NBSIR 73-275

Report to AID on an N6S/AID

Workshop on Standardization and

Measurement Services in

Industrializing Economics

Michael B. McNeil

Office of International Relations

National Bureau of Standards

Washington, D. C. 20234

Held May 4 - 18, 1973

Prepared for Agency for International Development

Department of State Washington, D. C. 20523

NBSIR 73-275

REPORT TO AID ON AN NBS/AID

WORKSHOP ON STANDARDIZATION AND

MEASUREMENT SERVICES IN INDUSTRIALIZING ECONOMIES

Michael B. McNeil

Office of International Relations

National Bureau of Standards

Washington, D. C. 20234

Held May 4 - 18, 1973

The Workshop was conducted as a part of the program under the US/NBS/Agency for International Development PASA TA (CE) 5-71.

Prepared for Agency for International Development

Department of State Washington, D. C. 20523

U. S. DEPARTMENT OF COMMERCE, Frederick B. Dent, Secretary

NATIONAL BUREAU OF STANDARDS, Richard W. Roberts. Director

FOREWORD

The staff of the Office of International Relations of the

National Bureau of Standards desire to thank the Agency for

International Development for making this Workshop possible,

and to thank those persons at NBS and elsewhere who so freely

gave of their time and knowledge to made it a success.

i

TABLE OF CONTENTS

Page

Report on Workshop 1

Appendix I - Program of NBS/AID Workshop on Standardization

and Measurement Services in Industrializing

Economies . , 7

Appendix II - Opening Remarks - Dr. Jong Wan Choi .... 13

Appendix III - Opening Remarks - Mr. Phi Minh Tarn 17

Appendix IV - Opening Remarks - Ing. Hugo Velasquez ... 25

Appendix V - Opening Remarks - "The Problems of Standardisation and Measurement Services in Kenya"

Mr. F. B. Maiko 29

Appendix VI - On Some Statistical Aids Toward Economic

Production - Dr. W. Edwards Deming 33

Appendix VII - Suggestions for Future Workshops, Provided by

Participants 47

ii

Repo rt to A ID on the NBS /AI D Workshop on Standardization

and Measurement S ervices in Industrializing Economies

For several years, the U,S. Agencv for International Development

and the National Bureau of Standards have had a cooperative program

designed to facilitate the industrialization of various countries hv

helping them to develop a measurement and standards infrastructure.

On the part of AID, this is handled throviRh the Office of Science and

Technologv and. on the part of NBS, hv the Office of International

Relations

,

This program of cooperation contains several elements; two of

the most important are the measurement surveys and the workshops.

NBS, under AID sponsorship, acts to help industrializing countries

improve their standardization and measurements services hv making surveys

of their renuirements for such services in selected countries; these

surveys are generally carried out by a team of experts both from NRS

and from other industrializing countries which have overcome problems

similar to those believed to exist in the countrv surveyed. Also, NBS

'invites representatives of standardisation and measurement organisations

in industrializing countries to attend workshops held annually in the

NBS facilities at Gaithersburg , Maryland, in which these vi<5itors see what NBS does for the United States and now it intoracts with othtn'

:;;^overnmental a{;encies and v-rith various eleirients in the private sector.

This report covers the second of these workshops, the first, not

intended to be followed bv survevs of the J^artici patlng countries.

The other previous Workshop involved largely countries which either

had just been surveyed or were just about to be surveyed, wherpas

most of the countries involved in the Workshop describeri here do

not fall in these classes.

The Workshop was attended by the following persons from abroad:

Dr. Jon;*, Wan Choi

Adini ai strator

Industrial Advancement Administration

Seoul , Korea

Mr. Sal i^ew Chow

Standards Officer

Standards Institution of Malaysia

Kuala Lumpur, Malaysia
2

Mr. Emanuel Lartey

Director

Institute of Standards and Industrial Research

Accra, Ghana

Mr. Sang Sup Lee

Director

National Industrial Standard Testing Institute (NIRI)

Seoul , Korea

Mr. Francis Maiko

Superintendent, iJeights & Measures

' Ministry of Commerce

Nairobi, Kenva

Mr. Peixoto Nogueira

National Bureau of Weights & Measures (INPM) ^ Rio de Janeiro, brazil

Mr. H. Ohaya

Head, Engineering and Metrication Section

Nigerian Standards Organization

Federal Ministry of Industries

Lagos, Nigeria

Mr. Phi Minh Tarn Director

Vietnamese Institute of Standardization

' Saigon 0 South Viet-Nam

Mr. Newton Teixeira

Technical Assistant

Brazilian Association of Technical Standards (ABNT)

Rio de Janeiro, Brazil

Ing, Hugo Velasquez, Chief

Standards Department

General Directorate of Standards & Technology

La Paz, Bolivia

The program carried out is given in Appendix I.

A few special tours of NBS facilities were arranged by individual

requests. The program appeared somewhat crov/ded and some participants

suggested that more time for discussion would have been welcome.
3

The original aims of the Workshop were set out in NBS Report 10583

entitled "Utilization of the Industrial Technology Capability of the

National Bureau of Standards" from which the following paraphrase is

taken: "Although developing countries may differ significantly from

each other in their individual aspirations with respect to industrial

development, many of the problems they face in establishing an effective

infrastructure of measurement technology and standardization for

production and quality control are similar." As a result, standardization experts in most of these countries are interested in sharing

their experiences and in learning from each other. During this

Workshop, as during the previous similar Workshon, it soon became

« apparent that a source of maior benefit to many of the oarticipants

was the opportunity to interact with persons from other industrializing

countries having similar problems.

Four distinct aspects are of special interest to participants:

a. Maintenance of national standards of measurement

compatible with SI, and transference of these standards

to local institutions.

b. Field surveillance of weights and measures in the

market place.

c. Procedures for the development of standards, including

standards of safety, consumer protection, building

codes, etc., as well as compatibility standards for

such things as pipe threads.

d. Inspection and quality control of production (sampling,

tolerances, control charts).

Whereas the emphasis of the previous Workshop had been on the

prospective "Surveys" of standardization capabilities in the countries

involved, the countries represented this year are not ones which, in our view, are likely to be the subjects of such surveys in the

immediate future, and the emphasis this year was much more on the

communication to participants of useful information about NBS and

, related institutions.

The Workshop was successful in its objectives of acquainting

the participants not only with NBS and its functions and relations

with other government agencies, with the various private standards

institutions, with the universities, and with the business community,

but also with the complexities of voluntary and mandatory standards

in a highly industrialized economy and the possibilities for

international transfer of standards and measurement information.

The participants also came to know one another and many NBS staff

members on a personal basis.
4

After the Workshop was finished NBS solicited comments and

criticisms from the participants. From these comments three points

in particular emer?2;ed: first, that the Workshop was too structured

and that more time might have been allocated for incidental visits

to NBS laboratory facilities; second, that the schedule should have

allowed additional time for discussion; and third, that the field

visits to such institutions as the American National Standards

Institute and the Underwriters' Laboratories were extremely valuable

and deserved additional time. Several letters containing* detailed

appreciation and criticisms are reproduced in Appendix VII.

Each participant was asked to describe measurement and standards

activities in his own country. These were quite interesting and

provided some lively discussions, much of which centered about the

interplay between voluntary and compulsory standards. Mr. Chow

(Malaysia) made a number of interesting comments in this field,

drawing on the experiences of his institution.

One feature of the program was specially invited talks

(mostly after-dinner) by non-NBS speakers with specially relevant

experience. (See Appendix I for list of speakers and the titles of

their talks.) Mr. Rich^of the Navy Ship Research Center, gave a "case-method" analvsis of cooperative programs with Korea on maritime activities which was most instructive on the need to

consider the different ways in which nersons of different back-

<^rounds look at the same situation.

Dr. Waterston's talk on development planning emphasiTied the

need for realism and for basing any grand strategy on sound

tactics at the individual proiect ievel. .

Professor Rao explained India's science nlanning and its rather

special problems.

Dr. Demin;: spoke on statistics and outTlity control as applied

to industry (especially Japanese industry, with which he has been

closely connected) , and the importance of top-management awareness

of production-line problems and the need for quality control at

all levels. A version of his speech forms Appendix VI.

The NBS staff involved felt that the Workshop successfully met

its basic obiectives, and offered the follov/ing suggestions for

furtlier improvement:

1. The countries sending representatives should be limited to

two representatives apiece.

2, Each participant should clearly demonstrate that his

government or institution is making some meaningful
5

contribution (financial and technical) to his participation

at the Workshop. Governments that invest in an effort will

also expect fully meaningful results.

3. A briefing on U.S. Government structure and the functions

of HiiS should be sent to each man for his personal use before he comes.

4. Literature to accompany a presentation should be given to

the participants the day before the talk to which the handout

refers, so listeners have a chance to ask questions based upon

the literature as well as the verbal presentations.

5. The Workshop management including transportation and

accommodation arrangements of participants should be delegated

to special staff or contractors so that the MBS staff responsible for technical input, participant interactions, and

programming are not preoccupied with routine matters.

Appendix I

P rot; ram of NBS/AIU Workshop

on Standard isation and Measurement Services

in Industrial.i7,ing Economies

to be held at National Bureau of Standards

Gaithersburg , Maryland

Friday

May 4

Saturday

May 5

Sunday

May 6

4:00 p.m.

10:00 a.m.

12:00 Noon

1:00 p.m.

6:30 p.m.

Free

May 4 - 18, 19 73

Check-in, Holiday Inn, Gaithersburg

Visits to National Arboretum

Lunch, Cosmos Club

Visit to National Gallery

Welcoming Dinner (Host: H. S. Peiser)

Olnev Inn

All sessjLons for week^ May 7 - 11 to be held in Lecture Room B, NBS

Monday

Mav 7 9:00 a.m.

10:00 a.ni,

12:00 Noon

1:00 p.m.

1:30 p.m.

Plenary Session, all interested NBS staff

invited. Welcoming remarks by

Dr. Richard U. Roberts, Director

National Bureau of Standards

Opening remarks by visitors on problems in

their countries^

Lunch, Dining Room C

Speaker: Mr. J. Rabinow, Acting Chief,

Office of Invention and Innovation

Lecture by Mr. William F. . Andrus. Jr.,

Program Manager, Office of Engineering and

Information Processing Standards, on the NBS Standards Program

Lecture by Mr. Charles B. Phucas,

Special Assistant to the Program Manager,

on the U.S. Voluntary Standardization

System and the Role of NBS in that System
8

2:00 p.m. Lecture by Mr. Thomas M, Stabler,

Special Assistant for International

Programs, on the United States and

International Standards

2:30 p.m. Coffee Break

2:45 p.m. Lecture by Mr. William J. Slattery,

Chief, Standards Information Services,

on the Standards Information for Develoninj*

Countries

3:15 p.m. Lecture by Mr. Herbert A. Philo, Chief,

' Office of Enp;ineerintt Standards Services,

on the DOC - VPS Program

4:00 p.m. Lecture by Mr. T. R. Young, Certification

and resting Laboratory Proiect, on Accreditation of Testing Laboratories

Tuesday 9:00 a.m. Lecture bv Mr. R. A. Simmons, Staff Assistant

May 8 for International Computer Technology, on Computer Applications

11:00 a.m. Lecture bv Mr, J. Hilsonrath, Data

Systems Design, Office of Standard

Reference Data, on Data Processing

.J 12:00 Noon Lunch, Senior Lunch Club

J:00 p.m. Lecture by Dr. E. L, iira.lv. Associate

, Director for Information Programs, on . Information Programs

2:30 p.m. Lecture bv Mr. L. Santone, Dcputv Chief.

Technical Analvsis Division, on Technical

Decision Analvsis

Wednesday 9:00 a m, Mav 9

12:00 Noon

1:00 p.m.

Presentation by Mr. H. F. Wollin, Actinr

Chief, Office of Weights and Measures, on Weights and Measures Activities

Lunch, Dining Room C

Lectures and demonstrations by members of

Klectrlcity Division. Chief: Dr. C. H. Page

6:30 p.m. Dinner, Washingtonian Motel
9

8:30 p.m.

Thursday 9:00 a.m. May 10

10:00 a.m.

11:00 a.m.

12:30 p.m.

1:30 p.m.

7:00 n.m.

8:00 p.m.

Friday 9:00 a.m. May 11

10:00 a.m.

. 10: )0 a.m.

12:00 Moon

1:00 .m.

2:00 p.m.

2:50 p.m.

Talk by Dr. II. Rich, Fleet Liaison, Navy

Ships Research Development Center, on Technology Transfer in Korea under the Naval

Science Assistance Propram. To be held at NBS.

Lecture by Dr. J. Motz, Chief, Applied

Radiation Division, on Radiation Research

Lecture by Dr. li. II. Plumb, Chief, Temperature

Section, Heat Division, on Thermometry

Lecture by Dr. M. R. Meverson , Chief,

Product Evaluation Technology Division,

on Consumer Product Evaluation

Lunch, Senior Lunch Club

Lectures and demonstrations by members of

Optical Physics Division.

Chief: Dr. K. C. K.essler

Dinner, Csiko's Restaurant

Talk by Dr. Albert Waterston, Director,

Agricultural Sector Implementation Project,

Oovernnental Affairs Institute, on New

Perspectives on Development Planninr

Lecture bv Dr. R. M. Thomson, Senior Research

Scientist, Institute for Applied TechnoloRy

,

on Mechanical Integrity of Materials

Lectures by Mr. J. P. Call, Chief, Office

of Standard Reference Materials, and members

of his group, on Standard Reference /fatcrial":;

Cof fee

Lunch, Dining Room C

Lecture hv Dr. .1, R. Wachtman, Jr., Chief,

Inorganic Materials Division, on Inorganic

Materials Research

Lecture by Dr. R. K. Lby, Chief, Polymers

Division, on Polvmers Research

Coffee
10

Saturday

May 12

Sunday

May 13

Monday

May 14

3:00 p.m. Lecture by Dr. M, D. Scheer, Acting Cihicf,

Physical Chemistry Division, on Physical

Chemistry Research •

4:00 p.m. Lecture by Dr. S. Silverman, Associate Director

for Academic Liaison, on the Interaction of

the National Bureau of Standards with the

Academic Community

6: 30 p.m. Dinner

Free

Free

:hi 9:00 a.m. Introduction by Dr. James R. Wright,

Director, Center for Building Technology

9:30 a.m. Lecture bv Mr. Charles T. Mahaffey,

Buildini^ Standards Program Manager,

Office of Building Standards and Codes

Services, CBT , on Building Standards

and Codes

Tour of Plumbing Laboratory with

Dr. Jack E. Snell, Chief, Building

Service Systems Section, CBT

Tour of Environmental Laboratorv with

Dr. James L. Hill, Thermal Engineerinpr

Systems Section, CBT

Tour of Stri\ctures Laboratory with

Dr. Norman F. Somes, Chief, Structures

Section, CBT

Tour of Materials Laboratorv with

Dr. Geoffrey Frohnsdorff, Chief,

Materials and Composites Section, CRT

12:00 noon

1:00 p.m.

Lunch, Senior Lunch Club

Lecture by Professor C.N.R. Rao, Indian

Institute of Technology, Kanpur, on Science & Technolo-^y Plan for India
11

2:'^0 p.'Ti,

Monday

Mav 14

5:15 n . m

,

Night

Lecture by Dr. Edwards Deminp , Constiltant

In Statistical Studies, on Some Statistical

l.o^ic :.n the Management of '^ualitv and

Compe.f i t i ve Production, in Green Auditoriiim

NBS (Al] interested NBS personnel, invited)^

Depart r^ai thersbur^t accompanied bv

Dr. Michael R. McNeil, Assistant to the

Cliief, Office of International Relations

Kdison Hotel

22S West 47th Street

New York , New York

Tuesday 10:00 a.m. Visit to Electrical Testinfi Laboratory, Inc.

May 15 2 Last End Avenue

New York, New York 10021

2:00 p.m. Visit to American National Standards Institute

14 30 Broadway

New York, New York 1U018

Night Edison hotel

228 West Wth Street

New York, Noiv; York

V'/ednesday 1:00 p.m.

Mav 16

Visit tc L'nden^ri t Pi's' Laboratories , Inc.

1285 Walt Whitman Road

Melville. Long Island, New York 11746

Drive to Philadelphia, Penrsvlvania

Thursday

Mav 17

Friday

May 18

Night Penn Center Inn

20th and I'^larket Street

Philadelphia, Pennsylvania

9:30 a.m. Visit to American Societv for Testing and

Materials, I9H-' Race Street

Philadelphia, Pennsvlvania 19103

Afternoon Drive to Ca ithersburg , Maryland

Night Holiday Inn, Oai thersburp,

Presentat ion.c bv Members of the Marvland

Department of Agriculture, Division of

Inspection and Regulation, Office cf
12

Weights and Measures (Secretary Hance,

Mr. Thompson, Mr. De Grange):

8:30 a.m. Demonstrate Package Testing at NBS for

Visitors (Random Packages and Liquid

Packages)

9:45 a.m. Depart for Frederick with Visitors

10:30 a.m. Arrive at McCutcheon's Apple Products, Inc.

13 South Wisner Street

Frederick, Maryland

(Observe Test of Vehicle Scale)

11:15 a.m. Depart McCutcheon's

11:20 a.m. Arrive at C. 0. Meitzler, Inc.,

South Wisner Street

'

'

! Frederick, Maryland

(Observe Test of Liquid Measuring Device for

Gas Pump)

11:45 a.m. Remain at Meitzler's

(Observe Test of Vehicle Tank Meter for

Fuel Truck)

12:15 p.m. Depart for Restaurant and Lunch

1:30 p.m. Returned to NBS for Farewells

1 See Appendices II - V for texts of four of these.

2s ee Appendix VI for text.
Appendix II

Opening Remarks

•Tons Wan Choi , Ph.D. ' Administrator

Industrial Advancement Administration

Ministry of Commerce & Industry

The Republic of Korea

Dr. Bradv, Mr. Chairman, distinguished participants, NBS staff,

ladies and Gentlemen:

It is indeed a privilege and a pleasure for me to remark about

my country. I am very grateful to all of vou for giving me and mv fellow countrvman a chance to participate in this intelligent gathering,

and wish to convey my sincere appreciation to you all for your

unswerving interest and friendly concern in us . .

By way of remarking on the nrograms in my country, let me first

explain to you the general picture of Korean economy.

The two successive Five-Year Economic Development Plans ( 19f)2-l'^71)

spurred the economic progress of Korea to rapid growth, and achieved

resounding success. Industrialization boomed, exports expanded greatly,

domestic saving increased, and a high degree of development was

attained in the fields of agriculture and social overhead capital.

The ground work for economic stability had been laid.

Tlius, during the past decade a basis was created for Korea's

entrance into a higher stage of development. Such an achievement may

be attributed to the leadership of President Park, Chun Hee as well

as to the economic cooperation of our friendly nations, and also

to the smootli and efficient implementation of economic planning,

coupled with the ardent desire of the entire people for sustained

development, and with their high degree of skill and education.

While fostering economic growtli by means of systematic m.ob i 1 i zat ion

of all available human and material resources and potential, the

economic development plans have been implemented with special emphasis

being always placed on early attainment of economic self-sufficiency,

rapid industrialization, and equitable sharing of gains amons all

levels of society.

The ambitious First Five-Year Economic Development Plan (1962-66)

had as target an annual growth rate of 7.1 percent. Surpassing

the original target of 7.1 percent, the actual economic growth

rate during the First Five-Year Plan period averaged 6.3 percent

a year. It may well be said the most outstanding accomplishment of

the First Plan was the sharp expansion of the nation's export
14

volume. In 1966, the last year in the plan period, it jumped to a

whoppinp; $250 million, compared with $54.8 million in 1962, the

initial year of the period. This drastic upward trend in export

industry has been maintained until now, marking $1,85 billion in

the vear 1972 and expecting to attain $2.4 billion at the end of

this vear. The obiectives of the Second Five-Year Economic Development Plan, covering the period (1967-1971), were to bring about

major increase in national Income, balanced growth between agricultural and industrial sectors, and further progress in industrialization with particular emphasis on the development of basic

preparatory work for heavy and chemical Industries.

Originally designed to achieve an average yearly growth of 7 percent, the Second Plan exceeded the target with the actual growth

rate averaging approximately 12 percent. A vigorous industrial

upsurge began in Korea around the middle of the 1960's, and the

index of industrial production rose almost threefold during the

1965-70 period.

To cite just a few increases in production during the said period

food processing, up 300 percent; chemical and chemical products, up

450 percent; paper and paper products, up 220 percent; textiles,

up 400 percent; metal and metal products, up 310 and 250 percent

respectively; machinery, 170 percent; electrical appliances 340

percent, and transport equipment, up 270 percent.

Industrial expansion in general was much ahead of schedule during

the Second Plan period, save for a few branches of industry. The

construction and dedication of modern super highways, which enabled

major population and industrial centers of the nation to be linked

with one another in a one-day travel range, may be regarded as an- other milestone in the course of the nation's effort for economic

self-sufficiency and modernization.

Owing to the successful implementation of these plans, the nation

industrialization has been accelerated, social overhead capital such

as electricity and roads expanded, a foundation for agricultural

development laid, and exports increased crreatlv.

The Third and succeeding Five-Year iiconomic Development Plans

have been so designed as to reach new heights in the 19 70's under the

guiding principles of seeking harmony in growth and stabilization to

realize a self-sustaining economic structure, and to ensure balanced

regional development through comprehensive utilization of all available national resources.

Designed to attain an annual growth rate of about 10 percent

,

the Plan's emphasis will be placed on raising of the income of farmer

and fisherman, expansion of health and cultural facilities in farm

and fishing villages, and promotion of electrification and expansion
15

of roads in rtjiral areas: construction of heavv and chemical Industries;

development of manpower and maximization of employment through the

development of science and techrolopv and expansion of educational

facilities: halanccd development of basic social facilities like

electric! tv, transportation and communications; effective implementation of the major river basin; promotion of housing projects and

social securitv r>ror,rar.is ; and improvement of balance of payments

position.

Although we have attained excellent progress in our economv as a whole, especiallv in the field of manafac turinr • output , we have to admit

a major weakness in our commodity production because of heavy reliance

on liglit industrial type products and consumer floods. Thus, the

industrialization efforts now in Korea are moving and expanding

toward heavy from, light industries. Quality consciousness is taking

over from simple quantity mindedness , especiallv in the field of

capital goods sucli as machinery, shipbuilding, electronics and

petrochemicals. The time has come to require qualitv control: standardization and calibration of precision measurement system have to

be organized and controlled at the national level.

Here I would like to quote a phrase from "A Report on a Survey

in Korea on Standardization and Measurement Services in Support of

Industrialization Goals" prepared jointly by NBS/AID of U.S.A. and

the Korean Government;

"It is therefore suggested that earlv consideration be

given to setting up a national standardization laboratory

with responsib ili tv for precision measurempnt in all fields

at the national level If Korea is to achieve its industrial

development tarrets it will need to be done "

Thus, the Industrial Advancement Administration v;as created,

partly due to implementation of the above mentioned recommendation,

for the efficient management of qualitv control and standardization

of industrial products through unification of various activities for

industrial standardization, qualitv control , weights and measures,

and industrial testing and inspection, which had been randomly

carried out by the related government departments in the past. I happened to become the first Administrator of this new Administration.

As explained in the brochure distributed to you, lAA consists of four

Bureaus, two Offices, which handle the administration and promotion

of standardization and ouality control, MISRI (the .\ational Industrial

Standard Research Institute) and NGMRI (the National Geological

and Mineral Research Institute).

NISRI will function in a similar role to N3S of the United Statps

in suc'u areas as the production and dissemination of standard reference

materi als , I'esearch and development of methods of testing, measurement
16

and analvsls, maintaininp the physical standards at the national

level, and calibration of precision measurement equipment. The first

Director General of this Institute, Mr. Lee, is with us here today.

Realizing the role of lAA and to meet the f!;rowing requirements

of Korean industry, the most emphasis and priority are to be given

to securing the national physical measuring standards: to establish

the measuring standards calibration system; to develop the test

methodology; to produce and disseminate standard reference materials;

and to establish and implement training programs.

Dr. Brady and friends, I believe this Workshop will be greatly

helpful to pursue our role and future activities by enhancing our knowledge and by expanding our vision on the subjects.

We should try our best to be benefited by the Workshop and

continue to have a mutual joint effort toward common goals.

Thank you.
Appendix III

Opening Remarks

Mr. Phi Minh Tam

Director

Vietnam Institute of Standardization

Saigon, Vietnam

During the past decade, eyes of the world have focussed on Vietnam

due to its struggle for political survival as an independent and free

nation. From the colonial heritage, Vietnam inherited a war-weary

people and little residual technology and trained manpower. The

interim period of peace between 195A and 1959 was too short for the

development of properlv staffed institutions through which technology

could be received, maintained and developed to sustain the country's

development efforts.

While fighting against an external as well as an internal enemy

and at the same time trying to build a viable nation with a constitutional democracy, Vietnam has made considerable efforts to

prevent social and economic upheavals common in developing economies

and particularly likely in war conditions. The lack of security in

the countryside made major natural resources inaccessible, power

development projects inoperable, and investment concentration in the

capital and surrounding areas unavoidable. Production fell sharply.

During the period between 1963 and 1969, the industrial sector

contributed only 10% of the GNP, while the agricultural sector

contributed about 30% and the services sector 60%. Foreign trade was

critically out of balance, with the peak of imports in 1969 amounting

to $853 million and export amounting to $33 million or less than 4.0%

of imports.

Against this background, little was done for long-term development

in general, and for the development of technological capability and

measurement services in particular.

Twenty years of war have possibly delayed the development of

Vietnam for twenty years as compared with other LDC's. However, the

war has also required the massive transfusion of technology in a short

time and has brought instant sophistication in transportation,

communication, consumer products, and utilities. Other side effects

have accelerated education in certain fields, awareness of

technological progress, exposure to a higher standard of living, and

cooperation with different countries throughout the world.

Now that a peaceful settlement has been achieved, peace is

promised if not assured. Long neglected due to the military struggle,

economic development is now the key to continued survival. The fouryear National Economic Development Plan, 1972-19 75, denoted the
18

transition between a war economy and the beginning of a nev/ era of

economic development.

One priority area identified in the Plan is the rapid expansion

of the export capability so as to improve the foreign trade balance.

This entails the increase in industrial investment and the improvement

of production facilities and techniques to upgrade quality. Measures

have already been taken by the Government, including the support of

several Institutions critical to economic development, among which is

the National Institute for Standardization.

The purpose of this paper is to describe the conditions in which

the standardization program of Vietnam has evolved, to note the

problems it faces, and to mention methods of approach in solutions.

Viet Nam has basically an agricultural economy. Major exports

in the prewar period included rice, rubber, tea and other agricultural products. In 1953, 56 standards were published for various

animal and vegetable products, the inspection of exports being

performed by an office in the Ministry of Agriculture, However, since

exports of agricultural products have declined drastically and have

practically stopped for many products, implementation of export

standards has not been given serious support.

The government has also promulgated on an ad hoc basis standards

for textile, shrimp, fertilizers. These standards were mandatory and are controlled by the issuing agencies, but have not been catalogued

and up-dated. Many, if not all of them, have been forgotten because

of either their inapplicability or the lack of any scheme for their

implementation.

Viet Nam began to develop industrially after 1954, but not until

1964 and 1965 were there concrete proposals for the creation of a central office of standards. In 1966, an interministerial meeting was convened to discuss the establishing of a "National Standards Body"

(NSB) . From the minutes, it appears that two issues were discussed

specifically and in great detail, and that they received unanimous

agreement. The meeting recommended that NSB be a technical service

and an independent institution and that standards prepared by NSB be

voluntary and be implemented by other concerned government agencies.

Unfortunately, the recommendations did not receive official approval.

However, now the need for an institution to "improve product quality"

and to "protect the consumer interest" is so urgent that the creation

of a NSB could no longer be ignored.

Established in early 1967 as a department of the Ministry of

Industry, VIS was crippled at birth by the built-in sluggishness of an administrative agency and a lack of direct budget allocations. In the

inflating economy, government salary scales could not be readjusted to
19

allow successful recruitment of technical staff; as a result, for most

of its existence, VIS was only a paper organisation.

During the first year of its existence, VIS has established

contact with NBS's of other countries. From the experience of

countries with more advanced standardization programs, VIS mapped out

an integral proposal for the development of standardization and

measurements services in a draft law. The draft Standardization Law,

presented in late 1968, was approved in late 1969 and was spnt to the

National Assembly for enactment.

In the meantime, VIS began to develop contact with local

manufacturers and other technical institutions and provide technical

information from its humble library consisting of technical books and

sets of foreign standards. Technical committees were set up to

discuss and approve standards prepared by the limited technical staff

available. Many of the projects were merely translations of existing

foreign standards or ISO recommendations.

The first Vietnamese National Standards were published in 1968

and 85 standards had been published by the end of 1972. It would be

difficult to estimate the degree of implementation of published

standards, because neither VIS nor any other government agencies have

proper facilities to implement those standards. Intermittently,

manufacturers and purchasing agencies would come to VIS to have

products evaluated for compliance with national standards. In those

cases, VIS introduces them to the existing laboratories for the

services needed and helps with the interpretation of the test results.

VIS will not be able to fulfill its unusually important role in

Viet Nam's rapidly developing economy and will remain a naper

organization until VIS develops its caT)abillty to provide the needed

services including testing, measurement, calibration, research and

development.

At the time VIS was established, financial support was hard

to obtain for a cause still not well understood and of doubted

utility. To build its first laboratory, VIS relied on local

manufacturers' contributions of materials and other contributions in

cash and land. US /AID was engaged to provide technical assistance in

the form of training for the technical staff, expert services and test

equipment. Also, by bilateral arrangements, other countries and

international agencies have made training opportunities available to

VIS staff and supnlied books and sets of standards.

VIS' first laboratory will become operational by the end oT 197'').

At the moment, two technical experts under US/AID contract are assisting VIS in tlie installation of the enuipment and the training of
20

VIS technical staff in the oneratlon of the equipment. The pref?ent

facilities will be capable of routine chemical analyses and sinple

electrical and meclianical measurements. A sraall calibration section

will be operated to support the laboratory activities anil proviup

calibration services on a limited basis to other laboratories and

industry.

Plans for enlarging the present facilities have already been

approved and funded by the government. When completed by the end of

1976, areas available for testing and calibration will be doubled (to

10,000 sq. ft.) and will be able to accept reference standards of

weights and measures.

19 73 is the year of transition between the present VIS and

the reorganized NIS, created on the first of December, 1972, vrhen the

long awaited "Standardization Law" was promulgated. The

implementation decree prescribing the organization and operation of

NIB was approved in March 1973. Rules and regulations for the

operation of NIS are being finalized and NIS should be operational by

no later than the end of 1973.

VIS is an administrative unit of the Ministry of Economic

Affairs, yet NIS is a public autonomous institution. VIS is supported

entirely by the Ministry budget and VIS employees are civil servants

governed by the Civil Service rules and regulations. On the other

hand, NIS must find an independent source of financial support

although NIS may receive subsidies from the national budget.

NIS organizational structure consists of:

- a Governing Board

- a National Standardization Council

- the secretariat and other functional units

a) The Governing Board is made up of a Chairman, two ViceChairmen, a Secretary-General and five to seven members, of whom three

members are appointed, one by the Chamber of Commerce, one by the

Confederation of Industries and one by the National Standardization

Council. The Board shall be responsible for the overall operation of

NIS.

b) The National Standardization Council consists of 40 to 50

members duly appointed to represent all parties concerned with

standardization. The Council assists the Board by recommending

policies, programs of work, and project standards. To carry out its

responsibilities, the Council may form a Divisional Committee for each

branch of industry or each field of technology. In turn each

Divisional Committee may form Technical Committees to elaborate and

investigate standards projects.
21

A draft standard approved by the Technical Committee will f>,o to

the Divisional Committee for comments, and to the council for approval . A draft standard approved by the Council becomes a project standard.

When promulgated by the Chairman of the Board, the project standard

becomes a national standard.

c) The Secretariat of NIS is headed by a Director General. The

office under the Director General may consist of as many departments

as the Board may feel are required to discharge the functions of NIS.

Essentially the following departments are projected: general

business, standards promotion, quality control, testing and research,

and national physical standards. The name of each department

indicates its basic functions.

For many an autonomous institution, at the time of its

establishment, the National Budget allocates an endowment fund with

which the institution can make incentive loans and receive interest to cover its operational expenses. However, this mode of financial

support is inapplicable to technical service institutions having no business character. For institutions like NIS, part of the income

will be derived from services provided. However, this source of

income is very small comnared to large funds needed for the

development of NIS. To promote long range financial support for

institutions critical to economic development without drawing from the

National Budget, a special fund was recently set up by Presidential

decree which prescribes that for all foreign exchanee transactions,

one piaster for each dollar shall be put in the fund as a royalty.

The details of operation of the Fund are still to be worked out. The

creation of this Special Fund shows the determination of the country

in developing and giving support to institutions such as NIS.

The Standardization Law outlines the basic functions of NIS and

set the general course of its activities. Future NIS programs are mainly designed in connection with or in support of programs for

industrial development and export promotion.

Viet Nam invariably lacks a system of industrial and

commercial testing. A preliminary survey made recently revealed the

capability of some existing laboratories to provide some testing. But

more important, the survey revealed the common problems faced by

laboratories irrespective of their purposes and objectives. Thev all

need technical support in terra of calibration, spare parts, reference

standards. These laboratories express their willingness to

participate in a National Conference of Laboratories (NCL) to

coordinate the existing facilities into an industrial and commercial

testing system. NCL shall serve as a forum for discussions of common problems and shall provide liaison with other scientific and technical

institutions and any other organizations interested in scientific and

technological progress.
22

The functions assigned to NIS by law as the custodian of national

standards of measurement with authority to provide back-up testing and

calibration services and to designate and approve testing agencies

luake its role the inore suitable to sponsor NCL. VJhen NCL develops

into a workable system, NIS will shift rnore and more the routine

testing responsibility to other laboratories and will concentrate its

efforts in the more advanced aspect of measurement technology.

One of the main reasons that have hindered the export of

Vietnamese products is their relatively poor and non-homogeneous

quality. Preshipment inspection has proved to be effective in the

promotion of exports because it assures the buyer of the expected

quality. Henceforth, the immediate priority in NIS programs is

related to the coordination of an effective system for preshipment

inspection including the careful selection of commodities for required

inspection and the designation of capable inspection agencies.

Coupled with required inspection, technical services shall be provided

to the industry as incentives.

The use of the standards certification mark has been

successfully used by many a country to promote quality of products for

local consumption. NIS plans to introduce the mark as soon as it

develops testing capability for the products intended to bear the

mark. Licenses for the use of the mark are issued to selected

manufacturers whose products comply with the designated standards and

who maintain approved quality control systems in their plants.

As NIS laboratory and other authorized laboratories develop

their testing capabilities, NIS is faced with the need to develop a unified measurement system which can insure validity of test results

and traceability to the SI system.

Since the cost in capital investment and in human resources to

establish and maintain national physical standards are relatively

high, NIS includes in its plan for Phase I ending 1975 only the

maintenance of basic standards of weights and measures. Other

standards vrill be introduced as the needs are identified and the

proper staff are trained for their maintenance and use.

The trained manpower and the highly specialized equipment

which NIS must dispose to effectively discharge its various functions

can be profitably devoted to some research and development works.

Although the value and the need for industrial research have been

fully demonstrated, NIS will defer its research and development

program until it has fully established itself.

It is expected that the contact by NIS with the manufacturers

through meetings to approve standards and routine services in testing,
23

calibration, trouble-shooting, technical information will give NIS

staff more insights into the industrial problems and will gain

confidence of the industry. The follow-up on phase of industrial

research will not find difficulty for acceptance, once the

manufacturers have confidence in the capability of NIS to help them.

The standardization and measurement program for Viet Nam was

initiated in 1967 at the time of creation of VIS. However, because of

the institutional, procedural and financial problems faced by VIS, one

can justly say that the take-off began only with the birth of NIS at

the end of 1972. The standardization law giving NIS autonomy did

remove some of the constraints that held back VIS development. But

many of the problems that had plagued VIS will continue to haunt NIS

for some time to come.

The struggle for survival has drawn the great majority of the

available human resources. A handful of technicians on loan from the

army are barely sufficient to run the administrative machine in a stagnant economy. With the return of peace, the army will hopefully

release some of its trained manpower and the rate of formation of

technicians can be accelerated to ease the presently tight manpower

supply.

NIS will need a well qualified staff and is given a better chance

than VIS for successful recruitment. Being autonomous, NIS will be

able to decide on incentives to encourage and reward dedication,

ingenuity and creative thinking such as: improved salary, better working

conditions, yearly promotion... which have not been possible with

government departments

,

NIS technical staff have been enjoving the training made available

by agreement with US/AID and other countries. It is hoped that many

more countries will make this form of transfer of technology available

to LDC's.

Another possible consideration for the development of NIS is the

emplo3mient of foreign staff in key positions in the early years. This

is conceivable since time is required to recruit and train local staff

and in the meantime NIS will have to carry out its functional

obligations in face of the urgent demand for its services.

Little resource has been allocated for economic development

in the past for obvious reasons. With the return of peace, the

standardization and measurement programs, long delayed, will certainly

have a share of the limited national resources made available. While

the infrastructure for technological development is practically nil,

the approach at the national level is to establish nulti-purpose

institutions responsible for many related areas of activities. NIS is an example as its functions include the preparation of industrial
2A

standards, the testing and inspection of commodities, the preshipment

inspection of exports, the accreditation of other laboratories and

inspection agencies, the custody of national physical standards, the

calibration and certification of measurement instruments... To

minimize capital investment and cost of operation, NIS facilities are established mostly on the working level without many of the nice-tohave features, and NIS will be one of the first institutions to

provide services on a cost and fee basis.

Although the rapid economic development of the country puts

unusual importance upon MIS contribution and this has been recognized

by the government, few people understand the objectives and

involvement of standardization. The poor quality of a product is

usually attributed to the ineffectiveness of the standards bodv and it

is a general belief that quality will somehow improve when a standard

for the commodities is published.

In-depth education in key ministries and sectors of industrv is

needed to implement the standardization and measurement programs on a realistic basis. Through the National Standardization Council, NIS

brings together representatives of various sectors into contact with

the standardization program. At different levels in technical

committees, divisional committees and in the Council, they will have

the opportunity to investigate, discuss and approve solutions to

standards problems. On the other hand NIS capability and services

will be promoted through public relation programs to build up public

credibility in the cooperation with NIS.

Political instability and the uncertainty of the course of

economic development in the past made it almost impossible to identify

the needs and priorities. The recently approved economic development

plan narrowed down the national priorities to industrial and export

promotion and all NIS activities are geared toward those obiectives.

Still in those areas, there is urgent need for specifications,

standards, and testing capabilities in large numbers and varieties.

The lack of knowledgeable staff gives additional dimensions to the

problem.

The success of NIS programs in standardization and measurement

depends largely on the careful planning for NIS progress. NIS has

learned much from the experience of other LDC's. However, conditions

under which NIS has developed and will progress will radically differ from

other countries. NIS progress must first of all be concerted with the

national priorities for maximum effectiveness of limited resources and

to provide a wide range of services with a small staff. A five-year

plan for NIS development is being prepared with the assistance of

US/AID contractors and should be completed by the end of 1973. MIS

will try then to seek assistance based on the needs identified.
Appendix IV

Remarks

Ing. Hugo Velasquez

Chief, Standards Department

General Directorate of Standards & Technology

La Paz, Bolivia

NBS/AID Workshop

on Standardization and Measurement

Services in Industrializing Economies

National Bureau of Standards

Monday, May 7, 1973

GENERAL DIRECTORATE OF STANDARDS AND TECHNOLOGY

(DGNT) OF BOLIVIA

First of all, I must give thanks to the National Bureau of

Standards and the Agencv for International Development for the

opportunity given to my country to be present in this Workshop,

Introduction

Standardization has become a powerful tool for national planning,

industrial production, commerce and trade.

In the less developed countries we have come to realize this

and have started organizing ourselves to initiate this important

activity to improve our standard of living.

General Directorate of Standards and Technology

1 The General Directorate of Standards and Technology was established by Supreme Decree on April 1971 as a technical

unit, dependent on the Ministry of Industry and Commerce.

2 The General Directorate of Standards and Technology has the

following duties:

- Elaboration of technical standards.

- Definition of the characteristics of all material, semifinished and finished products, specially those which

have commercial interest to Bolivia.

- Establishment of test and sampling methods.
26

- Establishment of an official system of weiehts and measures,

- Quality certification and regulation of the use of

the DGNT mark in confomity to Bolivian Standards.

- Performance of all kinds of scientific and technical

investigations and research on the subiect of standards.

- Technological investigations, especially on typical

products, and transfer of the technology involved

to industry.

3.3 The General Directorate of Standards and Technology is

_ • headed by a General Director and has three departments,

which are:

- Standards Department.

- Technologv Department.

- Laboratory Department.

3.3.1 Standards Department.

The Standards Department is to prepare, coordinate, control

and promote the general adoption of standards in Bolivia.

This Department must coordinate its work with regional and

international organizations related to standardization and

quality control.

The Standards Department has two Divisions, which are:

- Standards Elaboration.

- Quality Control.

3.3.1.1 Division of Standards Elaboration.

The duties of this Division are as follows:

- To draw up standards,

- To carry out all kind of scientific and technical

research on subject of standards

- To put all draft standards on public scrutiny for a determined time.

- To publish the official standards.

The drafting of standards is carried on In the usual way,

that is, through technical committees and subcommittees

in the different fields, in which are represented government

departments, producers, consumers, and technical educational

institutions.
27

At present there are 28 committees and 175 subcommittees,

but there are only 38 subcommittees working on different

groups of subiects.

So far, the General Directorate of Standards and Technology

has approved 44 standards and another draft standards are

in study by the respective subcommittees.

For the drafting of standards the DGNT has given equally high

priority to the following fields:

- Food Industries

- Textile Industries

- Plastics

- Construction

- Mining

- Metallurgy

- Occupational Safety and Health.

The DGNT is a member of the Panamerican Standards Commission

(COPANT) and works with all the other members in the preparation

of Panamerican standards.

3.3.1.2 Division of Quality Control.

The duties of this Division are as follows:

- Establishment of diagrams on process control.

- Application of sampling methods for statistical

quality control.

- Issuance of certificates of quality in conformity to

Bolivian Standard.

The use of DGNT mark in conformity to Bolivian Standards

will be regulated by a law which is being drafted now by the

DGNT.

The DGNT thinks that to establish the official system of weights

and measures is one of the main tasks that must be realized by

this Institution, and it is possible that in the near future

will be created a Division or perhaps a Department of Metrology.

3.3.2 Technology

The Technology Department has the responsibility to carry out

studies related with transfer of technology, and with scientific

and technical research in all those fields determined by the

General Director and the Ministry of Industry and Commerce

as having priority.
28

This Department has two divisions, which are:

- Division of Technology Investigation

- Division of Transfer of Technology

In this Department, the Staff are studying the

possibility of creating a Technical Information Center.

The Division of Transfer of Technology should participate

in regional and international projects on the transfer

of technology.

3.3 Laboratory Department.

The Laboratory Department has the responsibility of performing

all the necessary tests required by the Division of Quality

Control and must also carry out the tests required by the

Standards Department in order to confirm the specifications

given in the national standards.

The Laboratory Department must coordinate its iob

with the Technology Department in order to perform all

the research required for a special product.

I This Department is doing now a national inventory of

laboratories, because there is a need on the part of the

General Directorate of Standards and Technology to know

what kind of apparatus are available and what tests are

being performed in our countrv.

A. I do not speak about our problems, because as you have heard,

the DGNT is the youngest standardization body in South

America and we think that there Is a long wav to advance,

but with our own effort and with all the cooperation we hope

to have from international organizations and friendly

countries, we shall reach the main goals determined like

priorities by the Bolivian Government.
Appendix V

THE PROBLEMS OF STANDARDISATION AND yj:ASUREMENT

SERVICES IN KENYA

F. B. Maiko

Superintendent of Weights and Measures, Kenya

Ministry of Commerce and Industry

In Kenya, an organisation to deal with standardisation has not

been started. We are in the middle of doing this. In talking about

problems as far as standardisation is concerned, I shall confine myself

to problems encountered in trying to start the organisation and the

problems that will be met at the outset. I have not had as much time

as I would have liked to examine which problems are anticipated, since

this would have been better done at home where all the data and

personnel directly affected are.

As far back as the early sixties the need for standardisation was

felt in the country but more so a few years after Independence when

the country started having ].ight industries. By 1968, my country was

ready to establish a standards Institute, but before doing so, there was a need to examine the economic effect of such an institution on trade between the three partner states of the East African Community

of which Kenya is a member. After this examination of the problem it was found that it would be better to have a co-ordinating Institute

serving the three partner states Institutes so that standards would

be the same in all the three countries forming the common market.

For political reasons, the details of which I shall not go into, the

above mentioned project has failed so far to materialise. It would

therefore seem that Kenya will have to establish a standards Institute

very soon to combat the problem industry is facing in the country and

hope that It will be possible to co-ordinate standardisation activities

of the three partners states when the other two partners establish

their standards bodies, and the East African Community Co-ordinating

Institution.

It is our intention that the Institute will be concerned with the

laying down of specifications for the manufacture of goods, and codes

of practice in the manufacture and handling of goods including

agricultural produce. It is the intention that the Institute will be

managed by both government and the private sector except in the

financial aspect where at the beginning the Institute to a very large

extent will be dependent on the government for its finances. The

problem at the outset is in securing the services of experts in the

particular fields on standardisation that we may start with. It is not

that there aren't available in the country personnel with the basic

qualifications needed but that such personnel vjill not have had
30

experience in drafting standards. If the Institute is established,

there will be a need for the personnel recruited to be attached to

standardisation bodies already well developed to acquire the

experience needed on how to go about drafting standards. The second source of our worry is whether the remuneration that well be offered

to prospective candidates will attract personnel of the right

calibre for the job. It is our conviction that to produce a widely

accepted standard or code of practice, it is necessary that expert

comrnittee secretaries are the personnel recruited so that when

standards or codes or practice are drafted, they are in accordance

with the discussion of the committee members. The secretaries must

be experts in the fields in which they draft standards.

My country is primarily an agricultural country trying to

establish what I might term primary industries. When the standards

body is established, it will be necessary that priorities are looked

into carefully. In the developed countries standardisation really means industrial standardisation. V7e shall have to ask ourselves

which of the two sectors needs standardisation more urgently than

the other. Is our infant industry which is making so much noise for

standards the one that needs standardisation to a greater extent than

the agricultural sector or not? Do we for example require a code of

practice on the picking, transportation of pyrethrum to the factory

and the specification of the standard of pyrethrum more than the

standard for the manufacture of tyres? It is easy for use to get a standard already established for industrial products from the

developed countries (although it nay not be suitable) but this is

not so in the agricultural field. In most cases even where we find

one, it seems to favour the consumer. Therefore priorities will

be a top priority subject for our Institute when formed.

Standards in most of the developed countries are voluntary once

made. There are many good arguments that this should be so in less

developed countries. On my part and looking at my country, I find the

solution although near the middle leans toward enforcement of the

standards by various methods available. In my country except to a large extent in the agricultural field, we are dealing with foreign

investors. It seems to us that these, companies are more interested

in recovering their investments within a period of about five years.

In the beginning they make goods of a quality comparable to imported

goods then plead to government to give them protection against

imported goods, because the market is too small, besides the point

that the company is very young and unable to compete with well

established companies exporting goods from abroad. This the government

accepts and takes steps to protect the company. In a short time the

standard of the goods of this protected company deteriorates rapidly.

The government then finds itself being attacked locally by politicians

on behalf of the people. The government finds itself in an embarrassing
31

situation. In a case like this a government should impose a mandatory

standard. All goods for export must be made to a standard that will

enable them to be competitive in the international market. The

question is of course whether those goods made for the local market

should be of the same standard as those exported. We say they should,

because standardisation should not only benefit the outsiders. If

this is allowed then it is quite likely that the internal market will

be subsidising the external market.

The other system of indirectlv enforcing standards is through

the certificate mark. This mark will be applied voluntarily by

whoever wants to use it in or from outside the country. The mark

will show that the goods bearing the mark reach at least the

minimum of the specifications laid 6o\-m in a standard by the Institute.

It will be the government's duty then to ascertain that the goods are

in fact made to that standard. If thev do not then the company

must be prosecuted and the outcome of the prosecution published in

the newspapers. Here of course the proposed standards Institute will

have its biggest problem which as far as I can see can only be solved

by aid from developed countries.

In my country the testing laboratories and the facilities available

for testing are not what the Institute would like. More laboratories

are needed and more personnel. The government chemist today and the

M.O.W. have the biggest laboratories in the country. For these

laboratories to serve the standards body satisfactorily in testing

samples collected from the field and factories and to carry out research

they should be expanded in both floor space, equipment and personnel.

The university of course is another place that would help, but this

will need negotiations between the standards body and the university.

Without the laboratory facilities mentioned the standardisation

process in the country cannot function efficiently or effectively.

You are very fortunate in this country in this respect, that you

have many research facilities including the magnificent services of the

NBS in this respect.

In the International Standards field we have such bodies as the

ISO & lEC. It is our opinion that these bodies to-day reflect much

of the thinking in Europe. When our standards body is established it

is intended that we join the international bodies. How effective shall we then be in evolving International Standards? The amount of money

required to fly experts to attend the technical committees abroad, and

the number of expert personnel required to attend the meetings and

carry out experiments on the subjects under discussions, seems to

be too great, even if we try and confine ourselves to these subjects

that are most important to us. We will need money and personnel but

which is the right agency to help us to tackle these tv7o important

problems? Perhaps this seminar nay enlighten us.
32

The basic requirement for this is well established in the

country, in the Weights and Measures Department . V7hat we lack is

qualified manpower to run the services that we have clearly spelt

out by law. The training programme currently bein?» pursued will

produce most of the required personnel by 19 77.

There is one headache that v/ill remain. Servicing of weighing

and measuring equipment is not a government function. It is the

responsibility of companies and individuals who have been licenced by

the government. The time has now come when we are getting - even if

it is in isolated cases - equipment which is electronic. The

present mechanics cannot repair this equipment nor is there someone

to teach them to do this. The problem now is how do we induce

overseas manufacturers of equipment to offer scholarship to

individuals to train in the repair of this equipment. What can

i^BS/AID do in this field to help?

We do not have qi laboratory of metrology for the calibration of our primary standards or the determination of accuracy of measurement

equipment held at the university and in industry. We do not have a workshop for the repair of precision measuring instruments. The

UNIDO/UNESCO bodies have examined this problem and offered a solution

for the whole of the East African Community countries. This

solution does not seem to be moving fast enough to help industry etc.,

and yet for one of the three East African Community countries to

try and establish a metrology centre by itself, is extremelv expensive,

for the local resources available. KHiat do we do to help industrv, the

,governmfent and the university in this particular field?

What I have outlined above are some of the problems we face in

my country and if a solution can be found in this workshop even to one

of them, a lot will have been achieved as far as we are concerned. I am very grateful to this country in inviting my country to participate

in this workshop, so as to share our experience with you and mv colleagues from the L.D.C.

^1
Appendix VI

ON SOME STATISTICAL AIDS TOWARD ECONOMIC PRODUCTION

W. Edwards Deming

Consultant in Statistical Studies

WASHINGTON 20016

The purpose of this paper is to explain some of the obligations

that management must assume in a program for improved uniformity and

dependability of product, and for reduction of costs. I write as a statistician, working with problems of management in industry, and

working in research in many disciplines. I am not a consultant in

management.

The principle stated in this paper will apply to any company,

large or small, whether engaged in production or service, agricultural

or industrial, and in any country, whether it be developed, under-developed, or over-developed.

Explanation of statistical techniques is not one of the aims here.

There are many books on statistical methods, in many languages. What

is not in the books is how to use the techniques effectively, and it

is this deficiency that I am trying to fill. Books on quality control

and on statistical techniques deal only with special causes and do not

explain management's responsibility for correction of the system.

No perraanent impact has ever been accomplished in quality control

without understanding and continued appreciation, understanding, and

propulsion from top management. Without propulsion from the top, statistical methods that cover only special, causes (vide infra) will burst

into flame here and there, fizzle, and die out. A continlous prairie

fire is essential. Only management can keep it roaring. Management

needs to know something about techniques. No short-cut has been discovered.

It was statistical aids to management, along with Japanese

management's propulsion, understanding, appreciation, and interest

in quality, beginning 1950, that within a few years put Japanese

products into the market-place the world over. Japanese management

acted.

Recalls of automobiles, all too familiar to people in America,

for hazards of failure in operation of components and assemblies, have

been necessary because of failure of management to carry out proper

tests, in advance, depending instead on tests to be carried out by the

customer on the road. If appropriate tests were carried out, management must have ignored the meaning of the results.

Failure to carry out tests of

reasonable ranges of jolt, stress.

components and assemblies over oM

dust, sceens, voltages, corrosion,
34

likely to be met in practice, or failure to heed the statistical inferences that emanate from such tests, is chargeable to mnnajyement. There

is no one to share the hlame with management. To put it another v.'a", one cannot blane the production-worker for faulty design of components

and assemblies nor (for faulty tests thereof, nor for faulty interpretation of tests. Obviouslv, the fault lies at the top.

In mv opinion, the reason why statistical methods in the control

of quality, which flared up here and there with brilliance jn the U.S. soon after 19 h?^ with the publication of American standards and several

pioneering books (still as pood as ever), x^7as that the-" dealt onlv

with special causes—that is, causes of variation that the nroductionworker himself could correct, and did. This left PO or 85% of the

problems of variation and rejection and hij»h cost still unsolved, and

management never mustered up the courage to own up to their own responsibility for quality control.

It was during seminars held in Tokyo in 1950 under the auspices

of the great Union of Japanese Scientists and Engineers that these

thoughts occurred to me: (a) What the engineers are learning in these

seminars is good, but something more is reauired. Nothing will hanoen

without propulsion and appreciation of management. (h) Management

must be brought into the act, and thev must understand something about

their responsibilities. (c) The mistakes of American industry need

not be repeated in Japan. (d) Management must learn rudimentary statistical thinking. There are regular short courses in Japan for Management,

We have all learned a lot since then, but enough xras known then

to furnish a lot of guidance to Japanese management. The whole world

knows that management took hold, and what the results were, and still

are. No such vision of management has taken place in America, nor is

there any vehicle (iournal or organization) that I know of in America

to brinrr to the attention of management their responsibilities and

methods of solution.

Variability needs to be studied, whether it leads to rejections

or not. Variability is the cause of loss in the form of extra material

and labor, if not outright roiection. Causes of variation pw^ oT hif.h

cost {b.x\(\ loss of conpptlti.ve position) nay be useful Iv subsumed under

two categories:

Zl. 1-1942: Guide for Oualitv Control, and Control Chart Method of

Analyzing Data; Zl.V19'?i2: Control Chart Method of Controlling ^ualitv

During Production: all published now by the American National Standards

Institute, New York. Leslie K. Simon, F?4GINEERS' MANUAL OF STATISTICAL

>iETHODS (Wiley, 19A1) . Eugene L. Grant, STATISTICAL QUALITY CONTROL

(McGraw-Hill, 1^546).
35

Faults of the system

(common or environmental causes)

85% (?)

These faults stay in the system

until reduced by management. Their

combined effect is usually easy to measure. Individual causes may be

isolated by experiment.

Special causes

15% (?)

These causes are special

,

being specific to a certain

worker or to a machine. The

worker himself can remove, on statistical signal, a special

cause of variation.

Confusion between common causes and special causes—a failure of

management—is one of the most costly mistakes of administration in

industry, and in public administration as well. Confusion between

these two causes leads to frustration at all levels, and leads to in- crease in variability and cost of product—exactly contrary to what is

needed.

Fortunately, confusion between the two broad sources of trouble can be eliminated with almost unerring accuracy. Simple statistical charts

provide signals that tell the operator when to take action to improve the

uniformity of his work, and when to leave it alone. This is v^ell known,

I'That is not knovm (outside Japan) is tliat the same simple statistical

charts show how much of the proportion of effective material is chargeable

to the systera (common or environmental causes) , correctible only by management. (See Example 1.)

The production-worker himself may in most cases plot the statistical

charts that will tell him whether and v/hen to take action on his work.

He must of course be taught. He can learn in a few hours. One of the

obligations of management is to see that the production-worker is taught.

Incidentally, the production-worker requires only a Icnowledge of simple

arithmetic. He will certainly not be a statistician.

In ny opinion, the reason for slow advancement of the statistical

control of qualtiy in America is that people have been satisfied to

reach a state of control. Mo wonder: unfortunately, the books only

talk about special causes. Actually (as Dr. Juran remarked), the

important problems of quality control have onlv begun at this stage.

A state of control does not solve the problems of t^e system: it shows

them up.

^' iJ. Edwards Deming, On some statistical logic in the management of

quality, All India Congress on Quality Control, Tew Delhi, 17 March 19 71.
36

The boost in morale of the production-worker, when he perceives a genuine attempt on the part of mangement to improve the systen and to

hold the production-worker responsible only for what the productionworker is responsible for and can govern, and not for the sins of management, is hard to over-estimate. It has not been tried.

"We rely on our experience," is the answer that came from the

manager of quality in a large company recently, when I enquired hov;

they distinguish between the two kinds of trouble (system and special)

and on what principles. This answer is self-incriminating: it is a guarantee that this company will continue to have about the same amount

of trouble as in the past. Experience means nothing without theory.

There is a better way, now.

The QC-Clrcle movement on Japan (5 million members) gives to production-workers the chance to attack some types of common causes, and

to change the system, but the QC-Circle movement is in Japan, not in

America.

It is wrong to suppose that statistical methods for the control

of quality are useful only in large companies and under ideal conditions

of mass prodiiction. Actually, speaking of America, it is the big

companies that lag behind. It is in small shops where quality control

has t'ue best chance for quick results, because the management is usually

right there on the job. This is recorded history.

! Another stumbling block in most places (except in Japan, I believe,

where they had the benefit of a better start, and willingness of top

management to learn, and stay interested) is management's supposition

that quality control is something that you install, like a new Dean, or a new carpet, or a clock. Install it and you have it.

Another road-block is management's supposition that the productionworkers are responsible for all trouble: that there v;ould be no problems in production if only the production-wor'.cers v^ould do their jobs

in the way that they were taught. Man's natural reaction to trouble

of any kind in the production-line is to blane the prodiiction-workers

Actually, in contrast, in mv experience most problems in production

have their origin in conimon (environniental) causes, which only management can reduce or remove.

I should mention ?iere also the costly fallacy held by many people

in management that a technical man (a statistician, for example) must

know all about a process and all about the business in order to work on

it. All evidence is exactly the contrarv. Competent men in every position, from top management to the humblest worker, know all that there

is to know about their work EXCEPT HOW TO IMPROVE

I T. Help toward improvement can come ONLY FROM OUTSIDE

KNOWLEDGE.
37

Good quality control does not require in most places more data

than are now being collected. As a matter of fact, in my experience,

companies collect far more figures than they know how to use, What

is needed is meaningful figures and intelligent use thereof (cf. the

section, "How to make an information-system informative and useful").

Management usually discharges their responsibilities (sweep them

under the rug) by turning the job over to someone else. This would

be a happy solution and good administration if it solved anything,

but it seldom does: the job lands on somebody that tries hard but

has not the necessary competence, and the management never knows the

difference.

As a result, one finds in most companies not quality control, but

guerrilla sniping—no organized system, no provision nor appreciation

for the statistical control of quality as a system. Companies run along with a fire department that hopes to arrive in time to keep

fires from spreading. A quality control department has done its duty,

if the men therein discover that a carload of finished product might

cause trouble (even legal action) if it went out. This is important,

the number of fires in the first place. Companies spend money on quality control, but ineffectively.

Exhortation and platitudes are not very effective instruments

of improvement in today's fierce competition, where a company must

compete across national boundaries. Something more is required.

Statistical methods supply the road-map.

Partial list of usual faults of the system (common or environmental

causes of variation) . Note that the production-worker cannot act on any

of these causes.

1, Hasty design of component parts and assemblies. Hasty

production,

2, Inadequate testing of component parts and assemblies.

3, Inadequate testing of prototypes.

A. Failure to pay due respect to the limitations of the inferences

that are drawn from tests of component parts, assemblies, and prototypes.

5. Failure to take action to remove or reduce common (environmental)

causes of variation (faults of the system)

.

6. Failure to provide production-workers with meaningful job-descriptions.

7. Failure to provide production-workers with statistical signals

that will tell them how they are doing and when to make some change.
38

8, Failure to re-train production-workers. It is a mistake to

assume that a man knows how to perform in his job just because he has

been doing it for 11 years. The production-worker often needs to know

the results of doing the job his own way.

9, Failure to revise job-descriptions.

10, Wrong setting of machine.

11, Raw material not adapted to the process.

12, Poor light, smoke, noise ^ unnecessary dirt, confusion.

When a process is in a state of statistical control, it has an

^ identity and a capability—an economic level of quality and uniformity.

For best economy, the production-worker should be held responsible to

maintain statistical control of his own work. Statistical signals

supplied by simple charts will help him. When he has achieved a state

of statistical control, he has put into the job all that he has to

offer.

Job-descriptions in production should be written in terms of the

capability of the process. Quality better than the capability of the

process cannot be turned out without sorting the bad items from the

good ones. No company in a competitive market can afford this attempt,

always unsatisfactory, a refuge of the destitute.

Costly computers turning out tons of figures is not quality control,

nor (in most of my experience) is it information.

As an example, take the case where items of production of a certain

line are inspected and the results fed into a computer, perhaps hundreds

of miles away. The inspection itself may be automatic, though it need

not be. The computer feeds back to the plant manager every morning a distribution of one or more quality-characteristics of this line, with a mark to show the specification and the percentage of product that will

be rejected by one of the company's best customers.

This is a marvelous achievement in modern electronic gear, but a useless one. The plant-manager has enough problems without this extra

one now dumped into his lap. He has not the faintest idea what to do

about that figure on rejections. He tries this and that. If the next

day is b.etter, he dares to hope that he is on the trail of a solution,

only to find on the day following that quality took a dip and is now worse than it has been for days. Finally, in frustration, he ignores

See any good book in the statistical control of quality.
39

the distribution, which happens to be a wise thing to do, as the distribution contains no information that can help him toward improvement

of quality nor to lower costs.

There is a happy solution^ and a simple one. The results of inspection are fed into the computer in order of production, or in some

other rational order. The computer could print a run-chart, or even

a control-chart, which (a) would provide signals that detect the

existence of special causes, and (b) would provide a measure of the

effect of faults of the system, some of which the plant manager could

find and correct or reduce. The added cost would be trivial.

Figures fed back to a worker do more harm than good unless they are accompanied by signals that tell him (a) whether he himself is

partly or wholly the cause of trouble discovered in product that

passed through his operation, or (b) that the trouble arose from the

system (common or environmental causes), beyond his control. Meaningless figures lead to frustration and dissatisfaction of any conscientious worker, and to more variability and higher costs. He needs statistical signals to tell him where the responsibility lies.

Figures that are not interpreted with the aid of statistical

theory will at the best give a picture of what the quality of the product is, without a road-map to indicate how to achieve improvement.

An important step for the management in many companies would be

to take a hard look at their so-called information-systems. Under

more intelligent guidance, the same system that now produces frustration and leads to more trouble and higher costs could be adapted,

with the aid of statistical theory, to provide useful information about

production-processes and could lead to better uniformity and greater

output at reduced cost per unit.

Example 1. Fig. 1 shows at a glance that the main trouble on this

job is common causes or faults of the system. The ordinates are the means

(x) of samples of n=2 for tests of uniformity of finished wheels. The

test is the running balance of the wheel. Observations:

1. The production-worker is in a state of control with respect to

his own work (which is the only work that he is responsible for)

.

2. He is producing now and then a defective, a wheel that will not

be accepted by the customer.

3. These defectives do not arise from faults of the productionworker. He is meeting the reqirements of his job. He can do no more. He has nothing further to offer.
AO

A. The main trouble lies in the system. The central line, at about

125 gram-cms. represents the contribution of the system to the total

trouble. The worker is handicapped. The limits within which he must produce are narrow compared with the handicap of 125 gram-cms. which comes from the system itself. If the faults of the system were reduced to 50%

of their present level, or even to 75%, the entire product would be ac- cepted; economies in production would be realized.

I may remark in passing that in my experience, as in this case, management is usually reluctant to acknowledge the handicap of the system,

or rather their responsibility for doing anything about it. The big

hurdle is to remove this blind-spot. It sometimes requires a lot of

patience. The usual remark is that they did not have in mind this kind

of quality control when they went into it. They were looking for

everything to clear up, once the production-workers put their best

efforts into the job.

0 -rS 10 IS' 20 2^

Ordinal number of sample (in order of production)

Fig. 1. Chart for x for test of ttnifonnity of wheels turned

out "by a production-worker. Size of sanple, n = 2. His work is

in a state of control, but he is under the handicap of the system,

which causes the variation represented by the cenrral line.
Al

Charts like Fig. 1 are to be se&n almost anywhere, but their interpretation in terms of a quantitative measure of the faults of the

system seems to go unnoticed. What is worse, it is something new and

incomprehensible to a man in an executive position that management

could be at fault in the production-end. Production and quality are

the responsibilities of the production-worker, in the view of management. Research into faults of the system is not what a manager is

trained for. Result: the faults of the system stay put, along with

rejections and high costs of production.

Example 2. The 2d example deals with the business of motor

freight, or freight by lorry. Drivers of trucks (lorries) pick up

shipments and bring them in to a terminal for re-load. A large com- pany in motor freight may have anywhere from 10 to 40 terminals in or near large cities. There is a long chain of operations between a re- quest of a shipper (usually by telephone to the switchboard of a motor freight company) until the shipment is actually on the platform, ready for re-load and line-haul to the terminal of delivery.

Every operation offers a chance to make a mistake. We here deal only

with mistakes that drivers make. Although the frequency is small, the

loss is severe.

This company has 20 terminals, but Tables 1 and 2 refer to only

the one terminal that was studied.

There are 6 types of mistake, plus all other, making 7 types. In

mistake No. 1, the driver signs the shipping order for (e.g.) 10 cartons,

but someone else finds, when the truck reaches the platform at the terminal and the contents are ready for the next operation, that there are only 9 cartons on board, one carton missing. Where is it? There may

have been only 9 cartons in the first place; the shipping-order was written incorrectly. Or, the driver may have left one carton on the

shipper's premises, in which case the shipper may call the switchboard

of the motor freight company to report that the driver left one carton:

please come and get it because it needs to move with the other 9 cartons: the consignee is waiting for all 10 cartons. Or, the shipper

may not discover the carton, or he may not report it. Let us list

some of the sources of loss from mistake No. 1:

1, It costs $15 on the average to send a driver back to the

shipper to pick up the missing carton.

2, It costs about $15 to search the platform, or to find the

truck (by now out on the road) and to search it for the missing carton.

3, If the carton is not found, and the shipper claims that he

has it not in his possession, then the shipper may legitimately put in

a claim for the 10th carton. The motor freight company is responsible

for 10. The value of this carton may be anywhere from $10 to $1000,

with the possibility of an amount even greater.
42

Table 1. The- 7 types of mistake

Error

nurber Description

Jm2 Over on pick up

3 Failure to call in (bytelephone) on over, short.

and daaaged cartons on delivery

k Incomplete bill of lading

5 In^roperly marked ct.rtons 6 Incomplete signature on

de11very-rec eipt

T Other

Table 2. Distribution of the drivers

for all 7 errors combined

liumber of Number of Number of Cumulated

errors drivers

that made

X errors

errors up

X f fx

0 26 0 6l7

1 18 18 617

2 22 kk 599

3 Ik h2 555

k 22 88 513

5 8 ko U25

6 9 3h 385

7 3 21 331

8 k 32 310

9 7 63 278

10 7 70 215

11 3 33 1^^5 13 1 13 112

Ih 1 Ik 99

15 2 30 85

16 1 16 55

17 1 17 39

22 1 22 22

Total 150 617 XXX
43

It is obvious that Error No. 1 may be costly. Any one of the 7 errors will on the average lead to a loss of $50. The 617 mistakes

shovm in Table 2 caused a loss of $31,000. Multiplied by 20, for 20

terminals, the total loss from the 7 mistakes was $620,000. (This

is a minimum. Some mistakes are not recorded, but they nevertheless

cause loss.)

There were 150 drivers that worked all year long. Most of them

had worked in the same job for a number of years. Table 2 and Fig. 2 show the distribution of drivers by number or errors, all 7 errors

combined.

30-:

ViOu

(0.

>0 IS ZO 2^

Number of errors

.Fig. 2. The distribution of drivers by number

of errors, all 7 errors combined
We postulate the following mechanism, which will distribute errors

at random to drivers. We imagine a huge bowl of black and white beads,

thoroughly mixed. Each driver scoops up a sample of 1000 or more (the

number of trips that an average driver makes in a year) , and returns

the beads to the bowl for more mixing. The number of black beads in

a scoop will be a random variable, following the Poisson distribution.

An estimate of the mean would be

159

The upper and lower 3-sigma limits for these samples would be

(vH^T + 1.5)' = 12 (2)

and

( yrrr - 1.5)' = 0 o)

We interpret the upper limit to mean that a driver that made 12 or more errors in the year is not part of the system. He is a special

cause of error. The postulated mechanism of random distribution of errors is untenable. I may add here that other models that I have

tried lead to about the same conclusions.

Drivers that made no error at all are at the other end of the

distribution. Drivers that made 1,2,3, or A errors are far more

numerous than the Poisson distribution would allow. I accordingly

consolidate the drivers that made 0,1,2,3, or A errors, and postulate

that there are 3 groups of drivers:

A. Drivers that made 12 or more errors.

B. Drivers that made between 5 and 11 errors.

C. The extra careful group, drivers that made

0,1,2,3, or A errors.

What have we learned from this simple statistical model?

1. The 17 drivers with 12 or more mistakes accounted for 112/617

or 18% of the errors. They could reduce their error-rate to average

if they knew that they were outliers.

I
45

2, Drivers that made 5 to 11 errors measure the losses that arise

from the system itself. They have put into the work all that they have

to offer. The faults of this group account for (425 - 125) /617 or about 50% of the errors. This group cannot reduce their errors. They

are handicapped by the system. Clearly, the lion's share in the

reduction of losses from the 7 types of error is up to the management

to improve the system.

3. The 76 drivers of Group C accounted for only 31% of the errors. This Group C is worth studying: how do they do it? did they have easy

routes or easy conditions (e.g., day-time pick-ups, inside pick-ups),

or do they have a system of their own? These are questions to pursue.

If these men have a system of their own, then they should teach the

others. (Enquiry turned up no evidence of easy routes.)

No problem is simple. An ever-present cloud over any interpretation

is that the reporting of errors may be spotty and unreliable. I find

in my own practice that records whether from instruments or from human

observation are often so unreliable that one hardly dares to be positive

about any interpretation.

I asked the management, before calling errors to the attention of

the drivers in Group A, to determine whether these drivers worked

unusually difficult routes, or whether they have achieved excessive

mileage (high productivity). As it turned out, the drivers that made

15 or more mistakes had indeed achieved excessive mileage. It was thus

a matter of great delicacy to explain to these drivers that they might

possibly decrease their error-rate while not reducing greatly their

production.

Now what can the management do to improve the sj^stem? I am only

a statistician, but I may offer the following suggestions to management.

1, Hold a meeting now and then with the drivers to acquaint them

with the importance of their jobs. Explain to them that there are many

ways to make a mistake; that the average mistake costs the company $50.

2. Take a good look at the forms that the drivers fill out. Perhaps

the type could be improved, and the spacing also. Drivers have to work

in snow and in rain and at night, perhaps in dim light and in the cold,

3. Take a good look at the routine prescribed for drivers. Perhaps the routine prescribed for the drivers should be first to count

the cartons or boxes that he is going to be held responsible for.

Second, protect or isolate them in some way before he loads them.

4, Perhaps the management could enlist the cooperation of regular shippers to assemble their cartons in one spot, and to count them

carefully, and to record them correctly on the shipping order.
46

5. Make it clear to the drivers that the management is undertaking a thorpugh review of their own responsibilities for the system,

with the aim of making it easier for a driver to come through with a clean record, with a low error-rate.

5, Study Group C. How do they do it? They may have a system

that should be spread to all drivers.

A lesson in administration . This company had been sending a letter to a driver every time he made a mistake that was discovered.

It made no difference whether the driver made one mistake in a year

or if he made 15 mistakes in a year: the letter was exactly the same. The records of the company show that the 7 types of error have been

remarkably steady for years: the letters to the drivers, year after

year, had no effect except to demoralize them. The letters, with no indication that the management acknowledged responsibility for the

system, or even that there was a system, ensured that the losses from

these mistakes would continue at about the same level, or higher. The

letters were part of the system.

It is entirely wrong for the management to suppose, without a statistical test, that an error occurred because of carelessness on the

part of the worker. He may have been careless, or he may not have

been: it depends on whether he belongs to the system, or is an outlier;, & special cause.

What was needed was a separation of responsibilities for improvement—special causes, to be corrected by the drivers of Group A, and

the system itself, to be corrected by the management.
Appendix VII

Suggestions for Future Workshops Provided

by Participants

In order to assess the value of the present Workshop and

ascertain what Improvements are called for in future workshops

a letter of enquiry was sent to each participant after he

returned home.

These are the replies we received.

All corrc~piMuL-n^c vhould addrciscd to 'Iho Supcnriiindint of Weights and Measures"

Tclograms : "Asm/lrs", Nairobi

Tclcphnni.-: NtH»i»t'i 2*^7 When ri-pl>ing fL-^'.c quote

Ref. No •';...9L/2/(5)

MIMSIRV Ol COMMtKCi; AND INDUSTRY

-0 '5156 - /. WEIGHTS AND MEASURES Dl P \RTMENT

P.O. Bow:^07lNAIROBI

.'Ita. Ju.ne,. ,9.73

Hr. K. StoTfen Feiser,

^•aticn-^l "^ureou of 3t::ndaras,

Hoom No. A 931 Atoir.istr.-ition B-^ildinA',

v7ajhivg:'om :d.c. 20^34,

U.o.A.

-Dear -r. Peiser,

COMGNTS ON TG3/AID '"OZl-GHOP Qr, oTAF^DAHDISATICN

AND T.:EA3U:iZ:^3KT oZ.i7I0]:S IN ir^nJT^ilALI^ING

Ecc;x:^iE3.

The workshop wsa q^uite valuable in tliat it e^.-^bled. me to

study the value of supoorti .i^j services to standardisa oion in

order to achieve meania^ful st-mdards. As a '^'eights and

I''easures mnn, my visit to the section dealinp- with V/ei^hts

and I.Ieasures, the i^resentation on Vt'eirhts and I'easures

activities by Mr. H.?. '.Vollin, our visit to Frederick in

I-'Sryland and my visit to Vg^inia to vvitness the tec-tinf^ of

LPG meters was of unme?. sparable value. Our visits dixrin^ the

second vveek to various laboratories and Crranisations

contributed a great deal towards understanding' what your

country can offer in the field of testing- facilities.

It is ny feeling however, that the participants could

have achieved more from the workshop if a prcrrsmme oi the

activities taking place had been circulat-?d lo.-ig before those

taking part were chosen' by their countries. Suc'i a programme

could help the participating countries in choosing the right

person to attend the workshop. It \vould avoid a situation

similar to what happened in my country. The invitation v/as

sent from one I'.'inistry to another looking for the right

department from which some one could be choosen to attend the

workshop.

To achieve more, I would rather have the v/orksSiop

concejitrate on a particular field, e.g., Administration of a Standards body, or Certification and testing laboratory

projects, or electricity etc. In this way the persons

chosen conld be those •vho have specialized, or are '.vcrking

in that particular field in whicli the v/ork.Thcp is conce .-.trating.

It is true that those giving lectures are extrcciDly

busy people, but I v/culd still say that the lectures would be more valuable if some kind of notes or reference material

is lianded out so th-it when the participants go b-^ck (iCiT:e, they can rf.-fer to such notes or references whenever they

forget a point made by a lecturer v;hile attoiiding the workshop.

I find it rather difficult to reme.-:.ber as much as I would have

liked to without such no Leo bccau.-.e the lectures were V'^-ry

crowded and left no ti::e to reflect back on what one heard

during the lectu.res.

Tiio feeling I he'-rd frora moc. t of the participants is

that they vvould have liked to stay in V.'oshington rather

than Gfii thersburg. Cor'.ainly, this was my feeling but this

is a minor loint.

/2
- 2 -

Sven with the ?.bove obr.-orv=itioni--> , I still think the NES/

AID did a wonderful job for un to achieve whnt we did within such

a short period of two weeks. There are many problems I shall

now face v;ith cciifidence in the standards and measurement field.

I know to when I can go for halp in U.S.A. when confronted with

certain problems. Please send ns invitations a£;ain. It will

also be appreciated if th^e per diem allowance is included in

the letter of invitation so that if there is a need for the

participating; country to cive a supplementary allowance, this

will be done in good time, I f^ive my thanks to all the lecturers,

but in particular I will single out Dr. 3.L. Brady, I'V. H.3. Peiser,

Dr. I.I.B. lict^eil and I'.Irs. Bullman for the very personal attention

they gave us during our stay.

F.B. I-IAIKO SUFERINTE7TDENT OF V/EIGKTS & I-XASITRES
MINISTRY OF COMMERCE AND INDUSTRY

All jELEiHONF.-

correspondence NATRnr^r'-'-'

shciurd be f„ -.-.-^ A ^ /. Si'^^^V

addressed to The Superintendent >?T^<Tr' WEIGHTS AND MEASURES DEPARTMENT

of Weights and Measjices" ,/ ^iiL* j^^j

Telegrams: ••Ass.zER^^'!^>a'Sr^-^^^OBl35J53 to 35/^^

' NAIROBI

Telephone: NfttTObr-S9tS07-aTid-J3685- When replying please quote l^^th Jn n-"^ m 7

Vr' ^-/fTOl

...... -.....'^r.r.» 19.'.-^

Ref. No . . ^. r-^ ^ \ lU ^ nd dale 3y Airynil .

Ilr. Steffen Peiser,

Chief,

Office of Intern?. t-ione.l Halations,

U.S. Departnent. of Cor.C'.ei-c^',

ITational Bure-r.v. of Standards,

"•'ashir.cton, D.C. ?0?^4,

TT f ' '

Dorij» . Psis^r,

Thank ;'-ou for your letter of 23rd V.ay, 1S73. Py the time

I received yciir letter, on the 5th of June, I had already sent

you ny conunents on the V,"orkshop. let me answer the points

you have enuaerated.

(i) Tlpst Useful

(a) International Standards and related topics.

(b) Certification and testing laborator;/- projects on

acci'editatioii of testing laboratories.

(c) Computer technology.

(d) Information prograrrs.

(e) Technical devices analysis.

(f) ^eights and I-Ieasures activities.

(g) Consuner product evaluation.

(h) Invention and innovation by llr. J« Hahinov/.

(i) lect'"jres and der.ostrations by members of Optical

Ihysics Ei vision.

(j) ''ew perspectives on development planning.

(ic) Standard reference materials.

(l) Building technology.

(m) Science and Technology plan for India.

(n) Sone statistical logic in the management of quality

and competitive production.

(o) Electrical Testing Lyhoi-atories New. York.

(r) Under-z/r iters laboratories.
_ o _

(q) ^-arylsnd Dep^.rtment of A~ricul.tupe I^i vision of

Insx'ection and -tegialation '.Vei^'its and I'easures.

(r) Vj visit to Vir£;inia ou '--'ay, 21st.

(ii) I'9r'st I^qpful

(a) Open remarks by visitors on problems in their country - because no discussion ".vas held on this topic it was

rendered least useful.

(b) I'ata Processing.

(c) lectures and demonstrations by members of Electricity

Division.

' (d) Technology Transfer in Korea under the Naval Science

Assistance Program.

(e) Radiation Research.

(f) Inorganic I-^aterials Research.

(g) Polymers Research.

(h) Physical Chemistry Research,

(iii) Too Short

. (a) The visit to the American National Standards Institute.

(b) The visit to the American Society for Testing and

I'-aterials . They v/ere not prepared, in that their

talk was superficial.

(iv) Too Detailed

(a) Thermometry. .

- -

(b) Optical Ihysics Division.

(c) Mechanical Integrity of I«-aterials.

(d) Standard Reference I.Iaterials.

(e) The Interaction of the National Bijireau of Standards

with the Academic Commuiiity.

( v) The laboratory Type Demonistrations

There was enough.

I feel that the field of Standardization was not adequately

covered as compared to the I'easuremant field. It would be of

great assistance to those attending if more speakers could be

invited from Standa^^'diz-tion bodies tc give talhs on how each of

the bodies goes about making standards. This should be in as much

detail as posr.able because such detail would enable the

"Darticir.i-u'jts to see some of the henefits in ac/'oroach that are

r /3
- 3 -

employed "by the A;-,erican 3t.'tr.':l9rd3 bodies that could be useful

in the less developed counoric:r.

.

I v'ould r-cxto. tb.2 fox-r sr.eakercs, in the follov/in-: order of

relev.tno-? , rjres^-i-.'.^ition ar.d tol-irjce, T'r. ?^:'0, -'r. ^oriin^;,

'•r. ''?.t^rotcn arid Hlch. The talV by I'r. ^^ich could perhp.oa

be usr.-ful to peofle who intrr^-J to wor;: in a couiii-ry outside

theii- o.vx •."here ons does .-lot understand the people.^- ^'-'''^ich rr.ade the talk to us irreleviint

.

It was opj.ite useful to di3cu.sG .oiir problems and opportunities

v;ith collea^-ue:- from other countries.

The literatrij:-e we heve asked for should prove ruite

useful in n;y country as most of it will be for t'le purjiose of

reference. I shall be p-t^^f '-'l if it "is r.-ossible if you could

send to rce the twelve volutes of the metric report and the other

voluinos, I forget hov; many, covering the various moasureirient fields,

I do believe that the I3o/AID ''"orVrshops are an effective

means of ir-plenentation relative to other services that are or mijht be provided by the AID office of Science and Technology

so lonj cs the planning is done to achieve a particular aim in a particular field.

Find enclosed a copy of my talk to the workshop I ,T.ade on 7th of '-ay. I am very happy indeed that you have asked for rcy coroiaents as one of the participants in the workshop and I feel

that the time spent in v.'ritin; this paper has been well used if

the cor.r;ents rrove useful. Please read this paiier in conduction

with my letter V/::. 91/2/5 of 4th June, 1973.

Sincerelvfl 3'ours,

hi

F.3. llkIKO

STjiPHirr^iD::::? c? 'vziaiTTC ?: :'::\3^^5

x-nc.

FEDERAL MINISTRY OF INDUSTRIES

NIGERIAI^! STANDARDS ORGMISATION'

: -DIVISION

11, Kofo Abayomi Road, Victoria Island, Lagos.

P.M.B. No. 126 11+

Telegrams P^'^RMI''^

Ref. No. si.67/:av/r/338

Telephone. 5^239

Date.. 16th June, 1973

Mr. M. Stcffcn Poisser,

Chief, Office of International Relations,

National Bureau of Standards,

U. S. Dept of CoiOjnerce,

V/ashington DC. 202 3U,

U.S.A.

Dear Sir,

mTERNATIOi-JAL COrffERETCCE OK STANDARDISATION

AND I^EASi RI'.,.j::t SzR;IC:^3 VA R/.:^IDLY .OEVi^LOPING couittries

GA.ITHSRSBURG. I.'iD. USA APRIL - JUNE 1975

I wish to inform you that I have now safely returned to

Lagos after completing my programme for the atove

conference.

2. My visit to the underwriters laboratory in Chicago and

jny participation in the Technical Committee meeting of

ASTlvIC.7 in Akron, Ohio v/erc "both very useful.

3. Really ray experience from the v/hole v.'orkshop will te

very helpful to me in contributing to the rapid growth and

development of our your.c organisation. This also appeared to

"bo the general feeling among the participants from the othei'

countries. As I mentioned in my brief speech to the workshop

on May 7» 1973» the Nigerian Standards Organisation will

continue to require the USNBS/AID assistance partic^jlarly in

the training of technical staff ana expansion of its laboratory

facilities. Our visit to the Electrical Testing Laboratory

in New York has been very rcv/arding. This is one place that

must not be omitted in planning similar pro^'.ramaes in future.

There is no doubt that the continuation of such v.-orkshops in

future will be most beneficial to the developing countries.

k' It is very much regretted that I cannot write letters

individually to all those v»ho organised the v/orkshop and who

in no little way contributed to laakint; iiiy stay in U.o.A. most

corfif ortyble. I v/ould like however to sieze this' bpportuni ty

to thank personally Dr. E. L. Brady, Dr. Iviichael McNeil,

Mrs. Bullman and ivir. Phucas, who in various ways contributed

to virtually eliminate all problems I would have encountered

from the very daj' I arrived in Viashington DC till ray departure

for Nigeria. As for Ur. Peiser, I must say, "you are a wonderful person" since only a person of you calibre could

keep the diverse peoples from different parts of the world all

satisfied throughout the duration of the conference.

. ../2
2

5. My "boss, Mr. D. 0. Cgun has asked mc to give his heartiest

regards to you. Vvc sill will ever remain so grateful to you

for the selfless services you and your organisation hayebeen

rendering to the Nigerian Standards Organisation,

Yours faithfully,

(HToT/^aya)

for Director,

Nigerian Standards Organisation,

Federal Ministry of Industries.

P/S

My Air Ticket is hereby returned for the attention of

Mrs. Bullnan and for reconciliation of your financial records.

Please note that the flight from Washington DC to New York

City was not made; the extra luggage ticket was also not used.
PUSAT PIAWAIAN MALAYSfA

STANDARDS INSTITUTION OF MALAYSIA

lEslahthheJ Bv The SlanJardi Acl IV66) Member: Inlernuliontil Orfianization For Slandnrdizalion

SIU ALAMATKAN SEMUA SURATJ KAPADA "PENGARAH"/ ruEASt ADDRESS ALL CORHESPONOINCE TO THE "DIRECTOR"

tUSAT KAMI (OUR REF:) SIM/K/10/019(26)

•UIAT TUAN (YOUR REF )

SEKRETARIAT "AM CCHERAL SCCRETARIATi WISMA D*H*HSARA.

TINSKAr KCCMPAT.

t, JALAN StHAHTAN. KUALA LUMPUR, 23-03, MALAYSIA.

PETI SURATr. O. BOXi

TALIPON:

TELEPHONE:

544. K. L. 23-03

203077

KAWAT: SIMSEC TEUMAMt: KUALA LUMPUR

?73-C6-20

I-'r. H. 3teffin reiser,

Cha.cf , Office of Intcrnaticnal

r.elations,

National Eurcnu of Stnnclards,

A931 Adninistration Building,

Vteshington, D.C. 20234,

U. Z. A.

Dear I-'r. Peiser,

Thank you very much for your letter dated 23rd T'ay, 1973.

I am very sorry for trds belated reply.

It is indeed a great pleasure to me at the recent '.'orkshop to have the opportunity of meeting you and other I'33 Staff and also

Standardisation colleagues from other Institutions. The t\^o v.'e<iks at N3S were very enjoyable and interesting. The experience and

ideas gained are certainly useful and helpful to m.e in meeting some of my responsibilities back home. On the v/hole, the V.'orkshop

procramr.es v;ere v/ell-planned. Perhaps, hov.'ever, it may be better

that future '.'crkshop of such nature be allov;ed m.ore time for discussions

after each sessions or presentations.

Attached is a copy cf ry general corr/ncnts on the '..^orkshop. I hope this would be useful to you to evaluate on the overall success

of the '..'orkshop. In my personal opinion, the I.'BS/AID ".'orkshop is

certainly a good m,eans to helping developing countries to build up

the tech-noloriccil infra-structure in standardisation activities. Perhaps,

other '.'orkshcp participc.nts may share t'r.e same view as I on this m.atter.

'..'e have just met at :;"3 and I hope we shall meet again at som.e other tim.es.

Yours sincerely,

(C!!C'„' s.M ri:'.-,')

The presonta-tions by :i2S Staff gave a ucoful general

ovorviev/ of r.'ES activities and facilities to the •.;or'<shop

participar.t-.s. The lect'ires were instr'uctive ?.r.d -useful especially the presentations on metrology such as v;eights and

measures, calibration rnd reasurer.ent activities in the Meat,

Electricity and Optic.;! Division. The visits to the various

laboratories though short and trief gave an excellent opportunity

to the '.'oricshop participants to see the actual experi rental

facilities at M3£ and other Testing Laboratories outside y.32.

The technical inforr.aticn gained in the MBS presentations and

the observations r.ade at the various laboratories v.'cre valuable

as these v.-ould provide sore useful ideas for the development

of sirJLlcir facilities in the developing countries.

The KBS presentations on research activities such as applied radiation and chonical research, computer technology,

data processing and syster design, and etc. were interesting

too though r.any standardisation organisations in developing

countries right not have such activities at the present stage.

However, the information gained at these sessions will be useful

to these countries at a later stage when their expansion prograrrnes

for such activities are planned.

PresentBtinns by distinguished guest speakers

The tal>s by the four distinguished guest speakers were very enlightening as they all touched on different aspects of

problems and difficulties encountered in rest developing countries.

These presentations were certainly good balance to the subjects of

the V.'orkshop,

Discussions arong '..'or^shop participants

The V.'orkshop afforded a good opportunity for standardisation

colleagues of different developing countries to exchange views

-«n comron problems faced in their respective countries and

exchange ideas on the possible solutions to these problems. The

probler.s differ frorr. one country to the other and '.;ill have to be

tackled according to the special economic, social and political

circumstances of the couhtry concerned.

Technical literBt-:ire information

The scientific litcrat'ores and documents given out at the

'.ii'orkshop v;ere very valuaVle especially documents relating to the

weights and roasuros act-vities, and calibration sarvices. Some

of the dccum.ents might net be directly useful at the present

stage, lic.-ever, thoy will certainly be useful at a later stage

when nev; projects similar to that of I.'DS are set up. In any case, all these docum.cnts are most welcome by fellow colleagues back home.
/2-

5# Gi^ngrr.! observ.^ticr.s

"he. .'orVcho;^ v;as v.-ell-crgr-niscd end the prograrrcs wellarranged to crivjr rost soctior.s of actrvitios in Ctandsrdisation

and ;;o3sureTi-:r.t Services, Tho tf?c'-.nicel irfcrration ar.d ideas

gairiod at th'? '..'or^-Ghcp v.'ero ':3":^f\;l and V'-.lu./clo for the planning

of standardisation activiticr. n,\d progrc-r.~--^s in developing cour.tries.

In this respi^ct, the ?;33/.MD .'orkshop are certainly effective means of ir."plementation relative to oth?>r services thct are or rricht be

provided to developing countries by the AID Office of Science

and Technology,

/as
Gomnents b/ P^U-IIIHII-TA^: on the ilJS/ATD Workshop on Standardization and

Measurement iiervices, Ka/ 19 73.

1. The worivShop was very useful and effective in exposing the participSiits

to viarioua aGpectn of standard! 7.fition and measurement aotj.vities. }iven

the diiferoncefi in the participants' backgrounds, all presentations were perhaps either too short or too detailed for each of us. 1 feel that a general introduction to all aspects of Alio activities caii be jj yen to the

entire group aiid additioa?,! sessions can oe allowed for each participa.it

to visit and discuss the subject or subjects that interest him most.

2. The program is singl/ technical. In. between sessions caji be inserted

social and cultural activities. The participatits will better appreciate

and evaluate the tech^iical a.id scientific activities to T'jhich they are exposed in context vjith the a-nerican society as a whole. Concerts, nusichall, raussuns, picnics would certainly make the sojourn more interesting.

3. Br. l-lich's talk was infomative and pictured the problems encoxintered not

onl/ in Korea but also in other LDG's. Dr. vJaterson's recommendations on

how to approach development planning ware well taken and appreciated. Dr.

Deming pointed out who were the people responsible for quality inprovement

but did not show us how to convince them of their re spons ability.

h* Although the participants stfij together e^xd maintain verj' friendly

relationship, I noticed little communication or discussion on common

problems, jroup discussions around the table on certain subjects can be

more effective in sharing experieiicea.

ASSOClAgAO BRASILEIRA END. TEL.. "NORMATfiCNICA"

jjg CAIXA POSTAL 1680-ZC-OO AV. ALM. BARROSO. 54- GR 1503 NORMAS TfiCMCAS rIO DE JANEIRO, 30 de naio de 1973

S06/02.2

National Bui^au of Standards

A 931 Administration Building

Washington, D.C. 20 2 34

Attn: Dr. H. Steffen Peiser

Chief, Office International Relations

Dear Mr. Peiser,

I would like to extend nry appreciation and gratitude for having

had the opportunity to attend NBS/AID Wortehop on Standardization and Measurements . I will always remember the courtesy extended to me by all of you

during my stay in the United States.

The AID/Workshop was indeed very much useful though I am no

longer an expert on any of the many and interesting subjects that were dealt

with. In fact I have found my way and I hope the same has happened do all

my colleagues.

It was a hard, tiresome work, but now I can realize that was the only way to give us a general idea of NBS , as well as of the many laborato

ries , enterprises and private associations

.

So, in case we need more aid we new knew vdiere and hew to get it.

I have enjoyed the wounderful relationship too, that had natum

lly been developing itself all those days among us , peoples of so many different ways of life and economies

.

Standardization is, in deed, one of the best tools that could

be employed by man in order to improve understanding and good will among peoples, as it was the case at the Workshop.

I am looking forward to a new opportunity to see you again here

in Brazil or in your wonderful country, and if, in any V7ay, I may be of any use to any of you on personal or business matters , I will be delighted to

have the chance to return your kindness

.

My best and most respectful wishes to I'lr. Brady. Many thanks to

Mr. McNeil who so wisely and tactfully has attended to our personal needs, in

spite of the rigid schedule of the V.'orkshop, which was no easy task.

Hoping you will excuse me for this broken English of mine , I airi yours, sincerely. ^

*v / bse Nevrton Teixeira

'echnical Assistant

JNI/mcLn

SHNISTEBIO DE INDUSTRIA Y COMERCIO

BOLIVIA

DGNT 269/73

La Paz, June 29, I973

Mr.

H. Steffen Peiser

Chief

Office of International Relations

National Bureau of Standards

Washington D»C»

Dear Mr. Peiser:

Through Mr. David L. Jickling, I received your letter dated

on May 23, which I am replying now.

I hope that you have had a very good trip and the work that

you have been realized have been so succesfull as you hope.

Before to speak about the NBS presentations I would like to

speak about all the participants, I understand that most of

us work like administrative manager and only a few work as technical manager, then I think that not all of those who

work as administrative people had appreciate all the technical

presentations of NBS members and outside speakers.

About the NBS presentations I would like to say that all of

them were very useful to me and my institution, but the most

useful were:

- Information Processing Standards.

- Acreditation Testing Lab.

- Data Processing.

- Weights and Measiires activities.

- Consumer Product Evaluation.

- Standards Reference Materials.

- Building Technology.

- Polymers Research.

I think that most of the NBS presentations were neither too

short or too detailed.

I Tinderstand that it's necessary more laboratory demonstrations,

specially all those topics related with weights and measures.
- 2.-

and I think that perhaps for the future it will be necessary

to have people from the Food and Drug Administration (F.D.A. ) in order to cover all what is related with foodstuffs and food

industry and its necessary to cover the field of Occupational

Health and Industrial Safety.

About the four distingiiished visitors, I would like to say

that: Mr. Rich shows us a different field of cooperation and

his lect-ure was very interesting, Mr. Rao shows us the work

of planning that he is doing for his country and it was very

useful to me, Mr. Deming is an authority on Statistical but

I think what we need in our countries is how to applied the

statistical methods in industrial quality control.

Of our tour when we visited Underwriters Lab., Electrical

Testing lab., American National Standards Institution and

American Society for Testing and Materials I think that all

those visits were very useful, because in that we know how

works each one of the mentioned institutions.

For all the people who assisted at the workshop I think

that this was a great experience, because as you said, we

were not in regular contact, but thanks to the workshop we

are in contact now and perhaps this contact help us to solve

some primarily problems, because I noticed that in all developing countries exists similar problems.

I believe that the NBS/AID workshop is an effective mean of

implementation relative to other services that may be provided

for the lifBS to developing countries, specially in the field of

Metrology.

At the end, I hope to see you soon here in my coimtry, all the

people who work at the General Directorate of Standards and

Technology will be very happy if you decide to visit us.

Sincerely

Chief of Standards Department

General Directorate of Standards

and Technology

c.c Rodolfo Costas L.

General Director

c.c Mr. D.L. Jickling

AID.
t CSM NBS-11'(4 (1-71) U.S. OLPT. COMM. 1. PUBLICATION' OR REPORT N'O. p. rniv't icn BIBLIOGRAPHIC DATA ^ SHFET NBSIR 73-275 |

3. lu. ci pi cm' N .•\c cess ion No,

j

4. TITLE AND SLM'.TITI.L Report to AID on an riSS/AID '..'orkshop on Standardization

and Measurement Services in Industrializing Economies

5. l-'ublicat'o;i Dare Septeraoer 19 73

6. i-'cr torminj^ Or,i'.'iniz;\tion Cr>dc7. AUTIlORtS)

Michael B. McNeil

a, i-'crfornung C:';-t;onization

9. PERFORMING ORGANIZATION NAMF AND ADDRliSS

DEPARTMENT OF COMMERCE

WASHINGTON, D.C. 20234

10. Projcct/Ta.-.k/V/ork Unit No. PASA TA (CE) 5-71

11. Conrract/Cranr No.

12. Sponsoring Organization Name and Address

Agency for International Development

Department of State

Washington, D. C. 20523

13. Type of Report & Period Covered

Final Report

Sponsoring Agency Cooe

15. SUPPLEMEN i'ARY NOiES

16. ADSTR.AC r ( A 200-word or less factual suinmary or most significant information. If di.>cunitnt includes a significant

bibliography or literature survey, mention it here.)

On May 4 - 18, 1973, a Workshop was held r.t the Natxona.l- Bureau of

Standards (Gaithersburg) , under the sponsorship of AID, v/hose object v/as

to give standards officials of industrializing nations inGi^ht into the

standards and measurement systems in the United States and the role of

the National Bureau of Standards, so that thcce officialG night consider

what parts of the U.S. system might usefully be adapted to conditions in

their home countries. The report contains copies of speeche.s and

presentations by representatives of both the U.S. and the industrializing

nations, in addition to a general agenda of talks, preneataLions , and

tours of laboratories both of NBS and of other organisations.

17. KEY TORDS (Alphabet ical order, separated by semicolons) _ _ , , . . AID; As.sistance • Econcr.-: cs ; Foreign

Relations; Industrializing Nations; LDC's; MeasurewRnt Services; Standardization

18. AVAiLAHILil Y .STATEMENT 19.' .SECURITY CL.\SS

(THIS REPORT)

21. NO. OF PAGES

LX] UNLI.MITED. UNCL ASSIFIED

47

r 1 jrni? r>K!.-i^; Ai i>m'!'pinTTTiON no n'OT Pri v a c;^

1

20. SECURITY C LASS

u:: , i..<.ssii ILL

22. Price

USCOMM-DC 66244-P71