Sampeyan kudu ngidini khusus PCB data kanggo ngganti proses operasional sampeyan supaya sampeyan bisa nganalisa lan nemokake panyebab utama masalah kasebut. But most of the time we only see cosmetic problems on the surface. Kita ora nemoni masalah kanggo nemokake panyebabe.

Cara sing apik kanggo nganalisa lan nemtokake sebab utama yaiku liwat garis pitakon sing diarani limang sebab. Kaya sing wis dingerteni ing blog sadurunge, takon pitakon “kenapa” dadi motivasi nyata kanggo pitakon kasebut. This series of questions can go further, but five reasons are usually enough to get to the root cause. Ayo goleki limang conto kenapa:

Problem. – The lights in the room don’t work.

Ana sekring ing panel. (Pertama kenapa)

Short circuit (second why)

Kawat sirkuit cendhak (kaping telu kenapa)

House wiring is far beyond its useful life and is not replaced

Omah ora cocog karo kode kasebut (kaping lima, sebab utama)

In addressing these problems, you start at the root cause and work your way up.

I can say a lot, because it’s a vast field. Aku nyaranake sampeyan sinau lan wiwiti nggunakake.

How to change the operation process to improve PCB data management?

Ora ana sing katon ganti. Sanajan sampeyan nemoni masalah lan masalah sajrone proses, ora bakal bisa. Analisis lan ndandani kanthi limang alasan. Praktek biasane yaiku nempelake sirahe ing wedhi lan ngarep-arep kabeh bakal ilang. Sejatine, kita desainer PCB sing tanggung jawab ngenali masalah lan ndandani.

Sinau babagan perpustakaan komponen sampeyan

How to start analyzing your library represents a philosophical change. Pustaka iki minangka bagean paling penting saka proses desain PCB. Aku ngira pustakawan mung duwe sawetara posisi penting ing perusahaan.

Sawise sampeyan ngerti pentinge perpustakaan, dadi sumber sing apik kanggo perusahaan sampeyan. Data dhisikan minangka basis saben desain PCB dibangun. What the library really represents is the money of the company – profit or loss.

Jaga proses sampeyan

Salah sawijining pangowahan gedhe sing dakdeleng ing program kasebut yaiku ngidini data bisa drive. Conto sing apik yaiku nalika nggawe komponen anyar. Nalika bisa nggunakake komponen iki ing desain tartamtu, kita ora bisa ngeculake PCB kanggo manufaktur nganti komponen individu divalidasi lan diluncurake. Kanthi cara iki, kita nglindhungi awake dhewe saka risiko sing ora perlu. Sampeyan mbutuhake strategi kiper iki sajrone proses desain. Dheweke meksa sampeyan mandheg lan priksa manawa sampeyan isih pindhah menyang arah sing bener.

Komunikasi minangka bagean saka proses

In the classic 1967 film, Cool Hand Luke, starring Paul Newman and George Kennedy, famously had the tagline “What we have here is a failure to communicate.” Yen gelem, iki bisa dadi masalah utama ing proses desain PCB. Nalika manajemen data PCB dadi saya penting, komunikasi antarane macem-macem peran sing gegandhengan saya mundhak. Komunikasi iki ngowahi proses desain saka kegiatan solo dadi olahraga tim.

Iki langsung saka fokus ing data tartamtu sing digunakake wong ing titik tartamtu ing proses kasebut. Contone, nalika item kasebut metu saka PCB ing endi komponen-komponen kasebut diselehake, dheweke pindhah menyang Engineer Engineer (ME) kanggo mriksa mesin produk. We see increased communication also significantly improve the overall workflow of the design.

Ngatur lan dandan terus-terusan

Manajemen data PCB ora mungkasi desain menyang pabrik manufaktur nalika ngirim. Iki mung minangka titik wiwitan. Amarga aspek data sing dinamis, kita kudu terus ningkatake liwat pilar pangaturan kaping lima manajemen data PCB. Kita luwih fokus ing mburi proses tinimbang ing wiwitan. Kita ngidini konten sing digawe lan sawetara laporan build PCB tartamtu supaya bisa bali menyang perpustakaan komponen. Using good root cause analysis lets us determine if any problems we find are from defective components. Kanthi tembung liyane, proses kasebut dudu garis sing lurus, nanging bunder sing bakal dadi feed dhewe. Iki tegese, minangka siklus, minangka proses sing ora ana enteke.

kesimpulan

Sanajan pangowahan sing pas bakal beda-beda gumantung karo kahanan sampeyan, sampeyan kudu nemokake panyebab utama masalah kasebut. Ayo solusi sing sampeyan temokake ngganti proses sampeyan. Ing kene aku ndeleng pangowahan gedhe. Ora ana proses sampeyan sing bisa ditemtokake. Even if you need a little courage to see your mistakes, you should always look for improvement.

Dadi proaktif babagan pangowahan. Sampeyan bisa nggawe prabédan. Don’t wait for them to become emergencies. Dhuwit lan wektu wis ilang. Luwih gampang mikir babagan perkara yen dudu kahanan darurat.