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I agree on assessing supplier stability.

Long ago, I was not part of audits, but I did have a product that depended on a quarterly order for injected molding housings. No 'Lean' supply chain then, just bulk orders based on quantity and price. No one was watching with due diligence as the vendor declared bankruptcy. We did have a close relationship with the rep firm, and they spirited our company owned tooling out of the facility before the factory was padlocked by creditors. We had a requirement coming up, and yes, we placed it with the new company they represented. Worked out well, but I will not push luck a second time. This all happened fast; the notification the vendor had ceased operations was from the rep., also informing me my molds (read, long lead time to replace) were in the back of her/his truck (where do you want them?). I shudder to think about the hassles involved getting them released from Chapter ?? proceedings.

Things can happen quickly, they looked good at the last yearly audit by global purchasing. Too small a purchase for constant monitoring by corporate; I think the rep really earned the many years of automatic commissions this time.

Just a true story,
Brad
----- Original Message -----
From: Roland Jaquet
To: [log in to unmask]
Sent: Wednesday, April 02, 2003 11:53 AM
Subject: Re: [TN] Board Shop Audit

I agree partly on Tim's and appreciate the IPC D-36 (PCQR2) and love it...

BUT

When I do a technical audit I am also concerned about the chances of survival of the company, knowing how difficult it can be sometimes to move orders from one manufacturer to the other... and in some instance.. the bankruptcy of a manufacturer can lead to missing market objectives and failures to do so .. may end up in an other bankruptcy.. too many people are considering PCBs (PWBs) as a from stock component instead of a strategic component without which it is impossible to assemble etc...

Not long ago, I read Moon Man comments on SEA PCB manufacturers versus US ones.. about AOI and artwork documents... a different philosophy and a different cost..

Successful manufacturers in the US and Europe are the ones who know their costs ! And you would be surprised to the little number knowing their costs.. !!
and those who are having continuous training of their employees.. , where there is a company philosophy (good or bad, but a strong company philosophy is needed), there is two kinds of it.. one being the owner's will power.. and the other being the company itself (such as HP for ex.)

Those are among the consideration for auditing a supplier... but there is so much to it that I honestly believe it is difficult for non-initiated to PCB production to achieve a proper level of auditing.

Particularly in the turmoil we are now, some companies are doing very poorly, because sometimes.. I seen it.. the management is looking for a MBO, therefore not interested into having good results...

Others are having some flashy equipments.. but behind it, the average age of the equipments is a disaster.. the difference between a recent mechanical drilling machine and an old one means often a threefolds productivity and quality level...

You ought to know there is PCB manufacturers making 2 digits profits TODAY.. we do not hear from them.. they make their regular profit and meet the expectation of their customers... one I know does have an average age of the equipment of 3 years!!!

An other one, manufacturing ML is doing 1.7% rejects.. They purchase equipments in CASH (do you remember what it means?) and they get it at better price, etc..
Like Dr. Nakahara meant so many times to say... WAKE UP it is time to move your ..s or loose the competition before you realize one started.

Auditing.. means over 100 completely different concerns.. so we are barely brushing some of them...

Most of the problems I met were from both sides.. the purchasers not knowledgeable enough to order correctly without a chance for the manufacturer to screw up.. Design reducing chances as well.. etc.. I been working on some Aero PCBs.. once the work was done... the PCBs had to be completely redesigned as the thermal was out of spec.. the Flex-Rigids ML could be done without the flex, the needed redundancy could be managed more efficiently having all the PCBs being the same ones, with or without the extra components as needed...

Today, without a driver.. such as a customer project.. with collaboration at all the levels and with the help of suppliers.. a manufacturer is regressing..

Others, purchasers of PCBs were willing to change suppliers.. but they had, through the years, established their particularities with their long term suppliers.. that by changing to a much cheaper priced manufacturer.. they got cost increase to the roof.. (price versus cost..)

Very Best Regards - Roland

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----- Message d'origine -----
De : Timothy A. Estes
À : [log in to unmask]
Envoyé : mercredi, 2. avril 2003 18:29
Objet : [TN] Board Shop Audit

Ultimately the result of a technical audit is to determine if the
fabricator has the capability and quality required to produce a specific
design. The design features (lines, spaces, vias...) and the
reliability requirement of the product must all be considered when
performing an audit. This can be a very difficult task and is often
based on subjective data rather than facts and statistics.

The IPC D-36 Committee (PCQR2) has been working for several years to
develop a standard that is intended to answer these tough capability,
quality, and reliability questions and is based on demonstrated
capabilities not surveys. While the program is not intended to replace
audits is can be a significant resource to an auditor. IPC has
established a web page for this activity at www.pcbquality.com.

Tim Estes
CAT Inc.

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