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REAL TIME WITH... IPC APEX EXPO 2021 SHOW & TELL MAGAZINE I I-CONNECT007 121 warehouse system, on-line metrology systems, full digital twin for managing the plant, artifi- cial intelligence and machine-learning-based scheduling, deep bind-microvia upgrades up to 10:1 aspect ratio, and automatic recipe gen- eration by artificial intelligence and machine learning. Schweitzer Engineering Now that Stepinski had set the scene, it was the turn of his turnkey clients to reveal the rea- soning behind their strategies. Diane Maceri, supply chain director, and Jessi Hall, senior director vertical integration at Schweitzer Engineering Laboratories (SEL), explained why and how they had decided to build a new printed circuit factory in Idaho. Headquartered in Pullman, Washington, with one of its manufacturing plants in Lewis- ton, Idaho, SEL had introduced the world's first digital relay in 1984, and currently employed more than 5,000 people. ey provided com- plete power system protection, control, moni- toring, automation, and integration for utilities and industries worldwide, with the objective of making electric power safer, more reliable and more economical. e company had nine SMT assembly lines and specialised in quick- turnaround custom-configured devices. Most components were sourced close to the assem- bly facilities, and SEL worked closely with its suppliers, who shared its continuous-improve- ment philosophy. Diane Maceri made it clear that SEL had excellent relationships with its existing PCB partners. During the 1990s and mid-2000s, North American companies w i t h h i g h - v o l u m e P C B r e q u i r e m e n t s were increasingly buy- ing from China and the number of domes- tic board shops had declined from 2,000 to 200, the same pat- tern as I had observed in the UK. ose who remained were focused on more complex PCB technologies, and there were few who could sustain SEL's requirements, either in volume or at an economic price. SEL's PCB demand was growing, and a long-term strategy was needed to maintain supply while keeping up with technical devel- opments and avoiding the need to purchase from China. Aer discussions with several American PCB fabricators who aligned with their strategy, and considering either buying a manufacturing company or building their own, they decided on the latter, with the help of GreenSource. Jessi Hall took up the vertical integration story. She explained the benefits of World Class Manufacturing as shorter feedback loops and lead-times, reduced inventory, and improved quality con- trol. SEL planned to construct a 100,000 square foot purpose-built manufacturing plant in Moscow, Idaho, within easy reach of their factories that used PCBs and was close to the University of Idaho. eir decision was supported by their existing sup- pliers, and the full transition from buying-in to making their own was expected to take several years. Construction would begin in the spring of 2021 and opening was scheduled for Decem- ber 2022. ey were already hiring technical team members who would undergo training at GreenSource. e project was still at an early stage, and there would be many more lessons to share. But so far it was clear that there was a lot of information to consider regarding location, federal regulations, learning about suppliers, new technologies, and understanding staffing needs. Much of the expertise was already in the company, and where it wasn't, strong partner- ships existed. A strong cross-functional team had been crucial to the progress of the project. Also critical was good communication with Diane Maceri Jessi Hall