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from our president's desk
AS YOU KNOW, we have been gradually divisionalizing their own traditions, characteristics, and product lines. For
.r\... our corporate structure to provide greater flexibility example, General Motors operates on a divisional basis. Yet
throughout the organization and to improve our over- in the eyes of the public GM's divisions, such as Chevrolet
all operating efficiency. Several of our field sales groups have and Pontiac, are separate companies with distinct lines of
been divisionalized, and we have also converted some of our products and strong customer and employee loyalty.
important engineering and manufacturing subsidiaries, such
as Dymec, Boonton, and Harrison Laboratories, into divi- The same is true of our established divisions, such as
SIons. Dymec, Boonton, and Harrison, and of our newly-created
divisions-Sanborn, Neely, and Lipscomb. Down through
For a company of our size and scope a divisionalized the years they have built up an identity and character which
structure offers several advantages, not the least of which will be retained regardless of the type of organizational
is the increased opportunity for individuals to move from structure under which they operate. Clearly, divisionalization
one division to another, assuming positions of greater re- should in no way diminish our most important corporate re-
sponsibility, challenge, and reward. source-the enthusiasm and loyalty of our people.
As of November 1, the beginning of our 1964 fiscal In connection with this most recent divisionalization, we
year, we divisionalized three additional groups. Two of have made some reassignments of personnel which we believe
these are sales organizations, Neely Enterprises and Earl will strengthen our organization. Bruce Wholey has been
Lipscomb Associates, both of whom have been associated appointed general manager and chief executive officer of
with us for many years and have contributed greatly to our Sanborn. He succeeds Al Lonnberg, who recently resigned
continuing sales growth. to take a year's leave of absence from the company. Bruce
The third new division is Sanborn, our largest and most has been with us since 1945 and for the past three years has
important subsidiary. While it may take a few months to served as general manager of our Microwave Division. Suc-
complete the necessary legal arrangements converting San- ceeding Bruce in heading up the Microwave Division is
born into a division, the company is now functioning, inso- John Young, whose previous position as division sales man-
far as its day-to-day operations are concerned, on a divisional ager will be filled by John Minck.
basis.
We are confident that the divisionalization of these three
In evaluating the pros and cons of divisionalization, it is important groups will add substantial strength to our present
important to remember that newly-created divisions do not organization and enhance our opportunities for future
lose their public image as separate operating entities with growth and success.
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Sanborn NIH Equipment
M arks Major Medical Advance
:t
Monitoring Modern Surgery
HE STETHOSCOPE "monitors" the beat of the human Each operating room in the new NIH surgical wing has its
T heart ... and it has served physicians faithfully for a
century and a half.
own monitoring system, including ceiling-mounted data dis-
play units located inside the operating room and the system
But tremendous strides have been made in medical instru- operator's console on the outside.
mentation through the years which make the stethoscope Systems serving the two neuro-surgical and two cardiac
seem a simple device, although no less important to man- operating suites pick up and instantaneously display signals
kind's good health. Sanborn Company-among those who of such physical phenomena as blood pressures, temperatures,
know medical instruments best-is an acknowledged leader breathing rate, heart rate, heart output, blood flow, blood
in this field. loss, brain waves, and electrocardiogram. In addition, per-
Most dramatic of Sanborn's recent contributions to ad- manent recordings of these constantly varying phenomena
vanced medical instrumentation was the design and construc- are made by each system's magnetic tape and moving strip
tion of four surgical monitoring systems now in operation in chart recording instruments for later study by doctors, re-
the new surgical wing at the National Institutes of Health searchers, and medical investigators.
Clinical Center in Bethesda, Md. The systems also provide related and equally important
These are the most comprehensive electronic monitoring facilities for two-way communications between all operating
systems ever built for acquiring, recording, and visually pre- room personnel, equipment operators, and observers in rooms
senting data on patients while they are undergoing surgery. above the operating rooms; defibrillation (restoration of
normal heart rhythm by the application of electrical im-
pulses); cautery by electrical means; and mechanical by-
pass and simulation of heart and lung action by a "heart-lung
machine."
NIH's four-floor During surgery, the operating team has continuous visual
circular structure has presentation of 16 patient signals-eight in numerical read-
two neurology and out form and eight as dynamic waveforms on the 17-inch
two heart operating
suites, each
screen of a Sanborn oscilloscope. Previously tape-recorded
equipped with its waveforms of the patient's body phenomena may also be
own monitoring displayed simultaneously with the current waveform for com-
system. parison purposes. Among other things, this can help warn
MEASURE's
the surgeons of imminent distress conditions.
cover reveals one
of the operating The basic concept of these physiologic monitoring and re-
rooms in use. cording systems was originated by staff members of the Na-
3
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Surgery (continued)
tional Heart Institute, National Institute of Neurological
Diseases and Blindness, the Division of Research Services,
and the Clinical Center-all sections of the National Institutes
of Health, a bureau of the Public Health Service aptly called
"the capital of U.S. Medical Research." Sanborn engineers
began consultation on the systems with IH people in early
1962 and inauguration of the systems took place on Septem-
ber 5 this year when the Clinical Center's new 2,000,000
surgical wing was dedicated.
The new IH operating rooms are far less cluttered than
the old operating suites in the Clinical Center, where, as one
surgeon put it, "we hardly had room for the patient." ow
nearly all the monitoring instrumentation-except for the
display units-is located in adjoining "recording rooms"
visible through glass panels. Leads from the patient are
gathered together as a single cable and plugged into a small
stationary pedestal near the operating table. Cables from the
pedestals to the consoles are installed in conduits within the
Roor. The readout panels in each operating room are mounted
above the heads of the surgical team, out of the way yet
completely visible.
But the provision of more space is only incidental com-
pared to the major significance of these monitoring systems.
NIH officials agree that the equipment "opens broad new
avenues for research, diagnosis, and improved surgical tech-
A display revealing data gathered by the console is partially visible in
nique." NIH surgeons can now record, recall, and compare
upper right portion of this operating room scene. In heart surgery, two
of these panels are located within the room and one immediately outside more kinds of data in greater quantities and receive it faster
where it is visible through glass. than ever before.
One of four monitoring
consoles, engineered and built
for NIH by Sanborn, is a
complex but thoroughly
integrated system of
instruments. Clearly visible are
such pieces of Sanborn
equipment as an a-channel
oscilloscope, photographic
oscillograph, a-channel digital
display, preamplifiers, and
magnetic tape recorder.
4
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John Hearn, designer of 5090A, sets up receiver
during field trials in Geneva.
Bedford Designs
First Instrument
~' ---~-
signal from this transmitter to synchronize the frequency of
T HE FIRST I STR ME T designed and developed en-
tirely by the R&D staff at Bedford, England, is now
being produced there in quantity.
an internal oscillator which, in turn, provides output fre-
quencies at 100 Kc/s and 1 Mc/s. These outputs, at the
Called the 5090A Standard Frequency Receiver, the in- frequencies most used for this type of work, have the same
strument provides the means of setting up and adjusting frequency stability as that of the original transmission.
highly stable secondary frequency standards and counters. The instrument is intended to be usable throughout most
It was designed by John R. Hearn, a member of the R&D of Europe, and special features are incorporated to enable it
team headed by Technical Manager A. F. Boff. to be utilized in regions of low signal strength and high elec-
The British Broadcasting Company has recently improved trical noise level.
the frequency stability of its Droitwich transmitter to a The 5090A is the first of a series of new instruments being
degree which enables it to be used for frequency standardiza- designed at Bedford by HP Ltd. to supplement production of
tion of very high precision. The 5090A receiver uses the American-designed equipment there.
Horman's Open House Draws Record Crowd
THE SIXTH AN VAL open house exhibit held September 26-27 by Hor-
man Associates at Rockville, Md., attracted the most visitors in the history
of the affair. early 1,500 people turned out, representing 163 firms, all of
which helped Horman celebrate a happy tenth anniversary in business.
More than 100 instruments from various HP divisions and affiliates were
set up for active demonstrations.
In the photo at left, Herb Kroft of Horman Associates has a thoughtful
expression as he talks to customers. The picture below shows a well-attended
portion of the exhibit where Dick Cline of Oscilloscope Division and Jerry
Coan of Horman present demonstrations. Cline is at left with his back to
the camera and Coan is operating the scope.
MAll
>I(OM
USTOlI!
Order Processing
Streamlined
Bud Eldon explains decentralized order processing system
to executive council in Palo Alto. Chart traces an order
from the time it is received until the money is
c.
deposited in the bank. Ron Buehner, Bob Stephenson, M~ ~
and Jerry Carlson were other members of
team assigned to study and develop the new system.
~EY-
Jan Shaffer (left) at Neely Enterprises' North Hollywood
office, types an order for transmission to the Loveland,
Colo., plant. At Loveland, Nancy Shanks (below) receives
order exactly as transmitted.
'\
J
6
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Task force reports amazing results in field trial . ..
P ROCESSI G A CUSTOMER'S ORDER can be a lot like navigating a ship on
the high seas. The object is to get from one point to another as fast as possible.
in as straight a line as possible. and with a minimum of mishaps.
HP has long had an enviable record in this regard, pretty generally accepted as
"the best in the industry." The company's order processing system presently revolves
around a central department in Palo Alto. This means that orders from the field are
transmitted to this group to be "processed"-that is, to be edited, assembled, scheduled,
and all the other myriad paperwork chores involved in a single sale.
But, the company meantime has GROWN. There are new divisions, new sales
affiliates, new subsidiary companies, new j oint ventures. There are also some new
questions to be answered. For instance: "Is HP continuing to navigate the shortest
distance between two points in all of its efforts and procedures?"
It's a logical question and one that is asked over and over again by all successful
enterprises. Just about a year ago, the executive council appointed a team to evaluate
order handling. Members of this task force were Ron Buehner, Bob Stephenson, Jerry
Carlson, and Bud Eldon. Bud, HP's systems and operations analysis manager, served
as chairman.
First order of business was to define the objectives for a new corporate order proc-
essing system. To improve customer service was Number One objective. Others were:
establish efficient independent operations by each manufacturing unit; reduce inven-
tories; minimize and standardize paperwork; and make maximum use of the new field
sales units. The ultimate system should be compatible with the company's philosophy of
decentralization and delegation of responsibility to the lowest effective level.
By February, the group had a new system ready for trial run between Palo Alto
and Loveland. In April, it was set up between I eely's orth Hollywood office and
Loveland. By July, orth Hollywood was processing all commercial orders in that
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