Issue link: https://iconnect007.uberflip.com/i/1526666
34 PCB007 MAGAZINE I SEPTEMBER 2024 iarize potential customers with the subtrac- tive etching process. is has developed into a separate customer and development lab that is a major driver in shaping our roadmap for improving existing technology and prepar- ing to meet the challenges faced by new tech- nological demands. As our customers run into production problems caused by increasing technological demands, they consult with us on how they can best use their existing equip- ment to meet those demands. In this way, we become aware of what problems are coming and can determine what direction to take to refine existing designs or decide if a new design is required. We can test any proposed solutions and try out new designs before introducing them to our product line, and have some confi- dence that the proposed solutions and designs actually work. e development lab has become an integral part of our business roadmap and keeps us on a (mostly) straight path. It's not inexpensive, and questions are raised every couple of decades as to whether the expense is worth it. Aer all, it is hard to quantify the value, i.e., we spent X amount of dollars this year on the lab, but how many dollars of business did it generate? How- ever, in one case, a simple lab test run gener- ated several million dollars in the glass etching business (most people are astonished at how much glass etching is done in the manufactur- ing of display screens, both TV and phones). ankfully, examples like this come up oen enough to quiet the doubters. We are fortunate to have this tool in our arse- nal since most companies have nothing compa- rable to this to determine the straightest path to traverse the problems ahead. Many of your suppliers may have similar programs in place and it certainly won't hurt to keep in touch with them and keep up with the newest refine- ments. One of our customers, who I have great respect for, is constantly in touch with their suppliers for advice on refining and optimiz- ing their equipment and processes. ey have been able to weather the storms of technolog- tent over the years, although there have been some missteps along the way. Early on, in addi- tion to building equipment, we set up a pho- tochemical machining business in the same building. is turned out to be a not-so-good idea as some potential customers resented it, feeling like they were having to compete with us for business while we were simultaneously trying to get them to purchase our equipment. Later on, we tried to develop controls for more efficient oil-fired home furnaces—aer all, how many etchers could you possibly sell once the initial demand was satisfied? is proved to be an effort in futility as much larger and better- known companies had that market pretty well sewn up. ere have been many other temp- tations over the years to expand into related wet processing areas, such as screen printers, semi- and fully-aqueous cleaners for assem- bled boards, etc. ese efforts died away aer short periods of time and taught us that the time and money were better used to improve and develop our core business. is has been an important part of our business roadmap for at least two decades. One part of the early roadmap that paid (and still pays) great dividends has been establish- ing a small area with demo equipment to famil- " e development lab has become an integral part of our business roadmap and keeps us on a (mostly) straight path. "