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Technomark introduces conductive pad interconnects within lamp

(Minnetonka, Minnesota) Technomark, an electronic print technology leader and supplier to nearly 500 OEM and consumer applications manufacturers worldwide, has unveiled its patented process for incorporating pad interconnects within an electroluminescent (EL) lamp structure.

This exclusive technology allows design engineers to create a contact-to-contact pressure connection in thinner, smaller electronic hand-held devices," says Brad LaPointe. "We have successfully demonstrated increased functionality within less design real-estate resulting in lower overall costs."

In addition to eliminating connector costs and assembly costs for soldering and board connection," LaPointe continues, "quality is improved because you avoid the problems created by trying to interface a metal connector with a polymer substrate, two dissimilar materials."

Known for its EL lighting technology, Technomark also specializes in designing and manufacturing membrane switches, conductive printing and graphic overlays. In addition, quick-turn, medium- and high-volume production capabilities are offered.

Technomark introduces multiple-color EL printing on one substrate

(Minnetonka, Minn.) Technomark, an international manufacturer and supplier to nearly 500 OEM and consumer manufacturers worldwide, has unveiled its unique ability to produce segmented electroluminescent (EL) colors all on one substrate. This allows for multiple color combinations within one lamp structure, without the use of LEDs or alternative light sources.

"This patented technology offers engineers a host of exciting new design possibilities, allowing them to bring added flair and value to their products," says Brad LaPointe. "We can utilize our abilities to print multiple-color EL on one substrate and incorporate vibrant color print technology for extra product impact. As products get smaller and smaller, design challenges become greater. This innovative Technomark printing technique - whether it's used for keypads, multi-color LCDs or any other electronic application - can create a sharp point of difference within the marketplace. It's a true innovation for our industry."

A leader in EL lighting technology, Technomark also specializes in designing and manufacturing membrane switches, conductive printing and graphic overlays. In addition, quick-turn, medium- and high-volume production capabilities are available.

Technomark invited to speak at the 2004 Regional Education Conference for the NAPM

Technomark was invited to speak at the 2004 Seventh Annual Regional Education Conference for the National Association of Purchasing Managers – Twin Cities Chapter (NAPM-TC) held at Ft. Snelling, St. Paul on October 18 and 19. The general theme of the conference, “Toolbox for Success”, featured speakers and panelists representing industry management, the State of Minnesota, consulting groups and an economist from Creighton University. Technomark’s presentation, entitled “Practical Applications of ISO 9000 Purchasing Requirements”, was given before a diverse group of about 90 purchasing professionals, some of whom were ISO Certified.
The presentation was centered on practical approaches to how suppliers may be assessed for their capabilities, evaluated and monitored to meet ISO 9000 requirements. The supplier approval process was also discussed, as was the kinds of supplier surveys that are widely used. Some of the examples cited came from Technomark’s own procedures, while others were drawn from outside Technomark in other industries. A brief comparison between the purchasing requirements of the former ISO 9000 Standard (1994) and the current one which replaced it (2000) was included in the presentation. (There is essentially no difference). Some practical ways to effectively communicate with suppliers as well as internally regarding purchasing functions was part of the talk. Of particular interest to the audience was the topic of handling supplier nonconformances, including chargebacks to the supplier, not only for the cost of defective material, product or service, but also for such things as lost time and late deliveries.
Overall, the talk emphasized the importance of designing a purchasing system that best fit the specific needs of an organization – while still meeting the requirements of ISO 9000.

Technomark’s Quality System highlighted at the Minnesota Quality Conference

Technomark’s Quality System was highlighted at the 51st Annual Minnesota Quality Conference held at the Marriott City Center in Minneapolis on October 4 and 5, 2004. The conference was sponsored by the Minnesota Section of the American Society of Quality (ASQ) and the Minnesota Council for Quality.
Technomark was one of five companies who made presentations on the general topic of “Quality Techniques”. Technomark’s Quality Manager talked on the subject, “Improving Quality in a Small Manufacturing Company”. Attendees, particularly from smaller companies, were interested in hearing about the approach taken by Technomark to assure an effective, efficient Quality System that drives decision-making throughout the organization.
The presentation focused on “Lean” Quality Assurance and how a small company can effectively meet the challenges of a diverse and ever-demanding customer base by driving a strong Quality Assurance message throughout the organization, from upper management on down. The talk expanded on the philosophy that the process of “Lean” Quality Assurance is more than just doing more with less, but is rather a comprehensive approach to quality issues. (The subjects of “Lean Manufacturing” and “Lean Six Sigma” have gained a lot of international attention during the past few years; we are now hearing “Lean Quality“). Technomark’s presentation was a continuation of one made at the same conference in 2003 which discussed the evolution of the company’s Quality System and how a paradigm shift resulted in improved processes and a “re-thinking” of Quality responsibilities. The successful transition from a Quality Control system to a Quality Assurance system meant that the quality effort was no longer inspection-based, ie. detecting problems after they occur, but rather process-based so that problems can be corrected AND prevented from recurring. This was achieved by using basic analytical tools such as cause-and-effect analysis, scatter diagrams and Pareto charts to determine root cause for defects. The approach to problems became proactive rather than reactive. The former focus of “quality inspected-in” became “quality designed and built-in”.
Pareto charts and Cost of Quality analyses determined what improvements needed attention, and in what general order. In a small company with limited resources, the ability to prioritize wisely is an extremely important factor in realizing favorable results for such a company wide endeavor.
Armed with data, management compiled a list of projects with well-defined, measurable goals and specific timelines for accomplishing certain tasks. The management and structure of the cross-functional teams which were assigned to carry out the projects over a period of 2 years were keys to the successful outcomes. The team members were carefully chosen according to skill sets and interest; each team was led by a team member who was well-liked and respected. The overall success of the teams’ efforts was indeed significant, both in terms of driving process efficiencies (increasing productivity) and reducing Quality Costs. Those costs were reduced by an impressive 35% from fiscal year 2001 to 2002, and, again, another impressive 41% from 2002 to 2003. Yet the most remarkable outgrowth from the improvement teams is not easy to measure – the sense of “Quality ownership” and “process ownership” among all the Technomark employees.
The theme of Technomark’s presentation this year looked at the effects of the employee “ownership” of quality and how the emergent philosophy strengthened the company’s ability to meet (and exceed) customer demands and to continue to compete in a worldwide marketplace. The company has become more flexible in managing personnel because it can easily assign traditional Quality-related functions elsewhere – to other areas - as needed. It has also paved the way for continuing improvements for 2004 and beyond.
This transition – this paradigm shift – in Technomark’s Quality System during the past few years has positioned Technomark for growth well into the future.