Having FUN at Digital Process Engineering 1976-1980

This document summarizes Jeff Bergart's experiences in Digital Process Engineering at Digital Equipment Corporation (DEC) from 1976 to 1980, part of his 23-year career at DEC (1976-1998) where he describes himself as a "Closet Engineer" and "Bean-Counter."

The presentation begins with Bergart's academic and professional background, leading him to DEC. His initial tasks included reviewing manufacturing operations, such as those in Puerto Rico, where he identified both obvious and "out-of-the-box" cost-saving opportunities. A key finding was that 52% of time was spent on testing, inspecting, and repairing products, and hand-assembled parts significantly outnumbered machine-assembled ones, indicating inefficiencies.

To address these issues, Bergart focused on engaging engineers by demonstrating the substantial impact of overhead costs (which were four times greater than direct labor costs) and teaching them how to conduct rigorous cost-benefit analyses using Capital Appropriations Request (CAR) forms. Success was measured through various metrics, including cost reduction, cost avoidance, capital appropriations, and inventory levels.

The Process Engineering team proved its value, achieving a 2.7:1 cost-benefit ratio in FY77, meaning they returned over $2.70 to customers for every dollar spent. Notable successes and savings included projects like "Rezero" ($2.5M), "APT vs ACT" ($2M), and "PCB Gate" ($1M), along with innovations like Aqueous Cleaners, Engineering Change Order (ECO) Ink, and Printable Key Caps.

The presentation underscores the importance of communicating these successes to the broader organization (focusing on "Lower Manufacturing Costs") and fostering cooperation between different engineering disciplines. Bergart expresses gratitude for his time in Process Engineering, crediting it as his "first real job" where he learned "out-of-the-box" thinking and matrix management. He also mentions his subsequent roles at DEC in Field Service Marketing, Terminal Manufacturing, Word Processing Product Line, and Printing Business Unit, and teases a future presentation on his most enjoyable time at DEC with US CSS from 1985-1993. The document concludes with additional content on DECTalk and a "SUPER" Poulsen Budget Presentation.