All I can say is that your patience with this customer is admirable. I
have been in this situation before, and the only way out is a 'diplomatic
withdrawal'. You did not answer your Question E, but I assume your
response was 1. I don't see any reason in He.. to pay for "their
problems". I also assume that you don't want to take orders from this
'customer' any more. If you are unlucky enough NOT to have that luxury,
you have my sympathies.
I assume you are being abused by the "Buyer", but tell us if this
'individual' is someone else like New Product Engineering or an EMS. If
you have decided to drop them as a 'customer', could you please email me
their name, as I don't want them as a customer either. P C boards are
tough enough without all this grief. If you have to keep them as a
customer, then here are our recommendations.
f. The customer returns with a new order with again, three design
packages. What do you do?
1. 'No bid' it because the engineer group has just been called to
active duty to serve in Iraq, and that was preferable to working on their
board.
2. Raise the price considerably so that they will take it to someone
else, and during the diatribe, supply them with names of your three most
hated competitors. If they accept the price, use the extra money to pay
for "Margarita for Everyone" or hire cousin 'Vinny' to pay them a visit
and show them the 'errors of their ways'.
3. Tell them these boards have an "Extended Lead-Time" because your
engineering group must be retrained as they have 'forgotten' their job
over the weekend.
Happy Holden
Westwood Associates
R Sedlak <[log in to unmask]>
Sent by: TechNet <[log in to unmask]>
07/16/2004 10:05 AM
Please respond to "TechNet E-Mail Forum."; Please respond to R Sedlak
To: [log in to unmask]
cc:
Subject: Re: [TN] Death by Lethal Customer
For all of us in manufacturing, good, reliable vendors are as important as
customers, and anyone who does not realize that is probably on his way out
of business. I have actually seen this happen... after having withdrawn
as a vendor, over completely unreasonable demands. Cut your losses, and
find better customers.
Rudy Sedlak
RD Chemical Company
"H. S. Miller" <[log in to unmask]> wrote:
My company has found itself ensnared in a frivolous attempt of extortion
on
behalf of one of its newest "partners" cum customers.
The purpose of this message is to get as many people to respond with "what
I
would do....." feedback to the following questions (I have structured the
survey in a multiple choice format for ease of use; only 5 questions):
a. Your customer hands you three different design packages for one PCB;
one
version in Gerber and two versions in CAM350 (one is for manufacturing and
the
other is a previous revision for reference only) and tells you that the
GERBER and CAM350 versions are the same and to release the requirement to
manufacturing. What do you do?
1. Believe them because the customer is always right.
2. Verify through a comparative analysis if both designs are identical.
3. Blend both formats and see what comes out of the oven.
(We did number #2 and were punished for the delays it caused, even though
the
two design packages were different and we were later told to ignore the
Gerber version)
b. Your customer then tells you to ignore the Gerber version, and
instructs
you to use the CAM350 version only and to release to manufacturing
immediately
(because of the time lost in matter outlined in item #a). When asked, "but
we might have design related questions that need clarification......", the
customer responds with "There should be no questions, this has been
manufactured
many times with no problems......"What do you do?
1. Believe them because if our competitors can build it, what is our
problem?
2. Conduct a proper DFM/DRC review to determine if their are any design
conflicts requiring resolution.
3. Take out your wallet and hand it to your customer.
c. We did number #2, and problems were found with the design. Our customer
then proceeded to inform us of our engineering incompetence and asked why
we
didn't compare the previous revision (the CAM350 file that was marked for
reference only) to the current revision because all the "answers" are
there. What
do you do?
1. Tell the customer that you are sorry for your incompetence and explain
to
him that your company is only use to receiving one PCB design for one PCB
manufacturing requirement.
2. Do a comparative analysis between the old revision and new revision to
see if differences exist and seek the "answers".
3. Explain to your customer that ISO, IPC and industry standards mean very
little to your company and that although we experienced some difficulties
in
manufacturing one PCB from four PCB designs this time, tell him that your
internal targets are to be able to manufacture one PCB from 12 PCB designs
by year's
end.
(We did numbers #1 and #2 and it proved to be "strike 3" in the customer's
eyes. Our incompetence is unprecedented. Both designs contained the
identical
problems/conflicts)
d. Our stated leadtime was X after all engineering questions have been
answered and production A/W has been approved; our "incompetence" lead to
a missed
delivery (but product was delivered within stated leadtime after all
prestated
conditions were met). What do you?
1. Apologize for your incompetence, and explain that the parts were
delivered under the agreed upon conditions.
2. Fire your entire engineering department because your customer clearly
knows more about this industry then they do.
3. Offer your customer an advisory position in your engineering department
to spearhead the "Build 1 PCB from Many PCB Designs" initiative to be
rolled
out later in the year.
e. The total value of the purchase order is 3200 (Production + Tooling);
your customer wants a penalty of 9000 (the cost of quickturn boards to
make up
for our incompetence) + FREE PCB's + FREE TOOLING + FREE TRANSPORTATION.
What
do you do?
1. Offer FREE PCB's + FREE TOOLING + FREE TRANSPORTATION, not as an
admittance of guilt but in the spirit of partnership and the expressed
willingness to
"take one for the team" and hope for breakeven on the backend.
2. Agree to pay the full extent of the extortion amount and then
immediately
seek a testimonial letter from the customer.
3. Agree to pay the full extent of the extortion, and ask the customer for
references to individuals that do business the way he does; because the
economy, offshore competition, and rising material costs has "lost its
bite" and you
are looking for a new challenge.
I know that I have used a dose of levity to explain an otherwise very
serious
situation.
I am attempting (in an off color manner) to show the customer the
"follies"
of their posturing and hope that the industry can assist me in telling
them
what is wrong with this situation and behavior.
EVERYONE PLEASE CHIME IN
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