Incorrect assumptions put a strain on the entire supply chain.

I am continually amazed at the assumptions some people make that eventually morph into what everyone believes to be the truth. Over the years, I have seen, both in our industry as well as in others, some erroneous assumptions take root and grow into accepted facts. What really gets me is that the very people who facilitate these assumptions are the ones who benefit the least from them. They may be politically correct or traveling with the herd, but in the end they cost themselves dearly by being dead wrong. These are my three favorite misconceptions:

1. If you want high technology, you have to go to Asia. Personally, I would not want to bet on that one. North American and European companies are far from low-tech has-beens. Just attend an IPC technical conference or go to one of the many designer conferences and you will see that technology – with a capital T – is alive and well in North America and Europe.

I have been to several such meetings over the past few months, seeing first hand how North American companies that are providing cutting edge (and bleeding edge) technology for their customers.  And those customers are not just military companies (yet another unfounded misconception about who the remaining North American customers are) but also leading telecom, medical and instrumentation companies who rely on their highly focused supply base to lead them to the next generation of technology. So why do people make the assumption about where technology is or is not?  Too often, they look at only one, and usually the wrong, matrix.  For example, there may be more laser drills in China than in the US, but that has no direct correlation with the overall level of technology available. What does count is the engineering/design capability and how well and fast that capability is translated into reliable, functional and robust products.  

I would argue that the highest level is still very much alive and well in North America!  

2. Only large companies have the resources to handle tough jobs. This is one of those cross industry, cross-generational misconceptions that just will not go away.  True, large companies typically have more resources to throw at a project, however, that also means they have more resources to squander away on misguided boondoggles. I could go on for hours with stories illustrating how opportunities were lost to smaller, more focused and resource-scarce companies because management was not focused.

Because smaller companies typically have fewer resources, they are usually more focused with implementation. It’s interesting how many of the large, resource rich companies of yesterday were unable to react and to reshape themselves or to develop the needed capability to service their customers’ changing needs while smaller companies have been able to provide greater technology, better service and response.

3. Only approve companies that have the capability to produce all of the products that are needed. There is a big difference between one-stop shopping and producing all things for all people. We may enjoy the convenience of shopping at Walmart, but Walmart doesn’t make any of the products it sells, it just knows where to find the best value for its target customer.  In our industry, especially when dealing with larger Tier 1 OEM and EMS companies, the incorrect assumption is that one company exists that makes all the products that everyone wants to buy. Just imagine one circuit board company that produces all technologies, all volumes and on all materials. I can guarantee that if you found that company, it would do a mediocre job with most technologies, volumes and materials.

  
There is a big difference between one-stop shopping and one-stop manufacturing.  Buyers in our industry seem to blur the two.  Most customers would prefer that a company attempts to produce something, outside its area of expertise, in house rather than find a qualified partner who specializes in that different technology/volume/material.  Too often, large companies impose arcane and duplicate certification processes that do not insure that suppliers provide the best value. Too many companies create a death march to certification that loses all sight on capability and value.  Maybe a more realistic certification process should revolve around, regardless of company size, whether or not there is a commitment to providing the highest value as measured by service, technology and capability – regardless of whether a company produces or works with qualified partner companies.

Incorrect assumptions cost everyone in the supply chain dearly. However, the ones who usually pay most are the companies who believe and promote them. It is these buyers and engineers who miss out by not having a nimble, focused, high value supplier because they have wasted precious time trying to put square pegs in round holes.  It sure would be nice if we all stopped believing in and spreading further false assumptions.  PCD&F

Peter Bigelow is president and CEO of IMI (www.imipcb.com); This email address is being protected from spambots. You need JavaScript enabled to view it..

For many of us, September heralds the back-to-school bustle, for our kids and more often these days, for well-seasoned workers who need to strengthen their skills or learn some new ones. Taking courses at a local college, through an online program or at a technology-focused conference, has never been more important. Education helps us stay at the top of our game, and in today’s job market, it is an essential component of success.  

As if to underscore the point, in this month’s cover story, Hal Katircioglu from Intel discusses the educational disconnect for signal and power integrity engineers in the U.S. He points out that universities aren’t doing a sufficient job educating engineers for the challenges they face on the job. Katircioglu offers insight on how companies can sponsor educational opportunities for employees.

Intel, for one, has taken a proactive approach to education and training through the formation of a collaborative graduate program at the University of South Carolina. The program, located near Intel’s center of excellence for signal integrity in Columbia, is intended to help fill a national shortage of SI engineers by providing a curriculum that graduates not wide-eyed novices but experienced engineers. The programs are tailored to develop the type of skills Intel values in engineers.
A number of notable education alliances have developed over the past few years to provide specific, real-world educational opportunities for electronics designers throughout the supply chain. In Harrisburg, PA, the Penn State Center for Signal Integrity focuses on the needs of local connector companies and has partnered with Tyco, Amphenol, FCI, Samtec, Yazaki North America, Phoenix Contact and Agilent, helping to fund targeted educational programs. The aim is to build engineers with a better understanding of electronic design as it relates to the connector.

Many of the nation’s top engineering schools actively seek industry partners for research and consortium activities. At Georgia Tech’s College of Engineering, one such consortium titled, “Mixed Signal Design and Tools,” is working on the challenges of the chip-to-package interface. The focus here is to facilitate the development of next-generation design tools that enable the deployment of SiP (System-in-Package) and SoP (System-on-Package) technologies. Industry partners include Matsushita, EPCOS, Infineon, Sameer and NXP.

In a recent blog, Happy Holden of Mentor Graphics talked about some self-directed learning opportunities available for designers. Harvey Mudd College in Claremont, CA, whose undergraduate engineering program was recently ranked first by U.S. News & World Report, is now offering undergraduate courses specific to PCB design. In addition, many EDA tool suppliers have formed partnerships with universities to offer students the opportunity to design using real-world tools. A student attending Purdue, the University of California-Berkley, Syracuse or North Carolina State, for example, would have the opportunity to work with tools from companies like Mentor, Cadence and Synopsys.

For those in college, programs like these are great for preparing you for your first job. However, if you already in the workforce, a more flexible approach often is preferred. Enter UP Media Group’s PCB Shows. For the past 18 years, PCB West (pcbwest.com) has provided designers with targeted educational programs that improve skills and increase design proficiency.
This year’s program brings well-respected industry experts and extraordinary course selections together Sept. 14 – 18 in Santa Clara, CA. The program includes professional development certificate courses on topics like Signal Integrity in High-Speed Circuits, a full-day tutorial presented by Rick Hartley of L-3 Communications. There is also a two-day, hands-on session covering Design of Advanced HDI Technologies presented by Happy Holden and Dan Smith, PCB Guru.

The competition is tough and design teams need to be ready for next-generation design challenges like signal and power integrity, high-speed and mixed-signal design or advanced HDI and embedded components. Not every company has the resources to foster their own university programs or participate in a consortium, but every company should understand that success is built on training and education. PCB West and the PCB Shows help to provide every company with an economical way to get PCB designers the training and education they need to stay at the top of their profession – which today translates into finding ways to design lower-cost products and in record time. We look forward to seeing you all in Santa Clara.