Latest news with #propulsion
Yahoo
7 days ago
- Automotive
- Yahoo
Alstom to deliver propulsion components for MTA's new subway cars
Alstom is set to supply propulsion components for an additional 435 new generation subway cars, designated as the R211 series, for the Metropolitan Transportation Authority (MTA) New York City Transit (NYCT). This announcement follows the exercise of the second option with Kawasaki Rail Car. As a result, over 80% of the NYCT's fleet will be installed with Alstom's propulsion systems. The R211 series cars are part of NYCT's initiative to enhance service reliability and modernise services for its customers. The propulsion systems for the R211 subway cars will be produced at Alstom's manufacturing facility located in Hornell, New York. This site is claimed to be the largest passenger rail manufacturing plant in the US. The Hornell facility is equipped to manufacture AC traction motors, traction cases, and high-speed circuit breakers (HSCB). It also features a combined test and power laboratory, which allows for comprehensive testing and validation of components on-site, thereby improving quality control and production efficiency. Alstom Americas president Michael Keroulle said: 'Alstom is thrilled to build on our proven track record of delivering cutting-edge components that enhance the reliability and efficiency of urban transit systems. 'With the exercise of this second option, more than 80% of the New York City Transit fleet will be equipped with Alstom's propulsion system, helping trains keep millions of passengers moving to their destinations.' Alstom maintains a diverse portfolio of components, providing solutions for original equipment manufacturers, operators, and asset owners. The company's offerings include advanced systems and products such as bogies, motors, dampers, brake friction, switchgear, propulsion and auxiliary converters, transformers, and green traction solutions, as well as train control and information systems. Recently, Alstom delivered the first of 22 six-car trains for São Paulo's Line 6-Orange, produced at its Taubaté facility in Brazil. Each train can accommodate up to 2,044 passengers and achieve speeds of 90 km/h. "Alstom to deliver propulsion components for MTA's new subway cars" was originally created and published by Railway Technology, a GlobalData owned brand. The information on this site has been included in good faith for general informational purposes only. It is not intended to amount to advice on which you should rely, and we give no representation, warranty or guarantee, whether express or implied as to its accuracy or completeness. You must obtain professional or specialist advice before taking, or refraining from, any action on the basis of the content on our site. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Yahoo
7 days ago
- Business
- Yahoo
Dana to Pay Dividend on Common Stock
MAUMEE, Ohio, July 23, 2025 /PRNewswire/ -- Dana Incorporated (NYSE: DAN) announced today that its board of directors has declared a dividend on its common stock. The board declared a quarterly dividend of $0.10 per share, payable August 29, 2025, to holders of Dana common stock as of August 8. About Dana IncorporatedDana is a leader in the design and manufacture of highly efficient propulsion and energy-management solutions that power vehicles and machines in all mobility markets across the globe. The company is shaping sustainable progress through its conventional and clean-energy solutions that support nearly every vehicle manufacturer with drive and motion systems; electrodynamic technologies, including software and controls; and thermal, sealing, and digital solutions. Based in Maumee, Ohio, USA, the company reported sales of $10.3 billion in 2024 with 39,000 people in 30 countries across six continents. With a history dating to 1904, Dana was named among the "World's Most Ethical Companies" for 2025 by Ethisphere and as one of "America's Most Responsible Companies 2025" by Newsweek. The company is driven by a high-performance culture that focuses on valuing others, inspiring innovation, growing responsibly, and winning together, earning it global recognition as a top employer. Learn more at View original content to download multimedia: SOURCE Dana Incorporated Sign in to access your portfolio
Yahoo
7 days ago
- Automotive
- Yahoo
Hornell Alstom plant will manufacture 435 more propulsion systems for Kawasaki R211 cars
Over 400 more propulsion systems for R211 subway cars will be manufactured by Alstom in Hornell. The company announced July 22 that it has exercised the second option with Kawasaki Rail Car Inc. to supply propulsion components for an additional 435 new generation subway cars. The R211 series is being built for the Metropolitan Transportation Authority's New York City Transit system. The MTA has ordered a total of 1,610 R211 cars. 'Alstom is thrilled to build on our proven track record of delivering cutting-edge components that enhance the reliability and efficiency of urban transit systems,' said Michael Keroullé, President of Alstom Americas. 'With the exercise of this second option, more than 80% of the New York City Transit fleet will be equipped with Alstom's propulsion system, helping trains keep millions of passengers moving to their destinations.' Alstom's Hornell operation, which spans several different campuses, is now the largest passenger rail manufacturing site in the United States. The component plant in Hornell produces AC traction motors, traction cases and high-speed circuit breakers. It also features a combined test/power laboratory that ensures all components are rigorously tested and validated on-site, an integrated approach that enhances quality control and streamlines production, the company said. More: How new Plant 4 is impacting Hornell workforce, Alstom's pursuit of rail contracts While the R211 cars are manufactured by Kawasaki, MTA recently ordered 316 M-9A passenger railcars from Alstom, with an option for 242 more. The car body shells will be manufactured at Alstom's new Plant 4 in Hornell. The new car body shell manufacturing facility is also gearing up to handle an order from Metra, which serves Chicago and neighboring suburbs. This article originally appeared on The Evening Tribune: Alstom picks up Kawasaki option to build R211 propulsion in Hornell Solve the daily Crossword
CBS News
21-07-2025
- Business
- CBS News
Sharrow Engineering building new manufacturing facility in Metro Detroit
Sharrow Engineering and its marine division, Sharrow Marine, have announced a major expansion with a new manufacturing facility in Metro Detroit. Production at the new 60,000-square-foot facility is expected to start in September, and be fully operational by December. The site is at the Eastland Commerce Center industrial complex in Harper Woods, on the site of the former Eastland Center mall. The company said the development will more than triple its production capacity, allowing Sharrow to meet demand within the performance, commercial and defense marine markets of up to 2,000 units a month for its Sharrow Propeller. The manufacturing development complements the company's recent relocation of its headquarters to Michigan Central; and is another step toward Sharrow's commitment to the Detroit area. The company says it is "actively hiring" skilled workers, engineers and technicians in support of the expansion. "This expansion is a powerful statement about the future of propulsion technology and American manufacturing," said Greg Sharrow, Founder and CEO of Sharrow Engineering. "We're proud to grow our footprint in Detroit and continue building the most advanced propellers the world has ever seen."
Forbes
18-07-2025
- Business
- Forbes
Six Lessons Learned From Launching A Space Company From A Laundry Room
Ashi Dissanayake is CEO and Co-Founder of Spaceium. Most people assume launching a space company requires hundreds of millions in funding, massive infrastructure and a team of aerospace veterans. We started ours with an idea and a washer-dryer combo. That is not a metaphor. In the earliest days of Spaceium, we were living in a small apartment to save money. I worked from the floor with my dog's bed as a table and my cofounder Reza took calls from the laundry room, with his legs tucked into the dryer to dampen the echo. Neither of us came from business backgrounds. We were engineers. All we knew was how to build things. Even basic startup terms, such as SAFE (simple agreement for future equity), were new to us. So when we decided to create a company, we had to learn everything from scratch. We had to figure out how to raise money, how to talk to investors and how to build something the market actually wanted. But we knew there was a real problem to solve. We had experienced it firsthand. The Problem No One Was Solving Before launching our startup, we worked on rockets and propulsion systems. One of the persistent challenges we ran into was getting enough power and efficiency from propulsion systems to carry meaningful payloads. We quickly realized that propulsion was a technical bottleneck and an industry-wide constraint. We started talking to other space companies and asking questions. The more we listened, the more it became clear. Space missions were limited by fuel. Refueling infrastructure in orbit simply did not exist. It was, quite literally, a universal problem. So we began building for that need. At the time, refueling was not a priority in the industry. We had to explain what it was and why it mattered. Now, a few years later, customers come to us asking for fuel. That is how fast the industry has evolved and how urgent the problem has become. Lesson One: Move Fast And Fail Faster If you are building something in a completely new frontier, such as in-space refueling, there is no roadmap. You have to build the plane as you fly it. For us, that meant moving quickly and being willing to get things wrong. The best way we have found to accelerate learning is by failing more frequently—not recklessly but intentionally. If we can fail 10 times in a month, we gain 10 opportunities to learn. That's 10 cycles of iteration. A team that fails once a month learns far less. Especially in a sector like ours, where much of what we are doing has not been done before, the speed of learning is everything. Lesson Two: Scrappiness Beats Scale Thanks to advances in off-the-shelf components, shorter-duration mission architectures and affordable testing capabilities, you can get pretty far on a lean budget if you are scrappy. In the past, satellites had to last 15 years. Now, some are designed to last a few months, which brings down capital intensity dramatically. That changes who can play in the space economy. It is not crazy anymore to imagine someone launching a space startup from their garage. It is actually happening. Lesson Three: Listen to Customers (Even When Investors Aren't) When we first tried to raise funding, we were told repeatedly that we would fail. Investors said no one would buy fuel in space. But after every no, we would hop on a call with a potential customer and hear the opposite. One potential customer even asked us for 10 metric tons. The contrast was jarring. However, it taught us a crucial lesson. You need to trust the market, not just the money. Investors come around when customers are already in line. And that is exactly what happened to us. After many rejections, we ultimately closed an oversubscribed seed round with some of the best investors in Silicon Valley. By that time, we had customers lined up for future missions. We built our entire infrastructure based on real conversations with customers. And those conversations did not stop after the first discovery call. We spent hours with them getting beneath the surface, understanding what would make them buy, what their pain points were and what criteria mattered most. Sometimes they didn't even know what they needed until we asked the right questions. Lesson Four: Push Through the Doubt Of course, there were moments of doubt. When you send 100 emails and no one replies, it's hard not to wonder if you are wasting your time. But even the smallest glimmer of interest kept us going. One customer saying 'maybe' was enough. We told ourselves that if there is even one person who needs this, we're going to build it. That became our North Star. We weren't trying to prove ourselves to investors or compete on hype. We just wanted to solve a real problem for real customers. And when you orient around customer need, everything gets simpler. Not easier but simpler. You stop chasing the spotlight and start building what people want to buy. Lesson Five: Be Part Of Positive Change Space is no longer just about moonshots and Mars dreams. There is a thriving ecosystem of startups tackling real-world challenges closer to Earth. From space-based manufacturing to in-orbit servicing and satellite refueling, the infrastructure is starting to catch up to the ambitions. The number of satellites being launched is growing rapidly. Most of those satellites exist to serve Earth-based values such as climate data, wildfire detection and connectivity. That is creating an entire downstream chain of launches, servicing, repositioning and refueling. We are part of the ecosystem to support that chain. One of the things I love about this industry is the spirit of collaboration. Most companies in the space sector are trying to help each other. That is the only way the ecosystem grows. Lesson Six: Keep Going If there is one message I'd like to share with other early-stage founders, especially those building in hard tech, it is this: Talk to your customers more than you think you should. There is no magic answer to fundraising, product-market fit or momentum. Everything starts with deeply understanding the problem you're solving and who you are solving it for. If you do that, the rest (funding, hiring and scaling) gets easier. Also, do not underestimate what you can build with limited resources. Stay scrappy. Stay curious. Move fast. Get it wrong. Get it right. Repeat. I'm not saying you should work out of a laundry room. But that did work for us. Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?
