Issue link: https://iconnect007.uberflip.com/i/1259453
JUNE 2020 I PCB007 MAGAZINE 39 11. Eliminate work standards that prescribe numerical quotas. 12. Remove barriers that stand between the hourly worker and his right to pride of workmanship. 13. Institute a vigorous program of education and retraining. 14. Create a structure in top management that will push every day on the above 13 points. Lessons Learned Throughout My Career In the years following, I've put together my comments and observations on Dr. Deming's 14 points based on lessons I learned through- out my career [3] . 1. Long-term perspective and constancy of pur- pose are necessary ingredients for continuous improvement of the extended process or prod- ucts. Concern for improvement and innovation of products, processes, or services for today and tomorrow gives management foresight to allocate resources to become competitive, in- crease productivity, stay in business, satisfy re- turn for stockholders, and provide jobs. 2. Top management must be committed to nurturing an "I win, you win" mentality rather than an "I win, you lose" mentality. The orga- nizational vision needs to include all members of the extended process: customers, suppliers, employees, investors, and the community. This vision must consider and balance the needs of all members of the extended process. 3. Mass inspection is essentially checking goods with no consideration for how to make them better, improve the process, or achieve higher quality. Quality is not improved by af- ter-the-fact inspection; the defective items have already been produced. One way we practiced this point was to start to statistically analyze the rejects of our electrical test data, rather than just using it to sort the good from the bad. We found that random defects that kept reoc- curring were not random but based on specific PCB design practices rather than manufactur- ing processes. 4. We started to create a working system for the cost of quality with purchasing. By brain- storming and looking at all aspects of produc- tion—not just the price of an object—a con- sensus was obtained that created a new linear model for the figure of merit for a purchase rather than just its price. 5. Management is responsible for the entire system and all its various processes. Process and product improvement and innovation are accomplished by planning projects that require statistical and behavioral methods. We found that training the process engineers in DOE and other topics in engineering statistics—and making it fun—was the best way to give them new tools to improve process yields and elimi- nate waste (rejects). We used the successful training program developed by DuPont and Dorian Shannon. Figure 3: The final published book in 1982.