Issue link: https://iconnect007.uberflip.com/i/1415897
but to build that 10, we will use the same pro- cess across 50 customers and several hundred part numbers. We look at process excellence over the individual product excellence, and that's really a necessary artifact of being able to support prototyping. To give you an example, we will look at AOI failures and then correlate AOI failures across multiple products. We look at it from a process perspective, and then say to ourselves, "What can we do in our process to improve our un- derlying capabilities on 10 or 15 products, not just one product?" Because we want to know that our process is going to be capable for the next prototype that is going to be equally wild, wicked, and unruly. is ferocious focus on process has driven us to be constantly looking at capability and inspection, and how we close the loop between test, inspection, and manu- facturing. When you support high-mix, low- volume production, you don't get the chance to say, "Well, we will perfect the build process over the production ramp." In our world, you oen only get one chance to get it right. Johnson: As an incoming CEO, what are your strategic initiatives for the next 12 to 24 months? Everitt: e answer starts with what's happen- ing in the market and then backing back up to what it means to us. We all know we're still transitioning into something new, a "new nor- mal." ere is significant pent-up demand in the customer space for design activities and support of their design activities, so we want to support our customers in this phase. Broadly speaking, the industry is also seeing challeng- es in parts availability, material obsolescence, and lead time expansion.