Word: subcontractor
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Though President Donald Douglas Jr. hinted that orders from other airlines are in the works, Douglas is prudently working out a novel insurance arrangement, just in case the company does not get enough orders to break even. Douglas' subcontractors will pay the cost of developing the components that they will supply for the DC-g. If the plane makes money, they will share in profits; if not, they will absorb much of the loss. Douglas has already signed an agreement with the largest DC-9 subcontractor, de Havilland of Canada, under which de Havilland will supply $65 million worth...
...blasts' effect on radio communication. Currently under a $25 million AEC contract, E.G. & G. is reckoning results, comparing them with earlier tests dating back to 1948, programming findings for AEC computers. Because it can handle such assignments, E.G. & G. is the AEC's highest paid instrumentation subcontractor...
...engineer for the Martin Co. In 1939, ignoring scoffers who said the airframe industry was already overcrowded, he took $30,000 in savings and $135,000 in borrowed money and set up his own twelve-man shop at the St. Louis airport. After learning the ropes primarily as a subcontractor for bigger companies during World War II, McDonnell at war's end delivered the first carrier-based jet fighter -the Phantom I. Since then a $2 billion succession of Banshees, Demons and Voodoos has made McDonnell a perennial contender for the title of world's largest builder...
...become expert in the fields of guidance, communications, fire control and optics. Tom Jones, steadily moving up through the Northrop hierarchy, recommended sweeping changes to exploit the company's spectrum of esoteric knowledge. By the time he took over the presidency from Collins in 1959, Northrop had become subcontractor to the whole space age, had even erased the word "Aircraft" from its corporate title. "It made much more sense," says Jones, "to group ourselves around our special skills, and thus to take advantage of the technological fallout that followed...
...many U.S. companies do not accept the fact that if a missile is to work 75% of the time, the components made by each subcontractor must function perfectly 99% of the time. Building this kind of reliability into a product drives costs up: quality-conscious Minneapolis-Honeywell figures that its control systems add 20% to the cost of the items it makes for inertial-guidance systems. Worse yet in the eyes of manufacturers rushing to meet over-optimistic production schedules, uncompromising quality control is a time-consuming process...