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achieved.David Borowiec, Winnipeg industrial engineering technician, is shown using a logic probeto verify the logic integrity of integrated circuits.t *Hue Laughter, Westlake production assembler, is shown assembling hub discs.Thompson takes-ends up in topNevilee Thompson, Westlake productionmanager, came to work at Burroughs in1968 just to kill a little time until she andher husband left for a long-awaited trip toHawaii. After a primary career ofhomemaking and raising two daughtersbegan to wind down, she had foundherself with a lot of free time.job to kill timemanagementHaving heard about the new companystarting up in Westlake Village, Nevileeapplied for a job "building little gadgets,"as she puts it.To her surprise, she really enjoyedbuilding the "little gadgets" and workingwith the people at Westlake, and tookadvantage of all the available trainingoffered to production workers. As a result,she has risen through the ranks tovarious supervisory positions and is nowproduction manager, responsible for allproduction workers and supervisors.Nevilee is firm, but friendly andsupportive to her reports. "I make it apoint to get out on the line every day andto say good morning to people. Sometimesit's rough because I have a lot ofthings to do, but some time during theday, I get into the departments."She also holds crew meetings withsupervisors and production techniciansonce a week and attends all meetings ofthe first line supervisors. Her door isalways open and so is her mind, makingher a very popular and effective manager.When asked how her male counterpartsreact to her being in a managementposition, she replies, "They no longerstand up when I walk into a meeting.That's a good sign."Talbot reminisces aboutWinnipeg's early daysby Jim Talbot, product engineeringdrafting supervisorAs one of the original group who helped tousher in Winnipeg's computer age withthe advent of Burroughs in 1975,1 thinksome of you may be interested in a fewreminiscences about the early days atBurroughs Winnipeg.The young company rented space insome old World War II vintage buildingsat CAE Aircraft, near the airport in St.James. Several departments consisted ofonly one or two people, and many of ourengineers were still in Westlake. It was allEmma Carrillo, Westlake production assembler, assembles printed circuit boards. very new and informal. Companystandard practices were in the process ofbeing written; the whole thing wassomething like playing baseball andmaking up the rules as we went along.New managementapproach a hit atWinnipeg plantby Carole Postnieks, training anddevelopment managerPerformance management is asystematic, data-oriented approachto managing people. It is systematic inthat the manager identifies the resultsdesired, pinpoints the behavior or activityrequired to attain those results, and planspositive consequences for the resultsIt is data-oriented in that the managerensures that the pinpointed activity ismeasurable, observable, and reliable, andis used as a basis for feedback andpositive reinforcement to employees.Essential to Performance Managementis the analysis of the current situation.After an area is identified as being in needof improvement, a baseline is identified,detailing where things stand. Next, goalsare established—always in concert withall employees involved.To provide up-to-date effectivecommunication on progress being made,feedback is used, most often in the formof graphs. As part of feedback, deliberateconscious efforts are made to expressappreciation to all employees and anemphasis is placed on positivereinforcement.Techniques for employee reinforcementinclude sincere, specific, immediateand personalized recognition. Reinforcementis expected to be given upward,downward, and sideways, with consistentfeedback as one of the most importanttechniques.As a result, Performance Managementcreates both increased productivity andimproved interpersonal relationshipsbetween employees and management.Employees who know their specific tasksand results expected of them, who aregiven daily feedback on their performance,and who receive positive consequencesfor those performances, arehighly productive and satisified.A Performance Management systemallows employees to do much selfmonitoringof their own daily performance,ultimately allowing the managerto do more decision-making and lessdirect supervision. In other words,Performance Management is anorganized strategy for managers.All managers and supervisors havereceived intensive training in PerformanceManagement and since thesystem was implemented at Winnipeg inNovember 1981, results have beensignificant.• One scrap reduction project effectivelyreduced the average weekly scrap costof a specific part from $6,500 per weekto $2,400 per week, and is stilldropping!• Graphical feedback of one projectclearly identified a relationshipbetween captive failure and roomtemperature and resulted in upgradingof the air conditioning system in thislocation.I joined Burroughs in December 1975.Even being hired in those days could be aunique experience. Human Resourceswas "The Personnel Department" and thepersonnel department was a young fellownamed Jim Vanderleeu. Jim was, Ibelieve, out of town, so I didn't see himuntil about a week after I started work. Myjob interview (and I use the term loosely)started out in my future departmentmanager's living room about 7:00 p.m.one cold winter evening and wound up inhis rec-room very much later, as we twoAir Force veterans vainly tried to outdoeach other and Ripley, in tales of pastglories of our respective services, the USAir Force and the Royal Air Force.When, eventually, his good lady hadhad enough of us, Joe handed me mycoat and hat and a Burroughs' applicationform and said, "I suppose you should fillthis in. I won't be around since I'm goingto Westlake for the weekend. I'll send youour offer and, if you accept, just go out tothe plant and tell them you work there."In those days, we shared a cafeteriawith the "landlord" (CAE Aircraft, Ltd.) butin our department coffee breaks wereinevitably heralded by the mysteriousappearance of a conglomeration of coffeepots, percolators, electric kettles, andmini-immersion heaters, as well as allkinds of coffee and tea bags. Coffeebreaks were consequently inclined to bemore like a steamy sojourn in the Casbahthan anything else. I remember when thenew building (our present home) wasready, a terse well-worded memo from"Personnel" made it quite clear thatwhatever else was to be moved to thenew building, circuit-breaking coffeemakers were not. In future, it was to be"the cafeteria or nothing."Many of us sadly realized that thewriting was on the wall (or at least on thebulletin board). From that point on,Burroughs meant business. I mean,having proper procedures for leaving andentering the plant, controlling stores, andbuilding a product—that's one thing. Butshutting down our steam factory, that wassomething else again—that was heavystuff. We were suitably impressed.• A project pinpointed to increase areaoutput effectively increased theaverage output 5.6 to 6.5 over a fiveweekperiod.• A project designed to increase yield inone area pinpointed a need for training.A training program was set up andconducted for all employees in thisarea. Result: 7% increase in yield afterthree weeks.• A new and innovative data system setup in an area never previouslymeasured allowed for systematicfeedback and recognition to employeesresulted in an increase in productivity.• A project relating to rework on I.C.inspection saved 215.2 hoursinspection time over six weeks.• Two projects pinpointing an increase inaccuracy rate resulted in an increasefrom 93% to 96% accuracy in six weeks.Several of the projects were joint effortsbetween departments and resulted instrengthened lines of communication andcooperation among employees.With encouraging results such asthese, we are now moving into Phase II—Performance Teams—the next step inPerformance Management. Our focus ison Quality—"Do it Right the First Time",and our teams are called "QualityTeams". Members of a Quality Team willhave the chance to have input indecision-making and final results.We are already underway. Our QualityCouncil, made up of our seniormanagement staff, along with 18 TeamLeaders have completed 16 hours TeamTraining. Teams have been formed inPurchasing, In-Process Inspection, theModule Room and Final Test. Theseteams have completed their training andare just preparing for their first meetings.Team topics will cover such areasas quality, productivity, scrap, safety,process improvements, yields, housekeeping,paperwork, etc.
Bob Milo promoted to new GMpost south of the borderRobert Milo has been promoted tothe newly-created position of generalmanager of the Tucson/Nogales/Magdalena facilities, reporting to BillKrehbiel, vice president of off-siteoperations for Storage EquipmentManufacturing and Development.Milo has been involved with theMexican Operations for the last threeyears while it has grown to include over1,000 employees. During that period,according to Krehbiel, manufacture inMexico has contributed strongly toreduced manufacturing costs ofMemorex products, both in disc drivesand in Communications products.Milo joined Memorex in 1979. Prior tothat, he had been president of BurcliffInternational and had held key positionswith the Molex Corporation as directorof manufacturing, director of materials,and plant manager. He holds a BA inbusiness and Spanish from Wayne StateUniversity.Thin-film technology setsnew Memorex products apartMemorex-developed thin-film recordingheads are the components whichdistinguish the first three entries in a newseries of products introduced by thecompany on September 8, setting themapart from the current generation of discstorage products.The new products are the 3690subsystem, the 3680 subsystem and the680 disc file.The 3690 subsystem, already installedand generating revenue in customers'shops outside the United States, includesa disc file called the 3690, and a disc fileand controller unit called the 3693. Eachunit has a single head disc assembly(HDA) with a disc which rotates in avertical position, and each has a datastorage capacity of 571.3 megabytes(MB). The HDAs each have twoindependently addressable actuators,each of which can get at half of thestorage space. The units transfer data ata rate of 1.86 MB per second, and theiraverage access time is 20 milliseconds.The 3693 contains interface, power andcontrol circuits, as well.Delivery and installation of the3690 made Memorex the first independentsupplier of plug-compatible discstorage subsystems to actually deliverproduction-level devices using advancedthin-film recording heads developed andproduced on an in-house basis.The 3680 subsystem includes astorage control unit called the 3888, astring controller called the 3683, and, inthe minimum configuration, two 3680 discfiles.Current disc storage products useferrite recording heads to read and writedata. Ferrite heads are manufactured by amechanical process, and the copperwires of their transducers have to bewound by hand.Thin-film recording heads aremanufactured and tested in batches,using semiconductor-type processes to"grow" the heads on wafers made of aproprietary material with propertiessimilar to glass. Photolithographictechniques are used, along with varioussemiconductor-type processes, todeposit the components of the heads onthe wafer. Machining and othermechanical processes, including handwinding of copper wire, are eliminated. Akey advantage of the thin-film process isthat much tinier dimensions can beachieved, and this is a principal factor inincreasing the amount of data which canbe packed into a given space on amagnetic disc.As a result, the 3680 subsystem offersfour times the storage capacity of theMemorex 3650, and twice the capacity ofthe dual-density Memorex 3652, whilerequiring less floorspace.The 3680 subsystem has a storagecapacity of 1.26 gigabytes (billions ofbytes), an average access time of 16milliseconds, and a data transfer rateof 3 MB per second. It utilizes "thicksubstrate"media, meaning that itsaluminum platters are twice as thick as astandard 14-inch disc. This, in addition toa horizontal spindle supported at bothends (rather than the usual verticalspindle supported only at the bottom),gives the media enhanced stability andimproves the reliability of the disc file.A major feature of the 3680 disc file isits single-spindle architecture. Thisunique feature allows strings of disc filesto be configured in odd, as well as even,numbers of spindles beyond the minimumconfiguration. To date, Memorex is theonly company to introduce an advancedthin-film-head disc file with single-spindlearchitecture to the 3380 marketplace.The 3680 subsystem offers a widearray of enhancements designed toimprove throughput, availability, reliabilityand serviceability. These includemicroprocessors in each unit of thesubsystem, to facilitate diagnostics; atelephone interface to allow remoteanalyses and diagnostics; and featuressuch as Maximum Availability PathSelection (or "MAPS," for short), whichallows two simultaneous read/writes perstring at the actuator level.The 680 disc file is identical to the3680, but it will have OEM interfacing.Shipments of both the 3680 and the OEM680 are scheduled to commence in thefirst quarter of 1983, with volumeshipments of production units scheduledfor the third quarter of 1983.O'Reilly managingClondalkin plantDerrie O'Reilly has been promoted tomanaging director of Memorex'smagnetic media plant near Clondalkin,Ireland, southwest of Dublin. O'Reillyreports to Brendan Staveley, vicepresident and general manager of theFlexible Disc Media Division, whom hesucceeded in the top managementposition at the Ireland facility.O'Reilly joined Memorex in 1979 asindustrial relations manager with thestart-up team for the Clondalkin facility.Prior to that, he had been industrialrelations manager for Becton Dickinson'ssurgical instrument manufacturing plantand for Antigen Pharmaceutical;managing diretor for W. O'Brien PlantHire, Inc. and a partner in a motorbusiness;.all in Ireland.Moynahan recognizes effortsof 3680 production teamsMicroprocessor diagnostics built intoMemorex's recently introduced 3680 discstorage subsystem have proven veryuseful to those who have worked on thedesign and testing of the subsystem,according to Dennis Moynahan, 3680program manager.The hand-held monitor—designed foreventual use by customer engineers whowill use it to plug into any of the 3680subsystem devices for diagnosticpurposes—"has been one of the principalthings which Design Engineering hasused for debugging" of the subsystemcomponents, Moynahan said.Microprocessor-based diagnosticsbuilt into the 3680 devices have been"valuable in debugging pre-Productionhardware," he said."Commuter Saluter"month announcedThe month of October is soon to benamed "Commuter Saluter Month" inSanta Clara County by the Board ofSupervisors who are putting together aresolution to that effect. A flurry ofactivities is being planned in conjunctionwith that which will take place throughoutthe Valley and at Memorex.The purpose of the program is toencourage and reward commuters whobus, train, carpool, or vanpool to work. Tosupport that, the Santa Clara CountyManufacturing Group TransportationTask Force and the San Jose Mercury-News are co-sponsoring a contest aboutwhich details will be posted throughoutMemorex Santa Clara facilities duringOctober.Other events taking place duringOctober are the opening of the SouthernPacific (SP) Lawrence Expresswaystation, the completion of the new SanTomas Expressway commuter lanes, andexhibits at several Valley companies onpast, present, and future transportationmodes. The exhibit will be on display atthe Memorex San Tomas cafeteria fromNovember 2 through November 12.Transit information displays willalso be set up during the first week ofNovember at the San Tomas cafeteria,the Memorex Drive cafeteria, and theCommunications Group cafeteriawhere employees can get commuterinformation.As an added incentive, CountyTransit is offering reduced fares on sixbus express routes during the month ofOctober. Those discounted tickets willbe available at the MAG store Mondaythrough Friday, 11:30 a.m. to 4:00 p.m. Assoon as the new Lawrence ExpresswaySP station is open, train tickets willbe available at the MAG office, as well. A"Free Fare Day" is being sponsored byKEEN Radio. Watch MAG bulletin boardsfor further information during the monthsof October and November.A Product Test Team, headed byChris Christman, is guiding the 3680components through design validationtesting, Moynahan said. This provides animpartial evaluation, he said, sincemembers of the team are people whowere not connected with the design of theproduct. "Having this different set of eyesand ears is deliberate," he said.Much of Memorex's progress on the3680 project, Moynahan said, is owed tothe efforts of Jack Osborne's MagneticHead Recording Programs Group, betterknown as "the thin-film pilot line," andof Don Johnson's Rigid Media andComponents Division engineering team,which developed the thick-substratemedia for the 3680.Osborne's group developed thesecond-generation thin-film heads usedon the,3680 disc file.Leon Sarringhaus, currently the actinggeneral manager of Disc Media, Inc.,contributed a great deal to the 3680program as assistant program manager,with a special emphasis on the media,Moynahan said. Sarringhaus was loanedfrom the 3680 program to head up themedia joint venture company establishedby Memorex and Control DataCorporation. Memorex's RMCDcurrently provides media to the 3680program for pilot activity, under contractfrom DMI, the joint venture companyheaded by Sarringhaus, Moynahan said.Moynahan, who has been withMemorex for 11 years, reports to AlConover, vice president, Planning andProgram Management.Bowlathon winnerHoward Self, senior engineer analyst inthe Large Disc Drive Division, was thewinner in the recent Junior AchievementBowl-A-Thon, a fund-raising event forJA in Santa Clara Valley. Self won bycollecting more pledges than any otherbowler, raising a total of $1,238. For hisefforts, Self was awarded with a newbowling ball and a gift certificate.Congratulations, Howard.Dates set forUW campaignOur 1982 United Way Campaign will beheld from October 24 to November 5. AllMemorex employees will have theopportunity to help the many people whocannot help themselves. When we give toUnited Way, we're helping others andwe're helping ourselves the United Way.Because we know you think UnitedWay is important, we set aside time,during normal working hours for you toattend United Way information meetings.Additional information will be distributedduring October about the 1982 MemorexUnited Way Campaign.Castle announces reorganization"In order to more efficiently addressthe marketplace for our equipmentbusinesses and take full advantage of theopportunities it represents," Dr. JamesCastle, executive vice president, hasrecently announced the followingorganizational changes.The marketing activities for thedomestic end-user Storage Equipmentbusiness will transfer from U.S.Equipment Sales and Service intoStorage Equipment Planning andProgram Management. As a result, SamSpadafora, manager of the marketingorganizaton, will now report to AllanConover, vice president of StorageEquipment Planning and ProgramManagement. Spadafora will haveresponsibility for industry marketing,product marketing, major accountprograms, marketing communications,and marketing services.The sales support activities, managedby Woody Hancock, will report directlyto Bob Berry, vice president of U.S.Equipment Sales and Service. Thesystems engineering activities, managedby Larry Miller, will also report to Berry.The Corporate Design Center, managedby Al Schuler; Guest Relations,managed by Harold Stanley; and SpecialEvents and Exhibits, coordinated byCindy Fischer, will all transfer from U.S.Equipment Sales and Service into theCorporate Business Development organizationmanaged by Michael Haltom, vicepresident of business development.According to Castle, "theseorganizational changes are importantin structuring our equipment marketingactivities to address their respectivemarkets and our sales and serviceactivities to address our commonequipment customers."
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Page 8: Perrill is new tax managerMeredith

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