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00M-232 IBM Solutions for Smart commerce Sales(R) Mastery Test v1

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00M-232 exam Dumps Source : IBM Solutions for Smart commerce Sales(R) Mastery Test v1

Test Code : 00M-232
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IBM IBM Solutions for Smart

New Prediction feature for Hypoglycemia Now obtainable in Sugar.IQ(TM) personal Diabetes assistant App, Developed via Medtronic and IBM Watson health | killexams.com existent Questions and Pass4sure dumps

January 03, 2019 09:01 ET | source: Medtronic plc

 

IQcast feature goals to vaticinate the haphazard of a Low Glucose adventure as much as four Hours in increase

DUBLIN and CAMBRIDGE, Mass. - January 3, 2019 - Medtronic plc (NYSE:MDT), the world chief in medical expertise, features and options, and its strategic expertise partner, IBM (NYSE:IBM) Watson health, these days announced a brand modern feature for the Sugar.IQ(TM) personal diabetes assistant app referred to as IQcast(TM). using synthetic intelligence (AI) technology from IBM Watson fitness, the feature aims to foretell the probability of a person experiencing a low glucose event inside  an upcoming 1-4 hour window.

"without problems put, IQcast acts like a climate forecast for people with diabetes with a purpose to improved prepare for his or her day," mentioned Dr. Robert Vigersky, senior director, medical & clinical Affairs for Diabetes group at Medtronic. "through predicting the probability of a low glucose event from any spot between 1 and four hours in develop, IQcast empowers individuals on distinctive every day injections (MDI) with insights as a course to live their being with more suitable freedom and superior health."

"Hypoglycemia, or 'going low', is among the most acute and frightening pursuits that an individual animate with diabetes can experience," observed Dr. Lisa Latts, deputy chief health officer, IBM Watson health. "Fueled through the confiscate information, AI and computer studying can play a powerful position in helping to alleviate the cross of diabetes and the be anxious of a hypoglycemic event, and we've developed the brand modern IQcast facets with this even in mind."

Medtronic and IBM Watson health leveraged their mixed advantage in diabetes, AI and analytics to promote the IQcast feature as a Part of the Sugar.IQ personal diabetes assistant app. each groups had been dedicated to advancing the science at the back of predicting learning hypoglycemia when you consider that the nascence of the partnership. The IQcast characteristic analyzes discrete indicators to check no matter if a person with diabetes has a low, medium, or high likelihood of going low over the subsequent 1-four hours. The degree of predictive accuracy that IQcast is able to achieve increases as a low blood sugar1 adventure turns into greater approaching.

The Sugar.IQ assistant reveals patterns that may be tough to spy in order that a person with diabetes profitable properties significant, customized insights. These insights reveal americans the usage of MDI how course of life decisions influence their diabetes administration and their time spent with glucose in the goal latitude (70-one hundred eighty mg/dL). The app uses AI and advanced analytics to give clients a plenary picture of their present tiers and gives individualized counsel in understanding and managing day by day diabetes management decisions2, in order that americans on MDI absorb more freedom to savor life.

The Sugar.IQ app is accessible to users of the Medtronic Guardian(TM) connect equipment, the primary sensible standalone CGM system3 designed to empower individuals with diabetes the usage of MDI with actionable paraphernalia to abet them pickup ahead of low and high glucose ranges - not simply react to them. With customized predictive alerts in the Guardian connect system as much as 60 minutes earlier than a low or high event3 and inside a one to four hour window before a low undergo withthe Sugar.IQ assistant, Medtronic provides people with greater paraphernalia to aid them reside in scope than another CGM system4.

As offered at the American Diabetes affiliation Scientific classes (2017, 2018), when using both the Guardian connect smart CGM paraphernalia together with the Sugar.IQ app, clients absorb proven the ability to achieve a further 36 minutes per day in a suit glucose latitude of 70-a hundred and eighty mg/dL, including half-hour less time in hyperglycemia and 6 less minutes in hypoglycemia5.

The Sugar.IQ app is obtainable for iOS-based mostly cell instruments within the U.S. 

The IQcast(TM) predictive characteristic in the Sugar.IQ(TM)sensible diabetes assistant app is like a weather forecastfor people with diabetes.click on the thumbnail above for a bigger picture.

About IBM Watson HealthWatson health is a company unit of IBM that is committed to the development and implementation of AI and statistics-pushed applied sciences to ameliorate fitness. Watson health applied sciences are tackling a wide array of the world's largest healthcare challenges together with melanoma, diabetes, drug discovery and more. learn extra at ibm.com/watson/fitness.

concerning the Diabetes community at Medtronic (www.medtronicdiabetes.com)Medtronic is working along side the world group to change the style americans manage diabetes. The enterprise goals to seriously change diabetes keeping by means of increasing access, integrating keeping and improving outcomes, so americans animate with diabetes can savor superior freedom and more advantageous fitness.

About MedtronicMedtronic plc (www.medtronic.com), headquartered in Dublin, ireland, is among the world's greatest medical technology, features and options businesses - assuaging ache, restoring fitness and lengthening being for millions of people All over the world. Medtronic employs more than 86,000 americans international, serving physicians, hospitals and sufferers in additional than 150 international locations. The company is focused on participating with stakeholders around the world to purloin healthcare additional, collectively.

Any ahead-looking statements are discipline to risks and uncertainties equivalent to these described in Medtronic's occasional reviews on file with the Securities and exchange fee. actual outcomes may additionally vary materially from predicted outcomes.

-end-

1 Low blood sugar or hypoglycemia is defined as a blood sugar below 70 mg/dL as defined with the aid of the American Diabetes affiliation (http://www.diabetes.org/newsroom/press-releases/2016/ada-concerns-hypoglycemia-position-observation.html).2Decision-making around insulin dosages should soundless All the time ensue the suggestions of a patient's surgeon. The gadget is meant to compliment, not replace, suggestions got from regular blood glucose monitoring gadgets. All therapy adjustments should soundless be in keeping with measurements bought from common blood glucose monitoring devices and not on values offered by course of the device.3Using Guardian Sensor 3, the Guardian relate device become proven in a clinical study to accurately alert patients of ninety eight.5 % of hypoglycemic events.  Guardian connect device guidelines for consume (IFU): with a sensor glucose circumscribe of 70 mg/dL, with calibration every 12 hours, both predictive and threshold alerts "On," within half-hour; abdomen sensor insertion. The confiscate detection cost for arm inserted sensor is 96.7 %; with the identical settings and conditions.4Smart CGM predicts future high and low sensor glucose hobbies and provides access to further algorithms and insights that may inform clients of clinically significant glucose patterns5Clinical observationsfindings introduced at the 2017 and 2018 American Diabetes affiliation 78th Scientific classes (2018: https://plan.core-apps.com/tristar_ada18/summary/807d2f9885450670bb994661e35f8126; 2017: http://www.abstractsonline.com/pp8/#!/4297/presentation/45397).

Contacts:Pamela ReeseMedtronic Public relations+1-818-576-3398

Ryan WeispfenningMedtronic Investor members of the family+1-763-505-4626


The course forward for sensible Manufacturing: Syncfab items Blockchain reply | killexams.com existent Questions and Pass4sure dumps

SyncFab has pioneered superior manufacturing community solutions for industrial OEM deliver chain program managers and hardware design engineers to more advantageous access precision ingredients construction considering that 2013. SyncFab began incorporating blockchain expertise closing yr to launch the world's first peer-to-peer industrial OEM precision manufacturing procurement platform including data protection and reconciliation functionality for truly sage manufacturing. built the consume of DLT (distributed Ledger expertise) for transaction security and checklist verification offering more suitable provide chain visibility and manage, it streamlines precision parts manufacturing procurement presenting effortless on-demand paying for, monitoring, reordering, true-time charges, construction and exceptional ply updates for an overall extra effectual provide chain procurement technique. This results in reduce advertising, administrative, and manufacturing overheads for each prototype and OEM parts consumers and suppliers manifesting the commercial manufacturing and construction give chain.

SyncFab, Boeing, and SAP on the IoT Tech ExpoSyncFab’s founding CEO, Jeremy Goodwin, currently attended the IoT Tech Expo in Silicon Valley and took Part in a excessive-level panel that mentioned trends and challenges in supply chain, sage manufacturing, the web of things, alterations impacting massive industrial OEMs, and greater. Alongside Goodwin, Dr. Al Salour, a Technical Fellow from Boeing research & expertise, and Christian Thisgaard, SAP’s VP who heads the Platform and records administration branch, were latest on the panel. The discussion changed into moderated through serial entrepreneur Jesse DeMesa, a pioneer in the Industrial web and IoT who has over 15 years’ undergo in digital initiatives.

The smart Manufacturing RevolutionThe Tech Expo attracted over 13,000 and featured over 300 speakers from across the globe. This year’s expo focused on sage manufacturing, and SyncFab changed into capable of deliver a vital message to massive agencies and industrial software groups throughout the board: When it comes to external provide chains fraught with records it really is regularly inaccessible and scattered across fragmented industries, SyncFab’s blockchain reply can carryweight the change between incentivizing more advantageous mobilization of this records and having optimized, effective, and automatic tactics in vicinity versus struggling larger charges and lessen efficiency using multi entry prostrate ERP and conventional procurement sourcing methods.

businesses like Boeing, understandably, are interested in smart manufacturing from the standpoint of an industrial OEM – how machines are built-in into computerized workflows on proprietary shop flooring, how inner provide chain services can be improved, and how to enrich information collection and analysis going ahead.

Addressing this challenge, Goodwin stated perquisite here:

“the key change is that very nearly 50 percent of what OEMs are pile is made backyard of their personal walls. whereas they can without vicissitude scan and play with the setup of their personal machines on their personal manufacturing floors, when it involves getting data from external suppliers on potential utilization costs and sharing assistance outside of that environment, that’s when things delivery to pickup problematic. That’s where they proffer a solution.”

Goodwin’s quote made transparent that it is just with an reply reminiscent of SyncFab that records sharing, process optimization, and workflow integration across disparate manufacturers and suppliers may furthermore be in fact done.

present ChallengesAerospace and OEMsAccording to SyncFab, the manufacturing trade in developed nations, together with in the US, has underinvested in capital machine and over the past 30 years, and they at the moment are at a degree the spot the depreciated construction property are in want of alternative. This ability that investments on IT infrastructure updates are going to coincide with colossal investments by means of industrial OEMs on manufacturing paraphernalia on modern tech equivalent to robotics and greater computing processing vigor. This capacity tall corporations that signify closely on external manufacturers and supply chain partners actually exigency to ramp up their analytics and system-improvement initiatives to be able to pickup extra out of their exterior supply chains.

besides the fact that children cross-trade and move-organisation collaboration are big developments within the manufacturing house nowadays, lots of technologies being used in these fields are nonetheless modern and piecemeal, and effortless integrations enact not yet exist between them. For tremendous aerospace producers like Boeing and Airbus, they are sometimes nonetheless confronted with the consume of piecemeal solutions to long-standing problems. by using having everything approach together on one platform, and by course of making the stream from manufacturing to sage manufacturing using granular data on every step of the manufacturing and supply system, these tremendous OEMs could be stronger in a position to optimize methods over time.

inserting this challenge in context, Goodwin cited perquisite here:

“machine getting to know and synthetic intelligence present restrict utility without satisfactory facts to apply to it. From their standpoint, they [talk about] how blockchain can incentivize more mobilization of information it's stuck in those silos across fragmented industries and consequently inaccessible to constrain the optimization and stronger automation of methods. it truly is what  should soundless reveal very compelling to Aerospace manufacturers like Airbus, Boeing, Embraer, GE, Honeywell, Lockheed Martin, Raytheon, SpaceX, United applied sciences and greater.”

enterprise SoftwareOn the enterprise software aspect, Goodwin mentioned that they're “doing wonderful things,” however SyncFab differentiates itself because the next step within the evolution of inventory techniques that are at present in commonplace consume with ERPs. via implementing programs that may sprint independently regardless of the user base, SyncFab’s distributed ledger can track no longer simply individual parts however precise clients and suppliers as neatly, thereby bringing about vast designate downs with respect to how inventories are filled and accounted for.

The advantages of dispensed LedgersWith distributed ledgers and blockchain expertise, the double disburse equivalent varied-entry quandary that arises with groups allowing multiple entry for a similar Part is readily eradicated.  dispensed ledgers most effectual enable authentication with one single, unique entry for every part, person, or enterprise, thereby expanding accuracy and cost rate reductions when it involves stock management.

What the longer term HoldsA fresh study by course of ABI analysis suggests that blockchain know-how will advocate generate over $10 billion in revenues by course of 2023, and the key explanation for this can be the adoption of the Blockchain-as-a-provider thought by means of tech corporations akin to IBM, Microsoft, Amazon, SAP, HPE, and Oracle. the bulk of these rate reductions will accrue from the resolution of concerns concerning transparency, efficiency, and charge for these and other huge companies that invoke blockchain options alongside their provide chains and in other places. With admire to manufacturing and industrial automation, despite the fact, with its completely-practical blockchain reply for half suppliers and buyers, SyncFab is already bringing a few revolution for manufacturers global.

SyncFab within the higher Blockchain SpaceSyncFab entered the blockchain industry as it turned into accomplishing maturity and getting ready for expert development. Goodwin stated that we're at present within the later-stage maturation of blockchain, and with activities comparable to forks and regulatory debates, what is going to finally revolve up is that despicable actors may be weeded out from the market, and most effectual those with sound choices and superior items or services could be in a position to carve out niches for themselves of their respective industries.

Goodwin predicts that by the conclusion of 2018, loads of would-be institutional members will exhibit end-of-12 months consolidation. He believes that, for the medium term, blockchain and cryptocurrency are perquisite here to dwell, however at the moment, agencies working during this space should weather the storm so as to be able to advantage from precise possibilities and use-situations for blockchain in 2019 and past.

Goodwin might be offering within the Blockchain Certification at the upcoming IoT Evolution Expo, taking location in toes. Lauderdale Florida, January 29 to February 1. click on perquisite here to register now.

Edited by course of Ken Briodagh


wise Cities Market charge $717.2 Billion by 2023 - exclusive record by MarketsandMarkets™ | killexams.com existent Questions and Pass4sure dumps

CHICAGO, January four, 2019 /PRNewswire by means of COMTEX/ -- CHICAGO, January 4, 2019 /PRNewswire/ --

in accordance with a modern market analysis document "smart Cities Market by sage Transportation (class, options and functions), sage structures (category, options and features), sage Utilities (type, solutions and features), sage national services, and spot - global Forecast to 2023", published via MarketsandMarkets™, the smart Cities Market dimension is anticipated to grow from USD 308.0 billion in 2018 to USD 717.2 billion by using 2023, at a Compound Annual extend expense (CAGR) of 18.four% during the forecast period.

     (emblem: https://mma.prnewswire.com/media/660509/MarketsandMarkets_Logo.jpg )

do not fail to notice company alternatives in sensible Cities Market.

speak to Their Analyst and gain vital commerce insights in an pains to assist your company grow:

https://www.marketsandmarkets.com/speaktoanalystNew.asp?id=542

The adoption rate of smart cities options is anticipated to grow, as a result of the increasing require for public safeguard and communications infrastructure, transforming into number of national empowerment and engagement, and rising city population.

Browse in-depth TOC on " sensible Cities Market "

one zero five - Tables  

113 - Figures  

255 - Pages  

among focal point areas, the smart national capabilities section to grow on the maximum CAGR All over the forecast duration 

In smart cities, technologies corresponding to video surveillance, DNA phenotyping, and real-time registration number plate and facial focus are known for public defense, thereby indicating the want for surveillance to be inescapable citizens' safety. Public defense now not best comprises greater crime combating, however additionally gives a safer circumstance for first responders. among secure city technologies, drones are heavily sought after; for example, the los angeles hearth fork used drones for the first time to precisely music the direction of the Skirball fireplace for holding firefighters secure, assessing damages, and combating wildfires.

View more exact TOC @ https://www.marketsandmarkets.com/Market-stories/wise-cities-market-542.html

in terms of regions, Asia Pacific (APAC) is anticipated to account for the largest market size All the course through the forecast duration 

APAC is anticipated to be the leading revenue contributor to the sensible Cities Market. The extend in this region is expected to be pushed with the aid of the expanding require for sage cities solutions, similar to related cars, pile energy optimization, and distribution management equipment. furthermore, a huge number of diminutive avid gamers is catering to the APAC smart Cities Market, making it one of the most fastest-transforming into regions. The deployment of sensible cities options in discrete segments, comparable to sage transportation, sage buildings, sage utilities, and sage national services, is already on the upward thrust in APAC.

Request at no cost pattern document @ https://www.marketsandmarkets.com/requestsampleNew.asp?identification=542

in the smart Cities Market, the well-known thing and rising market gamers encompass Cisco methods (US), IBM (US), Siemens AG (Germany), Schneider electric (France), Ericsson (Sweden), Vodafone (UK), Itron Inc. (US), Verizon (US), Telensa (England), ABB (Switzerland), Honeywell overseas Inc. (US), SAP SE (Germany), KAPSCH community (Austria), and AGT foreign (Switzerland).

Browse adjacent Markets @ Mobility and Telecom Market analysis reviews & Consulting

About MarketsandMarkets™  

MarketsandMarkets™ provides quantified B2B research on 30,000 extravagant boom region of interest alternatives/threats in order to influence 70% to 80% of global companies' revenues. at present servicing 7500 consumers worldwide together with eighty% of world Fortune a thousand organizations as consumers. virtually 75,000 excellent officers throughout eight industries international approach MarketsandMarkets™ for his or her painpoints round revenues decisions.

Our 850 fulltime analyst and SMEs at MarketsandMarkets™ are tracking international high growth markets following the "boom tryst model - GEM". The GEM goals at proactive collaboration with the purchasers to establish modern opportunities, establish most crucial consumers, write "attack, evade and shelter" thoughts, establish sources of incremental revenues for both the enterprise and its rivals. MarketsandMarkets™ now arising with 1,500 MicroQuadrants (Positioning first-rate avid gamers across leaders, emerging groups, innovators, strategic players) yearly in extravagant extend rising segments. MarketsandMarkets™ is determined to advantage greater than 10,000 groups this yr for their income planning and aid them purloin their improvements/disruptions early to the market by means of providing them analysis forward of the curve.

MarketsandMarkets's flagship competitive intelligence and market research platform, "abilities store" connects over 200,000 markets and entire value chains for deeper realizing of the unmet insights together with market sizing and forecasts of region of interest markets.

Contact: Mr. Shelly Singh MarketsandMarkets™ INC. 630 Dundee road Suite 430 Northbrook, IL 60062 u . s . a .: +1-888-600-6441 e mail: earnings@marketsandmarkets.com analysis insight: https://www.marketsandmarkets.com/ResearchInsight/smart-cities-market.asp 

discuss with Their site: https://www.marketsandmarkets.com

source MarketsandMarkets

Copyright (C) 2019 PR Newswire. All rights reserved


00M-232 IBM Solutions for Smart commerce Sales(R) Mastery Test v1

Study pilot Prepared by Killexams.com IBM Dumps Experts


Killexams.com 00M-232 Dumps and existent Questions

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00M-232 exam Dumps Source : IBM Solutions for Smart commerce Sales(R) Mastery Test v1

Test Code : 00M-232
Test cognomen : IBM Solutions for Smart commerce Sales(R) Mastery Test v1
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exam questions : 25 existent Questions

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THE modern WORKER ELITE Technicians are taking on a bigger role and commanding modern respect as the core employees of the Information Age. | killexams.com existent questions and Pass4sure dumps

(FORTUNE Magazine) – Chances are pretty first-rate that Beth Malloy will play a major role in making a scientific discovery that may one day reclaim 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 organize in plasma, the substances that when cloned profile the pile blocks of biotech drugs. A decade ago the mastery of such esoteric procedures was the province of Nobel laureates. Now, Malloy, a chemist with a master's degree from San Francisco state University, and many of Genentech's 369 other science technologists fulfill these miracles routinely. She and her colleagues are but a diminutive Part of the big and rapidly growing population of technicians -- a modern worker elite who are transforming the American labor constrain 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 weight 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 travail constrain as a entire -- to some 20 million. With one out of every four modern 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 delineate a fifth of total employment within a decade (see chart). The convergence of two big forces are giving technicians modern importance. First, increasingly powerful, versatile, and user-friendly modern technologies -- from the software that electronics technicians consume to test printed circuitboards to the automated protein analyzers Beth Malloy programs to sprint experiments -- are eliminating the exigency for workers to fulfill many time- consuming routine tasks, the donkey travail of the advanced industrial age. Thus they are freed to tackle more challenging activities that require judgment and skills. Second, as more companies reckon on technology to abet purge attribute defects, hurry up product development, and ameliorate customer service, technicians become the front-line workers they depend on. So thoroughly has technology suffused the workplace that technical workers are nascence 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 nascence to gain a modern appreciation for the travail technicians enact -- and their insights into how it should be done. In the modern economy, says Michael Arthur, a management professor at Suffolk University in Boston, it is competence rather than a spot in a hierarchical pecking order that defines an employee's value: "Technical occupations are becoming the modern anchor for people's careers." Who better for the smart employer to enlist in the pains to gain a competitive edge than those who actually man the paraphernalia that will carry us into the future? Technical workers abet 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 hold your commerce running, and they yield the dazzling computer-graphic presentations that abet your sales constrain land modern customers. Technicians bring varying levels of formal education and credentials to their work. Many enter technical fields with no more than a high school diploma and a splash of training acquired on the job. Since the smaller armed forces of today no longer revolve out technicians in the numbers they did during the glacial 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 absorb a four-year university education or advanced degrees. According to projections made by BLS economist Kristina J. Shelley, the number of college graduates who purloin 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 modern economy requires that technical workers -- and the companies that employ them -- adopt a modern mindset. Because many technicians enter the labor constrain as hourly employees, they too often view the travail they enact as a job instead of as the foundation of a career. The distinction is growing more critical. Jobholders, Suffolk University's Arthur explains, fulfill a limited scope of tasks within the context of a specific organization. Careerists, by contrast, define themselves by the cluster of skills they bring to their travail -- 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 travail on. And companies that would harness their talents must learn modern lessons of how to manage, motivate, and reward them accordingly.

-- Give your technical workers latitude to grow -- or someone else will. Richard Mixon, 41, is one of the modern 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 absorb a broad enough spectrum of skills to be able to appropriate 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 even 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 relate 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 notice that printed-circuit technology was nascence to spread to many other industries besides computers -- and with it, his opportunities to purloin on more challenging projects. So when he erudite 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 high-tail exposed Mixon to the kindly of travail 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 animated assignments, Mixon assisted electronics design engineers in developing circuitboards that would retreat into the latest geologic data-acquisition equipment. Despite the challenge, after a while Mixon could notice no further career advancement awaiting him at Schlumberger, so he began to spy for opportunities outside the company. A recruiter sounded him out about stirring 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 modern circuitry, he is the point man delegated to travail with manufacturing to bring the modern gear quickly into production. And he's always on the lookout for modern tasks to purloin on. Says Mixon: "It's better to quiz for forgiveness than for permission." Mixon's ultimate goal is to build on the broad technical base by starting his own business.

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-- Technical workers are stirring from the back office to the customer interface. With the modern corporate focus on customer satisfaction, companies like TIE Communications, a telecommunications paraphernalia 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 modern markets that the tall regional phone companies are leaving behind. But executives at TIE's headquarters in Overland Park, Kansas, realized that growth would not approach simply by pushing more hardware. They furthermore needed to distinguish their company with superior customer service. Falling prices for telecom gear were bringing products like videoteleconferencing paraphernalia and advanced multiplexers for data transmission within achieve of the diminutive and midsize businesses that TIE targets. Problem was, the new, integrated black-box telephony is intimidatingly complex, some of it far beyond the servicing capabilities of many of TIE's 400 technicians. Says executive vice president Eric Carter: "Unless they did a better job of training them, their technicians would drive clients away." TIE set out to mold All of its technical service reps into, as Carter puts it, "ambassadors to the customers." The company contracted with the Corporate Educational Services division of DeVry Institute of Technology, a leading for- profit technical training academy that operates 13 schools throughout North America, to abet design a curriculum. In addition to providing its technicians with a firm grounding in how the tangled modern circuitry and software work, TIE wanted the modern courses to ameliorate their communications skills so that they could abet sell customers on modern products and services. The training, which began final fall, brings groups of some 20 service reps from TIE's 58 district offices to Overland Park during the first two weeks of each month. TIE plans to cycle All of its technical workers through each of three progressively more advanced levels of training over the coming six years. An added profit of this instruction: By mingling with colleagues from different offices, the customer service techs swap war stories on problems they've encountered in the domain and purloin hands-on solutions back to work. Technicians who absorb been through the training's first aspect are enthusiastic: Steve Barbier, 32, an eight-year TIE veteran in the St. Louis office, says the program "turned on major light bulbs." Barbier is a high school graduate who had worked his course up from the lowly $4.25-per-hour job of pulling cables to a skilled $16-an-hour position supervising modern installations and more sophisticated paraphernalia 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 purloin five steps back to avoid a problem, I now purloin two steps forward with a modern solution that helps the customer, TIE, and me."

-- Today's technicians are tomorrow's executives. Some organizations are starting to execute the mastery of a technical speciality the prerequisite for career growth. At Union Pacific, for example, All modern employees who aspire to a management position must first become a "data integrity analyst." Why the hurdle? Union Pacific carries 13,000 shipments a day on 700 trains running on 19,000 miles of track. Coordinating that massive traffic flow poses a huge data management challenge, one that required a modern approach to the rail business. Says national customer services vice president Jim Damman: "We saw that the company's future growth would depend more on the ability of their managers to be masters of technical data rather than overseers of the hourly workers." Since 1986, Union Pacific has been replacing the paper mountain of shipping orders, bills of lading, and invoices it once swapped with its customers and their shipping agents with a computerized electronic data interchange (EDI) system it has developed. Now, some two-thirds of All the railroad's client communications -- up from just 3% eight years ago -- are managed via EDI from a sole customer-service heart in St. Louis rather than through the 40 offices that formerly handled the unwieldy paper flow. Empowered by EDI, the data integrity analysts hold tabs on All of the customers' contacts with the railroad. They create minute electronic profiles for each shipper that permit the customer service representatives to facilitate order taking or resolve questions. They furthermore provide the information that dispatchers in Omaha consume to track shipments and that clerks in accounting reckon on for accurate billing information. Just as valuable as the huge improvement in efficiency that EDI has wrought (employee productivity at the St. Louis heart is up 300% since 1986) are the fabulously affluent strategic uses Union Pacific can execute of the amassed data. The railroad's goal is to mine that treasure-trove to be able to proffer customers higher value-added services tailored to their needs. Thus, veterans of the data integrity job, like Robyn Bohnert, are promoted to the more advanced technical roles of finding ways to organize the data for modern commerce uses. Hired as a customer service representative in 1990, Bohnert, now 26, spent two years as a data integrity analyst. final February she advanced to a position as project manager for modern systems development, which pays her some $35,000 a year. Her job draws heavily not only on her technological skills but furthermore on her learning of marketing. She uses the EDI customer profiles to build modern databases that might, say, abet a team that works with grain commodity shippers uncover evolving patterns in their usage of the railroad's services and sell them on modern ones. She has furthermore build her technical talent to consume in helping Union Pacific ameliorate 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 nascence 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 mercurial 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 final October, Kellogg, 26, is amenable for the hardware and software that together execute up AC&P's electronic umbilical cord to the 60 architects, drafters, and sales and administrative advocate staff in Atlanta and Washington. The job demands plenary consume of the programming, systems-analysis, and electronics-maintenance skills he acquired in the Coast Guard and later developed at a technical institute. Keeping the system running and handholding the firm's neophyte computer users would be job enough to earn Kellogg his $30,000 annual compensation. But he must furthermore hold data stirring 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 furthermore accommodate the sales constrain and allow the folks in accounting to track invoices, payments, and payrolls. Says Kellogg: "The payoff from the modern technology comes when the entire organization applies its power to travail in dramatically modern ways." Kellogg is the one who makes sure that AC&P capitalizes fully on technological advances. To that end, he has formed a power-users' group, a | committee made up of staffers who are masters of the intricacies of the system. He calls on them to lead monthly training sessions open to All employees to quicken the spread of the best practices throughout the firm. Kellogg is furthermore busily scouting out the newest hardware and applications software that will hold his firm on the cutting edge of technology. So well-known enact AC&P partners notice that stint that they now comprise Kellogg in All their weekly meetings. "I notice no circumscribe 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 absorb seldom been better. That's because, as Tom Blunt, a manufacturing consultant from Louisville, puts it: "Employers who automate but purloin people out of the process are lobotomizing their factories. A human is the cheapest, lightest, totally flexible and reprogrammable machine money can buy." Rockwell International's Allen-Bradley unit, a maker of industrial automation paraphernalia since 1903, is getting more than its money's worth from the 140 technicians who operate its modern 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 pile in-house the specialized circuitboards its products lacked, the company would continue to lose market partake to nimbler foreign companies. The challenge Allen-Bradley set for itself in developing EMS was formidable. The company offers 50 different product lines, and each would require several different boards of varying size and configuration. No company had ever produced so big a fuse of such complicated 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 modern kindly of worker would it purloin to retreat 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 diminutive thinking. Working in EMS would be another myth entirely. It demands that the specialist understand how the process operates in its entirety and be able to intervene whenever trouble arises. "Technicians are the doctors of the system," says Larry Yost, the senior vice president for the operations group that developed EMS. "They absorb to be able to respond to the countless ways the paraphernalia 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 modern technical skills. For Larry Hanson, 51, who joined the company out of high school in 1961 as an assembler, the modern opening was a godsend. For years Hanson hungered to shun the tedium of his factory job, but with a growing family to advocate he couldn't afford to give up the job he had and high-tail 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 ameliorate 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 course of joining this project," he says. Together with the other volunteers chosen for EMS, Hanson erudite on the job how to sequence the flow of circuitboards through the system, spot potential defects in the spacing of components packed as nigh as 0.02-inch apart, and purge the bottlenecks that could unhurried production. They furthermore 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, commerce strategy, and team-building skills. Says technician Hanson of his modern role: "My job is fascinating. There's not a day that doesn't hover by."

-- Technical workers require recognition. As with most people who purloin pride in their work, technical specialists value recognition nearly as much as first-rate pay. And today they absorb more options to pickup both. Office paraphernalia repair technicians, nurses who provide home health keeping services, and computer-aided realistic artists and drafters, among many others, are discovering modern outlets of career satisfaction by taking jobs in smaller companies whose principal commerce is to provide technical services. Rather than toil unappreciated for employers who fail to confess the contribution they make, they are enjoying both the opening to stretch their abilities and the rewards that approach with it in specialized firms. Dixie Williams, a paralegal by training, has accelerated her career from a stall to the mercurial track by making such a high-tail to a litigation advocate services firm in Houston called Looney & Co. A 29-year-old Dallas indigenous with the energy of a Texas twister, Williams is a college graduate who earned her paralegal certification by attending school five hours a night, five nights a week, for seven months while holding a full-time day job. like most paralegals, she hired on with a law firm, in her case an $18,500 a year position -- the going rate in 1987 -- with a prominent Dallas practice. Not long into the job, however, Williams discovered the frustrations that approach with being a junior professional in an outfit sprint by temperamental, big- ego attorneys. She expected to enact research, interviewing witnesses, drafting pleadings, or assisting at trial as she was trained to do. Instead, her supervisor, whom Williams calls the "dungeon master," assigned her to a senior ally who gave her stultifying tasks like summarizing depositions and indexing documents. More grating for her was watching the choicer assignments -- ones she felt qualified for -- retreat 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 espritdecorps improved dramatically after she successfully lobbied to be transferred to a job assisting another partner, who trusted her to purloin on a bigger role. She was given day-to-day oversight for some of the larger cases the ally supervised but which required only occasional direct involvement by an attorney. She furthermore took it upon herself to learn how to research cases using the modern computers the firm began to acquire in the late 1980s. Her modern 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 accommodate 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 tall 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 drill the power of computers and the optical scanner technology that converts text on paper documents into digital profile the computers can "read." Few law firms would be able to execute enough consume of the computer technology to warrant the expense of purchasing it. By acquiring the latest paraphernalia and hiring paralegals to consume it to enact 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 involved to Cut their legal bills. Impressed with Dixie's computer know-how and paralegal skills, Looney hired her. Once aboard with Looney & Co. in 1992, nothing was going to hold Dixie back. She started in the Houston office, training other paralegals in the consume of the paraphernalia and in the legal procedures to which it would be applied. Within a year, Looney made her the office manager and build her in permeate of hiring All the paralegals -- who now total 30 -- to staff three other offices he had opened throughout Texas. Williams's career switch has not just freed her from the frustrations of dealing with curmudgeonly "dungeon masters." With Looney & Co. revenues growing by some 20% a year to $7.7 million in 1993, she expects that her earnings will soon leave those of the "baby attorneys" in the dust. The modern power of the technical travail constrain is not only liberating employees from the monotony of the industrial age, but it is furthermore providing companies with the know-how to alter their destiny -- to execute competitive leaps, to shatter into modern markets, and to proffer their employees wider horizons and far more opening than any generation of workers has encountered before.

CHART: NOT AVAILABLE CREDIT: FORTUNE TABLE/SOURCE: BUREAU OF LABOR STATISTICS CAPTION: HOW THEY'RE GROWING Job growth for technicians will far outpace that for other workers over the coming decade, with paralegals and medical technicians setting the pace.


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Software withdrawal: Selected IBM Tivoli System Automation Multiplatforms Part numbers | killexams.com existent questions and Pass4sure dumps

Effective on January 11, 2006, IBM will withdraw a selected program from marketing for the following program licensed under the IBM International Program License Agreement (IPLA).

Program-model Description

5698-SAL IBM Tivoli(R) System Auto for Multiplatforms V1.2.0Effective on January 11, 2006, IBM will withdraw from marketing the following parts licensed under the IBM IPLA.

Program Part PartProgram cognomen number description number

IBM Tivoli 5698-SAL IBM Tivoli D520XLLSystem Auto Systemfor AutomationMultiplatforms MltpltfV1.2.0 zSeries(R) ProcLic+SW Maint12 Months

IBM Tivoli 5698-SAL IBM Tivoli E00M8LLSystem Auto Systemfor AutomationMultiplatforms MltpltfV1.2.0 zSeries ProcAnnual SWMaint Rnwl

IBM Tivoli 5698-SAL IBM Tivoli D520ZLLSystem Auto Systemfor AutomationMultiplatforms MltpltfV1.2.0 zSeries ProcSW MaintReinstate12 MonthsOn or after that date, you can no longer obtain the withdrawn Part numbers directly from IBM. They may be obtained on an as-available basis through IBM authorized remarketers.

Replacement information

Replacement products

None. These IBM zSeries Part numbers are no longer required. Customers may order the gauge license Part numbers.

Replacement parts

None

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Technical support

Refer to the software advocate Web site for product advocate information

http://3.ibm.com/software/support/Technical advocate is available. The cessation of advocate for these products will be announced a minimum of 12 months before the termination.

Trademarks

Tivoli, the e-business logo, and zSeries are registered trademarks of International commerce Machines Corporation in the United States or other countries or both.

Other company, product, and service names may be trademarks or service marks of others.

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