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It s fitting that I end this chapter with a positive bigcompany change story. It s also fitting that it be about PepsiCo, a company that I panned earlier in the chapter. In the late 1960s and early 1970s, PepsiCo was sold a bill of goods on the idea that it could reduce its income tax bills if it invested some of its huge cash flow from the soft drink and snack business into leasing companies, where the depreciation created by leasing large assets would create taxable losses for the corporation. It s the kind of thinking that big companies get talked into. PepsiCo purchased several leasing companies, including Chandler Leasing of Waltham, Massachusetts. Chandler specialized in leasing computer equipment, but it was given the go-ahead to lease other types of assets. Because the president of Chandler liked airplanes, the company created an aircraft leasing division. Flush with Pepsi cash and huge lines of credit from Pepsi s banks, it began to lease first small aircraft, then corporate planes, and then jumbo jets. Don Kendall, CEO of PepsiCo, came around for an annual review. My inside source reported that he was half asleep during the opening segment until the presentation showed the figures on how many aircraft the company owned and the millions of dollars of debt owed to the banks.

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Industrial Limit Switches Layouts Combination Trip (Sense) and Hard Stop By-Pass Layouts Reversed Bump Bumper Geometries and Suspensions Simple Bumper Suspension Devices Three Link Planar Tension Spring Star Torsion Swing Arm Horizontal Loose Footed Leaf Spring Sliding Front Pivot Suspension Devices to Detect Motions in All Three Planes Conclusion Index

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net users and service carriers. Users who subscribe to faster access will enjoy speedier Internet experiences, and service carriers can cash in on the increased user base. Unfortunately, reality is far from ideal, since users are not getting the bandwidth advertised by providers. The Internet carriers are having a hard time balancing between upgrading infrastructure to meet Internet traffic growth and keeping shareholders happy by making profits. Not only does the bandwidth crisis apply to the Internet sector, but it also applies to voice, fax, and data traffic. Data traffic is gaining in importance over all the other sectors. Internet traffic has been growing exponentially from 1990 to 1997 compared with traditional telecommunications traffic of 10 to 17 percent in the same period. This is illustrated in Figure 4-11. There are various media such as coaxial cable, twisted pair, optical fiber, radiofrequency, satellites, and microwave wireless, but optical fiber is the only medium with enough bandwidth to handle the rapidly growing high-capacity backbone of the data storage environment in the world today. The most common fiber-optic cable is OC-48, with a transmission rate of 2.488 Gbps. The deployment of 10 Gbps in OC-192 is becoming more feasible. From a user standpoint, 2.5 or 10 Gbps may sound like enormously high bandwidth, but 2.5 Gbps can support approximately 1,600 digital subscriber line (DSL)

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his book is meant to be interesting, helpful, and educational to hobbyists, students, educators, and midlevel engineers studying or designing mobile robots that do real work It is primarily focused on mechanisms and devices that relate to vehicles that move around by themselves and actually do things autonomously, ie a robot Making a vehicle that can autonomously drive around, both indoors and out, seems, at first, like a simple thing Build a chassis, add drive wheels, steering wheels, a power source (usually batteries), some control code that includes some navigation and obstacle avoidance routines or some other way to control it, throw some bump sensors on it, and presto! a robot.

Suddenly, Mr. Kendall s eyes popped wide open as he watched the amount of aircraft assets threaten to pass the amount of soft drink assets in another few years. But worst of all, the company could be on the hook for an enormous amount of money if things went bad. (Sounds like AIG.) That amount of debt could sink the company. It was probably at that moment that the CEO decided to change his corporate strategy and rid the company of aircraft leasing. It was back to soft drinks and snacks. Nicely done, Mr. Kendall.

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