As a new academic year started in September I was also
making a leap into a new industry. I have moved back to a town where I consider
my second home and where strangely I had move to exactly ten years to the day.
For the last seven years, which has been the majority of my
twenties, I have been working developing SMT (Surface Mount Technology)
printing equipment. This was a company that I originally
joined in 2006 as a software engineering placement student but re-joined in 2008
after a graduate scheme with Siemens fell through due to the financial
recession.
It’s fair to say my time there was interesting; there were
three redundancy rounds, a lot of uncertain times, a new solar division that
never got off the ground and the company was eventually sold by parent, the Dover
Corporation.
During my time there I didn't see any growth due to the financial
climate coupled with a focus on the government subsidised solar market but I did learn how the company had
grown in its heyday. A lot of the practices that helped it succeed were latterly
becoming a handicap and some had developed bad habits.
Fire Fighting was a classic habit. To the sales team it meant
customer interaction, to higher management it meant simply getting
the job done but it negated any level of engineering excellence or project
management.
With the company’s top down hierarchy approach the only
thing one could do is watch it all unfold from the sidelines. It is fair to say
this was at times highly frustrating knowing that the software industry had
solved similar issues along time back so one had only needed to copy and
recreate these within a traditional engineering environment. Issues would range
from simple people management and working environment issues to more complex
road map decisions.
I could never say there was ever a power struggle, far from
it, but the lack of ownership was at the heart of most challenges. Ownership
gives you quick decision making and the ability to fail quickly, as well as to simply understand what the rest of the business is doing.
Good and Bad, the company taught me a lot of business lessons which
I will take forward when I eventually start my own business in two years time.
The future of the electronics manufacturing industry is based around killer
software that enhances automation. This goal isn’t new but hasn’t been achieved
yet as Chinese hands were cheaper than complex systems. As we see the Mac Pro
being made in the USA and the Raspberry Pi being made in the UK, Onshoring is
now a big drive and so again is automation.
My concern is can a company that has a lot of ageing traditional
hardware managers and values manage the deployment of killer software? We only
have to look at the demise of Nokia and the success of Apple to conclude that
question.
I leave focusing on beefing up my technical career and personal
life but I see in the short future that I will be needed back to lead their
software strategy and deploy a tied development approach to aid outsourcing. In
the meantime I hope their new partnership with a sister company will
guide them in the right direction.