A nice place for a bit of a giggle FROM THE EDITOR

here's a special place in In any event, I thoroughly enjoyed my heart for Scotland, so my 36 hours in Scotland. The weather you'll understand my envy was mild, the scenery gorgeous, the when freelance photo­ dialects lovely and the people were grapher Chuck Fox delightfully warm. announcedT he would be vacationing When I completed my interviews, a there in August and would be happy secretary volunteered to drive me to to shoot a MEASURE assignment. the Edinburgh airport for the flight to Ironically, the story (page 15) dealt Paris. Her manager had been traveling with Caledonian MacBrayne, a ferry for the past 10 days, and the airport service that uses HP equipment for a trip would give her the chance to variety of tasks. Scotland. Ferries. It make sure that his company car was was kismet. Let me explain. in good working order. On the cover: People Four years ago, my wife, Kate, I slid into the passenger seat, look­ throughout England have and I planned to attend her family ing dapper in my Corporate navy blue known Boddingtons for its distinctive yellow and black reunion in Ireland. It was a once-in-a­ suit. She reached down to release the umbrellas, coasters and lifetime gathering of about 90 Flynns emergency brake and, instead, tripped beer cans for years. Today, from Western Ireland, Manchester, the car's fire extinguisher. the Boddington Group pubs and leisure hotels, like the England, and descendants scattered A cloud ofwhite smoke engulfed one at The Moorings, are a throughout the United States. us. I looked down to see that my nice place for "a bit of a Kate and I decided to extend the once-proper navy suit now had a giggle" or a place to con­ duct business, as HP's Tim vacation with a week in Paris-our strange powder-blue hue. Easton (left) and Bodding­ favorite city. Never able to leave HP The secretary and I brushed our­ ton's Bill Gosling do. behind completely, I arranged a 1 1/2­ selves off as best we could, and she day stopover in Scotland to research apologized profusely for her mistake a MEASURE story. during the drive to Edinburgh. She The reunion was a rousing success dropped me at the airport and I -it's impossible to gather 90 Flynns dashed onto the plane to Paris, look­ together and have it any other way­ ing a wee bit like a circus clown. before I set off alone for Scotland for "Didn't get much of a tan in Scot­ the MEASURE story. Kate and I land I see," Kate deadpanned when would meet later in Paris. we met at the Paris airport. "I guess Just outside Edinburgh is HP's the country didn't suit you." facility in South Queensferry. The On the contrary, it's a marvelous city got its name 900 years ago place, as Chuck Fox's striking photos because it was the prime ferry port show. To me, the photos capture from Edinburgh and local citizens Scotland's true beauty. loved Queen Margaret. So a ferry I'm anxious to go there again was responsible indirectly for HP's some day. There's a lot more I want Scottish presence. to learn about ferries, Ferrys and Ferry also happens to be my wife's fire extinguishers. maiden name, and her father traces his ancestry to Glasgow. Having a -Jay Coleman name like Ferry could open oneself up to a certain amount ofteasing. Kate used to explain that "It's Ferry like the boat, not the godmother."

2 MEASURE

www.HPARCHIVE.com THE INSIDE STORIES

FEATURES DEPARTMENTS 4 Hog wild for fulfillment 22 People Is HP's Computer Systems Organization com­ Retiring AI Dossola never lost mitted to improving its order-fulfillment record? interest in his 25 years of heading MEASURE roots out the answer. the HP Employees Federal Credit Union. 9 "We love them to bits" Boddington, a UK. company synonymous with 25 Your turn Page 12 beer and pubs, raises its glass in praise of HP. MEASURE readers share their views on matters of importance. 12 Manufacturing looks ahead HP has moved away from doing all manufactur­ 26 Letter from Lew Platt ing in-house. So which core competencies are HP's chairman, president and CEO critical to maintain for success? prepares employees for a CEO Hoshins "pop quiz," including a 15 An HP ferry tale review of 1994 and a look at '95. HP helps Caledonian MacBrayne, a Scottish shipping company, maintain a nearly flawless 28 ExtraMEASURE record for on-time voyages. News from around the HP world.

20 Jumping the (Hoshin) hurdles 32 Parting shot What's new about the 1995 CEO Hoshins? Take MEASURE readers share their best a look and see. personal photos.

21 One man's garbage... A Midwesterner finds a life-saving piece of HP equipment-and a piece of HP history-one fateful summer day.

24 The right connection Who are our biggest customers and competi­ tors? What are our division's new technologies? Just ask employees in Spokane.

MEASURE

Editor: MEASURE is published in mid-January, March, May, July, September and November for employees and associates Jay Coleman, ABC* of Hewlett-Packard Company. It is produced by Corporate Communications, Employee Communications section, Mary Anne Easley, manager. Address correspondence to MEASURE, Hewlett-Packard Company, 3000 Hanover Street, Associate editors: 20BR, Palo Alto, California 94304-1185 U.S.A. The telephone number is (415) 857-4144; the fax number is (415) 857-7299; Cornelia Bayley, Betty Gerard, and the Internet address is [email protected]. Mary Anne Easley

Art director: CCopyright 1994 by Hewlett-Packard Company. Material may be reprinted with permission. Annette Yatovitz *Accredited Business Communicator by the International Association of Business Communicators (IABC).

Graphic designer: Hewlett-Packard Company is an international manufacturer of measurement and computation products and systems Thomas J. Brown recognized for excellence in quality and support. HP employs 97,900 people worldwide and had revenue of $20.3 billion in its 1993 fiscal year. Photo research: Carol Parcels * MEASURE magazine is printed on recycled paper with vegetable-based ink.

November-December 1994 3

www.HPARCHIVE.com OLUTIONS

Is HP'S Computer Systems Organization committed to improving its order­ fulfillment record? MEASURE roots out the answer. Hog wild for fulfillment By David Price The sun has barely escaped the clutches of night as Brigitte Breton strides briskly up the walkway to the Rockville, Maryland, sales office. Four hundred thirteen air-miles to the north, Steve Campbell hands a boarding pass to the attendant at the gate of USAir flight 2426. It's Monday morn­ ing and he won't see his family again until 9 p.m. Friday. It is three hours earlier on the other coast ofAmerica. Sue Oliveira rises, prepares for the day and launches herself toward the Roseville, California, site. Darkness still grips the

4 MEASURE

www.HPARCHIVE.com landscape as she arrives. It will be dark again when she slips back into her car for the short drive home. Brigitte Breton. Steve Campbell. Sue Oliveira. Their stories are not unusual. Almost 150 employees of the Computer Systems Organization

'Today (these legacy systems are) held together by baling wire, chewing gum and... some

very talented people. II

(CSO) have labored full time and more for the past year. And each has done it gladly. Their cause? To fmally slash through the worst entanglement since the Gordian knot: CSO order fulfillment. Order fulfillment is the chain of Stress-reducing toys often lead (from left) Alan Colvin, Joan Sterling and Brigitte Breton to creative solutions in a CSO "war room" in Rockville, Maryland. events that begins with the "gleam in the eye" ofthe customer and ends "It's real clear to anyone who's something this complex when you when a Hewlett-Packard product is looked at it closely that we can't get have a demanding daytime job. You're hummingly addressing a business to where we need to go without a fun­ too busy stomping out fires." need. Unfortunately, navigating an damental reset." So Dick told Lew Platt, chairman, order through the current process is In the summer of 1993, Dick Love, president and CEO, that he was pre­ tougher than dog paddling through vice president and general manager of pared to reorganize csa Manufactur­ kelp. CSO order fulfillment has CSO Order Fulfillment and Manufac­ ing so he could devote most of his evolved into the leading cause of HP turing, asked Wade and a handful of time to leading a re-engineering initia­ customer and employee frustration, other HP managers-Mark Milford, tive. Lew nodded his assent, asking as well as a nagging drain on profits. Madeleine Fackler and Doug Johnson Dick to do whatever it takes to solve • "We have this composite of legacy -to step away from their jobs and this vexing problem. systems that were world-class 20 join him on a mission. He wanted "Customers tend to be very happy years ago," says Wade Clowes, a them to lead a re-engineering effort with our people, our products and pivotal member of the csa Order that would pluck the order-fulfillment our support," Lew says. "But they are Fulfillment Reengineering team. thorn from CSO's paw. And this time it increasingly concerned about order "Today it's held together by baling would be different. fulfillment. I believe this is the most wire, chewing gum and the efforts of "We'd put a lot of effort into fixing important initiative going on in the some very talented people. order fulfillment without accomplish­ company today." ing much and that was frustrating," Dick returned to his office and Dick says. "I gave it a lot of thought fired off a voice-mail message that and realized that you can't solve

November-December 1994 5

www.HPARCHIVE.com Hogs

became the shout heard 'round the • unacceptably long cycle times for world. He spoke of his commitment to systems (measured from the initial solve what had become his personal purchase order to when the solution nemesis. He said he had "silver bullets" powers on) from Lew and from Wim (Roelandts, • noncompetitive turnaround time for vice president and general manager of quotes CSO), and that he intended to use • ponderous paperwork filled with them if he had to. such oxymoronic offerings as "must­ Literally hundreds ofpeople order options" responded to his call to arms. • indecipherable and inconsistent "They all said they knew how HP's Klaus Lang (right) confers with Lothar ways of representing products to important this was to HP and that Driike of Kuehne & Nagel about the Quick­ customers they wanted to help," says Dick. ship program in Europe. • million-dollar systems that arrive After studying recommendations minus the $30 cables that link them. from consultants and companies that "We have different cultures repre­ Skip forward to 1997 when the had successfully re-engineered, Dick sented, different attitudes, different "future-state" process will be inlple­ recruited his process team leaders. kinds ofjobs," says Sue Oliveira, who mented. In this brave, new world, works on Wade's team in Roseville. cycle time will have plummeted from "People from Germany, Japan, New 40 days in 1993 to less than five days. Hampshire, Puerto Rico, Colorado, Mere seconds will elapse from the California. Everybody just walked in time an order is placed until it's "We're all in this boat together. and left their egos at the door." acknowledged. Customers will Everybody has to row " Why is CSO willing to risk its future browse electronically through a on this re-engineering effort? Look at complete catalog of CSO products, a sample of the problems that existed represented in a way that they can They represented the most logical when CSO launched the initiative: understand easily. approach to solving a worldwide, cross-functional problem that runs to the roots of the organization. Dick wanted to forge the factories (Wade), House rules and hyphens the field (Mark), factory marketing The Wall St1"eet Journal does it. So (whose guidelines MEASURE (Doug) and information technology do Newsweek, MEASURE and The follows), when adding a prefix (Madeleine). With this alignment, it Associated Press. to a word, "use a hyphen if the was no longer somebody else's fault. Business Week doesn't. Nor do prefix ends in a vowel and the Or somebody else's problem. Fortune, Forbes, The Washington word that follows begins with the "We're all in this boat together," Post or many other English­ sanle vowel." says Dick. "Everybody has to row." language publications. Unfortunately for admirers of The lead Hogs (see story on page What's at the center of this rag­ consistency, The Associated Press 8), as they call themselves, scoured ing controversy? The noble hyphen. stylebook is not the only guide in the world for team members. They Some use it, some don't. Is it town. But as in poker, when in wanted people with firsthand insight re-engineering or reengineering? doubt, the house rules. For the into the bottlenecks and frustrations It depends on what you're reading. record, the CSO Order Fulfillment of the current process. They wanted According to The Associated Reengineering team is among the people from all geographies, all func­ Press Stylebook and Libel Manual renegades who don't use a hyphen. tions and all levels.

6 MEASURE

www.HPARCHIVE.com sing popular on-line services, customers can visualize custom solu­ tions for their particular business problem. They can make decisions on price or availability based on real-time information. Inside csa, orders can be tracked easily from beginning to end. Changes can be made without disrupting the

Order fulfillment costs will have been slashed by as much as 30 percent. process. A single point of contact can answer most customer inquiries or quickly hand them off to the appropri­ Boeing's Ric Hord (left) holds an impromptu meeting with HP sales rep John Renshaw ate resource anywhere in the world. (center) and district sales manager Pat McNiff inside the fuselage of a 747. As an essential bonus, order fulfill­ ment costs will have been slashed by quarter offiscal year 1993, marshaled technology improvement initiatives; as much as 30 percent. resources for short- and intermediate­ and a concerted effort to deliver new Many people are skeptical that this term solutions. products within 10 days of ordering. dreamy vision actually will occur. Named "Stop the Bleeding," the Quickship in Europe is a sterling But this attempt is very different from first phase was a brute-force effort to phase-two accomplishment. Launched previously proposed solutions. improve cycle time and on-time deliv­ in December 1993, Quickship married "You'd think that after a year, ery, and reduce the turnaround time a third-party distributor, Kuehne & people would start to get uncomfort­ for quotations. Such Band-Aids as able and question whether we can Configuration Support Centers were really solve a problem this big," Mark applied in the United States. Some Milford says. "But I don't see that. I inventory levels were increased. csa see the momentum building instead Logistics labored hard to streamline CSO cycle time has dropped of wavering." operations and cut costs. from 60 days in 1993 to its Unfortunately, the 1997 implemen­ This application of pressure may current average of20 days. tation is more than two years away. not have stopped the bleeding. But it Fully aware of the need for imme­ certainly slowed it down. diate relief, Dick Love devised a The second phase, which is still Nagel, with a clever stocking strategy. three-phase approach that would under way, ainlS at boosting csa to a csa Europe selected about 230 keep customers hanging on until the position of parity with the rest of the mainstream products based on sales re-engineering breakthroughs occur industry. It features such projects volume and technical completeness in the third and final phase. The first as Conquest, the long-awaited con­ of the systems. A supply of these two phases, which began in the third figuration and quotation tool that finally arrived in August; information-

November-December 1994 7

www.HPARCHIVE.com Hogs

products is kept in stock and can be delivered anywhere in Europe within 10 days. Through Quickship and other pro­ grams, overall CSO cycle time has dropped from a pinnacle of 60 days in

"1 think you're absolutely on the right track. "

March 1993 to its current average of around 20 days. Although the effort has been intense and appreciated, a cycle time of five days or less is where CSO is heading. Continuous-improvement projects won't take HP there. Dick Love used a ham-and-eggs analogy to explain the kind of people he wanted­ Re-engineering will. committed people-for the CSO order-fulfillment initiative. To ensure that the right issues are being addressed, about two dozen key Dick. "But the pig is committed. customers and channel partners have Calling all Hogs I'm looking for people who are participated from the beginning, offer­ Dick Love wanted a nicknanle for committed." ing insights into the ideal future state, the re-engineering team he was A cause is just a cause without a evaluating the work in progress and forming. Inspiration arrived as he memorable nickname. But you do validating conclusions. discussed the seeds of his plan need to be careful. "1 think you're absolutely on the with an employee audience. While "1 realized not too many people right track," says Ric Hord, director of describing the type ofpeople he wanted to be called 'the Pigs,' " materiel for Boeing Computer Services. was looking for, an analogy popped says Dick. "So 1modified it a little." So, will this attempt fmally allow into his head. And a litter of Hogs was born. HP to add the line "industry-leading "With a breakfast of ham and order fulfillment" to the boilerplate eggs, the chicken is involved," said describing CSO? Dick Love is staking his 32-year HP career on it. Wade, Mark, Madeleine Germany, and moved to the United (David Price is communications and Doug are risking their reputa­ States to join the team. She thinks so. managerfor the GSO Order Fulfill­ tions. One hundred and fifty people "1 know we will have barriers and ment Reengineering Initiative. For are working at a fierce pace, intense as difficult times," she says. "But every­ more information on the project, call ants rebuilding a storm-damaged hill. body on the program is 100-percent the Hogs Information Hotline at But can they do it? Brigitte Breton committed. Ifeveryone continues telnet 447-HOGS (4647).-Editor) left herjob as a successful district to behave like we have the past 12 sales manager in Bad Homburg, months, then we will be successful. I am sure of it." M

8 MEASURE

www.HPARCHIVE.com USTOMERS

..

In the cellar of the Robin Hood Community Pub in Manchester, England, manager legh Weaver examines a sample of Boddington Bitter-one of 5,000 pints he sells each week. 66We love them to bits" By Harvey Gotliffe MANCHESTER, England-Legh some of the best of breweries Weaver doesn't mind an occasional are gone due to mergers. Today, foray into the cool cellar of his 122­ England's "Big Six" produce a pre­ Boddington, a U.K. year-old Robin Hood Community Pub. ponderance of all beers. And with company synonymous There he checks out the lines that 70,000 pubs, each company tries to with beer and pubs, raises lead from the silver beer barrels to the distinguish itself from the competition. taps upstairs. He would much prefer For years, its distinctive yellow its glass in praise of to be pumping one of the 5,000 pints and black umbrellas, coasters and • HP systems. of Boddington Bitter he serves each beer cans easily set the Boddington week to his Manchester pub regulars. Brewery apart. Founded in 1778, Legh and his wife, Ann, enjoy it was part of the northwest brewing keeping patrons happy in their cozy industry until 1989, when it sold its establishment-so much so that in manufacturing operation for £50.7 1993, they were named Management million to Whitbread Beer Company, Couple of the Year by the Boddington one of the "Big Six." Pub Company. That's when the Boddington Group Ever since the first beer was pic decided to concentrate on the produced in a British pub some 12 retail and leisure industries, and centuries ago, brewers have tried to please their clientele. However, even

November-December 1994 9

www.HPARCHIVE.com Boddington

have Whitbread brew its beers. The Boddington Pub Company is Whitbread's biggest customer. Whitbread beers account for the majority of sales at its 278 "managed" (company owned) and 197 tenanted (independently owned) pubs, and have made the Boddington Pub Company the most profitable of the group's four divisions. In 1993, the Boddington Pub Company began man­ aging Henrys Table pub restaurants from the group's Hotel and Leisure Division, and has built family venues in serene country settings like The Moorings (see front cover). The Drinks Wholesaling Division­ with 30 depots-maintains a connec- tion with the past, while the Leisure HP's Tim Easton (right), who developed the account, and Lesley Lomax (center), who man- Hotels and Health Care divisions ages it now, meet with Boddington's Les Thomas at one of Boddington's 475 pubs.

Anice place for a bit of a giggle Ah, the profound pleasures of the Jonson included pub settings in (darts). In 1495, King Henry VII local pub. You can "have a bit of a their writings. became distraught when his men giggle," "fancy a wet," eat, play and In the 1700s, great breweries were preferred darts in pubs to honing sop up local gossip. A British his­ founded, hurting smaller operations their archery skills. Gone are torian called pubs "the healthiest, and home-brew pubs. By the early old-time games like Nine Men's most human and most characteris­ 19th century, the tied-house system Morris, Flinging the Wellington tic of English institutions." emerged in which breweries bought Boot and Dwile Flonking. These revered institutions first and managed individual pubs. Today The pub is, indeed, a special appeared in the 8th century as they comprise 85 percent of England's institution. British Telecom's £5 extensions ofprivate homes, as 70,000 pubs. The remainder are free phone card depicts a pub scene brewers attracted neighbors with houses owned by "publicans" who showing a cricketer's ball landing quality beer. They became "public buy from any brewery. in a drinker's pint. The copy reads, houses" and competed with That "publican" title often is shared "The British are great sports, so churches as local centers to cele­ by spouses, and while some pubs whether one plays cricket or not, brate weddings, births or deaths. have been family-owned for genera­ one accepts that the balLmay Parliament started licensing tions, their numbers are declining. indeed disturb one's pint." "tippling houses" in 1522. To dis­ London pubs used to encourage Only occasional disturbances courage tipplers from mistakenly "the usual" by offering free (and salty) are allowed. The pub is still a entering a neighboring home, anchovies, red herrings and even retreat from life's aggravations, a pictorial hand-painted signs were caviar as thirst makers. Today, even place to gather with family and hung outside, since most people crisps (chips) cost as patrons play friends, and a home away from home. could not read. For those who dominoes, skittles (indoor bowling), Cheers! could, Shakespeare and Ben draughts (checkers) and arrers -Harvey GoUifJe

10 MEASURE

www.HPARCHIVE.com reflect Boddington's diverse approach range had a good reputation and it took over. She phones Les Thomas for the future. allowed for growth rather than every two weeks and meets with Bod­ After selling the brewery, Bodding­ replacement. "HP had a proven track dington every two months. "That way, ton changed its approach to infor­ record of working in partnership with we learn what they may be doing over mation technology. Les Thomas, other IT suppliers, and the relation­ the next six months," Lesley says. information-systems manager, explains: ship was right." As part of Boddington's support "We made a strategic decision to move Boddington has continued to turn contract, Les and his staff meet once computing to a facilities-management to HP, acquiring HP 9000 Model G50 a month with HP's Steve Goldstone, contract. That allows each of our busi­ and 817S servers for payroll, account­ support accounts manager, reviewing nesses to determine its computer ing and teleordering from each pub to any problems and developments. requirements, based on business needs." a Birmingham computer center. "There's strength in depth," Les says. To replace its mainframe, Bodding­ Although HP is huge compared "Someone in HP is an expert and ton assessed the hardware of most with Boddies, the relationship has responds to our requests, and I think major vendors of open-systems equip­ worked because HP has given the feel of Steve as part of our technical team." ment and in 1991 approached HP. of a small company with a personal In each Boddington pub, a "Cus­ , "We're strategically a small team, so touch and quick responsiveness. tomer Charter" hangs on the wall and we buy third-party expertise," Les "We were able to provide knowl­ promises to deliver quality, service, says. "As business needs changed, we edge, technology and experience to value and choice. Boddington is wanted to be in an open-systems envi­ help them through a time of rapid pleased with HP's similar commit­ ronment and came down on the side change, and did so by a partnership ment to them, and Les describes the of HP." approach to the whole process," Tim relationship best: "We love them Tim Easton, HP's account manager explains. "We have been proactive to bits!" M at the time, worked with his district with them. Our responsibilities are to manager, orry McAllister, and Bod­ look after them and be aware of (Harvey Gotliffe is a journalism pro­ dington settled on HP's 9000 business business-development changes." fessor at San Jose (California) State server as its open-systems platform. That attitude continued when Tim University and head ofthe magazine "We felt that HP offered good sys­ moved on to become a major account department.-Editor) tem support," Les says. "The product manager in 1993, and Lesley Lomax

November-December 1994 11

www.HPARCHIVE.com Manufacturing looks ahead By Betty Gerard What direction is the time-honored Cunningham at the Network Server function of manufacturing taking at Division (NSD) and Terry Pierce at HPhas moved away from Hewlett-Packard? the Roseville Networks Division­ The one clear answer is that, at the manage worldwide "supply chains" of doing all manufacturing moment, there is no single answer. activities that don't necessarily report in-house. Now the question Each of HP's diverse businesses con­ directly to them. Materials handling, tinues to evolve its own strategy, production and distribution are all is which core competencies based on its particular competitive done elsewhere. are critical to maintain environment. The movement toward consolida­ for success? Today, many stages in the produc­ tion of manufacturing at HP began tion process are pooled among divi­ in 1987 in the Computer Systems sions or "outsourced": contracted to Organization (CSO). Today, CSO outside suppliers. The outsourcing of Order Fulfillment and Manufacturing some printed-circuit assembly (PCA) under Vice President Dick Love bal­ has raised questions about how well ances production among 10 computer HP retains its necessary competency manufacturing operations worldwide. in "interconnect": PCA, integrated Other businesses have consoli- circuits and printed-circuit boards, dated a part of their manufacturing which all see processes at some level of central sites. The external contract Test and Measure- manufacturing. ment Organiza­ One impact of HP even made all its own tion (TMO), for outsourcing may screws-and they were the instance, has cen­ be the sale or clo­ best screws in the world. ters for thick-film sure of PCA as technology, has happened in surface-mount Lake Stevens, Washington; Grenoble, assembly and other strategic pro­ France; and Boise, Idaho. Several fab cesses that serve all its groups. shops also have been sold, in some It's a long way from the old days cases to former HP employees. when every HP division was a self­ Or the [mal stage of assembly now contained mini-company. At one time may take place at an HP distribution HP even made all its own screws­ center rather than at the factory. and they were the best screws in the This "postponement" means final world. Then the company decided configuration and localization is done that making screws, even superior closer to the customer, with improved screws, was not a "core competency" delivery and better use of inventory. it had to have. Final configuration might be done by But as prices have risen for produc­ a contract distribution center, as in tion equipment, and subcontactors Europe, or even by dealers or resellers. become available who can meet HP's The Personal Information Products quality standards, there's been move­ Group (PPG) does "virtual manufac­ ment away from having to do every­ turing" with no products in evidence thing in-house. on the parent division's own factory Has the pendulum swung away too floor. Manufacturing managers­ far and too fast from self-sufficiency? David Fearnhead at the Grenoble While each business owns its own Personal Computer Division, Tom

12 MEASURE

www.HPARCHIVE.com In Singapore, APCD manufacturing manager Chiet Ping Chong (center) talks with managers Chin Chye Lim (left) and Chong Heang Lee.

manufacturing strategy, there are a technical innovation, extremely high The Analytical Products Group few things that clearly must be coor­ reliability or flexibility. stresses innovation in chemical! dinated effectively across business TMO, for instance, has its own mechanical processes, with a tight boundaries. technical resources to support a high coupling of manufacturing and R&D. At the request of top management, mix of instruments produced in low That's also critical for the Inkjet the Manufacturing Council is wrestling volume, with frequent machine set-up Supplies Business Unit, which pro­ with creating an overall strategy docu­ time necessary. "What's a high-runner duces in ultra high volumes the pens ment that reflects common manufac­ to us is peanuts to CPO," says Doug that go into HP printers. The propri­ turing values and identifies common Scribner, Microwave and Communica­ etary technology is carefully protected, areas that HP needs to invest in. tions Group manufacturing manager. with minimun1 outsourcing and a Council chair is Don Curtis, The Medical Products Group is heavy investment in automation. • manufacturing manager for the Infor­ highly regulated in the United States Other CPO businesses, which mation Storage Group. "Every group's emphasize time-to-market, cost and manufacturing strategy is slightly dif­ high-volume production, have their ,. ferent," he says. "They're in different ownpattem. marketplaces, which require different In Singapore, the Asia Pacific Per­ business and [mancial models. Some "Every group's manufacturing sonal Computer Division (APCD) does are on the leading edge of technology strategy is slightly different. " production for several PPG divisions. while others deliberately trail behind A focused organizational team as 'fast followers'-which means subcontracts PC assembly but keeps different models ofinvestment." to ensure the clinical efficiency and final assembly and test in-house along Fashioning a companywide manu­ quality of products. Getting approvals with related engineering, procurement facturing policy will be a challenge. is a lengthy process, both for HP and and production control and planning. "One size does not fit all," Don says. subcontractors. As John Browne, APCD emphasizes flawless new­ Strategies vary with each business' group manufacturing manager, says, product introductions and transfers, emphasis-cost, time to market, "You can't move in and out of prod­ and launches directly into manufac- ucts easily in Medical."

November-December 1994 13

www.HPARCHIVE.com Manufacturing

turing in Singapore ofproducts com­ ing from labs of licensor divisions. NSD's Tom Cunningham says the relationship with the APCD team is one of the best he's seen. "We're really tuned into one another's needs and looking out for each other." An important discussion is going on within the manufacturing commu­ nity about which common core com­ petencies HP as a company should invest in and sustain. Production assets are expensive-how can the cost be shared among multiple users? Does HP have the right funding models for such inter-business coop­ eration? Leading-edge or industry follower? These considerations all play into business decisions about manufacturing investment. Those who are uneasy about the Larry Diehl heads LaserJet "postponement" at the North American Distribution Organiza­ trend toward outsourcing PCA point tion in San Jose, California, which does the final assembly and test of the popular printers. out that if certain capabilities are sub­ contracted and then needed in order One example of a centralized "My challenge to you," Carolyn to assure supply, it will be impossible resource that is funded by multiple said, "is to build a manufacturing to recover them quickly. businesses is the Electronic Assembly organization that's constantly obso­ Businesses that stress innovation Development Center (EADC) man­ leting itself in its current format or want to maintain ties between manu- aged by Anita Danford within the HP structure in order to be successful in Product Processes Organization (PPO). the industry. Businesses work closely with EADC "Change can be exciting. It's rebuild­ in hands-on development of tech­ ing; it's re-engineering; it's renewing. "Change can be exciting. It's nology and processes to jump-start And it's absolutely mandatory to new product lines. move forward." • rebuilding; it's re-engineering; When HP manufacturing managers The introspection by manufactur­ it's renewing. And it's absolutely met in Boise in July, they heard ing leadership is expected to set some keynote speaker Carolyn Ticknor, common directions for HP manufac­ mandatory to move forward. " general manager of the LaserJet turing, while allowing ample elbow " Printer Group, recount principles room for the special needs of each related to overall business success business. facturing and R&D designers. It is also that were first articulated by Dick Bill Kay, director of PPO, para­ hard to protect proprietary technology Hackbom, retired head of CPO: phrases a quote from hockey great completely when outsourcing. product contribution, time-to-market, Wayne Gretsky to urge the manufac­ But fast-followers adhering to stand­ leverage through partners, lowest cost turing community to look ahead. ards and open systems see resources structures and focus, with people the "What makes a top player? It's the tied up in making parts that can be enablers of change and success. ability to skate to where the puck is bought outside at the same cost or going to be. cheaper, with similar quality. Staying on "Ask yourself where the puck is the cutting edge is not a high priority. going to be for HP in three years." M

14 MEASURE

www.HPARCHIVE.com IN FOCUS

An HP ferry tale GOUROCK, Scotland-"When God made time," the Scottish saying goes, "he made plenty of it." And no company is more conscious of time than Caledonian MacBrayne, a shipping company that operates car • and passenger ferries to the islands on the Firth of Clyde-the estuary of the Clyde River-and to the Western Isles. In fact, Cal Mac, as it is known, has a rigorous daily schedule, serving 23 Scottish islands from 52 ports. What company helps Cal Mac maintain its smooth-sailing, on-time record? Hewlett-Packard. "We've been using an HP 3000 computer system for 10 years for pay­ roll and accounting," says Malcolm MacLeod, Cal Mac's information­ services manager. "Now we have an HP 9000 server to link our 23 offices for reservations, ticketing, e-mail, catering, supplies and time sheets for payroll. "The HP 9000 is central to our whole business. All of our port offices are like small work units. The HP system enables us to do far more with less paperwork because we can send information electronically to our headquarters here in Gourock." Cal Mac's routes are as short as a 5-minute shuttle service and as long as a 7-hour-and-15-minute voyage. The ferries actually serve as a life­ line to some isolated outposts, carry­ ing essential supplies to the islands and returning with livestock and produce to Scotland's mainland. Each year, Cal Mac ferries trans­ port 1 1/2 million cars and more than 6 million passengers. More than 95 percent of all voyages are completed The earth belongs unto the Lord, above on time. and all that it contains, exceptJor The Caledonian MacBrayne (Cal Cal Mac sums up its dominion of the Clyde and Western Isles. Mac) ferry Hebridean Isles sails into Uig harbor on the Scottish the Scottish Isles with a parody of the They're Caledonian MacBrayne's. M island of Skye. Cal Mac has 24th Psalm: been an HP customer for more than 10 years.

November-December 1994 15

www.HPARCHIVE.com Ferry tale

top above left above right opposite page A young family takes the The enormous mouth of the Sandy Smith (left), HP support A workman secures the MV ferry MV Caledonian Isles to MV lona opens to swallow cars account manager, meets onboard Caledonian Isles under the close Arran. The Gaels called the for the trip from Mallaig to the ferry MV Jupiter with scrutiny of some young travelers Hebrides Tir nan ag-land of Armadale on the Isle of Skye. Malcolm Macleod, Caledonian -two ofthe 6 million passengers the Ever Young. MacBrayne's information­ that Cal Mac carries each year. services manager.

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www.HPARCHIVE.com

Ferry tale

above Dutch travelers Ineke Vries (left), a teacher, and Bert De Boer, an artist, check their bearings during a ferry ride to some of the smaller Hebridean Isles, including Uig, Tarbert and Lochmaddy.

left Second mate Peter Welsh uses HP equipment to adjust the ballast for even weight distribution aboard the MV Caledonian Isles.

left Derek Johnson helps load essential supplies, including milk, bread and Bailey's Irish Cream, for the small Hebridean islands of Canna, Eigg and Rum.

opposite page The harbor at the small island of Eigg is too shallow for large ferries, so passengers on the MV Lochmar hop aboard a tender for the short ride to the island.

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L_-===:::::::::======-_WWW.HPARCI:J IVE.com

Jumping the (Hoshin) hurdles

Happy New Year! HP began its 1995 fiscal year on November 1 with a familiar set of challenges, namely President and CEO Lew Platt's three Hoshin-or breakthrough-goals (see related story on page 26). While they're companywide goals, the strategies for achieving them-and measuring success or failure -will vary from one business to another. Here are the goals and how they've changed from last year.

Financial competitiveness Goal: Grow sales and earnings per share while improving return on assets (ROA), con­ sistency of quarterly results and profit balance across all businesses. HP Employee Change: The focus last Survey results even year was on increasing our while we make tough business profit margin. This year we decisions; and (2) improving the want to achieve consistent percentage ofwomen and minorities quarterly financial performance been raised by an ever-widening gap in functional management and above. and avoid disappointing shareholders between what our customers expect While employee survey scores have (many of whom are employees), as and how we perform. The biggest improved in the last year, the upward we often do, in the second half of challenge will be solving customers' mobility of women and minorities­ the year. problems that cross our organiza­ especially in today's slow-growth tional boundaries. And fixing order environment-poses a challenge. Customer satisfaction fulfillment "will require notjust our "Clearly breakthrough thinking is Goal: Achieve a leadership position attention but all parts of the company required here," Lew says. M in customer satisfaction and loyalty working together," Lew says. across all businesses. (For more information on the 1995 Change: Order fulfillment was last Our people CEO Hoshins contact your general year's focus, but that is just part of Goal: Reassert HP's leadership as the manager.- Editor) responding to customers' needs and best place to work. earning their loyalty. The stakes have Change: No change from last year. Focus is on two areas: (1) improving

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www.HPARCHIVE.com ITIZENSHIP One man's garbage... By Cornelia Bayley

David Hughes thought his dumpster rooting days were over-that is, until one fateful day last summer when he took out the trash and came home with an HP patient-monitoring cardio­ graphy system. When he spied the instrument gleaming among the garbage, David, an electricallbiomedical engineer and computer scientist, knew that this was no ordinary trash. Says David, "I was amazed that it was fully functional -I plugged it in and it worked!" The HP 1520A was one of the first medical products that carried the HP name after HP acquired the Sanborn Company of Waltham, Massachusetts, in 1961. When a friend of David's, a chemist David Hughes uncovered a life-saving piece of HP equipment-and a piece of HP history­ from the Eastern European country of when he discovered a patient-monitoring system in a St. Louis, Missouri, dumpster.

and ship the unit to Slovakia. The But the unit never made the trip. search for the service manual led With Ron as sponsor, HP donated two him to Ron Mac Innis of HP's Medical patient-monitoring devices and all "1 was amazed that it was fully Products Group's technical marketing the accompanying cables, electrodes functional-I plugged it in and team. A 33-year HP veteran, Ron and service manuals to the cause. it worked!" worked for Sanborn before it became The crate containing the precious part ofHP. cargo was shipped to a hospital Ron now supports medical prod­ in Kospice, Slovakia, at no charge Slovakia, saw his "fmd," she told him ucts that HP no longer manufactures. by FedEx. that this HP instrument could proba­ He was pleased to hear the plans for So, whatever happened to the bly be put to use in a hospital in her the salvaged equipment. "It was instrument rescued from the dunlP­ native country. nice to know one of our old instru­ ster? It's found useful retirement in David decided to try to fmd an ments could still be useful, even HP's historical-product collection in instruction manual for the instrument though it's not cutting-edge any Palo Alto, California. M more," he says.

November-December 1994 21

www.HPARCHIVE.com PEOPLE

From handling small change to running the $400 million HP credit union, AI Dossola has had quite a career. Where credit is due By Gordon Brown Ask AI Dossola how he got started Park, California, home mentally calcu­ in the "banking" business and he'll lating changes in Major League Base­ Retiring AI Dossola never produce a shy kind of smile and say, ball batting averages within seconds "In grade school." of learning the latest stats. lost interest during 25 That's right. Because of his pen­ Frankly, AI had hoped to become years at the helm of the chant for mathematics, his teachers a professional baseball player, but HP Employees Federal asked him to collect the nickel and never quite matched the physical dime savings of his fellow students requirements. So, in 1957, after Credit Union. each week and deposit them in their college and military service, he lis­ names in a local bank. Today-at tened carefully as a friend of a friend least until his retirement on ovem­ described the ambience and oppor­ bel' 30-AI is treasurer/manager of tunities of working for a nearby HP's corporate-based $400 million company named Hewlett-Packard. Employees Federal Credit Union. For a young fellow brought up AI exhibited a penchant for numbers in a family that prized time-honored even before schoolmates entrusted virtues of loyalty and self-improvement, him with their nickels and dimes. He it sounded like a great place to get spent hours in his parents' Menlo

22 MEASURE

www.HPARCHIVE.com started. In Association have for years The 90 or so HPCU folks feel they are fact, before given the HP organiza­ part of the larger organization and the end of his tion the highest perform accordingly. (HP's payroll first year in quality ratings and other costs are reimbursed from fast-growing in every the C. . revenues.) Many of them HP, AI was category. have stayed with the organization well supervising Evidence past the HP average. Management more than a dozen for that is in staffer Loretta Shurr, for example, has people in the finance the figures. In been on the job since the 1970 start. department. its first year, But it still comes down to that About a dozen years later, the the HPCU grew steady hand on the wheel. Quite a few late Bruce Wholey returned to Palo to 2,000 members C.U.s, for example, suffered nearly AIto from Massachusetts with a rec­ and $750,000 in assets. the same fate as savings and loan ommendation that Palo AIto consider This past year saw it reach almost organizations. They took risks, partic­ the startup of a credit union similar to 53,000 members and assets of more ularly in the late 1970s, and then took that at the medical products division than $400 million. (These figures do a beating. then at Waltham. The decision to do not include other HP credit unions, What now for AI-and HPCU? Well, so was made in December of 1969, specifically two in Colorado and one he's been an active private investor with the proviso that-if it was to based in Andover serving the East­ and will devote more time to this avo­ carry the HP name-it must be ern states). cation. He also plans to spend more operated in a safe, sound, and service­ Some of the success surely arises time with his wife and their five oriented manner. Dossola, then man­ from the position that HP took early children-two still in school. ager of administrative services, was in AI's tenure when it decided that the Meanwhile, Steve Lunun has moved asked to head the new organization. credit union staffers would be HP from a diversified career in HP finan­ Its goal was to serve some 6,000 HP employees. That kind of relationship cial management-including the last people and their families in the Santa is considered unique-almost all of three years as president ofthe credit Clara Valley. the 10,000 or so C.U.'s in the United union's board of directors-to become ow, some 25 years later, what has States are staffed separately from the AI's successor. AI Dossola wrought? People who have common Because membership in the credit worked with him, either as C.D. staff bases of union is elective, it is considered by members, directors or volunteers in people some as a benefit and a useful option. various capacities, all have a very they evertheless, Steve continues to consistent viewpoint: serve. think of it along the lines of • AI has been the epitome of conser­ the fonner, and says he vative fmancial management. Risk­ will continue to explore averse is another way they describe new ways of enhancing him. that quality-in a conser- • AI has a relaxed and open style of vative mode, of course. M working with people-not at all the image of the reserved banker. (Gordon Brown, a Los • Over the years, the HP Employ­ Altos, California­ ees Federal Credit Union has based free-lance grown and prospered with excep­ wriler, is a fanner tional consistency. In fact, accord­ edilm' ofMEASURE. ing to George Newman, a C.D. -Edilor) director and retired HP treasurer, audits by the ational Credit Union

November-December 1994 23

www.HPARCHIVE.com RIGHT IDEAS The right connection By Liz Wavada products that are shaping the future of the wireless industry. And Who are our biggest customers are clamoring for more. customers and competitors? Ironically, What are our division's at a time new technologies? Just of such envi­ able success, ask employees in Spokane. employees' con­ fidence in SKD's SPOKANE, Washington-When the future was wan­ Spokane Division (SKD) a few years ing, according to ago presciently shifted its focus from the most recent HP defense to commercial business, at Employee Survey. least one thing got simpler. The They had watched as Spokane Divi­ division now builds products with solid, older products; sion R&D engineers applications even a layperson can blockbuster, new (from left) Jim Catlin, Dave Allen comprehend: testing cellular phones, products; and financial and Scott Grimmett use simple props to explain cellular phone technology. pagers and other radio-frequency (RF) resources were dis­ gadgets responsible for the turbulent bursed to other members of the utes. Employees learned about top -and very profitable-revolution in product line (Queensferry Microwave customers, the effect of long delivery personal communications. Division and Korea Instruments times on orders, the main challengers After years of producing esoteric Operation) and to other Microwave to HP market share, new technologies RF boxes understandable mainly to and Communications Group entities. and the transition from analog to digi­ those rare employees with their own The challenge taken up by a cross­ tal formats. satellite-tracking stations, SKD fmally functional team of SKD workers was One of the most popular exhibits had products people could relate to- to help employees at all levels get featured SKD products side-by-side "connected" to the realities of today's with competitors' products. marketplace. Organizers held drawings through­ After several months of planning, out the event, awarding free use and the project came together in mid- connect-time on cellular phones September, billed as manufactured by customers such as a two-day Motorola, Ericsson and okia. This "Customer way, employees got connected­ Connected literally and figuratively. Event" held in When the last swing-shift session the site's new was finished, organizers were buoyed Conference by attendance figures surpassing 80 Center. percent and an approval rating of 99 After a short percent. "Informative, fun and useful" tutorial, each were the comments most cited. The group of 50 to 60 real payoff, organizers agree, lies employees spent elsewhere-in faster time-to-market, Product­ an hour rotating higher quality and qUicker delivery. M marketing engineer through five lively Roger Kann's presentation on the wireless personal-communications exhibit booths, with (Liz Wavada is the senior commu­ market included calls from his cellular no presentation last­ nications representative for the phone to pagers held by the audience. ing more than 10 min- Spokane, Washington, site.-Editor)

24 MEASURE

www.HPARCHIVE.com YOURTURN

In praise of openness A balancing act Aggressively cautious? Congratulations for the excellent I read with great interest the letter I couldn't help but fmd it ironic (or article in the September-October from Sue Stetak in the March-April should I say confusing?) that in the MEASURE. "I'm losing my job" MEASURE concerning the apparent same issue ofMEASURE (July-August addresses that specific situation in imbalance in MEASURE stories 1994) there was an entire article an open and direct manner. featuring women. devoted to lauding Gary Eichhorn for It is really a big deal for an in-house A few months ago, I was struck by his "aggressive" ideals and his opinion magazine to approach the subject so the very small number of HP women that "you don't get respect by backing directly. I like it very much and so mentioned in either "New Hats" or down and being conservative," while, do a lot of my colleagues here in "Chart Changes." I consider both of only 15 pages later, Lew Platt is Germany. these highlights to be acknowledge­ quoted as saying, "I personally believe BARBARA WOLLNY ment of significant management that in this industry, you're either Boblingen,Germany changes and promotions. I pulled out cautious or crazy-and I prefer to 10 old issues ofMEASURE and started place this management team in the It doesn't add up counting. The final tally: of 139 names former category." Thanks for the article on fmancial mentioned, only five were women. So, which is HP? Cautious? terms (September-October). It's What does it mean? Perhaps nothing Aggressive? Cautiously aggressive? no wonder there's confusion when -or perhaps we are farther away And does that mean that being aggres­ the "cost of sales" does not include than we acknowledge from having a sive is only rewarded when it results the costs of selling. gender balance in all levels of our in success? Would an attempt at being JOHNBIRK workforce, and not just a balance in aggressive be considered "crazy" by Santa Clara, California MEASURE stories. top HP management until it was CATHY WILLIAMS proved to be successful? Or was Mississauga, Ontario Lew's statementjust a line for the I can see clearly now Canada security analysts? Is the photo on the back of the People are looking for direction September-October issue correct? and vision from HP's top management. I can see a post but no sign. Has the It's hard to sift through the mixed photo been cropped wrongly or am I messages, and you can be sure that missing something? Please send mail the managers in between-not being PETER GOSWELL Do you have comments about given one clear vision-are instead Bracknell, England something you've read in MEA­ making up their own interpretations. SURE? Send us your thoughts. BETH GORELL You're being a bit too literal, Peter. Ifwe publish your letter, you'll Santa Clara Webster's New World Dictionary receive a free MEASURE T-shirt defines "signpost" as 1. a post (one size fits most). bearing a sign, or 2. a clear indica­ Send comments to MEASURE Corrections tion; obvious clue, symptom, etc. Editor Jay Coleman (the fax num­ MEASURE apologizes for errors that MEASURE had the second definition ber and address are on page 3). appeared in the September-October in mind.-Editor Please limit your letter to about edition: 150 words, sign your name and The 1994 Deaf/Hard of Hearing give your location. We reserve Forum was held in Santa Clara, not the right to edit letters. Palo Alto; and David Higgins' name was misspelled in photo captions for the Rover story.

November-December 1994 25

www.HPARCHIVE.com LETTER FROM LEW PLATT

HP's chairman, president and CEO takes the mystery out of the CEO Hoshins and prepares employees for the next "pop" quiz.

lew (far left) joined employees for breakfast recently at the Communications Components Division site in Newark, California, prior to an onsite Components Group review.

f you've ever attended one of well we did during 1994 and what's my employee coffee-talk sessions ahead for the 1995 fiscal year that -and I conducted several began November 1. dozen during visits to HP sites Many of you know that Hoshin during 1994-you know that I merely is the Japanese word for Ialways make a point of quizzing breakthrough. Achieving a Hoshin employees on the year's CEO Hoshins goal doesn't just mean that you work -what they are and why they are so a little harder. It's a huge, multiyear important to Hewlett-Packard. hurdle that takes a companywide I do this to show everyone that I'm effort and often involves a new-even serious about these yearly "break­ radical-way of attacking a problem. through" goals and to see ifthat Hoshins help you focus on a short message has filtered down through list of priorities. Instead of a lengthy the company. list of 10 or more goals, you zero in on And just like "pop" quizzes in as few as three or even one. Many com­ school, the atmosphere sometimes panies today are learning the lesson can be intinLidating. of focus; we've used this approach That's why I'd like to devote this successfully for several'years. letter to the subject of CEO Hoshins­ For the past two years, I've deter­ why HP believes in this approach, mined the Hoshin goals with the help why Hoshins give us an advantage of the Planning and Quality Comn1it- over some of our competitors, how

26 MEASURE

www.HPARCHIVE.com tee. The 1995 Hoshins (spelled out on address the concerns that were evi­ continue to recognize the importance page 20) are significant because the dent in HP Employee Survey scores. of work/life balance and to work entire Management Staff helped As far as diversity is concerned, harder to address diversity issues. decide on the list. They truly repre­ I've seen an improvement in man­ Clearly, our work isn't finished on sent the feelings of the full staff. agers' understanding of the impor­ this CEO Hoshin. So how well did we do in 1994? tance of hiring and promoting a There's also a significant shift in Let's take the three Hoshins one by one: diverse workforce, and working with how we'll use the Hoshins in 1995: • Financial competitiveness. We set minority vendors and partners. People The Hoshins don't apply uniformly to out in '94 to increase HP's profit mar­ are realizing that it's not just a social all organizations, so each organization gin and to improve business balance can decide if the Hoshins are an issue while significantly improving asset for them and, if so, how they're going management. to address the problems. We did a good job of increasing "Financial competitiveness," "cus­ profit margins and improving the bal­ ... all employees should be able tomer satisfaction" and "our people" ance among businesses. Still, asset to see a thread that runs from may not roll off the tongue easily or management-particularly controlling their organization up to the immediately, but all employees should our inventory-was a disappointment. be able to see a thread that runs from You'll see a continued focus on this CEO level. their organization up to the CEO level. in 1995. Your manager may have a different • Order fulfillment. Our 1994 goal responsibility or something imposed label for your 1995 goals, but there was to achieve an industry leadership by a government; it's good business. should be a link that connects the position in HP's order-fulfillment While the numbers have improved, entire company. process-the string of events from they're not as dramatic as I'd hoped. Those are my top priorities for the the moment customers place an order What's new for 1995? You can read year. I hope that you see their rele­ until the equipment is delivered and about the changes on page 20, but let vance to your own job and your goals paid for. me comment on each of the three for HP in 1995. Again, overall we did a fine job of Hoshins: Now, who's ready for a pop quiz? analyzing the problem and proposing • Financial competitiveness. The short-term strategies to fix critical emphasis still is on managing our problems and long-term strategies to assets well and achieving good profit achieve real leadership. Because of margins. There's a new emphasis on this progress, you'll see that our focus the consistency of our quarter-to­ is shifting for 1995. quarter results. • Our people. We wanted to reassert • Customer satisfaction. Order ful­ HP's leadership as the best place fillment is only one of the many ways to work. you measure customer satisfaction. The most positive result was that We need to expand our perspective we gave a lot of attention and visibil­ to maintain our lead in customer ity to just what the HP way is, and the satisfaction. management team worked hard to • Our people. The changes here aren't particularly significant. We want to

November-December 1994 27

www.HPARCHIVE.com EXTRA MEASURE

It was a Kodak moment In a busy American airport, one of Tom's photos on a a dropped camera might projector screen. have found its way to a Someone found the lost trash can but never back camera and turned it in to its owner. Not so in to a newspaper, which pro­ Hachioji, Japan, a busy sub­ cessed the film. One photo urb ofTokyo. showed Jim seated at his In June, HP Loveland's desk with the name card of Tom Feldkamp was visiting his secretary, Rie Sumatsu, former Lovelander Jim clearly visible in the back­ Armentrout at the HP plant ground. A reporter called in Hachioji. Dashing to the HP plant in Hachioji catch a train, Tom dropped and located Jim. his disposable camera, Jim repaid the kindness which contained sightsee­ with a letter of thanks to ing pictures. He never the newspaper and a $50 expected to see them. gift certificate to a popular A diligent reporter used these photos to track down Tom Feldkamp Tom forgot about the store in Japan. (right), who lost his camera while visiting Jim Armentrout in Japan. canlera until Jim came to Loveland in August for a (Thanks to Jim Willard, management meeting. Jim public relations manager asked Tom to tell the cam­ at HP's Loveland, Colorado, era story to the group, then site,jor this story.-Editor] Putting theory into practice surprised him by flashing PHILADELPHIA, Pennsyl­ signal generators, ampli­ vania-Many university fiers, power supplies­ engineering students spend they're very technically as much as three years learn­ sophisticated," says Robert ing about theory before they Quinn, Drexel engineering ever touch any hardware. professor. At Drexel University here, The professor also has they get a class assignment seen a 50 percent improve­ on their first day: Design ment in student retention a bridge. rates because "kids (used to) Under a program begun quit before they found out five years ago, first- and what it's truly like to be an second-year engineering engineer," he said. students spend at least three hours a week in Drexel's high-tech engi­ neering lab, which is fully equipped with HP test-and­ measurement equipment. "Our freshmen know how to use oscilloscopes, Drexel University Engineering Lab Manager Wayne Hill (right) and HP sales engineer Kevin Gillespie examine the HP-equipped lab.

28 MEASURE

www.HPARCHIVE.com Emergency workers at the site of the collapsed apartment building (left) and in the emergency operation command center use futuristic products in the video Synergies to demonstrate how technology might evolve in the next few years.

A jolting look at the future A pre-dawn earthquake jolts The dramatic scene technically possible and available for employee view­ metropolitan Los Angeles, captures the essence of probable in the next five to ing, too. If you're interested California, in the year 2001. Synergies, a new video 10 years, and the role HP in seeing the video, contact Rescue workers use from Corporate Marketing might play. your general manager. more than 50 technologies Communications. The video While the video is aimed or products-some quite -part ofthe Project 2000 primarily at customers and futuristic-to handle the campaign-shows what's potential customers, it's emergency.

Afund-raiser that shines Some ofHP's top execu­ Executive Waxing Service" tives, including CEO Lew and waxed eight employee Platt, literally took a hands­ cars during a lunch period. on approach to support the The proceeds they raised annual United Way fund­ went to the local United raiser at Corporate Offices Way campaign fund. in Palo Alto, California, How well did the "3 Guys" in October. do in the car-waxing busi­ Lew, Bob Wayman, vice ness? Gary Geer, a facilities president offmance and specialist whose car got administration, and Jack the executive touch, joked, Brigham, vice president of ''I'm glad they make their Corporate Affairs and HP living as HP executives." Gary Geer (third from left) inspects the handiwork of "3 Guys Exec­ general counsel, formed the utive Waxing Service"-a joint venture by (from left) Bob Wayman, tongue-in-cheek "3 Guys Jack Brigham and CEO lew Platt.

November-December 1994 29

www.HPARCHIVE.com EXTRAMEASURE

CSO EUROPE National Intonnatlon InbastJucture Testbed ICHANGES ICHANGES Healthcare Application The Computer Systems To raise HP's profIle and Organization (CSO) has involvement in Europe, named Rich Sevcik Senior V.P. Franco as general manager of Mariotti has taken on a the Systems Technology new strategic role that Group, which retains will include the lead in its present entities. CSO HP's participation in staff functions of Corpo­ development of the rate Alliances under European Information Jim Bell and Strategic Infrastructure. Alliances under Jim V.P Franz Nawratil McCabe now report has assumed operational to Sevcik. responsibilities as Man­ HP helps power a medical milestone v.P. Wim Roelandts aging Director-Europe. WASHINGTON, D.C.­ Center in Los Angeles. The will serve as acting man­ Bill Russell to G.M., Members of the U.S. center accesses her medical ager of the Systems and CSO sales and marketing­ Congress and the media records and consults her Servers Group (SSG) Europe. got a glinlpse into the personal physician at Johns along with heading CSO. futureofmedicalinform~ Hopkins Medical Center in SSG's former Coopera­ tion technology-with help MEDICAL Baltimore, Maryland. tive Computing Solutions from HP-during a demon­ CHANGES Several of HP's Medical Division has ceased to I stration here in September. In the Medical Products Products Group employees exist as an entity and its The National Informa­ Group, the Clinical Sys­ assisted with the demo in activities have been reas­ tion Infrastructure Testbed tems Business Unit no the Sam Rayburn House signed within the group. (NUT) displayed the first longer exists. Two new Building. Retired HP Vice CSO has formed a medical network that inte­ divisions have been President Ben Holmes was new Systems Component grates high-speed fiber formed: among industry leaders and Group under G.M. Carl communications and satel­ •A Patient Monitoring physicians who answered Snyder. It comprises the lite transmission to test a Division under G.M. questions afterward. Panacom Automation real example oftelemedicine. Jim Cyrier combines HP was a co-founder Division (formerly part In the demo-run on HP Monitoring Systems and of NUT, and Bill Murphy, of the Workstation Sys­ workstations-a woman Perinatal!Anesthesia director of the Computer tems Group) and the vacationing in Southern Care divisions. Systems Organization's System Peripherals California is badly injured •A Healthcare infor­ Global Accounts Program, Operation (from SSG). in a car accident. First mation Management chairs the NUT board of The Workstation treated in a rural hospital, Division under G.M. directors. Systems Group has Jeff Langan includes the woman then is trans­ restructured. Chelmsford, Clinical Information ported to the University of Massachusetts, becomes Systems and Health Care Southern California Medical the marketing center and Re-engineering. its R&D labs are moving to Fort Collins, Colorado, and to Corvallis, Oregon.

30 MEASURE

www.HPARCHIVE.com ISG HP and Sybase Inc. CHANGES have formed a very large I database (VLDB) engi­ The Information Storage neering lab, based at two Group (ISG) has split the sites, for integration of former Storage Systems HP 9000 Series 800 busi­ Division into a reorga­ ness servers with the nized division by the Sybase SQL Server to same name (to focus on create hardware/software disks and arrays) under environments capable of G.M. Bruce Huibregtse, handling terabyte-class and a new Storage Sys­ databases. The two com­ tems Operation (optical panies also announced libraries). an alliance in which Bob Tillman has they will jointly provide been named G.M., Disk service and support to Memory Division. Sybase's workgroup­ ISG announced the level customers. discontinuance of 20MB HP has acquired and 40MB HP Kittyhawk Betsy Brazy's photos-on-fabric creation, printed with an HP Versatest Inc., maker DeskWriter 560C printer, is a one-of-a-kind heirloom quilt. 1.3-inch disk drives. of semiconductor test gear for flash memory New use for HP printer material-izes NEW devices, as part of the ALAMEDA, California­ Betsy created the heir­ IHATS Test and Measurement Betsy Brazy calls it a natu­ loom by scanning photo­ John Young, retired HP Organization. ral melding of the computer graphs into her computer. CEO, to co-chair ofnewly and the sewing machine. Then she used Adobe formed President's Com­ PA-RISC Most people would call Photoshop software to mittee ofAdvisers on it amazing. manipulate some ofthe Science and Technology. 1GRAPHIC To increase the visibility Betsy, an Alameda, photos. For example, she Scott Stallard to ofPA-RISC, the advanced California, quilter and free­ changed her father-in-Iaw's G.M., Network Server processor technology lance writer, used an HP shirt from white to blue. Division. that powers CSO DeskWriter 560C printer to When it came time to create a one-of-a-kind quilt print the photos on fabric, GETTING that includes 16 color Betsy used her secret trick: 1TOGETHER photographs printed right freezer paper, trimming the HP has established a on the muslin fabric. The paper to 8 1/2 by ll-inch joint venture in Jakarta, quilt was a birthday gift for pieces and ironing the fab­ Indonesia, with P.T. Betsy's 90-year-old grand­ ric onto the paper. Then she Berea Indonesia to mother-in-law. ran the paper through the provide professional "Some people don't real­ HP printer. support and services. products, a new logo ize just what it is when they The centuries-old art Stephen Yeung heads is appearing on PA-RISC­ first see the photos on the of quilting defmitely has P.T. Hewlett-Packard based products and their quilt," Betsy says. "Then joined the computer age, Berea Servisindo packaging, ads, and they're amazed that you Betsy says. She's an active (informally, HP Berea promotional material. can do this with a desk- participant in electronic Servisindo). top printer." quilting discussions through America Online.

November-December 1994 31

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Three little bandits ANDOVER, Massachusetts - Lorna Wolf has taken thousands of photographs during her six photo safaris in Africa, but one of her favorite photos occurred just a few yards away from her office here. "Three little bandits" captures the innocence of a family of raccoons that lived in a tree on HP's Andover site about three years ago. "I call it the Walt Disney Tree," says Lorna, an order administrator in the field support center. "The tree has huge holes that make you wonder how many 'critter' families have made their homes there." Sadly, the mother raccoon met an untimely death, and the local animal rescue league came to get the Lorna Wolf couldn't resist snapping this photo of the "three little bandits" who made their home in the "Walt Disney Tree" on HP's Andover, Massachusetts, site. three bandits and their two siblings. Fortunately, Lorna snapped the photo before Give us your best shot the raccoons left. For three years, MEA- We stockpiled some of name and information Lorna shot the photo SURE has devoted its the best photos, but our about the photo. using a Minolta Maxum back page to an out- supply is running low. Send the photo to 7000 camera with an 80-200 standing photo taken by So send us your best MEASURE Editor Jay zoom lens. an employee. The com- photo-preferably color Coleman, mailstop 20 petition has been stiff slide or print-along with BR, Palo Alto, or to the and the results often your name, job title, entity street address on page 3. have been dramatic.

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