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Proceedings Paper

Optics Procurement And Communications
Author(s): Michael A. Gottesman
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Paper Abstract

By early 1975, it had become apparent that our major production programs - infrared and/or laser systems for the military - at the Electro-Optical Manufacturing Division of Hughes Aircraft - were in serious schedule trouble due to optics. Production was impacted by at least three months and recovery projections did not keep pace with demands. Time had caught up with us. We had moved from prototype/preproduction program phases in 1973/74 to production quantities. We had not, however, expanded our supplier base, worked on repeatable producibility of design, or strengthened our communication links. Through a concerted and shared effort over the past 18 months, the supply of opto-mechanical assemblies to our production lines has increased dramatically. This was accomplished through some re-organization, the application of standard management techniques, and, most importantly, through the development of positive communications. Communications can be improved if a three-step process is followed - decrease the psychological biases that 'block' information flow; be clear, continuous, timely, and speak the right 'language' when sharing data or requesting assistance; and do not make communications an onerous 'task'.

Paper Details

Date Published: 14 January 1977
PDF: 5 pages
Proc. SPIE 0081, The Business Side of the Optical Industry II, (14 January 1977); doi: 10.1117/12.954857
Show Author Affiliations
Michael A. Gottesman, Hughes Aircraft Company (United States)

Published in SPIE Proceedings Vol. 0081:
The Business Side of the Optical Industry II
Roderic M. Scott, Editor(s)

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