March-April 1992 23 Lsi
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HE NSIDE TORIES Breaking the rules Teamwork, including a "Vulcan mind-meld," produced amazing results on a new family of HP computers. Passing the test Ned Barnholt, vice president and general manager of the Test and Measurement Organization, talks about the unfolding T&M revolution, page 6 Three parts, one whole 11 Chinese people in Hong Kong, Taipei and Bejing talk openly about a day when they'll be part of one vast, reunited country. Ifyou print them, they will come 14 We asked for your photos and (whew!) did you send them-more than 100 in all. Some of the best are included in this photo feature. Play it again, Len 18 HP Labs' Len Cutler gave up a promising musical career to be<.:ome the father ofthe world-famous HP atomic clock. Your Turn 21 page 22 It's another world 22 What has 75 countries, 60 currencies and is one of the most volatile parts of the world? HP's International Sales Branch. Letter from John Young 26 , .~ . .... ~ . ~ ExtraMeasure 28 ,. M.~.- .. r··'. m~ MEASURE ; lS ~ .' \\; . :'! Editor: Associa1e edilOfs: Graphic designer: Circulation: ., ." ... ., \. .' • Jay Coleman' Cornelio Bayley Thorncs J Brown Tricia Neal Chan On the cover: Jianhua Qi,- a BeHy Gerord' personnel rep In China Hewlett Packard's Beijing office, captures Measure is published six times a year for employees and associates of Hewlett-Packard Company. 11 is produced the beauty and majesty of the by Caporate Communications. Employee Communicalions Depanment. Mary Anne Easley. rncnager. Address Chinese Opera in Beijing with this correspondence 10 Measure. Hewlett-Packard Company, 2OBR. P.O Box 10301. Palo Atta. California 94304·1161 colorful photo, submitted to USA The lelephone nurnber is (415) 657-4144 Employeesshould repon changes ofaddress to their local Measure (see page 14 for more personnel department. employee photos). .j;; Copyright 1992 by Hewlett-Packard Company. Material may be reprinted with permission 'Mernber. International Association or Business Communicators (IABC) Hewletl-Packord Cornpany is on international manufacturer of measurement and compu1alion produc1s and systems recognized for excellence in Qualify and support The company's products and services are used in industry, business, engineering. science, medicine and education in approximately 100 countries HP employs 89,000 peopie worldwide and had revenue or $145 billion in its 1991 fiscal year. * Measure magazine is printed on recycled paper. MOVED LATELY? CHANGE OF ADDRESS SHOULD BE REPORTED TO YOUR PERSONNEL DEPARTMENT 2 MEASURE Teamwork, including a "Vulcan mind-meld," produced amazing results on a new family It used to take about two hours to assemble HP 9000 or HP 3000 systems and servers, but a joint manufacturing/engineering team in Roseville. California, of HP computers. including test operator Helen Nicol, reduced the time to 10 minutes. By Jay Coleman ROSEVILLE, California-When a team ofHP people here set out three years ago to revolutionize the design and manufacture ofa new line of computer systems and servers, it kept two simple rules in mind: 1. Follow the rules. 2. Ifthe rules don't make sense, break them. In June 1991 the gutsy experiment paid offwhen HP intro duced 16 business systems and servers-additions to the HP 9000 and HP 3000 computer families. The systems outperform comparably priced IBM and Digital Equipment Corporation Mar('h-April19!l~ 3 Nova products byup to six times. ~ The solution was to hreak another "We flipped all the rules aroWld and ~ rule: two separate prototype builds- produced some very hot products," o one so manufacturing could deliver the says Scott St.allard, who managed the ~ promised units lo engineering quickly engineering team. and the second to allow manufacturing In the end, the team produced some the time to debug the process. amazing results, including: Each week group members reviewed • Cutting the original cost estimate of each other's progress. Keeping the cost the product in half; low was the team's ~o.l goal. • Slashing system testing time from "When we nrst rolled up the costs 14 hours to 90 minutes; and took it to the marketing people, • Drastically paring the production line they said, 'You're out ofyour mind. ~o to one-ninth its original size; one will buy our system at that price.' " • 1tirmningthe time it takes employees says Tom Mitchell, who led the GSL to assemble and test the product from systems-management team. six hours to one; So the t.eam looked for ways to avoid • Reducing assembly time from two the "same-old-way" syndrome. hours to 10 minutes. One suggestion was to eliminate the What was so radical about the way key switch on the front of the system the Roseville team approached this pro to save money. gram-code-named Nova? The answer Abed Aoun and other Nova workers "But all of our systems have a key is an intricat.e blend of technology and assemble products in a streamlined switch," some HP people argued. sociology. area that is one-ninth its original size. "\-Vhat ifNova d.oes11 '/ have a kl'y The first step was to choose some of switch'?" the team asked marketing. the best. people from the two organiza "We'd still sell the same numher tions, the Networked Computer Manu other and held a series ofvalue-sharing of systems," marketing said. facturing Operation (NCMO) and the meetings before starting the project. Done. No key switch. General Systems Lab (GSL) within the "We did virtually everything together As the team simplified Nova's pro Sy~temsTechnology Division, and ... worked, laughed, ate and went to cesses and parts, the original system assign them to Nova full time. movies instead ofjust getting together 'TYPically. engineers work on several when we had problems," says Dave projects for a fraction oftime each, Young, NCMO engineer. "That gave us a shared commitment from the start." lilt took guts for upper "Tom Tieman. the ~ova manufactur ing project manager, and I did an imme management to take diate Vulcan mind-meld when we met," "Tom Tiernan ... and I did that trust-your-people says John Adelsbach, GSL lab manager, approach." an immediate Vulcan referring to the ability of"Star lrek's" mind-meld." 1\-1r. Spock to merge his hrain with another person's. HP envisioned became one system with Sometimes the team members' ol:\iec 16 versions-six HP gOOO Series 800 says Joe Mixsell, computer systems tives weren't the same. "For example," and 10 HP 3000 Series 900 business manufacturing manager for NCMO. says Chuck Olson, GSL manager for systems and servers. Instead of one ''The results," he says, "are fractured, Nova electronics, "the lab says 'Build high-volume produc.tion line churning including your sense of ownership." the prototype 35 fast as possihle'; man out one product) Nova evolved into Instead, the team of engineers and ufacturing says 'We need more time a more customized line-hut still production people moved next to each to debug.''' with the ability to maintain high total production volumes at very low cost. 4 MEASURE "Nova is the best prqj('ct l'wever worked on," says technician Danny Membrere. "If peoplf' on the line were here on a \"'f'ekend turning a SlTl'W, tlle managers were right beside us turning a screw. No one won'jed about tilles." V,'hile Roseville was the hub in the prqject, the spoke's reac'hed to lIP entities as far away as Boise, Idaho; Guadalajara, Mexico; Bristol, England; Grenohle. F'rance-15 HP organizations in all contributed to Nova's development. No site was more involved out<>irle the United States than Bbblingen, (iermany. Computer Systems Bi:iblingen addf'd 14 "You can take great technology andscrew it Production employees Abed Aoun and Helen Nicol worked elbow·t~lbowwith Up ... we made it work." managers (from left) Chuck Olson and Dave Young to produce the new systems. engineers to the Roseville design team. use some ofthe same RISe (reduced then developed additional Nova prod instruction-set computing) l.edmology ucts in concert with the team at the as the high-spl'ed workstations (code There's more to come BbbJingen :\1anufacturing Operation named Snakes). "Vhile Nova is one ofthe most (BMO).l11f> German R&D temn then The real key wa" the right level ofsen recent and impressive HP time-to moved to the production line-a first ior-management SUppOlt, notes aSL's market success stories, it's hardly forBMO. Tom Mitchell. t'pper-level managers the onlyone. "They frequently saw design alterna within the Computer Systems Organiza In fact, improving HP's product tives and made suggestions," says.John tion left Nova decisions to the functional generation process--how well the Connolly, GSL product-design manager. team and only got involved when the company brings the right products to "They made a major contrihution." team needed help. "It took guts for market at the right time and price The Nova team also henefitted from upper management to take that trust is one ofthe breakthrough (Hoshin) two earlier lIP successes: your-people approach," he says. goals set by President and Chief - Several memhers had worked on the Adds John Connolly, "You can take Executive Officer.JohnYoung and Frontier program, the successful Rose gn'aL tedUlology and screw it up, or you ChiefOperating Officer Dean Morton ville Terminals Division high-volume can take a great team and not do any for 1992. production line, which used a similar thing productive with it. We had great The Operations Conunittee of the concurrent-engineering and teamwork teclmology, a great team and enlight HP Management CmUlcil is guiding approach in 1987. ened management support-and we the activities ofthe ProductPrtr - Nova's development came right on made it work" - cesses Organization (PPO) under Ule heels of the relea<;e ofthe innovative Director Bill Kay.