| Biography | | Dan Haughton attended West Jefferson High School in Jefferson Co., AL and was senior valedictorian. His mother wanted him to become a preacher. He entered the Univ. of AL in Birmingham in 1929. He worked his way through college by driving a bus and working in a mine.
Occupation Business Administrator. 1933 Dwight B Robinson Construction Co- 1934 American Potash & Cemical Corp. 1935 Goodyear Tire & Rubber Co. "Flying Squadron"- 1936 Consolidated Aircraft Corp.- 1939 Lockheed Aircraft Corp.- 1941 Vega Aircraft Corp- 1949 Airquipment & Aerol Com. Inc. - 1950 Lockheed Georgia Division- 1951-General Manager 1952 Vice President of Lockheed 1963-President of Lockheed; 1967 board chairman of Lockheed; resigned Feb 13, 1974
Keith Haughton at Haughton.net:
Daniel Jeremiah Haughton was born on Thursday, September 7, 1911 on a farm near the small town of Dora in Walker County, Alabama, about 15 miles northwest of Birmingham, Alabama. His father was Gayle Haughton, Sr., who was a storekeeper and a merchant. His mother was Mattie Davis Haughton, a rural schoolteacher who learned to make the most of anything she
had. His father traced his ancestry back to Peter S. Gayle, a leading minister of the Southern Baptist Church, and to Lieutenant Thomas Gayle, who was born in England in 1750 and served the Colonies in the Revolutionary War as a Minuteman volunteer and then later as a regular in the Battle of Yorktown. In addition, he traced his ancestry through his mother to Dr. William Henry Snow, a medical doctor and a Methodist Church circuit rider, and also to James Wesley Davis who was wounded in the Civil War. The Gayle-Haughtons also had a daughter, and she and Dan were very devoted to one another.
Dan Haughton attended the West Jefferson High School in Jefferson County, Alabama and was the valedictorian of his senior class. However, when he got up to deliver his speech, he forgot the whole thing. He wisely walked off the platform, got a copy of his speech and returned to the stage and read it to his class members, their parents and the school faculty.
Haughton's mother wanted him to become a preacher. But Dan had other ambitions. He wanted to get an education that would be useful to him in business. Consequently, he enrolled in the University of Alabama in Birmingham in 1929 to pursue a course in business administration.
The going was tough for him financially, and he had to work his way through the university. His sister helped as much as she could, but he had to earn the rest. He did it by getting up at 5:30 a.m. to drive a school bus, first taking a load of miners to the nearby coal mines, then taking a load of children to school. He worked the rest of the morning in a garage, and then worked during the noon hour in a local lunchroom to pay for his lunch. Then it was back to the garage until it was time to pick up the children at school and return them to their homes. After that he picked up the miners at the mines and drove them home. Later, he worked in the mines for $2
a day during his summer vacations from the university. Later he said, "Loading coal is pretty tiring, you know, and in the mines you learn if you get a little weary just keep going. I used to load with a number three coal scoop and I could shift 3,000 pounds into a car in six minutes flat. My buddy and I used to time each other." Then he added, "We'd usually go in about 4:30 in the afternoon. Some mornings we'd come out and it was daylight. But that's all right. I
wouldn't give up my experiences in the coal mines and other jobs I've done for anything you know. It was one of the best things that ever happened to me. It put me in good stead in years after. I know how a guy feels when he works and he's tired, and I know how to get tired and keep on going." It was during these years that Dan Haughton formulated his personal code: honesty, integrity, accuracy, common sense, and an infinite capacity for work. It was a code he
lived by in the years ahead.
In 1933, Haughton was graduated by the University of Alabama with a Bachelor of Science degree in Commerce and Business Administration. But the depression had left few opportunities for him in Alabama. So, at the age of 21, he headed for the West, hoping the
opportunities were better there. They were, and that year he began his business career as a time and distribution checker with the Dwight P. Robinson Construction Company in Trona, California. Then in 1934, he became involved in time-keeping and payroll supervision with the American Potash & Chemical Corporation in Trona. In 1935, he joined the Goodyear Tire and Rubber Company in Los Angeles as a member of its "Flying Squadron" production group, a training program. Then on September 28, 1935, he married Martha Jean Oliver in Las Vegas, Nevada. She was the daughter of Henry Oliver, a farmer in Kewanee, Illinois, and was a graduate nurse with post graduate work in surgery.
Dan Haughton began his career in the aerospace industry in 1936, when he accepted the position of cost accountant with the Consolidated Aircraft Corporation in San Diego. The company had been founded by aviation pioneer Reuben Hollis Fleet. Then in 1939, he joined the Lockheed Aircraft Corporation in Burbank, California as a systems analyst and coordinator, with responsibilities for establishing procedures for accounting, industrial security, production controls and manpower. Interestingly, a store manager in Burbank refused to give him credit because he didn't believe such a job really existed. The Lockheed Aircraft Corporation had its beginnings in the Alco Hydro-Aeroplane Company founded in 1912 by aviation pioneers Allan Haines (Loughead) Lockheed and his brother Malcolm. They flew their first plane, the Model G hydroaeroplane, in 1913, and used it extensively during the 1915 World's Fair in San Francisco, and then later in a sightseeing service at Santa Barbara, California. Then in 1916, they formed the Loughead Aircraft Manufacturing Company in Santa Barbara, which built the 10-passenger, twin-engine F-I flying boat, the F-lA landplane, two Curtiss-designed HS-2L patrol seaplanes for war service, and the postwar S-1 Sport Biplane. Unfortunately, the company want out of business in 1921 when it was unable to sell the S-1 because the government had flooded the postwar market with war-surplus aircraft.
Fortunately, Allan Lockheed was not easily discouraged and in 1926 he and others formed the Lockheed Aircraft Company to produce a new high-wing monoplane designed by talented aircraft designer John Knudsen Northrop. The resulting famous Lockheed Vega was a great success and was used to set numerous air records. The cantilever-wing plane was used by Eielson and Wilkins to make the first trans-Arctic flight in 1928, by Goebel and Tucker to make the first non-stop coast-to-coast flight in 1928, by Eielson and Wilkins to make the first flight over Antarctica in 1928, a record around-the-world flight by Post and Gatty in 1931, the first woman's solo flight-across the Atlantic Ocean by Amelia Earhart in 1932, the first solo flight around the world by Post in 1933, and the first woman's solo flight from Hawaii to California by Amelia Earhart in 1935. The company also built the parasol-wing Air Express and the low-wing Explorer. Then in 1929, the company was acquired by the Detroit Aircraft Corporation, becoming its Lockheed Aircraft division The new organization introduced the low-wing Sirius, Altair, Orion and the XP-900 for the Army Air Corps.
Unfortunately, the great financial depression of the early 1930s forced the Detroit Aircraft Corporation into bankruptcy. However, investment banker Robert Ellsworth Gross, who had an unquenchable optimism about aviation's future, and a few associates rescued its Lockheed Aircraft division when they astutely acquired its assets for $40,000 in June, 1932, and re-established it as the Lockheed Aircraft Corporation. They not only continued the production of the Lockheed Vega, Altair and Orion, but with their slim resources they set out to develop a revolutionary new airliner. The result was the 10-passenger, all-metal, twin-engined, twin-ruddered Model 10 Electra, which aircraft design genius Clarence Leonard "Kelly" Johnson helped perfect. Even before the first prototype took to the air in February, 1934, Northwest Airways and Pan American Airways had placed orders for Electras. An Electra was later used by aviatrix Amelia Earhart Putnam in an ill-fated attempt to fly around the world with navigator Fred Noonan. Some served as personnel transports with the Army Air Corps, Navy and Coast Guard. In all, 148 Model 10 Electras were built.
The new company's first venture into military aviation came when it modified a Model 10 into the XC-35 for the Army Air Corps. It was first flown in May, 1937, and was used by the Air Corps in high altitude flight experiments. It was the world's first practical pressurized transport plane, and the Air Corps won the 1937 Collier Trophy for its research into the stratosphere with this plane.
In late 1937, Lockheed Aircraft began work on the Model 12 Electra Junior transport, a smaller version of the Model 10. It was designed for the feeder airline, sportsman and corporate executive market. The first prototype flew in June, 1936, and it won first and second awards in the 1936 U. S. Department of Commerce design competition. It also later served the
Army Air Corps as the C-40 transport. In all, 114 Model 12 Electra Juniors were built.
Meanwhile, Lockheed Aircraft developed a larger transport plane and in July 1937 the
high-speed 12-passenger Model 14 Super Electra trade its first flight. It incorporated
Lockheed-Fowler wing flaps that provided substantial benefits in cruising speed without any
takeoff or landing penalties. In 1938, multi-millionaire Howard Robard Hughes and a crew of
four used a Super Electra to make a record-setting flight around the world in 3 days 17 hours.
Also, a British Airways Super Electra carried Prime Minister Neville Chamberlain to Berlin in
1938 to sign Hitler's Munich Pact that promised "Peace for our time." In all, 111 Super Electras
were built.
Before this, in 1937, Lockheed Aircraft won an important Army Air Corps competition for a
new high-altitude interceptor. The company's talented designer, Kelly Johnson, and its chief
engineer, Hall Hibbard, had created the design of the unique twin-engined, twin-tailed XP-38
Lightning, the nation's first 400-mile per hour fighter-interceptor. In fact, the plane exceeded the
Air Corps' specifications by a considerable margin, and the prototype set a trans-continental
speed record of 7 hours 2 minutes in February, 1939. The plane later went into production as
the P-38 Lightning, and eventually 9,925 were produced for use in World War II.
Before World War II, Lockheed Aircraft had also developed the larger 17- passenger Model
18 Lodestar transport plane with lower seat-mile operating costs. The first prototype flew in
1939, about the time Dan Haughton joined the organization. Some were acquired by the Army
Air corps as the C-56 personnel, troop and cargo transport plane, and as the C-60 for the
Lend-Lease program, and by the Navy as the R-50 command transport. In all, 625 Lodestars
were built.
Earlier, in August, 1937, Lockheed Aircraft had formed a subsidiary called the AiRover
Company to build a small 5-passenger transport for the feeder air-line market called the Model
2 Starliner. It featured the "Unitwin" powerplant, a unique arrangement of two Menasco
side-by-side engines driving a single propeller. It also featured a retractable tricycle landing
gear. However, the plane was not a commercial success and only a few were built. In 1938,
the subsidiary's name was changed to the Vega Airplane Company to perpetuate the famous
"Vega" name. The second company design was the Model 40 ground-controlled target drone
for the Army Air Corps, of which five were built and all of which were eventually lost.
As war clouds gathered in Europe, Lockheed Aircraft won a contract to build a medium
coastal reconnaissance bomber for the British based on the Lockheed Model 14 Super Electra.
An initial order for up to 250 at a price of $25 million was received in June, 1938. This was the
largest single order yet received by an American aircraft manufacturer, and it was a turning
point in Lockheed Aircraft's history. It put the company in the big leagues as an aircraft
manufacturer. The first Hudson flew at Burbank on December 10, 1938, and the initial 250
were completed 7-1/2 weeks ahead of schedule. Eventually, 2,941 Hudsons were built for the
war effort.
By this time, Lockheed Aircraft had completed an expansion program that doubled its
production facilities and added a new administration and a new engineering building in Burbank
totaling 250,000 square feet. Meanwhile, in 1938, the Vega Airplane Company bought 30
acres of land next to the Union Air Terminal in Burbank and constructed a new plant to build
the Model 35, which was the North American Aviation Company-designed NA-25 primary
trainer. However, only four of these aircraft were built. Later, Lockheed Aircraft purchased the
Union Air Terminal in 1940 and renamed it the Lockheed Air Terminal.
Vega now shifted its production facilities to build an initial order of 675 Ventura medium
bombers for Great Britain. It was based on the Lockheed Model 18 Lodestar airliner. The first
Ventura was rolled out in July, 1941. It was later designated as the B-34 and B-37 bomber by
the Army Air Corps for lend-lease purposes. It was also used as a medium bomber in
anti-submarine warfare, and as a trainer. The U.S. Navy also acquired the Ventura as the PV-1
Ventura patrol bomber in 1942. A later version, the PV-2 Harpoon, was first. flown for the
Navy in late 1943.
In 1941, Haughton became assistant to the vice president of Lockheed's restructured Vega
Aircraft Corporation subsidiary. As such, he had responsibility for production planning, procurement, production and deliveries. At the time, Vega was in production of the Ventura
bomber and the Model 35 trainer. By the day of the infamous attack on Pearl Harbor by the
Japanese, which plunged the United States into World War II, Lockheed Aircraft and Vega
Aircraft were on a round-the-clock, six days a week production basis as the nation's largest
warplane producers. Employment was growing toward a wartime peak of 94,300 and
production was reaching toward a record 23 warplanes per day.
Meanwhile, in April, 1943, Vega Aircraft had been invited by the Army Air Forces to join the
Boeing Airplane Company, and the Douglas Company, in mass producing the Boeing-designed
four-engined B-17 Flying Fortress bomber. Vega accepted the invitation and went to work in
earnest. Its first B-17 flew on May 2, 1942, six months ahead of schedule. In all, Vega Aircraft
built 2,752 Flying Fortress bombers for the war effort.
By now, Dan Haughton's unusual management abilities had been recognized, and during 1943
he was promoted to the position of works manager of Vega Aircraft, with direct responsibility
for its aircraft production programs. Then in early 1944, following the absorption of Vega
Aircraft into its parent Lockheed Aircraft Corporation, he was named assistant general works
manager of Lockheed, with responsibility for production at its various factories.
During this period, Lockheed Aircraft was in heavy production of the P-38 Lightning fighter
and it was seeing action in every theater of the war. It had crossed the English Channel in
shards on June 6, 1944, D-Day, as the Allies finally invaded the European Continent to begin
their drive to crush the military forces of Nazi Germany. In the South Pacific Theater, P-38s
were helping the Allies begin to dominate the air war as they began to push the Japanese back
from their ill-gotten gains toward their home islands.
Meanwhile, in 1942 Lockheed Aircraft had begun the design of the Model 049, a large, luxury
pressurized four-engined, triple-tailed airliner called the Constellation to meet the airline
requirements of Trans World Airlines and Pan American Airways. It was one of the largest
airliners yet built, and the first prototype flew on January 9, 1943. When it took to the air,
newspapers reported that it was "built like a fighter and can out speed a Japanese Zero." With
the nation at war, the Army Air Forces requisitioned the first "Connie" as the C-69 personnel
and cargo transport plane. However, a "Connie" made the national headlines when
multi-millionaire Howard R. Hughes and TWA president Jack Frye broke the transcontinental
speed record when they flew it from Los Angeles to Washington, D.C. in 7 hours 3 minutes on
April 17, 1944. Not long afterwards, Orville Wright made his last flight when he took over the
controls of a C-69 Constellation over Wright Field near Dayton, Ohio on April 26, 1944.
Meanwhile, in June, 1943, Lockheed Aircraft was officially invited by the Army Air Forces to
design a fighter-bomber around the revolutionary de Havilland-Halford H-1 turbojet engine
developed in Britain. The design proposal created by Kelly Johnson and his Lockheed
Advanced Development Projects organization, better known as the famous "Skunk Works,"
was completed quickly, and Lockheed proposed a seemingly impossible 180-day schedule for
building the first prototype. The proposal was accepted and the first plane, designated as the
XP-80 and nicknamed "Lulu Belle," was completed on schedule and then test flown at Muroc
Army Air Base in California on January 8, 1944. It then went into production as the P-80
Shooting Star and was the United States' first operational jet fighter. It was the forerunner of a
long series of Lockheed jet trainers, fighter-interceptors and transports and it ushered in the Jet
Age for American aviation. Deliveries of production aircraft to the Army Air Force began in
1945. One was used to set a non-stop transcontinental speed record of 4 hours 13 minutes in
1946. In all, Lockheed Aircraft built 1,739 P-80s in several variants.
In addition, the company expanded its development of the XP2V-1 Neptune patrol and
anti-submarine search bomber for the U.S. Navy . Designed to carry a crew of 9 or 10, the
first prototype flew on May 17, 1945. Later a production P2V-1 Neptune, named the
"Truculent Turtle," set a world's distance flight record of 11,236 miles in 55 hours. It was a
record that would stand for 16 years. Then in 1950, a P2V-3 Neptune made the heaviest
recorded takeoff to date from a carrier for a flight of 5,060 miles. U.S. Navy Neptunes were
also used in Vietnam to patrol the Mekong River delta. As such, it was one of nine
Lockheed-built model warplanes to serve in that war.
Other Lockheed Aircraft developments during World War II included the Saturn and the
Constitution transport planes which were first flown in 1946. In all, from Pearl Harbor to V-J
Day, Lockheed Aircraft and its subsidiary Vega Aircraft built 19,297 military aircraft grossing
200 million pounds in weight. That represented 9 percent of all U.S. production. The total
included 9,925 P-38 Lightnings, 5,600 patrol bombers and 2,752 B-17 Flying Fortress
bombers.
In 1946, Dan Haughton, an erstwhile accountant who had established a reputation during
World War II as a production specialist who could do equally well with men, machines and
money, was appointed assistant to Lockheed Aircraft's vice president of manufacturing. He had
used his free time to learn about the company, and particularly its employees. During his lunch
periods and after work, he had wandered through the Burbank plant to observe and talk to the
workers, from production people to the pilots who flew the Lockheed planes. By now he knew
how to manage Lockheed Aircraft's postwar backlog of orders for P-80 Shooting Star jet
fighters, P2V Neptune patrol bombers, and PV-2 Harpoon bombers, as well as Model 049
Constellation airliners.
A news highlight came when a specially-built P-80 Shooting Star, nicknamed "Racy" brought
the world's speed record back to the United States for the first time in 23 years. In June, 1947,
Colonel Albert Boyd of the Army Air Forces attained an average speed of 623.8 miles per
hour in it over a measured course at Muroc Army Air Base in California.
In the early postwar years, the Lockheed Constellation charted new commercial marks on
virtually every world air route. New improved models were introduced in the late 1940s and
kept the Lockheed Aircraft factory humming. Also in 1948, improved military C-121
Constellations began service in the year-long Berlin Airlift after Russia blockaded train and
highway traffic between Berlin and the western occupied zones of Germany. They joined
"Operation Vittles", the aerial bridge that hauled personnel, sacks of coal, food and other
supplies into Tempelhof Airport from Frankfurt's Rhein-Main Airport. Later models of the
C-121 were converted into the "Columbine I" used by General Dwight Eisenhower as the
commander of NATO, the "Bataan" used by General MacArthur in Japan, and the "Dewdrop"
used by Air Force General Hoyt S. Vandenberg.
In March, 1948, Lockheed Aircraft test pilot Anthony William "Tony" LeVier made the first
test flight of the two-place T-33 advanced jet trainer that was based on the Lockheed F-80
Shooting Star jet fighter. It became the U.S. Air Force's standard jet trainer and its production
continued until 1959, by which time 5,691 had been built. Some were equipped with a nose
camera and used as reconnaissance aircraft. However, the rear seat was removed and a tape
recorder was installed to preserve the pilot's oral report of his observations.
In 1949, Haughton became President of Lockheed Aircraft's subsidiary Airquipment Company
and its Aerol Company, Inc., both located in Burbank. When he found employee morale
sagging, he started a bowling league, comprised of both executive and shop workers. When a
union jurisdictional strike hit the subsidiaries, bowling was so popular with all employees that
they continued their league play together during the several weeks-long walkout. One of the
teams was made up of Haughton, his secretary and striking shop workers. They got along fine
together, as did the other teams, but they never talked about the strike.
In 1949, Lockheed flew its first production model of the F-94 Starfire all-weather interceptor.
Assigned to service in the Far East, a Starfire recorded the first radar-directed destruction of an
enemy plane over Korea. Also in 1949, Eleanor Roosevelt christened the first of a fleet of
Capital Airlines, "Capitaliners" in Washington, D.C. These had been converted into Model 049
Constellations from C-69s by the Lockheed Aircraft Service Company that had been formed in
1946.
In late 1950, in response for the need for bombers in Korea, the United States Air Force
asked Lockheed Aircraft to reopen a World War II bomber plant in Marietta, Georgia. The
government-owned plant was the world's largest airplane factory under one roof and contained
over 4-l/2 million square feet of floor area. The plant, which had built Boeing B-29 bombers,
had been idle since World War II. As a result, in January, 1951, a nucleus of 150 Lockheed
Aircraft employees from Burbank, California, moved to Marietta to form the Georgia Division
It was one of the company's most significant early diversification moves. Awaiting them were
acres of machine tools that had been stored in the plant since the war ended. Among the
arriving group were general manager James Carmichael and Daniel Haughton, who had been
transferred from his presidency of the Airquipment Company and Aerol Company, Inc. and
made assistant general manager of the new Georgia Division.
The outbreak of war in Korea brought an immediate demand for heavy bombers, and the first
challenge Haughton faced at the new Georgia Division was to remove 120 cocooned wartime
B-29 Superfortress bombers from storage in Texas, fly them to Marietta, and then modernize
them for immediate service in Korea. Soon afterwards, the division was asked to join Boeing
and Douglas in mass producing the Boeing--designed B-47 Stratojet bomber. The first Georgia
Division-built B-47 made its maiden flight on December 16, 1952. By then the division's
original nucleus of 150 employees had swollen to 10,000. In all the division produced 394
B-47s.
In January, 1952, Haughton was named general manager of the Georgia Division. Under his
leadership, the division began the development of what was to become one of Lockheed
Aircraft's brightest stars, the rugged and versatile C-130 Hercules turboprop-powered troop
and cargo transport. Lockheed had won a Department of Defense design competition for the
huge aircraft that was the forerunner of the famous family of airlifters known throughout the
world. Then in May of 1952, Haughton was also made a vice president of the Lockheed
Aircraft Corporation.
The manufacture of the Hercules confronted Haughton with many problems. A production
engineering group had to be formed, a complete flight test organization had to be assembled,
and even the runways at Marietta had to improved . But he skillfully overcame these problems,
and the first production 4-engined Hercules made its maiden flight in April, 1955, and deliveries
to the Air Force's Troop Carrier Command and Tactical Air Command units began in 1956.
One later made history in January, 1960, when its skis kicked up a miniature snowstorm as it
slid to a stop at the South Pole. It was the first turbine-powered aircraft-, to operate in
Antarctica. Supporting the Navy's Operation Deep Freeze, it enabled scientists to accelerate
their South Pole studies.
The C-130 Hercules and its subsequent variants, remained in production for the next quarter of
a century. Probably no other aircraft has had a greater impact on combat logistics. C-130s later
carried four-fifths of the intra-theater cargo in Vietnam. Also they were converted into
HC-130P aerial tankers, and used to refuel HH-3E Jolly Green Giant rescue helicopters in
Vietnam. In 1969, commercial Hercules went to work, on the oil-rich North Slope of Alaska's
Brooks Range where wildcat oil crews sank their pipes into one of the largest oil pools ever
discovered at Prudhoe Bay. Then in 1972, a C-130H Hercules set a world's distance record of
8,732 miles for turboprop-powered aircraft.
Meanwhile, in September, 1956, Haughton was recalled back to Lockheed Aircraft
headquarters in Burbank to become the executive vice president of the corporation. As such,
he was given authority over its three divisions and four subsidiaries. By then, it had formed its
California Division in 1951, which continued to develop and manufacture advanced fighter
aircraft. In addition, it had formed the Missile Systems Division in 1954 to develop and
manufacture space-related hardware.
Haughton's new responsibilities were not without challenge. After the Korean War build-up
ended, aircraft industry sales, war build-up ended, aircraft industry sales. . which had climbed
at a spectacular 18% average yearly rate from 1950 through 1957, had leveled off. Some
companies' production and sales had even started to fall. Lockheed Aircraft's military backlog
shrank as deliveries were completed. Consequently, Haughton sought to shift much of its
activity to new projects, and to missiles and space technologies. But these broadening markets,
coupled with changing defense strategy, advancing technology, the need to develop a new
commercial transport, and other factors, created a number of transitional problems for the
company. Lockheed sales remained relatively high in comparison with the rest of the industry,
but its profit rate declined from the levels of the late 1940s.
Haughton guided the expansion of Lockheed's missile and space activities from a research and
development group into a vigorous organization with responsibility for such major programs as
the Polaris missile and the Agena satellite. He helped steer Lockheed Aircraft into such new
fields as electronics, shipbuilding. construction, solid propellants, industrial products and rocket
motors. While coordinating these divisional activities, he continued to develop a management
team. He insisted on efficiency and savings that would be reflected on earning statements at the
end of the year. By 1959, Lockheed's annual sales volume had grown to more than $1 billion,
and headed still further upward.
Among the highlights of the next five years, while Dan Haughton served as executive vice
president, was the building of the Lockheed T-33 jet trainer in Japan under a licensing program
with Kawasaki and with the technical assistance of the Lockheed Aircraft Service Company. It
first flew in January, 1956, and it marked the modernization of Japan's self-defense force, as
well as a further step in Lockheed's expanding foreign licensed production activities.
Then on April 16, 1956, with a Hollywood-like fanfare, the curtain went up on Lockheed
Aircraft's new Mach-2 F-104 Starfighter fighter-interceptor at the California Division's
Palmdale plant. Test pilot Tony LeVier had flown the first prototype in February, 1954, but the
plane had been under tight security wraps since its development began in 1952. The world's
press hailed the new jet warplane as "the missile with a man in it." Then in May, 1958, Air
Force Major Howard Johnson set an altitude record of 91,243 feet in an F-104A. Eight days
later, Air Force Captain Walt Irwin set a speed record of 1,405 miles per hour in a Starfighter.
Then in December, 1959, an F-104C zoomed to a new altitude record of 103,396 feet.
Meanwhile, Lockheed's Missile Systems Division developed the X-7 recoverable
ramjet-powered test vehicle. The X-7 made its 100th flight at Alamagordo, New Mexico after
its test program was begun in 1951. The X-7 set numerous U. S. air-breathing missile records
for flying the highest and fastest. Then in 1958 the Lockheed X-17 research rocket was used to
explore the Van Allen radiation belt around the world in Project Argus. The X-17 also helped
solve critical problems associated with a rocket's re-entry into the earth's atmosphere from
outer space.
On September 4, 1957, after nearly three years of design and development effort, the first
Lockheed twin-jet engine-powered JetStar took to the air. It was the company's first entry into
the pure jet transport field. It was developed both for the promising corporate business jet
market, as well as to meet an Air Force competition for a utility transport. Designed by Kelly
Johnson's Skunk Works team at Burbank, the twin-jet transport was shifted to the Georgia
Division for redesigning it into a four-jet aircraft and then producing it there. A JetStar was used
by aviatrix Jacqueline Cochran in 1961 to set 30 international records during a speed dash from
New Orleans to Bonn, West Germany. The JetStar was also purchased by the Air Force as
the C-140 utility transport. One was used by President Lyndon Johnson as his so-called "Air
Force One-Half" to make quick flights around the country. In all, 161 JetStars were produced
and they were considered the elite of the executive jet aircraft.
In November, 1957, the first prototype of the Lockheed Electra propjet commercial rolled off
the production lines at Burbank, and completed its maiden flight on December 6th. The first
customer for the new transport was Eastern Air Lines, which welcomed its first passenger
aboard at Miami, Florida, on January 12, 1959. In all, Lockheed sold 170 Electras, but two
in-flight accidents revealed the airliner had serious design problems that required major
modifications of every Electra. This had a severe financial impact upon Lockheed Aircraft that
resulted in a 1960 write-off as a net loss of some $55 million on the Electra, and on the
undersold Jetstar transport.
Meanwhile, Dan Haughton was elected to the board of directors of the Lockheed Aircraft
Corporation in 1958. Then in March, 1959, the German Federal Republic signed a contract to
purchase 96 F-104 Starfighters. This was the initial step in a historic sequence that led to the
adoption of the F-104 by the armed services of Belgium, the Netherlands, Italy, Canada, Japan
and other Military Assistance Program countries, and to a worldwide manufacturing program.
By 1964, the F-104 had become the dominant front-line NATO fighter.
Lockheed Aircraft now began a program of diversification. In 1959, the Puget Sound Bridge
and Dry-dock Company in Seattle was acquired and renamed the Lockheed Shipbuilding and
Construction Company in 1965. Lockheed also acquired the Stavid Engineering company, a
small but versatile military electronics firm and merged it with its own electronics division to
form Lockheed Electronics Company. Also in 1959, Kawasaki Aircraft Company in Japan
rolled out its first P-2V7 Neptune patrol plane built under a licensing program administered by
the newly formed Lockheed Aircraft International, A.G.
1960 brought other important Lockheed activities into public focus. Among them was
deployment of Polaris, the first Fleet Ballistic Missile (FBM), and the first launching of a Polaris
from a submerged submarine. This took place on July 20, 1960, when the nuclear submarine
USS GEORGE WASHINGTON launched a Polaris off Cape Canaveral. In May, 1962, a
Polaris was launched from the USS ETHAN ALLEN while sub-merged and its nuclear
warhead detonated on target at the end of its programmed flight. This remains today as the only
complete proof test of a U.S. strategic missile,
On August 10, 1960, the first man-made object ever recovered from space was a capsule
launched into polar orbit by Lockheed Missiles & Space Company's Agena rocket. The
American flag carried into orbit by the capsule was later presented to President Eisenhower in
Washington, D.C.
In April, 1961, the first production P3V-1 Orion antisubmarine patrol plane built by Lockheed
's California Division was christened at Burbank following its first flight. It was based on
modifications of the Lockheed Electra turboprop aircraft. Fully equipped for its anti-submarine
role, the Orion was first delivered to operational units in August, 1962. The production of
variants of the Orion has continued for almost 30 years and to date more than 600 have been
built
Following the death of Robert E. Gross, Lockheed Aircraft Corporation's chairman of the
board and chief executive officer on September 3, 1961, Daniel J. Haughton was elevated to
the presidency of the corporation. At the time, it was the 28th largest United States
corporation, with a half billion dollars in total assets and 70,000 employees worldwide. Dan
Haughton was now responsible for the general and active management of the business of the
corporation and its four major divisions: the Lockheed-California Company in Burbank; the
Lockheed Electronics Company in Plainfield, New Jersey; the Lockheed Georgia Company in
Marietta; and the Lockheed Missiles & Space Company in Sunnyvale, California. It also had
13 subsidiary companies in the United States and abroad, and was associated with four
affiliated companies. Its 1961 sales were almost one and a half billion dollars. Then during the
next six years of Dan Haughton's presidency of Lockheed, it underwent numerous
organizational changes. First, in 1961, its several operating divisions were restructured into
separate companies, including the Lockheed Georgia Company, the Lockheed-California
Company, and the Lockheed Missiles & Space Company. Then in 1965, the Lockheed
Shipbuilding and Construction Company was restructured. However, the Lockheed Electronics
Company and Lockheed Aircraft International, A.G. were continued unchanged.
Dan Haughton began working tirelessly to strengthen the corporation's position in air transports
missiles, space hardware, nuclear applications, oceanology, electronics, propulsion systems,
international joint ventures and other growth areas. He aggressively developed techniques of
top-level management communications, combining frequent detailed reports with regular
individual and staff visits to the various divisions. He said, "I know we need organization charts
and computers and fancy systems and a lot of other things in management these days, but I
don't believe anything will ever take the place of personal relationships and just getting to know
what's going on and what the other fellow's problems are the only thing that makes one
company better than another one is its people. This is the only thing in the world. If we're going
to be able to stay in business and get ahead of competition, it will be only because we have
better people, people who are trained and better motivated and who work a little harder and a
little smarter than the rest. And that goes particularly for management people."
Meanwhile, in May 1960, an international crisis brought into focus a Lockheed development
that had begun in 1954 in great secrecy. That year it began development of the U-2, essentially
a powered glider with an ability to fly for long periods of time at very high altitudes. Designed
by Kelly Johnson's now famous "Skunk Works" with "espionage reconnaissance" as its primary
mission, the first U-2 flew in 1955. Limited production U-2s were assigned to Strategic Air
Command strategic reconnaissance squadrons in 1957 and flew many weather missions above
60,000 feet. They carried special equipment, including panoramic cameras with ventral
periscope sights, receiving, monitoring and recording equipment for radio and radar
transmission, and a Lear A-10 autopilot. The crisis developed when a U-2 was shot down on
May 1, 1960, while on a surveillance flight over Russia. Its pilot, Francis Gary Powers, was
captured, convicted and sentenced to 10 years in prison. However, he was later released and
in 1962 appeared before the U.S. Senate's Armed Services Committee to reveal the details of
his mission.
During 1962, another international crisis developed over the installation of Soviet missiles in
Cuba. Involved in the detection and surveillance of these threats to the security of the United
States were six different kinds of Lockheed aircraft. Prominent was the high-flying U-2. But the
other Lockheed aircraft involved in the crisis included F-104 Starfighters, C-130 transports,
C-140 JetStars P-2 Neptunes and P-3A Orions. In fact, it was an Orion that flew overhead
the USS BARRY as it pulled alongside the Soviet freighter ANOSOV off Puerto Rico. The
Russian ship was outbound from Cuba carrying Russian missiles originally intended to be
installed in Cuba.
In 1962, honors began to be accorded to Dan Haughton for his business accomplishments.
One of the first came when he returned to his alma mater, the University of Alabama, to receive
an honorary Doctor of Laws degree. The citation read at the time his degree was conferred
described his career as an "eloquent example of the great American idea that success is still the
result of great ability, professional knowledge, rugged character, and enduring fortitude."
A highlight of 1963 came when aviatrix Jacqueline Cochran set a woman's world speed record
in F-104 Starfighter by attaining a speed of 1273 miles per hour over a 25 kilometer straight
course, and then a record speed of 1204 miles per hour over a 100 kilometer closed circuit
course. Then in 1964, she set three world speed records in 1964, including one of 1429 miles
per hour in an F-104G Starfighter. Another highlight of Dan Haughton's presidency of
Lockheed Aircraft came on August 22, 1963, when President John F. Kennedy pushed a
button in the White House to initiate the roll out of the C-141 StarLifter at the Lockheed
Georgia Company facility at Marietta, Georgia. Lockheed had won the contract for its
development as a jet freighter in 1961. It was to serve as a strategic support system for the Air
Force Military Air Transport Service and was operational in 1964 and saw heavy duty as
cargo carriers to Vietnam, and as flying hospitals carrying wounded servicemen back home.
In 1964 President Haughton greeted the news media at the first public firing of Lockheed
Propulsion Company's 156-inch rocket motor, then the largest solid propellant motor in the
United States It was fired at the company's Potrero, California, facility.
Meanwhile, in 1963, the first Lockheed YF-12A Mach-3 fighter-interceptor was flown.
Designed by Kelly Johnson's "Skunk Works," it featured the extensive use of titanium to
withstand the very high temperatures and stresses involved in flying at three times the speed of
sound. It was followed by the equally secret and heavier Mach-3 SR-71 Blackbird strategic
reconnaissance aircraft. Johnson won his second coveted Collier Trophy in 1964 for the design
of these two airplanes and the trophy was presented to him by President Lyndon B. Johnson in
the White House rose garden on September 24, 1964. Then on May 1, 1965, Air Force test
pilots Colonel Robert Stevens and Colonel Daniel Andre set nine world records in a YF-12A,
including a speed of 2070 miles per hour, and an altitude of 80,258 feet. The longer range
SR-71 joined the Strategic Air Command at Beale Air Force Base, California in January,
1966. Then in 1974, an SR-71 Blackbird set a New York to London nonstop record of 1
hour 56 minutes, and a London to Los Angeles record of 3 hours 48 minutes. Then in 1976,
the SR-71 set a world's sustained altitude record of 85,069 feet, and a world speed record of
2193 miles per hour.
By 1964, Haughton was managing nine Lockheed Aircraft divisions with 77,000 people at
plants and bases in 15 states, and sales that reached $1.92 billion in 1963. Of this leadership,
he said, "One of the first things I learned in business is that it isn't enough just to get by for
today. You have to invest in the future. People must invest in themselves. Nations and
communities must invest in people. We need national strength and individual strength in these
days of change and challenge, and the best way to build both is through education." He also
said, "As industry becomes more complex, we need better and better people to run it and to
work in it. What we're really selling is brainpower and all the other human qualities,enthusiasm,
integrity, high standards." In addition he said, "I truly believe that the best kind of management is
the kind that promotes teamwork." Of the need for innovation, he said, "We must be sure that
all our research and development efforts represent sound investments for our future. And, as
management, we must rely on our scientists and engineers for direction in these matters. Only
scientists and engineers can provide technical innovation and innovation is often the trump card
that makes us a winner instead of an also-ran."
Another honor came to Dan Haughton in 1965 when the Joint Chiefs of Staff of the
Department of Defense selected him as the winner of the National Defense Transportation
Association's 16th Annual National Transportation Award, given each year to the person or
organization that contributes the most to defense transportation. He was recognized for "his
distinguished achievements in bringing into reality new concepts of aerospace vehicles for
defense transportation." In addition, in 1965, he also received an honorary Doctor of Laws
degree from George Washington University.
One of the highlights of 1966 came in September when the Gemini XI spacecraft, with
astronauts Charles Conrad and Richard Gordon aboard, linked up with a Lockheed Missiles &
Space Company's Agena rocket in orbit. This was the first successful docking of two
spacecraft in space. Then the Gemini XI used the Agena's rocket propulsion system to reach a
record altitude of 739 miles. Astronaut Gordon then fastened an Agena anchored tether to the
Gemini's docking bar and the two spacecraft made two orbits of the earth in tethered
configuration. In all, Lockheed's Agena rocket, the first workhorse model of which had been
launched into orbit in 1959, has participated in more launches than any other space vehicle. By
1968, it had over 250 launches to it's credit, in 1960, it became the first capsule recovered
from Space. Then in the Discover Program off Hawaii it was the first space capsule caught in
space. It was also used to launch NASA's Lunar Orbiter to the moon in 1966 and 1967.
Haughton came into the national spotlight again on November 11, 1966, when Secretary of the
Treasury Henry H. Fowler named him chairman of the United States Industrial Payroll Savings
Committee for 1967 to increase employee purchases of U.S. Savings Bonds through payroll
savings in 1967. A month previous to this, Haughton was named "Management Man of the
Year" by the National Management Association, which saluted him for his record of
achievement as a U.S. industrial leader, and for his" dedication to the concept of managerial
teamwork in advancing company aims, and for application of his highly ethical personal code to
business affairs."
As a result of his notable record in the fields of production, operations and management, as well
as his excellent background in finance, accounting and customer relations, and his 28 years of
service, Dan Haughton was elected chairman of the board of Lockheed Aircraft Corporation
on May 2, 1967, succeeding Courtlandt S. Gross, who retired. As such he had overall
supervision of the corporation's affairs. Certainly, no one at Lockheed knew more about them.
He set high goals and did his level best to see that through team effort they were achieved.
Amid ever-widening fields of corporate activity, he resolved to move Lockheed Aircraft
confidently and surely into the future.
The following day, the first prototype of the AH-56A Cheyenne helicopter was rolled out at
Van Nuys, California as Department of Defense, news media and Lockheed employees looked
on. It was the company's first major application of its pioneering rigid-rotor principle that
imparted gyroscopic stability to a helicopter and allowed it to be flown and stunted like a
fixed-wing aircraft. Six weeks later, a previously-built Lockheed XH-51A compound
helicopter, with wings and rigid rotor blades, set an unofficial speed record of 303 miles per
hour. The Army placed an initial order for ten prototypes, of the Cheyenne, which was
designed to fly escort and fire suppression missions, which was followed by a production order
for 375 more.
1968 saw the roll out of the world's largest airplane on March 2nd at Lockheed Georgia's plant
at Marietta. Among the dignitaries present besides Lockheed chairman Dan Haughton were
President Lyndon B. Johnson and his grandson, Patrick and Lyndon Nugent when the Air
Force's C-5A Galaxy was unveiled for use by the Military Airlift Command. Lockheed had
won the Air Force competition in 1965 to build a giant airfreighter able to lift payloads up to
130 tons including almost any type of an Army division's equipment, at jet speeds. The
728,000 pound gross weight Galaxy made its first flight in June 1968, and deliveries to the Air
Force began in 1969.
After the Lockheed Electra turboprop airliner went out of production in 1961, Lockheed
Aircraft was left without a commercial airliner in production for the first time in years. However,
a major design effort to re-enter this market with a supersonic transport fell just short of victory
in 1966 when Boeing's SST design was accepted. Two years later however Lockheed Aircraft
was ready to re-enter the commercial aircraft market. On March 28, 1968, Chairman Dan
Haughton announced at a New York press conference that Lockheed had orders totaling 2.1
billion dollars for it new three-jet transport, the L-1011 TriStar. The orders represented two
years of hard work capped by a coup engineered by Haughton. To offset balance of payments
problems associated with the use of Rolls-Royce RB.211 jet engines on the L-1011, he and his
team negotiated with Air Holdings, a British company, for the purchase of 50 TriStars for resale
outside of the United States. These, plus orders by Eastern Air Lines and TWA, brought the
total to 141 L-1011s. In June, 1968, representatives of the news media had an opportunity to
view a mockup of the luxurious TriStar. For his direction of the successful marketing program
for the L-1011, Haughton received the Sales and Marketing Executives International's
Marketing Executive of the Year Award in 1968.
In August, 1968, Chairman Haughton and Lockheed Georgia president Tom May, along with
Vice President Hubert Humphrey were present at San Antonio, Texas, for the dedication of the
Ventura Manufacturing Company, a Lockheed subsidiary that had been established to train the
hard-core unemployed, and to produce industrial products. Also in August, Lockheed Missiles
& Space Company's Poseidon missile lifted off for the first time from a Cape Kennedy launch
pad. It was a more powerful variant of the submarine-launched Polaris missile. Early in 1967,
Lockheed had received initial funding for the new missile with twice the payload and with twice
the accuracy of the Polaris. The Poseidon was fired from a surface ship in 1969, and was fired
from the submarine USS JAMES MADISON in August, 1970. It was the first of 31 Fleet
Ballistic Missile (FBM) submarines to be converted to Poseidon launch capability. By 1975,
619 Poseidon C-3 missiles had been built.
Meanwhile, in 1966, Lockheed Aircraft had established an ocean laboratory at San Diego,
California to further its underwater acoustics research and to serve as a base for its Deep Quest
oceanographic research submarine. In 1968, this maneuverable submersible vessel reached a
depth of 8,310 feet off Baja California. In 1966, Lockheed Missiles & Space Company had
won a Navy contract to build two Deep Submergence Rescue Vehicles capable of operating at
depths of 5,000 feet and designed to rescue crewmen from submarines trapped on the ocean
floor.
Lockheed provided significant support to NASA's Manned Spacecraft Center in Houston,
Texas in the mid and late 1960s. Its Lockheed Propulsion Company built the Apollo escape
rocket system that stood atop the 365-foot tall spacecraft. It was designed to pull the
astronauts to safety in the event of a rocket booster malfunction during the first Apollo mission
in October, 1968. Fortunately, astronauts Schirra, Eisle and Cunningham had no need of the
escape system and their 163 orbit flight around the earth was nearly flawless.
Among the new fields entered in 1968 was that of the small computer market. It came when
Lockheed Electronics Company's Data Products Division introduced its MAC 16 computer.
Then in 1969, the Navy awarded the Lockheed-California Company a contract to design and
build the high-wing S-3A Viking, a carrier-based antisubmarine search and strike aircraft. The
first S-3A carrier landing was made in November, 1973, aboard the USS FORRESTAL. The
plane, carrying a pilot, co-pilot, tactical coordinator and a sensor operator, had a top speed of
514 miles per hour and a combat range of 2,900 miles. Its stores included torpedoes, bombs
or mines. In all, by 1978, some 187 Vikings had been built.
As Lockheed Aircraft Corporation entered the 1970s, Chairman Dan Haughton said, "We'd
rather be advancing the state of the art than standing still. Our technical competence has kept us
in the forefront of the industry. I know that at Lockheed our eyes are on the future, and our
efforts are in large part directed toward realizing it fully."
Meanwhile, in 1969, Haughton received the Award of Achievement of the National Aviation
Club. Then in 1970, he was the recipient of the annual Tony Jannus Award of the National
Defense Transportation Association for his outstanding contributions to commercial aviation.
He was also presented the "Salesman of the Year for 1970" award by the Sales and Marketing
Association of Los Angeles.
Though the Lockheed L-1011 TriStar jetliner program was proceeding on schedule, Dan
Haughton was suddenly faced with a major crisis for Lockheed Aircraft. It began on February
4, 1971, and precipitated a seven-month's life or death struggle for the corporation. At stake
were tens of thousands of jobs and the investment of more than a billion dollars, plus the fate of
Lockheed itself. The crisis began after Rolls-Royce of Great Britain, the developer of the jet
engines for the L-1011 went bankrupt in the middle of the program. At that point, many thought
that every penny of the company's investment would go down the drain, and with it the
Lockheed Aircraft Corporation. But Haughton didn't panic. "I'm not a pessimistic man," he
said. Instead, he played it cool and set out to solve the seemingly impossible problem. He first
had to keep the airline customers committed to the TriStar. "Without their commitment, we
would have to go into receivership ourselves," he later explained. "We had to try to keep them,
the banks, two governments, and others in the picture," he added.
Through his astute management skills, Haughton succeeded in putting together a $750 million
credit package, the largest ever obtained for the development of a commercial airliner, and thus
he kept Lockheed Aircraft from reaching the brink of disaster. Business Week magazine said
he was "one of the last corporate autocrats." Fortune magazine described his achievement as
"the most delicate balancing act in the annals of modern American business." He did it by
convincing the United States Government to guarantee a loan of $250 million, by getting New
York bankers to lend the money, by securing the pledges of airline customers to not cancel
their orders and prodding the British government into ironing out Rolls-Royce's financial crisis.
By December, 1971, Lockheed had sold 154 L-1011 TriStars, but it would have to sell 100
more to break even on its investment, which was a tremendous challenge. But Haughton was
confident, and told his employees, "I say the game is going to be tough, and it is. But I want to
tell you, too, that we have a lot of things going for us. We have learned of the real strength in
the divisions and in our entire corporation. Everyone worked together during these months as
we were trying to save the TriStar program." Later Haughton would say that one of his greatest
accomplishments was his direction of the affairs of Lockheed that helped avert its bankruptcy in
1971 and was instrumental in preserving its L-1011 transport program. Aviation Week &
Space Technology Magazine gave Haughton its laurels for 1971 "for his indefatigable,
courteous, frank, and successful campaign to keep his corporation afloat on the stormiest
financial and technical waters this industry has ever seen." The Los Angeles Press Club named
him "Headliner of the Year" in 1971 for the "most delicate balancing act in the annals of modern
American business . . in snatching his company from the brink of bankruptcy."
In 1971, the Lockheed Missiles & Space Company began the development of the Undersea
Long-Range Missile System (ULMS) as a follow-on to the successful Polaris and Poseidon
fleet ballistic missiles, and to provide intercontinental ballistic missile ranges from larger, quieter
submarines. As a result, in September, 1971, Deputy Secretary of Defense David Packard
approved the program and it was redesignated as the Trident I (C4) program in early 1972.
The first test flight of the Trident I was successful on January 18, 1977, and the first one was
successfully launched from the submarine USS FRANCIS SCOTT KEY on July 31, 1977. By
1982, over 518 Trident I missiles had been built.
In 1974, the Lockheed Missiles & Space Company's Advanced Systems Division began the
development of the Aquila, a remotely piloted vehicle that could be retrieved in flight. The
Aquila was designed to carry out battlefield target acquisition and designation and
reconnaissance missions. However it is still awaiting a production decision.
In 1976, the first Jetstar II transport, powered by Garrett turbofan engines, was rolled out by
Lockheed Georgia at Marietta. It subsequently made its first flight on August 18, 1976, and in
all forty were built.
Daniel J. Haughton retired as chairman of the board of the Lockheed Corporation in February,
1976. But before he retired, he received many more honors for his outstanding achievements.
He received an honorary Doctor of Science degree in Business Administration from Clarkson
College of Technology in Potsdam, New York in 1973. This same year, he was named
"Employer of the Year" by the National Industrial Recreation Association, and also was named
"Honorary Engineer of the Year" by the San Fernando Valley Engineer's Council in California.
Then in 1975, he received an honorary Doctor of Laws degree from Pepperdine University.
Among Haughton's national level activities was serving as a director and chairman of the
National Multiple Sclerosis Society. In fact, he later said that he considered his work as
chairman of this organization as one of his outstanding accomplishments, and especially his
direction of a successful multi-million dollar fund-raising drive for research. His wife, Jean
Haughton, was a victim of multiple sclerosis. In addition, he became a member of the board of
Governors of the American Red Cross in 1969, and served until 1975. He was also a member
of the board of trustees of the National Security Industrial Association, and of the National
Space Foundation, as well as a governor of the Aerospace Industries Association, the Society
of Naval Architects and Marine Engineers, and the National Aeronautics Association.
On the local level, Haughton served as chairman of the Los Angeles County United Crusade
Campaign in 1968. He also served as a trustee of the Boys Club Foundation of Southern
California. In addition, he was a director and chairman of the Los Angeles Chapter of the
American Red Cross, and also of the Atlanta, Georgia Chapter. Then, too, he was a director of
the Los Angeles World Affairs Council, and of the Friends of Claremont College.
His other business activities included serving as a director of the Southern California Edison
Company, and of the United California Bank. Haughton held memberships in the California
Institute of Technology Associates, the University of Southern California Associates, the
Capital Club of Atlanta, the California Club of Los Angeles, Town Hall, and the Harvard
Advanced Management Club.
He was a Fellow of the American Institute of Aeronautics and Astronautics, and of the Society
of Automotive Engineers. He was a member of the National Aeronautics Association, the
Armed Forces Management Association, the Association of the U.S. Army, and the Air Force
Association. He was a life member of the Navy League of the United States, and of the Military
Airlift Committee of the National Defense Transportation Association. He served as a member
of the Cargo Management Panel of the Military Airlift Command, and as a member of the
Science Advisory Committee of the Alabama Space Center. In addition, he served on the
Board of Nominations of the National Aviation Hall of Fame.
Dan Haughton spent his long career with the Lockheed Corporation pursuing a vision of
personal devotion to performance excellence, the generation of new high technologies benefiting
the nation, and the attainment of business success through sound management principles. He did
this in spite of serving in an industry characterized by diversity and never-ending changes. As a
result, he set new standards of performance in technical accomplishment and astute
management for the aerospace industry, and he lived by them as traditions for the thousands of
engineers, scientists, managers, and other aerospace employees who followed him at
Lockheed. He left them a legacy of leadership designed to carry them forward to today and on
into the future, where the horizons are absolutely unlimited.
Daniel Haughton passed away on July 5, 1987.
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