Category Archives: Dr. Ron

Materials expert Dr. Ron Lasky is a professor of engineering and senior lecturer at Dartmouth, and senior technologist at Indium Corp. He has a Ph.D. in materials science from Cornell University, and is a prolific author and lecturer, having published more than 40 papers. He received the SMTA Founders Award in 2003.

Rating World-Class Productivity

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Folks,

The impetus for writing the Patty and the Professor series came from my observations that many assemblers were not very focused on productivity. Productivity seemed to be an afterthought. Since then little has changed. This conclusion seems astounding, since all assemblers are in business to make a profit.

In light of this situation, I have developed 10 questions, valued at 10 points each, to help assemblers assess their profitability potential. If you work for a printed circuit board assembler, take this quiz and see how you rate:

  1. Although quality may be job 1, our company has a strong focus on productivity. At all levels everyone understands that, when the line is down, we are not making money.
  2. We have a practice, understood by all, that if a line is down more than a specified amount of amount time, the line down situation is escalated through the management chain.
  3. All of our operators, technicians, and engineers have been trained in procedures to assure the minimum amount of downtime.
  4. We measure and graph our line uptime and other productivity metrics.  Everyone knows the approximate value of these metrics.
  5. Our component placement machines are time balanced.
  6. We use feeder racks and other preparation devices to prepare for the next job while the current job(s) are running.
  7. A major consideration in the purchase of our assembly equipment is its effect on productivity, not the equipment’s cost alone.
  8. A major consideration in the purchase of our assembly materials, such as solder paste, is its effect on productivity (e.g. poor paste response to pause would be a strong rejection criteria,) not the material’s cost alone.
  9. We us productivity and cost metrics, such as non-material assembly per I/O assembled (NMAC/I/O), to track our performance.
  10. We understand that sometimes an added expense, such as solder preforms, can actually reduce the total cost and increase productivity and profitability.

Ratings:

  • World Class: ? 90
  • Above Average: 75 – 89
  • Average:  55 – 74
  • Below Average: < 55

How did you do?  Let me know what you think. We hope to have this online soon.

Best Wishes,

Dr. Ron

Reader Mail

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Some time ago I wrote a post, “Questions on Tin Whiskers.” Reader Michael responds below. He makes some good points.

Dr. Ron, I’m responding to your blog regarding tin whiskers. I actually have a failure analysis report I did a couple of years ago in which failure of our product was due to this issue and occurred on a part that came into RoHS compliance only 3 months prior.

I’m not sure that your question of identifying whisker issues in product that proper steps have been taken to mitigate the problem is a constructive one. The fact is that many of the component manufacturers from overseas jumped into compliance without any thought or regard to this issue thereby flooding the industry with components such as plagued my company. We have not had this issue since we’ve specified an alternate finish.

These whiskers are so delicate that most problems disappear when the technician starts to work on the failed unit and the problem never re-appears so it is written off as an anomaly, loose/bad connection and not investigated any further. It was only my own curiosity as to the number of “no problem found” failures of our keypads we had suddenly encountered that caused me to dig deeper and when I looked into the connector I was amazed at the crystal city staring back at me. I couldn’t believe what I was seeing after all of these years.

After seeing this problem first hand I became, and am, quite convinced that there were and are people who will be losing life, limb, and property because this forced compliance with its risk was not given proper worldwide attention.

 

A popular topic on my blog is solder density calculations. Rhonda writes

Hi Dr. Lasky,
I am a precious metals recycler and would very much appreciate your verifying the validity of an equation that approximates the Karat Value of various alloys of gold based on S.G. which I will call density or “D,” and the Karat Value is “K.” The equation is seems to hold relatively true even when the exact composition of the alloy is unknown, although the percent of error obviously will increase as density decreases. I would also appreciate not only verification but also more specific information on percent of error for densities below about 14 or 15 g/cc. Here is the equation:

K = 0.0089D^3 – 0.550D^2 + 12.5299D – 77.06

Thank you so much for whatever assistance you can provide.

These types of equations can only work for one alloying metal with the gold.  This one is only for copper.  It is also calibrated in Rhonda’s favor as it reads the karat level about 10% low.   I was able to determine this by using the Excel Solder Density worksheet that I developed. If the alloy was gold and lead, a 50% by weight gold (12 karat) would show as 15.7 karat with this equation and Rhonda would lose her shirt.

 

In response to my blog post on copper as the precursor to civilization, Harvey writes about pollution from early mining operation.

Also interesting, early copper mining and processing led to the first examples of human induced environmental damage. There are documented sites in the Alps where copper processing by prehistoric peoples has left areas treeless to this day, due to heavy metal contamination.

Mining and smelting were very tough businesses in ancient days.  In addition to pollution, many workers died from toxic fumes.

Dr. Ron

Musings on Metals: Copper

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It could be argued that civilization began with the smelting of copper.  Although thousands of years before, humans fired clay to make figurines and containers, smelting required several non-obvious steps.  After all, the firing of clay, at some level, can be accomplished by simply dropping clay into a fire.

To smelt copper, our ancestors had to:

  1. Take malachite (see photo) or another copper ore, grind it up or break it into small pieces
  2. Mix the ground malachite with carbon
  3. Heat the mixture in a vessel to 1,085oC.

Malachite Ore

Achieving this temperature with a wood fire is, to me, astounding.  Think about those days when you are grilling some burgers.  You leave the grill on after the burgers are done, to burn off the grease.  You come back 20 minutes later and the grill is at 500oF.  You can feel the heat.  Even touching the knob to turn the gas off is intimidating, as the heat drives you back.  This temperature, 500oF, is only 260oC!  The ancients reaching 1,085oC with wood and bellows is, indeed, impressive. By the way, a good rule of thumb to convert degrees C to degrees F from 100oC to 1,5000C is that 2XC=F, this fast approximation is accurate to about 10% in this range.

The confluence of the three procedures is not only non-intuitive, but think how many times the smelter of old could only reach 900oC and failed.  I have argued that if copper melted at 1,200oC or so, civilization would have never gotten started.  This temperature is perhaps a little too high to reach with a wood fire.  The smelting of copper encouraged investigations into other metals, eventually resulting in the discovery of the processing of iron, an even less intuitive process than smelting copper.  So, I believe that the success with copper was necessary to the production of steel.

Copper smelting became an industry that encouraged permanent settlements and stimulated trade, which encouraged writing and ciphering.  An effective copper smelter would likely keep secret some of his craft as he wanted a competitive advantage.  He could make more by smelting copper than doing anything else, so he almost certainly was an early specialist.

Considering all of this, I believe that without the discovery of copper smelting, we might still be living in huts or teepees, using stone tools, and living a nomadic existence without commerce, writing, or mathematics.  Examples to support this thesis are the state of native peoples in the Americas in the 1400s.  These native peoples had never learned to smelt metals and hence also lacked the follow-on aspects of civilization mentioned above.

Today, copper is a foundation material for electronics, given its excellent electrical conductivity, second only to silver.  Copper’s ductility likely aids in the formation of PWB traces and plated through-holes in that it resists cracking.

Additionally, copper’s ability to form an electrical and mechanical bond with solder is another trait that makes it a winner as an electrically-conductive assembly material in modern electronics.

Copper has been used for more than 10 millennia, but, as with most metals, 90 to 95% of it has been mined since 1900.  About 15 million metric tons (MT) are used each year, third to aluminum’s  22 million MT and steel’s unequaled 1 billion MT.

In the next installment, we will discuss tin and how it forms an intermetallic with copper during soldering.  Thus making solder paste, solder wire, and solder preforms critical components of electronics assembly.

Cheers,

Dr. Ron

Teaching Technology for Normal Folks

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One of the nice aspects of being a professor at Dartmouth is teaching a course like ENGS 1: The Technology of Everyday Things.  This course is designed for non-engineering students and fills a technology and applied science requirement for them. In the course, we cover the technology of the automobile, mobile phone, GPS, DVD players, the personal computer, etc.

This year, I purchased an iPad 2 and an Amazon Kindle Fire and added them to the topics.  I had three basic goals in this effort:

  1. Discuss how they work.
  2. Compare them.
  3. Answer the question, “Will they replace my personal computer?”

So this week, instead of discussing solder paste, cost of ownership, solder preforms, or productivity, let’s see what I learned.

I did this analysis with two of my graduate students and reviewed the basic conclusions with Dartmouth IT staff and students in the class.  Here is a summary:

The iPad is a terrific device for organizing and consuming content such as videos, music, photographs, and, perhaps most importantly, games. It is extremely intuitive. My four-, five- and six-year-old grandchildren use it for games with no coaching.  With the iCloud, content can be organized and stored very simply.

However, for creating verbal or mathematical content, it is not intuitive or simple. As an example,  assume you have a letter or paper from a colleague on a USB memory stick that you need to edit. Apple so controls the “experience” of the iPad that you cannot load anything from a memory stick or any other device, like your PC, onto it. You must send an email or load the content into iCloud. The recommended software (or apps) for word processing, spreadsheets, or presentations for the iPad will work with MS Office, but I didn’t find the apps that great.  Saving and filing documents is also not that straightforward. When I tried to create letters, papers, spreadsheets, or presentations on my iPad 2, I found myself longing for my laptop. I’m not saying it can’t be done, I’m just saying it wasn’t easy for me. An external keyboard (about $70) makes data entry much easier.

The Amazon Kindle Fire is only about 25-35% of the cost of an iPad.  In my opinion, the Android software is pretty good.  For consuming content, such as movies, books, photos, etc. the Fire is very good, but not quite as good as the iPad.  I don’t do games enough to make a comment. (Sometimes I feel as though I am the only one in the world who does not play Angry Birds.) For verbal and numeric content creation, the Fire makes working with MS Office documents easier.  It is also easy to store and load documents from a PC with a USB connection.

Both devices are beating the rest of the competition with their seamless connection to their respective stores.  I think this advantage that Apple and Amazon have over other devices has been understated. I believe Amazon Prime is a strong reason to consider the Kindle Fire.  In addition to free two-day shipping for purchases, members get many free videos and have access to a free lending library.

Steve Job’s said it best when he announced the iPad.  Quoted in Walter Isaacson’s outstanding  biography of Jobs, he said something like, “We have the iMac and we have the iPhone, now we have something in between.”  I think that is a fair summary.   The portability of tablets can make them ideal for passing family photos around, or for police to have a larger than mobile phone photo of a suspect to share with colleagues and witnesses.  Tablets can be stored in a suitcase or briefcase when going through airport security, a definite advantage.  But they are not a replacement for the full functionality of a PC.

The higher resolution of the iPad 3 enables viewing x-rays and CT scans and, of course, HD video.  The 10 hour battery life frees one from needing to have a power cord during the day, so it could be beneficial in meetings.  However, I found the Penultimate app, which allows writing on the screen, not that usable.  It was harder to get neat writing than with pen and paper, and the words were too large.  See the image.  The documents formed would (again!) have to be emailed to get them from the iPad to another device.  It would make more sense, to me, to take notes on paper and scan the paper into a PDF. Modern scanners make this act a snap. Apple makes it almost a necessity.

In summary, for a user like me who creates papers, blog posts, Excel spreadsheets and PowerPoint presentations, a tablet is a weak substitute for a laptop.  For consuming content like videos, books, music, and photos, or for playing games, they are tough to beat.

Which of the two do I use the most?  The Kindle Fire, mostly due to the connection to the Amazon store for books and free videos from Amazon Prime.  I think this device, at a fraction of the cost of an iPad3, may be more of a threat to the iPad than many people think.

I’d like to hear your thoughts and opinions. Please comment!

Dr. Ron

Torant’s Torrent

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Folks,

Let’s look in on Patty and Pete and see how they are handling Rex “The Torrent.”

Patty wanted to give Pete a little more exposure so she nodded to him to chime in.

“It is true that Pinnacle’s line cost only 70% of Optoplace’s line, and it does have a lower ‘cost of ownership’ in that it costs less to own, but we lose our shirt because of its 6 hours per week less uptime,” Pete began.

Torant stormed in, “There ain’t no way that 6 hours a week can make up for 30% savings in cost of ownership. We must be talking about over $600,000 dollars difference in capital cost.”

Patty heard this comment and wondered why people that make poor arguments need to add bad grammar too.

“Torant makes a good point Pete,” Madigan quickly interjected.

“Actually, it is $660K in additional initial capital investment per line, plus about $40K a year in service for the higher profit potential line,” Pete responded with a smile.

“I told you so,” Torant said excitedly.

At this comment, Pete put up a PowerPoint® slide that showed the resulting comparison.

Pete explained, “The average of 6 hours/week of increased uptime in our typical three-shift operation results in the additional production of more than 22,000 units per line per year for the higher profit potential line.  Each line producing on average more than $340,000 more profit.”

“But that’s not as much as the additional $660K cost of the line,” Torant countered.

“The extra capital cost is included in the calculation,” Pete calmly replied.

“Well, Torant, that’s one you lost,” Mike Madigan said in a way that indicated that discussion on this point was finished.

Torant looked temporarily defeated, but he recovered quickly. “What about the solder paste? Ultima costs $0.02/gram less than the ElectroMaterials paste,” Torant challenged.

“That’s true,” said Patty. “But we have to stir it out of the jar for it to print well, and it has poor response to pause.”

Torant wouldn’t let her finish, “But that can’t make up for two cents per gram,” he snarled.

“Not true,” Patty snapped back. “Every time the line is down for a short time, we have to wipe the first print because the transfer efficiency is so poor.  We lose an hour a week of production time.  In addition, when we are printing a lot, the paste shear thins, and we have to replace it with fresh paste.  We actually pay more for the Ultima paste because we scrap so much.  However, the lost time is what hurts the most financially.”

“Only one hour per week!” Torant screamed. “I spend more time than that on smoke breaks. One hour per week can’t possibly make a big difference.”

Patty rolled her eyes and then displayed another slide that showed the profit comparison.

“This slide shows that by using the Ultima paste we lose over 3,700 units of production and over $140K of profit per year per line in that one hour per week.  One hour per week is 52 hours per year, let’s not forget,” Patty responded.

At this, Torant slammed his fist on the table, packed up his briefcase, and literally left the room in, well…. a torrent.

Patty, Pete, Madigan, and Sam just looked at each other.

“Well, maybe we won’t have to put up with him for awhile,” Pete said smiling.

“Nice work Patty and Pete,” Madigan said. “Let’s develop an implementation plan phasing everything in you recommended as soon as is practical.”

Patty was always surprised when Madigan showed a little warmth by calling her and Pete by their first names.

“Sure thing, Mike,” she answered.  It was the first time she ever called him by his given name.

“Oh, and I guess it was a good thing we didn’t get around to discussing solder preforms,” Patty teased. “The ones Torant sells have too much flux, and they gum up the pick-and-place nozzles.”

With that comment, they all chuckled and took it as a key that the meeting was over.

Cheers,

Dr. Ron

Patty’s ‘Copy Exactly’ Meeting

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Folks,

Patty is getting ready for her meeting on “Copy Exactly” with Mike Madigan.

It was after 6:30 PM, and Patty was just arriving home. Since Patty was working late, Rob had agreed to make his signature dish: crispy macaroni and cheese. Patty and Pete had just finished their project to develop a copy exactly strategy for ACME. They would present it tomorrow to CEO Mike Madigan. The local GM, Sam Watkins, would be there too. Technically Mike was her boss in her Senior VP position, but since she had an office at the ACME facility in Exeter, NH, she reported to Sam – “dotted line.” Patty had been working late for weeks on this project and was glad that the greatest portion of the work was over.

As she opened the door to her house, her twin two-year-old boys ran up to her in their excitement to see their mom and nearly knocked her over. She tussled with them for a few minutes and then went to give Rob a hug. He had the dinner on the table, and they all quickly sat down. Rob and Patty had a “no technology” rule at meals: no mobile phones, iPads, etc. Meal time was family time. After discussing the events of the day, Rob’s face lit up.

“I found out today that there is something we look at more than anything else,” Rob stated.

“OK, OK, let me guess,” Patty replied.

After a number of tries, she hadn’t gotten it.

Alright, I give up, Patty said with playful exasperation.

“Indium, or really Indium Tin Oxide (ITO), it is a transparent conductor of electricity. We look through it when we look at our computer, tablet or mobile phone screens. Think about it. For most of us we probably look through ITO for 8 to 10 hours a day. It’s like we have a love affair with the stuff,” Rob explained.

Patty almost choked on some of the mac and cheese on the last comment.

“Why have you become such an expert on this stuff?” Patty asked.

“Well, you remember that ACME may go into component assembly? Sam asked me to look into Indium thermal interface material (TIM) for some of the component packages that need to dissipate a lot of heat,” Rob answered.

Patty knew a little bit about TIMs, but not about ITO.

“But why did you learn about ITO?” she asked.

“Sam is worried that Indium supplies may not be enough to satisfy TIM requirements, so he asked me to look into it,” Rob answered.

“What is the conclusion? Patty asked.

“Well, Indium is about as common in the earth’s crust as silver, but a little more difficult to extract. This probably gives it the reputation of being rare. Fortunately for me, a recent analysis was performed that showed that the Indium supply will be more than adequate for the next 75 years,” Rob said.

Rob went on, “Indium is a very interesting material. It is one of the few materials that wets glass, so it enables metal sealing to glass. It was only discovered in 1863, and it wasn’t until the 1930s that the first practical use for indium was discovered: aircraft bearing lubrication. In a sense, it could be argued that it is one of the materials of the future, as we are just now learning about its potential.”

While he was talking, Rob reached into his backpack and took something out.

“Look at this, or rather listen,” Rob said.

With that, he took a thin bar of metal and bent it. A crackling sound came from the metal. Patty was fascinated.

“What was that?” she asked.

“When a thin bar of Indium is bent, it gives off a sound. It is called “Indium Cry.” The salesman for the TIMs we are using let me borrow it for a presentation I am giving to Sam Watkins next week,” Rob answered.

Dinner was soon finished and Patty had to get the boys to bed after playing with them for awhile. Today was Spanish day, and all of their discussions were in that language. Another day was Mandarin Chinese day. The boys already understood the three languages spoken at home.

A few hours later, Patty lay in bed, energized by the thought of her meeting tomorrow.

When she woke up the next day, she exercised at home, ate breakfast, and took the boys to day care. See arrived at the office 30 minutes before the big meeting. After checking emails, she went to the conference room where the meeting would be held, to set up her computer. At precisely 8 AM, Mike Madigan and Sam Watkins arrived.

“OK Coleman, let’s get this show on the road,” Madigan commanded.

“Since our last meeting, we have analyzed assembly equipment and materials to determine which ones would be best for a copy exactly strategy,” Patty began.

She then showed her third slide and spoke to it.

“The winner for component placement equipment is Optoplace, as are their stencil printer and reflow ovens. Exactotest makes the winning testers and ElectoMaterials the best solder paste and solder preforms,” Patty went on.

“Can you explain your methodology?” Sam asked.

“We looked at what The Professor calls ‘Profit Potential,’ simply the equipment and material that gives the most profit, assuming you are running a well tuned organization. Fortunately, since ACME has 80 assembly lines, we were able to get real process performance data on all of the major machines available,” Patty answered.

“You answer seems a little evasive. Why didn’t you use ‘Cost of Ownership?’” Madigan challenged.

“Some machines cost less to own, but they are down more for assists, and when they need repair, we have to wait longer for the repair man. From what The Professor taught us, uptime is very important. Anything that hurts uptime, like a late repairman or a machine that needs more assist time, will hurt profits. The same is true for materials like solder paste. If they cost less, but result in line downtime for response to pause issues or some other fault, they hurt profitability,” Patty responded.

Just then Sam’s administrative assistant, Clare Perkins opened the door.

“As you requested Mr. Madigan, your guest is joining the meeting,” Clare said.

“Well Torant, looks like Coleman said you lost,” Madigan said to the new arrival.

Upon seeing Rex Torant, Patty became a little unsettled, and Pete turned his famous crimson red. Patty and Pete called him “Rex the Torrent” as he spoke so rapidly when trying to sell them something. Both found this manufacturer’s “rep” annoying.

“Everyone, I invited Rex to the meeting. We met at the airport last night and started chatting. He assured me that his Pinnacle equipment line and Ultima solder paste would be the winners today since they have the lowest cost of ownership,” Madigan explained.

Torant saw the slide announce Optoplace, Exactotest and ElectoMaterials as the winners.

“My products are just as reliable and cost 30% a year less to own,” Torant fumed at Patty.
Patty had not anticipated Torant’s attendance at the meeting, but had prepared for this type of question.

“Mr. Torant is correct; however, Pinnacle’s component placement machines have more downtime for machine assists and, when the equipment does malfunction, it is down for repairs on average for 28 hrs, whereas Optoplace is only down for 14 hrs. All in all, Optoplace machines are up 6 hrs more a week in a two-shift operation,” Patty calmly responded.

Will Patty’s arguments win the day? Can a 30% more expensive machine really have more “Profit Potential?” And what about the solder paste and materials? Stay tuned.

Cheers,

Dr. Ron

Optimizing Profit

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Folks,

Let’s look in on Patty and her colleagues …

Sam Watkins, ACME New Hampshire site GM, had just finished meeting with his boss, ACME CEO Mike Madigan. He was embarrassed that these meetings always stressed him; Mike was an intimidating character. Still, why should he be nervous? Things were going really well. Profits were up at all sites since NMAC/I/O was implemented as their new profitability metric. Patty Coleman, who suggested this metric, visited all of the ACME sites with weaker NMAC/I/O and profits, and, after performing process audits, helped these sites get their acts together. Oh, and we can’t forget Pete Ortiz, who works for Patty. They seemed to have a terrific synergistic relationship. He was an integral part of this success story.

Sam started writing an email to Patty. He and Mike concluded that, building on the recent NMAC/I/O success, they need to make ACME a “copy exactly” company. They agreed that if they were implementing a copy exactly strategy they should do it with the most cost effective assembly equipment and materials. It seemed to both of them that that the lowest “cost of ownership” should be the most important metric in this strategy. Sam finished his note to Patty asking (ordering) her to implement this strategy. She was to present a plan to achieve this goal to Sam and Mike in 6 weeks. Her presentation was to include the recommended equipment and materials, a phase-in plan, the budget needed to achieve the goal, and the projected ROI of the endeavor.

Patty was in her office having lunch while reading Golf Digest and USA Today. She looked up at her laptop screen and saw Sam’s email. Reading it energized her. She was happiest when working on a significant project. After digesting the contents she thought she would call The Professor and ask his advice. Sam and Mike had insisted that she put The Professor on a retainer as he had added so much value to ACME. Patty had to chuckle, it was hard to get him to send in his bill; he seemed little motivated by money.

The Professor would never tell her how many languages he spoke, so she was going to try a little French on him.  She and Rob had been studying it at home.

“Bonjour Professeur, comment ca va?” Patty cheerfully said as The Professor answered the phone.

“Très bien Patty. Comment sont Rob et vos fils? Ma femme et moi avons été inquiets au sujet de Rob. Est-ce le dos guérit bien?” The Professor replied with a Parisian accent. (Very well Patty. How are Rob and your sons? My wife and I have been worried about Rob. Is his back healing well?)

Patty sighed and thought, “Well that makes about 10 languages I have verified so far.”

“Rob is doing quite well. Word got around and my Lean Six Sigma Green Belt instructor, Jim Hall called and shared his thoughts with me about over doing it in exercise programs. Jim is a fitness instructor and a big believer in moderate exercise. Rob has promised me to tone it down a lot,” Patty answered.

“I’m relieved,” said The Professor, “Rob needs to be healthy to keep up with your sons.”

“But, I imagine you have some business to discuss,” the Professor went right to the point.

“Yes, Sam and Mike want me to head up implementing a copy exactly program with equipment and materials, and they are strongly suggesting that the equipment and materials have the lowest cost of ownership,” Patty summarized.

“Copy exactly can be very beneficial, if the materials and equipment are good choices,” The Professor answered thoughtfully.

“But I have real problems with ‘Lowest Cost of Ownership.’ It is a good metric to compare something like automobiles, but to compare equipment or materials that are used to generate a profit it can be misused,” he replied.

Patty felt she understood where he was going, but wanted to hear it from him.

“Can you give an example?” she asked.

The Professor answered, “Let’s say a man mow lawns for a living. He considers two lawn mowers for his business, one is a push mower that cuts a 20 inch path and costs $300. Assume he takes 3 years to pay off the loan to buy it. Maintenance is $150 per year and fuel is $1200 for a 30 week season. The other is a sit down lawn mower that costs $3000, with $500 maintenance per year and it uses $3,000 in fuel per year. It cuts a 50 inch path. Which has the lower ‘Cost of Ownership?’”

“That’s easy,” Patty said, “the 20 inch push mower.” “But clearly the lowest cost of ownership is meaningless,” she went on.

“Explain,” replied the professor.

Patty answered, “Well, the man is in business to optimize profit. Clearly he can mow more laws with the sit down mower. Let’s say with the push mower he can do 4 lawns a day and with the sit down mower he can do 10 lawns a day. We can also assume he gets $35 per lawn. So, for a New Hampshire 30-week lawn mowing year, he earns 4x7x30x$35 = $29,400 with the push mower and 10x7x30x$35 = $73,500 with the sit down mower. Let me make a spreadsheet to determine the profit in each case.”

Patty was one of those young people who could type so fast that it made The Professor’s head spin. In seconds she had a spreadsheet developed.

“Wow, with the push mower he only makes $27,950 and with the riding mower he makes $69,000!” Patty exclaimed.

“And the same is true in electronics assembly. The best equipment, solder paste, solder preforms, underfill, cored solder wire, and solder fluxes are the ones that help your company make the most profit. Not the ones that have the ‘lowest cost of ownership,’ ” The Professor summed up.

To be continued …

Dr. Ron

Patty on Call

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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.  

 

Service Life

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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

A New Assembly Metric

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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.