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whereas world freight traffic has increased about 7.5 percent per year in the same period.3 More- over, the end of the Cold War has brought oppor- tunities as well as challenges, opening new com- mercial aircraft markets in the former Soviet Union and Eastern Europe. In addition, NATO expan- sion will likely bring forth additional sales of mili- tary models, and economic growth in China has re- sulted in hundreds of millions of dollars worth of orders from that country in recent years. Indeed, there is ample reason to believe that the major U.S. engine makers have been quite suc- cessful in responding to recent market challenges and taking advantage of new opportunities. Build- ing on the competitive lead they established dur- ing the 1950s and 1960s, General Electric Aircraft Engines (GE) and Pratt & Whitney, the two largest firms in the industry, have come to domi- nate the market. These firms trace their roots to— and maintain significant manufacturing operations in—New England. GE began building jet engines in the late 1940s in Lynn, Massachusetts, for the U.S. Air Force. Pratt & Whitney, headquartered in Hartford, Connecticut, is an air- craft engine builder with a histo- ry in the industry going back to the 1920s. In 1997, the two firms together received 80 per- cent of all new orders for large commercial jet engines world- wide.4 GE’s Aircraft Engine di- vision’s 1998 profits weighed in at $1.7 billion, on $10 billion in sales, translating into an impres- sive 17 percent operating mar- gin for the division. For its part, Pratt & Whitney registered op- erating profits of $1.024 billion on $7.876 billion in sales in 1998, a 13 percent margin. The competitive strength of the U.S. jet engine manufacturing industry would seem to be reflected in the high value of exports per production worker in the in- dustry as a whole, which amounted to $178,085 in 1997. Similarly, value added per production worker in 1997 was $240,500, more than 50 per- cent greater than the level for U.S. manufacturing as a whole.5 This productivity premium translated into substantially higher average hourly earnings for production workers in the aircraft engine in- dustry than for other workers: $18.93 per hour in 1998 versus $13.49 per hour for overall U.S. manufacturing.6 Such observations might lead one to believe that workers in U.S. aircraft engine manufacturing es- caped the effects of globalization and deindustri- alization that traumatized workers in other manu- facturing industries and their communities during the 1980s and 1990s. By virtue of competing in a product market in which price, however impor- tant, is less so than high quality standards, firms in this industry are less easily tempted by the lure of “cheap” labor markets and less stringent regu- latory environments than their counterparts in other industries, such as consumer goods. This fact would appear to bode well for U.S. aircraft engine manufacturing workers and the cities and towns that host these manufacturing operations, but below this calm surface lies a paradox. U.S. Aircraft Engine Manufacturing Employment, 1972–1996 Employment in jet engine manufacturing slipped 19 percent between 1993 and 1997. 160 140 120 100 80 60 40 20 0 1972 1974 1976 1978 1980 1982 1984 1986 1988 1990 1992 1994 1996 Total Production workers Non-production workers 4 UMass Donahue Institute Despite the apparent competitive strength of U.S. aircraft engine manufacturers, employment in the industry fell by nearly half in less than a decade. Employment on a national level, as measured by the Census of Manufactures, peaked in 1988 at Thousands of JobsPDF Image | JET ENGINE MANUFACTURING IN NEW ENGLAND
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