NBSIR 80-1972

Needs and Opportunities in

Metrology of the Institute de

Pesquisas Tecnologicas for

Effective Support of Brazilian

Industry

Robert D. H untoon

President

Measurement, Evaluation and Management Organization

with an Introduction by

H. Steffen Reiser

Office of International Relations

National Bureau of Standards

Washington, DC 20234

February 1980

Prepared under a Memorandum of Understanding

between the National Bureau of Standards and

the State of Sao Paulo
Research information Center

Gaithersburg, MD 20899
NBSIR 80-1972

U0-IV9-

NEEDS AND OPPORTUNITIES IN

METROLOGY OF THE INSTITUTO DE

PESQUISAS TECNOLOGICAS FOR

EFFECTIVE SUPPORT OF BRAZILIAN

INDUSTRY

Robert D. Huntoon

President

Measurement, Evaluation and Management Organization

with an Introduction by

H. Steffen Reiser

Office of International Relations

National Bureau of Standards

Washington, DC 20234

February 1 980

Prepared under a Memorandum of Understanding

between the National Bureau of Standards and

the State of Sao Paulo

U.S. DEPARTMENT OF COMMERCE, Philip M. Klutenick, Secretary

Luther H. HodgBS, Jr., Dsputy Sscfstaty

Jordan J. Baruch, Assistant Secretary for Science and Technoiogy

NATIONAL BUREAU OF STANDARDS, Ernest Ambler. Director
.•t ; ,;

”JGS*!

'Ti

7Vr

Ste tiCB H««H ' J

'. ‘4^?^’' ''IK , VII K3rnM0facw*«o qua aaaavi ‘ “ •

^ 30 OTUTirewi BHT aOiYOOjoatsm I

flO^ aAO»£>Oj6MOlj,3A3IU083'1

«A0»i^H8 ai>rf«ywua

YHT80avil

cf »J| y* rtoiTsuboifbt n« ri«W

v-W;,,

t*' '"'.^ „

'^•' lftno*»m»finl to eb -nqu

afcnabn&fS

^S0£ 00

'S'v 473! r :' •m. |4

’ ' '.. fl'

'if. 'V

*' ®'I 0®8f y^rnwidoJI I

Bntti|iet?i0bnU >o /nuKnc^‘w»ft^ r'^etonu bs'ieoai^'

^6 ^ v4«i!nu8 linormVI •fW neavwJmJ jf

olae*t q«3 to frjbitg irti

,*»trt*wll^.M allwTiori3MW03 ao tM3WrT«A«l3a ,8.u

^

.«»iWO »**»9 10 «M»ua iA*»orTAt1
TABLE OF CONTENTS

Page

INTRODUCTION 1

THE CHALLENGE 4

DISCOVERY PROCESS 5

REQUIREMENTS FOR SUCCESS 6

CONSEQUENCES 7

OUTCOME OF THE DISCOVERY PROCESS - SELF-INITIATED ACTIONS 8

CONCLUSION 15

APPENDIX I - EARLY IMPRESSIONS OF IPT 17

APPENDIX II - BRAZIL AS A LEAPFROGGING SOCIETY 18

APPENDIX III - DISCOVERY CURRICULUM 23

APPENDIX IV - THE TRANSFER OF INFRASTRUCTURE TECHNOLOGY FROM

HIGHLY INDUSTRIALIZED TO MEDIUM-INCOME COUNTRIES. . . 31

APPENDIX V - REFERENCES 32

iii
.

' * V-I [fi,:.ix.

jj>

''U]

, '0!a i'? (i; r'"

' • •'

• .. TMw-,- - . - ^- --- .. .

_._, .f ;^ V'r

. .. 8SM^W^i«i!>:’«

' 't!.' - •ill.*' ^...W’' ';•• "'

. , a*ojm ,;js#»*ie;3if_.ti;[, sm'i

If.:'

_tiy ' .' '.’t^ w-r^ ' * " '

' '

<r ..... . .

ei . . . . ti^EJ^oe •QKX:3??)6aH:54.5i|;,A

^.msam <%_ u

•f' , .„. ., .. ‘'’tv J0W,, . ..Aa.;

k'.v|!W«^ <v

ji, ,,.' Mp^. y^jwMHptT ^ n.^umn^

. ,OT«mfJoa sHoo^X'-ifPi<^^r^W3^

li :«'3i

S

M'l

t

' •* ' -ariri '‘'H

¥^:

M

ta i

Hi' ii

f

«k'.’!ij

ifl

'

i * -M

iMj

I'iiL
INTRODUCTION

Intensive studies conducted on behalf of the Agency for International

Development by the U.S. National Academy of Sciences and Research

Council supported by the National Bureau of Standards came to the

conclusion that industrial development in Brazil could be accelerated

by U.S. assistance in industrial management and technical advisory

services to medium- and small-scale industry. AID further decided

that such assistance to Brazil should be channeled through the State

of S'ab Paulo which was the most advanced in Brazil’s industrial

structure and which in its own studies of industrial development had

come to similar conclusions. In consequence and just before the end

in 1973 of the AID assistance programs to Brazil, an AID loan was given to Sab Paulo State which included a four-year, $730,000 project

for assistance and staff training by the National Bureau of Standards

for the Institute de Pesquisas Tecnologicas (IPT) of Sab Paulo State.

As part of this project, NBS awarded a small contract in June 1977 to

a company called MEMO, whose President was a retired Deputy Director

of NBS, the first Director of the NBS Institute for Basic Standards,

and the author of this report. That contract called for a "Report on the needs and opportunities in metrology of the Institute de Pesquisas

Tecnologicas for effective support of Brazilian industry." The

"Explanation of Requirements" dated April 18, 1977, states: "IPT is

gearing up to handle various Quality Assurance Programs, and

Mr. Walter Link is the IPT staff member who will assess the IPT

metrological capabilities. The contractor will send a senior staff

member to IPT at the expense of IPT for travel and subsistence.

"The staff representative will:

1. Advise IPT upon organizational and system arrangements for the

structure of a measurement system capability to provide stable,

compatible measurements, including standards, instrument calibrations, and traceability for all needs, including measurement

and testing for product standards and quality assurance.

2. Advise IPT and NBS on how to set up long-range objectives for a continuing collaborative program in metrology between the two

institutions

3. During his stay at IPT, the contractor's representative may find

it expedient to lecture to small groups of technical people from

IPT and other institutes in the Sab Paulo area, or to conduct a seminar on metrology issues in the context of IPT's links with

industry in Sab Paulo. The aim of such lectures and seminars

would be to lead to judgments and opinions of the contractor to

be discussed in the report.

1
4. The contractor will submit a report which will indicate the onsite advice (1, 2, and 3) as augmented by subsequent follow-up

studies in the U.S."

The maturity and sophistication of IPT as a well-established and

recognized institution in Sao Paulo posed a unique challenge to the

MEMO study. IPT is a respected organization with demonstrated

competence, history, and traditions growing out of its years of

service to industry and government in the areas of product testing,

measurement services, and contract research or development.

This institution, newly chartered as a public corporation in the State

of Sao Paulo, is undertaking to extend and improve these traditional

services in a manner befitting a state which is deeply involved in a vast leapfrogging operation. Brazil is committed to national goals

which include an industrial development that will lead the nation to a position of prominence as a major exporting country in a time span

much shorter than traditional evolutionary processes customarily

require.

The new public corporation status and pressures arising out of the

leapfrogging operation combine to force IPT into new modes of

operation with revised goals and new policy guidelines. Here also a corresponding amount of leapfrogging is required.

Implicit in the award of the contract to MEMO and in this report is

the premise that the development of capabilities in metrology is an

important and appropriate function for IPT. It was known that this

topic was of special concern and interest to Dr. Alberto Pereira de

Castro, the IPT Superintendent, and to his special assistant,

Mr. Ricardo Florez, who would act as the responsible official in IPT

to assist the MEMO study. No one studying the highly industrialized

countries can doubt that metrology is a subject without which a country just cannot reach major industrial objectives. However, many

countries in their industrialization efforts have chosen to institute

one national metrological facility. IPT is not that kind of a national metrological institute. Indeed, Brazil has a very large and

ambitious facility (INMETRO or INPM) being built up under the Federal

structure. Needs for industrial metrology in Sao Paulo have preceded

the services to be offered by INPM. IPT has the responsibility for

providing these services on an interim basis, while also planning to

work in support of INMETRO in each metrological field as soon as INPM

acquires the primary national capability. IPT should receive

reference materials and calibrations from abroad only if and as long

as they are needed by industry and only in coordination with the

programs of INMETRO. The metrology plan of IPT is not likely to

become obsolete when INMETRO has developed fully. The size and

•See Appendix I - Early Impressions of IPT.

^See Appendix II for an explanation of the term leapfrogging.

2
diversity of Brazil make it likely that INMETRO will disseminate

measurement standards in cooperation with secondary metrological

facilities. IPT, with close contact with industry, is capable of

becoming a valuable secondary measurement standards laboratory for

helping Brazilian industry to choose raw materials, control production, and provide test methodology for quality assurance of

products

.

H. Steffen Reiser

November 1979

3
THE CHALLENGE

For assistance in the metrological portion of this pattern of changes,

IPT has requested advice and training from a similar, yet different,

science-based organization, the National Bureau of Standards (NBS), in

the United States. This MEMO study is one aspect of the NBS response.

While the United States has the industrial development and

technological base to which Brazil aspires, the United States acquired

it via the traditional evolutionary processes. NBS itself grew in

this environment of evolutionary change, and its staff and operations

take for granted the technological base which evolved with them.

Thus, there is available little experience with the complications of

leapfrogging

.

The challenge is clear. How can the experiences and competences

developed in two different cultures with different growth processes

and different technological bases be melded into a practical approach

which can be expected to yield plans to assist IPT to improve its

services to technological industry?

The response to this challenge, which was jointly conceived early in

the study, takes the form of an intensive dialogue between the

principal investigator and various members of the staff of IPT which,

for want of a better name, we call the Discovery Process (DP).

4
DISCOVERY PROCESS

For the intensive dialogue planned for this process, a Discovery Team

(DT) was formed with an IPT member (IM) and a visiting member (VM)

.

The discussions took place in the host laboratory, IPT. This insured

immediate access to the staff of IPT and helped keep the discussions

and plans practically related to their real-life environment. The IM

is presumed to have adequate knowledge and understanding, as they

relate to the metrological considerations comprising this study, of:

1. Brazilian culture, goals, aspirations, industrial system, measurement system, and infrastructure of technology.

2. Nature and operations of IPT.

The VM is presumed to have similar background for the United States

and NBS.

The DT then proceeds to examine and discuss the operation of the

measurement system in the United States with the VM leading the

discussion. This discussion should be extensive enough to encompass

the sphere of action of IPT both as is and as proposed. The idea is

not to use the United States as a model for the solution of IPT

problems, which might well be impractical, but to provide a systematic

way to cover the field for discussions, in this case, of measurement

services. The VM does so, not in great detail, but in a manner which

may open new windows and expose new vistas to the IM.

The IM looks through these windows at the new vistas with an understanding characteristic of his Brazilian-based expertise. If these

new vistas are presented properly, the IM can be expected to discover

opportunities and actions which IPT should and can exploit or take, as the case may be. These might not even be discernible to the VM by

virtue of his ignorance of the local situation, while the local

knowledge of the IM makes them easily evident. Thus, the DP generates

discoveries by both which either alone might not make. In this

manner, it provides a sort of bridge across the cultural and systems

gaps.

Once the discoveries are made, the IM can then develop practical plans

for their exploitation and present them to management as internally

devised and proposed actions which should be implemented in the

organization. His own presumed knowledge is immediately drawn upon to

select approaches suitable for IPT.

^IM - Ricardo Florez

^VM - R. D. Huntoon

5
REQUIRE>IENTS FOR SUCCESS

The DP is clearly a complex process, the success of which had not

previously been demonstrated, and unless certain basic requirements

are met, its success is unlikely. In this case, the requirements were

met, and the use of the DP appeared justified. As indication of this

justification, we examine each requirement briefly and give evidence

of fulfillment.

1. The state of sophistication of the host institution and of

its IM must be such that there is present an ability to make

and recognize the value of discoveries, i.e., to recognize

deficiencies and opportunities and to plan appropriate

actions

.

Appendix I gives evidence that this requirement is met.

2. The experience of the VM must be such that he can be expected

to cover the field in such a manner that he can open "new

windows" for the IM to glimpse the new vistas.

References 1 and 2 display evidence relating to this

requirement

.

3. The span of the systematic dialogue must be sufficient to cover the field of interest thoroughly.

Appendix III outlines the structure followed.

A. The IM must be free to concentrate fully.

In this case he was allowed to spend as much time as circumstances and his judgment required. He worked

essentially full time with the VM.

5. The duration must be long enough to permit full coverage with

time for discoveries to be made and explored and actions

developed

.

The assigned period of four weeks seemed adequate.

6. The management must be fully receptive and supportive.

In this respect, the IPT response was exemplary. The entire

Directorate was accessible and helpful. All division leaders

and staffs were fully cooperative.

6
CONSEQUENCES

Successful application of this DP provided some unique and valuable

consequences, not originally intended or necessarily expected.

1. Since the IM is fully involved in the extensive dialogue as the primarily active and responsible member

who makes discoveries and proposes actions, he knows

fully the considerations which led to his proposals

and the management reaction to them at the time. There

is no need to report them in detail.

2. IPT is left at the end of the study with a set of selfinitiated undertakings which, if sustained by

continuing management support, may well be the

start of an internal process of self -development

which could be expected to lead IPT to an accelerated accomplishment of its goals.

3. An important consequence is that the DP tends to eliminate

the "not invented here" syndrome. The discoveries

were made by the IM, primarily, and were subsequently

examined and developed by the IPT Directorate or appropriate staff. Hence, they are truly IPT accomplishments to be fostered and nourished. They are not recommendations by an outside consultant who may be considered unfamiliar with real life in IPT.

4. There is no need for a report containing a chain of

arguments leading to a set of conclusions and recommendations for action. These have already been recognized

by the IM as a part of the Discovery Process and have

been implemented by his own follow-up actions within

the IPT organization.

A report of the outcome of the DP then naturally takes

the form of a listing of the discoveries made and the

actions taken or planned with a brief explanation of

each. It would force the IM once more to organize

his thoughts and to articulate the arguments as

clearly and as briefly as possible.

7
OUTCOME OF THE DISCOVERY PROCESS

SELF-INITIATED ACTIONS

Actions Related to Measurement Services

1. Measurement Assurance - It became evident early in the discussion

that measurement is too much taken for granted throughout most of IPT,

and that not enough attention is paid to insuring that all internal

measurement processes are providing dependably usable products, i.e.,

reliable and compatible measurements (see Ref. A). The name of the

game is real-life compatible measurement, not equipment or calibration

certificates, although these have their necessary place.

It was decided that there should be a Measurement Assurance Officer

(MAO), reporting to the Technical Director, with responsibility for

establishing organizational arrangements, procedures, policies, and

actions which will give assurance that all measurements made in or emanating from IPT will be properly compatible with the world measurement grid .

2. Measurement Awareness - It became apparent that the importance of

reliable compatible measurements to all of IPT's outputs and its image

among its clients is not sufficiently appreciated within the organization.

It was decided that the MAO should develop a series of lectures and

seminars for purposes of orienting new staff and indoctrinating the

others.

A guiding principle would be to build a recognition that IPT brings

compatibility to its clients directly by its calibration of instruments and reference materials, and indirectly by all the measurements

it makes and the certificates it issues. Also, any laxness

leading to incompatible measurements is a disservice to the client and

damaging to the reputation and image of IPT.

The disservice to the client can be catastrophic. If the client is

led astray by non-compatible measurements, his products can be

rejected in the world marketplace. This defeats the very goal of

Brazil's leapfrogging. Thus, the client is forced to renew his

compatibility by himself submitting to judgments on his reliability

which in trade often leads to suffering a catastrophe.

3. Compatibility Tie Points - There is at present no systematic

structure or set of procedures within IPT to which the staff members

who wish to make definitive measurements can turn for assurance of

compatibility. It is left to the individual.

It was decided that four compatibility tie point offices or units

should be established in IPT. For each, a qualified staff member will

8
be responsible for providing harmonization services to IPT for those

physical quantitites assigned to his office. The level of

compatibility obtainable at all range points shall be called

periodically to the attention of all staff.

These harmonization services can also be made available to all IPT

clients.

4. Compatibility Survey - In planning for the compatibility tie

points, it became evident that there is no body of information about

the level of compatibility (see Ref. 4) needed for the definitive

measurements clearing IPT en route to its clients. Nor is there a body of information available regarding compatibility of the

harmonization (see Ref. 4) services now available within IPT. In the

absence of this information, the set of four Compatibility Tie Point

Stations could not be designed to meet real instead of fancied needs

for IPT. Overdesign in these stations would be a disservice to IPT.

They should have the capability to meet real and impending needs as an initial objective.

It was decided to have the MAO establish a rapid first-order survey to

determine present needs and present capabilities. This could be

followed later by estimates of impending needs and plans for any

needed extensions of capability.

5. Compatibility Policy - There is at present no clearly stated

policy about what level of compatibility IPT should strive for vis-avis clients' present needs and estimates of future needs. Such a policy would help the planners of harmonization capability plan for

the early and longer term future.

It was decided that the Directorate will work with the MAO to produce

and disseminate a policy which will provide an adequate but not exaggerated margin of compatibility.

6. Measurement Control (Analog of Quality Control ) - It was recognized that there is no internal policing action which critically

examines the quality of the measurement product of IPT to insure that

quality levels are being maintained and are not being degraded. Nor

is there as yet a measurement tradition which tends to provide

corrective action.

It was decided that the MAO should explore the possibilities of a set

of editorial controls of various kinds to pass upon the quality of

documents of different levels clearing IPT. The idea would be to help

police the quality of reports containing definitive measurements (as

opposed to qualitative descriptive measurements) before they clear

IPT.

7. Measurement Responsibility - It is not at present clear what the

policy of IPT is regarding where the responsibility lies for the

9
quality of any definitive measurements. There is need for policy

guidelines, making it clear that the one who makes and publishes or

otherw'ise disseminates a definitive measurement is responsible for its

quality. The tie points are a resource available to him but not

responsible for his measurement quality. It also needs to be clear

that each such staff member who disseminates a measurement outside IPT

acts in effect as a measurement agent for IPT and gives, in the eyes

of the client, the image of the reliability of IPT.

It was decided that the Directorate should take a policy position

making it clear to each measurement agent of IPT that his performance

on duty will be judged, in an important measure, by the demonstrated

quality of his definitive measurements.

8. Ties to INMETRO - The advantages of redundancy and freedom to tie

into the world system compatibility structure in the most effective

way was easily recognized. It thus became apparent that coordination

with INKETRO should be continuous while INMETRO is developing the

central federal master -station capability for BNMS (Brazilian National

Measurement System) . This will be a prerequisite to insure that a free, not too tightly structured, BNMS will be developed.

An initial meeting with representatives from INMETRO regarding this

basic policy was held. It appeared that this need for continuous

coordination was recognized in their own planning philosophy. Thus,

IPT is free to establish its compatibility ties for world compatibility in the most effective manner, including INMETRO capability, as

it emerges. Plans were agreed upon for continuing dialogue for proper

coordination actions.

9 . Compatibility Ties Through Multi-National Companies (NM*s ) - It

appeared, as a result of additional discussions at CTA (Centro Tecnico

Aerospac ial) , that ties back through U.S. manufacturers will be used

when local compatibility ties are lacking or inadequate. This was made as a sort of threat to prod action at IPT, but was then realized

to be a possible alternative means to check out compatibility between

the two countries and provide a helpful closed-loop redundancy. Then

it emerged that similar channels through the multi-national corporations who maintain their own compatibility ties with the headquarters

nation might also be available and continuously helpful.

It was decided that the MAO should check things out with CTA as a cooperative venture to close another harmonization loop with the

United States. This would be followed by similar attempts with the

NM's if it appears feasible.

10. Measurement Assurance Programs for Clients - Those clients who are not large enough to have measurement assurance programs of their

own need some connection to provide continuing compatibility through

measurement assurance procedures. IPT does not yet have a stated

10
policy relating to this. It was decided to develop an appropriate

policy and disseminate it.

11. Maintaining and Building of Capability - As Brazilian industry

grows and the pool of technology supporting it develops, the need for

more sophisticated measurement capability at IPT will increase accordingly. To be most effective, IPT should lead rather than follow in

this coordinated pattern of improvement.

Experience in many other countries and laboratories shows that metrological services never return enough in fees to show a profit. The

costs of improving tie point compatibility increase markedly with

sophistication, and at the same time, the frequency of harmonization

calls decreases as the client sophistication increases. Yet the tie

points must always be somehow available either locally or via some

international arrangement.

Good metrological development and corresponding improvement in client

services tend to lead to fewer but more sophisticated demands for

service. Thus, although the number of requests for service may

decrease, the cost and complexity of each increases. Generally, the

impact upon the client of a measurement error becomes more

devastating. Unfortunately, if the increased costs are included in

the fees, the client who needs them most may be unable to pay the bill

and be forced to use other less effective channels.

This was recognized as one aspect of a larger problem related to development of general IPT capability growing out of the conversion of

IPT into a public corporation. The larger problem is treated in item

number two in the next section.

There must be policy decisions in IPT, and in Brazil generally, relating to the level of competence to be developed in-house and how much

can be practically deferred by making harmonization ties indirectly

through the National Measurement System and directly to foreign

national measurement laboratories, such as National Bureau of

Standards or National Physical laboratory or Physikalisch-Technische

Bundesanstalt

.

12. Traceability (see Ref. 4) - It soon emerged that traceability is

logically accomplished by means of closed-loop, active harmonization.

Passive, open-loop harmonization is at best a doubtful substitute,

although state of the art requires its use in many instances.

It was decided that IPT should adopt and promulgate a policy of

encouraging and fostering closed-loop harmonization internally and

with clients requesting measurement assurance services.

11
Actions Related to Institutional Development in Support of All

Activities

1. The Gap - The staffing pattern at IPT exhibits a significant gap

in the middle-management levels. This is attributed to the management

policies at IPT and not to the general social behavior patterns. It

is partly due to salary policies and partly due to personnel development policies and lack of organized management training to

develop people for these levels.

As with most science-based, mission-oriented institutions, there are

two main classes of employees: those who work "for” the institution

and those who work "at" it. The former meld their personal goals with

those of the institution and get their major rewards from the mission

accomplishment. The latter have personal goals related to the

professional community and go where these goals can be met, staying at

IPT only so long as their work coincides with their personal goals.

The middle-management people normally come from the "for" class. The

top staff of IPT clearly are so motivated. The "gap" seems to be the

result of having too many "at" employees who leave for industry once

they get some experience. These are not lost to Brazil, and IPT

provides a service by training them and benefits from their presence;

but IPT is not primarily a training institution and must have a proper

quota of "for" staff.

This need has been recognized, if not clearly formulated. There needs

to be some policy pronouncement about the training mission of IPT and

its balance with the service mission. There also needs to be some

management training and indoctrination to help motivate and convert

new employees of talent to the "for" class.

The Directorate of IPT is now considering a management training program proposed by one of the directors.

2. Development of Capability - The recent conversion to public

corporation status will make IPT strongly dependent upon fees from its

industrial clients. While such clients will pay for direct costs of

the services they receive, they can be expected to object to markups

to provide funds for development of capability to meet foreseeable

needs as technology advances and Brazilian industry becomes more

sophisticated. Finding the means to grow and develop capability for

future needs is crucial for the survival of an IPT as visualized in

its present goals. The institution must somehow maintain a leadership

position if it is to be ready to serve the needs of clients two to

five years downstream. It will not suffice to wait until the need

emerges in the form of a client demand. By then the clients will not

be willing to wait for development and pay for it, too. IPT must have

discretionary resources continuously available for the support of the

growth process, and finding them must be a top priority undertaking

for the management.

12
To make the problem even more pressing, the conversion from public

funds (presently about 50 percent) to income from fees is accelerating

under pressure from the Government. The interval of three years,

planned at the time of establishment as a public corporation, has

already shrunk to two and possibly less.

The management of IPT is well aware of this crucial problem and

indicates that plans are under development to proceed on several

fronts , such as

a. Developing plans for an overhead charge to provide discretionary funds.

b. Planning to sell capability development projects to the

Government

.

c. Selling the Government on a continuing budget for capability

development

.

d. Developing a policy to investigate actively the impending

developments in industry expected to impact upon IPT,

including consideration of a set of industrial advisory

committees

.

3. Staff Development at Home - Excessive loss of new staff to

industry may imply some lacking or even unconscious, unexpressed

negative personnel policies. Establishment and pronouncement of

positive policies backed by action in support of personal development

plans, personal development discussion with supervisors, training for

first- and second-level supervisors, procedures for encouragement of

ideas from staff to move upwards, and so forth, will help identify and

motivate capable "for" employees.

The Directorate is now engaged in consideration of these matters. A

new Personnel Committee recently formed will be asked to consider

these and similar questions.

4. Staff Training Abroad - Sending a staff member abroad to learn by

watching or participating in an ongoing project, while helpful and

desirable, can lead to misunderstanding and disappointment unless the

visitor understands that he is essentially "piggybacking" on the

project he watches. He must be careful to sense and relate what he

sees to the realistic picture of supporting systems back home.

Appendix II contains a discussion on "piggybacking." More is

indicated in Appendix III.

IPT management is planning for more effective counseling for trainees

during training abroad. Also, actions to ameliorate the "gap" will

lead to more experienced trainees who can appreciate the problem and

be more selective in their training activities.

13
5. Organizational Readiness - It is a common failing in the United

States that organizations which send people for training, either

technical or managerial, forget that the organization must itself

develop to be ready to make use of the training when the individual

returns. Failure to make this compensating organizational development

is frustrating to the individual, generates an attitude against training, and leads the institution to feel that training is not productive.

The management at IPT indicated that this problem had not been faced,

primarily because there has been little management training and the

technically trained people are seriously needed when they return.

They propose to include organizational development in their actions

to provide for personal development and management training.

14
CONCLUSION

This terminal section is a conclusion in the sense of a closing off,

not the conclusions reached as an end product of rational analysis,

yet one such conclusion must be stated. Discretionary funds to

develop capability and to support the central measurement competence

which will not be self supporting must.be provided. Without them IPT

cannot be expected to meet the future demands of its clients.

It has become clear in the preparation of this report of the MEMO/IPT

Project that the product of the Discovery Process resides at IPT in

the minds and notes of those who participated actively and in the "ahha's" perceived by IPT staff as they sensed opportunities for action

and developed plans for implementation.

The Appendices which follow provide:

1. Explanation of some of the terms used.

2. Back-up evidence for some of the statements made.

3. Basis for an overview of the extent and structure of

the Discovery Process ''Curriculum.”

4. Some helpful references. Copies of these have been

supplied to IPT and duplicated there as desired.

15
r.\

Vr

ar V s ,.i

. 4.4

,.,’'W4.<

.

. »! <:. .4k.>% t«i«|i^,^

':^ K^i 3vtSn' life.

<4W© j®iilK^^;^biT^iB. b4:

'“* woiillk 70.^ s*iii$]cMk»j¥lh?ci'tj '.?!I|^_

.' >

fid'.

h4 »:‘^L^-' Jiil

' **

'

ii«Mtl[^ 84t«>tt-I^^'3, .!<» ^:?!»^^’ire' >ioidife*X<}a(iK.’\’';* I :--^^| yc„ ji- s^t' Tt Cyi- zP

r-J}l '-il.

t r

' -f.: " ^

'• ;_-Jik^‘~'3

W 'SM.t,

• '* ’ •, i

» >t ,.

-^t:

id* s.v«|rf''j«5i4|»' ,.i o^

'

>ft' w,,TA4i -:

,, „ •% ^'%v , \f|.| >lir

wif»

y:

' ><^vi

ij*--

, ,';i4 il

' . • ‘.._»:_:_‘:lv^::

i a

>"*W) M

ifv^a- fi

j;!":

4 -y

i« ' 1 :*#

,Z.£‘‘l^Mh
APPENDIX I

EARLY IMPRESSIONS OF IPT

A preliminary broad-perspective understanding of IPT as an institution

in the Brazilian society was an essential input to guide the study.

This "first impression" could be corrected later, as and if necessary.

It is presented here as a collection of brief statements which

generally characterize IPT and will serve to orient the reader. The

input for these statements was provided by:

1. Pre-trip briefings by the program coordinators at NBS

.

2. The IPT brochure entitled Institute de Pesquisas Tecnologicas 1976.

3. Early orientation visits provided by IPT upon arrival

there.

IPT is a venerable institution of the Sab Paulo industrial system,

starting operations in 1899 (two years before NBS was chartered).

IPT was, for most of its history, a civil service, government- financed

laboratory of the State of SSb Paulo, and it has no federal charter to

perform functions at the national level. Some may be assigned.

Within the past year, IPT has been converted to a public company which

allows a much freer basis of operation, still, however, under the

control of the State Government. In particular, it removes some

salary limits of the civil service which were causing serious losses

of skilled personnel to industrial competitors.

The mission of IPT is to serve the needs of industry for product

testing, contract research and development, product quality control,

and measurement services, such as calibration of measuring

instruments

.

A consequence of becoming a public corporation is that Government

funds for support of operations must be replaced, in a major way, by

fees from the industrial clients. At present, the mix is about 50-50,

but the fraction provided by the Government is supposed to be reduced

during an interval of 3 years.

IPT has exhibited a steady growth and a stable management reaching by

mid-1977 a level of operation approaching 1600 staff members and an

annual budget of about $25 million (Cr$375 million).

As it operates at the time of the study, there are eight technical

divisions, two service divisions, and a Directorate consisting of a superintendent, technical director, director of administration, and

17
legal fiscal director. The superintendent reports to a council made V

up of Government and industrial representatives.

The operating divisions have extensive autonomy over the work that

they undertake for industrial clients. There are no written policy

guidelines bounding the freedom of work contracts. However, each

division is expected to show a profit from its operations and is not

at present required to pay for plant and facilities. IPT will be

required to amortize its equipment.

Trainees sent to NBS at the senior level have been reported to be pro- i; fessionally capable, creative, well-motivated, and useful in the f

programs they joined. In many cases, the NBS units report a desire to

have the individual remain to do more.

As would be expected, the stability of management has fostered the

development of IPT traditions, social values, and definite modes of

procedure (habits of behavior).

The filtering processes, characteristic of civil service days, has

left IPT with a dedicated and motivated, but small, top echelon of

professionals of real competence. Competent middle management between

them and the technicians at the workbench is sparse.

The magnitude of the operation, its continued growth, and the

\^n.despread use of its services attest to the competence of its staff

and the capable management of the institution.

The growing sophistication of the industrial clients and the

complexity of the research problems brought to IPT has caused review

of its traditional divisional management. The advantages of some form

of matrix management have become apparent, and a beginning has been

made to undertake programs which encompass the capabilities of more

* than one division. The control has been put into the hands of a \ program manager who assigns tasks and funds to the divisions for ' appropriate portions of the program.

18
APPENDIX II

BRAZIL AS A LEAPFROGGING SOCIETY

Every nation is composed of a set of interacting systems of people,

institutions, equipment, and procedures each having many interfaces

with the others. Examples of the kinds of systems involved are:

1. Political.

2. Religious.

3. Fiscal.

4 . Legal

.

5. Police.

6. Educational.

7. Transportation.

8. Communication.

9. Industrial production.

10.

Measurement.

The latter two systems are prominent in what we call industrialized

societies. Such tectinically based societies have, as an important

addition, a vast reservoir or pool of technology from which all the

systems draw as needed. Each of them also adds appropriately to the

pool through its operations. Thus, a sort of "bootstrapping" (selfsustained enhancement) takes place. The systems which draw upon the

technology add to it, in return bringing about a positive feedback to

stimulate further growth.

This pool of technology exhibits a’ form of cascade structure. Later

technologies depend upon earlier ones for their development and

sustenance. Thus, for example, an illumination technology depends

upon the existence of glass technology, metals extraction, wire

drawing, powder metallurgy, alloy technology, getter technology,

phosphor technology, metal forming, vacuum technology, etc. These in

turn depend upon others.

As an industrial society evolves naturally, all of the systems and

supporting technologies develop in a mutual harmony with balances

roughly maintained. Many small imbalances occur and are remedied by

many advances and adjustments so that the whole growing complex

evolves to suit the needs and goals of the society in a kind of

dynamic equilibrium. A society which grows in this manner,

maintaining internal harmony, can be called an evolving society.

If an evolving society, at an earlier stage in its development,

undertakes to interact in the world scene with the major

industrialized nations and to compete with them in world markets, it

must intervene in the slow process of evolution. This intervention

takes the form of an attempt to increase suddenly the magnitude and

19
sophistication of the industrial system by importing equipment and

technology and by sending people abroad for training.

Clearly, an increase in the industrial system in an evolving society

is accompanied by appropriate changes in the educational,

transportation, fiscal, legal, and communication systems as well as

the measurement system. Without these adjustments, the industrial

system rests on some very insecure and troublesome supports. But the

leapfrogging society can't wait for all the evolutionary steps, so it

undertakes a series of corrective actions to ameliorate the

economically and socially limiting imbalances when the industrial

system is stepped up. These can be considered as means to leapfrog

over the traditional evolutionary stages into the modern capability.

Hence, the term "leapfrogging society" becomes descriptive and useful.

A leapfrogging society has clearly to deal with more complex problems

than an evolving one, and it is more difficult to understand and sense

the important dislocations. It is beset by a myriad of problems

arising from the induced imbalances and the new ones added by firstorder attempts to correct the obvious immediate ones.

For the past 20 years, Brazil has been a leapfrogging society and has

faced many of the expected problems. This discussion is not an argument against Brazil's leapfrogging, merely a recognition of it,

since understanding of what is going on will be helpful in planning

the future actions.

However, as a consequence, it is understandably difficult for

specialists who have grown up in, and spent their careers in, an industrial society of the evolving type to come to Brazil and exercise

their usual skills in the different, more complex environment. Unless

they are aware of the fundamental differences, they can give advice

which unknowingly subsumes the existence of a level of technology and

performance of the other systems which is not yet available. Hence,

their advice may be inoperable, unpractical, or even downright

catastrophic

.

This line of reasoning leads to caution. In effect, it encourages

teamwork between the specialist and capable Brazilians who do know the

state of their technology and the performance of their other social

systems in planning future development.

In this particular case of the MEMO study of IPT measurement services,

it rapidly becomes clear that the S^o Paulo industrial development has

progressed beyond the capabilities of the Brazilian National

Measurement System (BNMS), and corrective actions both temporary and

fundamental are needed. Industry is reaching out to the pool of

technology for capabilities not yet in being. In frustration, it

turns elsewhere, but not always with success.

20
To avoid the pitfalls facing the advisor from an evolving society, the

Discovery Process was formulated and tried. It seemed to work largely

because the state of sophistication at IPT is well advanced and the

complexity of the situation is readily understood. Also, there is a good measure of creativity present to recognize the avenues for change

and to exploit them.

The discoveries made and the resulting self -generated actions should

provide a basis for IPT to bring the Sao Paulo measurement system into

consonance with the industrial needs as they now stand.

More than this is needed, however. As the BNMS catches up to the

present needs, they will have, in the meantime, moved further ahead.

The planning needs to foresee this forward momentum and plan for it,

too. The most effective form of outside assistance will be the kind

that leaves a legacy of self-initiat ed , self-supporting actions which

will lead to a growth pattern that will not again fall behind.

Leapfrogging should strive to bring the country to a modern position,

not just to a new base for an additional repetitive leapfrogging

action

.

There is, of course, the question, "Is such a course fundamentally

achievable?” The growth of technology, depending as it does on positive feedback via the ever expanding pool of technology, tends to

increase in proportion to what has already been achieved. A system

with a lesser pool to build upon could not then be expected to develop

a growth rate which will allow it to overtake an established system of

greater development.

Sheer size and complexity or political policies may result in a slowing of the more developed larger system and permit the developing

system to catch up. This fundamental question is not clearly settled

and may never be.

It does seem clear, however, that every import of technology, if consolidated into the developing system, will help alleviate the

differences.

This leapfrogging difficulty tends to work in a reverse mode also.

When Brazilians are sent to organizations in a well-developed but

evolving society for training, they are accepted into ongoing projects

as a part of the team. They, in a sense, "piggyback” the project. By

this process they not only become part of the project but also of its

environment. They need to be aware that this environment is liable to

mislead when the project itself is transferred to their leapfrogging

society.

Consider NBS as an example. If the trainees are engaged in watching

some ongoing projects, they must realize that these people they watch

are accustomed to the presence of the whole pool of technology and of

the performance of the other social systems at corresponding

21
equilibrium levels. Thus, what seems easy and straightforward at NBS

may, in fact, be very difficult, if not impossible, back home.

If the trainee is not aware of the leapfrogging actions of Brazil and

of the present holes in the structure of Brazilian technology as well

as the non -corresponding performance of other Brazilian systems such

as transportation, education, or communication, he may well be

attracted to the wrong aspects of the projects he is watching. He

will learn some wrong things or get priorities reversed.

This argues that already experienced people should be sent as traineeobservers. Yet, at IPT, the people with this experience and maturity

cannot be spared from present assignments for a long enough time to

make away-from.-home training worthwhile.

Three corrective actions can be helpful:

1. Steps need to be taken to fill "the gap". Some are

planned

.

2. The IPT training coordinator at NBS should be of

sufficient stature and experience to counsel with

the trainees to insure that they are learning the

proper things.^

3. The trainees can be given projects of their own to

perform at NBS, provided the training coordinator

watches that they realize some system performances

they are drawing upon do not yet exist in Brazil

with comparable performance.

should also arrange to provide such counseling. The present

coordinator clearly has the qualifications. He should review the

need for this help for present trainees and adjust his priorities

accordingly.

22
APPENDIX III

DISCOVERY "CURRICULUM"

The material which follows outlines the "curriculum" for discussion

which served as a basis for the Discovery Process to function. It is

presented to serve two functions:

1. To indicate the scope of the discussions upon which discoveries were based.

2. To serve as a review guideline to IPT for further considerations of self development.

This "curriculum" material was presented with slides in two lectures

at IPT. Copies of the slides were made at IPT and kept there. The

lectures were taped and detailed notes left at IPT.

I. Universe of measurements

A. Domains

1. Legal metrology (IPT not involved)

2. Technological metrology (vital to IPT)

B. Classes of measurements

1. Interchangeability

a. Materials, parts, systems

b. Equity in the marketplace (legal metrology)

,

data and information science, and engineering

c. Product standards

2. Decision and action

a. Daily actions (flight control, for example)

b. Process control

c. Quality assurance

d. Quality control

II. Fundamental importance of measurement

A. Daily life

B. Science and engineering data

23
C. Product standards

1. Formulation - based upon realizable measurements

2. Acquisition - based upon realizable measurements

3. Verification - based upon realizable measurements

A. Certification - based upon realizable measurements

D. Quality assurance

1. Product planning and design

2. Materials acquisition

3. Process control

4. Standard verification

5. Performance measurement

E. Quality control - policing

1. Parts verification

2. System performance

F. Economic values

1. Investments in measurement

2. Relation to industrial growth

3. Relation to balance of pa3nnents

4. Value in the marketplace

5. Cost benefit considerations

III. Concept of National Measurement System

(References 1 and 4)

A. Measurement station

1 . Meaning

2. Operation

3. Operators and integrity

B. Compatibility

1. Meaning

a. Across society (across geographic area)

b. Across time

2. Essential requirement of working system

3. Master slave relations

4. Pyramidal structure

5. Top master stations

24
C. International compatibility

1. Ties to world grid

2. World infrastructure

D. Main networks

1. Instrumentation

2 . Data

3 . Techniques

E. Achieving compatitility - harmonization

1. Passive (open loop)

2. Active (closed loop)

3. Absolute

a. Standard reference materials

b. Standard reference things

c. Standard reference data

4. Catastrophe (Manufacturers who depend upon noncompatible measurements make products which are

rejected in the marketplace.)

F. Derived units

1. Base units

2. Coherence scheme

3. Coherent derived units

4. Absolute ties to physical constants

G. Range extension

1. Unit definition

2. Top master realization

3. Extension to small and large values

4. Accuracy charts

H. Planning ahead

1. Use of accuracy charts

2. Assessment of present capability

3. Improving the units

4. Profitability

IV. The Brazilian National Measurement System (BNMS)

A. Attempts to sketch the present portions of BNMS

25
B. Missing elements

1. Federal central core

2. Dissemination chains

3. An example of the missing technological base

for the industrial expansion

C. Importance of a free system reemphasized

V. I?T as a functional element of BNMS (black box)

A. Federal role (only as assigned in special cases)

B. Service ties to Sab Paulo industry

1. Testing

2. Certification

3. Calibrations

A. Measurement assurance needed

5. Process control

C. Interfaces

1 . INMETRO

2. Multinationals

3. Industrial clients

4. Industrial ties to world grid

5. World grid (in absence of INMETRO)

VI. IPT from inside

A. Requirements

1. Internal compatibility

2. Measurement awareness

3. Measurement assurance

4. Available tie points

a. External to world grid

b. Internal laboratory

c. External for clients

5. Measurement responsibility

6. Quality control of measurements (editorial policy

and committees)

7. Compatibility level requirements - survey

B. Survey proposal

1. Status of compatibility

2. Status of levels available

26
3 . Status of levels needed

4. Estimates of trends

VII. IPT, the Institution

There are fundamentally important factors which affect the accomplishment of the measurement services provided by IPT. However, these

affect also, in a broad way, the effective prosecution of all the

missions of the institution.

The DP was used in this case, too, using the VM experience at NBS and

as a management training consultant as a basis for the discussion. As

expected, the IM observed from his background and by joint discussions

with the management opportunities for improvement of IPT operations

generally

.

In this broader based discussion, relevance to measurement services

was not a requirement. The "curriculum" of subject matter covered as

a basis for this DP follows.

A. General aspects of institutional development

1.

Development of staff by the organization

a. Technical training

b. Management training

c . Personal development plans

d. Reward structure

e. Personnel policies

f. Differentiation between those who work "for"

IPT and those who work "at" IPT

2.

Self development of staff

a. Policy guides

b. Encouragement

c . F inane ing

d. In technical areas

e. In management areas

3.

Self development of organization

a. Awareness

b. Readiness to grow to match staff development

c. Continuing concern for personnel policies

d. Promulgation of policies

27
4. Development of organization by staff

a. Awareness that this happens and should happen

b. Encouragement

c. Staff initiative to help organization improve

B. Development of capability

1. Sources of funds

a. What can be done with fees

b. Needs for discretionary funds

2. The public corporation problem of IPT

a. Where to get the discretionary funds

b. Development of institution policy

c. What can clients be expected to support

3. Trends

a. Policy regarding forecasting

b. Passive response to client requests

c. Active intelligence gathering and forecasting

C. The Gap

1. Observance of middle management gap

2. Accident of IPT or social phenomenon (IPT can control)

3. Procedures for elimination

a. Is it needed - policy position

b. Personnel policies

c. Management training

d. Treatment of growth of "for" employees

e. Treatment of growth of "at" employees

D. Training abroad

1. Limitation to "for" employees

2. Remain on duty commitments

3. Consequences of gap

a. Junior staff too inexperienced to profit sufficiently

b. Senior staff too committed at home to spare time

c. How to get out of dilemma

(1) Management training

(2) Salary to retain staff

28
4.

Problems of piggybacking

a. Programs observed are ongoing and based upon

technology of the host institution

b. Result is focussing on wrong aspects in some

cases

c. Remedies - IPT resident coordinator at host

institution to help guide the learning of trainees

E. Organizational readiness

1. Management training of staff (training ineffective if

organization doesn't develop self to make use of staff

training)

2. Organization preparations for returning technical trainees

F. Personnel policies

1. Periodic review

2. Counseling by supervisor

3. Encouraging personal development plan

4. Avoiding the rating confrontation syndrome

5. Value of personnel policy committee

6. Value of division personnel policy committees

7. Keeping control in technical hands

8. Promulgation of promotion criteria

9. Reward structure

a. Stated

b . Real

c. Staff conceptions of each

G. Matrix management

1. Traditional independence of divisions a barrier

2. Difficulties with line managers, understanding

3. Demonstrating the value of matrix management

a. Efficiency

b. Prevention of stagnation

4.

The transition

a. Complete or partial

b. Selecting leaders

c • Timing

d. Adjudication

Who pays for discretionary funds

Role of the resource leader (Division Chief)

Role of the program manager

5.

6 . 7.

29
8. Need for goodwill and understanding

9. Use only "for" people as managers and program leaders

H. Integrity

1. Vital to research testing institution

2. Staff awareness

3. Management awareness

4. Impact of organizational changes

5. Reward structure for improving attitudes

6. Policy statements and guides

7. Responsibility of every individual

8. Working for internal social approval

I. Advisory committees

1. Overall operations (now exists)

2. Divisional committees

a. Client inputs for discussion

b. Spur to staff

c. Opportunity for contacts and visibility

d. Protection against political interference

e. Stay out of management

30
APPENDIX IV

THE TRANSFER OF INFRASTRUCTURE TECHNOLOGY

FROM HIGHLY INDUSTRIALIZED TO MEDIUM-INCOME COUNTRIES

NBS has gathered some development assistance experience upon which a few conclusions can be drawn which appear to be consistent with this

report

.

1. Industrialization brings with it an ever-increasing need for an

infrastructure in measurement science which in any one country

must be carefully tuned to specific industrial needs.

2. Metrology must be carried out under the guidance of a national

capability which for different physical, chemical, and engineering

quantities could be spread over several institutions.

3. Good dissemination of metrological quantities to industry and test

laboratories must be carefully planned and generally involves a multi- institutional structure.

4. Transfer of infrastructure technology tends to be ineffective if

not coupled with transfer of management practices and other

institution building projects.

5. Transfer of infrastructure technology has to be actively pursued

by donor and receiving teams, who in their interplay must be tuned

to listen to each other's arguments and be sensitive to wideranging issues. This is the principal feature of the "Discovery

Process" described in this report. Various descriptions of this

Process are possible, but this much is certain: Both sides must

actively face it as a challenge.

31
APPENDIX V

REFERENCES

[1] Huntoon, R. D. , Compatibility in Measurement Systems, Report on an NBS/AID/OAS Workshop on Standardization and Measurement

Services in Industrializing Economies, Held November 3-16, 1974,

pp.4-82 (NBSIR 75-769).

[2] Huntoon, R. D. , Standard Reference Materials and Meaningful

Measurements—An Overview, October 29-November 2, 1973, pp . 4-56

(NBS Special Publication 408).

]3] Sangster, R. C. , Collected Executive Summaries of the National

Measurement System 1972-75 (NBSIR 75-947), January 1977.

[4]

Huntoon, R. D. , Concept of a National Measurement System,

Science 158 , p. 67, October 6, 1967.

[5] Sangster, R. C., Structure and Functions of the National

Measurement System (NBSIR 75-949), July 1977.

[6] Sangster, R. C. , Final Summary Report —Study of the National

Measurement System (NBSIR 75-925), December 197 6.

[7] Sangster, R. C. , Transactions Matrix Description of the

National Measurement System (NBSIR 75-943), August 1976.

NOTE: Copies of all references, except the paper in Science, were delivered to IPT during the project.

32
NBS-114A (REV. 7-731

U.S. DEPT. OP COMM.

BIBLIOGRAPHIC DATA

SHEET

1. PUBLIC ATION OR REPORT NO.

NBSIR 80-1972 (AID)

2. Gov’t Accc.s.sitm No.

3. Recipient’."; Acccs.sion No.

4. TITLE AND SUBTITLE

NEEDS AND OPPORTUNITIES IN METROLOGY

OF THE INSTITUTO DE PESQUISAS TECNOLOGICAS

FOR EFFECTIVE SUPPORT OF BRAZILIAN INDUSTRY

5. Publication Date February 1980

6. Performing Organization Code

7. AUTHOR(S)

Robert D. Huntoon

8. Performing Organ. Report No.

9. PERFORMING ORGANIZATION NAME AND ADDRESS

NATIONAL BUREAU OF STANDARDS

DEPARTMENT OF COMMERCE

WASHINGTON, D.C. 20234

10. Project/Task/Work Unit No.

11. Contract/Grant No.

12. Sponsoring Organization Name and Complete Address (Street, City, State, ZIP)

Institute de Pesquisas Tecnologicas , State of Sao Paulo

(under Agency for International Development Loan //512-L-088

13. Type of Report & Period

Covered

) Final

14. Sponsoring Agency Code

IS. SUPPLEMENTARY NOTES

Work carried out under the Memorandum of Understanding

16. ABSTRACT (A 200-word or less factual summary of most significant information. If document includes a significant

bibliography or literature survey, mention it here.)

IPT and NBS are now in the last year of a five-year AID-sponsored joint effort to

help IPT accomplish its proper part in the "leapfrogging" industrialization of

Brazil. This telescoping of conventional patterns of growth, to reach maturity more

rapidly, injects dislocations into the balances between imported sophisticated technologies and supportive subordinate technologies such as, for example, the nation’s

measurement services. A four-week joint study of measurement services of IPT served

as a basis for examining the dislocations in the Sab Paulo measurement infrastructure. By comparing the activities in IPT with those in a laboratory functioning in

a more developed infrastructure, IPT, with its extensive knowledge of Brazilian

technologies, was able to identify dislocations peculiar to Brazil and plan for itself appropriate corrective actions. The nature of the comparison and the correctivi

actions planned are presented in the report.

17* KEY WORDS (six to twelve entries; alphabetical order; capitalize only the first letter of the first key word unless a proper name; separated by semicolons)

Brazil; industrialization; international cooperation; measurement infrastructure;

metrology; technologies; technology transfer

18. AVAILABILITY f~Xl Unlimited

For Official Distributiorr. Do Not Release to NTIS

Order From Sup. of Doc., U.S. Government Printing Office

Washington, D.C. 20402, SD Cat. No, C13

Order F rom National Technical Information Service (NTIS)

Springfield, Virginia 22151

19. SECURITY CLASS 21. NO. OF PAGES

(THIS REPORT)

UNCL ASSIFIED 32

20. SECURITY CLASS 22. Price

(THIS PAGE)

$6.00

UNCLASSIFIED

USCOMM-DC 29042-P74
*/K<! »p»lifc^l#l^ -4 M?i _

•»<)««

/ '^1

, f?!'

" ' - ,3r fi«t/*tMj(,MO

''St

-

“T-rV V

irvv^'tjt *«M AkH4t«4

(oii^) wi^ %tzm

15^

4«tH >9»q»9 •«ci>0 i|Matta1>*4 «i

:lT. ,t

j;

- g

jkTAO DiirtAioouai^

T3aHZ '-4l^g^

.., xff|t«uVtlH^ ^jti. a >C-^'

;2arinKapxii<«io cm ?.03;sii''’'ajS

IT iA'fiTWpeas jio ottrrrtaisi sfrTrioV’Pf

^5

14

to taowe wrroattj sot

~w~- M

Ji

AC£> 3 au!H .Q :Hlkf

j. "'Xip . 4*CWVti;^

li^ftlT .

j.^‘ I'fl ilt.....ifc.» rWHu'4,',;

-- i-*si:H tftn«^oX^'#a lAts^iAttsAsat toi i»bra/)v^,

'.

‘ .x^ - '" / t N*; :;To. i:yar^w#

I.. ,:a^. ,..- ..^

'"’ vm».*vw%.- ft UiA-OAl »»«» « 'M V 3AJ ^

trAJw:t..r* Itftj f.. ;T4.-'

01 /ion. iWot «wth^s;-aa T!5l

b*l*il3sartl5W b»3^ ^^«^3^‘‘€^bEir.^'frei^43oi»lb ,X-^h^41'

t0^»Z

.-Ui'.ixoo Ml »-a» iiattiKqina »llJ it> »iit»»ir .((I ..lioni* MMS.JT01 4 JHi<iotjs. —

,j-»,.i »<« 9i b>ida*i*»q M%*»<u»ls .oolll.^ “ '

' , 'W». .1 •f't XT'. . . 1

^

1

1

n

.

irryr- fi r i

‘

i ^

••' i* '*' "'•' •" "

1 “** ,tw% ft mrnSw- v.*t» W tftft»ft< mV ik'^ «» *»A\ cCi

'S*.1,||’JJ»T 3 ^oftUTb’iOOt

" ^3^1 . 114/ JlAVA^

t3 aA.<T 30 jO«

1C

00. »2

•5 AJ3 Yl U»V03fc f*

i 4wm

u>05 vtjjrtriW M

, t, vCK>A^«,im .

M* A*Mi >«-MMO»ftV

.^in.r- g

' *I-i|

tiTifV ***^*^* ••tt iftCI x#liwln»ft.tl

'

'

’

•

. ft* tt'"~

•

' — ‘—-ldif0mmm^.*^ —

* <«n*i «<*i*»#e i»if«ffiMfti

it

A *t