Boeing.

By working together as one company

instead o as ragmented groups, the team

was able to consolidate our contracts

and receive enterprise volume discounts,

said Delores Alexander, IT leader or

Supplier Management. Approaching our

suppliers as One Boeing allows us to

leverage savings, improve quality and be

more ecient.

Supplier Management will begin imple-menting another phase o its strategy this

yearreducing the number o suppliers

doing business with Boeing.

For example, the Maintenance, Repair

and Operating supplies category has

thousands o suppliers. But 90 percent

o Boeings purchasing is with only

10 percent o them.

Bobby Fales, the category leader or

operating supplies, explained the need

or streamlining.

We currently have 200 screwdrivers

in our online catalog, he explained. By

reducing the number o items available

or ordering, we make it easier and aster

or employees to nd what they need.Doing business with ewer vendors

helps Boeing build relationships with

suppliers, so they become partners,

working together to reduce costs rom

sourcing to delivery to the internal use

o non-production goods.

When it comes to getting airplane

engines delivered on time, working with

ewer, key suppliers has other advantages

Yoo said.

Weve designated some suppliers

as core carriers, which means they have

the right equipment and skilled drivers tosaely transport Boeing goods, Yoo said

In turn, these core carriers can invest

more in their business with the condenc

that Boeing wantsand needsthem

to succeed. n

[email protected]

Approachingour suppliersas One Boeingallows us to

leverage savings,improve quality andbe more ecient.

Delores Alexander, IT leader or

Supplier Management

PHOTOS:(Above let)A orklit purchasethrough Supplier Management makes iteasy to transport an engine into the EveretWash., actory or assembly onto a Boeing777. GAIL HANUSA/BOEING (Right)Jack Stendah

let, and Gil Molinari, both with PropulsionSystems in Commercial Airplanes, load anengine into an engine buck purchasedthrough Supplier Management. An enginebuck is used to move the engine in theactory to the production line so it can beinstalled on a 737. MARIAN LOCKHART/BOEING

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36/40

From its beginnings as a leisure carrier

serving a handul o exotic destinations,

SilkAir has grown to become one o the

leading regional airlines in the world.

SilkAir, the regional wing o Singapore

Airlines, now operates 300 weekly fights

to 42 destinations in a dozen countries,

with Singapore as its hub. Last year alone,

SilkAir added to its network Darwin, Aus-tralia; Wuhan, China; Hanoi, Vietnam; and

Visakhapatnam, India.

That growth is planned to continue this

year and beyond.

With the positive long-term prospects

or the Asia-Pacic air travel market, SilkAir

is aiming or double-digit annual capacity

growth over the next 10 years, said SilkAir

Chie Executive Leslie Thng.

To take advantage o the opportunities

in Asia, SilkAir will soon begin its most

important transormation. The airline will

SPREADING ITS WINGSWith new Boeing 737son the way, SilkAir looksto expand its reachBy Wilson Chow

transition rom its feet o Airbus airplanes

to Boeing. In November 2012, the airline

ordered 23 Next-Generation 737-800s

and 31 737 MAX 8s worth $4.9 billion

at list prices.

The rst 737s are set to arrive in

early 2014.

The purchase o these new Boeing

planes will enable us to spread our wings

urther to even more destinations and

increase capacity on existing routes,

Thng said.

The 737-800 has more range and can

carry more passengers than the plane it

is replacing, Thng noted.

Additionally, SilkAir passengers willexperience the Boeing Sky Interior in the

737s. It eatures modern sculpted sidewalls

and window reveals, LED lighting that

enhances the sense o spaciousness, and

larger pivoting overhead stowage bins.

This year looks to be an exciting

one or SilkAir as we gear up and lay

the groundwork or the arrival o our new

Boeing aircrat, Thng said. Our vision

is to be the worlds leading regional

ull-service network airline. n

[email protected]

The purchase o thesenew Boeing planes willenable us to spreadour wings urther toeven more destinationsand increase capacityon existing routes.

Leslie Thng, SilkAir chie executivePHOTO: SILKAIR

1989 Begins operations as Tradewinds the Airline, operating

McDonnell Douglas MD-87 aircrat

1992 Tradewinds renamed SilkAir

20052008 Only regional airline to break into Travel & Leisure

magazines coveted list o worlds Top Ten Airlines

in 2005, 2006, 2007 and 2008

20072008 Winner o Best Foreign Route Airline (outside

the U.S.) Award in Conde Nast Travelers Annual

Readers Choice Awards in 2007 and 2008

2011 Named Regional Airline o the Year by Centre or Aviation

2012 Orders 23 Next-Generation 737-800s and 31 737 MAX 8s

and begins a feet transition to Boeing airplanes

The Silkroad

GRAPHIC:An artists concept o a737 MAX 8 in SilkAir colors. BOEING




MILESTONES

SERVICE AWARDS: Boeing recognizes the ollowing employees in March or their years o service.

55 yearsJames HughesJean ReidRichard Sullivan

50 yearsRichard HatcherCarl Kurtz

Barbara RiceSharon Wilkins

Thomas Zer jav

45 yearsArie BanayRobert ElliottGary GummoeFrederick KuiperRalph Lauenstein

Tommy MunozWilliam Rogers

40 yearsPablo Ajeto

Lance AkutsuKurt BauschDebra BrosiusRussell BrownJames CisnerosWilliam CooneyLouis Davis

Albert DowsingMarilyn DwyerGary EasterLarry EppsDavid ErnstKevin FeissnerWilliam FinnieScott Grasso

Charles KerekesCharlene Kramer

Thomas McCartyMichael McLeanBradley MernaPatricia MillerStanley PietruskoEdwin RamseyDonald RothRoger SchiwitzRobert SilinskyGary UrquhartConnie Velazquez

Anthony VincentSteven Warren

Michael WebbVictoria Wilson

35 yearsDenise AdamsNeil AndrewsDouglas Arpke

Ann BakerMichael BannerRenee BarnhartMichael BartonDeborah Bateman

Victor Beckmann

William BeegleCynthia Bennett

Thomas BerkelEileen BertelDavid BertinoDaniel BlumenthalSteven BooyRobert BoubionGary BoyettKenneth BreidingLaurie BriggsJames BristerJonathan BroughtSusan BryanMatthew Bueser

Alan BuitekantJoe BuoyDanny CageJames CainRoberto CanlasRichard CarlRobert CatanachChi-Fang ChenCurtice ChenowethWilliam ChristiansenPatrick CimballDick ClydeMark ConnorRowland CooperCatherine CorriganBarran Coverson

Thomas CoyleCraig CrenshawKathy CresseyGeorge CrumpDan DawsonEugene DebortoleJack DenigrisJoseph DiambriKevin DoubekScott DudaRoy DunKim DuvallRoger EngelbartMaureen EngelmeyerDonald EstesRicky EverettSteve FarrowGordon FinchStephen Finch

Thomas FixelAnn ForsbergLee FrazierPeter Frost

Dorothea GallardoDoretta Gamboz

Teresa GannDaniel GarciaMichael GauthierWesley GeeCari GeisslerDiane GillEdward GishLorraine GlasgowKaren GoldenJaime GonzalezRandall GoobyRichard Gores

George GorhamVicki GoverdeCheryl GrahamJanice GreeneWillard GreeneldGlenn GrinWilliam GrosskruegerJoseph GrygielDale GussDavid GuthrieJoseph HanerStephen HaleJerry HarkeHuey HarrisonJorda HatchDarrell HeadingsMary HendersonMichael HerbstreitLarry HillMichael HillRita HillScott HoisingtonNeil HolleyJon HoltmanMichael HopkinsKevin HorsallRaymond Horstman

Adrienne HowardAlexander HowardJudy HoweJohn HuenegerSteven HughJe HughesSteven IckesCharles InsleeDebra JacksonDouglas JonesEdward JonesHerman JonesEdward KimbleCatherine KleinRaymond KleveDennis KlopstadRobert KnudsvigRobert KochRoy KolerMichael KomlosNathan KopLester KronaKeith KrummDonald KuchDonald Lamont

Andy LaquerHugh Lawrence

Michael LeClairDenise LeidholmRonald LeskovarLori LewisCharlie LiaoJohn LiedtkeDawn LockremWilliam LoescheLynn LothusNorman Loney

Arthur LumThomas MartinezJohn MasonRandy Mathiesen

Jimmie MathisAlok MathurJohn McCallister

Andrew McGannCheryl McGeeGregory McManusMohammed MemonRichard MeyerColleen MillerJames MillerEdward MooreHugh MooreBarbara MorrisonRoy MosolGail MunsonSteve MunsonShawn MurphyBrian NewarkRaymond NewtonSherry Nishimoto

Thomas NondorEdward OchoaJames ODellMark OlsonRandall OlsonJerey OmoriKendall PalmerSurendra ParekhBarry PetersSteven PetersonMark PettitJessica PhippsMichael PiccirilliBetty PierceClark PilkentonGeorge PinickBradley Poirier

Vicki PostRonald PrachtRandy PriceJohn PryorDavid PurdeyBrian RandlesWilliam RenzBelinda RhodebeckMary RigneyStuart RistineKevin RitlandGlenn RobersonGregory RoederDavid RuesterSteven SadowskiChristopher SandKrishnan Sankaran

James SantoniTerry SchampMark SchneiderNancy SeverCraig ShackellMaria ShearerMyron SherrardRobert SherrillJohn Shimojima

Anthony SikoraRick SleisterHollisann SmithJames SmithLaurie Staples

Mark StarihaElizabeth StevensJerey StockmanCharles StowGregory StroudRandall

StuckenschneiderWilliam SturgeonDonald SullengerRobert SummerrisePaul SwansonGary TarapackiPhillip ThebertRichard ThomasLarry ThompsonFrank ThrashLouie TurnerRonald VanhoyRoberto VillacarlosDavid Walker

Thomas WalkerHarlan WallDonald WaltherDean WarnsMitchell WarthenRichard WeberRoss WhiteheadDennis WileyDolan WilliamsDonald WilliamsJames WilliamsJames WilliamsNathanael WilliamsDavid WongJohn WrightRichard YorkMarvin ZabelRobert Zimmerman

30 yearsShelly AdamsLucille AlbertRicardo AlvarezJerey AndersonRoy ArmstrongJames AthanCraig AustCharles BakerJose BarrerasBrian BarryDonald BennettBlane BensonCharles Beuyukian

Mark BeyerPeter BloomeldMichael BoatzJames BradshawDennis BrauningWilliam BrillRobert Bryant

Anna BueskingVictoria BurquinJames ByersGregory CampbellPatrick CappettoJerey CarneyPaul Carreiro

Margaret CarterDonald CaseyDavid CasperEdward CastanedaPeter ChangWilliam ChildsChristopher CooperRichard Crandell

Amy CrosbieChristine DaudermanZana DaudtChristian DavisMichelle DavisMichael DernerSteven DeutschSteven DietzmanJohn Dikun

Tri DinhMichael DorcyDiana EspRobert FerdonGuadalupe FigueroaGhertana FosterSylvia FranklinPerry GabbardJames Ganley

Alejandro GarciaRonald GayeldPhilip GemeinhardtElizabeth GibsonHarold GillardFredrick GloverDavid GordonRaul GrajedaRaj GuptaJohn HarrisonMichael HealeyLaura HebelerGeo HenningScott HenryCarolyn HerrinMark HertichDavid HicksJames HiddleDebra HillDean Hooks

Timothy HuegelRenee HunterLevester IsaacLori JenkinsRobert JeskeFred JohnsonJerey JohnsonScott Jones

William JuiAllen KaumanScott KeiderLarry KendrickJames Klein

Andrew KowalskiFrank KruseFrederick KuhnPamela LaiRobert LaingKenneth LawsonFred LeavenworthDonald LeeGregory Lieu



IN FOCUS

A U.S. Air Force CV-22A rom the 71stSpecial Operations Squadron at Kirtland

Air Force Base in New Mexico perormsa training fight earlier this year overcentral New Mexico. The CV-22 is aspecial operations version o the Bell-

Boeing V-22 Osprey. Another version, theMV-22, is operated by the U.S. MarineCorps. The V-22s unique tilt-rotorconguration gives it the capability tocruise like a xed-wing aircrat and takeo and land vertically like a helicopter.

The Osprey has been used extensively on

military missions in Aghanistan and Iraq.PHOTO: JIM HASELTINE/HIGH-G PRODUCTIONS

Flight o the Osprey


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