Issue link: https://iconnect007.uberflip.com/i/1483130
NOVEMBER 2022 I SMT007 MAGAZINE 33 uct information, materials, quality, and exe- cution across any manufacturing floor, makes decision-making fraught with compromise and brings the risk of incurring losses in per- formance and opportunity. e role of mod- ern, technology-based solutions should be to create an environment in which such key deci- sion-making is supported, so that it becomes immediate and accurate. Digital best practices should be defined from semi-automation of top-down decision-mak- ing activities following the needs of the business. e essential action here is to take out man- ual data-gathering, mod- elling, and analysis pro- cesses that are error- prone, slow, and com- promised when le to the unaided human, then move them into the digi- tal domain. Let's look at two examples. T h e f i r s t e x a m p l e relates to new product introduction. The pre- dominant practice today is also the worst, some- t h i ng t h a t g o e s b a c k 30 years or more. e e xchange of pro duc t inf or mat ion b et ween design and manufactur- ing uses diagrams, pic- tures, and lists that are oen sent insecurely by email. Engineering is then relied upon to con- vert the information, create operational plans and work instructions, as well as costing out the manufacturing operation, confirming capabili- ties, timings, etc. However, there should not be any need for significant engineering involve- ment. Data needed by manufacturing, includ- ing 3D CAD, the layout of a PCB, and the bill of materials (BOM), can be securely and digi- tally transferred using a choice of standard dig- ital formats. e data is converted through an automated system, creating electronic work instructions as well as machine ready data. But this is just the beginning, as meaningful man- ufacturing management in terms of quality, materials, test, inspection, governance, and traceability are all related back and set into context with the original product data. Rather than having a wealth of reports with ver y little value, using digital automation prov ides a f ully accu- rate contextualization of every aspect of produc- tion. Decisions related to cost, timing, capac- ity, quality, yield, deliv- ery, alternate materials, etc., are now qualified digitally. People then make the final decisions quickly, ba s ed on an accurate, holistic under- standing of the situation. e result of this digi- tal best practice reduces the time taken for new product introduction, which then increases the accuracy of job quota- tions and eliminates the unexpected challenges of expertise needed to resolve an issue relating to capability, capacity, or quality. Changes in prod- uct designs (including variants) can be quickly and easily managed. is allows operations to be more flexible and without losses. e second example relates to an unex- pected material shortage. It takes things to the next level, meaning that it avoids the need to make decisions at all. ERP says "yes" to mate- rial availability and allocation when the work order is created and production starts, but then materials needed later cannot be located. e warehouse and the shop floor are scoured for