Patty on Call

Let’s see how Patty is doing with the latest crisis …

Upon hearing Claire Perkins inform her that Rob was in the hospital, Patty froze and her face looked ashen. She quickly recovered and got her cell phone out to call Rob’s mother.

“Mom, what has happened to Rob?” Patty said, her voice quavering a little.

“He hurt his back at the gym, he can hardly walk. He collapsed under a heavy barbell. His head was injured too. He was unconscious for five minutes. I’m almost at the hospital now,” Rob’s mother, Hilde Gunther replied.

“I’ll see you there,” Patty said.

Both Sam and Mike insisted that someone take her to the hospital, but Patty refused.

Patty looked at her watch, it was 9AM. Rob was working a “swing shift” for six weeks and didn’t have to go into work until 10AM, so he went to the gym from 7:30 to 9AM most days. Patty had been teasing Rob that his workouts were getting too vigorous. She knew he was trying to snatch over 250 pounds as he was in a friendly competition with one of his friends, Fred, to see who would be the first to accomplish this significant feat. She wondered if this goal led to his accident.

The drive seemed to take forever, but soon she was at his emergency room bed. Rob was awake but his face was black and blue.  Patty didn’t notice her mother-in-law, as she quickly ran to Rob’s side.

“Rob, what happened?” Patty cried.

“The good news is, I snatched 250!” he chuckled, which caused him to grimace in pain. “It was 260 pounds that was my downfall, I collapsed under the weight,” Rob went on.

“How bad are your injures?” Patty asked, a little frustrated with Rob’s levity.

“My back hurts so much, I can hardly walk, my face just looks bad. I’m going for an MRI in a few minutes, they’re worried I might have a slipped disk,” Rob answered, becoming much more serious.

Just then an MRI tech came.

“Well Mr. Gunther, we are going to squeeze you in, so I need to put you ‘On Deck’ for an MRI that opens up. Realistically, it could be two or three hours,” the tech commented.

Both Patty and his mother kissed Rob on the part of his head that wasn’t black and blue as he left. After Rob was taken away, Patty chatted with her mother-in-law for about 30 minutes.

Even though to some people it would seem strange, Patty had a way of compartmentalizing things, she knew she could not help Rob, except to pray for him which she had already done. So, she decided to do some work on her laptop. Fortunately the hospital had WiFi.

Patty had some unfinished business from what she learned on her trip investigating NMAC/I/O. She wrote an email to the GMs of the sites using that cheaper solder paste that had the response to pause problems or that required kneading before being used, suggesting that they change to one of two corporate-approved pastes that didn’t have these issues. She also wrote a note to the people that were using a full wavesoldering process for a PWB that had only two through-hole components, saying solder preforms should be used with the reflow process.

As Patty finished the emails, she observed the activities of the MRI section of the hospital where she was waiting. It occurred to her that this was a process, just like assembling electronics. Instead of stencil printers and component placement machines, there was an MRI machine. There were techs that ran the MRI machines, just as there were operators on an SMT line. The nurses were like the process engineers, and there were some medical doctors that were like mangers and execs at her company. Instead of producing electronics, the MRI section was producing MRI scans. There was little difference.

Patty got curious and she decided to ask the scheduling assistant a few questions.

“Excuse me, my husband is getting an MRI and I have a few questions,” she asked Sara Carter the assistant.

“Sure,” Sarah said, “go ahead.”

“About how much does an MRI scan cost?” Patty asked.

“It varies depending on the extent of the scans needed, but $3,000 is a good estimate,” Sarah responded.

Patty asked more questions and learned that there were 5 MRI units and she assessed the headcount and floorspace needed to support the MRI unit. She also found out that each of the 5 MRI units averaged 9 scans per day. It then occurred to her that she could use ProfitPro to estimate the cost of a typical MRI scan. Under The Professor’s tutelage she has gotten quite good at estimating burden labor rates, etc, which would be needed for the calculation. She got her laptop out and using ProftiPro, in a few minutes estimated that the hospital’s cost of an MRI scan should be only $390!

“Why does it cost our insurance $3,000?” she thought.

It then occurred to her that her good friend from her days at Tech, Emily Chen, was a radiology resident at the hospital. She decided to send her a note and, in addition to telling her about Rob, ask about the MRI scan cost.

After sending the email, she asked her mother-in-law if she would like to get a cup of coffee. In a short time, they were heading to the hospital cafeteria. Before they left, they found out that Rob was just starting his 45-minute MRI scan.

Fifteen minutes later they returned, and Patty was surprised that she had already received an answer from Emily.

“Patty, I’m so sorry to hear about Rob. You probably won’t hear the official news on his MRI until tomorrow, but I will take a look at it and call you later today. BTW, my boyfriend works in the finance department here. I’ll find out about the cost. But, your numbers sound way off.”

Twenty minutes later Rob was finished. His doctor had given him some pain killers and muscle relaxers, so Rob was a little more comfortable, but the doctor wanted Rob to stay overnight for observation. Rob soon fell asleep from the medication. Patty decided to stay with Rob and by 4PM, she asked her mother-in-law if she could pick the boys up from day care.

At 4:30 PM another email arrived from Emily.

“Patty, good news. I looked at Rob’s MRI scan and it looks fine. He probably just severely strained a muscle. He’ll be as good as new in a month or so” Emily’s note began. Emily’s note went on, ”My boyfriend looked up the cost for the hospital to run an MRI scan. You were close, it costs $410. Neither of us can believe it. Where does the extra $2600 go?”

Dr. Ron note: I have done some investigations into MRI scan costs. As surprising as it sounds, these numbers are about right, the base cost for a hospital to perform an MRI scan is in the $400 range, but they have to charge $3,000 to break even. Considering that many hospitals are non profits and are losing money adds to the confusion.  At this point, I don’t claim to understand the cost structure of running a hospital, but one would think that one of the most critical questions in the current healthcare cost crisis in the United States, would be to understand why $3,000 must be charged for a $400 procedure to break even.  

 

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QFN Solder Paste Layer

LBDCminiI’ve got the fab order placed with Sunstone.com for my next demo project. The little board is represented here at pretty close to actual size on screen – provided you have a 22″ monitor set at 1680 pixel horizontal resolution. Give that, you might want to click on it to pop up a bigger representation of it. That makes it about 4X life size.

When you do that, take note of the QFN/DFN parts: The processor in the middle, the LiPoly battery charger right between the upper two mounting holes and the RS232 driver in the lower left. I’ve followed my paste layer advice and segmented the paste stencil layer to reduce the chance for float or major voids.

I found a footprint in the library for the big processor in the middle. I just had to modify the paste layer, as shown here. I made the footprint for the charger and RS232 chips from scratch. Neither had anything close enough in the library.

The DFN has a slightly different approach to segmenting the stencil layer. Little squares like I used on the other two chips work just as well, but this is effective as well.

Another thing to take note of is the markation on the LEDs. The original footprint for the 0402 LEDs does have a polarity mark, but it’s one of the types that can easily be misinterpreted or can be difficult to see. The diode symbol put down in silkscreen removes any possibility of ambiguity.

Duane Benson
I’m happy I live in a split level head.

blog.screamingcircuits.com

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Service Life

A reader writes:

My company makes an electronic product that requires a 40- year shelf life. We assemble with tin-lead solder on FR-4 PWBs. The product is to replace older technology (i.e. 1960-70s), but has some newer components such as BGAs, SOICs, and PQFPs. The product will be stored in dry nitrogen at 70F.  We take great care in manufacturing, by cleaning, inspecting, and testing the end product.

My question is, Do you know of any studies that would discuss the reliability of products stored or in use for 40 years?

My sense is that our reader will be successful, but his question is profound and hard to answer with confidence. The military would like their electronics to perform for that long, but realistically much of it is replaced every 10 years or so. If you look at something like the B-52 bomber, which debuted in 1952, the electronics have been upgraded regularly. So there isn’t as much 40-year electronics experience as one might think. An exception being the IBM AP-101 computer. This computer was kept in service for over 30 years, because it served its function and had survived the rigorous and expensive military qualification testing.

However, anecdotal data might support optimism for 40-year shelf life. In a class I teach at Dartmouth, The Technology of Everyday Things, I have sought out some old transistor radios from the late 1960s and early 70s to show the class how this old technology works. Anytime I have every found an old device like this, they always work, unless the batteries have leaked inside the radio.

This question raises an interesting thought. Although those of us in electronics assembly are concerned with tin-lead and lead-free solder joint life, what about the modern devices inside the components? Forty years is a long time. How will the 3D-22 nanometer copper circuit lines in a modern microprocessor hold up over this amount of time? These circuit lines lines are so fine that the 22nm width is only about 70 atoms.  In addition, copper integrated circuits are still a relatively new technology. I’m sure much accelerated life testing has been done on such circuits, but would such testing confirm 40 years of shelf or service life?

I would appreciate any thoughts that readers have on these questions.

Cheers,

Dr. Ron

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Chatting Away

We had a great premiere of PCB Chat last week. Eric Bogatin, the signal integrity guru, hosted the nearly two hour session, answering more than 20 questions.

The transcript can be seen here (you must be signed in to Printed Circuit University to view it; registration is free).

The next chat will be Feb. 7 with SMT process consultant Phil Zarrow. Note that you don’t need to make the live session in order to ask a question: questions may be submitted in advance.

If you have recommendations for future moderators, drop me a line or post in the comments. Thanks!

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Particle Update

I’ve been ignoring my Geiger counter for awhile now, but I picked it back up and made some progress again. For some reason, I just wasn’t getting the 555 based HV power supply to generate a high enough voltage. In frustration, I bypassed the 555 and fed a PWM signal in from a microcontroller board that I have laying around.

That fixed the problem. I still don’t know why I wasn’t able to the the 555 doing what it was supposed to do. I’ll have to spend some more time on that some other day, but for now, I’ve prototyped it out and I’m happily detecting particles. I whipped out the new layout and will send off to Sunstone.com for another set of PCBs.

I’ve also replaced the Atmel chip with a PIC. I don’t have anything against Atmel. I’m just more familiar with PICs. Once I’ve built a few of these, I’ll change to really small packages — QFNs or BGAs for the chips — to make the board a little more fitting with our assembly capabilities. The SOIC chips are fine, but our machines don’t even come close to breaking a sweat with things that big.

Duane Benson
We treat agoraphobia for PC boards

 

blog.screamingcircuits.com

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Can Cook Take the Heat?

CEO Tim Cook has taken to the Apple airwaves, rebutting claims made by The New York Times and others that company indirectly contributes to worker abuse but not rejecting Foxconn as a supplier.

In a letter, published yesterday by 9to5mac, Cook wrote, “Every year we inspect more factories, raising the bar for our partners and going deeper into the supply chain. As we reported earlier this month, we’ve made a great deal of progress and improved conditions for hundreds of thousands of workers. We know of no one in our industry doing as much as we are, in as many places, touching as many people.”

I’ll address the second point first. It’s true Apple has been singled out for bad corporate behavior toward Third World workers, while companies such as Dell and H-P are equally reliant on their supply chains (often the same suppliers), yet receive far less flak. It says here Apple is getting the brunt of bad publicity for good reason. The company has struck a wholly sanctimonious tone toward those who dared criticize its leadership. It has been strident in its support of Foxconn, the biggest (in size and in number of incidents) purveyor of recorded worker abuses. Apple on any given day is the largest (by market capitalization) company in the world. If a critic wants to make a point at a company’s expense, who better than Apple? Frankly, HP and Dell have been so beset by internal management problems, attacking them for supply-chain problems seems somewhat quaint by comparison.

As for the first point (“Every year we inspect more factories, raising the bar for our partners and going deeper into the supply chain.”), the truth is Apple does not visit every one of its suppliers every year. In 2011, Apple conducted 229 audits, 100 of which were first-time audits. According to the company, 97% of Apple’s procurement expenses are from 156 vendors. Incredibly, by Apple’s own admission, the logic says it audited many of its suppliers for the first time in 2011. (Either that, or the math isn’t working out, unless Apple is churning its supply base — composed primarily of well-known companies in their respective fields — with great rapidity, or that supply base is adding new plants with even greater rapidity, because the number of first-time audits has been at or over 100 three years running.)

I commend Apple for bringing some degree of transparency to the issue. But the numbers don’t quite add up. Nor does the nagging feeling that Apple, which perhaps has no parallel when it comes to leveraging a supply chain for competitive advantage, could effect positive change at places like Foxconn and Pegatron, if only it were willing to shoulder the financial risk.

When you have $100 billion* in the bank, you can afford to stop by each of your suppliers at least once a year. And when you’re the biggest company in the world, and apparently comfortable lecturing anyone else on what they should think, then you’d better be able to handle the blowback. If Cook can’t handle the heat, he should get out of the kitchen.

*Actually $97 billion.

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Mike’s Main Man

He wasn’t yesterday, and he might not be tomorrow, but for today, Tim Main is my hero.

The Jabil chief today became the first major electronics executive to publicly rebuke Foxconn, the world’s largest EMS company. At its annual shareholders meeting, Main asserted that Foxconn has “some very abusive policies, employment policies. And I think their business will begin to suffer because of the way they treated their employees.”

OK, so it doesn’t rise to the level of Occupy Shenzhen, but for our little tightly wound industry, this ranks as an outburst. And there is perhaps some risk involved in making such statements. Jabil has been taking on a bigger helping of Apple’s pie, with Main today suggesting the visionaries behind the iPad and iPhone now represent more than 10% of the contract assembler’s revenue. Foxconn’s success has been tied in so small part too that of Apple’s and vice versa. For Apple to cut the cord, or even let it fray a bit, would run directly against the many years of staunch support for its China CM.

Then again, perhaps Jabil’s gains are coming at Foxconn’s expense, and Apple is basing its procurement decisions not just on cost and execution but also other, more humane factors.

Or so we can hope.

Way to go, Tim.

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When Did Illiteracy Become a Skill?

Making its way around the blogosphere is this New York Times’ article detailing the migration of Apple from the US to China.

According to the piece, Americans, Apple asserts, can’t match “the flexibility, diligence and industrial skills of foreign workers.” “We shouldn’t be criticized for using Chinese workers,” a current Apple executive said. “The US has stopped producing people with the skills we need.”

With all due respect to the late Mr. Jobs, this is complete bull.

When all manufacturing equipment needs to be icon-based because the migrant workers who run it can’t read, that hardly qualifies as “flexible.” “Dumbed-down” is more like it. Since when is illiteracy a skill?

American engineering prowess is second to none. It’s difficult to find even a single feature — voice calling, GPS, web browsing, MP3 — on an iPhone that wasn’t invented at least in part in the US. The ideas conceived daily by our military contractors are matched only by their amazing ability to turn those ideas into reality. We have developed, for example, a weapon system that begins as an 18″ inch tube, but when launched, “sprouts” rigid wings like a hawk and rises thousands of feet, where it is invisible to detection. That device can then zero in on a designated target miles away, and once locked on, will thrust itself toward its “prey” — even if the latter is moving — and plant its payload — a bomb — in its target’s chest.

By contrast, what exactly is it Steve Jobs’ conceived — the rectangle?

Another current Apple executive reportedly said, “We don’t have an obligation to solve America’s problems. Our only obligation is making the best product possible.” Non sequitur aside, what that arrogant remark ignores, of course, is that without American laws, Apple likely would no longer even exist. Indeed, Bill Gates provided then-struggling Apple with $150 million in 1997 and US anti-trust laws for years forced Microsoft to capitulate on its bundled software products in order to keep the competition alive.

There’s another missing point. High volume manufacturing is still performed all over the US, just not in electronics. So as we move toward more lights-out/true full automation factories for building electronics, there’s no reason to think that product won’t be built in volume here, too. Keep in mind that following the flooding in Thailand and Malaysia and the earthquake in Japan, the cluster factory model so popular in Southeast Asia is not looking quite so good.

And another! Apple’s outsourcing overseas model works well for building mobility products. It doesn’t work so well when you are outsourcing tractors. Jobs’ hubris led him to extrapolate that he since so good in design, he must also be brilliant in economics and sociology. Not even.

Apple now has nearly $100 billion in cash on hand. But it can’t afford American engineers? Huh.

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A New Assembly Metric

Patty arrived at work an hour early to prepare for her meeting with ACME CEO Mike Madigan. Nineteen days ago he had asked her to develop an electronics assembly metric that would correlate with profitability. This metric would, in turn, be able to help pinpoint opportunities for improvement. He gave her 3 weeks, so she was two days early. Mike was in town to meet with Sam Watkins, the local plant manager, so he ordered that they meet.

Patty had quickly identified non-material assembly cost per I/O (NMAC/I/O) as a good metric candidate. She went to five of ACME’s plants and, after a day or two at each one, she collected all the data she needed to prove her point. Rob helped by writing an Excel macro that would calculate NMAC/I/O and plot it versus profitability. The correlation coefficient was an outstanding 0.983.

While visiting the five factories, she tried to learn why those that had a poor NMAC/I/O were performing poorly. After a little checking, she and Pete discovered that the poor performing sites typically had lines that were not time balanced, had slow component placement machines, and occasionally had very slow printers or solder paste with poor response to pause. There was even one plant that was using a full wave solder process, when only eight solder preforms would have done the job in the reflow process. None of these “problems” would show up if you were only tracking line uptime. In light of this situation, she also developed a plan to use NMAC/I/O to identify and implement opportunities for improvement.

As Patty headed toward Sam’s office, Sam’s administrative assistant invited Patty into the conference room to allow Patty to get her laptop set up. Just as she finished setting up and her Powerpoint presentation was on the screen, Sam and Mike walked in.

“Coleman, we’re counting on you to take us to the next level,” Mike said a little gruffly, “so let’s get this show going.”

Patty looked at Sam and could tell that Sam was uncomfortable with his boss’s abrupt demeanor.

“I performed quite a bit of research and concluded that non-material assembly cost per I/O is the best metric,” Patty started.

“That’s great Coleman, but what the hell is non-material whatever you said,” Madigan interrupted.

Patty’s cellphone vibrated, but she ignored it.

“Non-material assembly cost per I/O is the total cost of running a factory less the components, hardware, and PWBs used. Some people call this the conversion cost,” Patty answered.

“If you think about it, it is almost obvious that this is the best metric,” Patty went on, “as it measures all the non-material cost divided by how much we produce.”

“I get it,” said Sam. “We are producing I/Os or solder joints, we measure the total cost to make solder joints and divide by the number of solder joints. It’s that simple.”

“Precisely,” Patty responded.

“I understand now why uptime alone wasn’t a complete metric. You can be up and running, but be doing it inefficiently,” Mike said with a rare smile on his face.

Patty’s cellphone vibrated again.

“Exactly,” Patty commented.

“OK, so we are going to measure NMAC/I/O,” Mike commanded, “How does it correlate to profit?”

“It is nearly perfect,” Patty said.

They continued their discussions and reviewed Patty’s plan to improve productivity at the sites with a high NMAC/I/O. Patty would take the lead on this effort.

As Patty got up to leave, Mike commanded, “Oh, and Coleman, find out why so few people use NMAC/I/O.”

Patty thought this was something to discuss with the Professor.

As Patty walked out of Sam’s office, Clare Perkins, Sam’s Admin stopped her.

“Ms. Coleman, your mother-in-law called, Rob has been taken to the hospital,” Clare said.

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WEEE Recast Gets Electric

In Brussels, on Jan. 19, Environment Commissioner Janez Potocnik said he was pleased with the overwhelming support given by the European Parliament to an updated Directive on waste electrical and electronic equipment (WEEE). A majority of MEPs voted in favor of a deal.

Lots of excitement for this measure; you could say the atmosphere is electric.

WEEE — when executed — sets preconditions for professional recycling of valuable raw materials like:

  • gold
  • silver
  • copper
  • other rare metals contained in used TVs, laptops and mobile phones.

Currently only one third of electrical and electronic waste in the European Union is reported by EU Member States to be separately collected and appropriately treated.

Citing “challenging times” and “rising prices for raw materials,” Potocnik made a good point that resource efficiency is where environmental benefits and innovative growth opportunities for European industry come together.

“The waste stream with the greatest relevance in this respect is electrical and electronic waste,” he said. “Today, the European Parliament has given a great boost to this policy, raising the binding collection levels to 85% by 2019.”

WEEE work. The new Directive will force exporters to test and provide documents on the nature of their shipments when the shipments run the risk of being waste. Illegal shipments of WEEE disguised as legal shipments of used equipment, in order to circumvent EU waste treatment rules, are a serious problem in the EU. The new WEEE Directive will also give EU Member States the tools to fight illegal export of waste more effectively.

The so-called WEEE recast also calls for harmonisation of national registration and reporting requirements under the Directive. In collaboration with Member States, the Commission will endeavor to adopt a harmonised format to be used for the supply of information in registers for producers of electrical and electronic equipment.

Administrative burdens are consequently expected to decrease by around EUR 66 million per year.  For Americans and WEEE, not much has been said yet.  There’s a wait-and-see air about it, but respectfully so.

WEEE all the way home?  The vote means that co-legislators agree on a common text. This will need to be formally adopted by the Council of Ministers in coming weeks.  Here’s what’s being asked:

Member States will be required to collect 45% of electrical and electronic equipment put on their markets by 2016, and then achieve 65% by 2019, or may opt alternatively for a target of 85% of waste generated. Some Member States will be able to derogate from these targets where justified by lack of necessary infrastructure or low levels of EEE consumption.

The existing binding EU collection target is 4 kg of WEEE per capita, representing about 2 million tons per year, out of around 10 million tonnes of WEEE generated per year in the EU. By 2020, it is estimated that the volume of WEEE will increase to 12 million tons. The new target, endorsed by Parliament, an ambitious 85% of WEEE generated would ensure that around 10 million tons, or roughly 20kg per capita, would be separately collected in 2020.

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