Podcasts about PCB

Altium Develop unites your design, sourcing, and manufacturing teams in one cloud platform so EMC and layout problems get caught long before your board ever reaches the test house: https://www.altium.com/develop?utm_source=youtube&utm_medium=video&utm_campaign=ontrack-podcast&utm_content=70-of-pcbs-fail-emc-testing-and-ai-is-making-it-worse EMC testing failure rates are climbing toward 70%, and on this episode of the OnTrack Podcast, host Zach Peterson sits down with EMC expert Dr. Anton Tishchenko to unpack why — and what role AI is really playing in modern PCB design. They cut through the AI hype, explaining why large language models will confidently hand you a bad PCB layout, why setting up constraints is "garbage in, garbage out," and why hardware is heading for the same reckoning software already faced. If your boards keep failing radiated emissions, this conversation explains where the real problems start. Anton also demos his web-based EMC analysis tool (pcb4emc.com), an EMC design rule check that works directly from Gerber files — no schematics, no NDAs, no sensitive data required. You'll see how it evaluates ground plane quality, differential and single-ended impedance, return paths, and crosstalk risk using the 3W rule, plus a frank discussion of coplanar waveguides, stackup awareness, and where AI genuinely helps engineers (datasheet summaries, literature reviews, and simulation enhancement) versus where it falls flat. Essential viewing for any PCB designer serious about EMC compliance.

What does great leadership actually look like? Can you make a difference even if you're in the middle of the hierarchy? "If you think you're too small, you've not spent the night under a bedsheet with a mosquito." In this episode, educator and Deming practitioner Balaji Reddie explains why W. Edwards Deming was far more practical about leadership than many people realize. Drawing on both The New Economics and Out of the Crisis, Balaji shares stories and examples that bring Deming's 17 principles of leadership to life. From creating trust and joy in work to understanding variation, coaching people, and improving systems, this conversation challenges conventional management thinking and offers a clear path toward transformation. TRANSCRIPT 0:00:02.2 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Balaji Reddie, who is an educator and trainer in the teachings of Dr. Deming and quality management generally. And the topic for today is Principles of Leadership. Balaji, take it away.   0:00:27.9 Balaji Reddie: Good morning. Thank you so much, Andrew. We had left our last session with that, we'd be dealing with this. And of course, Dr. Deming gave us the outline of Profound Knowledge and he gave us 14 points. He also gave us the deadly diseases and the 16 Obstacles. So people often talk about the diseases, but very often they forget the obstacles. And there are 16 of them which he highlighted for us. And if you think that they're outdated, they're as relevant as they ever were. So you need to keep revisiting those. I think if you start working on removing the obstacles, it's like you're taking your foot off the brake rather than pressing on the accelerator.   0:01:11.3 Balaji Reddie: So you're removing the things that actually stop you before you actually take things forward. But nevertheless, we start with point number 14 where he says, take action to complete, to make the transformation. And he says that there should be a critical mass of people that you need to educate and train and get them on the same page as you are. I'm gonna quote Hazel Cannon here, who is current president of the British Deming Forum. And she talks about the time when she was very young and she attended the Deming four-day seminar, I think in Birmingham. And at the end of those four days, she was overwhelmed as you normally are when you hear how the man speak. And he spoke... He wanted you to make drastic changes. It's not just tinkering here and there.   0:02:08.2 Balaji Reddie: And so she went up to him and she said, "I'm really taken up by what you just said." And then she made a statement, "I'm too small to make these changes in my organization." I believe she worked as a lab assistant in a chemical manufacturing company. They used to make chemicals for cosmetics. So she said, "I'm too small." And Deming just interrupted her and said, "Never think you're too small. If you think you're too small, you've not spent the night under a bedsheet with a mosquito." So make a change where you are and take it from there. So I would like to now quote Dr. Deming from Out of the Crisis. This is Plan for Action: Take action to accomplish the transformation. So he writes there, there are three points and then I'll come to what he writes below that.   0:03:01.8 Balaji Reddie: So he says, "Management in authority will struggle over every one of the above 13 points, the deadly diseases, and the obstacles. They will agree on their meaning and on the direction to take. They will agree to carry out the new philosophy. Management in authority will take pride in their adoption of the new philosophy and in their new responsibilities. They will have courage to break with tradition, even to the point of exile among their peers." So he talks about courage. He talks about courage of conviction. And then he says, "Management in authority will explain by seminars and other means." So I think he leaves it to people of the ways and means. And now today there are a lot of means of doing that. DemingNEXT is one of them. And he says, "To the critical mass of people in the company why change is necessary and that the change will involve everybody."   0:04:00.9 Balaji Reddie: Now he writes something very interesting. He says, "This whole movement may be instituted and carried out by middle management speaking with one voice." So he gave instructions. Why are people saying that he did not tell us what to do? It is just that he expected maybe a lot. And now let's get to that middle management and what he expected. He says here... Let's see here. I'm coming to chapter four now in The New Economics where he says, "A System of Profound Knowledge. The aim of this chapter: the prevailing style of management must undergo transformation." So we just heard that, that what we need to do. And he says, "A system cannot understand itself. The transformation requires a view from the outside. The aim of this chapter is to provide an outside view, a lens that I call a System of Profound Knowledge.   0:04:59.7 Balaji Reddie: It provides a map of theory by which to understand the organizations that we work in." Then he says, "The first step is transformation of the individual. This transformation is discontinuous. It comes from understanding the System of Profound Knowledge." Then he says that "the individual, once transformed, will set an example." So setting an example, I believe, is doing the right thing under adverse circumstances, when you stick to your principles despite the fact that there is an easier way out. As they say, choosing a path between good and bad is easy, you choose good. But good and better, you need to make the right choice. And that needs profound knowledge. "So be a good listener," he says, "but will not compromise. Continually teach other people and help people pull away from their current practice and beliefs and move to the new philosophy without a feeling of guilt about the past."   0:06:02.7 Balaji Reddie: So he explains to us what was needed here, right? And he says this is what we actually need to do. Now I'd like to, I mean, I'll be referring to a document. I don't know how we're gonna get this to people, but for the Principles of Leadership. All right, I think I'll have to send this over to you later, but we will do that. So in the Principles of Leadership, just come to them. I am quoting again from both Out of the Crisis and The New Economics. So you will find this there when he speaks about what needs to be done. Modern Principles of Leadership. And he says, "The modern principles of leadership will replace the annual performance review. The first step in a company will be to provide education in leadership." So that would be introducing people to profound knowledge from what we just heard. Then he said, "The annual performance review may then be abolished." Of course, that will take time. "Leadership will take its place, and this is what Western management should have been doing all along."   0:07:12.6 Balaji Reddie: So he says, "The annual performance review sneaked in and became popular because it does not require anyone to face the problems of people. It is easier to rate them, focus on the outcome. What Western industry needs is methods that will improve the outcome." And he says, "Suggestions follow." So first, institute... The first principle. "Institute education in leadership: the obligations, the principles, and methods." And so I think introduction to the System of Profound Knowledge will help. And then after profound knowledge has been sort of brought to the notice of... Of bringing to the notice of the people then you get into perhaps teaching them about 14 Points, et cetera.   0:07:57.8 Balaji Reddie: Comes the second principle. He says, "Ensure more careful selection of people in the first place." So choosing the people, he says again, now here's where it requires you to understand the purpose of what you're doing, purpose of your organization, purpose of the people you're looking out for and making this change. Because when you know your purpose, you know the aim, then you can choose people in the right way. And I believe he said this somewhere, it's a combination of education, training, skills, and experience. So we need to combine these four factors in choosing the right people. Then he says, after selection of the people, ensure better training and education. So we fine-tune all of their... He says a complete background. He said their aspirations, their goals.   0:08:54.2 Balaji Reddie: I kind of borrowed this idea from a company here in India where they had this thing called roles, responsibilities, and objectives. And they used to meet once in a month, but once in a year they used to decide. So the top management, the HR, would sit down with each and every employee and say that, "In this calendar year, this is what we intend to do and this is what we expect from you." And in turn, they used to ask the employee, "What do you expect from us? Because this is what we want from you." And then the employee had a chance of putting forth what he or she wanted, the management, what help they needed. And I think this is where we have to be... It's a give and take. And they didn't just meet once a year; every month they would meet and the question was, "How are we doing?" not "What have you done?"   0:09:51.1 Balaji Reddie: So I think it wasn't a traditional appraisal. If there was any appraisal, it was appraising what top management were doing or intended to do and not so much the employee. I thought that was a good move. So that's what we need to do here: better training and education. Principle number four states: "A manager understands and conveys to his people the meaning of a system. He explains the aims of the system. He teaches his people to understand how the work of the group supports these aims." Now, here's where, you know, when you talk about, say, hiring people in the first place, when you bring in new employees, I believe that there should be a special session by people inside the company who have stayed the longest, who served the company the longest, especially during their bad days. Because the employees need to know what really happened and how the company survived and how we were resilient, we came back despite all the problems that we had.   0:11:00.7 Balaji Reddie: And the historical perspective, especially if there's someone who's in touch with the founding members, that would be a great boon. I know nowadays we talk about the older companies, obviously none of the founders are there, but if there is such a person, exchanging those ideas with the young employees would definitely make a difference. So they would then understand the purpose, the aims, and how your work supports these aims. I think it's the best way to do that. But what I see right now in companies and I'm being very specific about this, because today when new employees join the company, they have an orientation, they have onboarding, as they call it, but that's done by a rookie, someone who's just joined the company and is just making...   0:11:46.8 Andrew Stotz: [0:11:46.8] Following a checklist?   0:11:48.1 Balaji Reddie: Exactly. Like a PowerPoint presentation. They don't talk about the history of the company. And I think there has to be an emotional connect before there is a logical or an intellectual connect. That emotional connect, I think, then makes you feel that pride and you feel good about coming to work and you say, "Oh, I did not know." So I believe this fourth principle is important in that sense, in the way to do that. Now, he says that... Principle five says he helps...   0:12:19.7 Andrew Stotz: By the way, do you know what chapter are you in?   0:12:23.9 Balaji Reddie: Oh, I have combined.   0:12:27.9 Andrew Stotz: Okay.   0:12:29.4 Balaji Reddie: I took some of the text... Okay. If you want to see here, this is management of people, all right? In that chapter. So I've taken... There are 14 principles there, management of people. In the new edition of The New Economics. It appears...   0:12:48.2 Andrew Stotz: So chapter six.   0:12:50.2 Balaji Reddie: Chapter six, yeah. That's chapter six...   0:12:51.8 Andrew Stotz: Yep.   0:12:52.6 Balaji Reddie: All right. And he talks about pictorial effect of transformation, and then he talks about management of people, role of a manager of people. So there were 14 there, but in Out of the Crisis, the first three which were there, he did not include here.   0:13:10.0 Andrew Stotz: Okay. I just just asked...   0:13:11.0 Balaji Reddie: So I just included those. Yeah. No, so that when people read the book, they could read it clearly, right? So, yeah. So he says now principle number five, which in Economics is principle number two or three, right? He says "he helps his people to see themselves as components in a system, to work in cooperation with preceding stages and following stages toward optimization of the efforts of all stages towards achievement of the aim." So we want optimization, not compromise. So you need to sit together. Just if I were to ask a simple question to you, Andrew, and without thinking, if I were to try to answer this question... Okay. I presume you know how to make a cup of tea.   0:13:58.7 Andrew Stotz: Yes.   0:14:00.1 Balaji Reddie: So what is the first step?   0:14:02.7 Andrew Stotz: For me, boil water.   0:14:04.6 Balaji Reddie: Boil water. And what if I say that's not the first step?   0:14:12.0 Andrew Stotz: Well, first of all, I think you probably have more experience with tea than I do, but I have more experience with espresso, probably. But anyways, go ahead and tell me.   0:14:20.9 Balaji Reddie: Okay. The first question is, whom am I making a cup of tea for? So what I just tried to convey is it's not natural to think about the customer. And so the first step is, for whom is the cup of tea? If it's the person...   0:14:30.8 Andrew Stotz: Grandma.   0:14:40.7 Balaji Reddie: That's right. If she's diabetic, then you would not need sugar. So you gather the ingredients accordingly. If he wants black tea, you don't take milk, right? And that's the point he's trying to say here. When you look at different stages, every every person has a customer. So the first question is, who is my customer?   0:15:07.1 Andrew Stotz: Right.   0:15:07.4 Balaji Reddie: And that part of profound knowledge, understanding psychology, I mentioned this last time, is empathy. The word empathy captures this. So you go to the next process as, "Whom am I doing this work for?" and sit down with that person and say, "What do you expect from me? How may I help you?" And that's what decides what you're gonna do. So this this fifth principle here, that he helps his people see themselves as components, I think this is important. The next process is your immediate customer, and the rest of them are customers in a very oblique sense. But what you do is critical to the next person in line, right? So you always spend extra time with that person and of course the other people down the line who your work is gonna be impacting over a period of time, right? But these are the... This is the first step you find out. So who's my customer? So that's principle five.   0:16:09.0 Balaji Reddie: Principle number six: now this comes under psychology again, that a manager of people understands that people are different from each other. He tries to create for everybody interest and challenge and joy in work. Now, if you look at the theory of knowledge, what exactly did he give us when he brought that component of profound knowledge into play? He says that theory is a statement that conveys knowledge by relating cause to effect. So I repeat, theory is a statement which conveys knowledge by relating some cause to some effect. It fits without fail all the observations of the past and helps us predict the future with the risk of being wrong.   0:17:04.7 Balaji Reddie: So I'm gonna repeat this whole statement again. Theory is a statement which conveys knowledge. How? By relating some cause to some effect. It fits without fail all the observations of the past and helps us predict the future with the risk of being wrong. So no amount of examples can establish a theory, and even one example can lead to either abandonment of the theory or modification of the theory. That's what he kept saying. Now, how does this work? So he says it's a system of learning, and all of us have this built in, right? Now, he came from the school of Clarence Irving Lewis, Mind and the World-Order. And if you read that book, Lewis says all knowledge is a priori, it's based on what you already know.   0:18:00.9 Balaji Reddie: For example, let me take this example here. Now, suppose I were to start describing the road to my house. Now, you've not been here, but if I start saying that the road bends towards the left and then there is a command you get to see, now you start constructing a picture in your head based on what you have already seen. It's not the same. That's your theory, right? And then when you actually visit, you say, "Oh, it's the difference between theory and what I actually saw," and then you change your theory. So theory is... It's natural. All of us think naturally like this. And that's why he says here that people are different from one another and we need to celebrate those differences. All of us are born with the system of learning, but not all of us learn the same way.   0:18:49.8 Balaji Reddie: There are some who learn by watching, there are some who learn by doing, there's some who learn by reading, there's some who learn by writing. For some people, one word is enough. You utter a word and they say, "I got it." And for some people, you have to repeat the statement maybe 10 times, 11 times, and then the 12th time you repeat it, they say, "Okay, I got it." Now, is that wrong? We're just different, right? And that's why he says here that we need to understand the learning process of people. And when you understand the learning process of a person and then put that person in the right job, you'll have to stop that person from working. That was his definition of joy in work. People enjoy their work when they realize it resonates with them.   0:19:40.4 Balaji Reddie: And how does that resonance come in? When you under... And because this is so difficult to do, we just throw the responsibility on them by saying, "Here's the target." So the target actually distracts them when actually you should be working on understanding their learning process. So it's a lot of hard work. And sometimes people are motivated enough to discover it themselves, which is great, but we need to create that atmosphere for them to enjoy their work. So interest, challenge, et cetera, he tries to optimize. Now, here's the key. This is beautiful. He tries to optimize family background, education, skills, hopes, and abilities of everyone.   0:20:21.7 Balaji Reddie: So this is not ranking people, very clear. It is instead recognition of differences between people and an attempt to put everybody in a position for development. I think this is one of the most important principles in getting things done. When I teach this to the HR students in my college, I keep saying that I don't think you should call this science as human resource management, because the definition of a resource is obtain it, shape it, use it, and throw it away. We don't wanna do that. I think we should change the title of that department to Department of Learning, because that's what exactly this is all about, and it's learning in both ways where you are trying to understand their process of learning and in effect, you're trying to understand how the company is going to be learning.   0:21:17.0 Balaji Reddie: So you put this in... So this principle, he says, combine all of these things: family background, education, hopes, I love that word. Because if you see one of the things that people talk about, customer satisfaction, I think Deming was the only person who said customers should be happy. Not just satisfied, happier, right? Now comes the next principle. "He is an unceasing learner." So you can never say, "I know it all." Unceasing learner, he encourages his people to study. And I think this fits Dr. Deming himself. He made no excuses to learn. "May I not learn," he would keep repeating that. And I remember Bill Cooper getting irritated and said, "The last time I met you, you said this, and now you're saying this. I got that on tape." He said, "Well, you got this on tape now." He said that, "I do, I learn. And as I learn," he said, "that could have been under different circumstances that I said that, but I'm saying this."   0:22:22.4 Balaji Reddie: And so you keep learning. And he encourages his people to study. The word is study. And he provides, when possible and feasible, seminars and courses for advancement of learning, encourages continued education in college or university for people that are so inclined. So I think this bit is in many places getting to be a part of the systems in most companies. I've seen that happen now, which is a good sign. But it doesn't end there, there are a lot of other things to do. This was the Principle 7 in the list of 17. Now comes Principle 8, and this is so difficult to look at. He says "he's a coach and a counsel, not a judge." You judge people, they shut up.   0:23:15.4 Balaji Reddie: So he says coach and counsel. When they need help, guide them, show them the path. Sometimes maybe you need some help in doing that, well, go ahead. So that was principle number eight. Principle number nine says "he understands a stable system. He understands the interaction between people and the circumstances that they work in. He understands that the performance of anyone that can learn a skill will come to a stable state." Now, this is amazing. He said this way back in the 1950s when he was in Japan teaching them the control chart, where he took one example where he says that further training to the worker and the process was still in control. And he says, "I think he's reached the limit of his learning. He perhaps needs to be taken to another process or maybe given something more challenging so that we can develop the learning process."   0:24:17.6 Balaji Reddie: So he was speaking about this way back in the 1950s, which today you can say comes under understanding psychology through variation. And he says, upon which furthest the lessons will not bring improvement of performance, and a manager of people knows that in this stable state, it is distracting to tell the worker about a mistake, because he says you'll actually then demotivate someone. So these three principles...   0:24:44.1 Andrew Stotz: Because a mistake may be just normal variation, or are you saying... Okay. Yep. Okay.   0:24:51.0 Balaji Reddie: Yeah. I mean, it could be anything, right? But if you are highlighting that when he's already reached a stable state, it could just work in a detrimental way, the opposite direction.   0:25:05.4 Andrew Stotz: Ultimately you've reached your goal. A steady state is fantastic.   0:25:07.4 Balaji Reddie: A steady state. And then now you say if you want him to... Anything better here, I think you need to move him out from there, since maybe he needs to be given something either more challenging or whatever it is. But use of psychology and variation together. If people are saying that he spoke about this in the 1990s, he actually spoke about this in the 1950s in Japan. And I have proof. If you go and check Elementary Principles of the Statistical Control of Quality, the series of lectures that he gave in Japan, you will see this in one of the chapters, very clearly stating what needs to be done.   0:25:47.9 Balaji Reddie: Now we come to the next principle, which is... I don't know how to explain this, but it's amazing. He says that "the leader has three sources of power: authority of office, knowledge, and personality and persuasive power, tact." So authority, that's your title, knowledge, and personality. Now, personality, persuasive power, and tact is more of a personal thing. It is something that is an attribute. Authority is the title you're given. I think the only thing that you can really work on is your knowledge. And he says that a successful manager of people develops knowledge and personality and persuasive power, does not rely on authority of office. He nevertheless has obligation to use his authority, a source of power, for him to bring changes. He says that maybe some drastic changes to equipment, to materials, to methods, and to reduce variation.   0:26:55.0 Balaji Reddie: So he attributes this to a gentleman, Dr. Robert Klekamp, or Klekamp, I don't know how to pronounce that. So he says, "He in authority, but lacking knowledge or personality, must depend on his formal power. He unconsciously fills a void in his qualifications by making it clear to everybody that he's in position of authority, his will be done." So I think he said if things needed to be done and if he's being guided the right way, then he has to bring his authority into power. I think this brings me to one of the interactions he had with... Was it James McDonald at Ford? When he made him stand up and asked him, "What is your job?" And he said, "I'm vice president, manufacturing," and he sat down. Deming said, "Stand up. That's your title, not your job." And then for the next half an hour, he grilled him on what his job was. And after half an hour, he still didn't get an answer. He said, "You don't know what your job is. Do you think other people in the company know what their jobs are? I think you're running a mess here."   0:28:02.2 Balaji Reddie: So Jim McDonald, instead of feeling insulted, took it in a very different way. Though he said, "I did feel that I wanted to resign and just walk out of there," but he said, "I knew this man was onto something." And that kind of thing of authority of office, I think he did not like if people used it for the wrong reason, but he wanted them to develop knowledge, personality. Personality, well, I think again, on the soft side, persuasive power tact. Not all of us have that, but I think we are living in a knowledge economy, so knowledge would be the key here. And he also says that if you're in a position of authority, use this to get the right work done.   0:28:47.3 Balaji Reddie: Then next he says "he will study the results with the aim to improve his performance as a manager of people." So when the system is not getting what it's supposed to do, then he does not put the blame on the people. He says, "I have... I may be going wrong somewhere." I'd like to share an example of my father in Japan. My father was in Japan in 1964, I said this last time. And he was on this Asian Overseas Technical Scholarship, AOTS. And they run these courses even today. They have three-month, six-month, nine-month, and one-year courses. And from what I remember my father telling me, it's integrated in the sense, I think he was there for six months. So during the morning sessions, they used to have classroom training, sitting in a classroom. And in the afternoon, post-lunch, they would go and work in a company, and that was like their intern. And so it was a combination of theory and practice taking place almost every day.   0:30:02.4 Balaji Reddie: Now, what happened there was on the first day... And that's where he started working with Showa Electric, and said they were called the interns. So on the first day, he was taken to the company and was introduced to his supervisor. The supervisor took him on the shop floor and introduced him to the team that he would be working with. And then, while he was leaving, that supervisor said, "I just need to tell you this, that we also form what is called as a quality circle." And this was... The quality circle movement started in 1962, so '64, the quality circle. And so my father said, "I don't know what you're talking about." And he said, "Well, this is something new. So would you like to be a part of it?" Because quality circle is voluntary, not mandatory. They make you a part of the quality, so if you want to be a part of the quality circle. It's not imposed on you.   0:31:05.0 Balaji Reddie: So my father said, "I need to talk to my teacher, my sensei, at the class." He said, "Yeah. You can talk to him." So he went back to the class the next day in the morning, he asked the teacher, the sensei, that this is what they said. He said, "Oh, it's a very good system. You can become a member of the quality circle." So on the second day, he said, "Yes, I'll be a member of the quality circle." "Great," he said. Now, on the third day, his actual work started. Now, they used to make television screens, CRO, et cetera. And one of the steps there was soldering. They had to solder. And the soldering was the dip soldering. You had to take the printed circuit board and dip it into the solder bath and take it out. Of course you were to... There was a technique.   0:31:52.8 Balaji Reddie: And so his job was that. His first job that he was assigned is to do soldering on these PCBs. And so the supervisor himself sat with my father and demonstrated 10 to 15 times how to do it. Then he told my father, "Now you do it." And then he was guiding him, and he made him make around 10 pieces until he said, "Okay. Now you're getting it right." Okay. Now he said the ground rules. If by any chance you press it down too hard or you keep it too long because of the extreme heat, there will be a superficial crack on the PCB. And that would not be something that affects the customer right away, but over a period of time, it can result in the board cracking and the radio not working. So when you see a superficial crack, you're supposed to pull the cord. There was a cord there. And when you pull the cord, the supervisor will come and help you. Fine.   0:32:56.1 Balaji Reddie: Now my father started doing his work, and his fifth or sixth piece developed a crack. Now, he said, I don't want to sound derogatory, but the Indian in me caught up. Should I report this? What would he think? I hardly left this man alone, and his fifth piece is a rejected piece. And he said, I did not want to pull that cord. But then... He said that, he told me, "Please pull the cord," I decided, let me go ahead and pull it. So when he pulled the cord, a red lamp went on there, and there's a big siren that went on. And the supervisor came running and turned off the siren and turned off that lamp and said, "What happened?" My father showed him the crack. So he said, "Okay, no problem." He put it aside. He demonstrated to my father 10 times again how to do it. And then he made him do it 10 times till he said, "Ah, see, you did this." And he got it right. Now he said, "Let's continue production."   0:33:58.8 Balaji Reddie: Now they went away and now my father got it right. After an hour or so, or maybe two hours, they had their tea break. And they were sitting around a table. Now, this was the quality circle. So the supervisor got up and started speaking in Japanese. Now, this was my father's third day there, so obviously he did not understand what was going on. The only thing he knew that they were referring to him because they could not pronounce his name properly. So instead of Reddie, he was being called Leddie. So Leddie-san, Leddie-san, Leddie-san. So my father said, "I knew he was talking about me." And he said, "I felt so ashamed, I was looking down at my cup of tea rather than looking up." And then when I looked up, he said, all of them were looking at him in admiration and the thumbs up sign. And he was wondering what the hell just happened.   0:34:51.0 Balaji Reddie: And at the end of it, when that supervisor stopped speaking, they all clapped. They clapped. And as they dispersed, each one came and held his hand and they went away. And now my father told the supervisor, "What did you tell them? Did you tell them I made a mistake?" He says, "Yes, yes, I did tell them that." He said, "Then why are they complimenting me? Why are they... Why did they clap? Why did they clap for me? Why are they shaking my hands?" He says, "They're shaking your hand, they're clapping, and they're complimenting because you pulled the cord." So he said, "What do you mean?" He says, "Well, we have a saying here, here in Japan, if after explaining to a person 10 times how to do something, if the person still makes a mistake, then there's something wrong in the way I explained it." So this bit over here is he will study results with the aim to improve his performance as a manager. Don't blame the other guy. What am I doing wrong?   0:35:54.0 Andrew Stotz: You hired him, you train him.   0:35:56.4 Balaji Reddie: Yep. So when Jack Welch used to say, "Sack the bottom 10% of the people every year," and he called them dead wood, well, I would say when you hired them, they weren't dead. You killed them. So that was principle number 11. Now principle number 12 is where he combined both variation and psychology together. He said "he will try to discover who, if anybody, is outside the system, in need of special help." So he draws a normal curve. I'll pass on this document to you so you could share it along with the podcast. And he says here that people belong to the system. These are people who need not be ranked. But a person outside the system on the lower side needs special help. People outside the system on the higher side, well, we need to take the system to that level to improve the system.   0:37:08.4 Balaji Reddie: So he talks about that. He says this can be accomplished with some simple calculations. If there be an individual with figures on production or on failures, special help may be only simple rearrangement of work. It might be more complicated. He in need of special help is not in the bottom 5%. He's clean outside that distribution. So he's trying to use the understanding of variation in a very different sense to understanding people. And he says that we try to reduce that variation in performance between people. That's the job of the system. So this is principle 11 and 12.   0:37:51.0 Balaji Reddie: Now you come to principle 13: "he creates trust." And that creates trust, I would believe, it's a two-way process. And he creates an environment that encourages freedom and innovation. That is the environment where people are unafraid to make mistakes. Because we learned that theory is not the opposite of practice; it's a guide to better practice. And we need all of us working together. And that trust, I think, has got a very funny meaning in my country. I keep joking about this. In India, trust is we will lie a little less to each other. But that's not what this is. We need to be straight honest with each other. And honest is you can only do that by example. Like what happened in my case. I remember when we had installed the ERP system in our company, and there are interlocks. And I remember there was a backlogged order. And I knew that because when we did not deliver the order on time, I negotiated with the customer and I got the delivery date postponed.   0:39:08.0 Balaji Reddie: Now I was trying to test the ERP that month. So I said, let me see if the ERP can capture this because it should show it as a backlogged order. But it showed it as an order that was to be delivered on the new adjusted date. And I said, "How did that happen?" Because that should not have changed. And so I called my assistant. I said, "This should be in backlog. Why is it showing me as a spillover order?" And he said, "No, I changed the date." I said, "Why did you do that?" And he said, "No, because the finance guy will get angry with me." And I said, "That is my problem." I said, "When I told you you're not supposed to change that date..." And I removed his administrative powers in changing the date so that he could not change the date in the system.   0:40:01.7 Balaji Reddie: I removed his powers. And he apologized profusely and said, "Please let me." I said, "No." So till the day I resigned, I kept it. I said, "You're not gonna be doing this because it's not a question..." I said... If I had succumbed to that Andrew, they would have lost my trust. They would have thought that, "Oh, Balaji just talks. He doesn't walk the talk." I said, "No, you're not supposed to do this. We are trying to go by a system. Let's go by the system." So I think you can only create trust through example, through demonstration, if I may say so, and especially under adverse circumstances that you need to demonstrate this.   0:40:46.1 Balaji Reddie: Principle number 14: he says "he does not expect perfection." I think that even he said it in principle of variation. Principle 15: he says "he listens and learns without passing judgment on him that he listens to." This is an extension of the previous points. Principle number 16: he will hold an informal, unhurried conversation with every one of his people at least once a year, not for judgment, merely to listen. The purpose would be development of understanding of his people, their aims, their hopes, and their fears. This meeting will be spontaneous and not planned ahead. So there should be no bias, like an audit.   0:41:41.5 Andrew Stotz: Right.   0:41:42.2 Balaji Reddie: And lastly, principle number 17: "he understands the benefits of cooperation and the losses from competition between people and between groups." So these were the 17 principles of leadership, the beginning of transformation. I think there can be nothing more to do than this. He was so clear in what he wanted us to do. I wonder why people say that there was no method.   0:42:16.5 Andrew Stotz: Yeah. He definitely outlined a lot of stuff there. One of the questions I had for you on that list is, what do you say to people that say that he's kind of a dreamer? The idea that you can sit down with your employees and have this time and everybody's so busy and just talk about your fears and your goals and all that stuff where we live in this age of, we've gotta get the result, we've gotta be focused. How do you respond to that?   0:42:51.1 Balaji Reddie: Well, I say give this a try. All right? You've done it your way, right? You've done it... Let's just forget about it, and you're seeing what's happening. You want a change, you gotta do something different. So why don't you go by what this man is saying? And if you say that, you know, a dreamer or whatever, well, I'd like to quote John Lennon here: "You may say I'm a dreamer, but I'm not the only one."   0:43:16.8 Andrew Stotz: Yep. Yep. Yep. And what do you say for people that feel that you gotta have these targets and goals and KPIs to get the most out of people? And when we think about what Deming's talking about, we're talking about this intrinsic motivation. But it's scary for people to think. It's a lot more comfortable to have these goals and structures than what you could argue is a little bit more unstructured. And how do we balance that? And obviously Deming wasn't saying don't have goals.   0:44:02.1 Balaji Reddie: Yeah, yeah. I think Henry addresses this very well in his 12-day course where he has a specific section on goals, et cetera. And he talks about how Deming said that there are some things called facts of life. Facts of life is, okay, we need to turn out, we need to generate so much of revenue this year because we need to pay for all our salaries and blah, blah, blah, blah, blah, and then we need to have some money for the future. So we need to make so much of money this year. Now that's not a goal, that's a fact of life. But when you are bringing that number out and showing that to everyone, please also indicate to them how we intend to achieve that. Don't just leave it to them and say we need to do this.   0:44:54.4 Balaji Reddie: Okay. I'll give an example here. I don't want to sound... It may sound a little self-serving, but okay, take it in the right spirit. I remember when we had our first strategic meeting at my company, and my boss... Okay, was... He said... I think 20 of us sitting in the room and he said, "Last year, our target was 30 million and we're getting there and we're doing a great job. So this year we're gonna aim for 45 million." Now when he said that, I just put my hand up and he said, "Yes." So I said, "Why 45 million?" And he just stared me down and he looked up at everyone and said, "That's it. Meeting dismissed." He just walked out. These are those days when you had... You know the OHP? You know the overhead transparencies, the projector?   0:45:56.9 Andrew Stotz: Oh, yeah. Overhead transparencies, yep.   0:45:58.8 Balaji Reddie: Yeah. So he had the transparencies, and he just took them and walked out. And all the guys came to me, "Are you mad? You're questioning the owner of the company? Are you nuts?" And I was thinking, "God, what did I say wrong?" And then we started going back to our cabins, and when I sat down at my desk, the phone rang, and it was boss. And he just uttered one word, "Come." So when I was walking towards his cabin, I was thinking to myself, "Nice company, nice friends." And then I knocked on the door, and he said, "Yeah, yeah. Come in." He said, "Sit down." And then he said, "Shut the door." He said, "What the hell were you trying to do today? Are you trying to mock me?" I said, "Please, why would I want to mock you, boss? I wouldn't want to mock you. I just wanted to know why 45 million."   0:46:52.9 Balaji Reddie: He says, "All right." And so he took out what is called the blue book, where we have the yearbook, what happened in our country in the last one year. We have these books that get written, right? So he said, "Look, this is growth in our country in industry. This is our... Sector that we are in, and we are in the organized sector in this industry. And the year-on-year growth for the last five years has been this, and this year the expected growth is so much. And can I expect at least 3 or 4% of that growth?" I said, "Of course, why not?" He said, "That, son, is 45 million." So I said, "Why didn't you tell me this? That's all I wanted to know." He said, "You think these asses..." He was referring to my other colleagues... "Would understand?" I said, "Boss, if I can understand, they can understand. It's one and the same." "Okay. Let's meet tomorrow."   0:47:52.1 Balaji Reddie: So the next day we met again. And he said, "Yesterday, when I uttered 45 million, this genius asked me why, and so I'm gonna tell you why." And he went on to explain. After he finished explaining, my sales guy... Sorry, my marketing guy got up and he said, "I have something to share." "Okay, please come forward." He put the transparency. And he had listed there the top 10 selling items in my company based on revenue, based on profits, and based on quantities. Top 10 for each. There were three products that were common to all the three. So obviously he was sending a message to us, that we had to attain our targets, at least by focusing.   0:48:44.8 Balaji Reddie: The moment he showed that, he underlined these three, the sales guy put his hand up and said, "Yes." "That second product you underlined, our competitor is selling it as a package with another product, but we don't seem to have that on our list." So the R&D guy got up and said, "Could you tell me what the part number..." And he says, "It's part number so-and-so." He said, "Hang on, I've already developed that." You know what was happening, Andrew? We were talking to each other. And that meeting went on for three and a half hours. And at the end of the three and a half hours, all of us knew how to attain 45 million.   0:49:23.8 Andrew Stotz: I thought you were gonna ask a question on the second day, "Hey, boss, so 45 million, why is there no market share gain of our business that we're growing faster than the industry?"   [laughter]   0:49:41.4 Balaji Reddie: So anyway, but this was... This is what I think goals should be transparent in this sense, that why are we giving you this number? And more importantly is the discussion that happens is how are we gonna do this? It just doesn't happen by itself, right? And if you leave it to people, they start distorting numbers, right?   0:50:03.8 Andrew Stotz: Yeah.   0:50:04.2 Balaji Reddie: As Brian Joiner said, "Distort the data, distort the system, or distort both."   0:50:12.2 Andrew Stotz: Yeah. And we're working on a growth plan for my coffee business.   0:50:19.0 Balaji Reddie: A growth.   0:50:19.6 Andrew Stotz: And really what it comes down to is three things. Number one, are we as the owners gonna hire more salespeople? Because salespeople bring in revenue.   0:50:36.3 Balaji Reddie: Right.   0:50:37.0 Andrew Stotz: Number two, are we as the owners going to develop together with the rest of the team a higher value-added offering...   0:50:50.6 Balaji Reddie: Wow.   0:50:50.8 Andrew Stotz: That we can bring more value than what we're bringing right now, which would bring potential customers to us and allow us to sell more easily. Or are we as the owners going to buy another company?   0:51:07.8 Balaji Reddie: Oh, okay.   0:51:09.2 Andrew Stotz: So those are the three things. And Dale and I have been discussing each one of those in a lot of detail, testing out and debating and discussing. But those are the type that... When it comes to growth, that's just... We know the growth we can produce with no change. And that's in line with the inflation rate or whatever the economic growth, for sure. But as long as we don't lose people on our team or something like that. But to go to our team and say, "How are we gonna grow faster?" Well, that whole point is we can see. Also the other thing is that we can see bigger about the industry sometimes. Sometimes they see something at a small level that they bring back to us and think, "Whoa, wait a minute, that's something valuable." And yeah, so we're getting ready for our final decisions on where we're gonna go with that. But yeah, without that type of change, we're not gonna reach the type of growth that we want to get. And really our idea is 5x growth in five years.   0:52:19.9 Balaji Reddie: Okay.   0:52:20.5 Andrew Stotz: And in order to do that, we have to have a completely different level of quality, service, product, thinking. And so, yeah, it's fun... It's challenging. Anyways...   0:52:32.9 Balaji Reddie: Right.   0:52:33.2 Andrew Stotz: So how do we wrap this up? What is it you want people to take away? You've shared a lot of different stuff. What would you like them to take away from it?   0:52:42.0 Balaji Reddie: Yeah. One, I'm trying to shatter that myth that Deming did not tell us what was to be done. I think he was very clear and we need to reread and reread. And we have to take these as guidelines. You may come up with your own method, but see these as a guideline by and large to put you on the right path. And once you do that, you may develop something which works for you, and that's what he wanted. But let us not just say that he only philosophized about things. I think he was very clear in his head. He just wanted us to do things our own way because nobody understood our problems better than we ourselves. And he was just showing us how to understand things around.   0:53:32.6 Balaji Reddie: He wanted us to know, to understand what we do not know. Through these principles, we can address some of the gaps. Perhaps we were getting a few things wrong. So point number 14, take action to accomplish the transformation. I think it begins with leadership. So point number seven comes into the picture. It begins with training and education. Point number six comes into the picture and it also brings in point number 13, which is learning and development. And education and training is different from learning and development. Training can be very company specific and you can measure the outcomes of training, but you cannot measure the outcomes of development because that takes time.   0:54:19.8 Balaji Reddie: So you need to have some things going in your favor. And for that you need to choose, and he told us how to do that. And yes, he wanted top management to be a part of this because he said those in authority need to do this. But that one sentence that middle management can commence, it can commence there, is a telling statement. So he knew it was possible.   0:54:45.0 Andrew Stotz: That's great. And I like that. Commence. That there's... It's not necessarily gonna be completed by middle management, but middle management can start right now, right where you are. So that's a great way, that's a great way to end with the start. So, Balaji, I want to thank you on behalf of everyone at the Deming Institute. And it's an interesting discussion and I'm enjoying it very much. And for listeners out there, remember to go to deming.org and also there, jump on DemingNEXT to continue your journey. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, and that is: "People are entitled to joy in work."   0:55:32.1 Balaji Reddie: Oh, yeah. Andrew, I think saying thank you on behalf of the institute, I am also a part of the institute.   0:55:38.5 Andrew Stotz: Of course. Of course. You are. I appreciate it. Okay.

This show has been flagged as Explicit by the host. Background This episode describes the contents of an old fishing tackle box I got as a birthday present very many years ago. I used it over the years to gather a pile of mostly useless electronic components and junk. I came across it recently when we were doing a clear out. Mrs X wanted to throw it out. I had a lot of sentimental value due to the long time I've had it. I am a bit of a hoarder and it took a bit of persuasion on my part to be able to keep it especially since I could not think of a single use for any of the contents! I've not had time to add links against all the items. Hopefully I've managed to add links to most of the more unusual items. Apologies if I've missed any. Contents of Box Top row left to right, back to front Compartment 1 Stereo Jack plug & socket Double pole double throw (2-way) switch 12V dc relay from RS 3 legged semiconductor (voltage regulator?) Compartment 2 Multiple fuses mostly for cars Compartment 3 Small silica jelly pouch Micro Switch Reed switches (Not reed relays as I call them in my show) Compartment 4 Potentiometers, Rheostat, variable resistors https://en.wikipedia.org/wiki/Potentiometer Control knobs Compartment 5 Large selection of miniature panel mounted toggle switches https://en.wikipedia.org/wiki/Switch#Toggle_switch Compartment 6 Two crocodile clips https://en.wikipedia.org/wiki/Crocodile_clip Half of a Hi Fi speaker plug https://en.wikipedia.org/wiki/File:Speaker_din_male_and_female.jpg Washer Compartment 7 Mostly chocolate block connectors https://en.wikipedia.org/wiki/File:Leuchterklemme_75dpi.jpg Small selection of glass cartridge Fuses Single 13 Amp mains fuse for UK plug Assortment of soldering iron tips Crocodile clip Air adapter for foot pump for blowing up an air bed or similar Spare nozzle for a de-soldering tool. Made from PTFE https://en.wikipedia.org/wiki/Desoldering#/media/File:Vacuum_plunge.jpg https://en.wikipedia.org/wiki/Polytetrafluoroethylene Ferrite ring https://en.wikipedia.org/wiki/Ferrite_bead Compartment 8 Rubber Grommets and a heatsink Middle row left to right, back to front Compartment 1 Large selection of glass cartridge fuses Compartment 2 Another large selection of glass cartridge fuses Small selection of diodes, some quite Large https://en.wikipedia.org/wiki/Diode Compartment 3 Two multi turn precision variable resistors https://en.wikipedia.org/wiki/Potentiometer#/media/File:Beckman_Helipot_potentiometer_SA1400A_2007.075.002.jpg Cheap variable resistor with in built switch Compartment 4 Bag of multi coloured LED's (Cheap for Pi add on board) 2 inch 8 ohm speaker Compartment 5 Panel mounted heavy duty toggle switch, two pole one way Compartment 6 Light Dependent Resistor (LDR) https://en.wikipedia.org/wiki/Photoresistor Large Tricolour LED Compartment 7 Variable capacitors PCB (Printed Circuit board) mounted Spare nozzle for de-soldering tool. Made from PTFE Light Dependent Resistor (LDR) Panel mounted heavy duty rotary switch, two pole one way Bag of various fuses Halogen 12V car headlight bulb Variable resistor with long plastic spindle, panel mount Heatsink possibly for heavy duty transistor Compartment 8 Variable resistor PCB (Printed circuit board) mounted Bottom row This is just a big jumble of stuff, listed in no particular order DC red and black power lead with inbuilt fuse Small solder-less breadboard for prototyping https://en.wikipedia.org/wiki/Breadboard Bag of various plugs & connectors mostly Jack plugs and sockets Bag of quartz crystals and a components receipt from 1985 I added crystals to an old PMR (Private mobile radio) boot mount radio. Possible a Pye Westminster Radio. I looked but couldn't find picture of the radio Several bits of Perfboard or strip board https://en.wikipedia.org/wiki/Perfboard 1 Watt audio amplifier kit with instructions not built! D-type serial port mounted to PCB with screw down connections Bag of resistors https://en.wikipedia.org/wiki/Resistor Large bag of LED panel mount holders Electronic Instruction guide XH79L (Maplin) price 25p Chocolate block connecting block https://en.wikipedia.org/wiki/File:Leuchterklemme_75dpi.jpg Telephone pickup for recording phone calls. (Never worked) https://www.amazon.co.uk/Black-Telephone-Pickup-Sensitive-Microphone/dp/B000L1OZG8 Multi coloured ribbon cable Plastic trimming tool screwdriver set. https://www.amazon.co.uk/C-K-T4857-Precision-Plastic-Trimmer/dp/B000WKIYTW Panel mounted BNC socket (Baby Neill Constant) https://en.wikipedia.org/wiki/BNC_connector Provide feedback on this episode.

In this short podcast, Roman Baugh takes over with his new series, "The Deep End," where he shares tech support conversations. This time, Roman is on the other end of a live tech support call about a grounded compressor with an existing Mitsubishi mini-split (Mr. Slim heat pump). The unit in this case had an unclear service history due to the homeowner moving in recently. In this issue, the compressor kicked on and kicked off immediately. After the technician in this scenario told tech support that he had no continuity from the compressor to ground, tech support asked him to check the resistance (which was 43 ohms from black to ground and 43 from white to ground). Tech support concluded that the compressor was grounded, and it needed to be replaced (along with the PCB). However, the resistance disappeared mid-call, and intermittent resistance readings don't always indicate a failed winding; it's worth noting that cool ambient temperatures that enable liquid refrigerant to migrate into the compressor could potentially skew electrical readings. Roman recommended shutting the system down and trying to get the system to run. His rationale was that if the unit ran and didn't keep stopping, the system may have been overcharged or lacking a crankcase heater. However, that did not show any improvement in operation; the compressor rattled for about a second and shut off. A resistance test confirmed that the compressor was grounded, pointing to a mechanical issue with the compressor and not just a one-off instance of refrigerant migration. This type of failure can happen when there are repeated instances of liquid refrigerant in the crankcase over time.   Have a question that you want us to answer on the podcast? Submit your questions at https://www.speakpipe.com/hvacschool. Purchase your tickets or learn more about the 7th Annual HVACR Training Symposium at https://hvacrschool.com/symposium. Subscribe to our podcast on your iPhone or Android. Subscribe to our YouTube channel. Check out our handy calculators here or on the HVAC School Mobile App for Apple and Android.

This week on The Tone Mob Podcast, Blake hangs with Shea Sterner of thisheavyearth, a Portland-based builder making heavy pedals, brutal solid-state amps, and gear that looks like it crawled directly out of a fantasy-metal record sleeve. Shea shares his path from punk and metal scenes in Pennsylvania, to recording experiments in Texas, to learning repairs and circuit design in Salt Lake City, and eventually launching This Heavy Earth in Portland. The conversation gets into acid-etched pedals, self-taught PCB design, the FleshRot amp and preamp world, Ampeg VH140C inspiration, HM-2 chainsaw tones, baritone guitars, and why solid state deserves a much louder seat at the table. They also dig into building a gear company with your spouse, NAMM stories, fantasy artwork, plugins, small-business chaos, and the joy of making sounds that can swing from beautiful to absolutely disgusting with a single stomp. Check out the brand's offerings HERE https://www.thisheavyearth.com/ Support The Show And Connect! The Text Chat is back! Hit me up at (503) 751-8577 You can also help out with your gear buying habits by purchasing stuff from ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Tonemob.com/reverb⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Tonemob.com/sweetwater⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ or grabbing your guitar/bass strings from ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Tonemob.com/stringjoy⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode Chris and Melissa dig into one of Chris's favorite PCB design topics: pocket masking vs. gang masking on fine-pitch components.Chris explains why solder mask slivers matter, how PCB design tools can accidentally create manufacturability problems, and what designers can do to help prevent solder bridging during assembly. The discussion covers solder mask expansion, registration tolerances, stencil printing, pick-and-place placement pressure, and why “gloves, not mittens” is the mental model to remember.The episode also opens with a few updates, including Chris becoming a Certified Electronics Program Manager and CircuitHub announcing a $28 million raise from Plural Ventures.TL;DR: For fine-pitch components, especially 0.5 mm pitch and smaller, pay close attention to your solder mask expansion.Chris's rule of thumb:Start checking at 0.5 mm pitch or smallerAim for 10 mil spacing between copper pads, edge-to-edgeReserve 3 mil for solder mask registration on each sidePreserve a 4 mil solder mask sliver between padsIn metric, that means roughly:0.25 mm copper-to-copper spacing0.075 mm registration allowance on each side0.1 mm solder mask sliverIf space is tight, Chris recommends trimming the copper lands slightly rather than sacrificing the solder mask sliver. The sliver is what helps prevent solder from bridging between pads during printing, placement, and reflow.The short version: protect the solder mask sliver. Gloves, not mittens.pickplacepodcast.com

Tomachie has quite a few tricks up its sleeve. Its eponymous platform provides AI-assisted analysis of PCB schematic data. It optimizes DfT and identifies the ideal locations for physical test point insertion. And it generates a 0-100 layout-readiness score, providing design teams with an objective, data-driven metric. Tomachie is the brainchild of CJ Clark, a veteran test engineer with a background in JTAG and boundary scan technology, not to mention five patents under his belt. He is also CEO of Intellitech, Tomachie's sibling company. CJ spoke with Andy Shaughnessy about Tomachie, what AI can and can't do, and why he wishes his team had access to a tool like this 25 years ago.

Today, we're going to explore a topic that doesn't always get the attention it deserves but has a direct impact on product quality and long-term reliability. Mike Konrad is joined by Mehdi Nahali, founder of PCB Revision Control PRO. His platform is designed to replace spreadsheets, emails, and disconnected systems with a centralized approach to PCB revision lifecycle management and factory intelligence.  They going to talk about how revision control, data integrity, and process discipline impact reliability, and where manufacturers are still getting it wrong.

Have you always wanted to get into the hobby of repairing & restoring classic arcade video games, but never knew where to start? Well, you're in luck, because we've got all the answers! In this episode, we'll cover the basics of repairing all the electronics inside an arcade machine, including the power supply, monitor, and game PCB -- plus some tips & tricks! (Topic suggested by viewer Kaworu0005)Welcome to The Coin Jam Podcast, a show about repairing, restoring, and collecting classic coin-operated amusement machines. We cover everything from #arcade video games and #pinball machines, to jukeboxes, redemption games, and more. If you've ever wanted to listen to a group of guys ramble on about multimeters, Molex connectors, desoldering tools, CRT monitor chassis, bondo, and blown fuses... then this is the podcast for you! Hosted by Liam from Retrobotics, Chance from The Canadian Arcade, Charlie from Overtime Arcade, and K' from Prime Arcade Sales & Repair. https://www.youtube.com/@retrobotics https://www.youtube.com/@TheCanadianArcade https://www.youtube.com/@overtimearcade https://www.youtube.com/@primearcadetx https://www.tiktok.com/@prime_arcade https://www.facebook.com/primearcade

20260525 PCB Peer Engagement Presents Originally Broadcasted May 25, 2026, on ACB Media 6 Matt Selm and ACB Next Generation dropped by to discuss topics including attracting younger members to your affiliate, making them feel welcome, and getting them involved. Sponsored by: Pennsylvania Council of the Blind Subscribe to the PCB email list

Imagine being a speech therapist and waking up in an ICU, unable to speak, swallow, or move your head and neck. That's what happened to Vanessa Abraham, MS, CCC-SLP, seven years ago when she was paralyzed by the pharyngeal-cervical-brachial (PCB) variant of Guillain-Barre. In this episode, she shares the full story from ventilator, tracheostomy, G-tube, and eye gaze boards through her path to eventually rebuilding her voice, her ability to swallow, and her clinical practice.  We cover: The PCB variant of Guillain-Barre and what recovery actually looks like How Vanessa found the Neubie, which turned out to be the missing link in her recovery The ways she uses electrical stimulation on the head and neck in her speech-language pathology practice, and how she dials in for swallowing and vocal cord function Polyvagal theory, why the body can't heal in a state of fight-or-flight, and how Vanessa uses the Master Reset Her frameworks for working with children with autism, adults with neurodegenerative conditions, and people experiencing PICS (post-intensive care syndrome) Vanessa is now one of the first SLPs in the world using the Neubie and has become a passionate educator through her book Speechless, her various talks and appearances, and her clinical practice. Her story is a very powerful pain-to-purpose conversation.  

Signal integrity engineers working on high-speed serial links, Ethernet, USB, PCI Express, and DDR memory interfaces need powerful simulation tools, but commercial software licenses can be cost-prohibitive. In this episode of the Altium OnTrack Podcast, host Zach Peterson sits down with David Banas, Solutions Engineer at Keysight, to explore three open-source Python packages that are transforming how engineers approach serial link simulation, IBIS-AMI model testing, and channel operating margin analysis. David walks through PyBERT, his most popular tool, demonstrating live how it handles eye diagrams, bathtub curves, jitter analysis, and equalization techniques like CTLE, DFE, and TX de-emphasis.   The pair explore PyIBIS, a Python tool for IBIS-AMI model developers, demonstrating its capabilities in analyzing signal transmission parameters. They look at how it helps debug models and apply equalization techniques to address signal distortion. Understanding this tool is crucial for effective data transmission analysis and ensuring signal integrity, especially when working with complex designs in Altium Designer or Cadence Design Systems.  

America invented the circuit board but now makes less than 4% of the world's supply. Team AAM goes behind the scenes of the documentary "The New Frontier," hearing from Wesley Sprecher of Blue Water Components, Jesse Vaughan of Summit Interconnect, and Sean Kincaid of K&F Electronics on why the collapse of domestic PCB production is a national security crisis — and the fight to rebuild it before America loses the capacity for good.

《天下雜誌》最新兩千大企業調查出爐，AI列車高速狂奔！在台積電等巨頭之外，許多傳統零組件廠正在經歷「轉骨時刻」，透過技術迭代與毛利率跳升，成為撐起 AI 算力架構的隱形冠軍。面對 AI 從雲端運算走向推理與邊緣裝置（Edge AI）的下一波浪潮，台灣供應鏈不只靠缺貨漲價，更憑藉著與巨頭並肩研發的「定價權」優勢，在馬拉松式的競爭中全速衝刺。 【聽完這集你會知道】 04:58｜透視台灣傳產轉骨的篩選指標 解析如何透過「毛利率跳升」指標篩選出隱藏在五金、模具領域的 AI 供應鏈，看這群台灣企業如何從傳統製造業進化為挑戰物理極限的高端科技供應商。 08:30｜拆解台股從 15 倍到 30 倍的估值躍升 台灣企業高成長與毛利率持續跳升如何打破歷史評價天花板，讓 AI 個股具備支撐高本益比的底層基本面。 18:09｜掌握與科技巨頭共舞的研發節奏 台光電與輝達（NVIDIA）的長期合作，在市場爆發前五年便投入材料開發，藉此掌握「獨家供應」的定價權與技術壁壘。 24:30｜AI 下半場佈局指南：從雲端算力轉向 Edge 端與光傳輸趨勢 預見 2026 年 AI 發展將從資料中心擴散至邊緣運算（Edge AI），並解析「光銅並進」趨勢下，矽光子技術如何成為台灣線材、鏡頭與傳輸產業的新成長引擎。 27:25｜高乖離率下的防禦心法 針對台股與季線乖離過大的投資環境，提供「定期定額」與「均線支撐」的加碼點判定策略，助投資人在長線 AI 紅利中平衡短期波動風險。 【本集金句】 「過去我們習慣給目標價設天花板，但現在 AI 供應鏈是在挑戰物理極限；這不是馬拉松，而是馬拉松式的全程衝刺。」 主持人：天下雜誌總編輯 陳一姍 來賓：統一投顧總經理 廖婉婷、天下雜誌資深記者 林麗珊 製作團隊：張雅媛、錢玉紘、曾郡喆、邱宇豪 ＊2026 兩千大出刊限時優惠！$11解鎖最新榜單資訊和暢讀天下所有文章，優惠只到5/31：https://hi.cw.com.tw/u/k5aqLqR/ ＊延伸閱讀｜AI不只台積的武林！奇兵50強出列：https://www.cw.com.tw/article/5141001 ＊意見信箱：bill@cw.com.tw -- Hosting provided by SoundOn

In this episode of the OnTrack Podcast, Zach Peterson sits down with Gabriel Guglielmi, VP of Global Product Management at Infinite Electronics, to explore one of the most disruptive shifts in electronics today: the rise of unmanned systems. From group one commercial drones to group five collaborative combat aircraft, Gabriel breaks down how the same revolution that transformed the space industry through SpaceX is now reshaping aerospace, defense, public safety, and consumer delivery. Learn why interconnect technology has become just as critical as semiconductor performance, and how a new generation of startups is compressing decades-long development cycles down to mere months.   The conversation digs deep into the supply chain challenges facing US and allied drone manufacturers, the FCC's part 108 regulations, the Department of War's Drone Dominance program, and why companies like Neros and Infinite Electronics see massive opportunity in rebuilding a friendly-nation supply chain. Gabriel also shares his thoughts on humanoid robotics, counter-drone systems, drone racing, agricultural applications, and the emerging low-altitude economy that could rival the internet revolution of the 1990s. Whether you design RF systems, work in aerospace and defense, or just want to understand where electronics is headed, this episode delivers a clear-eyed view of an industry being born in real time.  

Today, we're going to explore a topic that doesn't always get the attention it deserves, but has a direct impact on product quality and long-term reliability.I'm joined by Mehdi Nahali, founder of PCB Revision Control PRO. His platform is designed to replace spreadsheets, emails, and disconnected systems with a centralized approach to PCB revision lifecycle management and factory intelligence. We're going to talk about how revision control, data integrity, and process discipline impact reliability, and where manufacturers are still getting it wrong.PCB Revision Control Prohttps://www.pcbrevisionpro.com

In this episode, Hackaday Editors Elliot Williams and Tom Nardi start things off by discussing the latest reason that cheap PCB fabrication isn't quite as cheap as it once was. The conversation will then move on to hacking electronic shelf labels, stylish e-ink status displays, cutting metal at home with high current and a bit of water, a solarpunk message board hiding in a IKEA-style lantern, and pushing NFC out of its comfort zone. From there you'll hear about a matching transistors, taking pictures of the International Space Station, and Linux on the PS5. They'll wrap up this week's episode by going over the surprisingly simple concept behind flow batteries, and learn who's still using leaded gasoline and why. Check out the links if you want to follow along, and as always, tell us what you think about this episode in the comments!]

The PCB industry has long relied on manual microsectioning to verify board quality — but as densities increase and skilled labor becomes harder to retain, that process is breaking down. In this episode of the Altium OnTrack Podcast, host Zach Peterson welcomes back Geoffrey Leeds, founder of SCAN Labs, for his third appearance on the show. Geoffrey breaks down what he calls the "metrology gap" — the widening divide between the precision measurement capabilities available to semiconductor manufacturers and those available to PCB fabricators — and explains why this gap is becoming a critical problem for high-reliability industries like defense, aerospace, medical, and automotive.   SCAN Labs is addressing this gap head-on with a heavily automated, third-party inspection and test laboratory that specializes in microsectioning for electronics verification. Geoffrey walks through the company's serialized grinding and imaging system, which can produce a fully analyzed IPC coupon roughly every six minutes, generating high-confidence metrology data at scale. The conversation also covers the role of AI and LLMs in electronics manufacturing, the limits of current non-destructive inspection methods, and Geoffrey's vision for standardizing metrology data reporting in collaboration with IPC — so that as-built data can feed directly back into design and simulation tools.  

In this episode, Chris and Melissa return after a long break with a recap of Chris's trip to APEX. They discuss customer visits, EMS management meetings, the value of trade shows, and why x-ray inspection is becoming such a big topic in PCB assembly. Chris also talks about AI, reusable checklists, his new Feeder Pugs project, and the time a hotel accidentally drilled into his room. Melissa closes things out with a pet peeve about signs that block traffic visibility.pickplacepodcast.com

What does it take to design interconnects for AI data centers pushing 112G, 224G, and even 448G? In this episode of the Altium OnTrack Podcast, host Zach Peterson sits down with Matt Burns, Director of Technical Marketing at Samtec, to unpack how connector technology has evolved to meet the demands of modern high-speed systems. From co-packaged copper and optics to near-package interconnects, Matt walks through Samtec's product families and explains why choosing your connector early in the design cycle is no longer optional at these speeds.   The conversation also explores how these same high-speed design principles are trickling down into embedded systems, where physical AI and edge computing are creating new demands for smaller, faster, denser interconnects. Matt shares insights from DesignCon, OFC, and Embedded World, painting a picture of an industry at an inflection point — one where robotics, AI accelerators, and open embedded standards are driving the next generation of connector innovation. Whether you're a PCB designer, systems architect, or just curious about what's happening at the bleeding edge of interconnect technology, this episode is packed with practical insight.  

20260427 PCB Peer Engagement Presents Originally Broadcasted April 27, 2026, on ACB Media 6 Pam Metz discussed Self Advocacy: How to be positive, constructive, and not lead with anger and negativity. Sponsored by: Pennsylvania Council of the Blind Subscribe to the PCB email list

Welcome back Matt Liberty (Joulescope) and Luke Beno (Werewolf.us) Matt has been a guest on episodes 527 and 607 Luke was a guest on episode 272 Luke launched a new cable manufacturing and power supply company in the US called Werewolf.us Matt is working on the JS320 We discussed how PartsBox is a great ERP solution but Matt and Luke decided to go fully custom with Claude Code. Jan Rychter was a guest on episode 542 We discussed the differences with Product Lifecycle Maintenance. Michael Corr of the recently acquired Duro Labs was on episode 577 CAM workflow A fully verticalized PCB factory is something Jonathan Hirschmann talked about on episode 299 Jeff Bezos is investing 100B in a fund that is looking at automation in the factory using AI Matt recently had success with Claude Code and verilog programming Saleae for hardware in the loop using their APIs Other tools to check out pyelf pdfdk blast superpowers skill (by past guest at Teardown Jesse Vincent) Luke used OpenClaw to power a chat agent in his ERP system Working with distributors TI backlog Chris recently learned that Digikey has a developer API Cocotb verification framework (in Python) Luke is working on vision experiments for inhouse developed AOI solutions

What if you could parse your Altium project files from the command line, generate a full BOM in seconds, extract net lists as AI-readable JSON, and spin up a 3D HTML viewer with zero dependencies — all without ever opening Altium? In this episode of the OnTrack Podcast, host Zach Peterson sits down with Eli Hughes, principal at Wavenumber LLC, to dig into a suite of open-source tools he's built around Altium file formats. Eli walks through the Altium Cruncher toolset, including Mega Maid (a vacuum-cleaner-style data extractor), a 3D PCB visualizer, and a schematic viewer with animated net tracing — all self-contained HTML files requiring no install or cloud connection.   The conversation goes far beyond visualizers. Eli reveals how he feeds parsed net lists directly into Claude and Codex for AI-assisted design reviews, power tree analysis, and even automatic Zephyr device tree generation — completing in minutes what used to take a full day. He also lays out his vision for a next-generation PDM system: an AI-queryable knowledge store that ingests decades of schematic history, EVK reference designs from TI, Renesas, NXP, and more, and supply chain data — so engineers can stop reinventing the wheel and start building on proven, procurable circuits. If you care about PCB workflow automation, AI-assisted hardware development, or the future of design reuse, this episode is essential viewing.  

In this episode:The Rundown (:36): Drew Earnest of D.H. Griffin and a member of the NDA Board of Directors opens with a safety moment recognizing National Work Zone Awareness Week and the importance of vigilance in active work zones. He highlights upcoming NDA education opportunities in Washington, D.C., including the Foundations of Demolition Project Management and Job Cost Tracking courses in April and the Demolition Methods, Planning and Design course in May. He also shares updates on NDA advocacy efforts, including requests to OSHA and EPA for regulatory clarity on silica dust controls in freezing conditions and PCB bulk product waste disposal, along with a look at infrastructure funding priorities and current scrap market trends.From the Field (6:11): Doug Thomas of Independence Demolition makes the case for treating engineering and structural analysis as a core part of every demolition project — not an afterthought. He walks through the key questions contractors should ask before starting work, from identifying structural strengths and weaknesses to understanding load capacities, ground conditions and sequencing. He also emphasizes the role of planning, engineering surveys and contract requirements in reducing risk and improving efficiency, reinforcing a simple idea: better planning leads to safer, more controlled demolition.Member Conversation (13:09): In a conversation with NDA's director of content, Alexa Schlosser, Geordie Stewart of Connect Work Tools shares his path into the demolition industry — from teaching high school economics to building a career in attachments and equipment. Now serving as president of NDA's newly formed Rocky Mountain Chapter, he discusses how the chapter came together, the value of local engagement within a national organization and what attendees can expect from the group's upcoming event in Centennial, Colorado. Stewart underscores the role of chapters in lowering barriers to entry, fostering relationships and creating accessible opportunities for learning and collaboration across the industry.

En el Radar Empresarial revisamos hoy las últimas novedades sobre Bayer, destacadas en la portada del diario Handelsblatt. La cifra clave es contundente: 24.000 millones de euros. Ese es el importe que la compañía estaría dispuesta a destinar para cerrar el conflicto legal vinculado a Monsanto. Conviene recordar que en 2018 el grupo alemán adquirió la empresa estadounidense por 66.000 millones de dólares, en una operación que, lejos de cumplir las expectativas iniciales, ha terminado generando un enorme coste económico y reputacional. Los problemas legales comenzaron apenas unos meses después de anunciarse la compra. Un jardinero, Dewayne Johnson, declaró ante un tribunal en 2015 que el uso del herbicida Roundup, desarrollado por Monsanto, le provocó un linfoma no Hodgkin, un tipo de cáncer que afecta a los linfocitos. Tras varios años de litigio, Bayer perdió el caso y fue condenada a pagar 289 millones de dólares. La defensa del demandante se apoyó en un informe de 2015 de la Agencia Internacional para la Investigación del Cáncer, que clasificó el glifosato —principal componente del producto— como probablemente cancerígeno. El goteo de sentencias continuó. El año pasado, la compañía fue obligada a abonar 2.100 millones de dólares a John Barnes, un ciudadano de Georgia que también atribuyó su enfermedad al uso de Roundup. Mientras tanto, el consejero delegado, Bill Anderson, reiteró públicamente la seguridad del herbicida en diciembre. Sin embargo, Bayer ya ha desembolsado más de 10.000 millones de dólares en compensaciones. Desde el primer caso, se han presentado unas 170.000 demandas, de las cuales todavía quedan activas cerca de 66.000. Este escenario ha tenido un impacto directo en las cuentas del grupo, que registró pérdidas superiores a los 3.000 millones de dólares el pasado año, en gran medida por los litigios en Estados Unidos. La compañía confía ahora en una decisión clave del Tribunal Supremo estadounidense, prevista para junio. Aun así, las controversias no son nuevas: Monsanto ya estuvo implicada en episodios polémicos, como la producción del agente naranja durante la guerra de Vietnam o la prohibición de los PCB en los años setenta por sus efectos contaminantes y posibles consecuencias en la salud humana.

First-time inventors face a steep learning curve when adding electronics to physical products. This episode unpacks PCB design essentials, outsourcing strategies, and manufacturing optimization to help you avoid costly mistakes and bring your idea to market faster. To learn more, visit https://www.rabbitproductdesign.com/electronicsdesign Rabbit Product Design City: Palo Alto Address: 2100 Geng Rd Ste 210 Website: https://www.rabbitproductdesign.com/

In this episode of the IoT For All Podcast, Matthias Wagner, Founder and CEO of Flux, joins Ryan Chacon to discuss AI-assisted hardware design for IoT. The conversation covers the historical challenges of hardware design, the current capabilities of AI tools, compressing the hardware iteration cycle, integration challenges, the limitations of AI, and enabling IoT innovation.Matthias Wagner is the Founder and CEO of Flux, the world's first AI hardware engineer. He is a maker, a hands-on technical leader, and an entrepreneur leading a grassroots revolution in hardware design. Under his leadership, Flux has grown to more than 1M sign-ups and has powered more than 6M hardware projects to date.Flux is the world's first AI hardware engineer. Just as AI coding has transformed software development, Flux is transforming hardware design with agentic AI by allowing anyone to design PCBs with natural language prompts. Flux is able to understand schematics, PCB layouts, and component constraints, helping teams design, review, and optimize hardware in real time. It makes professionals faster and gives non-engineers the ability to build products they could only dream of in the past. With more than 1 million sign-ups and more than 6 million projects created to date, Flux is pioneering a new era of AI-native hardware design.Discover more about IoT and AI at https://www.iotforall.comFind IoT solutions: https://marketplace.iotforall.comMore about Flux: https://www.flux.aiConnect with Matthias: https://www.linkedin.com/in/matthias-wagner-5220b047/Our sponsor: https://kiloiot.ioSubscribe on YouTube: https://bit.ly/2NlcEwmJoin Our Newsletter: https://newsletter.iotforall.comFollow Us on Social: https://linktr.ee/iot4all

Is FPGA engineering the best career path for electronics engineers today? In this episode of the Altium OnTrack Podcast, host Zach Peterson sits down with Adam Taylor — founder of Adiuvo Engineering and the FPGA Horizons conference — to explore the full landscape of FPGA development. From how Adam accidentally fell into FPGAs as a new graduate to building one of the UK's most talked-about technical conferences, this conversation covers what it really means to build a career around programmable logic. Adam shares why he believes engineers should cultivate broad skill sets, how FPGAs have evolved from simple glue logic into advanced compute platforms, and what the future holds for FPGA professionals in an AI-driven world.   The episode also dives into the growing intersection of FPGA development and PCB design, the collaboration challenges that arise when hardware teams work in silos, and how AI tools like agentic coding assistants are beginning to change the way engineers write RTL. Adam also gives an inside look at FPGA Horizons — his community-driven, vendor-neutral conference now expanding to the US through a partnership with PCEA at PCB East. Whether you're a seasoned FPGA engineer, a board designer looking to understand programmable logic better, or a student weighing your career options, this episode is packed with practical insights and honest takes from someone with 26 years in the field.  

Wally Rhines is the spokesperson for the ESD Alliance, part of Semiconductor Equipment and Materials International. He joined Andy Shaughnessy to share details from the latest ESD Alliance report on sales of computer-aided engineering tools, semiconductor tools, PCB design software, related IP and services, and employment. In this interview, Wally discusses the results for the fourth quarter of 2025, which marks the 20th consecutive quarter of year-on-year growth. What are the drivers behind this winning streak, and what "soft spots" should be on our radar screens?

In this episode of The EEcosystem Podcast, Judy Warner sits down with David Schild of the Printed Circuit Board Association of America (PCBAA) for a timely, high-impact conversation about the future of U.S. PCB manufacturing. David shares insights on The New Frontier, a new documentary spotlighting the human stories behind America's PCB industry and the urgent need to reshore domestic manufacturing. Together, they unpack why PCBs are critical infrastructure—powering everything from AI data centers to national defense—and why rebuilding this ecosystem is essential for innovation, security, and workforce development.  If you care about the future of electronics, national security, and sustainable engineering careers, this is a conversation you don't want to miss.

We talk with Tobias Kästner, a physicist-turned-software-architect and technical consultant at Inovex, about his journey from painfully slow hardware-software integration cycles to achieving three-week hardware sprints. Tobias shares hard-won lessons from medical device development, where fuzzy requirements and constant feedback from life scientists forced his team to rethink traditional approaches. The conversation centers on practical techniques: breaking monolithic PCB designs into modular "feature boards" connected via shields (think Arduino-style), using Git for hardware version control with SHA-1s printed on silkscreens, and leveraging tools like Zephyr RTOS to enable plug-and-play firmware that matches the modularity of the hardware. Tobias explains how relaxing constraints like board size and using automation to merge schematics allowed his team to iterate rapidly while maintaining a clear path to final form-factor designs. We discuss how this approach scaled to projects with 120+ people across multiple teams, and why the interplay between system architecture, organizational structure, and information flow matters more than most realize. Key Topics [02:30] The painful reality of traditional hardware development: six-month wait for hardware, nine months of debugging [08:00] Breaking apart monolithic PCB designs into modular feature boards with shield connectors [12:45] Relaxing constraints: larger board areas, autorouting, and prioritizing testability over final form factor [18:20] Version control for hardware: putting schematics in Git and printing SHA-1s on silkscreens [22:00] Using automation to merge feature board schematics into final form-factor designs [26:15] Firmware architecture: NuttX, Zephyr, KConfig, and device trees for modular, plug-and-play software [35:40] Scaling agile hardware-software co-development to 120+ person projects across multiple teams [39:00] The interplay of system architecture, organizational architecture, and information architecture Notable Quotes "When the board arrived, not a single line of code had been written for it because no one had been able to touch it. It took us nine additional months to debug all the things out of it." — Tobias Kästner "I've never seen any board working the first time. I've never seen any prototype without thin wires patching things out, but that's maybe a different story." — Tobias Kästner "We cannot think these architectures as independent of one another. If we have limitations in two of these architectures, we will see these limitations in the third architecture as well." — Tobias Kästner Resources Mentioned Inovex - Tobias's company offering engineering consulting services, trainings, and expertise in embedded systems, IoT, and full-stack development Zephyr RTOS - Open-source real-time operating system with KConfig, device tree support, and extensive driver library that Tobias recommends for modular firmware development NuttX RTOS - Apache Foundation RTOS with clean device driver model and KConfig support that Tobias used in earlier projects KiCad - Open-source PCB design software with emerging Python API support for schematic automation Services and Contact Through Inovex, Tobias provides trainings for both Zephyr and Yocto Linux, as well as consultancy and engineering support for embedded projects -- from 1-2 day workshops evaluating architectural state and cost/benefit analysis, to first prototypes, to full-fledged software development. With partners such as alpha-board (Berlin) and Blunk electronic (Erfurt), they also offer agile hardware services and help teams get started with the methods discussed in this episode. Email: tobias.kaestner@inovex.de Tobias Kästner on LinkedIn tobiaskaestner on the Zephyr Discord Channel Links Companies: Inovex -- Embedded Systems Blunk electronic alpha-board Navimatix Talks and publications: Modular and Agile HW Development (2018 talk) Leveraging Zephyr's HW Abstraction for Agile Systems Engineering (2023 talk) Whitepaper: Agile in der Hardware -- by Gregor Gross, Christoph Schmiedinger, and Tobias Kästner Leveraging Zephyr for Functional Architecture Decomposition (2025 talk) Books recommended by Tobias: Small Groups as Complex Systems -- Holly Arrow et al., SAGE Publications The Dao of Complexity -- Jean Boulton, DeGruyter You can find Jeff at https://jeffgable.com.You can find Luca at https://luca.engineer.Want to join the agile Embedded Slack? Click hereAre you looking for embedded-focused trainings? Head to https://agileembedded.academy/Ryan Torvik and Luca have started the Embedded AI podcast, check it out at https://embeddedaipodcast.com/

Dave shows you how to use your oscilloscope probe to detect mechanical vibrational modes on your PCB. And shows off the Crysound Acoustic Imaging Camera! https://www.kickstarter.com/projects/pocket-acoustic-cam/crysound-pocket-acoustic-imaging-camera/ Forum: https://www.eevblog.com/forum/blog/eevblog-1743-mechanical-vibration-detection-with-your-oscilloscope-probe/

Karen Burnham feels your pain - the pain of EMC, that is. Karen is an EMC engineer, instructor, and founder of EMC United, a consulting company that aims to make EMC less painful for the rest of the PCB design engineering community. Karen joins Andy Shaughnessy to discuss some of the most common EMC challenges facing our industry today, a variety of solutions for these challenges, and design practices that can help you avoid EMC problems the first place. Karen also explains why EMC needs to become part of every high-speed PCB design cycle, and not an afterthought that's only addressed when a board fails FCC. Karen will be speaking at PCB East 2026, and she offers a preview of what attendees can expect to learn in her class, "EMC 101 - Fundamentals," which takes place April 30 at the DCU Convention Center in Worcester, MA. 

Altium Develop gives your entire team real-time visibility into PCB designs, supply chain data, and manufacturing feedback — so thermal and power decisions never get made in isolation: https://www.altium.com/develop?utm_source=youtube&utm_medium=video&utm_campaign=ontrack-podcast&utm_content=ipc-2221-vs-2152-the-truth-about-pcb-trace-current-ratings   If you've ever sized a PCB trace using the IPC 2221 charts or relied on a 10°C rise rule of thumb, this episode of the OnTrack Podcast is essential viewing. Host Zach Peterson sits down with Mike Jouppi — the engineer behind IPC 2152 — to unpack decades of misunderstood standards, flawed assumptions, and what designers should actually be doing when it comes to conductor sizing and thermal management.   Mike walks through the critical differences between IPC 2221 and IPC 2152, explains why the internal trace data in 2221 was never derived from actual in-board testing, and reveals how adding copper planes to your design can dramatically increase power dissipation even while keeping temperature rise "within spec." If you're designing power-carrying traces without thinking in terms of power loss budgets, this conversation will change how you approach every future layout.  

What if one of the most critical components in modern technology — from fighter jets to smartphones — is also one of the most overlooked? In this episode of The China Desk Podcast, host Steve Yates sits down with David Schild, Executive Director of the Printed Circuit Board Association of America (PCBAA), to break down the strategic importance of printed circuit boards (PCBs) and why they have become a major vulnerability in the U.S.–China competition. Schild explains that while policymakers have focused heavily on semiconductors and rare earths, the United States has largely ignored the “middle layer” of the electronics stack — printed circuit boards — which connect and enable every advanced system in modern life. From defense systems and AI data centers to power grids and consumer electronics, virtually everything relies on PCBs. The conversation details how China came to dominate global PCB production through long-term industrial policy, subsidies, and strategic investment, while U.S. production collapsed from roughly 30% of global supply to just 4% today. This shift has created serious national security concerns, including supply chain dependence, risks to trusted and secure systems, and the loss of domestic research and development. The discussion also explores: • Why PCB dependency poses risks to defense systems and critical infrastructure • How “dual-use” and commercial off-the-shelf components create loopholes in defense procurement • What happens to U.S. supply chains in a Taiwan crisis or major disruption in Asia • The lack of surge manufacturing capacity in the United States • Policy solutions including the PCBS Act, tax incentives, and Buy America requirements • The role of tariffs, industrial policy, and strategic investment in rebuilding domestic production • Why industrial policy and national security are now inseparable Schild argues that rebuilding U.S. PCB manufacturing is not just an economic issue — it is essential to maintaining technological leadership, securing supply chains, and ensuring that the United States can compete in an era of great power competition. Watch Full-Length Interviews: https://www.youtube.com/@ChinaDeskFNW

What if the wrong click turned out to be the right one? And once you're in the industry, how do you build a process that lets a lean team of 15 manage more than 2,000 unique circuit board products without it all falling apart? What you'll learn… (00:50) Are Halvorsen's role at Microchip and his team's mission building eval boards and EVKs for new silicon products (04:00) How Microchip's Trondheim team manages high-mix, low-volume production of 2,000+ PCB products using contracted manufacturers and a PCB broker (07:35) Why DFM must be built into the design from day one and what it means to truly know your CM's capabilities (11:45) Test point strategy: when full net coverage makes sense versus targeted functional testing for complex, constrained boards (16:25) Gerber vs. ODB++ vs. IPC-2581—where the industry actually stands today (17:20) Scaling design processes across global teams: lessons learned from early Atmel days to Microchip's current operations (23:00) The “river” philosophy: a self-service, no-blockers approach that lets designs flow from concept to warehouse (24:45) What Are is looking forward to with Siemens EDA—integrated toolchains, browser-based design review, and automatic lifecycle traceability (29:05) Final thoughts: constant change, AI, data centers, and the endless possibilities ahead for PCB engineers More about the episode… In this episode of the Printed Circuit Podcast, host Steph Chavez welcomes Are Halvorsen, Principal Design Engineer at Microchip Technology's Trondheim office in Norway. Are's path into engineering is anything but conventional — starting as a teenage electrician-in-training, pivoting through an oil-drilling master's program, and ultimately landing in electronics after accidentally clicking the wrong course in an online portal. The conversation dives into Microchip's high-mix, low-volume production model, where a team of 15 operations professionals manages over 2,000 unique PCB products through contracted manufacturers. Are walks through their layered quality approach — AOI, MDA, and a Python-based functional test framework — and explains how remote debugging through test logs lets him pinpoint issues without ever touching the hardware. Are also reflects on the lessons learned scaling these processes across global teams, championing a self-service "river" philosophy where well-prepared design packages flow from creation to warehouse with minimal friction — but without sacrificing accountability. The episode closes with his vision for a fully integrated EDA toolchain that frees engineers to focus on what they do best: designing great hardware. Connect with Steph Chavez: LinkedIn Website Connect with Are Halvorsen: LinkedIn Website

The PCB design world is buzzing with frustration: skyrocketing costs, forced cloud migrations, and a widening gap between free tools like KiCad and heavy enterprise suites like Xpedition, Allegro, and Altium Designer. In this frank and non-nonsense conversation, David Haboud explains how Siemens is stepping up with right-sized mid-tier solutions built on the proven Xpedition technology stack that allows for scalability, affordability, and gives designers real choice as individuals and SMB teams.

Modern engineering teams need design tools that can scale with their growth. In this episode, Judy Warner talks with David Haboud of Siemens EDA about how evolving PCB Design tools are helping small and mid-sized engineering teams manage increasing design complexity. They discuss data integration, flexible access to advanced capabilities, and how cross-tool collaboration and supply chain data are shaping the future of engineering workflows.   Learn more: Scaling Design Capabilities with Adaptable Add-Ons | Siemens Webinar https://tinyurl.com/ybsdfhre

Altium Develop gives your entire electronics team — engineers, procurement, and manufacturers — real-time visibility into your PCB designs and supply chain, all in one platform: https://www.altium.com/develop?utm_source=youtube&utm_medium=video&utm_campaign=ontrack-podcast&utm_content=greenpak-for-automotive-reliability-integration-real-world-demos Renesas' Automotive GreenPAK is a configurable mixed-signal IC that's changing how engineers approach component integration in vehicle electronics. In this episode of the Altium OnTrack podcast, host Zach Peterson sits down with Michele Deviato, Senior Product Marketing Manager at Renesas, and Oleh Saphia, Applications Engineering Manager at Renesas, to break down what truly separates automotive-grade components from their industrial counterparts. Spoiler: it's far more than just temperature range. AEC-Q100 qualification, vibration-resistant packaging, minimum pin pitch requirements, and rigorous reliability testing all play a critical role — and GreenPAK is built to meet every one of them. Beyond the spec sheet, this episode dives into why Automotive GreenPAK is gaining rapid adoption across OEMs and Tier 1 suppliers — and even into space technology applications. Michele and Oleh walk through how GreenPAK consolidates entire boards of discrete components into a single reconfigurable IC, reducing BOM cost, board area by up to 90%, and failure rates all at once. Oleh then takes viewers through a live Go Configure Software demo, building a real LED animation circuit in minutes — no firmware required. 

In this episode:The Rundown (:35): Editor of NDA's publications Alexa Schlosser shares upcoming NDA education opportunities in Washington, D.C., including the Foundations of Demolition Project Management and Job Cost Tracking courses in April, as well as the Demolition Methods, Planning and Design course in May. She also outlines NDA's recent advocacy efforts, including formal requests to OSHA and EPA seeking regulatory clarity on silica dust controls in freezing conditions and torch cutting of PCB bulk product waste.From the Field (4:24): Doug Thomas of Independence Demolition shares why “lessons learned” shouldn't be an afterthought; they should be a system. From safety and near misses to estimating, contracts and client management, Doug explains how documenting and sharing lessons across teams drives continuous improvement. He outlines how Independence uses a formal database, monthly reviews and toolbox talks to reinforce both the good practices worth repeating and the mistakes worth avoiding. His challenge to listeners: Every job has a lesson if you're willing to look for it.Member Conversation (9:21): In a conversation with Brandenburg's vice president of sales, Dennis McGarel, Richard Miller, CEO of Resource Environmental Inc., traces his path from working in his father's scrap yard in Los Angeles to leading a $50 million demolition and environmental firm. Along the way, he reflects on the mentors who shaped him, the risks of entrepreneurship, the realities of bonding and public work, and the discipline required to grow sustainably. At the center of his story is a clear theme: Success in demolition isn't just about equipment or contracts; it's about relationships, culture and investing in the people who power the business.

In this episode of the Altium OnTrack Podcast, host Zach Peterson sits down with Stephen Newberry, Victor Kronberg, and Ching-Ping Wong from Chipletz — a fabless advanced packaging company pushing the boundaries of die-to-die interconnect technology. The team shares their background, their work on chiplet-based package design, and the technical paper they presented at DesignCon, which introduces the wallstrip transmission line: a novel interconnect structure designed to improve insertion loss, manage crosstalk, and enable higher data rates in chiplet packages without the need for a silicon interposer.   The conversation dives deep into the signal integrity challenges of advanced packaging, including how the wallstrip structure compares to traditional microstrip and stripline configurations, the role of the UCIE standard in enabling chiplet interoperability, and the long-term potential for an open chiplet marketplace. Whether you're a PCB designer curious about making the leap into IC packaging or an SI/PI engineer tracking the cutting edge of high-bandwidth interconnect design, this episode offers rare, expert-level insight into one of the most exciting frontiers in electronics engineering.  

Zachariah Peterson joins Chris to discuss doing PCB layout and creating content for engineers looking to learn more about how to build their own PCBs

Max talks with Josh Harnagel, COO of Redbird Flight, about a practical use-case that matters to almost every instrument pilot: logging IFR instrument currency and staying proficient in an FAA-approved simulator. Josh explains why many pilots buy Redbird's FAA-approved tabletop devices specifically for currency—especially to knock out the holding requirement—and why he likes shooting an approach in the simulator before flying it in the airplane. Max shares why he does the same thing before recurrent training, because simulator reps surface the "gotchas" that can spike workload in real IFR—like autopilot behavior on LNAV+V. Josh breaks down Redbird's product lineup, clarifies what's FAA approved versus "just a computer," and explains where Basic ATDs and Advanced ATDs fit in training. They also touch on Redbird GIFT (Guided Independent Flight Training), remote instruction possibilities, and why avionics emulation is hard (and expensive) to do with perfect fidelity. Then the episode pivots to a Redbird factory tour: outbound shipping and crating, assembly workflow, fabrication of honeycomb aluminum shells, wiring harness and switch panel build, PCB soldering and parts inventory, completions/testing, and even the cooling/vent system inside the sim—ending with why engineering and the shop are co-located for faster iteration and better quality. If you're getting value from this show, please support the show via PayPal, Venmo, Zelle or Patreon. Support the Show by buying a Lightspeed ANR Headsets Max has been using only Lightspeed headsets for nearly 25 years! I love their tradeup program that let's you trade in an older Lightspeed headset for a newer model. Start with one of the links below, and Lightspeed will pay a referral fee to support Aviation News Talk. Lightspeed Delta Zulu Headset $1299NEW – Lightspeed Zulu 4 Headset $1099 Lightspeed Zulu 3 Headset $949Lightspeed Sierra Headset $749 My Review on the Lightspeed Delta Zulu Send us your feedback or comments via email If you have a question you'd like answered on the show, let listeners hear you ask the question, by recording your listener question using your phone. Mentioned on the ShowBuy Max Trescott's G3000 Book Call 800-247-6553 Video Simulation of Epic E1000 Crash at Steamboat Springs, CO on Patreon Helicopter VR Flight Simulator Training podcast: Loft Dynamics  Free Index to the first 282 episodes of Aviation New Talk So You Want To Learn to Fly or Buy a Cirrus seminars Online Version of the Seminar Coming Soon – Register for Notification Check out our recommended ADS-B receivers, and order one for yourself. Yes, we'll make a couple of dollars if you do. Get the Free Aviation News Talk app for iOS or Android. Check out Max's Online Courses: G1000 VFR, G1000 IFR, and Flying WAAS & GPS Approaches. Find them all at: https://www.pilotlearning.com/ Social Media Like Aviation News Talk podcast on Facebook Follow Max on Instagram Follow Max on Twitter Listen to all Aviation News Talk podcasts on YouTube or YouTube Premium "Go Around" song used by permission of Ken Dravis; you can buy his music at kendravis.com If you purchase a product through a link on our site, we may receive compensation.