FIDES TU12P/B YEAR 1971.

The FIDES  TU12P/B  is a 12 inches portable B/W television with VHF and UHF rotary tuners.

Recently, it has become more popular than ever to watch TV in a car as the number of cars increases. In general, a storage battery of 12 volts is used in small cars while one of 24 volts is used in large cars so that there is a disadvantage that a separate power supply device is required for driving a TV set in compliance with the respective battery used in the car. The present invention relates to a power supply circuit of a television receiver used in an automobile, and in particular to a power supply circuit of a television receiver which enables two different voltages from two kinds of supply respectively mains at 220v and dc 12v.

It has a Transistorized horizontal deflection circuits  made up of a horizontal switching or output transistor, a diode, one or more capacitors and a deflection winding. The output transistor, operating as a switch, is driven by a horizontal rate square wave signal and conducts during a portion of the horizontal trace interval. A diode, connected in parallel with the transistor, conducts during the remainder of the trace interval. A retrace capacitor and the deflection yoke winding are coupled in parallel across the transistor-diode combination. Energy is transferred into and out of the deflection winding via the diode and output transistor during the trace interval and via the retrace capacitor during the retrace interval.
In some television receivers, the collector of the horizontal output transistor is coupled to the B+ power supply through the primary windings of the high voltage transformer.

The set has all basic commands above the screen and allows power supply from mains 220v and a 12volt source and is a slightly rare thing.

The set is branded FIDES which was an Italian industry brand name property of the Italian appliances factory / industry IGNIS (known for the IGNIS K563 washing machines and derivatives and the PHILIPS developed P.M. SYSTEM  series.)

The set is fabricated by Emerson.

The Original Italian brand conglomerate was formed by IGNIS (Main) FIDES and ALGOR  (All dead).

The Ignis was a manufacturer of home appliances. Currently is a trademark owned by the US multinational Whirlpool Corporation.

The milanese entrepreneur Giovanni Borghi founded in 1946 in Comerio (VA) the SIRI S.p.A., acronym for Refrigerant Industry Company Ignis. The term Ignis, which will be the brand name comes from the Latin and means "flame", and in fact, the company began its activities by building electric hobs.

During the 1950s the company grew in terms of productivity, and extend it to gas cookers, irons, electrical water heaters and refrigerators, the latter also products for third parties with some brands such as Atlantic, Fiat, Philco, Phonola and RadioMarelli. At the same time created other establishments, Gavirate, Naples and Cassinetta di Biandronno.

The company, in the 1960s and 1970s continued its expansion by creating settlements in Siena and Trento, and also abroad, two in Spain and one in Greece. He also started the production of washing machines, dishwashers and microwaves. Commercially Ignis was one of the leading companies in the domestic market of home appliances in 1960, holding a market share of 38%.

In 1970, 50% of the share capital of the company was taken over by Philips, which acquired full control in 1972.

Ignis was in those years, after the Zanussi, the second national manufacturer of household appliances, and in 1973 its factories were more than 10000 employees only in Italy.

With the change of ownership at the Dutch multinational company, he also changed the corporate name of the company that became IRE S.p.A (Industrie Riunite Eurodomestici).

In 1988, IRE-Ignis became a joint venture between Philips and Whirlpool, which entered the capital with 53% of the shares, becoming the majority shareholder.

The American company in 1991, acquired the whole of the Ignis, which became Italy s.r.l, Whirlpool and Whirlpool Europe later, and since then is a part of the group, which produced household appliances in the Italian plants, still active (NOT FOR TELEVISIONS !!)

 IGNIS, GIOVANNI BORGHI HISTORY.

 Investing in the industrial development of artisan villages
in Varese, Italy, Giovanni Borghi builds a factory for 200
employees to manufacture not only ovens and cooktops, but
also an appliance previously unknown in Italy: the refrigerator.
Ignis workers produce appliances for third-party companies
like Fiat, Atlantic, Philco, Emerson and Philips. Borghi builds
the “Villages of Ignis,” with affordable one- and two-family
houses (Borghi Villages), as well as a pool and sports center
in Comerio, Italy, and a hostel vvith recreational facilities for
young workers in Cassinetta, Italy, all intended to promote a
comfortable, healthy lifestyle.

  The Milan industrialist Giovanni Borghi founded the IGNIS brand of household appliances.  His factories would turn out one appliance every eight seconds, and make billions selling them to Italy's exploding middle class.   Borghi was famous for his early support of cycling, and his yellow IGNIS jerseyed squadra won more than a few great races in the late fifties and early sixties.

Borghi was aggressive, flamboyant and flashy.  And he took care of his stars - famously buying Spanish sprinter Miguel Poblet a Lancia convertible after his Milan San Remo win.   On top of his 25 million lire per year salary.  

Giovanni Borghi, was an Italian industrialist pioneer in the field of domestic appliances, returned from a trip in the USA with a real
illumination: refrigerators insulated with Polyurethane foam were much more
efficient and capacious than those hand-filled with mineral wood.
His refrigerators Group, Ignis, developed internally this technology and the
related equipment, a suitable alternative to the imported foam dispensers, which
were difficult to get, fix and maintain, stimulating an industrial supply of
similar machines.  

 And in 1959 Borghi signed the man most of Italy thought would be the man to replace Fausto Coppi:  1956 Olympic, 1958 Giro d'Italia and World Champion  Ercole Baldini.  He lured Baldini away from Legnano with a contract so fat many said it only served to asurre that il treno di Forli.. would...well...get a little too fat himself!  He was never quite as hungry once he went to IGNIS.

Borghi kept control of IGNIS in the family.  In the paternalistic Italian industrial model - like Ferrari, Maserati or Campagnolo.   He later turned the reins over to his son, who in turn finally sold the company to Dutch conglomerate, Philips.
 
When Philips decided to get into the major household appliances
market, its procedure was to buy increasing quantities of these goods from the Italian firm, Ignis, then at the height of its prosperity.
Once it became the principal client of the manufacturer, it took over supplying the latter by purchasing 50 percent of its capital. It took over the firm completely in 1972, to the satisfaction of the founder of Ignis, Giovanni Borghi.

In 1988, IRE-Ignis became a joint venture between Philips and Whirlpool, which entered the capital with 53% of the shares, becoming the majority shareholder.

The American company in 1991, acquired the whole of the Ignis, which became Italy s.r.l, Whirlpool and Whirlpool Europe later, and since then is a part of the group, which produced household appliances in the Italian plants, still active
BORGHI DIED IN 1975.
 
Borghi is still remembered in Italia.   RAI even aired TV miniseries about his life this past year, "Mister Ignis". 

More Notes:

^ Giovanni Borghi, su SAN - Archivi d'impresa. URL consultato il 21 dicembre 2017. ^ Sito web del Quirinale: dettaglio decorato.

Readings:

V. Notarnicola, Giovanni Borghi, Milano, Longanesi, 1966.
G. Spartà, Mister Ignis: Giovanni Borghi nell'Italia del miracolo, Segrate, Mondadori, 2003, ISBN 88-04-51406-X.

Some Links;

Giovanni Borghi, su SAN - Archivi d'impresa.
Giovanni Borghi, in Dizionario biografico degli italiani, Roma, Istituto dell'Enciclopedia Italiana.

FIDES TU12P/B CHASSIS Z3468/A INTERNAL VIEW.

The chassis is realized on a monocarrier completely based around discretes semiconductors.


All semiconductors circuits were made by:ates and PHILIPS.

SGS is Società Generale Semiconduttori - Aquila Tubi E Semiconduttori (SGS-ATES, "Semiconductor General Society - Tubes and Semiconductors Aquila"), later SGS Microelettronica, a former Italian company now merged into STMicroelectronics

SGS Microelettronica and Thomson Semiconducteurs were both long-established semiconductor companies. SGS Microelettronica originated in 1972 from a previous merger of two companies:

• ATES (Aquila Tubi e Semiconduttori), a vacuum tube and semiconductor maker headquartered in the Abruzzese city of l'Aquila, who in 1961 changed its name into Azienda Tecnica ed Elettronica del Sud and relocated its manufacturing plant in the outskirts of the Sicilian city of Catania
• Società Generale Semiconduttori (founded in 1957 by Adriano Olivetti).

GENERAL BASIC TRANSISTOR LINE OUTPUT STAGE OPERATION:

The basic essentials of a transistor line output stage are shown in Fig. 1(a). They comprise: a line output transformer which provides the d.c. feed to the line output transistor and serves mainly to generate the high -voltage pulse from which the e.h.t. is derived, and also in practice other supplies for various sections of the receiver; the line output transistor and its parallel efficiency diode which form a bidirectional switch; a tuning capacitor which resonates with the line output transformer primary winding and the scan coils to determine the flyback time; and the scan coils, with a series capacitor which provides a d.c. block and also serves to provide slight integration of the deflection current to compensate for the scan distortion that would otherwise be present due to the use of flat screen, wide deflection angle c.r.t.s. This basic circuit is widely used in small -screen portable receivers with little elaboration - some use a pnp output transistor however, with its collector connected to chassis.

Circuit Variations:
Variations to the basic circuit commonly found include: transposition of the scan coils and the correction capacitor; connection of the line output transformer primary winding and its e.h.t. overwinding in series; connection of the deflection components to a tap on the transformer to obtain correct matching of the components and conditions in the stage; use of a boost diode which operates in identical manner to the arrangement used in valve line output stages, thereby increasing the effective supply to the stage; omission of the efficiency diode where the stage is operated from an h.t. line, the collector -base junction of the line output transistor then providing the efficiency diode action without, in doing so, producing scan distortion; addition of inductors to provide linearity and width adjustment; use of a pair of series -connected line output transistors in some large -screen colour chassis; and in colour sets the addition of line convergence circuitry which is normally connected in series between the line scan coils and chassis. These variations on the basic circuit do not alter the basic mode of operation however.

Resonance
The most important fact to appreciate about the circuit is that when the transistor and diode are cut off during the flyback period - when the beam is being rapidly returned from the right-hand side of the screen to the left-hand side the tuning capacitor together with the scan coils and the primary winding of the line output transformer form a parallel resonant circuit: the equivalent circuit is shown in Fig. 1(b). The line output transformer primary winding and the tuning capacitor as drawn in Fig. 1(a) may look like a series tuned circuit, but from the signal point of view the end of the transformer primary winding connected to the power supply is earthy, giving the equivalent arrangement shown in Fig. 1(b).

The Flyback Period:
Since the operation of the circuit depends mainly upon what happens during the line flyback period, the simplest point at which to break into the scanning cycle is at the end of the forward scan, i.e. with the beam deflected to the right-hand side of the screen, see Fig. 2. At this point the line output transistor is suddenly switched off by the squarewave drive applied to its base. Prior to this action a linearly increasing current has been flowing in the line output transformer primary winding and the scan coils, and as a result magnetic fields have been built up around these components. When the transistor is switched off these fields collapse, maintaining a flow of current which rapidly decays to zero and returns the beam to the centre of the screen. This flow of current charges the tuning capacitor, and the voltage at A rises to a high positive value - of the order of 1- 2k V in large -screen sets, 200V in the case of mains/battery portable sets. The energy in the circuit is now stored in the tuning capacitor which next discharges, reversing the flow of current in the circuit with the result that the beam is rapidly deflected to the left-hand side of the screen - see Fig. 3. When the tuning capacitor has discharged, the voltage at A has fallen to zero and the circuit energy is once more stored in the form of magnetic fields around the inductive components. One half -cycle of oscillation has occurred, and the flyback is complete.

Energy Recovery:
First Part of Forward Scan The circuit then tries to continue the cycle of oscillation, i.e. the magnetic fields again collapse, maintaining a current flow which this time would charge the tuning capacitor negatively (upper plate). When the voltage at A reaches about -0.6V however the efficiency diode becomes forward biased and switches on. This damps the circuit, preventing further oscillation, but the magnetic fields continue to collapse and in doing so produce a linearly decaying current flow which provides the first part of the forward scan, the beam returning towards the centre of the screen - see Fig. 4. The diode shorts out the tuning capacitor but the scan correction capacitor charges during this period, its right-hand plate becoming positive with respect to its left-hand plate, i.e. point A. Completion of Forward Scan When the current falls to zero, the diode will switch off. Shortly before this state of affairs is reached however the transistor is switched on. In practice this is usually about a third of the way through the scan. The squarewave applied to its base drives it rapidly to saturation, clamping the voltage at point A at a small positive value - the collector emitter saturation voltage of the transistor. Current now flows via the transistor and the primary winding of the line output transformer, the scan correction capacitor discharges, and the resultant flow of current in the line scan coils drives the beam to the right-hand side of the screen see Fig. 5.

Efficiency:
The transistor is then cut off again, to give the flyback, and the cycle of events recurs. The efficiency of the circuit is high since there is negligible resistance present. Energy is fed into the circuit in the form of the magnetic fields that build up when the output transistor is switched on. This action connects the line output transformer primary winding across the supply, and as a result a linearly increasing current flows through it. Since the width is
dependent on the supply voltage, this must be stabilised.

Harmonic Tuning:
There is another oscillatory action in the circuit during the flyback period. The considerable leakage inductance between the primary and the e.h.t. windings of the line output transformer, and the appreciable self -capacitance present, form a tuned circuit which is shocked into oscillation by the flyback pulse. Unless this oscillation is controlled, it will continue into and modulate the scan. The technique used to overcome this effect is to tune the leakage inductance and the associated capacitance to an odd harmonic of the line flyback oscillation frequency. By doing this the oscillatory actions present at the beginning of the scan cancel. Either third or fifth harmonic tuning is used. Third harmonic tuning also has the effect of increasing the amplitude of the e.h.t. pulse, and is generally used where a half -wave e.h.t. rectifier is employed. Fifth harmonic tuning results in a flat-topped e.h.t. pulse, giving improved e.h.t. regulation, and is generally used where an e.h.t. tripler is employed to produce the e.h.t. The tuning is mainly built into the line output transformer, though an external variable inductance is commonly found in colour chassis so that the tuning can be adjusted. With a following post I will go into the subject of modern TV line timebases in greater detail with other models and technology shown here at  Obsolete Technology Tellye !


- The EHT Output is realized with a selenium rectifier.

The EHT selenium rectifier which is a Specially designed selenium rectifiers were once widely used as EHT rectifiers in television sets and photocopiers. A layer of selenium was applied to a sheet of soft iron foil, and thousands of tiny discs (typically 2mm diameter) were punched out of this and assembled as "stacks" inside ceramic tubes. Rectifiers capable of supplying tens of thousands of volts could be made this way. Their internal resistance was extremely high, but most EHT applications only required a few hundred microamps at most, so this was not normally an issue. With the development of inexpensive high voltage silicon rectifiers, this technology has fallen into disuse.

Power supply is realized with mains transformer and Linear transistorized power supply stabilizer, A DC power supply apparatus includes a rectifier circuit which rectifies an input commercial AC voltage. The rectifier output voltage is smoothed in a smoothing capacitor. Voltage stabilization is provided in the stabilizing circuits by the use of Zener diode circuits to provide biasing to control the collector-emitter paths of respective transistors.A linear regulator circuit according to an embodiment of the present invention has an input node receiving an unregulated voltage and an output node providing a regulated voltage. The linear regulator circuit includes a voltage regulator, a bias circuit, and a current control device.

In one embodiment, the current control device is implemented as an NPN bipolar junction transistor (BJT) having a collector electrode forming the input node of the linear regulator circuit, an emitter electrode coupled to the input of the voltage regulator, and a base electrode coupled to the second terminal of the bias circuit. A first capacitor may be coupled between the input and reference terminals of the voltage regulator and a second capacitor may be coupled between the output and reference terminals of the voltage regulator. The voltage regulator may be implemented as known to those skilled in the art, such as an LDO or non-LDO 3-terminal regulator or the like.
The bias circuit may include a bias device and a current source. The bias device has a first terminal coupled to the output terminal of the voltage regulator and a second terminal coupled to the control electrode of the current control device. The current source has an input coupled to the first current electrode of the current control device and an output coupled to the second terminal of the bias device. A capacitor may be coupled between the first and second terminals of the bias device.
In the bias device and current source embodiment, the bias device may be implemented as a Zener diode, one or more diodes coupled in series, at least one light emitting diode, or any other bias device which develops sufficient voltage while receiving current from the current source. The current source may be implemented with a PNP BJT having its collector electrode coupled to the second terminal of the bias device, at least one first resistor having a first end coupled to the emitter electrode of the PNP BJT and a second end, a Zener diode and a second resistor. The Zener diode has an anode coupled to the base electrode of the PNP BJT and a cathode coupled to the second end of the first resistor. The second resistor has a first end coupled to the anode of the Zener diode and a second end coupled to the reference terminal of the voltage regulator. A second Zener diode may be included having an anode coupled to the cathode of the first Zener diode and a cathode coupled to the first current electrode of the current control device.

A circuit is disclosed for improving operation of a linear regulator, having an input terminal, an output terminal, and a reference terminal. The circuit includes an input node, a transistor, a bias circuit, and first and second capacitors. The transistor has a first current electrode coupled to the input node, a second current electrode for coupling to the input terminal of the linear regulator, and a control electrode. The bias circuit has a first terminal for coupling to the output terminal of the linear regulator and a second terminal coupled to the control electrode of the transistor. The first capacitor is for coupling between the input and reference terminals of the linear regulator, and the second capacitor is for coupling between the output and reference terminals of the linear regulator. The bias circuit develops a voltage sufficient to drive the control terminal of the transistor and to operate the linear regulator. The bias circuit may be a battery, a bias device and a current source, a floating power supply, a charge pump, or any combination thereof. The transistor may be implemented as a BJT or FET or any other suitable current controlled device.

FIDES TU12P/B CHASSIS Z3468/A CRT TUBE SYLVANIA ST4700A.

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Sylvania Electric Products was a U.S. manufacturer of diverse electrical equipment, including at various times radio transceivers, vacuum tubes, semiconductors, and mainframe computers. They were one of the companies involved in the development of the COBOL programming language.


Sylvania started as Hygrade Sylvania Corporation when NILCO, Sylvania and Hygrade Lamp Company merged into one company in 1931. In 1939, Hygrade Sylvania started preliminary research on fluorescent technology, and later that year, introduced the first linear, or tubular, fluorescent lamp ever made. It was featured at the 1939 New York World's Fair.


Sylvania was also a manufacturer of both vacuum tubes and transistors.

In 1942, the company changed its name to Sylvania Electric Products Inc. (note no comma)

In 1959, Sylvania Electronics merged with General Telephone to form General Telephone and Electronics (GTE)

Through merger and acquisitions, the Company became a significant, but never dominating supplier of electrical distribution equipment, including transformers and switchgear, residential and commercial load centers and breakers, pushbuttons, indicator lights and other hard-wired devices. All were manufactured and distributed under the brand name GTE Sylvania, with the name Challenger used for it light commercial and residential product lines.

GTE Sylvania contributed to the technological advancement of electrical distribution products in the late 70's with several interesting product features. At the time, they were the leading supplier of vacuum cast coil transformers, manufactured in their Hampton, VA plant. Their transformers featured aluminum primary winding and were cast using relatively inexpensive molds, allowing them to produce cast coil transformers in a variety of KVA capacities, primary and secondary voltages and physical coil sizes, including low profile coils for mining and other specialty applications. They also developed the first medium voltage 3 phase panel that could survive a dead short across two phases. Their pateneted design used bus bar encapsulated in a thin coating of epoxy and then bolted together across all three phases, using special non-conductive fittings.

By 1981 GTE had made the decision to exit the electrical distribution equipment market and began selling off its product lines and manufacturing facilities. The Challenger line, mostly manufactured at the time in Jackson, MS, was sold to a former officer of GTE, who used the Challenger name as the name of his new company. Challenger flourished, and was eventually sold to Westinghouse, and later Eaton Corporation. By the mid 80's the GTE Sylvania electrical equipment product line and name was no more.

In 1993 GTE exited the lighting business to concentrate on its core telecomms operations. The European, Asian and Latin American operations are now under the ownership of Havells Sylvania. With the acquisition of the North American division by Osram GmbH in January 1993 Osram Sylvania Inc. was established.

In the early 1980s, GTE Sylvania sold the rights to the name Sylvania and Philco for use on consumer electronics equipment only, to Holland's NV Philips. This marked the end of Sylvania's TV production in Batavia, NY, USA and Smithfield, NC, USA. The Sylvania Smithfield plant later became Channel Master. The rights to the Sylvania name in many countries are held by the U.S. subsidiary of the German company Osram which, itself, is a subsidiary of Siemens AG (NYSE:SI). The Sylvania brand name is owned worldwide, apart from Australia, Canada, Mexico, New Zealand, Puerto Rico and the USA, by Havells Sylvania, headquartered in London, England.



GTE Corporation (formerly General Telephone & Electronics Corporation) was the largest of the "independent" US telephone companies during the days of the Bell System. It acquired the third largest independent, Continental Telephone (ConTel) in 1991.[1] They also owned Automatic Electric, a telephone equipment supplier similar in many ways to Western Electric, and Sylvania Lighting, the only non-communications-oriented company under GTE ownership. GTE provided local telephone service to a large number of areas of the U.S. through operating companies, much like how American Telephone & Telegraph provided local telephone service through its 22 Bell Operating Companies.

The company also acquired BBN Planet, one of the earliest Internet service providers, in 1997. That division became known as GTE Internetworking, and was later spun off into the independent company Genuity (a name recycled from another Internet company GTE acquired in 1997) as part of the GTE-Bell Atlantic merger that created Verizon.

GTE operated in Canada via large interests in subsidiary companies such as BC TEL and Quebec-Téléphone. When foreign ownership restrictions on telecommunications companies were introduced, GTE's ownership was grandfathered. When BC Tel merged with Telus (the name given the privatized Alberta Government Telephones (AGT)) to create BCT.Telus, GTE's Canadian subsidiaries were merged into the new parent, making it the second-largest telecommunications carrier in Canada. As such, GTE's successor, Verizon Communications, was the only foreign telecommunications company with a greater than 20% interest in a Canadian carrier, until Verizon completely divested itself of its shares in 2004.[2]

In the Caribbean, CONTEL purchased several major stakes in the newly independent countries of the British West Indies (Namely in Barbados, Jamaica, and Trinidad and Tobago).[3][4][5]

Prior to GTE's merger with Bell Atlantic, GTE also maintained an interactive television service joint-venture called GTE mainStreet (sometimes also called mainStreet USA[citation needed]) as well as an interactive entertainment and video game publishing operation, GTE Interactive Media.


History

GTE's heritage can be traced to 1918, when three Wisconsin public utility accountants (John F. O'Connell, Sigurd L. Odegard, and John A. Pratt) pooled $33,500 to purchase the Richland Center Telephone Company, serving 1,466 telephones in the dairy belt of southern Wisconsin. In 1920 the three accountants formed a corporation, Commonwealth Telephone Company, with Odegard as president, Pratt as vice-president, and O'Connell as secretary. Richland Center Telephone became part of Commonwealth Telephone, which quickly purchased telephone companies in three nearby communities. In 1922 Pratt resigned as vice-president and was replaced by Clarence R. Brown, a former Bell System employee.

By the mid-1920s Commonwealth had extended beyond Wisconsin borders and purchased the Belvidere Telephone Company in Illinois. It also diversified into other utilities by acquiring two small Wisconsin electrical companies. Expansion was stepped up in 1926, when Odegard secured an option to purchase Associated Telephone Company of Long Beach, California and proceeded to devise a plan for a holding company, to be named Associated Telephone Utilities Company. An aggressive acquisition program was quickly launched in eastern, midwestern, and western states, with the company using its own common stock to complete transactions.

During its first six years, Associated Telephone Utilities acquired 340 telephone companies, which were consolidated into 45 companies operating more than 437,000 telephones in 25 states. By the time the stock market bottomed out in October 1929, Associated Telephone Utilities was operating about 500,000 telephones with revenues approaching $17 million.

In January 1930 a new subsidiary, Associated Telephone Investment Company, was established. Designed to support its parent's acquisition program, the new company's primary business was buying company stock in order to bolster its market value. Within two years the investment company had incurred major losses, and a $1 million loan had to be negotiated. Associated Telephone Investment was dissolved but not before its parent's financial plight had become irreversible, and in 1933 Associated Telephone Utilities went into receivership.



General Telephone

The company was reorganized that same year and resurfaced in 1935 as General Telephone Corporation, operating 12 newly consolidated companies. John Winn, a 26-year veteran of the Bell System, was named president. In 1936 General Telephone created a new subsidiary, General Telephone Directory Company, to publish directories for the parent's entire service area.

Like other businesses, the telephone industry was under government restrictions during World War II, and General Telephone was called upon to increase services at military bases and war-production factories. Following the war, General Telephone reactivated an acquisitions program that had been dormant for more than a decade and purchased 118,000 telephone lines between 1946 and 1950. In 1950 General Telephone purchased its first telephone-equipment manufacturing subsidiary, Leich Electric Company, along with the related Leich Sales Corporation.

By 1951, General Telephone's assets included 15 telephone companies operating in 20 states. In 1955 Theodore Gary & Company, the second-largest independent telephone company, which had 600,000 telephone lines, was merged into General Telephone, which had grown into the largest independent outside the Bell System. The merger gave the company 2.5 million lines. Theodore Gary's assets included telephone operations in the Dominican Republic, British Columbia, and the Philippines, as well as Automatic Electric, the second-largest telephone equipment manufacturer in the U.S. It also had a subsidiary, named the General Telephone and Electric Corporation, formed in 1930 with the Transamerica Corporation and British investors to compete against ITT.[9]

In 1959 General Telephone and Sylvania Electric Products merged, and the parent's name was changed to General Telephone & Electronics Corporation (GT&E). The merger gave Sylvania - a leader in such industries as lighting, television and radio, and chemistry and metallurgy - the needed capital to expand. For General Telephone, the merger meant the added benefit of Sylvania's extensive research and development capabilities in the field of electronics. Power also orchestrated other acquisitions in the late 1950s, including Peninsular Telephone Company in Florida, with 300,000 lines, and Lenkurt Electric Company, Inc., a leading producer of microwave and data transmissions system.

In 1960 the subsidiary GT&E International Incorporated was formed to consolidate manufacturing and marketing activities of Sylvania, Automatic Electric, and Lenkurt, outside the United States. During the early 1960s the scope of GT&E's research, development, and marketing activities was broadened. In 1963 Sylvania began full-scale production of color television picture tubes, and within two years it was supplying color tubes for 18 of the 23 domestic U.S. television manufacturers. About the same time, Automatic Electric began supplying electronic switching equipment for the U.S. defense department's global communications systems, and GT&E International began producing earth-based stations for both foreign and domestic markets. GT&E's telephone subsidiaries, meanwhile, began acquiring community-antenna television systems (CATV) franchises in their operating areas.

In 1964 GT&E president Leslie H. Warner orchestrated a deal that merged Western Utilities Corporation, the nation's second-largest independent telephone company, with 635,000 telephones, into GT&E. The following year Sylvania introduced the revolutionary four-sided flashcube, enhancing its position as the world's largest flashbulb producer. Acquisitions in telephone service continued under Warner during the mid-1960s. Purchases included Quebec Telephone in Canada, Hawaiian Telephone Company, and Northern Ohio Telephone Company and added a total of 622,000 telephone lines to GT&E operations. By 1969 GT&E was serving ten million telephones.

In March 1970 GT&E's New York City headquarters was bombed by a radical antiwar group in protest of the company's participation in defense work. In December of that year the GT&E board agreed to move the company's headquarters to Stamford, Connecticut.

After initially proposing to build separate satellite systems, GT&E and its telecommunications rival, American Telephone & Telegraph, announced in 1974 joint venture plans for the construction and operation of seven earth-based stations interconnected by two satellites. That same year Sylvania acquired name and distribution rights for Philco television and stereo products. GTE International expanded its activities during the same period, acquiring television manufacturers in Canada and Israel and a telephone manufacturer in Germany.

In 1976 newly elected chairman Theodore F. Brophy reorganized the company along five global product lines: communications, lighting, consumer electronics, precision materials, and electrical equipment. GTE International was phased out during the reorganization, and GTE Products Corporation was formed to encompass both domestic and foreign manufacturing and marketing operations. At the same time, GTE Communications Products was formed to oversee operations of Automatic Electric, Lenkurt, Sylvania, and GTE Information Systems. In 1979, another reorganization soon followed under new president Theodore F. Vanderslice. GTE Products Group was eliminated as an organizational unit and GTE Electrical Products, consisting of lighting, precision materials, and electrical equipment, was formed. Vanderslice also revitalized the GT&E Telephone Operating Group in order to develop competitive strategies for anticipated regulatory changes in the telecommunications industry.

In 1979, GTE purchased Telenet to establish a presence in the growing packet switching data communications business. GTE Telenet was later included in the US Telecom joint venture.



1980s

GT&E sold its consumer electronics businesses, including the accompanying brand names of Philco and Sylvania in 1980, after watching revenues from television and radio operations decrease precipitously with the success of foreign manufacturers. Following AT&T's 1982 announcement that it would divest 22 telephone operating companies, GT&E made a number of reorganization moves.

In 1982 the company adopted the name GTE Corporation and formed GTE Mobilnet Incorporated to handle the company's entrance into the new cellular telephone business. In 1983 GTE sold its electrical equipment, brokerage information services, and cable television equipment businesses. That same year, Automatic Electric and Lenkurt were combined as GTE Network Systems.

GTE became the third-largest long-distance telephone company in 1983 through the acquisition of Southern Pacific Communications Company. At the same time, Southern Pacific Satellite Company was acquired, and the two firms were renamed GTE Sprint Communications Corporation and GTE Spacenet Corporation, respectively. Through an agreement with the Department of Justice, GTE conceded to keep Sprint Communications separate from its other telephone companies and limit other GTE telephone subsidiaries in certain markets. In December 1983 Vanderslice resigned as president and chief operating officer.


1990s

In 1990 GTE reorganized its activities around three business groups: telecommunications products and services, telephone operations, and electrical products. That same year, GTE and Contel Corporation announced merger plans that would strengthen GTE's telecommunications and telephone sectors.

Following action or review by more than 20 governmental bodies, in March 1991 the merger of GTE and Contel was approved. Over half of Contel's $6.6 billion purchase price, $3.9 billion, was assumed debt. In April 1992, James L. "Rocky" Johnson retired after 43 years at GTE, remaining on the GTE board of directors as Chairman Emeritus. Charles "Chuck" Lee was named to succeed Mr. Johnson. Mr. Lee's first order of business was reduction of that obligation. He sold GTE's North American Lighting business to a Siemens affiliate for over $1 billion, shaved off local exchange properties in Idaho, Tennessee, Utah, and West Virginia to generate another $1 billion, divested its interest in Sprint in 1992, and sold its GTE Spacenet satellite operations to General Electric in 1994.

The Telecommunications Act of 1996, promised to encourage competition among local phone providers, long distance services, and cable television companies. Many leading telecoms prepared for the new competitive realities by aligning themselves with entertainment and information providers. GTE, on the other hand, continued to focus on its core operations, seeking to make them as efficient as possible.

Among other goals, GTE's plan sought to double revenues and slash costs by $1 billion per year by focusing on five key areas of operation: technological enhancement of wireline and wireless systems, expansion of data services, global expansion, and diversification into video services. GTE hoped to cross-sell its large base of wireline customers on wireless, data and video services, launching Tele-Go, a user-friendly service that combined cordless and cellular phone features. The company bought broadband spectrum cellular licenses in Atlanta, Seattle, Cincinnati and Denver, and formed a joint venture with SBC Communications to enhance its cellular capabilities in Texas. In 1995, the company undertook a 15-state test of video conferencing services, as well as a video dialtone (VDT) experiment that proposed to offer cable television programming to 900,000 homes by 1997. GTE also formed a video programming and interservices joint venture with Ameritech Corporation, BellSouth Corporation, SBC, and The Walt Disney Company in the fall of 1995.

Foreign efforts included affiliations with phone companies in Argentina, Mexico, Germany, Japan, Canada, the Dominican Republic, Venezuela and China. The early 1990s reorganization included a 37.5 percent workforce reduction, from 177,500 in 1991 to 111,000 by 1994. Lee's fivefold strategy had begun to bear fruit by the mid-1990s. While the communication conglomerate's sales remained rather flat, at about $19.8 billion, from 1992 through 1994, its net income increased by 43.7 percent, from $1.74 billion to a record $2.5 billion, during the same period.



Merger with Bell Atlantic

Bell Atlantic merged with GTE on June 30, 2000, and named the new entity Verizon Communications. The GTE operating companies retained by Verizon are now collectively known as Verizon West division of Verizon (including east coast service territories). The remaining smaller operating companies were sold off or transferred into the remaining ones. Additional properties were sold off within a few years after the merger. On July 1, 2010, Verzion sold many former GTE properties to Frontier Communications.

References:

"Bell Atlantic and GTE Pick Post-Merger Name". New York Times. April 4, 2000. Retrieved March 15, 2015.
"News Releases - Verizon News".

"GTE Corporation". Encyclopædia Britannica. Retrieved January 2, 2014.

"Investor Relations - Verizon".

"Bell Atlantic and GTE Chairmen Praise FCC Merger Approval". Verizon. Retrieved January 10, 2014.

"Sale of 73.5 million TELUS shares by Verizon completed". TELUS News Release. December 14, 2004.

Felipe M Noguera. "Telecommunications in The Caribbean".

Cable & Wireless Barbados: Early History

Telecommunications Services of Trinidad and Tobago - Corporate History

Linda Haugsted (1992-12-07). "Daniels Cablevision launches GTE Main Street. (package of interactive information services)". Multichannel News. Archived from the original on 2011-05-16.

"CREATIVE MULTIMEDIA AND GTE MAIN STREET STRIKE PARTNERSHIP; New agreement will deliver CD-ROMs over subscribers' TV sets". Business Wire. May 30, 1995.

Mike Farrell (May 24, 2004). "Sale of Cerritos Cable System Expected Soon". Multichannel News.

"GTE Corporation - Company History". Fundinguniverse.com. Retrieved February 24, 2017.

"Transamerica into Telephones," Time Magazine, 20 October 1930.

"Company History". Vintage Sylvania. Retrieved August 28, 2014.

FCC Internet Services Staff. "Corporate History - Verizon Communications (formerly GTE Corporation)". Fcc.gov. Retrieved May 15, 2012.

"Verizon must slash $375M in costs to stay on even keel following Frontier sale, Jefferies says". FierceTelecom.

Affiliated Interest Agreement - Advice No. 26. Verizon Northwest, Inc. Exhibit 1.

PHILIPS I20T600 MISURINA YEAR 1967.

 

The  PHILIPS I20T600  MISURINA is a B/W 20 inches (50cm) portable television with 6 programs mechanic tuning keyboard.

The mechanical turret approach to television tuning has been used almost exclusively for the past 60 years. Even though replete with the inherent disadvantages of mechanical complexity, unreliability and cost, such apparatus has been technically capable of performing its intended function and as a result the consumer has had to bear the burdens associated with the device. However, with the " recent "  Broadcast demands for parity of tuning for UHF and VHF channels, the increasing number of UHF and cable TV stations have imposed new tuning performance requirements which severely tax the capability of the mechanical turret tuner. Consequently, attempts are now being made to provide all electronic tuning to meet the new requirements. 

 The present invention relates to a pushbutton tuner for radio sets, television sets and other apparatus, and particularly for TV  sets or the like. A pushbutton tuner of this type presents a plurality of pushbutton assemblies mounted on the tuner frame for in and out movement, each one of these pushbutton assemblies carrying adjustable memory means for recalling a memorized broadcast frequency when the pushbutton assembly is pushed inwardly. Conventional pushbutton tuners comprise a plurality of pushbutton assemblies arranged side by side and parallel to each other, longitudinally slidable inside a tuner frame, and each carrying an abutment member which can be angularly adjusted around an axis which is perpendicular to the plane of the pushbutton assembly, and is associated to means for locking or unlocking same so as to adjust its angular position at will and maintain such position once adjusted. Each pushbutton assembly cooperates, by means of its abutment member, with the inclined edges of a V-shaped notch obtained in a control bar transversely arranged with respect to the pushbutton assemblies, said control bar being operatively associated to the tuner group of the radio set, so as to actually control same as a consequence of its longitudinal movement promoted by the insertion of any pushbutton assembly and by the consequent action of the abutment member on the inclined edge of the V-shaped notch. In the known pushbutton tuners, the abutment member consists of a pin which is mounted angularly adjusted on each pushbutton assembly. Whenever a pushbutton assembly is pushed inwardly to select a predetermined frequency, the abutment pin rests, at the end of the inward movement of the pushbutton assembly, in the vertex angle of the associated V-shaped notch of the control bar. In this end position, the abutment pin normally results to be inclined with respect to the longitudinal axis of the pushbutton assembly and consequently also inclined with respect to the thrust force exerted by the pushbutton assembly. Consequently, a component of the said thrust is transmitted from the abutment pin to the control bar, in the longitudinal direction of the said control bar, and tends to longitudinally shift said control bar. As a consequence, in the pushbutton tuners of this type, the tuning cannot be very accurate, also in consideration of the fact that most of the times the pushbutton assemblies are pushed, by the user, with great force.

The commands are top above located.

(Note:knobs aren't originals).

The story of the PHILIPS I20T600  MISURINA here shown:

- One day .......in  a cold 1987 winter day (december) i have had a work trip with  a bus at  6:30AM to a place in a town approx 30km far from my home . During the trip the lights of the bus dazzled in the darkness briefly so that the light  in a small adiacent road gave a flash to see  out of the bus window the PHILIPS tellye lying  near a dump container on a curbside floor. Ofcourse in that moment the bus can't  be stopped (to pickup a telly)  and I was unable to pick up the TV...... in that moment.....

Then I ,patiently, awaited the return back trip at 5:30PM of the same day hoping to find it again and not retired by dump services............indeed the  PHILIPS I20T600  MISURINA was still there..... awaiting me........to be picked up................and after 25 years here is it, today in 2012 , on the WEB at Obsolete Technology Tellye !

Koninklijke Philips Electronics N.V. (Royal Philips Electronics Inc.), most commonly known as Philips, (Euronext: PHIA, NYSE: PHG) is a multinational Dutch electronics corporation.
Philips is one of the largest electronics companies in the world. In 2009, its sales were €23.18 billion. The company employs 115,924 people in more than 60 countries.

Philips is organized in a number of sectors: Philips Consumer Lifestyles (formerly Philips Consumer Electronics and Philips Domestic Appliances and Personal Care), Philips Lighting and Philips Healthcare (formerly Philips Medical Systems).
he company was founded in 1891 by Gerard Philips, a maternal cousin of Karl Marx, in Eindhoven, Netherlands. Its first products were light bulbs and other electro-technical equipment. Its first factory survives as a museum devoted to light sculpture. In the 1920s, the company started to manufacture other products, such as vacuum tubes (also known worldwide as 'valves'), In 1927 they acquired the British electronic valve manufacturers Mullard and in 1932 the German tube manufacturer Valvo, both of which became subsidiaries. In 1939 they introduced their electric razor, the Philishave (marketed in the USA using the Norelco brand name).
Philips was also instrumental in the revival of the Stirling engine.

As a chip maker, Philips Semiconductors was among the Worldwide Top 20 Semiconductor Sales Leaders.

In December 2005 Philips announced its intention to make the Semiconductor Division into a separate legal entity. This process of "disentanglement" was completed on 1 October 2006.

On 2 August 2006, Philips completed an agreement to sell a controlling 80.1% stake in Philips Semiconductors to a consortium of private equity investors consisting of Kohlberg Kravis Roberts & Co. (KKR), Silver Lake Partners and AlpInvest Partners. The sale completed a process, which began December 2005, with its decision to create a separate legal entity for Semiconductors and to pursue all strategic options. Six weeks before, ahead of its online dialogue, through a letter to 8,000 of Philips managers, it was announced that they were speeding up the transformation of Semiconductors into a stand-alone entity with majority ownership by a third party. It was stated then that "this is much more than just a transaction: it is probably the most significant milestone on a long journey of change for Philips and the beginning of a new chapter for everyone – especially those involved with Semiconductors".

In its more than 115 year history, this counts as a big step that is definitely changing the profile of the company. Philips was one of few companies that successfully made the transition from the electrical world of the 19th century into the electronic age, starting its semiconductor activity in 1953 and building it into a global top 10 player in its industry. As such, Semiconductors was at the heart of many innovations in Philips over the past 50 years.

Agreeing to start a process that would ultimately lead to the decision to sell the Semiconductor Division therefore was one of the toughest decisions that the Board of Management ever had to make.

On 21 August 2006, Bain Capital and Apax Partners announced that they had signed definitive commitments to join the expanded consortium headed by KKR that is to acquire the controlling stake in the Semiconductors Division.

On 1 September 2006, it was announced in Berlin that the name of the new semiconductor company founded by Philips is NXP Semiconductors.

Coinciding with the sale of the Semiconductor Division, Philips also announced that they would drop the word 'Electronics' from the company name, thus becoming simply Koninklijke Philips N.V. (Royal Philips N.V.).

PHILIPS FOUNDATION:

The foundations of Philips were laid in 1891 when Anton and Gerard Philips established Philips & Co. in Eindhoven, the Netherlands. The company begun manufacturing carbon-filament lamps and by the turn of the century, had become one of the largest producers in Europe. Stimulated by the industrial revolution in Europe, Philips’ first research laboratory started introducing its first innovations in the x-ray and radio technology. Over the years, the list of inventions has only been growing to include many breakthroughs that have continued to enrich people’s everyday lives.



In the early years of Philips &; Co., the representation of the company name took many forms: one was an emblem formed by the initial letters of Philips ; Co., and another was the word Philips printed on the glass of metal filament lamps.



One of the very first campaigns was launched in 1898 when Anton Philips used a range of postcards showing the Dutch national costumes as marketing tools. Each letter of the word Philips was printed in a row of light bulbs as at the top of every card. In the late 1920s, the Philips name began to take on the form that we recognize today.



The now familiar Philips waves and stars first appeared in 1926 on the packaging of miniwatt radio valves, as well as on the Philigraph, an early sound recording device. The waves symbolized radio waves, while the stars represented the ether of the evening sky through which the radio waves would travel.



In 1930 it was the first time that the four stars flanking the three waves were placed together in a circle. After that, the stars and waves started appearing on radios and gramophones, featuring this circle as part of their design. Gradually the use of the circle emblem was then extended to advertising materials and other products.



At this time Philips’ business activities were expanding rapidly and the company wanted to find a trademark that would uniquely represent Philips, but one that would also avoid legal problems with the owners of other well-known circular emblems. This wish resulted in the combination of the Philips circle and the wordmark within the shield emblem.



In 1938, the Philips shield made its first appearance. Although modified over the years, the basic design has remained constant ever since and, together with the wordmark, gives Philips the distinctive identity that is still embraced today.

The first steps of CRT production by Philips started in the thirties with the Deutsche Philips Electro-Spezial gesellschaft in Germany and the Philips NatLab (Physics laboratory) in Holland. After the introduction of television in Europe, just after WWII there was a growing demand of television sets and oscilloscope equipment. Philips in Holland was ambitious and started experimental television in 1948. Philips wanted to be the biggest on this market. From 1948 there was a small Philips production of television and oscilloscope tubes in the town of Eindhoven which soon developed in mass production. In 1976 a part of the Philips CRT production went to the town of Heerlen and produced its 500.000'th tube in 1986. In 1994 the company in Heerlen changed from Philips into CRT-Heerlen B.V. specialized in the production of small monochrome CRT's for the professional market and reached 1.000.000 produced tubes in 1996. In this stage the company was able to produce very complicated tubes like storage CRT's.
In 2001 the company merged into Professional Display Systems, PDS worked on LCD and Plasma technology but went bankrupt in 2009. The employees managed a start through as Cathode Ray Technology which now in 2012 has to close it's doors due to the lack of sales in a stressed market. Their main production was small CRT's for oscilloscope, radar and large medical use (X-ray displays). New experimental developments were small Electron Microscopy, 3D-TV displays, X-Ray purposes and Cathode Ray Lithography for wafer production. Unfortunately the time gap to develop these new products was too big.


28 of September 2012, Cathode Ray Technology (the Netherlands), the last Cathode Ray Tube factory in Europe closed. Ironically the company never experienced so much publicity as now, all of the media brought the news in Holland about the closure. In fact this means the end of mass production 115 years after Ferdinand Braun his invention. The rapid introduction and acceptation of LCD and Plasma displays was responsible for a drastic decrease in sales. Despite the replacement market for the next couple of years in the industrial, medical and avionics sector.
The numbers are small and the last few CRT producers worldwide are in heavy competition.

Gerard Philips:

Gerard Leonard Frederik Philips (October 9, 1858, in Zaltbommel – January 27, 1942, in The Hague, Netherlands) was a Dutch industrialist, co-founder (with his father Frederik Philips) of the Philips Company as a family business in 1891. Gerard and his younger brother Anton Philips changed the business to a corporation by founding in 1912 the NV Philips' Gloeilampenfabrieken. As the first CEO of the Philips corporation, Gerard laid with Anton the base for the later Philips multinational.



Early life and education

Gerard was the first son of Benjamin Frederik David Philips (1 December 1830 – 12 June 1900) and Maria Heyligers (1836 – 1921). His father was active in the tobacco business and a banker at Zaltbommel in the Netherlands; he was a first cousin of Karl Marx.



Career

Gerard Philips became interested in electronics and engineering. Frederik was the financier for Gerard's purchase of the old factory building in Eindhoven where he established the first factory in 1891. They operated the Philips Company as a family business for more than a decade.



Marriage and family

On March 19, 1896 Philips married Johanna van der Willigen (30 September 1862 – 1942). They had no children.

Gerard was an uncle of Frits Philips, whom he and his brother brought into the business. Later they brought in his brother's grandson, Franz Otten.


Gerard and his brother Anton supported education and social programs in Eindhoven, including the Philips Sport Vereniging (Philips Sports Association), which they founded. From it the professional football (soccer) department developed into the independent Philips Sport Vereniging N.V.



Anton Philips:

Anton Frederik Philips (March 14, 1874, Zaltbommel, Gelderland – October 7, 1951, Eindhoven) co-founded Royal Philips Electronics N.V. in 1912 with his older brother Gerard Philips in Eindhoven, the Netherlands. He served as CEO of the company from 1922 to 1939.



Early life and education

Anton was born to Maria Heyligers (1836 – 1921) and Benjamin Frederik David Philips (December 1, 1830 – June 12, 1900). His father was active in the tobacco business and a banker at Zaltbommel in the Netherlands. (He was a first cousin to Karl Marx.) Anton's brother Gerard was 16 years older.



Career

In May 1891 the father Frederik was the financier and, with his son Gerard Philips, co-founder of the Philips Company as a family business. In 1912 Anton joined the firm, which they named Royal Philips Electronics N.V.

During World War I, Anton Philips managed to increase sales by taking advantage of a boycott of German goods in several countries. He provided the markets with alternative products.

Anton (and his brother Gerard) are remembered as being civic-minded. In Eindhoven they supported education and social programs and facilities, such as the soccer department of the Philips Sports Association as the best-known example.

Anton Philips brought his son Frits Philips and grandson Franz Otten into the company in their times. Anton took the young Franz Otten with him and other family members to escape the Netherlands just before the Nazi Occupation during World War II; they went to the United States. They returned after the war.

His son Frits Philips chose to stay and manage the company during the occupation; he survived several months at the concentration camp of Vught after his workers went on strike. He saved the lives of 382 Jews by claiming them as indispensable to his factory, and thus helped them evade Nazi roundups and deportation to concentration camps.

Philips died in Eindhoven in 1951.



Marriage and family

Philips married Anne Henriëtte Elisabeth Maria de Jongh (Amersfoort, May 30, 1878 – Eindhoven, March 7, 1970). They had the following children:

* Anna Elisabeth Cornelia Philips (June 19, 1899 – ?), married in 1925 to Pieter Franciscus Sylvester Otten (1895 – 1969), and had:
o Diek Otten
o Franz Otten (b. c. 1928 - d. 1967), manager in the Dutch electronics company Philips
* Frederik Jacques Philips (1905-2005)
* Henriëtte Anna Philips (Eindhoven, October 26, 1906 – ?), married firstly to A. Knappert (d. 1932), without issue; married secondly to G. Jonkheer Sandberg (d. September 5, 1935), without issue; and married thirdly in New York City, New York, on September 29, 1938 to Jonkheer Gerrit van Riemsdijk (Aerdenhout, January 10, 1911 – Eindhoven, November 8, 2005). They had the following children:
o ..., Jonkheerin Gerrit van Riemsdijk (b. Waalre, October 2, 1939), married at Waalre on February 17, 1968 to Johannes Jasper Tuijt (b. Atjeh, Koeta Radja, March 10, 1930), son of Jacobus Tuijt and wife Hedwig Jager, without issue
o ..., Jonkheerin Gerrit van Riemsdijk (b. Waalre, April 3, 1946), married firstly at Calvados, Falaise, on June 6, 1974 to Martinus Jan Petrus Vermooten (Utrecht, September 16, 1939 – Falaise, August 29, 1978), son of Martinus Vermooten and wife Anna Pieternella Hendrika Kwantes, without issue; married secondly in Paris on December 12, 1981 to Jean Yves Louis Bedos (Calvados, Rémy, January 9, 1947 – Calvados, Lisieux, October 5, 1982), son of Georges Charles Bedos and wife Henriette Louise Piel, without issue; and married thirdly at Manche, Sartilly, on September 21, 1985 to Arnaud Evain (b. Ardennes, Sedan, July 7, 1952), son of Jean Claude Evain and wife Flore Halleux, without issue
o ..., Jonkheerin Gerrit van Riemsdijk (b. Waalre, September 4, 1948), married at Waalre, October 28, 1972 to Elie Johan François van Dissel (b. Eindhoven, October 9, 1948), son of Willem Pieter

Jacob van Dissel and wife Francisca Frederike Marie Wirtz, without issue.

(To see the Internal Chassis Just click on Older Post Button on bottom page, that's simple !)





A comment...........of a 1996 reality ..................
Philips, which seems to be a perennial walking wounded case. The company had appeared to be on the mend after a worldwide cost- cutting programme which was started five years ago when Jan Timmer took over as chairman.
 But, following a sharp profits fall, with the company's first quarterly loss since 1992, a further shake up is being undertaken.
The difficulty is that the company operates in a mature market, in which prices are falling at an annual rate of six per cent. Manufacturers are competing by cutting costs to gain a larger share of static demand. It's not a situation in which any firm that does its own manufacturing can achieve much. Philips' latest plan involves an overall loss of 6,000 jobs in its consumer electronics business, with far greater reliance placed on a group of external suppliers which are referred to as "a cluster of dedicated subcontractors".

This is an approach that was pioneered many years ago by major Japanese manufacturers. Rather than make everything yourself, you rely on subcontractors who, in return, rely on you for their main source of work. It is hardly a cosy arrangement: the whole point seems to be that the major fain can exert pressure on its subcontractors, thereby - in theory - achieving optimum efficiency and cost-effectiveness. What happens when lower and lower prices are demanded for subcontracted work is not made clear.

The whole edifice could collapse. However that might be, this is the course on which Philips has now embarked. The company is also to carry out distribution, sales and marketing on a regional rather than a national basis, and has said that it will not support Grundig's losses after this year.

But Philips' chief financial officer Dudley Eustace has said that it has "no intention of abandoning the television and audio business". One has to assume that the subcontracting will also be done on an international basis, as major Japanese firms have had to do. There is a sense of déjà vu about this, though one wishes Philips well - it is still one of the major contributors to research and development in our industry.

Toshiba, which has also just appointed a new top man, Taizo Nishimoro, provides an interesting contrast. Mr Nishimoro thinks that the western emphasis on sales and marketing rather than engineering is the way to go. So the whole industry seems to be moving full circle. Taizo Nishimoro has become the first non engineering president of Toshiba. Where the company cannot compete effectively on its own, he intends to seek international alliances or go for closures. He put it as follows. "The technology and the businesses we are engaged in are getting more complex.
 In these circumstances, if we try to do everything ourselves we are making a mistake." Here's how Minoru Makihara, who became head of Mitsubishi Corporation four years ago, sees it. "Technologies are now moving so fast that it is impossible for the top manager to know all the details. 
Companies are now looking for generalists who can understand broad changes, delegate and provide leadership." Corporate change indeed amongst our oriental colleagues. Major firms the world over are facing similar problems and having to adopt similar policies.

In a mature market such as consumer electronics, you have to rely on marketing to squeeze the last little bit of advantage from such developments as Dolby sound and other added value features. The consumer electronics industry has been hoping that the digital video disc would come to its aid and get sales and profits moving ahead.

 

The DVD was due to be released in Sept 1996 , but we are unlikely to hear much more about it yet awhile. There's no problem with the technology: the difficulty is with licensing and software. There is obviously no point in launching it without adequate software support. But the movie companies, which control most of the required supply of software, are concerned that a recordable version of the disc, due in a couple of years' time, would be a gift to pirates worldwide. Concessions have been made by the electronics industry, in particular that different disc formats should be used in different parts of the world. But a curious problem has arisen.
 The other main use of the DVD is as a ROM in computer systems. For this application flexible copying facilities are a major requirement. But the movie companies are unwilling to agree to this. At present the situation is deadlocked and the great hope of an autumn launch, all important for sales, has had to be postponed. Next year maybe? It's a great pity, since the DVD has much to offer.
There's a lot of sad news on the retail side as well. Colorvision has been placed in administrative receivership, with a threat to 800 jobs at its 76 stores, while the Rumbelows shops that were taken over by computer retailer Escom have suffered a similar fate. The receivers have closed down the UK chain with the loss of 850 jobs at some 150 stores. Nothing seems to be going right just now................................rip Netherlands !!!!!!!!!!!!!!!!

A good point  on good  old  B/W Televisions.....................

The Sixties was a time of great change for TV. At the start of the decade there were just monochrome sets with valves, designed for 405 -line transmissions at VHF. By the end there was 625 -line colour at UHF, with transistorised chassis that used the odd IC.

The following decade was one of growth. The "space race" had begun in 1957, when the USSR launched Sputnik 1 and terrified the Americans. Thereafter the USA began to spend countless billions of dollars on space missions. This got underway in earnest in the Sixties, with the announcement that America would be going all out to get a man on the moon by the end of the decade. There followed the Mercury series of earth - orbit missions, then the Apollo launches. Success was achieved in 1969. Most of these missions were televised, and in those days anything to do with space was hot stuff. It was inevitable that everyone wanted to have a television set. At the time an average receiver would be a monochrome one with a 14in. tube - there was no colour until 1967. It would cost about 75 guineas. 
TV sets were often priced in guineas (21 shillings) as it made the price look a bit easier on the pocket. Anyway 75 guineas, equivalent to about £78.75 in 2000's currency, was a lot of money then.  For those who couldn't, rental was a good option. The Sixties was a period of tremendous growth for rental TV. 
Much else was rented at that time, even radios, also washing machines, spin driers, refrigerators and, later on, audio tape recorders (no VCRs then). 
For most people these things were too expensive for cash purchase. 
There were no credit cards then. And when it came to a TV set, the question of reli- ability had to be taken into account: renting took care of repair costs. 

TV reliability.........The TV sets of the period were notoriously unreliable. They still used valves, which meant that a large amount of heat was generated. The dropper resistor contributed to this: it was used mainly as a series device to reduce the mains voltage to the level required to power the valve heaters. These were generally connected in series, so the heater volt- ages of all the valves were added together and the total was subtracted from the mains voltage. The difference was the voltage across the heater section of the dropper resistor, whose value was determined by simple application of Ohm's Law. 
As valves are voltage -operated devices, there was no need to stabilise the current. So the power supply circuits in TV sets were very simple. They often consisted of nothing more than a dropper resistor, a half or biphase rectifier and a couple of smoothing capacitors. If a TV set had a transformer and a full wave rectifier in addition to the other components, it was sophisticated!
 As the valve heaters were connected in series they were like Christmas -tree lights: should one fail they all went out and the TV set ceased to function. Another common problem with valves is the cathode -to -heater short. When this fault occurs in a valve, some of the heaters in the chain would go out and some would stay on. Those that stayed on would glow like search- lights, often becoming damaged as a result. Dropper failure could cause loss of HT (dead set with the heaters glowing), or no heater supply with HT present. When the HT rectifier valve went low emission, there was low EHT, a small picture and poor performance all round. CRTs would go soft or low emission, the result being a faint picture, or cathode -to -heater short-circuit, the result this time being uncontrollable brightness. On average a TV set would have twelve to fourteen valves, any one of which could go low -emission or fail in some other way. All valves have a finite life, so each one would probably have to be replaced at one time or another. The amount of heat generated in an average TV set would dry out the capacitors, which then failed. So you can see why people rented! 

The CRT could cause various problems. Because of its cost, it was the gen- eral practice to place its heater at the earthy end of the chain. In this position it was less likely to be overloaded by a heater chain fault. But during the winter months, when the mains voltage dropped a bit, it would be starved of power. This would eventually lead to 'cathode poi- soning' with loss of emission. The 'cure' for this was to fit a booster transformer designed to overrun the heater by 10, 20 or 30 per cent. It would work fine for a while, until the CRT completely expired. At about this time CRT reactivators came into being - and a weird and wonderful collection of devices they turned out to be. Regunned tubes also started to appear. You couldn't do this with the `hard -glass' triode tubes made by Emitron. These were fitted in a number of older sets. Yes, they were still around, at least during the early Sixties.



Developments................... A great deal of development occurred during the Sixties. Many TV sets and radios made in the early Sixties were still hard -wired: the introduction of the printed circuit board changed the construction of electronic equipment forever. The first one was in a Pam transistor radio. PCBs were ideal for use in transistor radios, because of the small size of the components used and the fact that such radios ran almost cold. 
They were not so good for use with valve circuitry, as the heat from the valves caused all sorts of problems. Print cracks could develop if a board became warped. If it became carbonised there could be serious leakage and tracking problems. In addition it was more difficult to remove components from a PCB. Many technicians at that time didn't like PCBs. As the Sixties progressed, transistors took over more and more in TV sets. They first appeared in a rather random fashion, for example in the sync separator stages in some Pye models. Then the IF strip became transistorised. Early transistors were based on the use of germanium, which was far from ideal. 

The change to silicon produced devices that were more robust and had a better signal-to-noise ratio. 
Car radios became fully transistorised, and 'solid-state' circuitry ceased to be based on earlier valve arrangements. Many hi-fi amplifiers had been transistorised from the late Fifties, and all tape recorders were now solid-state. 
Both reel-to-reel and compact -cassette recorders were available at this time. Initially, audio cassette recorders had a maximum upper frequency response of only about 9kHz. 
To increase it meant either a smaller head gap or a faster speed. Philips, which developed the compact audio cassette and holds the patents for the design (which we still use in 2000!) wouldn't allow an increase in speed. Good reel-to-reel recorders had a fre- quency response that extended to 20kHz when the tape speed was 15in./sec. 
This is true hi-fi. In time the frequency response of compact -cassette recorders did improve, because of the use of better head materials with a smaller gap. 
This led to the demise of the reel-to-reel audio recorder as a domestic product We began to benefit from spin-offs of the space race between the USA and the USSR. 
The need to squeeze as much technology as possible into the early computers in the Mercury space capsules used by the USA lead to the first inte- grated circuits. 
This technology soon found its way into consumer equipment. Often these devices were hybrid encap- sulations rather than true chips, but they did improve reliability and saved space. The few chips around in those days were analogue devices.  To start with most UHF tuners used valves such as the PC86 and PC88. They were all manually tuned. Some had slow-motion drives and others had push -buttons. They didn't have a lot of gain, so it was important to have an adequate aerial and use low -loss cable..............................

• Publications

  
  A. Heerding: The origin of the Dutch incandescent lamp industry. (Vol. 1 of The history of N.V. Philips gloeilampenfabriek). Cambridge, Cambridge University Press, 1986. ISBN 0-521-32169-7
  A. Heerding: A company of many parts. (Vol. 2 of The history of N.V. Philips' gloeilampenfabrieken). Cambridge, Cambridge University Press, 1988. ISBN 0-521-32170-0
  I.J. Blanken: The development of N.V. Philips' Gloeilampenfabrieken into a major electrical group. Zaltbommel, European Library, 1999. (Vol. 3 of The history of Philips Electronics N.V.). ISBN 90-288-1439-6
  I.J. Blanken: Under German rule. Zaltbommel, European Library, 1999. (Vol. 4 of The history of Philips Electronics N.V). ISBN 90-288-1440-X

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