B e s t M a n u f a c t u r i n g P r a c t i c e s

REPORT OF SURVEY CONDUCTED AT

THERMACORE, INC.LANCASTER, PA

BEST MANUFACTURING PRACTICES CENTER OF EXCELLENCECollege Park, Maryland

www.bmpcoe.org

July 1997

F o r e w o r d

This report was produced by the Best Manufacturing Practices (BMP)program, a unique industry and government cooperative technology transfereffort that improves the competitiveness of America’s industrial base both hereand abroad. Our main goal at BMP is to increase the quality, reliability, andmaintainability of goods produced by American firms. The primary objectivetoward this goal is simple: to identify best practices, document them, and thenencourage industry and government to share information about them.

The BMP program set out in 1985 to help businesses by identifying,researching, and promoting exceptional manufacturing practices, methods, and

procedures in design, test, production, facilities, logistics, and management – all areas which arehighlighted in the Department of Defense’s 4245-7.M, Transition from Development to Productionmanual. By fostering the sharing of information across industry lines, BMP has become a resource inhelping companies identify their weak areas and examine how other companies have improvedsimilar situations. This sharing of ideas allows companies to learn from others’ attempts and to avoidcostly and time-consuming duplication.

BMP identifies and documents best practices by conducting in-depth, voluntary surveys such asthis one at Thermacore, Inc., Lancaster, Pennsylvania conducted during the week of July 14, 1997.Teams of BMP experts work hand-in-hand on-site with the company to examine existing practices,uncover best practices, and identify areas for even better practices.

The final survey report, which details the findings, is distributed electronically and in hard copy tothousands of representatives from government, industry, and academia throughout the U.S. andCanada – so the knowledge can be shared. BMP also distributes this information through severalinteractive services which include CD-ROMs, BMPnet, and a World Wide Web Home Page located onthe Internet at http://www.bmpcoe.org. The actual exchange of detailed data is between companiesat their discretion.

Thermacore’s success demonstrates how a small, high tech, U.S. company can be an effective globalcompetitor by maintaining a strong emphasis on technology, and applying it to meet market-drivenneeds. From the outgrowth of more than 30 years of engineering development, Thermacore created asuperior product which surpassed other available options in the marketplace. This solid technologybase is the cornerstone and foundation of Thermacore’s competitive edge. Among the best exampleswere Thermacore’s accomplishments in heat pipe wick structure; material tracking high volume line;and international competitiveness.

The Best Manufacturing Practices program is committed to strengthening the U.S. industrial base.Survey findings in reports such as this one on Thermacore expand BMP’s contribution toward its goalof a stronger, more competitive, globally-minded, and environmentally-conscious American industrialprogram.

I encourage your participation and use of this unique resource.

Ernie RennerDirector, Best Manufacturing Practices

Thermacore, Inc.C o n t e n t s

1. Report Summary

Background......................................................................................................... 1Best Practices ...................................................................................................... 2Information ......................................................................................................... 3Point of Contact .................................................................................................. 3

2. Best Practices

DesignCustomer Interface .............................................................................................. 5Heat Pipe Design ................................................................................................. 5Heat Pipe Wick Structure ................................................................................... 6

ProductionMaterial Tracking High Volume Line ................................................................ 7

ManagementInternational Competitiveness ............................................................................ 7Sharing the Wealth .............................................................................................. 8Technology Support ............................................................................................. 9

3. Information

ProductionForward Thinking Manufacturing .................................................................... 11

ManagementFamily Atmosphere ............................................................................................ 11Sales Forecasting ............................................................................................... 12

i

Thermacore, Inc.C o n t e n t s (Continued)

ii

APPENDIX A - Table of Acronyms ........................................................................ A-1APPENDIX B - BMP Survey Team......................................................................... B-1APPENDIX C - Critical Path Templates and BMP Templates .......................... C-1APPENDIX D - BMPnet and the Program Manager’s WorkStation ................. D-1APPENDIX E - Best Manufacturing Practices Satellite Centers ..................... E-1APPENDIX F - Navy Manufacturing Technology Centers of Excellence ......... F-1APPENDIX G - Completed Surveys ........................................................................ G-1

Thermacore, Inc.

2-1 Heat Pipe Operation .................................................................................................. 6

F i g u r e

iii

1

S e c t i o n 1

Report Summary

Background

Thermacore, Inc. began as an engineering devel-opment company in 1970. Its founders pursued newdevelopments in heat pipe technology by address-ing various temperature regimes, envelope materi-als, and fluid media. During the 1980s, grants andcontracts enabled Thermacore to commercialize itstechnology. By the end of the decade, the companybegan developing designs using copper tubes andsintered copper powder wicks that provided ther-mal power dissipation characteristics an order ofmagnitude beyond those achieved by earlier de-signs. In the early 1990s, Thermacore developed amanufacturing base, but continued to maintain astrong research and development emphasis. Today,the company is a world leader in heat pipe technology.

Besides its manufacturing operations, Thermacoreprovides expertise on state-of-the-art heat pipe tech-nology and real-world solutions for practical ther-mal management to its customers. The company’stwo most notable examples are a Thermacore heatpipe for Pratt & Whitney which can transport morethan 100,000 watts per square centimeter; and aThermacore porous metal heat exchanger for theDepartment of Energy which can exceed 4,000 wattsper square centimeter using helium. Both solutionsare believed to be world records. Thermacore hasalso built heat pipes and systems that range fromliquid oxygen for cryogenic temperatures to moltensilver for operation in excess of 2,000°C.

Thermacore, a subsidiary of DTX Corporation, islocated in Lancaster, Pennsylvania. The companyencompasses 56,000 square feet of building area,employs 115 personnel, and achieved $13 million inrevenues in 1997. Applications for Thermacore’sproducts include notebook computers; desktop com-puters; workstations; power electronics; telecom-munications; mold cooling; and heat exchangers.Among the best practices documented wereThermacore’s heat pipe wick structure; materialtracking high volume line; and international com-petitiveness.

Selecting the proper wick structure based on theapplication is an important design aspect.

Thermacore has determined that sintered powdermetal is the optimum wick structure for coolingelectronic components in computer products (e.g.,notebooks, laptops, desktops, high-end servers). Thisexclusive wick structure enables heat pipes to oper-ate effectively in any orientation, and permits themto be bent into various heat sink shapes without anysignificant reduction in performance.

Thermacore developed a disciplined process fortracking in-process work, scrap rates, and finishedproducts on its high volume manufacturing lines.This material tracking high volume line system canhandle controlled quantities, evaluate performancethroughout the manufacturing process, trace prob-lems to a root cause, and ensure that Thermacore’scustomers always receive defect-free products. Sinceimplementing the system, Thermacore has reducedits scrap rate from 30% to less than 1%.

From the start of its great production surge,Thermacore was an international competitor. IntelCorporation recognized the superior thermal per-formance of Thermacore’s sintered powder metalwick technology and designs, and passed this infor-mation on to its customers. As a result, computermanufacturers all over the world became greatlyinterested in Thermacore’s products for Pentiumchip cooling applications. Thermacore has steadilybeen taking market share from its competitors, andhas now captured more than half of the heat pipemarket in Taiwan, where more than 40% of theworld’s laptop computers are manufactured.

Thermacore’s success demonstrates how a small,high tech, U.S. company can be an effective globalcompetitor by maintaining a strong emphasis ontechnology, and applying it to meet market-drivenneeds. From the outgrowth of more than 30 years ofengineering development, Thermacore created asuperior product which surpassed other availableoptions in the marketplace. This solid technologybase is the cornerstone and foundation ofThermacore’s competitive edge. The BMP surveyteam considers the following practices to be amongthe best in industry and government.

2

Best Practices

The following best practices were documented atThermacore:

Item Page

Customer Interface 5

Thermacore considers customer interface to bean important key to the company’s future andthe advancement of heat pipe technology. Sinceheat pipe technology is a highly-specialized fieldand relatively unknown as a cooling tool,Thermacore typically approaches potential cus-tomers through their engineers. By interactingwith the engineers, Thermacore builds custom-designed, heat pipe products that meet thecustomer’s requirements.

Heat Pipe Design 5

Thermacore excels in the electronics applicationof heat pipes, and has been recognized as aleader in heat pipe research and development.Many of today’s electronic devices require cool-ing beyond the capabilities of standard metallicheat sinks. Heat pipes offer a high efficiency,passive, compact heat transfer solution and arerapidly becoming a mainstream thermal man-agement tool.

Heat Pipe Wick Structure 6

The heat pipe’s wick structure uses capillarypressure to pump the working fluid from thecondenser to the evaporator. Typically, the re-stricting factor of heat pipe designs is the capil-lary limit, which is determined by the pumpingcapacity of the wick structure. It is important toselect the proper wick structure based on theapplication. Thermacore has determined thatsintered powder metal is the optimum wickstructure for cooling electronic components incomputer products.

Material Tracking High Volume Line 7

In April 1996, Thermacore developed a disci-plined process for tracking in-process work, scraprates, and finished products on its high volumemanufacturing lines. The tracking system canalso trace problems to a root cause (e.g., opera-tor, process, machine, tool). Since implementingthe system, Thermacore has reduced its scraprate from 30% to less than 1%.

International Competitiveness 7

Thermacore’s success demonstrates how a small,high tech, U.S. company can be an effectiveglobal competitor by maintaining a strong em-phasis on technology, and applying it to meetmarket-driven needs. From the start of its greatproduction surge, Thermacore was an interna-tional competitor. One of the primary uses ofThermacore’s products is in laptop computers,and more than 40% of the world’s laptop comput-ers are manufactured in Taiwan. Thermacorehas steadily been taking market share from itscompetitors and has captured more than half ofthe heat pipe market in Taiwan.

Sharing the Wealth 8

Considered to be the most important asset,Thermacore’s employees represent the key tothe company’s performance and competitive-ness. Thermacore’s success in transforming froma low volume, research and development enter-prise to a high volume, production facility andtechnology leader has primarily occurred be-cause of the dedication and commitment of itsemployees. To enable employees to participatein and benefit from the company’s strong growthand performance in recent years, Thermacorehas developed excellent bonus and employeestock purchase programs.

Technology Support 9

The startling growth experienced by Thermacorein just a couple of years would seem, at firstglance, to be the story of a company achievingovernight success. Most of this growth resultedfrom the market created by the increased powerdissipation requirements of Intel Corporation’sPentium chip for notebook computers. This mar-ket turned out to be a perfect match forThermacore’s heat pipe technology. However,development of this technology did not happenovernight. As an outgrowth of more than 30years of engineering development, Thermacorecreated a superior product which surpassed otheravailable options in the marketplace. This solidtechnology base is the cornerstone and founda-tion of Thermacore’s competitive edge.

Item Page

3

Information

The following information items were documentedat Thermacore:

Item Page

Forward Thinking Manufacturing 11

Recent interest in the marketplace has encour-aged Thermacore to apply forward thinking tech-niques to its manufacturing operations. The com-pany is now focusing on quick responses to marketdemands, and striving to improve quality andreduce cost. A master plan has also been devel-oped which enables the company to maintain itsflexibility and meet its internal growth goals.

Family Atmosphere 11

Thermacore’s basic approach to maintaining afamily atmosphere is to keep the work environ-ment informal, and eliminate potential barriersbetween employees. The company has adoptedvarious practices which support and encouragethis approach. The overall attitude in the facilityis one of sharing, caring, and smiling.

Sales Forecasting 12

Thermacore has developed a sales forecastingsystem to manage its business and productionprocesses. By breaking its sales into productareas, Thermacore identifies its current andpotential heat pipe customers for each area.Thermacore also uses yearly, monthly, andweekly charts to determine which projects arecritical for its future business success.

Point of Contact

For further information on items in this report,please contact:

Mr. Jon BueskingThermacore, Inc.780 Eden RoadLancaster, Pennsylvania 17601(717) 569-6551FAX: (717) 569-4797E-mail: buesk@thermacore.com

Item Page

Design

Customer Interface

Thermacore, Inc. considers customer interface tobe an important key to the company’s future and theadvancement of heat pipe technology. Since heatpipe technology is a highly-specialized field andrelatively unknown as a cooling tool, Thermacoretypically approaches potential customers throughtheir engineers. By interacting with the engineers,Thermacore builds custom-designed, heat pipe prod-ucts that meet the customer’s requirements.

Customer interface allows Thermacore to addressits customers’ needs and answer any questions orconcerns, typically within 24 hours. Thermacorealso provides expertise on heat pipe technology andstate-of-the-art thermal management to its custom-ers. The company does not use sales pressure tacticsand will not encourage heat pipe usage for non-applicable situations.

Thermacore’s work ethic, dedication, and loyaltyenable the company to gain the confidence of itscustomers. By establishing itself as a trusted ex-pert, Thermacore is typically approached by compa-nies for advice on thermal management and heatpipe technology. Thermacore relies on customerinterface to maintain its status as an importantsupplier of heat pipe products.

Heat Pipe Design

All electronic components, from microprocessorsto high-end power converters, generate heat. Dissi-pation of this heat is necessary for optimum andreliable operation of electronic components. Manyof today’s electronic devices require cooling beyondthe capabilities of standard metallic heat sinks.Heat pipes offer a high efficiency, passive, compactheat transfer solution and are rapidly becoming amainstream thermal management tool.

Heat pipes act as a passive heat transfer device fortransferring heat from heat sources. Typically cy-lindrical in shape, heat pipes are sealed, evacuatedvessels with a working fluid. The vessel’s walls arelined with a capillary structure (wick) which allowsthe working fluid to travel through it. This design

enables heat pipes to operate with extremely higheffective thermal conductance.

As a two-phase mechanism, heat pipes are able tooperate against gravity and tolerate very low tem-perature drops. Heat is absorbed at the hot end(evaporator) where a portion of the working fluid ischanged into a vapor and travels up the center of thepipe to the cool end (condenser). As it gives off latentheat, the vapor condenses into a liquid and travelsback to the evaporator through the wick. This closed-loop, two-phase mechanism allows heat pipes totransfer heat at one hundred to several thousandtimes the capability of an equivalent-size piece ofsolid copper. The heat pipe’s construction and op-eration are illustrated in Figure 2-1.

Commercially available since the 1960s, heat pipesdid not flourish in usage until the electronics indus-try started using them as reliable, cost-effectivethermal management tools. The basic heat pipedesign is well known and can be found in numeroustechnical publications. However, Thermacore im-proved upon this design through advanced develop-ment of envelope materials, working fluids, wicks,and processing techniques. As a result, Thermacorenow excels in the electronics application of heatpipes, and has been recognized as a leader in heatpipe research and development through variousavenues (e.g., Small Business Innovative Researchgrants; government and commercial contracts; heatpipe designs with the highest heat capacity).

Heat pipes contain no moving parts and havedemonstrated long life and reliability. Thermacoremaintains one of the world’s largest and longest lifetesting programs. Among those being tested arecopper/water (envelope/fluid) heat pipes which havebeen continuously running for more than 15 yearswith negligible changes in performance. Copper/water heat pipes are able to tolerate storage tem-peratures between -65°C and 250°C, and can effec-tively operate between 10°C and 250°C. In volume,heat pipes are competitively priced with alternatecooling technologies.

Thermacore has become an innovative leader in heatpipe technology. Through its development of sinteredpowder metal wick technology, Thermacore providesits customers with a highly efficient and cost-effectivetool for cooling critical electronic components.

S e c t i o n 2

Best Practices

5

6

Heat Pipe Wick Structure

The heat pipe’s wick structure uses capillarypressure to pump the working fluid from the con-denser to the evaporator. Typically, the restrictingfactor of heat pipe designs is the capillary limit,which is determined by the pumping capacity of thewick structure. The capillary limit is also a functionof the heat pipe’s operating orientation and wickstructure (e.g., groove, screen, cable/fiber, sinteredpowder metal). Pore radius and permeability arethe two most important characteristics of a wickstructure. Pore radius determines the pumpingpressure that the wick can develop, while perme-ability determines the fractional losses of the work-ing fluid as it flows through the wick.

It is important to select the proper wick structurebased on the application. Thermacore has deter-mined that sintered powder metal is the optimumwick structure for cooling electronic components in

computer products (e.g., notebooks, laptops, desk-tops, high-end servers). Sintered powder metal wickshave small pore radii and relatively low permeabil-ity. The high capillary pumping pressure, achievedthrough a sintered powder metal wick, allows theheat pipe to operate in any orientation. Other wickstructures do not work as well in non-horizontalorientations because they cannot lift the returningworking fluid the length of the heat pipe againstgravity.

By developing specialized equipment and pro-cesses, Thermacore can vary the physical proper-ties of its sintered powder metal wicks, allowing theheat pipes to be custom designed to the customer’sapplication. In addition, the heat pipes can be bentto fit various heat sink shapes without any signifi-cant reduction in performance. Through its uniqueheat pipe technology, Thermacore has become amajor supplier in the electronics industry.

Figure 2-1. Heat Pipe Operation

7

Production

Material Tracking High Volume Line

In April 1996, Thermacore developed a disci-plined process for tracking in-process work, scraprates, and finished products on its high volumemanufacturing lines. Prior to this, the company hadno well-defined method for tracking defects or con-trolling manufacturing processes. Scrap rates wererunning at 25% to 30%.

Initially, Thermacore was a research and devel-opment company with low production volume. De-mand for Thermacore’s products, from the com-puter industry, occurred within a short period oftime, and then grew very rapidly from 2,500 unitsper month (June 1995) to 10,000 units per day(October 1996). The company had to develop a highyield, high volume, round-the-clock manufacturingcapability to meet its customers’ requirements. Sinceheat pipes manufactured by Thermacore performsuch a critical function, it is essential that 100% ofthe units shipped are defect free. Competitive pres-sures by foreign manufacturers also forcedThermacore to cut its high scrap rates in order to becost competitive.

Many of Thermacore’s manufacturing processesrequire some decision making by production per-sonnel. Therefore, the material tracking systemneeded to do more than just control the productfrom raw materials to a finished unit. The systemneeded to handle controlled quantities, evaluateperformance throughout the manufacturing pro-cess, and track products back to individual pro-cesses. Above all, the tracking system had to ensurethat Thermacore’s customers always receive defect-free products.

The new tracking system is designed to eliminatebottlenecks and identify problem areas. Raw mate-rials are typically issued in lot quantities of 5,000pieces. Each lot is broken down into smaller binquantities of 600 pieces per bin. Bins are assigned anumber and issued a material traveler. Manufac-turing processes are broken into single operations.All operations have start, scrap, and finish quanti-ties, as well as a completion date and operatorinitials. Each operation is entered into a computerdatabase and tracked using bar codes and keyboardentries. Scrap quantities and scrap costs are calcu-lated daily. All key management personnel aregiven a daily printout of the production quantitiesand scrap costs.

Thermacore’s tracking system has reduced thescrap rate from 30% to less than 1%. Problems cannow be identified and quickly fixed. The trackingsystem can recognize many simple problems thatwere previously overlooked, but easily correctable.The system can also track problems to a root cause(e.g., operator, process, machine, tool). The im-provement in yield has kept Thermacore’s productscost competitive on the world market.

Thermacore continues to improve its manufac-turing processes and tracking system. Manufactur-ing processes are being automated to the maximumpossible extent. Production personnel receive train-ing whenever manufacturing processes are modi-fied. Computers are playing an increasingly largerrole in automating and controlling Thermacore’sprocesses. The company is incorporating log in/logout stations into its processing areas. All informa-tion will be entered by either touch screen input orbar code scanning, eliminating keyboard usage.This improvement will further reduce data entryerrors. Thermacore has also purchased a qualityassurance/data acquisition program which is cur-rently being put on line. All Final Test operationsare being added to this database. Eventually, alloperations will feed this system via scanning de-vices and an RS485 data bus.

Management

International Competitiveness

Although Thermacore started product operationsin 1981, most of the company’s focus was on re-search and development through the early 1990s. In1993, increasing inquiries from electronic compa-nies alerted Thermacore to the possibility that newchips, being developed by the semiconductor com-panies, might require the unique cooling propertiesof heat pipes. Intel Corporation recognized the su-perior thermal performance of Thermacore’s sin-tered powder metal wick technology and designs,and passed this information on to its customers. Asa result, computer manufacturers all over the worldbecame greatly interested in Thermacore’s prod-ucts for Pentium chip cooling applications. At aboutthe same time, improvements in high power tran-sistors led to an increased need in heat pipes forcooling the large devices that control the power flowto large electric motors in rail locomotives andstationary installations (e.g., steel rolling mills).

8

Thermacore recognized these market opportuni-ties and proceeded quickly to capitalize on them.The company adopted a policy and philosophy thatit would never turn down an order for lack ofcapacity. In short order, Thermacore raised thenecessary funds through a venture capital invest-ment. The company built a factory and designed itsproducts, manufacturing processes, and equipment.Orders began pouring in, particularly for notebook-based computer applications. Production increasedfrom 2,500 units per month in June 1995 to 10,000units per day by October 1996. As production ratesincreased, Thermacore refined its processes and meth-ods so that scrap rates, which were initially nearly30%, are now well under 1%. Thermacore’s commit-ment to quality and never shipping a defective deviceis so strong that most of the company’s customers donot even perform an incoming inspection.

From the start of this great production surge,Thermacore was an international competitor. Oneof the primary uses of Thermacore’s products is inlaptop computers, and more than 40% of the world’slaptop computers are manufactured in Taiwan.Thermacore has steadily been taking market sharefrom its competitors and has captured more thanhalf of the heat pipe market in Taiwan. Thecompany’s market share continues to grow due inpart to several factors. First is the technologicaledge on the competition that Thermacore has builtup over its long history as a government researchand development contractor. This edge is main-tained primarily by the fact that the company de-signs and develops its own manufacturing pro-cesses and production equipment, and can continu-ally refine and control these manufacturing pro-cesses to a high degree. Second is its commitment toquality and meeting customer requirements, nomatter how demanding. Each customer’s productand application is unique. The ability to be flexibleand respond quickly to production ramp-ups with100% quality help make Thermacore a leader in themarket. Another factor is cost competitiveness.Thermacore’s products are directly cost competitivewith its Japanese and Taiwanese competitors. Thecompany has even been successful in capturingbusiness from Japanese competitors who sell toJapanese companies.

Thermacore’s success demonstrates how a small,high tech, U.S. company can be an effective globalcompetitor by maintaining a strong emphasis ontechnology, and applying it to meet market-drivenneeds. Management facilitated the adoption of aculture which supports rapid growth and continu-

ous improvements in productivity and quality. Thesequalities have given Thermacore the capability torespond rapidly to market forces with products thatits customers can depend on for superior perfor-mance at competitive prices.

Sharing the Wealth

Considered to be the most important asset,Thermacore’s employees represent the key to thecompany’s performance and competitiveness.Thermacore’s success in transforming from a lowvolume, research and development enterprise to ahigh volume, production facility and technologyleader has primarily occurred because of the dedica-tion and commitment of its employees. To enableemployees to participate in and benefit from thecompany’s strong growth and performance in re-cent years, Thermacore has developed excellentbonus and employee stock purchase programs.

The annual employee bonus is a very effectiveway to let employees share in the wealth generatedby operations during the year. All employees ofThermacore and its parent corporation, DTX, areeligible for the bonus program. The most uniqueaspect of the program is that all employees receivethe same amount of bonus regardless of total com-pensation, seniority, or position in the company.Although Thermacore provides other methods forrewarding and recognizing performance, the bonusprogram affects all employees and has proven to bea very effective incentive.

The bonus pool is based on pre-federal tax incomeminus a minimum, threshold guarantee to the stock-holders. The threshold guarantee is typically 15% ofequity at the beginning of the year. The incomesubject to the bonus pool is multiplied by an em-ployee bonus pool rate determined by the Board ofDirectors and senior management. Last year, thebonus pool rate was 12%. The number of eligibleemployees is an equivalent, determined numberbased on regular hours worked, excluding overtimeand including full-year, regular hours plus part-time, disability, and lay-off hours as a percentage ofregular hours. The total hours are added to give atotal equivalent number of employees used for cal-culating the full share bonus rate. The full sharebonus rate is calculated simply by dividing thebonus pool amount by the equivalent number ofemployees. Full-year, regular employees receive afull share, and part-time employees receive a sharebased on the percentage of time worked compared tofull-year, regular employees. Last year, the fullbonus share was more than $1,300 per employee.

9

Thermacore also has a stock ownership plan opento all employees. Each year, the stockholders andthe Board of Directors approve a gross dollar valueto be offered to active employees of the company.For example, the Board may decide to increase theequity in the company by $100,000. A subscriptionperiod (normally one month) is announced for pur-chase of stock at a price per share set by the Board.No one employee may subscribe for more than$10,000 worth of stock. Thermacore is a privatecompany so stock is only traded within the com-pany. Shares are sold to the employees at a smalldiscount, in consideration for the company receiv-ing the right-of-first refusal should the employeewish to leave the company or sell stock. Paymentmay be made in cash at the closing of the subscrip-tion period or by payroll deduction.

Thermacore’s programs provide effective ways toreward all employees for the growth and profitabil-ity of the company and to acquire equity. Theseprograms are an effective incentive and means ofsharing the wealth.

Technology Support

The startling growth experienced by Thermacorein just a couple of years would seem, at first glance,to be the story of a company achieving overnightsuccess. Most of this growth resulted from themarket created by the increased power dissipationrequirements of Intel Corporation’s Pentium chipfor notebook computers. This market turned out tobe a perfect match for Thermacore’s heat pipe tech-nology. However, development of this technologydid not happen overnight. As an outgrowth of morethan 30 years of engineering development,Thermacore created a superior product which sur-passed other available options in the marketplace.This solid technology base is the cornerstone andfoundation of Thermacore’s competitive edge.

The company was founded in 1970 as an engineer-ing development company. Its founders were work-ing at RCA in the early 1960s on high temperatureheat pipe applications for cooling nuclear reactors.This work led to the development of a whole newtechnology for heat pipes which covered a widerange of temperature regimes and used a variety ofenvelope materials and fluid media. Thermacoretook over this development as RCA got out of thebusiness in the early 1970s. Initially, the work wassupported by a few government contracts. In theearly 1980s, the company began receiving SmallBusiness Innovative Research grants to develop

and commercialize its technology. The companyalso began doing research and development workfor some of the large aerospace firms. By the late1980s, the company had begun developing designsusing copper tubes and sintered copper powderwicks that provided thermal power dissipation char-acteristics an order of magnitude beyond thoseachieved by earlier designs. Increasingly, custom-ers began turning to Thermacore for specific coolingapplications and assistance in solving difficult de-sign problems. Thermacore began developing prod-ucts to meet specific customer needs by drawing on itsstrong engineering and technology base.

By the early 1990s, the company was developinga manufacturing base, but continued to maintain astrong research and development emphasis.Throughout the history of the company, Thermacorehas maintained a policy of investing 10% of its salesrevenues back into engineering. Every job priceincludes a 10% charge for internal research anddevelopment. This strategy is important becausemost sales are made by educating the customer inregard to the engineering and cost advantages ofheat pipe technology and by solving tough engineer-ing problems for the customer. Most sales are madeon an engineer-to-engineer basis. This requires aheavy investment in engineering and product de-velopment for each customer, but Thermacore hasfound that it pays off in customer loyalty, trust, andrepeat business. An Applications Engineering groupworks closely with customers to ensure that theirrequirements are met.

Exploding demand for heat pipe technology appli-cations in recent years has ushered Thermacoreinto an environment of high volume manufacturingand brought about many changes in the company.However, the company still maintains its strongcommitment to technology, and sees this as the keyto gaining an ever-increasing market share for itsproducts on the world market. The company ismaintaining its 10% investment in internal re-search and development, and is creating joint sales/application engineering teams comprised of engi-neering and sales personnel who work closely withcustomers to meet their needs and develop custom-ized design solutions. Teams are currently in placefor mobile computers, high-end computers, telecom-munications, and traction market applications. In-creases in full-time, advanced-development person-nel are planned over the next two years. Thermacorehas set a goal of developing two new products andentering two new market areas each year.

Production

Forward Thinking Manufacturing

Thermacore is transitioning from a small-vol-ume, batch manufacturer to a high-volume, produc-tion facility. Presently, the company produces awide variety of products in varying volumes. Typi-cal product life cycles range from six months to sixyears. However, recent interest in the marketplacehas encouraged Thermacore to apply forward think-ing techniques to its manufacturing operations. Thecompany is now focusing on quick responses tomarket demands, and striving to improve qualityand reduce cost. A master plan has also been devel-oped which enables the company to maintain itsflexibility and meet its internal growth goals.

A key element of Thermacore’s forward thinkingstrategy is the development of functional teams.Each team consists of research and development,application engineering, and sales personnel. Theteam works with customers to solve their thermalmanagement problems, has the freedom to expandand fill any necessary voids in the product line, andis authorized to make decisions for completing theproject. Based on Thermacore’s overall goals andobjectives, the team reviews market requirements,and methodically applies the company’s productsand expertise in that direction.

Thermacore’s forward thinking philosophy hasbeen very effective for its manufacturing opera-tions. Since implementing this approach,Thermacore has reduced the cost and improved thequality of its products by many orders of magnitude.Additionally, forward thinking techniques have al-lowed the company to accommodate overnight or-ders, improve its response time to customers, andincrease employee enthusiasm, which enableThermacore to be a major competitor in the heat pipetechnology and thermal management markets.

Management

Family Atmosphere

Thermacore promotes a family atmosphere inwhich people are considered valuable assets forsustaining a high level of commitment between the

company and its employees. The company hasadopted various practices which support and en-courage this approach. One of these is the fastpayroll cycle. The company’s pay dates are the nextbusiness day after the 15th and the next businessday after the end of the month. Pay records andchecks are processed in-house by the administra-tive and accounting personnel. Time records aresubmitted by 8:30 A.M. on pay day. Dedicated staffhas the payroll completed and ready for distributionby early afternoon. This process provides employeeswith prompt payment for work done; gives thecompany timely and current accounting informa-tion; and offers a more personal approach thanusing an outside vendor for payroll.

Thermacore’s basic approach to maintaining afamily atmosphere is to keep the work environmentinformal, and eliminate potential barriers betweenemployees. Friday is designated as “dress down”day where everyone can wear casual clothing. Addi-tionally, engineers and factory floor personnel candress casually every day except on visitor days. Thecompany has only one lunch/breakroom in the plantwhich provides a convenient place for all employeesto mingle and interact. Leaders and managers makea point to frequent this area, as well as the workareas, so they can interact and communicate withemployees. Thermacore also frequently sponsorsspecial events such as holiday parties, summeroutings, impromptu pizza lunches, and other activi-ties. The overall attitude in the facility is one ofsharing, caring, and smiling.

Recognizing that people are its most importantasset, Thermacore takes great care to configure thecompany around individuals in numerous ways.Praise for jobs well done is freely given, and man-agement seeks to recognize good performance. Com-munication is promoted and encouraged at all lev-els. Employees are motivated to voice their opinionbecause they know Thermacore values their ideas.In addition, employees are urged to work as much asnecessary and, in return, receive liberal flexibilityby the company for structuring their schedules.Although no formal suggestion program exists,employees can initiate an improvement project byobtaining approvals, soliciting funding, and imple-menting their ideas.

S e c t i o n 3

Information

11

12

Sales Forecasting

Thermacore has developed a sales forecastingsystem to manage its business and production pro-cesses. Sales are broken down into seven productareas: processor modules; notebook PCs; desktopPCs; workstations/servers; telecommunications;power electronics; and other. The company thenidentifies its current and potential heat pipe cus-tomers for each product area.

The Three-Year Forecast chart provides informa-tion on the previous year’s sales; the current year’sactual and projected sales; and the next three years’forecasted sales. Current, projected, and potentialcustomers are listed on this forecast chart. Thevisibility of the potential customer list enablesThermacore to identify new business opportunitiesand determine the additional efforts needed to obtainthese new customers. The Current Business UnitForecast chart displays the current year’s forecast aswell as the previous year’s sales by customer.

Other charts used by Thermacore provide monthlyand weekly breakdowns. The Strategic Design Winschart shows designs won, designs pending, newprospects, and designs lost per month. This chartprovides instant visibility for identifying thoseprojects which are critical for Thermacore’s futurebusiness success. The Forecast vs. Plan chart com-pares the company’s operating plan with its monthly

forecast, and highlights the variations between thetwo. Thermacore also developed a Master Schedulechart for its production area, which shows the pre-vious two weeks’ history, the current month’s weeklyproduction requirements, the next three months’weekly production requirements; and the projecteddemand for the following six months.

Thermacore uses its business forecasts in a weekly,future-business meeting to discuss strategies andactions for winning future business. The productionschedule is used in a different weekly meeting todiscuss production problems and other issues. Thesemeetings are key tools that enable Thermacore tomeet its delivery schedules and attain future work.

Many of Thermacore’s customers developed froma long-term working relationship which did nothave an immediate pay off in new business.Thermacore routinely assists potential customerswith their thermal problems without gaining imme-diate sales. One customer, who has just begunbuying large quantities of heat pipes, had beenworking with Thermacore for the past three yearson thermal transfer problems. This willingness towork with potential customers and provide themwith the best possible solution for their situationhas resulted in many loyal and dedicated customersof Thermacore. Upon placing an order, customerscan rely on Thermacore’s dedicated workforce todeliver prompt, quality products.

A-1

A p p e n d i x A

Table of Acronyms

No Acronyms were used in this survey report.

B-1

A p p e n d i x B

BMP Survey Team

Team Member Activity Function

Larry Robertson Crane Division Team Chairman(812) 854-5336 Naval Surface Warfare Center

Crane, IN

Cheri Spencer BMP Center of Excellence Technical Writer(301) 403-8100 College Park, MD

Team

Rick Purcell BMP Center of Excellence Team Leader(301) 403-8100 College Park, MD

Nick Keller Naval Surface Warfare Center(812) 854-5331 Crane, IN

C-1

“CRITICAL PATH TEMPLATESFOR

TRANSITION FROM DEVELOPMENT TO PRODUCTION”

A p p e n d i x C

Critical Path Templates and BMP Templates

This survey was structured around and concen-trated on the functional areas of design, test, pro-duction, facilities, logistics, and management aspresented in the Department of Defense 4245.7-M,Transition from Development to Production docu-ment. This publication defines the proper tools—ortemplates—that constitute the critical path for asuccessful material acquisition program. It de-scribes techniques for improving the acquisition

process by addressing it as an industrial processthat focuses on the product’s design, test, and pro-duction phases which are interrelated and interde-pendent disciplines.

The BMP program has continued to build onthis knowledge base by developing 17 new tem-plates that complement the existing DOD 4245.7-M templates. These BMP templates address newor emerging technologies and processes.

D-1

A p p e n d i x D

BMPnet and the Program Manager’s WorkStation

The BMPnet, located at the Best ManufacturingPractices Center of Excellence (BMPCOE) in Col-lege Park, Maryland, supports several communica-tion features. These features include the ProgramManager’s WorkStation (PMWSPMWSPMWSPMWSPMWS), electronic mailand file transfer capabilities, as well as access toSpecial Interest Groups (SIGs) for specific topicinformation and communication. The BMPnet canbe accessed through the World Wide Web (athttp://www.bmpcoe.org), through free software thatconnects directly over the Internet or through amodem. The PMWS software isalso available on CD-ROM.

PMWS provides users withtimely acquisition and engi-neering information through aseries of interrelated softwareenvironments and knowledge-based packages. The maincomponents of PMWS areKnowHow, SpecRite, the Tech-nical Risk Identification andMitigation System (TRIMS),and the BMP Database.

KnowHowKnowHowKnowHowKnowHowKnowHow is an intelligent,automated program that pro-vides rapid access to informa-tion through an intelligentsearch capability. Informationcurrently available in KnowHow handbooks in-cludes Acquisition Streamlining, Non-DevelopmentItems, Value Engineering, NAVSO P-6071 (BestPractices Manual), MIL-STD-2167/2168 and theDoD 5000 series documents. KnowHow cuts docu-ment search time by 95%, providing critical, user-specific information in under three minutes.

SpecRiteSpecRiteSpecRiteSpecRiteSpecRite is a performance specification genera-tor based on expert knowledge from all uniformedservices. This program guides acquisition person-

nel in creating specifications for their requirements,and is structured for the build/approval process.SpecRite’s knowledge-based guidance and assis-tance structure is modular, flexible, and providesoutput in MIL-STD 961D format in the form ofeditable WordPerfect® files.

TRIMSTRIMSTRIMSTRIMSTRIMS, based on DoD 4245.7-M (the transitiontemplates), NAVSO P-6071, and DoD 5000 event-oriented acquisition, helps the user identify andrank a program’s high-risk areas. By helping theuser conduct a full range of risk assessments through-

out the acquisition process,TRIMS highlights areas wherecorrective action can be initi-ated before risks develop intoproblems. It also helps userstrack key project documenta-tion from concept through pro-duction including goals, respon-sible personnel, and next ac-tion dates for future activities.

The BMP DatabaseBMP DatabaseBMP DatabaseBMP DatabaseBMP Database con-tains proven best practices fromindustry, government, and theacademic communities. Thesebest practices are in the areasof design, test, production, fa-cilities, management, and lo-gistics. Each practice has been

observed, verified, and documented by a team ofgovernment experts during BMP surveys.

Access to the BMPnet through dial-in or on Inter-net requires a special modem program. This pro-gram can be obtained by calling the BMPnet HelpDesk at (301) 403-8179 or it can be downloaded fromthe World Wide Web at http://www.bmpcoe.org. Toreceive a user/e-mail account on the BMPnet, senda request to helpdesk@bmpcoe.org.

There are currently six Best Manufacturing Practices (BMP) satellite centers that provide representationfor and awareness of the BMP program to regional industry, government and academic institutions. Thecenters also promote the use of BMP with regional Manufacturing Technology Centers. Regional manufac-turers can take advantage of the BMP satellite centers to help resolve problems, as the centers hostinformative, one-day regional workshops that focus on specific technical issues.

Center representatives also conduct BMP lectures at regional colleges and universities; maintain lists ofexperts who are potential survey team members; provide team member training; identify regional expertsfor inclusion in the BMPnet SIG e-mail; and train regional personnel in the use of BMP resources such asthe BMPnet.

The six BMP satellite centers include:

CaliforniaCaliforniaCaliforniaCaliforniaCalifornia

Chris MatzkeChris MatzkeChris MatzkeChris MatzkeChris MatzkeBMP Satellite Center ManagerNaval Warfare Assessment DivisionCode QA-21, P.O. Box 5000Corona, CA 91718-5000(909) 273-4992FAX: (909) 273-4123cmatzke@bmpcoe.org

Jack TamargoJack TamargoJack TamargoJack TamargoJack TamargoBMP Satellite Center Manager257 Cottonwood DriveVallejo, CA 94591(707) 642-4267FAX: (707) 642-4267jtamargo@bmpcoe.org

District of ColumbiaDistrict of ColumbiaDistrict of ColumbiaDistrict of ColumbiaDistrict of Columbia

Margaret CahillMargaret CahillMargaret CahillMargaret CahillMargaret CahillBMP Satellite Center ManagerU.S. Department of Commerce14th Street & Constitution Avenue, NWRoom 3876 BXAWashington, DC 20230(202) 482-8226/3795FAX: (202) 482-5650mcahill@bxa.doc.gov

IllinoisIllinoisIllinoisIllinoisIllinois

Thomas ClarkThomas ClarkThomas ClarkThomas ClarkThomas ClarkBMP Satellite Center ManagerRock Valley College3301 North Mulford RoadRockford, IL 61114(815) 654-5515FAX: (815) 654-4459adme3tc@rvcux1.rvc.cc.il.us

PennsylvaniaPennsylvaniaPennsylvaniaPennsylvaniaPennsylvania

Sherrie SnyderSherrie SnyderSherrie SnyderSherrie SnyderSherrie SnyderBMP Satellite Center ManagerMANTEC, Inc.P.O. Box 5046York, PA 17405(717) 843-5054, ext. 225FAX: (717) 854-0087snyderss@mantec.org

TennesseeTennesseeTennesseeTennesseeTennessee

Tammy GrahamTammy GrahamTammy GrahamTammy GrahamTammy GrahamBMP Satellite Center ManagerLockheed Martin Energy SystemsP.O. Box 2009, Bldg. 9737M/S 8091Oak Ridge, TN 37831-8091(423) 576-5532FAX: (423) 574-2000tgraham@bmpcoe.org

E-1

A p p e n d i x E

Best Manufacturing Practices Satellite Centers

F-1

A p p e n d i x F

Navy Manufacturing Technology Centers of Excellence

Best Manufacturing Practices CenterBest Manufacturing Practices CenterBest Manufacturing Practices CenterBest Manufacturing Practices CenterBest Manufacturing Practices Centerof Excellenceof Excellenceof Excellenceof Excellenceof Excellence

The Best Manufacturing Practices Center of Excel-lence (BMPCOE) provides a national resource toidentify and promote exemplary manufacturing andbusiness practices and to disseminate this informa-tion to the U.S. Industrial Base. The BMPCOE wasestablished by the Navy’s BMP program, Depart-ment of Commerce’s National Institute of Stan-dards and Technology, and the University of Mary-land at College Park, Maryland. The BMPCOEimproves the use of existing technology, promotesthe introduction of improved technologies, and pro-vides non-competitive means to address commonproblems, and has become a significant factor incountering foreign competition.

Point of Contact:Mr. Ernie RennerBest Manufacturing Practices Center ofExcellence4321 Hartwick RoadSuite 400College Park, MD 20740(301) 403-8100FAX: (301) 403-8180ernie@bmpcoe.org

Center of Excellence for CompositesCenter of Excellence for CompositesCenter of Excellence for CompositesCenter of Excellence for CompositesCenter of Excellence for CompositesManufacturing TechnologyManufacturing TechnologyManufacturing TechnologyManufacturing TechnologyManufacturing Technology

The Center of Excellence for Composites Manufac-turing Technology (CECMT) provides a nationalresource for the development and dissemination ofcomposites manufacturing technology to defensecontractors and subcontractors. The CECMT ismanaged by the GreatLakes Composites Consor-tium and represents a collaborative effort amongindustry, academia, and government to develop,evaluate, demonstrate, and test composites manu-facturing technologies. The technical work is prob-lem-driven to reflect current and future Navy needsin the composites industrial community.

Point of Contact:Dr. Roger FountainCenter of Excellence for Composites ManufacturingTechnology103 Trade Zone DriveSuite 26CWest Columbia, SC 29170(803) 822-3705FAX: (803) 822-3730rfglcc@glcc.org

Electronics Manufacturing ProductivityElectronics Manufacturing ProductivityElectronics Manufacturing ProductivityElectronics Manufacturing ProductivityElectronics Manufacturing ProductivityFacilityFacilityFacilityFacilityFacility

The Electronics Manufacturing Productivity Facil-ity (EMPF) identifies, develops, and transfers inno-vative electronics manufacturing processes to do-mestic firms in support of the manufacture of afford-able military systems. The EMPF operates as aconsortium comprised of industry, university, andgovernment participants, led by the American Com-petitiveness Institute under a CRADA with theNavy.

Point of Contact:Mr. Alan CriswellElectronics Manufacturing Productivity FacilityPlymouth Executive CampusBldg 630, Suite 100630 West Germantown PikePlymouth Meeting, PA 19462(610) 832-8800FAX: (610) 832-8810http://www.engriupui.edu/empf/

National Center for Excellence inNational Center for Excellence inNational Center for Excellence inNational Center for Excellence inNational Center for Excellence inMetalworking TechnologyMetalworking TechnologyMetalworking TechnologyMetalworking TechnologyMetalworking Technology

The National Center for Excellence in MetalworkingTechnology (NCEMT) provides a national center forthe development, dissemination, and implemen-tation of advanced technologies for metalworkingproducts and processes. The NCEMT, operated byConcurrent Technologies Corporation, helps theNavy and defense contractors improve

The Navy Manufacturing Sciences and Technology Program established the following Centers ofExcellence (COEs) to provide focal points for the development and technology transfer of new manufactur-ing processes and equipment in a cooperative environment with industry, academia, and Navy centers andlaboratories. These COEs are consortium-structured for industry, academia, and government involvementin developing and implementing technologies. Each COE has a designated point of contact listed below withthe individual COE information.

F-2

manufacturing productivity and part reliabilitythrough development, deployment, training, andeducation for advanced metalworking technologies.

Point of Contact:Mr. Richard HenryNational Center for Excellence in MetalworkingTechnology1450 Scalp AvenueJohnstown, PA 15904-3374(814) 269-2532FAX: (814) 269-2799henry@ctc.com

Navy Joining CenterNavy Joining CenterNavy Joining CenterNavy Joining CenterNavy Joining Center

The Navy Joining Center (NJC) is operated by theEdison Welding Institute and provides a nationalresource for the development of materials joiningexpertise and the deployment of emerging manufac-turing technologies to Navy contractors, subcon-tractors, and other activities. The NJC works withthe Navy to determine and evaluate joining technol-ogy requirements and conduct technology develop-ment and deployment projects to address theseissues.

Point of Contact:Mr. David P. EdmondsNavy Joining Center1100 Kinnear RoadColumbus, OH 43212-1161(614) 487-5825FAX: (614) 486-9528dave_edmonds@ewi.org

Energetics Manufacturing TechnologyEnergetics Manufacturing TechnologyEnergetics Manufacturing TechnologyEnergetics Manufacturing TechnologyEnergetics Manufacturing TechnologyCenterCenterCenterCenterCenter

The Energetics Manufacturing Technology Center(EMTC) addresses unique manufacturing processesand problems of the energetics industrial base toensure the availability of affordable, quality ener-getics. The focus of the EMTC is on process technol-ogy with a goal of reducing manufacturing costswhile improving product quality and reliability.The COE also maintains a goal of development andimplementation of environmentally benign ener-getics manufacturing processes.

Point of Contact:Mr. John BroughEnergetics Manufacturing Technology CenterIndian Head DivisionNaval Surface Warfare CenterIndian Head, MD 20640-5035(301) 743-4417DSN: 354-4417FAX: (301) 743-4187mt@command.nosih.sea06.navy.mil

Manufacturing Science and AdvancedManufacturing Science and AdvancedManufacturing Science and AdvancedManufacturing Science and AdvancedManufacturing Science and AdvancedMaterials Processing InstituteMaterials Processing InstituteMaterials Processing InstituteMaterials Processing InstituteMaterials Processing Institute

The Manufacturing Science and Advanced Materi-als Processing Institute (MS&AMPI) is comprisedof three centers including the National Center forAdvanced Drivetrain Technologies (NCADT), TheSurface Engineering Manufacturing TechnologyCenter (SEMTC), and the Laser Applications Re-search Center (LaserARC). These centers are lo-cated at The Pennsylvania State University’s Ap-plied Research Laboratory. Each center is high-lighted below.

Point of Contact for MS&AMPI:Mr. Henry WatsonManufacturing Science and Advanced MaterialsProcessing InstituteARL Penn StateP.O. Box 30State College, PA 16804-0030(814) 865-6345FAX: (814) 863-1183hew2@psu.edu

••••• National Center for Advanced DrivetrainNational Center for Advanced DrivetrainNational Center for Advanced DrivetrainNational Center for Advanced DrivetrainNational Center for Advanced DrivetrainTechnologiesTechnologiesTechnologiesTechnologiesTechnologiesThe NCADT supports DoD by strengthening,revitalizing, and enhancing the technologicalcapabilities of the U.S. gear and transmissionindustry. It provides a site for neutral testingto verify accuracy and performance of gear andtransmission components.

Point of Contact for NCADT:Dr. Suren RaoNCADT/Drivetrain CenterARL Penn StateP.O. Box 30State College, PA 16804-0030(814) 865-3537FAX: (814) 863-6185http://www.arl.psu.edu/drivetrain_center.html/

Gulf Coast Region Maritime TechnologyGulf Coast Region Maritime TechnologyGulf Coast Region Maritime TechnologyGulf Coast Region Maritime TechnologyGulf Coast Region Maritime TechnologyCenterCenterCenterCenterCenter

The Gulf Coast Region Maritime Technology Cen-ter (GCRMTC) is located at the University of NewOrleans and will focus primarily on product devel-opments in support of the U.S. shipbuilding indus-try. A sister site at Lamar University in Orange,Texas will focus on process improvements.

Point of Contact:Dr. John CrispGulf Coast Region Maritime Technology CenterUniversity of New OrleansRoom N-212New Orleans, LA 70148(504) 286-3871FAX: (504) 286-3898

F-3

••••• Surface Engineering ManufacturingSurface Engineering ManufacturingSurface Engineering ManufacturingSurface Engineering ManufacturingSurface Engineering ManufacturingTechnology CenterTechnology CenterTechnology CenterTechnology CenterTechnology CenterThe SEMTC enables technology developmentin surface engineering—the systematic andrational modification of material surfaces toprovide desirable material characteristics andperformance. This can be implemented forcomplex optical, electrical, chemical, and me-chanical functions or products that affect thecost, operation, maintainability, and reliabil-ity of weapon systems.

Point of Contact for SEMTC:Dr. Maurice F. AmateauSEMTC/Surface Engineering CenterP.O. Box 30State College, PA 16804-0030(814) 863-4214FAX: (814) 863-0006http://www/arl.psu.edu/divisions/arl_org.html

••••• Laser Applications Research CenterLaser Applications Research CenterLaser Applications Research CenterLaser Applications Research CenterLaser Applications Research Center

The LaserARC is established to expand thetechnical capabilities of DOD by providingaccess to high-power industrial lasers for ad-vanced material processing applications.LaserARC offers basic and applied research inlaser-material interaction, process develop-ment, sensor technologies, and correspondingdemonstrations of developed applications.

Point of Contact for LaserARC:Mr. Paul DenneyLaser CenterARL Penn StateP.O. Box 30State College, PA 16804-0030(814) 865-2934FAX: (814) 863-1183http://www/arl.psu.edu/divisions/arl_org.html

As of this publication, 95 surveys have been conducted and published by BMP at the companies listedbelow. Copies of older survey reports may be obtained through DTIC or by accessing the BMPnet. Requestsfor copies of recent survey reports or inquiries regarding the BMPnet may be directed to:

Best Manufacturing Practices Program4321 Hartwick Rd., Suite 400

College Park, MD 20740Attn: Mr. Ernie Renner, Director

Telephone: 1-800-789-4267FAX: (301) 403-8180ernie@bmpcoe.org

G-1

1986

1985

A p p e n d i x G

Completed Surveys

1987

Litton Guidance & Control Systems Division - Woodland Hills, CA

Honeywell, Incorporated Undersea Systems Division - Hopkins, MN (Alliant TechSystems, Inc.)Texas Instruments Defense Systems & Electronics Group - Lewisville, TXGeneral Dynamics Pomona Division - Pomona, CAHarris Corporation Government Support Systems Division - Syosset, NYIBM Corporation Federal Systems Division - Owego, NYControl Data Corporation Government Systems Division - Minneapolis, MN

Hughes Aircraft Company Radar Systems Group - Los Angeles, CAITT Avionics Division - Clifton, NJRockwell International Corporation Collins Defense Communications - Cedar Rapids, IAUNISYS Computer Systems Division - St. Paul, MN (Paramax)

Motorola Government Electronics Group - Scottsdale, AZGeneral Dynamics Fort Worth Division - Fort Worth, TXTexas Instruments Defense Systems & Electronics Group - Dallas, TXHughes Aircraft Company Missile Systems Group - Tucson, AZBell Helicopter Textron, Inc. - Fort Worth, TXLitton Data Systems Division - Van Nuys, CAGTE C3 Systems Sector - Needham Heights, MA

McDonnell-Douglas Corporation McDonnell Aircraft Company - St. Louis, MONorthrop Corporation Aircraft Division - Hawthorne, CALitton Applied Technology Division - San Jose, CALitton Amecom Division - College Park, MDStandard Industries - LaMirada, CAEngineered Circuit Research, Incorporated - Milpitas, CATeledyne Industries Incorporated Electronics Division - Newbury Park, CALockheed Aeronautical Systems Company - Marietta, GALockheed Corporation Missile Systems Division - Sunnyvale, CAWestinghouse Electronic Systems Group - Baltimore, MDGeneral Electric Naval & Drive Turbine Systems - Fitchburg, MARockwell International Corporation Autonetics Electronics Systems - Anaheim, CATRICOR Systems, Incorporated - Elgin, IL

Hughes Aircraft Company Ground Systems Group - Fullerton, CATRW Military Electronics and Avionics Division - San Diego, CAMechTronics of Arizona, Inc. - Phoenix, AZBoeing Aerospace & Electronics - Corinth, TXTechnology Matrix Consortium - Traverse City, MITextron Lycoming - Stratford, CT

1988

1989

1990

G-2

Resurvey of Litton Guidance & Control Systems Division - Woodland Hills, CANorden Systems, Inc. - Norwalk, CTNaval Avionics Center - Indianapolis, INUnited Electric Controls - Watertown, MAKurt Manufacturing Co. - Minneapolis, MNMagneTek Defense Systems - Anaheim, CARaytheon Missile Systems Division - Andover, MAAT&T Federal Systems Advanced Technologies and AT&T Bell Laboratories - Greensboro, NC and Whippany, NJResurvey of Texas Instruments Defense Systems & Electronics Group - Lewisville, TX

Tandem Computers - Cupertino, CACharleston Naval Shipyard - Charleston, SCConax Florida Corporation - St. Petersburg, FLTexas Instruments Semiconductor Group Military Products - Midland, TXHewlett-Packard Palo Alto Fabrication Center - Palo Alto, CAWatervliet U.S. Army Arsenal - Watervliet, NYDigital Equipment Company Enclosures Business - Westfield, MA and Maynard, MAComputing Devices International - Minneapolis, MN(Resurvey of Control Data Corporation Government Systems Division)Naval Aviation Depot Naval Air Station - Pensacola, FL

NASA Marshall Space Flight Center - Huntsville, ALNaval Aviation Depot Naval Air Station - Jacksonville, FLDepartment of Energy Oak Ridge Facilities (Operated by Martin Marietta Energy Systems, Inc.) - Oak Ridge, TNMcDonnell Douglas Aerospace - Huntington Beach, CACrane Division Naval Surface Warfare Center - Crane, IN and Louisville, KYPhiladelphia Naval Shipyard - Philadelphia, PAR. J. Reynolds Tobacco Company - Winston-Salem, NCCrystal Gateway Marriott Hotel - Arlington, VAHamilton Standard Electronic Manufacturing Facility - Farmington, CTAlpha Industries, Inc. - Methuen, MA

Harris Semiconductor - Melbourne, FLUnited Defense, L.P. Ground Systems Division - San Jose, CANaval Undersea Warfare Center Division Keyport - Keyport, WAMason & Hanger - Silas Mason Co., Inc. - Middletown, IAKaiser Electronics - San Jose, CAU.S. Army Combat Systems Test Activity - Aberdeen, MDStafford County Public Schools - Stafford County, VA

Sandia National Laboratories - Albuquerque, NMRockwell Defense Electronics Collins Avionics & Communications Division - Cedar Rapids, IA(Resurvey of Rockwell International Corporation Collins Defense Communications)Lockheed Martin Electronics & Missiles - Orlando, FLMcDonnell Douglas Aerospace (St. Louis) - St. Louis, MO(Resurvey of McDonnell-Douglas Corporation McDonnell Aircraft Company)Dayton Parts, Inc. - Harrisburg, PAWainwright Industries - St. Peters, MOLockheed Martin Tactical Aircraft Systems - Fort Worth, TX(Resurvey of General Dynamics Fort Worth Division)Lockheed Martin Government Electronic Systems - Moorestown, NJSacramento Manufacturing and Services Division - Sacramento, CAJLG Industries, Inc. - McConnellsburg, PA

City of Chattanooga - Chattanooga, TNMason & Hanger Corporation - Pantex Plant - Amarillo, TXNascote Industries, Inc. - Nashville, ILWeirton Steel Corporation - Weirton, WVNASA Kennedy Space Center - Cape Canaveral, FLDepartment of Energy, Oak Ridge Operations - Oak Ridge, TN

1994

1992

1991

1993

1995

1996

1997

G-3

Headquarters, U.S. Army Industrial Operations Command - Rock Island, ILSAE International and Performance Review Institute - Warrendale, PAPolaroid Corporation - Waltham, MACincinnati Milacron, Inc. - Cincinnati, OHLawrence Livermore National Laboratory - Livermore, CASharretts Plating Company, Inc. - Emigsville, PAThermacore, Inc. - Lancaster, PA