A view from the assembly side: can designers and assemblers all just get along?

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Q: We are a small, relatively new operation that has grown quickly. We design and assemble our specialty products in-house and find that the printed wiring board designers seem to have little appreciation for some of the problems we have assembling and

Assembly department operators do not go to the design review meetings. However, they are often asked questions later and may be requested to make suggestions after production has started.

The designer and the fab vendor make most decisions, with minimal input from personnel in the assembly and soldering operations.

We assemblers are becoming discouraged since we continue to have problems producing the fast-changing designs. Designers generally do not request input from assembly personnel when a design change is made. This attitude affects shop morale and results in problems in the shop.

Can you suggest some actions we might take to improve this situation?

A: Your question reflects an awareness of the overall operating characteristics and intended function of the printed wiring assembly operation. Your comments also indicate that a disconnect may exist between the shop personnel and the design and management teams.

Three specific recurring problems that assemblers experience when dealing with designers and fabricators are:

1. Lack of knowledge and understanding of the impact of the board design and the characteristics of the board itself on the ability of an assembly shop to cost effectively produce a final product that meets the defined requirements and standards imposed;

2. Perceived inflexibility on the part of the designer;

3. Designers' unfamiliarity with the impact of potential material incompatibilities on the total process, product cost and time to market.

Increase Process Knowledge

The old "Make it like I designed it" philosophy generally does not work with the workforces of today. Shop personnel are, or should be, well versed in the technology of the assembly, soldering and cleaning processes being applied. Training in these areas is often required for employment and should also be provided on the specific equipment within the operation. Progressive managers provide in-depth on-the-job training and support continuing education to help employees maintain their knowledge of the technology.