Concurrent Engineering with Bill Brooks from Nordson Asymtek

Learn about what is involved in true concurrent engineering and get practical tips for including stakeholders early on in the design process with Bill Brooks from Nordson Asymtek. When  project collaborators come together up front, then they move forward together. Hear how Bill spends the time up front to get everyone aligned during the PCB design process to ensure fabrication and assembly processes progress with minimal issues.

Watch the video:

Show Highlights:

• Bill had an interesting childhood. His Dad was an inventor and worked on the Pioneer 10 spacecraft. He introduced Bill to the electronics industry.
• He also started a board shop in the garage and created his own hydro-squeegee, using peanut oil.
• Bill’s career started when he worked as an Electronics Technician for almost two years. When his employer started hiring designers to do PCB layout work, he grasped the opportunity.
• Back in the day, people used to sign their PCB artwork.
• There are a host of stakeholders involved, the designer is like the glue that holds everything together. Some of the stakeholders are: Fabrication, Assembly, Testing, Marketing, Managers and Engineers.
• When do you get the stakeholders involved in the PCB Design process? The IPC standard is to have a design review upfront, before design.
• The designer is the only one who can control moving the design through the process and make the board survive.
• We involve many stakeholders from the outset. Divisions like purchasing takes care of primary suppliers to ensure they can provide what’s required.
• We do system integration in-house. Partnering with other companies has become a big deal and it’s working very well.
• What does Concurrent Engineering mean? Considering all aspects, together, upfront, then moving forward together.  Spend the time upfront to avoid wasted time and effort later in the process.
• Educate people who have control, they take care of everyone and everything goes smoothly, works correctly, and is right first time.
• Bill’s Dad used to say ‘the hurrier I go, the behinder I get.’ You need a disciplined management team to do the work upfront, be quick but don’t hurry.
• A ‘quick and dirty prototype’ is a myth.
• Use software to load projects into a depository - keep it current and work in cohesion with regular refreshing.
• Bill and their team use Playbook, which enables managers to have a full overview of every division’s progress and enable proper scheduling.
• Designers after hours: in 2008 Bill was introduced to sculpting. Started attending classes, commencing a 6-year love affair with sculpting. He now teaches on Saturdays.
• Rick Hartley encouraged Bill to do mentoring. Bill is now part of the International IPC Executive Board and has received an award for his contributions.

Links and Resources:

Nordson Asymtek

Bill Brooks in the OnTrack Newsletter

Bill Brooks Sculpture

Bill Brooks Photography

Bill Brooks Artist Website and Facebook Page

The Green Art House

AltiumLive 2018: Annual PCB Design Summit

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Transcript:

Hey everyone this is Judy Warner with Altium's OnTrack Podcast. Thanks again for joining. Today we have another great guest - do you ever get tired of me saying that? Another great guest because we just have them every time, and we'll be talking with Bill Brooks today from Nordson ASYMTEK, and before we get started, I just wanted to remind you to please follow me on LinkedIn. On Twitter I'm @AltiumJudy and Altium is on LinkedIn, Facebook, and Twitter - and also if you'd rather watch this on video we also have this on Altium's YouTube channel under videos, and you'll see all of our podcasts recorded there as well.

So today we have Bill Brooks, has been a great contributor to the industry, as well as being a very talented designer in his own right. So I thought you would enjoy learning about his long history in the craft of PCB design, so Bill welcome; thank you so much for joining us here. Bill comes from just up the freeway here from our office in La Jolla, so it's handy to get him over. So Bill won't you talk about your professional history? I think you, like many printed circuit board designers; you were kind of set up to be in this industry, but you found your own path. So, tell us a little bit about that?

Yeah I guess when I was a kid I didn't know where I was gonna go...

Yeah me neither.

-my dad kind of introduced me to the electronics world, and right out of high school actually, I was still in high school - my dad was working in the aerospace industry and he decided to start his own printed circuit board shop. He looked around San Diego at the time, and there weren't a lot of shops to go get boards made and he said: well, I can do this. And so he looked up the information and we started making printed circuit boards in the garage.

Good times, that was a long time ago where you could set up a board shop in your garage.

Yeah it was - today it'd be completely illegal.

Yeah right.

[laughter]

I think the neighbors complained, he created his own hydro-squeegee and he was using a fusing oil, which was I guess peanut oil, and he bought this big 50 gallon drum of peanut oil and he used a check valve, and he put this - - he used air pressure to push it through a check valve and to spray it so he could put the boards down to get them hot after they had been coated with solder and then squeegee ''em out as he pushed on the pedal on the floor. And it would just make this nice beautiful-

It's a handheld hot air leveling machine!

-Yeah it was very dangerous, in fact, I think he got burned a couple times.

Oh I'm sure!

-but the neighbors just loved it because they’d look down at the corner of the cul-de-sac and they’d see this giant plume of black smoke coming out the back of the house, going: what's he doing over there? But dad was kind of an inventor and he liked to invent things. So he didn't go out and he was kind of a 'shade tree mechanic' - he'd figure out how to get something done on a dime and do it himself. And I guess that same ingenuity was something I picked up, I figure out how to get things done.

So how did you end up going down the design path, from building boards in the garage?

Hmmm, it was kind of convoluted. I thought I wanted to be an Electronics Tech and eventually Electronics Engineer, and I started down that path. I got a job with a company that was making television headend equipment; the transmitter part of it, there was channel 52 UHF subscription television, Oak Systems and I started working as Electronics Tech for them and I did a lot of work for them for, oh at least two years as a Tech, and they were hiring in printed circuit board designers to do the layout work. And I had already learned how to do layout work with my dad's shop when I was younger and I looked at that, and I said: welI can do that. How much do you make? And I think I was making like seven bucks an hour at the time, and they were making like 10 or 11. And I said: I could do that, and I told my bosses I want to do that - I can do that!  And they were: okay we'll get you in the other department and I started working in the drafting department. So I got a $3 an hour raise and I started doing layout work instead. And it kind of set me down that path. So that's how I got started anyway.

So Bill, a lot of people that have been around awhile, both you and I have been around a while. There's no college to learn what you've learned. So how did you pick up, we were discussing this earlier; you've done so many aspects - RF, some electronics and mechanical, how did you pick up all those skill sets, sort of along the way?

Yeah that's kind of a long story really. My dad started me when he had his shop, and gave me a printed circuit board to do as a way to teach me how to do layout-

Okay.

-and we went to the TI Handbook and found a circuit for an audio amplifier - 10 watt audio amplifier and he said, why don't you try to build that? And so I made a schematic, I took the schematic from it, and I laid out the board and we manufactured the board and I bought the and I put them on the board, and I soldered them and turned it on and talked through a microphone - it worked and I went: yes that's hot!

It's so funny.

I remember in seventh or eighth grade, we had a science fair in junior high and everybody made their science project; we had a bunch of tables all set up and my dad said, well why don't you make something - - an electronic metronome? It has to do with music, and so I drew a schematic and I put the whole thing up there, and I built the metronome and I turned it on so it'd go 'tick-tock' 'tick-tock' you know, and I thought that was amazing. It was a really great and one of my friends said: Bill that was so cool, how you did that because I didn't have to do any of the work and I still got credit for it and I said well it was it was a challenge. So I took it on I put it up there but I didn't win a darn thing!

The guys who made the volcano that spews out all the stuff - they got that prize. So people didn't appreciate what I was doing. I felt a little bit geeky and kind of out of the norm as I was growing up. But I was fascinated with electronics. I was almost intimidated by it. My dad was a very good R&D guy, and he worked in the aerospace industry and he actually worked on the Pioneer 10 spacecraft, it traveled all the way past Jupiter and it's outside our solar system headed on for Aldebaran now I think.

That's crazy.

So that's kind of a neat thing and I think on one of his print circuit boards, if you find down in the little corner you'll find his initials there-

Out in the outer regions of space.

-yeah and I talked with Dr. Walker Fillius, he was the principal on the project at UCSD and after my dad passed away and he sent me back an email and he said: you know someday these little green men out there they're gonna find that and wonder: what does that mean? Why did they put that there? And a lot of people did that back in those days, you used to be so proud of your artwork you'd want to sign it and they did.

Right, that's funny.

Yeah.

So from I have to say, I think that was probably really invaluable experience for you, very young, to put together that design affected manufacturing, affected assembly, affected performance. Like at a very young age, you saw that whole overarching process - sort of on a small scale - but still; and not everybody gets that experience even today, few designers.

Few designers have ever been in a shop and actually made a print circuit board. A lot of them are dealing with the drafting side of it; they don't see the whole process.

Right and it makes such a difference to decisions you make as a designer.

Absolutely.

Right and so I can see how that sort of set you on a path to be a little bit more globally minded about the whole soup-to-nuts kind of - - from design to reliability or how something is actually functioning.

It has a lot to do with curiosity, it's funny; I've been listening to a book about Leonardo da Vinci and one thing that was amazing about him is, he had this insatiable curiosity, to almost distraction, I mean he would look at things and go: why does it work that way? And he'd start, he'd set himself a task to figure it out - and he didn't have a college or someplace to go learn those things - he had to do it himself. I've done a lot of the same kind of things in my life. I get fascinated with something and I go: well, I can figure that out, I'll go figure it out - all it takes is being brave enough to try and not being afraid to fail. Failure is just an opportunity to learn more.

So I think it was Edison once said, he did like hundreds of different ways to try to do a light bulb and he said, well now I know a hundred different ways not to make a light bulb, it's okay-

I still finally need way to know how to do it right?

-but those those skills and the curiosity drove me into expanding my knowledge base. Getting into printed circuit boards, I wanted to learn how to take the thing I knew how to make, and turn it into something that was a product. I wanted to find out how to make that product appealing to somebody so that it made them happy with the product and not unhappy with it. And that kind of dovetails with what we were talking about before.

We have, as designers we're kind of the glue to the whole design process. We may not come up with the initial idea that needs to be created, but we take that idea and we turn it into reality and we not only have to turn it into reality, so that it's electrically functional, but it can be manufactured in a reasonable way that's not super expensive, that's reliable, that survives harsh environments or abuse. It has to be testable so you can provide for test points and things of that nature. There are a whole bunch of stakeholders involved.

People who are - their job is keyed on being able to take what I create and turn it into a product that they can actually sell. The marketing people have to make sure that the product meets the customer’s needs. I have to be aware of that when I'm designing it so, I don't design in some function that makes it fail there. I have to be aware of those things. So the designer - they're kind of the key glue to the whole group.

But I find that very refreshing and I think most professional designers, from our early days of making a simple 2 layer board say, it's so much more complex now. So we tend to like head down, into our specialty right and I think, as you have said some engineers/designers have never been inside of a board shop.

Right it gives you myopia, you can only see just your part of the whole process.

And I can understand that because, I don't say that from a critical perspective, it's a very complex process. We're time constrained, resource-constrained, so it's hard to put your head up for a moment so-

You just named some of the stakeholders.

-I would say fabrication for sure, assembly, testing...

You mentioned a marketing department, probably managers too.

Managers all have cost and time constraints, they have time to market that they have to be worried about. The engineers of course, typically are going to be concerned about, can they get the or are the available; are they gonna be end of life?

Yeah that's a whole fun bag of fun there.

The hardest part for some designers is, they'll get the board 90% done and then the engineer comes back and goes: I can't get that part anymore, I need to put a different part in and that's bigger than the one I gave you before. And so you got to go back and fix the circuit, so you can fit that bigger part in there and make it work. And it gets quite challenging.

So when do you recommend to get those stakeholders on board and collaborating?

That's a great question and funny - if you go through the IPC; I think it's 2221-standard - it's like the very first - almost first paragraph and the thing it says: make sure you have a design review up front first, before the designing begins. Why do they say that? Those people all are going to bring their expertise, and their wants and desires, and their concerns to that meeting. Well they're gonna be a part of that and give that information to the designer who really is the only person who has control over what it ends up being. The creator - they are the creator; they take all the information and they create something that can be built, tested, cost-effective, survive, functional, not have EMI problems, EMC problems... it has to pass safety agency requirements like TV and UL you know?

Yeah.

Or stand somebody handling it and giving it an ESD shock - thousands of volts - how's it going to survive that? You know, we do Hipot testing, there's a lot of work that goes into making a board that just is not - just connect the dots.

So you're now working with Nordson ASYMTEK, which makes assembly equipment correct, or is there more than that?

Their key thing, the company I work for they're making robotic equipment. The equipment allows manufacturers to do high-speed manufacturing very reliably and typically they're dispensing fluids. They have a few divisions that do board inspection. They have one that does plasma cleaning-

Mm-hmm.

-it's very, I think it's MARCH - - I think is the name of it, something like that, but primarily we focus on fluid dispensing; got lots of patents on fluid dynamics, how to dispense a dot of material that's the exact amount of the material, in the right viscosity, of the right mix of materials, and at the right place, at the right time.

Right.

Very, very challenging stuff - we've come up with some really high tech equipment that are making our customers real happy.

That's great, so when you do, on a practical, where the rubber meets the road stuff - when you embark on a new design - do you get the stakeholders together? I mean how do you do that?

We get a large number of them involved. We have a purchasing department that cares about who our primary suppliers are. They review them; we go qualify them, make sure that they're going to be able to supply what we want, when we want it, at the price we want it. We use third-party vendors to make the boards, assemble the boards, test them. We put everything together in-house. They call us a system integrator kind of thing - and I guess that's one way to refer it. So the final assembly stuff all happens in the factory; and then we ship overseas and here in the United States and Europe.

So you used a term which I've heard before and just tell me what it means to you, is the term 'concurrent engineering'?

I was introduced to that a while back, and to me it was confusing at first. Of course I've been in the industry a long time and there used to be a model where engineering would be a little black box and inside, all the engineers do all their stuff in there, and it was black magic, and they got it all done and then they went; pop - and they threw it over the fence and said: okay, you guys figure out how to make it. And that's as far as they went. Engineers were done; okay, I'm working on my next thing have fun. And the manufacturing engineers get it and go: oh my god, how are we gonna build this thing? And they almost had to re-engineer it to make it producible. So that model was going along for quite a long time here in the United States, before they started analyzing what the Japanese were doing and looking at their manufacturing process. It was very organized, and they introduced just-in-time, which has affected the whole supplier chain.

But partnering with other companies to be able to be successful has become a big deal and they can reduce the number of staff that they need to do what they need to do. They can have highly qualified people doing what they need to do - they don't need masses of people - and then they can subcontract things out get them delivered on time, put them together and get them out the door and they're very very good at it.

Concurrent engineering means thinking about everything up front. Not just your part of putting it in a black box and playing around with it until you're happy and then flipping it out and saying: you guys figure out how to build it. You want to bring the people that are stakeholders in up front. And then together, you move as a group. And the people involved in the engineering part of it have to understand those people's jobs, because they're their customers.

Right.

They're the ones -  they're gonna use what they create. So we spend more time up front to make sure that they don't have to work harder, that they don't have to redo it, that we don't waste money and time out there with failures and have to come back and make changes and send it back out, saying: how about this one? No that's not good enough you've got to do it again. Oh how about that one? No that's not good either. So you educate the people that have control of it - they put the intelligence into it to take care of them and everything goes smoothly, and we make a lot more product, a lot less expensive, and that's right the first time.

You and I were swapping some little statements right? So one I remember you saying - - I don't remember who you cited: the hurrier I go...

That was my dad...

-that was your dad.

Yeah 'the hurrier I go, the behinder I get'.

[laughter]

Yeah and that's so true I mean it's funny if you have this: I'm the only important person in the world, and what I'm doing is the most important thing and I don't care what anybody else thinks or wants to do. You can create something, in fact, I've seen some amazing sculpture, of components that were soldered together and in the most amazing ways and it was an electrical circuit, it worked, functioned.

Yeah - but if you touched it, it would fail, if you moved it, it would fail. It wasn't built - it was just to see what would happen to the electrons when they get moved around that way. So people - and there's a desire - typically management, has traditionally figured, well - if you whip the horses harder and make them go faster you'll get there sooner.

I have seen that by the way being a board manufacturer and selling to and working with designers. The constraints are brutal sometimes...

They can be.

-and it's like, well if you want me to put out good work, you need to give me a little bit more margin right and so I think, to your point is, you had also said that it's really a myth, the idea of a quick and dirty prototype.

Yeah it really is

- it's kind of a myth - I've worked in environments where there was a philosophy that said: we can be faster if we just slap something together and we go build it and we bring it back and see what it does. I think the people that had that idea probably didn't have any simulation tools. They didn't have any way to predict how it was going to behave - so they would make one and go try it, and then they'd find out how it didn't work and make another adjustment. So I remember working on a board that had 17 or 18 different iterations of them trying different things...

That's so expensive and such a time suck!

-Very expensive and it takes a lot of patience - you just kind of have to work with them and keep going and keep going. But we win when you get a management group who - I happen to work for one - it's very, very smart people, they'd like to do it right the first time. So they spend the extra time upfront. They do the research, they analyze what's going on, and then they go build it. When they build it and bring it in we're like 98 percent there, most of the time. Very few times maybe we get one or two little blue wires and we're good to go and take a few changes boom -  you're out the door. And that's a good thing and CAD tools help us do that too, by the way.

Yeah well, and that's a really insightful management team I think, to know that if you take the disciplined time to do it up front, it really saves you so much on the back end in regards to time, money, and resources. I always like John Wooden's quote; he used to say: be quick but don't hurry, it's the same thing - like be nimble and quick - we don't want you dragging your feet but don't be hasty.

I think part of it is just having a good work ethic, the self-discipline to say: you know what, I'm here, I'm gonna focus on this, I'm gonna get it done, and I'm not gonna let Joe come over and talk to me over a half hour about the thing he was doing up on the mountains last weekend, or stop and shoot with people at the water cooler or whatever. I'm gonna stay focused on it and when I'm not here then I'm doing other things, but when I'm here I'm focused. And I think that the managers; they should analyze the people and look and see what kind of people they have, and try to work with them to get them to have that work ethic. We've got lots of distractions in our world, plenty of them, things that can take us all over the place, so it's just a personal discipline I think.

So we talked about, in those cases - I'm thinking about the people that are designers that are listening to us that may not have such an insightful management team as the one you work with and I'm sure you've worked for other less insightful management teams. How do you recommend that you tactfully, and professionally, push back to say, I need five more minutes to get this right  - how do you do that?

Well to frame it as pushback, is probably not politically nice but it's a communication. I think one of the things that you don't do, is you don't go off into a dark room somewhere and then pop out with a design later on and they're going: what's happening what's, happening, what's happening. So you have to have a lot of open lines of communication with your team.

We use SVN as a way to load our projects into a repository and then the other engineers that are working, can download that and refresh it, make it current so the master is in the SVN file. So I'm working on basically a copy that I refresh every time I do some work. And I do that regularly, I don't wait very long and I'm refreshing it - I'd do it many times an hour sometimes. And sometimes maybe I go for a couple hours and then we'll refresh it, but it's mostly based on how much change I have made to it.

The idea is to keep it current and keep the lines of communication with the other people concurrent so that they're aware of what's going on if they're busy working on the schematic while I'm working on the board we can do that in parallel, and I can do my get them done and then they can say, oh I found out I have to change this part, or I need this other circuit in there and I've just uploaded it - you can pull it in and make the changes. And we do that very often.

Which is really great and I know here at Altium, R&D is working very hard to make sure that people can work concurrently and building those subversion networks and, even going beyond that, as we delve into and other products is to enable that, so you guys are seeing each other work in real time.

Often times this is kind of a neat thing about that tool. We typically, the group I'm in is the new product development group, so we take the 'pie in the sky guys' stuff and we turn it into a product. Then we have Reliability Engineers who have to design a testbed to test the product. So oftentimes when the schematic gets to 90% they've got a copy of it and they're looking at it while we're designing it...

And there's the concurrent engineering isn't there!

-Exactly.

It really is a tool that enables that concurrent chain.

It enables it - so we're able to do that and then the guys in production want to know what's going on with it, so they can pull down a copy and look at it, and then the next time we have a review meeting they'll bring their thoughts to the meeting and they can say: we like what you did over here, but we'd like to change this because it helps us be more efficient, and we can run that back there because we need to do that; we listen to them...

Which is so great.

-having that dynamic - real-time communication - it's really huge in being successful the first time.

Yeah that's great, it's great to hear. So but...

tact is used to push back.

-tact yes.

I used to joke with my boss; did you ever see the movie The Money Pit?

Yes.

And the: we're gonna fix the house and the farmer shows up and says, how long is it gonna take? Two weeks, two weeks. We used to do that. Looks like, wow this will take two weeks. Most people can accept two weeks, but we've got a new tool now at work; Playbook - and it allows them to get all the stakeholders involved in helping us schedule the project. So people who say I'm gonna have my test part of it ready at this time, and I'm gonna have the board ready at this time, and I'm gonna have my schematic ready at this time.

The managers can see the whole thing without having a good run around and bug everybody - it's all right there.

If there's a problem with a schedule - update it so we know what's going on. Tell us, and they get it; they see the impacts, they see when things are going to happen and they can strategize and make plans on how they're gonna pull something in or adjust something to be successful.

That's great to create the level of transparency right?

Yeah so pushback is really more...

Well you know, that makes it sound like the manager's a bad guy. They've got a job to do and they've got to get a product to market in a timely way, at the right cost, so I'm just saying is sometimes to your earlier comment like the whips to the backs - at times it feels like that and sometimes you have to stop and go: okay...

How can I communicate better?

Yes, how can I communicate this in a way that makes me your ally here?

Exactly.

I want to help you win, we're on the same team by the way, and me getting this done right the first time...

You can help me be successful in doing it the first time, and you, and you, because I want to get all the things that you need into the design. That way you're happy with it and you can make it and you're not gonna go; damn that Bill Brooks - why did he do this?

Oh gosh we love the finger pointing don't we?

Yeah I've lived through a lot of that.

Well Bill, this has been really good and really practical, I think where the rubber meets the road. And this part of the podcast, I sometimes like to call Designers After Hours. I want to particularly focus on what you do after hours because you are a very creative kind of - use both sides of your brain - but you have a very strong right brain. So can you tell us a little bit about what you do after hours when you're not designing boards?

Gosh - let's see; was it 2008? I went through a divorce and I was trying to find something to do with my spare time and I got introduced by another engineer at Datron World Communications where I used to work; and he was taking classes in sculpting and he showed me a picture of a sculpture that he was creating; this head of his wife, and I had met his wife - she was wheelchair bound and it was so neat to see the love, you know. He is caring for her and she needs him to push her around and whatever. But he was making a sculpture of her and I thought that was really cool and the likeness was amazing! I thought, you really did a good job, I was really impressed with it. How in the world did you learn how to do that? Because I'm taking classes in Carlsbad.

Bullshit - what? Nobody teaches that right, I don't see classes for sculpture anywhere. Where do you find that? And he says, no it's real, you should come check it out. So I made a point to go down and meet the teacher and the teacher introduced me to it and I thought, this looks like too much fun I’ve got try it. And that started about a six-year love affair with sculpting. And now I'm currently teaching it so - there's a place called The Green Art House in Fallbrook and every Saturday I've got a class there and I teach sculpting and it's fun.

And we will share this link by the way, because your mind will be blown. He doesn't just do a little hobby sculpting - these are amazing sculptures he makes! And oh my goodness, and then I start prodding him about painting... Oh yeah I would love to take a painting class. Bill says, oh yeah I do that too.

About two years ago - maybe almost three - I was at a gallery where I had my bronze sculptures that I had made from the sculpting studio and I was trying to see how they would be accepted in the public and so forth. So I had them in a gallery and I met a guy there, Richard Struggles who's a teacher, and he teaches how to paint and so I got brave one day and I thought: I could do this. So I went down to Michael's and I went through the paint department found the primary colors and some paintbrushes and a canvas and I said I could do this and I just bought it and took it home and I thought I'll find a picture I like and I'm gonna try it.

Well about three hours later I said, you know it's not bad - it doesn't look too bad, I bet if somebody taught me I could do better. So I asked him, I says I see you teaching people, can I come? He said sure come on down. So that started me learning how to paint and I've done about eight or nine paintings. One of them's a triptych; it's some cheetahs it's hanging in my mother's home, behind her couch and it's real pretty and a lot of horses.

I know I love horses I owned a horse and so I love your sculptures and your paintings of horses.

I used to have horses too - so I know that bond and the connection with the animal - it's amazing.

So anyways, just for giggles we will share Bill's amazing artwork there because he does have a good after-hours gift there. Will you please share with me any -  I know you've shared with me some links and things we'll make sure we put those up for our listeners that could glean more information from Bill. Bill's also taught PCB at our local college here, and he has mentored many people as well as being mentored throughout his career.

I can blame that on Rick Hartley.

Rick Hartley who we just had on the podcast today.

Yes he was, in fact, he cornered me. We were doing an interview right after the Top Gun at PCB West, and he said: Bill, you've got a lot of experience. Have you ever thought of mentoring? And I said, no I never thought about it, to me making boards was just a way to get a paycheck. Get paid, go home, buy food take care of family do all that stuff. And that seed it planted, made me seek out the IPC Designers Council and I joined the local group in San Diego, eventually became part of the board, and then I joined the International Group and actually became part of the Executive Committee and also the Education Committee. And I think I've got an Emeritus Status now with them. I mean I've been with them a long time and I've contributed as much as I could. In fact they gave me an award once for contributing to the industry so it's good fun.

Yeah we'll provide all the links we can. We thank you again for joining us Bill.

Thanks for joining us today in office and again this has been Judy Warner with Altium's OnTrack Podcast and Bill Brooks with Nordson ASYMTEK. Thanks for listening, we'll see you next time. Until then, always stay on track.