Volume 1, Issue 2 SPRING/SUMMER 2013 INSIDE THIS ISSUE: Message from the President........................1 Louise Francesconi’s Top 10 List ...............1 Our Legacy .................................................2 Member Spotlight ........................................3 Member Opinions & Views ..........................4 About Our Vice President ............................4 Volunteer with Pima Council on Aging .........5 Editor’s Note ................................................5 Treasurer’s Report.......................................6 Photo Gallery ...............................................6 Upcoming Events ........................................6 Golf News ....................................................6 Travel News .................................................6 Message from the President Barry Abrahams Louise Francesconi’s Top 10 List on Retirement by Armida Waterbury The first HTRA event of 2013 was held on January 18th. Feedback received from many of the approximately 230 attendees was that they had a terrific time! In attendance were many first timers, who came only to listen to the keynote speaker, with the bulk of attendees present for the social hour, dinner and remainder of the general meeting. Louise Francesconi, former RMS President, was the Keynote Speaker. Her topic for the evening was “e Top Ten ings I Have Learned in Retirement” which included items such as: Technology – remain current, learn, practice, and don’t ever let your kids laugh at you because your grandchildren are able to compute things that you can’t. At six months into your retirement – give yourself permission to do nothing. If you want to stay in your pajamas all day, then do so. When someone ask you, “What do you do all day?”, don’t answer the question. You can do anything you want to, or nothing at all. Louise Francesconi and her husband, John, in Idaho, Summer 2012. At the April general meeting, I chose to speak about “Project Ranger” and its evolution. The effort was initiated in 1995, by Hughes management, to explore a potential “alliance” with Raytheon. It was motivated by DoD’s strong encouragement to “consolidate the industry” in response to a rapidly shrinking defense budget. It was later further motivated by GM’s financial needs. This initial exploration led to discussion of merging Hughes and Raytheon, and later to the acquisition of Hughes by Raytheon. Along the way, the two companies each tackled the possibility of acquiring Texas instruments Defense. The end result is today’s Raytheon which has combined the capabilities and talents of Hughes, Raytheon, Texas Instruments, General Dynamics, E-Systems and many more talented defense and aerospace companies, thereby complying with DoD’s desire to consolidate the industry. In parallel with the aforementioned effort, the approach was also used to explore an alliance with Thomson CSF, the leading aerospace electronics company in France. This was in response to another desire by DoD to see trans- Atlantic alliances that would encourage sharing of development and production costs between the U.S. and European governments. The effort led to a Joint Venture, “Raytheon-Thales”, which married the Command and Control and battlefield radar segments of formerly Thomson CSF with Hughes Ground Systems, Fullerton, California. However, this effort was originally conceived to address other company objectives and go well beyond that initial JV. Both of these efforts were initiated at Hughes by the strategic planning group in Washington, DC but staffed by a select team from around the company. I hope you enjoy this bit of history, which amongst other things has led to Raytheon Missile Systems becoming the premier tactical missile company in the world. Know where all of the good Happy Hours are in town. Every day should be about defining yourself for the future. Judging by the large attendance, the delicious dinner, and the fun and entertaining evening...by all accounts it was another successful event.
Transcript
Volume 1, Issue 2 SPRING/SUMMER 2013
I N S I D E T H I S I S S U E :Message from the President ........................1Louise Francesconi’s Top 10 List ...............1Our Legacy .................................................2Member Spotlight ........................................3Member Opinions & Views ..........................4About Our Vice President ............................4Volunteer with Pima Council on Aging .........5Editor’s Note ................................................5Treasurer’s Report .......................................6Photo Gallery ...............................................6Upcoming Events ........................................6 Golf News ....................................................6Travel News .................................................6
Message from the PresidentBarry Abrahams
Louise Francesconi’s Top 10 List on Retirementby Armida Waterbury The first HTRA event of 2013 was held on January 18th. Feedback received from many of the approximately 230 attendees was that they had a terrific time! In attendance were many first timers, who came only to listen to the keynote speaker, with the bulk of attendees present for the social hour, dinner and remainder of the general meeting. Louise Francesconi, former RMS President, was the Keynote Speaker. Her topic for the evening was “The Top Ten Things I Have Learned in Retirement” which included items such as: Technology – remain current, learn,
practice, and don’t ever let your kids laugh at you because your grandchildren are able to compute things that you can’t.
At six months into your retirement – give yourself permission to do nothing. If you want to stay in your pajamas all day, then do so.
When someone ask you, “What do you do all day?”, don’t answer the question. You can do anything you want to, or nothing at all.
Louise Francesconi and her husband, John, in Idaho, Summer 2012.
At the April general meeting, I chose to speak about “Project Ranger” and its evolution. The effort was initiated in 1995, by Hughes management, to explore a potential “alliance” with Raytheon. It was motivated by DoD’s strong encouragement to “consolidate the industry” in response to a rapidly shrinking defense budget. It was later further motivated by GM’s financial needs. This initial exploration led to discussion of merging Hughes and Raytheon, and later to the acquisition of Hughes by Raytheon. Along the way, the two companies each tackled the possibility of acquiring Texas instruments Defense. The end result is today’s Raytheon which has combined the capabilities and talents of Hughes, Raytheon, Texas Instruments, General Dynamics, E-Systems and many more talented defense and aerospace companies, thereby complying with DoD’s desire to consolidate the industry. In parallel with the aforementioned effort, the approach was also used to explore an alliance with Thomson CSF, the leading aerospace electronics company in France. This was in response to another desire by DoD to see trans-Atlantic alliances that would encourage sharing of development and production costs between the U.S. and European governments. The effort led to a Joint Venture, “Raytheon-Thales”, which married the Command and Control and battlefield radar segments of formerly Thomson CSF with Hughes Ground Systems, Fullerton, California. However, this effort was originally conceived to address other company objectives and go well beyond that initial JV. Both of these efforts were initiated at Hughes by the strategic planning group in Washington, DC but staffed by a select team from around the company. I hope you enjoy this bit of history, which amongst other things has led to Raytheon Missile Systems becoming the premier tactical missile company in the world.
Know where all of the good Happy Hours are in town.
Every day should be about defining yourself for the future.
Judging by the large attendance, the delicious dinner, and the fun and entertaining evening...by all accounts it was another successful event.
General Dynamics’ ancestry can be traced to the Holland Torpedo Boat Company, later named Electric Boat, that launched the first submarine on May 17, 1897. John J. Hopkins, as President, had a clear vision of the postwar world imposing the discipline “grow or die.” Hopkins had a far-reaching vision of nuclear, not diesel powered submarines, intercontinental, not intermediate range ballistic missiles, and long-range airliners. After purchasing the aircraft producer Canadair, the company name was changed to General Dynamics on April 24, 1952. During the war, the Consolidated Vultee Aircraft Corporation, later changed to Convair, produced the B-24 Liberator and later the B-36 strategic bomber in Air Force Plant #4 in Fort Worth, later becoming the Fort Worth Division known for the F-111 and F-16 aircraft. Convair, acquired in 1954, introduced the F-106, F-102, the B-58, and the Convair 880 and 990 airliners. Hopkins fell seriously ill in 1957 and the company struggled until 1971 when David Lewis, formerly President of McDonnell Douglas, became Chairman and CEO. General Dynamics has a legacy as a leading defense contractor in land combat, marine, information systems and business aircraft.
General Dynamics’ legacy in tactical missiles began with the Pomona Division, formed after WWII to develop naval air defenses against Kamikaze type attacks. Terrier and Tartar missiles evolved into the Standard Missile which continues to be the Navy’s primary ship defense system, as well as the key element for ballistic missile defense. The Man-Portable Air-Defense System (MANPADS), Redeye, which evolved to Stinger, was developed by the Army to replace guns. The Rolling Airframe Missile (RAM), and the gun based Close-in Weapon System, provide defense against anti-ship missiles. The Tomahawk and the Advanced Cruise Missile were developed and produced at Convair in San Diego. The successful evolution of these tactical weapons to meet today’s defense needs comprises a great legacy.
In the declining post cold war market, the industrial base was weakened by too many contractors with excess capacity. William Anders, General Dynamics Chairman, focused national attention on this situation with his address at the Defense Week annual conference in 1991, “Rationalizing America’s Defense Industry.” Compelling arguments were presented for rationalization – the reduction of supply to match demand. For companies to be viable they need to have critical mass, a position of number 1 or 2 in their areas of expertise. At that time, none of the contractors in the tactical missile market had sustainable critical mass. The pivotal rationalization occurred in 1992 when General Dynamics sold their tactical missile businesses to Hughes Aircraft Company, which was soon purchased by Raytheon along with the defense segments of Texas Instruments. This pivotal move triggered the reshaping of virtually the entire defense industrial landscape. The combined companies, as part of Raytheon, have critical mass and are a dominate force in their market. Thus, one legacy of General Dynamics, initiating the rationalization process, is borne out by Raytheon Missile Systems that provides enduring opportunities for our employees and capabilities for our nation’s defense.
David McPherson joined General Dynamics 1963 and retired from Raytheon 1998. He was Executive Vice President and General Manager, Defense Systems 1997.
Our Legacy
by David McPherson
David McPherson
The Legacies of
“ For companies to be viable they need to have critical mass, a position of number 1 or 2 in their areas
Bob Knowles, on a photo expedition in Sedona, AZ, 2013. Bob retired as Staff VP, Hughes Santa Barbara Research Center, now Raytheon Vision Systems. Twenty-seven of his 30 years were at Missile Systems.
Bob Knowles lives on California’s Central Coast in Solvang. He retired in 1997 after 30 years with Hughes. He had job responsibilities both in Canoga Park and Tucson. With much help from his son, Rob, Bob spends his time these days tending after a 48 year old Porsche. Photography is his main interest and his activities include photographing the landscapes of the southwest and Pacific coast, collecting old cameras and archiving art collections. As a fundraising project, he recently completed a calendar featuring centuries old art needing restoration for Mission Santa Inés in Solvang.On the family side, he and his wife Betty will celebrate their 50th wedding anniversary this year. They are frequent visitors to southern Arizona to visit their grandchildren.His daughter, Sasha, and son-in-law, Andy, both work in Tucson. Andy recently returned from flying helicopter rescue missions in Afghanistan and Sasha works in missile manufacturing operations at Raytheon. Bob attended the first meeting of HTRA and was glad to see so many old friends.
Bob Knowles, Photographer of Past and Present
I had 30 years with the company and decided to retire early (age 57). I had already had a heart attack, and triple bypass surgery, and decided I did not want to drop dead on the job.So what to do at such a young age? I decided to do something I wanted to do as child, but could not afford. I decided to get into the hobby of buying and running toy Lionel trains. About a year after retiring, I got involved with a wonderful little museum, located in the Foothills Mall, called the Gadsden-Pacific Division Toy Train Operating Museum. Along with having
a great deal of fun operating toy trains, I helped it grow from the original store front location to acquiring our own property and building a 6,000 square foot building to house the museum. The museum houses five large scenic layouts of different gauges plus a couple of smaller layouts, and many glass cases displaying various aspects of the hobby, as well as some unique and rare items of the hobby.On the property, we have a full size caboose and are building a 7-1/2 inch gauge layout. This is the size that, while small, is large enough to haul people. Presently, I am involved in fund raising to buy the engines and cars to run on this layout.It is interesting how getting involved in one thing can lead to being involved in several others. Getting involved in the museum led me to join a city task force that cosmetically restored locomotive 1673 (used in the movie Oklahoma) that was rusting away in Himmel Park, and then getting it moved to the restored Southern Pacific passenger station downtown. This effort led to responding to the Mayor’s idea to have a museum in the restored station. So, I became one of the founders of the Southern Arizona Transportation Museum. Additionally, the hobby has gotten me involved in toy train organizations in Phoenix, national organizations, traveling all over the country for conventions, riding excursion trains all over the country, lots of trips on Amtrak, and riding trains in Europe. These two museums are not well known in the community but they, in their own ways, are wonderful places to visit. You can find out more information about these two museums at: www.gpdToyTrainMuseum.com and www.tucsonhistoricdepot.org
Twenty-one years have gone by exceptionally fast. At the time of Ivan’s retirement at Hughes Aircraft Company in August 1992, he was Assistant Manager in the Engineering Laboratory at Strike Systems Division.
Ivan English, Trains Large and Small
Union Pacific Steam engine Ivan rode at a Toy Train Convention in Denver. The excursion took museum members from Denver to Cheyenne in June 2010.
Ivan EnglishTrain aficionado
The O-gauge layout within the Toy Train Museum.
Anne McBride joined Hughes Aircraft Company in June 1984 and has held various positions during her career with Raytheon/Hughes. Her first assignment involved
creating computer models for manufacturing processes (discrete event simulations). After ten years she moved into Industrial Engineering for the AMRAAM program where she looked at process improvements. She continued this activity for a variety of factories including TOW and CCA-Circuit Card Assembly. In 2001 Anne started Raytheon Six Sigma Expert training and received her certification in 2003. She applied her Six Sigma training to MPF-Multi Product Factory and EOSPA. Her association with EOSPA continued as she became Manufacturing Engineering Section Head and in January 2006 the Industrial Engineering Section Head for Missile Systems.
In addition to her leadership roles with HTRA, Anne is involved with RTEAM and the Heat Optimist Club. She is also an instructor at the University of Arizona having taught a Simulations class and currently a Lean Manufacturing class.
Tucson has been Anne’s home since she was a child. Her family consists of her son Devin, 26, her daughter Erin, 23, and her dog Lucky. Anne has many interests but she really enjoys doing jigsaw puzzles…especially the hard ones with at least 1000 pieces. She has a strong allegiance to the University of Arizona sports programs having been a season ticket holder of football seats for twenty six years and basketball seats for four years.
The journey that has led to the present Raytheon Tucson Missile Operation involved give and take during the various consolidations in order to make the Tucson operation a success. In other words, it required sacrifices for many of us, but it was worth it when you consider how successful today’s Missile Systems has become.
Back in 1992, I recall the chasm of Canoga Park vs. Tucson. Hughes Corporate recognized the need to consolidate engineering and manufacturing in Tucson, but could not pull it off. They also recognized that if they did not buy the General Dynamics operation, they would be non-competitive. At General Dynamics, then CEO, Bill Anders, called the GD missile businesses “gut shot” and said the operation would die a slow lingering death unless we consolidated. Anders stated, “If you are not one or two in the business, you should exit.”
At TI, the corporate leaders decided defense was not part of their strategic plan and wanted out. Their defense business was weighing down the commercial side of the business. I recall walking down the “mile long corridors” in Lewisville and thinking what a shame it was to close that facility. The technology, facilities, and people were terrific.
Raytheon had tried to buy GD Missiles in 1992, but lost out at the last minute to the higher bid by Hughes. Raytheon realized then that they were in trouble due to decreases in defense spending, and the down selects on several of their critical programs that were in competition with the Hughes/GD Tucson operation.
Remembering back to those times helps put in perspective the challenges faced by both those already in Tucson and those who moved. There were no winners. There were no Titans.
Later, when the TI/Raytheon/Hughes deal went through in 1997, all of the New England and Bristol, Tennessee Raytheon missile family were scared of the thought of moving their missiles to Tucson. They fought against it just like Canoga Park did. In the end, it came to Tucson and made the new Raytheon Missile Systems Operation better.
As time progressed, we organized ourselves into a lean fighting technology machine that was quite formidable. So, today I look back and recognize the great friends I have made through the years. They are not Hughes or GD or Raytheon or TI. They are Tucson Missile folks who came here to do great things. They are my friends. I do not really recall what their legacy companies were. They are great technologists, engineers, finance, contracts, you name it. They all came together to make Tucson great. How could SM-3, Tomahawk, Excalibur, EKV, or any of the other great programs, have evolved the way they did in just their old legacy companies? It took the capability of everyone to pull off some of the best engineering in the world…here in Tucson.
To that end, should this retiree organization be named to reflect all of us who made Missile Systems great? As we move forward with our retiree organization and volunteer in the community, we will want to give credit to those still working at Raytheon Tucson. A more inclusive name such as the Raytheon Retiree Organization might be more appropriate. I suggest an operational name change recognizing that, without the consolidation, we would all have a very different legacy.
Greg Shelton was the VP of Engineering at General Dynamics Pomona, VP of Engineering at Hughes Missile Systems, VP of Engineering at Raytheon Missile Systems and retired as Corporate VP of Engineering at Raytheon.
MemberOpinions & Views What’s in a Name?
by Greg Shelton
About Our Vice President by Kate Fox
Anne McBride
2013 HTRA Board ofDirectors and Officers
Board of DirectorsBarry Abrahams Anne M. McbrideBob Dreher Lisa OrtmannMary Gordon Robert Van SliceStephen Harvey Amida WaterburyMartin Lenzini
OfficersPresident Barry Abrahams Vice-President Anne McBride Treasurer Martin Lenzini Secretary Lisa Ortmann
Fourteen case managers in the community services office guide hundreds of lower income older adults, and caregivers, through the process of qualifying for in-home assistance. This assistance is based on income criteria and an assessment of the person’s need for direct help at home with at least three activities of daily living, such as bathing or showering, getting dressed, making up the bed, or preparing a meal.
The engine of PCOA is its wide range of volunteer-based programs and community services. Adults of all ages who have interest, energy and/or special skills will find many ways to help others, such as through the Retired Senior Volunteer Program. You can serve as a member of the PCOA Advisory Council, or help by delivering some of the services, and so much more. Another way to participate is through your financial support which is needed now more than ever.
PCOA is really for everyone. It is the local expert on anything related to aging, and a great community resource for us Boomers. For more information about PCOA programs and services and volunteer opportunities, call (520) 790-7262. Learn more online at www.pcoa.org, or visit Pima Council on Aging on Facebook.
Rob Van Sice is a member of the PCOA Board and VP of the Board of St Luke’s Home serving low income seniors in Tucson. He started at Hughes in 1995 with the Strategic Analysis Group at Rosslyn, VA. From 1998-2002 he teamed with Boeing for the JSF, opening and closing the Raytheon Seattle Field Office. Then he joined the RMS Engineering leadership team, retiring in 2008. Previously, he served for 27 years as a USAF fighter pilot, retiring in 1994.
Every day for the next 18 years, 10,000 Americans will turn 65. Twenty-six percent of the US population belongs to the Boomers, defined as those born between 1946 and 1965. If any of you out there need a little help, take heart. Tucson has an organization dedicated to us Boomers…Pima Council on Aging (PCOA).
PCOA is part of the national network of designated Area Agencies on Aging. In Tucson, it is the umbrella agency for aging issues providing services, advocacy and assistance to improve the lives of older adults and their family caregivers. PCOA is a membership-supported 501(c)3 nonprofit that was started in 1967. Its mission is to promote dignity and respect for aging and to advocate for independence in the lives of older adults, and their families, living in cities and towns across Pima County now, and for generations to come.
Many of PCOA’s services are aligned with preventive health care. For example, Arizona Living Well is a series of health promotion classes that are evidence-based and are about managing one’s personal health, staying fit and maintaining or improving quality of life.
Volunteer with Pima Council on Aging by Rob Van Sice
They include: 1) A Matter of Balance which offers classes on fall prevention; 2) Managing Ongoing Health Conditions which offers a series of sessions on dealing medically and emotionally with chronic disease; and 3) Enhance Fitness which offers low to moderate exercise classes. Each program presents sessions throughout Tucson and in Green Valley.
Among the array of valuable services are Medicare/Insurance Counseling which includes the free New to Medicare monthly workshops, Partners in Planning which helps you plan for your long-term care needs, and Personal Budgeting Assistance. Caregiver Support Groups are available around the county, and now you can participate in a support group from the comfort of your own home via telephone or Skype. And, if you need a break from care giving, Respite Services are available. PCOA also provides more than 235,000 meals to home bound adults through the Pima Meals on Wheels program every year, and congregate meals are available on weekdays at twelve local senior centers in Tucson and Green Valley.
You are very interesting people. We want your stories. Or you can tip us off regarding a member we should interview for our Spotlight Column. Perhaps you or someone you know is woodworking, welding, renovating an old car or plane, organizing a collection, publishing prose or poetry, exhibiting artwork, creating a photo show, or entering the county fair. Maybe a member is writing a blog, clogging,
Editor’sNote
by Mary Gordon
What are you doing that you can tell us about?ballroom dancing, hiking, exploring, inventing, gardening, training as a chef, or volunteering in the community. This list is not exhaustive. Surprise us with a story that we should know about. We plan to spotlight your stories in every newsletter. Send two or three brief paragraphs to [email protected] or contact Edie Hund, our Spotlight columnist, at [email protected].
The financial health of HTRA is excellent. As we complete the first quarter of our operation, your association has over $5,000 in assets to last the rest of 2013. The board will use these assets to establish programs that will benefit the membership of HTRA as new activities of interest are established. HTRA income vs. expense from inception through February 28, 2013 as shown below:
CategoryINCOMEEvent Income $ 8,409.15Membership Fees 5,578.24Other Income 25.24Start Up Loan 500.00TOTAL Income $14,512.63
CategoryEXPENSESUncategorized 0.00Advertising (Legal Notice) 62.10Domain Registration 39.90Event Expenses 7,424.84Fees & Charges 405.89Incorporation Fees 75.00Insurance (Business) 250.00Meals & Entertainment (Business) 225.53Office Expenses (Business) 55.21Payback for Startup Loan 500.00Postage and Delivery (Business) 247.92Printing and Reproduction (Business) 17.45Supplies (Business) 69.61TOTAL Expenses $ 9,373.45
OVERALL TOTAL Balance $ 5,139.18
Thank you to all the members who volunteered to contribute to our travel news section. We are still in the process of gathering information for our members. In the interim, travel news can be referred to the Hughes Aircraft Retirees Association (HARA) website at www.hugheshara.com.
Travel News
If you are interested in a retiree golf group, please e-mail me at [email protected] and let me know if you have a handicap and, if so, your GHIN number. Also, include any suggestions you have or you can meet with me at our HTRA Social and General Meeting. We are planning our first Tournament at The Gallery but I will need to know what the interest would be.
