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60 SMT Magazine • February 2017 ing of the general laws of science. What they haven't done very well is adjust to the constant- ly changing practical application of these laws in product production—what we call industrial engineering. Professors try to interpret the real world's needs and adjust, but those without practical experience continue to fail in the learning for earning part. 6 They are always playing catch up. Noble Intentions, Failed Results Sometimes we may have noble strategic ob- jectives, but fail to develop or carry out a tac- tical plan to meet those objectives—the words are easy. Academia always has good intentions for industry, but seldom achieve good results. An academic institution has an objective of giv- ing their students a firm understanding of the classical subjects. Part of the tactical plan that schools use to achieve this objective in techni- cal subjects is to confront students with closed- form problems. Students that can demonstrate success in solving these problems are thought to have grasped an understanding of the under- lying subject matter. In the real world, critical thinking is an in- valuable tool to solve the open-form problems that, more often than not, we are confronted with. Even with the best intentions, the aca- demic classroom is a difficult environment to teach this important judgment tool. The real world has had to comply with aca- demia, rather than demand that academia meet their needs for qualified graduates. Lofty think- ing and the ability to solve non-linear differen- tial equations, while important, are not critical to success on the production floor. How are We Going to Pay These People? In previous columns, we introduced a fic- tional electronic product assembly company, Chips and Dips Inc. or what we affectionately call C&D. 7 Two of the organizational charts for C&D at the top of the hierarchical pyramid are found in Figures 3 and 4. There are about 20 more. All of these departments, sections and groups are managed and nested into those above them un- til we reach the top level organizational chart (Figure 3), where they ultimately reside in one of six directorates, hence, the term hierarchical: 1. Operations 2. Engineering 3. Business Development 4. Finance 5. Quality 6. Human Resources A NEW ORGANIZATIONAL MODEL USING LOGIC, PART 3 Figure 3: C & D top level organizational chart.