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ManageMent www.us-tech.com Embracing the Mess By Dave Becker, V.P. Sales & Marketing, All Flex


department to consistently be suc- cessful in predicting the future. The path to the goal is often


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achieved much more quickly by mak- ing an early decision followed by a course correction rather than waiting for all the information. Several relat- ed factoids characterize the markets for flexible circuits and flexible heaters:


We live in a world of “time-based competition”. Being faster to market can be more profitable than being better.


Customer needs many times don’t fit within the supplier’s existing/proven/six-sigma capabilities.


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Technology and markets move quickly, rewarding suppliers who respond rapidly.


Customers give suppliers money to figure things out.


The many electronic applica-


tions that drive flexible circuit prod- uct configurations and constructions span broad engineering concepts. As a result, we end up with circuits that


eing prepared with a nimble reaction is a far better strategy than expecting the Marketing


require much narrower controlled- impedance trace widths, as well as copper thicknesses as thin as 0.0007- in (0.018mm), which today is a com- mon specification. These applications also tend to drive film substrates thicker to increase separation dis- tance between signals and ground planes. Circuitry intended to carry heavy current pushes copper in the opposite direction, sometimes involv- ing metal thicknesses in excess of 0.010-in (0.254mm). These circuits tend to stretch the definition of the word “flexible”. Product configura- tion selections can also involve adding copper layers to make multi- layer structures, plating multiple surface treatments for solder pads vs. switch contact regions, attaching selective stiffeners for mechanical and component support, and orienta- tion of copper grain to properly orient circuit traces in applications requir- ing dynamic flexing. Requirements for optimizing


component attachment create an ad- ditional complexity dimension as nesting circuits for material usage competes with assembly panelization requirements. These seemingly end-


less permutations of “want to have” vs. “need to have” requirements can exert a push for mushrooming prod- uct features, untested manufactur- ing processes, and unique routing se- quences. It can tax the creativity of the best product and applications en- gineers. Simply put, this can become a mess.


However, it’s a wonderful mess.


Complexity makes sourcing parts overseas, across multiple time zones and language barriers a very risky proposition. The world of flexible cir- cuit manufacturing involves custom engineered parts with unique per- formance requirements. Every appli- cation is different. The kiss of death on most any part number is when someone states the circuit is a “no brainer”. This is a signal that it’s time to start all over. In an attempt to deal with the


mess, the manufacturer is tempted to “standardize” its offering, often de- fined by comfortable or existing man- ufacturing capabilities. Isn’t the so- lution to stop building the oddball parts? Or the manufacturer may de- fine a niche product offering so re- sources can be focused. Unfortunately, the business


world is littered with companies that have disappeared because they were too restrictive in their willingness to change. Attempting to put in systems or procedures to deal with the com- plexity is noble, and existing proce- dures always deserve challenge, but “new” rules and procedures should be considered as part of a continuous improvement project rather than an end state. Change takes us out of our comfort zone, it is difficult, but often it is absolutely necessary. Determining when engineering


resources should be invested in a new application is certainly a tightrope walk. But stretching capabilities, in- vesting in capital, and being aggres- sive are often requirements to staying relevant. And engineers can be pretty ingenious. Often the “investment” is more a clever technique rather than a new technology. “Embracing the Mess” is a message requiring serious consideration. What does that mean? How can this be done? There are some basic principles.


1. Management Needs to Commu- nicate the Business Plan. Let em- ployees know “Where are we going” and “How do we expect to get there?” This needs to be done at a ten thou- sand foot level, it cannot be overly prescriptive. Goals for on-time deliv- ery, scrap reduction, targeted cus- tomers etc. are examples. Historical performance data helps provide con- text. The management message should indicate a general direction, but the specifics of execution will change as situations evolve. The best decisions are usually made by those employees closest to the problem, but only if they understand what the company is trying to accomplish and


the direction the organization has targeted.


2. Empower Employees with Decision-Making Responsibility. Obviously all employees cannot be al- lowed to make all decisions, but a “Freedom Scale” does provide good guidance. This message and direc- tion needs to be discussed as part of Communicating the Business Plan. The various levels of decision making freedom are:


Freedom Level 5: Act, routine


reporting only. Freedom Level 4: Act but advise


at once. Freedom Level 3: Make recommen-


dation and take resulting action. Freedom Level 2: Ask what to do. Freedom Level 1: Wait to be told.


Different decisions will result in


alternative levels of decision-making freedom, but good employees should be encouraged to operate at Freedom Level 3 at a minimum. With experi- ence and demonstrated prowess, em- ployees climb the ladder.


3. Support and Celebration. This is probably the most difficult. It is en- tirely possible that incorrect decisions will occur and culture can be crushed if reasonable decisions are second- guessed with the benefit of hindsight. Empowerment cannot exist if aggres- sive decision-making is negatively re- inforced when early decisions prove inaccurate. For a culture of empower- ment to be effective, management needs to support unexpected out- comes. The most important question is, “What was the avail able informa- tion when the decision was made?” Successes need to be sought out, com- municated, and celebrated. This helps to build a corporate culture that en- courages rapid response. Trusting people to understand when they need additional time, or a supervisor’s con- currence, needs to be supported by both words and actions. Fast-paced change is a fact of


life and it’s not going to slow down. Empowerment helps decisions occur by those individuals closest to the problem. Decentralized decision-making


helps ensure issues can be addressed promptly. It’s the blocking and tack- ling that usually wins the game, not the Hail Mary pass. In the printed circuit business


world this means several things: turn quotes quickly; have back-up staff in place when people are out of the office; don’t leave work with unanswered messages; keep the ball in the customer’s court; inform cus- tomers about the status of their proj- ect; respond when there is a problem. Embrace the mess; it can be the key


to survival. Contact: All Flex, 1075 Cannon


Lane, Northfield, MN 55057 % 800-959-0865 E-mail: information@allflexinc.com Web: www.allflexinc.com r


February, 2016


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