Issue link: https://iconnect007.uberflip.com/i/1357726
66 SMT007 MAGAZINE I APRIL 2021 time for supply to catch up with demand, but it will happen. We know that. One option—and probably not the best— is to bury your head in the sand and wait for it to go away. But this issue of low supply and increased demand is not a short-term problem and the sooner we realize that as an industry, the better. As designers, we need to think "outside the norm." With less supply for some components, we must be flexible. For example, do we need to use a 0.1mF 1% cap for our bypass caps? If you have any integrated circuits on your design, the answer is "probably." Since this is the most common bypass cap value, every- one is scrambling for that specific component. You will open up a larger stock of components by changing the parameters; instead of a 1%, take it up to a 5% tolerance. Many times, the components used are "overkill" for the class of design. is simple change could result in a whole new stock of available components. Another workaround is to have the PCB designer drive other areas of the process, which means giving procurement the list of possible problem components early in the design pro- cess. It wasn't like this before. In fact, engi- neering and procurement oen wouldn't even speak to one another. Now, we make sure that the correct information filters to those who need it. No one likes to get a call from the assembly house that components are not avail- able for our design. Finally, we have started to use what are called multi-footprint components—laying multiple story of this whole situation. e companies that find the components they want will pay much more for them. Manufacturers run by what I call the "ouch principle," meaning the price will increase until the customer says, "Ouch." Give Up on Lean (Just in Time) Manufacturing For decades, companies have followed the principle of Lean (aka Just in Time) manufac- turing. Lean manufacturing follows the princi- ple that components don't show up on the pro- duction line until needed, which means that inventory stock is generally low most of the time. at system works well when the supply outpaces the demand. But now, with compa- nies finding themselves in a reverse situation, they must reconsider Lean manufacturing; this involves better planning and scheduling of components. In fact, as I mentioned ear- lier, they are double- and triple-booking their orders, as well as holding company inventory. is has placed an undue burden on companies in regard to space and revenue tax changes. Better Techniques and Relationships Between Design and Procurement At one time, you could easily throw your design "over the wall" to procurement and, because of the ample supply of components, things went smoothly. But as our market has shied from a supply to a demand scenario, that handoff to procurement has changed. More PCB designers have access to compo- nent availability, increasing the design team's communication and relationship with the pro- curement team. Now, the vital information on a component status should quickly trans- fer between these different teams. Better deci- sions now are made earlier in the design pro- cess. is is a good thing, as initially designing with obsolete components is not the right way to start things. Getting Through the Crisis So, how do we get through this? First, be assured that this crisis will end. It may take As designers, we need to think "outside the norm." With less supply for some components, we must be flexible.