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User Manual: Digital_EL-ENGRS-OM_InternalGuideToDigitalOrganizations_1988-1989Edition_1988

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igital

1988-89
INTERNAL GUIDE TO DIGITAL ORGANIZATIONS
DOCUMENT IDENTIFIER: A-MN-ELENGRS-OM-O Rev H, 30-Jun-1988

ABSTRACT: This guide presents general information about Digital and specific information about
individual groups, programs, and committees. Included are descriptions of most engineering, manufacturing, marketing, sales, and service groups. Name and subject indexes are also included. This
book was formerly titled the Engineering Guide, but was renamed because of its broadened scope.

APPLICABILITY: This guide is intended as a reference guide for any Digital employee requiring
information or assistance from specific internal groups.

The information in this publication is for
INTERNAL DIGITAL USE ONLY: do not
di stribute th is infot1nation to anyone who is
110t an employee of DigitaL

Digital Equipment Corporation- Maynard, Massachusetts

TITLE: 1988-89 INTERNAL GUIDE TO DIGITAL ORGANIZATIONS

DOCUMENT IDENTIFIER: A-MN-ELENGRS-OM-O Rev H, 30-Jun-1988

REVISION HISTORY:

Rev. A

01-Apr-1982

Rev. B,

01-Feb-1983

ECO# ML001

Rev. C,

15-Feb-1984

ECO# ML002

Rev. D,

01-Feb-1985

ECO# AP003

Rev. E,

31-Mar-1986

ECO# LJ004

Rev. F,

30-Jun-1987

ECO# LJ005

Rev. H,

30-Jun-1988

ECO# CT006

Document Management Category:

Standards Administration Documentation (TDA)

Responsible Department:

Standards and Methods Control

Responsible Person:

Eric Williams

APPROVED: Managers whose names appear in this guide have approved their group descriptions.

APPROVAL:
Eric Williams, Manager-Standards and Methods Control

Copies of this document can be ordered from:
Standards and Methods Control (SMC)
CTS1-2/D4, DTN: 287-3724, JOKUR::SMC

Please provide your name, mailstop, cost center, badge number, and ENET node when ordering.

TABLE OF CONTENTS
Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

xix

Foreword

xxi

CHAPTER 1

CORPORATE OVERVIEW

1.1 SCOPE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1.2 FACTS ABOUT DIGITAL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1.3 DIGITAL PHILOSOPHY . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1.4 DEC CULTURE

CHAPTER 2 PERSONNEL-ENGINEERING/MANUFACTURING/PRODUCT
MARKETING
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2.1 MANUFACTURING/ENGINEERING AND MARKETING CENTRAL QUALITY
GROUP. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . .
2.1.1 Quality Development Progranl . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2.1.2 Engineering Projects. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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2.2 GRADUATE ENGINEERING EDUCATION PROGRAM (GEEP) . . . . . . . . . . . . . . .

2.3 TECHNICAL MANAGEMENT EDUCATION PROGRAM (TMEP)

CHAPTER 3

ENGINEERING PRODUCT OPERATIONS. . . . . . . . . . . . . . . .

3.1 ENGINEERING PRODUCT PLANNING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

3.2 MEM SECURITY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

3.3 INTERNATIONAL PRODUCTS OFFICE (IPO)
3.3.1 Corporate Product Safety and Regulations . . . . . . . . . . . . . . . . . . . . .
3.3.2 Standards and Methods Control. . . . . . . . . . . . . . . . . . . . . . . . . . . .
3.3.3 Office of the Chief Engineer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

CHAPTER 4

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LEGAL SERVICES FOR ENGINEERING/MANUFACTURING
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4.1 PROTECTING DIGITAL'S COMPETITIVE ADVANTAGE WITH INTELLECTUAL
PROPERTY
4.1.1 Trade Secrets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
4.1.2 Patents
4.1.3 Copyrights
4.1.4 Mask Works
4.1.5 Trademarks

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4.2 TRADE REGULATION

4.3 PRODUCT LIABILITY

4.4 U.S. EXPORT CONTROL LAWS

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4.5 GUIDELINES FOR HANDLING SOME COMMON LEGAL ISSUES.
4.5.1 How To Get a Patent on Your Idea. . . . . . . . . . . . . . . . . . . .
4.5.2 Getting Your Publication Approved. . . . . . . . . . . . . . . . . . . .
4.5.3 When & How to Use Non-Disclosure Agreements. . . . . . . . . .
4.5.4 How to Avoid Legal Pitfalls When You Write

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4.6 FINDING YOUR LAWYER . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

CHAPTER 5

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MISCELLANEOUS INFORMATION SERVICES. . . . . . . . . . . .

5.1 DIGITAL LIBRARY NETWORK. . . . . . . . . . . . . . . . . . . . . . . . . . .
5.1.1 Information Services
5.1.2 Books, Technical Reports, The DLN Catalog, and Interlibrary Loan.
5.1.3 Circulation of Materials
5.1.4 Periodicals. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5.1.5 Instructional Media Services . . . . . . . . . . . . . . . . . . . . . . . . . .
5.1.6 Digital Publications
5.1.7 Competitors' Publications . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5.1.8 Purchasing Activities
5.1.9 Information Supply Base Management. . . . . . . . . . . . . . . . . . . .
5.1.10 Consulting Services/Library Start-Up. . . . . . . . . . . . . . . . . . . .
5.1.11 European Digital Library Network. . . . . . . . . . . . . . . . . . . . . .
5.2 MARKET INFORMATION SERVICES GROUP (MISG)
5.2.1 Competitive Information System
5.2.2 Customized Research Service
5.2.3 External Market Data System . . . . . . . . . . . . . .
5.2.4 Information Access Services . . . . . . . . . . . . . .
5.2.5 Market Information Resources Management. . . .
5.2.6 Market Research Centers

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5.3 PUBLISHING AND CIRCULATION SERVICES . . . . . . . . . . . . . . . . . . . . . . . . .

5.4 DIGITAL TELEPHONE DIRECTORY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

5.5 PRODUCT FINANCIAL REPORTING INFORMATION CENTER. . . . . . . . . . . . . .

5.6 SYSTEMS MATERIALS ENGINEERING .. . . . . . . . . . . . . . . . . . . . . . . . . . . . .

5.7 CENTRAL MASSACHUSETTS ADMINISTRATIVE SERVICES (CMAS)

5.8 EASTERN MASSACHUSETTS ADMINISTRATIVE SERVICES (EMAS) . . . . . . . . . .
5.8.1 Eastern Massachusetts Administrative Services Infonnation Services (EMAS-IS).

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CHAPTER 6

DIS STRATEGY, TECHNOLOGY, AND ARCHITECTURE. . . .

6.1 INTERNAL EQUIPMENT GROUP. . . . . . . . . .
6.1.1 lEG Orders
6.1.2 DECdirect (DDD) Orders
6.1.3 Software Distribution Center (SDC) Orders
6.1.4 Account Management Services. . . .. . . . ..
6.1.5 lEG CAS Services . . . . . . . . . . . . . . . . . .
6.1.6 lEG Customer Center. . . . . . . . . . . . . . . .

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6.2 DIS INFORMATION OPERATIONS AND SERVICES
6.2.1 Information Operations Program
6.2.2 Information Distribution and Access Program. . . . . . . . . . . .
6.2.3 Electronic Data and Information Interchange (EDI.EII) Program
6.2.4 Reference Information Systems Developnlent (RISD) . . . . . . .
6.2.5 DIS Purchasing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
6.2.6 DNS Program Office .. . . . . . . . . . . . . . . . . . . . . . . . . . .

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6.3 HUMAN RESOURCE MANAGEMENT GROUP . . . . . . . . . . . . . . . . . . . . . . . . .
6.3.1 Digital Information Systems/Human Resource Management·End User Education.
6.3.2 DIS/Executive Contact Program (DIS/ECP) . . . . . . . . . . . . . . . . . . . . . . . . . .
6.3.3 IDECUS (Internal Digital Equipnlent Corporation Users Society) Symposia and
Seminars
6.3.4 Professional Resource Exchange Program (PREP) . . . . . . . . . . . . . . . . . . . . . .
6.3.5 DIS Training and Education. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
6.3.6 Network Training Program
6.3.7 Advanced Network Training Program
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6.3.8 Operator Training Progratll . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
6.3.9 Internship Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
6.3.10 Management Development Program

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6.4 DIGITAL TELECOMMUNICATIONS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

CHAPTER 7

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CORPORATE RESEARCH AND ARCHITECTURE

7.1 CAMBRIDGE RESEARCH CENTER . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
7.1.1 Computational Quality Group

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7.2 PARIS RESEARCH LAB. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

7.3 SYSTEMS RESEARCH CENTER

7.4 WESTERN RESEARCH LABORATORY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

7.5 ARTIFICIAL INTELLIGENCE RESEARCH GROUP. . . . . . . . . . . . . . . . . . . . . . .

7.6 EXTERNAL RESEARCH PROGRAM. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

7.7 TECHNOLOGY DEVELOPMENT PROGRAMS. . . . . . . . . . . . . . . . . . . . . . . . . .

7.8 RESEARCH AND ADVANCED DEVELOPMENT COMMITTEE. . . . . . . . . . . . . . .

7.9 MANAGEMENT SYSTEMS RESEARCH. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

7.10 TECHNOLOGY PLANNING AND DEVELOPMENT

7.10.1
7.10.2
7.10.3
7.10.4

Technology Strategy Council (TSC)
Technology Planning Group (TPG).
Technology Assessment Group. . .
Engineering Interface Program . . .

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7.11 DIGITAL TECHNICAL JOURNAL .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

7.12 INTELLECTUAL PROPERTY PROTECTION PROGRAM. . . . . . . . . . . . . . . . . . .

7.13 FINANCE AND ADMINISTRATION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

7.14 PERSONNEL. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

CHAPTER 8

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SEMICONDUCTOR OPERATIONS. . . . . . . . . . . . . . . . . . . . . .

8.1 SEMICONDUCTOR BUSINESS OPERATIONS

8.2 SEMICONDUCTOR MANUFACTURING AND TECHNOLOGY (SCMT)
8.2.1 U.S. Manufacturing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
8.2.2 European VLSI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
8.2.3 Advanced Semiconductor Development (ASD) . . . . . . . . . . . . . . .
8.2.4 Physical Technology Group (PTG) . . . . . . . . . . . . . . . . . . . . . . . .
8.2.5 Computer Integrated Manufacturing (CIM) . . . . . . . . . . . . . . . . . .
8.2.6 Materials/Planning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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8.3 SEMICONDUCTOR ENGINEERING GROUP (SEG)

8.4 SEMICONDUCTOR OPERATIONS GROUP QUALITY & RELIABILITY

8.5 SEMICONDUCTOR OPERATIONS STRATEGIC PROGRAM OFFICE. . . . . . . . . . .

CHAPTER 9

LOW END SYSTEMS (LES) '"

9.1 MICRO SYSTEMS DEVELOPMENT (MSD) . . . .
9.1.1 Micro Systems Development Program Office
9.1.2 MSD Hardware Engineering . . . . . . . . . . .
9.1.2.1 MSD Systems Integration Engineering . .
9.1.2.2 MSD Options Development. .. . . . . . .
9.1.2.3 S-BOX Development . . . . . . . . . . . . .
9.1.2.4 MSD Desktop Systems Development
9.1.2.5 Systems Engineering ... . . . . . . . . . .
9.1.3 Micro Systems Advanced Development. . . .
9.1.4 MSD Systems Quality
9.1.5 Micro Systems Software . . . . . . . . . . . . . .
9.1.6 General Business Engineering ..... . . . . .
9.2 DESIGN AND PROCESS ENGINEERING. . . .
9.2.1 Diagnostic Engineering. . . . . . . . . . . . . .
9.2.2 Engineering CAD
9.2.3 Low End Network Systenls . . . . . . . . . . .
9.2.4 Engineering Process and Technology (EP&T)
9.2.4.1 Project Oriented Groups . . . . . . . . . .
9.2.4.2 Support Groups
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9.2.5 Low End Regulatory Engineering (LERE)
9.2.5.1 ElectrOlnagnetic Compatibility (EMC) Domain. . . . . . . . . . . . . . . . . . . . .

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9.3 VAX WORKSTATIONS PBU . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

9.4 PERSONAL COMPUTING SYSTEMS GROUP . . . . . . . . . . . . . . . . . .
9.4.1 Personal COlnputing Systems Software Engineering. . . . . . . . . . . .
9.4.2 Personal Computing Systems Program Office . . . . . . . . . . . . . . . .
9.4.3 Personal Computing Systems External Relations Program Office. . . .
9.4.4 Base Product Marketing Group - Integrated Personal Computing (IPC)

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9.5 DESKTOP SYSTEMS GROUP . . . . . . . . . . . . . . .
9.5.1 Font Engineering. . . . . . . . . . . . . . . . . . . . .
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9.5.2 Hardcopy CSSE
9.5.3 Video Engineering . . . . . . . . . . . . . . . . . . . .
9.5.4 Hardcopy and Input/Output Engineering Group
9.5.5 Architectural Systems. . . . . . . . . . . . . . . . . .
9.5.6 DSG Program Office
9.5.7 Video Advanced Development. . . . . . . . . . . .

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9.6 ELECTRO/MECHANICAL DESIGN AND SUPPORT. . . . . . . . . . . . . . . . . .
9.6.1 Program Management
9.6.2 Corporate Design Group. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
9.6.2.1 Industrial Design. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
9.6.2.2 Graphic Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
9.6.2.3 Human Factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
9.6.3 Electro/Mechanical Design Engineering . . . . . . . . . . . . . . . . . . . . . . . .
9.6.4 LEPS Engineering and Corporate Power Conversion R&D. . . . . . . . . . . .
9.6.4.1 Power Conversion Product Development. . . . . . . . . . . . . . . . . . . .
9.6.4.2 Corporate Power Conversion Research and Development . . . . . . . . .
9.6.5 Mechanical Technology Development. . . . . . . . . . . . . . . . . . . . . . . . .
9.6.6 Industrial Package Engineering (IPE) . . . . . . . . . . . . . . . . . . . . . . . . . .
9.6.6.1 Low End Systems Industrial Packaging Engineering
9.6.6.2 High & Mid-Range Systems Industrial Packaging Engineering. . . . . . .
9.6.6.3 Industrial Packaging Engineering Services. . . . . . . . . . . . . . . . . . . .

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9.7 MICROVAX PROGRAM. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

9.8 BASE PRODUCT MARKETING AND PLANNING . . . . . . . . . . . . . . . . . . . . . . .

CHAPTER 10

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MID-RANGE SYSTEMS BUSINESS GROUP. . . . . . . . . . . . .

10.1 DECWEST . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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CHAPTER 11

HIGH PERFORMANCE SYSTEMS (HPS) . . . . . . . . . . . . . . . .

11.1 LARGE VAX ENGINEERING . . . . . . . . ..
11.1.1 Aquarius Program
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11.1.2 Technology Research and Engineering.
11.1.3 CPU Engineering Group . . . . . . . . . .
11.1.4 CAD/CAM/Diagnostics . . . . . . . . . . .

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11.3 SYSTEMS RESEARCH AND ENGINEERING . . . . . . . . . . . . . . . . . . . . . . . . . .

11.4 PLANNING, QUALITY, AND STRATEGIC RELATIONS
11.4.1 Planning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
11.4.2 Strategic Analysis. . . . . . . . . . . . . . . . . . . . . . . .
11.4.3 Quality. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
11.4.4 Strategic Relations . . . . . . . . . . . . . . . . . . . . . . .

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11.5 TRANSACTION PROCESSING SYSTEMS ENGINEERING. . . . . . . . . . . . . . . . .

11.6 VAXCLUSTER SYSTEMS ENGINEERING AND MARKETING. . . . . . . . . . . . . . .

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11.7 SYSTEMS SOFTWARE ENGINEERING. . . . . . .
11.7.1 OLTP Software Engineering. . . . . . . . . . . .
11.7.2 Processor Specific Software (PSS) . . . . . . . .
11.7.3 Systems Productivity Tools (SPT) Program
11.7.3.1 Infornlation Environment (IE) . . . . . . . .
11.7.3.2 Project Management Facility (PMF) ....

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11.8 VAX 8600 AND 8650 SYSTEMS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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11.9 ADVANCED TECHNOLOGY ENGINEERING AND MANUFACTURING (ATEAM).

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11.10 HIGH PERFORMANCE SYSTEMS MARKETING. . . .
11.10.1 VAXcluster Base System Marketing . . . . . . . . . .
11.10.2 High End VAX Marketing. . . . . . . . . . . . . . . . .
11.10.3 OLTP Marketing. . . . . . . . . . . . . . . . . . . . . . .
11.10.4 Systems Marketing/Competitive Expertise Center.

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11.11 MANUFACTURING BUSINESS UNIT. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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11.2 HPS OPERATIONS AND INFORMATION SYSTEMS
11.2.1 HPS Conlputer Services . . . . . . . . . . . . . . . . .
11.2.1.1 HPS Computer Services Operation . . . . . . .
11.2.1.2 HPS Computer Services Technical Support. .
11.2.1.3 HPS Computer Services Administration. . . .
11.2.2 HPS Facilities Management . . . . . . . . . . . . . . .
11.2.3 HPS MIS .. . . . . . . . . . . . . . . . . . . . . . . . . .

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CHAPTER 12 STORAGE SYSTEMS ENGINEERING AND
MANUFACTURING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..
12.1 TAPE AND OPTICAL PRODUCT DEVELOPMENT . . . . .
12.1.1 Tape and Optical Product Management and Marketing
12.1.2 Industry-Compatible Tape Development
12.1.3 Cartridge Tape Development . . . . . . . . . . . . . . . . .
12.1.4 Optical Disk Developlnent . . . . . . . . . . . . . . . . . . .

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12.2 ADVANCED DEVELOPMENT STORAGE SYSTEMS
12.3 JAPAN RESEARCH AND DEVELOPMENT CENTER. .
12.3.1 Storage Systems Development . . . . . . . . . . . . . .
12.3.1.1 Storage Systems Advanced Development . . . .
12.3.1.2 Storage Systems Product Development. . . . . .
12.3.2 Selniconductor Engineering. . . . . . . . . . . . . . . .
12.3.3 Interconnect Technology. . . . . . . . . . . . . . . . . .
12.3.4 Asian Base Systems Software. . . . . . . . . . . . . . .
12.3.4.1 ABS/JRD Product Planning and Administration
12.3.4.2 ABS/JRD Operating System Engineering. . . . .
12.3.4.3 ABS/JRD System Software Engineering. . . . . .
12.3.5 Hardcopy Buyout Support . . . . . . . . . . . . . . . . .
12.3.6 Japan Procurelnent Center. . . . . . . . . . . . . . . . .

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12.4 COLORADO STORAGE SYSTEMS ENGINEERING. . . . . . . . . . . . . . . . . . . . . .
12.4.1 Disk Drive Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
12.4.2 Subsystelns Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
12.4.2.1 Small and Advanced Controllers. . . . . . . . . . . . . . . . . . . . . . . . . . . . .
12.4.2.2 Mid-Range and High Performance Controllers. . . . . . . . . . . . . . . . . . . .
12.4.2.3 HSC Engineering. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
12.4.2.4 Diagnostics/SQA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
12.4.2.5 Storage Subsystems Performance Engineering. . . . . . . . . . . . . . . . . . . .
12.4.3 Engineering Operations Group. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
12.4.3.1 VLSI Development Engineering
12.4.3.2 Power Systems Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
12.4.3.3 Mechanical Packaging Design Engineering Group . . . . . . . . . . . . . . . . . .
12.4.3.4 Computer-Aided-Design and Engineering Department
12.4.3.5 Printed Circuit Design Services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
12.4.3.6 Engineering Information Services
12.4.3.7 Mechanical Design/Doculnentation Services/Model Shop. . . . . . . . . . . . .
12.4.3.8 Regulatory and Component Engineering. . . . . . . . . . . . . . . . . . . . . . . .
12.4.3.9 Reliability and Design Assurance. . . . . . . . . . . . . . . . . . . . . . . . . . . . .
12.4.4 MLDS PBU and Program Management Group. . . . . . . . . . . . . . . . . . . . . . .
12.4.4.1 MLDS Product Managenlent. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
12.4.5 Site Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
12.4.6 Customer Service Systems Engineering (MLDS) . . . . . . . . . . . . . . . . . . . . . .

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12.5.1 Storage Systems East Technical Operations. . . . . . . . . . . . . . . . . . . . . . . . .
12.5.1.1 Engineering Services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
12.5.1.2 Information Resources
12.5.1.3 CAE/CAD/CAM
12.5.2 Organization Development Consulting. . . . . . . . . . . . . . . . . . . . . . . . . . . .

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12.6 LOW END DISK SYSTEMS (LEDS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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12.7 FORGE ROAD MEDIA OPERATION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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12.8 STORAGE SYSTEMS ENGINEERING (FOR ENGINEERING AND
MANUFACTURING ENGINEERING)
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12.8.1 Storage Systems Education and Training
12.8.2 Advanced Manufacturing Technology Organization. . . . . . . . . . . . . . . . . . . .

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CHAPTER 13

DISTRIBUTED SYSTEMS. . . . . . . . . . . . . . . . . . . . . . . . . . . .

13.1 LOCAL AREA COMMUNICATIONS ENGINEERING
13.1.1 Local Area Systems Software . . . . . . . . . . . . . .
13.1.1.1 NAC Documentation and Publications. . . . .
13.1.1.2 Distributed Systems Services . . . . . . . . . . .
13.1.1.3 Network Engineering Technical Services. . . .
13.1.2 Communication Systems Engineering
13.1.2.1 Bridges & Terminal Server Hardware. . . . . .
13.1.2.2 NAC XI Program. . . . . . . . . . . . . . . . . . .
13.1.2.3 Channel Products. . . . . . . . . . . . . . . . . . .
13.1.2.4 NAC Ireland. . . . . . . . . . . . . . . . . . . . . .
13.1.2.5 NAC Engineering Design Support. . . . . . . .
13.2 WIDE AREA COMMUNICATIONS ENGINEERING.
13.2.1 Wide Area Networks Program Office. . . . . . . .
13.2.1.1 Wide Area Networks Program
13.2.1.2 Enterprise Network Program
13.2.1.3 Network Standards Program. . . . . . . . . . .
13.2.2 Wide Area Systems Engineering. . . . . . . . . . .
13.2.2.1 Wide Area Communications (Reading) . . . .
13.2.2.2 WASE - IBM Interconnect Engineering . . . .
13.2.2.3 WASE - Computer Integrated Telephony
13.2.2.4 WASE - DECnet Software Engineering . . . .
13.2.2.5 WASE - MaillInterchange Engineering . . . .
13.3 NETWORK MANAGEMENT AND SYSTEMS
13.3.1 MCC Base System Engineering. . . . . . .
13.3.2MCC Applications Engineering. . . . . . .
13.3.3 Network Diagnostic Strategy
13.3.4 Third Party Transmission. . . . . . . . . . .
13.3.5 DS Technical Evaluation . . . . . . . . . . .

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13.4 DISTRIBUTED SYSTEMS ARCHITECTURE AND ADVANCED DEVELOPMENT ..
13.4.1 Distributed Systems Architecture and Advanced Development. . . . . . . . . . . .

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13.5 ARTIFICIAL INTELLIGENCE (AI) TECHNOLOGY GROUP. . . . . . . . . . . . . . . . .
13.5.1 Product Management Group
13.5.2 Core Products Development Group. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
13.5.3 Problem Solving Systems Development Group
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13.6 IMAGE SYSTEMS GROUP (ISG)

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13.7 NETWORKS AND COMMUNICATIONS (NAC) PBU MANAGEMENT. . . . . . . . .
13.7.1 NAC PBU Management ... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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13.8 NETWORKS AND COMMUNICATIONS PRODUCT MANAGEMENT
13.8.1 Local Area Communications Product Management . . . . . . . . . . .
13.8.2 Wide Area ComlTIunications Product Management. . . . . . . . . . .
13.8.3 Network Management Product ManagelTIent . . . . . . . . . . . . . . .
13.8.4 NAC Europe Product Management. . . . . . . . . . . . . . . . . . . . .
13.8.5 Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
13.8.6 Strategic Planning
13.8.7 Customer Information Group. . . . . . . . . . . . . . . . . . . . . . . . .
13.8.8 Network Ventures Group. . . . . . . . . . . . . . . . . . . . . . . . . . . .

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13.9 NETWORKS AND COMMUNICATIONS (NAC) MARKETING.
13.9.1 Product Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . .
13.9.2 Merchandising
13.9.3 Geographies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
13.9.4 Strategic Planning & Feedback . . . . . . . . . . . . . . . . . . . .
13.9.5 Industries. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
13.9.6 Strategic Programs. . . . . . . . . . . . . . . . . . . . . . . . . . . .
13.9.7 Administration

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13.10 DISTRIBUTED SYSTEMS MANUFACTURING (DSM)

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13.11 INTERNATIONAL ENGINEERING. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
13.11.1 European External Research Program (EERP) . . . . . . . . . . . . . . . . . . . . . . .
13.11.2 International Standards and Regulations . . . . . . . . . . . . . . . . . . . . . . . . . .
13.11.2.1 Product Safety Europe. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
13.11.2.2 International Standards and Systems Interconnection
13.11.2.3 Integrated Services Digital Networks Standardization. . . . . . . . . . . . . . .
13.11.2.4 Post, Telephone, and Telegraph (PTT) Bureau
13.11.3 CIM International Engineering
13.11.3.1 CIMIE Shop Floor Integration (SFI) .. . . . . . . . . . . . . . . . . . . . . . . . .
13.11.3.2 CIMIE Manufacturing Data Integration (MDI) . . . . . . . . . . . . . . . . . . . .
13.11.4 International Advanced Product Development (lAPD) . . . . . . . . . . . . . . . . .
13.11.5 International Engineering Development
13.11.5.1 Valbonne Engineering Support and International Engineering Development
13.11.5.2 Applications Engineering Group . . . . . . . . . . . . . . . . . . . . . . . . . . . .
13.11.5.3 International Engineering Consultancy Group. . . . . . . . . . . . . . . . . . . .
13.11.5.4 International Products Group
13.11.5.5 International Engineering Process and Quality . . . . . . . . . . . . . . . . . . .
13.11.6 Telecom Application Engineering Center

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CHAPTER 14

SYSTEMS SOFTWARE GROUP. . . . . . . . . . . . . . . . . . . . . . .

14.1 SOFTWARE QUALITY MANAGEMENT

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14.2 SPIT BROOK FACILITY MANAGEMENT

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14.3 VAX/VMS DEVELOPMENT. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
14.3.1 VAX/VMS Product Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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14.4 SOFTWARE DEVELOPMENT TECHNOLOGY
14.4.1 Technical Languages and Environlnents . . . . . . . . . . . . . . . . . . . . . . . . . . .
14.4.2 Commercial Languages and Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
14.4.3 Core Applications Group. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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14.5 CORPORATE USER PUBLICATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

158

14.6 SSG MARKETING AND BASE PRODUCT MARKETING . . . . . . . . . . . . . . . . . .
14.6.1 VAX Systenl Software Base Product Marketing
14.6.2 SSG Business Strategy and Planning Group
14.6.3 Central Engineering DECUS Administration . . . . . . . . . . . . . . . . . . . . . . . .

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14.7 ZKO PERSONNEL. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

160

14.8 SOFTWARE MANUFACTURING BUSINESS UNIT. . . . . . . . . . . . . . . . . . . . . .

160

14.9 ASIAN BASE SYSTEMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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CHAPTER 15

PRODUCT STRATEGY AND ARCHITECTURE. . . . . . . . . . .

161

15.1 SECURE SYSTEMS DEVELOPMENT. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

161

15.2 CORPORATE STANDARDS

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CHAPTER 16

STRATEGIC RELATIONS GROUP. . . . . . . . . . . . . . . . . . . . .

165

16.1 NEW COMPUTING STRUCTURES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

166

16.2 TECHNICAL BUSINESS DEVELOPMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . .

166

16.3 STRATEGIC RELATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

167

CHAPTER 17

MANUFACTURING OPERATIONS . . . . . . . . . . . . . . . . . . . . .

17.1 COMPUTER SYSTEMS MANUFACTURING
17.2 NEW PRODUCTS OPERATIONS (NPO)
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17.2.1 NPO - Program Office. . . . . . . . . . . . . . . . . . . . . . .
17.2.2 NPO Engineering Model Shops (ML05-3 and MLOl-l) .
17.2.2.1 Prototype Module Assembly
17.2.2.2 Cable/Harness/Sub-Assembly/PROM Program Area
17.2.2.3 Sheet Metal/Machine Shops. . . . . . . . . . . . . . . .
17.2.2.4 NPO Engineering Stockroom 63 . . . . . . . . . . . . .
17.2.2.5 901 - 90 & 91 Class Materials . . . . . . . . . . . . . . .

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17.2.3 New Products Services (NPS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
17.2.3.1 New Products Materials. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
17.2.3.2 New Products Purchasing
17.2.3.3 Component Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
17.2.3.4 Design-Component Engineering (DCE) . . .. . . . . . . . . . . . . . . . . . . . . .
17.2.3.5 Producibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
17.2.3.6 Test Technology and Applications. . . . . . . . .. . . . . . . . . . . . . . . . . . .
17.2.4 NPO Low Volume Manufacturing (ML05-4)
17.2.4.1 Manufacture of Low End Systems. . . . . .. . . . . . . . . . . . . . . . . . . . . .
17.2.4.2 Manufacture of Modules and Subassemblies. . . . . . . . . . . . . . . . . . . . .
17.2.5 Mechanical Component Engineering Support Services (MCESS) . . . . . . . . . . .
17.2.5.1 Customer Service Center. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
17.2.5.2 Tooling Service Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
17.2.5.3 Machining Service Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
17.2.5.4 Sheet Metal Service Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
17.2.5.5 Plastic Service Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
17.2.5.6 Finishing Service Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
17.2.5.7 Computer Integrated Manufacturing (CIM) Services .. . . . . . . . . . . . . . .
17.2.5.8 Purchasing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
17.2.5.9 Materials Research Laboratory
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17.3 CORPORATE PRINTED-WIRING BOARDS

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17.4 SMALL SYSTEMS MANUFACTURING (SSM) . . . . . . . . . . . . . . . . . . . . . . . . .

176

17.5 MANUFACTURING CUSTOMER INTEGRATION GROUP. . . . . . . . . . . . . . . . .

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17.6 MANUFACTURING INFORMATION AND TECHNOLOGY. . . . . . .
17.6.1 CAD/CAM Technology Center. . . . . . . . . . . . . . . . . . . . . . . .
17.6.1.1 CAD Systems Engineering (CADSE)
17.6.1.1.1 Vantage Development Group (VDG)
17.6.1.1.2 CAD Environment. . . . . . . . . . . . . . . . . . . . . . . . . .
17.6.1.1.3 CAD Support, Test, And Release (CADSTAR) . . . . . . . .
17.6.1.2 CTC Communications
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17.6.1.3 Technical Information Engineering
17.6.1.4 CTC Technical Operations. . . . . . . . . . . . . . . . . . . . . . . .
17.6.1.4.1 Engineering Technical Training. . . . . . . . . . . . . . . . . .
17.6.1.4.2 Information Systems. . . . . . . . . . . . . . . . . . . . . . . . .
17.6.1.4.3 GDS Facilities/Plant Layout CAD/CAM. . . . . . . . . . . . .
17.6.1.5 CAD/CAM Applications and Data Management. . . . . . . . . .
17.6.1.6 Application of Integrated Manufacturing Technology (AIMT)
17.6.1.7 Program Management. . . . . . . . . . . . . . . . . . . . . . . . . . .
17.6.1.8 CTC Technology Strategy
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17.6.2.1 Application Systems Development (ASD) North
17.6.2.1.1 ASD Systems and Comlnunications Software Group.
17.6.2.1.2 ASD Documentation and Training Services. . . . . . .
17.6.2.2 Information Systems Engineering
17.6.2.3 Internal Special Systems . . . . . . . . . . . . . . . . . . . . . .
17.6.2.3.1 Text and Information Management Engineering . . . .
17.6.2.4 Technical Systems Group

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17.7 MANUFACTURING MATERIAL/EXTERNAL RESOURCES. . . . . . . . . . . . . . . . .

189

17.8 STORAGE SYSTEMS MANUFACTURING. . . . . . . . . . . . . . . . . . . . . . . . . . . .

190

CHAPTER 18

GIA MANUFACTURING AND ENGINEERING

193

18.1 FAR EAST OPERATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

193

18.2 WESTERN HEMISPHERE OPERATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

193

18.3 GIA MANUFACTURING AND ENGINEERING SUPPORT. . . . . . . . . . . . . . . . .

193

CHAPTER 19

PURCHASiNG

".......

19.1 CORPORATE PURCHASING
19.2 EXTERNAL RESOURCE MANAGEMENT

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19.3 CORPORATE ADMINISTRATIVE PURCHASING. . . . . . . . . . . . . . . . . . . . . . .

196

19.4 STRATEGIC ACQUISITION RESOURCES AND SOFTWARE (STARS)
19.4.1 Software Acquisition. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
19.4.2 Consultant Acquisition & Programs . . . . . . . . . . . . . . . . . . . . .
19.4.3 Software Supply Base Intelligence and Sourcing Strategies . . . . . .
19.4.4 Corporate Purchasing Information Management . . . . . . . . . . . . .
19.4.5 Purchasing EDI Prograln Office. . . . . . . . . . . . . . . . . . . . . . . .

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19.6 ADVANCE PURCHASING. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

201

CHAPTER 20

CORPORATE QUALITY GROUP

CHAPTER 21 SALES, SERVICES, INDUSTRY/CHANNELS MARKETING,
AND INTERNATIONAL. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..

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21.1 U.S. SALES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

205

21.2 SSMI - CORPORATE COMMUNICATIONS. . . . . . . . . . . . . . . . . . . . . . . . . . .

207

21.3 PERIPHERALS AND SUPPLIES GROUP

208

21.4 GOVERNMENT SYSTEMS GROUP (GSG)-PRODUCT DEVELOPMENT. . . . . . . .
21.4.1 Product Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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21.4.2 TEMPEST Product Development. . . . . . . . . . . . . . . . . . . . . . . . . . .
21.4.2.1 Engineering Support Services. . . . . . . . . . . . . . . . . . . . . . . . . .
21.4.2.2 Interconnect Product Development Group. . . . . . . . . . . . . . . . . .
21.4.2.3 TEMPEST Product Design Group
21.4.2.4 Electrical Design Technology Group. . . . . . . . . . . . . . . . . . . . . .
21.4.3 TEMPEST/EMIIEncryption Technology Center - Advanced Development
21.4.4 System Integration Engineering. . . . . . . . . . . . . . . . . . . . . . . . . . . .
21.4.5 Secure Software Developlnent . . . . . . . . . . . . . . . . . . . . . . . . . . . .
21.4.6 Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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21.5 INDUSTRY MARKETING SERVICES
21.5.1 Consultant and Information Systems Marketing (CISM) . . . . . . . . . . . . . . . . .
21.5.1.1 Consultant and Industry Marketing Group
21.5.1.2 Executive and Infornlation Systems Marketing Group .. . . . . . . . . . . . . .
21.5.1.3 u.s. IBM Competitive Sales. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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21.6 BASIC INDUSTRIES MARKETING GROUP . . .
21.6.1 Education, State and Local Government. . .
21.6.1.1 State and Local Government Marketing
21.6.2 Discrete Industry Marketing. . . . . . . . . . .
21.6.2.1 Aerospace Marketing .. . . . . . . . . . .
21.6.2.2 Automotive Marketing. . . . . . . . . . . .
21.6.2.3 Electronics Marketing . . . . . . . . . . . .
21.6.3 Process Industry Marketing . . . . . . . . . . .
21.6.3.1 Chemical Industry Marketing . . . . . . .
21.6.3.2 Oil and Gas Industry Marketing
21.6.3.3 Food and Beverage Industry Marketing.
21.6.3.4 Health Care Industry Marketing
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21.6.3.5 Pharmaceutical Marketing

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21.7 CHANNELS MARKETING GROUP (CMG)
21.8 SOFTWARE SERVICES/EDUCATIONAL SERVICES/CSS
21.8.1 Software Services. . . . . . . . . . . . . . . . . . . . . . . .
21.8.2 Educational Services. . . . . . . . . . . . . . . . . . . . . .
21.8.2.1 Corporate Marketing. . . . . . . . . . . . . . . . . . .
21.8.2.2 Digital Press . . . . . . . . . . . . . . . . . . . . . . . .
21.8.2.3 Corporate Marketing-CSO Training . . . . . . . .
21.8.2.4 The Digital Business Fellowship Program . . . . .
21.8.2.5 U.S. Area Customer Training . . . . . . . . . . . . .
21.8.2.6 GIA Educational Services. . . . . . . . . . . . . . . .
21.8.2.7 Seminar Programs . . . . . . . . . . . . . . . . . . . .
21.8.2.8 Customer Support Programs (CSP) . . . . . . . . .
21.8.2.9 Digital Management Education . . . . . . . . . . . .
21.8.2.10 Office Applications Training . . . . . . . . . . . . .
21.8.2.11 Sales and Software Training. . . . . . . . . . . . .
21.8.2.12 Field Service Training . . . . . . . . . . . . . . . . .
21.8.2.13 Digital Information Systems Training . . . . . . .
21.8.2.14 Development and Publishing

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228
229
229

21.8.2.15 Media Communications Group (MCG) . . . . . . . . . . . . . . . . . . . . . . . .
21.8.2.16 Quality Assurance Group (QA) . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
21.8.3 Computer Special Systems (CSS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
21.9 FIELD SERVICE
21.9.1 Field Service Logistics. . . . . . . . . . . . . . . . . . . . . . . . .
21.9.2 Field Service Business Developlnent . . . . . . . . . . . . . . .
21.9.3 Field Service Business Ventures Group
21.9.4 Customer Service Systems Engineering (CSSE) . . . . . . . .
21.9.4.1 CSSE Operations. . . . . . . . . . . . . . . . . . . . . . . . .
21.9.4.2 Customer Satisfaction Group . . . . . . . . . . . . . . . . .
21.9.4.3 Maintainability Engineering . . . . . . . . . . . . . . . . . .
21.9.4.4 Reliability and Maintainability Program Office (RAMP)
21.9.5 Advanced Service Delivery Systems (ASDS) . . . . . . . . . .

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236
237
237
239
239
239
240
241
243
244

21.10 STRATEGY AND PLANNING. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
21.10.1 Management Sciences in Field Operations

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CHAPTER 22 COMPUTER SYSTEMS MANUFACTURING ENGINEERING
AND TECHNOLOGY GROUP (CSME&T). . . . . . . . . . . . . . . . . . . . . . . . . ..

247

22.1 SYSTEM AND SUPPORT ENGINEERING (SASE) . . . . . . . . . . . . . . . . . . . . . . .

248

22.2 SYSTEM INTEGRATION ENGINEERING
22.2.1 System-Level Design Analysis Progra111 - Systems Evaluation Engineering. . . . .
22.2.2 Methods, Strategies, and Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
22.2.3 Configuration Management Office (CMO) . . . . . . . . . . . . . . . . . . . . . . . . . .

250
251
251
252

22.3 Systems Reliability Engineering (SRE)
22.3.1 Reliability Programs Office, SRE . .
22.3.2 Advanced Development Group. . .
22.3.3 Advanced Systems Engineering
22.3.4 Design Reliability Engineering
22.3.5 Reliability Assessment Engineering
22.3.6 Process Reliability Group. . . . . . .
22.3.7 Reliability University

253
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254
254

CHAPTER 23

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PRODUCT MARKETING GROUP. . . . . . . . . . . . . . . . . . . . . .

23.1 CORPORATE SYSTEMS GROUP. . . . . . . .
23.1.1 Financial Industry Systems Group. . . . .
23.1.2 Information Systems Product Marketing.
23.1.3 Telecommunications Systems Group. . .
23.1.4 Marketing Programs/Travel Applications.
23.1.5 Marketing C0111munications . . . . . . . . .
23.1.6 Finance and Planning . . . . . . . . . . . . .
23.1.7 Personnel. . . . . . . . . . . . . . . . . . . . .
23.1.8 Cullinet Strategic Alliance . . . . . . . . . .

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258
259
259
259
260
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260
260
260

23.2 ENGINEERING SYSTEMS, ULTRIX, PRISM. . . . . . . . . . . . . . . . . . . . . . . . . . .

260

xvi

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23.3 BUSINESS AND OFFICE INFORMATION SYSTEMS (BOIS). . .
23.3.1 Distribution, Marketing, Sales, and Service Business Systems
23.3.2 Finance and Administrative Business SystelTIS (FABS) . . . . .
23.3.3 Electronic Publishing Systems (EPS). . . . . . . . . . . . . . . . .
23.3.4 Office Information Systenls (015) . . . . . . . . . . . . . . . . . .
23.3.5 Market Development and Programs (MD&P) . . . . . . . . . . .
23.3.6 Systems Engineering
23.3.7 Finance and MIS. . . . . . . . . . . . . . . . . . . . . . . . . . . . .
23.3.8 Strategic Planning
23.3.9 Personnel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
23.3.10 Business and Office Systems Engineering (BOSE) . . . . . . .
23.4 LABORATORY DATA PRODUCTS/SCIENCE GROUP.
23.4.1 Laboratory Applications Marketing . . . . . . . . . . .
23.4.2 Scientific Applications Marketing
23.4.3 Business Development Programs
23.4.4 Product Marketing and Planning
23.4.5 Systems Engineering
23.4.6 LDP Engineering . . . . . . . . . . . . . . . . . . . . . . .
23.4.7 Finance and Administration/MIS. . . . . . . . . . . . .
23.4.8 Personnel. . . . . . . . . . . . . . . . . . . . . . . . . . . .

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23.5 CIM MARKETING AND PRODUCT DEVELOPMENT GROUP. . . . . . . . . . . . . . .

266

'.'

NAME INDEX
SUBJECT INDEX
EXAMPLES
1
2

Publication Approval Request Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Non-Disclosure Agreement Form. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

30
33

xvii

Preface

What is a manager's job?

I recently gave a talk at Marlboro on "DEC Culture". During that talk I discussed my expectations of
all Digital employees, managers specifically. I have since thought that it would be a good idea if I
wrote down my definition of a manager's job. This is also the definition of my job since I am a Digital
nlanager. In this way, all Digital employees can understand what is expected of their nlanager, and
evaluate how it impacts them individually.
A manager is first and foremost a leader and a doer. A manager should propose what should be
done and then make sure that it gets done. Noone at Digital should do things only because "1 was
told to do it". This applies especially to managers. Digital managers should believe in the value of
the work they are directing. A manager bears a special responsibility with respect to doing the right
thing for Digital. He or she directs the efforts of 11lany people. Wasting people's working lives is very
destructive.
Leaders are certain types of individuals, not titles. The real leader of a project is not necessarily the
person at the top of the organization chart. Good managers do not worry about their titles, they see
things to be done and get them done. They provide support to people in leadership roles.
A 11lanager 11lust develop trust. Digital is not a very formal company. Much of the real nature of an
elnployee's duties have been defined over time. A manager and an employee must have a trusting
relationship if this kind of working relationship is to function. I believe a 11lanager should be very
candid with his or her employees on a continuing basis. There should never be any surprises at
perforlllance review thne.
A good manager is an informed risk taker. I say "informed" because being bold is not enough. Risks
should be taken when the manager feels that there is a good chance of producing a quality product.
Frequently a good manager "buys in" to someone else's high risk project. This is good as long as he
or she believes in the other person's vision of what should be done.
Managers must listen to people, especially the people working for them. The people who do the
day-to-day work of an organization are usually in close touch with what is possible and what is not.
A good manager convinces his or her people that what they are doing is worthwhile. There are no
second-class citizens or organizations at -Digital. If a group of people perceive themselves as being
part of a second-class organization, it is part of the manager's job to find out why they feel this way. If
there is a real problem, the manager fixes it. If the problem is psychological, the manager changes the
way the group thinks about itself. Shnilarly, Inanagers should not permit other groups to be viewed
as second-class.
Managers are sensitive to the needs of their employees. Keeping people productive is a key management function; after all, they do the real work, not the management. A good manager always
has time for his or her employees, especially those that truly need help. Since people are the first
priority of the manager, there is, by definition, always enough time to attend to their problellls and
listen to their suggestions. Special attention should be paid to those situations where people are being
nonproductive although they are doing their best. If the problem is the system in which these people
function, a good manager changes the systeln.

Preface

xix

Managers must recognize that only they can remove many of the roadblocks that prevent high productivity. This is an ongoing job; new roadblocks appear each day. This productivity should be used
to produce high quality products. I expect Digital to be an industry leader in the production of quality products. Managers must help build and support a working environment that produces quality
products.
Finally, a manager should be an example for his or her employees. A manager who does the job,
never passes the buck, and treats other people with respect will find those traits appearing among
elnployees. Every manager is a role model to some extent. A manager who is respected and who is a
decent human being will experience problems sometiInes, but will always be in a position to call on
his or her employees for support when things become difficult.
Bill (BJ) Johnson
Vice President
Distributed Systems

Preface

Foreword
The following text is reprinted with permission from "The Unwritten Laws of Engineering" by W.J.
King, originally appearing in the May, June, and July 1944 issues of Mechanical Engineering. That
the article has been reprinted many times during its 40-plus year history should bear witness to its
usefulness. It offers much wisdOlU to young engineers starting their careers, and to older engineers
who know these things perfectly well but who all too often fail to apply them in practice.

In Relation To Your Work

However menial a11d trivial your early assignments may appear give them your best efforts. Many young
engineers feel that the minor chores of a technical project are beneath their dignity and unworthy
of their college training. They expect to prove their true worth in some major enterprise. Actually,
the spirit and effectiveness with which you tackle your first humble tasks will very likely be carefully
watched and may affect your entire career.
Occasionally you will worry unduly about where your job is going to get you-whether it is sufficiently
strategic or significant. Of course these are pertinent considerations and you would do well to take
stock of theDl, but by and large it is fundamentally true that if you take care of your present job
well, the future will take care of itself. This is particularly so in the case of a large corporation, where
executives are constantly searching for cOlupetent people to move up into more responsible positions.
Success depends so largely upon personality, native ability, and vigorous, intelligent prosecution of
any job that it is no exaggeration to say that your ultimate chances are much better if you do a good
job on SOlue luinor detail than if you do a mediocre job as section head. Furthermore, it is also true
that if you do not at first make a good showing on your present job you are not likely to be given the
opportunity of trying something else more to your liking.

There is always a premium upon the ability to get things done. This is a quality which may be achieved
by various means under different circumstances. Specific aspects will be elaborated in some of the
succeeding itelUS. It can probably be reduced, however, to a combination of three basic characteristics:
a.

Energy, which is expressed in initiative to start things and aggressiveness to keep them moving
briskly.

Resourcefulness or ingenuity, Le., the faculty for finding ways to accomplish the desired result.

Persistence (tenacity), which is the disposition to persevere in spite of difficulties, discouragement,
or indifference.

This last quality is sometimes lacking in the make-up of brilliant engineers, to such an extent that their
effectiveness is greatly reduced. Such dilettantes are known as "good starters but poor finishers." Or
else it will be said of a man (or a woman): "You can't take him too seriously; he'll be all steamed up
over an idea today but tODlorrow he will have dropped it and started chasing SODle other rainbow."
Bearin nlind, therefore, that it luay be worth while finishing a job, if it has any merit just for the sake
of finishing it.

In carrying out a project, do not wait for managers, vendors, and others to deliver the goods; go after them and
keep after them. This is one of the first things a new engineer has to learn in entering a Dlanufacturing
organization. Many novices assume that it is sufficient to place the order and sit back and wait until
the goods are delivered. The fact is that most jobs Dlove in direct proportion to the amount of followup and expediting that is applied to them. Expediting means planning, investigating, prOllloting, and
facilitating every step of the process. Cultivate the habit of looking immediately for some way around
each obstacle encountered, some other recourse or expedient to keep the job rolling without losing
Dlomentum. There are ten-to-one differences between individuals in respect to what it takes to stop
their drive when they set out to get something done.

Foreword

xxi

On the other hand, the matter is occasionally overdone by overzealous individuals who make themselves obnoxious and antagonize everyone by their offensive browbeating tactics. Be careful about
demanding action from another department. Too much insistence and agitation may result in more
damage to your personal interests than could ever result frOln the miscarriage of the technical point
involved.

Confirm your instructions and the other person's commitments in writing. Do not assume that the job will
be done or bargain kept just because the other person agreed to it. Many people have poor olelnories,
others are too busy, and almost everyone will take the matter a great deal more seriously if he or she
sees it in writing. Of course there are exceptions, but at times it pays to mark a third party for a copy
of the Inemo, as a witness.
When sent out on any complaint or other assignment stick with it and see it through to a successful finish. All
too often a young engineer from the home office will leave a job half done or poorly done in order
to catch a train or keep some other engagement. Wire the boss that you've got to stay over to clean
up the job. Neither the boss nor the custOlner will like it if another person has to be sent out later to
finish it up.
Avoid the very appearance of vacillation. One of the gravest indictments of an engineer is to say: "His or
her opinion at any titne depends merely upon the last person with whom he or she has talked." Refrain
frool stating an opinion or promoting an undertaking until you have had a reasonable opportunity to
obtain and study the facts. Thereafter see it through if at all possible, until fresh evidence olakes it
folly to persist. Obviously the extremes of bullheadedness and dogmatism should be avoided, but
reolember that reversed decisions will be held against you.
Don't be timid-speak up-express yourself and promote your ideas. Every young engineer should read
Elnerson's essay on "Self Reliance." Too many new people seem to think that their job is Siolply to
do what they're told to do, along the lines laid down by the boss. Of course there are tilnes when it
is very wise and prudent to keep your mouth shut, but, as a rule, it pays to express your point of view
whenever you can contribute something. The quiet mousey individual who says nothing is usually
credited with having nothing to say.
It frequently happens in any sort of undertaking that nobody is sure of just how the matter ought to be

handled; it's a question of selecting some kind of prograol with a reasonable chance of success. This
is comInonly to be observed in engineering meetings. The first person to speak up with a definite and
plausible proposal has better than an even chance of carrying the floor, provided only that the scheme
is definite and plausible. (The "best" schelne usually cannot be recognized as such in advance.) It
also happens that the person who talks most knowingly and confidently about the matter will very
often end up with the assignment to carry out the project. If you do not want the job, keep your
olouth shut and you'll be overlooked, but you'll also be overlooked when it COlnes time to assign
larger responsibilities.

Before asking for approval of any major action, have a definite plan and program worked out to support it.
Executives very generally and very properly will refuse to approve any proposed undertaking that is
not well planned and thought through as regards the practical details of its execution. Quite often
a young person will propose a project without having worked out the means of accomplishing it, or
weighing the actual advantages against the difficulties and costs. This is the difference between a
"well-considered" and a "half-baked" scheme.
Strive for conciseness and clarity in oral and written reports. If there is one bane of an executive's existence,
it is the person who takes a half hour of rambling discourse to tell what could be said in a sentence of
twenty words. There is a curious and widespread tendency among engineers to surround the answer
to a simple question with so many preliminaries and commentaries that the answer itself can hardly
be discerned. It is so difficult to get a direct answer out of some people that their usefulness is greatly
ditninished. The tendency is to explain the answer before answering the question. To be sure, very
few questions admit of simple answers without qualifications, but the itnportant thing is to state the
crux of the matter as succinctly as possible first. On the other hand, there are times when it is very
important to add the pertinent background or other relevant facts to illuminate a simple statelnent.
The trick is to convey the maximum of significant infonnation in the miniolum time, a valuable asset
to anyone.

xxii

Foreword

practic e of newsp apers in printin g
An excellent guide in this respec t may be found in the standa rd
have the time and interes t to read
the news. The headli nes give you 90% of the basic facts. 1£ you
lars. Succee ding paragr aphs
particu
ant
further, the first paragr aph will give you 1110St of the itnport
into available space, the
article
an
fit
To
ance.
signific
shing
Si11lply give details of progre ssively dhnini
ly little of hnport ance will be
editor sitnply lops off paragr aphs at the rear end, knowing that relativereports , presen ting your facts
own
lost. You can hardly do better than to adopt this metho d in your
in the order of itnport ance, as if you might be cut off any Ininute.
trite, and yet many engine ers
Be extremely careful of the accuracy of your statements. This seems almost
ng when they do not know
guessi
ally
lose the confid ence of their superio rs and associates by habitu
r questio ns concer ning
answe
to
able
be
to
ant
the answer to a direct questio n. It is certainly import
not know, say so, but
do
you
If
.
answer
no
than
worse
is
answer
your responsibilities, but a wrong
of certainty or
degree
e the exact
also say, "I'll find out right away." If you are not certain, indicat
reliability can
and
ability
depend
approx itnatio n upon which your answer is based. A reputa tion for
be one of your most valuab le assets.
as to oral reports . It is definitely
This applies , of course, to written matter, calculations, etc., as well
carefully checking it yourself,
first
t
bad busine ss to submit a report to the boss for approv al withou
omissi ons.
and
errors
glaring
of
full
and yet formal reports are someti mes turned in

In Relation to the Boss

princip le is so elelnen tary and
Every manager must know what's going 011 in his or her bailiwick. This that a person cannot possib ly
fact
fundm nental as to be axiomatic. It follows fr01n the very obvious
going on in it. It applies to
what's
knows
she
or
he
unless
sfully
succes
ss
busine
Inanage his or her
es as well as to depart ment
sibiliti
respon
c
specifi
11linor manag ers and other individuals charge d with
princip le and yet it is very
the
of
ess
soundn
the
deny
will
heads. No one in his or her right mind
l of the rules which follow are
c011llnonly violate d or overlo oked. It is cited here becaus e severa
concer ned with specific violations of this cardina l require ment.
le enough , but some engine ers
Do not overlook the fact that you're working for your boss. This sound ssitnp
ny, the depart lnent, your fa11lily,
never get it. By all means , you're working for society, the compa
h your boss. And your boss is
throug
and yourself, but primar ily you should be working for and
mon for young engine ers, in
uncom
not
is
It
.
directly
your immed iate superio r, to whom you report
t to go over or around the boss.
their itnpati ent zeal to get things done, to ignore the boss, or attemp
or later they find that such tactics
S01netimes they move a little faster that way, for a while, but sooner
cannot get by the boss; he or she
you
cannot be tolerat ed in a large organization. Generally speaking,
other things. Besides, most
among
ate,
cooper
to
determ ines your rating and rates you on your ability
the boss our person al loyalty, with
of us get more satisfaction out of our jobs when we're able to give
the feeling that we're helpin g him or her to get the main job done.
your engine ering career, this is
Be as particular as you can in the selection of your boss. In its effect upon engine ering organi zations the
most
second in hnport ance only to the selection of proper parent s. In
factor in moldin g the profes sional
major
a
is
head,
section
the
even
or
er,
engine
influence of the senior
and textbooks, master craftsm en
sities
univer
of
charac ter of younge r engine ers. Long before the days
en. It is very much as in the
craftsm
lllaster
to
p
ticeshi
in all the arts absorb ed their skills by appren
is very apt to remain a "dud,"
game of golf; a beginn er who consta ntly plays in compa ny with "duds"
rounds with a "pro" will
few
a
too, no matter how faithfully the rules are studied . Where as even
usually improv e a novice 's game.
dly. What if he or she turns out to
But of course, it is not always possib le to choose your boss advise are only two proper alternatives
There
be somew hat less than half the person he or she ought to be?
ity and execute his or her policies
open to you; (a) accept the boss as a represe ntative of a higher author
outfit at the first opport unity. A
and directives as effectively as possib le, or (b) transfe r to S01ne other(including thecol llpany ) if some
great deal of mischi ef can be done to the interes ts of all concer ned
s. Consid er the damag e to the
other alternative is elected , particularly in the case of younge r person
or modify orders to suit
ignore
leader,
the
g
dislikin
s,
efficiency of a Inilitary unit when the private

Foreword

xxiii

their individual notions. To be sure, a business organization is not a military machine, but it is not a
Inob either.

One of the first things your owe your boss is to keep him or her informed of all significant developments. This
is a corollary of the preceding rules: A manager must know what's going on. The main question is:
How much must he or she know-how Inany of the details? This is always a difficult matter for the
new engineer to get straight. Many novices hesitate to bother the boss with too many reports, and
it is certainly true that it can be overdone in this direction, but in by far the majority of cases the
executive's problem is to extract enough information to be kept adequately posted. For every time the
boss has to say, "Don't bother me with so nlany details," there will be three times he or she will say,
"Why doesn't someone tell me these things?" Bear in mind that the boss is constantly called upon
to account for, defend, and explain your activities to the "higher-ups, " as well as to coordinate these
activities into a larger plan. In a nutshell, the rule is therefore to give hiIn or her all the infonnation
needed for these two purposes.
Whatever the boss wants done takes top priority. You may think you have more important things to do
first, but unless you obtain permission it is usually unwise to put any other project ahead of a specific
assignInent from your own boss. As a rule, he or she has good reasons for wanting his or her job
done now, and it is apt to have a great deal more bearing upon your rating than less conspicuous
projects which n1ay appear more urgent.
Also, make note of this: If you are instructed to do something and you subsequently decide it isn't
worth doing (in view of the data or events) do not just let it die, but inform the boss of your intentions
and reasons. Neglect of this point has caused trouble on more than one occasion.
Do not be too anxious to follow the boss's lead. This is another side of the matter covered by the preceding
rule. An undue subservience or deference to the department head's wishes is fairly comInon among
young engineers. A person with this kind of psychology may:
1.

Plague the boss incessantly for minute directions and approvals.

Surrender all initiative and depend upon the boss to do all of his or her basic thinking.

Persist in carrying through a design or a program even after new evidence has proved the original
plan to be wrong.

This is where an engineering organization differs from an army. In general, the program laid down
by the departnlent or section head is tentative, rather than sacred, and is intended to serve only until
a better prograln is proposed and approved.
The rule therefore is to tell your boss what you have done, at reasonable intervals, and ask for approval
of any well-considered and properly planned deviations or new projects that you may have conceived.

Regarding Relations with Associates and Outsiders

In all transactions be careful to "deal in" everyone who has a right to be in. It is extremely easy, in a large
organization, to overlook the interests of some division or individual who does not happen to be
represented, or in mind, when a significant step is taken. Very often the result is that the step has to
be retracted or else considerable damage is done. Even when it does no apparent harm, most people
do not like to be left out when they have a stake in the matter, and the effect upon morale may be
serious.
Of course there will be times when you cannot wait to stand on ceremony and you'll have to go ahead
and "damn the torpedoes." But you cannot do it with impunity too often.
Note particularly that in this and the preceding item the chief offense lies in the invasion of the other
person's territory without his or her knowledge and consent. You may find it expedient on occasions
to do the other person's job in order to get your own work done, but you should first give the other
person a fair chance to deliver the goods or else agree to have you take over. If you n1ust offend in
this respect, at least you should realize that you are being offensive.
xxiv

Foreword

Be careful about 'whom you mark for copies of letters, memos, etc., when the interests of other departments are
involved. A lot of mischief has been caused by young people broadcasting memoranda containing
damaging or embarrassing statements. Of course it is sometimes difficult for a novice to recognize
the "dynamite" in such a document but, in general, it is apt to cause trouble if it steps too heavily
upon sOllleone's toes or reveals a serious shortcollling on anybody's part. If it has wide distribution
or if it concerns manufacturing or customer difficulties, you'd better get the boss to approve it before
it goes out unless you're very sure of your ground.
Promises, schedules, and estimates are necessary and important instruments in a well-ordered business. Many
engineers fail to realize this, or habitually try to dodge the irksome responsibility for lllaking commitlnents. You lllUSt make promises based upon your own estimates for the part of the job for which
you are responsible, together with estimates obtained from contributing departments for their parts.
No one should be allowed to avoid the issue by the old formula, "1 can't give a promise because it
depends upon so many uncertain factors." Consider the "uncertain factors" confronting a department
head who must make up a budget for an entire engineering department for a year in advance! Even
the most uncertain case can be narrowed down by first asking, "Will it be done in a matter of a few
hours or a few months-a few days or a few weeks?" It usually turns out that it cannot be done in
less than three weeks and surely will not require more than five, in which case you'd better say four
weeks. This allows one week for contingencies and sets you a reasonable bogie under the comfortable
figure of five weeks. Both extremes are bad; a good engineer will set schedules which can be met by
energetic effort at a pace commensurate with the significance of the job.
As a corollary of the following, you have a right to insist upon having estimates from responsible
representatives of other departments. But in accepting promises, or statements of facts, it is frequently
important to make sure you are dealing with a qualified representative of the other section. Also
bear in mind that when you ignore or discount another person's promises you impugn his or her
responsibility and incur the extra liability yourself. Of course this is sometimes necessary, but be sure
that you do it advisedly. Ideally, another person's prolllises should be negotiable instruments, like a
personal check, in compiling estimates.

When you are dissatisfied with the services of another section, make your complaint to the individual most
directly responsible for the function involved. Complaints made to a person's superiors, over the person's
head, engender strong resentments and should be resorted to only when direct appeal fails. In lnany
cases such coolplaints are made without giving the person a fair chance to correct the grievance, or
even before he or she is aware of any dissatisfaction.
This applies particularly to individuals with whom you are accustomed to dealing directly or at close
range, or in cases where you know the person to whom the function has been assigned. It is more
fonnal and in some instances possibly more correct to file a complaint with the head of the section
or departolent, and it will no doubt tend to secure prolllpt results. But there are more than a few
individuals who would never forgive you for complaining to their boss without giving them a fair
chance to take care of the matter.

In dealing with customers and outsiders remember that you represent the company, ostensibly with full responsibility and authority. You may be only a few months out of college but most outsiders will regard you
as a legal, financial, and technical agent of your company in all transactions, so be careful of your
commitments.

Purely Personal Considerations for Engineers

About 99% of the emphasis in the training of engineers is placed upon purely technical or fonnal
education. In recent years, however, there has been a rapidly growing appreciation of the iOlportance
of "human engineering," not only in respect to relations between management and employees but
also as regards the personal effectiveness of the individual worker, technical or otherwise. It should
be obvious enough that a highly trained technological expert with a good character and pexsonality is
necessarily a better engineer and a great deal lllore valuable to his or her company than a sociological
freak or lllisfit with the same technical training. This is largely a consequence of the elementary
fact that in a normal organization no individual can get very far in accolllplishing any worthwhile
Foreword

xxv

objectives without the voluntary cooperation of his or her associates. And the quantity and quality of
such cooperation is determined by the "personality factor" more than anything else.
This subject of personality and character is, of course, very broad and much has been written and
preached about it from social, ethical, and religious points of view. The following "laws" are drawn
from the purely practical point of view based upon well-established principles of good engineering
practice, or upon consistently repeated experience. As in the preceding sections, the selections are
lhnited to rules which are frequently violated, with unfortunate results, however obvious or brOlnidic
they may appear.

"Laws" of Character and Personality

One of the most important personal traits is the ability to get along 'with all kinds of people. This is rather
a cOlnprehensive quality but it defines the prime requisite of personality in any type of industrial
organization. No doubt this ability can be achieved by various formulas, although it is probably
based Inostly upon general, good-natured friendliness, together with fairly consistent observance of
the "Golden Rule." The following" do's and don'ts" are more specific elements of such a formula.
1.

Cultivate the tendency to appreciate the good qualities, rather than the shortcolllings of each
individual.

Do not give vent to impatience or annoyance on slight provocation. Some offensive individuals
seem to develop a striking capacity for becOlning annoyed, which they indulge with little or no
restraint.

Do not harbor grudges after disagreements involving honest differences of opinion. Keep your
argulllents on an objective basis and leave personalities out as much as possible.

Form the habit of considering the feelings and habits of others.

Do not becollle unduly preoccupied with your own selfish interests. It may be natural enough
to "look out for NU1llber One first," but when you do your associates will leave the matter entirely in your hands, whereas they will be much readier to defend your interests for you if you
characteristically neglect them for unselfish reasons.
This applies particularly to the matter of credit for accomplishments. It is much wiser to give your
principal attention to the matter of getting the job done, or to building up your people, than to
spend too much time pushing your personal interests ahead of everything else. You need have
no fear of being overlooked; about the only way to lose credit for a creditable job is to grab for
it too avidly.

Make it a rule to help the other fellow when the opportunity arises. Even if you're mean-spirited
enough to derive no satisfaction from accommodating others it's a good investment. The business
world demands and expects cooperation and tealnwork among the members of an organization.
It's smarter and pleasanter to give it freely and ungrudgingly, up to the point of unduly neglecting
your responsibilities.

Be particularly careful to be fair on all occasions. This means a good deal more than just being
fair, upon delnand. All of us are frequently unfair, unintentionally, simply because we do not
habitually view the matter from the other person's point of view, to be sure that his or her interests
are fairly protected. For example, when a person fails to carry out an assignment, he or she is
sometimes unjustly criticized when the real fault lies with the manager who failed to give hhn
or her the tools to do the job. Whenever you enjoy some natural advantage, or whenever you
are in a position to injure someone seriously, it is especially incumbent upon you to "lean over
backwards" to be fair and square.

xxvi

Foreword

Do not take yourself or your work too seriously. A normal healthy sense of humor, under reasonable control, is much 11lore becoming, even to an executive, than a chronically soured dead pan,
a perpetually unrelieved air of deadly seriousness, or the pompous sole11ln dignity of a stuffed
owl. It is much better for your blood pressure, and for the morale of the office, to laugh off
an awkward situation now and then than to maintain a tense tragic atmosphere of stark disaster
whenever matters take an embarrassing turn. To be sure, a serious matter should be taken seriously, and a person should maintain a quiet dignity as a rule, but it does more harm than good
to preserve an oppressively heavy and funereal atmosphere around you.

Put yourself out just a little to be genuinely cordial in meeting people. True cordiality is, of course,
spontaneous and should never be affected, but neither should it be inhibited. We all know people
who invariably pass us in the hall or encounter us elsewhere without a shadow of recognition.
Whether this be due to inhibition or preoccupation we cannot help feeling that such unsociable
ChU11lpS would not be missed much if we never saw them agajn. On the other hand it is difficult
to think of anyone who is too cordial, although it can doubtless be overdone like anything else.
It appears that 1110St people tend naturally to be sufficiently reserved or else overreserved in this
respect.

10. Give other people the benefit of the doubt if you are inclined to suspect their motives, especially
when you can afford to do so. Mutual distrust and suspicion breed a great deal of absolutely
unnecessary friction and trouble, frequently of a very serious nature. This is a very C01n11lon
phenomenon that can be observed among all classes and types of people, in international as
well as local affairs. It is derived chiefly from misunderstandings, pure ignorance, or from an
ungenerous tendency to assume that a person is guilty until proved innocent. No doubt the latter
assumption is the" safer" bet, but it is also true that if you treat others as depraved scoundrels,
they will usually treat you likewise, and they will probably try to live down to what is expected
of them.

Regard your personal integrity as one of your most important assets. In the long pull there is hardly anything
more important to you than your own self-respect and this alone should provide ample incentive to
maintain the highest standard of ethics of which you are capable. But, apart from all considerations of
ethics and morals, there are perfectly sound hardheaded business reasons for conscientiously guarding
the integrity of your character.
One of the most striking phenomena of an engineering office is the transparency of character among
the 11lelnbers of any group who have been associated for any length of time. In a surprisingly short
period each individual is recognized, appraised, and catalogued for exactly what he or she is, with
far greater accuracy than that individual usually realizes. This is true to such a degree that it ll1akes
people appear downright ludicrous when they assume a pose or otherwise try to convince us that they
are smnething better than they are. As Emerson puts it: "What you are speaks so loud I cannot hear
what you say." In fact, it frequently happens that people are much better known and understood by
their associates, collectively, than they know and understand thelnselves.
Therefore, it behooves you as an engineer to let your personal conduct, overtly and covertly, represent
your conception of the very best practical standard of professional ethics, by which you are willing to
let the world judge and rate you.
Moreover, it is morally healthy and tends to create a better atmosphere, if you will credit the other
fellow with similar ethical standards, even though you may be imposed upon occasionally. The
obsessing and overpowering fear of being cheated is the common characteristic of second- and thirdrate personalities. This sort of psychology sometiInes leads a person to aSSUlne an extrelnely "cagey"
sophisticated attitude crediting him or herself with being impressively clever when he or she is simply
taking advantage of his or her more considerate and fainninded associates. On the other hand a
substantiallnajority of top-flight executives are scrupulously fair, square, and straightfolward in their
dealings with all parties. In fact most of them are where they are largely because of this characteristic,
which is one of the priIne requisites of first-rate leadership.
The priceless and inevitable reward for uncompromising integrity is confidence, the confidence of
associates, subordinates, and "outsiders." Confidence is such an invaluable business asset that even
a lnoderate amount of it will easily outweigh any temporary advantage that might be gained by sharp
practices.
Foreword

xxvii

Integrity of character is closely associated with sincerity, which is another extremely illlportant quality. Obvious and lllarked sincerity is frequently a source of exceptional strength and influence in
certain individuals, particularly in the case of speakers. Abraham Lincoln is a classic example. In any
individual, sincerity is always appreciated, and insincerity is quickly detected and discounted.
In order to avoid any misunderstanding, it should be granted here that the average person, and
certainly the average engineer, is by no means a low dishonest scoundrel. In fact, the average person
would violently protest any questioning of his or her essential honesty and decency, perhaps fairly
enough. But there is no premium upon this kind of common garden variety of honesty, which is always
ready to cOlllprolllise in a pinch. The average person will go off the gold standard or cOlllprolllise
with any sort of expediency whenever it becOlnes moderately uncomfortable to live up to his or her
obligations. This is hardly what is meant by "integrity," and it is certainly difficult to base even a
llloderate degree of confidence upon the guarantee that you will not be cheated unless the going gets
rough.
Finally, it should be observed that the various principles which have been expounded, like those of
the arts and sciences, must be assiduously applied and developed in practice if they are to become
really effective assets. It is much easier to recognize the validity of these "laws " than it is to apply
theln consistently. The important thing here is to select, in so far as possible, a favorable atmosphere
for the development of these professional skills. This is undoubtedly one of the major advantages
of elnployment in a large engineering organization. Perhaps, even more important, as previously
lllentioned, is the selection of your boss, particularly during those first few years that constitute your
engineering apprenticeship. No alllount of precept is as effective as the proper kind of example.
Unfortunately, there is not nearly enough of this kind of example to go around, and in any event it
will behoove you to study the "rules of the gallle" to develop your own set of principles to guide you
in your professional practice.

xxviii

Foreword

CHAPTER 1
CORPORATE OVERVIEW
1.1

SCOPE

Chapter 1 helps you become familiar with Digital Equipment Corporation in three ways. First, a short
history of the company's achievelllents is provided. Next, "Digital Philosophy" provides you with
positive, growth-producing values inherent to the operation of the company. Finally, a word about
"DEC Culture" is included.
These topics in Chapter 1 provide you with a perspective with which you may meld your personal
goals with those of the corporation to grow and prosper.

NOTE
All domestic telephone numbers in this guide are on the Digital Telephone Network (DTN),
accessible only from inside a Digital facility. See your Digital Telephone Directory or contact
your local operator for external exchange codes.

1.2

FACTS ABOUT DIGITAL

Digital Equipment Corporation, headquartered in Maynard, Massachusetts, is the world's leading
manufacturer of networked computer systems and associated peripheral equipment. It is also the
leader in systellls integration with its networks, communications, services, and software products.
Digital has about 1000 sales, service, manufacturing, administrative, and engineering sites in 64 countries and employs more than 119,000 people worldwide. Currently ranked 38th on the FORTUNE 100
list, Digital ended Fiscal 1987 with operating revenues of $9.4 billion.
Digital's products are used worldwide in a variety of applications, including scientific research, computation, comlllunications, education, data analysis, insurance, banking, financial services, industrial
control, timesharing, cOlllmercial data processing, graphic arts, document processing, personal COlllputing, health care, instrumentation, engineering, and simulation.
Beginning in 1957 with 8,500 square feet of rented space in the Mill and $70,000 of venture capital,
Ken Olsen quickly established Digital in the 1960s as the creator of the "minicomputer " industry.
Digital's first computer, the PDP-I, which was the world's first small, interactive computer, broke the
lllillion-dollar barrier in 1960, providing interactive computing capability for about $125,000. Digital's
first lllinicomputer, the PDP-5, lowered the cost of interactive cOlllputing to about $25,000.

CORPORATE OVERVIEW

bnportant milestones in Digital's history also include the following:
April, 1965

PDP-8, the world's first mass-produced minicomputer introduced

August, 1966

First public stock offering available

April, 1970

PDP-11/20. Digital's first 16-bit minicomputer available

May, 1974

Digital enters FORTUNE 500, ranked 475th in sales.

February, 1975

LSI-11 and PDP-11170 computers introduced.

October, 1977

VAX-11/780 computer introduced.

June, 1980

Digital, Intel, and Xerox cooperate in Ethernet local network project.
,
VAXcluster technology announced. Digital entered FORTUNE 100, ranked 95th in
sales.

April, 1983
October, 1983

MicroVAX I computer introduced.

October, 1984

VAX 8600 computer introduced.

May, 1985

MicroVAX II computer introduced.

January, 1985

VAX 8650 computer announced.

January, 1986

VAX 8200, VAX 8300, and VAX 8800 computer introduced.

January, 1987

VAX 8974 and VAX 8975 systems introduced.

February, 1987

MicroVAX 2000 and VAXstation 2000 systems introduced.

March, 1987

VAX 8250, VAX 8350, and VAX 8530 systems introduced.

April, 1987

First models of VT300 family of terminals announced.

September, 1987

Digitals's 1,000,000th VT220 terminal announced.

January, 1988

Digital and Apple Computer, Inc., announce joint development program.

Digital's computer systems center on four central processor families:
•

The PDP-8 I2-bit computer family was first used in the laboratory. Today, the PDP-8 functions in
machine control, real-time monitoring applications, process control, and a host of business and
commercial applications, primarily in DECmate single-user computer systems.

•

The PDP-II I6-bit computer family brought new technological advances to small computers.
Processors from the LSI-II to the PDP-II/84 are software compatible. It also uses the broadest
range of peripherals and software ever offered. These systems are used for everything from
lunning a lathe to running a railroad.

•

The DECsystem-I0, a 36-bit architecture system, was the first commercially available tilllesharing
system designed for simultaneous timesharing, batch, remote job entry, and real-tillle tasks.
DECsystelll-10s are used by more data service companies to provide timesharing services than
any other system. The DECSYSTEM-20, a modified version of our large COlllputer, was designed
to bridge the gap between the DECsystem-I0 and the PDP-II.

•

The VAX is a multiuser, multilanguage, multiprogramming, high performance computer system.
It cOlllbines a 32-bit architecture, virtual memory operating system, and efficient Inemory management to provide essentially unlimited prograln space. Included in this family of computer
systems are the VAX 8800, VAX 8250, VAX 8530, VAX 8650, VAX-II/780, and MicroVAX II.

To support its line of processors, Digital manufactures a full line of peripheral equipment, including
disk and tape systems, input/output devices, hard copy and video tenninals, and comlnunication
interfaces. This large selection of peripheral equipment allows Digital's customers to tailor systems
to Ineet their specific needs, with the assurance of expansion capability for future requirements.
Complementing its hardware offering, Digital offers software products that include application packages, operating systems, higher level languages, and utilities. These products provide the full capability to meet a cOlllmitment of increased performance at a lower price.

CORPORATE OVERVIEW

Equally important, Digital provides resources and services to support all of its products.
•

Software support services that range from getting a specialized system up and running to writing
a cust0111ized application progranl.

•

A worldwide customer support organization of more than 39,000 maintenance, software support,
and training professionals deployed at more than 600 locations in 64 countries on five continents.

•

Over 520 computer-related courses offered in 16 languages at 110 locations around the world.

Digital also supports Digital Equipment Users Society (DECUS), the largest such group in the world
with over 110,000 members worldwide. DECUS sponsors symposia, publishes newsletters, and adnlinisters a progranl library for its members.
A major elenlent in Digital's c0111petitive advantage is its Manufacturing organization. Manufacturing
currently consists of about 32,000 people in 34 plants in 11 countries. It is divided into product groups,
as well as area groups and functions. The manufacturing product groups - Components, Computer
Systems, and Storage - work closely with their counterparts in engineering and the field to orient the
c0111pany's resources effectively on a world-wide basis.
Today, Digital is one company with one strategy, and all parts of the organization are working toward
a C01111110n goal. Four parts of this strategy include the following: development of a single computer
architecture; commitment to Ethernet; developl11ent of workstations and personal computers to serve
as powerful terminals on these systems; and commitment to "clustering" to allow multiprocessing
al110ng large computers fronl a common data base.
The following messages clearly state Digital's worldwide strengths:
•

CUSTOMER'S COMPETITIVE ADVANTAGE- When customers choose Digital conlputing solutions, they gain a clear advantage over their competition.

•

INTEGRATION OF WORK GROUPS, DEPARTMENTS, AND ORGANIZATIONS-Integration of
work groups, deparh11ents and organizations is the real benefit that computers can bring to business.

•

BEST NETWORKS-Digital is leading the way in establishing multi-vendor networking solutions to
allow customers maximum flexibility in network design and use.

•

BEST ARCHITECTURE-A compatible architecture provides access to tomorrow's technology
while protecting yesterday's investment.

•

BEST INTEGRATED APPLICATIONS-A broad range of industry and applications expertise allows
Digital to precisely match complete computing solutions to the specific needs of an industry.

•

BEST SERVICE-A commitment to service is a commitment to the design, installation, and maintenance of a systenl over the life of an application.

1.3

DIGITAL PHILOSOPHY

The Strategy Committee feels that the following statement of PHILOSOPHY may be helpful for guidance in conlmunicating the kind of company we would like to be to employees and people outside of
Digital.
Honesty

We want to be not only technically honest, but also to make sure that the implication of what we
say and the inlpressions we leave are correct. When we make a commitment to customers or to
enlployees, we feel the obligation to see that it happens.

CORPORATE OVERVIEW

Profit

We are a public corporation. Stockholders invested in our corporation for profit. Success is measured
by profit. With success comes the opportunity to grow, the ability to hire good people, and the
satisfaction that COllles with meeting your goals. We feel that profit is in no way inconsistent with
social goals.
Quality

Growth is not our prhnary goal. Our goal is to be a quality organization and do a quality job, which
means that we will be proud of our product and our work for years to come. As we achieve quality,
we achieve growth.
The product we are selling includes the engineering, the software, the manufacturing, and the services.
The services include field service, software support, sales, order processing, training, and manuals.
Responsibility

Plans are proposed by managers or teams. These plans may be rejected until they fit Corporate goals
or until the Strategy Committee feels confidence in the plans. But when they are accepted, they are the
responsibility of those who proposed them. The impetus for a plan may come from outside the group
making the proposal, but once accepted, the proposal is the responsibility of the one who proposed
it. Others who need to participate in plan implementation are expected to support approved plans.
Management

We particularly want to be sure that management jobs are clear and well-defined. Because so many
people are dependent on the plans of managers, it is very important that their plans have regular
automatic measurements built into them. Meeting financial results is only one measure of a plan;
other llleasures are satisfied customers, development of people, meeting Digital's long range needs,
developlllent of new products, opening new markets, and meeting the commitments made to others
in the company. We believe that our commitment to planning assures our freedom to act.
Society

We are comlnitted as a corporation to taking affirmative action in providing equal opportunity for
elnployment and promotion for all persons regardless of race, color, creed, age or sex. We encourage
all employees to take responsibility in community, social, and government activities. We are always
open for proposals as to what the corporation or an individual on corporation time may want to do in
these areas. However, activities done on company tillle or with company funds should have a formal
proposal including ways of regularly measuring success toward goals..
Environment

As good citizens we have a responsibility to keep our environment free of pollution and to set an
example by these activities.
Customers

We lllUSt be honest and straightforward with our customers. Not only must they be told the facts, but
we must be sure they understand the facts.
To the best of our knowledge and ability, we want to be sure that the products we sell answer the
needs of the customer, even when the customer is inexperienced. We want our products and services
to llleet the customer's expectations. To do this, we must clarify in advance all of those expectations
in a way that the customer will understand. When we sell a product to a customer, we want to be sure
the corporation fulfills the obligations we took on with the sale. We sell our corporation, its products
and its services, not a single individual. We must be sure all Digital commitments are met.

CORPORATE OVERVIEW

Suppliers

We wish to be viewed by suppliers as a desirable customer. Business transactions with suppliers
will be conducted on an honest, fair, and open basis. Suppliers and potential suppliers will be
treated courteously and given an opportunity to present their goods and services for consideration.
COlnpetetion is encouraged. Our business ethics require that our employess not accept fronl suppliers
any gifts, gratuities, or entertainment that exceed conllnon courtesy or are of nOlninal value.
Competitors

We never criticize the competition publicly. We sell by presenting the positive features of our own
products. We want to be respectful of all competition, and collect and analyze all public information
about competitors. When we hire people frOIn cOInpetitors, we should neither ask them for confidential, cOlnpetitive information, nor should we use confidential literature they nlay have taken with
thenl.
Simplicity and Clarity

We want all aspects of Digital to be clear and siInple and we want siInple products, proposals, organization, literature that is easy to read and understand, and advertisements that have a siInple, obvious
Inessage. We have thousands of employees and many thousands of customers. We have to keep
things sinlple to be sure that we all work together. Our decisions must always consider the impact on
the people who will be affected by them.
Standard Products

Standard products are the base of our business. At times, in certain areas, we will invest in hardware
and software specifically for special markets. But we should never lose sight that the base of our
business is our standard products.
Original Equipment Manufacturers

Selling to OEMs is very important to us. There are more applications for our products than we could
ever develop. When OEMs take risks and are very successful in a olarket, we should respect the risk
they took.
However, we Inay compete with OEMs in very large markets or where the OEM covers only a sOlall
segment of the Inarket. When we decide to enter a market, we make this decision independently on
the basis of the facts.
Thereafter, we see if we have an OEM who focuses on that market so that we can openly comnlunicate
our future plans to that OEM. If we do compete with an OEM, we do it openly and fairly. Conversely,
we will respect the right of our OEM to compete with us. When OEMs are in trouble with their
customers, we tell them so they can improve.
Personnel Development
We encourage people to develop technical skills, breadth of knowledge, and expertise in a specific
area. We also encourage people to develop supervisory and managelnent skills. We believe that
individual discipline should be self-generated.
Promotion

We promote people according to their performance, not only their technical ability but also their
ability to get the job done and to take the responsibility that goes with the job. Ability is llleasured
not only by past results, but also by attitude and desire to succeed. Perfonnance results are also used
to decide if a person should remain in his or her present job.
Hiring from Customers

We should be exceedingly careful when hiring employees frOln customers. SOInetiInes this is reasonable and desirable; but we should do it with all caution and by being sure that the elnployee first tells
the custolller.

CORPORATE OVERVIEW

First Rule

When dealing with a customer, a supplier, or an employe"e, do what is right in each situation.

1.4

DEC CULTURE

Honesty, hard work, moral and ethical conduct, a high level of professionalism, and teamwork are
qualities that are an integral part of employment at Digital. Along with the other professional attributes
that follow, these qualities are considered part of the DEC Culture.
A First-Name Company

Digital is a people-oriented company. The employee receives courteous, fair, and equitable treatment.
Enlployees conduct themselves in an infornlal manner and are on first-name basis with everyone at
all levels.
Self-Direction

The opportunity for self-direction. and self-determination is always present at Digital. This allows
eInployees to use their abilities and expertise to determine their career paths. Although Digital does
stress self-inlprovement and professional growth, decisions concerning career paths are considered
the responsibility of the employee. Digital gives encouragement and support in the form of tuition
refunds. Job mobility does exist, and employees are free to seek new challenges as part of their
professional growth.
Open-Door Policy

The open-door policy encourages employees with a complaint or a problem to talk it over with their
supervisor or anyone else they feel can help theln. This policy makes enlployees aware that the
company is concerned with them as individuals and encourages them to voice their complaints.
Management Expectations

Management expects hard work and a high level of achievement from employees. A great deal of
trust is placed in enlployees to give their best effort to a job. Generally speaking, management is by
objective rather than by directive. PrOlTIotions are based on merit rather than by seniority.
Personal Ethics

Employees are expected to act in a mature manner at all times. They should not incur any negative
opinions in public either upon thenlselves as employees of Digital or upon the company itself.
Matrix Organization

Digital is organized around a matrix structure. In a matrix structure, employees interact with other
employees on all professional levels, crossing many areas of responsibility and cutting through nlany
chains of command. In essence, everyone is accessible and helpful to you so that you can nleet your
goal. You go where you have to go, do what you have to do, talk with anyone to get the job done. The
matrix organization is goal-oriented and depends upon trust, comnlunications, and teamwork. As a
result, Inost employees function as independent consultants on every level, interacting across many
areas necessary to accomplish the task.

CORPORATE OVERVIEW

CHAPTER 2
PERSONNEL-ENGINEERING/MANUFACTURING/PRODUCT
MARKETING
Manager: Dick Farrahar (ML012-2/T8, 223-7738)
Personnel works with Engineering, Manufacturing and Product Marketing to enable all groups to meet
the following objectives.
•

Attract, develop, and retain a competent, innovative workforce.

•

Link business and organizational requirements with individual employee needs.

•

Understand and manage the impact of corporate decisions and conditions on organizational
effectiveness and employee morale.

•

Develop programs and processes to facilitate communication among employees.

•

Ensure that elnployees are treated fairly, and in a manner consistent with Digital policies and
legal requirements of countriesllocalities where Digital has facilities.

•

Develop, support, and manage related administrative programs, systems and tools.

•

Influence, participate in, and ensure the integration of group objectives and Corporate Personnel
goals.

Personnel-Engineering, Manufacturing, and Product Marketing meet these goals through work in
these and other areas of functional support.
•

Elnployee Relations: Interpreting policy, solving problems and providing counseling.

•

Compensation and Benefits: Salary planning and review administration, benefits configuration
and adlninistration.

•

Staffing and Placement: Recruiting, interviewing and assimilating new employees.

•

Human Resource Development and Education: Development planning, education and training
including QDP, GEEP & TMEP.

•

Human Resource Planning and Employment: Human resource planning, workforce analysis,
strategic employment and college relations.

•

Valuing Differences, Affirmative Action, Equal Employment Opportunity (EEO): Develop awareness strategies, plans and programs; set goals; evaluating; reporting.

•

Adnlinistrative Systems: Maintaining personnel data base, employee profiles and records.

•

Organizational Design and Work Effectiveness: Organizational diagnosis and consulting; organizational and workforce design; process management; business planning.

Each employee has the following individuals available for assistance with personnel issues.

PERSONNEL-ENGINEERING/MANUFACTURING/PRODUCT MARKETING

Each group has a Personnel Manager, responsible for the overall management of the functions previously listed. Personnel Managers ensure a productive balance between individual and organizational
needs. They consult with group management and other senior-level group members on all aspects
of the business that affect people, and provide strategic and long-range perspective on workforce
planning issues.
The Personnel Representative and Manager help employees in areas including career development
and training, job performance, reclassification and transfers, and leaves of absence. Personnel Representatives work with management on issues of workforce planning, job descriptions, salary planning,
Equal Employment Opportunity/Affirmative Action, and organization design and developlllent. They
sign personnel requisitions, salary reviews, relocation advances, vouchers, and exceptions, as well as
training requests, tuition refund forms, and transfer and termination fOfIlls. They also conduct exit
interviews.
.
Personnel Representatives make an effort to meet all new employees, either at an orientation or in an
individual meeting, to answer any questions and address any concerns they may have.
The Personnel Services Administrator (PSA) processes paperwork for tuition refunds, disability benefits, U.S. savings bonds, leaves of absence, taxes, increase letters (notice of salary increase), and
automatic deposit agreements. They handle employee transfers, orient new hires, and help with retirements. The PSA is the best source of information on benefits at Digital. They also keep employee
records.
Your Personnel Services Administrator keeps your personnel file up to date. You can help by supplying your PSA with changes to your address, hOllle phone number, emergency contact, and other
essential information. Your departlllent has your Employee Profile, which enables you to keep these
records correct.
•

Manufacturing/Engineering/Product Marketing
Manager: Dick Farrahar (ML012-2/T8, 223-7738)

•

Compensation/Benefits
Manager: Bob Mulkey (MLOl-5/A98, 223-1974)

•

West Coast Engineering and Manufacturing Group
Manager: Hank Feir (VCT, 415-853-2229)

•

Human Resource Development and Education
Manager: Larry Rossini (ML03-6/B5, 223-3433)

•

Human Resource Planning and Employment
Manager: Tony Picardi (ML03-6/B5, 223-3432)

•

Engineering Affirmative Action/Valuing Differences
Manager: Donna Taylor (ML03-2/T98, 223-7034)

•

Business Management and Infornlation Systems
Manager: Maurice Vanderpot (ML03-4/A11, 223-7113)

2.1

MANUFACTURING/ENGINEERING AND MARKETING CENTRAL QUALITY
GROUP

Manager: Patricia Cox (ZKOl-2/D13, 381-1353)
The Central Quality Group works with the Corporate Quality Group and the Engineering Education
Advisory Board (EEAB) to identify the issues facing the engineering comlllunity that are significant
factors affecting quality and customer satisfaction during the design of our products. The group's
major areas of concentration are as follows:
•

To provide education in quality technology for engineers and engineering in cooperation with the
Corporate Quality Group.

PERSONNEL-ENGINEERING/MANUFACTURING/PRODUCT MARKETING

critical to the delivery of
To identify, develo p, and ensure the use of the quality techno logies
quality compu ting system s.

•

Quality Development Program

2.1.1

Manager: Patricia Cox (ZKOl-2/D13, 381-1353)
to assist the engine er in produc ing
This group develo ps and sponso rs the develo pment of worksh ops
quality produc ts.
The following worksh ops are offered on a regular basis:
•

Introdu ction to Digital for Engineering

•

Quality

•
•

Inspec tion Moder ator's
Introdu ction to Demin g for Digital

•

Huma n Factors in Design

•

Exchanging Technical Inform ation
Statistics for Improv ing Quality/Productivity

•

engine ering on topics related to
This group also sponso rs semina rs and special worksh ops within
s or by Digital experts.
produc t quality. These semina rs Inay be conduc ted by external expert
ping worksh ops or semina rs within
This group can provid e assista nce to engine ers and others in develo
engineering.
2.1.2

Engineering Projects

Manager: Patricia Cox (ZKOl-2/D13, 381-1353)
within engine ering by working on
This group identif ies and promo tes the use of quality technology
specific produc t develo plnent efforts.
The curren t project s in this function are as follows:
•
•
•
•

2.2

teristics.
Develo p a reliability/availability model for estima ting system charac
ering groups .
Provide user interface design consulting to Distrib uted System s engine
r the approp riate ones to
Identify new techno logies for engine ering quality system s and transfe
engine ering.
Provide consulting to various engine ering groups as reques ted.

GRADUATE ENGINEERING EDUCATION PROGRAM (GEEP)

Manager: Shirley Stahl (MLOl-3/U51, 223-9244)
for engine ers to pursue techniThe Gradua te Engineering Education Progra m provid es the opport unity ments may apply to the GEEP
require
ce
entran
cal gradua te degree s full-time. Engineers who meet the
electrical, industrial, nlechanical,
to pursue degree s (Maste r's and Ph.D's ) in engine ering (computer,
software) or compu ter science.
candid ates is made by the EngiThere is an applica tion/se lection proced ure, and final selection of s staff on engine ering educat ion.
Smith'
Jack
advise
ers
memb
neerin g Advisory Board (EEAB), whose

PERSONNEL-ENGINEERING/MANUFACTURING/PRODUCT

MARKETING

Once accepted into the GEEP and to a university where there is a strong degree progrmn in the
discipline the applicant has chosen to pursue, full salaly and fringe benefits, university costs (tuition,
books, fees), and the costs of relocating (if the university is at a distance) are paid by the GEEP cost
center.
The Master's Program is a 12- to 18-month, full-time, graduate study prograol. The length of titne
granted to pursue the degree is detennined by the uoiversity progralll requirelnents (thesis/non-thesis,
research project).
To qualify for the Master's Program, an engineer Olust: have a desire to pursue a technical graduate
degree on a full-time basis; be elnployed at Digital for at least 2 years; have olade a contribution to
the success of the cOlllpany that can be demonstrated; and have an undergraduate degree.
The PH.D. Program is a two-year, full-time graduate study progralll for engineers who have COlnpleted the required course work. This progralll allows GEEP Ph.D. participants to llleet the university
residency requirements and to complete their doctoral research and theses.
Qualifications for the Ph.D. Program are similar to the Master's Program, except that one must be
an engineer with at least four years at Digital, and OlUSt have coolpleted the coursework toward the
degree.
To be considered for the GEEP, an engineer gains his/her manager's support; subnlits an application
for review by the GEEP advisoly board, and to at least two recollllnended university progrmns in a
degree area relevant to the technical priorities of the company.
The GEEP application deadline occurs in lllid-February each year.
For additional information, application forol, and guideline, contact the GEEP office, 223-9248 or
HEIDI::GEEP.

2.3

TECHNICAL MANAGEMENT EDUCATION PROGRAM (TMEP)

Manager: Libby Finn (ACO/E48, 232-2313)
The Technical ManagementEducation Progrmn is sponsored by the Engineering, Manufacturing and
Product Marketing organizations to meet the needs of technical managers across the Coolpany. The
TMEP is currently under development, with plans to begin piloting its prograols in Ql, FY'89.
The objectives of the TMEP are to:
•

Enhance olanagers' knowledge of changes in Digital's cOlllpetition, lllarketplace, technology and
workforce

•

Strengthen management's ability to influence and manage these changes

•

Provide a vehicle for the delivery of key Company olessages

The TMEP will offer educational activities for senior, middle and first level olanagers who have technical responsibilities or who Inanage technical workforces. Areas of emphasis for senior managers
will include: future technologies and lllarkets; senior-level customer relations; cross-functional lnanagement; the management of technical innovation; and the management of organizational change.
Areas of eOlphasis for middle olanagers will include: Digital's marketing, technology and competitive
strategies; olanaging change and innovation; custooler relations; building cross-functional relationships; and lllanaging. the ·business.
Areas of elllphasis for first-levelillanagers will include: project management; olanaging a technical
workforce; olanaging technical processes; and understanding Digital's markets, technologies, and
cOlnpetitors.
TMEP offerings will be comillunicated throughout the organization once they becOlne available.

PERSONNEL-ENGINEERING/MANUFACTURING/PRODUCT MARKETING

CHAPTER 3
ENGINEERING PRODUCT OPERATIONS
Group Manager: Jim Cudmore, V.P. (ML012-2/U33, 223-6923)
The Engineering Product Operations Group provides Product Planning Management, Security ManageInent, and Organizational Developlnent for the Manufacturing, Engineering, and Product Marketing
Organization (MEM).
The group's responsibilities include the following:
•

Help in the definition and comlnunication of MEM strategies, policies, processes, and procedures
both within MEM and across the corporation.

•

Provide a point of cross-MEM focus for the Field Operations Organization to ensure visibility to
MEM's cOll1Inihnents, manageinent systeIns, and processes.

•

Provide a central security focus that supports the development of consistent protection progralns
across MEM business organizations.

•

Provide Inanagell1ent process and organization design consultation to MEM groups.

3.1

ENGINEERING PRODUCT PLANNING

Manager: Bill Koteff (ML012-2/T39, 223-3123)
The Engineering Product Planning Group drives the planning process across Central Engineering..• The
group's responsibilities include the following:
•

Provide leadership and stability in Product and Process planning across MEM. This activity is
in process year-round, with particular focus on the major Q3 budget planning process. EPP
111aintains and publishes the following planning and process tools:
Engineering Long Range Plan Process, documented in the MEM Planning Sourcebook
Beige Book, annual Q1 statement of Engineering development commitnlents
Yellow Book, quarterly update to the Beige Book showing progress against plans
Top 100 Product Process, which provides for Inonthly review of critical projects under deveiopinent

•

Support the itnpieinentation of the Corporate Phase Review Policy and Process. The Phase Review
Policy, published as DEC STD 028-0, applies to all Digital product developlnent projects. The
policy provides the following:
A consistent Inechanisll1 to review the quality and integration of product and system plans
A 111eans to approve the level of investll1ent at Inajor decision points in the life cycle of
products
IInproveinent in product and systenl predictability

ENGINEERING PRODUCT OPERATIONS

The Phase Review Process, which supports this policy, provides a framework and an operational
guideline that enables Engineering, Manufacturing, Finance, Customer Services, Marketing, and
Sales to develop and communicate mutual commitments to product plans and execute those plans
in accordance with agreed-upon objectives and schedules.
The Process defines the lifecycle of products over six phases and provides a set of measurable
events for each phase. The Process is sinlple, dynamic, and flexible. It encourages and facilitates
effective collaboration among functional groups and improves the discipline and predictability
required for an effective development and delivery process.
DEC STD 028-0 Phase Review Policy and the Phase Review Process Guide are available from Standards
and Methods Control (CTS1-2/D4, 287-3724, JOKUR::SMC).

The Engineering Product Planning Group has management responsibility for DEC STD 028-0 and
the Phase Review Process Guide.
•

Drive the development and influence the implementation of an effective Information Systems
Architecture across MEM

•

Sponsor and support the development of tools that will cause improvements in product predictability

•

Provide staff support services to the following groups:

Manufacturing, Engineering, and Product Marketing Staff (MEM Staff>
Systems Taskforce
Phase Review Committee
Product Management Forum
Any questions or feedback on matters related to the Corporate Phase Review Policy and Process or
Engineering Product Planning Process should be directed to the following people:
Claudette Hunt (ML012-B/T61, 223-5867)
Bill Koteff (ML012-2/T39, 223-3123)

3.2

MEM SECURITY

Manager: Dave Hamilton (MSO-F1, 223-4282)
Digital has been successful in opening new markets and continues to penetrate existing markets
through the consistent development of innovative new products. As a result of our success we have
gained increased exposure in the marketplace, which has concurrently increased certain vulnerabilities. In response to this position, MEM has developed a security organization which exanlines and
implelnents plans and strategies designed to protect Digital's competitive advantage.
The primary goal of the group is to provide a central security focus which promotes the development
of consistent protection programs across all MEM business organizations. The group's deliverables
include the following:
•

Enhance the level of security across the MEM organizations.

•

Incorporate intellectual asset protection in business strategy.

•

Promote a closer coupling of security to all business objectives.

•

Effect positive change in employee attitudes and behaviors in the protection of Digital's information assets.

ENGINEERING PRODUCT OPERATIONS

•

Pronlote cross-functional collaboration in the protection of Digital's long-term competitive advantage.

Any questions or feedback on Inatters related to MEM Security should be directed to the following
people:
Dave Hamilton (MSO-F1, 223-4282)
Gary Brooks (MSO-F1, 223-3125)

3.3

INTERNATIONAL PRODUCTS OFFICE (IPO)

Manager: David L. Brown (ML04-2/T65, 223-7475, IPOMGR::DBROWN»
The International Products Group (IPO), based in Maynard and Chelmsford, reports to Jim Cudmore,
Vice President of Engineering Planning and Operations.
IPO provides product developers and producers with the following services.
•

Digital Engineering Standards and writing services to create or modify standards.

•

Comprehensive and complete product numbering solutions.

•

Accurate and useful regulatory information.

•

A comprehensive program designed to overhaul the ECO processes used across the company
and to develop new tools for Product Change Processes.

We work with standards owners and regulatory people world-wide.
The IPO organization consists of the following.

•

International Products Office
Manager: Dave Brown
Secretary: Laura Percy

•

Product Change Process Office
Manager: Carlton Davenport

•

Corporate Product Safety and Regulations
Manager: Michael Neuffer

•

Office of the Chief Engineer
Corporate Chief Engineer: Dick Best
Manager: June Payne

•

Standards and Methods Control
Standards and Waivers Processes
Manager: Eric Williams

•

Information Systems Development
Manager: Linda Mckinnon

•

IPO Financial Analyst
Bill Kelley

For more information, contact IPO at DTN 223-7471.

ENGINEERING PRODUCT OPERATIONS

3.3.1

Corporate Product Safety and Regulations

Manager: Michael Neuffer (ML04-2/T65, 223-4129)
Corporate Product. Safety and Regulations (CPS&R) performs the following functions.
•

Manages the total product safety prograln for Digital and coordinates the activities of product
safety groups internationally in engineering, Inanufacturing, and field service.

•

Manages a network of Technical DOlnains and Country Regulatory Advisors in Digital and provides effective information and processes for international product requirements.

•

Arrange Digital's participation on appropriate external regulatory and industry cOlnolittees on an
international basis.

•

Coordinates the processes for adding countries to, deleting countries frool, and obtaining waivers
to the strategic countries list described in DEC STD 066-3 Policy for Designing Products for all
Countries Designated as Strategic Markets.

CPS&R Inaintains product safety stanfiards and policies, and provides training and consultation,
agency interface, industry committee participation, and auditing of product safety functions.
CPS&R can help you with questions in the following areas.

•

DEC STD 060-0 Design of Hardware Products to National and International Regulations and Standards

•

DEC STD 062-0 Product Submittal to Regulatory Agencies

•

DEC STD 066-1 Technical Domains in the Product Development P1'Ocess

•

DEC STD 066-3 Policy for Designing Products For All Countries Designated as Strategic Markets

•

DEC STD 119-0 Product Safety - Introduction and General Requirements

•

DEC STD 119-1 Product Safety - Design Criteria

•

DEC STD 119-2 Product Safety - Test Procedures

•

DEC STD 136-3 Introductory And Review Processes For Digital Chemical Products

•

DEC STD 080-0 Product Safety - Industrial Control Equipnzent, Introduction and General Requirements

•

DEC STD 080-1 Product Safety - Industrial Control Equipnzelit, Design Criteria

•

DEC STD 080-2 Product Safety - Industrial Control Equipment, Test Procedures

CPS&R publishes and updates EL-EN424-00 Digital Product Safety Handbook, which provides or references all essential Digital product safety documentation and infonnation.
For further information or assistance please contact the following.

•

Product Safety Domain Manager
Bob Johnson (CPSR::JOHNSON, 223-4424)

•

Technical Domains and Country Requirements
Marcia Slarskey(CPSR::SLARSKEY 223-4393)

ENGINEERING PRODUCT OPERATIONS

3.3.2

Standards and Methods Control

Manager: Eric Williams (CTSl-2/D4, 287-3696, JOKUR::WILLIAMS)
Standards and Methods Control (SMC) offers document writing, editing, illustration, adlninistration,
publishing, and distribution services to Digital organizations. Types of documentation include the
following:
•

Digital Standards

•

Manufacturing Specifications (process and tools)

•

Manuals

•

Guidelines

•

Lists

•

Non product-specific documentation

•

Process and Procedures documents

•

Project Plans

•

Newsletters

•

Catalogs

Areas covered by Digital Standards are listed below.
•

Hardware Design and Development

•

International Product Requirements

•

Software

•

Systelns and Architecture

•

Product and Process Management

•

Technical Information Management

•

Manufacturing Process

•

Field Service

Refer to the index document, EL-SMDEX-OO EL-Class Document Directory, to determine which standards
and related doculnents apply to your work. You can obtain a copy of theEL-SMDEX-OO by contacting
Standards and Methods Order Fulfillment (CTSl-2/D4, 287-3724, JOKUR::SMC). An electronic listing
is available on the JOKUR::DEC_STD_INDEX Notes bulletin board.
If your organization has established, or is establishing, policies, requirements, guidelines, or standard

procedures that need visibility and distribution beyond your immediate organization, Standards and
Methods Control will provide you with administrative control and distribution. Contact Don Mehaffey
(287-3675, JOKUR::MEHAFFEY) to discuss your plans. Or, if you wish to discuss writing services, contact Jan Litchfield (287-3681, JOKUR::LITCHFIELD) or Lee Mirkovic (287-3680, JOKUR::MIRKOVIC).
SMC also manages the internal Stalldards Process as described in DEC STD 001-0 Management of
Technical Standards and Related Documentation and DEC STD 066-2· Waivers to Digital Design Standards.
Training on Standards awareness and the internal Standards Review and Approval Process is available.
For further information, contact Dana May (287-3669, JOKUR::MAY) or Eleanor Feltes (287-3668,
JOKUR::FELTES).

ENGINEERING PRODUCT OPERATIONS

3.3.3

Office of the Chief Engineer

Chief Engineer: Dick Best (ML03-3/H14, 223-2273)
Manager: June Payne (ML03-3/H14, 223-2912)
This group develops appropriate nomenclature for all Digital products worldwide, maintains continuity
in the option/module nunlbering system, provides the central focus for reliability prediction data, and
furnishes specialized or historical data about options and Inodules.
The Chief Engineer's Office performs the following functions:
•

Consulting on new product nomenclature and other part-number related issues.

•

Assigning option and nlodule part numbers based on recognizable logical conventions.

•

Gathering pertinent data on model numbers and maintaining a formal record of responsible
people for our products.

•

Maintaining the integrity and accuracy of option/module data.

•

Sourcing option/module Master Part File data on APPIX.

•

Providing infonnation to support numerous business functions within the corporation; for exatnpIe, Export (licensing requirements), Engineering Finance (product financial reporting), Reference
Administration (DEC Standard Price File), and Manufacturing Information Center (forecasting).

•

Providing reliability predictions (per MIL-HDBK-217) to customers, sales, and field service.

•

Investigating and providing information for specialized and historical data requests.

It is important for engineers designing new products and product managers concerned with Inarketing

issues and product offerings to contact the Chief Engineer's Office early to allow for the development
of appropriate nonlenclature consistent with our other products as well as design, manufacturing,
and packaging strategies. Product nomenclature must be in place with the Chief Engineer's Office
before other systems (for example, DEC Standard Price System, APPIX Master Parts File, COPUS)
can process data associated with the products.
The following forms nlust be processed and approved by the Chief Engineer's Office:
•

Engineering services work requests for printed-circuit boards.

•

DEC Standard Price List maintenance forms.

The following publications are available from the Chief Engineer's Office:
•

Engineering Newsletter (monthly) containing technical data and systems and procedures that
affect engineering and manufacturing, as well as courses and seminars and local IEEE meetings.

•

Option/Module List (monthly and quarterly) containing model numbers and associated data.

ENGINEERING PRODUCT OPERATIONS

CHAPTER 4
LEGAL SERVICES FOR ENGINEERING/MANUFACTURING
The Engineering Law Section of the Digital Law Department fills the roles of general counsel to
the Engineering/Manufacturing organization, and worldwide intellectual property and product liability
expert for the entire corporation. This section provides basic legal information for Digital etnployees,
explains how to deal with the most common legal problems, and tells how to contact an Engineering
lawyer if you need more help.

4.1

PROTECTING DIGITAL'S COMPETITIVE ADVANTAGE WITH
INTELLECTUAL PROPERTY

Digital is a high-technology company which invests heavily in research, developnlent, and marketing
to maintain its leadership in the computer industry. By one measure, these investments are only as
valuable as the lead in the market place and the product differentation which they sustain. The lead
obtained through R&D can be sustained by continuing to innovate and improve products at a rate
which will keep the company ahead of all other key players, or by obtaining legal rights which will
secure the lead once it has been established, or by some combination of the two. Since it is easier
to copy an idea than it is to develop one, the value of continuing R&D innovation is enhanced by
continually obtaining protection for the innovations.
Digital protects its ideas and innovations, often referred to as intellectual property, by using various nlethods provided by law. There are five principal areas of intellectual property law: patents,
trademarks, copyrights, mask works, and trade secrets.
The following is a brief overview of the law of intellectual property. It explains how you can help
Digital protect this valuable corporate asset.
4.1.1

Trade Secrets

The law of trade secrets is based on the recognition that it is unjust to permit the misappropriation
of technical or commercial know-how that is not in the public domain. The law provides a legal right
to prevent, or to recover datnages for, an unauthorized disclosure or use of technical or comnlercial
information that is a trade secret. A trade secret may be any confidential formula, pattern, device, or
combination of information used in one's business that gives him or her an opportunity to obtain an
advantage over conlpetitors who do not know or use it.
A trade secret must be kept secret so that it does not become publicly known. A trade secret may be
lost by disclosure to others without any linlitations. However, the law of trade secrets can be extended
into the marketplace by means of contractual arrangements binding the recipient of information to
keep it secret.
II

To adequately prevent trade secrets, either ours or those of others, from becoming publicly known,
appropriate internal procedures must be undertaken. The following procedures should be adhered
to:
•

Ensure that trade secret information is not provided to customers or vendors except under appropriate agreements.

LEGAL SERVICES FOR ENGINEERING/MANUFACTURING

•

Restrict access to the information to those employees and agents having a "need to know" and
inform those ell~210yees and agents having access to the information that it is confidential.

•

Maintain general security precautions on the premises, do hot leave confidential information in
open or uncontrolled areas, restrict access to those locations having sensitive information, and so
forth.

Sometimes during the course of business we may disclose trade secret information that relates to new
products before they are announced. If a business decision is made to disclose Digital infonnation,
an appropriate nondisclosure agreement must be signed by the recipient. Although the nondisclosure
agreement provides some protection, the best protection, of course, is not to disclose the infonnation.
Once released by an outside party, whether accidentally or deliberately, Digital confidential information lllay become public property and subject to unrestricted use. The first approach always should
be to try and find a way to conduct transactions without disclosing or transmitting Digital confidential
information. This is particularly true for very sensitive and highly proprietary information.
Just as we do not want to disclose our confidential information without restrictions, neither do our
customers and vendors. At times we may visit a customer's plant or see what is going on in his or her
business, and often the customer may ask us to execute a nondisclosure agreement to protect his or
her trade secret infonnation. This is a dangerous situation. We are a large company with a great deal
of internal developlnent work. Also, we are exposed to a large nUlllber of ideas frOln our custolllers. If
we internally develop or receive an idea from a third company which resembles information received
under a nondisclosure agreement, Digital's legitimate use of the idea could be in violation with the
nondisclosure agreement, even if there was no awareness of the other party's trade secret by the
developer at Digital.
It is Digital's general policy not to execute nondisclosure agreements. We refuse to receive any trade

secret information submitted to us from companies or persons outside of Digital. If for significant
business reasons an exception to this policy must be made, then a specific nondisclosure agreement
must be negotiated by the Law Deparhnent. An appropriate Vice President must sign the agreelnent
on behalf of Digital.
It must be remembered that all Digital employees are obliged to respect the trade secrets of fonner

elnployers. Thus, no person at Digital is to be given any infonnation which one has reason to believe
is a trade secret of a former employer.
4.1.2

Patents

Many countries use patents to grant to inventors the exclusive rights to their inventions. In the United
States, such exclusive rights take the form of patents granted by the U.S. government through the
United States Patent and Trademark Office in Washington, D.C.
There are several types of patent applications including: Utility patents-covering machines and articles of manufacture; Design patents-covering the appearance of articles of manufacture; Process
patents-covering procedures by which machines operate or things are made; and Software patentscovering the steps by which a computer operates.
In return for granting the inventor an exclusive right, the government asks for a complete disclosure
or description as to the manner in which the invention operates. This is a crucial part of the patenting
process. This crucial part rests most heavily on the inventor. The inventor has the obligation to
describe his invention in his patent application with the help of the patent engineers and patent
attorneys.
See subhead 4.5.1 for lnore details on how the Digital inventormay satisfy this obligation.
Digital invested more than a billion dollars in research and development last year, and filed to obtain
Inore than one hundred patents in the United States alone on the results of that research. Patents
protect Digital's existing products as well. Every VAX system you sell is covered by at least eight
patents. A patent gives the developer of a new idea the legal right to keep others frolll using or selling
the idea in a particular country for a limited period, usually ten to twenty years. Digital needs patents
because it is almost always easier and cheaper to copy a good idea than it is to develop it in the first

LEGAL SERVICES FOR ENGINEERING/MANUFACTURING

place. Patents allow Digital to recover and profit from its tremendous investment in technological
innovation, and ensure that Digital will continue to have the resources to invest in the technologies of
the future.
The patent law provides heavy penalties for disclosing or commercializing an invention before the
patent application is filed. While customers and others undoubtedly need some inforlllation for planning purposes, inappropriate disclosures in the pre-announcement phases of product development
lllay destroy all Digital's chances of obtaining a patent on the product or, if discovered later, may even
invalidate a patent Digital has already received. If you are ever called upon to discuss product futures
or if your accounts ever request information on unannounced products, you need to know how you
can respond without jeopardizing Digital's patents.
The rules for dealing with customers are in. the new Corporate Proprietary Information Disclosure
Policy (PID). Copies can be obtained from John Riedl by calling him at DTN 297-9737. The purpose of
the policy is to lllake information lllore easily available to customers while preserving Digital's patent
position. Because lllany sales-oriented activities, such as providing finn price and delivery data,
bringing engineers together for in-depth technology discussions, and asking for orders, can create
issues under the patent laws, it is important to operate strictly within the policy. Do obtain a properly
executed non-disclosure agreement. Stick with your subject. Give only approved presentations and
limit discussion to clarification of the information contained in the slides. Particularly avoid giving
"firlller" price or delivery data than is contained in the slides or discussing products not covered
in the presentation. Do discuss product performance and advantages, but avoid engineering-level
discussions of the technologies and architectures used to obtain performance. Only senior Sales
Operations lllanagement can agree to accept orders for unannounced products. Never take an order
for, or offer to "reserve", an unannounced system for a customer without the appropriate approvals.
If you are ever asked to discuss unannounced products with non-customers, contact your local Field

Attorney for an appropriate non-disclosure agreelnent. Even with a non-disclosure agreelllent, provide
information only on a need-to-know basis (see subhead 4.5.3).
Your participation in protecting our patents is critically important. Well-intentioned but careless discussion outside the company could cost Digital billions of dollars in lost revenue, and could subject
the company to expensive and embarrassing lawsuits. With your cooperation, Digital can protect its
technology for tomorrow while telling its custolllers what they need to know today.
4.1.3

Copyrights

A copyright is a legal right to prevent others from copying, distributing, modifying, or publicly displaying an author's work, provided the work is marked with a proper copyright notice. However, a
copyright does not protect an author's ideas. It protects only his or her individual expression of those
ideas. Ideas expressed in a copyrighted work may be freely used by anyone; however, if sonleone
copies the same expression or modifies it slightly, he or she is not free to use the copy or modification.
For all copyrighted publications, a copyright statement must look like the following.
© Digital Equipment Corporation 1987. All Rights Reserved

This statement must be used on the title page or the reverse side of the title page. The year specified
should be the year of initial distribution of the publication. ,For subsidiary publications the name
would be changed, but the copyright notice would remain the same.
NOTE
The U. S. Copyright Office no longer accepts the symbol (c). In those cases where © is not
available use both the word copyright and the symbol (c).
A recent change in the copyright laws allows protection for unpublished works. Those may be.disseminated to a lhnited audience, for example to a small group of potential vendors under non-disclosure
agreements. The following notice should be used in these instances.
© Digital Equipment Corporation 1985

LEGAL SERVICES FOR ENGINEERING/MANUFACTURING

This is an unpublished work which contains confidential and secret information which is protected under the copyright laws. The existence of the copyright notice is not to be construed
as an adlllission or presumption that publication has occurred. Unauthorized copying is strictly
prohibited. All rights reserved.
The above notice also appears in the inside cover of the Digital Telephone Directory.
Digital information protected by copyright is frequently written information. However, it may also
include engineering drawings, software, photographs, audio-visual training courses, and other itellls.
At Digital we lllake a substantial investment in developing copyrighted materials. We disseminate to
our customers a great deal of useful information about our products. At the same tinle, we use the
exclusivity that copyright laws provide to prevent unfair use of our publications. Such unfair use occurs
when a similar product is made by a competitor and our copyrighted material is used to describe the
sitnilar product.
You should, therefore, be aware that any written works that are expected to be published must have
appropriate copyright protection. In the SaIne Inanner, we must be careful not to violate the copyright
of others when we are using their works.
Digital invests a great deal of money and resources to acquire and develop software products. Because
the software products, once on the market, are easily reproduced and copied (the vast nunlber of
delivered Digital computers are a ready market for Digital software), it is important that our cOlnpany
legally protect software products against improper duplication and distribution. Digital has elected to
protect its software by copyright, patent, trade secret, and contract.
A software license agreement is the legal vehicle by which our customers are licensed to use the trade
secrets and copyrights incorporated in our software. Without some form of license agreelllent, our
trade secrets and copyrights in our software products lllay not be protected when software is provided
to customers. For this reason, Digital places extrenle illlportance in providing software only under an
appropriate licensing agreement.
Digital relies heavily upon copyright to protect its software and firmware products. Recent decisions
in the United States have apparently extended the coverage of copyright law to the structure and
organization of a program, at least where a number of ways exist to acconlplish the end result of the
program's functionality.
It is advisable to include a copyright notice on the media carrier (tape hub, diskette cover, chip

carrier cover, and so on) and first screen. Further, a string containing the copyright notice should be
elnbedded in the code. The choice of notice is dependent upon whether or not the software is to be
published, has been published, or will remain unpublished.

DEC STD 197-0 Legal Guidelines for Digital Publications contains additional inforlllation of the legal requirelnents for publications, and software including requirelllents for controlling proprietary inforlllation and protecting Digital against liability.
4.1.4

Mask Works

Integrated circuits (Le., semiconductors) are manufactured by using a series of masks to either deposit
nlaterial or remove Inaterial from the surface of the chip in predefined patterns. The Inasks utilized
in this process, and the selniconductor product itself, are protected from unauthorized copying by the
Senliconductor Protection Act of 1984.
At Digital, Inany of the semiconductor chips used in our systems are manufactured internally. Other
chips we use are purchased as custom components to be sold in Digital's products only. Both of these
types of chips are protectable under the Selniconductor Protection Act.
The protection of these integrated circuits is an important aspect in the overall product protection
strategy. The lllask works notice should be on the chip (die) itself, and visible to the unaided eye
on the surface. The notice should also be visible on the chip package when mounted on a printed
circuit board. The notice should include the letter "M" bracketed by asterisks or the letter "M" in a

LEGAL SERVICES FOR ENGINEERING/MANUFACTURING

circle. Additionally, the name of the owner of the mask works rights must be included. Examples of
appropriate chip notice are as follows:
DIGITAL
© til 1988

*M* DIGITAL EQUIPMENT CORPORATION

Note that the copyright notice is included in the first example to prevent unauthorized copying of
the lnicrocode contained in the chip, as well as to provide protection in countries that do not have
specific laws to protect selniconductors.
Also, since the placement of the notice on the chip uses valuable chip surface area, the notices are
cOInpressed to occupy as little area as possible, and yet still be readable.
An additional requirelllent for protection is the formal registration of the mask works and semiconductor product in the U.S. Copyright Office. This procedure is required prior to enforcing our rights
against an infringer, and is perforllled by the Legal Departlllent. All organizations that purchase custom semiconductors are required to insure that proper notices are on the chips, and that registration
lnaterials are provided to the Legal Department as soon as the devices are available for cOInlnercial
uses such as sales or custolller delnonstrations.

4.1.5

Trademarks

A trademark is one or more words, a name, symbol, device, shape, or slogan used by a manufacturer
to indicate the source of the goods or services and to distinguish its goods and services frOIn those
of others. Digital trademarks inform the customer that the product was manufactured by Digital and
not someone else. By using a trademark, the owner of the trademark is, in effect, guaranteeing that
the trademark product is of the sallle quality as shnilarly tradelnarked products acquired in the past.
A trademark is a valuable asset since it provides a highly recognizable link between a custOIner and
the products of the cOInpany.
Digital has invested significant amounts of money to associate its trademarks with its products. Marks
such as DEC, DECUS, PDP, VAX, VMS, and the Digital logo are well recognized in the industry and
throughout the industrial world. However, tradelllarks lnust be protected or they can be lost. It is
relatively easy to protect and care for trademarks. Here are some of Digital's more prolllinent current
tradelnarks:
DEC

MASSBUS

UNIBUS

DECmate

MicroVAX

VAX

DECsystem-10

PDP

VAXcluster

DECSYSTEM-20

P/OS

VAXstation

DECnet

Professional

VMS

DECUS

Rainbow

DECwriter

RSTS

Work Processor

RSX

The Digital Logo

In addition, Digital is constantly coining new marks. Before a new trademark is announced or used, it
should be sublllitted to an attorney for a trademark clearance search. This will help us to detennine
if our new trademark will infringe on a trademark already belonging to someone else. By having
the tradelnark search perfonned early, most legal problems will be found before the cOlllpany incurs
advertising and other costs.
In addition to the attorneys responsible for the trademark activity emanating from each group, Shirley
Flelning, a Tradelnark Legal Assistant, is available to handle" day to day" tradelllark questions. These
questions lllay include the following:
•

Correct trademark usage

•

If a product name may be used as a trademark

•

If a potential product name is available for use as a trademark

LEGAL SERVICES FOR ENGINEERING/MANUFACTURING

•

What a correct trademark notice is, and why

•

Correct spelling of a trademark (for example, ScriptPrinter vs. SCRIPTPRINTER)

•

When do we gain trademark rights in a product nallle

If you encounter any suspicious use of our trademarks by a party outside of Digital, or are planning or
participating in the process of choosing a trademark for a new product or service, an attorney should
be advised.

Proper selection and use of trademarks is set forth in DEC STD 197-0 Legal Guidelines for Digital Publications and EL-00490-00 Trademark Handbook for Digital Employees: Guidelines for Using Trademarks, both
available frOln Standards and Methods Control (CTSl-2/D4, 287·3724, JOKUR::SMC). Also available
frolll this group are a list of Digital's tradelnarks, EL-00490-01 Trademark Handbook for Digital Employees:
Digital Trademarks List and a list of frequently referenced trademarks of others, EL-00490-02 Trademark
Handbook for Digital Employees: Third-Party Trademarks List. When one of our marks or the lllarks of
others are used, these lists should be referenced.

4.2

TRADE REGULATION

In general, our marketing, advertising, and other sales material should reflect high standards of fairness
and openness in our dealings with customers and competitors. Often in this field of law, even the
suggestion of an unfair trade practice, though contrary to fact, is enough to provoke a problem. Internal
materials such as planning documents, newsletters, and competitive updates should employ similar
standards in reference to how we deal with and compete with competitors.
•

Digital's share in a particular market segment should not be defined except where absolutely
necessary, and then only in very general terms (for example, "substantial"). Similarly, statements
that we "dominate" or "control" a particular market segment should not be lllade.

•

Documents announcing or discussing price changes should be carefully reviewed. No suggestion
should be made that a price change is Inotivated by a desire to injure cOlllpetition or force a
competitor out of a particular market or a market in general.

•

Advertising documentation should not contain specific references or implications that different
customers will receive different prices or different terms of sale. Though differences in prices
are permitted for different types of customers (for instance, the OEM versus the end user), most
advertising does not identify the market or type of customer at which it is aimed. Under these
circulllstances, there should be no statements which would lead the consunling public to believe
that there are pricing differentials. It is, however, permissible to indicate differences in price
based upon quantities purchased.

•

There should be no direct statements or implications that the purchase of one product is required
to buy another product.

•

Statements should not be made· concerning tactics in dealing with suppliers to gain better prices
or nlake the supplier more responsive to our needs.

•

Any activity or language that would expressly or by implication raise a question of any anticOlllpetitive activity should first be cleared with the Law Department.

•

Many of Digital's customers, vendors, licensees, and research co-venturers are also competitors.
Since the most serious antitrust violations involve agreements between competitors that restrain
competition, extreme care must be taken to ensure that all communications with competitors
are confined to the particular customer, vendor, or other relationship. Any question about the
propriety of a communication with a competitor should immediately be brought to the attention
of the Law Department.

With base marketing at Digital becOlning the responsibility of the Engineering groups, Engineering
should be aware of compliance with those laws and regulations that affect the ways in which we deal
with our customers and competitors.

LEGAL SERVICES FOR ENGINEERING/MANUFACTURING

4.3

PRODUCT LIABILITY

In recent years, courts and legislatures of the areas Digital sells in, have been focusing considerable
attention on the effect of design and manufacturing practices and 11larketing and sales activities of
products being sold and the liability that can be created as a result of these practices and activities.
While COll1puter products, because of their traditional use by only a select group of technically sophisticated users, have received only minor attention by the public, the recent broadening markets and wide
distribution of the computer is expected to generate more significant legal interest in computer-related
product liability lawsuits.
The effect of such interest in Digital products, both hardware and software, manufacturing, marketing,
and sales practices and activities for our products, is of greater concern to Digital, and its Engineering
COll1ll1unity, than ever before.
•

The manufacturer of a product is under a duty of care to make products that avoid reasonably
foreseeable injury to the user and the public, even if there is no contract (for instance, sales
agreement) between the injured party and the manufacturer.

•

Damages 11lay be recovered for knowingly making false representations of a product's capabilities.
One who sells products or who, by advertising, labels, or otherwise, 111akes to the public a
Inisrepresentation of a material fact concerning the character or quality of a product sold by hiIll
is subject to liability for physical harm to a user of the product caused by justifiable reliance upon
the misrepresentation.

•

In recent years 111any regionat national, state and local regulations, along with enforcement agencies, have been enacted covering l11anufactured products. Failure of products to confornl to such
regulations can give rise to significant civil liability, and even criminal liability in SOllle cases.
S0111e significant acts include USA Consumer Product Safety Act, USA Federal Hazardous Substances Act, Comll1unications Act of 1934 (regulating RFIIEMI), USA Radiation Control for Health
and Safety Act, and USA Uniforll1 Deceptive Trade Practices Act. The notion of strict liability
that was, until recently, prevalent only in the U.s. is now areality in 1110st industrial nations.

The Engineering and Manufacturing comll1unity at Digital can help prevent a product liability case
against Digital through continued efforts to design and produce high-quality products that nleet custOlners' reasonable expectations. Means for preventing litigation against Digital include design controls, adoption of standards, component and finished product testing programs, advertising controls,
and product safety audits.

4.4

U.S. EXPORT CONTROL LAWS

The delivery of Digital's products, technology, and services outside the United States is subject to U.S.
export regulations. The heart of these regulations, which are intended primarily to keep militarilyuseful U.S.-origin products and technology out of the Soviet Bloc, consists of detailed export license
requirements that must be satisfied as a condition of engaging in numerous types of product, technology, and service transactions.
Although most of our international transactions are 111ade under General License or Distribution License authority that permit the transaction to be handled through standard, cOlnpany channels, Digital
has certain products that cannot be exported until the U.S. Government issues an Individual Validated
License. Some products and technology (e.g., encryption, TEMPEST) always require such Individual
Validated Licenses when delivered outside the U.S. or Canada, while other products (e.g., high-end
VAX systems) require such licenses only to certain country destinations. Because the applicable license has a significant effect on exportability, export license classification should be obtained froll1
Corporate Export/Trade at an early stage in product design and developl11ent.
The products subject to U.S. export laws include finished systems, as well as subassemblies, modules,
parts, and they also include prototypes. Covered technology includes technical data in both tangible
and intangibleforIll, as well as software. The oral or written disclosure of technical data to a foreign
national anywhere in the world is considered an export and is subject to U.S. export laws.

LEGAL SERVICES FOR ENGINEERING/MANUFACTURING

All Digital employees worldwide, including the Engineering community, whose activities involve the
export of products or technical data must be aware of applicable export requirements. Violations of
these requirements could have extremely serious consequences for the company, including withdrawal
of export privileges and substantial fines.
Potential violations of these U.S. legal requirements should be reported immediately by the employee
to his or her manager. If this action fails to resolve the Inatter, the employee and/or the Inanager
should report the matter to the Corporate Export/Trade Group, in Washington, D.C., and to the Law
Department.
For more detailed information, please consult the Corporate Export Reference Manual, which is distributed to various levels of operational and Inanagerial Digital employees, or contact the Law Department or the Corporate Export/Trade Group directly.

4.5

GUIDELINES FOR HANDLING SOME COMMON LEGAL ISSUES

4.5.1

How To Get a Patent on Your Idea

In the course of his or her work, an engineer may develop an invention (a new and useful mechanism,
article or nlethod) that has a degree of novelty and uniqueness necessary to satisfy the requirements
of the U.S. governnlent.
It is sometime difficult for an engineer to identify an invention from all of his or her day-to-day duties.
A simple test is to ask oneself if the mechanisnl, article or method provides inlprovelnents over that

which is replaced. For example, does the mechanism perform work faster, better, with fewer parts
and using fewer steps? Is throughput increased through a machine or through a mechanism? Is a new
substance created by a new process? Is the method such that it uses fewer steps to achieve the sanle
product or different steps to create a new product?
Once an engineer is able to answer "YES" to anyone of the above questions or to the myriad of
sitnilar questions readily obvious in light of the examples given, the engineer concludes that he or she
has Inade a potential invention.
At this point the engineer/inventor should involve the extensive patenting process currently in place
within Digital.
HOW TO START

The inventor should start by obtaining a Record of Invention (ROI) form. The ROI form can be
obtained from the Patent Engineer for your engineering group (see attached listing). In the event your
engineering group does not have a patent engineer, contact Joyce Lange (223-3737, WITNES::LANGE,
MSO/M6).
Once the ROI form is completely filled out, submit it to the Patent Engineer. Again, if there is no
appropriate patent engineer, subInit it to the Law Departnlent, Engineering Law Section, in care of
Joyce Lange at MSO (111 Powdermill Road, Maynard, MA 01754).
The ROI form is then used within the Digital patenting process to determine if a patent application
should be filed on the subject matter.
Fill out the ROI during the prototype or breadboard stage during the development cycle of a product.
Complete it well in advance of any incorporation of the invention into a product that is announced,
shipped or described in any publication!
Whenever an invention is incorporated in a product that is sold, announced or shipped, the rights
obtainable by Digital are reduced or even eliminated by this activity. Therefore, it is very important
that the Record of Invention form be subnlitted well in advance of any of these activities to achieve
Inaxitnunl protection for Digital.

LEGAL SERVICES FOR ENGINEERING/MANUFACTURING

It is illlportant to note that within the ROI there are places for the inventor to inform the Engineering

Law Section as to when public use, public sale, or publication of the invention is planned. Careful
thought should be given in the presentation of infonnation within this section because, as briefly
11lentioned above, a disclosure outside the conlpany prior to the filing of an application in the United
States 11lay result in the loss of worldwide rights to the invention on behalf of both the inventor and
Digital.
To aid in the protection of inventions, Digital has established an Intellectual Property C01nlnittee to
support each engineering group. This c01nmittee reviews the ROI fonn and deterlllines whether or
not to file a patent application on the invention.
A basic Digital patent policy has been fornlulated under which the Corporation attempts to find (and
file patent applications for) at least one patentable invention in each product it expects to sell in
volume. A patent on our important products may range fr0111 protecting a feattire in the product to
the entire architecture of the product.
Although the company is more likely to file for patents on inventions actually incorporated in products,
Digital will file for patents on other inventions.
Patents obtained by Digital are used to prevent other people from making the product. Digital also
licenses the use of S01ne of its patents so it is paid a royalty for each product lllade that is covered by
the patent. Business factors will determine if we should share the idea by licensing others to use it.
As part of their responsibility to protect new ideas of the company, all personnel performing scientific
or technical work in the fields of research, developlnent, and engineering should ll1aintain accurate
and cOll1plete records of their work. The purpose of Inaintaining these records is to have a legal
record to substantiate the conception of inventions covered by patent applications.
The Digital Engineering Notebook is a valuable tool developed for this purpose. It is the responsibility of Digital technical personnel to maintain Engineering Notebooks, particularly in those instances
involving a description of a development that may be patentable. Notebooks may be obtained frolll
Brian Keefer (225-4200, STUDIO::KEEFER).

PATENT COMMITTEES· U.S.A. BASED

•

Artificial Intelligence Technology Center (AITC)
(AITC is part of Distributed Systems)
Barry Marshall (291-8447, AIADM::BMARSHALL)

•

Computer Special Systems (CSS)
Joseph Smith (264-6554, WOODRO::JSMITH)

•

Corporate Research (CRA)
.
Wayne Till1ura (223-6630, CRAVAX::TIMURA)

•

Distributed Sytems DILG
Israel Gat, (226-7751, ERLANG: :GAT)

•

High Peljormance Systems (HPS)
Joe Zeh (297-5924, BARNUM::ZEH)

•

Low End Systems (LES) Advisory Committee
Serge Paul-Emile (223-2694, MILRAT::PAULEMILE)
LES-D&PE
Jim King (223-5903, ECADJR::KING)
LES-EMD&S
Ivan Krisstofy (223-6672, ENGINE::KRISSTOFY)
LES-MSD
Brian Fitzgerald (223-4490, AXIS::FITZGERALD)

LEGAL SERVICES FOR ENGINEERING/MANUFACTURING

LES-PCSG
Bill Kelly, (226-2507, SPCTRM::BKELLY)
LES-DSG
Dave Sweeney, (223-6371, RAGA::SWEENEY)
LES-Worksystem
John Cyr, (223-5455, CLIPER::CYR)
•

Mid-Range System Business (MSB)
Charlie Barbas (293-5334, DECEAT::BARBAS)

•

Semiconductor Operations (SCQ>
Rich Hollingsworth (225-4886, ROLL: :HOLLINGSWORTH)

•

System Software Group (SSG>
Willianl Segal (381-1263, MG::SEGAL)

•

Storage Systems (SS)
Harold Potter (237-3067, STARCH::POTTER)

PATENT COMMITTEES - FOREIGN BASED

•

Canada (KANATA)
Bill Mooney (621-2515, KA03/1)

•

Japan (TOYKO; Japan Research and Development Center)
See Storage Systems

•

West Germany (KAUFBEUREN; European Storage Systems)
See Storage Systems

ENGINEERS

•

High Pel10rmance Systems
Stan Shernlan (297-4524, MROl-3/T4, BARNUM::SHERMAN)

•

Low End Sl/stems
Doug Goldhush (223-7310, MLOl-5/U36, MILRAT::GOLDHUSH)

•

Mid~Range

•

Semiconductor Operations
Clay Satow (289-1987, APO-2/F2, NUHAVN::SATOW)

•

Storage Systems
Bill O'Brien (237-3128, SHR1-3/E29, CACHE::OBRIEN)

System Business
Charlie Barbas (293-5334, BXB1-lIF11, DECEAT::BARBAS)

4.5.2

Getting Your Publication Approved

Introduction

Digital encourages its employees to publish in recognized scientific and engineering journals and other
publications, including presenting papers at recognized symposia and conferences, and participating
in such bodies as standards setting conlmittees and groups. Digital and its employees benefit frOln
the prestige of having papers by Digital employees recognized for the value of their content by being
so published and by such participation.
However, this encouragement must be tempered by Digital's need to protect its intellectual property
rights, and by the need to avoid certain other potential problenls for Digital which could arise frOln
the content of a· published article or paper.

LEGAL SERVICES FOR ENGINEERING/MANUFACTURING

Intellectual Property Rights Protection

As of the effective date of the publication of an article or presentation of a paper, etc. which discusses
possibly patentable subject lllatter, unless an appropriate patent application has been filed, there Inay
be a destruction of the right of Digital to file for and obtain patent rights to the invention(s) discussed
(the more detail discussed the more likely the patent rights will be destroyed). Any other distribution
of inforlllation outside of Digital which could be considered making the inforlllation available to
at least that part of the public generally interested in the subject matter of the information, e.g.,
disclosures to standards setting bodies having essentially industry wide participation, could have the
sallle effect. This applies in virtually all countries outside the United States, in which Digital would
be interested in obtaining patent rights. Even in the United States, a one year clock begins to run as
of the effective date of any such publication or disclosure, during which a patent application Inust be
filed, or else the patent rights are destroyed. The effective date of the publication could be as early
as the date the abstract is sent to be reviewed by the publisher or by the review cOlllmittee for the
sylllposia or conference. Even if Digital has filed the appropriate patent application(s), prior to product
announcelnent, it lllay be inappropriate to describe the product in a publication or disclosure. For
these reasons, a publication approval should be obtained before any submission is made of anything
relating to an article or paper to anyone outside· of Digital or any other disclosure that is public in
nature is made outside of Digital. Also, if an abstract is sublnitted first, the final article, paper, or
presentation should separately be approved for publication.
Even if the paper or presentation does not disclose patentable subject matter or discloses subject matter
which may be patentable but has been decided not to be sought to be patented, by the appropriate
PBU Patent COllllllittee, some part(s) or all of the paper may be inappropriate for publication. This
is because the publication or presentation could destroy the ability of Digital to maintain whatever
Ineasure of exclusivity to the technology discussed in the paper, which Digital could otherwise obtain
froln trade secret protection. A trade secret, by definition, must be maintained in confidence by the
owner of the trade secret rights - Digital. Publication or public disclosure destroys the confidential
nature to Digital of the information so published or disclosed.
In SOllle instances, publication can destroy or alter Digital's rights to copyright protection for· certain
technologies (e.g., software source codes). Publication of an article or paper containing specific source
code listings, without a notice of Digital's claim to copyright protection in the code, could destroy
Digital's copyright protection in at least that part of the code so published.
It is the responsibility of the author(s), which, for these pursposes, shall include presentation makers,

the Inanagers of the author(s), and the others designated in Personnel Policy and Procedure MelllOrandulll 6.30, or by the PHU, to review the request for publication, to insure that the above issues
are fully addressed before publication approval, and that Digital's rights to obtain patents are not
cOlnprOlnised and Digital's confidential information is disclosed only in accordance with Corporate
Security Policy 10 and Standard 10.1 "Proprietary Information Protection", and that other proprietary
rights are not compromised. In its role in reviewing requests for publication and evaluating the legal
illlpact of pennitting publication, the Engineering Law Section (ELS) relies heavily upon the technical
and business judglnent of the author's(s') management and the illlpartial experts reviewing the request
for publication. When you submit the material to the PHU Patent Engineer, the ELS will rely heavily
on the Patent Engineer's input.
Other Issues

Publications can also create potential liability or increased risks of liability for Digital in areas such
as libel, fraud, defamation, trade liability, products liability and antitrust, among others. Unfavorable
11lention of the product(s) of another company, if proven untrue, could lead to liability for Digital.
Representations about Digital's products could, for example, set unwarrantedly high expectations
aInong customers or potential customers, and be used against Digital in product liability situations.
Statelllents about markets or market shares for Digital products, or "eliminating" the cOlllpetition, or
"dOlninating" the lllarket, could have antitrust illlplications for Digital.
.
Therefore, these kinds of statements in papers published by Digital employees must be eliIninated
before publication. The Engineering Law Section is trained to recognize these problems, but this
does not elilllinate the function of the author's managelnent to review the prospective publication in
an effort to spot potentially troubling statements of this type.

LEGAL SERVICES FOR ENGINEERING/MANUFACTURING

Publication Approval Process

In order to avoid adverse consequences to Digital from a publication, and at the same time support the
desire to have employees publish, a procedure set forth in Personnel Policies and Procedures Section
6.30, has been established for review of publications by management and the Law Departlllent prior
to publication. Personnel Policies and Procedures Section 6.30, dated August 26, 1985, is currently
under revision, and the policies and procedures, as they are proposed to be revised, are described
here.
The publication approval process applies to all information presented at seminars, conferences, professional and industry standards committees and any other public forulll, including degree requirenlents, articles and papers, and addresses and speeches. It applies to publications like Digital Press,
Digital Technical Journal, and others which can be obtained by nlembers of the public, as well as to
publications outside of Digital. It applies to co-authoring with non-Digital employees. It applies to
trade shows for which Digital appoints Corporate Coordinators.
All publications and the content of proposed public disclosures are restricted to internal Digital distribution until approved for publication or disclosure in accordance with Personnel Policies and Procedures Section 6.30 and with the PBU-specific policies of every author, if any. It is the responsibility of
each author to insure that the publication approval process is followed and no publication or release
of the information outside of Digital occurs until the process has been completed. Since some PBU's
have established additional approval policies, authors should check with their managers or PBU Patent
COInmittee to learn of any additional requirements they may need to satisfy.
According to Memorandum 6.30, the author(s) must obtain the approval of the assigned Corporate
Coordinator, or, if there is none, an ad-hoc committee consisting of each author's manager, each manager's iInmediate manager, an impartial, uninvolved person, qualified to understand the importance
to Digital of the information to be disclosed and appointed by the appropriate function Vice-President
or his/her designee, and the legal counsel for the group. There may be other requirelnents imposed
by the group Vice-President such as approval of the PBU manager. These approvals must be in the
form of an approval signature.
In some PBU's, the policy may include submission of the proposed publication to the Patent Engineer
for review of whether some part or all of the subject matter of the publication needs to be presented
to the Patent COInmittee prior to approval for publication.
In some PBU's, approval may have to be obtained from a direct report to the Engineering/Manufacturing
PBU manager, if not one of the managers noted above.
According to Memeorandum 6.30, each of the approval signatures should reflect that the reviewing
person has examined the proposed publication or pubic disclosure to deterllline if the l1laterial l1leets
any of the following criteria which might require continued restriction:
•

It describes part or all of any unannounced product (part, component or system) or service, or an

advanced development project (including results), or any other technical development or design
not generally known outside of Digital.
•

It contains information that, if disclosed, could help our competitors, but, if kept secret, could
help Digital maintain a competitive edge. This information could be about past, present, or
planned processes, tests, tools, manufacturing or general technology, research projects (including
project names), Digital's business (such as its plans or its organization, Le. the names and
titles of co-workers), or basic or applied research having potential long-term effect on Digital's
business. It could also be information that Digital is considering or has dropped programs,
vendors, methodologies, or technologies.

•

It describes a potentially patentable idea for which a patent application has not yet been filed.

(All developments made by Digital employees that IN ANY WAY are different frOln what already
exists, whether in Digital or third party products or in existing internal or external publications,
are considered patentable until the appropriate Patent Committee or, if there is none, the ad
hoc committee, determines that Digital has no current interest in patenting the inventions or in
lllaintaining trade secret protection.)

LEGAL SERVICES FOR ENGINEERING/MANUFACTURING

•

It contains comments about proposed, pending, or past litigation or proposed, existing or past leg-

islation. (Statell1ents about such litigation must be approved by the Law Department and Digital
Public Relations, and comments about such legislation must be approved by Digital Government
Relations and the Law Department.)
•

It contains any statements about the capabilities of or performance of any Digital products, or

a comparison with or critique of third party products, or representations about Digital's market
position, or the ability of Digital or its products to "eliminate", "control", "dominate", etc. any
third party or its products, or any such statelnents which might be construed as detriInental to
Digital or its business.
The ad hoc committee or Corporate Coordinator should consult other experts as necessary to deterllline whether the proposed publication meets the above criteria for restriction. The Corporate Coordinator must work with the Law Department in making this determination. Some of these criteria
clearly call for judgment by the reviewers, weighing the importance of publication against the degree
of risk to Digital. The ad hoc comll1ittee or Corporate Coordinator is expected to act promptly so as
not to unnecessarily delay the timely publication of the material. Similarly, the authors are expected to
sublnit the lllaterial to the ad hoc cOlnmittee or Corporate Coordinator soon enough so that adequate
review is possible. The ad hoc committee or Corporate Committee is not a "rubber stamp". Authors
should recognize that, for Digital's best interest, publication approval may be withheld, revisions to
the lllaterial may be necessary, or higher level approval may need to be sought.
In rare cases Digital lllay decide to publish technical information that would be restricted under the
rules described in this policy. An example was the publication of the DECNET specifications. Such
decisions lnust be approved by the Law Department, Marketing Comll1ittee, and Vice-President of
Central Engineering.
The publication request procedure starts by the authors making up a package for the reviewers. For
ongoing activities, such as professional or standard committees, participants should prepare a "con1lllittee Inen1o" outlining the cOlnmittee's purpose, their proposed participation, and a description of
the infonnation they intend to or n1ay have to disclose through their participation.
Along with the "COlll1l1ittee memo" or documents to be released and copyright form, if any, that the
authors lnay have reveived from the publishers, the authors must attach a cover memo (one page) or
the following sample form:

LEGAL SERVICES FOR ENGINEERING/MANUFACTURING

Example 1:

Publication Approval Request Form
REQUEST FOR PUBLICATION APPROVAL

Author(s):
(DTN)

(print-Name'------------------------------------(P~i~t-Na;~)-------------------------------------

(DTN)
(Badge No.)

(DTN)

Authors' Manager(s):
(DTN)
Managers' Manager(s):

--(print-Names'------------------------

(DTN)

(Be sure you include all managers required by your PBU)
Expert:
(DTN)
Attorney:
(DTN)
Title:
Type of Publication (article, paper presentation, degree presentation, etc.):
Name of Journal, Conference, Symposia, etc.:
Date of Publication or Presentation:
Date of Submission

Requir~nent:

Abstract of Paper's Content:

(Note: In addressing each of the items below, cross out the inappropriate
response, e.g., does/does not)
1.

The Material does/does not describe all or part of any unannounced Digital product (part,
component, or system) or service, or any advanced development project, or any other development
or design not generally known outside Digital.

2. The Material does/does not contain proprietary information (about past, present or planned
manufacturing, test, design or development processes, technology, research project, Digital
business, or basic or applied research having potential long-terms effect on Digital's
business) that, if disclosed, could help our competitors.
3. The Material does/does not describe a potentially patentable idea.
4. The Material does/does not mention proposed, pending, existing, or past litigation
or legislation.
5. The Material does/does not mention any non-Digital employees or third-party companies; there
are/are not any representations about the relative performance or capabilities of any Digital
or third-party product; it does/does not mention the marketing or positioning of Digital or
its products; it does/does not contain any statements that might be detrimental to Digital or
its business.
Signatures:
Author(s)
The identified publication is approved:
Managers
Managers' Managers
.
Expert
Attorney
Date:

LEGAL SERVICES FOR ENGINEERING/MANUFACTURING

_
_
_

If any of the five statenlents in the cover Ille III 0 are lnade in the affirIllative, the Authors should

recognize that the Corporate Coordinator or ad hoc cOlllmittee, in balancing the risk to Digital and
desirability of publication or committee participation, Illay disapprove the request, require revisions,
or obtain higher level approvals for disclosure.
If approval is withheld, as tiIlle passes and the product is announced, the patent is filed, or litigation

resolved, the author may resublnit the material for publication review.
If publication is approved, any copyright release form that must be submitted to a publisher should

be signed, but not by the Authors. It should be fOlwarded for signature to the group Vice-President or
his or her designee authorized to sign such releases. Authors should ensure that references to Digital
as part of his/her professional background should be accompanied by a clear identification that the
individual is expressing his or her own views and not those of Digital.
4.5.3

When & How to Use Non-Disclosure Agreements

While it is Digital policy that its eIllployees should do their utIllOst to cOlllplete their projects without
disclosing Digital proprietary information or receiving another company's confidential infonnation,
sOlnetiInes it becollles necessary for Digital employees to do such inforlllation exchanges. It is critical
for Digital to take care in both disclosing its own confidential proprietary infonnation and receiving
such inforlllation from outside of Digital. Only such information as is necessary for the successful
completion of the project should be disclosed or received, and the exchange Illust not take place
before an appropriate non-disclosure agreeIllent is signed.
Disclosing Digital confidential information without a non-disclosure agreement could cOlllprOl1lise or
totally destroy certain patent, copyright or trade secret intellectual property rights of Digital.
Receiving confidential information of another without a non-disclosure agreement, which clearly defines the rights and obligations of both parties, could expose Digital to liability, even if such inforIllation, disclosed to Digital, is neither used by Digital nor disclosed outside of Digital. Even with a
non-disclosure agreenlent, Digital will have SOl1le obligations not to use or disclose the infonnation,
but a properly prepared non-disclosure agreement will place some linlits upon these restrictions, and
in addition will clearly define for lnanagelnent the existence of an obligation on the part of Digital and
the scope and nature of this obligation.
Without going through the forlllal process of executing a non-disclosure agreenlent, including a review
of it by InanageIllent, the danger exists that the risks to Digital in receiving such infonnation lllay not
be properly assessed, or, worse yet, the obligations upon Digital to maintain confidentiality and liInit
use of the infonnation lnay not be fully appreciated and/or Illay not be l1let.
Digital has specific policies and procedures for the handling protection and disclosure (within Digital
and to outside parties) of its confidential infornlation, and for the receipt, handling and protection of
the confidential infonnation of another. No disclosure of Digital confidential information nor receipt
of any confidential information should be done without cOl1lplying with Corporate Security Policy No.
10 "Proprietary Infonnation Protection Policy" and the corresponding Corporate Security Standard
10.1 "Proprietary Infonnation Protection Standard."
In accordance with Corporate Security Policy No. 10 and Standard 10.1, it is the responsibility of the
originator or custodian within Digital of information which is proprietary and confidential to Digital
to classify such inforl1lation, to provide for its protection, and to determine the appropriate distribution within Digital consistent with a "need-to-know" criterion, where applicable. (See the Policy and
Standard for the different classifications of proprietary infonnation and the different internal handling
requirelllents for each.) Managers of such originators and/or custodians are also responsible to insure
that this is carried out.
Proprietary infonnation which nlust be so protected is defined to also include inforl1lation provided
to Digital in confidence by another party outside of Digital, with the additional requirel1lent that
such third-party infonnation must be protected in accordance with the terms of the non-disclosure
agreelnent under which it was received.

LEGAL SERVICES FOR ENGINEERING/MANUFACTURING

Because of the potential for loss of Digital proprietary rights by an unrestricted disclosure of proprietary infonnation and the potential for liability to Digital from an uncontrolled receipt of confidential
proprietary infonnation from another, all transfers of confidential information into Digital, out of Digital, or through lllutual exchange Inust be done in accordance with a non-disclosure agreelnent. Every
such agreement either should be put in place through the Sales Organization Proprietary Infornlation
Disclosure process or should be reviewed in accordance with a procedure established by the group
or Engineering/Manufacturing PBD which originated and/or which is receiving the information, and
the Law DepartInent attorney responsible for representing the group or PBD. Call that attorney for
information about the Procedure.
The group or PBD-specific procedure will have at least the following requirements:
1.

The receipt of confidential information from outside of Digital, whether through nlutual exchange
or by disclosure by a third-party alone, must be approved by the Vice-President Manager of the
PBD receiving the infornlation; and the Non-Disclosure Agreement, whether for Inutual exchange
or receipt of third party infonnation, Inust be signed by the Vice-President.

Each PBD Group Manager is responsible for the protection of all confidential proprietary inforInation created in or in the custody of the Group, and must detennine who, within the Group,
has the authority to approve outside disclosures of Digital information and sign Non-Disclosure
Agreelnents in which only Digital is disclosing its confidential information.

The following Digital Non-Disclosure Agreement has been approved by the Engineering Law Section of the Law Department for receipt of third party confidential information and/or disclosure
of Digital confidential information. Agreelnents intended solely for receipt of third party infornlation should have, in Appendix A of the Agreelnent, "none" as the relevant Digital infonnation.
Sinlilarly, agreements solely for disclosure of Digital infonnation should have, in Appendix A,
"none as the relevant third party information. Any Non-Disclosure Agreements which vary in
any way fr01n the following agreement, Inust be reviewed by the Law Department.
ll

LEGAL SERVICES FOR ENGINEERING/MANUFACTURING

Example 2:

Non-Disclosure Agreement Form
NON-DISCLOSURE AGREEMENT

DIGITAL EQUIPMENT CORPORATION,
(hereinafter, together with
all subsidiary and affiliated companies-whlch-It-now-or-hereafter controls, "DIGITAL"),
and
, having a principal place of business at
____________________________________ , (hereinafter, together with all subsidiary and
affiliated companies which it now or hereafter controls, "COMPANY") have developed certain
confidential information, both sets (hereinafter "INFORMATION") more fully described in
Appendix A. Both parties wish to exchange, during the period defined in Appendix A,
INFORMATION for the sole purpose(s) described in Appendix A.

CONFIDENTIALITY AND COMMITMENTS

For
years from disclosure, Recipient shall maintain in confidence Discloser's
INFORMATION, provided that it (a) is clearly marked with Discloser'S name and confidential,
proprietary or the substantial equivalent; and (b) if orally disclosed, is summarized in
writing or corporeal form and is clearly marked with Discloser'S name and confidential,
proprietary or the substantial equivalent thereof and delivered to Recipient within
thirty (30) days thereafter. Recipient shall use the same degree of care to avoid
disclosure of INFORMATION as it employs with respect to its own confidential/proprietary
information, using at least a reasonable standard of care. Recipient shall notify its
employees who use INFORMATION of the obligation hereunder.

Each party agrees not to disclose existence or terms of this Agreement.

Discloser shall prevent Recipient from being exposed to third party confidential information
which is in Discloser'S possession.

Recipient shall have no obligation as to INFORMATION that (a) is known to Recipient at the
time of disclosure; or (b) is independently developed by Recipient provided Recipient can
show that such development was accomplished by or on behalf of Recipient without the use of
or any reference to INFORMATION; or (c) becomes known to Recipient from another source
without confidentiality restriction on subsequent disclosure or use; or (d) is or becomes
part of the pUblic domain through no wrongful act of Recipient; or (e) is disclosed with
the prior written approval of Discloser; or (f) is disclosed pursuant to any judicial or
governmental request, requirement or order; prOVided that Recipient takes reasonable steps
to give Discloser sufficient prior notice in order to contest such request, requirement or
order; or (g) is furnished to a third party by Discloser without similar confidentiality
restriction on the third party.

Title to all tangible forms of INFORMATION and any copies thereof shall be and remain with
Discloser. Recipient shall not copy or reproduce in whole or in part any INFORMATION without
written approval of Discloser, except as is necessary to fulfill the purposes of this
Agreement. Upon written request or termination of this Agreement, all such tangible forms
of INFORMATION, with the exception of an archive copy to be used solely for complying with
Recipient's obligation hereunder, shall be promptly returned to Discloser or destroyed
at Discloser's option.

Recipient shall not remove any proprietary, copyright, semiconductor chip protection, trade
secret, or other legend ("Proprietary Rights Legend") from any form of INFORMATION.
Recipient, when reasonably possible and at Discloser's expense, will add to INFORMATION any
proprietary Rights Legend (or modify same) Discloser deems necessary to protect its
intellectual property rights, and requests in writing to be so added or modified.

GENERAL

Either party may terminate this Agreement without cause upon three (3) days written notice
given to the other, provided that confidentiality obligations under Section B shall survive
termination hereof.

No rights or obligations other than expressly recited herein are to be implied herefrom.
Nothing except that expressly stated herein shall affect either party's present or
prospective rights under any country's patent laws, or be construed as granting any
license under any present or future patent or application therefor, or preclude marketing any
product unless such marketing constitutes unauthorized disclosure and/or use of INFORMATION.

This Agreement shall be construed, interpreted and applied in accordance with the laws of
the Commonwealth of Massachusetts.

Example 2 Cont'd. on next page

LEGAL SERVICES FOR ENGINEERING/MANUFACTURING

Example 2 (Cont.):

Non-Disclosure Agreement Form

Consistent with other provisions herein, each party assures that it will not knowingly,
without obtaining prior authorization from the U.S. Dept. of Commerce Office of Export
Administration, transmit directly or indirectly the technical data received pursuant hereto
or the immediate product (including processes and services) produced directly by use of such
technical data to Afghanistan, People's Republic of China, or any Country Group Q, s, w, Y,
or Z country specified in Supplement No. 1 to Part 370 of U.S. Dept. of Commerce Export
Administration Regulations.

This document and appendices contain the entire Agreement between the parties and
supersedes any previous oral or written understandings, corr~itments or agreements pertaining
to the subject matter hereof. The Agreement shall not be modified or changed in any manner
except in a writing signed by both parties.
If a court of competent jurisdiction finds any
of the provisions hereto so overboard as to be unenforceable, such provision may be reduced
in scope by the court to the extent it deems necessary to render the provision reasonable
and enforceable.

ACCEPTED AND AGREED:
DIGITAL EQUIPMENT CORPORATION

By:

Duly Authorized
NAME:

-----------------(please print or type)

TITLE:
DATE:

_
Duly Authorized

TITLE:

DATE:

APPENDIX A
1.

COMPANY identifies the following as its confidential information:

DIGITAL identifies the following as its confidential information:

COMPANY designates the following person as its focal point for receipt of
notices and INFORMATION:
NAME:
TITLE:
ADDRESS:

DIGITAL designates the following person as its focal point for receipt of
notices and INFORMATION:
NAME:
TITLE:
ADDRESS:

INFORMATION will be transmitted during the period of the next

INFORMATION will be exchanged for the sole purpose(s) of

LEGAL SERVICES FOR ENGINEERING/MANUFACTURING

4.5.4

How to Avoid Legal Pitfalls When You Write

The outcome of lawsuits can be affected by correspondence written years before by people who never
thought about how their words would sound in court. Whenever anything is written (either in hardcopy
or electronically) - a memo, a letter,a note - remember that your words might be read some day by an
unfriendly competitor or customer, or by an enthusiastic government prosecutor who lnay interpret
its language in the most sinister way possible.
For this reason:
•

Don't speculate in writing about the legality or ethics of Digital's actions. While you should
be concerned if you have any questions about the legality of any action, the way to handle
this situation is to contact the Law Department, and to find out. Speculation nlight be thought
(incorrectly) to be evidence that the conlpany has recognized a law violation, and had tried to
calnouflage it in some way.

•

Don't use "million dollar words" -colorful, careless language that creates an antitrust or other
legal problem. Documents containing loose language with dangerous legal implications can be
lethal in front of a judge or jury. These are words like"dominant," "entrenched," "predatory, "
"controlling a market" and "attacking" or "blocking" a competitor. Words implying collusion such
as "destroy after reading" are also dangerous and should not be used. To protect confidential
information, stick to the published Corporate Information Security labeling scheme.

•

Be careful about discussing the company's share in a particular market. Point out that the market
"sector" that you are discussing is shaped by your marketing strategy, and nlay not be the saIne
as the "market" from the view of the customer or competitor. Private plaintiffs and government
prosecutors often try to use a company's own records to attempt to show the market within which
competition takes place. It would be unfortunate if our documents contained inappropriate market
definitions when the econOlnic facts dictate a different market.

•

Don't puff up or overstate our importance. Such language might lead a prosecutor or court to
lnake an incorrect inference to our detrilnent despite the true facts.

•

Statements should be avoided that might be construed as defining Digital's fault which may result
frOln a product defect. Avoid making any statements concerning regulatory or product standards
policies, including Digital's policies and procedures regarding defective products or products that
nlay fail to comply with product regulations or product standards. Avoid making statenlents about
the difficulties of a product design or the operation of the product. Statements or conclusions as
to the reason for or cause of a defective product should be avoided.

4.6

FINDING YOUR LAWYER

The attorneys who support various Engineering and Manufacturing groups are identified below.

•

Engineering/Manufacturing
Ron Myrick - (MSO/C5, 223-2991), Assistant General Counsel and Manager, Engineering Law
Section

•

Low End Systems & Technology
Al Cefalo - (MSO/C5, 223-8571), Group Manager, Low End Systems; Manufacturing Operations
Rick Schuette - (MSOIC5, 223-6502), DSG, PCSG, EMD&S
Carter Pledger - (MSOIC5, 223-6355), Worksystems

•

Mid-Range Systems Business Group
Dick Paciulan - (MSOIC5, 223--8426), Group Manager, Mid-Range - Secured Systems; Engineering
Product Strategy and Architecture
Maura Moran - (MSOIC5, 223-3665), High End Mid-Range Systems; High Peljormance PRISM
Worksystems; PRISM Strategy Office

LEGAL SERVICES FOR ENGINEERING/MANUFACTURING

David Pursel - (ZSO, 206-865-8844), DECWest Mid-Range Systems

•

High Peljormance Systems
Jerry Lester - (MSO/C5, 223-6571), Group Manager, Corporate Research and Architecture, High
Peljormance Systems and Clusters, Engineering and Manufacturing Sites in California, Mec, SEMATECH
Bill White - (MSO/M6, 223-7531), External Research Programs, Software Engineering, Cambridge
Research Center, Paris Research Lab, Systems Clusters and Fault Tolerant Systems
Joe Funk - (MSOIC5, 223-5740), Large Vax Engineering, Systems Manufacturing, Systems Research

and Engineering
•

Storage Systems Engineering and Manufacturing
Vince Pitruzzella - (MSO/C5, 223-6604), Medium and Large Disk Systems, Thin Film Media, Thin

Film Heads, Advanced Development, Database Systems
Penny Smith - (MSO/C5, 223-4293), Tapes and Optical Storage, Small Disks, Electronic Storage

DelJice
•

Distributed Systems
Ron Reiling - (MSO/C3, 223-2991), Group Manager, Local Area Systems, Networks/Communications,

Computer Integrated Manufacturing, Image Systems Engineering, European Engineering
Gary Clapp - (MSO/C3, 223-8943), Image Systems Engineering

•

Software Systems
Lindsey Kiang - (MSO/C5, 223-6745), Group Manager, SSG
Gary Clapp - (MSO/C3, 223-8943), SSG

•

Manufacturing Operations
Al Cefalo - (MSO/C5, 223-8571), Group Manager

•

GIA Manufacturing & Engineering
Lindsey Kiang - (MSOIC5, 223-6745), GrollI' Manager

•

Semiconductor Operations Law Group
Bill Cray - (MSO/C5, 223-2469), Group Manager, Senliconductor Operations (SCO), Semiconductor
Acquisition and Test (SCAT), Semiconductor Business Operations (SBO), Process Technology Group
(PTG), Semiconductor Engineering Group (SEG), Semiconductor Industry Association (SIA), SEMATECH, Semiconductor Task Force
Bob Mayes - (MSO/C5, 223-6984), Semiconductor Manufacturing Technologies (SCMT), Physical

Technologies Group (PTG), Semiconductor Engineering Group (SEG), Mask Works Protection, SCO
Patent Committee
•

Patent Services Law Group
Ron Clark - crvlS0lC5, 223-3683), Group Manager

•

Trademark Services Law Group
JiIn Perkins - (MSO/C3, 223-6982), Group Manager
Shirley Flenling - (MSO/C3, 223-2778), Trademarks Paralegal

•

David Double - (GEO, 821-4611), IP Coordinator
Peter Oliver - (KRR, 734-854290), European Intellectual Property, Safety and Regulation

LEGAL SERVICES FOR ENGINEERING/MANUFACTURING

CHAPTER 5
MISCELLANEOUS INFORMATION SERVICES
5.1

DIGITAL LIBRARY NETWORK

The Digital Library Network (DLN) is comprised of 14 technical information centers and two Market
Research Centers, which work cooperatively to provide information services to many facilities and all
functional groups at Digital. The site-managed information centers share resources through common
use of tools, services, and coordination provided by the Distributed Library Systems Group in Concord, MA (VR06). The DLS Group staff includes systems programmers and information consultants.
The DLS group is part of the Content-Based Systems Group (CBS).
You may gain access to the central data base of the entire DLN's holdings through public access
tenninals (PACs) located in the site information centers. From the PAC you may browse through the
DLN data base to find material at any node in the network.
In addition to loaning books and periodicals, information centers in the DLN provide the following
services.
•

Online database searching service in engineering, marketing, management, education, and other
areas.

•

Research consultants to assist you with specific technical or business questions.

•

Market research reports and planning services. See more under Corporate Market Research
Centers, Section 5.2.2.

•

Technical reports, including Digital and university reports.

•

Indexes and abstracts of periodical and report literature.

•

Standards

•

Audio and video cassettes, including internally-produced tapes.

•

Competitors' manuals and promotional materials.

•

Digital manuals, handbooks, and bulletins.

•

Directories, dictionaries, encyclopedias, handbooks, and phone books.

Several site information centers also sponsor or contribute to technical seminar programs, and the
Market Research Centers plan and conduct nlarketing sylnposia.
Contact the infornlation center nearest you for assistance with engineering, technical, and business
questions.
The DLS group (CBS) offices are located at VR06-1/B4. If you have questions about setting up an
information center for your site or becoming a member organization in the DLN, call 273-5465.

MISCELLANEOUS INFORMATION SERVICES

Digital Library Network
Location and Mailstop

DTN

Contact

Andover
APO-1

289-1609

Richard Maxfield
NUHAVN::APO_L1BRARY

Boxboro
BXB1-1/C05

293-5033

Martha Moore
PHENIX::MOORE

Colorado Springs
CX01-lIS18

522-2113

Chris Bowman
GENRAL: :L1BRARY

Colorado Springs
CX03-2/N10

522-5214

Serena Riesgaard
TAS::L1BRARY

Hudson
HL02-2/N06

225-4771

Linda Maguire
SHARE::L1BRARY

Littleton (Foster St.)
LTN1-2/F12

229-6858

Martha Moore
PHENIX::MOORE

Littleton (King St.)
LKG1-2/J10

226-7067

Janet Hebert
DELNI::L1BRARY

Marlboro
MR01-2/A94

297-5040

Michelle Rehill
DLNVAX::MARLBORO

Maynard
ML04-3/A20

223-6231

. Janice Eifrig
DLNVAX::MAYLIB

Merrimack
MK01-1/K11

264-7175

Alison Eckert
CIVIC::L1BRARY

Salem
NIOIW22

261-2254

NISYSI::L1BRARY

Shrewsbury
SHR1-2/G18

237-3271

Carole Piggford
MEMORY::L1BRARY

Spit Brook
ZK01-3/B31

381-1058

Cathy Sloan
ZEKE::L1BRARY

Tewksbury
TWO/LIB

247-2094

Cal Norton
PARITY::CNORTON

SITE INFORMATION CENTERS

MARKET RESEARCH CENTERS
(For Detailed Information, See Section 5.2.2)
Merrimack
MK01-1/K11

264-6847

Alison Eckert
CIVIC::MARKET

Marlboro
MR02-LlC01

297-5361

Barbara Klein
FASTER::MARKET

297-6009

Competitive Literature
FASTER::L1TTLEFIELD

CUSTOMIZED RESEARCH SERVICE
(For Detailed Information, See Section 5.7)
Merrimack
MK01-1/K11

264-6911

MISCELLANEOUS INFORMATION SERVICES

Andrea Schulman
CIVIC::SCHULMAN

5.1.1

Information Services

The research staff in each DLN node provides professional consulting to answer your questions on a
wide variety of topics. The staff uses thousands of published sources and over 200 online databases
to obtain tilnely, critical infornlation to help you with key decisions. Most information centers have
cOlnputer-aided reference services and current awareness services to match your infornlation needs.
5.1.2

Books, Technical Reports, The DLN Catalog, and Interlibrary Loan

Materials selected for the Digital Library Network are current and chosen with Digital employees
information needs in nlind. Recomnlendations for acquisitions are always welcome.
Books in the DLN collections are arranged by the Library of Congress alpha-numeric classification
nunlber that appears on the spine of each book. The traditional library "card catalog" has been
replaced by an online system, developed by the DLS Group. This system allows you to search for
materials in any DLN node by subject, author, or title.
In addition to books and technical reports in the Digital Library Network, each information center has
access to over 7.5 million volumes in a national online network of university and special libraries.
Soon the DLN will provide online catalog access directly from employees' offices through the Corporate Videotex Library Menu, as the DLN Catalog.
5.1.3

Circulation of Materials

Any Digital employee may borrow material from the Digital Library Network by visiting, sending a
request to, or telephoning the nearest site information center. The loan period is usually four weeks,
but policies may vary.
The DLN's circulation system is automated. Enlployees are encouraged to use the public access
tenninals or check with the site infornlation center staff to register in the DLN client data base.
5.1.4

Periodicals

The Digital Library Network subscribes to over 1000 periodicals. In most cases, back issues may be
borrowed, and photocopies of articles may be requested.
5.1.5

Instructional Media Services

Audio cassette and video cassette training courses are available through the DLN. The collection
includes all technical seminars conducted at Digital sites. Call your information center to obtain
up-to-date information on these programs.
5.1.6

Digital Publications

Most information centers have assembled a collection of Digital publications, which are indexed in the
online catalog. Hardware manuals, software Inanuals, handbooks, technical reports, special publications, and directories are available for use in the information centers. In addition, local and specialized
Digital newsletters and bulletins are available.
5.1.7

Competitors' Publications

Digital exchanges publicly-available information (promotional material, software and hardware manuals) with many other computer manufacturers. The Market Research Center maintains a conlplete
collection of these documents at MR02-L/C01. Copies of these publications are available for loan.

MISCELLANEOUS INFORMATION SERVICES

5.1.8

Purchasing Activities

The Information and Library Purchasing staff buys books, subscriptions, reports, standards, online
services, conlpetitive literature, instructional nledia, and association Inelnberships for nlost locations.
All items must be submitted to Information and Library Purchasing, NR02-1113A (DTN 234-4823), on
a Digital Internal Purchase Requisition, form nuolber EN-01072-08.
Subscription purchases must be authorized by a Vice President or a person designated by a Vice
President.
It is Digital's policy to purchase only one melnbership to an organization per cost center.

5.1.9

Information Supply Base Management

Information Supply Base Management negotiates major contracts with information producers, brokers,
clearinghouses, universities, marketing finns, publishers, journal suppliers, and data base services.
They participate in a teaol of supply base managers within DIS, work closely with the operational
purchasing group, and advise and consult with the purchasing group and remote site buyers. Contact
Renata Baptiste (VR05, DTN 273-5446) for further information.
5.1.10

Consulting Services/Library Start-Up

Consulting services are available to help groups solve problems involving document/information acquisition, organization, storage and access. Library start-up services can help in planning for a library
of any size. Questions regarding oleolbership in the Digital Library Network Inay also be directed to
this office. For nlore information, call 273-5465.
5.1.11

European Digital Library Network

In Europe, library services are provided by the emerging EDLN. EDLN consists of both engineering
and Inarketing libraries, and will comprise a resource-sharing network which is independent frOIn the
DLN network in the U.s. For further information, contact CBS offices (DTN 273-5438).

5.2

MARKET INFORMATION SERVICES GROUP (MISG)

Manager: Nancy Jaoles (CF01-lIM38, DTN: 251-1003)
MISG, through its component organizations, provides central support for external olarket and C0111petitive research. Our goal is to integrate external market data with Digital's efforts to address custOIner
needs across:

•
•
•

geographies

•

channels

•
•

products

industries
accounts

applications.

Our services range from VTX-based information delivery systeols to customized research, and include
assistance in locating and retrieving Inarket-related information in our research centers.
See separate entries for the MISG component organizations, including:
•

Customized Research Service (see subhead 5.2.2)

MISCELLANEOUS INFORMATION SERVICES

•

Information Access Services (see subhead 5.2.4)
Competitive Information System (see subhead 5.2.1)
External Market Data System (see subhead 5.2.3)

•

Market Information Resource Management (see subhead 5.2.5)

•

Market Research Centers in MKO and MRO (see subhead 5.2.6)

Questions about MISG can be directed to Nancy James, MISG Manager, at CF01, 251-1003,
CIVIC::NJAMES or on DECmail @CFO.
5.2.1

Competitive Information System

Manager: Denice Brait (CFOl-2!J50 DTN:251-1504)
The Competitive Information System (CIS) is a full-text infobase that provides sales and Inarketing
groups with titnely infonnation on over 200 companies and 650 products that. compete- directly with
Digital.
CIS is a very powerful, yet easy-to-use online information resource. The infobase allows for both
keyword searching and text searching within the VTX nlenu format. CIS is available on Corporate
VTX Menu, the US Videotex Library, and the ACCESS menu.
Updated daily, CIS contains product evaluations and comparisons, company intelligence, competitive
nloves, sales and marketing tactics, and pricing policies. CIS staff compiles and indexes this critical
infonnation fronl more than 30 external and Digital publications ranging from the Wall Street Journal
to consultant group reports such as those from Gartner Group, Forrester Research, and Sierra Group.
The latest news option in CIS features newswire stories. and press releases from PR N ewswire and
MicroTech.
5.2.2

Customized Research Service

Manager: Andrea Schulman (MK01-1!K11, DTN:264-6911)
The CustOlnized Research Service (CRS) is an in-house, fee-based consulting group whose services are
available to Inarketing and engineering groups throughout the corporation. Reports can be comlnissioned on a particular market, company (conlpetitor or customer), application, product or technology.
CRS consultants are highly skilled in research techniques and qualitative and quantitative analysis.
Each has advanced training in business adlninistration, marketing, or infornlation science, and has
broad experience doing research in the computer industry.
The work we do is based on a variety of sources including:
•

Published material from:
Market research reports
Government documents and statistics
Trade and industry literature
Local and national press
Investment reports
Conlpany literature and financial reports

•

Interviews with:
Industry and!or investment. analysts
Industry players

MISCELLANEOUS INFORMATION SERVICES

Government officials
Officers of trade associations
CustOlners/potential customers
In-house experts
•

Databases of:
COlnputer installations in the US and Canada
Computer market size and growth
Business establishments in the US

When necessary we utilize outside researchers who can conduct interviews where confidentiality is
required.
The deliverable can be in the form of a concise memo, a bound report, weekly, monthly or quarterly
news summaries, slides, an electronic file, or spreadsheet.
Research is billed by the day. For information on rates or to discuss a project call DTN:264-6911.
5.2.3

External Market Data System

Manager: Christopher Hallgren (CFOl-2/J50)
External Market Data System· (EMDS) is an online market analysis information resource designed to
incorporate multiple external quantitative data sources in one system. EMDS allows lllarket researchers
and planners to create reports on various segments and aspects of the U.S. cOlnputer market. These
reports can be based on either Digital-defined or externally-defined product, price-band, industry
code, channels, geographic, and applications data definitions.
At present, EMDS has access to the COMTEC Market Analysis Program. COMTEC surveys a sample
of 8000 US business establishlllents for information concerning current and planned use of all kinds of
computer products. COMTEC is produced by the Gartner Group. The next release of EMDS, due in
the SUlnmer of 1988, will incorporate the COlllputer Intelligence Corporation's Computer Installation
Data File. This source describes 180,000 systems (hardware, peripherals, and software) installed and
planned at over 75,000 US and Canadian sites.
Future additions to EMDS will include International Data Corporation's (IDC) Information Systelns
User File, Infocorp Industry Analysis Program, Dun's Market Identifiers, IDC's International Installation File, IDC's Processors in Census File, and IDC's Value Added Reseller File.
EMDS is available on the Corporate VTX Library.
5.2.4

Information Access Services

Manager: Laura Hunt (CFOl-2/J50 DTN:251-1653)
Information Access Services (lAS) specializes in the design, development, and production of marketingand sales-oriented online information and research systems. lAS systems are designed for distributed
access across functions and geographies, and deliver both external and internal data sources.
lAS custolll-designs information to fit user's retrieval needs. It coordinates all data entry, software
development, and staffing of the project. Moreover, lAS prepares the information to exact specifications (i.e., codes, formats, abstracts, and indexes full-text documents. lAS will also support operational
online systems with documentation, customer support hotlines, training, and promotion.
In addition to design and development, lAS can provide support in selecting information from external
vendors. The group can assist in locating, negotiating, and purchasing information in cost-effective
electronic format.

MISCELLANEOUS INFORMATION SERVICES

Two lAS systems, Competitive Information System and External Market Data System, are currently
available on corporate VTX menus.
5.2.5

Market Information Resources Management

Manager: Camille Ahern (CF01-l/M38, DTN: 251-1587)
Marketing Information Resources Managenlent (MIRM) manages the evaluation and acquisition of
external lnarketing infornlation resources. MIRM's functions include:
•

Evaluating and coordinating the purchase-and intergroup funding-of marketing research databases,
planning services, and reports

•

Managing corporate contracts with major market research firms

•

Influencing the content and nlethodology of purchased marketing research to match Digital's
research needs

•

Coordinating market research firms' presentations to wide or intergroup audiences

5.2.6

Market Research Centers

Manager: Alison Eckert (MK01-l/Kll, 264-7175)
The Market Research Centers, located in Merrimack and Marlboro, serve Digital's marketing community by providing access to a wide range of external sources for market research, market analysis, and
cOlnpetitive infornlation.
The centers' staff includes Information Consultants can help you answer questions such as:
•

What evidence is there to link productivity increases to the acquisition of workstations and office
autOlnation equipment?

•

What has been written about Digital vs. Intel's software development?

•

Are chemical companies automating, and what are they buying?

•

What has been written about function-point analysis?

•

What does E.!. DuPont have installed and what are they planning in terms of computers and
cOlnlnunications?

•

I need a prospecting list of companies in Florida in the pharmaceutical business with sales of $10
million and up.

To answer these and other questions the information consultants utilize online databases of computer installations, telephone calls to market research firms from whom we have purchased inquiry
privileges, as well as material organized in the market research centers.
Among the collections maintained by the market research centers are the following:
•

Over 1000 market research reports covering topics ranging from in-depth analyses of specific
companies and markets to broad overviews of industry trends and forecasts. Some of these
reports are received on a regular basis as part of vendor planning services, while. others are
issued on a one-time only basis.

•

Company information including product brochures, SEC filings and investment reports in vertical
files and on CDROM.

•

Competitive Literature Collection containing: product announcements and other documents under the Exchange of Publicly Available Information (EPAI) Program; competitive product infornlation; Datapro and Data Decisions looseleaf manuals; competitor reference nlanuals.

•

International files containing information on the non-U.S. marketplace at the Marlboro site.

MISCELLANEOUS INFORMATION SERVICES

•

Directories and reference sources, including Moody's, Dun and Bradstreet, Standard and Poor's,
State Industrial Directories, Industry Surveys, U.S. Industrial Outlook, and Industry Nor01S and
Key Business Ratios.

For reference information call: DTN: 264-6487, MKOl-lIKll Reference Desk, or DTN: 297-5361,
MR02-L/COI Reference Desk.
The Market Research Center publishes the monthly MARKET RESEARCH CENTER MEMO, which
abstracts research received during the previous two nlonths.
Inter-group funding of our market research planning services and reports is coordinated through the
Marketing Information Resources Manageolent Group.

5.3

PUBLISHING AND CIRCULATION SERVICES

Manager: Brian Riddle (NR02-2/Al, 234-4434)
Publishing and Circulation Services (P&CS) assists the Digital community in managing its inforolation
and coolnlunicating it around the world. P&CS, located in Northboro, Massachusetts, has facilities
for printing, InasS mailing, and the distribution and warehousing of literature. The P&CS goal is to
provide an expertise center for publishing-related services and commodities.
•

Printing Media Services provides one- and two-color offset printing, high-volume copying, and
laser printing.

•

The Mailing Services Operation offers mass mailing, bulk distributions, kittings, trade show fulfillment, media response, complete mailing list maintenance, and Corporate Mail systems support.

•

Corporate Forms Administration analyzes, designs and prints the company's business forms.
They also olanage the Corporate Forms program.

•

Literature Order Fulfillment (LOF) stores bulk quantities of promotional literature, hardware documentation, print sets, and business forms which are available for order by Digital employees
and customers. LOF also provides complete inventory control services on all stored iteols. For
customer convenience, the Literature Order System (LOS) allows the user to browse through a
listing of literature available from P&CS and place orders on-line. It can be reached through all
VTX databases.
P&CS Customer Service Representatives are available for consultation and presentations covering all the P&CS businesses as well as on-site tours of the production facilities. For additional
information, call one of the following:
Northboro hotline: 234-4429
Maynard, Parker Street: 223-8542
Merrimack, NH: 264-3027

5.4

DIGITAL TELEPHONE DIRECTORY

The Digital Telephone Directory is an employee resource that provides address and telephone information for communicating by telephone or mail. The directory is available to all employees wherever
office supplies are stocked. Your department secretary or administrator can direct you to the proper
source, or obtain one for you.
The following information is contained in the directory:
•

Corporate Directory Assistance number (inside front cover)

•

Corporate Customer Assistance number (inside front cover)

•

Digital Telephone Network (DTN) codes

MISCELLANEOUS INFORMATION SERVICES

•

Interna tional sugges ted calling thnes
Domes tic sugges ted calling times

•

Mail services inform ation

•

Fiscal calend ar

•

Extension Notification Form (extension change form)

•

Person nel listing

•

Depart mental listing

•

r information)
Domes tic office listing (including facsimile equipm ent and numbe
r information)
Europe an office listing (including facsimile equipm ent and numbe
and numbe r information)
Genera l Interna tional Area listing (including facsimile equipm ent

•

Inform ation on ELF (Employee Locator Facility)

•

Location Code listing

•
•

5.5

PRODUCT FINANCIAL REPORTING INFORMATION CENTER

Manager: Jerry Shuste rman (ML012-3/A16, 223-9100)
tive databa se which contain s
The Produc t Financial Reporting (PFR) Inform ation Center is an interac and Software Produc ts from
are
worldw ide external shipnl ent inform ation on most of Digital's Hardw
cal and Consu lting Services.
FY81 to presen t. PFR does not contain Revenue Infornl ation on Techni
MEM Finance, is an online,
in
Group
ing
Report
t
Produc
The
by
This restric ted databa se, mainta ined
se.
interactive systetn using 1032. 1032 is a 4th genera tion relational databa
y with a need to know produc t
Most PFR users are in the Produc t Business Units. Howev er, anybod
PFR. Users can query PFR for both
shiptn ent infornl ation could also benefi t frOln the inform ation on
d data appear ing on an invoice
curren t and historical produc t shiptn ent data. PFR carries selecte Ship to Custom er (U.S. only).
and
to
Sold
and
includi ng the Part Numb er, Quantity, Gross dollars,
ation as Part Numb er, Descri ption,
PFR also contain s referen ce files which carry such produc t inform
is available at both the Invoice
MLP, USCLP, Transfer Cost, etc. The Product Shipm ent infornlation
the flexibility of 1032 and the
of
e
line-item level as well at the embed ded (cOlnponent) level. Becaus
structu re of PFR a user can:
Determ ine which produc ts to includ e in the analysis.
•

•

Aggregate these produc ts.
only), Transf er Cost dollars,
Determ ine the total units shippe d, Gross dollars, NOR dollars (U .5.
etc., of produc ts for a given tinle period .
d throug h the bill of materi al
Analyze how produc t compo nentiz ation (embe ddedne ss) is handle
explosion.
Sort and total the data in many ways, including PBU and Geogra phy.

•

Decide on the reporti ng format.

•
•
•

and quarter ly to analyz e System s
There are also several standa rd online reports available month ly
ries within PBU and Geogra phy. If
and Compo nents units and Gross dollars by major produc t catego
ized reports can be created by
custom
the standa rd reports do not contain the necess ary information,
users.
having severa l coded fields. The
Hierar chal aggregation including PBU is made easy and flexible by
er Cost infornl ation in the
Transf
and
ue
PFR databa se is the originating source of Quantity, Reven
s.
Quarte rly Produc t Financial Perfon nance Report
MISCELLANEOUS INFORMATION SERVICES

PFR also generates a quarterly Software Product History Shipment Report and a quarterly summary
of Shipment Data by Part Number. These reports are available from PFR with appropriate level of
approval.
Contact PFR's Account Administrator (223-8453) if you need access to the information in this system.
Access requires both the applicant's Cost Center Manager's and Group Controller's signatures. Upon
receipt of your approved application form, PFR opens an account and the new user is notified of
the password and given a PFR User's Manual. PFR offers new users a 1/2 day tutorial about every 6
weeks. The tutorial explains to new users what infonnation is contained on PFR and an overview of
how to extract that information. PFR does not offer a class on 1032, but Education Services in Bedford
offers a 3 day 1032 Fundamentals class. PFR strongly recOlllmends that all new users take the class,
especially those who will be using PFR extensively.

5.6

SYSTEMS MATERIALS ENGINEERING

Manager: Dave Baldessari (NIO/P19, 261-2360)
Systems Materials Engineering provides materials technical expertise to the designers and manufacturers of CSM products to nleet product goals and base technology requirenlents.
Systelns Materials Engineering consists of the following groups or technical cells:

•

Applied Module/PWB Technology (Producibility)
Manager: George Beckner (LKG-A/W4, 226-5618)

•

CSM Component/Subsystem Technology
Manager: Jules Deschamps (NR05-lIJ2, 234-4886)

•

Applied Fabrication Technology and Development
Manager: Erv Parris (LKG2-A/W4, 226-5601)

•

Plastics Technology and Development
Manager: Ira Morris (NR05-1/J2, 234-5188)

•

Finishes Technology and Development
Consulting Engineer: Art Clockedile (NR05/K2, 234-5382)

Systems Materials Engineering's goals are as follows:
•

Minimize the time-to-market for new products by promoting design for manufacturability though
the evaluation and implementation of new nlaterials and new processes.

•

Provide competitive material process technologies for future products to minimize plant costs
and maxiInize product perfornlance.

These goals are met through the efforts of the organization's highly technically-oriented engineering
specialists who provide the following:
•

Pre-Phase 0 consultation to Design Engineering

•

Design Engineering support

•

New product start-up support

•

Technical Buyout/External Resource Management support

•

Manufacturing plant support

•

Base material technology development

•

Applied material technology development

To accomplish its goals, this group provides the following general strategies:
•

Maintain a core of experienced technical engineering specialists.

MISCELLANEOUS INFORMATION SERVICES

•
•

•

•
•

logy simula tion, applica tion
Provide the primar y technical link (for its areas of expertise) in techno
ts.
produc
Digital
g
evaluation, and applica tion to new and existin
ches from those empha sizing
Provide technical engine ering suppor t to shift Digital's quality approa
and reliability of purcha sed
quality
for
interna l inspec tion and test to one of suppli er respon sibility
lllateriais.
with real-time manuf acturin g
Provide CAD/CAM and sitnulation tools to assist design engine ering
to Inake sound engine ering
rds
standa
ate
facts, costs, thne trade-offs, and ready access to corpor
decisions.
embly buyou t activities.
Suppo rt all technical aspect s of complex CSM produc t and subass
effective system s produc ts.
Translate new produc t design s into manufacturable, reliable, and cost

contact:
For more inform ation about Materials Engineering Services please

Engineering Operations

Manager: Paul Rae, (NIO/P19, 261-3051)

5.7

(CMAS)
CENTRAL MASSACHUSETTS ADMINISTRATIVE SERVICES

Manager: Jilll Magaldi (MR03-2/R17, 297-7394)
corpor ation's proper ty (land and
Centra l Massa chuset ts Administrative Services (CMAS) manag es the
sses - in a partne rship rolebuildings) and delivers quality admini strativ e services to residen t busine
ement (facilities), admini strativ e
suppor ting corpor ate goals. These services includ e proper ty manag ement center, travel, and space
manag
al
financi
s,
purcha sing, commu nity relations, inform ation service
plannin g.
tion, promo te emplo yee develOur Inission is to achieve and mainta in excellence in custom er satisfac te a conlpe titive advant age for
promo
and
needs,
opnlen t, value differences, meet changing busine ss
Digital.
ts severa l facilities in Westboro,
The CMAS organization is headqu artered in Marlbo ro and suppor ro locations.
Marlbo
the
as
well
as
Southb oro, Northb oro, Hudso n, and Boylston,

5.8

(EMAS)
EASTERN MASSACHUSETTS ADMINISTRATIVE SERVICES

Manager: Mitch Kur (ML023-2/U34, 223-7671)
admini strativ e service s to residen t
Eastern Massa chuset ts Administrative Services (EMAS) provid es
ss goals.
busine
their
g
busine ss organizations and assists them in accom plishin
engine ering, security, buildin g
Administrative services include traditional facility services such as plant ution, and shippi ng and redistrib
and ground s mainte nance, custodial services, office services, mail
ction projects, space plannin g,
ceiving. Other admini strativ e services includ ed are design and constru
MIS.
site
and
telecolllmunications (both voice and data),
(1-2-3), Powde rmill Road, West
The Eastern Massa chuset ts region includ es the Mill, Parker Street
site.
Conco rd (1-2), Virginia Road (3-6), and the LKG

MISCELLANEOUS INFORMATION SERVICES

5.8.1

Eastern Massachusetts Administrative Services Information Services (EMAS-IS)

Manager: Guilford (Gil) M. Dunn III (PK01-lIC2, 223-5298)
Information Services (IS) functions as an Information Utility to the Maynard area tenant cOlllnlunity
to support COllllnon requirements in the following areas.
•

Voice and Data Telecommunications
Area/Cluster PBX and LAN services
Area/Cluster EASYnet Router services

•

Electronic Mail/Message Routing services
Message Transport Service (MTS)
DECmail and ALL-IN-1 mail services

•

Computer Resources
Timesharing
Backup/Contingency· Support
Dedicated System Operation
Tape Library

•

Data Center Support Services
Data Entry Services
COM Microfiche
Laser Printing
Report Distribution

•

Management Information Systems Development and Support
For the common administrative services functions
For area tenant customers on a contracted basis

The group also provides information and llledia related products and services to EMAS area-wide
users as follows.
•

Library services

•

Information/Data Servers, including Videotex Server Operator (VSO) services

•

Microfilm/fiche (COM) Origination/Duplication

•

Production (high volulne) Laser Printing

•

IT (In-Transit) Interplant Magnetic Tape Distribution

The goals of EMAS-IS are to assist the Digital Information Systems (DIS) function by maximizing the
use-of information resources such as hUlnan, -computer, and facilities, and to provide a cost-effective
quality service in a cross-functional environment.
The following is a list of groups within EMAS-IS.

•

Telecommunications
Manager: Don Andrews (ML03-4/T57, 223-9931)
Voice Teleco111111U11ications
Manager: George McInnes (ML04-5/B91, 223-6410)

MISCELLANEOUS INFORMATION SERVICES

Data Telecommunications
Manager: Don Davis (ML03-4/A25, 223-8974)
•

Computer Services
Manager: Dick Austin (PK01-1/C1, 223-9084)
Mill Cluster
Manager: Lynn Lanigan (ML03-4/P56, 223-6744)
Parker Street Cluster
Manager: Tiln Wilson (PK01-1/E1, 223-1677)
West Concord Cluster
Manager: Dan Irvin (CF01-1/M40, 251-1470)

•

Systems and Progamming
Manager: Ron Colaianni (ML04-4/3C, 223-2595)

•

Special Services
Manager: Dick Wesche (PK01-1/E1, 223-5188)

•

Data Entry and Videotex Services
Manager: Kathy Robinson (PK01-1/E1, 223-9975)

•

Media and Support Services
Manager: Mike Stout (PK01-1/E1, 223-4041)

•

Maynard Area Information Services (Library)
Manager: Janice Eifrig (ML04-3/A20, 223-6322)

MISCELLANEOUS INFORMATION SERVICES

CHAPTER 6
DIS STRATEGY, TECHNOLOGY, AND ARC HITE CTU RE
Manager: Ken Gordo n (VR03-2/B7, 273-3275)
a central techno logy focus for the
DIS Strategy, Technology, and Architecture (DSTAR) provid es
Inform ation System s. To suppor t
DIS function and provid es the interface betwee n Engineering and ing field tests and evaluating new
this interface, DSTAR works closely with Engineering by perform
hardw are and software produc ts.
DIS Technical Architecture. This
One of DSTAR's primar y activities is to develo p and promo te the
interna lly by Digital to suppor t
used
be
to
archite cture define s the "style" of distrib uted compu ting
y. Knowing that Digital is
strateg
n
entatio
implem
an
its busine ss objectives, and it also provid es
on solutio ns formul ated as part of
its own largest custom er, market ing and engine ering groups rely
of similar external markets. For
the Technical Architecture to provid e guidan ce regard ing the needs
on distrib uted system s have
ement
tnanag
re
example, tools develo ped in suppor t of automa tic softwa
been adopte d for external sale.
DSTAR is charte red to do the following:
function
Evaluate and implem ent techno logy and tools applica ble to the DIS
•
n
Expedite the introdu ction of applica ble techno logy into the functio
•

•

tests and provid ing feedba ck
Mainta in a strong relatio nship with Engineering, cooper ating on field
on produc t design and characteristics
Guide the implem entatio n of corpor ate archite ctures

•

Suppo rt the selling effort to key Digital custom ers

•

s to the Technical Architecture;
DSTAR's deliver ables are embod ied in prototy pe utilities; update
DSTAR Journal; presen tations at
new or update d metho ds, protoc ols, and standa rds; articles in the
; and consul ting and design
semina rs for technical and manag ement levels; custom er presen tations
introdu ction of enablin g
faster
won,
sales
reviews. The effect in Digital is measu red in contracts or
from Engine ering (as a
ts
produc
better
ss,
busine
the
techno logy that improv es the effectiveness of
and organi zations
tions,
applica
result of better unders tandin g the IS area needs) , better designs of new
and training that reflect the new enviro nment .
manag ers:
For more information, contact Ken Gordo n or one of the DSTAR

•

Advanced Development

•

Planning and Integration

•

Bob Erickson (VR03-2/B8, 273-3200)
Henry Thebe rge (VR03-2/W3, 273-3408)

Implementation

Worth Robbin s (VR03-2/W3, 273-3414)

DIS STRATEGY, TECHNOLOGY, AND ARCHITECTURE

6.1

INTERNAL EQUIPMENT GROUP

Manager: John Pacy, (VR03-3/Y4, DTN 273-3527)
The Internal Equiplnent Group (lEG) ulanages the internal acquisition of Digital products by providing:
•

A central source of information about current and future Digital products

•

Direction for iUlplementation of new systems, systeul architecture and technology

•

Decision support for cost-effective selection and use of Digital's computer systeuls and products,
consistent with Corporate, DIS, Engineering, Marketing and Financial strategies

lEG helps engineering to plan for new product acquisition and implementation, equipment forecasting,
systeul sizing, lnigration strategies, pricing, and ROJ justification.
6.1.1

lEG Orders

(Call DTN: 273-3515)
•

SYSTEMS-All hardware, CPUs/ PCs/ workstations, tape/disk drives and controllers, cables, expansion cabinets/hardware

•

OPTIONS-Printers, adapters, network and communications gear, terulinals, expansion cabinets/hardware

6.1.2

DECdirect (DOD) Orders

(Call 1-800-344-4825)
•

MAGNETIC MEDIA-Mag tapes, tape cartridges, disk packs, diskettes

•

ACCESSORIES/SUPPLIES-Fonts and printwheels, laser printer supplies, plotter and ink jet
printer supplies, ribbons, printer accessories (stands, etc.), video accessories (tilt swivel stands,
etc.), serial (A/B) switches

6.1.3

Software Distribution Center (SOC) Orders

(Call DTN 241-3383)
•

SOFTWARE-All software with the exception of the DECmate III operating systeul and those
applications packaged with the VAXmate VIP Publishing System, must be ordered through SDC.
Use an Internal Software Order Form.

6.1.4

Account Management Services

lEG has account managers assigned to serve all functional areas of the company. To use lEG resources
effectively/ customers should work with an account manager early in the planning/purchasing cycle.
Account ulanagement services can help in the planning process and help justify acquisition of new
products for critical internal users. Call DTN 273-3418 to schedule some time with your organization/s
appropriate lEG account manager.
6.1.5

lEG CAS Services

lEG Customer Administrative Services (CAS) is chartered to manage your internal orders through
the administrative and lnanufacturing process. CAS also addresses your order-related issues and
questions including pre- and post-shipment infonnation. They also serve as your interface with lnanufacturing.

DIS STRATEGY, TECHNOLOGY, AND ARCHITECTURE

6.1.6

lEG Customer Center

(IAMOK::IEGHELP, 273-3515)
You can initiate and conduct business with lEG through the Customer Center which is staffed by a
product support analyst and a Customer Administrative Services representative. They are available for
technical assistance and answering questions related to ordering, configurations, product selections,
pricing and availability.
CHECK YOUR ORDER'S STATUS ONLINE-Don't waste valuable time making phone calls to track
orders. Log into lEGs VTX infobase from the Corporate VTX Library. Your order's status can be
checked by keying in your order number, CAR number or cost center.

6.2

DIS INFORMATION OPERATIONS AND SERVICES

Manager: Russ Pittenger (VR03-2/B7, 273-3354)
Finance Manager: Pat Flanagan (VR03-2/B7, 273-3356)
This group provides leadership and program management for Site Information Services, Information
Operations, Infonnation Delivery and Access, Electronic Data Interchange, Distributed Systelll Services, and Libraries. It also provides development of text and content-based applications, and the
Purchasing focus for DIS.
6.2.1

Information Operations Program

Manager: Les Norman (VR03-2/B7, 273-3590)
This prograol provides strategic focus for Digital's information operations and the distributed computing environlllent. Current projects include operations standards and llletrics, tools portfolio lllanagelnent, and information security.
6.2.2

Information Distribution and Access Program

Manager: Gene Kusekowski (VR03-2/B7, 273-3138)
This DIS prograol provides focus and direction for the internal deployment of Digital's strategic electronic publishing and document-based inforolation Inanagement and distribution solutions. The prograin's goal is to promote implementations that effectively showcase Digital's publishing products
in our internal business operations. Areas of involvelnent include electronic publishing, corporate
Videotex, online reference systems, optical distribution media, and Company Identity.
6.2.3

Electronic Data and Information Interchange (EDI-EII) Program

Manager: Sara Ann Gephart (PK01/C1, 223-4518)
This program develops Digital's EDI-EII technical strategy and architecture, solves EDI-EII technical
issues, and hnplements EDI-EII technology and standards across Digital organizations. The progratn
also influences external document and COllllllunication standards, disseminates EDI-EII infonnation,
and promotes cross-functional and integration activities within Digital.

DIS STRATEGY, TECHNOLOGY, AND ARCHITECTURE

6.2.4

Reference Information Systems Development (RISD)

Manager: Joyce Ward (VR06-1/B4, 273-3433)
RISD is an applications development group that builds content-based systems. The group's specialty
is text retrieval applications.
RISD provides the following services:
•

Electronic publishing

•

Videotex applications (infobase design, screen design and editing, and page creation)

•

Indexing and abstracting

•

Human factors and testing

•

Library-based services

RISD groups include: On-Line Publishing; Vocabulary and Indexing System Development; and Advanced Text Solutions.
Joyce Ward also serves as a Functional Manager of the Digital Library Network Group, providing focus
for the Library filembers and autonlated library systenls.
6.2.5

DIS Purchasing

Manager: Tom Cavanaugh (VR03-2/B7, 273-3555)
DIS Purchasing provides supply base managenlent for DIS-related comnlodities, including telecommunications, information bases, electronic publishing, and electronic data interchange.
6.2.6

DNS Program Office

Manager: Ron Jansen (VR03-2/B7, 273-3241)
The Distributed Name Service (DNS) is a major component of DECnet Phase V. It nlust be installed
and Inanaged as one unified worldwide naming service for Easynet. The DNS Program Office is
chartered to deliver a program plan for DNS use on Easynet, to be the focus for comlnon DNS issues,
and to nlanage the top level of the Digital Nalnespace.

6.3

HUMAN RESOURCE MANAGEMENT GROUP

Manager: Susie Woods (VR03-2/B7, 273-3466)
DISHRM assists Information Systems professionals with their contribution to Digital's business by
providing programs that develop the skills and knowledge of the I.S. professional while creating a
work environment that allows for growth, recognizes and rewards contributions, and manages the
changing role of I.S. within Digital.

6.3.1

Digital Information Systems/Human Resource Management-End User Education

Contact: Tony Thomas (273-3396)
Contributes to keeping I.S. "current" through three major thrusts, each designed around the premise
that the value of continuing education comes frOin involving the participants in a variety of experiences.
The progranls are targetted at the senior level of DIS, the technical/middle level of DIS, and the broader
category of "end user",

54 DIS STRATEGY, TECHNOLOGY, AND ARCHITECTURE

6.3.2

DIS/Executive Contact Program (DIS/ECP)

Provides skill training and the opportunity for senior level DIS professionals to interact with their
industry peers through involvement as an expert resource to major sales opportunities.

6.3.3

IDECUS (Internal Digital Equipment Corporation Users Society) Symposia and Seminars

Presentations are given in the three key areas for lllanaging the transition to the 21st Century: technical,
business, and individual development areas.
The senli-annual IDECUS Symposia and monthly IDECUS Seminars provide the DIS community with
a timely platfonn at which to present new information and encourage its rapid dissemination within
Digital.

6.3.4

Professional Resource Exchange Program (PREP)

Consists of facility level" end user groups", drawn cross-functionally from all levels, which have two
pritnary objectives: elnpowerment of the "end user" to understand and clearly articulate their needs
to I.S., and fostering within the" end user" community the requirement that all business systems and
individual productivity tools be part of an enterprise-wide integration effort.

6.3.5

DIS Training and Education

Contact: Ginny Mardirosian (273-3598)
Technical competencies required for 1.5. professionals are identified and curriculum are developed.
The goal is specific focusing at maintaining state-of-the-art technical competency through a comprehensive Technical Training Program. This effort encompasses a variety of subjects delivered at various
levels of intensity and conducted through numerous formal and informal channels.

6.3.6

Network Training Program

Contact: Dave Dauphinais (273-3236)
This program is a twenty week, full-time training program in telecommunications. Graduates becollle
nlanagers of networks or Network Analysts within Digital.
6.3.7

Advanced Network Training Program

Contact: Dave Dauphinais (273-3236)
This program is a two-year program which provides selected qualifiable employees, who are currently
working in the telecommunications area, an opportunity to enhance their telecommunications career.
The goals of this program are to provide participants with:
state-of~the-art technology

•

Expose and awareness of the current

•

Knowledge and appreciation of "DATA" and "VOICE". (Le.: DATA people should be knowledgeableabout VOICE and vica versa)

•

Management skills development

•

An opportunity to work with and communicate with peers frolll different functional and geographical areas

in the telecommunications area

DIS STRATEGY, TECHNOLOGY, AND ARCHITECTURE

6.3.8

Operator Training Program

Contact: Dave Dauphinais (273-3236)
This is a sixteen-week training program to train computer operators. The program consists of four
weeks of in-class training and twelve weeks of on-the-job training in two different computer operation
environments. The curriculum is mainly VAX-based. The graduate of the program is able to function
at the D61, Conlputer Operator II level.
6.3.9

Internship Program

Contact: Charlene Plotkin (273-3120)
Recruits top undergraduates in computer science and business for a two-year internship at Digital.
Interns are provided with training on Digital's equipment, close supervision, and lllonitoring. Upon
cOlnpletion, the program interns continue as Digital elnployees within infonnation systems.
Training courses related to information systems are also offered through Educational Services to members of DIS and its users. Courses are mostly technical and are available on a first-come, first-served
basis.
6.3.10

Management Development Program

Contact: John Hopkins (273-3082)
Concentrates on the factors necessary to· successfully manage this rapidly changing technological
environment. This effort concentrates on management needs and utilizes a variety of approaches for
delivery. External speakers and consultants playa significant role in this program.
Within the context of understanding the changing I.S. role within Digital, job structures are evaluated,
tools developed to assist with career movement, demographic analysis and job opportunities identified. Strategies reflecting Personnel thrusts (Valuing Difference and Career Developlnent/Succession
Planning) are evaluated and, where necessary, specific programs developed to provide DIS functional
leadership.
Contact: Donna Friedrich (273-3501)

6.4

DIGITAL TELECOMMUNICATIONS

Manager: Peter Brown (VR05-2/Y3, 273-3280)
TelecOlnmunications provides and manages Digital's internal voice, data, electronic mail, videotex,
video teleCOllllllunication and bandwidth resources. Major networks and systems include the following:

•

Digital Telephone Network (DTN)
Contact: Mike Dougherty (VR06-lIW11, 273-3065)
Serves more than 258 Digital locations in the continental United States, Puerto Rico, Canada, and
Europe.

•

EASYNET
Contact: Bob McCauley (VR06-1/W11, 273-3063)
The single worldwide DECnet network which was formed from the lllerger of the Engineering
Network, the DECnetBusiness Network (DBN), and the European network EASINET.

•

.Terminal Switching Network (TSN)
Contact: Bob McCauley (VR06-lIW11, 273-3063)

DIS STRATEGY, TECHNOLOGY, AND ARC.HITECTURE

A private, interfacility terminal switching network based on TYMNET, Inc. hardware and software.
Users can access this network directly frOIn more than 100 Digital locations or through the public
TYMNETor Compuserve networks, using a local phone call in more than 400 cities in the United
States.

•

Message Transport System (MTS)
Contact: John Beirne (VR05-2/D6, 273-3150)
An electronic nlail system integrating three standard Digital products: DECnet - the transport
layer using EASYNET; message router, the transfer medium; and a user agent (currently ALL-In-1
is the most commonly used user agent).

•

Internal Videotex System
Contact: John Beirne (VR05-2/D6, 273-3150)
Digital Telecommunications has the responsibility of establishing and managing the use of Videotex within the company.

•

Band·width Management
Contact: George Pendleton (VR05-2/B9, 273-3061)
The overall planner/manager of Corporate Transmission capacity. Its function is to ensure adequate trasnlission/bandwidth capacity to nleet the needs of the Corporation.

•

Digital Video Network
Contact: Mike Dougherty (VR06-1/W11, 273-3065)
The internal video network used for training. Digital Telecommunications is responsible for the
transmission portion of the network.

•

Digital Telecommunications Engineering
Contact: Mark Endry (VR05-2/D7, 273-3259)
Engineering support, research and development, network design, integration, and technical architecture developlnent for Digital Telecomnlunications Networks and Applications.

DIS STRATEGY, TECHNOLOGY, AND ARCHITECTURE

CHAPTER 7
CORPORATE RESEARCH AND ARCHITECTURE
Group Manager: Saln Fuller, V.P. (ML012-2/T7, 223-7310)
Corporate Research and Architecture (CRA) provides the research, technical leadership, and technical
foundations necessary for the development of leadership products for Digital. CRA responsibilities
include the following:
•

LEAD in Research Critical to Digital
DO applied research in high leverage, high return, but often high risk areas that will be the
foundation for leadership products in five to ten years.
DESIGN, build and use computer systems five to ten years before they become commonplace.
PROMOTE, sponsor, and fund strategic technological opportunities.
SPONSOR, via universities, the basic, leading edge research that is of strategic inlportance
to Digital.

•

INTEGRATE and TRANSFER Technology across Digital
Effectively INFLUENCE the decisions about future products and technologies.
TRANSFER ideas, research prototypes and tools to development groups.
COORDINATE research and advanced developlnent across engineering and the corporation.

•

CULTIVATE Technical Excellence within DIGITAL
PROMOTE technical excellence to establish Digital as an innovator and technical leader to
our customers.
STRENGTHEN the technical career ladder and help ensure that we have the needed range
and depth of technical skills for future research and developlnent.
DEVELOP technical expertise in areas new to Digital or requiring unusual expertise.

CRA is organized into three major areas: research, sponsored research, and technology programs
office. These groups are described in the following sections.

CORPORATE RESEARCH AND ARCHITECTURE

7.1

CAMBRIDGE RESEARCH CENTER

Manager: Victor Vyssotsky (CRL, 259-6621)
The Canlbridge Research Lab (CRL) has a small nucleus of researchers located at the One Kendall
Square cOlnplex near M.1.T. CRL will expand steadily during FY89 and FY90 as qualified researchers
can be recruited. CRL's objectives are to advance the state of computer science and engineering, and
to furnish development groups with new technology for future products.
CRL's immediate goal is to identify, attract, and hire top-quality researchers. Once a "critical mass"
is built, the CRL temn can identify the most fruitful research areas. Then that team can begin to build
the links into development groups that will lead to successful technology and knowledge transfer.
Some of these potential research areas include methods for dealing with the complexities of real
data fronl nlultiple sources, better tools for applications progranlnling, fault-tolerant computing, and
integrating image data with other data types.
7.1.1

Computational Quality Group

Manager: Mary Payne (HL02-3/M08, 225-5631)
The Computational Quality Group ensures the accuracy and optimizes the performance of Digital's
arithmetic hardware and mathematical software. It provides the technical foundations for a numerical computational environment and consults with hardware and software groups on mathematical
problenls.

7.2

PARIS RESEARCH LAB

Manager: Patrick Baudelaire ( [33] 1 46 45 17 50)
Adnlinistrator: Gisele Karchen
The Paris Research Laboratory (PRL) is a small recently formed research group, It contributes to
strengthen the company's know-how in key technologies for future products in a 5 to 10 year tinle
frame. PRL aims to help establish a stronger Engineering presence in Europe by being a center of
attraction for first rate computer scientists and building technology transfer exchanges with product
development groups.
The lab long-term research plan covers three nlain areas: interactive applications and graphics technology, programming technology, theory. PRL is also planning work on special-purpose hardware.

7.3

SYSTEMS RESEARCH CENTER

Manager: Bob Taylor (UCT, [415] 853-2202)
The Systems Research Center (SRC) engages in research, engineering, and analysis aimed at discovering knowledge that will be useful in developing future products. SRC designs, builds, and uses
new Digital systelns five to ten years before they become commonplace. The focus is on distributed
personal computing-workstations, networks, and servers. Currently, SRC is exploring tightly coupled
nlultiprocessing and programming technology as main themes.
The SRC strategy builds prototypes, uses them throughout SRC as daily tools, and feeds the experience
back into the design of better tools and Inore relevant theories. Large advances in infornlation systems
research have come through this strategy, including titnesharing, networking, and distributed personal
cOlnputing. This strategy requires that technical activities be closely integrated.
SRC's research activities are described in five areas: hardware, theory, and the three software areas,
which are distributed systems, programming environment, and applications technology. Individual
researchers at SRC work in Inore than one area-the categorization applies to tasks, rather than to
people.

CORPORATE RESEARCH AND ARCHITECTURE

7.4

WESTERN RESEARCH LABORATORY

Manager: Richard Swan (UCO-4, [415] 853-6627)
Adlninistrator: Joella Hornor (UCO-4, [415] 853-6616)
The Western Research Laboratory is a conlputer systems research group that was founded in 1982.
Our focus is computer science research relevant to the design and application of high-perfornlance
cOlnputers. We test our ideas by designing, building, and using real systems. The systems we build
are research prototypes; they are not intended to become products.
Our goal is to develop and test new hardware and software techniques that can be applied in Digital's
future products. Our research is directed towards nlainstreanl high-performance computer systelns.
Our prototypes will foreshadow the future cOlnputing environments used by many Digital custonlers.
We also work cooperatively with product development groups for product reviews and to study specific
technical problelns. We encourage and support the use of our design tools by product development
and other groups in the corporation.

7.5

ARTIFICIAL INTELLIGENCE RESEARCH GROUP

Manager: John McDennott (DLB5-3/E3, 291-8431)
The AI group engages in research aimed at discovering problem-solving and learning techniques
is useful in new Digital products. It organizes itself in a way that promotes the rapid transfer of
these discoveries into the Artificial Intelligence Technology Center (AITC) groups who incorporate
the discoveries into products. This group also organizes itself in a way that gives the AITC workers
high visibility into its research activities.

7.6

EXTERNAL RESEARCH PROGRAM

Manager: John W. McCredie (HL02-3/K11, 225-5808)
The External Research Program is a worldwide virtual laboratory in which research faculty and students
work on problelns of strategic iInportance to Digital. The program serves as a lens to focus information
transfer from universities to any Digital group needing resources available in university laboratories
and related organizations. Through interactions with key projects, Digital elnployees are better able
to challenge, enhance, expand, and support the missions of their own organizations.
The priInary goals of the University Research Program are to create and enhance a comprehensive set
of prograIns and projects that
•

Serve as a catalyst to transfer concepts, prototypes, base technologies, and application developnlents to Digital organizations

•

Strengthen Digital's leadership position and traditional relationships with the scientific, education,
governlnent and corporate research communities

•

Develop long-term research and development relationships with, and communications paths and
on-going access to, outstanding research and engineering personnel throughout the world

•

Help Digital become a key partner in the information technology market in the countries where
we operate by increasing our local presence and participation

•

Support Digital's higher education and product/applications marketing strategies by ensuring that
hnportant research and development activities are carried out on Digital products

•

Serve as a focal point for information about Digital relationships with our strategic university
research, engineering, and applications developnlent partners

•

Develop joint projects on university campuses with Digital's key industrial partners and nlajor
corporate accounts to strengthen both our relationships with these corporations and the education
and research infrastructure
'

CORPORATE RESEARCH AND ARCHITECTURE

ERP has an outstanding people network of· campus residents and project monitors who can transfer
the best of what is happening within university environments to Digital. This activity goes beyond
the traditional role of 1110nitoring research to helping Digital understand both its current conlpetitive
position and future requirements for complete system solutions.
There is a segment of the program that operates in Europe under the management of Robert Boers
(SHIRE::BOERS). A description of this program can be found under the section on International
Engineering.

7.7

TECHNOLOGY DEVELOPMENT PROGRAMS

Manager: Sharon Lipp (HL02-3/Nll, 225-5976)
Technology Development Programs (TDP) manages Digital's investments in highly-leveraged research
consortia and manages a technology transfer/integration process that maintains Digital's technical
leadership position through future generations of cOlnputing and infonnation processing systems.
The charter of TDP includes the following:
•

Identify in concert with the Technology Strategy Council (TSC) critical areas in technology developlnent that are of strategic interest to Digital.

•

Facilitate the formation of both focused-sponsored research and technology developlnent projects
in concert with Digital's University Research Program, the Microelectronics and Computer Technology Corporation (MCC), and other external research institutions.

•

Serve as the corporate focal point and catalyst for technical liaison and technology transfer activities between MCC, universities, external research institutions, and Digital in order to facilitate
the thnely transfer/integration of research and technology development results into Digital.

Key Goals and Strategies are as follows:
•

Continue to manage and strengthen TDP by monitoring Digital's investments in MCC and other
focused research programs external to Digital to ensure these investments support Digital's longtenn strategic needs.

•

Explore effective alternatives for transferring research results from MCC into Digital through
short-term (6-month) assignments, prototype transfer projects, and consulting arrangelnents with
selected research professionals at MCC and Digital.

•

Sustain Digital's internal advanced development technology transfer program (TTP) to facilitate the transfer of results fronl MCC, universities and other sponsored research progranls into
broad segments of Digital's advanced development organizations and product development Inainstrealn.

•

Continue Digital's investments and sustain the nominal growth rate of MCC through FY90 and
beyond.

7.8

RESEARCH AND ADVANCED DEVELOPMENT COMMITTEE

Manager: Bob Stewart (LTNl-2/B17, 226-6268)
The Research and Advanced Developlnent (RAD) Comlnittee is composed of senior engineers whose
function is to review technical work in research and advanced development and to promote activity in
these areas. Part of the role of the committee is to allocate seed money and to promote research and
advanced development work that does not fall naturally into ongoing engineering plans (for eXaInple,
work that falls between groups, or work that would suggest a major change in strategy).
RAD solicits, reviews, and approves proposals for twice-a-year funding cycles. Selection occurs at
the end of Q2 and Q4. Reviews of work in progress are held on an ongoing basis. Presently this
comprises review of funded work, review of technology areas, and review of specific problenls. Our
prinlary deliverable is a quality program of funded work. Other deliverables include 111eeting ll1inutes
and a periodically published summary of work.
62. CORPORATE RESEARCH AND ARCHITECTURE

Current RAD Committee members and their areas of interest are as follows:
•

Dan Dobberpuhl-VLSI technology, circuits, architecture systems

•

Les Fox-interconnect tech., cooling, multichip packaging, reliability physics, materials, test Inethods, advanced manufacturing processes

•

Don Gaubatz-logic programming, PROLOG, formal specification analysis, simulation, verification of hardware systelns, "low end" systems and architectures

•

Jinl Grochmal-selniconductor tech., signal integrity, interconnect tech., circuit design & reliability
physics, VLSI technology

•

Rich Grove-compilers, languages, S/W tools & environments, vectorization, parallel processing

•

Judy Hall-operating systems, applications software, security, CPU architecture

•

Mark Kempf-networks, communications

•

Larry Kenah-VMS, operating systems, VAXclusters, DECwindows, software development, OLTP

•

Butler Lanlpson-architecture, distributed systems, programming languages, office systelns

•

Steve Lipner-operating systems, security, local area systems, software, formal specification and
verification

•

Don Nelsen-semiconductor device and reliability physics, ESD, cryogenic semiconductor operation, .signal integrity, CMOS latchup

•

Jim Ravan-database systems, languages, tools, expert systems, AI languages & applications,
parallel processing softWare & hardware

•

Bob Rottnlayer-storage; storage technology

•

John Shebell:-CSSE; reliability, diagnosis

•

Dick Sites-CPU architecture, systems, buses, microcode

•

Bob Stewart-bipolar circuits, linear circuits, crash recovery, timing, architecture, science

7.9

MANAGEMENT SYSTEMS RESEARCH

Manager: Ron Smart (ML010-l/F41, 223-7011)
Management Systems Research (MSR)'s mission, executed in collaboration with other groups in DIGITAL, is to research, test and distribute knowledge for effective Organization Management (OM),
leading to applications products and services.
MSR's goal is to provide DIGITAL with the knowledge for taking the lead in developing and applying
new OM products and services.
Inlportant to DIGITAL: There exists a critical need to improve the performance and competitiveness
of companies in the global marketplace through better Inanagement. OM products/services have a
long-term market potential of $100's of billions, based on potential organization performance gains.

CORPORATE RESEARCH AND ARCHITECTURE

7.10

TECHNOLOGY PLANNING AND DEVELOPMENT

Manager: Tom Gannon (HL02-3/N11, 225-5415)
Technology Planning and Developnlent (TP&D) is responsible for managing progranls in Sponsored
Research and the Technology Office. These programs are focused on ensuring the appropriate technology developlnent programs are in place for the Corporation's long range product needs.
To support its mission, TP&D has established the following major programs and functions in strategic
.
planning; technology assessment; research; and technology transfer and integration.
•

Strategic Planning
Technology Strategy Council/Technology Planning (TSC)

•

Technology Assessment
Technology Assessment Group (TA)

•

Research
Technology Development Programs (TDP) - MCC, SEI

•

Technology TransferlIntegration
Engineering Interface Program (EIP)
Technology Development Programs (TDP) - Technology Transfer Programs

The primary results and benefits provided by TP&D through these programs to Digital's engineering,
ma~ufacturing, and service organizations include the following:
•

Strategic Planning
Drive Digital's corporate technology planning and integration process to ensure a balanced
and integrated research and technology developnlent strategy for the corporation (TSC).
Influence Digital's research and technology development investments to support Digital's
corporate technology strategy (TSC, TA) and the needs of Digital's corporate accounts (EIP).

•

Sponsored Research
Invest in a high-leverage research consortia to acquire critical emerging technologies that
complement Digital's corporate technology strategy (TDP).
Manage Digital's investments in selected research consortia to gain maximum leverage and
return to Digital (TDP).

•

Technology TransferlIntegration
Ensure that new emerging technologies acquired through external research investments are
brought into Digital's product development nlainstream to ensure Digital's cOlnpetitive edge
in the future (TDP).
Influence the development of new leadership products to meet the future needs of Digital's
corporate accounts (EIP).
Accelerate the developfilent of key technical resources in new emerging technologies through
. rotationalassignnlents at leading research consortia and laboratories (TDP).

CORPORATE RESEARCH AND ARCHITECTURE

7.10.1

Technology Strategy Council (TSC)

Co-Chairmen: Sam Fuller (ML012-2/T7, 223-3710)
TOln Gannon (HL02-3/N11, 223-5415)
The Technology Strategy Council (TSC) is a small, functionally oriented committee composed of key
technical contributors representing Digital's strategic technology areas. TSC provides a corporate-wide
focus on.the strategic management of Digital's technology assets. Its mission is twofold:
•

Within the context of DEC's technology strategy, identify, assess and recollllllend resolution of
key technological issues of strategic importance to the Corporation.

•

Review and advocate technology development programs to support the Corporations long-range
product needs.

7.10.2

Technology Planning Group (TPG)

Manager: Scott Gordon (HL02-3/N11, 223-5849)
The Technology Planning staff provides direct support for the TSC's technology strategy and planning activities through coordinating and administrating TSC'sactivities and conducting analyses of
technological and business issues and trends as they relate to TSC's agenda. In doing so, Technology Planning seeks to promote and represent a Corporate-wide focus in the technology strategy and
planing process. In complement to direct support of TSC, the group also sponsors and lllanages ad
hoc reviews and assessments of new technological opportunities.
7.10.3

Technology Assessment Group

Manager: Dick Rubinstein (HL02-3/N11, 223-5853)
The Technology Assesslllent Group assists the Corporation in responding to rapid technological innovation. The group seeks to identify new technology opportunities of long-terlll strategic importance to
Digital. It provides a foundation of technical and business assessments, and supports developlllent of
opportunities through consultation, dissemination of information, promotion of AID projects, and coordination of cross-organizational efforts. To this end, it works with the Technology Strategy Council
(TSC) and the Technology Development Program office.
Goals:

•

Identify technology risks and opportunities before their consequences affect Digital in the marketplace.

•

Evaluate specific technology opportunities and recommend appropriate actions.

•

Assist the Corporation in establishing long-term technology strategies and research priorities

•

Provide the technical and business analysis needed to respond to new opportunities.

•

Provide a long-term perspective as a counterbalance to more immediate product and market
concerns that often guide corporate behavior.

Strategies:

•

Create and lllaintain a list of technologies of potential value to Digital and to our competition. For
each area, we keep data including bibliography, names of researchers and technology trackers,
alld current projects.

•

Identify strategic technology areas for tracking and analysis.

•

Track cOlllpetitive technologies and technology'investment, domestic and foreign.

•

Prepare technology analyses and forecasts for selected domains.

CORPORATE RESEARCH AND ARCHITECTURE

•

Combine technical and business perspectives in analyses, ensuring that these disparate considerations balance each other properly.

•

Develop and pursue means of transferring knowledge of new technologies into Digital.

•

Develop and pursue means of starting and supporting internal work on new strategic technologies.

•

Identify and develop internal and external sources of technological expertise, both individuals
and organizations.

•

Emphasize system and user issues, not just base technologies.

7.10.4

Engineering Interface Program

Manager: Sonja Israel (HL02-3/N11, 225-5397)
Associate Program Manager: Eliane Markoff (HL02-3/N11, 225-6074)
The Engineering Interface Program (EIP) gives Digital's consulting engineering comnlunity the opportunity to create and participate in ongoing technical exchanges. with their professional counterparts
in our corporate accounts. The prograln is a vehicle for establishing direct comlnunication between
these senior engineers and key worldwide customers for the purpose of influencing and enriching
Digital's long-term product/technology strategy.

7.11

DIGITAL TECHNICAL JOURNAL

Manager: Dick Beane (CRL, 259-6627)
The strategy is to continue to develop the Digital Technical Journal as a high quality communications
channel that supports Digital's image as a technical leader in the computer systelns business.

7.12

INTELLECTUAL PROPERTY PROTECTION PROGRAM

Chairman: Sam Fuller (ML012-2/T7, 223-7310)
Protection of Digital's Intellectual Property and increasing the number of Digital patents has become
a high priority for the company. Patent applications tripled during the first year of the progranl. In
this prograln, we continue with our oversight responsibility working with the PBU Intellectual Property
Committee Chairmen to understand how the individual PBU committees can work together respecting
decentralization of operations but developing strategic policy; useful consistancy; and potential sharing
of resources. We will continue to work with the Engineering law group and have established training
programs for the patent engineers. A video presentation on software patentability and what it means
to Digital software engineers and research scientists was created as an educational tool.
This program will also be responsible for creating and implementing an intellectual property strategy
for Corporate Research.

7.13

FINANCE AND ADMINISTRATION

Manager: Agnes Connors (ML012-3/U35, 223-5745)

7.14

PERSONNEL

Manager: Jenny Watson (ML012-3/U35, 223-9173)

CORPORATE RESEARCH AND ARCHITECTURE

CHAPTER 8
SEMICONDUCTOR OPERATIONS
Group Manager: Robert B. Palmer, V.P. (HL02-2/Mll, 225-6677)
Senliconductor Operations (SCO) designs, develops, manufactures, acquires, and supplies LSI and
VLSI selniconductor chips, modules, and design services required to build systenls, and to serve
the needs of Digital's engineering and manufacturing groups, so as to maximize Digital's competitive
advantqge at the systems level.
The Semiconductor Operations group supports Digital by the performing the following:
•

Supply, through Acquisition and Test activities, integrated circuit solutions that achieve highest
quality and cOlnpetitive costs.

•

Design and manufacture internal solutions unique to Digital's systems architecture.

The group's objectives are to achieve increased semiconductor value added to Digital's systems by
providing a higher level of supply perfoflllance (lnake or buy) than competitors' captive semiconductor
operations as Illeasured by Semiconductor Industry Association (SIA) data, and to improve the total
cost/perfonnance ratio of the silicon content of Digital's systems at least 20% Illore aggressively than
Digital's competitors.

8.1

SEMICONDUCTOR BUSINESS OPERATIONS

Manager: Dan Hamel (LM02/P35, 296-5550)
Semiconductor Business Operations (SBO) is the primary interface between Digital users and SCO for
both internally and externally acquired integrated circuits. SBO has corporate component responsibility to provide the lnost reliable integrated circuits for Digital's products, while achieving the speed,
functionality, and cost goals of the target system products.
SBO works with several Digital engineering groups to specify devices, define sourcing requirements,
and develop necessary CAD/CAT tools and test programs. SBO provides integrated circuit design
and progralllming selvices for custom gate arrays, standard cells, and programnlable devices. SBO
provides technology analysis, device applications, and characterization assistance during the system
development phase for custom and standard integrated circuits. SBO purchases, tests, and distributes
1l10St integrated circuits within Digital. SBO also works with other Acquisition and Test centers that
interface with local manufacturing facilities and represents the internal semiconductor design and
manufacturing facilities to it's customers.

8.2

SEMICONDUCTOR MANUFACTURING AND TECHNOLOGY (SCMT)

Manager: W.C. (Bill) Robinette, Jr. (HLOIlJ06, 225-5036)
SCMT provides Digital with MOS chip manufacturing/sourcing of internally designed circuits and
develops processes/base technology for CMOS wafer processing, chip packaging, chip/package interconnect and testing.

SEMICONDUCTOR OPERATIONS

8.2.1

U.S. Manufacturing

Manager: Ruth Rawa (HL01/P06, 225-4535)
U.S. VLSI is responsible for all U.S. Semiconductor Manufacturing in Hudson and Andover, MA
including wafer fabrication, probe, conlponent asselllbly and test. It consists of process, product, test
and asselllbly engineering and manufacturing whose charter is to accept state-of-the-art sel11iconductor
technology fronl developnlent and incorporate this technology into manufacturing.
8.2.2

European VLSI

Manager: John Perry (AYO, 011-44-506-417111)
The VLSI European Operations organization, consisting of Edinburgh and Ayr, are world-class nlanufacturing facilities that supply internal state-of-the-art wafer fabrication, package assembly and final
test capacity to produce semiconductor products for advanced Digital systems.
8.2.3

Advanced Semiconcluctor Development (ASD)

Manager: Rich Hollingsworth (HL01/P06, 225-4488)
ASD develops and transfers to manufacturing semiconductor technology for the SCO component
business. In order to remain competitive, R&D is pursued in base technologies and their integration
consistent with maintaining a leadership position in semiconductors required by SCO.
8.2.4

Physical Technology Group (PTG)

Manager: Rob Hannemann (AP02/F2, 289-1560)
PTG provides the SCQ internal customer base with packaging and interconnect solutions from the
chip through the system level of the interconnect heirarchy. Their mission includes technology and
l11anufacturing process development and product applications.
8.2.5

Computer Integrated Manufacturing (CIM)

Manager: Marlin Shopbell (HL02-1/D07, 225-6146)
CIM is defined in SCMT to be the application of advanced computer hardware and software systems,
coupled with automated material handling process control, cycle time, manufacturing yields and costs,
as a nleans to obtain a cOlllpetitive advantage for the Corporation.
8.2.6

Materials/Planning

Manager: Ted Workman (HL02-2/L05, 225-7307)
Materials is responsible for the planning, acquisition, receiving, storage and delivery of all materials
and equipnlent needed by the Semiconductor Manufacturing facility in Hudson, MA. On a worldwide
basis, we plan/schedule the other manufacturing sites in Ayr and Andover.
The goal of the Semiconductor Manufacturing and Technology Group is to support Digital's MOS
chip and related base technology requirements for system sales to our customers.
Contact can be made directly with the organizations listed above. More general questions should be
directed to the Business Operations Manager, Gerry Sl11yth (HL02-2/J03, 225-6837).

SEMICONDUCTOR OPERATIONS

8.3

SEMICONDUCTOR ENGINEERING GROUP (SEG)

Manager: Duane Dickhut (HL02-2/N07, 225-4941)
Seoliconductor Engineering (SEG) provides most of the MOS (CMOS) silicon design expertise within
Digital. This group perfonns the following functions:
•

Designs and develops high perforolance, advanced technology Digital architecture microprocessors.

•

Provides peripheral chips for other parts of the computing system (video, disk, interconnect, and
others).

•

Develops CAD tools necessary for MOS chip design.

Major groups within SEG are as follows:

•

Architecturally Focused LSI (AFL)-responsible for microprocessor product development

•

Advanced Development (AD)-explores new applications and design methods

•

Semicustom Business Group (SBG)-provides access to a state-of-the-art semicustom design capability via a 1.5 micron CMOS standard cell library and tool suite. SBG also designs and develops
chips in support of the video and interconnect areas.

•

Computer-aided Design Group (CAD)-supplies SEG and other parts of Digital with the CAD tools
necessary for integrated circuit design

•

DETCI (Israel)-provides design expertise for complex peripheral controllers in the serial interconnect and low-end disk areas

•

Computer Resources (CR)-manages the complex computer network in Hudson, MA necessary to
support integrated circuit design

8.4

SEMICONDUCTOR OPERATIONS GROUP QUALITY & RELIABILITY

Manager: Victor (Vic) S. Aramati (HL02-2/L13, 225-5925)
The SCO Group Quality & Reliability organization is responsible for developing and iOlplementing
a strategic and coolprehensive quality and reliability assurance program for SCO in support of its
business goals. Within the Q&R group, there are four organizations: Customer Satisfaction, Design
& Reliability Assurance, Manufacturing Quality Control, and Advanced Development.
The Customer Satisfaction group is the primary focus regarding the quality of the products and services provided to all of SCO's customers. This is accomplished through establishing linkages with
the customers, providing a Quality Assurance program for sca Manufacturing through process and
product audits, and the management of the Device and Material Analysis lab.
The Design & Reliability Ass\lrance group ensures that reliability is considered an integral part of the
chip design and process development. The DRA group is closely linked with SEG and the ASD group.
Their responsibility also includes qualification, infant mortality managelnent, and ORT.
Manufacturing Quality Control is responsible for establishing worldwide, continuous, product quality,
hnprovelnent programs in Manufacturing utilizing SPC and SQC techniques. This group spans the
operations in Hudson and Andover, and is linked with the Ayr, Scotland Quality group.
Advanced Development is focused on the development of the next generation of applicable quality
tools and statistical techniques. The AD group is linked to the Statistical and Scientific Coololunity
both internal and external to Digital.
Contacts within the SCO Q&R group are as follows:

•

Customer Satisfaction
Manager: Paul Matranga (HL02-2/N04, 225-5289).

SEMICONDUCTOR OPERATIONS

•
•

Design & Reliability Assurance
Manager: Maria Menendez (HL02-2/N04, 225-4171).
Manufacturing Quality Control
Manager: Sharon McAfee (HL02-2/N04, 225-4968).

•

Ad'l1Qnced De'lJelopment
Manager: John Kitchin (HL02-2/N04, 225-4650).

•

Q&R Program Office
Manager: Sharon Silverman (HL02-2/N04, 225-7137).

8.5

SEMICONDUCTOR OPERATIONS STRATEGIC PROGRAM OFFICE

Manager: Sharon Wulf (HL02-2/L09, 225-4568)
The Semiconductor Operations Strategic Program Office provides leadership in developing, communicating and coordinating integrated strategies for the Semiconductor Operations Group.

SEMICONDUCTOR OPERATIONS

CHAPTER 9
LOW END SYSTEMS (LES)
Group Manager: Dotn LaCava (ML012-2/T8I, 223-5063)
The Group Manager of Low End Systems is responsible for the operations and strategies for low end
systenls. This organization consists of the following groups.

•

Micro Systems Development
Group Manager: Don Gaubatz

•

Design & Process Engineering
Group Manager: Bill Picott

•

VAX Workstations PBll
Group Manager: Art Williams

•

Personal Computing Systems Group
Group Manager: John Rose

•

Desktop Systems
Group Manager: Larry Cabrinety

•

Electro/Mechanical Design & Support
Group Manager: Ralph Dormitzer

•

MicroVAX
Group Manager: Jesse Lipcon

•

9.1

Base Product Marketing & Planning
Group Manager: Matthew Kochan

MICRO SYSTEMS DEVELOPMENT (MSD)

Manager: Don Gaubatz (ML05-5/E7I, 223-4858)
As the premier systems integration organization for Low-end Systems Engineering, MSD performs
system integration and development activities for Digital's least expensive, general purpose, lnultiuser and realtime MicroVAX and PDP-II based systems. MSD has product responsibility for low-end
realtinle hardware and software (e.g. rtVAX and VAXELN); PDP-II hardware and software including
operating systems, languages and layered products; generic Q-bus options and enclosures; and a
platfonn for snlall business application software.
The group manages the architectural and interface standards for the traditional I6-bit systelns and
leading edge 32-bit systems domain. The group also works with Software Development, Storage
Systenls, Distributed Systems, Semiconductor Engineering, and terminals groups to focus on a total
systelns approach.
In addition, MSD has program nlanagement responsibility for the development and implementation
of Digital's realtinle strategy.

LOW END SYSTEMS (LES)

9.1.1

Micro Systems Development Program Office

Manager: Richard Mollin (ML05-5/E71, 223-2506)
This group provides product management, base product marketing, strategic planning and forecasting,
and business operations activities for Micro Systelns Development. It also provides Inanagelnent of
corporate-wide programs for the development and implementation of a Realtime Strategy and the sale
of chips.
The Product Management Groups bring hardware, software, and systems to the marketplace and manage
the business elements for MSD's products.
The Base Product Marketing Group provides customer product and business requirements information as
input to engineering. It also provides product information, product messages and marketing programs
to external custOlllers and internal Digital groups such as ularketing and sales.
The planning, forecasting and business operations functions deal with short-term and long-term business opportunities and issues of the total realtime and PDP-II businesses.
9.1.2

MSD Hardware Engineering

Manager: Brian Fitzgerald (ML05-5/E60, 223-4490)
MSD Hardware Engineering manages the development of options and components for MicroVAXs and
PDP-lls, the overall integration of new products into Inicro-systems, realtime hardware engineering,
and the developulent of MicroPDP-ll systems. Responsibilities include 16-bit CPU design and the
integration of complete system offerings including Ulass storage and other options, packaging, and
software.
9.1.2.1

MSD Systems Integration Engineering

Manager: Don Derome (ML05-5/T90, 223-3765)
MSD Systems Integration develops new realtime VAX and MicroPDP-ll configurations around the
MicroVAX and J-ll CPU architecture, respectively. The group also qualifies new mass storage devices,
and comulunications and other options across all Q-bus hardware configurations and 16-bit operating
systems. The group designs and specifies complete system products including packaging, custOlner
and field information kits, and system diagnostics.
Current realtime projects include the design, development and documentation of realtiule systems
based on the single user version of the MicroVAX CPU Inodule. Other products/projects include the
11/73, 11/83, and II/53 systems, Q-bus option qualification, upgrades of PDP-11184 systelns, and new
mass storage packaging and integration.
9.1.2.2

MSD Options Development

Manager: Remi Lisee (ML03-5/U26, 223-3492)
MSD Options Development manages the development of Q-bus CPUs and options. The group also
develops other options needed in low end systems. Current projects include the development of
electronics for low-end servers and program management of BA200 module design standards and
handles.
9.1.2.3

S-BOX Development

Manager: George Hitz (ML05-5/E60, 223-3408)
This group develops the BA200 family of Q-bus packages for end user applications that cover a wide
range of environments including office, laboratory, and factory applications. The S-BOX features ease
of installation, expansion, manufacturing, and service through new packaging techniques.

LOW END SYSTEMS (LES)

9.1.2.4

MSD Desktop Systems Development

Manager: Roger Gagne (ML05-5/T20, 223-7446)
MSD Desktop Systems development develops low-end MicroVAX systenls that can be used in small,
multi-user applications and as LAVC servers. The group is responsible for the overall system engineering of a product from definition through the first shipments. This involves writing the engineering
specifications and working with other engineering groups to create the various pieces of the product
and test them as an entire system. The group also carries the system through into manufacturing and
first custonler ship.
9.1.2.5

Systems Engineering

Manager: Bob Jurgen (ML05-5/T58, 223-3526)
The systems engineering group is part of the corporate wide effort to further define complete systems
level cOlnputing solutions for customers. A complete systems level computing solution consists of a
fuUy integrated environment of hardware, systems software, and applications software all connected
together with networks~ The MSD Systems Engineering group is focused on defining platforms for
work group level computing solutions based on Local Area VAXclusters (LAVC), Distributed Realtime
and work group level support for desk top devices.
9.1.3

Micro Systems Advanced Development

Manager: Jinl Scott (ML03-5/U26, 223-5514)
Micro Systems Advanced Development investigates and performs pre-design studies of all system
cOlnponents crucial to the next generation of 16-bit and MicroVAX 32-bit products. Enlphasis is
on multi-user systems, but issues relevant to single-user systems are also investigated when necessary. Activities include working systems architecture issues (PDP-II, Q-bus, UNIBUS architecture
managetllent) with software engineering groups, CPU chip development groups, and the peripheral
developnlent groups.
Emphasis within Micro SystetllS Advanced Development is placed on the engineering training and
process issues affecting time-to-market, testability, and product quality.
MSD Advanced Development is also working on the definition of a distributed realtime architecture
for Digital and perfornls perfornlance evaluations of realtinle systems in support of this effort.
9.1.4

MSD Systems Quality

Manager: Vic Penney (ML05-5/E71, 223-3753)
The goal of the Systems Quality Group is to perform actions that will enable MSD, MVB, and other
LES groups provide quality microsystems for our customers worldwide. To achieve its goal, the SQG
is organized into the following areas. For further information, contact the listed managers.

•

Quality Management
Hank Moran (ML05-5/U52, 223-3708, AXIS: :MORAN)

•

Customer and Competitive Information
US: Hank Moran (Acting) (ML05-5/U52, 223-3708, AXIS::MORAN)
EUR: Lorraine Tartaglia (RTO, 865-1167, DCC::TARTAGLIA)

•

Systems Qualification
Dick Bennett (ML05-5/U52, 223-6538, SYSENG::BENNETT)

•

Electromagnetic Compatibility Engineering (EMC)
Bob Howland (ML05-5/U52, 223-6635, AXIS::HOWLAND)

LOW END SYSTEMS (LES)

•

Competitive Systems Evaluation
Ken Kuenzel (Consultant) (ML05-5/U52, 223-1211, KAKVAX::KUENZEL)

9.1.5

Micro Systems Software

Manager: Chuck Turley (ML05-5/E71, 223-1895)
This group develops and maintains system software for PDP-II systems. It also maintains tools
for developing dedicated real time applications for VAX processors. Products include: RSX, RT-ll,
RSTS/E, DSM-ll, VAX DSM, MicroPower/Pascal, VAXELN, P/OS, Languages (BASIC +2, COBOL-81,
and others) and tools.
The group includes software development and maintenance, product management, quality testing,
and documentation for all products.
Contact the following product managers for further information.

•

RSX
Charlie Franks (ZKOI-3/Hl, 381-1134)

•

RT-ll
Bill Parm (ML05-5/E76, 223-8636)

•

RSTSIE
Paul Laba (MKOI-I/L02, 264-7776)

•

MPIP, ELN
Maureen Johnson (ML021-2/U12, 223-1164)

•

Languages
Joe Mulvey (ZKOI-3/JI0, 381-1218)

•

DSM
Barry Herring (MR03-2/H7, 297-2355)

•

PIGS
Jeff Slayback (ML021-2/UI2, 223-9340)

9.1.6

General Business Engineering

Manager (Acting): Chuck Turley (ML05-5/E71, 223-1895)
The goal of this group is to make Digital the highest-quality systems vendor for small businesses. The
group provides a VAX based systenl platform for small business marketing targeted for direct sales
to Digital's small business customers.

9.2

DESIGN AND PROCESS ENGINEERING

Manager: Bill PicoU (MLOl-5/U36, 223-8076)
The Design and Process Engineering Group (D&PE) focuses on key cross-functional engineering needs
within Low End Systems (LES) and across the Corporation. The goals of the Group are the following:
•

Inlprove test coverage and system availability.

•

Reduce product development cycle through development of tools and process.

•

Ensure that LES required base technology needs are anticipated, understood, and applied in a
tinlely and conlpetitive manner.

•

Establish LES as the market leader in providing networking, local area systems, and comnlunications solutions.

LOW END SYSTEMS (LES)

To achieve these goals, the following functional groups are utilized.

•

Diagnostic Engineering
Manager: Jeff Katzif (MLOl-2/C31, 223-1156)

•

Engineering CAD
Manager: Jim King (ML05-2/T40, 223-5903)

•

Low End Network Systems (LENS)
Manager: Dick Belanger (MLOl-5/U36, 223-5857)

•

Engineering Process and Technology (EP&T)
Manager: Joe Cannizzaro (MLOl-5/U36, 223-4383)

•

Regulatory Engineering
Manager: Dan Deknis (ML06B-lIU30, (223-4163)

9.2.1

Diagnostic Engineering

Manager: Jeff Katzif (MLOl-2/C31, 223-1156)
The Low End Diagnostic Group provides diagnostic and firmware development to support the Low
End Engineering design groups based on product, customer, field, and Inanufacturing specifications.
The diagnostic/test programs developed are used in design verification, manufacturing, and by the
field for installation and repair.
The Diagnostic Group develops test and diagnostic requirements in the conceptual stage of the product
to nleet product requirements and systems issues. The group is also available for consultation in the
advanced development phases of products.
The group is organized in the following manner.

•

Operations
Manager: Don Lind (MLOl-2/C31, 223-3871)

•

Systems Development
Manager: Bruce Rozett (ML023-1/P53, 223-8798)

•

Worksystems Developnlent
Manager: Bill Walsh (ML021-4/E10, 223-3142)

•

Advanced Development
Manager: Ron Ross (MLOl-2/C31, 223-7954)

•

Quality/Release
Manager: Charlie Santos (MLOl-2/C31 223-8245)

•

MicroSystems Development
Manager: Hugh Bowen (ML021-4/E20, 223-7013)

9.2.2

Engineering CAD

Manager: Jim King (ML05-2/T40, 223-5903)
The Engineering CAD group provides a focus on resources for System Simulation and PCB Engineering needs. Engineering CAD provides a consistent set of Design Autolnation tools, libraries, and
technical expertise that will support new technology, time-to-nlarket, quality, and cost goals for Low
End Systems (LES) PBUs.
Services fall into PCB Engineering and System Sitnulation.

LOW END SYSTEMS (LES) 75

PCB Engineering provides the processes, tools, libraries, and technical expertise that enables design
engineers to generate a schematic/data base and to transfer that data base to a design center which
provides fast turn-around tinle for PCB layout and fabrication. On average, it takes two weeks frOIn
schenlatic to PCB fabrication, with faster turn-around possible on priorities.

System Simulation provides a total System Simulation-based Product Development Process, Library,
and Tool Suite which encOinpasses Electrical/Logical, Mechanical/Network, and Software Design disciplines within LES. System Simulation enables an engineer to simulate the overall system before
comnlitting to layout, thus allowing the engineer to make fewer passes through the PCB shop, which
results in considerable time saved in the development process.
Engineering CAD also participates in the development and implementation of training for new skill sets
required by Design Engineers so that they can avail thenlselves of new technologies. Valid training is
an example of this.
The following is a list of subgroups.

•

PCB Engineering
Manager: Bob Murphy (ML05-2/T40, 223-8141)

•

Systems Simulation Group
Manager: Don Conrad (ML05-2/T40, 223-7959)

•

Operations and Administration
Manager: John Grose (ML05-2/T40, 223-8008)

9.2.3

Low End Network Systems

Manager: Dick Belanger (MLOl-5/U36, 223-5857)
Low End Network Systems (LENS) is responsible for the following major program areas:
•

Generating Low End Systems related long-range strategic plans, and near-term product plans
using networks and communications technology.

•

Monitoring and refining the Engineering Phase Review Process.

•

Program Office and Engineering for LES Network/Communications products.

•

Program office for Fiber Optics (Janus) products.

LENS provides a focus and direction to ensure that Low End Systems (LES) products have a competitive edge within the networks and comnlunications discipline. The program includes defining
LES networks and communications strategy in conjunction with LES PBUs and NAC, and tnaintaining
program managetnent for cross-functional NAC programs.
The present cross-functional programs are as follows.

•

Janus introduces into the Low End the benefits of using fiber optics for certain communicationsbased products. Initially it will deliver a terminal concentrator, Q-bus module, and fiber optic
link for serial asynchronous communication, including architecture and a set of tools.

The present structure of this group is:

•

Systems Architecture and Technology
Manager: Kami Ajgaonkar (MLOl-5/U36, 223-8927)

•

Network Systems Planning
Andrei Shishov (MLOl-5/U36, 223-5944)

•

Engineering
Manager: Tony Bryan (ML03-5/U26, 223-6007)

LOW END SYSTEMS (LES)

•

Fiber Optics Program
Manager: Hector Torres (MLOl-5/U36, 223-1010)

9.2.4

Engineering Process and Technology (EP&T)

Manager: Joe Cannizzaro (MLOl-5/U36, 223-4383)
The Low End Systems (LES) EP&T Group is responsible for creating an environment which enhances
and stinlulates technology, process development, and implelnentation across the LES organization.
This effort ultimately supports the LES long range strategies and goals for the development of industry
leading conlpetitive products.
EP&T will perform its mission in the following manner:
•

Development, integration, and communication of the LES technology and process strategies.

•

Developlnent and management of a unifed process and technology strategy and funding process.

•

Development and inlplementation of a LES strategy to reduce the new product development
tinles.

•

Identification of new and emerging technologies and the management of their introduction and
development throughout LES.

•

Act as an interface for LES on technology related issues within Digital to such Corporate organizations as TSC, CRA, MCC, and CPT.

•

Manage the LES Technology Transfer Organization which is comprised of the Patent Office,
Maynard Area Engineering Training, and the Technology Exchange Group.

EP&T is made up of three project oriented groups and two support groups.
9.2.4.1

•

Project Oriented Groups

Strategic Technology Planning
Contacts: Raul Brauner (MLOl-5/U36, 223-1103
Jonathan Griep (MLOl-5/U36, 223-4766)
Chartered to develop comprehensive technology investment plans and strategies which will permit the development of LES' products at the lowest possible cost.
The first major goal of the Group is to ensure Digital/LES has the technologies required for
the development of new products which will lead the competition or, at worst, match the
competition.
The second major goal is to maximize the technology investments made by Digital/LES with
the development or purchase of technologies which will have multiple uses in several new
products, or the re-use of a technology developed by a group which is not a part of LES.
The third major goal is to make sure all technologies developed or purchased are compatible
with the other technologies required to design and build a new product.

•

Technology Transfer
Manager: Serge Paul-Emile (MLOl-5/U36, 223-2694)
Composed of three separate elements:

Patent Office-Chartered to identify and protect the intellectual property of LES by aiding
in the preparation of legal paperwork and by providing recognition to the developer of the
intellectual property.

LOW END SYSTEMS (LES)

Maynard Area Engineering Training· (MAET>-Chartered to provide high impact, cost effective
training and education programs for LES and Small Systems Manufacturing. These progralns
consist of Technical Senlinars (live and satellite); National Technological University (NTU)
Courses; and a Technical Orientation Series.

Technology Exchange-Chartered to work with Digital organizations to determine which universities and other research centers are engaged in the exploration or developnlent of technologies and/or processes which are, or may be, applicable to the design and manufacture
of new LES'· products. This group will also act as the focal point for LES funding for outside
universities or research centers.
•

Simultaneous Development Process
Manager: Subhash Dandage (ML01-5/U36, 223-1039)
Chartered to design, model, and test a set of new product development processes for LES which
will reduce the tiIne-to-market of products of siInilar cOlnplexity, or will allow the developnlent of
. highly complex new products without increasing the time-to-market. In either case, LES will have
a new product development process which is highly predictable and will increase the efficiency
of the development of a new product.

9.2.4.2

•

Support Groups

Operations and Planning
Manager: Ken Brabitz (ML01-5/U36, 223-6629)
Has the responsibility to ensure that the plans, goals, and projects of each of the project oriented
groups are integrated into a master plan which fulfills the mission of EP&T and supports the
nlission and goals of LES. A second responsibility is to assist the other groups in the planning
and/or execution of their projects.

•

Finance and Investments
Manager: Steve Barker (ML01-5/U36, 223-3550)
Has two main responsibilities: the first to manage the EP&T resources and prepare any financial
reports required; the second to work with the other groups and provide the financial analysis of
projects and investment proposals and/or recommendations.

9.2.5

Low End Regulatory Engineering (LERE)

Manager: Dan Deknis (ML06B-lIU30, 223-4163)
Low End Regulatory Engineering (LERE) obtains regulatory approvals, certifications, and listings for all
Low End products in a manner consistent with business goals. Its primary expertise is in the Product
Safety and EMC areas. LERE manages the EMC domain in Digital and orchestrates FCC and VDE
testing and approvals.
LERE maintains DEC SrD 103-0 Electromagnetic Compatibility (EMC) Hardware Design Requirements and
DEC STD 062-1 Telecommunication Certification/Approval Process For Products.
LERE performs numerous lab tests and writes product documentation reports to obtain UL, CSA,
VDE, FCC, and TUEV approvals. LERE has the engineering skills to support product development in
those areas.

•

Product Safety Engineering Support
Jose Crespo (ML06-1/U30, 223-1833, SAFETY::CRESPO)

•

EMC Engineering Support
Stew Jackson (MROI-D, 297-2847, FCCVDE::JACKSON)

•

Product and/or Approvals Status
Sue Calnber (ML06-1/U30, 223-5205, EMIRFI::CAMBER)

LOW END SYSTEMS (LES)

9.2.5.1

Electromagnetic Compatibility (EMC) Domain

Manager: Peter Boers (ML06B-1/U30, 223-5452)
ElectrOlnagnetic Compatibility (EMC) is the ability of equipment or systems to operate without malfunction in an electromagnetic environment. A device must be able to operate next to other devices
without detecting interference from, or emitting interference to, these other devices. The Federal COInmunications Commission (FCC) and other international agencies have established levels of allowable
Radio Frequency Interference (RFI) that computer devices may emit.
The EMC engineering group is also concerned with designing computer equipment that operates in
the presence of other devices (such as radio and TV transmitters) that generate electrOlnagnetic fields.
Digital's design and test requirements are documented in DEC STD103-0.
A nUlllber of EMC engineering skill centers serve the engineering clusters with design guidance and
testing support. Representatives frolll the EMC skill centers meet at regular intervals in the EMC
DOlllain Forum to discuss policy matters. The EMC Domain Manager interfaces with outside agencies,
chairs the EMC Domain Forunl, organizes VDE approvals, and is responsible for DEC STD 103-0.
The following individuals and test facilities provide expertise in EMC matters and assist with FCC and
VDE product compliance.

•

Government Systems
Bruce ArchaIllbault (MK02-lIG6, ENGGSG::)

•

High Pel10rmance Systems
Steve Bellanca (MR01-2/G6, BARNUM::SJ

•

Low End Systems-LERE Group
Stew Jackson (MR01-D, FCCVDE::)

•

Low End Systems-LERE EMC Domain Manager
Peter Boers (ML06B-1/U30, EMIRFI::)

•

Micro Systems
Bob Howland (ML05-5/E60, KRYPTN::)

•

Mid-Range Systems
John Sherwood (NIO/A2, MSEE::)

•

Storage Systems
Tom Tuttle (CX01-1/P12, NERMAL::)

•

Test Sites:
Colorado Free Field Test Site (522-2295 or 522-2291)
Marlboro Anechoic Chamber (MR01-E Hilltop Test Site, 297-2864 or 297-2865)
Marlboro Free Field Test Site (MR01-F Horizon Test Site, 297-2881 or 297-2882)
SalelnAnechoic Chamber (261-3632)

LOW END SYSTEMS (LES)

9.3

VAX WORKSTATIONS PBU

Manager: Art Williams (ML05-2/G1, 223-3954)
This group designs and builds workstations which are computing systems that provide high quality
user interaction and allow a user to work on multiple activities siInultaneously. Workstations offer
stable and predictable performance for technical and business professionals alike are are designed to
operate as· standalone systenls and in distributed and/or networked environOlents.
The VAX Workstations PBU is committed to becoming a leader of Systems of Workstations that serve
the needs of technical and business professionals whose applications require high quality graphics
and windowing capabilities in a distributed environment. It is expected that growth in distributed
workstations marketplace will be significant over the next five years . VAX Workstations will work to
establish workstations as the preferred style of cOlnputing in our target markets. Additionally, our
technical focus will be RISC architecture and graphics.
The following VAX Workstations managers can help you determine whether or not their group can be
of assistance to you.

•

Low End VAX Workstations
Manager: John Clarke (ML05-2/B6, 223-9129, JACOB::CLARKE)

•

Mid-Range VAX Workstations
Manager: Carol Peters (UCO, 415-853-6714, DECWSE::PETERS)

•

High Performance VAX Workstations and Graphics
Manager: Steve Bourne (LM04-1/H4, 296-6648, 3D: :BOURNE)

•

VAX Workstations Advanced Development
Manager: Jeff Lane (UCO, 415-853-6741, DECWSE::LANE)

•

VAX Workstations Quality/Continuation Engineering
Manager: Joe Bitto (ML01-2/U2, 223-6093, ADVAX::LBITTO)

•

VAX Workstations Product Management
Manager: Steve Hansmire (ML05-2/G1, 223-6882, JACOB::HANSMIRE)

•

VAX Workstations Systems and Evaluation
Manager: Paul Kruger (ML01-2/U2, 223-9161, ADVAX::KRUGER)

•

VAX Workstations Finance and Operations
Manager: Barbara Keller (ML05-2/U13, 223-6549, JACOB::KELLER)

•

VAX Workstations Business Management and Planning
Manager: Gillian Scholes (ML05-2/U13, 223-5388, JACOB::SCHOLES)

•

VAX Workstations Personnel
Manager: (Open)

Additionally, supporting the VAX Workstations PBU are the following groups:

•

Workstations Product Marketing
Manager: Dave Spinney (ML01-2, 223-2446, ADVAX::SPINNEY)

•

VAX Workstations Base Product Marketing
Manager: Sandy Carpentier (ML01-2/C30, 223-3145, HARBOR::CARPENTIER)

•

VAX Workstations Customer Service Systems Engineering (CSSE)
Manager: Ron Bogue (OGO, 276-9743, CSSE::BOGUE)

LOW END SYSTEMS (LES)

9.4

PERSONAL COMPUTING SYSTEMS GROUP

Manager: John Rose (LJ02/F4, 226-2550)
The Personal COlnputing Systems Group (PCSG) is responsible for the integration of industry-standard
PCs and Apple Macintosh systems into the Digital environment. PCSG provides products which leverage upon Digital's strengths in VAX, VMS, LAVe, DECwindows, and DECnet technologies. PCSG is
responsible for integration strategies pertinent to these markets and for proposing future PC integra-"
tion products/systems. The group's goal is to assure that Digital becomes the #1 integrator of PCs in
the industry.
9.4.1

Personal Computing Systems Software Engineering

Manager: Joe Carchidi (LJ021I4A, 226-2796)
The Personal Computing Systems Software Engineering Group provides PC integration architecture,
delivers products for MS-DOS integration and new integration products for OS/2 and the Apple
Macintosh. The group provides a strategy which aligns with the Corporate strategy and coordinates
the many technologies and architectures of the Corporation needed to deliver a successful integration
of the personal COlllputer.
9.4.2

Personal Computing Systems Program Office

Manager: George Symula (LJ02/Cl0A, 226-2447)
The Personal Computing Systelns Group (PCSG) Program Office provides planning, program lllanagelllent, and product management for PC integration products. Group activities include:
•

Developing product and pricing strategies for PC integration in support of the Corporate Network
Application Support (NAS) architecture.

•

Planning and Product,Management for both PC integration syste.m software and for PC integration
applications. Included are both Digital-developed and ISV-developed applications. Ownership
of the Digital Marketed Software (DMS) catalogue is included.

•

Management of the Phase Review Process for PCSG.

•

Management of the Corporate relationship with Apple Computer Corporation for the joint developlnent of products.

•

Management of the Macintosh Program Office, an advanced development group for DEC/Macintosh
integration products.

•

Contract management with major third party software cOlllpanies.

•

Responsibility for the management and direction of the European PC Clone Testing' operation
located in Valbonne.

9.4.3

Personal Computing Systems External Relations Program Office

Manager: Geoffrey Burr (LJ02/Gl0A, 226-2441)
External Relations is chartered to explore the feasibility of forming "alliances" with strategicallyselected PC lllanufacturers and "niche" manufacturers in the PC integration areas.
The concept behind the "alliances" is to use them as an avenue for playing to Digital's value-added
strengths in networking and software integration, provide PC hardware to the marketplace, and yet
not invest DEC resources in the design and manufacture of PC hardware.

LOW END SYSTEMS (LES)

9.4.4

Base Product Marketing Group - Integrated Personal Computing (IPC)

Manager: Deane Curran (LJ02/C11, 226-2326)
The Base Product Marketing Group which reports into both the LES Marketing and Planning Group
and PCSG provides product marketing services and support toPCSG and DSG (Desktop Systems
Group). The group provides market input for Digital in both product strategy and lnarketing strategy
in all areas of integrated personal computing, including desktop systems.
The group works with Product Marketing and Industry Marketing on market solutions which include
the integration of MS-DOS, OS/2, and Macintosh with VAXes and Digital's Networking.

9.5

DESKTOP SYSTEMS GROUP

Manager: Larry Cabrinety (PK03-lIK88, 223-7560)
9.5.1

Font Engineering

Manager: Paul Nelson (MLOl-3/E12, 223-8020)
Font Engineering is the Focal point for providing fonts to be used on the Digital product line, either
for printing or display. The group provides expertise in selection, procurement, and appropriate use
of fonts.
9.5.2

Hardcopy CSSE

Manager: Bob Bills (PK03-1I10B, 223-7914)
CSSE provides lnaintainability engineering expertise to Hardcopy Engineering for their internal developlnent and buyout activities. This group coordinates all service planning activities and ensures a
S11100th introduction of products to the field. After initial product shiplnent, CSSE tracks product performance and provides the interface between the support organization and continuation engineering.
In addition, there is a Field Service product management group within Hardcopy eSSE. This group
establishes service product strategies and develops pricing proposals to complement these strategies.
The group also monitors products through their life cycles to ensure continued success of the related
service products.
9.5.3

Video Engineering

Manager: Al Johns (PK03-1/K90, 223-5520)
This group designs a variety of video terminals from simple text-only to sophisticated graphics and
imaging terminals. This group designs or coordinates the buyout of monochrome and color nlonitors for Desktop Systems Group (DSG) products and other PBD products. Video Engineering also
coordinates and directs video terminal development in Taiwan.
The Terminals Team, headed by David Upton (PK03-lIK90, 223-8905, REGINA::), designs video terminals. The Display Team, headed by Craig James (PK03-1/K90, 223-3915, RANI::), designs or coordinates buyouts of lnonitors. The International Team, headed by R.A. Hoffman (PK03-lIK90, 223-6914,
SIERRA::), coordinates and directs video ternlinal development in Taiwan.

LOW END SYSTEMS (LES)

Hardcopy and Input/Output Engineering Group
Group Manager: Dave· Sween ey (MLOl-3/E62, 223-6371)
s and input/o utput equipm ent.
This group design s and develo ps (or tests and selects) printing device s.
system
's
This includ es keyboa rds and scanne rs to be used with Digital
experi ence and project manageThe group consists of engine ers with printer and I/O produc t design
lllent capability. Engineering expertise includ es the following.
knowle dge in the followHigh-p erfornl ance mechanical design engine ering skills requiring expert
•
ing areas.

9.5.4

Vibration
Stress analysis
Kinematics
Materials and proces ses

•

Servom echani sm design engine ering skills
Electronic design engineering skills requiring expert knowledge in:
Analog circuit and logic design
Microp rocess ors
EMIIRFI
Regulatory agency require ments
real-time techni ques
Software/firmware develo pment skills with particular empha sis on

Managers to contact includ e the following:

•
•
•
•

AdtJanced Development
Manager: Tom Dundo n (MLOl-3/E12, 223-8305, RAJA::)
Buyouts and Input Device Development
Manager: Paul Nelson (MLOl-3/E12, 223-3528, RAJA::)
Low-End Printing System Development
Manager: John Davis (ML03-6/B16, 223-2934, RAJA::)
Low-End Printing System Development
Manager: (acting) Dave Sween ey (MLOl-3/E62, 223-6371, RAJA::)

9.5.5

Architectural Systems

Manager: Peter Conkli n (PK03-1/19A, 223-3221)
produc ts. The group design s and
This group develo ps architecture and implem ents firmware for DSG functions unique to a produc t's
other
or
tion,
inlplem ents software to provid e drivers, protoc ol transla
operat ion.
(PK03-lIK90, 223-1300, RANI::),
The Architecture/Advanced Development Group, headed by Sujit Kumar produc ts will interface with DSG
whose
groups
ate
works with the develo pment groups and all corpor
ned with termin al and printer
produc ts. The group owns responsibility for several standa rds concer
ttees. The group also works
functionality, and repres ents Digital on various ANSI and ISO comnlistratin g new architecture and
demon
pes
on advanc ed develo pnlent projects to implem ent prototy
technology.

LOW END SYSTEMS (LES)

The Firmware/Software Product Development Group, headed by Richard Glantz )PK03-lIK90, 223-5444,
RANI::), designs firmware for video terminal products. The group develops host syste111software for
video products and hardcopy products. On request, the group provides terminal emulator software
for other products, and it will develop code for unusual languages, touch screens, or other special terminal functions. The group also provides long-term support for firmware and software of all released
products.
The Hardcopy Firmware Development Group, headed by Harold Hager (ML03-6/B16, 223-5637, RAJA::),
designs firmware for printers, scanners, keyboards, and related I/O devices. The group also works
on software for these devices and on the develop111ent of standards and protocols for printers.
The Quality Assurance and Certification Group, headed by George Cacioppo (PK03-1I10C, 223-4078,
REGINA::), tests all products developed within DSG with respect to firmware and software. The
group works on products such as PCs and workstations as requested, to test functions, such as terminal
emulators. The group certifies all corporate products for compliance with standards for terminal and
keyboard functionality.
9.5.6

DSG Program Office

Manager: Rick Landau (PK03-1/C10, 223-0915)
The DSG Progralll Office is an interface between the hardware, finnware, and software groups of the
DSG and the software community at large.
The group determines the impact of DSG system product shipment by how well the hardware and
software components work together, and whether they were announced and shipped together.
For all major programs in this area, such as printers, video terminals, scanners, and the like, the
program office must understand all the C0111pOnents of work the system user needs, and find resources
for theln. If components of a system are not being built, components not working, components not
properly integrated, or other component problems, then the program office is responsible for the
repair of those components.
9.5.7

Video Advanced Development

Manager: Tom Stockebrand (ABO, 552-2551)
This group performs advanced development for terminals and display products.
Southwest Engineering, also managed by Tom Stockebrand, performs advanced development for high
end/imaging terminals and display products.

9.6

ELECTRO/MECHANICAL DESIGN AND SUPPORT

Manager: Ralph Dormitzer (ML06A-3/T96, 223-2146)
Electro/Mechanical Design and Support (EMD&S) is a design center in electrical and mechanical
engineering and in technology development. The group offers a broad range of integrated customer
services for designing, packaging, powering, connecting and cooling computer enclosures.
EMD&S provides cross corporate advanced technology and domain management in power conversion, electro-111echanical design, industrial and graphic design, human factors, acoustics and thermal
engineering, mechanics, materials, and industrial packaging.

LOW END SYSTEMS (LES)

9.6.1

Program Management

Manager: Frank Digilio (ML08-4/U50, 223-3778)
Program Management provides an effective and unifonn TEAM approach to manage new product
developlnent prograllls, on an interdisciplinary basis, utilizing EMD&S, company-wide and outside
resources, frolll the EMD&S exploratory phase through Inanufacturing start-up.
Program Management also provides methods to:
•

Minilllize the product time to market

•

Assure predictable EMD&S program costs

•

Achieve excellence in the Power and Packaging of the product (high quality, manufacturability,
standards cOlnpliance).

Program Management shall:
•

Serve as primary EMD&S product development interface to client(s).

•

Ensure Power and Packaging Requirements Document and Engineering Projects Plans are developed, cOlllmunicated and executed.

•

Serve as the EMD&S Power and Packaging resource lllanagers from the exploratory phase through
manufacturing startup

Program Management attains its goals and objectives by:
•

Developing and illlplementing controls and tools which result in program predictability.

•

Coordinating EMD&S Power and Packaging activities to provide effective system integration solutions across all contributing disciplines.

•

Improving and maintaining communications between clients and EMD&S.

•

Focusing project planning, budgeting and scheduling activities to minimize the effort required
across all engineering groups.

9.6.2

Corporate Design Group

Manager: Paul Benigni (MLOll-3/L12, 223-5676)
The Design Group, comprised of the Industrial Design, Human Factors and Graphic Design departlllents described below, is responsible for the visual and ergonomic design quality of Digital's products
and their cross-product consistency.
The strength of the group is its cross-discipline relationship in the development of design solutions
and its central focus. The group conducts advanced development domain activities prior to specific
product developlnent and design services on an international basis.
Contact the Design Group during the concept phase of user-visible products in order to ensure understanding of your product needs and its relationship to other Digital products.

LOW END SYSTEMS (LES)

9.6.2.1

Industrial Design

Manager: Richard

John~on

(ML011-3/L12, 223-5113)

Industrial Design develops and maintains product designs that have broad applications. Services of
this group in product design encompass the related aspects of· aesthetics and product recognition.
The unique professional skills of Industrial Design include the ability to communicate concepts and
problem solve through the use of conceptual sketches, detail drawings, three dimensional nlockups, and so on. The group develops a distinctive aesthetic appearance that denotes a high quality
product appropriate to the end-user's environlnent, and establishes and maintains a strong physical
resemblance among products throughout the product lines. Product recognition ensures that the basic
configuration of a product relates well to other products in structure, materials, finish, and physical
and nlechanical attributes.
Industrial Design initiates and participates in advanced development programs. The intent is to visualize the combinations of product aesthetics and functionality, as applied to future users for computers
which are nlade possible through the revolution of emerging technologies.
Industrial Design also participates in environment design (ACT Facilities, etc.) and exhibit/display
design.
9.6.2.2

Graphic Design

Manager: Charles Conn (ML08-2/L13)
Graphic Design develops and maintains the corporate visual identity. The department strives to meet
functional requirements and ensure aesthetic quality in the graphic presentation and perception of
Digital and its products.
Specific services include designs for hardware and software product markings, including synlbols
and typefonts, packaging, labeling and documentation. The department also develops and supports
corporate requirements for signage, fleet identification and literature.
Functional units with the department include the following:
•

Graphic Design includes the creation and management of all design solutions, from concept to
cOlllprehensive to finished application.

•

Graphic Art includes the mechanical· production, including illustration, photography and CAD,
for all design solutions.

•

Design Support includes the specification and documentation of design solutions, including component engineering, external resource management and domain management of DEC and Corporate Identity standards.

9.6.2.3

Human Factors

Manager: Charles Abernethy (ML011-3/L12; 223-5641)
Group supervised by: Betsy Comstock (ML011-3/L12; 223-5642)
Tom Abrahamsen (MLOll-3/L12; 223-3545)
Human Factors Engineering participates with software developers and hardware engineering product
design teams to increase the usability of the entire product including hardware, screens (windowing
font, layout), symbols, interface design, input devices, documentation, and packaging. Direct human
performances testing of concepts, mock-ips, prototypes, and product revisions is provided. Testing
is conducted under controlled conditions in our laboratory located in Maynard in MLOll-3, at other
locations, or in the field.
Considerable experience has been gained developing computer systems for the end-user. Early involvement with product development tealns is strongly encouraged. Responsible for DEC STD 105
and 107.

LOW END SYSTEMS (LES)

9.6.3

Electro/Mechanical Design Engineering

Manager: Dick Gonzales (MLOll-4/U32, 223-4832)
Electro/Mechanical Design Engineering (EMDE) provides mechanical engineering services for the developnlent of Digital's low-end products. These services include mechanical project managelnent,
conceptual study, plastics consultation, design, functional models, documentation, value added engineering, release to production and post release support. The areas of design expertise include
electro/mechanical packaging of small enclosures, cabinets, snlall systems, ternlinals, workstations,
interconnect strategies, and a variety of accessories. Specific information can be obtained fronl the
following managers:

•

Engineering Operations - Design for Manufacturing - CAD Technologies
Rich Castellano (ML011-4/U32, 223-8451, THOTH: :CASTELLANO)

•

Product Strategies - Competitive Analysis - Technical Consulting
Jbn Walls (MLOll-4/U32,.223-6565, THOTH::WALLS)

•

New Product Development
John Bagley (ML08-4/U50, 223-7018, THOTH::BAGLEY)

•

New Product Development
Paul Lorusso (MLOll-4/U32, 223-6817, THOTH::LORUSSO)

•

Advanced Development - Plastic/Product Consulting
George Doumani (MLOll-4/U32, 223-9124, THOTH::DOUMANI)

•

Engineering Services - Documentation & Checking - Lab Services
TOIn Maher (MLOll-2/E83, THOTH::MAHER)

9.6.4

LEPS Engineering and Corporate Power Conversion R&D

Manager: Dave Bertetti (ML06A-3/T96, 223-3091)
9.6.4.1

Power Conversion Product Development

Manager: Howard Kaepplein (ML06-3/T96, 223-6191.)
The Power Conversion Product Development (PCPD) Group services the power supply needs of Digital's product development groups which require power supplies with less than 500 watt output, predonlinantly the Low End Systelns organization. Program involvement most often begins at the concept
stage of a new product and continues until the product is no longer in production. The group works
with the system designers to develop a complete power supply specification and business strategy that
is consistent with the performance requirements, transfer cost, reliability, funding, and development
schedule for the progranl. In addition, the group helps resolve problems related to the entire power
system, not just the power supply itself. The group also coordinates efforts to achieve the necessary
safety agency approvals and to facilitate the introduction of the power supply into manufacturing.
Once a supply has been developed for a product, PCPD supports manufacturing, field service or
corporate product safety in resolving issues concerning the supply that may come up at any time
during its life. This is true whether the supply was designed and manufactured internally or purchased
frOIn an outside vendor.
Contact this group whenever a power supply in a 10- to SOO-watt range is needed for a product.

LOW END SYSTEMS (LES)

9.6.4.2

Corporate Power Conversion Research and Development

Manager: Anil Ohri (ML06A-3/T96, 223-5990)
The Corporate Power Conversion Research and Development Group is responsible for the development and/or acquisition of new power conversion technologies/tools/processes for meeting the power
needs of future computer systenls and related products of the corporation. The group sponsors and
directs long-term research programs at various universities for advancing the state of power conditioning technology and tools .. The group also develops CAD/CAE tools for simlution/analysis/modelling of
power supply and systems for use by power supply designers through out the corporation. The group
helps in transferring technology from research by developing hardware just short of introduction into
products.
The group also provides Digital with the exploration of strategies for providing power integrity including EMIIESD protection, AC power nleasurenlent and control, design of power controllers and the
n1aintenance of corporate power standards.
The group provides consulting services to all the power supply groups as well as to various product
groups in power related areas. The group provides a communication link between various power
supply groups by publishing journal and providing a monthly forum for technical exchange.
This group should be informed of any functional power system problems, improvenlents, or changes
that are required to optimize product performance.
9.6.5

Mechanical Technology Development

Manager: Frank Grimaldi (ML08-3/T13, 223-4177)
Mechanical Technology provides engineering consulting and testing services in mechanical specialties
vital to product development. Mechanical Technology consists of the following groups.

•

Advanced Materials and Processes (engineering materials, finishes)
Richard Thibeau (ML08-3/T13, 223-6001)

•

Environmental Engineering (product environmental capabilities)
Frank Grinlaldi (acting) (ML08-3/T13, 223-4177)

•

Product Acoustics (product acoustic noise)·
Bob Lotz (ML08-3/T13, 223-5774)

•

Solids Mechanics (statics, dynamics, kinematics)
Frank Grhnaldi (Acting) (ML08-3/T13, 223-4177)
Model Lab (ML08-1, 223-3830)
Dynamics Lab (ML08-1, 223-3761)

•

Thermal Engineering (product cooling and climatics)
Ralph Larson (ML08-3/T13, 223-9102)
Thernlal Lab (ML011-1, 223-4759)
I1R Lab (ML011-1, 223-3795)
T/H Lab (ML011-1, 223-3795)

•

EMD&S System Support
Larry Warfield (ML08-3/T13, 223-8721)

M·echanical Technology resources are contracted members of product development teams where they
are responsible for identifying design goals and solutions to achieve desired product performance.
Mechanical Technology design consulting activities involve all levels of the physical packaging hierarchy and span the entire spectrum of Digital hardware products.

LOW END SYSTEMS (LES)

Mechanical Technology maintains comprehensive discipline laboratory facilities and testing capabilities. A recent expansion of the laboratories has provided iInportant enhancements, especially in
dynamics, thermal, and climatics. Shipping package testing facilities have been expanded to include
all capabilities necessary for National Safe Transit Association (NSTA) certification.
Mechanical Technology also perfonns independent projects to ensure that appropriate knowledge,
tools, and consulting capabilities are available to meet future product needs. It monitors, influences
and comnlunicates discipline issues of importance, such as international acoustic noise regulations
and materials regulations.
Involving Mechanical Technology early in your product development program can aid in setting mechanical/packaging design specifications and in identifying design alternatives to meet product perfornlance and cost goals in the desired developlnent time.
9.6.6

Industrial Package Engineering (IPE)

Manager: Larry Nielsen (ML04-2/D17, 223-3758)
Industrial Package Engineering (IPE) is responsible for the design and implementation of shipping
packages for Digital nlanufactured and buyout products as well as associated options, spares, subassemblies, and related items. The group also offers design and process consultation for Digital
manufacturing in solving plant-specific as well as cross-plant packaging problenls. A fundamental
goal in providing these services is to achieve cost effective package design while maintaining product
protection and distribution efficiency through the shipping environment.
The above responsibilities are shared by two subgroups within IPE which do similar activities for
different categories of Digital products. Additionally, there is another subgroup that is concerned
with services that support Industrial Packaging design work. These subgroups are described below.
Contact the IPE group for the design of any protective shipping package(s). The group can also provide
assistance in nlaking changes to existing designs and consulting on packaging processes.
IPE is a service group and requires funding to provide its services. Written estimates and schedules
can be provided. Requests for service should be made well in advance of first shipments to be
effective. Phase 0 is not too early to contact IPE to establish initial packaging requiretnents as this will
often tniniInize related problenls later in the development process.
9.6.6.1

Low End Systems Industrial Packaging Engineering

Manager: Bill Davies (ML04-2/D17, 223-9179)
Low End Systems Industrial Packaging Engineering does package design and is associated with nlanufacturing operations nlainly for Low End products.
9.6.6.2

High & Mid-Range Systems Industrial Packaging Engineering

Manager: Brian McBride (ML04-2/D17, 223-3833)
High & Mid-Range Systems Industrial Packaging Engineering does package design and is associated
with manufacturing operations mainly for High and Mid-Range products.
9.6.6.3

Industrial Packaging Engineering Services

Manager: Nelson Simkins (ML04-2/D17, 223-3882)
Industrial Packaging Engineering Services provides the Component Engineering function with respect
to packaging at Digital. In doing this, it works closely with Purchasing to evaluate and specify packaging
materials. Docunlentation services for packaging purchase specifications and packaging instructions,
are provided by the group. Development of packaging related information systems is another service
provided by this group.

LOW END SYSTEMS (LES)

9.7

MICROVAXPROGRAM

Manager: Jesse Lipcon (ML05-5/E71, 223-3207)
This group develops general-purpose MicroVAX timesharing and server systems based on the MicroVAX, CVAX, and follow-up on chip sets. The group is also responsible for business managenlent of
the MicroVAX PBU. Current products are the MicroVAX II, MicroVAX 2000, and MicroVAX 3500/3600.
The organization consists of Development under Jay Nichols, Operations under Len Kreidermacher, and
Product Management under Lou Philippon.

9.8

BASE PRODUCT MARKETING AND PLANNING

Manager: Matt Kochan (MLOl-2/U44, 223-6450)
The LES Product Marketing mission is to integrate, coordinate, and manage the LES marketing and
planning organizations to ensure that Digital realizes its nlaximum world-wide potential from the
products it designs, develops, and offers in the Low End space (General Purpose & Desktop Systems).
The Base Product Marketing and Planning Group consists of the following organizations, nlanagers
and missions:

•

Worksystems BPM
Sandy Carpentier (MLOl-2/C30, 223-3145)
Be recognized as the leading vendor of workstations to the technical and business professional
where there is a requirement for high quality graphics and windowing capability in a distributed
environment.

•

Terminals and Printers BPM
Joe Meany (PK03-1/D9, 223-3827)
Be the leading worldwide supplier of high quality, cost effective terminals, printers, and services
for Digital's systenls and networks in support of the Desktop Strategy.

•

Integrated Personal Computing BPM
Deane Curran (LJ02/14, 226-2326)
Deliver a family of architected products which will allow Digital to become the leader in the
integration of industry standard PCs and Apple Maclntoshs into departnlental as well as corporatewide networks.

•

MicroVAX Systems BPM
Duncan Anderson (ML021-2/P62, 223-2442)
Provide standard-setting, general purpose, multiuser 32-bit VAX architecture systems and servers
in the $7K to $200K price range. Position MicroVAX as the first choice for:
The server intelligence behind the machine on the desk
The system in front of the corporate mainfralne
The system that ties it all together
The preferred migration path from PDP-ll's, IBM System/3x and PC's

•

Microsystems/Realtime BPM
(Open)
Successfully manage the PDP-ll business for the remainder of its useful life; keep the PDP-ll
customers within the Digital family.
Re-establish Digital's leadership in realtime factory and laboratory markets and prevent the further
migration of realtime applications away from Digital solutions.

•

Desktop Communications
Ronnie Morvay (MLOl-2/C30, 223-3120)

LOW END SYSTEMS (LES)

Promote and facilitate the sale of LES Desktop products worldwide through high quality communications to target audiences in support of LES and corporate marketing and sales strategies.

•

General Purpose/Realtime Communications
Abbot Gihnan (MLOl-2/U44, 223-7953)
Create and implement high quality communications that make it easy for customers to buy, and
easy for the sales organization to sell, our products.

•

Europe BPM
John Forde (RTO/D2, 865-1149)
Be the operational arm of LES in Europe to provide Base Product Marketing support to Europe
frOln Europe.

•

BPM Finance
Mark O'Connell (MLOl-2/U44, 223-5211)
Develop. an integrated, well nlanaged, planning function that results in an organized LES-wide
planning process that ensures resource investments which optimize contribution to profit and/or
optitnize contribution to well defined strategic goals.

•

BPM Personnel
Kathryn Smith (MLOl-2/U44, 223-5467)
Develop and lllotivate creative leadership employees.

LOW END SYSTEMS (LES)

CHAPTER 10
MID-RANGE SYSTEMS BUSINESS GROUP
Group Manager: Bill Demmer, Vice President
Mid-range Systems Business (MSB) Group develops, manufactures, and markets competitive S/ystems
for commercial and technical customers. The PBD provides a range of general purpose systems in
the following pricebands.

•

$75K-250K

•
•
•

$250K-500K
$500K-IM
$lM-2M

MSB is comprised of the following major groups.
GROUP

PRIMARY RESPONSIBILITY

GROUP MANAGER

Low-End Mid-Range Systems

Product Development

Don Harbert

Large Mid-Range Systems

Product Development

Steve Jenkins

High Performance PRISM
Worksystems

Product Development

George Hoff

DECwest Engineering

Product Development

Dave Cutler

Systems Engineering

Architecture, Systems Advanced Development, Performance Analysis, Applications
Technology, and Consulting

Cathy Learoyd

DECwest Strategy

Dick Angel

Operations

Dan Jennings

MSB Marketing
Business Finance
Personnel

Ken Swanton
Investment Analysis/Control

Rich Butler
Tony Picardi

The Mid-range Systems Business Group is located in LTN, BXB, VWO, NIO, ZKO, ZSO.

MID-RANGE SYSTEMS BUSINESS GROUP

10. 1 DECWEST
Manager: Dave Cutler (ZSO, 206/865-8700)
The DECwest engineering group is located in Bellevue, Washington. DECwest is responsible for the
design and development of an extended VAX Architecture which incorporates parallel processing,
vector processing and an enhanced privileged architecture. In addition to managing this architecture,
DECwest is also designing and implenlenting high-end systems which are based on this architecture.
A rehnplementation of VMS incorporates a number of enhancements and alleviates known problems.
A special implelnentation of ULTRIX runs concurrently with, and is integrated with, VMS.
DECwest will maintain a strong product set focus over time, which includes product maintenance,
base product marketing, long range planning, architectural expansion and extension, enhancenlent of
operating system software and implementation of additional high-end processors using state-of-the-art
technology.

MID-RANGE SYSTEMS BUSINESS GROUP

CHAPTER 11
HIGH PERFORMANCE SYSTEMS (HPS)
Manager: Bob Glorioso, V.P. (MR01-1/A65, 297-5919)
The High Performance Systems Group (HPS) consists of three businesses:

•

VAXcluster Systems Business Unit
Delivers highly available and fault tolerant VAXcluster systems.

•

On-line Transaction Systems Business Unit
Delivers highly integrated distributed TP systelns solutions.

•

System Components Business Unit
Delivers the highest performance and high availability uni- and mUlti-processors as well as fault
tolerant computers.

The HPS Group includes function and support groups described below and works in concert with
Manufacturing, Customer Services and Marketing to specify, develop, deliver, and service high perfonnance cOlnputer systems.

11.1

LARGE VAX ENGINEERING

Manager: Joe Zeh (MR01-1/A65, 297-5924)
The Large VAX Engineering Group is responsible for the development of high end VAX products.
Current products include Aquarius, Aridus, Aquarius II, and Centaurus. Functions within the group
include CAD, CPU Development, and Technology, Research and Engineering.
11.1.1

Aquarius Program

Manager: Carl Gibson (MR01-1/M31, 297-6779)
This prograln will establish the next generation of design process and CAD tools, basic physical
technologies, and implementation architecture for high performance VAX/VMS systeols.
11.1.2

Technology Research and Engineering

Manager: Jim Esselstyn (MROl-3/T4, 297-4979)
Technology Research and Engineering develops the basic physical technologies required by HPS for
its high end products.

HIGH. PERFORMANCE SYSTEMS (HPS) . 95

11.1.3

CPU Engineering Group

Manager: Jurgen Brornrnelhoff (MROl-2/E47, 297-4778)
The CPU Engineering group develops, implements and verifies (through Simulation and Hardware
Verification) high perfornlance CPU Kernels, including prhnary I/O adapter and Service Processor
H/W and S/W, for use in HPS systems.
11.1.4

CAD/CAM/Diagnostics

Manager: Minli Chen (MR01-1/M31, 297-6316)
This group supplies the design process methodologies (acquisition, design, developlnent, and integration of conlputer-aided tools into the design environment) needed to develop, nlanufacture, test,
and support HPS products.

11.2

HPS OPERATIONS AND INFORMATION SYSTEMS

Manager: Nick Cappello (MROl-2/L25, 297-6261)
HPS Operations and Information Systelns provides MIS systems computer services and facility services for the High Perfornlance Systems Group.
11.2.1

HPS Computer Services

Manager: Barney Lorence (MROl-2/E69, 297-4374)
HPS COlnputer Services provides computer and network support to the High Performance Systems
Group.
11.2.1.1

HPS Computer Services Operation

Manager: John Barker (MROl-2/E69, 297-7478)
Computer Operations provides the following services.
•

Operations support

•

System Inonitoring, backups, and restores

•

Printer and plotter output distribution

•

Tape and disk media storage

•

Operations analysis

•

Hardware support - interface with Field Service

•

System management

•

System software and applications software installations and upgrades

•

Daily software troubleshooting and repair

•

System performance monitoring

•

Systenl/Cluster Security

HIGH PERFORMANCE SYSTEMS (HPS)

11.2.1.2

HPS Computer Services Technical Support

Managers: Lou Jacques (MROl-2/E69, 297-4581)
Josh Dane (MROl-2/E69, 297-4483)
Technical support provides the following services.
•

Network nlanagement and support

•

Automation tools

•

Distributed output software support

•

Perfonnance analysis

•

Financial tools support

•

Network Security

11.2.1.3

HPS Computer Services Administration

Manager: Judy Foreman (MROl-2/L25, 297-5916)
Adlninistration provides the following services.
•

System planning - configurations, layouts, technical edits

•

Financial administration - automated budget and process control

•

Order administration - order processing and control

•

Capital administration - asset control and data management

•

Program management - user interface, equipment forecasts and contract administration

11.2.2

HPS Facilities Management

Manager: Ken Culverwell (MROl-2/L25, 297-2686)
Facilities Management provides worlq.wide Facilities management support to the HPS organization.
•

Strategic Facilities Planning

•

Construction Management - New or Refit Facilities

•

Project Management - Computer rooms, Laboratories, Environmental Chambers, Clean rooms

•

Facilities Managenlent Support

11.2.3

HPS MIS

Manager: Drum Chapman (MROl-2/L25, 297-6462)
To provide HPS with the information necessary to execute the business. MIS is responsible to ensure
that the infornlation can be readily accessed in a timely, accurate, and cost effective 111anner.
To support HPS in the achievement of its key goals and strategies; to set the strategic direction and
to provide business systems planning for MIS application related services for the adnlinistrative businesses (including HPS Manufacturing); to influence systelns integration and commonality, resource
sharing, and MIS planning.

HIGH PERFORMANCE SYSTEMS (HPS)

11.3

SYSTEMS RESEARCH AND ENGINEERING

Manager: Fernando Colon-Osorio (MR01-lIL26, 297-7230)
Systenls Research and Engineering will provide the basic research and engineering needed to build
leadership high performance systems, cluster systems, and fault tolerant systelns within HPS, and
verify their effectiveness. The basic technologies are:
•

Clusters-Evolution of the cluster model of computing from a time sharing Design Center to a
distributed model of cOlllputing.

•

System Availability-Characterize existing systems (clusters and multiprocessors) in terms of their
availability.

•

System Peljormance-Characterize existing systems in terms of their performance as measured by
standard benchmarks and workloads. Develop and incorporate into Digital's suite of tools new
workloads which are representative of cOlnputing in the 1990s.

•

Fault Tolerance-Continue to explore both proven and innovative techniques in designing/building
highly reliable systenls and incorporate their design as part of Digital's high availability cluster
offering.

•

Advanced Architectures-Research and engineer structures extending Digital's high end. The Centaurus system development program is a lllajor part of this effort.

11.4

PLANNING, QUALITY, AND STRATEGIC RELATIONS

Manager: Jan Jaferian (MR01-lIA65, 297-6524)
11.4.1

Planning

Manager: Rachel Shimkin-Oberai (MR01-1/A65, 297-7040)
The Planning Group is responsible for defining and driving the various planning processes (e.g., PBU,
Engineering, LRPs) within HPS and for contributing to the definition and driving of corporate planning
processes. This group also provides industry, Inarket, and business analyses to the HPS Manageillent
Committee to aid in their decision making. It defines metrics and models and disseminates timely
business perfonnance data, including product availability, revenues, and other infornlation.
11.4.2

Strategic Analysis

Manager: Dianne Mahany (MR01-1/A65, 297-4134)
The Strategic Analysis Group performs cross-functional strategic analysis for HPS, utilizing independent industry analysis and output from the HPS and corporate planning processes. The group focusses
on HPS business positioning, both as a business unit within Digital and as a competitor within the
industry. This group prepares corporate-level presentations covering HPS strategic and business positioning, and also provides business management and analysis for the Strategic Relations Group.

HIGH PERFORMANCE SYSTEMS (HPS)

11.4.3

Quality

Manager: Lou Cohen (MROl-lIA65, 297-5580)
The Quality Group is responsible for providing Quality leadership in HPS. It does this by providing full
time product quality managers to product development programs, providing quality consultants to all
of HPS, and providing Quality information to HPS. The quality managers act as quality goal setters and
goal keepers for the products they are assigned to. They facilitate and promote the cross-functional
conununications that must occur within progranls for quality success. They provide the link between
progranl needs and the quality expertise in the Quality Group. The quality consultants provide support
to HPS by training and on-the-job consulting in a variety of quality technologies, including Statistical
Quality Control, Experimental Design (including Taguchi methods), Human Factors research, Quality
Function Deploynlent, and other techniques.
11.4.4

Strategic Relations

Manager: Jan Jaferian (MROl-lIA65, 297-6524)
The Strategic Relations Group is responsible for leveraging HPS investments, revenue potential, and
tiIne-to-lnarket with strategic third party alliances that complement and support the HPS business,
development, services and manufacturing strategies. This group provides focus and expertise in the
analysis of strategic partnering opportunities and in the structuring, negotiation and implelnentation
of third party collaborations. This group reports jointly to HPS and to Corporate Strategic Relations.

11.5

TRANSACTION PROCESSING SYSTEMS ENGINEERING

Managers: Rich Whitman (MROl-l/C2, 297-7498),
John Manzo (ML03-2, 223-7248)
The TP Systems Engineering Group. is responsible for leading Digital into the TP market in a coordinated and strategic nlanner.
The organization is divided into the following functions:

•

Systems Architecture-Provide comprehensive and evolutionary architecture for TP Systems that
drive individual product architectures.

•

Systems Engineering-Coordinate and facilitate implementation of architecture plans with all products that cOlnprise Digital's TP Systenl.

•

Design Consultation-Consult to customers with designing and implementing large complex TP
Applications.

•

Pelformance Analysis-Provide Systems perfornlance characterization (debit/credit benchmark) to
position DEC's hardware and software TP products against competitive offerings. Currently,
developing an application sizing tool to be used in the field.

•

SW Engillee1'ing...,....Develop Software products that meet both Corporation's quality goals as well as
comply with the TP Architecture goals.

•

Product Management-Facilitate bringing the products to market by managing and coordinate the
Phase Review Process working with the Engineering, Finance, Marketing and appropriate Corporate Comlnittees.

•

Marketing-Design and implement a comprehensive marketing strategy that will ensure the largest
nlarket penetration with the available products by focusing on DEC resources.

HIGH PERFORMANCE SYSTEMS (HPS)

11.6

VAXCLUSTER SYSTEMS ENGINEERING AND MARKETING

Manager (acting): Fernando Colon-Osorio (MR01-1/L26, 297-7230)
The VAXCluster System Engineering and Marketing (CSEM) Group manages and delivers the high
availability/fault tolerant strategy and Cluster system products for the corporation. The major goal is
to establish VAXcluster systems as the preferred solution to IBM for mid-range and high-end systenls
in both the technical and commercial marketplaces.
The VAXcluster Business Management group provides business analysis functions and information
systems to support VAXcluster System business plans, marketing plans and development efforts.
The VAXcluster engineering projects are divided into five categories:

•

CIRRUS Systems Engineering-Develops high performance, fault tolerant system products.

•

Packaged VAXCluster Systems Engineering- Develops packaged VAXcluster systems (897X, 88XX
etc), upgrades to packaged VAXcluster systems, and consulting to other groups developing VAXcluster systelns.

•

VAXCluster Technical Office-Provides a technical and architectural focus for strategic issues for the
entire program and which also develops new technologies in VAXcluster validation.

•

VAXCluster Systems Engineering- Provides engineering support for our traditional mode of business and customer base. A major cOlnponent of this group is the Cluster Verification Group.

•

Component Hardware and Software Products - (Pleiades, XCD, VCS, VPA, etc). This group will center
on assuring and enhancing" systemness" in both the current CI-based and the next generation of
VAXcluster systems.

11.7

SYSTEMS SOFTWARE ENGINEERING

Manager: John Manzo (ML03-2/E84, 223-7249)
The Systems Software Engineering (SSE) Group was formed in 1987 in recognition of the critical roles
that Software Engineering and Systems Development Process are playing in both High Perfornlance
Systenls (HPS) and Digital's future.
SSE was formed by the merger of Center for Systems Development Process (CSDP), the HPS Software
Engineering Group (SWE), and the On Line Transaction Processing (OLTP) Software group. The
CSDP program is now called the Systems Productivity Tools (SPT) program to reflect its new focus
on providing top quality, state-of-the-art systems productivity tools to HPS and the Corporation.
11.7.1

OLTP Software Engineering

Manager: Laura Woodburn (ZK02-2/M37, 381-2243; 297-2658)
This group is responsible for the development of transaction processing monitors and related system
managelnent tools, and for the definition and delivery of an integrated environnlent based on new
and existing tools to design, build, and test OLTP systenls. As part of the HPS Transaction Processing
organization, this group participates in the development of Digital's OLTP strategy and architecture.
Currently located at two sites, MRO and ZKO, OLTP Software Engineering will also sponsor work in
Cupertino and Europe in the future.

100

HIGH PERFORMANCE SYSTEMS (HPS)

11.7.2

Processor Specific Software (PSS)

Manager: Tom Lofgren (MR01-2, 297-5170)
This group provides software engineering development and support to several of the HPS programs
such as Cirrus, Aquarius and Clusters. The extent of the involvement of PSS varies with the needs of
the respective program. For example, several significant products such as VAX Perfornlance Advisor,
VAXcluster Console and the Cray Server Interface have been produced for the Cluster Program. PSS
is developing the entire system software package for the Cirrus Program.
11.7.3

Systems Productivity Tools (SPT) Program

11.7.3.1

Information Environment (IE)

Manager: Roy Rezac (MR01-1, 297-4260)
This group has developed the DATABUS, an information management architecture, designed to address specifically the need for managing information in Digital's product development environment.
The DATABUSArchitecture will enable Digital to develop products in a timely, efficient, and effective
manner. This architecture will be implenlented in accordance with the Digital Process Strategy in a
series of base levels of the Knowledge Environment for Evolving Products (KEEP) data management
systenl. KEEPis the internal software product that illlplements the database programming language
conlponents of the DATABUS Architecture. The IE group offers a database system, several layered
applications (see below), application support, training, seminars, consulting, and project modeling to
understand information needs and usage.
11.7.3.2

Project Management Facility (PMF)

Manager: Oleh Kostetsky (ML03-2/E84, 223-3704)
This group developed PMF, an integrated system for describing, scheduling, and lTIonitoring the
progress of a single project or a collection of related projects (a program) for diverse applications
including hardware or software development, manufacturing, document production, construction or
relocation projects. PMF provides a set of tools and methods that work together, each focused on
a different aspect of project lllanagement. The core of PMF is a Monte Carlo sinlulation tool that
generates a probabilistic projection based on risk estimates. PMF also provides interactive tools for
building and revising project description, analyzing and reporting on projected and actual project
status. The group provides additional assistance in the form of project management practitioners who
are trained in operations analysis and project management·and can help users to define their project
and to use PMF effectively.

11.8

VAX 8600 AND 8650 SYSTEMS

Manager: Rich Whitnlan (MR01-l/C22, 297-7498)
The VAX 8600 and 8650 Systems Engineering Support responsibilities have been transferred to the
SASE High End Systems Group which has responsibility to resolve any technical problems at the
component, subsystem or system level.

HIGH PERFORMANCE SYSTEMS (HPS)

101

11.9

ADVANCED TECHNOLOGY ENGINEERING AND MANUFACTURING
(ATEAM)

Manager: Paul McEnroe (UCF, 408-973-1521)
ATEAM provides research, development, and manufacturing of high end interconnect and packaging technologies which maximize the· performance of IC technologies~ Process Developnleht· Group functions are film interconnect technology process development and transfer to manufacturing. Engineering Systems Group - functions are mask design, electrical modeling, test, debug, failure analysis,
interconnect reliability, and Data· Center support. ATEAM will also provide corporate support for
both the development of custonl bipolar IC's on Motorola's Mosaic 2 and Mosaic 3 processes and the
application of advanced interconnect technology to other Digital products.

11.10

HIGH PERFORMANCE SYSTEMS MARKETING

Manager: Richard Whitman (MR01-1/C22, 297-7498)
HPS Base Systems Marketing is responsible for stimulating demand for high performance, high availability and mission critical systenls within Digital and within new and current tnarkets while· keeping
Digital's product image consistent in the marketplace. The organization includes the followinggrotlps:
11.10.1

VAXcluster Base System Marketing

Manager: Clem O'Brien (MR01-1/C22, 297-5605)
•

Communicate Digital's high availability/fault tolerant strategy.

•

Launch new Packaged VAXclusters.

•

Define the next generation customer requirements.

11.10.2

High End VAX Marketing

Manager: Bill Askins (MR01-lIC22, 297-7268)
•

Launch the next generation High End VAX family in the market.

•

Ensure that Digital delivers all the elements of sales, service and support associated with the next
generation product falllily to llleet customer requirements.

11.10.3

OLTP Marketing

Manager: Allan Titconlb (MR01-1/C22, 297-2967)
•

Market cOlllprehensive Digital "systems" products into the rapidly growing OLTP nlarketplace.

•

Position Digital as a primary competitor in this market.

102

HIGH PERFORMANCE SYSTEMS (HPS)

11.10.4

Systems Marketing/Competitive Expertise Center

Manager: Bill MacCormack «MR01-lI.UP7, 297-2972
Stan Pearson (MR01-1/C22, 297-2962)
•

Market current HPS products, stimulates demand for future HPS products.

•

Establish and maintain direct interface to both the salesforce and targeted customers to ensure
Inarket feedback is channelled into future HPS products and to promote customer satisfaction
with HPS products.

•

Provide, through the CEC, analysis and interpretation of competitors' products· and strategies in
the high end market.

•

Provide, through the TP Support Center, benchmark and demonstration support for ACTs and
CMPs.

11.11

MANUFACTURING BUSINESS UNIT

Manager: Chris McGill (MR01-2/FX1, 297-1091)
The MBU is responsible for managing manufacturing requirements for HPS products by influence of
product design, direction of Inanufacturing technologies and ensuring the worldwide manufacturing
strategy of HPS products and systems. The group is structured along product lines with supporting
functions.

HIGH PERFORMANCE SYSTEMS (HPS)

103

CHAPTER 12
STORAGE SYSTEMS ENGINEERING AND MAN UFA CTU RING
Manager: Grant Saviers, V.P. (MLOl-5/B94, 223-9765)
the worldw ide engine ering prodStorage System s Engineering and Manufacturing is respon sible for
acturing for Digital's storage
Manuf
U.S.
uct strategy, base produc t marketing, busine ss planni ng and
and other solid state memr
nducto
semico
e
includ
ts
produc ts and databa se system s. These produc
and cassett e tape drives, l/2-inc h
ory devices, arrays, subsys tems, flexible disks (floppies), cartridge able and fixed media hard disk
industr y-com patible tape drives, optical storage produc ts, and remov The organi zation suppli es these
drives of all sizes, relational and networ k databa se system s and tools.
produc ts to Digital either by develo ping or purcha sing theln.
do; Enfield, Conne cticut; Tempe ,
Storage produc ts are manuf actured in Colora do Springs, Colora
ts and subass emblie s are also
Produc
ts.
chuset
Arizona; and in Springfield and Shrewsbury, Massa
ement s are met by facilities
requir
an
Europe
ore.
Singap
and
,
Inanuf actured in Hong Kong, Taiwan
ped in Spit Brook, New
develo
are
in Kaufbeuren, Germa ny and Galway, Ireland. Databa se systelns
Ha1l1pshire and Colora do Springs, Colora do.
do Springs, and Tokyo, Japan,
In additio n to produc t develo pInent activities in Shrew sbury, Colora
that suppor t the missio n
groups
there are produc t manag ement, planning, and advanc ed technology
of the organization.

12.1

TAPE AND OPTICAL PRODUCT DEVELOPMENT

Manager: David W. Brown (SHRl-4/D25, 237-2070)
pment , market ing and suppor t
This group provid es the strategy, busine ss plannin g, produc t develo respon sible CSSE and Manthe
with
for magne tic tape and optical disk produc ts. The group works
used on virtually all system s and
ufacturing organi zations for these produc t sets. These produc ts are
sold by Digital's Inarketing units.
software produc ts, associa ted forThe produc ts includ e tape drives, optical storage devices, related
as the TK50 to the more expens ive
such
s
device
st
low-co
matter s, and controllers. Produc ts range from
Also, the group is develo ping a
IBM-compatible units such as the TA79, TU8l and TA8l and TU80.
optical produc ts. Software
future
fa1l1ily of laser-b ased optical disk produc ts, includi ng CD Reader and
and media manag ement.
ng
archivi
for
t
produc
re
produc ts includ e Storage Library System (SLS) softwa
group interacts with custom er
The group either develo ps or purcha ses its produc t designs. The
ting during the plannin g,
Marke
ate
Corpor
and
,
services, 1l1anufacturing, systen ls engine ering groups
that total system s 1l1eet their perfordesign , and testing phases of new produc t develo pment to ensure
(PBU) the group is also respon sible
mance and compe titive require ments. As a Produc t Business Unit
tion and our c01l1petitive positio n
satisfac
er
for the financial contrib ution of these produc ts, for custOln
for these produc ts.

STORAGE SYSTEMS ENGINEERING AND MANUFACTURING

105

12.1.1

Tape and Optical Product Management and Marketing

Manager: Bruce Gordon (SHRl-4/D25, 237·3538)
This groll-PS includes' product 'luanagement and base product marketing for tape and optical disk
products and related software products. The group manages strategic and business planning activities.
The group plans and manages the business, and communicates the status, of our products throughout
Digital. The group works with systems engineering organizations to coordinate product plans.
Marketing activities include market research, product promotion, literature development, trade show
support, sales training and customer presentations. The Tape and Optical Progralu Office interacts
with the sales and marketing arms of Digital, to understand customer and nlarket needs, to support
the compa~y'ssalesefforts, and to integrate messages with those of the other nlarketing organizations.
12.1.2

Industry-Compatible Tape Development

Manager: Walter Manter (SHRl-4/D27, 237-2623)
This engineering group is responsible for the development (or buyout procurenlent) and system integration of Digital's IBM-compatible tape products and related software products like SLS, and optical
products like RV20 for archival applications. These include the current nine-track products like TU80,
TUfU, TAB1, TU78 and TA78 and other high-end IBM compatible tape products that are currently in
development.
12.1.3

Cartridge Tape Development

Manager: Demetrios Lignos (SHR1:-4/D28,237-2136)
This engineering group is responsible for the design, development and system integration of the
TK50 and TK70 family of cartridge tape drives and controllers. They are also involved in progranls to
develop follow-oll members of the TK50 and·TK70 subsystem family.
12.1.4

Optical Disk Development

Manager: Doug MacKenzie (SHRl-4/D27, 237-3136)
This group develops and integrates optical disk products,· including the· CD Reader subsystems, and
future optical disk products.

12.2

ADVANCED DEVELOPMENT STORAGE SYSTEMS

Manager: Mike Riggle (CXOl-2/Q22, ·522-2300)
Storage Advanced Development ensures that a technology base exists to allow Digital's storage products to be competitive and/or in a leadership position. The group primarily develops technology, but
technology acquisition occurs when that makes sense. Advanced Development develops or trades
critical, .fast-moving technology because it is hard to acquire otherwise.
The group works with digital and analog circuits, large scale integration, magnetic recording, magnetic
heads and nledia, servos, recording and error-correcting codes, mechanical systems, solid state lUelTIory subsystems, storage subsystems, data base systems, optical memories, and storage architecture.
The group providestechriology, subsystem breadboards, and occasionally product breadboards to
product development groups. Consultation on storage issues and technology is also available.
Advanced

Dev~IoPl1lent Storage

Systems has the following two subgroups.

•

Storage Advanced Development, Shrewsbury and Colorado

Storage Architecture, Colorado and Shrewsbury

106

STORAGE SYSTEMS ENGINEERING AND MANUFACTURING

It also has the following dotted line (fuhctional) responsibilities:

•

Heads and Components Advanced Development, Shrewsbury

•

Media Advanced Developnlent, Forge Road, Colorado

•

TOPS Advanced Development, Shrewsbury, Boulder

•

JRDC Advanced Development, Tokyo

•

ESD Advanced Development, Shrewsbury

•

Advanced Data Base Systems, Colorado

12.3

JAPAN RESEARCH AND DEVELOPMENT CENTER

Manager: Tom Kobayashi (JRD/F8, [81]-(3)-2657451)
The Japan Research and Development Center (Japan R&D Center) provides an incremental Central
Engineering resource that allows Digital to access the technology existing within Japan by doing advanced development projects and product development projects for the worldwide· market.
Japan R&D Center provides the following functions.
•

Provides Central Engineering with easy access to a pool of technical talent difficult to find in· the
U.S.

•

Provides Central Engineering with information on new Japanese products, technologies, and
govenllnent-sponsored research activities like the Fifth Generati()n Computer Systenls . Development. As a tool for information dissemination, it publishes the monthly JAPAN REVIEW Translated Technical News. For further details on this publication, contact JRDV01::HISHIKI or
JRDV01::S_SATO.

•

Provides Digital with an alternative management and business-practice approach to engineering.

•

Collaborates with the Japan Procurement Center for various buyout projects.

•

Develops Japanese language related products for the Japanese market and provides a presence
for the Digital sales/services organization in Japan to enhance Digital sales in what is now the
second-largest, single-nation computer market in the world.

Contact the Japan R&D Center when you need information about the products being developed.
Japan R&D Center is located in a leased building in Tokyo. However, a project to build a permCinent
facility in Yokahama is under way.
12.3.1

Storage Systems Development

Manager: Jim Lacey (JRD/F6, [81]-(3)-2657501)
Storage Systems Engineering in Japan presently has two primary activities.
12.3.1.1

Storage Systems Advanced Development

Manager: Masahide Suenaga (JRD/F3, [81]-(3)-2370971)
Advanced Development concentrating on advanced media (rigid and flexible) based on vertical recording. The group is providing VR rigid samples in support of the Storage AD goals. They also are
evaluating flexible media in support of the TOPS tape activities.
The group provides techniCal support for buyout of disk and tape components for U.S. based engineering groups.

STORAGE SYSTEMS ENGINEERING AND· MANUFACTURING~1 07

12.3.1.2

Storage Systems Product Development

Manager: JiIn Lacey (JRD/F6, [81]-(3)-2657501)
The group develops small storage devices. For this project activity the group is aligned with the TOPS
PBU and product lllanagement and project decisions is done by TOPS.
12.3.2

Semiconductor Engineering

Manager: Kenji Oka (JRD/F8, [81]-(3)-2657506)
This group is an LSI design resource for the Storage Systems. As such, the group is working under
the Storage LSI strategy developed· by Mike Riggle.
Currently the group is designing DSSIC (DSSI controller for tape) and has started designing SPACE
chips for SCB.
12.3.3

Interconnect Technology

Manager: Kaz Ono (JRD/F3, [81]-(3)-2370971)
Assistant Manager and Project Leader: Yoshi Kawamura (JRD/F3, [81]-(3)-2370971
This group is supported by Physical Technology Group of SCO and NaC, and working on optical data
link technology. Currently this group is developing a laser link technology which could extend the
distance between FDDI stations.
12.3.4

Asian Base Systems Software

Manager: Kaz Ono (EWB/F6, [81]-(3)-2072575)
Asian Base Systems Software at JRD (ABS/JRD) is a part of ABS in SSG. The mission of this group
is to design, iInplement, support, and maintain a set of software products - called "Base Systelns."
These products are required for Digital in the Asian Region.
Under the ABS charter, ABS/JRD is going to participate in enhancing and augmenting the architecture,
design, and implementation of those Base Systems so that they become as effective in Japanese as
in English. ABS/JRD primary consists of three groups, ABS/JRD Product Plan and Administration,
ABS/JRD Operating System Engineering and ABS/JRD System Software Engineering.
12.3.4.1

ABS/JRD Product Planning and Administration

Manager: Key Kawamoto (EWB/F6, [81]-3-2072577)
Assistant Manager: Ken Oyama (EWB/F6, [81]-3-2072579)
Assistant Manager: Yoshi Aori (EWB/F6, [81]-3-2072497)
ABS/JRD Product Plan and Administration (ABS/JRD/PP A) provides the following three functions.

•

Documentation preparations

•

Product administrative services

•

SQM/JSQG for ABS/JRD products

12.3.4.2

ABS/JRD Operating System Engineering

Manager: Shin-ichiro Kurimura (EWB/F6, [81]-3-2072583)
Assistant Manager: Takao Chubachi (EWB/F6, [81]-3-2072584)
ABS/JRD Operating System Engineering (ABS/JRD/OSE) develops Asian VMS and ULTRIX for the
Japanese nlarket, including Natural Language Processing.

108 STORAGE SYSTEMS ENGINEERING AND MANUFACTURING

12.3.4.3

ABS/JRD System Software Engineering

Manager: Kaz Ono (EWB/F6, [81]-(3)-2072575)
Assistant Manager: Kokichi Takahashi (EWB/F6, [81]-3-2072585)
ABS/JRD System Software Engineering (ABS/JRD/SSE) develops various Layered Software products
for the Japanese market, including Languages, Data Base Systems, Windowing System and Printer
Software, as well as the design and implementation of the Asian Base Systems.
12.3.5

Hardcopy Buyout Support

Manager: Yash Garge' (JRD/F3, [81]-(3)-2370971)
The group provides technical assistance during all phases of Digital's procurement of various printer
products in Japan.
Activities range from product/vendor evaluation, selection, specification development, and technical
support until high ~olume shipnlents start. The group also provides technical tracking.
12.3.6

Japan Procurement Center

Manager: Toshio Nagamine ORD/JPC, [81]-(3)-2656951)
As part of the GIA Manufacturing and Engineering Group and under Japan R&D Center site managenlent, the Japan Procurement Center proctires high-quality, cost-optimized products from Japanese
suppliers for Digital worldwide. The purchased products include 64K, 256K and 1M DRAMs, LA50,
LN03 and LN02, and LN04, LPS40, LPS20, LA75, LA85, and various other components.

12.4

COLORADO STORAGE SYSTEMS ENGINEERING

Manager: Mike Riggle (CXOl-2/Q22, 522-2300)
This group provides the product strategy and development of medium and large disk storage products.
After selecting the appropriate technologies, the group designs, builds prototypes, and tests entire
storage subsystems. Products are released to manufacturing complete with documentation and test
tools.
Contact this group if you need information on mid-range and large disk drives and controllers for storage subsystelns. They are knowledgeable in disk recording, servo and precision olechanical technologies, software, microprocessor, and VLSI technology. They define storage subsystem architectures
and interface protocols. They also monitor and understand the competition, develop the strategy, and
tnake business recommendations for medium and large disk subsystems development.
12.4.1

Disk Drive Development

Managers: Paul Esling (CXOl-l/P26, 522-2228)
Bill Brown (CXOI-lIP23, 522-2239)
Bert Miller (CXOl-1/P27, 522-2226)
Ray Parry (CX01-1/P27, 522-2710)
This group develops and supports Winchester-type disk drives such as the RA70, RA90 and future
drive families. Non-removable head-disk-assemblies (HDAs) containing data are used on Winchester
products.
Developing high capacity, high performance disk drives for use with Digital's computers, is also done
by this group.
This group is also responsible for magnetic, rigid disk drive development to meet the applicable
storage requirelnents priolarily for Digital's mid-rar\ge system offerings. Product(s) will demonstrate
leading edge quality and reliability with the primary perfonnance emphasis on I/O response time (as
opposed to pure access time).
STORAGE SYSTEMS ENGINEERING AND MANUFACTURING

109

12.4.2

Subsystems Engineering

Manager: Bob'Rennick (CXOl-2/N27, 522-3830)
This group develops intelligent controllers such asthe UDA50, KDA50, KDB50, HSC50 and HSC70
for mid- and high-end disk and tape storage devices and future storage subsystems. The group
also develops embedded and host diagnostics, subsystem verification and performance measurement
tools, and nlanufacturing process software for all Colorado Springs (CXO) products.
12.4.2.1

Small and Advanced Controllers

Manager: Bob Blackledge (CXOl-2/N26, 522-2329)
This group develops the Q-bus and Unibus intelligent DSA controllers. for the RA series disk drives,
future controller families, andlnixed storage subsystem configuration and architecture.
12.4.2.2

Mid-Range and High Performance Controllers

Manager: Phil Roettjer (CXOl-2/N26, 522-2305)
This group develops the VAXBI and high performance controllers for the RA and TA series disks and
tapes.
12.4.2.3

HSCEngineering

Manager: Glenn Englund (CXOl-2/N28, 522-2313)
This group develops the VAXcluster HSC storage servers.
12.4.2.4

Diagnostics/SQA

Manager: Karen Pherson (CXOl-2/N27, 522-2240)
This group develops the BIST and high level storage diagnostics for the mid- and high-end disks
and controllers, does the software quality assurance through the product life cycle, does System
Verification Testing of CXO products, and develops software tools and data acquisition programs for
use by Storage Manufacturing and Engineering.
12.4.2.5

Storage Subsystems Performance Engineering

Manager: Ed Woosley (CXOl-2/N27, 522-2918)
This group does the analysis and measurement of Digital and competitors storage products, focussing
on the mid- and high-end storage products, and develops storage performance measurement tools
and models.
12.4.3

Engineering Operations Group

Manager: Renate Benton (CX01-1/Q13, DTN 522-3659)
This group provides technical expertise, product and process development and services which support
CXO and DEC strategy for existing and future products.
12.4.3.1

VLSI Development· Engineering

Manager: John Shanklin (CX01-1/P13, DTN 522-3820)
This is a VLSI development group providing IC design and microelectronic consulting support to
state-of-the-art medium/large disks and subsystems development progralns. Current group emphasis
is on CMOS digital circuits via a standard cell/custom cell design methodology. Future expansion will
be into CMOS sea-of-gates and analog design techniques.
110 STORAGE SYSTEMS ENGINEERING AND MANUFACTURING

12.4.3.2

Power Systel1ls~ngirieering

Manager: Ryan J. Johnson (CX01-lIP12, DTN 522-2304)
The MLDS Power Systems Engineering Group is responsible for the development of power supplies,
power controllers and power distribution systems for all of CXO's disk drive and disk controller products. In addition, the Arapahoe Power and Packaging Project is managed by this group. Consulting
on power related problems with sales, installation and maintenance is also provided.
12.4.3.3

Mechanical Packaging Design Engineering Group

Manager: Mike Elkins (CX01-1/P12, DTN 522-2192)
The Packaging Design Engineering Group is responsible for proposing and developing cabinets, enclosures and cabling systems for Winchester disk drives, disk drive storage arrays and disk· drive
controller subsystems. It is also a subcontractor to other storage and CPU design engineering groups
for packaging design.
12.4.3.4

Computer-Aided-Design and Engineering Department

Manager: Bob Hess (CX01-lIQ13, DTN 522-2467)
The CAD and Engineering Department consists of two primary areas: .Mechanical and Electrical. Both
groups provide software and hardware CAE, CAD and CAM tools, processes, development, analysis
and support for the drives and subsystem products designed at CXO. Both organization's.goal~ are
to provide tools and processes that keep pace with product technology advances and permits more
of the design process to become autonlated.
12.4.3.5

Printed Circuit Design Services

Manager: Harry Weinbrenner (CX01-lIP17, DTN 522-2186)
The group's primary objective is to provide accurate, releasable CA~ pri~ted circuit boarp, design
layouts and prototype etched samples of new designs or changes to existing design's that are generated
by the CXO/Storage Systems Development Engineering Group.
12.4.3.6

Engineering Information Services

Manager: Mike Diaz (CX01-lIP17, DTN 522-2447)
The charter of the Engineering Information Services Group is to implement, develop, manage and
consolidate information resources. in the area of people, software, systems, networks and servi,ces
resulting in cost effective, high quality, accessible, reliable and consistent computer resources which
are required for the development of products for CXO Engineering.
12.4.3.7

Mechanical Design/Documentation Services/Model Shop

Manager: Bill Major (CX01-1/Q22,' DTN 522-2175)
Mechanical design and drawing for all new products and servowriters and ECO adn1inistration for
all mechanical parts and assemblies. Document Services ~ncludes Docunlent Control of released
data, Micrographics, Engineering.Reprographics and the CXO high volume Copy Center. The Model
Shop provides machining and fabrication support for prototypes, pilot production, manufacturing and
facilities. Includes Computer Aided programming and machining capabilities.

STORAGE SYSTEMS ENGINEERING AND MANUFACTURING

111

12.4.3.8

Regulatory and Component Engineering

Manager: Tom Tuttle (CX01-1/M12, DTN 522-2295)
This group is responsible for providing FCC/VDE/EMC and Product Safety consulting services as well
as cOlnpliance testing and certification for all Colorado Springs (CXO) products. Further responsible
for selecting, specifying and qualifying high quality components and suppliers.
12.4.3.9

Reliability and Design Assurance

Manager: Clark Alumbaugh (CX01-1/M12, DTN 522-2560)
This group is responsible for insuring highly competitive· product reliabilities on all current and future
products developed by CXO, perform predictions, predictive comparisons for design alternatives,
stress screen recommendations, perform environmental testing on modules, HDA's, power supplies,
control panels and selection and specification of reliability requirements on components and suppliers.
12.4.4

MLDS PBU and Program Management Group

Manager: Tom Burniece (CXOl-2/Q22, 522-2100)
This group provides the business focus and program integration for all medium/large disk drives and
subsystems for the company. The MLDS Product Business Unit (PBU) resource base includes two
engineering and six manufacturing sites worldwide.
12.4.4.1

MLDS Product Management

Manager: Ron Johnson (CXOl-2/N25, 522-2961)
Product Management manages the business planning, phase review process, cOlnpetitive analysis,
announcelnent strategy, and pricing recommendations for MLDS products. In addition, Base Product
Marketing provides direct key customer contact on technical lnarketing situations and provides base
product literature and sales training.
12.4.5

Site Management

Manager: Tom Burniece (CXOl-2/Q22, 522-2100)
Mike Riggle (CXOl-2/Q22, 522-2300)
This group manages the Colorado Engineering site, interfacing with and assisting various engineering
support groups located in Colorado, including Customer Services Systems Engineering (CSSE), and
Technical Publications. This includes the following groups:

•

Finance
Manager: Ed Ellis (CX01-1/Q21, 522-3278)

•

Personnel
Manager: (Open)

112 STORAGE SYSTEMS ENGINEERING AND MANUFACTURING

12.4.6

Custo mer Servic e System s Engine ering (MLDS)

Manager: Al Snyde r (CXOl -2/Q13 , 522-2370)
of Service produc ts and feaThis group provid es the strategy, busine ss planni ng, and develo pment
MLDS PHU. Their prhnar y
the
by
ped
develo
tems
subsys
and
tures for all Inediu1l1 and large disk
deliver ables areas follows.
e produc t features that suppor t
To ensure custom er satisfaction by defining and develo ping Storag
•
our MLDS Service goals.
optimi ze overall produc t life
To integra te produc t reliability, availability, and service features that
•
cycle costs for our custOlners.
margin s while balanc ing Cost
To develo p service pricing strategies that provid e maxim um service
•
of Owner ship and produc t sales.
gs and produc ts.
To provid e compe titive analysis of Third Party vendo r's service offerin
•
availability and maintainability
To conduc t system level testing and qualification of the reliability,
•
features design ed into Storage produc ts.
ms that escalate to our level
To provid e the highes t level of remed ial suppor t for produc t proble
•
from Field Service or custom ers.
ation the perfor mance of
To provid e the MLDS manag ement team with timely and quality inform
•
Storage produc ts in the field.
er issues relating to mid-ra nge and
Contac t this group if you need inform ation on Service or custom
large disk drives and controllers for storage subsys tems.

12.5

ELECTRONIC STORAGE DEVELOPMENT (ESD)

Manager: Tom Frederick (SHR-3/010, 237-3437)
ds, Advan ced Develo pment and
There are four groups within ESD-P roduct Develo pment and Metho are located in the new Storage
Technology, Device Technology, and Business Manag ement. All
System s East Techno logy Center at Digital's Shrew sbury facility.
(memo ry) system s and tester
Product Development and Methods design s and develo ps electronic storage
ily with the GIA Manuf acturin g
packages for the corpor ate set of base produc ts and works, primar
Group, to move these produc ts into high-volume produc tion.
for electro nic memo ry techno logy
Advanced Development and Technology provid es a corpor ate resourc e
ry sub-sy stem archite cture for
and architecture. This group is involv ed with the definit ion of memo enerati on CPUs. Advan ced
next-g
for
ies
new produc ts, as well as establi shing memo ry system strateg
tion and develo pment of new
Develo pment and Techno logy also provid es a resour ce for the evalua
's memo ry produc ts.
techno logies to improv e the density, perfofl nance and cost of Digital
ry device techno logy and helps
Device Technology provid es a corpor ate resour ce for electronic memo
tion. The group also surveys,
applica
an
for
part
ry
other groups within Digital select the best melno
use across all of Digital's produc t
characterizes, and qualifies semico nducto r memo ry devices for
families.
and reporti ng suppor t for
Business Management provid es busine ss plannin g, produc t manag ement,
me1l1ory systenl s. Functi ons includ e the following:
•

Cost projec tions

•

Pricing

•

Compe titive analysis

•

Market and produc t needs definition

STORAGE SYSTEMS ENGINEERING AND MANUFACTURING

113

•

Business and option forecasting

•

Business plans

•

Promotion

•

Sales tools

•

Sales support

Reasons to contact ESD include the following:
•

Design and development of memory systems

•

Upgrade of present memory system

•

Test strategy and test tools for these systems designs

•

Evaluation of memory system design strategies

•

Development of appropriate memory system architecture

•

Selection of a memory device for your application

•

Advice on the application of that device

•

Qualification of new RAM, DRAM, VRAM, or like device

•

Counsel on development of new memory product plans

•

Availability of memory devices

•

Memory device or system cost projections

•

Memory system business planning or management

•

Memory sales support

•

Memory competitive analysis

To get assistance or learn more about the functions of ESD, visit, phone, or send mail to the appropriate
person (APOLLO::last name).

•

Memory PBlJ and Operations
Sr. Group Manager: Tom Frederick (SHR-3/010, 237-3437)

•

Product Development and Methods
Manager: Tom Marmen (SHRl-3/019, 237-3436)

•

Business Management
Manager: John Woelbern (SHRl-3/012, 237-3380)

•

Advanced Development and Technology
Manager: Martin Czekalski (SHR21-3/011, 237-3795)

•

Device Technology
Manager: Steve Cullen (SHRl-3/012, 237-3377)

12.5.1

Storage Systems East Technical Operations

Manager: Ed Lee (SHR3/H26, 237-3394)
This group provides a variety of engineering and support services for the Storage Systems development and manufacturing organizations. The group participates in all phases of product development
by providing information resources and support, design services, CAE/CAD/CAM tools and support,
prototype fabrication, and other technical services.

114

STORAGE SYSTEMS ENGINEERING AND MANUFACTURING

12.5.1 .1

Engineering Services

Manager: Richard Cook (SHR3/H29, 237-3440)
Englan d Storag e Systen ls. Services
Engineering Services provid es hardwa re-orie nted services to New
ns. This group also provid es engifunctio
includ e nlechanical CAD/CAM, drafting, and model shop
calibration labora tory suppor t to
and
om,
mailro
,
neerin g stockroom, reprod uction , docum ent control
Shrew sbury and other Digital sites.
12.5.1 .2

Information Resources

Manager: Joseph Onora to (SHR3/E27, 237-2459)
ce Center , and provid es compu ter
Infonn ation Resour ces operat es the Shrew sbury Inform ation Resour
de MIS software develo pment
and data comnlu nicatio ns system s and consulting suppor t and site-wi
and produc tion services.
12.5.1 .3

CAE/CAD/CAM

Manager: Jack Miller (SHR3/F27, 237-3454)
compu ter autom ated engine ering
CAE/CAD/CAM provid es and suppor ts electronic and mecha nical
circuit board design and protoprinted
and·
ering
engine
ibility
and design tools,a nd provid es produc
type procur ement services.
12.5.2

Organization Development Consulting

Peter Rojcewicz (SHRl-3/E21, 237-2003)

12.6

LOW END DISK SYSTEMS (LEOS)

Manager: Ed Barron (NKSl-2/H2, 291-7041)
pment , and manuf acturin g suppor t
LEOS provid es the strategy, busine ss plannin g, engine ering develo
esters. Uses includ e all PC
Winch
h
1/4-inc
5
and
s
for low-en d disk subsys tems, such as floppie
workst ations. LEOS mainta ins a
system s, low- to mid-ra nge PDP-I I and MicroVAX system s and
ents this strategy throug h interna l
worldw ide produc t strategy for these fanlilies of produc ts and implem
ts, the group design s and builds
produc
ped
develo pment and external buyout s. For internally develo
to manuf acturin g compl ete with
d
release
are
ts
prototy pes and tests entire disk subsys tems. Produc
sive use of vendo rs worldw ide to
doculn entatio n and test tools. For buyout s, LEDS makes aggres
suppor t our needs for disks, media, and controllers.
magnetic, servo feedba ck mecha Engineers and technic ians have skills in digital and analog circuitry, re diagno stics develo pment , and
nisnls, electro /nlecha nical compo nents, mecha nical hardwa re, softwa
LSI chip develo pment .
on low-en d disks and contro ller
Contac t this group if you need planni ng or technical inform ation
devices.

STORAGE SYSTEMS ENGINEERING AND MANUFACTURING

115

12.7

FORGE ROAD MEDIA OPERATION

Manager: Phil Arnold (CXF, 524-6002)
The Forge Road Media Operation, located in Colorado Springs, Colorado (CXF), is responsible for the
development and prototype production of thin film rigid disk media. This organization is the nledia
developlnent operation of the Storage Systems Process Technology Group managed by Charlotte Frederick. Group activities include advanced development, product development, process developlnent,
product support and new product start-up.
Contact this group to discuss actual or proposed thin film media applications, and for assistance with
technical problenls related to this media and its applications. The group may also be consulted on
issues concerning sonle thin film nlaterials, processes, and analytical techniques.
Key contacts include the following:

•

Plant Manager
Phil Arnold (CXF, 524-6002)

•

Technology Manager
Bob Raymond (CXF, 524-6007)

•

Operations Manager
Dan Schaefer (CXF, 524-6005)

12.8

STORAGE SYSTEMS ENGINEERING (FOR ENGINEERING AND
MANUFACTURING ENGINEERING)

Manager: Peter van Roekens (ML01-5, 223-1443)
This is a Storage-wide engineering function responsible for all engineering at the eight Storage Systems
sites, U.S. and International, and includes four additional functions that report directly to Peter van
Roekens:

•

Storage Syste111s Architecture
Alan Kotok

•

Storage Systems Education and Training
Susan Anderson-Khleif

•

Storage Systems Advanced Manufacturing Technology
Gordon Norquay

•

Storage Systems Information Systems
(Open)

12.8.1

Storage Systems Education and Training

Susan Anderson-Khleif, Storage Systems Manager of Education and Training, Storage-wide U.S. and
International.
Our primary goal is to provide education and training to Storage Systems employees in the subjects needed to design and Inanufacture current and future Storage products. We deliver courses,
workshops, and seminars that impact the development and production of Storage Systems products
across the eight Storage Systems sites U.S. & International including Shrewsbury, Springfield, Enfield, Colorado Springs Rockrinlmon, Colorado Springs Forge Rd, Tempe, Japan R&D Center, and
Kaufbeuren. A strong internal faculty contributes to the program by teaching courses in magnetics,
architecture, quality and reliability, advanced manufacturing technology, our annual Introduction to
Storage Systems course, and other subjects key to our business success.

116

STORAGE SYSTEMS ENGINEERING AND MANUFACTURING

Two major geographic hubs, ETR Storage East/SHR and ETR Storage West/CXO deliver a full range of
education progranls including a technical core curriculum, VAX/VMS systems and software courses,
CAE/CASE and sitnulation workshops, Library services, on-site university and satellite courses, selfpaced instruction in the SHR ETR Lab and CXO Learning Center, DVN programs, an Advanced
Manufacturing Symposium Series, a Servo-Mechanical Seminar Series, technical seminars, and the
Managenlent of Technical Business Organizations program.

•

ETR Storage East/SHR
Manager: Marianne Hedin (SHRl-4/D20, 237-3258)

•

ETR Storage WestlCXO
Manager: (TBA) (CX01/Training Center, 522-3834)

12.8.2

Adv.anced Manufacturing Technology Organization

Manager: Gordon Norquay (SHR4/E10) 237-2526
The Storage Systems Advanced Manufacturing Technology Group (AMT) will continue in fiscal 1989
to act as a technical resource to Storage and Digital Manufacturing in the development and implenlentation of its core technologies through the linkages and contractual partnerships that it creates.
As a group, AMT represents over 500 years of experience in advanced manufacturing, specializing in
the following core technologies:
•

Robotics and Autonlation

•

Vision systems for inspection, automation, and process control

•

Artificial Intelligence

•

Computer Integrated Manufacturing

•

Flexible Manufacturing Systems

•

Material Handling Systenls and Controllers

•

Statistical Process Control

This organization is also chartered for Research and Development activities in support of Advanced
Manufacturing Technologies.
The AMT group supports the Storage product and Product Family strategies by demonstrating and
implementing cOlnpetitive solutions in Storage and Digital Manufacturing plants to favorably inlpact
Cost, Quality, and Time-To-Market.
If you have a problem and think that AMT may be able to provide the solution, please contact Phil

Smith (237-2393).

STORAGE SYSTEMS ENGINEERING AND MANUFACTURING

117

CHAPTER 13
DISTRIBUTED SYSTEMS
Manager: Bill Johnson (BoJ.), V.P. (ML012-3/U29, 223-3982
Operations Manager: Dick Pigman (LKG2-lIY4, 226-7307)
Distributed Systems consists of the following groups.

•

Local Area Communications
Manager: John Adams (LKG1-2/M7, 226':'7990)

•
•
•

Wide Area Communications
Manager: Jac Simensen (LKGl-2/M7, 226-7124)

Network Management and Systems Evaluation
Gary Gottschalk (LI3 local-language produc ts to > = 5 countr ies
annou nceme nt and ship schedu le
ement over FY88
Manag e the metric s for transla tion and adapta tion to show improv

•

ts
Perfect proces ses for transla tion and adapta tion of Corpo rate produc
s; revalid ate proces s
Contin ue to manag e and perfect the transla tion decisio n planni ng proces
tion
transla
in
ed
involv
with Area marketing; educat e major PBUs
Proces s
Define interna tionali zation needs to be addres sed by Phase Review
Ensure Corpo rate PRP incorp orates internationalization require ments
Establish and deliver training for PRP
proces ses and get their
Educate require d Corpor ation, Area, and Countr y functions on these
commi tment to follow them
Compl ete the implem entatio n of the Translation Progra m
Itnplem ent available third-party tools
Develo p plans for follow-on third-p arty efforts
es
Manag e the conclu sion of the AD efforts and its follow-on activiti
term require ments
Negoti ate agreem ents with SWAS, DCC, and country teams for longer
captur ing the costs, and
Establish metric s for transla tion costs, proces ses and system s for
s
manag ement plans for improv ing the transla tion cost metric
DISTRIBUTED SYSTEMS

141

•

Complete the Local Engineering Program

Attract Maximum Corporate Investment to Europe (Objective 2)

•

Chair the European Engineering Developlnent Managers Committee, ensuring that needs identified get addressed by Central Engineering sponsor (Bill Johnson) and International Engineering
sponsor (David Stone)

•

Develop a plan for addressing Engineering IS requirements for Europe, particularly in the areas
of application portfolio management and data management

•

Manage Engineering operations and development according to Corporate engineering and financial standards (phase review proce~s, prudent cost center managenlent, internal controls, cost per
person reductions, etc.)

•

Inlplement automated project accounting systems and procedures

•

Acquire and develop a few very capable consulting engineers who can serve as architects for
targetted areas of product development

•

Continue development capability for UNIX

•

Provide host management for Reading and Valbonne Engineering groups

•

Working with Jim Wade, Don Young, Nino Olivotto and the Country Engineering Operations
Comnlittee, support the establishment of the Engineering infrastructure for Munich and Turin

•

Establish graphics and videotex capabilities in AEG

Engineer European-specific Products using the Corporate Phase Review Process (Objective 3)

•

Establish a center in IPG for providing engineering support for marketing's relationship with ISVs

•

Develop required videotex, telex and teletext interface products

•

Engineer Arabic products per plans

•

Provide product management coordination for Hebrew Local Engineering group

Support Country-level Activities working with SWAS (Objective 4)

•

These activities are covered primarily under Objective 1 (particularly the Local Engineering and
Translation programs) and the McLuhan Prograln

•

Continue the McLuhan Program for European Electronic Publishing

1987 ACCOMPLISHMENTS

This past year, we have been very successful in upgrading our Engineering campus to an excellent
state. All of the Valbonne Engineering groups are now located in the Algorithme complex and have
sufficient contiguous space to meet their growth plans for the calendar year 1988.
The Engineering library is now a well founded part of the Digital Library network, and offers a full set
of services on par with US-based libraries. We are just now completing a hardware laboratory, and
installing a CAD/CAM system to support LEG engineering activities in Europe.
We have also significantly enhanced our network capabilities. with direct circuits to Marlboro, Paris
and Nijmegen. The computing environment has been secured by installing non-interruptible power in
all of the facility, including a plug for workstations in each engineer's office. In addition, the hardware
acquisition process has been improved giving us good delivery times on all necessary engineering
equipnlent.
The supporting services from Personnel, IS and Finance are now very much integrated with the objectives of Engineering, and we have the understanding and teamwork to continually Ineet the needs
of all of the Engineering groups.

142

DISTRIBUTED SYSTEMS

tionali zation - in local language
Consid erable progre ss has been made this year in produc t interna
now directly transla table.
produc ts shippe d and in the level to which Corpo rate produc ts are
been integra ted into the standa rd
The work to create a Basic Europe an Version of ALL-IN-1 has
ng transla ted version s of a produc t
shippi
in
work
our
red
produc t. Version 2.3 of ALL-IN-1 has pionee
shnulta neousl y with the U. S. produc t.
g in effective Engine ering and
The Local Engine ering Progra m (LEP) has progre ssed very well resultin an Area focus for Engineering
has
now
SWAS
an
Europe
iary.
Translation organi zations in each subsid
which provid es functional manag ement for these groups .
initiation of a Transl ation Decision
Coope ration with Area Marketing has been quite effective in the
ted.
Process for determ ining the portfolio of produc ts which will be transla
1988 PLANS

ering facility which should be
We have just purcha sed 20 hectare s of land to constru ct a new Engine
the Engine ering enviro ntnent
e
ready in 1989/90. Next calend ar year we will be continu ing to improv
and planni ng for the new facility.
m to ship transla ted produc ts
In additio n to this, we will move to the second stage of the progra for these efforts.
shnulta neousl y with the U.5. produc t. DECwindows will be the focus
langua ge produc ts by design ing
We will also have a focus on improv ing the productivity of develo pingas well as Local Engineering and
tools and proces ses which suppor t Centra l Engineering develo pers
Translation groups .
ORGANIZATION

•
•

International Engineering Development Manager
Jim Mills
International Engineering Consultancy Group
Don March and

•

Reading Engineering Support
Stuart MacKenzie

•

International Products Group
David Bell

•

IE Process and Quality Manager
Bruce McNau ghton

•

User Information Architecture Advanced Development
Jon Barrett

•

Applications Engineering Group
Jem Scanla n
Digital/Ericsson Joint Development
Goran Lindbl ad

•
•
•
•

Staff Consultant and Special Projects
Odd Jorgen sen
IE DECwindows Program Manager
John Hurd
IE DECwindows Architect
Jiirgen Bettels

DISTRIBUTED SYSTEMS

143

13.11.5.2

Applications Engineering Group

Manager: Jeln Scanlan (VBE, [33]-(92)-95-52-14)
The Applications Engineering Group's mission is:
•

To provide quality services and tools to Corporate Engineering in order to develop quality product
adapted to local market needs

•

To develop quality Corporate products in the extended office space in support of worldwide and
European business strategies

The objectives of the Applications Engineering Group are as follows:
•

Ensure production of International Base Versions (BV) of relevant Corporate software products
by the relevant Corporate Engineering group, mainly in the integrated office space

•

Ensure delivery of Local Language Varients (LLV) of these Base Versions and provide Local Engineering Group (LEG) supporting activities

•

Develop and deliver timely quality components of Corporate software products, as agreed with
the owning CE group and/or Area Marketing, and, if required, the local language developnlent
of the cOlnplete product as above. The conlponent will clearly be a BV.

•

Integrate the Local Engineering Groups into the projects of the AEG, as an integral part of, and
in accordance with, the Local Engineering Program of International Engineering

•

Transition relevant parts of the AEG oragnization to the relevant PBU as a specific portion of the
Engineering Presence Program

The accomplishments for FY86-87 (Status November FY 87) are as follows.
•

Basic Version and Language Version:
FCS: ALL-IN-lIBEV V2.0
ALL-IN-1/Dansk, /Deutsch, /Espanol, /Francais, /Hebrew,
/Italiano, /Nederlands, /Norsk, /Suonli, /Svenska
ALL-IN-lIBEV V2.1(co-engineered by IOSG and AEG)
ALL-IN-1/Deutsch, /Nederlands, /Portugues, /Suonli, /Svenska
WPS-PLUS/ALL-IN-lIBEV V2.0
WPS-PLUS/ALL-IN-lIDansk, /Deutsch, /Espanol, /Francais, /Italiano,
/Nederlands, /Norsk, /Suomi, /Svenska
WPS-PLUS/VMS/BEV V2.1
WPS-PLUS/VMS/Dansk" /Espanol, /Francais, /Italiano, /Nederlands,
/Norsk, /SuOlni, /Svenska
WPS-PLUS/DOS/BIV, /Italiano
PC ALL-IN-1/BIV V1.0
PC ALL-IN-1, /English, /Espanol
DECpage/BEV V2.1
DECpage/Deutsch V2.1, /Espanol

•

In Phase 3:
ALL-IN-1 V2.1 (co-engineered by IOSG and AEG)
ALL-IN-lIDansk, /Francais, /Italiano, /Norsk
DECpage/BEV V2.1 /Dansk, /Espanol, /Francais, /French Canadian,
/Italiano, /Norsk, /Svenska
PC ALL-IN-l V1.0 /Svenska

144

DISTRIBUTED SYSTEMS

PC ALL-IN -1 Vl.l IDeutsch, IEnglish, IN ederla nds
WPS-P LUS/D OSI Dansk ,/Suom i
In Phase 2:

•

ALL-IN-lIBIV V2.3 (ex AMETHYST)
ALL-IN-l V2.1/French Canad ian
PC ALL-IN-l V1.1/E spanol
WPS-P LUS/D OSI Deutsc h, IEnglish, IEspanol, INeder lands,
INorsk, ISvenska
In Phase 1:

•

ALL-IN-l V2.3/Dansk, IDeutsch, IEnglish, IEspanol, IFrancais,
IHebrew, /Italiano, INeder lands, INorsk, IPortugues, ISuomi,
ISvenska
In Phase 0:

•

ALL-IN-l V3.0
Software Compo nents:
FCS: VTX/VTX20, VTX/Minitel
GKS/VSV21, GKS/P ANDA

•

WPS-PLUS/GEX
•

Phase 2 VAX GKS-3D V1.0

•

Phase 0: VTX/Prestel Gateway
Messa ge Router Telematic Server

IN FY88

ned above throug hout this year.
As during last year, we will be continuing on the deliver ables as mentio these produc ts enterin g Phase
with
m,
Progra
indows
DECw
the
In additio n we are heavily involv ed in
t and its associa ted "childr en"
1 and 2 in the next weeksl tnonth s. Clearly the ALL-IN-l V3.0 produc
1988.
of
will also be a nlajor portion of the work for AEG in the remain der
and more integra ted into the Base
The Corpo rate Engineering section s of AEG are becom ing more
ng in FY88, and in the planni ng
Group s-BOS E and CAG- both in the deliverables that we are plannihave reperc ussion s on the AEG
proces s for FY89. This develo pment of the organization will clearly
structu re and organi zation next fiscal.
AEG will contin ue to playa key
As the Valbon ne engine ering campu s grows in size and import ance,
investigate the extens ion of the
to
ng
planni
role in the future of Valbon ne engineering. We are already
possibility of a simulta neousthe
ing
review
y
activel
are
QA and UI groups to a side-wide entity, and
ship center in Valbon ne.
ORGANIZATION

•
•
•

Applications Engineering Group Manager

Jenl Scanlan
Secretary

Brigitte Llorca

Product Internationalization
Piero Balladelli

DISTRIBUTED SYSTEMS

145

•

Quality Assurance
Myriam Martin-Kail

•

User Illformation
Bill Rees-Lewis

•

Operations
Jean-Jacques Creux

•

EERPITechnology Transfer
Leszek Kotsch

•

Graphics Development
Joerg Kochan

•

Business Communication Development
Brian Mottershead

•

Corporate Engineering Product Management
Dave Flynn

•

CE Product Management
Mike Oughton

•

CE Product Mananagement
Jeff Knibbs

13.11.5.3

International Engineering Consultancy Group

Manager: Don Marchand (ML03-2/M16, 223-8119)
The International Engineering Consultancy Group provides consultation to Digital engineering groups
worldwide to assist thenl in designing, developing, and distributing quality international software and
hardware products.
The objectives of this group are as follow.
•

Collect and desseminate international product requirements, guidelines, process and engineering and manufacturing information to software and hardware engineers, product and marketing
managers, management, third-party vendors, and others actively developing or supporting international products.

•

Provide international consulting on strategic products, processes, and systems;

•

Actively transfer the knowledge accumulated about international products to Digital employees
involved in the design, manufacture, distribution, and service through formal training programs,
demonstrations, and seminars.

•

Develop and coordinate the implementation of international architectures leading to the delivery
of higher quality international products. These areas include hardware, software, manufacturing,
delivery, and support systems.

1987 Accomplishments

This year saw the start of IECG's formal training program for software developers and architects. To
date we have trained over 250 engineers worldwide in "Principles of International Software Design"
(POISD). Special training courses are being designed for product and development management; we
are also actively engaged in training independent software vendors in how to produce international
products. This program is expected, eventually to train approximately 500 Digital software suppliers
in the art of designing internatioanl software.
We continued to be active in all aspects of Digital architectures-both in hardware and software, and
also in all areas of systelTIS consultation.

146

DISTRIBUTED SYSTEMS

also suppli ed to a numbe r of
Consu ltancy in the form of inform ation and technical suppor t was
engine ering groups in both
local
y
Europe an and US market ing groups , GIA marketing, and countr
GIA and Europe .
utions to the develo pment of
In the area of standa rds and proces sed IECG made import ant contribdevelo pment of the following
further
the
the interna tional phase review proces s and contrib uted to
These standa rds covere d power,
design standa rds: DEC STDs 178, 060, 062, 012, 073, 028, 002, 047.
entatio n Inanufacture.
docum
re
softwa
and
clature
nomen
labeling, interna tional require ments,
1988 Plans

CHEYENE, PVAX, Firefox,
Active system s consul ting for PRISM, PRISM ULTRIX, GLACIER,
Digital/Macintosh, and other major system s produc ts
Standa rd for interna tional
Work on Produc t Manag ement Internationalization Training, The Digital
tional Software Design, and
Software, the Interna tional Expertise Progranl, the Principles of Interna
the IE Handb ook
Organi zation of third-p arty interna tional semina rs

•
•

•
•
•

Activity on Multilingual Interna tional Distribution Application
commi ttees
Establ isment of Digital interna tional and external software architectural

Organization

•
•
•
•

International Engineering Consultancy Group Manager
Don March and

Secretary

Diane Marino

Engineering Manager
Guy Vancollie

Engineering Manager

Michael Juerge nsen

•

Marketing Consultant

•

Principal Engineer

•

Product Management Consultant

•
•

Dee Ander son
Jon Stewart

Lee Rodab augh

Software Engineer

Carine Avakian

User Information Specialist
Lydia Velez

DISTRIBUTED SYSTEMS

147

13.11.5.4

International Products Group

Manager: John Kappler (REO, [44]-(734)-85-46-25)
MISSION

To partner selected PBU Engineering groups to assist them in meeting their International Product
Charter and to enable Digital subsidiaries to have quality products that meet their country plans.
OBJECTIVES

•

Work with selected PBU Engineering groups to ensure that their products are designed to adapt
easily to country lllarkets.

•

Manage the process and provision of information that enables the Countries to develop complete
LLP portfolios.

•

For selected PBUs, manage the delivery of LLPs consistent with PBU goals and Country Product
Portfolios.

•

Provide the capability to enable selected third party (ISV) products to be tested, certified and
supported as part of Digital systems within Country and European Area strategies.

•

Through the Local Engineering Programme/Translation Program cause specified subsidiaries to
have an effective Engineering and Translation capability.

•

Deliver quality products in a timely and cost effective manner to support the Arabic market.

•

Ensure the success of the European Ultrix Engineering Group.

•

Establish an Excellence Program to enable a demonstrable level of excellence to be achieved in
our activities.

•

Create and maintain an excellent environment for our activities.

•

Create and maintain an integrated Human Resources Development Progranl that supports our
business goals and enables maximum opportunity and chance of success to be offered to those
working in IPG.

1987 ACCOMPLISHMENTS
Product Development

Many activities of major importance were carried out in support of the Internationalization goals of
the Corporation and International Engineering. They were wide ranging and included:
•

Reviewing product specifications and business plans for suitability (specifications, code, etc.)

•

Persuading Corporate Engineering groups to make their products as easily adaptable and translatable as possible and helping with the education effort

•

Managing the development and shipment of Local Language Versions of products

•

Preparing Internationalization routines for inclusion in base operating systems (VMS and Ultrix)

•

Testing, certifying and reporting on the suitability and technical qualities of Independent Software
Suppliers' products.

The number of variants in development at anyone time, including end-user documentation, remained
high throughout the year. At year end, for exalllple, IPG was working on a total of 90 variants; there
were approxinlately 100 phase reviews satisfactorily cOlllpleted during the year.

148

DISTRIBUTED SYSTEMS

Product Highlights

•

Internationalization of DECwindows started. IPG is now working on Internationalization and
delivery of Local Versions of DECwindows operating system platforms, addressing VMS, Ultrix
and DOS operating systems' base requirements.

•

LA75 PRINTER achieved the landmark of being the first product to ship Local Language Versions
shnultaneously with the US version. Translated User Books were nlade available with the product
in five languages.

•

Fifteen variants of VAXmate were produced to tight schedules. This product was also on the
Engineering Top-l00 list.

•

Sixteen variants of A to Z were developed covering Micro/PDP and Micro/VAX versions and the
Base System, Word Processing, and Graphics modules.

•

Another landmark, of a different sort, was achieved wfth the shipment of the final variant of
DEClnate WPS.

•

Development of products to meet the specific requirements of the Arabic market continued. The
strategy being followed is to develop and ship a matched set of hardware and software products
early in Q3 FY88 (VT3xx, LN03, FMS, TPU/EVE) to provide a completely Digital Arabic systenl
offering.

•

In direct support of European Area Marketing, an ISV test and certification facility was established.
It has now become the European focus for this work. During 1987 many products from vendors

such as LOTUS, Ashton-Tate, Microsoft, and Access Technology have been tested and reported
on. New procedures had to be developed and published.
•

ALPS (a translation product of potential major European significance) was ported on to Digital
equiplnent with the help of the Translation Program Manager.

•

The ULTRIX product development group (EUEG) steadily achieved a closer working relationship
with Ultrix Engineering in the US and worked on several developments that were, or will be,
incorporated into the base operating system. They included a mail interface between Ultrix
and VMS Mail, and Internationalization routines that enabled Ultrix to be nearly 100% X/OPEN
cOlnpliant. EUEG also provided lnajor representation on the X-OPEN comlnittee.

IE Programs
Last year saw the first full operational year of the Local Engineering Programme, and for many of
the Local Engineering Groups (LEGs), their first ever operational year. Together we have enabled the
progranllne to support and deliver against its objectives. Most important of these were the delivery
of the Local Engineering Handbook and the job definition and career structures for the LEGs.

A significant event last year was the assignment of Herman Oggel as the SWAS Engineering Manager
with whom the LEP has been able to resolve many of the outstanding problems around the "Home" of
the Local Engineering and Translation Groups. Although these groups were created (LEGs) or moved
(Translation Groups) within SWAS, their structure and operation was unclear and differed widely
across the subsidiaries. The structure and organization of the groups has now been rationalized
within each subsidiary's SWAS organization.
The Translation Programme has continued its support of translation technology, and has supported
the successful porting of the ALPS TSS (Translation Support Systeln) product to VMS.
The pritnary goals of the Programmes have always been· the effective implementation and managelnent of change. Most of the planned change is now complete and consequently the closure of the
Progranunes is planned for the end of FY89.

DISTRIBUTED SYSTEMS

149

Non-Product Highlights

An Electronic Publishing Taskforce was established with support from IPG.
2-year Product Strategies were developed and comnlunicated to Country portfolio managers to help
theln prioritize and plan their Translation and Engineering resource levels.
A European Phase Review Task Force was established to provide European requirements for the
Corporate review of the Phase Review Process. Several reviews of proposals, and responses, were
made.
The latest Digital technology, the Translators Workstation, in an Advanced Developlnent fonn, was
piloted in France and Germany. Offering such things as split screen editing of English and foreign
language text, we hoped to increase the productivity of the translation groups. This work is continuing.
1988 PLANS

We will be working with PBUs, Countries and other groups within IE Development, to establish
programs of activities that result in the delivery of LLPs consistent with PBU goals and Country product
portfolios. This includes developing and delivering information to PBUs that will ensure that Corporate
products are designed to adapt easily to Country markets.
PBU focus in late FY88 and FY89 will be principally on LESG, SSG (base systems groups), and
Storage Systems. We will continue to manage the process on behalf of IE Development, providing
the infornlation that enables the Countries to develop complete LLP product portfolios consistent with
PBU goals.
Significant emphasis will continue. to be placed on the DECwindows product set in the belief that
a successful international inlplelnentation of this will address the majority of the Internationalization
issues for a considerable period to come.
We will continue to support the SWAS-Engineering Local Engineering and Translation Groups, particularly through the development of tools for the translation process and the transfer of Engineering
processes. The programme will continue to better define a strategy for translation technology especially aligning the strategy against CUP's translation charter whilst at the same time supporting the
translation groups in their technology requirements. Emphasis will be on the coordination between
CUP-Engineering, SWAS/E and IPG/AEG for the delivery and support of a consistent and cost effective
translation technology solution.
The support of the Arabic Business Groups, MEG and COG will continue with the expansion of the
range of integrated Arabic products.
Engineering focus will also be given to the emerging Greek market with a project to place Greece on
the Strategic Country List and develop the necessary standards/architecture to enable Greek character
set products to be developed.
Host Management of the European Ultrix Engineering Group will be provided as EUEG formally
becOlnesa full part of Corporate Engineering. Prhne objectives for EUEG during FY88 are: to continue
to develop the group towards a critical mass; to deliver the first complete Corporate Product (as
opposed to parts of other products) from the group; to commence work on a number of Corporate
products; to ensure full advantage is taken by UEG of both the technical and market opportunities
that are presented in Europe.
ORGANIZATION

•

International Product Office Manager
John Kappler

•

Product Management
Mike Humm

•

Development
Bob Dray

150

DISTRIBUTED SYSTEMS

•

tlltrix
Vic Goddard

•

Local Engineeri1lg Programme/Translation Progra1l1
Dave Harvey

•

Operations
Stuart Burnley

The International Products Group's mission is to enable Digital subsidiaries to have competitive products that support the Corporate Product Strategy, available in a timely, cost-effective manner, and to
start the transition to becoming a Corporate Engineering Group.
The objectives of the International Products Group are as follows.
•

Develop local variants of products

•

Develop corporate ULTRIX products

•

Develop corporate Arabic products

•

Define and implement processes for corporate and local engineering

•

Define and implement quality goals for lPG's Corporate and Local Engineering development work

•

Conduct research into Human Factors

•

Manage programs to provide Translation and Local Engineering facilities in European Countries

•

Product Development
36 LLVs of eight major Corporate products shipped
First Corporate base international version of a product
DECmate
Last 12 versions developed at the end of FY86
LOLA (Local Language Assistance) French and German versions completed
The last versions of this interim product

•

Arabic
Strategy and plans established and agreed on by Middle East and SEENA Groups
Justification prepared for addition of Egypt, Algeria, and Saudi Arabia to the Corporate
Strategic List
Provided consultancy. to Boeing and Hughes
Represented Digital on Arabic standards working groups

•

New Developments
ULTRIX development group established in Q3/Q4
Provided corporate representation to X-Open Technical Committee
Independent software vendor focus and program established to satisfy demand for versions
of third-party VAXnlate products
Arabic Translation and Consultancy service established

•

Process and Quality
LLP development process established and in use by IE and Country Groups
Fornla} inspection techniques tested and adopted
DISTRIBUTED SYSTEMS

151

Contributed to SARA on international requirements
STRIP tool developed, enabling text for translation to be identified and easily reinserted into
software sources after translation

•

V ser Interface
"Standard Translation Pack" designed and introduced, providing a consistent package of
nlaterial to country translation teanlS
DSR-plus established as standard mark-up tool in IPG and countries
VI Guidelines and material for use by IECG and aU Engineering groups prepared and published
European keyboard surveys carried out and reported, covering:
CSS & LK207
Gold Key standards
LK250 with VAXmate project
DECVS and other User Investigations carried out with significant improvement in our knowledge of users' requirenlents

The overall goal of the group is to become a Corporate Development Group. A prerequisite is that
countries are able to produce their own local versions of products. Currently, IPG will continue to
develop LLVs and also continue to implement progranls that will enable that work to move snloothly
to the countries.
Eventually, the focus will be to increase the contribution to Corporate Development by working on
lnore products within a specific product area and by considering additional product areas.
2-Year Focus

•

Growth of LLP development will continue, but flatten out

•

Increasing importance of Corporate development, particularly in ULTRIX and Workstations

•

Significant growth in ISV-related work

5-Vear Focus

•

Local engineering groups doing all LLV work from Corporate BIVs

•

IPG becomes a Corporate Development Group

13.11.5.5

International Engineering Process and Quality

Manager: Bruce McNaughton (REO, [44]-(734)-85-31-41)
MISSION

Define, develop, and assist in the implementation of integrated (cross-functional) processes, which
support the delivery of quality products to our customers.
OBJECTIVES

•

bnprove cross-functional Product Team communication and Product Managenlent processes.

•

bnprove predictability of Engineering Planning Processes.

•

Improve consistency and quality of Engineering Product Development Processes.

•

Assist groups in inlplementing the iIllproved processes and training.

152

DISTRIBUTED SYSTEMS

1987 ACCOMPLISHMENTS (Status December 1987)

Fonnal links have been established to the Corporate Phase Review Task Force. A cross-functional
European Teatn has been fonned and is participating in the revision of the Phase Review Process to
incorporate European needs.
A Phase Review Process overview training Inodule has been developed and delivered to over 300 staff
in Europe to ensure consistent implementation of the Phase Review Process.
A Project Planning and Control training module has been defined, developed and piloted. This
developnlent is a joint venture with SWAS and CSS to ensure consistency within project management
disciplines in Europe.
A Product Management training module is being developed as a joint venture between Marketing,
International Engineering, and SWAS Country Product Management. In parallel to development of
the training Inodule, the roles and responsibilities of product management within Europe are being
defined.
A program has been established to automate project planning processes.
To support product management processes a database system has been developed to automate the
process of providing the information required to review the progress of the Top 100 products.
1988 PLANS

•

Continue participation in the review of the Phase Review Process. Activities will concentrate in
review and approval of the new Phase Review Process Manual.

•

Continue delivery of the Phase Review Process Overview training module. Focus will change to
Inonitoring and assisting implelnentation.

•

Pilot the Product Management training module. Achieve "steady state" delivery of the course,
and build a network of trainers in Europe.

•

Pilot the Project Planning and Control training module to the Engineering community. Achieve
"steady state" delivery of the course, and build a network of trainers in Europe.

•

Define, develop, and begin implementation of consistent software development, translation, and
user information processes and training modules.

•

Focus on consistent inlplementation and full automation of project management processes across
groups.

•

Define, develop, and begin implementation of a consistent Engineering Management Process
training module.

•

Continue providing support to assist groups implementing the training and new processes.

•

Implement the New Product Database system in Maynard, and review a number of new systems.

ORGANIZATION

•

Process and Quality Group Manager
Bruce McNaughton

•

Group Secretary
Fiona Ramcharan

•

User Project Manager
Francoise Fry

•

Project Administrator
April Haxby

•

Principal Process and Quality Engineer
Nancy Lee-Bennette

DISTRIBUTED SYSTEMS

153

•

Process and Quality Manager
Alan Speight

13.11.6

Telecom Application Engineering Center

Manager: Stan Smits (VBE, 828-5746, TAEC::SMITS)
TAEC is part of International Engineering and is linked with the Telecom Systems Group and with
the Networks and Telecom DCC.
This group's mission is to acquire or deliver quality network, communication and transmission products, platforms and consultancy in accordance with Telecom System Group (Marlborough), Networks
and Telecom DCC (Valbonne) and Systems Marketing (Europe) requirements.
The following are objectives to be achieved.
•

To ensure that TSG delivers products, platforms and solutions that fit the European Telecom
nlarket requirements.

•

To contribute to TSG solutions as they apply to the world-wide Telecom market.

•

To give engineering support to the different DCC marketing groups (TIMG, NaC, high-end systems marketing and CIS).

TAEC is currently focused on the development of VAX SS7, a layered software product to link Digital
conlputer platfonns to the internal comnlon channel systetn protocol of public networks.
TAEC is also defining the European Operations Support Systenls (OSS) architecture and assisting the
field in developing coherent solutions in this dOlnain.
Finally, TAEC is developing systems engineering skills for Public Electronic Mail and Videotex platfornls.

154

DISTRIBUTED SYSTEMS

CHAPTER 14
SYSTEMS SOFTWARE GROUP
Manager: Bill Heffner (ZKOl-3/J35, 381-1125)
Software Systems provides Digital with the following software products.
•

VAX/VMS

•

Software Development Technologies
Strategic and Tactical languages - FORTRAN, etc.
CASE tools - DEC/CMS, DEC/MMS, DEC/Test
Core user applications - editors, spreadsheets - EPIC, WPS-PLUS
End User Information applications - VAX/Teamdata

•

Asian Base Systems

•

Corporate User Publications

•

Software Quality Management and clearinghouse

•
•

' Software Manufacturing
Software Business Practices, Base Product Marketing

SSG also provides Facilities Management support for those groups in the Spit Brook Road facility and
personnel support at the various SSG locations.
Contact the appropriate group when you need information about products being planned or developed, or when you identify future requirenlents that can be met by this organization's expertise.

14.1

SOFTWARE QUALITY MANAGEMENT

Manager: Bob Lindenberg (ZKOl-3/J35, 381-1549, SQM::LINDENBERG)
Software Quality Management group contributes to the overall product quality of 32-bit software systelns by providing engineering and testing support in the following areas.

•

Systems Quality, headed by Mike Sowers (ZKOl-2/D19, 381-1334, SQM::SOWERS), performs
certification and system evaluation for all 32-bit layered products and new processors. Contact
this group if you are building a VMS layered software product or a hardware product that requires
software certification. Products developed in Europe are evaluated by the European Systenl
Quality Group which reports to Mike Nation (REO, 830-6762, RDGENG::NATION). For Japanese
products, contact Key Kawanloto (EWB/F6, JRDV04::KAWAMOTO).

•

Pelformance Measurement and Analysis, headed by Frank Hassett (ZK03-2/Y05, 381-2239, CHALK::
HASSETT), provides performance measurelnent and analysis of software systelns and builds
performance measurenlent and monitoring tools.

SYSTEMS SOFTWARE GROUP

155

This group concentrates on the following areas:

VMS PeljormanceGroup, headed by Dan Doherty (ZK03-4/S23, 381-1558, CHALK::DOHERTY)
works with developers on new system features, ensuring that the system meets its perfornlance goals.
Peljormance Tools, headed by Joe Marconis (ZK03-2/Y05, 381-2675, CHALK::MARCONIS),
develops performance measurement and lnanagelnent tools for end-users as well as special
tools for internal use. A part of this effort is the development of perfonnance lllodeis of
VMS systems.
•

Test System Development, headed by Chuck Dermody (ZK03-4/S23, 381-1548,CHALK::DERMODY),
works with VMS development to achieve higher software quality by building software test tools
and a methodology for functional testing of operating systems. This group is also responsible for
certification of. Local Area VAXclusters.

•

VMS System Management, headed by Ed King (ZKOl-2/D19, 381-1333,SQM::KING) works to obtain
a uniform high level of quality in the VMS family of products.

14.2

SPIT BROOK FACILITY MANAGEMENT

Manager: Brad Glass (ZK03-3/S26, 381-1800)
The Spit Brook Facility Management group provides administrative support and services for the facility. This support includes the following.

•

Administrative Services, headed by Ken Madore (ZKOl-3/B22, 381-1001), provides facility planning,
purchasing, and office services.

•

Plant Engineering, headed by Jim DiRico (ZKOl-3/B22, 381-1009) provides maintenance of building
and grounds, the plant elnergency organization, and safety engineering.

•

Security, headed by Dick Barbett (ZKOl-3/B22, 381-1032) provides site physical security.

•

Computer Services, Fred Kilmartin (ZKOl-3/C10, 381-900), provides computer operation support,
equipment planning and forecasting, asset management, data communications, telecomlnunications, and the interface to Field Service.

•

Information Security, headed by Fred Robinson, (ZKOl-3/B22, 381-1012) is developing a comprehensive infornlation security program for the site.

14.3

VAX/VMS DEVELOPMENT

Manager: Kurt Friedrich (ZK03-4/Y02, 381-1422)
The VAX/VMS Development Group consists of five software engineering groups jointly responsible
for the design, implementation, and continuing maintenance of the following products.
•

VAX/VMS

•

MicroVMS

•

DECnet VAX (for both VMS and MicroVMS)

•

DECwindows

•

LAVC Local Area VAXclusters

•

Volume Shadowing

The five software groups are as follows.

•

156

Networks and Clusters
Manager: Richard Merewood (ZK03-4/U14, 381-1429)

SYSTEMS SOFTWARE GROUP

•

System Management and Operations
Manager: Ron Schaefer (ZK03-4/U14, 381-1450)

•

Systems Group
Manager: Rick Spitz (ZK03-4/W23, 381-1570)

•

System Resources
Manager: Nigel Turner (ZK03-4/Y02, 381-1419)

•

Project and Process Engineering
Manager: Trevor Kelllpsell (ZK03-4/T61, 381-1442)

The groups engage in a wide range of software engineering technology, from basic operating system
support of the VAX hardware, to clustering, networking, files systems, system security, comllland
languages, timesharing facilities, and a variety of system- and user-oriented utilities. The group is
involved in all stages and aspects of product evolution, beginning at initial ideas, design, implementation, field test, customer support and user doculnentation, in both "hands-on" and consultative
capacities.
The products listed are the base for a wide range of Digital's business and thus the interactions with
other parts of the cOlnpany are lllany and diverse. They are worldwide and involve most of Digital's
present and future lnarkets.
14.3.1

VAX/VMS Product Management

Manager: Dick Mahoney (ZK01-3/J33, 381-1060)
VMS Product Management manages software products developed by the VMS Software Development
Group. These products include VMS, DECnet-VAX, VAXcluster software, VAXstation software, POSIX
and on-line transaction processing primitives.
Software product lnanagers are the prhnary interface between Engineering, other groups within Digital, and the custolller base. They manage the Phase Review Process, define product requirelnents,
generate business plans, introduce new products, and manage DECUS activities.

14.4

SOFTWARE DEVELOPMENT TECHNOLOGY

Manager: Bill Keating (ZK02-3/Q08, 381-2330)
Software Development Technology develops most VAX Programming Language Products, the Software Productivity tools, the Information Management products, and key terminal and graphics products. This group also manages the strategy for most languages, and for the Digital programlning
development environment. Other responsibilities include the Technology, Methodology and Architecture of the Product Marketing Software Engineering Groups.
14.4.1

Technical Languages and Environments

Manager: Leslie Klein (ZK02-3/N30, 381-2055)
Technical Languages and Environments develops compilers for technical language on VAX systems.
The current languages supported are PASCAL, BLISS, FORTRAN, APL, C, PLII and Ada.
The group is also involved in the design and maintenance of various software environment tools, such
as the VAX Debugger, Language Sensitive Editor (LSE), Integrated Progranl Support Environment
(IPSE), Source Code Analyzer (SCA), Program Design Language (PDL), and the Perfonnance and
Coverage Analyzer (PCA). This group is also responsible for DictionalY Services (CDD and CDD + ).
Advanced Developlllent in areas such as cOlllpiler technology and layered product support for lllUltiprocessors and parallel processors is in progress.

SYSTEMS SOFTWARE GROUP

157

Contact this group on questions or issues related. to the products. listed above;. Technical Languages/Environments can also provide additional information on Standards issues for the languages
mentioned.
Additionally, contact this group when you identify future requirements that can be nlet by this group's
expertise.
14.4.2

Commercial Languages and Tools

Manager: Tom Harris (ZK02-3/K06, 381-2234)
This group develops and maintains language processors, utilities, and programmer productivity tools
for VAX-11 systems. The languages have industry-wide appeal for commercial applications although
they are not Ihllited to that area. Such languages include COBOL, the extended Digital BASIC products, and RPG.
The group also develops key system utilities, including SORT packages, language translators, and the
VAX/VMS Comnlon Run Time Library. A set of programmer productivity tools including DEC/CMS,
DEC/MMS, DEC/TEST, SCAN, Software Project Manager~ VAX NOTES, and various VNX tools are
developed. here also. Additional tools for project design are also being developed by this group.
This group is also responsible for our Fourth Generation Languages: the COBOL Program Generator,
Datatrieve and Rally.
Contact this group on questions or issues related to the products listed above. Commercial Languages
and Tools can provide additional information on VAX RTL Standards, CODASYL COBOL, ANSI
COBOL and BASIC or Command Language conlnliUees, and DEC Standards for Editors, BASIC, or
COBOL.
14.4.3

Core Applications Group

Manager: Jeff Rudy (ZK02-3/R56, 381-2994)
This group develops and supports the following software.
•

Graphics Software

•

Editing Software TPU & EDT

•

Desk Top Publishing, including WPS-PLUS, DECpage, DECslide, DECgraph and the forthconling
EPIC series

•

Digital Spreadsheets (DECalc and DECalc-PLUS)

This group owns the strategy for "Core Applications" and be responsible for their use in various
applications. This group is also responsible for End User Information and Computing.

14.5

CORPORATE USER PUBLICATIONS

Manager: Sue Gault (ZK01.,3/J35, 381-1126)
Corporate User Publications (C.U.P.) is a geographically dispersed publications group located with
hardware and software engineering groups in Nashua (Spit Brook Road), Maynard, Marlboro, Hudson,
Littleton, Galway Ireland and Reading England.
C.U.P. writers, editors, and production people generate and maintain technical publications for customers at all levels of experience. Collectively their responsibilities include the planning, organization,
conlpleteness, accuracy, appropriateness, user orientation, and appearance of software publications.
To effectively design a software manual, groups gather information from software and hardware engineering, the product lines, software quality management, Software Services training, DECUS, and
visits to customer sites.

158

SYSTEMS SOFTWARE GROUP

14.6

SSG MARKETING AND BASE PRODUCT MARKETING

Manager: Bill Segal, (ZKOl-3/J33, 381-1263)
These groups set software product business, marketing, marketing communication and licensing strategies for VAX software.
•

VAX Systeln Base Product Marketing

•

VAX Business Strategy and Planning Group

•

Central Engineering DECUS Administration

14.6.1

VAX System Software Base Product Marketing

Manager: Gail Holland, SDT/ULTRIX/VMS (ZK03-3/Y25, 381-2345)
The primary function of these groups is to create. and improve the market "awareness" of VAX Systeln Software. The groups achieve this by developing and implementing progranls involving advertiselnent, promotion, sales training, and other activities that address the markets, custonlers, and
environlnents applicable to these products.
The groups also contribute to the product/business planning and product market requirements planning, provide lnarket feedback to Product Management, and interface with engineers to do the following:
•

Clarify/investigate product marketing requirements

•

Provide engineers with potential product marketing requirements

•

Assist in defining the function aspects of a product in preparing presentations, or in determining
possible product availability dates

14.6.2

SSG Business Strategy and Planning Group

Manager: Bob Dockser (ZKOl-3/J33, 381-1216)
The SSG Business Strategy and Planning group's function involves business practices and planning
for the software products built by the Systems Software Group (SSG). These products include VMS,
ULTRIX, and layered products.
Business strategy and planning group members are a primary interface for SSG in areas relating
to group business practices and strategies. For example: price tiers, volume discounts, corporate
software revenue goals, Digital software licensing architecture.
14.6.3

Central Engineering OECUS Administration

Coordinator: Trish Gagnon (ZKOl-3/J33), 381-1239
This function is in place to allocate slots for the DECUS Symposia worldwide and to carry out the
necessary planning to ensure that speakers and their topics are selected at the appropriate times, to
register speakers and other attendees, to direct exhibit hall participation and to plan and iInplement
the annual DECUS Europe Engineering Support (DEES) activity.

SYSTEMS SOFTWARE GROUP

159

14.7

ZKO PERSONNEL

Manager: Chuck Poe (ZKOl-3/J35, 381-1267, VORTEX::POE)
The primary mission. of ZKO Personnel is to deliver high quality and cost effective personnel services
to ZKO site organizations. It does this by providing the following services:

•
•
•
•
•
•
•
•

PSA
Compensation/Benefits
Library Services
Personnel Systems Developnlent
Health Services/EAP
Training & Development
Personnel Consulting Services
Marketing Research Support

•

Organizational Development

•
•

Human Resources Planning
Wellness Center

The group also makes a special contribution to achieve organizational business goals through management of an on-site Wellness Center, technical seminars, and a variety of targeted programs.

14.8

SOFTWARE MANUFACTURING BUSINESS UNIT

Manager: Brad Glass (ZK03-3/S26, 381-1800)
Software Manufacturing Business Unit (MBU) is the worldwide supply organization for Digital's software. The MBU is responsible for the worldwide introduction of new and revised software products,
the development and implementation of electronic publishing technology for software supply, manufacturing product standards, and manufacturing integration with Engineering.
Specific activities include the following:
•

New product introduction

•

Design for manufacture

•

Consolidated software supply

•

Manufacturing product management

•

Development and introduction of new technologies for manufacturing of software

•

Business analysis and management

Contact Brad Glass for further information.

14.9

ASIAN BASE SYSTEMS

Manager: Trevor Porter (ZK03-4/Z25, 318-1258)
This group designs, implelnents, supports and maintains Base Systems Software products required
for Digital to profitably increase market share in Japan and the Far East Region. In particular, it strives
for sinlultaneous release of chosen products that are equally effective in Chinese, English, Japanese,
Korean and Thai. Also, it delivers software architectures, new products, and special· versions of
products designed for the Far East Region.
160

SYSTEMS SOFTWARE GROUP

CHAPTER 15
PRODUCT STRATEGY AND ARCHITECTURE
Manager: William Strecker, V.P. (ML012-2/T8, 223-3726)
The Product Strategy and Architecture group is composed of senior technical personnel who are
involved with investigating cross component architectural issues, resolving cross component strategic
issues, and systems level architectural consulting. In addition to participating in projects that are
defined internally, the personnel within this group are available for consulting assignments throughout
engineering as required.
The Product Strategy and Architecture Group also has responsibility for the identification of both
internal and external topics which are important for Digital's business success.
Listed below is the organizational structure of Product Strategy and Architecture.

•

Security Architecture
Contact: Alex Conn (ZKOl-3/B10, 381-1678)

•

Workgroup Architecture
Contact: John Holz (LTN2-2/G11, 226-6600)

•

Secure Systems Development
Manager: Steve Lipner (LTN2-2/C08, 226-6088)

•

Queuing System AID for OLTP and VMS Communications Architecture
Contact: Bruce Mann (ZKOl-2/E34, 381-1298)

•

Corporate Standards
Manager: Gary Robinson (ML012B/E51, 223-5094)

•

Data Management Architecture, TP Architecture, I/O Architecture
Contact: Barry Rubinson (LTN2-2/G11, 226-6103)

•

PC Integration Architecture

Contact: Gayn Winters (LTN2-2/G11, 226-6084)

15.1

SECURE SYSTEMS DEVELOPMENT

Manager: Steve Lipner (LTN2-2/C08, 226-6088)
Secure Systems Development is an engineering group that is focused on improving the security of Digital's product set. The group functions by executing architecture and advanced development projects
intended to result in security enhancements to Digital's products, and by developing secure system
products. The group has developed a security product set (DESNC and KDC) that provides cryptographic security for Ethernet at the data link level with flexible key management. Secure Systems is
currently supporting and enhancing the DESNC and KDC. The group also supports the VAX/VMS
encryption layered product and is developing a highly secure operating system for VAX.

PRODUCT STRATEGY AND ARCHITECTURE

161

Engineers should contact Secure Systems Development when they have questions about the security
feature content of their products. The group provides information about security techniques and
standards that apply to software and hardware. Since security features and controls are best'designed
in', contact Secure Systenls Development early in the product design cycle. As an outgrowth of its
work on secure operating systems, the group also has tools and expertise in formal specification and
verification of software and hardware.
Key contacts in Secure Systems Development are as follows:

•

Security Architecture and Advanced Development
Engineering Manager: Morrie Gasser (LTN2-2/C08, 226-6760)

•

Secure Operating System Development
Engineering Manager: Marty Hurley (LTN2-2/C08, 226-6813)

•

Secure Network Product Development (DESNC, KDC, VAX Encrypt)
Engineering Manager: Jeff Sebring (LTN2-2/C08, 226-6094)

15.2

CORPORATE STANDARDS

Manager: Gary S. Robinson (ML012B/E51, 223-4094)
Operations Analyst: Mary White (ML012B/E51, 223-5980)
This group manages both internal and external standards. Corporate Standards impact the engineering
architecture that is the key to Digital's business success. Standards representatives who participate
on behalf of Digital at national and international standards cOlnlnittees, which create architectural
standards, are either direct reports to this group or are matrix managed by Corporate Standards.
Internally, Corporate Standards ensures. that Digital's· strategic systems standards are not put at risk
by the activities of external standards groups.
Other responsibilities of Corporate Standards include the following.
•

Definition of corporate policies and strategies for standards in conjunction with the engineering
and marketing groups.

•

Coordination of standards strategies to create industry standards that are technically sound and
have a positive impact on Digital's product strategies.

•

Management of software, functional, and architectural standards that are created by international
and national agencies and used by the corporation.

Corporate Standards is the primary source of information for Digital's position in the standards efforts
of ISO, ECMA, CCITT, IEC, ANSI, IEEE, and others. This group has the expertise available to evaluate
standards activities and requirements by the various marketing and engineering groups and advise
on what actions are necessary to make the external standards process work. In accordance with
Digital corporate policy, Corporate Standards must also be contacted prior to joining or attending
any external standards committees. This requirement is based upon the fact that a Digital employee
is perceived as a Digital spokesperson representing Digital's official corporate position when she/he
attends such a meeting. Corporate Standards does seek technically qualified individuals to review
proposed standards; members of Digital's engineering groups who would like to contribute to creating
an international or national standard are urged to contact Gary Robinson (ML012B/E51, 223-4094) or
Mary White (ML012B/E51, 223-5980).

162

PRODUCT STRATEGY AND ARCHITECTURE

The following organizations fall under the management of Corporate Standards.
ANSI

American National Standards Institute

CODASYL

Conference on Data Systems Languages

CCITT

International Telecommunications Organization

ECMA

European Computer Manufacturer's Association

EIA

Electronic Industries Association

IEEE

Institute of Electrical and Electronic Engineers

ISO

International Organization for Standardization

JEDEC

Joint Electronic Devices Engineering Council

NBS

National Bureau of Standards

Standards does not manage participation. in standards committees concerned with environmental
and safety issues (electrical safety, EM!, RFI). This is presently under the managerial focus of the
International Products Office (IPO). Likewise, standards committees on nlicrographic issues are the
responsibility of Engineering ImagelInformation Services.
The following standing committees. are maintained to develop Digital standards and review product specifications: BASIC, COBOL, PASCAL, Keyboard arrangements, VAX languages, and DECnet
architecture.
Standards supplies you with the following documents and services.
•

Consultation services: Consultation on interpretation of industry standards, the standards process, politics of the standards organizations, and business consulting services to help in justifying
or marketing standards.

•

Assistance in developing text to describe standards conformance in user manuals or software
product descriptions.

•

Liaison with the National Bureau of Standards and other Governmental standards bodies.

If standards are of concern to your engineering or marketing activity, Corporate Standards should be

contacted during the earliest phases of a project to determine which Digital, or external standards are
applicable. At your request, Corporate Standards will review all project plans and any functional specifications where confonnance to standards is an important or anticipated part of product definition.
Additionally, proposed standards, which may become necessary before your product is shipped, can
also be identified and interpreted.
Corporate Standards should also be contacted to review text of software product descriptions or user
Inanuals that describe standards conformance. Because of the legal impact of standards conformance,
it is important that the text be accurate. Phrases such as " Conforms to...," "Compatible with... ,"
"Based upon...," or "Subject to.. ,," have very different legal meanings and can have an impact on
customer acceptance of products. Additionally, they may have vastly different meanings in the various
international countries in which Digital does business.

PRODUCT STRATEGY AND ARCHITECTURE

163

CHAPTER 16
STRATEGIC RELATIONS GROUP
Manager: Henry Crouse, V.P. (ML010-1/F41, 223-1555)
One of the goals of Strategic Relations is to use complementary external capabilities to achieve the
following:
•

Acquire technologies for strategy execution

•

,Provide more complete solutions

•

Increase coverage in our target markets

•

Improve tinle-to-market

•

Further improve financial performance

•

Focus Digital's internal resources in areas that will yield competitive uniqueness

Other goals of the group include influencing Digital mindset to encourage, value and reward use of
external alternatives, and to learn fr0111 other cOl11panies' experiences.
The prinlary responsibilities of this group are listed below.
•

Identify external technology/business alternatives that complement Digital's capabilities and support its strategies.

•

Help develop strategic relations between sources of external capabilities and appropriate groups
within Digital.

•

Manage executive-level strategic interfaces with selected external allies.

•

Drive processes which involve the following.
Licensing (In/Out)
Innovative/unique alliances
Cooperative consortiums
External investments
Joint ventures
Acquisitions

STRATEGIC RELATIONS GROUP

165

The Strategic Relations staff consists of the following:
•

Bill Lowe (ML012-B/U10, 223-2233)
Focused on Storage Systems

•

Regis Kaufman (CF01-3/M35, 251-1428)
Specialist in Software, reports to Peter Koch

•

Nils Noren (ML012-B/U10, 223-4932)
Software Specialist, focusing on POS/Retail Software applications and Product Development

•

Steve Teicher (OG01-lIG17, 276-8555)
Technical Consultant within Strategic Relations

•

Gail Mann

•

Larry Ricci (AK01-3/D14, 244-6400)

Law Department, Investment Contracting
Tax and Legal Structure

•

Ulf Fagerquist (LKG1-2/M07, 226-7225)
NAC, reports to Bill Johnson

•

Jan Jaferian (MR01·lIA65, 297-6524)
HSG, reports to Bob Glorioso

•

Sharon Wulf (HL02-2/L09, 225..4568)

SSG, reports to Bob Palmer
•

Ken Sills (BXB2-lIG13)

MRS, reports to Bill Demmer

16.1

NEW COMPUTING STRUCTURES

Manager: Paul Curtin (MR02-3/M91, 297-4271)
The New Computing Structures group is responsible for driving business and marketing directions
for Digital's proposed utilization of new computing structures. The objective is to insure Digital takes
a role in utilizing new computing structures which may adversely affect our existing market share. The
group has two focuses.
•

On-going market and business analysis of emerging conlpanies and products in this area

•

Formulation and recommendation of corporate strategy and direction

The group publishes market reviews and a weekly newsletter that contains current infornlation in the
above areas.
Mary Rodock (MR02-3/M91, 297-4110) is responsible for market and business data collection.

16.2

TECHNICAL BUSINESS DEVELOPMENT

Manager: Walt Dunham (ML012-B/U10, 223-5388)
Technical Business Development (TBD) supports the corporate strategy by identifying external alternatives that complement Digital's capabilities and present them to internal operational groups. The
goal of TBD is to cause consideration of co-development and/or externally developed technologies,
products or processes.

166

STRATEGIC RELATIONS GROUP

16.3

STRATEGIC RELATIONS

Manager: Howard Fineman (ML012·B/U10, 223-4952)
Strategic Relations focus is to identify and bring in external technologies and business alternatives that
complement Digital's capabilities and support its strategies. Unsolicited opportunities are developed
with potential sponsoring groups. Potential external collaborators are sought to meet expressed needs
of internal sponsors.
Collaborative arrangements include the following.
•

Licensing

•

Innovative alliances

•

Cooperative consortiums

•

External investments

•

Joint ventures

•

Acquisitions

Beyond initial exploration, a Digital business entity must sponsor a program and be its champion.
Strategic Relations works with the sponsoring group and the external group to develop and negotiate
the business arrangement and to help the sponsoring group through Digital's proposal and approval
process.

STRATEGIC RELATIONS GROUP

167

CHAPTER 17
MANUFACTURING OPERATIONS
Manager: Bill Hanson, V.P. (MLOl-4/R14, 223-2238)

17.1

COMPUTER SYSTEMS MANUFACTURING

Manager: Lou Gaviglia (wJOl-2/C7, DTN: 282-1500)
Computer Systems Manufacturing (CSM) Inanages the manufacture and shipment of Digital's computer based systems, software, options, clusters, and network and comlnunication products. This
manufacturing occurs in Salem NH, Burlington Vt, Augusta ME, Phoeniz AZ, Westminster MA, and
Franklin MA.
CSM has a strong commitment to world class manufacturing through aggressive goals of quality,
reliability, asset usage, custolller satisfaction, tillle to market, and cost effectiveness. These goals are
realized through major programs in CIM, Engineering Support, OTP, JIT/TQC, and New Products
Introduction. CSM has strong relationships with Engineering and the Field to agree upon the above
goals and help implement these programs.
Links to Engineering groups are especially important to CSM's success. The High Performance/Clusters,
Mid-Range and Distributed Systems, along with Software and Options Managers work with their counterparts in Engineering on project and program strategy development and System Program Managers
on specific systems products. On all new products, Manufacturing and Engineering are linked in this
way down to the sub-assembly level. Working with Engineering and other organizations, Computer
Systems Manufacturing is involved with products from conception and development to phase-out.
Links to Area Management groups are also especially itnportant to CSM's success. There isa close
working relationship in supporting Sales and ensuring that the right products are available at the
right time to support our customers needs and expectations. On the matching of orders to Product
Manufacturing and the Area, they are linked all the way down to the shipping dock to accomplish our
goals and meeting customer satisfaction.

17.2

NEW PRODUCTS OPERATIONS (NPO)

Manager: Fred Oldfield (ML05-4/F32, 223-2632)
A unit of Slnall Systems Manufacturing chartered to optimize time-to-market of low end products.
NPO provides products and services to LES engineering to finalize product design, and it provides
services to volullle manufacturing plants to enable high volullle manufacturing to successfully intro..
duce new products.
NPO optilllizes time-to-market by providing a complete set of new product services from phase
through volume production.

MANUFACTURING OPERATIONS

z~ro

169

17.2.1

NPO - Program Office

Manager: Dennis Minnich (ML05-4/F32, 223-5635)
The Program Office of New Products Operations (NPO) manages complex new products prograIns
that require support from more than one NPO organization. Its function is to integrate NPO's service
delivery to ensure that the client's needs are met effectively. Program Managers are assigned to major
progranls from Pre-Phase 0 to Phase 4.
17.2.2

NPO Engineering Model Shops (ML05-3 and ML01-1)

This group consists of the following key people.
•

•

CC Manager
George Gerelds (ML05-3/E22, 223-2309)

Operations Manager
John Holt (ML05-3/E22, 223-4700)

•

Financial Analyst
Alison Doherty (ML05-3/U70, 223-4406)

•

Financial Contact
Jeanne Gotthardt (ML05-3/E22, 223-2374)

•

Secretary/Admin
Linda LaFleur (ML05-3/E22, 223-3080)

The following services are provided.
•

Mechanical/sheet metal prototype Shop

•

QTA Prototype Module and Surface Mount Assembly

•

Engineering raw material and expendable stockroom

•

Cable, electro/mechanical assembly area

•

ROM and PROM blasting

•

Odd jobs (stamping, handles, staking, fixture and unique assemblies)

•

CAD/CAM DECnet system

17.2.2.1

Prototype Module Assembly

Supervisor: Jim Scott (ML05-3/E22, 223-3255)
This group provides prototype engineering with a dedicated module assembly build process. Services
include the following.
•

Job scheduling and material coordination with SR 63

•

Component pre-forming, assembly, solder flow and inspection of minor and complex modules

•

Miscellaneous light bench operations (shearing, eyelets, handles, staking pins, punch press.)

•

Surface mount technology, etch cuts, wire adds, wire wrapping, and model verification against
the Corporate Qualified Vendor Listing (QVL)

170

MANUFACTURING OPERATIONS

17.2.2.2

Cable/Harness/Sub-Assembly/PROM Program Area

This group constructs prototype items other than PC boards, using given documentation. It generates
test equipnlent as desired, given readable documentation, builds sillall lot quantities within negotiable time franle to include power supplies, harnesses, cable assemblies, sub-assemblies, and blasts,
stamps, and erases programmable devices using various equipment.
17.2.2.3

Sheet Metal/Machine Shops

Supervisor: Ed Mayall (ML01-lIE22, 223-2583)
This group provides milling, grinding, sawing, lathe, heat treat, etc.
The NPO Engineering Model Shop has two CAD/CAM Systems used to program parts and assemblies,
that are connected directly to Digital Engineering NET. The group receives prints over the NET for
fabrication.
17.2.2.4

NPO Engineering Stockroom 63

Supervisor: Virginia Barilone (ML05-3/E22, 223-2455)
The group stocks orders and expedites raw materials, software supplies, and expendable items in support of Engineering and new products. Services includes kitting materials for prototypes, production
lllodels, and new product start-ups. Interplant material and transactions for capital equipnlent are
also accomillodated.
17.2.2.5

901 - 90 & 91 Class Materials

This group includes purchasing and provides window coverage between the hours of 7:30 A.M. and
4:00 P.M.
17.2.3

New Products Services (NPS)

Manager: Fred Oldfield (ML021-1/T70, 223-7841)
New Products Services comprises six groups chartered to ensure that new products are developed
using state-of-the-art technology, and that they are cost effective, manufacturable, and introduced in
a timely manner.
17.2.3.1

New Products Materials

Co-Managers: Bill Berger (ML021-1/T70, 223-6316)
Mark Daley (ML021-lIT70, 223-8704)
The group is responsible for program materials management from Pre-Phase 0 through Phase 3 for all
low-end worldwide manufactured products, and for the BOM development process.
17.2.3.2

New Products Purchasing

Manager: Terry Cormier (ML021-1/T70, 223-8270)
Purchasing supports Design Engineering by sourcing unique material and providing vendor support
on custom design. It also ensures that externally sourced material for low-end new products is cost
effective to procure Worldwide.

MANUFACTURING OPERATIONS

171

17.2.3.3

Component Engineering

Manager: Rao Yedavalli (ML05-3/U85, 223-8404)
Docunlentation Supervisor: Mel LeBlanc (MLO 5-3/U86, 223-8090)
The group is responsible for the selection and technical introduction of all new unique piece-parts
(non-IC) for low-end new products. This includes performing all Qualification Testing, as well as the
preparing Incoming Inspection Procedures and the Purchase Specification.
17.2.3.4

Design-Component Engineering (DCE)

Manager: Ron Roscoe (ML021-1/T82, 223-9236)
DCE puts a project focus on the introduction of new piece-parts for low-end new products,by working
closely with the design and manufacturing communities. Additional services include IC applications
engineering for new designs, and conlpetitive analysis of products that fall within the low-end product
space.
17.2.3.5

Producibility

Manager: Don DeAmicis (PK03-1/A20, 223-3451)
The group ensures that low-end new products are designed to be manufacturable and that a focus is
driven for cost, Time-To-Market, and Quality. They also provide Manufacturing Engineering external
sourcing support and technical resources for vendor qualification/nlanagement of new fabrication and
subassembly vendors.
17.2.3.6

Test Technology and Applications

Manager: Nick DelVecchio (ML03-3/T92, 223-5192)
The group develops module test packages and processes to be used in volume production. This
includes developing test fixtures and ATE programs for the Fairchild FF303, Teradyne L200, and
GenRad testers. Additional services include generating software tools for creating of PWBs and for
Inachine insertion of components, and for designing, developing and installing dedicated test systems
for module test at the systeln level (Qv), and for module burn-in.
17.2.4

NPO Low Volume Manufacturing (ML05-4)

This group consists of the following key people.
•

CC Manager
Joe Ballou (ML05-4/F32, 223-3421)

•

Financial Analyst
Jinl Lucey (ML05-3/U70, 223-2461)

•

Secretary/Admin
Debbie Post (ML05-4/F32, 223-7555)

The following services are provided.
•

Seed and Production Module Assembly

•

Surface Mount Asselnbly

•

Low End System Build

•

System Level Test of Modules and Systems

•

Sub-Assembly Manufacturing

172

MANUFACTURING OPERATIONS

17.2.4.1

Manufacture of Low End Systems

Contact: Dennis Minnich (ML05-4/F32, 223-5635)
This group produces work stations, personal computers, and micro systems in small quantities for
quick availability. These systenls include prototypes, seed units, and other pre-volulne production
units. This group also provides documented basic processes to transition products into volulne manufacturing.
17.2.4.2

Manufacture of Modules and Subassemblies

Contact: Dennis Minnich (ML05-4/F32, 223-5635)
This group produces modules and subassemblies to support revenue shipments, and it also performs
complex ECO wiring, surface mounted modules, and Field Service repairs.
17.2.5

Mechanical Component Engineering Support Services (MCESS)

Manager: Ron Walsh (ML05-1/P55, 223-7454)
Financial Analysis: Rick Daniels
Secretary/Administration: Lynn Landry (223-6464)
This group supplies comprehensive mechanical tooling, models, prototypes, interim product build
and other related services in support of the New Product Introduction Process.
The services are fully supported by Manufacturing Engineering, Quality Engineering, together with
custOlner representatives, purchasing specialists, and Mechanical Processes consulting.
17.2.5.1

Customer Service Center

Manager: John A. Sannicandro (ML05-lIP55, 223-6769)
This group offers the following services.

•

Customer Representative
To focus on your individual project and be responsible for coordinating all pertinent information
and data to ensure Customer satisfaction.

•

Manufacturing Engineer and New Product Support
Project Management Process Sheets, BOMs manufacturability, Numerically controlled (N/C) Programming, Quoting.

•

Quality Engineering
Development of Quality Plans, New Product specifications, Incoming Inspection Procedures, Statistical Tools vendor survey service support.

•

Inspection Services
Incoming/inprocess inspection first Article Inspection, Source Inspection, Mechanical Calibration.

MANUFACTURING OPERATIONS

173

17.2.5.2

Tooling Service Center

Manager: Paul Caine (ML05-1/E31, 223-6201)
This group offers· advanced toolmaking services for designing and building close tolerance manufacturing fixtures, special purpose assembling, test equipment, and statuping dies.
Computer aided design and documentation tools are used extensively to ensure accuracy of tool
configuration.
The group also provides inspection gauging prototype to production tooling, together with a tooling
project consulting service.
17.2.5.3

Machining Service Center

Manager: John Mitchell (ML05-lIP55, 223-6018)
The group provides precision machining, featuring both conventional and numerically controlled
equipment with the ability to turn sketches, prints, or CAD data into a model or finished product.
This group also provides all the services of a standard machine shop to support the new product
introduction cycle.
17.2.5.4

Sheet Metal Service Center

Manager: Jon Armour (ML05-lIP55, 223-2685)
The group provides a full Service Fabrication area for all of your Sheet Metal needs.
This Service Center contains a wide range of Sheet Metal Fabrication Equipment.
17.2.5.5

Plastic Service Center

Manager: Ken Berger (ML05-1/P55, 223-2235)
The group's precision crafts people strive to create three dimensional visions of the customers ideas
in model form.
The group recently added 3500 square feet to their Plastic Service Center, giving additional capacity
for developing new instant set Polymers to meet the demand of models, prototype and DVT test lots.
The group is also able to meet (soft tooled) interim product build requirements.
It offers architectural and product marketing modeling as a service.

17.2.5.6

Finishing Service Center

Manager: Chris Peters (ML05-lIP55, 223-1134)
Finishing Service Center has a Paint Shop and a Silkscreen Shop.
The Paint Shop will finish products to Digital specifications, smooth or textured. It also does conversion coatings for aluminum substrates, and phosphate protective coatings for steel. Plans for FY88
include Powdered Coatings, Radio Frequency Interference (RFI) Plastic Shielding.
The group has the only full color Silkscreen Shop in Digital, with full type and layout services for
creating artwork.
The group can screen labels, logos, sign, keycards, plaques, decals, name plates, panels, etc.

174

MANUFACTURING OPERATIONS

17.2.5.7

Computer Integrated Manufacturing (CIM) Services

Manager: Lloyd Scarsdale (ML05-lIP55, 223-6495)
The group manages the integration of computer hardware and software systems for the MCESS Manufacturing Processes.
The group also establishes and enhances geometric database networking and applications to optimize
fast turnaround of nlodels and prototypes minimizing the use of B/Ps and other fornlal nomenclature
for early product development.
Paperwork is not needed by MCESS; accurate database is much more efficient, and preferable.
17.2.5.8

Purchasing

Manager: Steve Blume (ML05-2/P1, 223-1702)
The group supports NPO Internal Operations and other Digital groups requiring mechanical component purchasing support.
Purchasing specialists are available for purchasing complete (traditional products) new products, subcontracting, tooling, and raw materials procureillent.
This group, together with the Inspection Services Service Center, provides a complete materials acquisition resource.
17.2.5.9

Materials Research Laboratory

Manager: Dana Deblois (ML05-lIP55, 223-3058)
The Materials Research Laboratory provides Digital with in-house vendor capabilities for Underwriters
Laboratory (UL) and Canadian Standard Association (CSA) flammability testing for all plastics. The
group also provides label testing for CSA.
Testing for all color (paint) standards and (plastic) standards, and criteria testing to DEC STD 092-0
Finish and Color Standard - Introduction a11d General Requirements, is also done by this group.
Those needing color chips should contact this group at 223-3058.

17.3

CORPORATE PRINTED-WIRING BOARDS

Manager: Rod Schmidt (wJ02-1/B8, 282-1124)
The Corporate Printed-Wiring Board Group supplies all printed-wiring boards (PWBs) to Digital's
Module Manufacturing and Engineering. The group supplies PWB Manufacturing and Purchasing
with long-range strategic planning, engineering, and quality support.
The group manages the following independent businesses.
•

Greenville, SC supplies high technology, high volume PWBs and future high technology PWBs.
Also, GSO develops high technology PWB process/product for the Corporation and provides
QTA for small quantities of high technology PWBs.

•

External Boards Business procures PWBs of all technologies from an external vendor base.

•

San German PWB supplies medium volume, high mix, medium technology PWBs to the Corporation.

Engineering can get information about projects being worked in the PWB world for engineering requested developments. Engineering should contact the group whenever a road block appears between
them and manufacturing that could create a time-to-market issue.

MANUFACTURING OPERATIONS

175

Prirnarycoritacts are as follows:

•

.Group Engineering
Manager: Duane Napp (WJ02-1/B8, 282-1131)

•

Documentation and Standards
Group Quality Manager: Carmine Tata (WJ02-lIB8, 282-1134)

•

Group Finance
Manager: Marian O'Leary (WJ02-lIB8, 282-1129)

•

Group. Materials
Manager: Bob Steele (WJ02-1/B8, 282-1136)

Board sources are as follows:

•

Quick Turn Around (QrA) Business
John Caulfield (GSO/F3, 354-7412)

•

External Boards Business
Roger Jaillet (CHM1-1/E01, 272-7331)

•

Greenville Board Shop
John Caulfield (GSO/F3, 354-7412)

•

San German Board Shop
Sonia DeLaTorre (SGO, 721-2326)

17.4

SMALL SYSTEMS MANUFACTURING (SSM)

Manager: Fred Forsyth (LJ01, 226-2076)
SSM's mission is to provide the LES PBU with a competitive advantage through manufactured products
that meet their business goals.
SSM is responsible for the competitive production and delivery of Low-End systenls and terminals.
These include the PDP-11 and MicroVAX, Mayfair/GPX, workstations, personal computers, and video
and hardcopy terminal products.
Small Systems are manufactured in the U.S. (Albuquerque, Westfield, Maynard) in Europe (Ayr,
Scotland and Valbonne, France), and in GIA (Canada, Mexico, Far East).
Terminal components are sourced frOIn the U.S. (Albuquerque, Boston, Phoenix), frOIn Europe (Valbonne) and from the Far East.
SSM also manages major buy-out programs whenever there is a competitive advantage with external
suppliers.
The New Products Organization (NPO) located in the Maynard Mill is chartered to optimize timeto-market of low end products. NPO provides products and services to LES Engineering to finalize
product design, and acts in partnership with the other Small Systems Manufacturing plants to enable them to successfully introduce new products into volume production. It also supports Tempest
manufacturing activities in the Low End space.
Digital's only high-volume nletal fabrication facility is located in Westfield. They provide cabinets,
frames and assemblies to all of manufacturing.
Small Systems Manufacturing's charter includes the following.
•

Deliver competitive Low-End Products that set the standai'd for customer satisfaction in our marketplace

•

Provide a competitive internal source for metals (prototypes through high-volume) in support of
all Digital products

176·· ··MANUFACTURING. OPERATIONS

•

Minimize time-to-market and time-to-volume by leveraging new product Start-Up Services

•

Financially contribute to our Low-End Business in order to be successful in achieving our goals
for PBT and ROA

•

Provide leadership and direction for the effective management of worldwide Low-End Manufacturing Resources

•

Cultivate a multicultural environment with skilled, competent people prepared for the current
and future demands of our business

The primary goals of SSM's business are as follows.
•

Have Digital be recognized as #1 in customer satisfaction for our industry

•

Have Digital's Low-End Products be leaders in the Marketplace as evidenced by steady increases
in Low-End Marketshare

•

Be respected for operational and technical excellence

•

Achieve aggressive targets for assets and cost of goods sold in support of profit and asset objectives

•

Optimize our worldwide manufacturing resources

•

Create an environment that inspires and demands excellence

SSM's key strategies that support their goals are as follows.
•

CUSTOMER SATISFACTION
Define Customer Satisfaction from the Customer's perspective
Give visibility to our Customer Satisfaction measurements
Engage each employee in Customer. interaction

•

LEADERSHIP PRODUCTS
Work with Marketing and Sales to promote our Manufacturing solutions
Via Program Management, minimize time-to-volume for new products, maximize contributions for current products, and expedite phase-out for end-of-life products
Maintain the competitiveness of our products through Value Engineering

•

OPERATIONAL EXCELLENCE
Strive for "real-time" information .flow: locally and globally
Establish hierarchical operational control via MRP II, JIT, TQC.
Implement effective fiscal control processes dose to the sources of spending

•

TECHNICAL EXCELLENCE
Design flexibility into each process: look to the next generation of technology
Vertically integrate: products, processes, expertise, and support
Realize Total Quality Assurance in all areas

•

ASSETS AND COST OF GOODS SOLD
Drive the reduction of pipeline inventory: think J.I.T.
Via supplier contracts, reduce the cost of materials while improving quality
Operationalize Business Plans to achieve competitive financial targets

MANUFACTURING OPERATIONS

177

•

WORLDWIDE RESOURCES
Establish and consistently apply a worldwide sourcing strategy
Leverage international resources towards operational and functional excellence
Maxinlize worldwide supply flexibility to achieve low cost independent of volume

•

ORGANIZATIONAL EXCELLENCE
Re-skill our workforce and empower each employee to improve how work gets done
Implelnent a system of Rewards and Recognition consistent with what we value
Value our people and have our people feel valued

The following is a list of SSM's Group Managers.
.

•

SSM Croup Manager
Fred Forsythe (LJ01/B4, 226-2076)

•

C.I.A. Interface
Manager: Steve Anderson (BPO, 296-3355)

•

European Inte1face - Small Systems
Manager: Dave Lawrence (AYO, 823-3230)

•

New Product Manufacturing - Small Systems
Manager: Bob Hesseltine (LJ01/B2, 226-2290)

•

Terminals Product Manufacturing
Manager: Joe Lonlbardo (PK03-1/19A, 223-9083)

•

Materials
Manager: Dave Greenlee (LJ01-0/Dl, 226-2089)

•

Personnel
Manager: Fred Johnson (LJ01/B4, 226-2001)

•

Customer Satisfaction
Manager: Tony Mongillo (LJ01/C2, 226-2134)

•
•
•

Finance

Manager: Bruce Steele (LJOllB02, 226-2011)

Planning

Manager: Susan Whitney (LJO/B4, 226-2753)

Westfield Plant
Manager: Judy Maudlin (WFO/C9, 242-2345)

•

Albuquerque Plant
Manager: Tony Ciorciari (ABO/B4, 552-2000)

•

New Product Operations
Manager: Fred Oldfield (ML05-4/F32, 223-2632)

•

Boston Plant
Manager: Harold Epps (BOO, 281-5701)

•

M/E and Technology
Manager: Dave Thorpe (LJ01/B2, 226-2095)

•

Weekly Program
Manager: Ron Marchetti (LJ01/B4, 226-2226)

178

MANUFACTURING OPERATIONS

17.5

MANUFACTURING CUSTOMER INTEGRATION GROUP

Manager: Don Hunt (MLOl-4/P14, 223-2859)
This group's goals are to:
•

Develop collaborative relationships with leading external sources of manufacturing expertise (customers, universities, etc.).

•

Develop technology and expertil'e transfers that hnprove Digital manufacturing's performance.

•

Support the corporation'sgQal. of increasing manufacturing market share by improving and leveraging our manufacturing performance into our Inanufacturing customers.

PROGRAM

MANAGER

PROGRAM GOAL

Manufacturing corporate accounts

Don Hunt

Develop mutually beneficial manufacturing relationships with corporate accounts.

Area Corporate Manufacturing
Manager

Don Hunt

Develop manufacturing relationships with leading
institutions (customers, universities, etc.) within
the U.S. areas.

Customer Visits

Royce Fuller

Manufacturing Reference
Site Program

George Hughes

Develop process for managing customer visits to
Digital's manufacturing plants and manufacturing
technology centers.
Support manufacturing plants' efforts to achieve·
high performance levels highlighting the use of Digital's products in that process.

Area Partnership with
Manufacturing

Bob Dangelmayer

Support software services in goal of providing solutions to major manufacturing problems within our
manufacturing accounts. Goal is to share in the
learning derived from these programs.

Professional Relations Orientation

Ken Kanady

Targeted to improving managers' skills in managing strategic relations and providing consistency in
our messages.

Organization Technology

Bruce Dillingham

Leverage Digital's socio-technicalleadership to support collaborative relationships with our customers.

MANUFACTURING OPERATIONS

179

17.6

MANUFACTURING INFORMATION AND TECHNOLOGY

Manager: Dan Infante, V.P. (ML01-4/P14, 223-2643)
17.6.1

CAD/CAM Technology Center

Manager: Dick Anderson (CTC2-1/H12, 287-3010)
17.6.1.1

CAD Systems Engineering (CADSE)

Manager: Bill Wehring (CTC1-2/K4, 287-3331)
This group provides off-the-shelf, characterized, and transportable VAX-based CAD tools in support
of CTC's technology developments, process developments, and new product partners. The group
provides selective CAD application support services to established engineering and manufacturing
partners for the application software that they develop.
Broad elements of responsibility are the following:
•

CAD systems

•

CAD interfaces

•

CAD applications

•

Tool-technology characterization

•

Demonstratable pilot design capability

•

CAD tool training

CAD Systems Engineering consists of the three groups described below.
17.6.1.1.1

Vantage Development Group (VDG)

Manager: Dave Ellis (CTC1-2/G4, 287-3387)
This group is responsible for the development of Vantage, a CAD design environnlent and tools
to service Digital's product design needs through the 1990's. The Vantage Development Group is
primarily concerned with the design, layout, and verification procedures and techniques associated
with printed-wiring boards, backplanes, and MCAs. Vantage will supercede and replace VLS in the
business areas presently served by VLS.
17.6.1.1.2

CAD Environment

Manager: Don Yelton (CTC1-2/K4, 287-3388)
The VLS Development Group (VLSDG) provides complete application and base level environment
software support and development services to meet the needs of Engineering, Manufacturing, and
Field. Service users of the VAX Layout System (VLS).
VLSDG is comprised of the following functional groups, each responsible for a different portion of
VLS:

•

Routing Applications
Brian Gordon (CTC1-2/K4, 287-3391)
Provides VLS automatic and interactive manual etch routing applications fora wide range of
packaging and interconnect technologies.

•

180

Placement and Engineering Applications
Clayton Martin (CTC1-2/K4, 287-3385)

MANUFACTURING OPERATIONS

Develops and supports software to analyze, detect, and prevent phenomena causing adverse
signal transmission effects. This group also supports VLS applications to provide automatic and
interactive placement of components on an assenlbly.

•

Data Flow Applications
Christine Mudgett (CTCl-2/K4, 287-3369)
Responsible for the VLS internal data structure (WDS), the archive data structure (ADS), and data
interfaces between VLS and Engineering/CAE systems and Manufacturing/CAM systems.

•

Manufacturing and DFM/T Applications
Bharat Parikh (CTCl-2/J5, 287-3349)

Responsible for the implementation of manufacturing-oriented verification software in VLS.

•

Environment and Workstation Systems
Robert Straight (CTCl-2/K4, 287-3320)
Develops operating system level interfaces and utilities for use by VLS-based application level
software. A Inajor task is performance measurement and tuning of systenl environInent and CAD
applications to optimize through-put and interactive response of CADSE supported systems. This
group also provides expertise in the areas of interactive graphics, network communications, and
hardcopy plotting to user groups.
.

17.6.1.1.3

CAD Support, Test, And Release (CADSTAR)

Manager: Fred Haefner (CTCl-2/J4, 287-3383)
CADSTAR tests, distributes, and provides a support focus for the CAD software tools developed
and/or supported by CAD Systems Engineering (CADSE).

•

CADSTAR Support Group
Carol Breest (CTCl-2/J4, 287-3300)
This group facilitates communications among design services, Product Engineering, local site
support, and other development groups to ensure that those groups remain aware of each other's
problems, plans, and developments. It also monitors each site's ability to use VLS and support
thenlselves.
It assists local software support groups, as required, in isolating and resolving problems. This

may involve technical consultation or facilitating the correct cOll1munication lines into the CADSE
organization.

•

CADSTAR Quality Assurance Group
Linda Marshall (CTCl-2/J4, 287-3303)
This group ensures that the overall quality of VLS is maintained. It performs individual application
tests to ensure the proper operation of new or modified functions within VLS, and appropriate
system level process and regression testing to ensure that VLS supports the design processes characterized and/or supported by other groups. It also coordinates BETA test activities at customer
sites to ensure that VLS functions properly with site specific design processes and procedures,
ensures that the design sites are able to easily and reliably install VLS on supported hardware
configurations, and predicts the perfornlance characteristics of those configurations.

Contact CADSTAR for guidance on how to use the CAD tools, when a problem cannot be resolved
within the design site, or when you need information about future developnlent. delivery of CADSEsupplied CAD tools.

MANUFACTURING OPERATIONS

181

17.6.1.2

CTC Communications

Communications Support: Patricia Bright (CTC2-1/J9, 287-3020)
The CTC JOURNAL is a quarterly publication with news and technical updates in design, manufacturing, and test automation. It serves as an in-depth progress report for the benefit of the users of these
technologies. To be added to the distribution list, contact Editor Pat Bright (COGITO::BRIGHT).
17.6.1.3

Technical Information Engineering

Manager: Leo Crosby (CTC2-1/C14, 287-3087)
The Technical Information Engineering (TIE) group provides process consulting and software support
to Digital's electrical CAD/CAM interface procedures utilized in the design and introduction of Stage
o(PWB) and Stage 1 (Module) products. The TIE group also provides CAM software applications and
technical engineering support to the Stage 0 and Stage 1 manufacturing environments.
Specific responsibilities of the TIE organization include:
•

Implementation of new data transfer mechanisms to be utilized between the design engineering
and manufacturing environments.

•

Definition and support of a generic, product-descriptive database defined as a primary interface
between the design engineering and manufacturing environments.

•

Implementation of decentralized CAM software applications for use in all of Digital's Stage 0 and
Stage 1 facilities.

As product and process technologies advance, so do the needs for complete and accurate product
data descriptions, and applications which utilize that data. TIE's on-going goal has been to provide
manufacturing with consistent, transferable product data and a varied set of integrated manufacturing
process applications. TIE is interested in helping you with your product/process data processing
needs.
17.6.1.4

CTC Technical Operations

Manager: Nick Wells (CTC2-lIH12, 287-3030)
17.6.1.4.1

Engineering Technical Training

Manager: Al Pepper (CTC1-l/L2, 287-3239)
Engineering Technical Training (ETT) provides information, training, and services that result in a
more effective hardware development and design process. They provide state-of-the-art CAD tool
training in the VLS, VALID, and Unigraphics programs to meet product development design needs.
Also, Engineering Technical Training has developed the CAD Detailed Drafting Program (CDDP) to
train employees to become Detail Drafters. Acting as a clearinghouse, ETT identifies, develops, and
delivers the resources needed to meet a wide range of Engineering and Manufacturing needs in relation
to .current and future Digital goals.
Engineering Technical Training, a Computer-aided Design training resource, offers training courses
and consulting in Valid's SCALD System, Unigraphics (UG), and VAX Layout System (VLS), and
Custom VAX courses.
For information and enrollment, contact the following:
•

Ulligmphics
Wayne Moniz (CTCl-lIL2, 287-3224, CADSE::MONIZ)

•

VLS

182

Charlie Powderly (CTC1-l/L2, 287-3229, CADSE::POWDERLY)

MANUFACTURING OPERATIONS

•

Valid SCALD
Instructor: Al Ramos (CTC1-1/L2, 287-3238, CADSE: :RAMOS)

•

Custom Courses
Joy Tucker (CTC1-lIL2, 287-3231, CADSE::TUCKER)

17.6.1.4.2

Information Systems

Manager: Lee Allison (CTC1-1/K5, 287-3051)
The IS group provides both Telecom and Operations support for CTC.
The Telecom group is responsible for the voice and data networks for both CTC and CTS.
The Operations group is responsible for mainframe and microvax system management and operations
in CTC.
17.6.1.4.3

GDS Facilities/Plant Layout CAD/CAM

Manager: Nick Wells (CTC2-1/H12, 287-3030)
GDS Facilities/Plant Layout CAD specializes in the design and maintenance of buildings and building
services. GDS is a command-driven system using an object-oriented database that allows tremendous
flexibility in graphics and data manipulation. Ad hoc reports can be generated by the user to quickly
get bills of materials, square footages, or other information that the user feels is critical to his job.
Because it is best described as having an open architecture, GDS can be customized to fit .a variety of
needs and situations. This toolkit approach allows users to easily define menus, macros, and higher
level prograuls on the fly. GDS currently runs on all VAX hardware including VAX Stations. GDS
can run stand alone or in an LAVC.
For Ulore information contact Jeff Barker (287-3022, COGITO::BARKER).
17.6.1.5

CAD/CAM Applications and Data Management

Manager: Ed Tang (CTC2-2/D10, 287-3288)
CAD/CAM and Data Management (CADM) specializes in the following:
•

Integrated CAD Data Structure

•

Mechanical CAD/CAM/CAE Applications

•

Workstation and Computer Graphics

•

Distributed Information Management

•

Unigraphics Mechanical CAD/CAM Software

Within each of these areas, CADM's primary goal has been developing integration tools and integrated
applications. CADM provides Engineering, Manufacturing, and Software Services a full range of
services including software development, process consulting, and applications support.
Organizationally, CADM's groups are managed by the following individuals:

•

Operations
Fran Merriam (CTC2-2/D10, 287-3289, CADM::MERRIAM)

•

CAD/CAM/CAE Development
Dana Nickerson (CTC2-2/F12, 287-3148, CADM::NICKERSON)

•

Data Management Development
Bruce Penney (CTC2-2/D9, 287-3296, MYVAX::PENNEY)

MANUFACTURING OPERATIONS

183

•

Advanced Det1elopment
Mike Thompson (CTC2-2/D10, 287-3125, CADM::THOMPSON)

•

Product Management and Support
George Shaw (CTC2-2/D10, 287-3179, CADM::SHAW)

•

Mechanical CAD/CAM
Michaelene Glowacz (CTC2-lIH12, 287-3023, MECAD::GLOWACZ)

The Advanced Development Group brings new technologies to CADM's Integration Development
and Applications Development Groups. CADM's Product Management/Support Group brings system
solutions to CADM customers.
17.6.1.6

Application of Integrated Manufacturing Technology (AIMT)

Manager: John Behuniak (CTC1/G5, 287-3560, AIMT::BEHUNIAK)
The applied Integrated Manufacturing Technology Center located at CTS in Chelmsford, Massachusetts is chartered by Digital Corporate Manufacturing to oligrate and apply technologies for the
complete manufacturing enterprise, as developed in Digital's leading plants, into other Digital manufacturing facilities, key customers, and vendors to maximize payoff in our integrated manufacturing
investment.
The scope of the group covers the full range of Integrated Manufacturing, from design concept and
customer order through delivery of the product to the customer.
The aiol of the group is two-fold:
•

Bring the OlOSt advanced technology in product and process design, business systems, and production systems from the first application into the various groups in Digital's internal manufacturing plants.

•

Migrate knowledge and tested systems to strategic Digital custoolers through the Area Partnership
with Manufacturing programs, with software services as the delivery mechanism.

Integral to both aspects of AIMT is helping both Digital and its customers to understand and incorporate design-for-manufacturing concepts into the initial product engineering phase.
AIMT is currently focusing in these areas:
•

Planning for Integrated Manufacturing

•

Design for Manufacture

•

Production Systems Control-Shop floor, Cell and Workstation

For information or assistance with your manufacturing problems contact:
John Behuniak, AIMT Manager
DTN: 287-3560, (617) 250-3560, AIMT::BEHUNIAK
17.6.1.7

Program Management

Program Manager: Michael Laine
Responsible· for the functional management of CAD/CAM software development in support of New
Interconnect Tec1l1lo1ogy, which is primarily directed at Stage 0 and Stage 1 product and processes.

184

MANUFACTURING OPERATIONS

17.6.1.8

CTC Technology Strategy

Manager: Sunil Bhalla
This function provides technical strategic planning for CTC's electrical and mechanical CAD tools
used by product groups within Digital.
Currently, a program is underway to define Digital's next generation mechanical CAD system - INTEGRAL. The goal of INTEGRAL is to identify key mechanical and electro-mechanical requirements for
DEC's products in the 1990's and to provide the appropriate CAD tools to satisfy those requirements.
17.6.2

Application Systems Development

Manager: Oliver Stone (MKOl-2/E12, 264-7480)
Application Systems Development (ASD) is a full-service consulting, contracting, and development
group located throughout the Northeast. ASD offers a wide range of Software Engineering, Hardware
Engineering, Te.chnical Writing Services, Marketing Communications Writing, Course Developnlent,
and. Art and Video Services, at competitive rates, to the entire Digital community. ASD can usually
nlatch its engineering and documentation resources with the geographic and technical requirements
of any group requiring help. Contact ASD for assistance in meeting your technical or business needs.

•

Finance
Manager: Don Parnell (MKOl-2/E12, 264-2217)

•

Personnel
Manager: Bob Maldonis (MKOl-2/G35, 264-0957)

•

Marketing
Manager: Steve Kuchun (ML021-3/E87, 223-6898)

The ASD organization includes the following groups; ASD Systems and Communications Software,
ASD pocumentation and Training Services, Information Systems Engineering, Internal Special Systenls, Text and Infonnation Management Engineering, Technical Systems Group.
17.6.2.1

Application Systems Development (ASD) North

Manager: S.S. Bajwa (ZK02-lIM11, 381-2840)
17.6.2.1.1

ASD Systems and Communications Software Group

Manager: S.S. Bajwa (ZK02-1/Ml1, 381-2840)
The ASD Systenls and Communications Software Group is a software engineering group which develops technical applications for many internal organizations including CAEM, the Telecommunication
Industry Group, Internal Field Service, manufacturing, advanced development groups, the modem developnlent group, and various marketing organizations. The group has particular experience in areas
such as networking, communications, database management, device drivers, manufacturing automation, and real-tinle, and has technical expertise in tnany operating systems, languages, and software
tools.
The group is skilled in the complete software development process - fronl initial requirements analysis
through implenlentation, installation and support of the application software. The group is available
to undertake work ranging from small consulting assignments to full-blown product·· development of
complex systenls.
Examples of projects and products include the following:
•

Several VMS device drivers for a variety of applications

•

GM Manufacturing Automation Protocol software

•

VAX/BTS (Bisynchronous Terminal Support) package
MANUFACTURING OPERATIONS

185

•

Modem support software and microcode

•

Phone billing data capture from Bell electronic switching systems

•

Circuit and Module Producibility Automation for manufacturing (CAMPA)

•

VAX System Verifier for Manufacturing (VSVP).

Contact this group for any of your software development needs.
17.6.2.1.2

ASD Documentation and Training Services

Manager: Martha B. Dufresne (MKOl-2/E12, 264-7488)
ASD Documentation and Training Services (ASD-DTS) provides an exceptional range of documentation expertise and is available on a contractual basis to any group within Digital that requires documentation and training services. Its experienced staff of writers, training specialists, editors, and
artists can handle all types of documentation requirements. In addition, ASD-DTS has the resources
to manage documentation projects from beginning to end, providing expertise in the following areas:
•

Software documentation

•
•
•
•
•
•
•

Hardware documentation
Training materials
Marketing nlaterials
Slide shows
Video presentations
Screen design
On-line help

•
•

Editing services

•

Graphics and paste-up

•
•

Vendor coordination

•

Document production

Document formatting

Electronic publishing

ASD-DTS has developed a well-deserved reputation for providing its customers with a wide variety
of quality documentation on schedule and within budget.
17.6.2.2

Information Systems Engineering

Manager: Lee Mari (ZKOl-3/J06, 381-2840)
Information Systems Engineering (ISE) is a group focused on providing support to help realize the
corporate goal of attaining 6 per cent of the MIS market for Digital by 1990. This support comes in
many forms, such as software engineering, marketing and sales program development, field support,
CMP technical support, product management, and the like.
Currently, ISE is working with the CSG/MIS marketing. group in the following areas:
•

VAXlink development-(IBMdatabase => RDB/VMS transfer)

•

CASEIIS support

186 MANUFACTURING OPERATIONS

•

MIS cooperative marketing partner (CMP) support

In conjunction with this effort, ISE is building expertise and experience in the areas of fourth and
fifth generation languages and tools (both Digital and third party). This group is also concentrating on
the issues involved with distributed systenl management, distributed processing, and the integration
of foreign (such as IBM) data into the Digital network. It is also working with a nunlber of other
organizations to "use what we sell" by developing applications using Digital's 4GL and CASE tools.
17.6.2.3

Internal Special Systems

Manager: John Egolf (ML021-3/E87, 223-3481)
Internal Special Systems (ISS) provides consulting, customized application development, diagnostic
developnlent, and documentation services. These services include problem analysis, consultation,
definition, design, and full-scale implementation of software systems for groups ranging frOln engineering, manufacturing, design, and industrial environment to the business and financial world. This
group has expertise in VAX/VMS, DBMS, Rdb, BASIC, COBOL, MACRO, BLISS, PASCAL, FMS,
DATATRIEVE, PowerHouse, and many other Digital and third party software products and tools.
Products such as PowerHouse and BASIS are being internally supported along with other internally
developed products as part of the DIS Toolkit project.
Examples of projects and products include the following:
•

Electronic Data Interchange (EDI)

•

Paperless ECO System for Terminals Business Unit

•

Various Equipment Control Systems (ECS) for Digital Manufacturing

•

MOS/MAXCIM Interface-a bridge between the corporate material order system and MAXCIMTM

•

Skills Assessment Software-a manufacturing training application

•

IDECUS registration and billing system

•

HAZnet-an automated tool to help minimize the company's risk in transporting hazardous materials

•

TEMPEST diagnostics

•

CALLIOPE High Speed 10 Processor

Contact ISS (SPIDER::SOLUTION) for assistance in meeting your business needs for any of the services described.
17.6.2.3.1

Text and Information Management Engineering

Manager: Dave Lambarth (MKOl-2/D13, 264-6177)
This group supports the DIS Toolkit, provides contract software engineering resources on a project
basis to produce both externally sold and internally used application systems, and supports software
externally sold, including VAX ADE and the Courseware Authoring System.
The DIS Toolkit is software designated in the DIS Technical Strategy that currently includes thirdparty products such as PowerHouse and BASIS, which are used under corporate license, internally
developed software such as Relnote Management Tools, CUE, FTSV, andDDCT. This software and
its documentation are distributed to internal user groups worldwide with support, which includes
hotline and VAX Notes support, probleln resolution, and third-party interfacing, primarily for Digital
Information Systems personnel.

MAXCIM is a trademark of NCA Corporation.

MANUFACTURING OPE.RATIONS

187

17.6.2.4

Technical Systems Group

Manager: Don Wilson (LM04-1/K4, 279-6741)
This group combines hardware engineering, software engineering, and technical writing to develop
hardware and software products, technical applications systems, real-time applications, custom. hardware, and systenls consulting.
The systems and products developed by this group are done at the request of internal organizations,
including Central Engineering, Field Service, Manufacturing, AMCs, and PBUs.
.
Sanlple products and projects include device drivers and support libraries, real-tiIlle monitoring and
process control systems, hardware and software for Manufacturing and Field Service tester and process
equipment, custom hardware for communications systems and real-time control systems, and custom
software for external customers.
Technical documentation and communication products include programmer and end-user software
documentation, marketing literature and informational videotapes, hardware technical manuals, and
program-level project management.
Contact this group at the concept stage of your project if you need their assistance.

188

MANUFACTURINGOPERATIONS

17.7

MANUFACTURING MATERIAL/EXTERNAL RESOURCES

Manager: Kevin Melia, V.P. (MLOl-5/B98, 223-3779)
MATERIALS BOARD OF DIRECTORS (MBOD)

Chairman: Kevin Melia, V.P.
Secretary: Kathy Stone

Functions

Staff

Program
Leadership

Material Acquisition
Mike Eaton

Program Office
Barry Weeks

Distribution
Herb Shumway

Material Operations
Mike Flaherty

Areas

PBU's

Cycle Time
Bob Parmelee

Europe
Bruce Anderson
(Ollie Butler)

High
Performance
Systems
Charlie Polay

Personnel
Pierrette Kelly

Quality
Warren Cline

GIA
Bob Graham

Mid Range
Systems
Charlie Polay

Finance
Bob Faulconer

Technology
Sandy Hoffman

U.S. U.S. Operations
Ralph Gillespie

Distributed
Systems
Charlie Polay

Systems
Steve Stolle

Supplier Integration
Dave Knoll

Field Service
Fred Traversi

Small Systems
Dave Greenlee

Demand/Supply
Jon Braley

Competitiveness
Dick Bradley

Software Serv
Ed Serv, CSS
Bernadette Lionetta
(Acting)

Storage
Systems
Ed Flynn
(Acting)
Software
Charlie Polay

sea
Dan Hamel
PWB
Bob Steele

MANUFACTURING OPERATIONS· 189

17.8

STORAGE SYSTEMS MANUFACTURING

Manager: Greg Plakias, V.P. (MLOl-5/T33, 223-9723)
Storage Manufacturing is responsible for supplying customers with products that enhance the leadership of Digital systems and provide our customers total satisfaction.
Our goal will be to support the Corporation's and the Storage business goals of having satisfied
customers, targeted returns on Assets and Operating Profits.
We will measure our competitive positioning through the following goals and objectives:
•

Quality and Reliability

•

Customer Satisfaction

•

Profit

•

Return on Assets

•

Market Share

b~fore

Tax

Storage Manufacturing's groups and contacts are as follows:
PRODUCT MANUFACTURING UNITS

•

Low End Disk Systems
Rufus Sanders

•

MLDS
Ann Sandford

•

Tapes and Optical Systems
Guido Ciannavei

AREA MANAGERS

•

Europe
(Open)

•

Storage/GIA Manufacturing
Bob Shepard

•

United States
(Open)

FUNCTIONS

•

AMT/CIM
Gordon N orquay

•

Finance
Frank Atter

•

Materials and Purchasing
(Open)

•

Personnel
Hope Greenfield

•

Program Office
(Open)

•

Quality and Reliability
Art O'Donnell

190

MANUFACTURING OPERATIONS

•

Human Resources
Don Chace

•

Staff Secretary
Ed Flynn

OPERATIONS

•
•
•

•
•
•
•

•
•

Colorado
Jack Batten (acting)

Enfield
Bob Paul

External Products and Technologies
Dave Crosier

Springfield
Al Tervalon

Kaufbeuren
Werner Burckhardt

Sllrewsbury I
Carl Redfield

SI1 rewsbury II
Jhn Tuttle

Singapore
C.K. Wong

Tempe
Rob O'Keefe

MANUFACTURING OPERATIONS

191

CHAPTER 18
GIA MANUFACTURING AND ENGINEERING
Manager: Dick Yen, V.P. (TAO)
The GIA Manufacturing and Engineering Group consists of three major organizations.

•

Far East Operations
Manager (Acting): Dick Yen, V.P. (TAO)

•

Western Hemisphere Operations
Manager: Ed McDonough, V.P. (BPa-1, 296-3511)

•

GIA ManufactU1~itlg and Engineering Support
Manager: Ed McDonough, V.P. (BPa-l, 296-3511)

The G.I.A Group is headquartered in the Burough's Plaza (BPO) complex, Marlboro, Massachusetts.

18.1

FAR EAST OPERATIONS

Manager (Acting): Dick Yen, V.P. (TAO)
The Far East Operations has major facilities in Taiwan, Hong Kong, and Singapore, and a purchasing
facility in Japan.

18.2

WESTERN HEMISPHERE OPERATIONS

Manager: Ed McDonough, V.P. (BPa-1, 296-3511)
This group has major facilities in San German and Aguadilla, Puerto Rico, Kanata, Canada, Chihuahua,
Mexico, and the GIA Business Center in Acton, Massachusetts.
This group manufactures high volumes of power supplies, modules, terminals, PCs, DECmate Ills,
PCBs, backplanes, memory products, micro products, units, and systems.
They also maintain design engineering sites in Taiwan and Hong Kong, and a support engineering
group in Puerto Rico.

18.3

GIA MANUFACTURING AND ENGINEERING SUPPORT

Manager: Ed McDonough, V.P. (BPO-1, 296-3511)
This worldwide support organization based in Marlboro, Massachusetts, assists design engineering
and manufacturing to introduce new products and processes into GIA manufacturing plants. The
organization consists of a Technology Resource Group, Materials and Purchasing, and four business
units. The Technology Group is managing the development of the surface mount volume manufacturing process for Digital, as well as the start-up of New Ventures (in new countries) to support GIA
Marketing.

GIA MANUFACTURING AND ENGINEERING

193

Manufacturing Engineering personnel from the Technology Group and/or one of the businesses can
assist design engineering to develop manufacturing plans (assembly and test) and schedules, and to
communicate with the GIA plants.
The group luUst review all product documentation, tooling, training plans, procedures, test strategies, producibility, packaging, and cOluponent sourcing of products being introduced into the GIA
Manufacturing Operations.
Key contacts in the group are as follows.

•

Technology and New Ventures Group
Jim Melvin (BPO-1, 296-3400)

•

Memories
John Sistare (MOO, 297-5378)

•

Terminals Business/Small Systems
Steve Anderson (BPO-1, 296-3355)

•

Storage Systems
Bob Shepard (MOO, 297-7174)

194

GIA MANUFACTURING AND ENGINEERING

CHAPTER 19
PURCHASING
Manager: Ron Payne (MLOl-5/B98, 223-3238)

19.1

CORPORATE PURCHASING

Manager: Ron Payne (MLOl-5/B98, 223-3238)
Purchasing assures supply, competitive cost, and timely delivery of optimum quality materials and services frOIn suppliers. They coordinate the development ,of suppliers and ensure that Digital presents
one face to the suppliers.
Corporate Purchasing through appropriate organizational linkages influences strategic business decisions. This influence includes, but is not limited to, lead negotiation strategies and selection of
suppliers and materials to meet corporate, product, design, manufacturing, and administrative goals.
The organization supports all groups throughout the world, including Field Service and Marketing, and
ensures a formal make-or-buy decision process at all levels in Digital. In the vast majority of situations,
actual buying is decentralized to purchasing groups linked to major Digital line organizations.
Corporate Purchasing conducts formal training programs and provides guidance on purchasing strategies, policies, and systems. For further information, contact the Purchasing Hotline at 234-5065.

19.2

EXTERNAL RESOURCE MANAGEMENT

Manager: Mike Eaton (MLOl-5/B98, 223-3143)
This group ensures that Digital has contracted for adequate capacity with suppliers of inventory and
administrative lnaterials in support of Digital Manufacturing operations.
Day-to-day operational work involves translating broad Digital objectives into functional goals. Functional goals are then refined into five-year commodity business plans. These plans are clearly indicated
by an integrated set of local level goals that ensure the achievement of Digital objectives in dOlnestic
and international environments.
Objectives being addressed are as follows.
•

Making the schedule

•

Meeting product-cost goals

•

Helping Country Managers sell by leveraging Digital purchases to gain conlpetitive advantages
internationally

PURCHASING

195

Specific Commodity Business Plans
COMMODITY

MANAGER

Media
Heads
Storage Systems Buy-Outs

Erie Dail
(ML01-5/T33, 223-5703, @MLO)

Terminal Systems Buy-Outs

Charles Fowler
(ML03-6/B52, 223-1176, @MLO)

Printed Circuits

Ulf Stoeckelmann
(LM02-2/P35, 296-6827, @LMO)

Printed Circuit Boards

Bob Steele
(WJ02-lIB8, 282-1136, @WJO)

Components

Bill Annesi
(NR05/P4, 234-4836, @NRO)

Cables, Connectors, Fiber Optics, Higher Level Assemblies
and any new and/or Undeveloped Requirements

Chris Kerylow
(NR05/P4, 234-4787, @NRO)

Magnetics, Power Supplies, Hybrids, Metal Molding,
Metal Forming, Metal Removal, Plastics

Tom Dunn
(NR05/P4, 234-4786, @NRO)

Blowers, Breakers, Fans, Fuses, Motors, Relays, Switches,
Filters, Capacitors, Transistors, Diodes, Crystals,
Oscillators, Resistors, OPTO Devices

Paul Salvaggio
(NR05/P4, 234-4795, @NRO)

19.3

CORPORATE ADMINISTRATIVE PURCHASING

Manager: Tom Grablick (NR05/Q6, 234-4980)
This group is responsible for the tilnely and cost-effective acquisition of non-inventory materials and
services such as the following.
•

Telecommunications

•

Furniture

•

Office machines· and supplies

•

Energy sources/environmental concerns

•

Travel/rental cars, hotels, airlines

•

Telnporary labor

For more detailed information, contact Ken Poe (NR05/Q7, 234-4021), Administrative Supply Base,
or call your local purchasing manager.

196

PURCHASING

(STARS)
STRATEGIC ACQUISITION RESOURCES AND SOFTWARE

19.4

Manager: Peter Koch (VR06-2, 273-5843, CPDW: :KOCH)
This group has the respon sibility of:
ation for techno logy and
Ensuri ng that interna l decisio n-mak ers have compl ete "suppl y" inform ies
•
strateg
g
service make/b uy decisio ns-init ially for global software sourcin
ement inform ation
Ensuri ng that system s provid e integra ted, accurate and timely manag
•
ition for Digital's interna l
Ensuri ng excellence in the functional nlanag ement of software acquis
•
ions
operat
use, marketing, engine ering, and field resale
t involv ement in the produc t
This group provid es the most leverage to your efforts by early, upfron
and busine ss planni ng proces s.

Controller

•

Rozan na Patane (VR06-2, 273-5848, CPDW::PATANE)

•

Attorney

•

Planning

Bob Perry (MSO/D7, 223-4351, LEAGLE::PERRY)

•
•

Manager: Sandra LeFlore «VR06-2, 273-5849, CPDW::LEFLORE)

Software Acquisition

Manager: Brian Ota (VR06-2, 273-5852, CPDW::OTA)

Consultant Acquisition

Manager: Roger Shaller (VR06-2, 273-5850, CPDW::SHALLER)

Software Supply Base Intelligence and Sourcing Strategies

•

)
Manager: Regis Kaufm an (VR06-2, 273-5851, CPDW::KAUFMAN

•

Corporate Purchasing Information Management

•

Manager: Bill Galloway (VR06-2, 273-5744, CPDW::GALLOWAY)

Purchasing EDI Integration

Manager: Eric Ericsson (VR06-2, 273-5844, CPDW::ERICSSON)

19.4.1

Software Acquisition

Manager: Brian Ota (VR06-2, 273-5852, CPDW::OTA)
contracting with third-p arty softThe Software Acquisition Group conduc ts Digital's negotia tions and
of a software acquis ition is to
stage
ng
planni
end
front
ware supplie rs. Our involv ement in the
on of supplie r, contrac t drafting,
partici pate in team develo pment of busine ss plans, researc h, selecti assure the best busine ss terms
help
to
negotiation, and ultinlately in proces sing the purcha se order
for Digital.
19.4.2

Consultant Acquisition & Programs

Manager: Roger Shaller (VR06-2, 273-5850, CPDW::SHALLER)
ation. These individ uals create
Digital hires consul tants to perfor m variou s services for the Corpor
ed by consul tants until an
provid
be
shall
s
service
certain busine ss and legal risks. As a result, no
To ensure adequa te protec tion,
approp riate agreem ent has been signed that addres ses these risks.
contact the Consu ltant Acquisition Group for assistance.

PURCHASING

197

19.4.3

Software Supply Base Intelligence and Sourcing Strategies

Manager: Regis F. Kaufman (VR06-2, 273-5851, CPDW::KAUFMAN)
Progratn Coordinator: Jan Phillips (VR06-2, 273-5825, CPDW::PHILLIPS)
The goal of this group is to provide general and specific software supply base intelligence to key
decision-nlakers and to assist in the development of software sourcing strategies.
This is done by:
•

Providing an overview of the significant developments in the software industry and communicating the potential impac::t of that development on the corporation.

•

Identifying software suppliers that meet specific operating group's business needs.

•

Formulating software sourcing strategies that consider the value of the product/technology sourced
and the type of relationship to establish with an outside supplier that matches the value of the
product/technology.

•

Assisting operating groups in structuring negotiations with external software suppliers.

As operating groups begin developing strategies for working with outside software suppliers and structuring relationships with those suppliers, it is recommended that operating group managers contact
this office in order to ensure developlnent of a cohesive software sourcing strategy and to help expedite
the negotiation process.
19.4.4

Corporate Purchasing Information Management

•

Manager
Bill Galloway (VR06-2, 273-5744)

•

Data Center Manager
Charlie Anthony (VR06-2, 273-5711)

•

Systems & Programming Manager
Raymond Rosch (VR06-2, 273-5710)

•

Data Administration Manager
Carole DahlstrOln (VR06-2, 273-5709)

•

Business Manager
Clarence Dixon (VR06-2, 273-5705)

•

Program Managers
Corporate Purchasing Reference Systems
Mark Goff (VR06-2, 273-5702)
CONbase
Jan Ketonen (VR06-2, 273-5713)
Government Systems Group
Ana Rogers (VR06-2, 273-5706)
SOFTbase
Bill Hartwell (VR06-2, 273-5701)

The Corporate Purchasing Information Management organization is chartered with the development of
Purchasing business and systems architectures in support of Purchasing organizations cOlnpany-wide.
This group is responsible for system development, data administration and providing operational
hardware and systenl software.

198

PURCHASING

Corporate Purchasing Reference Systems (CPRS)
and standa rd reports to Buyers,
The Corpo rate Purchasing Refere nce System s provid e on-line inquiry and contrac ts with supplie rs,
Purcha sing Manag ers, and the Federa l Gover nment on expend itures
er Master System , the Corpo rate
worldw ide. Integra ted system s within the CPRS includ e the Suppli ry.
Directo
VTX
sing
Purcha
Contra cts and Buyer files, and the Corpo rate
SOFTbase ™
ghouse, provid ing immed iate
The SOFTb ase system is Digital's corpor ate software inform ation clearin ed as an encycl opedia condescrib
access to produc t and suppli er information. The system is best
SOFTb ase includ es inform ation
rs.
supplie
1,500
from
ns
solutio
t
produc
re
softwa
taining over 6,500
e on Digital's curren t hardw are
operat
that
ts
about internally and externally develo ped software produc
offerings.
CONba se

™

Digital's online directo ry of consulCONb ase is planne d to be a compa nion produc t to SOFTbase, as
its custom er base. Both interna l
tants who are approv ed to service the Digital internal commu nity and ed implem entatio n, FY90, Q1.)
(Plann
ase.
and external consulting resour ces will be includ ed in CONb
Corporate Software and Consultant Acquisition Support
Purcha sing system s to suppor t
This group is respon sible for Inanaging and operat ing transaction- based
ss.
busine
the Software and Consu ltant Acquisition
19.4.5

Purchasing EDI Program Office

Manager: Eric Ericsson (VR06-2/M35, 273-5844, CPDW::ERICSSON)
to integra te Electronic Data InterThis function is Corpo rate Purcha sing's focus on Digital's efforts
ers and Purcha sing's applica tions.
suppli
l
externa
with
change into Purcha sing's busine ss transactions
and assure s integra tion with apThe function provid es planni ng and status for Purcha sing progra ms
propri ate market ing progra ms and other Digital EDI efforts.

19.5

ENGINEERING/NEW PRODUCTS PURCHASING (ENPP)

and serve the engine ering comENPP groups are active in each area of Digital produc t develo pment
munity with distinc t service as follows.
•

Tactical Suppo rt Purcha sing

•

Project Purchasing

•

Project Materials Manag ement

•

Software Purcha sing

•

Consu lting Acquisitions

tions, contrac t law, and interOften, comple x vendo r relatio nships require specia lized skills in negotia wide range of skills, group or
to a
nationa l coordi nation. For this reason , ENPP manag ers have access
with progra m manag ers, C001closely
work
also
They
xity.
comple
task
the
on
ing
depend
Corpo rate,
the law depart ment to relieve
as
such
ns
functio
ponen t engine ers, olanuf acturin g engine ers, and other
materials. This suppor t will
with
ted
associa
tasks
e
strativ
you from excessive involv ement with admini
give you more time for your technical tasks.
t, the new produc t purcha sing
To help engine ers save valuable project time and reduce time-to-marke , a willingness to work with
ortant)
group needs an engine ering parts list, docum entatio n (format unimp
riate tiole, an Engineering
approp
the
at
and,
,
system
(PCA)
ization
Author
e
Chang
the Purchasing
t Requirements and Format
Conten
Plans:
s
Busines
Business Plan. See DEC STD 130-0 Product/System
t.
produc
your
of
stage
tual
Guidelines. Contac t ENPP during the concep

PURCHASING

199

The Tactical Support Purchasing function, usually organized under ENPP management,· services· Engineering's everyday parts and equipment needs. These include inventory parts for breadboards and
prototypes, new items, and out-of-stock materials. They handle consultant, maintenance, and service
agreements. They can also assist you in locating sources for engineering support lnaterials. Finally,
the group can identify sources for components, equipment, and materials.
To assist you, the ENPP tactical support buyers servicing your area need specification details, part
'
nUlnbers, and catalog data if available. They also need quality standards if applicable.
An authorized Internal Purchase Requisition is also necessary for the groups to do business with you.
This authorizes the groups to commit to a purchase order with an outside vendor. It must be completed
by the requisitioner with all the necessary signatures. Without this information, order placement olay
be delayed. Call the individual designated for your area (see list that follows) whenever an engineering
stockroom cannot supply your needs. For COOlmon breadboard coolponents, it is possible that the
olaterial will be in stock.
Because it costs Digital approximately $85 to place an order, administer it, and generate a check to
pay the vendor, it makes sense to group your small items together whenever possible.
The Project Materials Management function exists to aid design engineers in obtaining, controlling, and
planning material for building prototypes. As a project-oriented group, they aid in documentation
control at the preliminary stage by using a Purchasing Change Authorization (PCA) system. The
group also structures and maintains, by way of the parts list, a product materials cost database.
Project materials professionals help you establish accurate materials estimates and forecasts early in
the project life cycle. This process helps engineers get an early and effective grasp of materials cost.
Today, this is especially important because the materials cost often exceeds 60 per cent of the transfer
cost.
Finally, the group drives processes for the timely resolution of materials issues between manufacturing,
engineering, Specification Control Systeols, and the manufacturing plants.
Project Purchasing associated with each ENPP group couples with Design Engineering to source all
new cOInponents, including fabricated plastic, metal items, and packaging. The Purchasing group
is generally organized by commodity specialty, handling active devices, handling passive devices,
fabrication, and plastics.
ENPP establishes cost-effective sources, evaluating parts availability, lead time, and the capacities
of outside sources appropriate for the development and production phases of the product. They
communicate sourcing risks to both Manufacturing and Engineering and recommend effective source
management. ENPP can also negotiate the most favorable preliminary standard cost, reflecting the
proper balance between quality, technical conforolance, and expected volumes. It can also provide a
"value analysis" using its internal resources.
Contact an ENPP group early in the concept stage of your project. Provide sketches or preliminary
line drawings with essential diInensions and specifications. The precise format of these requirements
is not important in the early phases of your project. For more specific information on the support
available frOIn ENPP and what is required of you, contact the person in your product-area or facility
from the following list.

•

Terminals and Printed Circuits
Ed Griffin (MLOl-5/T70, 223-8946)

•

Storage Systems
Erle Dail (MLOl-5/T33, 223-5703)

•

Distributed Systems
Terry Cormier (ML021-1/T70, 223-8270)

•

Process and Design Support (P&DS)
TOIll Cavanaugh (APO-lIC16, 289-1746)

•

CSM Support
Wilt Jones (WJOl-2/E3, 282-1557)

200

PURCHASING

•

Maynard Plant
Bill Keiran (ML05-2/P1, 223-1700)

•

Japan Engineering Support
Craig Auman (BP01, 235-3435)

•

Europe Engineering Support
Robbie Stewart (NR05/06, 234-5026)

If you are not sure whom to contact, call the senior purchasing manager within your facility.

19.6

ADVANCE PURCHASING

Manager: MurvinLackey (NR05/K4, 234-5205)
Advance Purchasing is a new component· of purchasing whose purpose and mission is to find new
ways of nleeting customer demands by working with both engineering and the external supplier base
in introducing new technologies. An extension of this effort will be to serve as a conduit between
Digital and its supplier base as it relates to the preproduct development activities and/or pre-phase 0
issues.

PURCHASING

201

CHAPTER 20
CORPORATE QUALITY GROUP
Manager: Frank McCabe, V.P. (MLOl-5/T55 223-4597)
The Corporate Quality Group provides leadership and strategic direction to Digital in its drive to
becOIne the sustained industry leader in customer satisfaction. Working with management, administration and business and operating groups across all geographies, Corporate Quality's role is to
help transition the company to greater standards of excellence in all dimensions and aspects of how
Digital's business is conducted with customers, with suppliers and with employees.
The Corporate Quality staff collaborates with engineering, manufacturing, the field, finance, marketing, personnel and purchasing to integrate and implement quality improvement processes and
practices into every conlpany function.
The quality improvement drive focuses specifically on the areas of predictability, problem-free installations, reliability, availability, ease of doing business and customer partnerships.
For each of these areas, major emphasis is placed on the following:
•

Prevention and continuous process improvement

•

Anticipating/meeting customer expectations

•

Reducing the cost of quality/non-conformance

•

Reducing internal cost structures in all functions

•

Cross-functional collaboration and team problenl-solving

•

Communicating Digital's quality strategy and progress in customer satisfaction

•

Providing education in quality tools and methodologies

The objective is to engage all members of Digital's employee community in the quality initiative with
the result that the quality improvement process will become a way-of-worklife at Digital.
Corporate Quality Contacts are as follows:

•

Quality Education Specialist
Winni Anketell (MLOl-5/T55 223-7134)
Quality/Customer Satisfaction Resource Guide
Quality/Customer Satisfaction Education Brochure
New Hire Quality Orientation information

•

Marketing Communications Manager
Cynthia Ellis (MLOl-5/T55, 223-9733)
Marketing communications support for progralns concerning quality improvement, customer
satisfaction, employee satisfaction
Media relations contact for Digital's Quality Initiative

CORPORATE QUALITY GROUP

203

Contact for corporate messages on Digital's Quality/Customer Satisfaction Program

•

Customer Satisfaction, Stage II Group Quality Manager, Manufacturing
Lou Difinizio (MLOl-5/T55, 223-7493)
Interface from Field to Stage II Manufacturing
Contact for Problem-Free Installation (PFI) and Installation Quality Process

•

Corporate Quality Finance Manager
Christine. Duvivier (MLOl-5/T55, 223- 2679)
Manages Cost of Quality reporting across the company
Leads process for incorporating Quality goals into business financial goals of each organization
Financial support for Corporate Quality

•

Quality Technical Support Specialist
Bob Ferrone (MLOl-5/T55 223-5146)
Technical consulting
Quality processes for internal support products (Manufacturing, Engineering, Field)

•

Planning and Standards Manager
Bob Kennedy (MLOl-5/T55 223-7196)
Inquiries regarding industry and customer quality standards
Digital Standards
Strategic planning for Quality/Customer Satisfaction function
Quality/Customer Satisfaction-internal functional audits

•

Administrative Assistant to Frank McCabe
Angela McCarron (MLOl-5/T55 223-4352)

•

Customer Satisfaction Manager for Manufacturing
Paul McGaunn (MLOl-5/T55 223-2260)
Corporate Quality interface for Manufacturing

•

Customer Satisfaction Manager for the Field
JiIn Pitts (MLOl-5/T55 223-5946)
Corporate Quality interface for the Field

•

Corporate Quality Education Manager
Rebecca Raibley (MLOl-5/T55 223-9731)
Education programs for quality/customer satisfaction
Personnel/organizational development interface

•

Group Quality Manager, Manufacturing
Joe Vernaza (MLOl-5/T55 223-7450)
Interface for Stage I Manufacturing
Process Control and Total Quality Process in Manufacturing

204

CORPORATE QUALITY GROUP

CHAPTER 21
SALES, SERVICES, INDUSTRY/CHANNELS
MARKETING, AND INTERNATIONAL
Manager: Jack Shields, Senior V.P. (OGOl-2/R12, 276-9890)
The Sales and Service Organization is comprised of key functions that are deployed in the U.S., Europe, and General International Area (GIA). These functions include Sales, Field Service, Software
Services, Educational Services, Conlputer Special SystelTIS (CSS), and Industry and Channels Marketing. These businesses are supported by Finance and Administration, and Personnel in meeting their
objectives.

21.1

U.S. SALES

The U.S. Sales Organization, under the direction of the senior vice president of Sales, Services, Industry/Channels Marketing, and International, is comprised of the U.S. Sales Manager, U.S. Sales Area
Manager, U.S. Sales Operations Manager, Corporate Accounts Manager, as well as the Headquarters
Staff and nine U.S. Area Managers.
The U.S. Sales Organization Headquarters Staff consists of:

•

U.S. Sales
Manager: Charles Shue, V.P. (MRO, 297-6067)

•

U. S. Sales Areas
Manager: Ray Wood, V.P. (MRO, 297-2789)

•

Corporate Accounts
Manager: William Lynch, V.P. (OGO, 276-8992)

•

Federal Accounts
Manager: Frank Posey (MEL, 429-9262)

•

U.S. Products Sales
Manager: (to be named)

•

U.S. Channels Sales
Manager: Jay Atlas (UPO, 296-4248)

•

U. S. Business Management
Robert Nealon (MRO, 297-7736)

•

Special Projects and Planning
Joseph Zercoe (OGO, 276-8276)

•

Sales and Marketing Programs
Joseph Ford (MKO, 264-3698)

•

Strategic Sales and Executive Partnership Program
Willianl McHale (OGO, 276-9679)

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

205

•

Sales Methods and Technology
Gale Morgan (550, [916] 361-6562)

•

Con troller
William Vanatten (MRO, 297-2155)

•

Personnel Programs
Claire Muhnl (OGO, 276-0671)

•

Sales Support
David Salmi (PKO, 223-2293)

•

Sales Training
Cecil Dye (OGO, 276-9911)

The mission of the U.S. Sales Organization is to:
•

Provide integrated computing solutions to meet customer needs.

•

Sell all of Digital's products and services.

•

Represent all of Digital's functional group by managing account relationships.

•

Implement approved strategies and sales channels.

The goals of the U.S. Sales Organization are to:
•

Establish Digital as the #1 Sales Organization by being better than the competition at:
Satisfying our customers
Returning the highest yields
Winning new business
Expanding the Installed Base

•

Establish Digital as the #1 Vendor of computer components, computer systems, network computer
products and services.
Our customers are selecting essentially two vendors - and Digital is the best alternative to the
competition. We can continue to maximize sales productivity by focusing on target business that
meets the objectives of nlarketing, sales, and service plans, and by achieving a high level of
customer satisfaction and preferred vendor sales.

•

Establish Digital as the #1 Investment
It is the collective corporate and functional strategies, and collective employee effort that has put
Digital's stock where it is today. We want to continue to improve margins, maximize return on
investment and be the #1 investnlent.

•

Establish Digital as the #1 Employer
We want to be the #1 Sales Organization and the best possible place to work. We believe the
product set, applications, sales programs, support resources, services, and outstanding caliber of
sales people, make Digital an unbeatable team, and the best place for the best sales people to
work.

206

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

21.2

SSMI - CORPORATE COMMUNICATIONS

Manager: Ed Kamins (OGOl-2/R12, 276-9666)
This group is responsible for coordinating advertising, sales communications, promotional literature,
direct marketing, public relations, and trade shows or other events for Industry Marketing, Channels
Marketing, and U.S. Geographic Sales and Service organizations. The following committees have a
major role in this group.

•

Communications Strategy Committee (CSC), subcommittee of MSSC, comprised of top marketing
and business unit managers. This committee reviews and approves major .corporate CSC prograIns.

•

C0111111unications Team - Senior Marketing Communications Managers for Corporate Operations,
Field Operations and Manufacturing/ Engineering/Marketing. This Team ensures the integration
of all of Digital's lllarketing communications into one corporate strategy.

Corporate

•

COlnnlunication~ is

organized in this manner:

Corporate Communications Manager
Ed Kalnins

•
•

Corporate Communications Secretary
Judy Wilcox

Finance
Maureen Tabor

•

Personnel

•

Advertising and Promotional Programs

•

Public Relatio11s

•
•
•
•
•

•
•
•

Dick Provencher
Henry Heisler
Janet Shipman

Sales C0111mW1ications
Kent St.Vrain

Group Com111lmications C11annels
Janet Shipman

Group Communicatio11s Services
Bob Roller

Group Commw1ications Industry
Doug Towle

Group Communications Field Services
Joe Allan

Group Communications Installed Base
Marilyn Rutland

Direct Marketing Center for Expertise
Marilyn Rutland

DECWORLD
(Open)

SALES, SERVICES, INDUSTRYICHANNELS MARKETING, AND INTERNATIONAL

207

21.3

PERIPHERALS AND SUPPLIES GROUP

Manager: John Alexanderson, V.P. (MKOl-2/G35, 264-51160)
The Peripherals and Supplies Group (PSG) markets Digital products to the existing installed base of
Digital customers. Its marketing and selling vehicles include the following:
•

Digital Sales Reps
Installed Base Reps
Account Managers
General Business Units
Volume Sales Reps

•

OEMs and Distributors

•

Direct Response
DECdirect Plus Catalog
Direct Mail
Technical Consulting
Installed Customer Data Base

A marketing organization, PSG focuses on the following product families, promoting expansion, networking, clustering, and migration of the system base to new technology. It strongly reinforces the
continued protection of the custOlller's investment in Digital.
•

Mass Storage

•

Networks

•

Clusters

•

CPU Upgrades

•

Terminals and Printers

•

Related Accessories and Supplies

•

System Growth Planning

In addition, it leverages the sale of application software, services, and systems.
PSG is aggressively involved in assisting the existing system customer transition to newer technology. This System Growth Planning is developed cross functionally within Digital, bringing together
software, hardware, and service. Included in this system growth planning strategy are performance
management, capacity planning, and customer business planning. The end result is that the sales
force and Digital become business planning partners with the customer.

208

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

21.4

GOVERNMENT SYSTEMS GROUP (GSG)-PRODUCT DEVELOPMENT

Manager: Suresh Masand (MK02-lIK06, 264-4701)
The Governnlent Systems Group performs its mission by providing the goals and executable strategies
for Digital's Government Business. GSG drives the Corporation so the necessary Government-focused
skills, resources, organization and implementation plans are in place.
Furthernlore, towards the execution of GSG's mission, we establish policies and enforcement procedures so that Digital is compliant and consistent in its business dealings with the Government. This
includes modifying commercial practice to meet Government procurement regulations. GSG also
modifies standard products and services to meet Government-unique requirements. Finally, as part
of its charter, GSG selects the appropriate channel to deliver cOlnpetitive proposals.
The Government Product Development Office services the needs of the U.S. and selected foreign
Governments directly and indirectly by providing specialized expertise, value-added products and
services.
Our Mission:
•

Be the leading supplier of secure platforms in the Government Marketplace.
TEMPEST
Software
Networking
Physical Security

•

Set and manage Digital worldwide TEMPEST Standards and Digital worldwide compliance.

21.4.1

Product Management

Manager: Doug MacLean (MK02-lIK06, 264-5204)
This group, working with marketing, sales, finance, services, and central engineering develops the
product strategies, establishes business plans, manages the phase review process, product life cycle,
and the product business analysis.
The product nlanagers and their responsibilities are:

•

Small Systems and Workstations
Dick Morency (MK02-1/K06, 264-4661)

•

MicroVAX 3000- Based Products
Louise Brandwein (MK02-1/K06, 264-4497)

•

Terminals, PCs, and Printers
Don Barnabe (MK02-11K06, 264-4554)

•

Large Systems and Mass Storage
Tom Beaudet (MK02-1/K06, 264-4047)

•

Advanced Networking
Dennis Cardon (MK02-lIK06, 264-0759)

•

Nehvorks and Communications
Frank Novak (MK02-1/K06, 264-4643)

•

Secure Software Products
(Open)

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21.4.2

TEMPEST Product Development

Manager: Dave Anderson (MK02-1/K06, 264-4757)
This group provides the product development and design engineering, sustaining engineering, design
services, lnanufacturing and field support for TEMPEST products.
21.4.2.1

Engineering Support Services

Manager: Bob Roney (MK02-1/K06, 264-4762)
This group provides ongoing sustaining engineering support for released GSG TEMPEST products, as
well as engineering design service (MECAD, VALID) and quality engineering service support for GSG
engineering. Product manufacturing support, ECO activity, product producibility and cost review, and
product quality engineering are focused through this group.
21.4.2.2

Interconnect Product Development Group

Manager: Dan Eisele (MK02-1/K06, 264-4659)
This group develops networking and interconnect products necessary to meet the security requirements of the government marketplace. Of primary focus are TEMPEST networking and interconnect
products. The group interacts with product management and with NAC to assure best implementation
of networking products meeting GSG customer requirements in accordance with corporate strategy.
21.4.2.3

TEMPEST Product Design Group

Manager: Paul Tallo (MK02-lIK06, 264-4760)
This group develops both low and high end TEMPEST products and system components required
for the government marketplace. Heavy emphasis is placed upon mechanical design packaging and
shielding. The group is active in corporate committees to promote improved and more cost effective
EMI design, lnaterials, and finishes; and to promote corporate product designs more readily meeting
the requirements of the governnlent marketplace.
21.4.2.4

Electrical Design Technology Group

Manager: John McCoy (MK02-lIK06, 264-4758)
This group is responsible for development of highly user approachable and cost sensitive products
(such as terminals, monitors, and keyboards) best suited by an EM! suppression approach for TEMPEST products in the government marketplace. The group also focuses upon new product conceptual
approaches, consults in EMI design, and promotes corporate product designs more readily meeting
the requirements of the government marketplace.
21.4.3

TEMPEST/EMI/Encryption Technology Center· Advanced Development

Manager:

~hil

Becker (MK02-lIK06, 264-3408)

This group provides the TEMPEST consulting and CATA (Company Appointed TEMPEST Authority)
interface to the Government. All TEMPEST Product Certification and Testing, Certified Laboratory
Management, TEMPEST Certified Engineers, and Advanced Development are present in this group.
The group is also responsible for working with the central engineering groups to design products
which meet a level of TEMPEST performance with minimum modifications.
This group includes:
•

TEMPEST Test Lab and EMC Domain Member

Bruce Archalnbeault (MK02-1/K06, 264-4759)

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•

TEMPEST Compliance Manager & Company-Appointed TEMPEST Authority
Robert Bowlnan (MK02-1/K6, 264-3418)

21.4.4

System Integration Engineering

Manager: John Gleeson (MK02-1/K06, 264-4559)
This group provides the resources and the project management for engineering activities required by
the approved/won Government Programs. This group also provides technical support for third-party
products which are required by the won programs.
This group includes:

•

TEMPEST Product Development & Thermal Engineering Support
Susan Barnunl (MK02-lIK06, 264-4755)

•

Product Safety Engineering
Bill Bausha (MK02-lIK06, 264-4558)

•

Program Engineering
Paul Fleisner (MK02-1/K06, 264-4791)

•

TEMPEST Product Deoelopmel1t
Al Ralnirez (MK02-lIK06, 264-3410)

21.4.5

Secure Software Development

Manager: Suresh Masand (acting) (MK02-1/K06, 264-4701)
This group is responsible for influencing, modifying, supporting, evaluating, and certifying the Digital
software with the Government required security features. This group works very closely with Bill
Strecker's Secure Systems Engineering group.
21.4.6

Operations

Manager: Carolyn Doherty (MK02-lIK06, 264-4499)
This group provides the administrative support, material procurement and control, discrete project
spending control, and the cross cost center coordination.

21.5

INDUSTRY MARKETING SERVICES

Group Manager: Bob Hughes, V.P. (MK02-2/A14, 264-7355)
Industry Marketing provides marketing in the United States for specific industries. The following is
the current focus within the Service Industry group:
•

Telecommunications and Utilities Industries

•

Media Industries

•

Financial Services Industries

•

General Services Industries

The group is responsible for the following activities.
•

Detennine what the industry needs are now and what they will be in the future, and consider
both the requirelnents of the industry and the capabilities of our competition. Through fornlal and
informal means, product oriented requirements are passed on to Engineering for consideration
as products, or features on existing products.

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

211

•

Determine the kinds of solutions (applications) that are required by industry. Propose an applications acquisition strategy to Product Marketing to ensure that the appropriate applications are
available to allow Digital to win in the marketplace.

•

Gain and leverage successes in leading edge companies and propagate that success through
other companies in the same industry. This responsibility usually results in activities such as the
creation of Application Profile brochures, limited numbers of sales calls, and the development of
highly-focused education for the sales force.

The five-year vision for Industry Marketing is to be so expert in a particular industry's business operation that:
•

Digital is perceived by industry leaders as the vendor of choice.

•

Industry Marketing influences Digital product and organization strategy.

•

Industry Marketing has a definite positive effect on profitability within Digital.

If you would like more information about Industry Marketing, or any of the focused groups within

Service Industry, the following key individuals can help you establish the most appropriate contact.

•

Service Industry Marketing
Bob Hughes, V.P. (264-7355)

•

Telecommunications/Utilities
Dan Latham (274-6758)

•

Media Industries
Bob Farquhar, Director (264-0549)

•

Financial Services
Sandy Thomas, Director (274-6887)

•

General Services
Peter Robohm, Director (264-3713)

21.5.1

Consultant and Information Systems Marketing (CISM)

Manager: Rose Ann Giordano, V.P. (MR02-2/C2, 297-4049)
The Consultant and Information Systems Marketing (CISM) Group is responsible for marketing Digital,
it's vision, strategy and architecture to key industry influencers, Chief Infonnation Officers (CIOs),
and provide a corporate focus for IBM competitive sales.
CISM goals are to profitably increase market share in enterprise-wide computing, be the recognized
leader in integrated infonnation systems, and be the alternative to IBM.
CISM consists of the following groups.
21.5.1.1

Consultant and Industry Marketing Group

Manager: James Higgins (MR02-2/C2, 297-5385)
The Consultant and Industry Marketing Group (CIMG) is responsible for marketing the Digital advantage to the Inajor industry influencers.
The group's goals are listed below:
•

Gain nlarket share by leveraging the influence of key industry consultants and analysts.

•

Provide consistent Digital relationships with key industry consultants and analysts.

•

Align key consulting firms with Digital's strategic targets.

•

Provide guidelines when dealing with industry consultants and analysts.

212

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

•

Co-ordinate international efforts focused on key industry consultants and analysts.

21.5.1.2

Executive and Information Systems Marketing Group

Manager: Pat Mullen (MR02-2/C2, 297-6866)
The Infornlation Systems Marketing group is responsible for marketing Digital, it's vision, strategy
and architecture to Chief Infonnation Officers (CIO's), and key executive decision nlakers.
The group's goals are to establish Digital as the recognized leader in integrated information systems
and to be the alternative to IBM, and to gain mind-share of Chief Information Officers and other key
executive decision makers.
21.5.1.3

U.S. IBM Competitive Sales

Manager: Neal Houtz (MK02-2/A16, 264-3998)
The U.S. IBM Competetive Sales Group is responsible for increasing the Digital share of business
frOin the Digital Nalned Accounts (DNA).
The group's goals are to assist the U.S. Information Systems Selling Teams (ISSTs) penetrate the Information SystenlS department in DNAs, along with formulating and inlplementing U.S. sales strategies,
to compete effectively against IBM for the DNAs.

21.6

BASIC INDUSTRIES MARKETING GROUP

Manager: Jerry Witmore, V.P. (OGOl-2/M02, 276-9777)
21.6.1

Education, State and Local Government

Manager: Bob Trocchi (MR03-2/E7, 297-4351)
The prinlary focus for the Educational Market is universities, two and four year colleges and school
districts.
•

UNIVERSITIES

There are 170 universities in the United States, most with graduate/professional schools that offer
doctoral degrees in various disciplines.
Leading universities emphasize research and are considered innovators in education. Much of
this research is focused on the computer sciences, primarily in the area of networking to allow
researchers to communicate across nationaland international boundaries.
The office environment at universities is highly integrated, consisting of multi-vendor products
and applications. Virtually all applications can be found in this environment, including UNIX.
•

TWO AND FOUR YEAR COLLEGES

There are 3200 colleges in the United States with an enrollment exceeding nine million students
and continuing to grow. Digital's penetration in this market is very high.
Colleges tend to follow the trends set by the larger universities. This trend indicates that Digital
must continue efforts to penetrate the university market if it wants to succeed at the college level.
•

SCHOOL DISTRICTS

School districts in the.U.S. serve a total population of four to five Inillion students.
School districts are increasingly combining their purchasing efforts through statewide contracts
in order to reduce costs. Digital's sales focus is on districts with enrollments exceeding 7000
students.

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

213

The primary applications in this market are administrative.
21.6.1.1

State and Local Government Marketing

Manager: Dale Darnell (MR03-2/E7, 297-6201)
The State and Local Government Market consists of all non-federal government departments and
agencies including special districts, authorities, and commissions.
The State and Local Government Market consists of two markets:

•

State Government Marketing
Manager: Dale Darnell

•

Local Government Marketing
Manager: Dave Knapp

The distinction is made for several reasons: different contractual requirements; different information
technology needs; the related influencing associations are different; and perhaps, most importantly,
each lllarket perceives themselves to be different. For these reasons, we focus our marketing efforts
accordingly.
The following key segments are common to both markets:

•

Legislative/Executive Administrative Segment
Manager: Marilyn Ashley-Sack
All legislative bodies and executive offices.

•

Judicial/Public Safety Segment
Manager: Andy Masland
Police, fire, legal council and prosecution, correction and courts.

•

General Government Segment
Manager: Kevin Mooney
Monetary-related agencies (taxation, budgetary) and internal service (personnel, purchasing, and
other internal administrative services).

•

Human Semices Segment
Manager: Barbara Adams
Public assistance and social programs, welfare, unemployment, insurance, etc.

•

Economic Programs Segment
Manager: (Open)
Economic development, transportation, highways, motor vehicle, utility regulation, and administration and commercial sector regulation.

•

Environmental/Housing Segment
Manager: .(Open)
Natural resources, toxic waste lllanagement, housing adlninistration, and urban planning and
developlllent.

•

Libraries Segment
Manager: Joan Blair, EDU Marketing
Public infonnation centers.

214

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

21.6.2

Discrete Industry Marketing

Manager: Jerry Paxton, V.P. (OG01-lIM02, 276-8991)
21.6.2.1

Aerospace Marketing

Manager: Jeff Sands (OG01-lIR06, 276-8268)
The highly concentrated aerospace market is one of the fastest growing and is critical to the computer
industry. Almost all of the target accounts in this lllarket are corporate in nature, characterized by
revenue generated and high computer equipment consulnption.
The aerospace market is venturing into such leading-edge technology as Computer Inegrated Manufacturing and Artificial Intelligence. The following are the primary applications in this market.
•

Mechanical Computer-Aided Design (CAD)

•

Electrical CAD

•

COlllputer Aided Software Engineering

•

Manufacturing

•

Real time analysis

21.6.2.2

Automotive Marketing

Manager: Al Fink (OG01-lIR06, 276-8985)
The automotive industry is dominated by the large U.S. manufacturers. The industry has been the
leader in manufacturing automation for years and continues to pioneer the way in this field and in the
areas of networking techniques and quality control programs. The primary applications in this Inarket
are Computer Integrated Manufacturing, Engineering CAD, and Office equipment.
The first level of suppliers to the automotive industry represents another significant market for Digital. The applications in this lllarket are shnilar to those listed above, with an additional need for
Distribution Control.
21.6.2.3

Electronics Marketing

Manager (Acting): Jerry Paxton (OG01-lIM02, 276-8990)
All of the major corporations in this market have been strong Digital customers for many years.
The electronics industry is comprised of the following segments.
•

Semiconductor

•

Electronics

•

Electrical equipment

•

Computer and business equipment

•

Scientific and test equipment

The primary marketing focus is electronics, particularly the military segment, communications, components, and conSUlner electronics.
The scientific and test market is dominated by resellers; the marketing implementation here will be
through the Channels Marketing group.
Market trends in this area are automation for manufacturing processes, the prediction of production
problems, and return of manufacturing in the U.S. instead of abroad.

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL 215

21.6.3

Process Industry Marketing

Manager: Robert Horne (OG01-1/M02, 276-8501)
21.6.3.1

Chemical Industry Marketing

Manager: Doug Slnith (OG01-1/S06, 276-8971)
The chemical industry represents approximately 5 per cent of the gross National Product in the U.S.
with over $20 billion of capital expenditures in 1986. The EDP market is sized at $2.0 billion for FY88.
Historically, Digital has competed very successfully in this market providing the nlost complete set of
products to meet industry demands.
Currently Digital has a strong presence in the manufacturing, engineering, and R & '0 applications
with rapidly increasing penetration into office, sales and marketing and distribution applications.
The major opportunity for Digital as a supplier is to be the first to successfully integrate process plant
management with corporate administrative functions. The goals of this integration are to improve
quality and scheduling, reduce costs, and to capture processing knowledge using expert systems.
21.6.3.2

Oil and Gas Industry Marketing

Manager: Joe Lombardo (OG01-lIS06, 276-9418)
The U.S. Oil and Gas Industry was a $570 billion business in 1985 and the Industry spent over $1.5
billion for computer products and service during the same period.
The recent drop in the price of crude oil has caused major cutbacks in spending, the imposition
of tighter controls, and reductions in mangement and the workforce, primarily in the area of oil
exploration.
The emphasis now is toward higher profitability, particularly in the refining, marketing, and distribution of product processes.
Digital is in an excellent position to gain significant market share in these areas based on the following.
•

An outstanding reputation in the area of oil explorations.

•

Networking capabilities to handle distribution applications.

•

Strong position in process control (for refining applications).

•

Good relationship with engineering/scientific community.

21.6.3.3

Food and Beverage Industry Marketing

Manager: Larry Greene (OG01-lIS06, 276-8563)
, The Food and Beverage Process Industry is the largest manufacturing industry in the U.S. It is concentrated into 155 firms, each with revenues over $400 million, that control 73% of the industry. In
these firms, our target accounts, external computer expenditures are rapidly increasing, from $2.06
billion in FY87 to an estimated $4.27 billion in FY92. This is a growth rate of 15.7% annually (versus
the process industry average of 9-10%).
The leaders in this industry are using information technology as a competitive weapon. Accurate and
thnely analysis of the rapidly changing consumer lnarketplace for marketing and sales, autOlnated
nlanufacturing, and optimized logistics are emerging as significant areas for the exploitation of information technology. There are important linkages between R&D and manufacturing (quality control
lab), and marketing (new products). Industry executives are beginning to understand the value of this
type of integrated information and are looking to vendors to supply solutions.

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SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

IBM has been the dominant supplier for decades and holds an estimated 700/0 market share. However,
food and beverage companies are actively seeking a second preferred supplier of computer solutions.
This industry is moving away from internal development of computer applications. They expect their
vendors to provide total solutions and support with proven technologies that deliver business results.
Digital is well positioned to be a significant player in the food and beverage industry. We have strong
product offerings in CIM, Engineering, Laboratory and Office Automation. Digital is the leader in
networks and integration technology which are necessary to address the emerging areas of marketing
and logistics applications. Additionally, we are starting to see positive results in the food and beverage
DNA accounts.
In short, trends in this industry match Digital strengths:
•

A growing understanding the information and its management is a competitive weapon; and
application of that understanding in non-traditional computing departments such and marketing
and logistics.

•

A trend toward decentralization of computing out of central MIS areas in to local area centers
and eventually to individual local plants or sales offices. Consequently there is a need to link
together existing and future computing centers.

•

A trend toward integrating "islands of computing. "

•

A move in the industry to 2-3 preferred vendors.

21.6.3.4

Health Care Industry Marketing

Manager: Dick Corley (MR03-2H/07, 297-2310)
The Health Care Industry generates over $525 billion in annual revenue representing approximately
11 per cent of the U.S. GNP.
New reimbursement regulations, advances in technology, and social demands have created a dynamic
restructuring of today's Health Care Industry.
The rapid pace of consolidation of both· suppliers and vendors continues as the industry responds
favorably to the challenge of cost containment with new methods of health care delivery and financing, the developlllent of competitive marketing programs, and an affirmation towards health care
informations systems as a prime objective of efficient business management.
The health care industry can be characterized in the five following segments.
•

Hospitals

•

Health maintenance organizations

•

Outpatient care facilities

•

Medical services provided to health care delivery

•

Long term care

The application solutions demanded by the Industry include:
•

Interdepartmental and generic applications

•

Enterprise wide integration (networking and services)

•

Financial!Administrative

•

Patient Care/Clinical systems

The primary application in the Hospitals and HMO market is automation, specifically in regards to
the following.
•

Adlllinistration
SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

217

•

Patient care

•

Research

•

Diagnostic and monitoring

21.6.3.5

Pharmaceutical Marketing

Manager: Fred Wilhehn (MR03-2/H7, 297-6733)
This market includes the following segments.
•

Biological products

•

Medicinal chemicals

•

Medical chemicals

•

Botanical products

•

Pharmaceutical preparations

•

Medical supplies

The primary marketing focus is on the drug and biological segments as they have the highest concentration and greatest potential for revenue and growth.
The pharmaceutical industry's needs include the following.
•

Automation of manufacturing for cost benefits and quality control

•

Faster new drug applications processes

•

Ability to tie into the FDA computers

•

Streanllining of marketing functions (call reporting, post marketing drug interaction surveillance,
collection of claim information)

Digital's market position in the pharmaceutical industry is extremely strong, due to our research and
developnlent efforts and our excellent reputation and experience in the process control industries.

21.7

CHANNELS MARKETING GROUP (CMG)

Manager: Jack MacKeen, V.P. (UP02-4, 296-4500)
CMG's Mission is to lead Digital in the Development of Worldwide Channel Relationships, while
enhancing end user customer satisfaction and contributing to corporate profitability and Inarket share
goals.
Specific Channels Marketing Group Responsibilities are:
•

Develop Worldwide All Channels Strategy for Digital

•

Develop, Drive and Gain Support from all functions within Digital for an All Channels Strategy
(Direct and Indirect) for Digital, including the respective strategic policies, Ts + Cs, practices, support including recruiting and account development, and training to implement the All Channels
Strategy in the Field.

•

Support integrated All Channels Industry Marketing Plans by managing Digital's Marketing efforts
necessary to sell WITH, TO and THRU CSOs. A CSO is a Third Party Complementary Solutions
Organization that provides an application, hardware or software, when used with or sold with
Digital's products provides a complete solution to meet market requirements. Today's CSOs
include Original Equipnlent Manufacturers (OEMs), Authorized Distributors (ADs), Cooperative
Marketing Program Participants (CMPs & SCMPs), Distributor Affliated OEMs (DAOs), and Digital
Distributed Software Vendors (DDS).

218

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

•

Develop and execute an aggressive and comprehensive Strategy for White Space Markets. The
White Space represents indirect end user accounts. Today, these establishments are primarily
served by Digital's OEMs and Authorized Distributors.

•

Increase Customer Satisfaction Regardless of the Channel which delivered the solution or service.

CMG is structured as follows to support CMG objectives:

•

Direct Channels Group (DCG)
Manager: Eli Lipcon, V.P. (UP02-4, 296-4557)
DCG supports Digital's Direct Sales Force through programs concentrating on the Green Space
End User markets. Green Space is Digital-Managed Markets, whose prinlary Sales Channels to
end users is Digital's Direct Sales Forces, and System Cooperative Marketing Program Participants
(SCMPs) and Cooperative Marketing Program Participants (CMPs) selling total product solutions
with Digital.

•

Indirect Channels Group (lCG)
Manager: John O'Keefe (UP02-4, 296-4480)
ICG is responsible for developing and executing a comprehensive strategy and marketing support
programs for CSOs in Non-Digital Managed Accounts in the White Space End User Markets. The
White Space Strategy also includes developnlent of an integrated Plan with Other Digital Functions
(e.g. Field Service, Software Services, PSG, Sales) to nlaximize the revenue potential for these
accounts and CSO recruihnent.

•

Market Development Group (MDG)
Manager: Dick Heaton (UP02-4, 296-4443)
MDG links CMG with Digital's Industry and Application Marketing Groups by aggressively supporting integrated planning teams and recruiting identified targeted CSOs. It also includes the
Complenlentary Equiplnent Manufacturer Group (CEMs). Complement the Product Marketing
Group Plans and Supports sales of Digital products, thru development and implementation of a
CEM plan. CEMs sell bundled, turnkey solutions consisting of application software and industry
related equipment. Digital computers, typically elllbedded in the CEM's product, are dedicated
to the support of the complementary product.

•

Area Marketing Group (AMG)
Acting Manager: John O'Keefe (UP02-4, 296-4480)
AMG is the CMG focal point for integrating and communicating CMG Strategies and programs to
the Volulne Areas. Responsible for developing Area Specific Marketing Plans and area training.

•

Systems Marketing Group (SMG)
Manager: Dan Riordan (MKOl-2/D12, 264-8097)
SMG provides the CSO to Digital product interface, encourages Digital to plan develop products
to meet the needs of CSOs. Also provides training and technical support.

•

Marketing Service Group (MSG)
Manager: Joe Arayas (UP02-4, 296-4265)
MSG promotes the All Channels Strategy through CMG Strategic Planning, Competitive Strategy,
Policy Development, Decision Support and Marketing Comnlunications functions.

•

Finance and Administration (F&A)
Manager: Bob Cohen (UP02-4, 296-4411)

•

Human Resources Manager (HR)
Manager: Steve Wentzell (UP02-4, 296-4387)

•

Key Linkages To CMG:
U.S. Volume Sales
Jay Atlas (UPOl-5, 296-4248)
SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

219

U.S. Volume Sales Operations
Ray Wilkes (MR03-3/U13, 297-7905)
European Channels
Toni Steiner (GEC 107H, 822-2353)
\-1.

GIA Channels
Gunter Lenhoff (AKOl-lIBll, 244-7540)
Law Department
Dan Bernstein (MR02-1/D7, 297-6604)

21.8

SOFTWARE SERVICES/EDUCATIONAL SERVICES/CSS

Manager: Don Busiek, V.P. (OGOl-2/X08, 276-9470)
21.8.1

Software Services

Manager: Don Busiek, V.P. (OGOl-2/X08, 276-9470)
Software Selvices (SWS), Digital's worldwide field organization, focuses on the implementation of
complete solutions for customer business needs. SWS provides customers with a wide range of
software and services. These services include applications and custOlnizing services and resources
that SWS has developed and continually refines with the benefit of direct customer interaction in the
field.
SWS complements Digital's customer satisfaction goals, marketing, and selling strategies by accomplishing the following.
•

Applying SWS products and services in combination with Digital's standard computing products
to deliver the complete solution a customer needs for their situation.

•

Providing key competitive differentiation from Digital's rivals through high quality, and widelyavailable products and services.

•

Delivering business performance consistent with Digital's financial goals.

SWS's worldwide delivery structure encompasses the following.
•

Field offices throughout the U.S., Europe, and GIA

•

Computer Services Centers

•

Application Centers for Technology (ACTs)

•

Appropriate central support resources

SWS's major services and products include the following.

•

Advisory Seroices offers pre-sales technical support to the sales force. Advisory consulting services,
like network services and other management advisory service packages, are included.

•

Professional Software Services offers consulting services delivered through local offices and Field
Application Centers, including software consulting (short-term or resident), and application
projects/project managelllent.

•

Software Products Group (SPG) encompasses: Application products, developed by Digital, as well as
from third parties via the DCS and DDS programs; "H-Kits" (software media and documentation);
Add-on software; and Add-on documentation.

•

Computer Services provides time-sharing, with associated services, for local sales support and
customer use. These services are particularly effective for pre-delivery conversion services.

220

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

•

Software Product and System Services offers software support encompassing software updates, telephone support, and cOlnputer-aided services. These services are delivered by Field Services so
that customers have one post-sale contact for remedial services.

•

Software Services Software Engineering develops application products for Digital, Engineering application tools, productivity aides and business tools for the Professional Services business of
Software Services. In addition, the group is responsible for the transfer of new technologies and
advanced development opportunities into the organization. The group is also responsible for the
interface to Central Engineering and to Software Manufacturing.

21.8.2

Educational Services

Manager: Pat Cataldo V.P. (BUO/E17, 249.,.4200)
Educational Services provides one of the most extensive and varied educational programs of any
computer manufacturer in the industry. As an organization we offer a worldwide network of training,
publishing, documentation, information management and communication services.
Through lTIore than 120 training locations throughout the United States, Europe and G.I.A., we teach
both Digital custOlners and elTIployees how to use the software and hardware Digital sells. We use
a variety of training formats including lecture/lab, senlinars, self-paced instruction, conlputer-based
interactive video and private satellite COlTIlnUnication.
We work with engineering, product business units, marketing, and field organizations on the content
that goes into our course materials and documentation.
In addition to training our customers and employees, Educational Services also provides a full trange
of communications services from writing and illustrating hardware and software documentation to
producing videotapes of successful customer installations for the sales force. We can support the
developnlent of communications messages in every media from compact disk and microfiche to our
four-color brochure, videotex, and computer-generated image. We can also provide this support at
any, or every, stage of the developlnent of a conununications product.
We also produce technical books and publish under the name of DIGITAL PRESS.
EDUCATIONAL SERVICES-WHO'S WHO

•

Manager
Pat Cataldo V.P. (249-4200, @BUO)

•

Customer Training
Tinl Walsh (249-1847, @BUO)

•

U.S. Area Training
Joe Fabrizio (249-4213, @BUO)

•

Customer Support Programs/Quality Assurance
Jim Malanson (249-1455, @BUO)

•

European Area Training
Hernlann Binder (893-3434, @OUO)

•

GIA Area Training
Roger Blomgren (244-6780, @AKO)

•

Digital Press
John Osborn (249-4435, @BUO)

•

CSO Sales Training
Karl Soderquist (264-7513, @MKO)

•

Business FellO'loship
Chet Bowles (291-8316, @DLB)

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTEF!NATIONAL

221

•

Field Sel1Jice Training
Charles Tharp (283-7600, @FPO)

•

Office Applications Training
Sus'!n George (223-2746, @PKO)

•

Sales and Software Services Training
Cecil Dye (276-9911, @OGO)

•

Management Training
Roy Steele (249-4716, @BUO)

•

Digital Information Services Training
Drew Boyd (283-6210, @BUO)

•

Course Det 1elopment Documentation and Production
Joluut Vanderhooft (249-1411, @BUO)

•

Media Communications Group
Don Elias (249-1593, @BUO)

•

Quality Assurance/Survey Group
Jim Malanson (249-1455, @BUO)

21.8.2.1

Corporate Marketing

Manager: Tim Walsh (BUO/E09, 249-1847)
To ensure customers achieve optimum productivity from Digital's systems and solutions, Educational
Services' Corporate Marketing Group works closely with Engineering, Product ApplicationlIndustry
Marketing and customers to design and market innovative training programs.
Educational Services currently offers more than 600 courses in a variety of delivery formats such as
lecturellab, self-paced instruction, computer-based interactive video and seminars, and via our private
satellite cOlnmunication, the Digital Video Network (DVN).
Course topics range from the basics of computing, VMS, ULTRIX, data management, networking, and
maintenance training to MIS management and artificial intelligence training. Our COlnplementary
Solutions Organizations (CSO) Sales Training organization provides product, marketing, and sales
skills courses to Digital's distributors (Le., OEMs, CMPs, and Independent Software Vendors (ISVs».
If you are in the design stages of a new product and/or are acquiring a new product from a third
party vendor to be sold to customers, you should contact the following Educational Services' Product
Marketing Managers to help you determine the appropriate customer training solutions.
SERVICE

CONTACTS

MAILSTOP

DTN

NET

Digital Software Products
(VMS, ULTRIX, DECNET,
DECwindows, MIS, etc.)

Jim Stewart

BUO/E10

249-4301

@BUO

3rd Party Software
and Applications

Bob Mjos

BUO/E10

249-4205

@BUO

Hardware Maintenance
Training

Brian O'Hern

BUO/E10

249-4724

@BUO

Educational Services
Customer Visits

Peg O'Brien

BUO/E65

249-4501

@BUO

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SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

21.8.2.2

Digital Press

Manager: John Osborn (BUO/E94, 249-4435)
Digital Press, Digital's international computer book publisher, which produces and tnarkets books
designed to tneet the needs of professionals in business, government and education. Digital Press
titles are authored by experts frool industry and acadetnia as well as COlnpany consultants and engineers. Subject matter ranges from new technologies to strategic products of particular interest to
etnployees and custOlners. Digital Press authors receive royalties under an industry standard publishing agreement. Recent best-selling titles include "KERMIT" by Frank daCruz of Columbia University,
"COMMON LISP" by Guy Steele of Thinking Machines, and "VAX/VMS Internals and Data Structures: Version 4" by Ruth Goldenberg of Digital.
The Press also collaborates with organizations inside Digital to package Corporate publications for
distribution to acadeolic and other professional audiences. Recent examples include the "Digital
Technical Journal", technical handbooks, the "Digital Dictionary" and the "VAX Architecture Reference Manual".
Digital Press sells its products directly to technical and college bookstores, libraries and book clubs,
as well as to Digital customers through normal Company channels. Digital Press titles are distributed
in Europe, Africa, and the Middle East by John Wiley and Sons, Ltd.
SERVICE

CONTACTS

MAILSTOP

DTN

NET

Digital Press
Publications

John Osborn

BUO/E94

249-4435

@BUO

Senior Editor

George Horesta

BUO/E94

249-4227

@BUO

Executive Editor

Mike Meehan

BUO/E94

249-4809

@BUO

Sales & Marketing
Manager

Will Buddenhagen

BUO/E94

249-1498

@BUO

Production Manager

Chase Duffy

BUO/E94

249-1427

@BUO

21.8.2.3

Corporate Marketing-CSO Training

Manager: Karl Soderquist (MK01-lIJ14, 264-7513, @MKO)
Coolplementary Solutions Organization (CSO) training, provides a comprehensive curriculum of training to third party coo1panies on a worldwide basis. The primary role of the CSO training organization
is to support Product Marketing, Industry and Channels Marketing organizations with training programs that increase Digital product knowledge to those organizations that:
•

Re-sell our products

•

Develop appplications for general sale on Digital's platform

•

Work in partnership relationship in providing total solutions

•

Distribute Digital products through resellers

The courses offered by and through this organization include:
•

The SaIne selling skill courses offered to Digital sales

•

Custom product sales training

•

Custom support training on Digital products and services

These courses are available through a variety of delivery formats such as self-paced instruction in
multiple media, seolinars, and on-sites.

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

223

A catalog is published twice a year describing course schedules, locations, course descriptions, price,
ordering procedures and registration.
Further information may be obtained by contacting;
SERVICE

CONTACTS

MAlLSTOP

DTN

NET

Curriculum

Karl Soderquist

MK01-1/J14

264-7513

@MKO

Development

Pam Turner

MK01-1/J14

264-1875

@MKO

Registration

Irene Chevalier

BUO/E58

249-4072

@BUO

21.8.2.4

The Digital Business Fellowship Program

Manager: Chet Bowles (DLB5-1/E5, 291-8316)
Digital Equipment Corporation's Business Fellowship Program is a highly innovative and challenging
educational program unmatched in the industry to date. Organized around three programs, the prograIn provides critical, strategic information in an intense, multi-media learning environment. The
goal of the program is to make the participants aware about issues, realities and potential infoouation technology so they can make more informed decisions on the issues that affect their business:
Competitiveness, Benefits/Costs, Productivity and Technology Trends.
The Digital Business Fellowship Program consists of three programs: The Executive Program, the
Artificial Intelligence Program and the Networking Program.

The Executive Program is designed for CEO's, Presidents, CIO's and Executive Vice Presidents who are
directly responsible for making strategic and tactical decisions within their division of responsibility.
Designed to last two and one-half days, this Program provides participants with an overview of these
advanced technologies, specifically Artificial Intelligence and Networking, and effective strategies to
use those technologies in the pursuit of their corporate business goals.
The Artificial Intelligence Program is geared toward applying this technology to solving main-stream
business problems. The program consists of nine weeks of formal classroom and lab followed by a
four-month apprenticeship. The goal of this program is to enable customers to share Digital's unique
Artificial Intelligence (AI) experience and start them off to becoming self-sufficient in AI. This will
be accomplished in part by focusing attention on primary business tasks to find practical ways to
build working prototypes. This program is intended for selected individuals who are viewed by their
company as providing technical leadership in applying the AI technology to nleet business goals.
The Networking Program focuses on the business aspects of networking and the strategic advantages of
information technology. This is a five-day Program presenting an objective view of networking using
a wide variety of approaches including classroom lectures, numerous guest speakers and recognized
industry consultants, case studies and demonstrations of networking applications, comolunication
technology, products and services. The goal of the program is to provide participants with the knowledge and skills to make informed, strategic business decision for their organization. Additionally,
the Networking Program will assist the participants in developingcorpoate networking strategies and
eInploy current and emerging communication technologies and trends. This Program is intended for
those managers responsible for making or influencing decisions for their company with regards to
information technology.
Program participation is highly selective. A controlled evaluation process is in place to ensure that
appropriate and qualified corporations and candidates are selected. The Program is conducted in the
highest professional Olanner, in a quality setting, with the best instructors and speakers available with
the latest tools and technologies. The entire Program is designed to provide an unmatched, invaluable
practical exerience for all participants assisting them in solving their business problems by the use of
the latest technology.

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SALES, SERVICES, INDUSTRYICHANNELS MARKETING, AND INTERNATIONAL

SERVICE

CONTACTS

MAILSTOP

DTN

NET

Executive Program

Ellen 0' Brien

DLB5-1/E5

291-8320

@DLB

Artificial Intelligence

Ajay Berman

DLB5-1/E5

291-8319

@DLB

Networking Program

Ellen 0' Brien

DLB5-1/E5

291-8320

@DLB

21.8.2.5

U.S. Area Customer Training

Manager: Joe Fabrizio (BUD/EIS, 249-4213)
CustOlner Training is a support service designed to help leverage the sale of Digital products. These
services include lecture/lab training, seminars, on-sites, self-paced training products, sales support and
training consultant services. We provide a comprehensive range of courses and training products. Our
courses and products are all designed to help the user work more efficiently and apply Digital systems
in new and more productive ways.
For more information contact your local training center or call Customer Support at DTN: 249-4373
21.8.2.6

GIA Educational Services

Manager: Roger Blomgren (AKOI-2/MS, 244-6779, @AKO)
This group, headquartered in Acton, supports the full range of training activity throughout the five
GIA Regions: Canada, Far East Region, Japan, Latin America/Carribean Region and the South Pacific
Region. Area responsibilities include Customer Training, Sales Training, Internal Training, Operations, Sales Programs and Marketing. Area goals are to assist the parallel functions in each Region in
nleeting their business and financial goals.
GIA Educational Services acts as an interface for the five Regions with the corporation to provide
product and marketing information. All types of training solutions are made available to the overseas
training facilities.
Digital personnel can contact the persons listed below for information and/or assistance with Educational Services products or functions that relate to GIA Regions. (Please note that GIA responsibilities
cover the Regions listed in paragraph one, and do not extend to Europe, Africa or the Middle East.)
CONTACTS

MAILSTOP

DTN

NET

Customer Training

Harry Riddle

AK01-2/G5

244-7046

@AKO

Operations

Guy Micalizzi

AK01-2/G5

244-6785

@AKO

SERVICE

Internal Training

Marcia Cullinane

AK01-2/G5

244-6791

@AKO

Sales Training

Bob Brownson

AK01-2/G5

244-6549

@AKO

Marketing

Brian Osborne

AK01-2/G5

244-6768

@AKO

Sales Programs

Bob Sansing

AK01-2/G5

244-6783

@AKO

244-6772

@AKO

Marketing Communications

21.8.2.7

Nancy Giddens

AK01-2/G5

Seminar Programs

Manager: Roger Towne (BUO/ES8, 249-4937)
Digital Seminars offer the latest product and application specific information on vital issues and trends
within the computer industry. The range of offerings include artificial intelligence, networking, and
VAXclusters to systeln management and performance tuning, software version updates, software developnlent and real-tiIne application design which are taught by leading computer professionals frolll
Digital and the industry at large.

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

225

SERVICE

CONTACTS

MAILSTOP

DTN

NET

Seminar Programs

Roger Towne

BUO/E58

249-4937

RHODES::TOWNE

Information

Registrar

21.8.2.8

249-4949

Customer Support Programs (CSP)

Manager: Jim Malanson (BUO/E20, 249-1455)
In concert with the growing success of Digital Products and Services, we have experienced an increasing size and nUlnber of large project opportunities. Our customers today not only want a technological
innovator with products, services and solutions that keep them competitive, they want an educational
partner who can work directly with them to train their people to solve today's problems and be prepared for tomorrow's challenges. The Customer Support Programs Group is an outgrowth of our focus
on the overall Corporate Accounts Program. Linked to the Corporate Program Management Office
under Jon Caputo, program management methodologies and resources have been established to manage large projects from pre-sales through delivery. Our charter is: "In support of Educational Services
business within the Areas, provide project/program management services to respond to customer
RFIIRFP and to establish the sytems and processes to deliver unsolicited proposals to our Corporate,
National and Major Accounts.
SERVICE

CONTACTS

MAILSTOP

DTN

NET

E/S Program
Management Support

Diane Bauer

BUO/E70

249-4958

FSTVAX::BAUER

21.8.2.9

Digital Management Education

Manager: Roy Steele (BUO/E02, 249-4716)
Digital Management Education (DME) utilizes several strategies to meet the management education
needs of Digital's organizations and to prepare managers for current and future job responsibilities:

•

Generic Training Programs
A core group of general courses which will meet the general development needs of Digital managers.
The DME delivery strategy provides for:
Open enrollment crossfunctional training which means that participants enrolled are from
organizations across the company.
Onsites. Generic training which allows the customers to schedule training where and when
they want.

•

Quality Assurance
Through a proactive quality assurance process, DME has developed a customer satisfaction approach. Quality is DME's number one goal.
The QA Process is a systematic phase review approach to the design, developlnent, and delivery
of instruction. A distinguishing feature of this process is the use of an independent QA Team
throughout the program development phases which encourages client participation.

•

Account Focus
Each nlajor organization within Digital has a DME Account Manager whose responsibility is to
understand the specific needs of the business group and help develop an appropriate training/education strategy.

226

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

This ensures that DME meets the unique needs of various organizations.
The primary mission of DME is to prepare Digital managers to lead the company to achieve its
business goals through high quality lnanagement training. A secondary mission is to provide skills
development for individual contributors.
MAJOR ACCOUNTS

CONTACTS

MAILSTOP

DTN

Field Service, GIA

Dave Crimmin

BUO/E12

249-4590

Sales, SWS

Terry Melle

BUO/E61

249-1475

Finance, Personnel,
Corporate Operations

Phil Randall

BUO/E12

249-1895

MEM

Cynthia Goza

BUO/E12

249-4078

Ed. Services/CSS

Phyllis Rappaport

BUO/E61

249-4141

Others

Louise O'Donnell

BUO/E12

249-4346

21.8.2.10

Office Applications Training

Manager: Susan George (PK03-2/B11, 223-1676)
The lnission of Office Applications Training is to provide office productivity training to support Digital's office infornlation system strategies, products and services for external and internal custOlners
worldwide.
To support our mission, Office Applications Training is organized into one focused organization,
providing total expert office solutions in Marketing, Course Development, Consulting, Delivery and
Office Productivity Training.
Office Applications Corporate Marketing is aligned with BOIS Marketing and hardware and software
engineering, ensuring timely funding, and development of job-relevant, comprehensive curricula for
office products.
Office Applications Curriculum Developers develop standard courses or tailor existing courseware to
nleet your particular requirenlents.
To assist you with educational planning, we are prepared to offer consulting services; developing
training plans to direct you to the best training alternatives.
Our delivery organization provides Office training in the greater Maynard area as well as satellite
offices throughout the United States, including New York, Michigan, California, and Atlanta.
We can also bring our training services to your site. This gives you flexibility to meet your training
timefranles in a cost effective approach.
We are pleased to introduce our first office professional program for Administrative Support Professionals. This program, Office Productivity Training, (OPT), provides comprehensive training curricula
for each secretarial level in Digital. The OPT Curriculum provides an overall guide to assist managers and their enlployees in planning training. This program is an enhancement to the job planning
process, which is a collaborative effort between managers and employees.
One of the services offered through the Office Productivity Training prograln is Personalized Training
Plans (PTP). A PTP is customized to meet specific training needs of administrative support professionals in their present position. The PTP will assist you and your manager in the selection of future OPT
and Office Applications courses.

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

227

AREA

CONTACTS

MAllSTOP

DTN

NET

Marketing

Carolyn Temmallo

PK03-1/B11

223-3298

BIGMAC: :TEMMAllO

Development

Mike Christensen

PK03-1/B11

223-4672

BIGMAC: :CHRISTENSEN

Delivery

Bill Chaplin

PK03-1/B11

223-6877

BIGMAC: :CHAPLIN

U.S. Training

John Dischinger

PK03-1/B11

223-4721

BIGMAC::DISCHINGER

Office Productivity
Training

Helen Goldberg

PK03-1/B11

223-7174

BIGMAC::GOlDBERG

21.8.2.11

Sales and Software Training

Manager: Cecil Dye (OG01-1/E13, 276-9911)
Sales and Software Services Training, a world-wide organization, is chartered to provide training
programs and services which support the development and ongoing training needs of Sales and Software Services representatives. The organization is divided into several functional groups (Planning,
Development, Delivery) that work to support the training needs of Sales and Software Services.
The Planning group serves the initial point of contact for alltraining requests and maintains a close
link with Sales, Software, and Marketing to "assess" and "plan" training programs that cover a variety
of selling related skills, Le., consulting, technical, and account management.
The Developlnent organization maintains a staff of professional developers who develop courseware
in a variety of formats (traditional lecture lab as well as seminars, workshops, DVN, and self-paced
packages) based on delivery, cost, and time constraints. In addition to traditional development activity,
the organization publishes a monthly audio cassette journal that covers a wide range of topics for its
subscribers world wide.
The Delivery group (segmented by headquarters and field functions) is positioned to deliver training
rpogralns using the saIne variety of formats that the Development group employs.
Our catalogs are published twice a year and include curriculum maps, course descriptions, listings. of
training center locations, and registration information for each course.
SERVICE

CONTACTS

MAllSTOP

DTN

Planning Sales

lou Swinand

OG01-lIH13

276-9184

NET

Sales SWS

Bruce Byrne

PK03-2/K79

223-9262

GIA Sales Training

Bob Brownson

AK01-2/G5

244-6549

Tactical Programs

Sue Everson

OG01-1/H11

276-9718

CSTVAX

Strategic Programs

Bob Powell

OG01-lIJ11

276-8655

CSTVAX

U.S. Field Operations

Vicki Rose

QlO

264-7202

New Hire Sales Training

Bristow Watson

QlO

264-7101

Development

Tom Yocom

BY02

245-5332

21.8.2.12

WIZDOM

Field Service Training

Manager: Charles Tharp (BUO/E03, 249-4202)
Field Service Training is committed to supporting the total spectrum of Digital's products and systems
by providing up-to-date training and consultancy. The FS Training Curricula includes both hardware
and software courses; networks and cluster training; and business applications and skills training.
In the United States, lecture/lab training is offered at the four major Employee Training Centers:
Bedford, Atlanta, Colorado Springs and Santa Clara. The Field Training Centers schedule Lecture/Lab
training on a linlited basis and on-site training is also available as requested.

228

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

The Field Training Centers, located in each US area, offer area specific courses in IVIS and SPI format.
Each area has a dedicated FS Training Manager who, with the help of his/her staff, responds to the
area needs and assists the area organizations in their training planning process.
A forlllal process and curricula has been developed to assist the Field Service organization with
individual curricululll planning and FS Training is currently developing an automated system to be
used as a personal training planning tool by FS Unit Managers.
SERVICE

CONTACTS

MAILSTOP

DTN

NET

FS Training Manager

Charles Tharp

FPO-lIA12

283-7600

@FPO

Eastern Zone
Training Manager

John Burns

FPO-lIA10

283-6203

@FPO

Western Zone
Training Manager

Ray Carrado

CX03-2/C12

522-3733

@CXO

U.S. Non-Technical
Training Programs

George Cann

FPO-lIA10

283-7602

@FPO

OGO~2/E13

276-9751

@OGO

Development

Charlie Eicher

Central Registration:
(Lecture/Lab)

Bedford
Atlanta
Colorado Springs

Field (FTC) Registration

Area Registrars

21.8.2.13

249-4660
435-2359
522-4429
FTCs

see EE-Course Schedule
or FS Training Catalog

Digital Information Systems Training

Manager: Drew Boyd (FPO/A16, 283-6210)
The courses offered by the PJ.S. Training Organization include software product training on tools and
lnethodologies, human resource and Inanagelllent training. These courses are focused on meeting the
training and development needs of the information management organizations within Digital, as well
as the software product training and development needs of Digital's engineering and Illanufactureing
organizations.
The DJ.S. Training course .catalog and course schedule are published twice a year. Courses are
offered in Bedford or can be arranged to be offered on-site and all DJ.S. Training classes are open
and available to all Digital employees who meet the respective course prerequisites.
SERVICE

CONTACTS

MAILSTOP

DTN

NET

D.I.S. Training

Linda Bell

BUO/E10

249-4960

FORCE::BELL

21.8.2.14

Development and ,Publishing

Manager: Joluut Vanderhooft (BUO/E73, 249-1411, RHODES::VANDERHOOFT)
Development and Publishing is an internal Digital service organization available to work with you to
solve your information needs from conception to delivery by providing a total range of documentation,
course development, publishing and information lnanagement solutions. Our products and services
are designed to cover a wide range of applications such as consulting, general education, technical
training development, documentation, s,oftware help systems and information retrieval to assist you
in lneeting your comlnunications requirements.

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

229

The Development and Publishing organization is linked with Engineering groups to provide the level
of assistance appropriate to your conlmunication needs. Our resources are located in Burlington,
Colorado, Europe, Japan, Littleton, Hudson, Marlboro, Maynard, Merrinlack, Seattle, Shrewsbury,
Spitbrook Road, and Ten Tara Boulevard. We will asseluble a special design tealU for each project to
cover the full range of your needs.
Course Development

As course developers, we design and develop sound learning systems tailored to your requirements.
We build training programs using anyone of many information channels, including lecture/lab, audio,
video, Computer-Based Instruction (CBI), Interactive Video Information Systems, printed nlaterial,
and on-line doculuentation.
Services

As consultants, we will work with you to determine what services are best suited to meet your needs.
Development and Publishing Training Services coordinates with you to assess information requirenlents to adapt the most appropriate communication vehicle to accomplish your objectives. We can
provide task analysis, instructional design, course development, as well as consulting and applications
development services for the Compact Disk Read-Only Memory (CDROM).
Documentation

The Development and Publishing group is one of the major providers of documentation for Digital's
products and services. Docunlentation is produced for employees, end-users, custOluers, OEMs, and
service personnel both technical and business related. This documentation includes, but is not limited
to, a wide variety of product service related documents, such as illustrated parts breakdown (IPB's),
pocket service guides, installation, fault isolation, troubleshooting, Field Change Orders, FRU-inserts
and luany luore. We also produce a wide variety of end-user related documents, such as user, owner's,
system reference, customer installation, and other operating manuals relating to Digital businesses
such as: Process and Procedure manuals, Policy Documents, How-To Books, Organizational Guides,
etc.
Production

We will service your production requirements from start to finish by providing writing, editing, illustrating, typesetting, page luake-up, and printing. Our artists can convey your ideas in many forms
including, but not limited to, technical illustrations, graphic design, cartoons, posters, logo designs,
overheads, and 35mnl slides. Editors work with your words on-line or in hard copy to ensure proper
spelling, punctuation, grammar, consistency, clarity, and impact.
Documentation Contacts
SUBJECT

CONTACTS

MAILSTOP

DTN

NET

Corporate
Documentation Manager

Mike Moffa

BUO/E19

249-4214

EXIT26::MOFFA

Applications

Jerry Pierce

ZK01-3/E11

381-1075

SUPER::PIERCE

Chips, Boards &
Systems

Bob Johnson

PK03-2/H31

223-7421

PNEUMA::JOHNSON

Clusters

AI Lachance

MR02-2/D14

297-4156

MRED::LACHANCE

Communications

Emilie Schmidt

FPO/A4

283-7463

PARROT::SCHMIDT

High Performance
Systems

AI Lachance

MR02-2/D14

297-4156

MRED::LACHANCE

Languages

Jerry Pierce

ZK01-3/E11

381-1075

SUPEA::PIERCE

Low End Systems (PKO)

Susan Fields Tamker

PK03-2/H31

223-7197

PNEUMA::FIELDS

Marketing

Peter Browne

TTB1-5/E08

264-2777

WAGON::BROWNE

Mid Range Systems

AI Lachance

TTB1-5/E08

264-2802

WAGON::LACHANCE

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SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

SUBJECT

CONTACTS

MAILSTOP

DTN

NET

Networks

Emilie Schmidt

FPO/A4

283-7463

PARROT::SCHMIDT

PC's

Jack Jurras

PK03-2/H31

223-4251

PNEUMA::JURRAS

PDP11 Operating
System

Paul Kent

ZK01-3/D40

381-1105

SUPER::KENT

Software

Arline Stith

PK03-2/H31

223-2316

PNEUMA::STITH

Storage Systems (West)

Ron Brown

CX03-2/C12

522-2884

CLOSUS::RBROWN

Storage Systems (East)

Jerry Kasten

SHR1-4/D21

237-3642

GRAMPS::KASTEN

Terminals

Jack Jurras

PK03-2/H31

223-4251

PNEUMA::JURRAS

Ultrix/Unix

Paul Kent

ZK01-3/D40

381-1105

SUPER::KENT

VMS

Paul Kent

ZK01-3/D40

381-1105

SUPER::KENT

Workstations

Dan Hiller

MR02-2/D14

297-6731

MRED::HILLER

European

Graham Ward

RGM-A1/G1

830-3040

RDGENG::WARD

Documentation Manager
Maynard/Stow/Hudson

Bonnie Samet

PK03-2/H31

223-7718

PNEUMA::SAMET

Course Development Contacts
AREA

CONTACTS

MAILSTOP

DTN

NET

Course Development
Manager

Pat Weger

FPO-1/A6

283-6356

CYCLPS::WEGER

Bedford

Bob Hymes

BUO/E19

249-1499

EXIT26::HYMES

Burlington

George Cope

FPO-1/A6

283-7654

CYCLPS::COPE

Colorado

Dick Stone

CX03-2/C12

522-2352

CLOSUS::STONE

Europe

Graham Ward

RGM-A1/GA

830-3040

RDGENG: :WARD

Hudson

Bob Johnson

PK03-2/H31

223-7421

PNEUMA::JOHNSON

Japan

Yoshiko Owaga

TKO

81-3-989-7183TKOV01 ::OWAGA

Marlboro

Dave Killelea

MR02-2/D14

297-5057

MRED::KILLELEA

Maynard

George Gardner

PK03-2/H31

223-7422

PNEUMA: :GARDNER

Merrimack

Lou Gobeille

MK01-2/M26

264-6965

LAUREL::GOBEILLE
SUPER::FRIEDMAN

Nashua

Alan Friedman

ZK01-3/E11

381-1080

Seattle

Lee Joseph

ZSO

206-865-8739 DECWET::JOSEPH

Shrewsbury

Jerry Kasten

SHR1-4/D21

237-3642

GRAMPS::KASTEN

Stow

George Gardner

PK03-2/H31

223-7422

PNEUMA::GARDNER

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

231

Editing, Illustrating, and Publishing Contacts
AREA

CONTACTS

MAILSTOP

DTN

NET

Publishing Manager

Martin Kelmanson

TTB1-5/E08

264-3286

WAGON: :KELMANSON

Colorado

Dick Stone

CX03-2/C12

522-2352

CLOSUS::STONE

Europe

Graham Ward

RGM-A1/G1

830-3040

RDGENG::WARD

Littleton

Steve Cordeiro

LJO-21111

226-2292

RAINBO::CORDEIRO

Marlboro

Tom Benfey

MR02-2/D14

297-2232

MRED::BENFEY

Maynard

John Ridgley

PK03-2/T12

223-2384

PNEUMA::RIDGLEY

Merrimack

Peg Hurd

MK01-2/M26

264-7230

LAUREL::HURD

Nashua

Tom Benfey

TTB1-5/E08

264-2599

WAGON::BENFEY

Shrewsbury

Jerry Kasten

SHR1-4/D21

237-3642

GRAMPS::KASTEN

Stow

John Ridgley

PK03-21T12

223-2384

PNEUMA::RIDGLEY

MAILSTOP

DTN

NET

Instructional Design and Consulting Contacts
AREA

CONTACTS

Services Manager

Bob Hymes

BUO/E19

249-1499

EXIT26::HYMES

Burlington

George Cope

FPO/A4

283-7654

CYCLPS::COPE

Colorado

Ron Brown

CX03-2/C12

T22-2884

CLOSUS::RBROWN

Marlboro

Reza Sisakhti

MR02-2/D14

297-5972

MRED::SISAKHTI

Maynard

Kyu Sun Rhee

PK03-2/H31

223-5793

PNEUMA::RHEE

Nashua

Reza Sisakhti

ZK01-3/E11

381-1054

HARDY::SISAKHTI

CDROM Services Contacts
CONTACTS

MAILSTOP

DTN

NET

Kathy Jamieson

ZK01-3/E11

381-1638

HARDY::JAMIESON

21.8.2.15

Media Communications Group (MCG)

Manager: Don Elias (BUO/E17, 249-1593, EXIT26::ELIAS)
The Media Communications Group (MCG) is a full-service communications organization specializing
in working with internal clients to design, develop and produce the right messages for the right
audiences. We work with a comprehensive range of distribution media from print and conlputergenerated images to satellite broadcasting and multi-media presentations. Our job is to apply our
talents to your cOlumunications needs in such a way that your organization will succeed.
Under the MCG umbrella are the Media Design and Development Group, Media and Publishing
Production Group, Digital Video Network (DVN), Micromedia, Systems Integration and Engineering
Group and Media Archiving/Duplication and Distribution.
Our major locations are in Bedford, Maynard and Marlboro, Massachusetts, Merrimack, New Hanlpshire, Colorado Springs, Colorado, Atlanta, Georgia and Reading, England.

232

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

Media Communications Design and Development
SERVICE

CONTACTS

MAILSTOP

DTN

NET

Media Design and
Development

S. Moloney

MK01-2/N25

264-3299

HYSTER::MOLONEY

Media Development

J. Thompson
G. Scontsas
I. Storey
L. Reeg

MK01-2/N25
MK01-2/N25
MK01-2/N25
MK01-2/N25

264-6540
264-5350
264-4455
264-6996

HYSTER::THOMPSON
HYSTER::SCONTSAS
HYSTER::STOREY
HYSTER::REEG

Direct Marketing

L. Johnson

MK01-2/M26

264-8724

HYSTER::JOHNSON

Graphic. Design

B. Holland

MK01-2/N25

264-5655

HYSTER::HOLLAND

Marlboro· Office

D. Pitochelli

MR02-3/C15

297-5672

HYSTER::PITOCHElLi

Media Production Services
SERVICE

CONTACTS

MAILSTOP

DTN

NET

AudioNideo Production
and Equipment Rental

K. Maas

BUO/E47

249-4463

EXIT26::MAAS

Computer Images
(Slides and Animation)

D. Harbison

BUO/E36

249-1894

EXIT26: :HARBISON

Corporate Photography

P. Bailey

PK03-2/T10

223-2022

EXIT26::BAILEY

Publishing Production Services
SERVICE

CONTACTS

MAILSTOP

DTN

NET

Publishing Services

M. Rothberg

BUO/E35

249-4361

RAINBW::ROTHBERG

Color Prepress

A. Turi

BUO/E35

249-4539

RAINBW::TURI

Print Production

J. Riley

MK01-2/M26

264-1763

HYSTER::RILEY

Digital Video Network
CONTACTS

MAILSTOP

DTN

NET

R. Warshawsky

BUO/E35

249-4739

EXIT26::WARSHAWSKY

CONTACTS

MAILSTOP

DTN

NET

J. Bourque

FPO/B5

283-6282

EXIT26::BOURQUE

Micromedia

Media Archives, Duplication & Distribution
CONTACTS

MAILSTOP

DTN

NET

B. Morey

MK01-2/N25

264-6149

HYSTER::MOREY

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL 233

System Integration
CONTACTS

MAILSTOP

DTN

NET

C. Ball

BUO/E35

249-4327

EXIT26::BALL

CONTACTS

MAILSTOP

DTN

NET

T. Dresen

IPOIIPO

435-2863

TRNING::DRESEN

Atlanta Operation

Colorado Springs Operation
CONTACTS

MAILSTOP

DTN

NET

R. Brown

CX03-2/C12

522-2251

CLOSUS::RBROWN

CONTACTS

MAILSTOP

DTN

NET

G. Ward

RGM-A1/G1

7830-3041

RDGENG::WARD

European Operations

21.8.2.16

Quality Assurance Group (QA)

Manager: Jim Malanson (BUO/E17, 249-1455)
The Quality Assurance Group provides information, decision support tools and consulting support
to help Educational Services achieve and maintain excellence in product quality and customer satisfaction. The group applies skills in measurement and evaluation, statistics, programming, computer
graphics and decision analysis to assess quality. The focus of these systems is to ensure that Educational Services is fully meeting the needs and expectations of both the employee and customer
groups we service. This group also provides a Survey Support Service which is extended not only
to Educational Services but all of Digital. They create and implement survey instrulnents to support
large scale gathering of information and completing analysis to support both trend development and
problem identification. A few of the annual surveys completed are:
•

Corporate Personnel Satisfaction Survey

•

Corporate Customer F&A Survey

•

DECUS, Pre-Symposium Service Evaluation

SERVICE

CONTACTS

MAILSTOP

DTN

NET

Quality Assurance,
Survey Support

Lois Collins

BUO/E70

249-1791

RHODES::COLLINS

ESDP-QA

Connie Seidner

BUO/E70

249-1771

RHODES::SEIDNER

234 SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

21.8.3

Comp uter Specia l System s (CSS)

Manager: Russ Gullotti (NPO, 264-6209)
ers' special compu ting needs. These solutio ns
ess exists worldwide to provid e solutions to our custom
produc ts that compl ement Digital's standa rd
-niche
market
nlay take the fonn of custOln design s or
's quick respon se, custom er driven,
offerings either on a world-wide or geogra phic basis. CSS is Digital
engine ering and manuf acturin g organization.
re drivers, tools, and protoc ols to
CSS, primar ily a hardwa re organization, will also design softwa
e custom ers with a total systen ls
suppor t the hardwa re. ess works with Software Services to provid
solution.
country
ess produc ts are either custom or standa rd with either world-wide, geographic area (or
specific), or custon ler specific focus.
ment that cannot be fulfilled by an
Custom Products: ess will respon d to custom ers who have a require
, custom er-spec ified produc t.
existing Digital offering. This will result in a contract to supply a unique
In some cases, CSS will
price.
it
The custOlner will pay non-re curring engine ering fees and a per-un nature of the opport unity. The
the
on
ing
internally fund part or all of the engine ering effort, depend
a standa rd low-to -mediu m volum e
resulting produc t, with some additio nal effort by CSS, may becom e
produc t for ess.
s within Digital, and using the
Standard Products: Working with custom ers, PBUs, and Marketing Group
y a market need for a lowidentif
may
CSS
ts,
produc
ler
experi ence gained fronl initial sales of custOll
pment . These needs will typically
to-nled iunl volum e produc t and choose to internally fund its develo a local require ment unique to a
from
or
arise out of a recogn ized gap in Digital's produc t offerings,
particu lar geogra phy.
the needs of the geogra phies and
CSS expend s significant effort to assure that its produc ts respon d to
evelop ed produc ts.
ering-d
Engine
are positio ned in a cOlnplelnentary fashion with Centra l
develess uses the following paraIlleters to determ ine if produc ts should be funded for engineering
opnlen t.
ies
Strategic fit with CSS, other groups in Digital, and geogra phic strateg
•
•

Market and profit potent ial for CSS
Fit with ess skills and resour ces

•

Technical feasibility

•

EconOlllic and busine ss risks

•

manuf acturin g organi zations in
To achieve these ends, CSS has its own marketing, engineering, and n to four busine ss units in the
additio
In
world.
the
hout
busine ss units located near custom ers throug
ca/Car ibbean Region and India),
United States (including one respon sible for both the Latin Ameri
Australia, Hong Kong, Korea, and
CSS has units in the United Kingdom, France, Germany, Canad a,
hire.
Hanlps
New
a,
Japan. A volunl e manuf acturin g group is located in Nashu
ing needs:
An engine er should contact CSS if he or she has any of the f9110w
•
•
•

A need for technical data on a CSS produc t.
ures, opport unities .
A need to unders tand more about CSS Engineering - strategies, proced
g CSS produc t, or a new
A need to solve a custom er proble m - either a proble m with an existin
help.
proble m requiring CSS Engineering

INTERNATIONAL 235
SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND

If you need help to solve a customer problem or wish to investigate product developlnent status or
strategies it is best to contact CSS Marketing. They are the CSS focus for Product Development.
SERVICE

CONTACTS

MAllSTOP

DTN

NET

Group Product
Marketing Manager

Dick Scarborough

NUO/H3

264-1000

CSS::SCARBOROUGH
A1 MAIL: @NUO

Peripherals and Graphics

Dave Chosiad

NUO/H3

264-3212

CSS::CHOSIAD
A1 MAIL: @NUO

Industrial and Scientific

Jim Aitken

NUO/H3

264-3233

CSS::AITKEN
A1 MAIL: @NUO

Network Systems

Bill Koester

NUO/H3

264-3239

CSS::KOESTER
A1 MAIL: @NUO

Your contact regarding engineering of a CSS product varies depending on its point of design and/or
lllanufacture. If you need more information or direction as to which engineering group to contact, call
one of the following:
SERVICE

CONTACTS

MAllSTOP

DTN

NET

CSS Product Group
Engineering Manager
(ACTING)

Herb Grossimon

NPO

264-6318

CSS::GROSSIMON
A1 MAIL: @NPO

CSS Engineering
Operations Manager

Joe Kurta

NPO

264-6565

CSS::KURTA
A1 MAIL: @NPO

Owen Fisk
Joe Smith
Andy White

NUO/A02
NUO/H10
MUT

264-1048
264-6445
865-1174

CSS::FISK
CSS::JSMITH
ECCGY2::WHITE

CSS Area Engineering Managers:
USA
GIA
EUROPE

21.9

FIELD SERVICE

Manager: Dave Grainger, V.P. (OGOl-2/Lll, 276-9625)
Field Service provides high-quality, accessible, cost-effective preventive and remedial maintenance
services to our customers for their Digital products. The organization also supports our hardware
product groups with installation and warranty services that are consistent with the lllarketing strategies
of the product groups. As a product group itself, Field Service develops service products that help
differentiate Digital products in the marketplace.
Field Service and Engineering work as business partners to develop products that offer Reliability and
Maintainability Program (RAMP) features, as well as our service delivery offerings to ensure Digital's
competitive edge in the lnarketplace.
The Field Service Management Committee is the Strategic and Operations Control body for Field
Service. Following are its lnelllbers:

•

Field ServiceChairmal1
Dave Grainger V.P. (OGOl-2/Lll, 276-9625)

•

U.S. Field Service
Don Zereski, VP (WFRl-2/C8, 268-3326)

•

CIA Field Serl1ice
Jerry Montague, VP (AKOl-2/F8, 244-7477)

236

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

•

European Field Service
John Barrett (GMO, 829-9200)

•

eSSE
Steve Davis (OGOl-2/C17, 276-9154)

•

Business Development
(Open)

•

Logistics
Bob Good (DASl-2/N17, 275-2514)

•

Business Ventures
Bud Keating (OGOl-2/J16, 276-9634)

•

Finance
Bob Hult (OGOl-2/L17, 276-9811)

•

Advanced Service Delivery Systems (ASDS)
TOlll Karpowski (OG01-1/G17, 276-9637)

•

Personnel
Joe Gaffney (OGOl-2/L11, 276-9614)

•

Legal
Dick Smith (MSO/M6, 223-8266)

•

HQ Operations
Orson Niederhauser (Secretary) (OGOl-2/L11, 276-9629)

21.9.1

Field Service Logistics

Manager: Bob Good (DASl-2/N17, 275-2514)
Field Service Logistics (FSL) is a worldwide organization supporting the Field Service objective of
providing high quality service to Digital customers. This objective is being supported by material
distribution/repair centers (located in Andover, Massachusetts, Nijmegen, Holland, and Hong Kong),
and a repair/refurbishment/new build manufacturing plant (located in Salem, New Halnpshire).
The distribution/repair facilities provide the administration and physical systems for the receipt, repair,
storage, and shipment of service parts worldwide.
The Inanufacturing facilities provide product retrofit, conversion, and refurbishment capabilities; repaired and end-of-life service parts; and new build diagnostic equipment.
Field Service Logistics is connected to other corporate groups such as Distribution, Engineering, and
Materials working in partnership with them to advance Field Service Logistics goals in the· areas of
Level of Service, Repair Technology, and Inventory Mangement.
21.9.2

Field Service Business Development

Manager: Open (OGOl-2/L11, 276-9630)
The Business Developlllent Group (BDG) assists FSMC in establishing and cOlnlllunicating business
direction, policy, business practices, and strategies, ensuring geographic consistency where appropriate. The group also represents Corproate Field Service at various forums/ committees/taskforces.

•

Headquarters Operations
Manager: Orson Niederhauser (OGOl-2/L11, 276-9629)

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

237

The group manages development and ongoing application of the FS Management Operating
System (FSMOS). FSMOS provides a common workking mechanism for the FS Strategic and
Operational Planning Process and assures it is dynamic and flexible, provides for ease of integration between the individual groups, and is Inanageable. It also provides HQ operations support
to FSBDG.

•

Strategic Marketing
Manager: Will O'Brien (OGOl-2/M13, 276-9626)
The Strategic Marketing Group is responsible for:
Increasing awareness of Field Service capabilities both internally and in the marketplace.
Ensuring consistency of service messages across all product families and geographies by
working through CSSE with Base Product Marketing and with Geography Marketing.
Providing strategic marketing leadership for Field ervice to achieve Worldwide Strategic Market Share Goals (HPS & SPS).

•

Software Product Services
Manager: Rich Maxwell (OGOl-2/M13, 276-8996)
The Software Product Services (SPS) Business Management Group provides leadership for FS/SPS
worldwide programs so that Field Service goals of customer satisfaction and profitability are
achieved. Specifically, they manage to achieve:
One worldwide SPS Portfolio and a consistent Software Warranty Program.
Consistent worldwide SPS Pricing and Business Policies.
Identification and introduction of new SPS businesses.
Coordinated SPS Service Delivery Strategies.
High quality worldwide SPS LRP and BOD.
SPS leadership on all strategic Corporate committees.

•

Self-Maintenance Services
Manager: Dave Starratt (WFRl/B9, 268-3262)
The Self-Maintenance Services (SMS) Business Management Group is chartered to integrate all
of Digital's self-maintenance and environnlental products into a quality service offering. They
develop and communicate the SMS strategic plans and support the implementation of those
plans. Implementation of the SMS group business plan will be executed by the gesographies.
All SMS products and services are positioned to broaden the Field Service portfolio into a one
company, one strategy, service organization.
The SMS group has continued its transition of shifting the revenue management and sales support activities to the geography level. The focus of the Headquarters Organization is to develop
worldwide strategic programs associated with new product introductions and support of corporate
products. The new product emphasis has been directed toward the expansion of the environmental products family to include uninterrupable power systems.

238

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

21.9.3

Field Service Business Ventures Group

Manager: Bud Keating (OGOl-2/J16, 276-9634)
Business Ventures Group (BVG) designs and develops new business programs for Field Service worldwide. BVG provides strategic direction and support to the field organizations for development and
hnplementation of these new business programs through the following key contacts:

•

Integrated Service Management
Manager: Ed Malone (OGOl-2/J16, 276-8231)

•

Integrated Logistics Support Services
Manager: Dick DeBoalt (OGOl-2/J16, 276-8045)

•

Integrated Administration Support Services
Manager: Bob Macolini (OGOl-2/J16, 276-8518)

•

Service Management Consulting
Manager: Dan Loesel (OGOl-2/J16, 276-8383)

•

Geographic Consultant
Manager: Ralph Harmon (OGOl-2/J16, 276-9921)

•

Operations Support
Manager: Paul Ladden (OGOl-2/J16, 276-9887)

•

Business Support
Manager: Marty Berke (OGOl-2/J16, 276-9723)

•

Planning
Manager: Ed Deary (OGOl-2/J16, 276-8535)

21.9.4

Customer Service Systems Engineering (CSSE)

Manager: Steve Davis (OGOl-2/C17, 276-9154)
Customer Services Systems Engineering (CSSE) has the following basic functions.
•

Reliability

•

Serviceability

•

New Product Introduction

•

Support

•

Product Management/Marketing

CSSE manages the planning, development, introduction, and retirement phases of Digital's products
for Customer Services.
21.9.4.1

CSSE Operations

Manager: Bob Barnard (OGOl-2/E16, 276-9914)
•

Management of strategic and business planning activities.

•

Ensure consistency and quality of administrative tools and services in support of CSSE Mission.

•

Assist eSSE Manager with tactical operations of function.

Operations groups and their responsibilities consist of the following:

•

eSSE Process Development
Manager: Steve Hoyt (OGOl-2/J13, 276-9236)

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

239

Responsible for development of cross-organizational processes that support Field Service programs throughout CSSE.
New Product Planning/Pricing/Announcement
Phase Review Process
Development of requirements for Service Business Model (improved pricing model)
CSSE FCO process
CSSE Pricing Process
Developlnent of a Corporate Software Security/Liability process
Technical Information Distribution to the Field
Product Safety incident investigations, worldwide and maintenance of DEC STD 132-0.
Managelnent of the F.S. Library, which provides technical and engineering information support to all Stow organizations.

•

eSSE Administration
Manager: Bob Brown (OGOl-2!J13, 276-8633)
Responsible for development and maintenance of systems and tools that provide the infornlational requirelllents to support CSSE major programs. These systems are networked for inforlllation frOIn cross-organizationallcross-functional, and worldwide sources.
Maintenance of Problem Managelnent Systems (f¥ISM/TJME/CLD)
Development of new Problem Management System to replace PRISM and TIME
New Product Introduction tools
F.S. Corporate Competitive Analysis database
CSSE Costing Models (including dOCulllentation and training)
Algorithlll/metric development for measurement of all CSSE products
Management of CSSE cOlllputing resources/cluster for OGO

21.9.4.2

Customer Satisfaction Group

Manager: Hank Watkins (OGOl-2/E16, 276-8115)
The CSSE Customer Satisfaction Group provides a focus to external organizations for systems (hardware and software) problem Inanagement, problem escalation, solution development and delivery
processes, and technical infonnation in support of Field Service's customer satisfaction goals.
Also provided is a program lllanagement focus for CSSE selected fu:nctions, including:
•

Systems focus for Installation Quality

•

Revision Management

•

Technincal Information

•

H/W and S/W Support Processes

The following managers can help you determine if the CSSE Customer Satisfaction Group can be of
assistance to you.

•

240

H/W and S/W Support, Revision Management
Carl Cline (OGOl-2/E16, 276-9844)

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

•

Central Log Desk (Critical Customer Problems) Problem Management
Ron Miller (OGOl-2/E16, 276-8422)

•

PRISM (H/W Problems) Problem Management
Bruce Judson (OGOl-2/F17, 276-9232)

•

S/W Problem Management, Customer Dispatches
Dick Waite (PK02-1/G10, 223-9309)

•

Installation Quality, Field Service Technical Information
Brian McKeown (OGOl-2/E16, 276-8390)

21.9.4.3

Maintainability Engineering

Maintainability Engineering is the Engineering and Manufacturing interface for Customer Services.
Maintainability Engineering ensures that Digital's products can be serviced by our field organization,
by working closely with nlanufacturing and engineering. This group also leads Customer Services'
new products introduction team, coordinating efforts to ensure that the tools spares, and training are
availaple to service a new product, and that field introduction happens smoothly. Additionally, this
group manages the Field Service support of the product throughout its product life cycle.
CSSE works with the PBUs to ensure integrated goals. We have a Service Product Management
function, that establishes a service product family strategy, produces service product pricing proposals,
and ensures we have competitive service products.
Contact Maintainability Engineering gets involved early in Phase 0 while product requirenlents are
first being defined. Early consideration of service requirements is critical to the economical design of
a product. If you do not know the contact in Maintainability Engineering, call the appropriate manager
listed below.
Systems and Clusters

Manager: Ron Howington (OGOl-2/F16, 276-9720)

•

High Pel10rmance Systems and Clusters
John Earnshaw, (MR01-1/S35, 297-4461)

•

Mid-Vax Svstems
Bill Freeman (VW01-lIC05, 285-6124)

•

Decwest Coast
Bill Hilton (ZSO)

•

Base Software Systems
Al Legerlotz (ZK02-1/N71, 381-2814)

•

Product Management
Cliff Pitz (OGOl-2/F16, 276-9365

•

Consultant Group
Mike Robey (MR01-lIS35, 297-5067)

Peripherals

Manager: Max Weinfuss (OGOl-2/F16, 276-9152)

•

Mid to Large Disks
Al Snyder (CX02-lIK97, 522-2370)

•

Low End Disks Products
Steve Dail (NKSl-2/F4, 291-7168)

•

Data Bases Products
Rick Ellison (OGOl-2/F4, 276-8379)

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

241

•

Memorl/ Products
Jean Hoxie-Wasko (SHRl-4/D16, 237-3333)

•

Storage Marketing
(Open)

•

Operations
(Open)

•

Tape and Optical Products
Renee Kahlau (SHRl-4/D16, 237-3331)

•

Quality
Dick Leonhardt (OGOl-2/F16, 276-9159)

GIA CSSE, CSS/VES/Government
Manager: John Florentine (OGOl-2/F16, 276-8056)

•
•

GIA

Ralph Gilbert (EWB/F7, 207-2612)

Computer Special Systems
Phil Dudziak (MKOl-2/J7, 264-7988)

•

Vendor Equipment ServiceslGov't SyslPow. & Environment
Lee Spector (OGOl-2/E13, 276-9757)

Network and Site Services

Manager: Bill Lahtinen, (LKG2-AIAA3, 226-7327)

•

Service Development Groups
Local Area Communications
Dick Russell

Wide Area Communications
Bob Howell (LKG1-1/B19, 226-7461)

Network Management Services
Gail Blizard

Network Service Development
Barbara Cochrane

•

Functional Support Groups
Network Service Product
Al Schatzel (LKG1-1/D12, 226-7507)

Networks and Communications
Fred Larson

Network Services Technology
Mark Hald (LKG1-lIB19, 226-7449)

Marketing Services
Alan Brind

242

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

Market Applications Systems

Manager: Henry Adleman, (OGOl-2/F16, 276-9381)

•

Corporate & Office Applications
Bill Taylor (MKOl-2/K13, 264-5938)

•

Manufacturing & Sciences Applications
George Evans (MR03-2/R13, 297-5479)

•

PCs and Terminals
Bob Bills (LJ02-lIH11, 226-2277)

•

Workstations and Industry Applications
Ron Bogue (OGOl-2/G16, 276-9743)

•

Micro and PDP-ll Systems
Herman Millet (ML21-2/P62, 223-8632)

•

Marketing and Information Support
Bruce Marier (OGOl-2/J13, 276-9602)

•

PC Integration Program

Hank Spencer (LJ02-1/H11, 268-3430)
Large Systems Business Unit

Manager: Gary Blenis, (MR01-1/S35, 297-4425)

•

Large Systems Group Manufacturing
TOlll Abel (MROl-3/P76, 297-5145)

•

Large Systems Group Engineering
David Braithwaite (MROl-2/L14, 297-4400)

•

Large Systems Group Service Product Management
Joe Holewa (MR01-lIS35, 297-4423)

•

Large Systems GrollI' Serl'ice Delivery Support
Ernie Racine (MROl-2/L14, 297-4428)

European Maintainability Engineering

Manager: Harry Fleury (RE02-G/H9, 830-3620)

•

European CSS, Terminals and Local Maintainability Engineering
Ken Parker (RE01-G/6-1, 830-3736)

•

European Commercial Systems
John Beecher (RE02-G/F9, 830-3630)

21.9.4.4

Reliability and Maintainability Program Office (RAMP)

Manager: John P. Shebell (OGOl-2/E13, 276-9595)
RAMP provides technical support functions and general technology Hason to Customer Services and
Digital's Product Developlnent community in the following areas.
•

Maintainability Engineering for" cross product" power supplies and controllers, lllechanical packaging, thermal management and control systelns, and physical interconnect.

•

Corporate Environmental support and training for the line Service organizations for both remedial
escalation and in support of the Site (planning) Services activity.

•

Maintainability Engineering support and technical vendor liason for power conversion, distribution, and conditioning products.

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

243

•

Base technology consulting to Customer Services on component, physical interconnect, power
conversion, and process technologies; designing for environmental compatibility: and CSSE
representation to the Engineering comunity in these domains.

•

Long-range technology appraisal and planning in support of the Field Service long range planning
process.

•

General consulting on reliability and maintainability technologies.

•

Service representation to a nUlnber of Corporate bodies including:
Research and Development Committee (RAD)
Corporate Process Task Force (CPT)
Corporate Research (CRA)
Technology Strategy Committee (TSC)
The Reliability Advisory Committee (RAC)
The Contact Physics Committee
Related DEC Standards bodies.

The group also facilitates dialogue among the Service, Manufacturing, and Engineering communities
in areas that are technology rather than product developnlent intensive. This includes support for
a variety of Service and Engineering seminars, briefings, and task groups. In general, they are the
people to call within Services when you don't know whOln to call.
The following managers within RAMP can help you determine if their group can be of assistance to
you.

•

Physical and Power Conversion Technologies
Steve Zabinkski (OGOl-2/E13, 276-9596)

•

Environmental Support and Site Se11Jices
George Yacubovich (OGOl-2/E13, 276-9295)

All other functions are handled by consulting staff that reports directly to John Shebell. Richard Lang
(OGOl-2/F13, 276-9600) is the Consulting Engineer responsible for the Technology Appraisal process.
21.9.5

Advanced Service Delivery Systems (ASDS)

Manager: Tom Karpowski (OG01-1/G17, 276-9637)
Advanced Service Delivery Systems is a Field Service organization responsible for facilitating the
implementation of a worldwide Digital service network and value added services to our customers.
Inclusive within this objective is the definition of Field Service Business and Information Architectures,
and the development and integration of our system and network tools in support of the Field Service
delivery system.

•

Program Managemel1 t Office
Manager: Harold Long (OGOl-1/G17, 276-9623)

•

Architectures/Engineering Development Office
Manager: Steve Teicher (OG01-1/F17, 276-9901)

•

Information Management Business Architecture Office
Manager: Ken Harris (OG01-lIG17, 276-9901)

244

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

21.10

STRATEGY AND PLANNING

Manager: Ken Senior (OG01-2/R12, 276-9893)
21.10.1

Management Sciences in Field Operations

Manager: John Wettniller (OG01-lIG13, 276-9089)
Management Science provides analytical business consulting and systems support for management
decisions.
This group works proactively to provide general business and systems consulting to all of Digital in
order to facilitate the development and implementation of management strategies and operational
practices.
A primary goal of this group is to form business partnerships with the organizations it supports,
allowing greater effectiveness in identifying and addressing key client issues and problems.
Managelnent Sciences considers itself a Corporate resource and strives to bring a cross-functional,
cross-organizational, and objective approach to its projects. All analyses, conclusions, and reconlnlendations are based on what is best for the entire Corporation rather than any particular organization
within it.
The following is a list of the groups within Management Sciences.

•

Models and Database Management
Senior Manager: Joy Abraham (OG01-lIG13, 276-9040)

•

Field Service
Senior Manager: Andy Weigl (OG01-1/G13, 276-9119)

•

Corporate Manufacturing
Senior Manager: Eric HUlnphrey (OG01-lIG13, 276-8415)

•

Sales, Services, Marketing, and International Strategy and Planning
Senior Manager: Sally Harvey (OG01-1/F13, 276-9095)

•

Industry Marketing, CIA Sales and Marketing, U. S. Sales, and U. S. Finance
Senior Manager: Steve Frigand (OG01-lIF13, 276-9067)

•

Software Services, Educational Se111ices, Computer Special Systems, Sales Support, .Product Marketing,
SSMI Finance, and Communications
Senior Manager: Bill Scott (OG01-1/F13, 276-9097)

SALES, SERVICES, INDUSTRY/CHANNELS MARKETING, AND INTERNATIONAL

245

CHAPTER 22
COMPUTER SYSTEMS MANUFACTURING
ENGINEERING AND TECHNOLOGY GROUP (CSME&T)
Manager: Bill Kent (TWO/B21, 247-2585, CSMADM::KENT)
COlnputer Systems Manufacturing Engineering and Technology Group (CSME&T) is a component of
COlnputer Systems Manufacturing (CSM), and is responsible for Product Support and Enhancenlent
and Manufacturing Process Development, Support, and Enhancement. CSME&T is cOInposed of six
Engineering Departments.
System and Support Engineering (SASE), managed by John Sofio (SASE::SOFIO), is responsible
for design support frOIn FRS through EOL, in ternlS of design integrity, system integrity, and
VE/enhancenlents.
Systems Integration Engineering (SIE) is managed by Glenn Rosander (VICKI::ROSANDER). The SIE
nlission is to find and resolve on site product integration and installation problems, in a manner not
visible to the customer, through systems verification testing.
Systems Reliability Engineering (SRE), managed by Tom Weyant (CSMSRE::WEYANT), is responsible,
as a company-wide resource, for providing the means and measurements to drive and improve Digital
Systenl Reliability, and to make reliability a profitable attribute to the company and Digital's customers.
Product Information Management (PIM) is managed by Bill Moran (PARITY::MORAN). The PIM mission is to identify, define, and apply the appropriate computer technology; to optinlize the way work
gets done; and to deliver the process for information transfornlation into the product process domain,
in order to ensure cOlnpliance to the Computer Integrated Enterprise (CIE) environment.
Process Developnlent Line (PDL), managed by Dave Beveridge (PARITY::BEVERIDGE), is responsible
for delivering to volume manufacturing a certified, predictable process incorporating new technologies
that support the corporation's module requirements. PDL's Technical Service Organization services
systenl manufacturing plants by supplying and supporting them with soft tools and programs and
special equipment used in the assembly and testing of modules, backplanes, power supplies and
subassemblies, units and systems.
Manufacturing Process and Materials Engineering managed by Rich Powers (PARITY::POWERS) provides designers and nlanufacturers of CSM products with integrated manufacturing processes for the
transformation of tnaterial into product.

COMPUTER SYSTEMS MANUFACTURING ENGINEERING AND TECHNOLOGY GROUP (CSME&T)

247

22.1

SYSTEM AND SUPPORT ENGINEERING (SASE)

Manager: John Sofio (TWO/A14, 247-2250, SASE::SOFIO)
This group has the design and systeln support responsibility for currently shipping CPU/systems,
cOlumunication devices, and network and cluster interfaces.
Design support connotes ownership of the hardware and firmware design, the documentation and
design data bases, diagnostics, etc. This support applies to modules, backplanes, power supplies,
boxes and cabinet level packaging, andsystelll configurations. The scope is CPU and related internal
options (such as floating point processor and bus adapter), various communications and systelll interconnect products, and a liInited number of storage controllers (usually those developed by a CPU
design group).
SASE engineering is responsible for design maintenance of the products they own, such as supplying
product-specific technical support to manufacturing and the field, problem correction/ECO generation, design and implementation of value-engineering and reliability enhancement modifications, and
integration of new peripheral options into supported CPU systems. SASE may also initiate system
enhancement, technology-upgrade, or "mid-life kicker" design activity where there is PBU agreement
that it is appropriate frolll business and product-strategic standpoints.
SASE administers and operates "Problem Central," a one-stop system technical probleln resolution
function that is jointly managed by SASE and Customer Service Systems Engineering (CSSE). Technical problems (suspected hardware design problems) reported into Problem Central are addressed
on a prioritized basis. SASE performs system level troubleshooting and fault isolation as required,
the problenl cause is identified, the ownership for problem resolution is assigned to the appropriate
support engineering group, and the problenl is tracked through fix evaluation/implementation, ending
finally with root-cause analysis and loophole elimination. Where problems are found to be caused by
products that are not supported directly by SASE, hand-off and liaison is established with the appropriate support group (e.g. Storage Systems Support Engineering, Software Engineering), and Problem
Central continues to track the problem through resolution and corrective action. Problem Central also
serves as a technical inforlllation service and an enhy point for getting customer problems or special
needs serviced.
SASE provides system level support for its products. A system engineering view of the product set is
lnaintained, and hardware, software, and architectural knowledge of the product is integrated into an
understanding of the system as a functional entity being used in a real-world environment to perform
a customer's application. Performance, functional compatibility, migratability, and upgradability are
iInportant. considerations to the system engineer.
In addition to providing problem-solving system support, the system support role also calls for technical consultation on supported products over a wide set ofdemands, ranging from technical support
(as requested) to marketing and sales efforts, to technical explanation for users (internal and external),
to DECUS sessions and customer interface, to special projects. SASE supports the various "DR" -type
options, and often finds itself involved with customer support in "roll-your-own" applications of these
devices in their systems.
Customer Project Support Group (CPSG) provides system design/documentation and system introduction/support program lllanagement services to marketing and sales organizations dealing with
customers who purchase non-standard systems in volumes that require project treatlllent. Various
other groups within SASE can assist with specials that do not meet CPSG's project selection criteria.
SASE becomes involved with new products as early in the design cycle as possible, with the object of
providing design input based on support experience with predecessor options, learning the new product and its related CAD tools, and preparing to assume design ownership when its transfer to support
engineering is appropriate. This also helps identify value-engineering and reliability enhancement
opportunities.

248

COMPUTER SYSTEMS MANUFACTURING ENGINEERING AND TECHNOLOGY GROUP (CSME&T)

SASE is also interested in early involvement with new system options when its system support experience can be of value in establishing product specifications and system integration characteristics,
and is interested in providing a systenl level design critique for major new peripheral options. The
VAX New Products COlnmittee (VNPC) is managed by the SASE Program Management group, which
also maintains close liaison with its counterpart MSD New Products Committee.
For each of the supported development engineering organizations (PBUs), there is a corresponding
Engineering Support Unit (ESU).

•

High Pe1f0r1nance ESU Manager
Doug Rothenberg (MED::ROTHENBERG)

•

VAX Cluster ESU Manager
Don Reczek (AMUCK: :RECZEK)

•

Large Mid-Range ESU Manager
Ron Nickerson (DELI: :NICKERSON)

•

Small Mid-Range ESU Manager
Howard Janke (SASE::JANKE)

•

Micro Systems ESU Manager
John Bressler (MORGAN::BRESSLER)

•

Network & Communications ESU Manager
John Morgan (WORDS::MORGAN)

•

Program and Problem Manager
Angela Smith (SASE: :ANGELA)

•

VNPC
Yvonne Chen (SASE: :CHEN)
The goals of the VAX New Product Committee are to provide a uniform method and common
process for test and qualification of VAX Systems and Clusters; to provide an objective evaluation
to PAC and PBD of system level test and qualification plans and results; and to improve the
internal system level qualification to ensure integrity.

•

Prol1le111 Central
Doug Myer (SASE::MYER)
SASE adlninisters and operates "Problem Central," a technical problem resolution function that
is jointly managed by SASE and Custonler Services Systeln Engineering (CSSE). Includes PMS,
an automated Problem Management System for QARS.

•

Customer Project Support Group (CPSG) Manager
John Galbraith (AURVAX::GALBRAITH)
CPSG provides system design/documentation & system introduction/support program management services to marketing and sales organizations dealing with customers who purchase nonstandard systems in volumes that require project treatment. If project does not nleet CPSG's
project selection criteria, it is referred to appropriate organization.

•

CSSE Liaison
Carl Cline (COIN::CLINE)

COMPUTER SYSTEMS MANUFACTURING ENGINEERING AND TECHNOLOGY GROUP (CSME&T)

249

When to call:
Contact this group for technical assistance with one of its options; the "Option/Module List" indicates
the responsible engineer and manager on a per-item basis. SASE must be consulted (and have
approval authority) on any value-engineering and reliability enhancement plans for its products, and
is interested in suggestions for such projects, either on specific products or about enabling technology
developments.

Call SASE anytiole there is a need for technical assistance on a systeol question. Performance and/or
functional queries are handled. In particular, if you suspect a functional or performance system
probleol to be a design problem (or if it's just not clear what's happening), contact Probleln Central
(IMGAWN::PMS OR SASE::PMS)-DON'T DELAY, YOU DON'T HAVE TO HAVE PROOF!-we're
anxious for the earliest possible awareness of potential probleols.
Designers developing new CPUs and options can avail themselves of the system expertise in this
group to review their new products as good systeol elements.
Product managers of new VAX CPUs and options MUST COlne to the VNPC and outline their product
and program plans.

H you are looking for help with a special customer project or a non-standard system, we may be able
to help. In general, various internal and customer special projects end up here when another honle
can't be found. SASE is oriented toward technical support that promotes customer satisfaction.

22.2

SYSTEM INTEGRATION ENGINEERING

Manager: Glenn Rosander (NIO/B18, 247-2856)
System Integration Engineering (SIE) provides a system testing service located in Salem, NH (NIO).
Tests are performed on shippable, manufactured products, rather than engineering prototypes. SIE
verifies that products, as designed and manufactured, are functionally correct, achieve the criteria for
POM-shipment system integration, and Ineet customer expectations.
The SIE systeln testing service has four major areas of responsibility. These include three test activities
and an additional site responsibility.
•

POM Verification: Standard system packages, new systems, and new peripherals are reviewed
and tested from a customer's perspective and for suitability for POM shipment. Product installation, documentation, diagnostics, as well as the functionality and installability of the products
within systems, are examined and validated. This testing is perforoled on the entire range of
Digital's product line. Testing continues on traditional products to ensure compatibility with new
hardware and software releases. (POM Verification is the technical hurdle associated with qualifying a system and/or option for POM shipment. Various other quality and process control criteria
must also be satisfied.)

•

Cluster Verification: This verification encompasses the testing of large VAXClusters using fresh
lot inventory from manufacturing. After Cluster Qualification (performed by engineering on prototypes and capitalized equipolent), verification testing is done. This phase focuses on installation
methods of the hardware and software, time to install, order completeness, and maximuln configuration testing. Two large clusters are maintained in test Inode. The configurations evolve to
obtain homogeneous and heterogeneous mixes of various VAX processors and cluster peripheral
nodes. The clusters are exercised according to test plans to achieve the best possible validation
of the system functionality of the cluster.

•

Distributed Systems Verification: Like Cluster Verification, this testing uses fresh lot inventory
from manufacturing to test large distributed systems. Verification is performed after Distributed
System Qualification and focuses on those areas of perceived high risk for Digital. Verification
may be in terms of size, cOlnplexity, new products, or the inclusion of third party gear on Digital's
Distributed Systeols. This testing also focuses on time-to-install nletrics, maximum configuration
testing, completeness of the olanufactured product, effectiveness of the order adlninistration
process, and functionality as perceived by the customer.

250

COMPUTER SYSTEMS MANUFACTURING ENGINEERING AND TECHNOLOGY GROUP (CSME&'

•

Systeln Test Technology Center Host: SIE manages the system laboratories used jointly by
SIE, MSEE (Mid-Range System Evaluation Engineering), CQG (Cluster Qualification Group), and
DSTEG (Distributed Systenls Test Evaluation Group). SIE acts as the representative of the Technology Center to NIO plant staff, and provides specific services to the other tenant organizations,
such as specialized office automation and material acquisition support.

SIE also includes three advanced development groups. These three groups research future industry
direction, develop new methods, tools, and processes that enable test organizations to function effectively within the future technology environments. They also develop processes and tools to analyze,
nlanage, and distribute test data and systems- or product-level rules and information.
22.2.1

System-Level Design Analysis Program - Systems Evaluation Engineering

Manager: Bruce Smith (ML03-3/E67, 223-6740)
System-Level Design Analysis Program - Systems Evaluation Engineering (SLDA/SEE) is a developInent organization staffed with highly-skilled personnel in system/cluster test methodologies. The
group is developing the System-Level Design Analyzer (SLDA), a computer-based tool ahned at early
identification and analysis of system interaction problems. SLDA uses artificial intelligence and expert
systenls techniques to provide key systenl data throughout the design and manufacturing stages of a
new product.
Present system test methods are capital intensive, expensive, time consuming, and test engineer
knowledge-dependent. The multi-stage SLDA development program will improve systeln test efficiency and effectivity by putting process, priority, and method into the complex system interaction
dOlllain.
SEE also consults on state-of-the-art system testing issues, the technology of testing systems, and
special testing problelns.
22.2.2

Methods, Strategies, and Tools

Manager: Roland Ramponi (NIO/B18, 261-2767)
This advanced development group studies industry trends and future technology directions to detennine what testing methods need to be devised to test these future computer environnlents. We
analyze present and future customer, sales, Engineering, Manufacturing, and Field Service requirelllents and goals. Fronl these studies we identify what attributes of systems need to be tested and
measured in order to provide the necessary information, to both the consumer and the producer, to
111ake informed technical and business decisions.
MST defines, quantifies, and documents these key systenl attributes. We develop testing and analysis
nlethods to ensure that these system attributes are within expected tolerances. We develop, document,
and implement these methods in hardware and software for use by operational test groups to test for,
and measure, those attributes.
MST also designs and develops the infrastructure needed by a test facility to automate the data collection, data reduction, data analysis, and the reporting of test results.

COMPUTER SYSTEMS MANUFACTURING ENGINEERING AND TECHNOLOGY GROUP (CSME&T)

251

22.2.3

Configuration Management Office (CMO)

Manager: Dick Caruso (TWO/AIO, 247-2644)
The Configuration Management Program is concerned with the design, development, and ongoing
support and Inanagement of system-level products, processes, base-systems, clusters, and networks
via the establishment, recognition, and control of the knowledge or information by which these are
regulated or coordinated.
The Program covers the development and/or implementation of the following, and establishes the
ongoing responsibilities of the CMO:
•

A Configuration Information Specification

•

DEC Configuration Information System (DECCIS ...pronounced "deck-sis").

•

Integration of DECCIS into DIGITAL via appropriate process linkages and ongoing administration
and updating of DECCIS and process use

The key element of the Program is the DECCIS database, which enables the management of systems and products via the "rules" and "data" (Le., both Systeln and Product Level Configuration
Information) required to plan or upgrade system configurations.
A usable version of DECCIS is available; the process covering its use is being worked and the first
planned use will occur in late FY88/early FY89..
The information originates during the design cycle and is verified during the various stages of testing.
Therefore the process covering the use of DECCIS includes loading, updating, and Inanaging the
access of systems and product configuration information by the responsible Engineering group till
the responsibility has transferred to a support organization, which then assumes responsibility for it.
The process extends into the systems/product test cycle (Le., SIE Verification Testing), and includes
information access by Corporate organizations needing it.
The information includes the systems-level, generic, or macro-level knowledge necessary to plan, nlanage, or update systems (Le., Networks, Clusters, Packaged/Standard/SBB Systems, Base COIllputers,
etc), as well as product- or option-specific rules and data.
DECCIS is a database for the online acquisition, storage/retrieval, and control of a COIllmon set/formally
recognized body of configuration information for corporate use). With the use of DECCIS, the progr,am
realizes major positive effects across the various functional areas of the corporation (Le., Sales/Service,
Marketing, Engineering, and Manufacturing), by significantly inlproving the developIllent, introduction, and support of systems, products, and processes, and by dramatically lessening associated
overhead.
Additionally, the program, through the Configuration Management Office, establishes a control point
and administrative responsibility for DECCIS, as well as a configuration expertise for consultation or
coordination of configuration issues.
When to call:

Contact SIE with questions regarding system, cluster, or distributed system functional testing; when
systems or new options require paM certification; or when problems are being experienced with the
integration of POM-Verified products in systems, clusters, or distributed systems.

252

COMPUTER SYSTEMS MANUFACTURING ENGINEERING AND TECHNOLOGY GROUP (CSME&T)

22.3

Systems Reliability Engineering (SRE)

Manager: Tom Weyant (VWO/C06, 285-6081, CSMSRE::WEYANT)
This group's strategic objective is to achieve higher levels of reliability and availability in Digital's
products and systelns. The SRE group performs tasks including the following: system reliability and
availability modeling, allocation of reliability requirements, design for reliability, qualification testing,
reliability tracking and data analysis, and assessment of the impact on reliability of new manufacturing
processes and new technologies. Moreover, the SRE group develops new cOlnputer tools for use by
reliability analysts Digital-wide, and reviews the applicability of tools developed in the industry. The
group is cOlnprised of six SUbgroups.
22.3.1

Reliability Programs Office, SRE

Manager: Norm Smith
The functions of the Reliability Programs Office include program management, and development of
the SRE charter statement, budget roll-ups, and assessnlent and performance measures.
22.3.2

Advanced Development Group

Manager: Tom Weyant
The activities of the Advanced Development Group currently include development of crash rate predictive nlodeling and data analysis techniques, management of the CSM Reliability University (RU),
and research in the area of advanced statistical analysis techniques.
22.3.3

Advanced Systems Engineering

Manager: Rick Howe
ASE performs reliability and availability modeling of Digital networks, clusters, and standalone equipment, cost of ownership economic modeling, and research in the area of stochastic nlodeling of
cOlnputer systems.
22.3.4

Design Reliability Engineering

Manager: Bob Shelton
DRE conducts a reliability progranl for new products fronl initial concept through product retirement.
The focus is on early design review and analysis to detect and correct design problems prior to
commitment to fabrication. The tasks include reliability and availability modeling, prediction of failure
rate and allocation to lower level assemblies, analysis of system and circuit design, failure modes and
effects analysis, and qualification test strategy and management.
22.3.5

Reliability Assessment Engineering

Manager: David Jones
RAE maintains a qualification laboratory for reliability demonstration testing of new products (RQT).
This group also performs a tracking function by gathering reliability data on conlputer systelns and
their cOlnponents, from multiple sources including vendor new product qualification, manufacturing,
and field use. Information gathered will be used in future new product development efforts and to
identify current performance and opportunities.

COMPUTER SYSTEMS MANUFACTURING ENGINEERING AND TECHNOLOGY GROUP (CSME&T)

253

22.3.6

Process Reliability Group

Manager: J.P. Keller
PRG provides the Ineans, procedures and technical expertise to define and relate process and reliability
goals. The group aims at·providing tools and procedures for process control and monitoring, thereby
assessing process practices and maintaining process integrity. It will also participate in developing
test and control plans for new processes, materials and help to assess risks associated with their use.
22.3.7

Reliability University

RU plans and staffs an internal education program aimed at developing more in-house reliability
expertise. The objective is to identify qualified candidates within Digital's current technical ranks
and provide thenl with a cooperative program of in-depth academic and practical training in a broad
spectrum of reliability topics.
When to·call:

•

For any reliability question or related problem.

•

For involvement in new system design, for reliability consultation and/or design team participation. Also RQT.

•

For interest/needs/inputs/information on system reliability and availability characterization and
modeling.

•

For any consultation or involvement in the nlanufacturing process and materials.

•

For interest in reliability training.
I
I

254

COMPUTER SYSTEMS MANUFACTURING ENGINEERING AND TECHNOLOGY GROUP (CSME&T)

CHAPTER 23
PRODUCT MARKETING GROUP
Manager: Peter

Smith, V.P. (MR03-lIE8, 297-5160)

The role of the Product Marketing Groups (PMGs) is to support Digital's mission to provide enterprisewide information systems. By providing the layered software environment needed to reach the potential of Digital's base systems and networking technologies, Product Marketing leverages Digital's
investment in base distributed computing technology. We add systems engineering, application integration, and an extensive portfolio of worldwide applications to develop Digital's products into
enterprise-wide solutions.
To acconlplish this, Product Marketing maintains strong technology partnerships with strategic customers and applications partners in key areas. We use the knowledge we gain from these relationships
to build a strong Product Marketing systems engineering focus. Systems engineering complements
Digital's base product and technology investments. It is the means by which Product Marketing·develops and drives high-quality information regarding product requirements into the Product Business
Units (PBUs). It enables Product Marketing to provide an increased level of product integration so
that it is easier for the sales force to match a Digital-based solution to a customer problem.
In addition, Product Marketing works with Software Services to position Digital as the complete systenlS integrator for our worldwide industry customers.
Product Marketing continues to provide expertise directly to the Sales Support organization, the Application Centers for Technology (ACTs), the Customer Solutions Center, and to the Field through its
close ties with the geographies' Industry Marketing Groups.
PRODUCT MARKETING GROUPS

•

Corporate Systems
Manager: Bill Steul, V.P. (PDM1-2/C2, 291-0550)

•

Engineering Systems
Manager: Don McInnis, V.P. (MR03-1/Q17, 297-4383)

•

Business and Office Information Systems
Manager: Henry Ancona, V.P. (TTB1-2/G10, 264-3700)

•

Laboratory Data Products (LOP) Marketing
Manager: Gary Eichhorn (MR02-4/F19, 297-4300)

•

CIM Marketing and Product Development
Manager: Dave Copeland (MET-2/C7, 291-7702)

•

Group Marketing Programs
Manager: Linda Moore (UP01-3, 296-4564)

•

Product Marketing Personnel
Manager: Willow Shire (MR03-1/E8, 297-7827)

•

Finance and Planning
Manager: Pat Spratt (MR03-lIE8, 297-7611)

PRODUCT MARKETING GROUP

255

•

Independent Software Vendor Group
Manager: Mike Mancuso (MET-1/H3, 291-7502)

•

Marketing Communications
Manager: Pete Zotto (CF01-1/M38, 251-1174)

•

Systems Engineering
Manager: Mike Taylor (MR03-1/E8, 297-4525)

PRODUCT MARKETING CONTACTS
Corporate Systems
Vice President: Bill Steul (PDMl-2/C2, 291-0550)

•

Financial Industry Systems Group
Manager: NorDl Goldberg (PDMl-2/L11, 291-0200)

•

IS Product Marketing
Manager: Patrick Zilvitis (PDMl-2/F2, 291-0402)

Telecommunications Systems Group
Manager: Bill Kania (PDMl-2/L11, 291-0320)

•

Marketing Programs/Travel Applications
Manager: Bob Weiner (PDMl-2/F2, 291-0474)

•

Marketing Communications
Manager: Barbara Watterson (PDM1-lIF2, 291-0440)

•

Systems Engineering
Manager (Acting): Bill Steul (PDMl-2/C2, 291-0550)

•

Finance and Planning
Manager: Terry Fink (PDMl-2/B2, 291-0495)

•

Personnel
Manager: Barry Moore (PDMl-2/B2, 291-0431)

•

Cullinet Strategic Alliance
Manager: Deborah Nicholls (PDM1-lIF2, 291-0346)

Engineering Systems Group

Vice President: Don McInnis (MR03-lIQ17, 297-4383)

•

Business Groups
Marketing .
Rakesh Kumar (MR03-lIQ17, 297-7166)

Systems Engineering
Prakash Bhalerao (MR03-lIQ17, 297-6246)

UNIX Program Office
PRISM Workstation Program Office
ULTRIX Group
Glenn Johnson (ZK03-3/W16, 381-0411)

Systems Software Base Product Marketing
Manager: Gail Holland (ZK03-3/Y25, 381-2345)

•

Support Groups
Finance
Larry Rosenberg (MR03-lIQ17, 297-6774)

256

PRODUCT MARKETING GROUP

Operations
Bryan Marler (MR03-1/Q17, 297-7473)

Pers01mel
Rich McNeal (MR03-lIQ17, 297-4336)
Business and Office Information Systems (BOIS)

Vice President: Henry Ancona (TTBl-2/G10, 264-3700)

•

Distribution, Marketing, Sales and Service Business Systems
Jhn Willis (TTBl-4/E03, 264-5487)

•

Financial and Administrative Business Systems
Michael Carabetta (TTBl-2/C02, 264-8255)

•

Electronic Publishing Systems
Howard Woolf (TTBl-2/B05, 264-3901)

•

Office Information Systems
Gene Hodges (TTBl-2/F03, 264-3734)

•

Market Development and Programs
Tom Richardson (TTBl-3/F10, 264-3961)

•

Systems Engineering
Dick Loveland (TTBl-3/F09, 264-6800)

•

Finance and Business
John Doherty (TTBl-2/B06, 264-3995)

•

Planning
Claire Messier (TTBl-2/G10, 264-2293)

•

Personnel
Leigh Bodington (TTBl-2/C05, 264-3907)

•

Business and Office Systems Engineedng
Pamela Johnson (ZK03-2/X37, 381-0733)

Laboratory Data Products (LOP) Marketing

Manager: Gary Eichhorn (MR02-4/F19, 297-4300)

•

Laboratol'y Applications Marketing
Ty Rabe (MR02-3/M84, 297-4198)

•

Scientific Applications Marketing
Larry Kruger (MR02-3/M91, 297-7118)

•

Business Det,elopment Programs
Brian Wade (MR02-3/M38, 297-2590)

•

Product Marketing and Planning
Randy Levine (MR02-3/M91, 297-6255)

•

Systems Engineering
Herve Lavoie (MR02-4/E14, 297-6938)

•

LDP Engineering
Herve Lavoie (MR02-4/E14, 297-6938)

•

F&A/MIS

Hank Soboski (MR02-4/F19, 297-5512)

PRODUCT MARKETING GROUP

257

•

Personnel
Jim Fleming (MR02-3/M78, 297-6845)

CIM Marketing and Product Development

Manager: Dave Copeland (MET-2/E7, 291-7702)

•

Systems Engineering
Dee Stewart (MET-1/E1, 291-7657)

•

Product Development
Bob Andersen (MET -2/E2, 291-7758)

•

Systems and Applications Support Group
Val Patel (MET-1/E5, 291-7511)

•

Market Development
Peter Graham (MET-2/A4, 291-7475)
John Ardini - Acting (MET-lIF6, 291-7591)

•

Product and Services Marketing
Don Jenkins (MET-2/E7, 291-7726)

•

ApJ1lications Marketing
Don Bell-Irving (MET-2/H2, 291-7704)

•

Finance
Marty Scarpati (MET-2/C5, 291-7539)

•

Personnel
Austin Moss (MET-1/F3, 291-7855)

Digital groups are encouraged to contact Product Marketing when they can benefit from their expertise.
This group can provide the following information.
•

Market requirements and trends in all of Digital's markets

•

Contacts with industry consultants, trade groups, and standards organizations.

Product Marketing would like to capitalize on the expertise of Digital's engineers to strengthen our
marketing efforts. Engineers who feel that the work they are doing could contribute to marketing
efforts are .encouraged to contact the appropriate people. The following are SOllle examples of the
activities Product Marketing would like to know about.
•

Development (or identification) of a new product or application suitable to any of our Inarkets

•

Unique or interesting applications of computer technology to solve science, engineering, corporate
information, office, and manufacturing problems

•

Willingness to be a reference site or provide pre-sales support to the Digital sales force

23.1

CORPORATE SYSTEMS GROUP

Manager: Bill Steul, V.P. (PDMl-2/C2, 291-0550)
The Corporate Systems Group (CSG) is organized to increase Digital's focus and market penetration in
the corporate inforolation systems, telecOlnmunications, travel, and financial services markets. CSG
is one of the five strategic product Inarketing groups reporting to Peter Smith, V.P., Product Marketing.
CSG focuses on enterprise computing and networking. CSG is also responsible for the acquisition and
integration of applications and the development of production application strategies and progralns for
corporate computing across all industries. eSG's goal is to have Digital recognized as number one in
distributed production systeols.

•
258

Financial Industry Systems Group
PRODUCT MARKETING GROUP

Manager: Norm Goldbe rg (PDM1-2/L11, 291-0200)

IS Product Marketing
Manager: Patrick Zilvitis (PDM1-2/F2, 291-0402)

•

Telecommunications Systems Group

•

Manager: Bill Kania (PDM1-2/L11, 291-0320)

•

Marketing Programs/Travel Applications

•

Marketing Communications

Manager: Bob Weine r (PDM1-2/F2, 291-0474)
Manager: Barbara Watter son (PDM1-1/F2, 291-0440)

Systems Engineering

•

Manag er (Acting): Bill Steul (PDM1 -2/C2, 291-0550)

Finance and Planning

•

Manager: Terry Fink (PDMl -2/B2, 291-0495)

Personnel

•

Manager: Barry Moore (PDM1 -2/B2, 291-0431)

Cullinet Strategic Alliance

•

Manager: Debor ah Nicholls (PDM1-1/F2, 291-0346)

23.1.1

Financial Industry Systems Group

Manager: David Stroll (PDM1-2/L11, 291-0200)
market, and deliver a surerio r set
Financial Indust ry System s Group (FISG) is charter ed to develo p, sectors of the financia . services
ce
of compl ete solutions for the banking, investm ent, and insuran
ry Marketing Group .
industr y worldw ide. FISG also works closely with the Financial Indust
23.1.2

Information Systems Product Marketing

Manager: Patrick Zilvitis (PDM1-2/F2, 291-0402)
ide IS soluti9 ns and platfor ms
IS Produc t Marketing develo ps and markets integrated, enterp rise-w
includ e databa ses, CASEIIS,
ms
platfor
and
to meet commercial compu ting needs. These solutions
endor networks, OLTP,
multiv
ctures,
archite
d
selecte
of
migration tools to compe te for replac ement
increas e market share and to be
and integra ted AI solutions. These solutions will positio n Digital to
s.
recogn ized as the standa rd for distrib uted produc tion system
23.1.3

Telecommunications Systems Group

Manager: Bill Kania (PDMl-2/L11, 291-0321)
the following areas:
TSG develo ps and market s solutio n platfor ms and applications across
•

Intelligent Networks

•
•

Value Added Networks
Public Netwo rk Manag ement

•

Public Netwo rk Operat ions

•

Custon ler Applications

service provid ers with the last
The first four solutio n areas are focuse d on the telecom munica tions
area focuse d primarily on corpor ate telecom depart ments.

PRODUCT MARKETING GROUP

259

23.1.4

Marketing Programs/Travel Applications

Manager: Bob Weiner (PDMl-2/F2, 291-0474)
Marketing Progralns charter is to nlanage perfonnance testing on Digital and competitive products
and systenls for CSG's markets and other special projects as they arise. In addition, it is responsible
for travel related services startup on behalf of Product Marketing.
23.1.5

Marketing Communications

Manager: Barbara Watterson (PDM1-1/F2,291-0440)
This group develops and communicates Digital's corporate computing and networking messages. The
group scrutinizes competitors' products, service, and marketing strategies to better direct Digital's
corporate computing messages. This group works closely with High Performance Systems Marketing,
with Rose Ann Giordano's Consultant and Information Systems Marketing group, and with the field
marketing progranls groups to package and deliver the product applications and solution systenls
content of Digital's corporate computing strategy.
23.1.6

Finance and Planning

Manager: Terry Fink (PDMl-2/B2, 291-0495)
Finance and Planning provides business support to the Corporate Systems Group in the areas of
finance, control, planning, systenls, and facilities.
23.1.7

Personnel

Manager: Barry Moore (PDMl-2/B2, 291-0431)
This group provides eSGs personnel administration and planning, recruiting, organizational developnlent, and enlployee relations.
23.1.8

Cullinet Strategic Alliance

Manager: Deb Nicholls (PDM1-1/F2, 291-0346)
Management of the relationship with a major software vendor, influencing Cullinet's investment in
developing applications for the VAX platform, including joint development efforts.

23.2

ENGINEERING SYSTEMS, ULTRIX, PRISM

Manager: Don McInnis, V.P. (MR03-1/Q17,297-4383)
This group's charter is to specify, build, and market complete computing solutions to engineering
organizations in targeted industries through all channels, worldwide.
BUSINESS GROUPS
•

Markefi ng

Rakesh Kunlar, 297-7166
Responsible for all marketing activities focused on engineering organizations at all levels, and
includes: market research, product strategy, third party applications, pricing, pronlotion, field
programs, and distribution strategy.

•

Systems Engineering
Prakash Bhalerao, 297-6246

260

PRODUCT MARKETING GROUP

Responsible for development and delivery to sales and sales support of application modules and
complete solutions designed to meet the needs of the customer's engineering organization at all
levels: Work group, Department, and Corporate.
•

UL TRIX Group
Manager: Glenn Johnson (ZK03-3/W16, 381-0411)

The ULTRIX Group is responsible for specifying an ULTRIX strategy that creates a world class
UNIX offering. The group performs both development and product management functions.
The Development effort has four major areas of focus: hardware systems support; user interfaces; networks and comnlunication; and the integration of UNIX with VMS through software
products. It provides a full range of engineering activity from basic operating system support of
the VAX hardware architecture to state-of-the-art graphic interfaces (including DECwindows and
the X windowing system), direction and support for industry standards (such as POSIX, SVID,
and X/Open), file systems, system security, networking and distributed computing capabilities,
system management, utilities. Documentation, performance, and quality groups complenlent the
development functions.
The Product Management group is the interface between the Development Group and the customer base as well as other groups within Digital. This group manages the phase review process,
helps define product requirements, creates a business plan, and orchestrates DECUS activities.
ULTRIX Product Managenlent is also responsible for management of Digital's licensing agreement
with AT&T and ULTRIX third party applications activities.
The Inajor portion of the ULTRIX Group resides at the Spitbrook Road facility in Nashua, NH.
The group also includes the Western Software Lab (WSL) in Palo Alto, CA and the European
ULTRIX Engineering Group (EUEG) in Reading England.
The following lists the ULTRIX Group contacts:

Hardware Systems Support
Manager: Dave Cardos (ZK03-3/T79, 381-0376)
User Intelface
Manager: Ken Reilly (ZK03-3/W17, 381-0404)
Networks and File Systems
Manager: Kent Ferson (ZK03-3/T79, 381-0389)
Documentation
Manager: Bob Amber (ZK03-3/T13, 381-0463)
Product Ma11agemel1t
Manager: Gary Oden (ZK03-3/V06, 381-0529)
Licensing
Manager: Jim Despathy (ZK03-3/V06, 381-0521)
Technical Director
Manager: Jim McGinness (ZK03-3/W16, 381-0407)
System Quality and Pelformance
Manager: Torn Hayden (ZK03-3/T13, 381-0311)
Westem Software Lab
Manager: Smokey Wallace (UCO-3, (415) 853-6651)
European UL TRIX Engineering Group
Manager: Vic Goddard
•

UNIX Program Office
Responsible for developing, supporting, and marketing ULTRIX operating systems.

•

PRISM Workstations Program Office
PRODUCT MARKETING GROUP

261

Responsible for the high performance ULTRIX workstations business which includes: system
architecture, engineering, manufacturing, service, marketing, and product management.

•

Systems Software Base Product Marketing
Manager: Gail Holland (ZK03-31Y25, 381-2345)

SUPPORT GROUPS

•
•

Finance

Larry Rosenberg, 297-6774

Operations
Bryan Marler, 297-7473

•

Personnel

Rich McNeal, 297-4336

23.3

BUSINESS AND OFFICE INFORMATION SYSTEMS (BOIS)

Manager: Henry Ancona, V.P. (TTBl-2/GIO, 264-3700)
Bu.siness· and Office Information Systems (BOIS) provides complete business and office solutions for
custooler needs in all industries worldwide. BOIS consists of four major businesses:
•

Distribution, Marketing, Sales, and Service Business Systems (DMSS)

•

Finance and Administrative Business Systems (FABS)

•

Electronic Publishing Systems (EPS)

•

Office Information Systems (OIS)

Supporting these four major business segments are five functions: Market Development and Programs,
Systems Engineering, Finance, Strategic Planning and Personnel.
In addition to the four businesses and five supporting functions, the Business and Office Systelns
Engineering (BOSE) group reports jointly to BOIS and to the Software Development Technologies
group in Engineering managed by Bill Keating.
23.3.1

Distribution, Marketing, Sales, and Service Business Systems (DMSS)

Manager: Jim Willis (TTB1-4/E03, 264-5487)
The DMSS group provides a worldwide product portfolio and marketing strategy to penetrate and
gain market share in distribution/logistics, transportation, marketing, sales, service and retail stores.
The DMSS solutions position Digital as the leader and preferred supplier of distributed systems and
networks-the fastest growing segment.
23.3.2

Finance and Administrative Business Systems (FABS)

Manager: Michael Carabetta (TTBl-2/C02, 264-8255)
The FABS group satisfies the computing needs of the accounting, finance ~nd administration functions
of large companies and governments worldwide.
FABS works closely with Industry Marketing to develop a product portfolio and marketing strategy to
gain market share within these functions.

262

PRODUCT MARKETING GROUP

23.3.3

Electronic Publishing Systems (EPS)

Manager: Howard Woolf (TTBl-4/B05, 264-3901)
The EPS group provides enterprise-wide word/document processing and electronic publishing systems
across all industries, functions, channels and geographies worldwide.
EPS works closely with Product and Industry Marketing (particularly Media Industry) on requirements
for a competitive publishing architecture and product set which is well-integrated into application
solution systenls.

23.3.4

Office Information Systems (OIS)

Manager: Gene Hodges (TTBl-2/F03, 264-3734)
OIS nleets the needs common to every office in large enterprises for all industries, worldwide. These
COlnmon needs are business communications, applications integration and end user conlputing.
The business communications segment includes Mail, EDI, Videotex, information sharing, and voice
applications. The applications integration segment includes a standard end user integration platform
(ALL-IN-I), user interface standards and office system administration and management. The end user
computing segment includes desktop integration, professional decision support, executive information
systems, procedural automation and simple project management.

23.3.5

Market Development and Programs (MD&P)

Manager: Tom Richardson (TTBl-3/FI0, 264-3961)
The MD&P group provides two services for BOIS:

•

Communicates and promotes to internal and external audiences the messages and strategies of
the major business segments.

•

Gets the BOIS products and solutions to market using a well-staffed, well-trained, well-motivated
field force selling to targeted, predisposed customers and prospects.

23.3.6

Systems Engineering

Manager: Dick Loveland (TTB1-31F09, 264-:-6800)
The mission of BOIS Systems Engineering is to define and drive the development of complete solutions for business and office information systems through integration of Digital and third party products
on standard Digital platforms, characterize and test solutions, and sponsor technical partnerships to
accelerate the definition and delivery of new solutions.
This group is organized to align with the four business segments.

23.3.7

Finance and MIS

Manager: John Doherty (TTBl-2/B06, 264-3995)
The BOIS Finance and MIS group provides financial nlanagement and analysis, business analysis and
information systems for BOIS.

23.3.8

Strategic Planning

Manager: Claire Messier (TTBl-2/GI0, 2.64-2293)
The BOIS Strategic Planning function manages the major business planning activities for BOIS.

PRODUCT MARKETING .GROUP 263

23.3.9

Personnel

Manager: Leigh Bodington (TTB1-2/C05, 264-3907)
The BOIS Personnel group provides recruiting, organizational development and employee relations
functions for BOIS.
23.3.10

Business and Office Systems Engineering (BOSE)

Manager: Pamela Johnson (ZK03-2/X37, 381-0733)
The BOSE group, reporting jointly to BOIS and to SDT Engineering, has two responsibilities:
•

To deliver leadership ALL-IN-1 office systems and business communications applications in support of the BOIS strategy.

•

To drive Digital's corporate mail program and to contribute components, consultation and development resources to help other application development groups in Engineering.

23.4

LABORATORY DATA PRODUCTS/SCIENCE GROUP

Manager: Gary Eichhorn (MR02-4/F19, 297-4300)
The Laboratory Data Products Group (LDP) provides Digital's marketing focus on the scientific research
and laboratory marketplaces. The charter of LDP is to provide integrated computing solutions to
scientists within research and laboratory organizations worldwide, to understand the cOlllputing needs
of scientists and develop strategies for meeting those needs, and to provide strategies, positioning,
and technical information to Industry Marketing and Sales Support groups to assist in maxilllizing
Digital's lllarket share in scientific and laboratory computing.
Typical customers in this market include industrial R&D laboratories, educational deparhnents and
laboratories, non-profit institutions, government research organizations, llledical research organizations, salllple handling laboratories. The industries where these customers are concentrated include
the Process Industries, Discrete Manufacturing Industries such as Aerospace, Autolllotive, and Electronics, Government, and Education.
LDP is one of the strategic product marketing groups reporting to Peter Smith, V.P., Product Marketing.
23.4.1

Laboratory Applications Marketing

Manager: Ty Rabe (MR02-3/M84, 297-4198)
Both LDP marketing groups, Laboratory Applications Marketing and Scientific Applications Marketing,
concentrate on defining and Inarketing cOlllplete, worldwide solutions for science and research that
clearly differentiate Digital from its major competitors.
The Laboratory Applications Marketing group concentrates on science and research activities within
larger organizations. Applications of interest to this group include data analysis, laboratory information management, instrument control, real time control, signal processing, time-critical computing,
bioresearch, and scientific office.
23.4.2

Scientific Applications Marketing

Manager: Larry Kruger (MR02-3/M91, 297-7118)
Both LDP marketing groups concentrate on defining and marketing complete, worldwide solutions for
science and research that clearly differentiate Digital from our major competitors.
The Scientific Applications Marketing group concentrates on organizations devoted to science and
research. Applications of interest to this group include simulation and lllodeling, illlage processing
and scientific visualization, program development, and supercomputing.

264

PRODUCT MARKETING GROUP

23.4.3

Business Development Programs

Manager: Brian Wade (MR02-3/M38, 297-2590)
The Business Development group is LDP's focus on Digital's field organization. It provides strategic
links with key Industry Marketing groups, with Sales and Sales Support, and with Channels Marketing.
This group is also responsible for field training and Marketing Communications Activities.
23.4.4

Product Marketing and Planning

Manager: Randy Levine (MR02-3/M91, 297-6255)
The Product Marketing function provides requirements to Digital engineering groups and works with
thenl to bring products to market and to incorporate them into LDP marketing programs. the planning
function maintains LDP's strategic plan and participates on behalf of LDP in corporate planning and
forecasting activities. This group also conducts the LDP Consultant/Analyst relations program.
23.4.5

Systems Engineering

Manager: Herve Lavoie (MR02-4/E14, 297-6938)
The mission of LDP Systems Engineering is to define and drive the development of complete solutions for scientific and research customers through integration of Digital and third-party products on
standard Digital platforms, to characterize and test solutions, and to sponsor technical partnerships
to accelerate the definition and delivery of new solutions.
The group is organized to align with the the two LDP Inarketing groups, Laboratory Applications
Marketing and Scientific Applications Marketing.
23.4.6

LDP Engineering

Manager: Herve Lavoie (MR02-4/E14, 297-6938)
The major product developlnent areas of LDP Engineering are scientific and technical information
Inanagenlent systems, real-thne data 'acquisition and control for research and scientific applications,
graphing and display of scientific data, and libraries for scientific computing.
Products include LABSTAR software and I/O library for the researcher and LIMS/SM as an applications
software tool for automating laboratory processes and Inanagement of tested data.
LDP Engineering provides consulting on real-time applications, instrument interfacing (especially IEEE488 bus), and laboratory automation.
23.4.7

Finance and Administration/MIS

Manager: Hank Soboski (MR02-4/F19, 297-5512)
This group is responsible for financial management and analysis, and for LOP's financial and business
infonnation systenls.
23.4.8

Personnel

Manager: Jinl Fleming (MR02-3/M78, 297-6845)
This group is responsible for personnel functions, recruiting, organizational development, and elnployee relations.

PRODUCT MARKETING GROUP

265

23.5

CIM MARKETING AND PRODUCT DEVELOPMENT GROUP

Manager: Dave Copeland (MET-2/E7, 291-7702)
The elM Product Development and Marketing Group is responsible for the following functions:
•

Defines and maintains the strategies for the worldwide manufacturing nlarket (marketing, products, services, and channels).

•

Implements programs and plans, with others, to achieve the market strategies.

•

Ensures that all strategies are based on the corporate product plan.

•

Develops expertise in systems engineering and product development for CIM.

•

Directs marketing and planning efforts through all channels.

•

Targets manufacturing departments and all areas of the enterprise which influence the use of
computing in manufacturing.

The manufacturing market is commonly segmented into levels shown below. The system target market
or CIM is Levels I, II and III.
Level

Description

Application

Corporate-wide System

Payroll, Accounting, Corporate MRP, Corporate Distributing, etc.

III

Plant-wide systems

MRPII, distribution, manufacturing decision support, maintenance, energy, and resource management

Area Control

Shop floor scheduling and control, process control, quality management, supervisory cell control
Machine control, distributed process control, factory data collection
devices

Direct machine or unit control

Machine or process

Level 0 is the machine or process being controlled by computers at a higher level. The CMPD
group will address Level IV computing when applications are manufacturing oriented and will support
the Information Systems Business Group (ISBG) in representing our manufacturing solutions to IS
executives.
The CIM group is also responsible for maintenance and applications across all basic and service
industries.
CIM Product Development and Marketing contacts are as follows:

•

elM Marketing and Product Development
Manager: Dave Copeland (MET-2/E7, 291-7702)

•

Systems Engineering
Dee Stewart (MET-lIEl, 291-7657)

•

Pmduct Development
Bob Andersen (MET-2/E2, 291-7758)

•

Systems and Applications Support Group
Val Patel (MET-I/E5, 291-7511)

•

Market Development
Peter Graham (MET-2/A4, 291-7475)
John Ardini - Acting (MET-lIF6, 291-7591)

•

Product and Seroices Marketing
Don Jenkins (MET-2/E7, 291-7726)

266 ·PRODUCT MARKETING GROUP

•

Applications Marketing
Don Bell-Irving (MET-2/H2, 291-7704)

•
•

Finance

Marty Scarpati (MET-2/e5, 291-7539)

Personnel
Austin Moss (MET-1/F3, 291-7855)

PRODUCT MARKETING GROUP

267

NAME INDEX

A
Abel, Norma , 127
Abel, Tom, 243
Aberdale, liz, 120
Aberna thy, Charles, 86
Abraha m, Joy, 245
Abraha msen, Tom, 86
Adams, Barbara, 21.4
Adams, John, 120
Adleman, Henry, 243
Ahern, Camille, 43
Aitken, Jim, 236
Ajgaonkar, Kami, 76
Alexanderson, John, 208
Alissi, Geno, 128
Allan, Joe, 207
Allison, Lee, 183
Alumbaugh, Clark, 112
Amber, Bob, 261
Ancona, Henry, 262
Anders en, Bob, 266
Anderson, Bruce, 189
Anders on, Dave, 210
Anders on, Dee, 147
Anders on, Dick, 180
Anders on, Duncan , 90
Anders on, Steve, 178, 194
Anderson-Khleif, Susan, 116
Andrew s, Don, 48
Angel, Dick, 93
Anketell, Winni, 203
Annesi, Bill, 196
Anthon y, Charlie, 198
Aori, Yoshi, 108
Aramati, Victor, 69
Arayas, Joe, 219
Archam bault, Bruce, 79
Archam beault, Bruce, 210
Ardini, John, 266
Arker, Joel, 128
Armbru ster, Glenn, 133
Armou r, Jon, 174
Arnold, Phil, 116

Aronoff, Sheldo n, 119
Ashley-Sack, Marilyn, 214
Askins, Bill, 102
Atkinson, Uoyd, 129
Atlas, Jay, 219
Atter, Frank, 190
Auman , Craig, 201
Austin, Dick, 49
Avakian, Carine, 147
Azar, lssa, 139

8
Bagley, John, 87
Bailey, P., 233
Bajwa, S.S., 185
Baldessari, Dave, 46
BaHour, Fred, 132
Ball, C., 234
Balladelli, Piero, 145
Ballou, Joe, 172
Barbas, Charlie, 26
Barbett, Dick, 156
BarBone, Virginia, 171
Barker, Jeff, 183
Barker, John, 96
Barker, Steve, 78
Barnabe, Don, 209
Barnard , Bob, 239
Barnum , Susan, 211
Barrett, John, 237
Barrett, Jon, 143
Barron, Ed, 115
Batten, Jack, 191
Baudelaire, Patrick, 60
Bauer, Alfred, 139
Bauer, Diane, 226
Bausha, Bill, 211
Beane, Dick, 66
Beaudet, Tom, 209
Becker, Phil, 210
Beckner, George, 46
Beecher, John, 243
Behuniak, John, 184

NAME INDEX

269

Beirne, John, 57
Belanger, Dick, 76
Ben, David, 143
Bell, Unda, 229
Bellanca, Steve, 79
Bell-Irving, Don, 267
Benfey, Tom, 232
Benigni, Paul, 85
Bennett, Dick, 73
Benton, Renate, 110
Berger, Bill, 171
Berger, Ken, 174
Berke, Marty, 239
Berman, Ajay, 225
Bernstein, Dan, 220
Bertetti, Dave, 87
Best, Dick, 16
Bettels, J. iirgen, 143
Beveridge, Dave, 247
Bhalerao, Prakash, 260
Bhalla, Sunil, 185
Bills, Bob, 82, 243
Binder, Hermann, 221
Bitto, Joe, 80
Black, Bob, 137
Blackledge, Bob, 110
Blair, Joan, 214
Blenis, Gary, 243
Blizard, Gail, 242
Blomgren, Roger, 225
Blume, Steve, 175
Bod.ington, Leigh, 264
Boers, Pete.r, 79
Boers, Robert, 135
Bogue, Ron, 80, 243
Bourne, Steve, 80
Bourque, J., 233
Bowen, Hugh, 75
Bowles, Chet, 224
Bowman, Chris, 38
Bowman, Robert, 211
Boyd, Drew, 229
Brabitz, Ken, 78
Bradley, Dick, 189
Brait, Denice, 41
Braithwaite, David, 243
Braley, Jon, 189
Brandwein, Louise, 209
Brauner, Raul, 77
Breest, Carol, 181
Bressler, John, 249
Bright, Patricia, 182
Brind, Alan, 242
Brommelhoff, jurgen, 96
Brooks, Gary, 13
Brown, Bill, 109
Brown, Bob, 240

270

NAME INDEX

Brown, David L., 13
Brown, David W., 105
Brown, Peter, 56
Brown, R., 234
Brown, Ron, 231, 232
Browne, Peter, 230
Brownson, Bob, 225, 228
Bryan, Tony, 76
Buddenhagen, Will, 223
Burckhardt, Werner, 191
Burke, Bill, 134
Burniece, Tom, 112
Burnley, Stuart, 151
Burns, John, 229
, Burr, Geoffrey, 81
Busiek, Don, 220
Butler, Ollie, 189
Butler, Rich, 93
Byrne, Bruce, 228

c
Cabrinety, Larry, 82
Cacioppo, George, 84
Caine, Paul, 174
Caldwell, Jim, 121
Camber, Sue, 78
Camelio, Bob, 140
Cann, George, 229
Cannizzaro, Joe, 77
Cappello, Nick, 96
Carabetta, Michael, 262
Carchidi, Joe, 81
Cardon, Dennis, 209
Cardos, Dave, 261
Carpentier, Sandy, 80, 90
Carrado, Ray, 229
Carty, Bob, 132
Caruso, Dick, 252
Castellano, Rich, 87
Cataldo, Pat, 221
Caulfield, John, 176
Cavanaugh, Tom, 54, 200
Cefalo, AI, 35
Chace, Don, 191
Chaplin, Bill, 228
Chapman, Drum, 97
Chen, Mimi, 96
Chen, Yvonne, 249
Chevalier, Irene, 224
Chosiad, Dave, 236
Chow, Peter, 121
Christensen, Mike, 228
Chubachi, Takao, 108
Ciannavei, Guido, 190
Ciorciari, Tony, 178
Clapp, Gary, 36
Clark, Ron, 36

Clarke, John, 80
Cline, Carl, 240, 249
Cline, Warren , 189
Clockedile, Art, 46
Cochra ne, Barbara, 242
Cohen, Bob, 219
Cohen, Lou, 99
Colaia nni, Ron, 49
Collins, Lois, 234
Colon-Osorio, Fernan do, 98, 100
Comstock, Betsy, 86
Conklin , Peter, 83
Conn, Alex, 161
Conn, Charles , 86
Connor s, Agnes, 66
Conrad , Don, 76
Cook, Richard, 115
Cope, George, 231, 232
Copela nd, Dave, 266
Cordeiro, Steve, 232
Corke, Malcolm, 137
Corley, Dick, 217
Cormie r, Terry, 171, 200
Cox, Patricia, 8, 9
Cray, Bill, 36
Crespo, Jose, 78
Creux, Jean-Jacques, 146
Crimm in, Dave, 227
Crosby, Dick, 122
Crosby, Leo, 182
Crosier, Dave, 191
Crossm an, Red, 132
Crouse, Henry, 165
Cudmo re, Jim, 11
Cullen, Steve, 114
Cullina ne, Marcia, 225
Culverwell, Ken, 97
Curran , Deane, 82, 90
Curtin, Paul, 166
Cutler, Dave, 93
Cyr, John, 26
Czekalski, Martin , 114

D
Dahlstr om, Carole, 198
DaH, Erle, 196
DaH, Steve, 241
Daley, Bob, 119
Daley, Mark, 171
Dandage, Subhas h, 78
Dane, Josh, 97
Dangeh nayer, Bob, 179
Daniels, Gail, 131
Daniels, Rick, 173
Darnell, Dale, 214
Dauphi nais, Dave, 55
Davenp ort, Carlton , 13

Davidson, Scott, 123
Davies, Bill, 89
Davis, Don, 49
Davis, John, 83
Davis, Steve, 239
DeAmicis, Don, 172
Deary, Ed, 239
DeBlois, Dana, 175
DeBoalt, Dick, 239
Deknis, Dan, 78
DelaTo rre, Sonia, 176
DelVecchio, Nick, 172
Demen t, Ralph, 132
Demme r, Bill, 93
Dermod y, Chuck, 156
Derome, Don, 72
Deschamps, Jules, 46
Despathy, Jim, 261
Diaz, Mike, 111
Dickhut, Duane, 69
Difinizio, Lou, 204
Digilio, Frank, 85
Dillingham, Bruce, 179
DiRico, Jim, 156
Dischinger, John, 228
Dixon, Clarenc e, 198
Dobberpuhl, Dan, 63
Dockser, Bob, 159
Doherty, Alison, 170
Doherty, Carolyn, 211
Doherty, Dan, 156
Doherty, John, 263
Dormit zer, Ralph, 84
Double, David, 36
Doucet, Peggy, 127
Dougherty, Mike, 56
Douma ni, George, 87
Dray, Bob, 150
Dresen, T" 234
Dudziak, Phil, 242
Duffy, Chase, 223
Dufresn e, Martha , 186
Dundon , Tom, 83
Dunham , Walt, 166
Dunn, Guilfor d, 48
Dunn, Tom, 196
Duvivier, Christi ne, 204
Dye, Cecil, 206, 228

E
Earnsha w, John, 241
Eaton, Mike, 189, 195
Eckert, Alison, 38, 43
Egolf, John, 187
Eicher, Charlie , 229
Eichhorn, Gary, 264
EHrig, Janice, 38, 49

NAME INDEX

271

Eisele, Dan, 210
Elias, Don, 232
Elkins, Mike, 111
Ellis, Cynthia, 203
Ellis, Dave, 180
Ellis, Ed, 112
Ellison, Rick, 241
Endry, Mark, 57
Englund, Glenn, 110
Epps, Harold, 178
Erickson, Bob, 51
Ericsson, Eric, 199
Esling, Paul, 109
Esselstyn, Jim, 95
Evans, George, 243
Everson, Sue, 228

F
Fabrizio, Joe, 225
Fagerquist, U1£, 119, 166
Farquhar, Bob, 212
Farrahar, Dick, 7
Faucher, Cornel, 129
Faulconer, Bob, 189
Feir, Hank, 8
Feltes, Eleanor, 15
Ferrone, Bob, 204
Ferson, Kent, 261
Fields Tamker, Susan, 230
Fineman, Howard, 167
Fink, Al, 215
Fink, Terry, 260
Finn, Ubby, 10
Finnegan, Jim, 121
Fisher, David, 139
Fisk, Owen, 236
Fitzgerald, Brian, 25, 72
Flaherty, Mike, 189
Flaig" Scott, 119
Flakes, Rod, 132
Flanagan, Pat, 53
Fleet, Neville, 120
Fleisner, Paul, 211
Fleming, jim, 265
Fleming, Shirley, 36
Fleury, Harry, 243
Florentine, john, 242
Flynn, Dave, 146
Flynn, Ed, 189, 191
Ford, Joseph, 205
Forde, John, 91
Foreman, judy, 97
Forsyth, Fred, 176
Fowler, Charles, 196
Fox, Les, 63
Frampton, Lois, 127
Franks, Charlie, 74

272

NAME INDEX

Frederick, Tom, 113
Freeman, Bill, 241
Friedman, Alan, 231
Friedrich, Donna, 56
Friedrich, Kurt, 156
Frigand, Steve, 245
Frongillo, Mike, 133
Fry, Francoise, 153
Fuller, Royce, 179
Fuller, Sam, 59, 65, 66
Funk, joe, 36

G
Gaffney, joe, 237
Gagne, Roger, 73
Gagnon, Trish, 159
Galbraith, john, 249
Ganoway, Bill, 198
Gannon, Tom, 64,65
Gardner, George, 231
Garge', Yash, 109
Gasser, Morrie, 162
Gat, Israel, 25
Gaubatz, Don, 63, 71
Gault, Sue, 158
Gaviglia, Lou, 169
George, Susan, 227
Gephart, Sara Ann, 53
Gerelds, George, 170
Gibson, Carl, 95
Giddens, Nancy, 225
Gilbert, Ralph, 242
Gillespie, Ralph, 189
Gilman, Abbot, 91
Giordano, Rose Ann, 212
Glantz, Richard, 84
Glass, Brad, 156, 160
Gleeson, john, 211
Glorioso, Bob, 95
Glowacz, Michaelene, 184
Gobeille, Lou, 231
Goddard, Vic, 151, 261
Goff, Mark, 198
Goldberg, Helen, 228
Goldhush, Doug, 26
Goldman, Sue, 130
Gonzales, Dick, 87
Good, Bob, 237
Gordon, Brian, 180
Gordon, Bruce, 106
Gordon, Ken, 51
Gordon, Scott, 65
Gormley, Steve, 130
Gotthardt, jeanne, 170
Gottschalk, Gary, 124
Goyal, Deepak, 129
Goza, Cynthia, 227

Grablick, Tom, 196
Graham , Bob, 189
Graham , Peter, 266
Grainge r, Dave, 236
Greene , Larry, 216
Greenfield, Hope, 190
Greenlee, Dave, 178, 189
GI'enier, Ray, 131
Griep, Jonatha n, 77
Griffin, Ed, 200
Grimal di, Frank, 88
Grochm al, Jim, 63
Grose, John, 76
Grossim on, Herb, 236
Grove, Rieh, 63
Gruhnw ald, Winfried, 139
Gullotti, Russ, 235

H
Haefne r, Fred, 181
Hager, Harold, 84
Hald, Mark, 242
Halt, Judy, 63
Hallgren, Christo pher, 42
Hamel, Dan, 67, 189
Hamilt on, Dave, 12
Hannem ann, Rob, 68
Hansm ire, Steve, 80
Hanson , Bill, 169
Harber t, Don, 93
Harbiso n, D., 233
Harmo n, Ralph, 239
Harper , John, 127
Harris, Ken, 244
Harris, Tom, 158
Hart, Jim, 133
Hartwe ll, Bill, 198
Hartzb and, David, 127
Harvey, Dave, 151
Harvey, Sally, 245
Hassett , Frank, 155
Hawe, Bill, 127
Haxby, April, 153
Hayden , Tom, 261
Heaton , Dick, 219
Hebens treit, Mark, 125
Hebert, Janet, 38
Hedin, Marian ne, 117
Heffner , Bill, 155
Heisler, Henry, 207
Herring , Barry, 74
Hess, Bob, 111
Hesseltine, Bob, 178
Higgins, James, 212
Higgins, Ron, 128
Hiller, Dan, 231
Hilton, Bill, 241

Hitz, George, 72
Hodges, Gene, 263
Hoff, George, 93
Hoffma n, R.A., 82
Hoffma n, Sandy, 189
Holewa, Joe, 243
Holland, B., 233
Holland , Gail, 159
Hollingsworth, Rieh, 26, 68
Holt, John, 170
Holz, John, 161
Hopkins, John, 56
Horesta , George, 223
Horne, Robert, 216
Horner , Mike, 134
Hornor , Joella, 61
Horsnell, Verena, 138
Houtz, Neal, 213
Hovey, Richard, 122
Howe, Rick, 253
Howell, Bob, 242
Howing ton, Ron, 241
Howlan d, Bob, 73, 79
Hoxie-Wasko, Jean, 242
Hoyt, Steve, 239
Hughes, Bob, 211
Hughes, George, 179
Hughes, Richard, 137
Hult, Bob, 237
Humm , Mike, 150
Humph rey, Eric, 245
Hunt, Claude tte, 12
Hunt, Don, 179
Hunt, Laura, 42
Hurd, John, 143
Hurd, Peg, 232
Hurley, Marty, 162
Hurley, Peter, 120
Hymes, Bob, 231, 232

Infante , Don, 180
Ingalls, Earl, 125
Irvin, Dan, 49
Israel, Sonja, 66

J
Jackson, Jim, 120
Jackson, Stew, 78, 79
Jacques, Lou, 97
Jaferian, Jan, 98, 166
Jaillet, Roger, 176
James, Craig, 82
James, Nancy, 40
Jamieson, Kathy, 232
Janke, Howard , 249

NAME INDEX

273

Jansen, Ron, 54
Jardin, Pierre, 138
Jenkins, Don, 266
Jenkins, Steve, 93
Jennings, Dan, 93
Johns, AI, 82
Johnson, BiU, 119
Johnson, Bob, 230, 231
Johnson, Fred, 178
Johnson, Glenn, 261.
Johnson, L., 233
Johnson, Maureen, 74
Johnson, PameIa, 264
Johnson, Richard, 86
Johnson, Ron, 112
Johnson, Ryan J., 111
Jones, David, 253
Jones, Peter E., 138
Jones, Wilt, 200
Jorgensen, Odd, 143
Joseph, Lee, 231
Judson, Bruce, 241
Juergen Schrader, Ernst, 139
Juergensen, Michael, 147
Jurgen, Bob, 73
Jurras, Jack, 231

K
Kaepplein, Howard, 87
Kahlau, Renee, 242
Kalin, Rieh, 128
Kamins, Ed, 207
Kanady, Ken, 179
Kania, Bm, 259
Kappler, John, 148
Karchen, Gisele, 60
Karpowski, Tom, 119, 244
Kasten, Jerry, 231
Katzif, Jeff, 75
Kaufman, Peter, 166
Kaufman, Regis, 198
Kawamoto, Key, 108, 155
Kawamura, Yoshi, 108
Keating, Bill, 157
Keating, Bud, 239
Keefer, Brian, 25
Keiran, Bill, 201
Kell, John, 124
Keller, Barbara, 80
Keller, J.P., 254
Kelley, Bill, 13
Kelly, Bill, 26
Kelly, Pierrette, 189
Kelmanson, Martin, 232
Kempf, Mark, 63
Kempsell, Trevor, 157
Kenah, Larry, 63

274

NAME INDEX

Kennedy, Bob, 204
Kent, Bill, 247
Kent, Paul, 231
Keresey, Paul, 120
Kershaw, Lynne, 122
Kerylow, Chris, 196
Ketonen, Jan, 198
Kiang, Lindsey, 36
Killelea, Dave, 231
Kilmartin, Fred, 156
King, Ed, 156
King, Jim, 25, 75
Kirby, Alan, 126
Kitchin, John, 70
Klein, Barbara, 38
Klein, Leslie, 157
Klinker, Gary, 121
Knapp, Dave, 214
Knapp, Jean, 132
Knibbs, Jeff, 146
Knoll, Dave, 189
Kobayashi, Tom, 107
Koch, Peter, 197
Kochan, Joerg, 146
Kochan, Matt, 90
Koester, Bill, 236
Korf, Dave, 131
Kostetsky, Oleh, 101
Koteff, Bill, 11
Kotok, Alan, 116
Kotsch, Leszek, 1.46
Kreidermacher, Len, 90
Krisstofy, Ivan, 25
Krueger, Bob, 121
Kruger, Larry, 264
Kruger, Paul, 80
Kuchun, Steve, 185
Kuenzel, Ken, 74
Kumar, Rakesh, 260
Kumar, Sujit, 83
Kur, Mitch, 47
Kurimura, Shin-ichiro, 108
Kurta, Joe, 236
Kusekowski, Gene, 53

L
Laba, Paul, 74
LaCava, Dom, 71
Lacey, Jim, 107, 108
Lachance, Al, 230
Lackey, Murvin, 201
Ladden, Paul, 239
Lafleur, Linda, 170
Lahtinen, Bill, 242
Laine, Michael, 184
Lambarth, Dave, 187
Lampson, Butler, 63

Landau, Rick, 84
Landry, Lynn, 173
Lane, Jeff, 80
Lang, Richard, 244
Lange, Joyce, 24
Lanigan, Lynn, 49
Larson, Fred, 242
Larson, Ralph, 88
Latham , Dan, 212
Lauck, Tony, 126
Lavoie, Herve, 265
Lawrence, Dave, 178
Learoyd, Cathy, 93
LeBlanc, Mel, 172
Lee, Ed, 114
Lee-Bennette, Nancy, 153
LeFlore, Sandra , 197
Legerlotz, Al, 241
Lenhoff, Gunter , 220
Leonha rdt, Dick, 242
Lester, Jerry, 36
Levine, Randy, 265
Levy, Len, 133
Lewandowski, Mary Ellen, 120
Lignos, Demetrios, 106
Lind, Don, 75
Lindblad, Goran, 143
Lindenberg, Bob, 155
Lionetta, Bernad ette, 189
Lipcon, Eli, 219
Lipcon, Jesse, 90
Lipner, Steve, 63, 161
Lipp, Sharon , 62
Lisee, Remi, 72
Litchfield, Jan, 15
Utsios, Ken, 134
Uorca, Brigitte, 145
Loesel, Dan, 239
Lofgren, Tom, 101
Logan, Bob, 130
Lombardo, Joe, 178, 216
Long, Harold, 244
Lorence, Barney, 96
Lorusso, Paul, 87
Lotz, Bob, 88
Lovela nd, Dick, 263
Low, Jeff, 129
Lowe, Bill, 166
Lucey, Jim, 172
Lynch, William, 205

M
Maas, K., 233
MacCormack, Bill, 103
MacKeen, Jack, 218
MacKenzie, Doug, 106
MacKenzie, Stuart, 143

MacLean, Doug, 209
Macolini, Bob, 239
Madore, Ken, 156
Magaldi, Jim, 47
Maguire, Unda, 38
Mahany , Dianne , 98
Maher, Tom, 87
Mahoney, Dick, 157
Maillard, Janet, 135
Major, Bill, 111
Malans on, Jim, 226, 234
Maldonis, Bob, 185
Malone, Ed, 239
Mancuso, Mike, 256
Mandel baum, Jack, 130
Mann, Bruce, 161
Mann, Gail, 166
Manter , Walter, 106
Manzo, John, 99, 100
Marcha nd, Don, 146
Marche tti, Ron, 178
Marconis, Joe, 156
Mardiro sian, Ginny, 55
Mari, Lee, 186
MarianelH, Emilio, 126
Marier, Bruce, 243
Marino , Diane, 147
Markoff, Eliane, 66
Marler, Bryan, 262
Marme n, Tom, 114
Marshall, Barry, 25
Marshall, Linda, 181
Martin, Clayton , 180
Martin-KaU, Myriam , 146
Masand , Suresh, 209, 211
Masland, Andy, 214
Matran ga, Paul, 69
Maudli n, Judy, 178
Maxfield, Richard, 38
Maxwell, Rich, 238
May, Dana, 15
Mayall, Ed, 171
Mayes, Bob, 36
McAfee, Sharon , 70
McBride, Brian, 89
McCabe, Frank, 203
McCarr on, Angela, 204
McCarthy, Martin, 134
McCauley, Bob, 56
McCoy, John, 210
McCredie, John, 61
McDerm ott, John, 61
McDonough, Ed, 193
McEnroe, Paul, 102
McGau nn, Paul, 204
McGill, Chris, 103
McGinness, Jim, 261

NAME INDEX

275

McHale, William, 205
McInnes, George, 48
McInnis, Don, 260
McKeown, Brian, 241
McKinney, Tom, 128
McKinnon, Linda, 13
Mclaren, Kei th, 120
McNaughton, Bruce, 152
McNeal, Rich, 262
Meany, Joe, 90
Meehan, Mike, 223
Mehaffey, Don, 15
Melia, Kevin, 189
Melle, Terry, 227
Melvin, Jim, 194
Menendez, Maria, 70
Merewood, Richard, 156
Merriam, Fran, 183
Messenger, Dale, 125
Messier, Claire, 263
Micalizzi, Guy, 225
Miller, Bert, 109
Miller, Jack, 115
Miller, Jim, 131
Miller, Ron, 241
Millet, Herman, 243
Mills, Jim, 140
Minnich, Dennis, 170, 173
Mirkovic, Lee, 15
Mitchell, John, 174
Mjos, Bob, 222
Moffa, Mike, 230
Mollin, Richard, 72
Moloney, S., 233
Mongillo, Tony, 178
Moniz, Wayne, 182
Montague, Jerry, 236
Mooney, BUl, 26
Mooney, Kevin, 214
Moore, Barry, 260
Moore, Linda, 255
Moore, Martha, 38
Moran, BUI, 247
Moran, Hank, 73
Moran, Maura, 35
Morency, Dick, 209
Morency, Jane, 120
Morey, B., 233
Morgan, Gale, 206
Morgan, John, 134, 249
Morris, Ira, 46
Morvay, Ronnie, 90
Moss, Austin, 267
Mottershead, Brian, 146
Mudgett, Christine, 181
Muhm, Claire, 206
Mulkey, Bob, 8

276

NAME INDEX

Mullen, Pat, 213
Mulvey, Joe, 74
Murphy, Bob, 76
Murray, Robert G., 131
Myer, Doug, 249
Myrick, Ron, 35

N
Nagamine, Toshio, 109
Napp, Duane, 176
Nation, Mike, 155
Nealon, Robert, 205
Nelsen, Don, 63
Nelson, Paul, 82, 83
Nicholls, Deb, 260
Nichols, Jay, 90
Nickerson, Dana, 183
Nickerson, Ron, 249
Niederhauser, Orson, 237
Nielsen, Larry, 89
Noren, Nils, 166
Norman, Les, 53
Norquay, Gordon, 117, 190
Norton, Cal, 38
Novak, Frank, 209

o
O'Brien, Bill, 26
O'Brien, Clem, 102
O'Brien, Ellen, 225
O'Brien, Will, 238
O'Connell, Mark, 91
O'Donnell, Art, 190
O'Donnell, Hilary, 134
O'Donnell, Louise, 227
O'Hern, Brian, 222
O'Keefe, John, 219
O'Keefe, Rob, ]91
O'Leary, Kay, 134
O'Leary, Marian, 176
aden, Gary, 261
Ohri, Anil, 88
aka, Kenji, 108
Oldfield, Fred, 169, 171
Oliver, Peter, 36
Olivotto, Nino, 139
Ono, Kaz, 108, 109
Onorato, Joseph, 115
'Osborn, John, 223
Osborne, Brian, 225
Ota, Brian, 197
Oughton, Mike, 146
Owaga, Yoshiko, 231
Owen, Brian, ]32
Oyama, Ken, 108

p
Pad ulan, Dick, 35
Pacy, john, 52
Palmer , Robert, 67
Parikh, Bharat, 181
Parker, Ken, 243
Parm, BHI, 74
Parmelee, Bob, 189
Parnell , Don, 185
Parris, Erv, 46
Parry, Ray, 109
Patane, Rozann a, 197
Patel, Mahend ra, 126
Patel, Val, 266
Paul, Bob, 191
Paul-Emile, Serge, 25, 77
Paxton, jerry, 215
Payne, June, 16
Payne, Mary, 60
Payne, Ron, 195
Pearson, Stan, 103
Pendlet on, George, 57
Penney , Bruce, 183
Penney , Vic, 73
Pepper, Al, 182
Percy, Laura, 13
Perkins, Bill, 120
Perkins , jim, 36
Perry, Bob, 197
Perry, John, 68
Peters, Carol, 80
Peters, Chris, 174
Phalen, Alice, 120
Phetson , Karen, 110
Philipp on, Lou, 90
Phillips, Jan, 198
Picardi, Tony, 8, 93
Picott, Bill, 74
Pierce, Jerry, 230
Pieters, Fred, 136
Piggford, Carole, 38
Pigman , Dick, 119
Pitochelli, D., 233
Pitruzzella, Vince, 36
Pitteng er, Russ, 53
Pitts, Jim, 204
Pitz, Cliff, 241
Plakias, Greg, 190
Pledger, Carter, 35
Plotkin, Charlen e, 56
Poe, Chuck, 160
Poe, Ken, 196
Polay, Charlie, 189
Porter, Trevor, 160
Posey, Frank, 205
Post, Debbie, 172
Potter, Harold, 26

Powderly, Charlie , 182
Powell, Bob, 228
Powers, Rich, 247
Proven cher, Dick, 207
Pursel, David, 36

R
Rabe, Ty, 264
Racine, Ernie, 243
Rae, Paul, 47
Raibley, Rebecca, 204
Ramch aran, Fiona, 153
Ramirez, Al, 211
Ramos, Al, 183
Ramponi, Roland, 251
Randall, Phil, 227
Rappaport, Phyllis, 227
Ravan, Jim, 63
Rawa, Ruth, 68
Raymond, Bob, 116
Reczek, Don, 249
Redfield, Carl, 191
Reeg, L., 233
Rees-Lewis, Bill, 146
Regli, Keith, 123
Rehill, Michelle, 38
Reiling, Ron, 36
Reilly, Ken, 261
Rennick, Bob, 110
Reuthe, Beth, 134
Reynolds, Jim, 122
Rezac, Roy, 101
Rhee, Kyu Sun, 232
Ricci, Larry, 166
Richardson, Tom, 263
Riddle, Brian, 44
Riddle, Harry, 225
Ridgley, john, 232
Riedl, John, 19
Riesgaard, Serena, 38
Riggle, Mike, 106, 109
Riley, J., 233
Rinaldi, Mike, 134
Rines, Tom, 133
Riordan, Dan, 219
Rivera Oyola, Luis, 134
Robbins, Worth, 51
Robey, Mike, 241
Robinette, Bill, 67
Robinson, Fred, 156
Robinson, Gary, 162
Robinson, Kathy, 49
Robohm, Peter, 212
Rodabaugh, Lee, 147
Rodock, Mary, 166
Roessler, Brigitte, 136
Roettjer, Phil, 110

NAME INDEX

277

Rogers, Ana, 198
Rojcewicz, Peter, 115
Roller, Bob, 207
Roney, Bob, 210
Rosand er, Glenn, 250
Rosch, Raymo nd, 198
Roscoe, Ron, 172
Rose, John, 81
Rose, Vicki, 228
Rosenb erg, Larry, 262
Ross, Ron, 75
Rossini, Larry, 8
Rossiter, Dennis , 131
Rothbe rg, M., 233
Rothen berg, Doug, 249
Rottma yer, Bob, 63
Rozett, Bruce, 75
Rubins on, Barry, 161
Rubins tein, Dick, 65
Rudy, Jeff, 158
Russell, Dick, 242
Rutland , Marilyn , 207

s
Salmi, David, 206
Salvaggio, Paul, 196
Samet, Bonnie , 231
Sander s, Rufus, 190
Sandfo rd, Ann, 190
Sands, Jeff, 215
Sannica ndro, John, 173
Sansing , Bob, 225
Santos, Charlie , 75
Satow, Clay, 26
Saviers , Grant, 105
Scanlan , Jem, 144
Scarbor ough, Dick, 236
Scalpat i, Marty, 267
Scarsda le, Uoyd, 175
Schaefe r, Dan, 116
Schaefe r, Ron, ]57
Schatz, Joseph, 122
Schatze l, Al, 242
Scherp enhuize n, Jan, 136
Schmid t, Ed, 132
Schmid t, Emilie, 230
Schmid t, Rod, 175
Scholes, Gillian, 80
Schries heim, Jeff, 120
Schuett e, Rick, 35
Schulm an, Andrea , 38, 41
Scontsa s, G., 233
Scott, Bill, 245
Scott, jim, 73, 170
Seaver, Bill, 132
Sebring , Jeff, 162
Segal, Bill, 159

278

NAME INDEX

Sega1, William, 26
Seidner , Connie , 234
Senior, Ken, 245
ShaUer, Roger, 197
Shankl in, John, 110
Shaw, George, 184
ShebeU, john, 63, 243
Sheeha n, Claudia , 120
Shelton , Bob, 253
Shepar d, Bob, 190, 194
Sherma n, Stan, 26
Sherwo od, john, 79
Shields , Jack, 205
Shimki n-Ober ai, Rachel, 98
Shipma n, Ja.net, 207
Shire, WiJIow, 255
Shishov , Andrei, 76
Shopbe ll, Marlin, 68
Shue, Charles , 205
Shumw ay, Herb, 189
Shuster man, Jerry, 45
Sifleet, jean, 128
Sills, Ken, 166
Silverm an, Sharon , 70
Simens en, Jac, 122
Simkin s, Nelson , 89
Sisakht i, Reza, 232
Sistare, John, 194
Sites, Dick, 63
Slayback, jeff, 74
Sloan, Cathy, 38
Smart, Ron, 63
Smith, Angela, 249
Smith, Bruce, 251
Smith, Dick, 237
Smith, Doug, 216
Smith, Joe, 236
Smith, joseph, 25
Smith, Kathryn , 91
Smith, Norm, 253
Smith, Penny, 36
Smith, Peter, 255
Smith, Phil, 117
Smits, Stan, 154
Smyth, Gerry, 68
Snyder , Al, 113, 241
Soboski, Hank, 265
Soderq uist, Karl, 223
Sofio, John, 248
Sowers , Mike, 155
Spaldin g, Nick, 138
Spector , Lee, 242
Speight , Alan, 154
Spence , Marty, 124
Spence , Rob, 120
Spence r, Hank, 243
Spinney , Dave, 80

Spitz, Rick, 157
Spratt, Pat, 255
St. Vrain, Kent, 207
Stahl, Shirley, 9
Starrat t, Dave, 238
Steele, Bob, 176, 189, 196
Steele, Bruce, 178
Steele, Roy, 226
Steiner , Toni, 220
Steul, Bill, 258
Stevens , Derek, 122
Stewar t, Bob, 62, 63
Stewar t, Dee, 266
Stewar t, Jim, 222
Stewar t, jon, 147
Stewar t, Robbie, 201
Stith, Arline, 231
Stockebrand, Tom, 84
Stoeckel mann, Ulf, 196
Stolle, Steve, 189
Stone, David, 134
Stone, Dick, 231, 232
Stone, Kathy, 189
Stone, Oliver, 185
Storey, I., 233
Stout, Mike, 49
Straight, Robert, 181
Strecker, W.i11iam, 161
Stmll, David, 259
Sudan, Lee, 131
Suenaga, Masahide, 107
Swan, Richard, 61
Swanto n, Ken, 93
Sweeney, Dave, 26, 83
Sweeney, Dick, 120
Swinan d, Lou, 228
Symula, George, 81

T
Tabor, Mauree n, 207
Takahashi, Kokichi, 109
Tallo, Paul, 210
Tang, Ed, 183
Tartaglia, Lorraine, 73
Tata, Carmin e, 176
Taylor, Bill, 243
Taylor, Bob, 60
Taylor, Donna, 8
Taylor, Mike, 256
Teicher, Steve, 166, 244
Temmallo, Carolyn, 228
Tereshko, Jim, 125
Tervalon, Al, 191
Tharp, Charles, 228
Theberge, Henry, 51
Thibeau, Richard, 88
Thoma s, Sandy, 212

Thomas, Tony, 54
Thomp son, J., 233
Thomp son, Mike, 184
Thorpe, Dave, 178
Thurk, Mike, 128
Timura , Wayne, 25
Titcomb, Allan, 102
Tobin, Dan, 131
Torres, Hector, 77
Towle, Doug, 207
Towne, Roger, 225
Traversi, Fred, 189
Trocchi, Bob, 213
Tucker, Joy, 183
Turi, A., 233
Turley, Chuck, 74
Turner, Nigel, 157
Turner, Pam, 224
Tuttle, Jim, 191
Tuttle, Tom, 79

u
Upton, David, 82

v
Valet, Isabelle, 138
Vanatte n, William, 206
Vancollie, Guy, 147
Vanderhooft, joluut, 229
Vanderpot, Maurice, 8
van Roekens, Peter, 116
Vaskas, AI, 132
Velez, Lydia, 147
Vernaza, Joe, 204
Vyssotsky, Victor, 60

w
Wade, Brian, 265
Waite, Dick, 241
Wallace, Greg, 128
Wallace, Smokey, 261
Walls, Jim, 87
Walsh, Bill, 75
Walsh, Ron, 173
Walsh, Tim, 222
Ward, G., 234
Ward, Graham , 231, 232
Ward, joyce, 54
Warfield, Larry, 88
Warshawsky, R., 233
Watkins, Hank, 240
Watson, Bristow, 228
Watson, Jenny, 66
Watterson, Barbara, 260
Weeks, Barry, 189
Weger, Pat, 231

NAME INDEX

279

Wehring, Bill, 180
Weigl, Andy, 245
Weinbr enner, Harry, 111
Weiner, Bob, 260
Weinfuss, Max, 241
Wens, Nick, 182, 183
Wentzell, Steve, 219
Wesche, Dick, 49
WetmHler, John, 245
Weyant, Tom, 253
White, Andy, 236
White, Bill, 36
White, Mary, 162
Whitm an, Rich, 99, 101
Whitm an, Richard, 102
Whitney, Susan, 178
Wilcox, Judy, 207
Wilhelm, Fred, 218
Wilkes, Ray, 220
Williams, Art, 80
Williams, Eric, 15
Willis, Jim, 262
Wilson, Don, 188
Wilson, Tim, 49
Winters, Gayn, 161
Witmore, Jerry, 213
Woelbern, John, 114
Wong, C.K., 191

280

NAME INDEX

Wood, Ray, 205
Woodburn, Laura, 100
Woods, Susie, 54
Woolf, Howard , 263
Woosley, Ed, 11.0
Workman, Ted, 68
Wulf, Sharon , 70, 166

v
Yacubovich, George, 244
Yea ton, Tim, 127
Yedavalli, Rao, 172
Yelton, Don, 180
Yen, Dick, 193
Yocom, Tom, 228
Young, Donald, 139

z
Zabinski, Steve, 244
Zeh, Joe, 25, 95
Zercoe, Joseph, 205
Zereski, Don, 236
Zia, Sultan, 119
ZiIvitis, Patrick, 259
Zotto, .Pete, 256

SUBJECT INDEX

A
ABS/JRD

See Asian Base System s Softwa re
Accoun t Manag ement Services, 52
ACT
See Application Centers for Technology
Ada, 157
Advanc ed
Archite ctures, 98
Data Base System s, Colorad o, 107
Develo pment, 51
Manufa cturing Techno logy, 117
Materia ls and Processes, 88
Networ king, 209
Semico nductor Develo pment, 68
Service Delivery System s, 244
Technology Enginee ring and Manufa cturing ,
102
Text Solutio ns, 54
Advisory Services, 220
Aerospace Market ing, 215
AFL
See Archite cturally Focused LSI
AIMT
See Application of Integra ted Manufa cturing
Technology
AITG
See Artifid al Intelligence Technology Group
AMG
See Area Market ing Group
AMT
See Advanc ed Manufa cturing Technology
ANSI, 163
ANSI COBOL, 158
APL, 157
APPIX, 16
Apple Madnto sh, 81
Application
Centers for Technology, 220
Integra ted Manufa cturing Technology, 184
System s Develo pment, 185
Applications

Applica tions (cont'd .)
Engineering, 125
Engineering, Valbon ne, 144
Applied
Fabrica tion, 46
Module/PWB Technology, 46
Aquariu s, 95
Archite cturally Focuse d LSI, 69
Archite ctural System s, 83
Archite cture
Advanc ed Develo pment, 83, 126
Enginee ring Develo pment Office, 244
Area Market ing Group, 219
Aridus, 95
Artifid al Intelligence
Research Group, 61
Technology Group, 127
ASD
See Advanc ed Semico nductor Develo pment
See Applica tion System s Develo pment
ASDS
See Advanc ed Service Deliver y System s
Asian Base System s Softwa re, 108, 160
AT&T, 261
ATEAM
See Advanc ed Technology Engine ering and
Manufa cturing
Atlanta Media Operati on, 234
Automo tive Market ing, 215

B
BA200, 72
Bandw idth Manag ement, 57
Base Softwa re System s, 241
BASIC, 158, 163, 187
BASIC +2, 74
Basic Industr ies Market ing, 213
BASIS, 187
BEITA
See Busines s Equipm ent & Inform ation
Technology Assoda tion
BLISS, 157, 187
BOIS

SUBJECT INDEX

281

BOIS (cont'd.)
See Business and Office Information
Systems
Books, 39
BOSE
See Business and Office Systems
Engi neering
Bridges & Terminal Server Hardware, 121
Business
Development, Field Service, 237
Equipment & Information Technology
Association, 137
Fellowship Program, 224
Strategy and Planning, 159
Ventures Group, 239
Business and Office
Information Systems, 262
Systems Engineering, 264
BVG
See Business Ventures Group

c
C, 157
C/FM
See Cable/Facilities Management
Cable/Facilities Management, 123
Cable/Harness/Sub-Assembly/PROM Program
Area, 171
CAD, 121.
Detailed Drafting Program, 182
Environment Group, 180
Support, Test, And Release, 181
Systems Engineering, 180
CAD/CAE, 88
CAD/CAM
DECnet, 1.70
Engineering Services, 115
Technology Center, 180
CAD/CAM/Diagnostics, 96
CADSE
See CAD Systems Engineering
CADSTAR
See CAD Support, Test, And Release
CAE, 121
CAE/CAD/CAM, 115
CALLIOPE, 187
Cambridge Research Lab, 60
Cartridge Tape Development, 106
CAS
See Customer Administrative Services
CBS
See Content-Based Systems Group
CCITT, 1.63
See International Telegraph and Telephone
Consultative Committee
COOP
See CAD Detailed Drafting Program

282

SUBJECT INDEX

CD Reader, 105
CDROM Services, 232
CEN/CENELEC, 138
Centaurus, 95
Central Engineering DECUS Administration,
159
Central Massachusetts Administrative
Services, 47
Central Quality Group, 8
CEPT, 138
Channel Products, 121
Channels Marketing Group, 218
Chemical Industry Marketing, 216
Chief Engineer's Office, 16

See
CIG
See
CIM
See
CIMG
See

Computer Integrated Enterprise
Customer Information Group
Computer Integrated Manufacturing
Consultant and Industry Marketing
Group

CIMIE
See Computer Integrated Manufacturing
International Engineering
Circulation of Materials, 39
CIRRUS Systems Engineering, 100
CIS
See Competitive Information System
CISM
See Consultant and Information Systems
Marketing
Cluster Verification, 250
CMAS
See Central Massachusetts Administrative
Services
CMG
See Channels Marketing Group
CMO
See Configuration Management Office
CMOS
See Semiconductor Manufacturing and
Technology
COBOL, 158, 163, 187
COBOL~81, 74
COBOL Program Generator, 158
CODASYL, 163
CODASYL COBOL, 158
Colorado
Free Field Test Site, 79
Springs Media Operation, 234
Storage Systems Engineering, 109
Commercial Languages and Tools, 158
Commodity Business Plans, 196
Common LISP, 127
Communications
Act of 1934 (RFIIEMI), 23

Commu nicatio ns (cont'd .)
SSMI Team, 207
Strategy Committee, 207
Commu nicatio n Systems Engineering, 121
Compensation/Benefits, 7
Competitive Inform ation System, 41
Compe titors' Publications, 39
Comple mentar y Solutions Organization, 223
Compo nent Engineering, 172
Computational Quality Group, 60
Compu ter
Integrated Telephony, 123, 129
Resources, 69
Services, 220
Special Systems, 235, 242
Compu ter Aided Design
See CAD
Compu ter Integrated Enterprise, 247
Compu ter Integrated Manufacturing
Interna tional Engineering, 139
Marketing and Product Development, 266
Semiconductor Operations, 68
Services, 175
Compu ter Systems Manufacturing, 169
Engineering and Technology Group, 247
CONbase, 199
Configuration Management Office, 252
Consul tant
Acquisition & Programs, 197
and Industr y Marketing Group, 212
and Inform ation Systems Marketing, 212
Consum er Product Safety Act, 23
Content-Based Systems Group, 37
Controllers, 110
Copyright, 19
Core Applications Group, SSG, 158
Core Products Development, 127
Corporate
Administrative Purchasing, 196
Commu nicatio ns, 207
Design Group, 85
Export Reference Manual, 24
Forms Admin istratio n, 44
Market Applications, 243
Marketing, 222
Market ing-CS O Training, 223
Market Research Centers, 38, 43
Phase Review Process, 11
Power Conversion R&D, 88
Printed-Wiring Boards, 175
Product Safety and Regulations, 14
Proprietary Inform ation Disclosure, 19
Purchasing, 195
Purchasing Reference Systems, 199
Quality Group, 203
Research and Architecture, 59
Sales Accounts, 205

Corporate (cont'd .)
Software and Consul tant Acquisition
Support, 199
Standa rds, 162
Systems Group, 258
User Publications, 158
COSIMA/CIM-OSA
See Esprit CIM Softwa re
Course Development, 231
Courseware Author ing System, 187
CPRS
See Corpora te Purchasing Reference
Systems
CPS&R
See Corpor ate Product Safety and
Regulations
CPSG
See Custom er Project Support
CPU Engineering Group, 96
CRA
See Corpor ate Research and Architecture
CRL
See Cambridge Research Lab
CRS
See Custom ized Research Service
CSG
See Corporate Systems Group
CSM
See Compu ter Systems Manufacturing
CSM Compo nent/Su bsystem Technology, 46
CSME&T
See Compu ter Systems Manufacturing
Engineering and Technology Group
t, 200
Suppor
CSM
CSO
See Comple mentar y Solutions Organization
CSP
See Custom er Support Programs
CSS
See Compu ter Special Systems
CSSE
See Custom er Service Systems Engineering
CTC
See CAD/CAM Technology Center
CUE, 187
Cullinet Strategic Alliance, 260
CUP
See Corporate User Publications
Customer
Administrative Services, 52
Center, 53
Inform ation Group, 130
Project Support, 248
Satisfaction, 69, 240
Service Center, 173
Support Programs, 226
Visits, 222

SUBJECT INDEX

283

Customer Satisfaction, 204
Customer Service Systems Engineering, 80,
11.3, 239, 248
Customized Research Service, 38, 41.
CVAX, 90

D
D&PE
See Design and Process Engineering
Data
Bases Products, 241
Flow Applications, 181.
Switching, 122
Telecommunications, 49
DATABUS, 10l
DATATRIEVE, 1.58, 187
DBMS, 187
DCE
See Design-Component Engineering
DCG
See Direct Channels Group
DDCT, 187
DDXF
See DISOSS Document Exchange
DEC/CMS, 158
DEC/Macintosh Integration, 81.
DEC/MMS, 158
DEC/TEST, 158
DECaJc, 158
DECalc-PLUS, 158
DECconnect, 129
DEC Culture, 6
DECdirect, 52
DECdirect Plus Catalog, 208
DEC-FOOl, 121
o ECgraph, 158
DECnet
Architecture, 163
Software Engineering, 124
Technology, 81
VAX, ]56, 157
DECnet/OSI, 129
o ECpage, 158
DECrouter 200, 124
DECserver 200, 121
DECserver 500, 121, 129
DECslide, 158
DEC Standard Price list, 16
DECsystem-10, 2
DECSYSTEM-20, 2
DECUS, 3, 157
DECwest Engineering, 93
DECwindows, 81.,156
DECWORLD, 207
DEES
See DECUS
DELQA, 129

284

SUBJECT INDEX

Design
and Process Engineering, 74
and Reliability Assurance, 69
Reliability Engineering, 253
Design-Component Engineering, 1.72
Desktop
Communications, 90
Publishing, 158
Systems Development, 73
Systems Group, 82
DESNC
See Ethernet Security
DETCI (Israel), 69
Development and Publishing, 229
Diagnostic
Engineering, 75
Dictionary Services (COD and CDD+), 1.57
Digital
BASIC, 158
Business Fellowship Program, 224
Copyright, 19
Engineering Notebook, 25
Information Systems Training; 229
Interconnect SBU, 129
library Network, 37
Management Education, 226
Marketed Software, 81
Network Architecture, 126
Philosophy, 3
Press, 223
Publications, 39
Publications, Legal Guidelines, 20
Software Products, 222
Standards, 15
Technical Journal, 66
Telecommunications, 56
Telecommunications Engineering, 57
Telephone Directory, 44
Telephone Network, 56
Video Network, 57, 233
Direct Channels Group, 219
DIS
See Digital Information Systems
DIS/ECP
See Executive Contact Program
Discrete Industry Marketing, 215
DISHRM
See Human Resource Management
Disk Drive Development, ] 09
DISOSS Document Exchange, 123
Display Team, 82
DIS Strategy, Technology, and Architecture,
51
Distributed
Information Systems Toolkit, 187
Name Service, 54
Realtime, 73

Distrib uted System s, 200
Archite cture and Advanc ed Develo pment,
126
Group, 119
Manufa cturing , 133
Services, 120
Technical Evaluation, 126
Test Evaluation Group, 251
Verification, 250
Distribu tion, Marketing, Sales, and Service
Business Systems, 262
DLN
See Digital Library Networ k
DME
See Digital Manage ment Educati on
DMS
See Digital Market ed Softwa re
DMSS
See Distrib ution, Marketing, Sales, and
Service Business System s
DNA
See Digital Networ k Archite cture
DNS
See Distrib uted Name Service
Docum entatio n
and Standa rds, 176
and Trainin g Services, 186
Services, 15, 111, 120, 230
DRAM, 109
DRE
See Design Reliability Engineering
DSM
See Distrib uted System s Manufa cturing
DSM-l l, 74
DSS
See Distrib uted System s Services
DSTAR
See DIS Strateg y, Technology, and
Archite cture
DSTEG
See Distrib uted System s Technical
Evaluat ion
See Distrib uted System s Test Evaluat ion
Group
DTN
See Digital Telepho ne Directory
DW88/TELCOM Special Events, 132

E
Eastern Massac husetts Admini strative Services,
47
EASYNET, 56
ECMA, 163
See European Compu ter Manufa cturers
Association
ECO
See Produc t Change Process

Economic Program s Market ing, 214
ECS
See Equipm ent Contro l System s
EDE/Wang, 124
EDI
See Electronic Data Interch ange
EDIIDISOSS, 124
EDI-EII
See Electronic Data and Inform ation
Editing, Illustra ting, and Publishing, 232
Editing Softwa re, 158
EDT
See Editing Softwa re, 158
Educati on
Advisory Board, 8
Corpor ate Quality, 203
Marketing, 213
Education, Corpor ate Quality, 204
Educational Services, 221
EERP
See Europe an Externa l Research Program
ErA, 163
EIP
See Engine ering Interfac e Program
EL-Class Docum ent Directory, 15
Electrical Design Technology, 210
Electro/Mechanical Design and Suppor t, 84
Electromagnetic Compatibility, 79
Electronic
Data and Inform ation, 53
Data Interch ange, 199
Publish ing System s, 263
Storage Develo pment, 113
Electronic Data Interch ange, 187
Electronics Marketing, 215
11/73, 72
11/83, 72
11/53, 72
ELF
See Employee Locator Facility
EMAS
See Eastern Massac husetts Admini strative
Services
EMC, 112
See Electro magnet ic Compa tibility
EMD&S
See Electro/Mechanical Design and Suppor t
EMDS
See External Market Data System
Employee Locator Facility, 45
ENET
See Etherne t
Engineering
CAD, 75
Design Suppor t, 121
Interfac e Program , 66
Legal Services, 17

SUBJECT INDEX

285

Engineering (cont'd.)
Model Shops, 170
Newsletter, 16
Notebook, 25
Personnel, 7
Process and Technology, 77
Product Operations, 11
Product Planning, 11
Projects, 9
Stockroom, 171
Support, CIA, 193
Support Unit, 249
Systems, ULTRIX, PRISM, 260
Technical Training, 182
Engineering/New Products Purchasing, 199
ENPP
See Engineering/New Products Purchasing
En terpl'ise Network Program, 122
Environmental
Engineering, 88
Marketing, 214
Support and Site Services, 244
Environment and Workstation Systems, 181
EP&T
See Engineering Process and Technology
EPIC, 158
EPS
See Electronic Publishing Systems
Equipment Control Systems, 187
ERP
See External Research Program
ESD
See Electronic Storage Development
ESD Advanced Development,· Shrewsbury, 107
Esprit CIM Software, 140
ESU
See Engineering Support Unit
Ethernet
Security, DESNC and KDC, 161
802.3 Technology Center, 121
Ethernet· 802.3, 124
ETSI
See European Telecommunication Standards
Institute
ETT
See Engineering Technical Training
EUEC
See European ULT~IX Engineering Group
European
Area Training, 221
Channels Marketing, 220
Commission, 138
Computer Manufacturers Assodation, 137
Digital Competence Center, 136
Digital Library Network, 40
Engineering Support, 201
External Research Program, 135

286

SUBJECT INDEX

European (cont'd.)
Field Service, 237
Interface, Small Systems, 178
Maintainability Engineering, 243
Media Operations, 234
PC Clone Testing, 81 .
Product Safety, 137
Telecommunication Standards Institute,
138
ULTRIX Engineering Croup, 261
VLSI Semiconductor Operations, 68
Workshop on Open Systems, 138
EWOS
See European Workshop on Open Systems
Executive and Information Systems Marketing,
213
Executive Contact Program, 55
Export Control Laws, 23
External
Boards Business, 176
Market Data System, 42
Research Program, 61
Resource Management, 195

F
FABS
See Finance and Administrative Business
Systems
Facts About Digital, 1
Far East Operations, 193
FCC, 112
FCC Approval, 78
Federal Hazardous Substances Act, 23
Federal Sales Accounts, 205
Fiber Optics, 77
Field Service, 236
Management Sdences, 245
Training, 228
Finance and Administrative Business Systems,
262
Finanda.l Industry Systems Group, 259
Finishes Technology and Development, 46
Finishing Service Center, 174
Firmware/Software Product Development, 84
FISG
See Finandal Industry Systems Group
FMS, 187
Font Engineering, 82
Food and Beverage Industry Marketing, 216
Forge Road Media Operation, 116
FORTRAN, 157
Fortune 100, 2
Fortune 500, 2
FTSV, 187

G
GDS Facilities/Plant Layout, 183

General Business Engineering, 74
General Govemment Marketing, 214
General International Area
See GIA
GIA
Channels Marketing, 220
CSSE, CSS/VES/Government, 242
Educational Services, 225
Field Service, 236
Interface, 178
Manufacturing and Engineering, 193
Government Systems Group, 209
Graduate Engineering Education Program
(GEEP),9
Graphic Design, 86
Graphics Software, 158
Greenville Board Shop, 176
GSG
See Government Systems Group

H
Hardcopy
Buyout Support, 109
CSSE, 82
Hardware
Engineering, 72
Maintenance Training, 222
Systems Support, 261
HAZnet, 187
Heads and Components Advanced
Development, Shrewsbury, 107
Health Care Industry Marketing, 217
High End VAX Marketing, 102
High Performa nce
PRISM Worksystems, 93
Systems, 95
VAX Workstations and Graphics, 80
Housing Marketing, 214
HPS
See High Performance Systems
HSC50, HSC70, 110
Human Factors Engineering, 86
Human Resource Management, 54
Human Services Marketing, 214

I/O Library, 265
IAPD
See International Advanced Product
Development
lAS
See Information Access Services
IBM
Interconnect Engineering, 123
ROB/VMS Transfer, 186
IBM SNADS and PROFS, 124
ICG

ICG (cont'd.)
See Indirect Channels Group
IDECUS, 187
See Internal DECUS
IE
See International Engineering
IEC, 162
See International Electrotechnical
Commission
IECG
See International Engineering Consultancy
Group
JEEE, 163
lEG
See Internal Equipment Group
Image Systems Group, 128
Indirect Channels Group, 219
Individual Validated License, 23
Industrial Design, 86
Industry
Market Applications, 243
Marketing Services, 211
Industry-Compatible Tape Development, 106
Information
Access Services, 42 .
and Library Purchasing, 40
Management Business Architecture, 244
Operations, 53
Resource Center, 11.5
Services, 39, 48
Supply Base Management, 40
Information Systems
Engineering, 186
Product Marketing, 259
Input/Output Engineering, 83
Instructional
Design and Consulting, 232
Med.ia Services, 39
Integrated
Manufacturing Technology, Application,
184
Personal Computing, 90
Program Support Environment, 157
Services Digital Networks, 138
Intellectual Property
Competitive Advantage, 17
Protection Program, 66
Rights Protection, 27
Interconnect
Product Development, 210
Technology, 108
Interlibrary Loan, 39
Internal
DECUS, 55
Equipment Group, 52
Special Systems, 187
Videotex System, 57
International

SUBJECT INDEX 287

International (cont'd.)
Advanced Product Development, 140
Electrotechnical Commission, 137
Pl·oducts Group, 148
Products Office, 13
Standards and Regulations, 136
Team, 82
Telegraph and Telephone Consultative
Committee, 138
International Engineering, 134
Computer Integrated Manufacturing, 139
Consultancy Group, 146
Development, 140
Pt·ocess and Quality, 152
Internship Program, 56
IPE
See Industrial Design
IPG
See International Products Group
IPO
See International Products Office
IPSE
See Integrated Program Support
Environment
IS&R
See International Standards and Regulations
ISDN, 129
See Integrated Services Digital Networks
ISE
See Information Systems Engineering
ISG
See Image Systems Group
ISO, 163
ISOIIEC, 138
ISOIOSI, 125
ISS
See Internal Special Systems

J
j-11 CPU, 72
janus, 76
Japan Engineering Support, 201
japan R&D Center, 107
JEDEC, 163
JRDC Advanced Development, Tokyo, 107
Judicial/Public Safety Marketing, 214

K
KDA50, KDB50, 110
KDC
See Ethernet Security
KEEP, 101
Keyboard Arrangements, 163

L
LA50, LA75, LA85, 109

288

SUBJECT INDEX

Laboratory Data Products/Science Group, 264
LABSTAR, 265
LACE SBU, 130
Languages, 74
Language Sensitive Editor, 157
Large Mid-Range Systems, 93
Large Systems, 209
Business Unit, 243
Large VAX Engineering, 95
LAVC
See Local Area VAXclusters
LOP
See Laboratory Data Products/Science
Group
LEDS
See Low End Disk Systems
Legal Guidelines for Digital Publications, 20
Legal Services for EngineeringlManufacturing,
17
Legislative/Executive Administrative
Marketing, 214
LENS
See Low End Network Systems
LERE
See Low End Regulatory Engineering
LES
See Low End Systems
libraries Marketing, 214
library
Network, 37
Purchasing, 40
Start-Up Consulting, 40
LIMS/SM, 265
literature Order Fulfillment, 44
LLV
See Local LanguageVarients
LN02, LN03, LN04, 109
Local Area
Networks, 121
VAXclusters, 73, 156
Local Area Communications, 242
Engineering, 120
Product Management, 129
Local Government Marketing, 214
Local Language
-Assistance, 151
Varients, 144
LOF
See literature Order Fulfillment
Logistics, Field Service, 237
LOLA
See Local Language Assistance
Low End
Communications and Transmission, 129
Disks Products, 241
Disk Systems, 115
Mid-Range Systems, 93

Low End (cont'd.)
Network Systems, 76
Power Supply Engineering, 87
Regulatory Engineering, 78
Systems, 71
Systems Industrial Packaging, 89
Systems Manufacturing, 173
VAX Workstations, 80
Low Volume Manufacturing, 172
LPS20, LPS40, 109
LSE
See Language Sensitive Editor
LSI-1l, 2
LSI Design, 108

M
M/E and Technology, 178
Machining Service Center, 174
MACRO, 187
MAET
See Maynard Area Engineering Training
Mail/Document.lnterchange, 129
MaillInterchange Engineering, 124
MAl Lbus, 124
Mailing Services Operation, 44
Maintainability Engineering, 241
Management
Control Center, 125
Development Program, 56
Information Systems, 48
Sciences in Field Operations, 245
Systems Research, 63
Manufacturing
Business Unit, 103
Corporate Quality, 204
Customer Integration Group, 179
Data Integration, 139
Distributed Systems, 133
Information and Technology, 180
LegaI Services, 17
Management Sciences, 245
Market Applications, 243
Material/External Resources, 189
Operations, 169
Personnel, 7
Process and Materials Engineering, 247
Quality Control, 69
Support, GIA, 193
Market
Applications Systems, 243
Development Group, 219
Information Resources Management, 43
Information Services Group, 40
Research Centers, 38, 43
Marketing
Communications, Corporate Quality, 203
Field Service, 242

Marketing (cont'd.)
Industry, 211
Service Group, 219
SSG, 159
VAX Systems Software, 159
Marlboro Anechoic Chamber, 79
Marlboro Free Field Test Site, 79
Mask Works, 20
Mass Storage, 209
Materials
and Purchasing, GIA, 193
Board of Directors, 189
Planning, 68
Research Laboratory, 175
MAXCIM, 187
Mayfair/GPX, 176
Maynard Area Engineering Training, 78
MBOD
See Materials Board of Directors
MBU
See Software Manufacturing Business Unit
MCC
See Management Control Center
See Microelectronics and Computer
Technology Corporation
MC~S
.
See Mechanical Component Engineering
Support Services
MCG
See Media Communications Group
MDG
See Market Development Group
MOl
See Manufacturing Data Integration
Mechanical
Component Engineering Support Services,
173
Design, 111
Packaging Design Engineering, 111
Technology Development,88
Media
Advanced Development, Forge Road, 107
Communications Group, 232
Industries, 212
Memories, GIA, 194
Memory Products, 242
MEM Security, 12
Message Transport System, 57
Methods, Strategies, and Tools, 251
Microelectronics and Computer Technology
Corporation, 62
Micromedia Publishing, 233
MicroPDP-l1, 72
MicroPower/Pascal, 74
Microserver Program, 129
Microsystems
Marketing and Planning, 90

SUBJECT INDEX

289

Micro Systems
Development, 71
Market Applications, 243
MicroVAX, 72, 90, 127, 176
Program Group, 90
MicroVAX 2000, 90
MicroVAX 3000-Based Products, 209
MicroVAX 3500/3600, 90
MicroVAX I, 2
MicroVAX II, 2, 90
MicroVMS, 156
Mid-Range
System Evaluation Engineering, 251
Systems Business Group, 93
VAX Workstations, 80
Mid to Large Disks, 241
Mid-Vax Systems, 241
MIRM
See Market Information Resources
Management
MISG
See Market Information Services
Models and Database Management, 245
Model Shop, 111
Modules and Subassemblies, 173
MS/DOS, 124
MSD
See Micro Systems Development
MS-DOS Integration, 81
MSEE
See Mid-Range System Evaluation
Engineering
MSG
See Marketing Service Group
MTS
See Message Transport System
Multivendor Interconnect sau, 129

N
NAC
See Networks and Communications
NACM
See Networks and Communications
Marketing, 131
NAS
See Network Application Support
NBS, 163
Network
Application Support, 81
Diagnostic Strategy, 125
Engineering Technical Services, 120
Management and Systems Evaluation, 124
Management Product Management, 129
Services, 242
Standards Program, 122
Training, 55
Ventures Group, 130

290

SUBJECT INDEX

Networks and Clusters, SSG, 156
Networks and Communications, 120, 209
Europe Product Management, 129
Field Service, 242
Marketing, 131
PBU Management, 128
New Computing Structures, 166
New England Storage Systems, 115
New Products
Services, 171
New Products Operations, 169
901 - 90 & 91 Class Materials, 171
NMSE
See Network Management and Systems
Evaluation
Non-Disclosure Agreement, 31
NPO
See New Products Operations
NPS
See New Products Services

o
Office
Applications Training, 227
Information Systems, 263
Market Applications, 243
of the Chief Engineer, 16
Productivity Training, 227
on and Gas Industry Marketing, 216
015
See Office Information Systems
OLTP
See On-Une Transaction Processing
On-Une Publishing, 54
On-Line Transaction Processing
Marketing, 102
Primitives, 157
Software Engineering, 100
Operator Training Program, 56
OPT
See Office Productivity Training
Optical Disk Development, 106
Option/Module Ust, 16
OS/2 Integration, 81
051, 129

p
P&CS
See
P&DS
See
P/FM
See
P/OS,
PAC
See

Publishing and Circulation Services
Process and Design Support
PBX/Facilities Management
74
Public Access Terminal

Paperless ECO, ]87
Paris Research Laboratory, 60
PASCAL, 157, 163, 187
Patent, 18
Committees, 25
Office, 77
PBX/Facilities Management, 123
PCA
See Performance and Coverage Analyzer
PCB Engineering, 76
PC Integration Program, 243
PCPO
See Power Conversion Product Development
PCs, 81, 209, 243
PCSG
See Personal Computing Systems
POL
See Process Development Line
See Program Design Language
PDP-8, 2
PDP-ll, 72, 74, 176
PDP-l1/20, 2
PDP-ll/70, 2
PDP-l1/84, 72
PDP-ll Systems Market Applications, 243
Performance
and Stress Characterization, 126
Measurement and Analysis, 155
Periodicals, 39
Peripherals, 241
Peripherals and Supplies Group, 208
Personal Computing Systems, 81
Personalized Training Plans, 227
Personnel
Engineering/Manufacturing/Product
Marketing, 7
PFR
See Product Financial Reporting
Pharmaceutical Marketing, 218
Phase Review Process, 11
Physical and Power Conversion Technologt'es
244
'
Physical Technology, 68
PID
See Proprietary Information Disclosure
PIM
See Product Information Management
PUI, 157
Placement and Engineering Applications, 180
Planning and Standards, Corporate Quality
204
'
Plastic Service Center, 174
Plastics Technology and Development, 46
PMF
See High Performance Systems
POISD

POISD (cont'd,)
See Principles of International Software
Design
POM Verification, 250
POSIX, 157
Post, Telephone, and Telegraph Bureau, 138
Power Conversion Product Development, 87
PowerHouse, 187
Power Systems Engineering, 111
PREP
See Professional Resource Exchange Program
PRG
See Process Reliability Group
Principles of International Software Design
146
'
Printed Circuit Design Services, 111
Printed-Wiring Boards, 175
Printers, 90, 209
Printing Media Services, 44
PRISM, 241
Workstations Program Office, 261
Worksystems, 93
PRL
See Paris Research Laboratory
Problem Central, 248
Problem Solving Systems Development, 127
Process
'
and Design Support, 200
Development Line, 247
Industry Marketing, 216
Processor Specific Software, 101
Process Reliability Group, 254
Producibility, 172
Product
Acoustics, 88
Change Process, 13
Financial Reporting Information Center, 45
Information Management, 247
Liability, 23
Management, 209
Marketing Personnel, 7
Marketing Group, 255
Safety and Regulations, 14
Safety Engineering, 211
Safety Europe, 137
Strategy and Architecture, 161
Professional Resource Exchange Program, 55
Professional Software Services, 220
Program Design Language, 157
Program Engineering, 211
Project and Process Engineering, 157
Project Materials Management, 200
PROM, 170
Proprietary Information
Disclosure, 19
Protection, 31
Prototype Module Assembly, 170
PSG

SUBJECT INDEX

291

PSG (cont'd.)
See Peripherals and Supplies Group
PSI Program, 129
PSS
See Processor Specific Software
PTG
See Physical Technology Group
PTP
See Personalized Training Plans
PTT
See Post, Telephone, and Telegraph Bureau
Public Access Terminals, 37
Publications
Approval, 26
Legal Guidelines, 20
Publishing
and Circulation Services, 44
Production Services, 233
Purchasing, 195

PWB
See Printed-Wiring Boards

Q
QA
See Quality Assurance
Q-bus, 72
Quality and Reliability, 69
Quality Assurance, 234
Quality Development Program, 9
Quick Turn Around (QTA) Business, 176

R
RAD
See Research and Advanced Development
Radiation Control for Health and Safety Act,
23
Radio Frequency Interference, 79
RAE
See Reliability Assessment Engineering
Rally, 158
RAMP
See Reliability and Maintainability Program
Office
Rdb, 187
Read.ing WASE Communications, 122
Realtime, 90
Record of Invention, 24
Reference Information Systems Development,
54
Regulatory and Component Engineering, 112
Relia hili ty
and Design Assurance, 112
and Maintainability Program Office, 243
Assessment Engineering, 253
Programs Office, 253
University, 253
Remote

292

SUBJECT INDEX

Remote (cont'd.)
Job Entry, 123
Management Tools, 1.87
Research and Advanced Development, 62
RFI
See Radio Frequency Interference
RISC, 80
RISD
See Reference Information Systems
Development
RJE
See Remote Job Entry
ROI
See Record of Invention
ROM, 170
Routing Applications, 180
RPG, 158
RSTS/E, 74
RSX, 74,124
RT-11, 74
RU
See Reliability University

s
Salem Anechoic Chamber, 79
Sales, Services, Industry/Channels Marketing,
and International, 205
Sales, U.S., 205
Sales and Software Training, 228
San German Board Shop, 176
SASE
See System and Support Engineering
SBG
See Semicustom Business Group
S-BOX Development, 72
SCA
See Source Code Analyzer
SCALD, 183
SCAN, 158
Sciences Market Applications, 243
SCMT
See Semiconductor Operations
SCO
See Semiconductor Operations
Secure
Software Development, 211
Systems Development, 161
SEG
See Semiconductor Operations
Self-Maintenance Services, 238
Semiconductor
Engineering, 108
Operations, 67
Protection Act, 20
Semicustom Business Group, 69
Seminar Programs, 225
Service Industry Marketing, 212

SFI
See Shop Floor Integration
Sheet Metal/Machine Shops, 171
Sheet Metal Service Center, 174
Shop Floor Integration, 139
Shrewsbury Information Resource Center, 115
SlE

See System Integration Engineering
Simultaneous Development Process, 78
Site Information Centers, 38
Skills Assessment Software, 187
SLDA/SEE
See System-Level Design Analysis Program Systems Evaluation Engineering
SLS
See Storage Library System
Small Systems, 209
Manufacturing, 176
SMC
See Standards and Methods Control
SMG
See Systems Marketing Group
SOFTbase, 199
Software
Acquisition, 197
Development Technology, 157
Distribution Center, 52
Manufacturing Business Unit, 160
Product Services, Field Services, 238
Quality Management, 155
Services, 220
Supply Base Intelligence, 198
Solids Mechanics, 88
SORT Packages, 158
Source Code Analyzer, 157
Southwest Engineering, 84
Sowers, Mike, 155
SPAG
.
See Standards Promotion and Application
Group
SPG
See Software Services
Spit Brook Facility Management, 156
SPS
See Software Product Services
SPT
See Systems Productivity Tools Program
SRC
See Systems Research Center
SRE
See Systems Reliability Engineering
SSE
See Systems Software Engineering
SSM
See Small Systems Manufacturing
SSMI - Corporate Communications, 207
Standards

Standards (cont'd.)
and Methods Control, 15
and Waivers Process, 15
Promotion and Application, 138
STARS
See Strategic Acquisition Resources and
Software
State Government Marketing, 214
Storage
Advanced Development, 106
Library System, 105
Marketing, 242
Storage Systems, 200
East, 114
Engineering, 116
Engineering and Manufacturing, 105
GIA, 194
Manufacturing, 190
Strategic
Acquisition Resources and Software, 197
Marketing, Field Service, 238
Program Office, 70
Sales and Executive Partnership Program,
205
Strategic Relations Group, 165
Strategy and Planning, 245
Subsystems Engineering, 110
Subsystem Testing, 126
SWS
See Software Services
Synchronous Communications, 129
System
and Support Engineering, 248
Integration, 234
Integration Engineering, 211, 250
Simulation, 76
Test Technology Center, 251
System-Level Design Analysis Program Systems Evaluation Engineering, 251
Systems
and Clusters, 241
and Communications Software, 185
Engineering, 93
Management and Operations, 157
Marketing Group, 219
Materials Engineering, 46
Productivity Tools Program, 101
Reliability Engineering, 253
Research and Engineering, 98
Research Cen tel', 60
Software Engineering, 100

T
TA79, TA81, 105
Tactical Support Purchasing, 200
TAEC
See Telecom Application Engineering Center

SUBJECT INDEX

293

Tape and Optical
Product Development, 105
Products, 242
TBD
See Technical Business Development
TOP
See Technology Development Programs
Technical
Business Development, 1.66
Domains and Country Requirements, 14
Information Engineering, 182
Languages and Environments, 157
Management Education Program, 10
Reports, 39
Standards and Related Documentation 15
Support, Corporate Quality, 204
'
Systems Group, 188
Technology
and New Ventures Group, GIA, 194
Development Programs, 62
Exchange, 78
Research and Engineering, 95
Resource Group, GIA, 193
Strategy Council, 65
Telecom Application Engineering Center, 154
Telecommunications, 57, 212, 259
TEMPEST
Diagnostics, 1.87
Product Development, 210
TEMPEST/EMII Encryption Technology Center
210
'
Terminal
Interconnect and Communications Servers
129
'
Servers, 121
Switching Network, 56
Terminals, 90, 209, 243
and Printed Circuits, 200
Business/Small Systems, GIA, 194
Product Manufacturing, 1.78
Team, 82
Test
Sites, 79
System Development, 1.56
Technology and Applications, 172
Text and Information Management, 187
Thermal Engineering, 88
Third Party
Software, 222
Transmission, 125
3270 Terminal Server, 121
TIE

See Technical Information Engineering
TK50, 105
TK70, 106
TMEP

294

SUBJECT INDEX

TMEP (cont'd.)
See Technical Management Education
Program
Tooling Service Center, 174
TOPS Advanced Development, Shrewsbury,
Boulder, 107
TP&D
See Technology Development Programs
TPG
See Technology Development Program
TPU
See Editing Software, 158
Trademarks, 21
Trade Regulation, 22
Trade Secrets, 17
Tran;;Ction Processing Systems Engineering,
Transmission and Controllers, 1.29
TSC
See Technology Strategy Council
TSG
See Telecommunications Systems Group
TSN
See Terminal Switching Network
TU80, TU81, 105
TYMNET, 56

u
U.S.
Area Customer Training, 225
Copyright Office, 19
Export Control Laws, 23
Field Service, 236
IBM Competitive Sales, 21.3
Manufacturing, Semiconductor Operations
68
'
Sales, 205
Volume Sales, 219
UDA50, 110
ULTRIX, 124, 1.59, 261
ULTRIX LISP, 127
UNIBUS, 73
Uniform Deceptive Trade Practices Act, 23
Unigraphics, 182
UNIX, 261.
Utilities, 212

v
Valbonne Engineering Support, 141
Vantage Development Group, 180
VAX, 2
ADE, 187
Debugger, 157
DSM, 74
Encrypt, 162
Languages, 163
Layout System, 180, 182

VAX (cont'd.)
USP, 127
New Products Committee, 249
NOTES, 158
OPS-5, 127
Prolog, 127
RTL Standards, 158
System Software Marketing, 159
Workstations PBU, 80
VAX/VMS, 155, 187
VAX-II, 158
VAX-ll/7$(}, 2
VAX/8600 AND 8650 Systems, 101
VAXcluster
Software, 157
Systems Engineering and Marketing, 100
VAXELN, 74
VAXlink, 186
VAXstation Software, 157
VDE, 112
VDE Approval, 78
VDG
See Vantage Development Group
Vendor Equipment Services, '242
Video Engineering, 82
Videotex, 57
VLS
See VAX Layout System
VLSDG
See CAD Environment Group

Wide Area Communications (cont'd.)
Product Management, 1.29
Wide Area Systems Engineering, 122
Winchester-type Disk Drives, 1.09
Workstations, 90, 209
Market Applications, 243
WPS-PLUS, 1.58
WSL

See Western Software Lab

x
X.21, 129
XAOO Gateway, 124

Xl Program, 121

z
ZKO Personnel, 160

VL~I

Development Engineering, 110
European Semiconductor Operations, 68
VMS, 156
VMS/SNA, 123
VNPC
See VAX New Products Committee
VNX, 158
Vocabulary and Indexing System Development,
54
Voice Network Management, 125
Voice Telecommunications, 48
Volume Shadowing, 156

w
WAC
See Wide Area Communications
WACE SBU, 130
Waivers to Digital Design Standards, 15
WASE
See Wide Area Systems Engineering
WASE/CIT
.
See Computer Integrated Telephony
Western Hemisphere Operations, 193
Western Research Dtboratory, 61
Western Software Lab, 261
Wide Area Communications, 122, 242

SUBJECT INDEX

295

30-J u n-1988

EL-ENGRS-OM

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