Issue link: https://iconnect007.uberflip.com/i/535707
26 SMT Magazine • July 2015 Thomson: And they get more money to jump knowing conditions are not any better, but money is! Beller: Agreed. And sometimes it's regional or cultural. We have seen this directly on many oc- casions. Thomson: DD&TT is a company that has an ex- tremely tremendous return rate. We've seen oth- er suppliers we work with have their turnover rate drop after Chinese New Year. MTI in WUXI, Sanmina-SCI in Kunshan, all took proactive ap- proaches toward engaging their people and hav- ing meetings with them. I would encourage their plant manager or cell manager to get people off the floor at random, sit down and have lunch with them. Give them opportunities for reward. MTI ran with that. I brought the Kunshan guys to MTI so they could exchange ideas and both have had exceptional success. Make your em- ployees aware they are the most important part of the process and valued by the company! At Jabil's facility in Pune, India, it's different because there are other automotive businesses that will steal their people, so they do have seri- ous competition. But they have such an active cultural engagement and daycare for children, as well as bringing fathers in to show that their daughters are being treated well at work and are respected. That's what we want. We want com- panies that treat people the right way because my philosophy is you can't watch everyone. You, as a supervisor on the line, are the com- pany. If the people care about the supervisor and the manager, they care about the company because they are the company. Matties: And ultimately you get a better product. Thomson: You get a better product and you get higher profits, because when people care about their leaders they're going to do their best. They're not going to be daydreaming. They're not going to hide potential issues. That's the other thing, if you make a mistake, you raise your hand and you go fix it. Don't worry about chastising people. Matties: You guys are an oEm that's buying $100 million worth of circuit boards and products a year. what advice would you give to a circuit board fabricator, an Ems, to really become a great contender in an oEm's eyes? Beller: There are a couple things: The first is the supply chain and the sources that you're using. We find oftentimes that the sources appear al- most virtual. We go out to the factory sites as a rule now because several times there have been rep firms in the U.S. that present a "manufac- turer" to us as a good source. We come over here and it's literally a garage or a small office that outsources everything and you really don't know who the source of the parts is. We qualify ECHOSTAR: THE FuTuRE OF SuPPly CHAIN MANAGEMENT DONE RIGHT continues FeAture plastic injection molding. resin distribution hopper system.