The Japanese corporations Fujitsu, Hitachi, NEC, and Toshiba invested heavily in research, and in 1979, Fujitsu had a 64k (64,000 bits of memory) DRAM chip ready for the mass market, beating Intel to the 64k level by two years. This success helped Intel survive a mid-1980s decline in revenues and made Barrett one of Intel's stars. The transition was hailed in the press as a model of consistency.Family: Married Barbara (lawyer and politician who ran for governor of Arizona in 1994); children: two.In the 1970s Intel had two major lines of products: DRAMs and microprocessors, with DRAMs being the core of its business. Kaufman learned that Japanese manufacturers were achieving a 75 percent success rate in manufacturing DRAMs (meaning that only 25 percent of new chips failed testing) and 98 percent success with microprocessors, in contrast to Intel's 50 percent and 80 percent rates of manufacturing viable DRAM and microprocessing chips, respectively. When Barrett returned to teaching at Stanford, his work at Intel seemed to have failed.Awards: NATO Fellowship to conduct research at National Physical Laboratory in England, 1965; Hardy Gold Medal of American Institute of Mining and Metallurgical Engineers, 1969; Fullbright Fellowship to Technical University of Denmark, Copenhagen, 1972.Barrett was devoted to exercise.
This advantage meant that Fujitsu had a huge market advantage over Intel—one that Intel was not able to overcome.
He was known to do two hundred sit-ups every day when bad weather prevented him from pursuing his more demanding outdoor exercise regimen.
When Grove was named Intel's chairman of the board in 1998, Barrett replaced him as CEO.
By creating a production process in which Intel's production of chips could be predicted, the company was able to deliver chips where they were wanted, when they were needed.With Intel's DRAMs losing money by the millions of dollars per year, Moore and Grove eventually decided to give up manufacturing DRAMs and focus on microprocessors.
Barrett seemed to have paid attention, because he launched an extensive study of manufacturing practices at Intel's fabs in Arizona, California, Oregon, Israel, and Malaysia. Combined with predictable manufacturing, Intel was able to tell customers when its next big chip would be available and what processing power could be expected.Despite vigorous competition from Advanced Micro Devices (AMD) and Cyrix, both U.S. manufacturers of micro-processors, Intel dominated the microprocessor market both for mass consumer computers and for high-end corporate computers. After retiring from Intel, Barrett joined the faculty at Thunderbird School of Global Management in Phoenix.
The company forged ahead with its development of the Titanium chip, which would be 10 gigahertz and serve the needs of high-end users, such as manufacturers of automobiles and space-exploration technology. By 1985 Intel was the tenth-largest manufacturer of semiconductors in the world, and it was losing money at a prodigious rate.Moreover, Barrett was interested in how the Malaysian fab in Penang succeeded in outproducing the other fabs in quality. Grove admired Barrett's persistence in trying to solve problems. Intel had 30 different business locations around the world, and he continued to visit each one every year. At six foot, two inches in height, with the muscular build of a professional athlete, he was an intimidating figure.
Although it was still a young company, Intel was grossing $66 million per year in sales of its DRAM (dynamic random-access memory) and related chips.
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