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A q u a r t e r l y n e w s l e t t e r f o r a l l e m p l o y e e s o f I T T I n d u s t r i e s
Winter 1999/2000
contents
Summer 2000
Up Front
Travis Engen: Toward Internal Excellence . . . . . . . . . . . . . . . . . . . . .2Sharing Great Ideas: Best Practices Symposium . . . . . . . . . . . . . . . .5C&K to Make ITT Industries Number One in Switches . . . . . . . . . . .6Life Cycle Costing: Providing Long-Term Value to Pump Customers . .7Cannon Connectors Play Critical Role in Surgical Robotics . . . . . . . .9Top Executives Highlight Future Paths to Growth . . . . . . . . . . . . . .10Building Our Flygt Business in China . . . . . . . . . . . . . . . . . . . . . . .12
Lowara Sees Potential in Latin American Markets . . . . . . . . . . . . .13Innovative New Products from Gilfillan, Jabsco and Bell & Gossett .14Home “Smart” Home: Bringing Broadband to U.K. Residents . . . . .16“What the Geneen Award Means to Me” . . . . . . . . . . . . . . . . . . .18A Day in the Life of Mike Logsdon, Spaceport Systems . . . . . . . . .19Farewell to a Flygt Man . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20
ITT Industries has never committedso many company resources to oneinitiative, but that’s because there’snever been an initiative that couldpromise so much in return. Here’s alook at the continuous improvementeffort that will leverage our knowledgebase and reshape the way we work.
Bob Poresky thought he had seen
and heard it all. A 20-year veteran of
Goulds Pumps, this senior staff
engineer has watched “countless”
continuous improvement programs
come and go at the Seneca Falls, New
York, plant. So he was as amazed as
everyone else when a two-hour
meeting in mid-March washed away
two decades worth of skepticism.
“It was a plant meeting to introduce
this new initiative called Value-Based
Six Sigma,” says Poresky. “Sitting there,
I went from apprehension to curious
excitement; by the end of the meeting,
I was pleased to be a part of it.”
Value-Based Six Sigma is a new
company-wide continuous
improvement effort that — according
to ITT Industries Chief Operating
Officer Lou Giuliano — is going to
continued on page 2…
Value-Based Six SigmaFull Speed Ahead
“This is the most significant
investment oftime, resources
and talent in anycorporate-wideinitiative in the
history of ourcompany.”
— Vince Fayad, Director, Value-Based Six Sigma
2
generate over $435 million in operating income between now
and 2003.
“We already have various continuous improvement initiatives in
place in most of the value centers,” says Giuliano. “We use flow
manufacturing, integrated product development, Taguchi methods,
Kaizen Blitzes and other tools. Many of them are excellent. But
the efforts are spotty, and overall, they aren’t having a big enough
impact. Going forward, Value-Based Six Sigma will be our
overarching approach to continuous improvement.”
What is it about Value-Based Six Sigma that is making true
believers of everyone from the COO to plant employees?
Process Improvements Must Have Financial BenefitFirst, as its name suggests, it is linked to the Value-Based
Management (VBM) principles ITT Industries has been using for
the last 18 months to determine how and where to invest
resources to generate the greatest real returns.
“The Six Sigma Problem-Solving tools and concepts that we will
use to drive out waste and increase growth build on the ones used
in the past with Total Quality Management (TQM) — measure,
analyze, improve and then put controls around your improvements
to make sure you are getting the desired results,” explains Vince
Fayad, who was chosen to head the Value-Based Six Sigma effort
for ITT Industries, based on past TQM work with Goulds Pumps
and Fluid Technology. “The big difference is that all improvement
efforts will now be tied directly to the overall business direction.”
With previous continuous improvement programs, says Fayad,
plants would look to solve any and all problems. Now, they’ll only
attack those problems that directly support the business goals. If
Toward Internal ExcellenceToward Internal Excellence
The commitment of substantial human andfinancial resources to our recently initiated,company-wide Value-Based Six Sigma
continuous improvement program is a clear signthat ITT Industries has entered a new phase in ourdrive toward becoming a premier, global, multi-industry company.
With four years of transition and restructuringlargely behind us, we are now a more maturecompany. We have chosen the businesses inwhich we want to participate. Now, it is time tofocus on providing the tools and training that willenable our people and our businesses to performat the highest levels.
ITT Industries has a strong and ongoingcommitment to increasing shareholder value. Ourgoal is to grow earnings each year through 2003by 14 to 16 percent, and revenues by 8 to 10percent. Half of that growth is expected to comefrom acquisitions, and half through existingoperations. To reach those goals, we need tobecome a total, high-performance organization— generating real breakthroughs in productivity,quality improvement, competitive advantage,product development and market expansion.Value-Based Six Sigma provides the roadmap wewill follow to achieve these breakthroughs on acompanywide scale.
Our goals are ambitious. With Value-Based SixSigma, we now have a program in place to matchthose goals — with the power and scope tocreate significant and far-reaching internalimprovements in all of our processes andfunctions.
Our acquisitions may get the headlines, but thefuture of ITT Industries rests on creating a solidinternal foundation based on operationalexcellence. Strengthening that foundation is ourhighest priority for the year 2000.
Travis EngenChairman and Chief Executive
Value-Ba…continued from front cover
VBSS Fact #1: It Works
ITT Industries selected Value-Based Six Sigma partly becauseit’s been proven to work. General Electric saw its operatingmargin — or profitability before taxes, interest and othercorporate expenses — jump from 10 percent to 16 percent justa few years after implementing Six Sigma. And Allied Signalestimates that Six Sigma principles have saved the companymore than $2 billion since the mid-1990s.
Studies of companies that have adopted Six Sigma showthat most black belts get returns of $180,000 to $250,000from each project that takes three to four months to complete.
3
VBM has determined that on-time delivery is one of the keys to
increasing operating income, the focus will be on eliminating
those problems that improve run rates and time-to-customer.
“Value-Based Six Sigma is based on the language of money,”
says Terry Wyrick, a Technical specialist for ITT Industries’
Cannon business. “That’s why it works and that’s why it’s going
to last.”
Dedicated TeamValue-Based Six Sigma differs from its predecessors in another
big way: people. When ITT Industries executives announced that
nearly 350 employees would be assigned to Value-Based Six Sigma
While Value-Based Six Sigma will help ITT Industries drivecosts out of the company, it’s not only about cost-cutting.”By getting more competitive in terms of quality and delivery,you automatically attract more business. Also, VBSS projectscan be targeted at improving product development processesand customer transaction processes, so VBSS absolutely canhelp grow the top line, too,” says Mike George, chairman ofthe George Group, the consulting firm that is facilitating ITT Industries’ worldwide VBSS deployment.
“I went from apprehension tocurious excitement, and by the
end of the meeting, I waspleased to be a part of it.”
— Bob Poresky, VBSS black belt, Goulds Pumps
sed Six Sigma“VBSS is based on the
language of money.That’s why it worksand that’s why it’s
going to last.”Terry Wyrick,
VBSS black belt, Cannon
“The company hasmade an investment to
take us to the nextlevel.”
Rosalind Walker-Lewis, VBSS black belt, A/CD
Continued on page 4…
VBSS Fact #2: It’s Not Just About Cutting Costs
full-time, it was a definite signal that the company
wasn’t in this half-way.
“This is the most significant investment of time,
resources and talent in any corporate-wide initiative
in the history of our company,” says Fayad.
The VBSS recruits fall into one of two roles —
champions or black belts. Forty champions will
conduct diagnostics at each value center to identify
improvement project opportunities, prioritize
projects and assign black belts to lead the projects.
The 300-plus black belts will lead teams of value
center employees and use statistical tools to push
toward higher quality, better customer service,
leaner production and faster product development.
Training and Leadership TracksTraining of the champions and 150 black belts
began in April and will continue in one- and two-
week blocks through the end of the summer.
Another 150 black belts will be trained in 2001.
Champions and black belts will each receive six to
seven weeks of intensive classroom training on
topics including Leadership, Six Sigma Problem
Solving, Lean Production, Product Development
and Diagnostics. Between classes, they will apply
the concepts to real training projects and training
diagnostics that will result in tangible financial
benefits for the value center.
In his first training session in Dallas, Texas, Don
Kephart, champion for the Industrial Pump Group
of Goulds Pumps, liked what he heard about VBSS’
“few-projects-at-a-time” philosophy.
“In the past, we have tended to launch many
projects at once and then find some time each day
to work on all of them,” Kephart says. “With Value-
Based Six Sigma, it’s all about focus and driving to
completion. We’ll work on a few projects at a time
and work on them until they are completed. This
focus will reduce the cycle time of improvement
projects, and we will reap the benefits earlier.”
Some of those chosen to lead this first wave of
VBSS had some initial concerns that the assignment
might derail their promising career tracks. “It
definitely pulls you out of your comfort zone,” says
Kephart. But very quickly, that’s given way to a
sense that VBSS will become a new leadership track
at ITT Industries.
In fact, at the Executive Forum in February,
Giuliano told the audience of company leaders that
he expected to see many former black belts and
champions at the Forum 10 years from now. It’s
a challenge they readily accept.
“The company has made an investment to take us
to the next level,” says Rosalind Walker-Lewis,
black belt for A/CD in Fort Wayne. “Now it’s up to
each of us to make it happen.”
“This is an exciting time for the company,” adds
Nancy Kenney, a black belt for ITT Industries
headquarters. “Something big is happening and we
are all part of it.” ■
“Something big ishappening and we are
all part of it.”
— Nancy Kenney, VBSS black belt,
ITT Industries headquarters
4
”Value-Based Six Sigma isn’t just about manufacturing moreefficiently,” says Nancy Kenney, a black belt for ITT Industriesheadquarters in White Plains, New York. ”It’s process oriented,and can be applied to all business functions, such as payrolland staffing.”
And Pierluigi Vidari, who is serving as champion for Lowarain Montecchio Maggiore, Italy, adds, “VBSS will become thecommon business language throughout ITT Industries, helpingus to share best practices internationally and promote acontinuous improvement mentality inside the entire company.”
Value-Based Six Sigma…continued from page 3
VBSS Fact #3: It’s Truly aCompany-Wide Effort
5
Good IdeasHere’s a look at the processesselected for presentation at the2000 Best Practices Symposium:
Customer SatisfactionCannon Switch Products: Technical Key
Account Focus. Partnered with high-growth
potential customer, becoming intimately
involved its operations and with the customer’s
customers, assuming the role of “technical
expert.”
Fluid Handling: e-Business System
Selling. Extended long-standing intensive
training program for customers to the Internet,
transitioning from “library” of technical
literature to interactive design tool.
Flygt: Reflex Automatic Quote System.
Developed in-house software to improve sales
through faster response, higher quality,
reduced paperwork and more consistent
customer follow-up.
Internal ProcessCannon Nogales: Human
Resources/Continuous Improvement.
Improved employee retention by addressing
compensation and training program.
Gilfillan: 3D Software Modeling.
Incorporated 3D Software Modeling to reduce
re-work and improve schedule performance.
Avionics and A/CD: Flexible
Manufacturing Process. Introduced flexible
manufacturing process that reduces cycle time
for new product releases and eliminates
manual-build prototyping.
Bell & Gossett: Concurrent New Product
Development. Used concurrent engineering,
systems engineering, electronic tools and
interorganizational tools to reduce product
time to market.
Galfer: Production Process
Transformation. Cured system bottleneck
through the development of new formulations
to change conventional curing, allowing in-line
process through an improved automation of
existing equipment.
Fluid Handling Systems: Focused Factory
Approach to Management. Adopted a
management system with operating decisions
made at the lowest possible level by a team of
subject experts, leaving plant management to
focus on customer relationships.
Supply Chain PartnershipCannon/Network Systems & Services:
Supply Chain e-Procurement. Reduced
inventory, improved lead time and enhanced
customer response through e-procurement
system with suppliers.
Cannon Connectors North America:
Strategic Sourcing. Worked closely with
suppliers to leverage purchasing strength,
reduce cost of purchased materials, and
improve quality and delivery performance.
Goulds’ Industrial Pump Group: Motor
Purchase Consortium. Combined and
consolidated various supplier agreements into
a single contract, applicable to every global
location regardless of volume, driving down
price despite decreasing volume.
2000 BestPracticesSymposium
!•
The meeting was all about sharing good ideas, lettingthem leap the business and geographic boundaries thatcan often divide ITT Industries.
“Every day that a better idea goes unused is alost opportunity. We have to share more and wehave to share faster.”
With those words, Lou Giuliano, Presidentand Chief Operating Officer of ITT Industries,kicked off the company’s first annual BestPractices Symposium. For three days in mid-May,representatives from a dozen value centers wereon hand to share their best business processes— chosen from 76 nominations — with anaudience that included ITT Industries businessleaders and Value-Based Six Sigma “champions”(see cover story).
These processes most closely matched ITTIndustries’ three criteria for a “best practice”:value creation, transferability across theorganization and formal documentation.
By sharing these best practices, ITT Industriesmultiplied the impact of the stand-aloneprocesses. Without the Symposium, many ofthese good ideas would never have been sharedwith other ITT Industries units.
“This is part of the Value-Based Six Sigmaeffort,” says Vince Fayad, who is directing theinitiative. “We are asking our businesses tomeasure, analyze, improve and control theirbusiness processes. The Symposium acceleratesthe improvement process, allowing businesses toborrow or build on good ideas that they mightotherwise not be aware of.” ■
Yes, TheyKanban!During the Best PracticesSymposium, all 130 participantstook a boat ride from Boston toGloucestor to see a best practicein action at Rule Industries. Withits kanban approach to inventorycontrol — featuring a signalsystem to indicate when it’s timeto re-order supplies — Rule hasreduced on-site inventory from 49days to two days. Here, BobCoolong from Montec Plastics, amajor supplier for Rule, and ElaineLee, senior buyer for Rule, explainthe supplier’s role in the kanbansystem and how well it hasworked for Montec. “The nextday, the group gave us a standingovation for the presentation,”says John Kemp, general manager,Rule Industries.
6
ITT Industries is “turned on” by opportunities in the rapidly growing switch business. So much so that the company is set to become the world leader inelectromechanical switches.
Building on the strong recent upswing in its Cannon connectors and switches business, ITTIndustries has announced it will purchase C&K Components of Watertown, Massachusetts,which designs and manufactures a broad line of branded switches for the fast-growingtelecommunications, computer and electronic equipment markets.
C&K will add about $100 million in annual sales, enabling overall Cannon revenues toapproach the $750 million mark this year on a pro forma (or full year) basis.
The $117 million acquisition, which is expected to be completed in early summer pendingregulatory approvals and closing conditions, will make ITT Industries the world’s largestsupplier in the $3.4 billion worldwide switch market.
C&K has been a privately held company since its founding in 1957, specializing in toggle,rocker, push button, switchlock, snap-action and slide switches. It has a record of solid financialperformance and is expected to begin contributing to ITT Industries’ earnings next year.
“The acquisition of C&K is consistent with our strategy of expanding our footprint in higher-growth, profitable markets,” said ITT Industries Chairman and Chief Executive Travis Engen.“We have been growing rapidly in the worldwide switch market, most notably last yearthrough our acquisition of San Teh’s keypad business. C&K now elevates us to a leadershipposition in this arena.”
C&K fits superbly with ITT Industries’ existing connectors and switches business, saysCannon President Gerry Gendron.
“The acquisition increases our global reach, broadens our product portfolio and creates newmarketing opportunities,” Gendron notes. “Cannon’s switch sales are currently strongest inEurope and Asia Pacific, while C&K’s sales are primarily in North America, where it also enjoysthe number one or two position with three of the top five distributors. Cannon has a greattrack record of providing innovative, custom switch solutions in such high-growth areas asmobile phone handsets, while C&K makes a broad line of switches. Now, customers will beable to rely on us as the strongest source for both needs.”
With the addition of C&K, Cannon will have products to serve approximately 80 percent ofthe worldwide switch market. And C&K’s strong distribution channels provide opportunities tomerchandise a wide array of existing Cannon products. ■
Cannon Business Continues to Grow
C&K Acquisition to Make ITT Industries World’sBiggest Switch Manufacturer
Acq
uis
itio
ns
C&K has approximately 1,300 employees worldwide, with
manufacturing facilities in Newton,Massachusetts; Kettering, UK, and
San Jose, Costa Rica.
Life Cycle CostingWith Life Cycle Costing (LCC), customers would make buying decisions based on long-term energy, operations and maintenance costs — not just the initial purchase price. Inthat environment, ITT Industries’ pumps would prevail more often.
If the term Life Cycle Costing isn’t familiar to you, the concept should be. You use it every time
you buy a car — looking past the price tag to the true cost of the car over its life. When you factor resale
value, gas mileage and maintenance projections into your buying decision, you’re practicing Life Cycle Costing.
But LCC — by name or by practice — isn’t always widely embraced in the business sector. That’s
especially true for U.S. pump customers, who regularly revert to a price-first mentality, instead of using LCC
to predict the total cost of ownership. (In Europe, high energy costs have made customers more willing to
embrace the LCC concept.)
“These customers intuitively believe in LCC, but they have to write a check today, and that immediate
price penalty sometimes overrides the long-term cost savings,” says Barry Erickson, vice president of
Technology for Goulds Pumps’ Industrial Pump Group.
Overcoming Short-Term ThinkingTo promote the value of LCC — and, in tandem,
the long-term value of their energy-saving, low-
maintenance products and systems — ITT
Industries’ pumps companies have embarked
on an awareness-raising campaign.
This LCC education process begins at
home.
“We’re used to making and selling pumps as
stand-alone products. But we need to educate our
people to become more systems-oriented, providing
total solutions to customers,” says Gunnar Hovstadius,
Director, Technology, for ITT Industries Fluid Technology
business. “It’s not easy, but the shift has already begun.”
Pu
rsu
ing
In
no
vati
on
7
True Cost
Purchase+ Energy+Maintenance+ Operations
Continued on page 8… When
customers
understand
“true cost,”
ITT Industries
wins.
8
True enough, some ITT Industries companies have
already made a leap toward LCC:
• Bell & Gossett’s Package System Group evaluates
customers’ heat or air conditioning needs and
creates pump systems to optimize energy and
operations costs.
• With its clog-resistant, energy-efficient N-Pump,
Flygt can promise customers substantial energy
savings and a decrease in maintenance
expenditures. Savings as high as 40-50 percent
have been achieved.
• Goulds’ PumpSmart™ process control system —
which adjusts the pump speed to take advantage of
off-peak electricity rates and shuts it down
completely when the flow drops to below-
minimum levels — not only lowers energy costs by
up to 40-50 percent, but also reduces installation
and repair costs.
To create customer buy-in for their systems, these
companies have created LCC education tools. To
support PumpSmart, for example, Goulds has
developed a software package that allows customers
to do a comparison of purchase, installation,
operation and maintenance costs for a system withPumpSmart and one without.
Taking the Message to the TopRevealingly, this software package is not aimed at
process engineers, equipment engineers or other
traditional plant-level customers for Goulds Pumps
products.
“They aren’t the ones who need to be sold on
LCC. Instead, it’s the chief operating officer or plant
manager — someone who has the bigger picture in
their head and can see the true value of LCC,” says
Erickson.
With high-profile positions on two of the biggest
industry organizations — U.S.-based Hydraulic
Institute (HI) and Europe-based EuroPump —
company representatives are also spearheading an
effort to develop industry-wide LCC standards that
will make it easier for customers to compare
competitor Life Cycle Costing claims and make
informed purchasing decisions.
“We expect a joint HI and EuroPump document to
be ratified in Fall 2000,” says Stefan Abelin, manager
of Systems Engineering for Flygt U.S. “In the
meantime, we will be incorporating LCC language
into our manuals and marketing materials to pique
interest.”
The ultimate goal is to convince companies to
adjust their internal purchasing systems to consider
total cost of ownership, instead of simply defaulting
to the lowest bidder. But what happens when the
customer is a municipality that has a federal mandate
to buy equipment at the lowest costs?
The government — through the Department of
Energy — is represented in the HI working group on
Life Cycle Costing, and they have made it clear that
they are interested in changing the rules, reports
Hovstadius, who chairs the group.
“We’re also doing some lobbying in Washington,
D.C.,” says Abelin. “There is some interest already,
especially in California, of rethinking the low bidder
policy.”
In the end, LCC fits perfectly with ITT Industries’
growth goals.
“Our operating companies have been asked to seek
growth in ways other than acquisitions,” says Chris
Latham, director, Business Development for Fluid
Technology. “LCC helps us differentiate ourselves
from the competition and sell value. There’s no
question that it will drive top-line growth.” ■
Life Cycle Costing …continued from page 7
Above: Gunnar Hovstadius points to PumpSmartTM — which lowersenergy, installation and repair costs for customers — as an exampleof ITT Industries’ move to more systems-oriented solutions.
9
“Cannon has a heritage inmedical applicationsbecause our connectors
have been performing reliably inultrasound equipment since 1990,and we now enjoy market share of85 percent,” says Murtaza Fidaali,Marketing manager, IndustrialMarket, Cannon in the Americas.“We’re building on our success bymoving into different medicalmarkets with the same connector.”
Designed to Take a BeatingSurgical robotics is a newly
developing segment of the medicalmarket that Cannon has penetratedas it continues its success servingultrasound equipment manufacturers.Cannon has been a pioneer in thisfield since 1996, working withcompanies such as Intuitive Surgical,Inc., Integrated Surgical Systems andComputer Motion. Collaborating withthese customers, Cannon ProductDesign Specialist Jim Mooredeveloped a version of the DL ZIFconnector that is particularly suitedto the needs of today’s medicalindustry. This design enhanced the
connector’s protection againstelectro-magnetic and radio frequencyinterference by providing exceptionalshielding. This enables the connectorsto reliably transfer the surgicalsystems’ high-fidelity digital signalseven while being subjected to thewear-and-tear caused by the constantassembling and disassembling of thesystems.
“Our zero-insertion forceconnectors are guaranteed for adependable 10,000 cycles, minimum— with no signal degradation,”Moore says. “The connectors are acritical interface to maintain the flowof information needed to perform thesurgery, and are integral to asuccessful surgical outcome.”
Thirty of Cannon’s DL ZIFconnectors are used on IntuitiveSurgical’s da Vinci system, whichperforms minimally invasive heartsurgery.
Like “Operating in Air”“The da Vinci creates three small
punctures between the patient’s ribsand sends in probes — one with avideo and lights and two with endo-
factors or “finger-like” devices. Thevideo camera sends back pictures to amonitor that the surgeon uses toprecisely manipulate the endo-factorsand perform the surgery,” Mooresays. “All of these parts — input unit,video monitors, robot arms, endo-factors — are modular and need tobe connected. They’re connected withthe DL ZIF.”
Another computer-enhancedsurgical system that uses the DL ZIFconnector is a hip-drilling machinedeveloped by a major medicalequipment manufacturer. Surgeriesperformed by this machine arereducing hospital costs by as much as30 percent, Fidaali says.
Estimating the entire market formedical connectors at $400 million,Fidaali says it’s growing at an annualrate of 7 percent.
“Robotic surgery is very new, sothere are no specifics on where themarket will go, but there are manydifferent procedures that it may beused in,” he says. “Our plan is to lookat the market and identify the topplayers and then approach them withour product.” ■
ITT Industries’ “Engineered for life” tagline has taken on an even deeper meaning forCannon’s DL zero-insertion force (ZIF) connector. The engineering of this product,which is being built-in to several computer-enhanced surgical systems, isinstrumental in saving the lives of patients undergoing operations.
Saving LivesCannon DL ZIF connectors are critical to robotic surgical systems
Saving LivesCannon DL ZIF connectors are critical to robotic surgical systems
Cannon Product DesignSpecialist Jim Mooredeveloped a version of the DL ZIF to enable the 30connectors on the da Vincisystem to reliably transferhigh-fidelity digital signals.
On
e-o
n-O
ne
10
The primary pillarsof ITT Industries’growth strategy areacquisitions, Value-
Based Six Sigma andnew product development.
But when company executives met this yearfor the annual Executive Forum, they outlined a
number of other ways ITT Industries will grow in the future.Here are a few of their insights:
What Will Drive Grow
E-business and the InternetDavid Anderson (Chief Financial
Officer): A number of our
businesses already have strong
websites. The Bell & Gossett
site, for example, allows
customers to select the best
pump for a specific application,
quotes the price and provides a
drawing of the installation.
For ITT Industries as a whole, we have a window
of about 12 to 18 months to get our act together and
know exactly where we want to go in terms of
developing our e-business capabilities.
We expect e-business to benefit ITT Industries in
the area of top-line growth. These gains will come
through market expansion (cost effectively reaching
new customers we’ve never reached before),
increased customer intimacy and greater business
agility. We can also use e-business to achieve cost
reductions in areas such as product development
and procurement.
Robert Ayers (President, Pumps & Complementary
Products): We see information to the customer as
really the means to differentiate ourselves
competitively. Today, we are recognized as the
world’s leader in information to our industry and our
customer base. In 1999, we had over 400,000 visits
to our web sites within the Fluid Technology group.
In addition to that, we’ve had over a million hits.
They’re not just coming in to see what the web site is
like, but they’re also penetrating down into the Web
site to get the information that they desire. We see it
as a tremendous opportunity for the future.
e-Business Now Has an e-Boss ITT Industries’ corporate-widecommitment to e-business got a big boost with the recent appointment of Mark Goetze to the newlycreated position of director of e-business. In his role, the former Cannon e-business leader willspearhead ITT Industries’ efforts to identify and structure electronic commerce opportunities — bothbusiness-to-business and business-to-consumer.
Private LabelingGerry Gendron (President,
Connectors & Switches): We’re
looking to increase our private
labeling opportunities. Private
labeling means we go out to
other suppliers that have a
product that we don’t offer, buy it
from them, put our name on it and offer
it to the marketplace. Two years ago, we set up a
Procurement Services Groups (PSG) in Taiwan. The
intent of that group is to locate a low cost supply base
primarily in Taiwan and also in China that we will
bring to market through our existing channels in
Europe, North America and to some extent in the Asia
Pacific. It allows us to grow the breadth of our
product offerings more quickly than an internal
development process. And it also gives us access to a
low-cost supply base.
New Markets: SpaceMarv Sambur (President,
Defense Products & Services):
Commercial remote sensing
from space satellites is an area
that is growing from a few
hundred million dollars a year
in revenues to nearly five billion
dollars a year by 2005. With our
vast experience in supplying the remote sensing and
surveillance payloads for National Oceanic and
Atmospheric Administration (NOAA) and the U.S.
government, and our equity positions in EarthWatch
and Resource 21(remote sensing dedicated to
agriculture), we are in an excellent position to
capture a large portion of this growing market.
New Markets: EnvironmentalInfrastructure
Robert Ayers: The leading
environmental agencies
throughout the world estimate
that over the next 15 years
roughly a trillion dollars should
be spent just to bring the major
cities of today into compliance
with waste water standards and
specifications. Historically, we know that this isn’t
going to happen. We estimate that 20-30 percent of
those monies will be spent by the governments and
municipalities. When you take that and you boil it
down to what the opportunities are for ITT Industries,
we’re looking at a market of somewhere between $300
and $500 million of annual growth. There is a
tremendous opportunity for us to assist in the cleanup
of the environment, as well as the economic capabilities
that it represents to ITT Industries.
Our EmployeesRichard Hamilton (President,
Specialty Products): Motivated and
enthusiastic employees are a real
driving force behind getting
satisfied and loyal customers. And
we’re making an investment in our
managers because experienced
managers are also a driving force for
identifying acquisitions and successfully integrating
them. Bottom line: our success comes down to our
people. ■
ITT Industries’ th in the Future?
11
“We see growth opportunities in this area, and Mark — who has hands-on experience in enabling an e-commerce model in a global operating environment — is the best person to implement specific e-business initiatives,” says Travis Engen, Chairman and Chief Executive of ITT Industries.
12
Glo
bal
Gro
wth
Flygt China recently received its largest pump
order ever — $1.05 million — for a complete submersible
pump/mixer package to be installed in a sewage treatment
plant for the city of Zheng Zhou in the province of Henan.
This is the first sewage treatment plant for Zheng Zhou,
which has a population of over 2 million. According to
Peter Mui, Contract and Application Department manager,
Flygt China, in many ways, this project is a preview of
things to come for China and Flygt China.
Is China increasing its investment inenvironmental infrastructure?
Yes. China is very ambitious on the environmental issue.
The official target is to allocate 2-3 percent of Gross
Domestic Product (GDP) for investment in environmental improvements, but the local authorities will have
to raise a certain percentage of this by themselves. The actual investments will vary from province to
province. For example, ShanXi province announced it will use 10 percent of its GDP for environmental
improvement.
What’s driving this growing investment?With the World Trade Organization issue ahead, a fast-improving living standard and an increase in
foreign contracts, China is under strong pressure from within and from neighboring countries to improve
its environment.
Can you describe the state of waste water treatment today in China?Most major cities are without any municipal waste water treatment, and only industrial waste water is
being treated. Take Shanghai, for example. The estimated waste water volume is 5.7 million cubic meters
per day, but the sewage treatment capacity for secondary treatment is less than 10 percent.
How is Flygt China positioned to take advantage of this growth market?We started as a joint venture in early 1995 and became 100 percent owned by ITT Industries by the end
of 1996. We have a production plant in Shenyang Liaoning province and a Sales and Marketing office
located in Shanghai.
Being located in China is very important. It is not easy doing business in China. Personal trust is the most
important factor. Unlike other countries, where most communication is through phone and fax, most
business discussions and negotiations in China have to be done face to face. Most of the time, important
messages are passed during dinner or after office hours in informal meetings.
Another key factor in our success is the reputation of ITT Industries. Flygt is well known for our quality
products and our reliability. Our professional pre-sales and sales services also win a lot of confidence from
our clients.
Why is the Zheng Zhou contract important?This order represents another vital step in positioning Flygt China as the “fluid handling partner” in the
Chinese market. Our service and product performance at Zheng Zhou will play an important role for
future projects. ■
Flygt China
Building a Strong BusinessFoundation in China
Peter Mui saysFlygt’s largeZheng Zhou
pump order is a preview of
things to comein China.
As part of an initiative to grow its Latin American pump business by more than 30 percent in the nextyear, Lowara recently welcomed company sales
representatives and key distributors from seven countries for a week of training and plant visits in Italy. The group also attended Italy’s largest water pump exhibition, MostraCovegno in Milan, where Lowara products were wellrepresented.
“There is an excellent market opportunity in Latin Americafor a variety of Lowara products, including borehole pumps for residential water supply and irrigation, vertical multistagepumps for water boosting, inline pumps for heating systems and stainless steel end-suction pumps for industrialapplications,” says Paolo Milan, Lowara area manager for LatinAmerica. “The distributor from Chile was so impressed with thequality and technology he saw here that he dropped his currentline of borehole units and placed his first order with Lowara.”
Lowara has recently been strengthening its sales effort inLatin America, adding company representatives and creatingties with independent distributors as part of its business-building initiative.
“We organized this visit because it’s important that oursalespeople and distributors have clear knowledge of thecapabilities of our facilities, and how Lowara products can bebest used to help our customers,” says Jorge Alvarado, vicepresident for Commercial Products, Latin America. “Anothermajor benefit was getting to meet and know the Lowarapeople in Italy that we work with on an everyday basis.” ■
Visitors to Italian Facilities Are Impressed:
Lowara TargetsLatin AmericaGrowth
13
ESH
Lea
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shipWater News
Putting Water on the Air. In itscontinuing effort to raise awareness of thepotential water problems facing the worldin the 21st century, ITT Industries, alongwith Heineken, is sponsoring a 13-parttelevision series called “Water — the Dropof Life.” The fascinating series — eachsegment is dedicated to a different aspectof water — has already begunbroadcasting in parts of Europe and willdebut in the U.S. in September.
Water Prize Winner Named. ProfessorKader Asmal is the newly named winner ofthe 2000 Stockholm Water Prize —founded and supported by ITT Industries.From 1994 to 1998, when he was Ministerof Water Affairs and Forestry in SouthAfrica, Professor Asmal pushed through aNational Water Bill that helped 8 millionSouth Africans gain access to safe drinkingwater. His program included innovativeideas, such as the formation of a “waterreserve” for basic human needs, theabolishment of property rights in regardsto water, and the “feminization” of watermanagement.
“In South Africa, he changed the waterequation from ‘all for some’ to ‘some forall,’” says Bjorn von Euler, director ofCorporate Communications for FluidTechnology. “His ideas have currencyaround the world.” ■
Water Prize winner Professor Kader Asmal (right)recently met in Washington, D.C., with Bjorn vonEuler, director of Corporate Communications forITT Industries’ Fluid Technology business.
Luigi Manago of Lowara (far right) describes to Latin American visitors how the company’s borehole pumps are made.
14
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New ProductsA “Quantum Leap” Forward:Gilfillan Upgrades Key U.S.Navy Radar
In early 1998, engineers from ITT Industries’
Gilfillan business approached the U.S. Navy with a
proposal to improve the reliability, maintainability
and stability of the Gilfillan AN/SPS-48E radar
system that forms a key part of the air defense
system on the Navy’s aircraft carriers and
amphibious assault ships.
The essential idea was to replace existing tube
technology with high-performance solid-state
amplifier modules that are smaller, have fewer
parts, and can better detect targets in so-called
“high-clutter” environments encountered by the
Navy at sea and/or near coastal areas.
The Navy liked the proposal, but funded the
program with strict conditions.
“It was a fixed-price R&D program, with a two-
year timetable for completion,” says William
Ratner, director, Air Defense Systems, Gilfillan. “To
meet this challenge, we used new robust design
methods and an interlocking team approach that
included active participation by the customer.”
With the Navy providing ongoing technical input
and continual feedback, development of the solid-
state product moved ahead quickly.
“Having a Navy representative on board who was
able to see the project from the customer’s
perspective really kept the program on track,” says
Project Engineer Errol Root.
“We were able to make steady progress, with no
backward steps. We came in two months ahead of
schedule,” adds Ratner. “The final product
exceeded all specifications, and by wide margins.
The solid-state system represents a quantum leap in
performance over the tube technology.”
The Navy will now decide on how and where the
improved AN/SPS-48E will be deployed.
“The results we achieved will benefit both the
Navy and Gilfillan,” concludes Ratner. “Many of
the process and product advances achieved on this
project will be transferable to future programs,
including international radar sales and
improvements to existing U.S. Navy AN/SPS-48E
radar installations.”
Jabsco’s New “Quiet Flush”Marine Toilet Makes ItselfHeard in Marketplace
About 35 years ago, Jabsco made a significant
contribution to pleasure boating when it introduced
a truly revolutionary innovation — the electric
marine toilet.
Simple, reliable and trouble-free, the Jabsco
electric toilet consistently won high marks from
customers, except for one small complaint.
“They would ask if there was anything we could
do to quiet the darn thing down,” says Bob
Simonson, Marine Market specialist at Jabsco.
“They said the toilet made enough noise to awaken
everyone on-board — and it also woke up people
on boats berthed nearby.”
Jabsco engineers attacked the noise problem by
eliminating the self-priming flexible impeller pump
that brought in the sea or lake water that rinsed
the bowl.
Above:AN/SPS-48Eradars help
protect U.S.aircraft carriersfrom air attack.
In 1999, ITT Industries launched the greatest number of new products in companyhistory. Innovative new products are a big part of the company’s growth story, as theseexamples attest:
15
“It was the flexible impeller blades snapping off
the cam that made the toilet noisy,” says Simonson.
The new Quiet Flush toilets are designed to
receive rinse water from either an existing on-board
pressurized water system (such as the vessel’s
potable water system), or from the sea or lake
through a quiet-operating diaphragm pump that is
supplied with the toilet. Either way, users of the
Quiet Flush toilet no longer have to worry about
waking people in the middle of the night.
The Quiet Flush also has other user-friendly
features, including single push-button operation,
and the ability to control the water level in the
bowl (very helpful in rough seas).
“We introduced the Quiet Flush to both the
OEM and replacement market in 1998,” says
Simonson. “We doubled sales in 1999, and this year
we think we’ll be up another 25 percent. It’s
proven to be a winning product, especially in terms
of taking business away from our biggest
competitor.”
This spring and summer, more boat owners will
be learning about Quiet Flush through eight self-
contained and fully operational in-store displays
that will be sent around the U.S. to demonstrate the
product. Each display will stay in a retail store that
sells marine supplies for three or four weeks before
being shipped to the next location.
Bell & Gossett Sees WiderMarket for Motor RotationDetector
When Bell & Gossett was looking for a better way
to test the thousands of small water circulation
pumps manufactured each week at its Morton
Grove, Illinois, plant, the company
turned to Mark Aler and James Gu.
“Every day, a few pumps
were failing the quality
check because
they were miswired so that the motor spun
backwards. But because we had no simple way to
test for that, the pumps went into the ‘bad’ bin for
rework,” says Aler, Chief Product Engineer for the
Packaged Systems Group. “In 1997, we came up
with a bench test that senses the magnetic field of
an enclosed, energized motor and identifies the
rotational direction within seconds. Once we knew
a motor was wired incorrectly, it was a simple fix,
saving a lot of costly troubleshooting and rework.”
Quality went up. Rejected pumps and costs went
down. Everybody was happy. End of story.
Not quite.
“We had a nice little internal application, but
then we realized that if we could put this tester into
an easy-to-use handheld unit, we’d have a valuable
tool for anyone who ever has to check an enclosed
motor,” says Aler.
With the support of Bell & Gossett, Aler and
Senior Product Engineer Gu developed a compact,
microprocessor-based version of their bench test
and applied for a patent for the Handheld Motor
Rotation Detector. Recently, Bell & Gossett began
to market the device directly through its own sales
channels, and is currently in discussions with a
leading distributor of maintenance products to
reach an even broader marketplace.
“We like to compare our invention to the ‘stud
sensor’ that detects where the studs are located
behind a wall,” says Aler. “It has the potential to be
a ‘toolbox’ item selling for about $50.” ■
Below: James Gu (left) and Mark Aler, with theirinvention, the Handheld Motor Rotation Detector.
16
Most businesses start with smaller customers and then moveon to handle larger projects. ITT Industries’ U.K.-basedNetwork Systems and Services (NS&S) unit is doing it the
other way around.After nearly a decade of building its reputation for providing
complex, highly-reliable structured cabling solutions that form the“backbone” of many major companies’ internal communicationsnetworks, NS&S has entered the residential market.
“Our Midi-LAN product takes core NS&S technology and uses iton a smaller scale to bring broadband capabilities into the homethrough a complete system solution,” says John McLaren, Midi-LAN Business manager. “It’s based on the LANConnect platformof unshielded twisted pair (UTP) and coax cabling, combinedwith the Cannon 808 connector.”
Customized to Homeowner’s NeedsEssentially the same technology that NS&S uses in designing
and installing “mission critical” internal networks for major banksand financial institutions is now being built into homes and evenapartments. Homeowners choose which services — Internet,cable, satellite, phone, home security, audio system — they wantconnected to Midi-LAN. The chosen services are run through
smaller versions of network hubs, and special modules are installed in a central controlcabinet. These modules then distribute the services to the outlets in various rooms of the house.
One of the modules homeowners can choose is a security module that hooks interior and exterior CCTVcameras into Midi-LAN for monitoring criminal activity, keeping tabs on a sleeping baby, or making sure the kidsare doing their homework. The output from these cameras is then viewed on televisions or computer monitors.
The security module also has applications in the small business and home business markets, where businessowners may want to monitor their office space or the home space surrounding their office. “With Midi-LAN,your home office can effectively become an extension of your work office, with built-in phone and Internetaccess,” McLaren says. And, for home workers who need to travel on business, future plans call for Midi-LAN tohave remote Internet access.
Standard New Home TechnologyAlthough Midi-LAN’s technology was only introduced to the U.K.’s residential market in 1999, many
developers are now marketing the product to new homebuyers. “Most of today’s new homebuyers are ITliterate and expect this kind of technology,” McLaren says. “It’s becoming standard in new homes, adding just 1or 2 percent to the home’s cost.” Midi-LAN can also be retrofitted for older homes.
The potential market for home networks is expected to grow worldwide to more than 20 million residencesby 2005. Currently, NS&S has the dominant share of the market, with 1,000 systems installed in the U.K. It is inthe process of introducing Midi-LAN to other European markets, and plans to roll the product out to the UnitedStates in the next few months.
“Nobody else offers the total home solution,” McLaren says, adding that NS&S has set up strategicpartnerships with service providers to enable it to offer a complete home-networking package. Thesepartnerships, along with expansion into new geographic markets, are expected to result in a significant increasein Midi-LAN’s sales in 2000. ■
News From The U.K.
Home “Smart” HomeWith Midi-LAN, NS&S Brings Structured Cabling Solutions To The Residential MarketM
eeti
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Mar
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Nee
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17
New Capabilities Help Systems Win $74Million Contract. ITT Industries’ Systems Division
will design, engineer, furnish, install and sustain a
voice/data communications system supporting American
forces in the Balkan region. The contribution of defense
and space communications business recently acquired
from Stanford Telecommunications, combined with
unique Systems division capabilities, were key to winning
this project.
ITT Industries to Buy European Piece of Hydro Air. Complementing its 1999 acquisition of
U.S.-based Hydro Air Industries, ITT Industries
announced an agreement to purchase Hydro Air
International A/S, headquartered in Denmark. In addition
to distributing whirlpool products from the U.S. Hydro
Air business, the European unit manufactures electronic
controls, pumps, blowers and heaters for the jetted tub
and whirlpool markets.
A Public Pledge to Clean Water. [first photo]
As part of the CEO panel at the Second World Water
Forum and Ministerial Conference, held in March in
Haag, The Netherlands, ITT Industries and 10 other
international companies acknowledged their commitment
to helping find solutions to clean water and sanitation
through, among other actions, improving water
distribution efficiency and irrigation water management,
pursuing product innovation and raising public awareness.
Avionics and Gilfillan Earn MarketEngineering Awards. ITT Industries’ Avionics
division was honored for continuously exceeding
customers’ expectations and Gilfillan for its innovative
and competitive line of radars in the 2000 Frost &
Sullivan Market Engineering Awards. The prestigious
awards recognize the “diligence, perseverance and
dedication required to develop a successful business
plan and excel in the increasingly competitive global
marketplace.”
DePalma Elected to HI Board. Pasquale (Pat)
DePalma, the head of the Commercial Products Group
for ITT Industries’ Fluid Technology business, has been
elected to the Hydraulic Institute’s 2000-2001 Board of
Directors. The 83-year-old Institute provides product
standards and improves understanding between pump
users, contractors and manufacturers.
Romania and Canada Choose GilfillanRadars. [last photo] Continuing its expansion into the
newly opened Eastern and Central European markets,
Gilfillan sold a GCA-2000 transportable radar system to
the Romanian Air Force. In addition, Computing Devices
Canada Ltd. purchased three mobile GCA-2000 radar
systems to support the worldwide deployment of
Canadian forces.
Joint Strike Fighter: Command Voice Getsthe Call. Boeing and BAE Systems have selected A/CD’s
Command Voice!™ voice control system for their next-
generation strike aircraft, to be used by the U.S. Air
Force, Navy and Marine Corps. In loud noise combat
environments, Command Voice! is 20 times more
accurate in recognizing pilot commands than commercial
speech systems.
Flygt France Turns the Big 4-0. [middle photo]
Founded in 1960, Flygt France celebrated its 40th
anniversary on March 24, with a huge party for all
employees at the Musée des Arts Forains in Paris. Keeping
with the theme of “looking back,” long-time employees
were honored and attendees got to experience firsthand
inventions from the 19th and early 20th centuries.
Another Big Sale for SINCGARS. The U.S.
Army has awarded A/CD a contract for the advanced
version of its Single Channel Ground and Airborne Radio
System (SINCGARS). The exact number of radios, spare
parts and radio test sets is still to be determined, but the
award has an initial value of $25 million with a
maximum value of approximately $250 million. ■
Etc... Awards, Acquisitions and Assorted News from Around ITT Industries
New
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“What Winning the
Geneen AwardMeans to Me”
The Harold S. Geneen Award is the highest honor that ITT Industries can bestow on
an employee. Recently, In Our Hands asked several of this year’s honorees to share
their feelings about the Award and what winning it has meant in their lives.
You
r Tu
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Olivier Duperray, Vice Presidentand President Director General,Cannon Switch Products(Unique Team Achievement)
“One of the most rewarding aspects of winning the
Geneen Award has been the recognitionthat we have received from our management and
colleagues. It is particularly satisfying to be viewed
by our peers as ‘Best in Class.’ The Award has also
reinforced the value of our contribution to ITT
Industries. It is a point of encouragement to me and
our team to continue our efforts to improve our
organization in order to ensure that we are able to
deliver high performance in the future.”
Willy Semmelroggen, Business Director, Panel Switch AssemblyCannon Switch Products(Unique Team Achievement)
“The first overwhelming feeling was pride,
followed by gratitude. This very special award
means recognition for effort, for engagement, and
for every extra hour of time we put in during the
week and on weekends. The fact that our
achievement has been noticed all the way up to the
CEO of the company has done a great deal for team
spirit and, above all, the award has proven that
teamwork can create big successes when team
members put forth their best ideas and efforts.”
Peter Steensma, Director, Advanced Systems Strategies, A/CD(Individual Achievement)
“It is a bit embarrassing to receive an award for
individual achievement. I really do not think of
myself as an individual achiever. Mostly, I generate
sparks or recognize connections, and it takes other
people to turn it into the sort of success that is
recognized in this award. In truth, this award
recognizes their success as much as my own.
At the award ceremony, it was particularly delightful
to get to know the other recipients and co-workers
from so many other countries. We are still part of an
international community at ITT Industries.”
Jeremiah J. Needham, Site Engineer Support Manager, A/CD (Individual Award forCommunity Service)
“In being honored with the Geneen Community
Service Award, I received accolades for
accomplishments that are already self-rewarding. At
the same time, winning the award has given me new
opportunities to speak to the issue of
community needs. The needs are there, in every
community, in every neighborhood. Just a small
investment of time and talents from each of us can
provide an incredible return. Helping others is
contagious and it’s something we all need to catch.”
Dr. Gary Paderewski, PHI Team, Advanced Engineering & Sciences Division(Unique Team Achievement)
“During 1999, both Theater Missile Defense
programs achieved their first intercepts of flight
targets. Every one of these targets incorporated our
PHI sensor system and proved successful. Thus,
seven long years in which even our own customers
expressed doubts that these measurements could be
accomplished came to satisfying closure. The
Geneen Award became a symbol for us both of our
own achievements and of our vindicationwithin the defense contractor community. It also
signifies recognition from our peers that we have
made a valid contribution toward ITT Industries’
reputation in the defense community.”
19
When it’s time to process a satellite for launch at Spaceport Systems International (SSI),Mike Logsdon conducts the standard 10 ... 9 ... 8 ... 7 ... countdown. But his numbers represent weeks, not seconds.
Three months prior to the arrival of a satellite, Logsdon and his SSI co-workers in the Integrated Payload ProcessingFacility (IPF) begin checking and re-checking every piece of equipmentthat allow for the successfulprocessing of the scientific andcommercial satellites for launch. When you’retalking about payloads as big as a Greyhoundbus and worth up to a half a billion dollars, nodetail is too small.
For example, the clean room/check-out cells, with their numerous sliding and bi-foldplatforms, must be configured precisely in orderto access the satellite during processing.
“There are some rooms that are 90-feet high,” saysLogdon. “It’s impressive just standing in there, andeven more so when they wheel in the rocket.”
Logsdon, who spent 10 years on a fast attack nuclearsubmarine, enjoys working in the less claustrophobic confines of
SSI’s IPF. But the attention to detail and expert knowledge of heating, ventilation andair conditioning — learned in the U.S. Navy — comes in handy.
Currently, Logsdon is counting down to SSI’s next scheduled launch in July. Withhim at the helm, the satellite customer can count on having all systems go.
A Day in the Life of Mike Logsdon
Above: Logsdon and Technical Assistant Sarah Allison stand in one of the three satelliteprocessing cells in the IPF. Here, all fans and ventsare checked to achieve less than 10,000 particlesper cubic foot of air. “No dust bunnies allowed,”laughs Logsdon.
Below: To verify valve line-ups and configuration ofenvironmental systems — including air conditioning,alarms and fire detection systems — Logsdon andTechnical Assistant Sarah Allison consult facilityblueprints.
Below: Logsdonchecks the high-pressure gaspanel used forfueling thesatellite withgaseousnitrogen.
Left: At thecontrols of a 75-toncrane, Logsdonconfigures the towerplatforms to theexact specificationsof the soon-to-arrivesatellite.
Below: It takesthree days to runverification checkson all thecommunicationequipment. “Weanalyze and test allaudio, video andfiber connectionsfor properconfiguration,” says Logsdon.
Facilities Engineer, Spaceport Systems International Vandenberg Air Force Base, Lompoc, California
E
InOurHands
“In Our Hands”; “ITT“; the “ITT Engineered Blocks” symbol; and the tagline,“Engineered for life” are registered trademarks of ITT Industries.
EmployeePhoto ContestWe want to see ITT Industries throughyour eyes. Send us a photo — takensince January 1, 2000 — that captures insome way the essence of our company,and attach an explanation in 50 wordsor less about what you think the photosays about ITT Industries. Ten winningentries will appear in the next edition ofIn Our Hands.
Send all photographs by August 31,2000, to Tom Martin (see addressbelow).
Include your name, title, company workaddress and phone number with yourentry. Good luck!
Farewell toa Flygt ManIn April, ITT Industries and Flygt lost a distinguished
member of its family when Bertil T. Nilsson passed away suddenly.
For the last five years of his 40-year career with ITT Industries, which ended
with his retirement in 1996, Bertil served as President of ITT Fluid Technology
Corporation. But his career was indelibly intertwined with Flygt, where he
started as an apprentice in 1955 and worked his way up to President in 1976.
In many ways, Bertil was responsible for Flygt’s strong international
presence. During his career, he led a marketing assault to convince distributors
that Flygt’s submersible pumps were perfect for drainage and sewage handling
and helped build a global network of distributors. Both efforts were
instrumental in fueling Flygt’s impressive growth through the years.
“We spread like rings on the water,” Bertil remembered after his retirement.
It was an apt metaphor for a man who devoted his life to Flygt and Fluid
Technology. ■
A quarterly newsletter for all employees of ITT Industries.
Contributing Editors
Bill Anders ...............DefenseHoda Chourcri.........ITT Industries HeadquartersMarian Dennison....Specialty ProductsTom Glover ..............ITT Industries HeadquartersJohn Kirkwood .......DefenseClare Lamb ..............ConnectorsGlenn Leibowitz .....ConnectorsDuncan Lewis..........Fluid TechnologyJohn Procopio .........ITT Industries HeadquartersBob Rathke ..............Fluid TechnologyMillie Rogers ...........DefenseDian Smith...............DefenseMonica Spendilow..Fluid TechnologyEvelyn Teichner.......DefenseRachelle Tucci..........DefenseBjorn von Euler.......Fluid TechnologyKajsa Wernström ....Fluid TechnologyEvelyn Yuan .............Fluid Technology
Your comments, suggestions and ideas for futurearticles are welcome:
Thomas R. Martin, Senior Vice Presidentand Director, Corporate Relations ITT Industries, Inc.4 West Red Oak LaneWhite Plains, NY 10604Telephone: 914-641-2157Fax: 914-696-2977 E-mail: [email protected]