Issue link: https://iconnect007.uberflip.com/i/1323994
JANUARY 2021 I SMT007 MAGAZINE 39 How Do We Account for Process Changes? In the electronics business, smaller compo- nents require different tooling and soldering irons. Solder alloys are continuously chang- ing, and employees are required to understand the differences between the old alloys and the new. These differences can include changes in temperature, and flow and solidification, among others. Changes to laminate materi- als require adapting to the higher reflow tem- perature commensurate with the new solders. Inspectors look for anomalies such as board damages, board discoloration, etc., and this is all part of the training required to produce quality products. Engineers must search and experiment with new chemicals, such as fluxes, due to higher temperature solder alloys, to determine and define how they work, and whether they need to be cleaned to meet the operational function- ality of the product. Additionally, you must keep environmental requirements in mind. Training How much training do we provide, and what can we afford for our employees? Mistakes in manufacturing are expensive. Are corporate budgets created to plan for this training and certification? It should be a business require- ment that corporations mandate their employ- ees to improve their knowledge and skills base on a yearly basis just to keep abreast of the new technologies they will be dealing with. Training and educating employees also help customers understand their products are being manufactured by people who are proficient in their jobs. "Workforce performance will determine which organizations prosper and survive in the mar- ketplace of the foreseeable future." [3] The importance of training can be summa- rized in these two questions: • What are the advantages to the employees from acquiring more education? • What are the corporate benefits from having knowledge and skill-trained employees? There must be a return on investment. A company is comprised of the intellectual capac- ity of its employees; to grow, a company needs employees with skills at all levels. The 'Hawthorne Effect' In the 1920s, Elton Mayo, a professor at Har- vard Business School, conducted a landmark study of worker behavior at Western Electric in Chicago, which revolutionized the theory and practice of management. [4] Researchers concluded that the principle of human moti- vation through recognition resulted in the indi- viduals improving their productivity. Just by making people part of a team, the company saw improved output and quality. To illustrate this, one of my customers recently reported a 26% reduction in defects because of attending a training session. Improved quality resulted in higher productivity. Conclusion There is often a debate between training and product value. We always want a return on investment in any of our expenditures; in this situation, that investment is with your employ- ees doing the physical work who must have the tools to manufacture your product. Employees Employees must be able to understand new subjects and learn new skills as demanded by the product or process requirements. Doing this keeps up employee morale, as training will make them feel they are part of the solution