Category: Testimonials

Making ultra-precise milling machines even more precise is how one could describe Tim Knobloch’s job. Thermal effects play an increasing role in his field. He therefore attended the ‘Thermal effects in mechatronic systems‘ training.

Kern Microtechnik GmbH has been building ultra-precise CNC machines in the southern German state of Bavaria for more than sixty years. They do this with over 250 people, spread all over the world. For the German specialist, precision is more important than ever.

Kern supplies precision production at the top market segment of accuracy. Customers are producers in the watch industry, medical technology and semiconductor mechanical engineering.

Within the Kern Micro platform, we develop different machine versions. “We use hydrostatic bearings, with very low friction,” says Tim Knobloch, precision engineer at Kern Microtechnik. Where you usually see streaks on milled parts from standard CNC machines, the surfaces of workpieces from Kern’s machines have mirror-quality. The machines can mill parts up to roughly 50 kilograms with diameters of up to 350 millimeters. ‘Usual is 200 millimeters.’

Precision engineer

Knobloch is a precision engineer, but his main focus is systems engineering for precision. ‘I look at quality challenges. Our machines have to meet very high standards. That’s why we test intensively to detect and correct problems.’

That makes Knobloch’s job very broad. ‘At Kern, my precision engineering colleagues and I work more or less as project engineers. We are working in many fields like mechanical construction, software programming, experimental testing along the problem solving process.’

We look at a problem or issue from many angles, looking at the whole process. We do design and modeling first, then prototyping and testing, and then continue with to the actual development and integration into the platform. Mechanical, software and electrical engineers work side-by-side in this process.’

Tim Knobloch of Kern Microtechnik works on milling machines that machine ultra-precise, whether they are in a clean room or in an unconditioned space. Photo Kern Microtechnik.

Thermal effects

Along with a colleague, Knobloch took the training course Thermal effects in mechatronic systems at High Tech Institute. That decision resulted from Kern’s goal of making it’s machines as precise as possible while minimizing errors. Nowadays, in general, thermal effects are the cause of about 40 percent of the total error of a general machine tool like a milling machine. I am talking about the total error of the machine tool, the geometric error on the workpiece after processing like milling or grinding. That’s really substantial. Every part can be affected by it. Because we at Kern put a lot of effort in the cooling of the machine, we may be better than 40 percent, although, I can’t give you an exact number.
Sometimes a machine from Kern ends up in a university, where it is used in a clean room with good climate control. But with other customers, such a machine can end up in a somewhat more uncontrolled production environment, with strong temperature variations. To still be able to machine precisely in those unpredictable environments, Kern builds speciallized parts for it’s machines, such as heat exchangers. Here, too, knowledge of thermal effects comes in handy. ‘That’s an important subject, because we use oil under high pressure. Such an exchanger is a part you can’t just buy from another company. Among other things, I was interested to see how you can model a heat exchanger without very long compute times.’

Netherlands leads the way

Germany, of course, is known as a country of mechanical engineering. But according to Knobloch, it is no coincidence that he did this training in the Netherlands, and not in his home country. ‘The Netherlands and the United Kingdom are further ahead than Germany in precision engineering. There are smaller modules or courses you can take at universities, but you can’t really learn it properly. My boss, the head of development at Kern, happened to work at Philips before. That’s how we knew about the existence of High Tech Institute.’

Efficient model

An important aspect of the training was the mapping of thermal effects and thermal modeling methods. In the training, participants learn to use so called lumped mass modeling to gain a good understanding. This method roughly allows you to model the essence through masses – in thermal context: the thermal capacities – and the heat exchange between the different parts. In the conceptual phase, this is a very effective tool, because if you don’t yet have a fully worked-out CAD model with all the details, you can’t create a detailed FEM model at all.

Knobloch: ‘We learned to model much more efficiently with this than with finite element methods. FEM calculations take a long time. I myself always spend a lot of time with them. Lump mass modeling is often much more efficient. Simply put, the advantage is that you have to think better about your system, about how to reduce it to its essence. So you get a better understanding of your model, and whether there’s something wrong with it.’

Knobloch was familiar with Lumped mass modeling.  It is one of the basic modeling techniques he learned at university. The Lumped capacity modeling in the course however, was tailored to his level and interest. ‘I had read about it, but never actually tried it. I also was never able to take a course around heat exchange in college. So that part of the subject was new to me. It wasn’t difficult for me, because I have basic thermodynamic knowledge. But I learned a lot of new things about heat exchange and how to model it.

Knobloch says knowledge of thermal effects also helps Kern with his most essential work. Much of the effort in manufacturing at the company is in making a machine fingerprint after assembly. Says Knobloch, “We characterize the machine, and compensate for the errors that are still in it.”

Not crazy

Knobloch on the trainers: ‘I advised my colleagues to participate in the training as well. The trainers were very good. They didn’t just teach, but started from their own practical experiences. They connected those insights to your own background and situation. They not only explained, but also showed how to do it. It was like talking to a colleague, not a professor at the university.’

Knobloch also enjoyed the interaction with other trainees. ‘With that, it became clear to me that my problems were also at play in many other companies. For example, there were people from ASML and Zeiss present. They, of course, specialize in semiconductors or optics, but it was very interesting to see what problems they were running into.’ He laughs: ‘Sometimes our problems seemed small compared to theirs.’

A bond was also formed. ‘When we talk to our suppliers and have specific requirements for parts, sometimes they declare us crazy. Sometimes they say it’s just not available. At the training I heard from other participants that this happens to them regularly as well. It was nice to be confirmed that we at Kern are not crazy, ha ha. It’s reassuring to know that others are struggling with the same problems.’

This article is written by Tom Cassauwers, tech editor for High-Tech Systems.

Being creative isn’t always easy, especially working in high tech. After all, the best answer to a technical problem is a practical solution, right? But even if you can’t apply creative thinking in every situation, a little practice and a willingness to think out of this world can offer a whole new perspective.

 

In an industry loaded with constraints, standards and linear processes, out-of-the-box thinking can be a real challenge for many in the high-tech domain. After spending years of learning physical laws, technical concepts and general rules of thumb, it’s no wonder many engineers see the problems to solve with an analytical eye. After all, the best answer to a technical problem is a very practical solution, right? But where does that leave room to be creative?

Like many other engineers working in high tech, this narrative certainly holds true for Roger Amiot, a senior compliance engineer at Fluidwell, a company specialized in the development of sensors, flow meters and other electronics rated for use in hazardous and even explosive environments. “My work focuses on all kinds of certifications, from electrical safety to radiation to explosion safety and metrology,” describes Amiot. “Almost all my professional activities are closely tied to industry safety standards and just by nature, that means I’m very limited in opportunities to be creative.”

But working within these strict standards, Amiot wanted to see how he could push himself to get out of his comfort zone and come up with some fresh ways of thinking. “That’s really why I wanted to enroll in High Tech Institute’s ‘Creative thinking’ course. I’ve met several incredibly creative people and outside-of-the-box thinkers, and I’ve always been interested in the way they could keep an open mind, stay outside of rigid constraints and remain adaptable to trying various techniques,” illustrates Amiot. “That’s completely different than anything I’ve ever done. Being an engineer, my focus has always been on finding straightforward technical solutions. I was really drawn to this course to see how I could challenge the norm and be more creative as a technician.”

'Sometimes asking why, again and again, can lead to the most interesting places.'

Wake-up call

Like any other training, the “Creative thinking” course starts with giving a background into lateral-thinking theories and idea generation techniques. The first two of these methods are concept extraction, which is establishing basic links between ideas, and the challenge method, which seeks to challenge the status quo by continuously asking why. The next two approaches are random entry, which is essentially an association game based on random words, and finally provocation, which is designed to find uncomfortable and unworkable starting points that can then be used as stepping-stones to reach workable ideas.

Check out the training

“Of the several techniques that were presented to us, I must say, there were some that really worked for me and others that didn’t. For me, the most effective techniques were the challenge and provocation methods,” highlights Amiot. “Sometimes asking why, again and again, can lead to the most interesting places. Especially when others are quick to shoot down ideas. Asking why this won’t work, why is that, and four more times why. Eventually, you get to a place where people come out of a trance and start seeing possibilities. It’s like a wake-up call, which is what this training was for me.”

Go to Mars

The next step: bring these methods to life. Especially for technical minds, it’s practice and not theory that’s king. That’s why participants are tasked to define a purpose and start using these techniques immediately through idea-generating exercises. The goal of this practice is to achieve quantity, not necessarily quality in ideas. Not every idea is going to be good, or even workable, but simply getting them out can jumpstart a creative flow.

So, if the problem you’re trying to solve is how to reduce litter in public spaces, a flying trashcan might not be the most practical solution. But it will certainly catch people’s attention. As course instructor Rex Bierlaagh puts it – sometimes you have to think like a Martian. “Don’t be afraid to go to Mars for a wild idea. Because after you go, you and your colleagues can always bring it back down to Earth.”

“What we learned is that there really is no such thing as a crazy idea because they all have valuable aspects. It’s about creating this open mindset that lacks judgement, rather than our typical critical or analytical approach,” Amiot suggests. But one of the most important factors in creative thinking and brainstorming sessions, according to him, is participation within a group setting. “Having others involved to help harvest, align and group ideas is vital. Martian ideas are great, but there has to be someone to help structure them, and they have to fit within the defined focus. What we saw was when this was done effectively, a number of ideas could be viable with only minor tweaks.”

Personal insight

For many, especially the linear thinkers of the technical world, putting these methods into practice is no easy task. Because of that, implementing creative thinking approaches in real-life scenarios comes with the added layer of difficulty that it’s counterintuitive. But according to Bierlaagh, this feeling is something to embrace. To him, as children, we’re wired to see all the possibilities and potential, and to be imaginative. But somewhere along the way, we lose that and start focusing on limits and boundaries. That’s why one of the aims of the training is to help participants break through these constraints and find their inner child.

“I haven’t been able to apply many of the techniques at work yet. Some of that stems from the type of work I’m in, but also from the work-from-home environment we’re in right now,” comments Amiot. “But I must say, I also found this training to be relevant on a personal level, outside of work. It has given me a lot of personal insight and a better appreciation of others’ perspectives and ideas. We all play many roles in our lives – colleagues, friends, parents, children – which means we need to wear many hats. But seeing how this open mindset can affect creativity and action has really opened my eyes to how I can be a better listener and communicator without being blinded with all the technical constraints that are so prevalent in my life as a technician.”

This article is written by Collin Arocho, tech editor of Bits&Chips.

Distractions and disruptions are the enemies of work efficiency. To push through and keep your daily tasks on track, time management skills are a necessity. Looking for tools and tips to enhance your workplace efficiency? High Tech Institute’s “Time management in innovation” training has you covered.

 
Despite the economic slowdown brought on by the Covid-19 pandemic, many businesses are finding that productivity has increased, as we’ve completely altered the way we operate. While working from home might mean no travel time and a more relaxed start for some, others are finding themselves behind the computer morning, noon and night. Combine that with the incessant flow of disruptions ranging from instant messages, e-mails and calls to pets, people and package deliveries – sometimes it feels like there just aren’t enough hours in the day to get everything done.

 
The good news is, it doesn’t all have to be done at once, and a little prioritization and good time management can make all the difference in the world. But, just like any of the technical skills you display in your work, this particular set of skills also needs to be developed. Enter: High Tech Institute’s “Time management in innovation” training – aimed at providing engineers and innovators with the tools to help relieve stress and enhance workplace efficiency.

 

Bram Bergen, software development engineer at Adimec. 

 

Sooner rather than later

“All at once, I found myself sitting in several different difficult projects, feeling stressed to get everything done,” explains Bram Bergen, software development engineer of Adimec Advanced Image Systems – a specialist in developing high-performance industrial camera systems used by global OEMs, system integrators and government contractors for three main market segments: machine vision, medical and global security applications. “We develop customized cameras for a wide assortment of applications, but that means we have to tailor our cameras to the customer’s specific needs while maintaining ruggedness and reliability.”

 
To meet those stringent expectations, Bergen works closely with Adimec’s development, production and prototyping teams to build test software to put these cameras through extreme challenges like temperature, vibration and calibration tests. However, as orders and projects continued to pour in, Bergen started to notice he was being spread thin, as the work piled up.

 

'I wanted to see how I could get more organized and keep from forgetting things on my growing list'.'

 
“That’s when I decided I wanted to enroll in the course. I still felt like I was at a place where I could handle everything, but as soon as it all started to run together and overlap, I knew it would be trouble. That’s why I opted to take the course sooner rather than later,” explains Bergen. “My goal was to get some tips and tricks on how to get more structure in my work and how to create more time for focused work throughout my day. But also, I wanted to see how I could get more organized and keep from forgetting things on my growing list.”

 

 

Time registration

Part of the growing problem for Bergen, as many can relate, is that he was traditionally a yes-man. His ambition to help his team thrive meant that he would take on nearly any task he was asked for, and all of them became a priority. “I always had the feeling that I had to spend my time immediately replying to e-mails and Skype messages because they were very important – my colleagues were depending on me and needed me. But in doing that, I was continuously distracted, which lead to working overtime to get everything finished,” describes Bergen. Clearly, this way of working wasn’t sustainable. “What I really needed was to learn some techniques to take control of my agenda and prioritize my work.”

 

 
This became even more clear when Bergen completed the daily time registration exercise for the course, which asks you to log your entire workday – every call, every e-mail, every minute spent on focused work, all of it. The goal: to show you how many times your brain is interrupted and forced to switch directions – a well-known killer of working efficiency.

 
“There were a lot of good lessons to be learned in the training, some new and some old, but the time registration was really an eye-opener for me. In one day of logging, I counted some 60 switches – and that felt like an easy day without a lot of disturbance,” illustrates Bergen. “That’s when I really started to realize the number of interruptions I was getting every day. Answering an e-mail, now someone’s calling, oh, here’s a colleague at my desk, there’s Skype again. That’s when it all sort of clicked. Maybe I don’t have to respond to everything immediately.”

 

Decline

Here Bergen saw an opportunity to really employ some of the tactics he learned in the course like blocking time out of his calendar to focus more on projects, declining meetings that weren’t absolutely necessary and minimizing distractions. “I found that turning off notifications for Skype and e-mail was crucial for me. I first tried to leave them on in the background while I worked, but it really proved to be a distraction,” says Bergen. “The truth is, making my colleagues wait a little while before responding, so I could focus on my work, really wasn’t a problem for anyone. If it was really important, they’d just call or walk by.”

 
One of the biggest things Bergen walked away with is that it’s important to think about himself a little more. “In the past, family and colleagues would give me instructions on how to balance my time, but I didn’t understand their reasoning behind it. Now, I feel like this course really gave me insight and reasoning as to why that’s so important,” expresses Bergen.

 
“Because of that, I now make sure to plan time for myself. If one week is extremely busy and I start feeling tired, then I try to take it a little easier the next week or take a long lunch and go cycling to clear my head. By using some of the tools we got from the training at High Tech Institute, I find I’m much more structured and organized in my work and it feels like I’m getting more done with much less stress.”

 

During the time management training, theory is immediately put into practice.

 

This article is written by Collin Arocho, tech editor of Bits&Chips.

 

Nexperia’s Industrial Technology and Engineering Center (ITEC) has a rich history in developing state-of-the-art products and industrial production solutions for the semiconductor domain. But when the group ran into the difficult task of balancing deliverables with its target costs during the development of its cutting-edge ADAT3-XF, senior mechanical designer Theo ter Steeg and the ITEC team turned to the training “Design for manufacturing” to help streamline the design process and get a better overview from the start.

Finding the path to a spot on the leading edge of technology development is certainly no easy feat for any company. But to hold that edge, over the span of decades, is an accomplishment shared by far fewer. However, with a lineage that extends back to NXP and even further to Philips, Nexperia and its Industrial Technology and Engineering Center, more commonly known as ITEC, has held on to such position for more than 30 years – with no plans to relinquish its spot any time soon.

“Since I joined the original ITEC team at Philips in the late 90s, the goal has always been to continue to push the boundaries and improve our offerings,” describes Nexperia senior mechanical designer Theo ter Steeg. Since 2000, he’s dedicated his energy to innovating on one of the company’s featured pick-and-place die-bonding machines, specifically the ADAT3.

“Early on in the development phase of the ADAT3, we already made big steps in improving the speed and accuracy over its predecessor, the ADAT2. Then as the system became more mature, and transitioned from development to the product group, I moved along with it,” recalls Ter Steeg. “Our focus was on the sustainment of the product and creating new features and modules to enhance the entire ADAT3 platform and meet the increasing needs and demands of our customers, specifically in die bonding, die sorting, taping, strip-to-strip glue bonding, flip bonding and more.”

Targets

Meeting these customer demands and working on a continuous innovation cycle, however, also comes with a steep price, both literally and figuratively. As the group poured energy and resources into the project, it found that the established cost targets were often in direct competition with what it aimed to deliver – sending the project a little off the rails. Something had to give, a fact that became abundantly clear while designing the die-bonder strip glue module for the ADAT3-XF platform.

“We always know that the targets for our deliverables are going to be tight, in this line of work, that’s almost always the case. But like on any innovation project, we were enthusiastic and convinced we could hit our marks,” suggests Ter Steeg. “What we encountered, though, was that we were setting these targets early in the process, without all the necessary information at hand, which isn’t sustainable. Quickly, it became apparent we were going to miss our targets; the question was by how much.”

Confident that the project could be saved and put back on track, Theo and his team began discussing their options. In his mind, Ter Steeg remembered an article he’d read in Mechatronica&Machinebouw about the “Design for manufacturing and assembly” training from fellow Philips descendant High Tech Institute. Having looked further into the course content and seeing that the key points of the training aligned with the areas he wanted to improve, Ter Steeg reached out to the course instructor Arnold Schout.

Ter Steeg’s particular interest in the Design for manufacturing training was spurred by two specific topics: cost calculations and improvements in determining lead times. “From the first conversation, Schout showed us that he had a clear understanding of our challenges with a clear vision on how we could address them,” says Ter Steeg. “He worked with us to design an in-company edition of the training. Working in tandem, we were able to customize the training to be precisely tailored to our specific needs.”

Eye-opener

To help address ITEC’s cost-calculating needs, Schout worked directly with team members to create an internal detailed spreadsheet that can take into account the cost of various parts and modules within the machine. By linking this to a CAD model of the system, engineers can see precisely how any individual part, motor or module affects the total cost – including material, machine and man-hours.

“This was an eye-opener for us. Normally, we would design something with a rough estimation of what the various parts and components would cost, but as we go forward in the process, we often make on-the-go decisions to improve performance specifications or fulfill function requests from our customers, without knowing exactly how the cost will be affected down the line,” explains Ter Steeg. “And on a machine like this, with more than 8,000 parts, those changes really add up. Of course, we like to make improvements, but at some point, the question must be, at what cost. With this new way of working and the detailed document, we could gain a lot of clarity on this and improve our system and our way of working.”

Similar to the cost calculation form, Schout also helped the ITEC team to design a lead-time document, where the group could again enter detailed information for all of its parts and modules, which would then provide much more precise information on what the expected lead times would be for specific solutions.

“Working with Arnold and High Tech Institute in the ‘Design for manufacturing’ training has really opened the doors to evolving our processes and our continued innovation. Their level of knowledge and ability to guide the training to fit our specific needs have enabled us to work in a much more sophisticated way, with a clearer understanding and better-defined goals throughout the entire manufacturing process,” illustrates Ter Steeg. “While we only recently just finished this training and perhaps it’s still a bit too early to say definitively, we can already see many of the benefits we hoped to gain.”

This article is written by Collin Arocho, tech editor of Bits&Chips.

For even the most culture-savvy expats, Dutch directness inside the workplace can serve as a bit of a shock. According to ASML design engineer Marco Allegri, who joined the Dutch work culture from Italy, the transition can be a little frustrating. But, he says, once you learn where it stems from, you’ll learn to appreciate the typical Dutch communication style. Recently, he attended the training “How to be successful in the Dutch high tech work culture“.

Joining the Dutch workforce can be fraught with challenges, especially when coming from another country. While some cultural norms are easy to notice, learn and understand, others can be a little shocking or even frustrating for those with green behind their ears. In the Dutch work culture, it’s often that you need to look no further than communication. Not so much in terms of language-ability barriers, as the Dutch are extremely talented in a number of languages, but in their style of communication – where the “Dutch way” can feel a little, well, ouch.

Marco Allegri.

“Working in the Netherlands has been a relatively smooth transition for me. ASML has gone out of its way to provide me and other expat employees with all the necessary help, resources and a number of on-boarding activities to feel part of the team from the very start,” explains Marco Allegri, a mechanical design engineer who joined the Dutch semiconductor equipment giant after moving to Belgium from Italy. But, despite his positive start with the company, even he has to admit: there are certainly some cultural differences. “Compared to my previous job in Italy, I’ve noticed that the Dutch workplace has a very no-nonsense approach to work, with extreme attention to process, procedures and details, which was all a little new to me. I’ve also found that this down-to-business approach you find in the Netherlands can often result in communication or feedback that’s both instant and rather harsh.”

 

Can you recall a specific moment when you experienced this?

“Oh yes, definitely. It was the first time I received direct feedback from my previous team leader. We were in a meeting having a discussion, when suddenly he cut me off, almost mid-sentence, in complete opposition to what I was just saying. He totally disagreed,” recalls Allegri. “Let’s just say, this wasn’t something I was used to, and I didn’t dare to try to respond or argue. What would I even say?”

In Italy, according to Allegri, 90 percent of the time, people probably wouldn’t speak up in direct opposition. And, if they did, it would have been full of niceties and politeness. “You’d take small steps and ask if you could add something, or mention that you had another perspective to offer, but never would you do it in such an immediate and direct manner,” expresses Allegri. “In Dutch culture, on the other hand, this is an expectation. Even if your opinion contradicts your boss or management, they want you to speak up – you just need to be sure you have supporting facts and evidence. That’s what drives people here. In Italy, it’s very hierarchical. Even if the boss is wrong, he’s right – because he says he’s right and he’s the boss. There’s not really room for discussion and it would never be so direct.”

 

Giving feedback

This experience served as a real eye-opener for Allegri. As he continued to grow within his role and the company, he saw this sort of communication style being used by nearly all his colleagues, especially those that were Dutch. “At first, you know, it’s really a bit of a shock. But that’s how it’s done here, and I’ve really come to enjoy it. It’s this style of direct communication that gives me a clear understanding of where things stand, what has to be done and how to achieve it,” remarks Allegri. “It’s never personal, it’s always facts first. When you have data to back up your opinion, you can be sure that the people here are open and will actually hear what you have to say. That’s kind of a new idea for me.”

However, for Allegri, there was still a real challenge to this sort of communication. In his experience and with his cultural background, giving this type of feedback was no simple task. That’s when he registered with High Tech Institute for the training: “How to be successful in the Dutch high-tech work culture”. “This training provided us with a really good theoretical overview on why the Dutch communicate in this manner. By far the most impactful information I received though, was in learning to provide this sort of direct feedback as well as how to deal with the vast number of stakeholders in meetings and in our day-to-day work,” highlights Allegri.

“The most helpful aspect of the training was learning how to structure my feedback, being sure to kick the ball, not the man – so to speak. Also, the techniques for dealing with disagreements between or influencing stakeholders and creating buy-in from a position without power. This was really enlightening and again put a real emphasis on using facts, data and figures to support ideas – that’s central to Dutch-style communicating. I especially found the exercises and scenarios that put the theory into practice to be useful. I wish we could have done even more because that’s something I’m still implementing in my work today.”

During the training participants work in small groups to practice the theory.

 

What advice would you give to other expats that are looking to work in the Netherlands?

“Sometimes, the Dutch struggle to put themselves in your shoes. You have to remember that they’ve grown up being integrated into the ‘Dutch way,’ which I’ve come to really appreciate and even favor. But sometimes, they lack perspective from the other side,” illustrates Allegri. “So, my advice to other expats coming to work in the Dutch high-tech is rather simple. Prepare to be frustrated. Prepare yourself for tones that will seem harsh and procedures that will seem endless. But also try to remember, it gets much better. That’s just the way things are done here, and they have a very strong track record.”

This article is written by Collin Arocho, tech editor of Bits&Chips.

Dutch high-tech is full of talented engineers. But how do companies ensure they keep this talent in house? For Sioux Technologies, it’s all about putting an emphasis on the people, and keeping them happy and challenged with interesting projects, life-long learning and custom training opportunities. Recently, Sioux and High Tech Institute organized a customized software security training with Duncan Stiphout.

Whether you’re fresh out of college or have been in the business for decades, there’s always something to learn. From personal to professional, social to technical skills, staying sharp is key – especially in the high-tech industry.

For Sioux Technologies, this fact is absolute. “We’re a high-tech solutions provider. We don’t make end-products; we deliver services, modules and submodules to our high-tech customers and partners,” describes Duncan Stiphout, group leader of the system control software department and people manager at Sioux. “For us, knowledge and expertise really set us apart. It’s not the products we make, but our people that are our greatest asset – we just prefer to keep calling them people,” he jokes.

Here at Sioux, or anywhere else for that matter, not everyone has the aspiration to become a senior system architect,” says Duncan Stiphout. Photo by Bart van Overbeeke.

Over the last 20 years, Stiphout has learned a lot about people and growth. For the first half of his tenure, he served in highly technical roles – starting as a software engineer right out of college and working his way up to a software architect. “At some point in time, I got a taste of the project management side of the business. And I’ll be the first to tell you, that stuff isn’t for me,” he recalls.

For Stiphout, being responsible for continuous planning and management just didn’t feel like the right fit. A little bit of chaos, as he puts it, is a good thing. “What I learned though, was that was ok. Here at Sioux, or anywhere else for that matter, not everyone has the aspiration to become a senior system architect,” he says. So, roughly 10 years ago, Stiphout decided he’d like to find a role more suited to him – even if he didn’t know what that was at the time.

Hapiness manager

Speaking with his people manager, Stiphout began looking into the various options that best suited him and his career – both inside and outside of Sioux. That’s when a new people manager position opened up and caught his attention. “I talked to some managers and colleagues about my interest in the position and I received a lot of good feedback. A number of people had already worked with me and appreciated my communication style and that I could help guide and lead them in their personal career paths,” says Duncan Stiphout. “I also think that situational management is one of my core strengths and something that I rather enjoy. So, I jumped at the opportunity and took the chance with both hands.”

Taking this new position was a big step for Duncan Stiphout. After all, he was stepping away from his more hands-on technical role and moving toward a manager’s role focused on growth. Not only his personal growth, but also that of the business, and now, of his colleagues. “Now, my focus isn’t only on projects but also on the happiness of others. I guess you can call me a happiness manager,” laughs Stiphout. “In this role, my job focuses on recruitment, retention and competence management. My main focus lies in keeping my group challenged and happy in their roles as they further develop in their careers.”

Function house

To keep its people happy and on the cutting edge of technology, Sioux has fully committed to life-long learning opportunities for employees. In fact, the company offers each of its workers an annual personal training budget of 6,000 euros to use at their discretion for everything from books to seminars and training courses. “This really helps us get the best out of our teams, and that’s a big part of my role – helping people find ways to improve themselves and keep them interested,” highlights Stiphout.

In practice, of course, this can take on many different forms – especially as employees grow within the company and climb up the ladder. “When we get new engineers, we help them look at their goals and map what we call their function house. Essentially, this highlights the opportunities and expectations for every level, from junior and senior software engineers to designers up to system architects,” illustrates Stiphout. “What we’ve found is that very early in someone’s career, many engineers are mostly interested in technical courses and improving their technical skills. Once someone reaches the level of designer, however, they often turn toward personal or soft-skills trainings dealing with influence and leadership.”

In the name

To offer employees leading-edge training, Sioux has several options available, offering internal coaching and in-house training, as well as turning to training organizations for their expertise. Stiphout: “We really see the value of training for our people. Of course, it’s difficult to calculate, but I believe there’s a real return on investment when my team members return from good trainings. You can see how inspired they are to try what they’ve learned, or how perspectives of events or their skills have changed as a result.”

Choosing the right training, though, can sometimes be a little tricky for a company like Sioux, so they really try to do their research to see what trainings have the best reviews and what could prove to be most valuable for their teams. “There are a number of different training organizations around, especially in software development – which, despite our multi-disciplined teams, is still a very big part of what we do at Sioux. For a lot of them, though, the trainings focus less on the high-tech domain, and more on other areas, for instance, administrative systems software,” explains Duncan Stiphout.

Photo by Bart van Overbeeke.

“That’s one reason we rely heavily on High Tech Institute and also why we look to contribute our expertise in helping design some courses – with a few specialized trainings, like the System Architecting (SysArch) and Multicore Programming courses, which are instructed by Sioux colleagues. Their reviews are outstanding and their portfolio offers a relevant training for every single level, from junior engineer to senior system architect. We find that so important because it perfectly matches our high-tech ambitions. Which makes perfect sense as ‘high tech’ is already in the name.”

Customization

In addition to sending employees to multiple training courses with High Tech Institute over the years, Duncan Stiphout has also worked with them to plan in-company editions of trainings for larger groups at Sioux. “Of course, they offer off-the-shelf courses, but when looking to make it in-company, the team at High Tech Institute offer the chance to tweak and customize a training to fit our specific needs,” says Stiphout.

“Recently, I started working with Jaco Friedrich to customize an in-company session of the ‘Leadership for architects and other technical leaders’ training as a follow-up to the system architect’s training. In our work at Sioux, we’re really aimed at building customer intimacy and offering the unique perspective of our technical leadership. Sometimes, that means that we need to be critical of their demands,” explains Stiphout. “But learning how to better communicate that critique is extremely important and we believe that it’s something that distinguishes us from our competition. That’s why we’re looking forward to a continued collaboration with Jaco and the rest of the team, to offer our group at Sioux the chance to really build and enhance these skills.”

This article is written by Collin Arocho, tech editor of Bits&Chips.

High-tech development processes are becoming so complex that organizations cannot avoid thinking and working in a multidisciplinary way. After all, the ideal solution is rarely one-dimensional. However, collaborating engineers from different fields are only successful if they understand each other’s jargon. VDL ETG T&D sends its technology professionals to the Mechatronics system design training at High Tech Institute so that they can train that skill.

The mechanical engineering group of VDL ETG’s Technology & Development department currently employs approximately fifty people, of eight different nationalities. Group leader Bart Schalken notices the differences: “Education in the Netherlands is excellent and the knowledge level is very high. You can only see that clearly when you start recruiting internationally. I grew up in Eindhoven, so in my experience, this is the normal world. However, when you talk to international engineers, you notice how special the technical level is in this region. In the field of precision mechanics, our schools and universities are ahead of their international counterparts.”

Another point where Dutch engineers excel is that they’ve learned to look beyond the boundaries of their own discipline. This quality is becoming increasingly crucial. “Development processes are almost all multidisciplinary and so complex that you can no longer approach them sequentially; you have to move in parallel,” says Schalken. “Mechanics may often be the basis here, but that doesn’t mean that you can meet all system requirements. Then it’s important to involve another discipline. Only by connecting and working together can you ensure that the product will meet the functional requirements.”

But how do you find the right specialist within a group like Technology & Development that has grown from a few dozen to around three hundred and fifty since its inception eight years ago? To keep an overview and to ensure that everyone knows exactly who to contact, Schalken has carefully mapped out the sub-competences. “I’ve listed more than two hundred competencies and capabilities within mechanics and indicated per employee who has what knowledge. Those scores make it immediately clear who you should go to if you need knowledge about, for example, leaf spring constructions or vacuum systems,” Schalken explains. “Ultimately, the goal is to deliver the best result for our customers, but the know-how for the optimal solution doesn’t necessarily have to come from your project group or department. We make use of all the knowledge we have on board. And if there’s a hiatus, we always have our network of external partners and universities. That’s the atmosphere I want to create.”

Due to the increasing complexity and the urge for a shorter lead time, VDL ETG works with increasingly large project teams. “So the need for multidisciplinary collaboration is getting bigger and bigger,” Schalken experiences. “Normally, we’re in a large office space, but now, because of corona, we often work from home. That doesn’t make it any easier. Of course, we share the most important project information during digital meetings, but what’s missing now are the accidental conversations that arise at the coffee machine. While those are often the lubricant of smooth collaboration in projects.”

Eye-opener

A precondition for good collaboration is that engineers speak the same language. “You only seek each other out if you understand each other’s jargon,” says Schalken. “You don’t have to know all the ins and outs of the other discipline, but you do have to master the basics. Everything revolves around communication.”

To make the collaboration between the disciplines more effective and more decisive, at the beginning of last year, Schalken arranged for the High Tech Institute’s “Mechatronics system design” course to be given in-house at VDL ETG. Many of his people have now attended this training to gain a better understanding of adjacent disciplines. The course covers basic concepts and terminologies and the participants apply them to the disciplines around them.

“My group mainly consists of mechanical engineers, but such a course only really catches on when the other disciplines join as well. That’s why we invited people from the software, electronics and mechatronics groups. In addition to paying attention to theory, the training makes time to work together in teams pragmatically. That provides so much insight. Only when you look at a problem together, you really notice how they approach it from a different discipline. A real eye-opener.”

Although the follow-up process has been temporarily delayed due to the current corona measures, Schalken hopes that eventually most of his own group and as many engineers from other disciplines as possible will learn to speak the common engineering language. “In recent years, TU graduates have been given a broader base and have been trained to think and work in a multidisciplinary manner. For them, the Metron 1 training is no longer necessary and Metron 2 suits them better. That’s perfectly fine, of course – the great thing is that the added value is recognized,” Schalken states.

Start with the function

In addition to the training being an eye-opener for the participants, Schalken is counting on another advantage to become visible. “The core of VDL ETG is in system development, in combination with our manufacturing knowledge,” he explains. “Everything is under one roof. You can walk from the engineering department to the machining hall and the sheet metal shop. We have a lot of knowledge about manufacturability and value engineering. Helping and advising customers with DFX is where it all began. Today, VDL ETG itself is the development party and customers involve us starting from the specifications. We take care of the entire development process up to and including realization. As a result, customers only have one point of contact for the entire process.”

“Only when you look at a problem together, you really notice how they approach it from a different discipline.” Credit: Bart van Overbeeke

This approach means that VDL ETG engineers not only see the theory but are also closely involved in the manufacturing process, assembly and qualification of the end product. “The close connection between theory and practice ensures a steep learning curve for our engineers,” Schalken points out. “This knowledge is further enhanced because they get direct feedback on how the products are performing in the field. For example, we analyze parts that are returned after an update. Any weak links become visible and we take that knowledge with us to improve the next design.”

The mechanical engineers at VDL ETG focus a lot on DFX for series products in high-tech. “This knowledge is now well embedded within the organization,” says Schalken. “The next step is that we learn to think and work from the function of the system. What does the customer really want? What’s the question behind the question? And what roadmap is behind that?”

Because VDL ETG has traditionally been quite focused on mechanical engineering – “our mechanical engineers are often the owner of a system” – the solution to a problem is quickly sought in that corner. “Ultimately, of course, you want to move towards a feasible and cost-efficient design – we’ve already laid that foundation – but the function of the design is the starting point,” Schalken states. “What does it take to make it happen? That’s the goal you must have in mind all the time. The mechatronic systems we develop focus on increasingly faster and more accurate positioning in an increasingly cleaner environment. What competencies do you need to realize such a position accuracy with those preconditions? You don’t have to come up with the solution yourself, but you must understand when to involve whom in the development to reach the end goal. The keys are communication and speaking the language of your colleagues from another discipline.”

This article is written by Alexander Pil, tech editor of Bits&Chips.

The link between industry and academia is crucial for preparing the workforce of tomorrow. As industrial leaders look to TUs for advanced engineers to fill leadership roles like that of a system architect, TUE’s PDEng program answers the call by infusing personal and professional development into students with training.

The Professional Doctorate in Engineering degree (PDEng) isn’t your typical advanced degree. In fact, the program is relatively unique to the Netherlands, with only a few other countries offering similar programs. PDEng’s Dutch roots go back several decades, but in 2003 the professional doctorate got its new name and was recognized by the Bologna Declaration as a third-cycle (doctorate-level) program. Different to a PhD, the curriculum doesn’t require years of research and a lengthy dissertation, rather it’s a two-year post-master’s program aimed at elevating systems knowledge and enabling the next generation of developers by gaining valuable hands-on experience and first-hand access to industry to become a system architect.

Each year, Eindhoven University of Technology (TUE) accepts 100-120 PDEng trainees across its various programs, spanning the fields of chemical, mechanical, electrical, software and medical engineering. “We have a very stringent selection process to ensure that our programs maintain an incredibly high level,” describes Peter Heuberger, the recently retired program manager for the Mechatronics and Automotive PDEng groups at TUE. “Just to give you an idea, each of my groups has only eight people. Those 16 spots were filled out of a pool of more than 200 applications that we received from all over the world.”

Peter Heuberger: “We’re looking to build advanced engineers that will take a few steps back and adopt a helicopter view of the problem.”

Helicopter

As technology becomes exponentially more complex, success in technical development relies heavily on teams of multidisciplined engineers working together, each doing their part to contribute. A challenge, however, is that by nature, engineers tend to focus on one area and fail to see the big picture of the whole system. “Typically, if you give an engineer a problem, they’ll jump right in and start to unscrew bolts and take things apart, focused on finding their own solution to the problem,” illustrates Heuberger. “But we’re looking to build advanced engineers that will take a few steps back and adopt a helicopter view of the problem. Not just where the problem lies, but for whom is it a problem? Will it still be a problem next year? What are the costs involved? What’s the lifetime of the product?”

So, how do TUE’s Mechatronics and Automotive PDEng programs encourage their engineers to adopt this big-picture systems approach? They turn to training – especially in the first year. “A few years ago, while we were organizing system engineering courses at the university, it became clear that we didn’t have the resources or manpower to do all the necessary training in house,” explains Heuberger. “That’s when we reached out to High Tech Institute for help in providing training courses. Not only are they located in the neighborhood, but their extensive pool of industry-experienced engineers and experts greatly complimented our goal of getting our trainees as close to industry as possible.”

“After the first week of introductions, we have the trainees jump right into the Systems Thinking course. This is where many of the trainees get their first introduction and exposure to industry, the demands of the industrial plight and specific methodologies with which to approach system engineering,” says Heuberger. After the initial training, trainees spend the next several periods honing the methods and skills they’ve learned as they train their own system-engineering approach. “For this, we take on several sample projects, given to us by industrial partners like ASML, DAF, Philips and Punch Powertrain, where trainees take on different roles, ranging from project manager and team leader to communications, configurations or test managers. These exercises add more practical tools to the training and give trainees a better grasp of the bigger picture as they gain new perspective in the essence of their work.”

Awareness

As the Mechatronics and Automotive PDEng trainees shift into the final module of the first year, TUE again reaches out to High Tech Institute to give a training on Mechatronics System Design. “This is a really high point for our trainees nearing the end of their first year, especially those interested in mechatronics. At this stage, they learn about advanced control theory from Mechatronics Academy experts like Adrian Rankers,” depicts Heuberger. “Something that really seems to stick with them is that you don’t always need very sophisticated control theory. You need to get the job done. When looking at a problem from a smart perspective, sometimes the most basic control theory is the best fit. But of course, it might be due to the control application or to the hardware setup, for example. This is the point where it all seems to click, and they really see the big picture.”

“This is precisely one of the most important aspects of training, the gained awareness and perspective,” adds Riske Meijer, incoming director of the Mechatronics and Automotive PDEng programs. “The awareness that when you’re starting any job, you’ve got to look beyond one task and one solution, at the job as a whole. That’s what it takes to be a successful system architect in industry.”

Riske Meijer: “You’ve got to look beyond one task and one solution, at the job as a whole. That’s what it takes to be a successful system architect in industry.”

Answering the call

Heuberger and Meijer will be the first to tell you, the TUE PDEng program doesn’t produce system architects but more of a system engineer. After all, there’s a big difference between leading groups of 3-5 people at university compared to leading groups of 30-50 in today’s workplace. To get to the level of a real system architect, it takes somewhere around 20 years of experience and development in the industry. However, by giving young engineers enhanced tools and real, hands-on industrial experience, TUE provides them a head start. Of course, not all trainees go on to become system architects, as not everyone is built the same. Many of them go on to find their place in other leadership roles like project management, people management or technical leads.

“Industrial partners have called on us to help produce advanced engineers beyond the master’s-degree level. They’re looking for young talent that will be able to step up as team leaders and in other leadership roles to advance the industry,” suggests Heuberger. “So that’s what we aim to do, we’re answering the call of industry and preparing future engineers, team leaders, project managers and system architects to fill those needs.”

This article is written by Collin Arocho, tech editor of Bits&Chips.

As the electronics and semiconductor domain continues to explode with complexity, engineers are having to step outside of their comfort zones and take on new roles to keep up with the increasing demands of chip performance. For semiconductor giant NXP’s failure analysis department, training employees and broadening its knowledge base is instrumental in holding the leading.

For nearly 25 years, Johan Knol has known exactly where he wanted to be. In 1996, fresh off finishing his master’s degree in electronics with a focus on analog design and semiconductor processing at the University of Twente, he had his eyes set on joining the semiconductor arm of Philips – which was later spun out as NXP. “I saw what Philips was achieving in the semiconductor industry at that time and it was quite impressive. But even then, it was extremely evident to me that the industry needed a major catchup, particularly in the analog-chip world,” recalls Knol, Manager of Failure Analysis for Security and Connectivity at NXP. “I came to Nijmegen to tour their cutting-edge MOS-4 fab, and it really piqued my interest. I knew this was a place where real innovation could be realized, and I wanted to be part of it.”

In his 25 years with the company, Knol has held several positions. First as a device physics engineer, then a process integration engineer – working to improve the overall process from development to manufacturing – before opting for a move to NXP’s failure analysis (FA) department. “I chose failure analysis because it combines all corners of NXP. Essentially, we work in a state-of-the-art silicon debug lab, where my group is responsible for identifying electrical failures within all the new products NXP launches and ensuring all of our products meet the highest quality standards,” describes Knol. “We help the design teams identify issues in the design and manufacturing chains. To do that, NXP provides us with top-of-the-line equipment to handle all the analysis requests, from mixed-signal processing technologies down to 16nm, and using techniques like laser voltage probing, laser frequency mapping and nanoprobing – we do it all.”

Evolving

One aspect of the silicon domain that Knol has encountered in his 2.5 decades in service is just how quickly the industry seems to be evolving. According to him, engineers, at least in his department, are having to go well beyond their areas of focus and broaden their understanding of NXP’s entire production chain, especially as chip complexity continues to explode. One essential tool he relies on to keep his team sharp: training and personal development.

“Almost no one comes out of university, or even from another department, having a solid grasp of the entire field at NXP. When someone joins our team, they’ve got to learn at least 4-5 different areas of the production chain,” depicts Knol. “It’s only with that knowledge that you can solve the kinds of problems that we get sent to us – ie a chip isn’t working, but with no clue as to why. Typically, new hires have a background in physics or chemistry or electronics, and maybe they’ll even have experience in analog or digital design but hiring someone with expert knowledge on mixed-signal design and these other disciplines doesn’t really happen.”

For Knol, however, it’s precisely this understanding of multiple aspects and disciplines that’s so crucial to the success of NXP’s FA lab, and why he’s a big believer in tech training. Knol: “Our competence program is primarily focused on broadening the knowledge of our engineers. They need to have a broad view of everything involved in creating a chip.”

Digital transition

One driving force that Knol and NXP have experienced in the semiconductor sphere is the transition from analog to digital chips, or at the very least a combination of the two. “At NXP, we’ve had a shift from truly analog design to embedding digital more and more – so mixed-signal designs – and it’s happening ridiculously fast,” says Knol. “But even products that were 100 percent analog in the past, for good reasons, are now embedding more digital cores.”

Knol uses the example of NXP’s smart antenna solutions product line for 5G applications, where they used to deliver single RF transistors or RF low-noise amplifiers but now have started embedding digital content in that line of chips. “These chips are now much more complex, and the engineers that have spent years perfecting the analog design are now suddenly facing products with digital content. At first, they didn’t know how to deal with that, how to interpret that, or even how to test.”

That’s when NXP’s FA department reached out to High Tech Institute and arranged for an in-company session of the tech training “Test and design-for-test for digital integrated circuits” . “This shift to digital isn’t going to go away, it’s only going to become more prevalent. As a unit, we decided we needed to establish new competencies in this domain and this training was a perfect opportunity,” highlights Knol. “We chose High Tech Institute because of its undeniable link to the high-tech industry. They have a strong understanding of the domain because the trainers are actually from the industry. More importantly, we were able to work directly with them to tune the content of the tech training to our specific needs. That was the real strength that we saw in High Tech Institute.”

 

Time management

Of course, the success of any technology company depends on highly skilled and highly technical people. Sometimes, however, success can also stem from the soft skills of employees – such as good communication, stakeholder management and using time in the most efficient ways. But as the complexity continues to increase, and engineers are taking on more responsibility, sometimes the soft skills can be a challenge. “We have some really outstanding minds at NXP. Our engineers are some of the best in the world. But one thing we’ve found is that the most specialized technical people can often be lacking when it comes to soft skills,” Knol describes. “Efficiency being key in an environment like this means every day you’re being challenged to do more in your daily efforts.”

This can be a little tricky when trying to balance work, meetings, planning and the many personalities you encounter in the workplace. That’s why NXP adopted another tech training from High Tech Institute: “Time management in innovation.” “We saw that people were struggling with time management. To be honest, I was one of them myself. So, we took this training and made it a default course for our people – meaning at some point in time, everyone should take it. And it’s from personal experience that I can say this tech training is extremely helpful,” states Knol. “People came back from this course having learned new tools to embed better planning in their work, learning how best to establish boundaries and how to address the issues they face in communicating with others. So yeah, that has become another default module that we offer to our people. Time management, education, self-reflection, taking leadership and working in project teams on a global scale. These are the kinds of courses that have become quite important to us. We believe that by investing in these trainings to help our workers enhance their personal development, it makes us a stronger department within NXP.”

This article is written by Collin Arocho, tech editor of Bits&Chips.

In today’s high-tech environment, companies of all sizes are looking to stay at the cutting edge of innovation. According to team leaders Martin Langkamp and Martijn Bouwhuis of Almelo-based IMS, the equation is easy. It comes down to a few key factors: keeping the employees interested, keeping the workplace light and focusing on personal development through training.

Dutch innovation in the high-tech sector comes from businesses of all sizes. While big names like ASML and Philips are recognized around the globe, there are also several small and medium enterprises (SMEs) in the Netherlands playing a big role in global high tech. Take, for example, Almelo’s IMS. IMS has been around for just over 20 years, opening its doors in 1999 after it was spun out of Texas Instruments through a management buy-out.

Now, in 2020, the automation and technology expert has delivered more than 750 production lines with an emphasis on the medical device, smart device and automotive domains. “We’ve grown a lot since the early days. Now, we see our role as helping our global customers realize their production goals,” explains Martin Langkamp, technical sales coordinator at IMS. “We do that by delivering our innovative machines all over the world that excel in the high-volume production of small, precise and sometimes extremely complex products.”

Character

While IMS’s global customer base is certainly large, the company itself has a relatively small footprint – employing more than 120 people at its Almelo and Groningen locations in the Netherlands. Despite its small stature, it’s having a big impact on consumer electronics. Currently, the high-tech machine maker is active in delivering machines used in the assembly process for the smart device and automotive sectors, in addition to next-generation headlights and sensors for cars.

“The character of IMS is that we’re always focused on innovation, not just locally, but globally,” highlights Langkamp. “That means we do a lot of international projects, which offers our engineers exciting opportunities to travel, learn and share knowledge. That’s part of our DNA.”

Another focal point in the character of IMS is the focus on the personal development of its employees. “One of our main focuses is on continuing education for our workers. We find that trainings, workshops and conferences are a great way for our engineers to develop both personally and professionally,” comments Langkamp. “In fact, as we look to the future as we continue to innovate, the necessary competencies of a position can expand and the engineers may be guided to specific courses to bolster their skills. We actually use education-based developmental plans in our evaluation process, to help people and the company meet our goals.”

Modularity

Recently, IMS found a golden opportunity to utilize training. Looking to continue to grow and push the cutting edge of complex part manufacturing, the company took on a new role for its customers, helping lead them in the design of production machines by offering series-based machines, rather than one-offs.

“For many years, R&D operated more reactively for development, finding solutions for the customers as they arose,” recalls IMS R&D team leader Martijn Bouwhuis. “More recently, however, we’ve started to adopt new methods to become more proactive in the process and we’ve focused our efforts into making standardized products that can be tailored to fit our individual customers.”

To get these standardized products, IMS decided that modular thinking was the best way to achieve the new goals and it started laying the foundational work to get its workforce aligned on the idea. However, it was during the Bits&Chips System Architecting Conference, the team found that their modular approach fits perfectly with the principles of system architecting. Langkamp: “For a few years, we’d already been adjusting our processes, but we were looking for a better structure with more continuity within the whole of the company.”

According to technical sales coordinator Martin Langkamp, one of IMS’s main focuses is on continuing education for our workers. Credit: Fotowerkt.nl

Bouwhuis: “While we were assessing the best way to progress, we found that often in the design process we would focus on subsystems because that’s where the value was added. Somehow, we forgot to look at things from a system level. But as the complexity of the parts our machines are making continues to explode, it’s clear that software engineering has become more important than ever and it was time to update and professionalize our working methods.”

Rather than sending a few team members to a relevant training, IMS reached out to High Tech Institute to develop its customized in-company edition of the System Architecting training, allowing the Almelo-based company to bring in a broad and diverse group of its team. “It’s important in our transition to establish cohesion among all the different disciplines and departments,” says Langkamp. “From mechanical to electrical and software engineers to the sales team, the goal was to get everyone on the same page, thinking at a system level.”

Added value

“The reason we selected High Tech institute was because of the strength of its instructors. Their knowledge and expertise matched our needs precisely,” emphasizes Bouwhuis. “What we appreciated the most was that the trainers found ways to trigger discussion, which got our group of about 12 trainees really participating. This interaction between the team and the instructors, all with different perspectives, really enhances the training with a lot of added value.”

“This interaction between the team and the instructors really enhances the training with a lot of added value,” says IMS R&D team leader Martijn Bouwhuis. Credit: Fotowerkt.nl

Does IMS use training to attract or keep its skilled engineers? Is it difficult to compete with larger companies in the high-tech domain?

“Yes and no. Yes, training and education opportunities are a great tool to attract and retain our engineers. But, as far as competing or losing our skilled workers to the bigger companies, no, that’s not the case. In fact, I think the size of IMS, the scope of our work and our approach is something that draws people to us and makes them want to stay,” illustrates Langkamp. “In the Brabant region, it’s pretty common for engineers to bounce around from place to place, but here at IMS and in the Twente region in general, it’s just not as common.”

“Because we’re small, we’re able to keep things light and fun in the workplace. Of course, we’re extremely professional in working with our customers. But the people here are more than just a number and embracing that mentality means we can operate as a family and have fun,” adds Bouwhuis, joking: “Sometimes we refer to IMS as a high-tech playground for engineers.”

“Yes exactly. Because of our roots from Texas Instruments, we sometimes joke about having people working here for 40 years, but the company is only 20 years old,” laughs Langkamp. “By keeping our people interested with exciting projects, a light-hearted informal workplace
and a focus on our workers and their development, IMS is in a strong position to continue innovating.”

Photo credit: Fotowerkt.nl

This article is written by Collin Arocho, tech editor of Bits&Chips.