Issue link: https://iconnect007.uberflip.com/i/647109
March 2016 • SMT Magazine 77 site to site. And that's because they certified the line. Rather than going through a whole cer- tification process they'd rather put them on a container on a ship and ship it. Of course, that's expensive. If you could certify a number of lines in advance and convince your customer that you can move the production seamlessly using dif- ferent kind of techniques and move the pro- duction easily within, days and have the same quality production levels, that would be very appealing. I think that's something we're going to see. Especially we saw what happened with the tsunami in Thailand. Suddenly you have a big impact of component, the supply chain is killed, and you've got to move production fast. You've got to be able to ramp up production in a different location. We see a lot of custom - ers with these backup mirror sites, and that's one way to deal with it, but that's costly and expensive because you basically have products being manufactured in every location. I think being agile and having the ability to move is important and we have tools which can really help doing that and this I think we also lever - age our competencies in design and the data intake that we talked about initially. So that's maybe another thing that we're going to see customers talk about a lot. Matties: I think that's a big issue, to be able to do that. You're right. Things are shifting a lot right now, from region to region. Manor: Yeah, and I might have a lot of Fuji ma- chines in China. I acquired a factory in Brazil. That's all, let's say, Panasonic machines. And now suddenly taking these programs and mov- ing it between systems is not prudent. And you need good processes and good software that can help you automate that movement and really reproduce the same kind of environment easily and go into production. Matties: So when you go in and you retrofit a company do you bring in training for their people and support? How does that work? Manor: Yeah. Usually we do a site survey when we start the discussion and we bring some in- dustry consultants. These are 30-year veterans of the industry. They go around and snoop the factory. They look and the come and say, "This is a snapshot of the factory today. Here are our metrics. This is the kind of cost we have to date. If we implement we believe we can get this ROI. And that's how we think we should fo- cus." That's also when we know who we need to train, and then when we implement the train- ing we take another snapshot and then we can come back and say, "Look. Six months have passed. Here's where we were. Here's where we are now. Here's your ROI. Here's the action im- provement." Matties: It becomes very tangible. Manor: Or perhaps we haven't been success- ful here because of rejection by that team. We haven't really gained penetration because a side is refusing to work with our tools. Matties: Whatever the variable happens to be. Manor: Then we can get management to come and say, "Guys you've got to get on this train because that's it. We're moving. We've invest- ed, but we're not capitalizing on all of what we could because of issues in the implementation." And a lot of IT projects fail. At the end of the day when you look at the industry, the majority of these projects fail. We've got to be very diligent in how we take a clear snapshot. We can do metrics. We can give an objective. Sometimes we in go and say, "Look. Your factory's perfect." Maybe that's the case. We can do a very marginal ROI be- cause you're lean, you've created your own IT systems, you're almost Industry 4.0 compliant and maybe the gap isn't that big. Or we can come and say, "Guys, look. We can really make a night and day difference here." Matties: Oren, thank you so much. This has been really informative. You know your subject matter very well. I'm impressed. Manor: Thank you very much. SmT MEntor graPhICS' orEn Manor IntErvIEw