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72 The PCB Magazine • May 2016 though most quality systems encourage the team approach, when it comes right down to it, the hidden "I" in team plays a significant role in the success or failure. For example, all of the individual pieces of a process must work together for the desired outcome. In the case of a work instruction, an individual must perform those steps for success. Quality managers and quality staff prepare these instructions for the system but many times focus more on satisfying the standard without taking into account the people who will perform these tasks. So here is where the hidden "I" emerges. For a successful QMS or any significant process to be successful, the individuals must buy into it. People performing the tasks in a process must feel they are part of the success. If operators fully understand the tasks they are doing and know what their contribution does for the overall suc- cess, they will be much more likely to pay close attention to what they are doing. If instructions are not clear (not successfully trained) or steps are monotonous (wasteful) the individual may lose focus and deviate from the required steps. For a team to be successful the individuals must feel empowered on their own level, that they make a difference, and with their contributions to the team, the hidden "I" provides the foun- dation to a robust quality system with all inte- grated parts operating effectively. To close, I'll quote the Russian-American avionics engineer and inventor Igor Sikorsky: "The work of the individual still remains the spark that moves mankind ahead even more than teamwork." See you next month! PCB Todd Kolmodin is the vice president of quality for Gardien Services uSA, and an expert in electrical test and reliability issues. To read past columns, or to contact Kolmodin, click here. Quality manaGement and tHe Hidden "i" in team In mid-April, top management from IPC-member companies rep- resenting PCB, EmS, equipment and materials suppliers met in Washington at ImPACT Washing- ton, D.C. (formerly, Capitol hill Day). Congressional and executive branch leaders listened carefully to IPC's advice on how to best address the most pressing concerns of our industry. This year, three issues were chosen by the IPC Government Relations committee to follow up on with members of Congress and staff. The agenda was limited so as to not dilute the message nor distract the intended audience. Addressed at this ImPACT were: • TSCA—The EPA's interpretation of the Toxic Substances Control Act makes it more difficult to recycle chemicals like copper etchant than to sim- ply treat and dispose. IPC's argument: We want to do the right thing and recycle as much as possible. Do you really want to discour- age this? • Workforce—New proposed regulations would significantly raise the baseline salary of those who can be considered exempt from federal overtime pay regu- lations, effectively making more people eligible for overtime pay. The rule does not take into account the impact on workplace flex- ibility, career advancement and workplace effi- ciency. IPC wants to work with the Dept. of labor towards a better solution. • NNMI—the National Network for Manufac- turing Innovation is a public-private partnership that draws on the resources of the federal gov- ernment, local governments, universities, research institutes and industry to accelerate manufac- turing innovation. IPC is urging full funding and long-term planning for the network of institutes of which IPC is a member of three. IMPACT Washington, D.C. 2016 — Preliminary Report

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