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MARCH 2019 I SMT007 MAGAZINE 95 automation is going to be utilized, this product evolution is essential. There are other facets of the philosophy, such as group technology, value engineer- ing, tolerance and margin analysis, analyti- cal troubleshooting, and experimental design. Like TQC, MRP III, and GT, DFM depends on accurate data and analysis. Information is es- sential. 6. Reliability: Automation Must Be Robust and Tolerant Enough to Keep Functioning Well, Even Under Adverse Conditions Automation usually entails a sizable in- vestment. If so, the return on this investment is most assuredly based on continuous use. Inoperability due to breakdown, spare parts, operator mistakes, or undue complexity can - not be tolerated. Prima donna systems are for research labs. A manufacturing system must be robust, easy to maintain and ser- vice, straightforward to operate, and have a track record that speaks for itself. Failure mode and effects analysis (FMEA) is a key TQC process to ensure that reliability issues do not interfere with customer satisfaction and profitability . Processes and Raw Materials Consistency Process and material characterization is a major factor in the reliability of a process. The latitude a process exhibits to variability in conditions and materials are chief factors in process control, quality, and yields. This is the main focus of manufacturing philosophies, such as statistical quality control (SQC) or sta- tistical process control (SPC) [4] . The SQC approach is essential to provid- ing process reliability and meeting a TQC ap- proach. There are numerous sources of vari- ability including materials, machines, tooling, workmanship, etc. They combine similar toler- ances and are not simple summations. The end result could be large and unpredictable rejects and defects, or, if managed, small and predict- able rejects and defects. Reducing process variability means working on machine instability, maintenance, and cali- bration; improving tooling accuracy and ease of use; making setups reproducible and easy to adjust, or having no need for adjustments; and ensuring raw materials are properly specified and that vendors have their processes under statistical control. It requires training, coach- ing, and well-documented procedures. Leadership to Execute the Strategies Automation, although highly desirable, is about more than just buying equipment and processes from vendors. A successful automa- tion program requires focusing on the business needs of the company. The first step is the commitment to being the best—not the pur- chases. Automation follows other manufactur- ing programs. It is not the start of the process. CIM fits with TQC, Lean, DFM, SQC, CAT/A, and FMS programs. Improved performance can be achieved when these programs move the manufacturing response curve to the right, while customer improvement programs move PCB products to the left (Figure 12). As Figure 10 shows, a me- diocre PCB at Point 1 can be improved to Point 2 or Point 2' by process improvement or prod- uct simplification. Better yet, improvement could move it to Point 3. This is the secret of Japan's enormous manufacturing success. Overall, management's challenge is to: • Think strategically • Examine the role of technologies • Use manufacturing and engineering philosophies to support the company's business goals • Support ongoing programs of education and training in new techniques Seven Checkpoints After covering automation planning, the dif- ference between automation and mechaniza- tion should be clear. In printed circuit fabrica- tion and assembly, most of what is advertised involves mechanization. However, true auto- mated solutions are seen in assembly tests. The difference between the two is the networking and protocols that supply the information and data. Examples can be drawn from the semi- conductor fabrication industry; this industry