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Politics : Formerly About Advanced Micro Devices -- Ignore unavailable to you. Want to Upgrade?


To: tejek who wrote (666434)8/10/2012 12:49:22 AM
From: bentway  Read Replies (1) | Respond to of 1571973
 
Inside Dell's manufacturing mecca

By Michael Kanellos
news.cnet.com
( That's right, Dells are built in AMERICA by AMERICANS. - Remember that for your next PC purchase! )
Staff Writer, CNET News

ROUND ROCK, Texas--Two thousand, three hundred fifty.
That's the number of desktops Dell was trying to produce per hour in the Mort Topfer Manufacturing Center here earlier this month. Put another way, that's roughly 1 PC every 1.5 seconds, 40 a minute, or 23,500 per shift.

The company was initially vague about output figures, but they were written on a whiteboard at the entry to the factory floor. "I was hoping you wouldn't see that," laughed Steve Lawton, one of the engineers who helped design the facility and part-time tour guide.
For manufacturing and logistics fanatics (and really, who isn't one?) a tour of the Topfer facility is sort of like visiting Stonehenge or the Flatiron Building. Here is where direct fulfillment, just-in-time production, took flight. It's like safety goggle heaven.
The 300,000-square-foot facility begins to buzz around 8 a.m. and churns solid for a 10-hour shift (12 hours on Friday, Saturday and Sunday). On the ground level, a line of component specialists fill plastic bins with parts--hard drives, processors, memory-- to assemble a PC that has already been ordered.
When filled, the bin then gets shuttled upward by a cage elevator to a web of conveyor belts circulating about 15 feet above the floor. When it hits its destination, another elevator scoots the parts bin down to a cell of PC assemblers.
Although the parts are stuffed into bins in an assembly line fashion, PCs get completed by an individual. "The highest paid employees are the PC assemblers," Lawton said. Nonunion employees here start with a salary of about $12 an hour and participate in profit-sharing plans.
Three to five minutes later, PC assembly is complete. The computer returns to the freeway interchange of conveyor belts, where it will next visit an army of barcode scanner-wielding employees who double-check and pack every order and then send it off to logistics and shipping.
From when the parts come into the facility to when a shipping company takes away the box, it's a four- to six-hour process, Lawton estimated.
And everywhere, there are subtle reminders of the tension between management and labor. Company posters exhort employees to follow the five lessons: "Pick, Pack, Press, Place and Press" and "Sort, Set, Shine, Standardize and Sustain." Meanwhile, the 1,600 employees buck cheerleading with "Smile, Surprise Someone" and tie-dye T-shirts. Safety regulations--such as the "Weapons are Not Permitted on Dell Property" sign on the front door--are everywhere.
Technically, the Topfer facility isn't where the Dell story started. It only opened four years ago, replacing another facility here that Dell outgrew. The old factory is now an empty shell across town, Lawton said.
Still, the facility is a physical embodiment of the ideas animating the company and why Dell consistently grows far faster than its competitors.
One of the first things that sticks out is that these guys love numbers. Everything at Dell gets honed by mathematics.
The company, for instance, recently redesigned the build table--where PCs get assembled--for greater efficiency. Among the improvements, the new table shaves 20 seconds off the build time, reduces long reaches by 50 percent, and lessens turns (as in an employee turning his or her torso to get a part) by 80 percent, Lawton said. Overall, this should improve costs and cut down on injuries.
The factory schedule also has been tweaked through data feedback. One group of employees works four 10-hour days. The weekend shift works three 12-hour shifts, but gets paid for the full 40 hours. The company finds it more efficient than the traditional five-day schedule. Other fast facts from the factory tour: half the orders come in from the Web site, which is posted in 80 countries and published in 27 dialects.
The numerical obsession comes down from the top. Unlike some other PC companies, many of the executives didn't come out of the engineering or sales departments. Instead, they came from outside consulting firms. CEO Kevin Rollins hails from Bain & Co., as did Paul Bell and John Hamlin, the chief operatives, respectively, for Europe and U.S. consumer business. Chief Marketing Officer Mike George came from McKinsey & Co.
Compared with competitors, Dell probably has a "disproportionate" number of former consultants, said Stephen Meyer, vice president of marketing for services and another McKinsey alumnus.
Granted, consultants aren't known for their originality--usually it's the opposite--but they certainly know how to drive down costs.
Second, the direct sales model does come with strong, inherent advantages. In a dark office on the second floor of the factory, a team of people assemble a list of components Dell will need for the next two hours of manufacturing, based on incoming orders. The warehouse has one hour and 45 minutes to complete the shopping list and get it to the factory.
Contrary to popular opinion, Dell does not take possession of components when the boxes get put on a forklift in the warehouse. Instead, the components remain the property of the supplier until the forklift crosses a white painted line at the entrance to the manufacturing site. This little meridian eliminates the inventory costs that have plagued others.
"We don't bring in any material to the factory until it has been ordered by the customer," Lawton said. Control over manufacturing also makes recalls cheaper and lets Dell run product specials on the Web site on some products if other similar items suddenly begin to run short at the warehouse.
A number of Asian companies have rediscovered manufacturing lately too. Samsung asserts that component manufacturing has been one of the keys to its success. "In Japan, companies are coming back to manufacturing. Now they recognize how important it is to make things," Akira Yamanaka, corporate vice president of Fujitsu's server group, said in a recent interview.
With Dell announcing another factory in North Carolina soon--and every other U.S. PC maker going the other way--the people in Round Rock will have bigger numbers to play with.



To: tejek who wrote (666434)8/10/2012 2:16:40 AM
From: i-node  Read Replies (1) | Respond to of 1571973
 
>> I bought Dell.............it builds its PCs in Austin........I think Round Rock, TX.

Dell has been a huge outsourcer over the years -- and had their outsourced call centers in India not been such a horrible failure in terms of customer service they wouldn't have any Americans doing it all today.

Building PCs in the US makes financial sense for them and that's why they do it. They have a long history of laying off American workers while ramping up Asia-Pacific jobs, etc.

Not that I have a problem with that. Businesses can and should do what is financially best for them.



To: tejek who wrote (666434)8/10/2012 10:52:27 AM
From: tonto  Read Replies (2) | Respond to of 1571973
 
Michael Dell: The Making of an American Oligarch
How a homegrown geek outsourced, downsized, and tax-breaked his way to the top.
—By Josh Harkinson | March/April 2011 Issue
73

Illustrations by Jason Schneider
Read also: Kevin Drum on the decline of Big Labor, the rise of Big Business, and why the Obama era fizzled so soon.

Before he became the 15th-richest American, Michael Dell was hailed as a corporate wunderkind. His eponymous computer company's "dazzlingly efficient" factory in Austin, Texas, "may be the best hope of keeping blue-collar jobs in the United States," proclaimed the New York Times in 2004. Recently, Dell Inc. has been better known for gobbling up federal contracts and pulling financial shenanigans to line its executives' pockets—all while exploiting tax loopholes, outsourcing production, and laying off American workers.

1984

19-year-old Michael Dell builds and sells computers from his University of Texas-Austin dorm room. He drops out, and by 1987 Dell Computer's sales hit $60 million.

1992

At 27, Dell becomes the youngest CEO to ever make the Fortune 500.

1993

Dell Inc. builds its HQ in an Austin suburb, lured by sales-tax rebates, property-tax cuts, and $50 million in tax-free financing. Austin's mayor calls Dell, known for his "made in the USA" computers, "a model corporate citizen."

1997

Dell and his wife, Susan, build a $30 million, 33,000- square-foot granite and stainless-steel mansion with 8 bedrooms, a gym, an indoor pool, and (reportedly) 21 bathrooms. Dubbed "the castle" for its elaborate security, it's appraised at $22 million; the Dells argue it's worth only $6.5 million, and the county eventually settles at $12 million.

Feds fine (PDF) Dell Inc. $50,000 for selling computers in Iran in violation of sanctions.

1998

Michael Dell forms a private-equity firm, MSD Capital, to manage his family's money. Today, their $12 billion in assets include a $100 million collection of Magnum photos; Dollar Rent-a-Car; real estate in Hawaii, Mexico, and California; and the companies that run Applebee's, IHOP, and Domino's.

Dell Inc. opens a production and sales center in China, overseen by a subsidiary. By 2010, it has subsidiaries in 77 countries, including holding companies in tax shelters such as Bermuda and the Caymans that allow it to avoid at least $3.7 billion in US taxes. In 2010, it paid an effective tax rate of 7.5% on its foreign income.

1999

Dell Inc. gets an estimated $200 million in city and state incentives to build a factory in Nashville, Tenn. Three years later, half of the plant's jobs are relocated to a nearby town, where Dell gets $6 million in tax breaks.

George W. Bush names Michael Dell to head his campaign's information technology advisory council.

Dell Inc. becomes the country's top PC seller. Dell writes the bestselling Direct From Dell: Strategies That Revolutionized an Industry.

2000

Dell Inc.'s stock price hits all-time high.

The New York Times declares Michael Dell the richest Texan ever. (He's now No. 2.)

Dell buys two ranches outside Austin for an estimated $75 million. One gets its property taxes slashed 99.8% by claiming an agricultural exemption (proof: turkey feeders, birdhouses, and deer "habitat control"). Recently asked by Time about reducing his carbon footprint, Dell answered, "I'm sequestering way, way more than I'm using. I have a lot of land and a lot of trees."

Dell and his wife give $250,000 to the Republican National Committee.

2001

Susan Dell's personal fashion label, Phi, makes Jenna and Barbara Bush's inaugural gowns.

President Bush appoints Dell to his President's Council of Advisors on Science and Technology, which warns that outsourcing is destroying the US tech industry.

Dell builds a four-story villa on the exclusive Caribbean island of Anguilla.

2003

Dell Inc. replaces its call-center employees with part-time temps. Annual turnover soars to 300%.

The Michael and Susan Dell Foundation gives $250,000 to a charity run by then-House Majority Leader Tom DeLay (R-Texas), who's later convicted of illegally funneling corporate money to candidates.

The "Dell Dude" actor is busted for pot possession.

2004

Dell Inc. employs more workers overseas (23,800) than it does in the US (22,200).

After heavy lobbying by Dell Inc., Congress passes the American Jobs Creation Act, which lets US companies "repatriate" overseas profits at a one-time tax rate of 5.25%, rather than the normal 35%. The company brings home $4 billion.

2005

Michael and Susan Dell give $250,000 for President Bush's second inaugural celebration.

2006

President Bush: "It's tough in a time of war, when people see carnage on their Dell television screens."

Dell Inc. recalls 4.1 million fire-prone laptop batteries.

Dell Inc. discloses that it's been audited by the SEC, says it won't reveal details of any "misconduct," but revises four years' worth of financials.

Dell Inc. says it's doubling its factory and call-center staff in India to 20,000.

2007

Michael Dell returns as CEO after a three-year hiatus. Less than six months later, his compensation exceeds $153 million, making him the sixth-highest-paid CEO in the US. His benefits include more than $1 million for security, second only to Oracle's Larry Ellison.

By year's end, Dell Inc. announces 8,800 layoffs, about 10 percent of its global workforce.

Investors sue Dell Inc.'s executives, alleging inflated profits and billions in secret kickbacks from chip maker Intel. The company will settle for $40 million.

Customer service employees file a class-action lawsuit claiming that Dell Inc. routinely underpaid them. The case also is settled out of court.

New York Attorney General Andrew Cuomo sues Dell Inc. for luring customers into expensive finance plans. In 2009, Dell Inc. settles another case with 34 state AGs and agrees to reform its marketing and financing practices.

2008

Dell Inc. announces $3 billion in cuts, including the closure of an Austin plant, eliminating 900 jobs. It imposes a hiring freeze, offers buyouts, and asks workers to take unpaid days off.

Four former middle managers file (PDF) a sex- and age-discrimination suit. None of Dell Inc.'s 14 top executives are women.

2009

Dell Inc.'s quarterly profits fall by nearly half; its shares have lost 80% of their value since 2004. The company announces another $1 billion in cuts.

Opposition by Michael Dell helps defeat a proposal that would require federal stimulus money to be spent on American-made goods. Dell Inc., the 43rd-largest federal contractor, now makes most of its computers abroad.

Lebanon, Tenn., threatens to sue Dell Inc. for eliminating 700 of the 1,000 jobs it had offered as part of a tax deal. Dell Inc. then shutters its last large US factory, in North Carolina, and sends its 900 jobs abroad.

Michael Dell's MSD Capital and other investors buy the remains of the failed IndyMac Bank from the FDIC, putting up $1.3 billion for a $158 billion mortgage-servicing portfolio. The FDIC, which expects to lose up to $9.4 billion on the deal, promises to reimburse the investors for their potential losses. By year's end, the new bank has made $700 million in profits and a New York judge excoriates its "harsh, repugnant, shocking, and repulsive" practices.

Susan Dell closes Phi, citing the poor market for items such as $1,495 suede harem shorts.

Michael Dell's net worth hits $14.5 billion. He bills his company $4 million for using his private jet, reportedly the priciest flying habit of any public company's CEO.

2010

Since 2008, Dell Inc. has cut 7,300 jobs in the US while creating 4,300 jobs overseas.

Dell Inc. announces a "flagship" factory and customer center in China that will employ 3,000. It plans to spend $100 billion in China over the next decade. Foxconn, the Taiwanese company that makes many Dell PCs, erects suicide nets around its dorms' roofs after 12 workers jump to their deaths.

White House seeks to end a tax loophole that has let Dell Inc. save $546 million in three years by transferring patents and other properties to foreign subsidiaries. According to Bloomberg Businessweek, Dell lobbyists targeted the plan; the company denies it.

Dell Inc. discloses (PDF) that it's received nearly $1 billion in "tax holidays" from governments around the world in the past three years.

Dell Inc. and Michael Dell agree to pay $100 million and $4 million, respectively, to settle SEC charges they improperly hid $6 billion in payments from Intel.

Michael Dell gives $2,000 to Senate Republican Leader Mitch McConnell (Ky.), bringing his family's total federal campaign contributions to more than $920,000—99% of which went to Republicans and GOP-leaning groups.

By the end of 2010, Dell Inc. shares have gained nearly 80% from February 2009's low. Michael Dell tells Reuters that one of his biggest problems is finding skilled American workers: "I want to put a massive 'we're hiring' sign out."

Illustrations: Jason Schneider.

73

Reporter
Josh Harkinson is a staff reporter at Mother Jones. For more of his stories, click here. Email him with tips at jharkinson (at) motherjones (dot) com. To follow him on Twitter, click here. RSS | TWITTER