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88 PCB007 MAGAZINE I FEBRUARY 2021 dardizing Association, formed between 1926 and 1928. Global standard settings were stifled during the Great Depression of the 1930s and were furthered hampered in 1939 with the be- ginning of World War II. In 1941, the United States entered World War II. e U.S. government enacted legislation to switch the civilian economy to military pro- duction. During this time, military contracts were typically awarded to the lowest bidding manufacturer. Product quality was determined by inspection aer delivery. is quality in- spection method consumed copious amounts of human resources and led to recruiting and retaining problems. With the help of Bell Labs and Dr. Walter Shewhart, the military adopt- ed sampling inspection techniques to save time and resources [2,3] . When World War II ended in 1945, global quality standards entered a renaissance period that would accelerate over the next 70+ years. e years 1946-1947 were significant because of the formation of the American Society for Quality Control (ASQC) and the International Organization for Standardization (ISO). Qual- ity management standards began focusing on a product's value for customers, increasing prod- uct quality, increasing production speeds, and understanding the ramifications of stakehold- ers' economic activity. During the 1960s, a paradigm shi occurred in quality thinking to that of identifying poten- tial risks and problems before they surfaced. e paradigm shied again in the 1980s with the concept of focusing on customer quality requirements during product development. Designed experiments and other statistical quality methods became popular across many industries. Lean manufacturing gained recog- nition outside of Japan. During the 1980s, Mo- torola initiated its Six Sigma program, the U.S. Congress established the Malcolm Baldridge National Quality Award, and the ISO pub- lished its first quality systems standard. During the 1990s, Lean principles spread from manu- facturing entities to service organizations. In 1998, the American Society for Quality Control changed its name to the American Society for Quality (ASQ) in order to serve diverse indus- tries better. During the 2000s, the ISO issued its global quality standards: ISO 9001:2000 and ISO 9001:2008. In 2015, ISO published the fih edition of ISO 9001:2015 Quality Man- agement System. e ISO released documents ISO 13053-1:2011, ISO 18404:2015, and sev- eral other standards covering Lean Six Sigma. e cost of poor quality, the need for reliable products, product safety, and world goods glo- balization, is driving the uniform quality stan- dards movement. The Cost of Poor Quality e costs of poor quality include all costs in- curred for not making or providing a perfect product or service the first time, and includes scrap, rework, re-purchasing raw materials, la- bor, and inventory [5] . Companies operating at three sigma quality levels can spend about 25% of their annual sales remediating poor quality costs [6] . Other estimates put the costs of poor quality in the range of 25-40% [7] . Poor quality can destroy a company. Unexpected product failures (poor reliabili- ty) significantly increase selling, general, and administrative (SG&A) costs, and lead to in- creases in inventories and fixed assets required to support operations. ese indirect costs erode profitability more than the amount di- rectly attributable to warranty claims process- es. Product recalls negatively impact business- es financially and result in adverse publicity. Printed circuit board assemblies (PCBA) are becoming more complex, resulting in an increased need for quality and reliability to reduce "no-fault-found" failures (NFF). No- fault-found failures occur during a product's use, but the fault is not found during sub- sequent post-mortem evaluation. As PCBA complexity increases, there is a related in- crease in multiple failure modes. As multiple failure modes increase, so does the NFF para- digm. Every failure mode may have dozens of