My main worry about this work is its price. It is a fairly small book, one of the thinnest of the EPL range, yet it is by no means the cheapest. I am not saying that it is poor value for money, but it may appear so.
CFM Increases First-pass Yield(2 large pages, 3 photos) by Bob Bilbrough, Qualcon, LLC Continuous flow manufacturing has become the standard process among the best manufacturers in every industry --- except electronics manufacturing services (EMS). Electronic contract manufacturers have steadfastly maintained batch mode manufacturing (BMM) as their standard process despite a wealth of data supporting the efficiencies CFM. Strangely enough, many EMS providers tout CFM in their marketing pitches without actually employing it. In 1994 I spent a day with a large publicly held EMS provider. My goal was to qualify them to perform EMS for my company. They were doing quite well until we began the plant tour.
The scope of this article extends from the design process through all others following. This article's scope is intended to reach all those involved in the MLB design, fabrication, assembly, test, other quality verification, and customer acceptance - before any process begins (DFM/CE).
Once, or multiples thereof, I had a boss with limited vision. He seemed, at another time, a damn good engineer. More recently, he made a serious mistake taking a stab at a management role, and all the rest of us soon becoming his new flunkies.
It doesn't matter how good he was once. It matters he lost site of what mattered most to him. What mattered was creating new product proven, time and again, acceptable, reliable, and all the rest. When doing so, he had a clear view of everything needed to reach goals and milestones leading to the primary objective (to be discussed). What he, or we, alone couldn't see, was developed concurrently amongst us all. It was good working with him - until he took a different path making us work for him.
After "crossing over," he had us "just doing it," never mind doing it right. We had now to just get the job done on schedule no matter what it took. He had become a real results oriented "kinda guy" (not my kind) - a "regular" bottom line management type. Shipment, as dollars, became the result for which he always looked.
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