Clinton St. Quarterly, Vol. 7 No. 4 | Winter 1985 (Portland)

tors ought to be concerned about that.” Are They Experienced? group called Pacifists for Full Em- ^^ployment did a research project and published a report that covers conversion of a specific project at Boeing: “Conversion of the Air-Launched Cruise Missile Plant: Where the Jobs Could Be.” The report focuses on conversion of the Air-Launched Cruise Missile plant in Kent, Washington, because the Air Force announced in 1983 that it plans to end production of this missile in Kent by 1986. According to this report, 1300 jobs will be directly affected along with 7300 employees of subcontractors who would be indirectly affected. In the event of a freeze on all Air- Launched Cruise Missile production, not only the jobs of those working in the Kent ALCM plant would be affected, but also jobs of about 10,000 people who make parts for the missiles. Two sets of criteria were used to determine industries which could be characterized as conversion industries, as noted in the ALCM report and Converting the WorkForce by Marion Anderson. First was national security. Shortage of nonrenewable fuels and the instability of the Middle East signify a need for development of renewable energy sources. The second criteria was that conversion industries should utilize skills developed by people who have worked in the military industries or—in this case—the ALCM plant. The report evaluated the prospects for conversion to rapid transit equipment, light rail equipment, wind energy and solar energy. Currently Boeing’s non-aerospace divisions include Boeing Agri-ln- dustrial Co., Boeing Environmental Products, Boeing Computer Services, Boeing Marine Systems, and Boeing’s Vertol Division, where during the ‘70s the helicopter plant was converted to a mass transit production plant. In 1970, military contracts at the Vertol plant in Pennsylvania had been dropping. With the help of the United Auto Workers Union, the plant began building electric trolley and subway cars. Boeing sold electric-powered masstransit vehicles in Boston, Chicago and San Francisco with a basically acceptable response from those cities’ transit systems. Boston’s Riverside Line showed a 19 percent increase in passengers. Boeing has not tapped the market in cities already using old trolley cars which would need replacing. In the ‘80s, ten U.S. cities are building or expanding subway systems, with more than 2800 cars needed before 1990. Boeing developed the first urban people-mover system at Morgantown, West Virginia, for use beginning in 1975. The system connected the city center to two campuses of West Virginia University with 45 driverless cars, carrying up to 21 passengers each, at a cruising speed of 30 miles per hour. A smaller system carried four million passengers at the 1975 World's Fair in Okinawa, Japan. The Vertol plant was reconverted to military helicopters by 1980, while still in the midst of demonstrating their light rail vehicles in other cities. From a business perspective, the project has not been considered successful. This has been attributed largely to unanticipated marketing problems as well as the use of costmaximization practices built into military work which run contrary to cost-minimization concepts required in a competitive marketplace. With regard to mass transit, Bruce Jay of the Vertol plant said, “We reached a point where we did not see a continuity of markets. Boeing’s expertise is to get on the production line and continue to make the same design for a number of years. One of the helicopter designs we make stems back to 1962. 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