. Bell telephone magazine . Finished, it willbe an attractive, reinforced concretestructure with brick and stone Christmas of this year, customerswill be dialing through the new have learned to expect no less,after having seen the Bell Systemteam going to town in those elevendays before Christmas, 1946. One of the fresh air telephone booths Editors Comment Mr. Moffett tells the story fromthe point of view of the outside ob-server. That is what we asked himto do: to write it as he saw it. But there is another story too,which in this Magazine may appro-priately supplement hi
. Bell telephone magazine . Finished, it willbe an attractive, reinforced concretestructure with brick and stone Christmas of this year, customerswill be dialing through the new have learned to expect no less,after having seen the Bell Systemteam going to town in those elevendays before Christmas, 1946. One of the fresh air telephone booths Editors Comment Mr. Moffett tells the story fromthe point of view of the outside ob-server. That is what we asked himto do: to write it as he saw it. But there is another story too,which in this Magazine may appro-priately supplement his. It is the story of the organizationzuithin the System—the integration ofdifferent units—which made it pos-sible to undertake to perform in twoweeks a task which would normallyrequire nearly a year—and then whit-tle down the two weeks to 11 days. Involved were, primarily, the Illi-nois Bell Telephone Company andthe Western Electric Company; and,to a somewhat lesser degree, the A. 246 Bell Telephone Magazine WINTER. T. & T. Company and the Bell Tele-phone Laboratories. That is a goodBell System team—and a shorterword for integration is teamwork. On that bleak Saturday morningin River Grove there were many ques-tions waiting for answers—the rightanswers. The tougher the problem,the more important was it that theanswer be the sound one. The experience and judgmentwithin A. T. & O. & E. Depart-ment, and the technical knowledge ofthe specialists at Bell Laboratories,helped Illinois Bell executives and en-gineers to determine the how and thewhy of some of the policy what and the when answers ofWestern Electric, with its Chicagodistributing house, two of its threeWorks, its Installation division, andits headquarters organization all con-centrating on the emergency, tied inwith the where which the telephonecompany answered on the spot. Andall meshed together like matchedgears. Inside one Ouonset hut^installers are working onthe first of three rowsof switch
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