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A.4 The Master Services Agreement (MSA)
A.4 The Master Services Agreement (MSA) Liability Caps: Defining the limit of Dannie's financial responsibility (e.g., capped at the value of the value-added services, not the full system cost).Warranty Terms: Standard 12-month workmanship warranty. Defining ...
A.5 Inventory Liability (Excess & Obsolete)
A.5 Inventory Liability (Excess & Obsolete) Context: In EMS, the biggest financial risk is buying parts for a customer who then cancels the order.The "Unique Parts" Clause: Customer accepts 100% liability for custom parts (PCBs, custom metal) immediately upon...
A.6 Quoting & Cost Models
A.6 Quoting & Cost Models Open Book vs. Closed Book: Defining the transparency level of component costs.NRE (Non-Recurring Engineering): Standard charges for setting up the line (stencils, programming fixtures) to ensure these are not absorbed as losses.PPV (...
A.7 The Commercial NPI Gate
A.7 The Commercial NPI Gate Context: Book 1 covers Technical NPI. Book 10 covers Commercial NPI.The Checklist: Manufacturing does not start until:Credit Check passed.MSA signed.NRE (Setup fees) paid.Long Lead-Time (LLT) material liability agreement signed.
A.8 RMA (Return Material Authorization) Process
A.8 RMA (Return Material Authorization) Process The "Golden Board" Rule: Customer must provide a known-good unit for comparison before returns are authorized.Dispositioning:Repair: Dannie fixes the board (Warranty).Rework: Dannie modifies the board to a new r...
A.9 Change Management (The Commercial Impact of ECNs)
A.9 Change Management (The Commercial Impact of ECNs) Engineering Change Orders (ECO): When a customer changes a design mid-build.Cost Recovery: ensuring the customer pays for the "Scrapped WIP" (Work In Progress) that was built to the old revision and is now...
2.1 Material Group Architecture
Supply chain resilience relies on the precise segmentation of the Bill of Materials (BOM). Treating a custom-fabricated enclosure with the same procurement logic as a commodity resistor introduces unnecessary risk and capital inefficiency. This chapter defines...
2.2 Supplier Selection & The AVL (Approved Vendor List)
The Approved Vendor List (AVL) serves as the primary firewall against counterfeit components and supply chain instability. Introducing an unvetted supplier into the manufacturing ecosystem bypasses quality controls and introduces liability. This section mandat...
2.3 Purchase Order (PO) Management
A Purchase Order is a legally binding contract, not a casual request for goods. Ambiguity in PO generation leads to price variances, delivery delays, and legal disputes regarding liability. This chapter defines the syntax of a valid PO and the non-negotiable r...
2.4 The Planning Hierarchy
Manufacturing stability relies on converting volatile market signals into a deterministic production schedule. Confusion between "Forecast" (what might happen) and "Firm Order" (what must happen) leads to excess inventory or line stoppages. This section deline...
2.5 Lead Time Management
Lead time is not a single number; it is a composite metric comprising manufacturing, transit, and processing durations. Underestimating lead time is the primary cause of missed customer deliveries. This chapter standardizes the calculation and maintenance of l...
2.6 Shortage Management (The "Chase" Process)
In high-mix electronics manufacturing, material shortages are inevitable. The efficiency of the organization is defined by its recovery speed. This section establishes the "Clear-to-Build" (CTB) metric and the escalation protocols for critical shortages. 2.6....
2.7 Inventory Classification (ABC Analysis)
Cycle counting every component with equal frequency is operational malpractice. Resources must be concentrated on the assets representing the highest financial risk. This chapter mandates the use of ABC Stratification to govern inventory accuracy and control i...
2.8 Warehouse Operations
The warehouse is not a storage unit; it is a processing center. Errors introduced here (wrong count, mixed parts, ESD damage) propagate directly to the SMT line, causing machine stoppages. This section defines the physical protocols for receiving, storage, and...
2.9 Excess & Obsolete (E&O)
Inventory that does not turn over is a liability, not an asset. This chapter establishes the "Red Flags" for slow-moving inventory and the disposition processes to recover capital or floor space. 2.9.1 The Aging Triggers 90 Days (Warning): Inventory with no ...
2.10 Incoterms & Liability
Logistics costs and risks are defined by International Commercial Terms (Incoterms). Misunderstanding these terms results in unexpected freight bills and uninsurable losses during transit. This section mandates the specific Incoterms to be used for procurement...
2.11 Import/Export Compliance
Cross-border movement of electronics is subject to strict regulatory oversight. Incorrect classification leads to customs seizures and fines. This chapter defines the requirements for HS Codes and Dual-Use screening. 2.11.1 Harmonized System (HS) Codes Requi...
2.12 Reverse Logistics (RMA)
The return of non-conforming material requires the same physical rigor as outbound shipping. Poorly handled returns result in "Induced Damage," voiding the warranty and destroying evidence required for Root Cause Analysis. 2.12.1 The RMA Loop Authorization: ...
2.13 The Supplier Scorecard
Supplier quality is not subjective. It is measured by data. This chapter establishes the quarterly quantitative assessment of critical supply partners. 2.13.1 The Metrics (Weighted) Quality (40%): DPPM (Defective Parts Per Million) + SCAR Responsiveness.Deli...
2.14 Supplier Development & Escalation
When a supplier fails, the immediate goal is correction, not termination. This section defines the "Path to Green" for underperforming vendors and the triggers for disqualification. 2.14.1 The SCAR (Supplier Corrective Action Request) Trigger: Repeat quality...