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ULTRASOUND

HOLA AMIGOS:

Well after some time away, today I start the new era of my blog, well I did not have time to post, for reasons of time and did not have internet xdd, but I'm back and I start up the latest research and realize progress. Back
fulllll
jejej.

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PARABLES THIRTEEN FOR CONFLICT. 3, 4 and 5

We apologize for the delay, but I found other more pressing priorities. Also next week I can not go to the Blog, for reasons that probably tell you another time. So I decided to include three parables: The number 3 is called "Parable of the two customers" and deals with the conflict, which appeared in the Gospel that can not serve two masters. The number 4 has the title "Parable of the car and the 24 horses" and refers to an obvious fact (though few managers understand it): The smaller the harder it is to have horses pull the wagon. The 5 has the name "Parable of the two rich men" and in this case is seen as one of the two rich squandered your treasure, which we call "Knowledge" or "technological knowledge." Thirteen
Parables for a conflict. P 3. Thirteen
Parables for a conflict. P 4. Thirteen
Parables for a conflict. P 5.

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THIRTEEN WINGS FOR CONFLICT. 2

This week I will include the second parable, "parable of the three drivers." Faced with a conflict like the one we faced in 2003, this prábola stresses the value of cooperation, but in a hierarchical company, this cooperation should be encouraged by their leaders.
PARABLE OF THE THREE DRIVERS.

Grant Hill Half White

THIRTEEN FOR CONFLICT

I

How To Know Its Implatation

PARABLES Export to Japan. How

At a meeting of Product Line Managers in Berlin in November 1981, I learned, in a casual conversation with Keijiro Sato, president of ITT Japan, the possibility of entering the Japanese market, because the Japanese authorities were eager to import European and American products in order to destroy the bad image of Japan in foreign markets, as a country that exports but hinders imports.
A mi vuelta hablé con el Director General de CITESA (Manuel Vidal) y decidimos intentarlo. Para conseguir más información enviamos al Ingeniero de Ventas, José Jarque, a Japón. Después de una corta visita, en la que obtuvo la ayuda de la oficina de la multinacional en Tokio, Jarque informó que la obtención de las aprobaciones necesarias en cuanto a homologación de los productos no parecía muy difícil. Había conseguido las especificaciones japonesas en inglés, e incluso había contactado con un posible distribuidor (SUN).
I+D estudió las especificaciones y se realizaron pruebas y modelos, que pasaron los test necesarios sin dificultad. Se realizaron pruebas en STL, que también resultaron positive. Marketing meanwhile was in contact with the distributor, having reached an agreement in principle, in terms of quantity, price, warranties, etc.. Jarque
returned to Tokyo to specify some points, for example, certain features of the model could be adapted to the tastes of the client, to meet the standards in any case, and also to obtain commitments to purchase by the dealer. He came back with two things: the characteristics desired by the dealer as most suitable for the Japanese market and an order for the first six months. It also set the selling price to the dealer.
samples and information were prepared for approval and sent to Japan, where the office of the multinational, with the cooperation of the dealer made the necessary administrative steps. The approval was obtained in record time, being the first foreign company CITES entered into the Japanese market handsets.
In due time, and as the program made the first shipments. All was well for a year. Meanwhile competitors got approval and began to enter the market. Due to technological improvements and cost experience curve of the product, which is also sold in other markets (Australia, Sweden, USA) suffered a significant drop. Al
discuss the volumes and prices for the following year, during a visit by the distributor to the CITES office, asked for some changes of characteristics in the model. Especially noted that the adjustment ring should be changed. Was not sure of the changes required Jarque requested a visit to Japan to talk with their coaches. During the visit changes were implemented. Were made in R & D and production joined with ease, as consisting in a different way of adjustment, without changes in parts and components.
began shipments and a few weeks later received a telex from the dealer saying that the product did not agree with the contract, as the bell did not work according to specification. He also said that did not explain the error as it was easily fixed by a fit, that their technicians had performed in Japan.
reset request product samples and, on arrival it was found that all was due to a misunderstanding, caused, almost certainly, for use by both partners in a language (English) than their own. In other words to specify the Japanese had wanted to say something other than what they had understood Jarque, as each gave the English word used (buzzer) a different meaning.
The problem was that Japan had a large number (40,000) of products with maladjustment. Sent back to Spain meant a tremendous cost both in money and time. So the dealer suggested that adjustments in Japan, charging the costs to CITES. Did not discuss who was responsible, since estimated the cost of repair by the CITES Industrial Engineering, proved less than $ 1 per unit, with all the necessary operations (unpacked, open, reset, close , testing, packaging). It was considered more important to maintain the image against the dealer.
The surprise came when, several months after the bill was received by, worth about $ 400,000. Immediately telex was answered by asking for clarification and information as they had reached that figure. As the information was discovered that the setting operation had estimated the time Japanese technical about ten times higher than the English.
At that time there were more problems. Sales had declined due to competitive pressure, and CITES wanted to keep their sales in Japan at all costs. The costs were down, so that the Director General was in favor of reducing the price, keeping the margin. Specifically, he proposed a reduction of $ 2 per unit (cost had decreased $ 2). Budgeted unit sales for following year were 40,000 units, with a price of $ 35.
The Director General Jarque and I decided that we were in Tokyo to solve both problems. We went in May 1984. SUN
we meet with the calculations we present our Industrial Engineering and ask them to teach us theirs. They said that their engineering was in Osaka, and needed time to consult and cite us for the next day at nine o'clock. That same evening we called the hotel asking to postpone the meeting for another day. When we finally met, they began to apologize and make sure everything was due to an error in typing a secretary calculations of engineering. As they had run the decimal point one place to the right, multiplying by ten the time required for adjustment. No exaggeration to say they spent about two hours apologizing. (We did not commit hara-kiri of miracle). With the new data for their calculation and ours were practically identical. In summary we had to pay was about $ 40,000.
Then I told a story "Chinese (or Japanese). I told them out of Spain needed foreign exchange was very complicated (some truth there), so I proposed that payment be made through a $ 1 discount on each unit of these 40,000, maintaining the existing price. So not only kept the price but also ensured the sale of 40,000 units. As I took in low spirits, accepted the first. That night we were invited to the club, as is common in Japan, and we got to the cap of whiskey. All's well that ends well.
I can not resist telling a story of our relationship with Sun, which illustrates the Japanese society. One day I called the Sales Department Cites Madrid to say that the Director of Marketing at Sun wanted to meet us, but that came very badly to come to Malaga, cheap problems, so he asked me to be me to Madrid. Of course I said yes. But a few days I became call, saying Yamanishi (Director of Marketing for SUN) had telephoned canceling the trip. The Yamanishi said, about 38, was the son of the owner of Sun, but that does not have privileges. Reporting to Director of SUN in Tokyo (a very individual character of the former Japanese representative: authoritarian, chauvinistic and macho). SUN had the plant in Osaka and Tokyo office. Since we had to talk to SUN and Yamanishi not come we decided to go to Tokyo. Once there, while having a drink in his club Yamanishi said, "I wonder to cancel my trip to Spain." "Yes" I replied. And I told him. He planned to go on a trip to Europe on Friday. On Thursday, a week before the trip, he called his father from Osaka and quoted him in his office the next day. Upon arrival went to the office of his father, who opened a drawer of his desk, took a picture, and gave it as he said: "Next Friday you marry this lady." Yamanishi
At the end I said: "I guess you missed this, but it is the Japanese custom, the parents decide who you marry."
I think things are camber, but Japan is another world.

Pain In The Bend Of The Toe

originated export to Australia

Rafael Chute on several occasions asked me to tell how it began exporting to Australia. It took longer than expected because between Rafael and I have a slight disagreement about what year it initiated the export. Rafael thinks was in 1981, while I think it was in 1982. The reasons I have for thinking so are as follows: My first trip to Australia as did between 22 and 31 October 1981, and there is no doubt about it and I keep the passport with immigration stamps Australians. The reason for this trip was to negotiate the sale of Australian Telecomm Gondola. I was in Sydney and Melbourne. I also have references from my travels in those years, which confirms this. In any case if someone has more data would be grateful I send them or include in the blog.
By my memories, in a meeting held in STL (Harlow), on July 14, 1981, attended by a representative of Standard Telephones & Cables in Sydney, said Australian Telecomm he was interested in buying such phones Trendline, or gondola. I reported this to our Director General (Manuel Vidal). Once past the month of August began contacts with STC Sydney and ITTE and ITTNY, since the phone could be made both in Manchester and in Corinth (Mississippi). It got to be allocated to Malaga manufacturing and decided I was going to Sydney to negotiate Australian Telecomm. Obtaining a visa took some time and finally I made the trip on 22 October. I flew from Manchester to London with Iberia and there links to a Qantas flight, which took me to Sydney, with stopovers in the Gulf emirate (can not remember which), and Singapore. In total 34 hours of travel. I was careful to leave Spain on 22 October, Thursday. Just arrived in Sydney on 24, Saturday (have to consider the lag time of 8 hours) and had all weekend to recover from jet-lag. As I said we had meetings with Australian Telecomm both Sydney and Melbourne. It got the order and deliveries began in 1982. Later there were some quality problems.
For example, Juan Carlos Prieto reminds me of the shot pollution from coal oil hydraulic presses that closed the electrodes. The atmosphere was "oily" and at the time of manufacture, the values \u200b\u200bwere correct. Over time oil fell caking coal and efficiency. It was a timing problem. The solution was to make a "clean shop" with pneumatic presses that did not generate the problem. If they had renovated and properly maintained presses, it would have avoided the small disaster that forced us to Juan Carlos and me to go to Sydney on April 23, 1983. On this visit we thought we were going to put the row over the issue of quality, and was they threw us for delays in delivery. It was not an easy or comfortable visit, we had wrong, and to round out the joke on the penultimate day of the stay I fell and broke two ribs and broke my other. But then I did not know, so we went to Tokyo. Two months later, the pain continued so I went to clinic in CITES and the doctor looked at me for X-rays and sent me to the Mutual, where they discovered the cracks, but they told me at that point and did not do anything.
There were problems with dirt in the air gaps of the ring, and poor accommodation of the thin wire out of connection between the frame and base. To solve the problem Rafael Chute moved, he did a great job.
There was a static electricity problem that affected a dial CMOS. Naturally, all devices are inspected before being sent, but upon reaching Australia some not marked. It was found that the problem was with a dial CMOS coming destroyed. The problem was studied in Sydney, Harlow (STL), Málaga and in the laboratories of the manufacturer of CMOS (ITT Intermetall, Freiburg). Finally, in Málaga, José Antonio Maestre discovered the reason. Simply, one of the operatives to check some quality equipment, pulled the plastic that protected the quick mode handset, which originated a discharge of static electricity damaging the circuit. Rafael tells me Chute at STC were very impressed with the effectiveness of the intervention of Master.
STC also remember from Sydney sent an inspector, who was in Chile, and spent some time in Malaga.
was allowed to export it then began to make copies of the Gondola in Taiwan and Hong Kong, with very poor quality but at very low prices. Over time the quality improved and prices remained low ... and goodbye our exports. I believe that quality problems had no effect since in all cases react properly.

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some time ago, squeezed memories of my time in CITES-at least so I thought, "I left this blog and created another, with my own name, where you keep writing and reviewing stage, more extensive and varied, which I have been unfolding, over the years.
But, a stage, so long and decisive, it is difficult to ignore, especially when any episode, in which you want to write or speak, you take it, because with it was related.
At this time, when I'm sitting at a computer screen, with the happened-now, as before, a good portion of my time, I wanted to write about my beginnings in the computer (as long as the user) and Therefore, has led me, inexorably, to go back several years and reunited with Cites. The factory had
-on that has already been written on this blog-a department, who led Florentino Martinez Roces. But, that was a world, closed to others, a kind of sanctuary inaccessible to the layman, but that controlled many aspects of the factory, through hardware and software that IBM systems produced. The involvement of others was restricted access to their reports, which reached us in copious listings paper and, sometimes, through the terminals (not smart), which is distributed by the offices.
The beginning of the "other computing "came with the arrival of a first personal computer, which bought Pepe Ranes, and fell into my hands, by circumstances, of which I have written another entry in this blog. So I can consider, to some extent, pioneering the use in CITES of computers.
was not even, so then known as PC 's, but a Commodore with double drive and whose operating system, integrated into the ROM, only allowed to program in BASIC and used a primitive spreadsheet (Visi Calc), plus some games.
I learned to use the Basic - of course, now I could not do it, and your spreadsheet, to carry control of certain parameters and make the presentation of results in management meetings.
moved my nascent love of my home, through the purchase of a Commodore 64, used as the only peripheral, in my case, a cassette deck and my own TV screen.
Later, under CITES, came the first PC's, marketed and manufactured by ITT in any Asian country. Y. I, taking advantage of an offer to the employees, I bought one, with which I replaced my Commdore.
They were still very rudimentary computers-the 386 or perhaps earlier, with monochrome display, which used the MS2 and where, your RAM and hard disk capacity, just be measured by megabytes.
With them came new software packages: Lotus, as a spreadsheet, the Word Star (later, the Word Perfect), for word processing and Dbase, as the basis for baths.
The use of these computers, still rudimentary, without Microsoft and the Internet, managed, despite all imposed and spread throughout the factory. And Informatics, ceased to be something mysterious and almost taboo.
Today, I follow with a computer, the new technology has allowed me peek into the world via the Internet and, inter alia, to meet again old friends and colleagues.
This little story of my early "computer" perhaps were not intended for this space. But while he was writing, has led me to the only place where she had to be located and could not be other than this blog.

Mount And Blade Can You Get Married

COMPUTERS AND CITES CITES COMPANY VERY "TRAVELER"

about a month ago, in late July, which was the last CITES management secretary, Lola Cantueso, and therefore, my secretary since taking the Directorate General of CITES successor company, first Atlinks Spain between 2001 and 2002 and later Thomson Telecom from 2003 until I left the company in 2006, was "restructured", or dismissed in Castilian. Just look at the euphemisms we use in the workplace, (Restructuring, recycling), to silence our conscience and not to call things by their name in Castilian.

Well, Lola, has left the company after twenty years of service and had to send details of settlements leaves my travel expenses of the thirty-odd years I've been in CITES Standard Atlinks Thomson. There were two wide back folders that were cast aside in the address file cabinets. File that as all paper files of the departments, file had become "slow moving" since the advent of computers and exclusive practice of electronic media for documents. Apart

the attack of nostalgia within me and you can imagine, and suddenly rediscover sites that had been and had forgotten completely and pieces to reconstruct the history of the Company through these trips, I took my less than professional dedication current with the spirit of making statements that we come from a certain age, spending an afternoon to review those files containing a substantial part of my professional life, ie my life and take some statistics.

I have been amazed. It turns out that I have made 652 trips in 33 years. I count as one every time I go to Manchester, even though in many cases, these trips have had two to four destinations, before returning to Malaga.

The city that I visited was Paris, in 152 cases, followed by Strasbourg, 33 times. I've been in China, telling the two Chinas, the People and the Nationalist, or Taiwan, more than thirty times. Finally, in the year that most business trips I made was in 2003, I left Manchester on 53 occasions.

Since the beginning, CITES was a company very "traveler." Then belonged to the ITT Group, initial International Telephone and Telegraph, but precisely because of the frequent travel of its executives for meetings, said that meant International Talking and Travelling, and when speaking of its European arm, IITE, E for Europe, was added to the "Talking and Travelling" the "Eating." In my early years in CITES, the people making international trips with some recurrence were reduced almost exclusively to technical / product (Marketing then that did not exist) and in the early years of the Company was about one person: Lorenzo Martinez , the directors who regularly had to present results and plans in Brussels and Quality staff in connection with any shipment to foreign countries (many of the sometimes problematic shipments.) The frequency international travel of people from the Development Engineering was due to the dependence of that department had the technical divisions of ITT space in Brussels and New York, among other meetings, had established a Head of Engineering of the various subsidiaries group at different locations in a more or less rotating. Undoubtedly Lorenzo Martinez, who was the main "beneficiaries" of these trips could elaborate much more on this point, and to correct me, with that prodigious memory for things "useless" (in appreciation of José María Reyes) you have.

staff took industrial areas to travel abroad frequently, perhaps because the industrial international coordination was carried out from Ramirez de Prado. Then, as we all also have "jartao."

The truth is that in the aspect of travel, we are not deceived me. I remember at the entrance interview one of the few things I was interested Lorenzo Martinez was if he was willing to travel. I asked if he spoke English (ask for it in 73 was a waste of time.) He also had previous experience of Maestre and Lopez Garcia who had gone to London with one hand in front and behind, and survived linguistically and success. They had spent eight weeks when he left for Stuttugart for several months as an expert (?) In the design of handsets, with a week of immersion in English at inlingua.

In more than thirty years since, the form of travel has been changing dramatically. In those early years, always arriving in Barcelona the previous day, with time to stroll through the city in question and dine quietly in a typical restaurant, with careful what you eat to avoid problems later with the controller on duty which, although just "passing" the voucher, it seemed that enjoyed by the guest experience with the "excesses outside the norm "that he had done, especially if it was youngster. Later, as travel became more frequent, were taking a utilitarian character at the same accelerated pace as the professional activity, so that is sought to seize the day in Malaga and travel from the afternoon. It also facilitated by the increased number of air routes and flight frequency.

also used to extend the stay a day of sightseeing, especially if the visited city was attractive or new to the traveler. Instead, lately, I mean for more than ten years now, if the purpose of the trip ended in advance inevitably trying to manage a ticket on the other hand earlier.

I have to remember a trip to Sao Paulo in 2003 with Rafael Chute already Atlinks season, in which Telefónica visited trying to sell phones. We put a lot of interest in the visit, forcing the phone to receive us. When we finished the meeting and told them we were returning to Spain this afternoon, did not believe it. And is that Carnival began the next day. The "entry" thought that our interest in meeting was an excuse to spend some time dancing samba.

to three times I have had my place in Malaga simultaneous with management responsibilities at the corporate level. Every time I have proposed that leave Manchester and joined the corporate position exclusively, of course in Paris. I never accepted because I did not see stability in organizations that would receive me and I always say that I was right: every time, those organizations with Thomson Telecom Profit Center, Product Communications Atlinks and Residential Development with Alcatel Phones Division, failed to complete the twelve months and the chances of getting in off-side (street) to a reorganization in Paris not being French, believe me, are high.

But the simultaneity of posts, was not free but it cost me months of sacrifice and stress, with almost weekly trips to Paris or Strasbourg mainly to deficiencies in my work on both sides and, worst led, with guidance from my bosses, local and international, are not always consistent, if not collision free.

I will close with a story not mine but Miguel Ruiz who have asked permission to go public on the network. The year was 1991. Alcatel had started the inexorable process of centralization of the business decision in Paris, and naturally began to absorb the responsibility of marketing subsidiaries, including CITES, who had taken a leadership role for cordless phones. The fact is that Miguel Ruiz for Marketing and I as a coach, we had to spend a week every other in France. I still organized on Monday in Malaga until the afternoon he took a direct flight to Paris, where he landed, hopefully, at ten o'clock at night. The routine of the week was always the same: work from Tuesday to Friday at the office in Suresnes, and early Friday after the French food, we called a taxi to Orly Sud airport terminal where he was then flying out Spain (and all Arab countries, by the way). One of those weeks Michael had taken his wife, Toni, and brother went to Paris on her way to the airport taxi Miguel asked, "Toni awaits us at the airport?". Miguel turned white, was a paddle on the forehead as the announcement of the Donuts and exclaimed: "Damn, my wife!". Following the routine every week he had forgotten that I had to pass her at the hotel.

The next problem came with the driver that there was no way to convince him to deviate, as saying that he ended his day at Orly (about the "kindness" of Paris taxi drivers give for another article.) The utmost that was agreed to let Michael in a taxi. In the end, the intended flight could take me and the thing did not happen there. Well, maybe. Miguel, the lack of malice that gives youth, he told his wife that "thanks to Jose Luis I have not left lying on the hotel." Openness to all unnecessary lights and I'm afraid Michael would cost a season "on bread and water."

Glory Holes Orange County

Stories Bluetooth

CITES Stories ..


So far I have prepared notes for the blog has been rather historical-technical. Today I try to remember some stories or past events. Let me first make clear that I hope nobody is offended, that story is told only to "animus jocandi" which lawyers say. In any case, if appropriate, I will not give the names of the protagonists.


The Lion and the Tristan .- During the second half of 1963 and the beginning of 1964 were very busy setting up and starting to walk the factory. Then the Quality Manager was my friend and classmate at the School of Telecommunications Gerardo Villanueva, while I was Chief of Assembly and Telefonometría Laboratory. Gary has always had a propensity to see the glass "half empty", while I always see "half full." It was common that when there was a problem in assembly lines we were Gerardo and I will see if we could find the solution. Gerardo always predicted the worst evils, while I saw some easy solution. At that time put in TVE a cartoon series starring a lion and a fox optimistic pessimist called "Tristan", whose favorite phrase was "I should imagine!" Needless to say that soon we "baptized" and "The Lion and Tristan. "


The Captive .- As soon as we started production for Telefonica, it appointed a resident inspector, to inspect shipments at the factory before his departure for Telefónica stores. The inspector was such an individual quite original. It was decided to provide CITES employees work in laboratories, some white coats. Immediately, the inspector said asked that it be provided to him. The gowns were of various sizes, and as the inspector was quite high were given the large size. The case is to be passed and you were very long, extending to the ankles. "Bata white ankle? Needless to say, he began to call "The Captive." (Note to readers Malaga: The Captive is the name of an image of Jesus Christ, who is taken in procession on Easter Monday, a highly venerated in Malaga and, especially, in the neighborhood of Trinidad where CITES was located. The image shows that Jesus standing, wearing a long white robe).

Ah ... Sorry! .- This story does not know first hand but I was told. So I can not guarantee its authenticity, but "if non é vero é ben trovato." NN
was tall and strong and, like many others, I was terrified of injections. But at some point need to inject and went to the clinic of CITES. The ATS (then said "practitioner") was a very nice lady who told NN that the injection was put in where the back loses its chaste name. NN So he dropped his pants and underpants and the ATS was injected. At that time NN fell ill, his head was spinning, it was white and began to crumble, come to be dizzy. The ATS tried to hold him to be given to avoid a blow, but I said that NN was tall and strong, that is weighed heavily, thus dragging the ATS collapsed and fell on it. Just then the door opened the clinic and poked a head, that seeing the scene, NN Gayumbo pants and lowered, located on the ATS, said no more than: Oh .. Sorry! withdrawing discreetly.


Nurse ....! .- This story, like the previous one, have told me, so I can not guarantee its accuracy. One of the characters is the ATS of earlier history. The other a very shy young man called. The fact is that the official opening day of CITES gave it was then called "a glass of English wine," ie canapés, snacks, soft drinks, wine, etc.. The young man said, it seems that drank more than appropriate, and as he left the office building, where it then passes through the clinic was moved by the effects of alcohol began to shout loudly: nurse, touch the pear!


The Director "immersed" .- One day, I estimate that in the early '70s, our Director General Armisén Santiago asked me up to his office with José Antonio Maestre. I do not remember exactly why, but possibly outside to talk of moving to STL Harlow Master to intervene in the development of the first electronic telephone. Armisén had in his office a chair with wheels also had a spring that allowed lean back. In the course of the conversation Armisén started lying, but was soon to fall until it disappeared into the table and the closet behind him. The effect was as if they were "plunging." At the end there was a crack and fell with my legs up and back on the floor. Master and I went to his rescue, first dead of laughter, the comedy of the situation, but on the other, worried that he had been hurt. Him out of his situation was not an easy undertaking Fortunately nothing happened.

1886 .- PS Many of you will remember Keith Preece. He was the Technical Director for the area ITTE Subscriber Equipment. Often come to Malaga and I also looked at Technical Directors meetings we held three or four times a year, each time in a city. We ended up being good friends. By then I had discovered the single malt whiskey, now common in Spain, but then virtually unknown. Preece for his part was a lover of brandy Larios 1886. So we agreed that every time we went to see I take "1886" and he "Glennfiddich." (Exchange technology called this figure). On one occasion I was in a meeting at STL Harlow when I called from Malaga to say he had received a telex (fax had not yet let alone e-mail) quoting me Preece from Brussels for a meeting on Monday. In the telex asked me to take copies of a series of drawings of PS's (spare parts). Engineering asked me to prepare the requested copies and, along with airfare and hotel reservation I leave everything in my office, and coming to Malaga on Friday afternoon. The idea was to collect all Saturday morning and travel to Brussels on Sunday afternoon. When I arrived at my office on Saturday I met a lot of copies and a note saying: "We did not find any PS who is the PS 1886". The telex said Preece. ".... And bring 1886, please"

Please bring "Great" .- The above story reminds me of another similar. In ITT (New York) had a department devoted to book a hotel or flight members visited New York ITT. The head of that department was called Jim Franco. Was Italian and very outgoing. He was always cracking jokes. English with her favorite joke was to say: "I'm Franco, But Not the general." The truth is that he behaved very well with me, I always reserved the best rooms, even when there was a full house. Once I phoned to tell me he was coming to Malaga in the course of a trip to Europe with his wife and daughter. He asked me to seek a good hotel on the coast and will recommend which sites to visit. So we did and was very pleased with his visit to Malaga. Some time later I had to go to New York unexpectedly, so I called to ask hotel. He told me not to worry and asked me take him "Great." I assumed he was referring to the brandy, so I bought a bottle. Once in his office on Park Avenue, handed it rarely made a face and said, "What is that?" "What You Asked for" I answered. "No, I do not Asked for brandy But for soap" What I wanted was soap Magno La Toja! He had met during his visit to Spain and his wife had liked it. In any case kept the brandy (which he liked). Later he did get the soap.

Triangle Shaped Basket Black

ATLINKS CITES (CITES)

Today you can find Bluetooth technology in usual products such as car and mobile phone. CITES, when it changed its name to ATLINKS (I miss some blogger decided to write a chronology or summary of these changes), took his first steps in this technology. Upon returning from my stay in Ilkirch, in 2000, proposed a series of new developments among whom were some based on Bluetooth. Unfortunately (and were not time for that) did not achieve. I have allowed to use part of a PowerPoint presentation of the times and technological depth releasing excessive, try to tell the story as I think happened. If not disponéis PowerPoint viewer you can download www. powerpoints.org (remember, powerpoints with "s" end).
Bluetooth Telephony Applications CITES (ATLINKS).

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SATAI

Chief-Secretary System 2/2/1

This type of telephone equipment carried in English on behalf of "key systems", because the switching necessary for its operation were made by "keys" electromechanical push button is acting on a set of contacts to make connections or disconnections appropriate.
In short, a "key system" is a multiline telephone system used primarily in small offices or departments in large offices, so that one or more outside lines could be shared among all system devices, having also one or more internal lines for intercom equipment. Telefonica decided to introduce at the end of the decade of the 60s of last century, calling: Automated Phone System with Intercom Subscriber, hence of SATAI.
At that time, virtually the sole supplier of Telefonica was Cites phones, so we requested that the manufactures. Within the ITT were made "key systems" in Standard Electric Lorenz (Stuttgart) and Bell Telephone Manufacturing (Antwerp), both aesthetic design was Assistant phone lines (in Spain called Herald). Both Germany and Belgium produced several models:

Systems Chief-secretary: 1/2/1 and 2/2/1 systems
Key: 1/5/1 and 2/11/2
(and I believe any more )

The first number that indicated refers to the number of external lines. The 2 nd the number of telephones and the third the number of internal lines. Telefónica

wanted the four methods mentioned, but the problem that arose was that in the first three used a frame rate Heraldo even larger (for which he had to build a set of molds which could be projected amounts written off), but for a frame 2/11/2 needed even more, which meant a new set of molds, which there was no way to recoup given the small number of 2/11/2 was projected. Also in Germany and Belgium 1/5/1 and 2/11/2 systems were respectively 6 and 12 units, each unit as there was no button for the device itself, but Telefónica insisted that each button was devoted to an apparatus systems thus became 1/6/1 and 2/12/2. Then we saw that it was possible to build a 1/6/1 in the small frame, but in the case of 2/12/2 was totally impossible to use the frame for lack of space to locate the keys to 12 keys. We met many times with Engineering Plans and Standards but had no way to convince them of the impossibility, until it occurred to me (one, from time to time, think) you could build a 2/6/2, so mounted device model in the Laboratory of Electroacoustics, was presented to Planning and Standards, and (miracle!) agreed.
Satai For many years, were well accepted, especially the Chief-Secretary, and which greatly facilitates communication within companies. Not to mention some "Tactics" Telefónica, such to say the would-be subscriber line available for Satai was not for Heraldo. (It is not uncommon as an employee of Cites told that if he wanted his phone line had to install a gondola floor and not a Herald). Telefónica

Years later reiterated that he wanted a larger system that the 2/6/2, asking for a 4/10/5. No such system existed in ITTEuropa companies, so I went to America to find what was in Telecomm ITT in Corinth, Mississippi. The closest they had was a 4/10/1. When I told them I wanted a 4/10/5 looked like a madman, and that 5 internal lines meant that they were all talking at once each other (in pairs). I already knew and had been noted to Telefonica, but you know, "the customer is always right." How to use a "key system" in the U.S. was different from English. There, the inner line used almost exclusively to transfer the external call to another device and not chat with each other (in a small office you want to talk with a partner it makes sense to go to their table and no call on the intercom) with a single interior line was adequate. After much study the case that we could include other internal line, thus obtaining a 4/10/2. He presented to Planning and Standards and told us that, in principle, accepted it but the aesthetic design (very American) did not like. So again we were in the first box. (I mean the game of the goose). Shortly after the General Director of Telefonica said it wanted to visit the factory Cites Madrid, so we organized the visit including a presentation of the products Cites Malaga. CITES office in Madrid mounted a small exhibition of telephones and switchboards that made CITES, which include, above all by "fill", the design of 4/10/2 rejected. At about 10 am were presented responsible for Planning and Standards and Commercial Telefónica, when we saw the 4/10/2 said something like, "What does this rubbish here?. You know we do not like "Almost immediately it was announced that the Director General, together with the Technical Director of Telefónica had just arrived. The Technical Director had been the previous week U.S. visit, and possibly influenced by what he saw there, as she entered the room where the devices were turned to 4/10/2 and said: "This is what we need! I love this design!. " Needless to say, the same as five minutes before they began designing railed to praise. The truth is that, in view of things with the perspective of years, those who were right were those who did not like. The 4/10/2 was not a success.
Much later, when the music came into handsets, were designed Satais Teide. But the story is better than other more aware tell me, because at the time that I was no longer designed in engineering but in Marketing.

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The Involution (Story)

Lorenzo Martinez recently commented on the problems of the Herald in Hong Kong: "I confess that to me it sounded like science fiction." Well, here is a short story that, although related to CITES, science-fiction. I wrote specifically for this blog and tries to answer the question "What would have happened with CITES if ...? Although completely invented and greatly exaggerated, you should not be the slightest doubt that, like all stories, contains some reality. So get ready to travel back in time with Kiko, the protagonist.
Involution (Story).

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More on Hong Kong exports to

More on the export of Heralds to Hong Kong.

The excellent article by Rafael Serrano about his trip to Hong Kong in 1966, I like to say my experiences on the export of Heralds to that city.
As I told in another article in the summer of 1965 I traveled to Hong Kong to try to sell phones to the Hong Kong Telephone Company. Then the city was a British colony, was about 4 million inhabitants (of which only 1% were non-Chinese), and prices were generally quite low. (You could eat in a restaurant first class for the equivalent of about 300 pesetas, including French wine.) Possibly due to beginner's luck, the fact is that the convinced and made an order of 85,000 units in various colors (including black, which gave many molding problems.) The delivery was due to perform before the end of the year, so that worked against the clock works and the problems that I have already told in the article on the Herald. Were sent out by sea through the Suez Canal.
In July of 1966 I traveled to Colombia to sell phones at the Bogota Telephone Company. Around the corner, and since had to spend several hours in Madrid to join up with the Madrid-Malaga flight, I used to go to Madrid to tell Cites Alfredo Remon (who had just joined the company as Director of Marketing) as had been the things in Bogotá. Nothing else to see me told me he had a telex from Hong Kong saying that the Heralds are breaking the frame. I replied that this was not possible, since they were molded in ABS. In fact, one of my arguments volume was back onto the Herald and jump on it, with my 80 kg. It is bordered something but did not break. So I thought you were confused with similar devices from other manufacturers using polystyrene instead of ABS. Remon told to request a sample frame broken. A week later he called Remon from Madrid and said he had received the sample and that was ours and was effectively broken. ITT ITTE intervened and New York. To study the case from New York sent an expert in plastics (Dr. Thornton) with whom I went to Standard Telecommunication Laboratories in Harlow (about 50 km. North of London). There, experts studied the case and said that migration was plasticizer, which degraded the characteristics of the ABS, as well explained Rafael Serrano. At first, I confess that to me it sounded like science fiction. To assess the situation our president, Mariano Gomez Mira, Remon and I decided that we were going to Hong Kong.
When we arrived (July 1966) had stored the phones in a warehouse in Transelectronics factory without air conditioning and heat and humidity of Hong Kong. The atmosphere was almost unbearable. The plasticizer dribbled down the frame, which was broken as if made of cheese Burgos. Then we learned that migration is enhanced by heat and pressure, and the case was that pasachasis developed to cover the output of telephone wires, to prevent the entry of roaches, exerted strong pressure on the frame and were molded with plasticizer migration. Remon and I did a sampling of the phones and found that:
1) Virtually all racks were broken.
2) Many bells were not working due to the presence of iron particles in the air gap.
3) Some cell showed signs of rust on some parts.

Remon was decided to return to Spain and I wait in Hong Kong on arrival of the Chief Engineer of Standard Electrical Appliance, and then in Malaga Engineering had not. Of course, to use the time, Gomez Mira told me came as José Luis de L'Hotellerie (Head of Equipment Engineering) I left the Philippines, where he was studying the possible export of Heralds. Back from Manila and now with L'Hotellerie in Hong Kong negotiate with the telephone company in Hong Kong on how to proceed. It was found that the phones returned to Manchester was not feasible because of time, so it was decided to send someone to organize the repair and at the same time, sent from Málaga, the necessary parts.
Back in Malaga, Santiago Armisén thought the right person to carry out the repair, and at the same time ensuring the quality of the equipment was repaired Rafael Serrano. So I called his office and reported it. I was there and I remember that, as Rafael said in his article, he said it would be a matter of "two or three weeks."
When Serrano had been in Hong Kong about two months, Gomez Mira decided to see how things were going and told me to go with him. Certainly, one day I called his office and said, "Look Martínez, as we together you'll travel with me first." I had not time to sit in my chair when I called back: "Do you know the price difference between first and tourist? ". I replied: "Something like £ 500,000." "Well, it's something else, so we will travel in economy." "Do not worry, you travel in first and I will be in tourist." But he insisted that we were both in economy. As I said in another article, the planes were much smaller then than now, and in tourist space was tiny, so nearly 24 hours by plane became very hard. Especially if you were no longer young, for Look Gómez. Moreover, the storm had trouble flying in one of the scales, so we got to Hong Kong on 4 hours of delay. The airport was
Serrano waiting. I guess because of the anger which was there for so long, augmented by the long wait at the airport, the first thing he told Gomez Mira was: "When I go to Manchester?".
arrived to the hotel (the Hilton), and Mira Gomez said he would rest a little and that we waited in my room. When we were alone I told Serrano: "How have you been so Gomez Mira?". "I'm just very tired of being here, I was told it would be two or three weeks, and took two months and much work remains. In addition, to try to finish as soon as I'm working 12 hours a day, including Saturdays, unpaid overtime. On the other hand, being here is costing me money, because in Malaga was overtime. " After a while Mira Gomez called and told me to come to his room. The first thing I said was his dissatisfaction with the attitude of Serrano at the airport. I explained the reasons and asked me, "Martinez you believe that you are actually working overtime?" "I doubt" I said, "but if you have questions, ask Transelectronics because they know the hours is there. " "No need to ask anything, on my return to Madrid fix the issue of hours of Serrano." During the stay
Gomez Mira, Serrano and I went hungry as a boy puppy, because it was the type of person who has eaten a sandwich, so the day she left we rushed to go to a French restaurant (Le Trou Normand) to get even.
As Rafael has in its letter, had organized a string of disassembly, repair, assembly, inspection with the Chinese girls. View and, above all, hear them work was a poem. For example, the team leader said to Raphael: "This is bad tim-ba." (It seems that tim-ba is "phone" in Chinese). And so, in a English-Chinese-English, they understood. In short, Rafael did a great work, but became "hard time."
I never went back to Hong Kong to nearly 20 years later (like a title of Dumas), and then things in Hong Kong had changed dramatically. Now it was they who produced phones, prices had soared and the skyscrapers had proliferated.

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report on the Feasibility Plan 1993-1998

From the link at the end, you can download the public document, "Report Cites formula Alcatel SA on the development of the Feasibility Plan 1993-1998", dated 16/3/1999. A copy of this document has been provided by Rafael Márquez Gallo.

In this report, describes the completion of Cites their share of all obligations in the agreements with the Administration for Feasibility Plan and attach any relevant supporting documentation. Resumo

The antecedents of this Feasibility Plan which, as indicated in the report itself were:

Traditionally, the fundamental Client Cites Telefónica and was continued throughout their history. But in 1989, coinciding with the Instability of the terminal market entry in Spain, set off a cascade of events that negatively affect CITES:

- Telefónica change its criteria for allocating the purchases on their phones, first increasing the involvement of the second supplier, and then introducing a third party so that the proportion allocated to low Cites considerably.

- Trade liberalization promotes the entry of other competitors with lower costs.

- technological change occurs in the telephone terminals from the beginning of the decade of the 80 carries a considerable reduction of labor required to manufacture them.


All these factors lead to the Company in a difficult situation, with facilities, equipment and inadequate staffing structure and without financial resources to undertake the conversion, as indicated in the above Report.

To address this situation, CITES designed a strategy that results in a Feasibility Plan for the period 1993-1998 with the participation of management and shareholders, on the basis of a draft industrial and technological investments are also building a new factory in the Technological Park of Andalusia in Malaga, where he moved his activities in 1995.

As we said at the beginning, the interested reader can download the public referred to the following link:

Feasibility Plan 1993-1998 Report

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My trip to Hong Kong. 1966 RAPTOR

One of the first eligible exports. Heraldo phone, black, went to the former British colony of Hong Kong. I think it was around the 80,000 eligible., I do not remember the correct figure.

mid-August of 1966 I was called to the office of S. Armisén who told me that they thought of me to carry out a trip to Hong Kong (about 15 days, ha, ha) to find out what there was any truth to the complaints of the Telephone Company of this city on the quality of the phones received. The idea was that it finds "in situ" the problem and then mounted a mini fit repair damaged. According

I was informed, before beginning the trip, there were two main problems: the dumb bells and rupture of the racks of the fittest. The timbres of no surprise since we picked Factory and had experience in this area: the metal particles inside the device caused when handling the inserts of the racks, plus sometimes came built-in transport boxes stamps were introduced into the air gaps in them, leaving them completely silent. However, the latest was the problem of breakage of the frame. Until then there had been a complaint in this regard.

According to reports from HK, the frame started the back of it, just entered the area where extension cords and microteléfono.Pero before explaining why this happened, I will tell you how was the beginning of the tour.

After a long journey of several hours, with stops in Madrid, Rome, Bombay and Bankog, passed over Vietnam (in absolute silence from the passage, until they told us we were out of the airspace) and we finally to Hong Kong. That day was a feast (do not know why) with great color and sound of fireworks. Due to time changes and long distance was very tired, so I decided to get involved directly in the hotel bed Ambassador, located on Nathan Road in Kowloon Peninsula. He had not slept for one hour when a horrible noise, like it was a bomb, I stood up in bed with the creeps and a significant tachycardia. It was a powerful firecracker placed a few feet from the window of my room. Wonderful welcome! It was only overcome when the time, to leave the hotel for a walk, I was about to be hit by a taxi while trying to cross the street (drive on the left!).

The next morning I phoned Mr.Wethey president Transelectronic, which was the ITT factory where Cia. Hong Kong sent directly to phones defective repair. After many hesitations and interruptions could tell this gentleman that it was necessary to speak with a representative from the phone company and explain that CITES had sent a technician (me!) To repair them as soon as possible.

The interview the next day, with the representative was very unpleasant and why, for my poor English (he was always very bad), I do not hear half of what I said (just by the look on his face me realized that was not happy with the "toys telephones" as he called them).

Transelectronic were prepared in a plant where he had piled up, when I arrived, a considerable amount of mobile ("400?," 500?) who had to try to repair. Since then more kept coming.

Preparation for work
Because people that I would help repair were four Chinese girls, Mr.Wethey had the happy idea of \u200b\u200blooking at China University one of the few English who were then living in Cologne, spoke perfect Chinese and had some preparation.

It was an ex-seminarian, Daniel Cavero, who taught English and English at the University of china, because in HK had, at least then, two universities (the Chinese and English). This man came to Taiwan (Formosa) years ago and wrote about life and customs of the island to a English magazine, and wrote very well not Chiang Kai Shek was expelled and declared persona non grata. "

Arrives in Hong Kong and married a Chinese woman, Cecilia, which once had four daughters. This man treated me as a friend and was of invaluable help not only my work but during my stay in the city.

To facilitate my communication with operatives I compiled a list of all items, parts and phone components and tools that would use in repair. In a notebook, left, top to bottom appear the names in English, on the right, in another column, the translations in English, and ultimately to the right, the last column with the Chinese pronunciation of all words.

This was supplemented by a list in Chinese, pronounced in English, vulgar words and phrases in common use, such as greetings (good morning, good afternoon, evening, morning, etc.) And phrases common in everyday life.

This represented a huge help for me, because in daily contact with the operatives, one of whom spoke some English, I spoke to them with a mixture language English and Chinese (sorry have not recorded). For example, if I needed a screwdriver, he told the chieftains - Fung, (was his name), please, one "losipay." Losipay was how it sounded in Chinese the word for a screwdriver. Apart from this

always carried with me a small English-English dictionary.

Once we went to the restaurant for lunch, I left forgotten in the workshop and before entering the car Mr.Wethey told that he had left and needed to bring it up because it was very useful for me to I replied, "it is not Useful, pero essential". (it was hot).

Así comenzó el trabajo
1º.- Procedimos a desmontar la montaña de teléfonos que había allí acumulados y ordenarlos en el suelo a fin poderlos contar con cierta facilidad.

2º.- A continuación fuí probándolos uno a uno, utilizando un pequeño dispositivo diseñado y montado en el Laboratorio de Pruebas de Vida (Control de Calidad.)Prácticamente todos tenían el bastidor roto y el timbre mudo.

3º.- Una vez reparado el apto. ,especialmente de fallos en el timbre por acumulación de virutas metálicas en los entrehierros, se le colocaba un bastidor nuevo y a continuación se enviaba a HK Telephone Co.

Respecto a breaks the racks, most of them, as I wrote at the beginning, had a thin line of a substance such as a sweat, that was where they opened later. This problem was due to the so-called "plasticizer migration." For those who do not know, a plasticizer is a substance that is incorporated into the plastic, increasing its flexibility, manageability and elasticity, reducing the strength and rigidity. Plasticizers are essential and major products in the finished product, which has led from the beginning its use has been monitored and controlled. Plasticizers are substances added in the manufacturing of PVC compound to impart softness and flexibility. Because of its performance and low cost, plasticizers create products for consumers and industry that are versatile, durable and affordable. About 93% of plasticizers are phthalates, being approximately 7% for esters or polyesters based on adipate, phosphoric acid, sebacic acid, etc., PVC (used in the manufacture of pasachasis on extension cords and handsets) is in a long chain of high molecular weight polymers. Plasticizers such as phthalates, are liquid. Processing conditions - involving heat and sometimes pressure-make polymers and liquids meet. In the new state, the liquid acts as an internal lubricant and allows the polymer chains are moved towards each other, providing flexibility. So this material can be molded or shaped in a variety of useful products.

However, rupture of the racks, because the "migration" apparently came from two sources. On the one hand contact pasachasis (grommet) to the frame, combined heat and humendad in Hong Kong and mechanical pressure, in some cases, had in these areas, caused this "migration", causing the rupture of the plastic Frame (ABS). But there were also other possible cause, which was discovered in the laboratories of STL (London) and was the production of certain vapors produced inside the plastic bags covering handsets.

I did some tests with racks Malaga newcomers, introducing them in closed bags. After a few days some cracks had racks. Following the report of STL bags that wrapped the fittest. and racks came with holes drilled to facilitate the evacuation of those vapors.

That was my life any day
The Ambassador Hotel, where I spent two or three days, I went to the Hotel Fortuna, in the same street than the first, but cheaper because Mr.Wethey thought that, given the time it was supposed to be in Hong Kong, the first bill may be too high. As I stated at the beginning, came to this city in mid-August and returned to Manchester in mid-December. On 16 January 1967 my third child was born. (The youngest is now, April 2008 - 41 years).

Early in the morning, after breakfast at the hotel, sometimes coming to get me in a car of ITT, and others went by taxi to the factory Transelectronic, who was also on the Kowloon peninsula, but something more interior.

The work was interrupted between 11 am and 12 noon, when he had lunch in the same factory the four Chinese who worked with me and other workers who were in the factory. Indeed the only thing that I learned of the workshop was an assembly line of a small television made there, which will put a plastic housing with the legend: "Made in USA" (and write the story.)

At the time I took the opportunity to take some juice and candy. The girls came back soon and often brought inside a plastic bag which is used to wrap the handset, a few roasted cockroaches as a dessert. When the first day gave me the of laugh on seeing the face of disgust when I saw that I put.

Soon, about 13 hours, I picked Mr.Wethey, Mr. Guiford (control) and a queue with a beautiful Chinese and Chinese when asked if he replied with some anger that no, it was American. I think it was a chieftain of the workshop.

The company car we went to the airport restaurant was the only decent that was near the factory. I still remember the face "joke" that got the waiters one day to see meatloaf was a beautiful shot towards the door driven by the pressure of my sticks.

Later we returned to the factory where it remained until around 4 or 5 in the afternoon.

From that moment on it was mine. Apart from numerous trips to visit the city, a quite peaceful and pleasant, going to the movies quite often, looking for the Chinese-language films with English subtitles, was the only way to learn! As is sometimes the last session was noted that at the end of the film and the lights switched out on the screen a photograph of his Gracious Majesty the Queen accompanied by the "God save the Queen", of course, the few Englishmen who were in the room at that time remained attention as the music played: Chinese beeping out without the slightest attention. Epilogue


During the four month period of my stay there I had the opportunity to make several visits to both the Kowloon peninsula, as in Victoria Island, the main center of government and commercial and tourist center. In most of these outputs used to accompany Daniel Cavero, thanks to which I know quite interesting sites.

When I came here one of the things that surprised me was seeing the typical English double-decker bus to San Miguel Beer advertising. I initially thought it was a product English exports. Later I learned that in 1890 the English Enrique Barreto opened in Manila, in the district of the capital which bears the name of San Miguel, San Miguel Brewery, the first factory of its kind in Southeast Asia. Born in Spain in 1946 another brewery under the name of La Segarra. Seven years later, Andres Soriano, president of San Miguel Philippines reached an agreement with The Segal for it to continue producing its beer under the name of San Miguel, and so born San Miguel Brewery and Malta, SA Conclusion: that Chinese and drank heavily before us Philippine San Miguel beer.

Soon to be here was the general director D. Mira Mariano Gomez, who along with Lorenzo Martinez came to be interested in the progress of the repair of equipment.

One thing I missed was the peaceful invasion of the colony by the Red Guards of the Cultural Revolution (Mao Tun September), who entered Hong Kong in January 1967.

At end I note that this trip, the first thing he did out of Spain, was a very rewarding experience, despite the enormous task that lay ahead and worry of not knowing exactly when he would return home, waiting the arrival of my last child.

Rafael Serrano Calvo

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CARRIER

Although some time ago, I terminated my active participation in these pages, I have been visiting the blog. With this, I have enriched my knowledge with many aspects, technical and financial aspects of CITES, of which you wrote that you could do it.
My memory of the factory, was exhausted with my contribution, but yours, have served to expand, with stories and anecdotes, he did not remember or simply ignored. At the same time, I know better now, people who, here, have written and whose identity, I discovered, in some cases, through the acronym, with those listed.
I did not think they show up for this blog, but in the anecdotes, I could not find anything that happened in the assembly workshop and possibly justify the strange title of this post and my need to tell the tale: While
I could not specify the year, I refer to the date of the progressive assembly lines, which were supplied and evacuated through the two transporters (yellow and red), which provides material handling.
In one of them carried their trays full of subaparatos, hung the thin wire, finished in ferrules, ring and disk, and one of the lower reaches, one got tangled in the hair of one of the waiters dragging the rest of the hair, which really was a toupee, "for, having caught his prey, continue its flight to the heights and leave, the waiter, with the ideas exposed. Perhaps nobody would have noticed the fact, were it not for the race and jumps, with whom, the victim, sought to recover the lost hair and, finally, did not get.
And, although I'm sure a subsequent recovery of hair attachment, also, since then, never again wear.

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wireless phones.

Cites cordless phones.

In the very interesting article by Ángel López Esteve are mentioned wireless. I think your story is funny and I'll try to tell you what I know about them.
the late 70s and early `80 began to be used wireless handsets in the U.S.. At first using the frequency of 27 MHz, ie the so-called CB. There were 10 channels, which were often occur interference between appliances. There were also lots of background noise and the sound quality was not good. Nevertheless, these devices giving users the advantage of mobility and then sold in large quantities. Given the situation the FCC (Federal Communications Committee) by 1986, adding the frequencies of 47-49 MHz
In Spain were not legal, but all English who traveled to the United States was brought in a suitcase. Also sold in the Canary Islands, Ceuta and Melilla. With the 47-49 MHz frequency occurred in some English cities (Madrid, for example) the status of the first channel of TVE aired in this range, so what was said in one of those phones could be heard in televisions around the block. Telefonica decided not to legalize, publishing a specification appropriate to the situation of the frequency spectrum in Spain.
Finally in November 1987 on the occasion of the exhibition SIMO, decided and asked CITES to offer them one, but without giving a specification .. Our Director General, Francisco Gil Burgos asked me, as Director of Marketing in charge of me find the right product or technology.
soon discovered that, at that time, in any company manufacturing wireless Alcatel group, so we did not have the necessary technology, so I had to look outside the group. Burgos Gil wanted me to go immediately to Japan to seek potential suppliers. I convinced him that the first thing was to find alternatives, not only in Japan but also in Taiwan, Korea and Hong Kong. So I contacted the president of Alcatel STI in Tokyo, Keijiro Sato, whom he knew from the time Gondolas of our exports to Japan. Naturally the first thing I asked was necessary wireless specification. Telefónica Engineering visited without success. All they said is they wanted a wireless in a certain frequency (47-49 MHz) and quantity of 30,000 annually. Meanwhile
time passed and when he finally was able to visit companies realize that was the end of January 1988. Burgos Gil decided that we were the Director of Development Engineering (Carlos Fernández Parra) and me. The countries visited were: Hong Kong, Taiwan, South Korea and Japan, and the number of companies about 23. Since I already had experience in the Far East carefully prepare the visits. The first was a presentation with slides, where we said who we were starting to present a map of Europe which indicated the situation in Spain and Malaga. In some company when we said that our order of 30,000 phones would laughed in our faces, as they were making more than three million a year for Sony. Others proved that in Manchester called "chambaíllo" very low quality levels. Moreover, the absence of a specification gave the impression of lack of seriousness on our part. Finally only three companies, one of Taiwan (SAMP), one of Korea and a Japan met the acceptable quality standards and lent themselves to provide us with the product and technology. But in terms of delivery (Telefonica wanted to deliver in four months) SAMPO just could accomplish something similar to the client's wishes. SAMPO started negotiations with two or three months later. Were harsh, starting because the Director General of SAMPO with which we negotiated, I hardly spoke English and always thought that we were cheating, the Director of Marketing he shifted and we found one that did not know the background, etc. .. We started meetings to 8h30m, and we had about nine o'clock at night, eating in the meeting room fried chicken from a nearby Kentucky Fried Chicken, and drinking lots of tea. The negotiating team consisted of Fernando Garcia Manso, José Luis Casado and me. In recent meetings, we joined the Legal Department attorney SESA .. During the meetings
happened to us many anecdotes. I think one worth telling because it illustrates about the environment in the negotiations. Many of you will remember to Costard Cheng. For the benefit of those who knew him say that Taiwan is a Chinese, English nationality, which is dedicated to the import-export business and therefore had little to do with CITES. When we went to Taipei was our "guardian angel." His family was of those who had moved to Taiwan when Chiang Kai Sek was defeated by Mao Tse Tung, his father and uncles Army general and commander-in-law.
As I mentioned above, the Director General of SAMPO was in an unfriendly, but nevertheless, when he arrived on a Saturday, which also had meeting at the end of the day we asked if we had plans for Sunday. We answer would rest and be with our friends in Taipei. Costard and dined with us on Sunday suggested that we were to visit a palace near Chiang Kai Sek where he lived the last years and which has since been used only for meetings party, the Kuomintang, being rigorously closed to the public. On Sunday morning we picked Costard in the hotel and took us first to a barracks, where we escorted by two motorcyclists to go to the palace.
When Monday arrived at the meeting, the Director General of SAMPO asked us if we were bored a lot on Sunday. The answer that we had visited the palace (do not remember the name), said: "Ah! Have you seen it from the opposite hill? ". "No, we've been inside because we have friends in the army." Froze. And since then changed its attitude towards us.
In order to go to market as soon as possible, we agreed to use at first produced a model that SAMPO, while designing a new exclusive model for CITES. But that is another story.

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CITES numbers, accounting, finance.

Some comrades have left on this site written his experiences in CITES. Animated by Rafael Chute, I also had the audacity to take a tour of my thirty-five years of work in the factory that are reflected in the attached file (link below).

From the perspective of someone special who has always developed his work in the area of \u200b\u200bfinances of the company, I tried to tell as we have been conditioned life in the professional, the many changes occurring all over such a long period.

who finds it interesting or enjoyable, thanks for making it to the end, who gets bored reading I suggest you leave early.

Numbers, Accounting, Finance

Ángel López Esteve

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BUILDING A WINNING TEAM (3 ª part)

You know you do a good job of selection when the feeling of the group, team morale is above the individual claims, the work is enthusiastically by all.

After the construction of equipment is the stage where we implement the methods and strategies used to achieve the objectives. Throughout this phase as the season progresses or the period of preparation are emerging problems, points of disagreement, etc.. It is important from the beginning is cut and solving the problems will not be keeping the feeling of the players, assistants or the coach himself. These sessions should work practices be thorough, the player must not hold anything inside. They do not like to train, they want to play, compete against rivals, but training is needed and this must make him see. When they understand we are helping to build a winning team.

parties arrive and when things are adjusting to the preconceived plan no problem, but when the results are not expected, when the player is that you miss all the balls you want, when believed to play fewer minutes of you deserve when you score 30 points in every game ... there is a problem, have not been properly taken roles within the team, no team spirit. This is the big problem We face many times during each season. The first day we talk to the player and explain our position and that he is at the mercy of the group, if you're looking to improve their contract numbers, that's not your computer. If a second day when we have to talk to him about the same, is that we do not express well or did not understand. And the third? If we are patient and endure to the third, we show you the door.

Then build a winning team is based on 7 basic rules:

• Common Goal Everyone within the team: players, coaches, managers, resource base, must be mindful that they must go in the same direction.
• Commitment. Players must have a clear understanding that their decisions, their attitude and actions have an impact on team dynamics.
• clear communication. All members have to communicate in a clear, honest and friendly team.
• complementary roles. A team consists of a combination of individuals and we take pride in having skilled players in scoring, defense. The conjunction and assume the roles of each within the team is key to success.
• Constructive conflict. Conflict going to be over the season, making them a constructive within the group promotes team cohesion.
• Cohesion. Players must be respected, to be able to get along because there are many hours they spend together, doing a job that some depend on others, basketball is a team game, a player can not go by.
• credibility of the coach. The team has a leader, coach, he decides, the players and the rest of the coaching staff what he decides to run. It is therefore important that all believe in him. He must be the example, it should be the most work.

Finally, we must be consistent, we should aim at most but not utopian, alone will not win championships. Winning championships requires several factors: having the goal posts needed, have a good dynamic, wanting to win and have a bit of luck. (We can not disregard this. Train reduce its incidence, but nothing can eliminate it entirely.)

Every day is important not to waste it.

Today + today + today + today = success.

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build a winning team (2 nd part)

A second factor for choosing players must be the desire to win. The desire to win is very similar to the competitive spirit. It is important, from my point of view, having players mentally very strong, large competitors who are not afraid to victory or defeat. These are players highly rated by the players (teammates and rivals) and coaches. Do not talk about the player who is launching the winning shot in the final match, no. I refer to the competitive player who does not surrender, any game that gives the most win or lose, you play to win, who comes face to face adversity.

Now the question that we will all be How to identify these players? Each coach is required to sign reports or select their players, and has its methods for competitive athletes and players, but the player's character eventually come to light and he has not established that spirit in their behavior inherently not is despite the defeats or victories. The real competitive player is not accepting less than victory, which does not conform to score 25 of 26 free throws attempted, the half-hour before arriving train, which is to shoot when others go to shower, studying your opponent, you take each year as a challenge, which helps its partners, which motivates the rest and often spreads to own coach, who wants to play against the best, it wants to defend the star, the team looks for success before personal glory ... on this player or players if we're lucky, it's about you have to start building equipment. It is our job to explain why we must win, they already know, they must be helped to achieve, not motivate them, for themselves know that, by themselves are motivated.
players at your side with differential characteristics and with their own ideas about the game, with its own personality. When choosing the players must study all the players well.
At this time the coach explains his philosophy basketball, sets standards of living, is assigning roles and creating strategies to the characteristics of those same players to interact with the rest of the league, will determine the objectives and designing methods to achieve them, etc. Introduce a member whose personality away from the idea of \u200b\u200ba group, a player with bad attitude, is very dangerous and threatens the team dynamics.

Zeljko Obradovic before moving to Spanoulis and a reporter asked about it saying that if he thought what he was going to mean that the Panathinaikos to sign a player with such a bad reputation as bad press, said: "Give me the best players that I will share in the victories . " Gotta make a player with a view closer to himself than to the group, a team player and just got it for the competitive spirit of the players, including Spanoulis, who was in principle but not in the same direction as the rest was dragged into the team philosophy.

This what I mean is that one of the highlights of a basketball player is to have this competitive spirit with him, will improve technically, tactically, physically, the better its contribution to the team, improve your attitude co and rivals, will improve at work and become a major component capable of assuming the role that touch play.

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build a winning team (1 ª part)

Obviously this post is not geared to basketball training, or at least it is not intended, among other things because we often have no choice, we have no possibility of making transfers and of course because the objective single primary victory should not be.

Building a winning team is a task that begins long before the first practice or first game. For the coach continued relationship with the technical secretary of the design work of a team starts just as ends last season and sometimes much earlier. The template design requires planning and within it an important part is the management of human resources which will be counted. Obviously a very important part is the selection of players, but so is that of the assistants.
A coach (coach speak in conjunction with policy and technical secretary or team manager) must choose players with various features. In first place with a great potential technical, tactical and physical, and when we talk about potential, I mean that it meets the demand that the coach is, we must choose players that fit the best we can with our philosophy, That does not mean that it is unchanged at 100%. The coach has some ideas and evolve them but should not vary in substance, the coach should have clear ideas can not keep changing the philosophy of play that this is something more widespread that the strategy adaptable to every practice, game, team or specific player.

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DATING BASKETBALL (4 ª part)

• Basketball is a game of rhythm changes. Lolo Sainz . The Basketball
  there are only two possibilities: sprint or stop. Bozidar Maljkovic .
• The art of passing is probably the least popular among the qualities of a player but is most precious to me, a good passer is as important as a good scorer and a good pass is synonymous with field goal. Bozidar Maljkovic .
• A foul is: Any contact you make with a player from another team and the referee blows the whistle. And any action of yours that seem to contact a player from another team and the referee blows the silbato.Sin comments. JGA . Losing
• balls is the prelude to lose games. Antonio Diaz Miguel .
• No wind for he who does not know where he goes. Seneca .
• All coaches are creative, but if you have a good database going anywhere. Gustavo Aranzana .
• Alternates are usually the first shower. Huyen, do not want to share and wish to be noticed annoyance. Actually the problem admits only two answers: either fight or not fight, but sometimes the aggressive player puts in the wrong place ... Syndrome is an alternate ... but produces frequent disagreements between coaches and players ... I understood long ago that the explanations are useless because the player wants to play, not knowing the reason does not play. It even seems inclined to disbelieve the reasons, not always fair and sometimes we give pilgrim coaches. Show the disagreement is the aesthetics of a universal default, follow the decision is part of the professional dignity. Jorge Valdano .

Drawn from web JGBasket

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HOOPS KINGS

HOOPS KINGS is an American online store, the most complete I've visited. In it you can buy all sorts of materials, from slate, rubber bands, glasses, various training materials, books and DVDs.

Between what struck me most is this kind of prosthesis for the fingers that supposedly serves the learning and development the mechanics of the shot, to get the players do not support the ball over the entire palm of the hand and another on the right points of the fingers. The product price is $ 10.99, that the change is more than 7 €.

These are some special shoes with extra cushioning spring base used to make vertical jump and run faster. The price of this gadget is not very good if you get the expected results of $ 129.95, about 83 €.

But certainly what I liked most was the large catalog of books and DVDs offensive and defensive strategies, exercises, or more specific aspects or roles of the game.

This is the link: http://www.hoopsking.com/

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DAY OF COEXISTENCE OF CB ALMEDRALEJO

This afternoon we spent a wonderful day spent in his Almedralejo Pavilion Sports Centre. The idea was carried out by two players from the EBA League team: Fran Sánchez and Fernando Gonzalez, who are also coaches the minis and the Child "B".

We met almost all the coaches of the Club, with most of the players from the quarry and a good representation of the first team and two managers. But this afternoon in addition to being for players wanted the parents of younger participate and the truth is that the response has been very good on their part.

It was an evening where he has practiced basketball with various games and competitions always with a playful tone dialing. The games have been a 3x3 with various categories (minibasket, infant and junior cadet), a circuit for cadets and children's ability, a Two Ball competition between parents and children has been the most expectation has arisen, the competition of triples and one of mates with minibasket baskets. Finally, the culmination of what has become a party between coaches and players on one side and (EBA and a representative from each team) on the other. What

who has won?. This afternoon he won the Almendralejo Basketball Club has brought together almost all the members who compose it. Finally we have made and present awards to all participants. So, I think we have go all with a good taste to the mini-vacation and return with renewed energy to the end of the season.

to see if this initiative is continuing and is becoming one more act in our season. Congratulations on your idea and the organization has been superb.

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BACK TO THE PAST : STUDENTS

STUDENTS: 60 YEARS OF HISTORY.

hard moments are living in Madrid now, but I can not resist putting this video of a club which to me is a tremendous value and a large percentage of fault that basketball is what it is today in Spain. I was fortunate to experience first-hand how people live in family student, I was lucky to breathe the air of Ramiro de Maeztu and I assure you hope and desire that no one will win.

Cantera, many more foreign quarry balanced recipe that has allowed live 60 years and those that remain. I wish I never lost that spirit.