Sublime

principle. The minimum size for a product team is usually two engineers and a product manager, and if the team is responsible for user‐facing technology, then a product designer is needed, too.

First, break the plane’s design into essential units and make a separate production layout for each unit. Next, build as many units as are required, then deliver each unit in its proper sequence to the assembly line to make one whole unit—a finished plane.

The dilemma is a cruel one. For efficiency and conceptual integrity, one prefers a few good minds doing design and construction. Yet for large systems one wants a way to bring considerable manpower to bear, so that the product can make a timely appearance. How can these two needs be reconciled? Mills's Proposal A proposal by Harlan Mills offers a f

It appeared clear that one basic mistake was a divided responsibility. The Executive Committee, the operating divisions, and the Research Corporation, all with different viewpoints both within themselves and with each other, were trying to do an administrative job. It was clear that we now must get back to sound principles, concentrate the responsi

We centralized all our machines and tape library and set up a professional and experienced machine-room team to run them. To maximize scarce S/360 time, we ran all debugging runs in batch on whichever system was free and appropriate. We tried for four shots per day (two-and-one-half-hour turnaround) and demanded four-hour turnaround. An auxiliary 1

I see three simultaneous patterns in the way Mr. Durant set up General Motors. The first was variety in cars for a variety of tastes and economic levels in the market. That is evident in Buick, Olds, Oakland, Cadillac, and, later, Chevrolet. The second pattern was diversification, calculated, it seems, to cover the many possibilities in the enginee