What are you going to do next year that is different from the past?

It is hard to believe we are rapidly approaching the end of another year. Reflecting and looking forward, it certainly appears that the more things change, the more they stay the same. The many challenges remain the same, namely adding critical technology, increasing sales, recruiting and adding and developing much-needed staff to both grow and replace those approaching retirement. And yes, doing all profitably. So what will you do this year that is different – and more importantly – better than you did last year or in past years? How will you commit your time, talent and treasure to outperform the industry or accomplish your goals? The time is now to figure out what you want to accomplish and how you will do it. If you want or need to make the new year an extraordinarily great one, here are a few suggestions for where to start.

Planning. It sounds trite, looks easy and at times feels like a waste, but it has been proven over and over that success begins by planning and continues through continuous work on the plan. In its most basic form, planning is simply thinking through what you want to – and with the available resources, can – do. As with any “to-do” list, it is essential to make sure that you are reaching for an attainable goal, that you have an idea of the cost in both dollars and man-hours, and you know how you will measure success or failure.

With more supply chain crises brewing, be proactive in your preparations.

The various issues that have beleaguered the supply chain, and those companies and individuals that rely on it, continue to baffle me. I fully understand that when Covid emerged on the scene, especially as quickly as it did a few years ago, the global supply chain, as well as so many other aspects of our “normal” life, came to a grinding halt. But that was then, and this is now, so I cannot stop thinking, “What does this all mean?”

That companies were forced to shut down, whether partially or completely, for lengthy periods of time while the pandemic was in full rage is understandable. Safety of employees and the fear of what might or could or is happening to public health have a way of moving to center stage in people’s minds and habits, regardless of where they live or what they do for a living. It was understandable that shortages occurred with factories’ production levels slashed for the health and safety of employees.

Never underestimate the wisdom that can come only from experience.

Spoiler alert: Some younger people may not like what I am about to say.

“Tribal knowledge” seems to be a concept hated in the world of manufacturing. Regardless of industry, it seems that leadership – and especially auditors – hate any aspect of a task based on an employee’s “experience.” Rather, the prevailing thought is that all production tasks should explicitly be the result strict adherence to detailed, well-written procedure(s) or “work instruction(s).”

The invariable question raised by those who detest relying on “knowledge,” such as certification (ISO/AS, etc.), corporate supply chain and quality auditors, is: “How do you know” the employee knows what they are doing? I find this thinking intriguing. Paradoxically, the same could be asked of the auditor.

PCB designs will soon enter a new dimension in miniaturization.

Our industry has always been about creating cutting-edge, next-generation technology. Over decades this has been accomplished by striving to pack more capability in less space. The electronics industry, and printed circuits in particular, has accomplished this more often than not without specific definitions to either strive for, or be hindered by.

Such examples can be found by looking at the definitions, per Oxford Languages, for five simple words that have been used over the decades in our technologically driven businesses: