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PCB-Oct2016

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20 The PCB Magazine • October 2016 In retrospect, I can see what he was doing. Whenever there was a problem, the research side of it went quick because he knew the pro- cesses inside and out and could start the prob- lem resolution closer to the finish line rather than start a massive DOE and burn resources eliminating wrong avenues. Furthermore, it gave us more confidence when making large in- vestments during rough times in the industry. Know Your Business 1. Walk the floor 2. Work with suppliers 3. Be involved with quality control 4. Have knowledge of machines/equipment Value Productivity Walking the floor also provided him the op- portunity to monitor employees. His presence ensured a disciplined workforce while he was able to monitor the rate of their production. "Think fast, walk fast," he used to say. Breed- ing efficiency through example, Dad was excel- lent at time management. As a result, he cre- ated 'measurables'—statistical calculations such as: panels per hour; production rate by process; and revenue per man per month. All in all, these measurables allowed him to find the right balance to control the process while inspiring his workforce to match his determination. Most importantly, he made it a point to share this information with each employee dur- ing his weekly department sit-downs. He would explain each person's results compared to his set standard, and then compare each employ- ee's results with each other. Anyone performing below median would be charged with learning from higher-performing folks about how to gain efficiency without risking product quality. Value Productivity • Monitor what people are doing • Monitor the rate they are doing it at • Create measurables/statistical calculations • Determine how many panels per hour • Know production rate of each process • Find the right balance Think Fast, Walk Fast • Embrace time management • Breed efficiency • Set example for others Push Through Pain Nobody denied Nagji's dedication. He would tell me that "the rules do not apply to you" and that there was "no such thing as a sick day." Nagji never demonstrated this disciplined commitment more than when he was going through chemotherapy. We would plead with him to take the day off and rest. It was nearly impossible to convince him not to go to work. And sometimes, on those rare days where we did convince him, he would show up around LESSONS IN LEADERSHIP FROM MY FATHER Figure 2: Dad and I pose for a group photo with the sales reps. Figure 3: Nagji celebrating his 71st birthday at the office.

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