Biography of Arturo Onnias Part IV

Period 4   (1981 - 1987)

In 1982 Texas instruments Inc., made the decision to improve the quality of its products and services to a level equal or above the best competitor on the market. The responsibility of this program was assigned to a Senior Vice President of TI, Morris Chang. 

Managers responsible for large geographical areas of TI market were identified. I was asked to take responsibility for Europe. I was pleased with this assignment since it called for using and developing a wide variety of skills and know-how. In the Western world very few companies had traveled this road. Plenty of literature was available describing what had been done in Japan. It was, however, recognized that their methodology, in order to be effective in the Western world, had to be tailored to the different countries cultures, as well as to each company culture.

I am sorry, but presently I have other priorities, I must therefore stop writing my Bio.

To be completed by the end of the year (2012)

Biography of Arturo Onnias Part III

Period 4   (1981 - 1987)

Houston, Texas. A different world. 

I had heard that in Texas everything was bigger, larger, stronger, faster, taller, etc., than in any other state.  

Some data:

During the summer of 1981, Houston paper reported a number of events, beating previous Houston's records. 

  > In July and August the temperature never went below 40° for 60 days in a row, day and night. During this time the humidity stayed between 80% and 100%. (mostly 100%).

  > In one single week-end, the newspapers reported 23 murders, all incidents unrelated to each other. In one case one  bullet went through the body of two people, killing both.

  > In Houston the economy was booming that year. The newspapers wrote that about 1000 people, looking for jobs, were drifting into the Greater Houston Area each day, .

  > The traffic was impressive. The SW freeway was literally packed with cars heading towards downtown. The heavy traffic started at about 5:30 AM, lasting until 10. In Texas Instruments people told me that it was not unusual for some people to drive each day up to 150 km to go and return from work.

 Now let's get back to my job in Texas Instruments. This 7 year period was divided in the two parts. Two years spent in Houston Texas, and five years spent in Nice France. They have a lot in common. There wasn't a written job description, especially for the second assignment (the five years in France). Also I did not have day-to-day operational supervisor. If the management teams of the five European entities of TI were happy with my support from Houston, all was well.

 

My office in Houston was located in the Headquarters of the microprocessor division. My title was Marketing Liaison, between the TI organization in Europe, and the microprocessor division in US. 

Major European customers would come to TI to discuss either technical issues, or commercial aspect of the business. It was my responsibility to plan in details their visits so that they would meet the right (TI) people, capable of providing the answers they were looking for.

 

The details of my jobs are not of much interest. However, some of the European customers I met were unique and interesting people. 

  > A French middle manager arrived at the meeting with his personal secretary.

During the presentation she sat on his left side, very close to him. She was in charge of taking notes based on what he whispered to her during the the presentation. It is my personal assumption that she had an additional task to perform, that is: look beautiful and charming as only French women can. I can testify that her performance was impressive.            

  > A Swiss distributor of electronics components came every year to US to visit their major suppliers. It was a team of four people. One of them was the owner of the business. During their daylong presentation one of the participants told me the following anecdote. In Switzerland it was customary to address each other with their formal titles and use the last name. As soon as they arrived in US soil, the procedures agreed called for dropping all formalities, and call each other by their first name only, as it is done in US. By the same token, as soon as they boarded the plane to return to Europe, the protocol called for returning to the customary formal greeting approach.

  > An electronics engineers working for a German company came to Houston to talk with the technical staff of TI. His company was developing an electronics controlled system for the Automotive Industry. Such control system, which is now standard in all automobiles, commercial vehicles, and trucks of all dimensions and shapes was not common at all in 1981. It's acronym is ABS: (anti-lock braking system)  ... a safety system ... preventing the wheels from locking up .... Nowadays ABS is synonymous with safety. This was not the case, 30 years ago. For companies operating truck fleets Cost was concern number one.

Trucks, in some case have up to 16 wheels. If every time the driver stepped on the breaks, 2 wheels locked-up, it meant that at the end of the day, 2 tires were badly damaged, and had to be replaced. Not only the tires have a considerable cost, but also the truck and the driver would be idle for a number of hours (at best) or days. The financial impact was considerable.

The world market for semiconductors (SC).

During the late 70s the European and American manufacturing of SC were losing market share to components produced in the Far East, especially from Japan. The concern was high since the SC market was worth several billions of dollars. It was known that the quality of the Japanese products were much better that similar components produced by Western companies. What was not known was the degree of improvement achieved in the Far East.

Toward the middle of 1982 a research paper presented in San Francisco provided quantitative data showing that the gap in quality (and reliability) of Japanese products vs American ICs. The workmanship quality of the manufacturing process of ICs in Japan, were anywhere between 10 to 100 times better. The impact on the electronics industry was enormous. Companies like Texas Instruments were confronted with the hard reality that they would continue to lose market share unless a step function improvement in their manufacturing process was implemented. No more discussions on fine points. Action had to be taken, now. It was a matter of survival.

At the headquarters of TI in Dallas, Vice President (Morris Chang) became responsible to lead this program in all TI operating units worldwide. (More on Morris Chang in Part IV of my Bio).

The event described above provided the springboard for my next assignment which lasted five years. This period  was marked by constant learning, either from external sources, or by experimentation. It proved to be the "knowledge-platform" for the future of my professional career, to these days. By the end of 1982 I had moved with my family from Houston TX, to Nice France, headquarters of Texas Instruments Europe.

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Biography of Arturo Onnias Part II

 Period 3.   (1973 - 1980)

The process to join Texas Instruments (TI)  began with a phone interview with the managing director of TI Italy (Bruno P.), and a one-day interview with several TI people in Dallas. I started working in October 1973. The following was going to be my assignment in Italy: provide repair and maintenance to a very large computer-controlled Test System for integrated circuits (IC). At the time this very unit (code name: HSM II) was being debugged in Dallas, Texas, to be shipped to the TI plant in Rieti, Italy before the end of the year. Accordingly, myself and my wife moved to Dallas, saying goodbye to the San Francisco Bay Area.

In Dallas we lived in a rented apartment not far from the TI plant. For two months I worked side-by-side with a two-man team of experienced engineers debugging this new tester. The complexity of this equipments and the importance for the Manufacturing Operation in Italy was considerable. I did feel the responsibility which was given to me, however, I was relatively relaxed. Having worked with the technical people in Dallas, and being fluent in English, I could always pick up the phone and get help.

Joining a large and successful company (about 70 K employees) with several plants around the world, was exciting. Right from the beginning I was keen to understand what made any such organizations succeed and continue to be successful over the years, when at the same time other companies would fail. Since Dallas was the headquarters of TI, I had a chance to meet many senior managers. I would take every opportunity to ask their opinions on the subject of success and failures of companies. I was a new and young employee of TI, therefore they were a agreeable (in a couple of cases amused and puzzled as well) to satisfy my curiosity. Indeed they were patient with me.

A few important elements for success became obvious in a short time: capable managers, creative R&D, dedicated supervisors, and fairness in dealing with employees. (Fairness must not be confused with permissiveness). TI style of management had the reputation to be hard. During operational reviews you were expected to present quantified results, and to limit the talk to the essential. Solid data were welcome, good intentions could be omitted. In those days there was a saying going around in TI Dallas: managers will not ask you if you could swim. They would simply throw you in the water, and see what happen.

It took me a few more years to become aware of some additional important Critical Success Factors, particularly vital for the company succesful long term growth.
>  Have a comprehensive, communicated and explained strategy.
    It must be based on reliable and representative data, covering:
    the market, competition, and its own strengths and weeknesses.
>  Hire young high potentials (relatively easy); retain them, after 2-3 years,
    diffucult, and for poorly managed companies, just impossible.
    They will move on with the help of headhunters.
>  Develop and practice (especially by upper management) a fair and positive, 
    forward looking company culture.

Texas Instruments, Rieti, Italy.
Early in January 1974 I started working in TI Rieti, one hour by car from Rome.
From my wife's point of view, this move was perceived as time travel; from California (Silicone Valley) to Rieti, Italy, where the Roman Empire lasting foot-print was visible all around us, and the Catholic Church religious power was felt and dealt with respect and deference. I was told that, just a few months before our arrival, a number of new high-tech manufacturing machines arrived in the TI plant, to replace obsolete equipments. After the machines were installed a priest was asked to come to the factory and bless them with the holy water; better be on the safe side!!

The following are the major areas where I held responsibilities in TI Rieti.
> Repair and maintenance of electronics and electromechanical equipments.
> Quality and Reliability Assurance manager; from suppliers to final customers.
> Product engineer for a newly introduced line of dynamic memories (DRAM).
> Introduction of a new technology to load SW to Digitally Controlled Machines.
> Improve  MFG machines through innovating electronics solutions.
> Evaluate the attitude and potential of engineers applying for a job in TI Rieti.

Looking forward.
If, the previous 7 years was academic learning, the 7 years starting in 1974 can be labeled  training on the job. I asked for, and I was given the opportunity, over time, to have responsibilities in different operational areas. I have no doubt that, in this 7-year period, I was given an opportunity to acquire a solid and diversified range of managerial skills and technology know-how.
In addition to pure knowledge, I had plenty of hands-on, real-life experiences (most of them good, some painful) which sank deep in my mind, and became part of me. Later, in my managerial role, I would react instantly to proposals of programs that I knew would lead nowhere. I had learned the lesson on my skin. (In one occasion I stayed in the plant and worked for 36 hours around the clock to fix a problem I had created for lack of experience)..

June 1980.
It was time to move, to look for new challenges, to go West.
In Houston, Texas we stopped to set up camp.
A large TI plant was located in SW Houston.
Pablo, born in Rieti (4y old) was with us.

Go to Post: Biography of Arturo Onnias Part III

 

Shaun Rains, from Brisbane, Australia. He is 26.

Shaun at the end of the interview.

The open, friendly, and relaxed smile of Shaun.

Barrow Island (1200 Km from Perth). FIFO is the only way to operate.

                             
In Brisbane Australia were Shaun comes from, he has a great number of relatives. From his mother's side only, he has at least seven between uncles and aunts.

His family moved around a lot and therefore he chanced school many times. For most kids having to make new friends so often creates a sense of instability and, at times, anxiety. This was not the case with Shaun. Even when he was sent to a boarding school he liked it, even more than being at home with the family. Shaun has a relaxed, harmonious, and pleasant personality. I have no doubts that his friendly and captivating smile, and is tall and imposing built contributes a great deal in being accepted and included in most group of people he has a chance to meet

He has traveled a lot, having visited most European countries, as well as several countries in Asia. His girlfriend lives in Switzerland, which is not exactly around the corner. Boarding a plane does not apply only to vacationing, but also to go where his work place is; therefore FIFO.

FIFO stands for: Fly In Fly Out. For Shaun it means, Fly to Barrow Island, and after two weeks of work (12h/day, 7day/week) fly back to Perth, to rest for 2 weeks, and then ... fly back.

Tattoos, mostly from Australia and New Zeeland,

Australia has a rich historical background in which art of tattooing has a special place. Date back to almost 40, 000 years, the Samoan tribes and the Maori tribes used to display a wide range of tattoos on some specific parts of their body. In fact, these tribes of Australia represent the major history of tattooing. The Samoan tribes, without signifying any ritual or cultural implication, used to cover their lower body completely with all-embracing tattoos, making their own fashion statements.   (Copyright © iloveindia.com) 

While practicing the art of tattooing, the Samoans used a special comb with pointed end. These pointed ends of the comb would pierce the body inserting the ink under the skin. A special tattooing shed was built and was burned when the process was completed. (Copyright © iloveindia.com) 

The Maoris tribe had a different touch as these people wore tattoos on their faces. This tattooing technique is called "moko" and was unique to the Maori. Every man wore an individualized pattern, as the design was based directly on his own particular face. The tattooing artist would study the man's facial features and lines to create a design that would accentuate them, making his appearance more dignified and forceful (Copyright © iloveindia.com) 

 In Australia, the modern art of tattooing began when the European prisoners were sent into exile here in the early 1800's. To express diverse human emotions, the prisoners used to make tattoos by etching the black sediments of the oil lamps into their skin. (Copyright © iloveindia.com) 

The positioning of a tattoo was also significant, with the most personal messages reserved for parts of the body that were usually covered up. Convicts wore a large variety of decorative tattoos including triumphal arches, marine trophies, monuments, lovers' knots, crocodiles, and kangarooss (Copyright © iloveindia.com)

The women were not far in getting their bodies tattooed, although the patterns of women tended to be daintier.  (Copyright © iloveindia.com) 

 

At the present time, tattoos are rather extensively worn by people from different walks of life. This art has become a major fashion statement among people, especially youngsters. Though it's entirely personal choice of the wearer, tattoo designs reflect the personality of the wearer.(Copyright © iloveindia.com) 

Businesses with Italian Name

Franc, Estonia

Franc, Estonia.  One of the many FIFO I met in Perth, WA.

Franc comes from Estonia. He is now 27 years old, and shared my room in a backpacker with two additional guests. A total of four in a room

Australia is a country rich in oil and natural gas. The wells are located in the desert that is in the middle of that continent. Such places are at least 1000 km from any major city. The oil and gas companies provide airplane transportation to all employees, to and from the cities located near the coast.

I learned from Franc, and other people, that the normal scheme of working in the desert, is two or three weeks of long working days (normally 12 hours per day seven days a week), followed by one or two weeks of rest. Most workers wish to spend that time in a city along the coast where they can find dry weather, mild temperature, many brands of beer, and a good social life.

A company’s airplane takes them to a city on the coast. At the end of the rest period another plane will take them back in the desert. This working set-up is called “Fly In Fly Out”, in short FIFO.

Please note that the same acronym is used in most industries holding a stock of parts or components. In this case FIFO mean “First In First Out”. The parts or components entered first in the stock room should be the first to exit, to be used by the production line.

Franc is a quiet person, and unless you talk to him he will not say much. That is, most of the time! However, every three or four days something happens to Franc. 

He wants to talk. 

He will call you, insistently, until you pay attention to him. He will then ask you a question. You provide an answer. However your answer is never good enough for Franc. He will start asking “why”, and then again "why," on, and on. This kind of peculiar conversation con continues endlessly. The only way to put a stop to it is to leave.

Well, one must understand. The high desert temperature may be the cause of this kind of peculiar behaviour.
Maybe.Then again it may be something else. Who knows.