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.
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