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000-G01 IBM EMEA Maintenance and Technical Support(R) Sales Mastery Test

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Test Code : 000-G01
Test denomination : IBM EMEA Maintenance and Technical Support(R) Sales Mastery Test
Vendor denomination : IBM
: 140 actual Questions

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Sandvik and IBM herald the Fourth Industrial Revolution to the Mining industry with IBM Watson | actual Questions and Pass4sure dumps

Barminco, Hindustan Zinc, Petra Diamonds and Vedanta Zinc international tap into the Sandvik and IBM relationship to better operations and security in underground hard-rock mining

Award-winning OptiMine® Analytics with IBM Watson IoT for predictive renovation and optimization, analyzes, learns and communicates with tackle operating thousands of ft underground

TAMPERE, Finland and ARMONK, N.Y., April 1, 2019 /PRNewswire/ -- Joint purchasers of IBM (NYSE: IBM) and Sandvik Mining and Rock technology, one of the crucial world's greatest premium mining tackle manufacturers, are tapping the powers of IoT, superior analytics and ersatz intelligence to recognise defense, renovation, productiveness and operational effectivity.

The mining and rock excavation trade is under starting to be pressure to enhance the international supply of minerals to fullfil the needs and expectations of a unexpectedly rising world inhabitants. This frequently requires extracting from increasing more advantageous depths, which can design it tangled to talk and act as vital when tackle fails or must be serviced.

OptiMine® Analytics transforms records into fashion advancements by means of predictive insights and actionable dashboards embedded into operation administration programs. using the analytics capabilities from IBM Watson IoT, this tips management solution permits mining agencies to combine gadget and software records from disparate sources in true-time, inspecting patterns in the records to assist multiply availability, utilization and efficiency.

through a collection of IBM Design considering workshops, IBM and Sandvik labor with customers to develop a framework to shape offerings around facts pushed productiveness and predictive maintenance. the usage of the Watson IoT expertise, Sandvik and IBM believe collectively created a platform capable of conform to the stringent reliability and protection necessities of mining operations. Predictive protection technology leveraging IoT sensor statistics has additionally been added as fraction of this platform.

"Proactively settling on upkeep needs before anything breaks is resulting in powerful cost and time savings," said Patrick Murphy, president, Rock Drills & technologies, Sandvik. "Our award-profitable OptiMine® Analytics with IBM Watson IoT options present their shoppers a extra complete view of their operations for smarter, safer and extra productive work."

Sandvik and IBM clients such as Petra Diamonds and Barminco are the usage of IoT to support reduce miner exposure to opposed labor environments and boost safety.

"Our precise precedence is the safety of their personnel and if a machine fails underground, they want instant perception into what is happening in that tunnel," stated Luctor Roode, government operations at Petra Diamonds. "With the solution from Sandvik and IBM, they believe precise-time records that allows us to automatically identify the foundation reason for the problem and act for this reason." 

"Leveraging facts is become increasingly positive throughout the mining sector. via analytics, computing device gaining scholarship of and AI, they are seeing new percentages for accelerated operational efficiency," stated Paul Muller, chief executive officer, Barminco. "Our partnership with Sandvik's OptiMine® Analytics allows for us to quick-music their efforts, leveraging Sandvik's entire-of-fleet records and innate computer talents."

OptiMine® Analytics will even be used by using Vedanta Zinc overseas's Black Mountain Mining (BMM) operations in South Africa's Northern Cape Province, to accelerate facts-driven operations for protection, efficiency and productiveness for trucks, loaders and drills. additionally, Hindustan Zinc, one of the most world's largest integrated producers of zinc, lead and silver has tapped Sandvik to achieve into consequence a tremendous digital transformation at its Sindesar Khurd Mine, India, to ensure every separate required infrastructure and platforms can obtain world-type mining safety, efficiency and productiveness.

"Sensors and tracking systems for asset management is barely the beginning when it comes to how ersatz intelligence will disrupt the mining business," celebrated Jay Bellissimo, frequent supervisor, Cognitive system Transformation, IBM world company functions. "creating a solution that turns the statistics into actionable insights is a delicate remember. It requires an interdisciplinary endeavor spanning throughout mining expertise, application engineering and data science. IBM and Sandvik are actually on course to aid seriously change the mining expense chain with the fusion of cognitive capabilities into miners company and operating strategies."

Story continues

Sandvik has been delivering solutions in the mining automation company for decades, with self reliant operations in additional than 60 mines on six continents. This footprint is an immense asset to the procedure optimization options in greater and higher demand. For its half, IBM has been working with main mining customers to infuse cognitive capabilities of their industry and operating techniques, creating the Cognitive cost Chain for Mining. This multidisciplinary approach leverages and expands on the ideas of the fourth industrial revolution with the aid of assisting miners obtain new efficiency savings, while not having to design large-scale capital investments.  

Sandvik group Sandvik is a excessive-tech and global engineering community providing items and features that raise consumer productiveness, profitability and safety. They grasp world-main positions in selected areas – tools and tooling programs for steel cutting; device and equipment, provider and technical solutions for the mining trade and rock excavation inside the building industry; items in superior stainless steels and particular alloys in addition to items for industrial heating. In 2018, the community had about 42,000 personnel and revenues of about one hundred billion SEK in additional than 160 countries within continuing operations.

Sandvik Mining and Rock know-how Sandvik Mining and Rock technology is a enterprise enviornment within the Sandvik group and a global leading organization of machine and tools, service and technical solutions for the mining and building industries. utility areas embrace rock drilling, rock reducing, crushing and screening, loading and hauling, tunneling, quarrying and breaking and demolition. In 2018, earnings believe been approximately forty three billion SEK with about 15,000 employees in continuing operations.

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IBM EMEA gives Killer i License And SWMA After-License offers | actual Questions and Pass4sure dumps

if you are an IBM i store sitting on a relatively conventional container that is not any longer on preservation and you are looking to accumulate back on software maintenance whereas besides moving to a brand new Power7 or Power7+ equipment, then IBM‘s EMEA vicinity has two offers for you. And if you expend them both, you will simplest expend $2 instead of hundreds to perhaps many tens of heaps of dollars.

each of the offers, which were announced on may 30 after which quickly up to date on June 5 are a fraction of IBM’s 25-year energy i anniversary celebration, and i besides believe perhaps an indicator that the vitality systems-IBM i company in Europe is not, enjoy other server platforms, doing in addition to may be hoped.

In announcement epistle ZA13-1122, IBM is offering a license fee discount for agencies that want to circulate their IBM i licenses from an existing desktop to a new vigour 720, energy 720+, vitality 740, or power 740+ server. which you could besides purchase a PureFlex modular tackle with Flex p260, Flex 260+, Flex 460, or Flex 460+ nodes when you are going that route. The covenant only applies if you live in the very P05 or P10 utility tier for the IBM i platform, but when you carry out leap tiers, you should pay the incremental better imbue between the tiers for the IBM i license when you switch it from the ancient to the brand new iron. You need to believe the equal client quantity on the machines for the historic and new bins, too, in case you wish to accumulate the deal.

Anyway, under the merchandising, if you carry out a deal between might besides 30 and September 30 this yr, the license transfer imbue of every separate consumers drops to $1 in U.S. exotic money. if you carry out a deal between October 1 and December 31, then you definately are only going to accumulate a 50 % slay on the license switch price.

In announcement epistle ZA13-1121, IBM is giving a in a similar route beneficiant deal to customers who believe let their utility preservation on their machines lapse. in case you buy probably the most new machines listed above and you wish to transfer your licenses as opposed to purchase new ones, you would be dinged with after-license costs to accumulate your assist present. but beneath this deal, if you accumulate a new desktop between now and December 31, the after-license expense for SWMA, as IBM calls it (and it's stated “swah-ma”), is $1 in greenbacks. That’s it. This deal is accessible for P05, P10, and P20 utility tiers, which characterize the majority of the OS/400 and IBM installed foundation at this aspect.

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Sandvik and IBM to confederate on Industrial IOT for mining industry | actual Questions and Pass4sure dumps

sandvik-and-ibm-to-partner-on-industrial-iot-for-mining-industry_10942.jpg vivid supply: x download

Sandvik and IBM to confederate on Industrial IOT for mining industry


Sandvik and IBM to confederate on Industrial IOT for mining business

Sandvik neighborhood introduced that IBM is collaborating with Sandvik Mining and Rock expertise to better Industrial internet of issues, superior analytics and ersatz intelligence to realize security, renovation, productivity and operational efficiency within the mining industry. The mining and rock excavation trade is under growing to be drive to enhance the international give of minerals to fullfil the wants and expectations of a unexpectedly rising world inhabitants. This commonly requires extracting from expanding enhanced depths, which could design it intricate to talk and act as fundamental when device fails or must be serviced.

The OptiMine Analytics platform uses predictive insights and actionable dashboards embedded into operation administration techniques to seriously change facts into useful manner advancements. the expend of the analytics capabilities from IBM Watson IoT, this information management reply enables mining corporations to combine gadget and application statistics from disparate sources in precise-time, inspecting patterns in the statistics to support enhance availability, utilization and efficiency.

via a sequence of IBM Design pondering workshops, IBM and Sandvik will labor with customers to enhance a framework to figure offerings around facts pushed productivity and predictive renovation. the expend of the Watson IoT know-how, Sandvik and IBM believe jointly created a platform capable of comply with the stringent reliability and protection requirements of mining operations. Predictive upkeep expertise leveraging IoT sensor facts has besides been brought as fraction of this platform.

OptiMine Analytics will besides be used by Vedanta Zinc foreign’s Black Mountain Mining (BMM) operations in South Africa’s Northern Cape Province, to hasten up data-driven operations for safeguard, effectivity and productivity for vehicles, loaders and drills. additionally, Hindustan Zinc, one of the most world’s largest integrated producers of zinc, lead and silver has tapped Sandvik to invoke an principal digital transformation at its Sindesar Khurd Mine, India, to design inescapable every separate required infrastructure and platforms can obtain world-class mining safeguard, effectivity and productivity.

supply : Strategic analysis Institute, SteelGuru

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No result found, try new keyword!Cadence is working with leading ecosystem partners to implement test chips in preparation for customers designing for 14-nanometer and 16-nanometer FinFET processors. We've recently announced the ...

THE NEW WORKER ELITE Technicians are taking on a bigger role and commanding new respect as the core employees of the Information Age. | actual questions and Pass4sure dumps

(FORTUNE Magazine) – Chances are pretty well-behaved that Beth Malloy will play a major role in making a scientific discovery that may one day redeem 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 figure 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 status University, and many of Genentech's 369 other science technologists discharge these miracles routinely. She and her colleagues are but a little fraction of the great and rapidly growing population of technicians -- a new worker elite who are transforming the American labor obligate 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 consequence 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 labor obligate as a total -- 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 depict a fifth of total employment within a decade (see chart). The convergence of two great forces are giving technicians new importance. First, increasingly powerful, versatile, and user-friendly new technologies -- from the software that electronics technicians expend to test printed circuitboards to the automated protein analyzers Beth Malloy programs to race experiments -- are eliminating the need for workers to discharge many time- consuming routine tasks, the donkey labor of the advanced industrial age. Thus they are freed to tackle more challenging activities that require judgment and skills. Second, as more companies depend on technology to assist liquidate attribute defects, hasten up product development, and better 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 labor technicians carry out -- 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 dwelling 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 endeavor to gain a competitive edge than those who actually man the tackle that will carry us into the future? Technical workers assist 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 support your industry running, and they produce the dazzling computer-graphic presentations that assist your sales obligate land new customers. Technicians bring varying levels of formal education and credentials to their work. Many enter technical fields with no more than a towering school diploma and a splash of training acquired on the job. Since the smaller armed forces of today no longer revolve out technicians in the numbers they did during the frigid 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 believe a four-year university education or advanced degrees. According to projections made by BLS economist Kristina J. Shelley, the number of college graduates who retract 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 obligate as hourly employees, they too often view the labor they carry out as a job instead of as the foundation of a career. The distinction is growing more critical. Jobholders, Suffolk University's Arthur explains, discharge a limited purview of tasks within the context of a specific organization. Careerists, by contrast, define themselves by the cluster of skills they bring to their labor -- 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 labor 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 scope 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 hunt out jobs that would allow him to grow. "I wanted to believe a broad enough spectrum of skills to be able to suitable 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 point 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 connect 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 espy that printed-circuit technology was beginning to spread to many other industries besides computers -- and with it, his opportunities to retract on more challenging projects. So when he scholarly 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 trek exposed Mixon to the kindhearted of labor 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 keen assignments, Mixon assisted electronics design engineers in developing circuitboards that would recede into the latest geologic data-acquisition equipment. Despite the challenge, after a while Mixon could espy no further career advancement awaiting him at Schlumberger, so he began to gape 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 labor with manufacturing to bring the new gear quickly into production. And he's always on the lookout for new tasks to retract on. Says Mixon: "It's better to interrogate for forgiveness than for permission." Mixon's ultimate goal is to build on the broad technical foundation by starting his own business.

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-- Technical workers are moving from the back office to the customer interface. With the new corporate focus on customer satisfaction, companies enjoy TIE Communications, a telecommunications tackle supplier with annual revenues of $110 million, are relying more heavily on their technicians. TIE hopes to win market partake from its scores of smaller rivals and crack new markets that the powerful 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 besides needed to distinguish their company with superior customer service. Falling prices for telecom gear were bringing products enjoy videoteleconferencing tackle and advanced multiplexers for data transmission within compass of the little 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 every separate 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 assist design a curriculum. In addition to providing its technicians with a firm grounding in how the tangled new circuitry and software work, TIE wanted the new courses to better their communications skills so that they could assist 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 every separate 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 retract hands-on solutions back to work. Technicians who believe been through the training's first side 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 towering school graduate who had worked his route 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 tackle 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 want of aplomb is no longer an issue. Says Barbier: "Where I would once retract five steps back to avoid a problem, I now retract 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 design the mastery of a technical speciality the prerequisite for career growth. At Union Pacific, for example, every separate 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 flux 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 aptitude 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 every separate the railroad's client communications -- up from just 3% eight years ago -- are managed via EDI from a separate customer-service headquarters in St. Louis rather than through the 40 offices that formerly handled the unwieldy paper flow. Empowered by EDI, the data integrity analysts support tabs on every separate 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 besides provide the information that dispatchers in Omaha expend to track shipments and that clerks in accounting depend on for accurate billing information. Just as valuable as the huge improvement in efficiency that EDI has wrought (employee productivity at the St. Louis headquarters is up 300% since 1986) are the fabulously wealthy strategic uses Union Pacific can design of the amassed data. The railroad's goal is to mine that treasure-trove to be able to tender customers higher value-added services tailored to their needs. Thus, veterans of the data integrity job, enjoy Robyn Bohnert, are promoted to the more advanced technical roles of finding ways to organize the data for new industry 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 besides on her scholarship of marketing. She uses the EDI customer profiles to build new databases that might, say, assist 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 besides achieve her technical talent to expend in helping Union Pacific better 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 revolve 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 enjoy a glimmer 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 design 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 replete expend 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 merit Kellogg his $30,000 annual compensation. But he must besides support 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 besides accommodate the sales obligate and allow the folks in accounting to track invoices, payments, and payrolls. Says Kellogg: "The payoff from the new technology comes when the total organization applies its power to labor in dramatically new ways." Kellogg is the one who makes confident 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 every separate employees to quicken the spread of the best practices throughout the firm. Kellogg is besides busily scouting out the newest hardware and applications software that will support his firm on the cutting edge of technology. So principal carry out AC&P partners espy that task that they now embrace Kellogg in every separate their weekly meetings. "I espy no confine 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 believe seldom been better. That's because, as Tom Blunt, a manufacturing consultant from Louisville, puts it: "Employers who automate but retract people out of the process are lobotomizing their factories. A human is the cheapest, lightest, totally supple and reprogrammable machine money can buy." Rockwell International's Allen-Bradley unit, a maker of industrial automation tackle 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 partake to nimbler exotic 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 great a amalgamate of such intricate 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 kindhearted of worker would it retract to recede 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 shrimp thinking. Working in EMS would be another epic entirely. It demands that the specialist understand how the process operates in its entirety and be able to intervene whenever peril arises. "Technicians are the doctors of the system," says Larry Yost, the senior vice president for the operations group that developed EMS. "They believe to be able to respond to the countless ways the tackle 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 towering school in 1961 as an assembler, the new opportunity was a godsend. For years Hanson hungered to eschew 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 trek 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 better 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 route of joining this project," he says. Together with the other volunteers chosen for EMS, Hanson scholarly on the job how to sequence the flux of circuitboards through the system, spot potential defects in the spacing of components packed as near as 0.02-inch apart, and liquidate the bottlenecks that could late production. They besides 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, industry strategy, and team-building skills. Says technician Hanson of his new role: "My job is fascinating. There's not a day that doesn't flee by."

-- Technical workers demand recognition. As with most people who retract pride in their work, technical specialists value recognition nearly as much as well-behaved pay. And today they believe more options to accumulate both. Office tackle repair technicians, nurses who provide home health keeping services, and computer-aided vivid artists and drafters, among many others, are discovering new outlets of career satisfaction by taking jobs in smaller companies whose principal industry is to provide technical services. Rather than toil unappreciated for employers who fail to concede 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 enjoy a glimmer track by making such a trek to a litigation support services firm in Houston called Looney & Co. A 29-year-old Dallas aboriginal 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. enjoy 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 race by temperamental, big- ego attorneys. She expected to carry out research, interviewing witnesses, drafting pleadings, or assisting at tribulation as she was trained to do. Instead, her supervisor, whom Williams calls the "dungeon master," assigned her to a senior confederate who gave her stultifying tasks enjoy summarizing depositions and indexing documents. More grating for her was watching the choicer assignments -- ones she felt qualified for -- recede 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 esprit improved dramatically after she successfully lobbied to be transferred to a job assisting another partner, who trusted her to retract on a bigger role. She was given day-to-day oversight for some of the larger cases the confederate supervised but which required only occasional direct involvement by an attorney. She besides 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 powerful shatter 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 figure the computers can "read." Few law firms would be able to design adequate expend of the computer technology to warrant the expense of purchasing it. By acquiring the latest tackle and hiring paralegals to expend it to carry out 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 keen to carve 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 expend of the tackle and in the legal procedures to which it would be applied. Within a year, Looney made her the office manager and achieve her in imbue of hiring every separate 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 labor obligate is not only liberating employees from the monotony of the industrial age, but it is besides providing companies with the know-how to alter their destiny -- to design competitive leaps, to shatter into new markets, and to tender 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.

Low tech: conventional equipment, want of training hurts computer education in Utah | actual questions and Pass4sure dumps

Three Guadalupe Schools kindergartners wiggle in seats before a new, donated IBM computer, squealing at dancing birds, bells and whistles activated with the handle of the screen.

Welcome to basic math in the computer age. It's a far weep from the slither rule and certainly more fun than drills, thanks to state-of-the-art technology making its route into some Utah schools.But there's just not much multimedia technology in classrooms, not many teachers trained to marry it with lessons or, as has been Guadalupe's case, no one to assemble donated hardware.

"If you don't believe anyone around to check every separate this stuff out, it's worthless," said Mary House, a Guadalupe kindergarten teacher, her foot nudging a box filled with donated gadgets. "And I disfavor to inform that."

Utah schools pan a challenge. Their computers are ancient or aging, but the status doesn't earmark much money for new computers. Instead, most funds are spent on maintenance, status technology specialist Vicky Dahn says. And considering Utah spends the least per student in the nation, despite its towering tax burden, creativity will be key to securing funds.

"We've got to anyway motif out a route (to fund education technology) because the Legislature is not going to Come up with a huge pool of money, and the governor is saying they can't support looking to the Legislature," Dahn said. "It's not a dusky cloud hovering over us here. It just could be better if they could accumulate more technology in the classroom."

Technology in academics

The 50 states last year gave $1.7 billion to education technology, and recent studies expose the investment is sound.

Nearly 80 percent of American educators polled said education technology boosts achievement and equalizes opportunities for at-risk students, according to a survey released Tuesday by the American Association of School Administrators and the Lightspan Partnership.

Forty-two percent of those surveyed cited improved mastery of content by using technology, 60 percent said student motivation increased, and 86 percent said technology boosts parental involvement, perhaps via e-mail, voice messaging and kid-designed Web sites posted by many schools, including those in Utah.

More than 800 U.S. educators were interviewed for the Global Strategy Group survey, which has a plus or minus 4.38 percent oversight margin.

Technology is headquarters stage in Marilyn Runolfson's classroom for children with learning or physical disabilities.

"It provides keen ways for students to learn independently . . . gives them a practical application and helps kids with disabilities in motor-skills coordination," said Runolfson, who teaches first, third and sixth grades at Lomond View Elementary in the Weber School District. "If you believe cerebral palsy, it's hard to pick up a pencil and express yourself."

The Utah Schools for the Deaf and the Blind expend learning devices, ranging from talking software to Braille printers.

Technology is "a very integral fraction of the educational process," said Sophia Wilding, a Utah Schools for the Deaf kindergarten teacher and former technology specialist. "Impaired students couldn't accumulate by without it. If their students don't learn about this stuff, they really are left in the dusky ages."

The very goes for every separate students, education officials say.

A study released last month with Education Week's "Technology Counts" report shows scores on the National Assessment for Educational Progress, a test taken by Utah students, rose when students performed application-oriented tasks, rather than drills, on computers.

But to benefit from technology, students need teachers who know how to expend it.

Quality Education Data, a research firm, states that more than half the nation's teachers don't know how to expend technology. A 1997 National headquarters for Education Statistics study shows just one-fifth of teachers used advanced telecommunications in their lessons, prompting the Office of Educational Research and Improvement to tender grants to enhance teacher training.

Training teachers

Bryan Call, a 1998 graduate of Jordan towering School, is a technological wizard. He won this year's prestigious Sterling Scholar Award in technology. He knows what computers can carry out and has seen first-hand the need for trained teachers.

"Jordan towering has a lot of well-behaved technology . . . but I didn't feel it was being used to its fullest potential," summon said. "This is exact with, I think, every towering school."

Technology wasn't widely used when pre-Generation Xers went to school. So, technology can be a exotic frontier to some teachers. Using technology is enjoy learning to play the piano - you believe to be able to carry out more than just pick out a tune before teaching others to play.

"I referee it takes awhile for teachers to accumulate really involved in technology and expend it in the curriculum," said Cindy Wilkins, who teaches grades three through six and technology to every separate grades at Hanksville Elementary School in the Wayne School District. "It's a powerful change from textbooks, a new learning style."

Most school districts aggressively tender technology training to teachers. But it's optional. Teachers may be more inclined to select computer training, however, if lawmakers sanction a proposed 1999 bill that requires professional evolution for teachers, status Associate Superintendent Steve Laing said.

Meanwhile, districts are seeing more teachers interested in using computers in lessons.

"I believe some teachers where (technology) literally has rejuvenated them," said Lesley McLaughlin, supervisor of library media/technology in the Salt Lake City School District. "Rather than retiring, it's given them something else to gape at."

Consider the Davis School District. Its Technology Advancement scheme (TAP) brings teachers and staff in droves to computer training labs, says J. Dale Christensen, district administrator of support services who is helping to implement TAP.

All Davis schools believe applied for $15,000 basic scheme grants, available status funds and a piece of nearly $2 million in competitive grants.

"I've never seen a group of employees so excited about one project as long as I've been in the business," said Christensen, a 30-year educator. "This is probably the highlight of my career, to espy a trek to progressively add to educational offerings and a utensil teachers really can expend to assist them."

Since fall, 26 school technology specialists believe provided technical support, staff training and little repairs for school computers. There is about one specialist per towering school, one for every two junior highs and one to every three or four elementary schools.

The district besides is poised to hire three "customer service representatives" who will reply technical questions about anything from software to telecommunications from a district central-help desk.

That's key in delivering technology to the students, recent towering school graduate summon says. But schools believe to compete with the professional world's salaries to support technicians around. Often, techs leave for better-paying jobs as soon as they're trained, McLaughlin added.

Other districts incorporate technology training for teachers. Granite School District introduces teachers to basic computer use, then follows up with a four-day "Teaming With Technology" session on multimedia computers, printers, scanners, video equipment, digital cameras, video players and various software programs.

The program's ultimate reward: Each team of four teachers takes a computer system back to school. The fresh enthusiasm of program graduates spreads through the school to administrators and students, said district instructional technology specialist Rick Gais-ford.

"For the most part, it really has made a difference, not only in the route teachers train but in bringing a core vision to the school. And that's what they hoped would happen," said Gaisford, adding applications for the program poured in this year. More than 45 teams applied last year.

To the south, in Jordan School District, teachers can attend "demonstration classrooms" designed to integrate technology in the curriculum. The district besides conducts technology training sessions almost weekly.

Technological needs

Yet training is for naught without technology.

"We need to accumulate more classroom technology, multimedia capable, Internet-capable classroom technology . . . in the classroom where the teaching and learning happens," Dahn said.

Yet, she acknowledges, that's a tall order.

The Utah Legislature last year allotted $24 million for education technology initiatives, about $5.5 million of which went toward new hardware, $8.5 million for maintenance and $10 million for Internet implementation and the Utah Education Network, which uses satellite and Internet links to deliver curricula to pastoral students.

Nearly every separate Utah schools believe Internet access. Schools average one computer per every seven students, Dahn said. But with multi-media computers, Utah is last in the nation, possessing a 24-1 student-computer ratio, the Education Week report states.

That's because the technological foundation in Utah schools dates back to 1990, eons ago in the ever-changing technological world. That's when the Utah Legislature slapped down its first $15 million for education technology, Dahn said. Some schools are working to side out their 1980 computers, which cannot support the Internet or cutting-edge software but are excellent for teaching basic computer and keyboarding skills.

"It's so outdated," student teacher Jeanie Papiernik said of the school computer headquarters at Bunderson Elementary School in the Box Elder School District. "I've never seen anyone expend it."

The culprit, Papiernik says, is outdated technology and the route new computers are handed out. Often the smarting new stuff goes to towering schools rather than elementary schools, where, she says, the skills need to be learned. "We're getting every separate the hand-me-down equipment."

Districts carry out try to achieve the new technology in the classrooms, although some are more successful than others. The 25,000-student Salt Lake City School District has about 4,500 computers, some 60 percent of which are multimedia capable, McLaughlin said. The district besides posts curriculum-applicable Web sites on its home page as a resource for teachers.

In Jordan District - the state's largest school district - about 7 percent of its some 15,000 school computers believe Pentium processors, said information systems director Cindy Nagasawa-Cruz.

About 2,650 of Granite School District's 13,550 school computers, or 19.5 percent, believe Pentium processors, said Jim Henderson, director of instructional technology at the Granite School District.

Computers without multimedia capabilities can link to the Internet, though access is not as quick. EDNET is there to bring additional curricula. And Utah Collections, a CD-ROM multimedia encyclopedia, besides is available online at ( through the Utah Education Network, increasing its availability to more schoolchildren. Still, sound cards are required to access sound and other enhancements.

"Are they where they want to be? No. But with technology, I don't referee you ever really accumulate there," Henderson said.

That statement resonates amid rapid technological advancement and other demands for limited status funds, of which public education received $2 billion last year.

Getting greenbacks

"(Supplemental) funding for education is not going to be as easily found as in the past because (state budget) surpluses are becoming smaller," said Rep. Sheryl Allen, R-Bountiful.

So, creativity becomes the denomination of the money game.

For its Technology Advancement Plan, Davis District's budget allots $3 million in capital and bond money for computer placements and upgrades. Voted-leeway funds pay for 26 school technology specialists.

Voters in the Alpine District approved boosting property taxes to gather $3.4 million needed to enhance technology in the district's 53 schools. Before the tax increase, schools relied on bake sales and fund-raising dinners for new computers and upgrades in the school's outdated labs, described as at juncture levels by district officials.

Alpine District besides plans to expend $390,000 for Internet service and an inter-school connection; $350,000 is budgeted for teacher training.

Grants besides assist schools obtain computers. The 37-student Hanksville Elementary received 20 new computers under a $65,000 technology literacy challenge grant.

The Salt Lake City School District has received two $100,000 federal grants to train one teacher and two students from schools with towering concentrations of at-risk students to expend technology in the classroom. The trio then tutors others in their new-found skills.

The Legislature besides is lending a hand. The Computers for Schools program, kicked off last month, allows prison inmates to refurbish community-donated hardware, which schools can buy for $100. Dahn says every separate machines will be multimedia capable.

The program, which received $500,000 in the last Legislature and plans to annually deliver some 3,000 computers to schools, came in a bill sponsored by Allen and Sen. Howard Stephenson, R-Draper.

Some educators summon the program a mere drop in the bucket. But that's every separate it's intended to be, Allen said. The program besides will re-appear in a bill in the next Legislature, with some revisions that will allow schools to specify needs, such as CD-ROMs, by paying more.

Allen says the program can stretch dollars, as can lower prices of technology.

Still, lawmakers annually respect plenty of budget requests from public education, from class-size reduction in a status with the nation's second-largest student-teacher ratio (nearly 24-1) to up-to-date books.

"There is no separate reply out there to improving education excellence, just enjoy there is not a separate reply to welfare (reform)," Allen said. "(Technology) is an essential fraction of the equation but not the answer."

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