10 critical errors in the manufacture of MEMS-enabled medical devices

10 CRITICAL ERRORS

In the Manufacture of MEMS-Enabled Medical Devices

Microelectromechanical systems (MEMS) sensors are the backbone of connected (IoT) medical devices. Their mechanical workings detect physical stimuli such as motion, light, or sound, which is interpreted by the system’s software.

Medical device manufacturers are actively harnessing MEMS to add capabilities or reduce the size and weight of their products. Unfortunately, many of them are also making errors that rack up costs, delay launches and even remove their devices from the shelves altogether.

Here is a list of mistakes that put MEMS projects at risk:

Incorrectly assuming that your product is a medical device

Not all devices that promote physical healing are “medical”. A light therapy mask that promises to treat acne may be considered a medical device, while one that claims to reduce skin redness may fall under the cosmetic device category.
Why does correct classification matter? Because regulatory bodies such as the FDA demand a much longer, more rigorous approval process for medical devices and there is no upside to going through unless strictly necessary.

Assigning the wrong class to your medical device

Depending on level of risk and benefit to users, medical devices fall under three different categories (Class I, II, or III). A Class I devices poses negligible risk to users so are generally exempt from regulatory processes. At the other end of the scale, the higher-risk of Class III devices is balanced out by their capability to enhance or sustain life.

Incorrectly assigning a Class III product (for example, a cochlear implant) as Class II means the team is unaware of the full list of restrictions to processes, protocols or materials outlined by the FDA.

Weighing tolerance against manufacturability

How much physical impact can your product withstand without being rendered inoperable because the radio frequency (RF) range shifted or the casing cracked? What is the risk of device wires short circuiting and either stop functioning or worse, cause a fire?

The effective manufacture of MEMS-enabled devices requires consideration of several tolerances, including software-related, physical, and electrical. Only then can you be certain that your perfect design will survive production processes and use.

Not involving all disciplines in design reviews

Getting the design right means checking for absolutely everything that can go wrong. In other words, it requires scrutiny by your full team of experts. Leaving anyone out could result in significant oversights, such as components that don’t fit together, bottlenecking changes to the production schedule, or falling off track for sustainability goals.

Failing to conduct design reviews

Whether a component manufacturer sends you detailed pages or a short list of specs, numbers alone are no guarantee the component will work with your device. While the datasheets contain useful information, your team must check the actual component itself to ensure that it will fit into and function within your product’s architecture.

Skipping medical proof of concept

Testing an exact, fully functional replica of your device enables your team to catch any final errors in design or manufacturability errors that might stall production. Plus, certain medical device categories require you to submit between one and several hundred working prototypes to the FDA in order to get certification.

Overlooking the importance of usability

No matter how technically effective your device, it will lose out to the competition if your target demographic can’t use it. This oversight is common in devices for the elderly. Users become frustrated when operating a new device requires more strength, dexterity, or tech-familiarity than they have.

Discounting what happens between your factory and the shelf

Whether a component manufacturer sends you detailed pages or a short list of specs, numbers alone are no guarantee the component will work with your device. While the datasheets contain useful information, your team must check the actual component itself to ensure that it will fit into and function within your product’s architecture.

Betting all your money on paper descriptions

Your foresight created a device that could withstand the stresses of manufacturing, so it would be a shame to damage now, before
it reaches the customer.

A product is most likely to be vigorously shaken, jolted, or exposed to various elements during shipping. In addition to cushioning your device against physical impact, packaging may be required to shield your device from moisture, contaminants, or even UV rays.

Not involving your CM

To diminish any possibility of mistakes, you want to put your full team in a room together at the earliest opportunity. Your contract manufacturer (CM) is part of that team. The right CM will have the added insight that comes from years of experience in MEMS and medical device manufacturing. They also support efficient coordination and communication between disciplines, and proactively propose any alternatives that will benefit you, your device, and the overall process.

about how we collaborate with your team to de-risk your design, clearing the path for your MEMS-enabled medical device to sail smoothly through each stage of the production cycle. 

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About Providence Enterprise

Providence Enterprise is a Hong Kong medical device contract manufacturer of Class I and II medical devices with manufacturing in China & Vietnam. We specialize in electro-mechanical assemblies and high-volume disposables. We are FDA registered and ISO 13485, ISO 14971, ISO 14001, ISO 27001 certified. Our capabilities include fabricating tooling for silicone rubber and injection molded plastics, clean room injection molding, electronics, clean room assembly, and sterilization.

Labor Pains

Labor Pains:

Designing Medical Devices that Alleviate Healthcare Worker Shortages

The labor crisis

Less than a year into the pandemic, the healthcare industry had lost nearly a third of its workers (18% quit, another 12% were laid off). A further 20% had thought about leaving and nearly all said they were affected by staff shortages. This was devastating to an industry that was already struggling to keep positions filled (Prior to COVID-19, the number of doctors required to meet health care needs in the US was short by 20,000).

Now, while it is hoped that the worst of the public health crisis is behind us, a dearth of medical professionals continues to be a serious problem expected to get worse. An aging population puts a double strain on healthcare providers. First, because older generations require more healthcare than young ones. Second, the upper tier of most experienced practitioners are preparing to retire. Nearly half of all registered nurses are over 50 years old. Three years from now, one in five physicians will be 65 years old or older.

Time machines

A faster drill will not compensate for dental staff shortages. But how about a device that cuts down on unnecessary visits? Seeing one’s dentist every six month is a rule of thumb. Some people may need to come in less frequently while a handful would benefit from an earlier check-up. So, what if you produced a device that scheduled appointments for patients when, and only when, necessary?

What would this look like? For dentists, it might be a take-home device that fits into a patient’s mouth and takes images of the wearer’s teeth and gums. These images would automatically transmit (via phone app) to the dentist. If all looks well, the dentist may suggest an appointment a few more months down the road. If the patient does need to keep their six-month appointment, they sit down to a dentist who already knows – based on the received images – what must be done.

Such devices effectively create time, giving dentists extra days or weeks which can be spent seeing more patients. Similar wearable devices could be used by physiotherapy teams to ensure patients are doing their exercises correctly or to monitor recovery of a post-op patient.

All hands on tech

The technologies that drive innovative, time-saving devices are here and becoming smarter by the day. Automated programs are cutting down on administrative busywork. Their effectiveness is measured by how much the cut down on manual input. Updating a patient’s records with a scan and two keyboard clicks rather than typing into forms saves hours in a weeks, days in a month.

Wearable devices monitor patient health – round the clock if necessary – alerting the patient, nurse or emergency services when intervention is required. Cloud-based programs keep patient data secure while accessible on any connected device. Artificial intelligence (AI) learns to understand what specific patients need at any given time and acts accordingly. Light therapy boxes help prevent illnesses that result from sleeplessness and fatigue.

In the face of growing labor shortages, medical devices that ‘triage’ patients based on urgency keep healthy people out of waiting rooms (and people healthier so they don’t need to come in) and bump serious cases to the front of the line.

A medical manufacturer’s hypocritic oath

Not all improvements rely on cutting edge technology. “First, do no harm” – a familiar (though loose) translation of a 2000-year-old ethical mandate – applies to medical devices as well as physicians. The last thing overwhelmed practitioners need are devices that slow them down.

You can do better by doing an efficiency check on each device:

How many steps does it take before your device can begin to do its job?

How easy or difficult is it to remove the device from its packaging?

Does it need to be assembled before use?

If so, how easy are the steps or how clear the instructions?

If it’s an internet of medical things device, do you have to download apps or other software to phones or computers?

Does it need to be charged before it can be used?

If so, for how many hours?

Once it is ready to use, how easy is it to operate?

Have you designed an ergonomic device making it comfortable to hold or wear?

Is it operationally intuitive or does the user need detailed instructions before using it?

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About Providence Enterprise

Providence Enterprise is a Hong Kong contract manufacturer with manufacturing in China, Vietnam, and Mexico. We specialize in electronics, electro-mechanical assemblies, and high-volume disposables. We are FDA registered and ISO 13485, ISO 14971, ISO 14001, ISO 27001, IATF 16949, and ISO 45001 certified. Our capabilities include fabricating tooling for silicone rubber and injection molded plastics, clean room injection molding, electronics, clean room assembly, and sterilization.

When We Ran Out Of Everything

When We Ran Out Of Everything:

Material Shortages and Options for Medical Device Manufacturers

When there’s no supply in supply chains

Finished products only emerge from supply chains because other things go in. A single discontinued component causes bottlenecks and a ripple of delays. What we are seeing now is the unprecedented unavailability of multiple materials required in the production of medical devices.

Take plastics. Events we thought would only happen in the U.S. when Texas froze over happened as Texas froze over. Extreme weather, including storms, hurricanes, floods and even a lightning strike severely disrupted petrochemical plants. Natural disasters, coupled with consumer spending rebounding from pandemic lockdowns contributed to a dramatic shortage of plastics used in medical devices, parts and packaging. Factors great and small drove up the price of ethylene, PVC and epoxy resins by 43%, 70%, and 170% respectively.

Common metals become precious

Medical devices and their components depend heavily on metal and its alloys. Manufacturers suffer from irregular access to palladium, titanium, chromium, cobalt and nickel or magnesium alloys. In addition, they themselves in the long breadline for semiconductors and lithium batteries, often far behind ravenous mega industries such as automotive, electronics and defense.

The Magic 8 Ball

Experts who make predictions about material price and availability will probably tell you something else next month. There is no historical data for first time events, including global shutdowns and destructive patterns caused by global warming. Some tariffs imposed during the last U.S. presidency have been changed or revoked during the current one, with ongoing pressure to continue or change many more.

Access to some metals has been curbed by the war between Ukraine and Russia. It so happens that these two nations provided one third of the world’s neon gas, essential to the production of, among other things, semiconductors. What was meant to be a three-day war has dragged on for months (at the time of writing, it’s approaching its first year anniversary). Neon gas prices increased by 5000%.

In case of emergency, break open lines of communication

Times are tough, and your Contract Manufacturer (CM) should already be pulling out all stops to ease the risks of uncertain supply. If your CM is less than proactive, here is a list of questions:

How do you minimize the impact of offsets on miniaturized systems?

While machining offsets are to be expected, the right CM will know what tolerances the device can handle to keep offset shifts to an acceptable minimum. To ensure that the device will perform as expected, your CM will also re-calibrate the board after soldering

How prepared are you for known future disruptions?

A CM who is interested in working with you long-term, prepares for the long-term. The climate crisis promises that we will continue to see “once in a lifetime” natural disasters. It also continues to influence customer and company priorities, so you will want a CM well versed in sustainable materials and processes.

Do you see anything in our design that could be adversely impacted by current or future supply shortages?

We’ve said it before: getting things right at the design phase is the closest to a guarantee for a smooth journey along the product lifecycle. More than ever, this includes making judgements about parts and materials that may be hard to come by or increase in price.

Have you leveraged your entire network to obtain the materials and parts we need?

Established CMs have built a large and diverse network of suppliers and operate in various countries. More trusted suppliers mean more avenues for procurement.

How much are you leaning into your ‘big customer’ purchasing power?

Your CM has aggregate purchasing power because they source for many customers. In the past, this primarily meant they could secure your parts and materials at a competitive price. In current times, it boosts their chances of obtaining your share of scarce resources.

Am I getting equal treatment?

A CM partner should be increasing – rather than decreasing – your chances of success. If your CM serves industry giants, which customers will they favor when supplies are limited? Even if your partner is a right-fit CM it doesn’t hurt to get reassurance that they have your back.

What are my options?

Don’t discount that sometimes your best bet may be to switch to a different part or material. Even if you have your own materials scientists and engineers, have them sit down with your CM’s team. Are there, for example, biocompatible alternatives that won’t impact quality, functionality, or safety? With skyrocketing prices on ‘cheap’ materials, the traditionally pricier options may be more viable.

What do you look for in alternative materials?

CMs with long experience in medical device manufacturing prioritize safety and functionality. Neither will be compromised in an updated BOM. Your right-fit CM will only recommend alternatives are safe and compatible with other parts. They will provide assurance that none of the materials are or may become toxic, that metals won’t corrode or react with cleaning or bodily fluids, and that plastics won’t wear down.

Will regulatory compliance be affected by material changes?

All new medical devices require approval from regulatory bodies such as the FDA or CE. In addition, any change to a previously approved device requires more paperwork. When your right-fit CM partner advises you on alternate materials, they will also share plans on how to get through approval processes as efficiently as possible.

Aside from cost will these options affect my bottom line?

Critical to that multidisciplinary team are manufacturing experts. Material replacements may result in different machining decisions or sterilization requirements. Your CM’s team provide the information you need to make the best decisions.

Navigating the New Normal

Contract manufacturers can’t accurately predict the long-term future of each of the many materials used in medical device manufacturing. Even though leaders are struggling to get it right. However, your CM partner can reduce risks and increase your chances of success. They will make sure they understand your company, your goals, and your product better than anyone. When supply shortages mean there is no ideal solution, they will be honest and tell you. They will manage your expectations while working tirelessly with your teams to find alternatives.

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About Providence Enterprise

The sheer complexity of MEMS-enabled medical devices – from design to manufacture to testing to compliance to approval to use to maintenance – means there are a lot of bases to cover. Far more than for regular consumer products. Few manufacturers have the right mix of experts at the design stage (or ever), heightening the risk that issues only become apparent after damage has been done.

If you don’t have the entire range subject matter experts on staff, make sure you work with a contract manager (CM) that does.

5 Questions Every Manufacturer Should Ask

So You Want to Produce MEMS-Enabled Medical Devices?

5 Questions Every Manufacturer Should Ask

It turns out that your perfect design is not so perfect after all. Frail microelectromechanical systems
(MEMS) are damaged during assembly, rendering them ineffectual. Or end users give it terrible reviews because it’s too bulky, difficult to operate, or requires recharging every couple of hours.

The best time for bad news

Decisions made at the R&D phase determine everything. From the quality, durability, usability, and total cost of ownership (TCO) of your medical device, to how well it performs during testing and how quickly it reaches the market.
While there is no good time to discover errors, the easiest time to fix them is when your MEMS-enabled devices are still designs and in purely in digital form. Far better than having your product languishing in warehouses because you miscalculated how long it would take to get FDA approval. Or tossing out entire batches because a flaw that resulted in a product recall.

Why errors go unnoticed

The sheer complexity of MEMS-enabled medical devices – from design to manufacture to testing to compliance to approval to use to maintenance – means there are a lot of bases to cover. Far more than for regular consumer products. Few manufacturers have the right mix of experts at the design stage (or ever), heightening the risk that issues only become apparent after damage has been done.

If you don’t have the entire range subject matter experts on staff, make sure you work with a contract manager (CM) that does.

Don’t assume, ask!

While the right CM will immediately reveal risks and propose ways to eliminate them, not all are that proactive. Avoid costly mistakes by taking the reins.
Ask these questions:

What ideas do you have for making our device more ergonomic, lighter, more efficient, or more cost effective to produce?

A partner CM is just that; a partner who is fully invested in helping you achieve your goals. Often this means they won’t merely take your design with a nod. They collaborate with your engineers and propose refinements, whether it’s a more suitable MEMS, fitting pieces together differently, or making the interface more intuitive.

What battery or power source would you recommend to best fulfill our specifications?

Your partner CM will propose options to best meet requirements for performance, longevity, price, and weight. They will also take the initiative to recommend alternate components, sensors and machine learning software that consume less energy.

What MEMS would best support improvements to future iterations of our product?

The right CM partner assumes they are with you for the long haul. In addition to new materials, more efficient power supplies, improved tooling, etc., they will propose MEMS that can be used and/or easily upgraded in future iterations.

Have we over-designed for our target market?

Say your end-users all agree that Ferraris are cool. Now say they have a new job and need a vehicle for their daily commute. Would they wait until they could afford a luxury sports car? Or would they buy a model they could start driving right away? A partner CM will ask the tough questions about whether MEMS-enabled features are necessary or merely trendy… and likely to hamper rather than improve sales.

How do you minimize the impact of offsets on miniaturized systems?

While machining offsets are to be expected, the right CM will know what tolerances the device can handle to keep offset shifts to an acceptable minimum. To ensure that the device will perform as expected, your CM will also re-calibrate the board after soldering

This is custom heading element

Of course, this is a non-exhaustive list. You will want to ask your CM about the most efficient, low-maintenance tools for your specified volumes, and about protecting your devices’ effectiveness from physical impact that is inevitable during manufacturing, shipping, and usage. You’ll want them to warn you if they see anything in your design that might delay FDA approval. The point is that you will want to work with a CM whose multi-disciplinary team actively participates in, or better yet, initiates conversations about possible improvements.

Learn more about how we work with your team to de-risk your medical device’s journey to and success in the market.

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About Providence Enterprise

Providence Enterprise is a Hong Kong medical device contract manufacturer of Class I and II medical devices with manufacturing in China & Vietnam. We specialize in electro-mechanical assemblies and high-volume disposables. We are FDA registered and ISO 13485, ISO 14971, ISO 14001, ISO 27001 certified. Our capabilities include fabricating tooling for silicone rubber and injection molded plastics, clean room injection molding, electronics, clean room assembly, and sterilization.

No Surprises: Adhere to These Best Practices To Ensure Your Contract Manufacturer Can Uncover and Resolve Disruptive Issues

NO SURPRISES:

Adhere to These Best Practices To Ensure Your Contract Manufacturer Can Uncover and Resolve Disruptive Issues

A supply chain contains too many moving parts for entirely smooth sailing. Inevitably, your carefully laid out plans will get jostled by unexpected events.

In manufacturing, even the smallest ripples can grow into massive waves. Lose visibility and you may find yourself face-to-face with a tsunami.

Catching The Waves

Ideally, you want to act early, catching and addressing issues
before they grow too big.

Complete visibility and control is tough even when you own the entire process, and who does that these days? The question is, how do you attain practical oversight of bits you have entrusted to your contract manufacturer.

This is the answer:

You collect information
constantly and in real-time

Some of it is sent by the CM’s teams (engineering, quality, and sales), audit teams, or customers. However, the bulk of this data is gathered automatically and in real time from multiple sources including quality management systems and ERP systems.

The data is quickly sifted
through and analyzed

The information is measured against previously agreed upon KPIs, such as adherence to the schedule. CM sales and planning teams will communicate status updates with clients to ensure there are no surprises throughout the production process.

Alerts are raised &
alternatives strategies
are crafted

CM teams will work with their client partners when a potential issues arises to ensure all information has been shared and considered so immediate action can be taken to manage production blockers and potential quality issues.

The Problem With ‘Monitoring’

It makes sense, doesn’t it? So what still stands in its way?

Perhaps it’s that term, ‘constant monitoring’ that raises the common objections: It sounds like a lot of work; do you even have someone on your team who can take on this role; and how will it affect your relationship if your CM feels micromanaged?

Let’s break down these objections.

It’s too much work

The most time-consuming and complex tasks are automated. A good CM will already have systems in place for you, with the tools and software to consolidate, analyze and present data gathered from quality management systems, ERP, feedback from engineering and development teams, input from procurement, labor and environmental audits, and more.

You don’t have (or can’t spare) that one
point person to handle all issues

Nor should you. The best results come from dedicated teams. For speediest reaction time, we encourage our clients to break teams down by focus: operational, tactical, and strategic.

  • Operational teams consist of people who are hands-on in day-to-day work (engineers, buyers, planners, etc.). This group will receive the most frequent updates (in real time over the project portal and in weekly or bi-weekly reports).As the first to hear about most events, the operational team decides whether they can handle or need to escalate an issue.
  • Tactical teams are made up of managers and team leaders that meet monthly or quarterly to ensure continuous improvement. Then, when issues do arise, they decide on a course of action, such as whether it is necessary to form a crisis team to expedite a solution.
  • Strategic teams are senior managers (C-suite executives, managing directors, quality directors, etc.) and meet once or twice a year. They act upon tactical team recommendations for business improvements between CM and OEM.

Each team determines the most useful way to receive updates. Naturally, reports to the operational team will be the most detailed, whereas the tactical and strategic teams may work off progress charts, balanced scorecards and improvement proposals.

Your CM will not like it

A CM that can’t or won’t make their progress visible flashes a big warning sign. Constant monitoring is essential to minimizing delays and accrued costs that result from problems that are identified too late. Why wouldn’t your CM welcome every opportunity to do their best work for you?

The Win-Win of Constant Monitoring

A good CM partner rolls out the red carpet for transparency, feedback and open communication because of their clear benefits:

Encouraging quick reaction to an issue for a faster solution.

Cascading improvement as tactical teams listen to operational teams on the ground. In turn, the tactical team uses learning points to present recommendations to the strategic team for overall, long-term enhancements.

Recognizing good work is a powerful motivator. Remember that feedback can be good as well as bad, and to your CM’s teams, a stellar scorecard is its own reward.

The technologies and processes exist to give you full visibility over your CM’s progress to keep your project on track. Curious to learn more about how Providence facilitates transparency and strives for constant improvement?

to get in touch.

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About Providence Enterprise

Providence Enterprise is a Hong Kong medical device contract manufacturer of Class I and II medical devices with manufacturing in China & Vietnam. We specialize in electro-mechanical assemblies and high-volume disposables. We are FDA registered and ISO 13485, ISO 14971, ISO 14001, ISO 27001 certified. Our capabilities include fabricating tooling for silicone rubber and injection molded plastics, clean room injection molding, electronics, clean room assembly, and sterilization.

Smart Manufacturing for Smart Wear: How to Avoid Costly Mistakes By ensuring Your Design is both Consumer and Production-Ready

Smart Manufacturing for Smart Wear

How to Avoid Costly Mistakes By ensuring Your
Design is both Consumer and Production-Ready

Augmented reality headsets that onboard factory workers, field service providers and soldiers. Caps that combat truck driver fatigue. Leggings that help you refine your yoga poses. An in-shirt air conditioner that keeps wearers cool during the summer.

They are not just for gamers or fitness buffs anymore. Collectively known as ‘smart wear’ or ‘wearables’, innovations in high-tech clothing, headgear and accessories are propelling us into a future that is more… futuristic.

Miniaturization’s tailor-made
OPPORTUNITIES

The wearables market, predicted to be worth $265.4 billion by 2026, depends on miniaturization technology. Microelectromechanical systems (MEMS) can be made small enough to be woven into fabric, light enough to be undetectable in a pair of glasses, and advanced enough to add numerous functionalities to a wristwatch.

So, you have a healthy growth market and the technology to feed it. Shouldn’t you jump right in?

Yes, but No

Wearables are the Champions League of electronics. The list of things users demand from them is long and unique. Luckily, we are at the tail end of what the New York Times called “the awkward teenage years” for wearables, refined by trial and lots of error.

Lessons from GROWING PAINS

Clothes will be
clothes

Wearables should be comfortable, of course, but beyond that, users want smart wear that is trendy (clothes and accessories), or discreet (wearable health devices). We are finally seeing more collaboration between fashion and tech companies, which will likely appeal to a greater audience than a business suit with an electronics company on the label.

Smartwear should
be smart

Users don’t want to be burdened with a ton of single-use devices. Think about the functionalities constantly added to your smartwatch. Then yourself whether sneakers that do one thing are really that smart… even if that one thing is ordering pizza.

If you depend on it,
it must be dependable

Like all MEMS-fitted products, smart wear needs a power source. It’s not just medical devices that have to be reliable; no one wants to remove their GPS-fitted jacket in the middle of a commute because it needs recharging.

Anything you wear on
your body should be safe

Ray Ban Smart glasses ticked the fashion, functionality, and reliability boxes. They also rated as ‘super creepy’, in Mozilla’s *privacy not included buyer’s guide. Manufacturers need to be aware that, more and more, users want to know what data is being collected and how it is being used.

Anything you want customers
to buy must be affordable

Wearable innovations are expensive because they are costly to make. Especially if the right considerations are ignored.

Which takes us to the type of challenges
you won’t see in user reviews.

Smart manufacturing FOR SMART WEAR

New wearables need to prove themselves before achieving that critical mass of users. Low runs drive up their cost, but so does a more preventable factor: mistakes at the products design and production stages.

MEMS used in wearables are much more sensitive than your average integrated circuit. They need to be placed on the PCB in such a way that enables sensors, for example, to detect environmental and user stimulus, but not be harmed by it. This means protecting their finely calibrated workings from thermo-mechanical stress, radio-frequency interference, and, in the case of smart clothing, multiple cycles or washing, drying and folding.

Wearables perform in real-time. The technology that enables this – from smart software to sophisticated in-sensor algorithms to low-latency data processing – saps the battery. One of the many puzzles that needs to be solved at the design phase is how to power the wearable without affecting performance, reliability, or comfort.

In addition, sensors must withstand damaging impacts during manufacturing and shipping. A savvy manufacturer will know when it’s necessary to sacrifice velocity to soften automated processes, and design packaging that will cushion wearables during shipping.

The first two items on your ROADMAP

If you are venturing into wearables, there are two things you can do to maximize your chances of success.

Start with the right
product

Don’t get too ambitious, not yet. As we have seen, smart wear requires special considerations. Get some experience (and street cred) with a lower-risk kick-off wearable that fits nicely in your product portfolio. Grow from there and, as technology and the market continue their upward trajectory, you will be well-placed to be more innovative.

Work with the right
contract manufacturer

Get yourself an experienced CM partner who can guide you in the right approach to minimize waste in your R&D processes. Whose engineers will work with yours to hone your design into something that fits all your criteria and de-risks the manufacturing process.

This CM must have an in-depth experience in MEMS technology from design, to fabrication, to placement, not to mention calibration and re-calibration. They will also provide you with the best, most reliable ways to keep your device running – including the incorporation of ultra-low power or self-learning sensors and the intelligence to keep your smart wear on stand-by mode unless it is being used.

Keen to start discussing your ideas for wearables right way?

We’re ready

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About Providence Enterprise

Providence Enterprise is a Hong Kong medical device contract manufacturer of Class I and II medical devices with manufacturing in China & Vietnam. We specialize in electro-mechanical assemblies and high-volume disposables. We are FDA registered and ISO 13485, ISO 14971, ISO 14001, ISO 27001 certified. Our capabilities include fabricating tooling for silicone rubber and injection molded plastics, clean room injection molding, electronics, clean room assembly, and sterilization.

Contract Manufacturer Evaluations

Contract Manufacturer Evaluations:

A Strategic Power Tool for Long-Term Improvement

Can you think of a single downside to making your good contract manufacturer even better? And by better, we mean on a whole range of fronts, including:

Stellar service levels

Lower risks through enhanced clarity and communication

Working exclusively with the most trustworthy and dependable partners

Improved alignment with your priorities and business goals

Increasingly streamlined processes for higher efficiency, faster delivery and better logistics models.

Greater proactivity in sharing opportunities for everything from cost cuts to product innovations

The list goes on. So, if performance evaluations – those power tools that belong in every manufacturer’s toolbox – are so beneficial, why are they also so neglected?

Hammering in a nail with a screwdriver

Even the best tools are ineffectual if they are used improperly or simply lay about gathering dust. Likewise, performance evaluations are too frequently underrated, underused or misunderstood by manufacturers who:

red-x

Don’t conduct them at all

red-x

Outsource evaluations to auditors or other third parties after things go wrong, thereby identifying problems way too late in the game

red-x

Limit themselves to informal or unstructured evaluations denying both parties the full benefits

red-x

Leave out a follow-up plan

Evaluations in 4 easy steps

Granted, evaluations take work, but everything has a starting point. The starting point for performance evaluations is answering four questions:

four-steps

Answers will vary somewhat from manufacturer to manufacturer (depending on everything from business goals to performance to company culture) and even from project to project.

What do you care about?

Before you can measure success, you need to know what success looks like. If your team is not aligned or, worse still, you are not crystal clear on your own expectations, even the best intentions and hardest work can produce catastrophic results. Think of it as everyone jumping into their cars and driving at full speed…to different destinations.

Here are a few tips to prevent that from happening.

  1. Start with the basic project requirements: cost, quality, delivery timelines, technical capabilities, etc.
  2. Include requirements that will work towards your strategic goals. For example, how well your CM works with your teams.
  3. Don’t force your CM to give equal attention to dozens of demands when you need them to focus on a critical subset.
  4. Write them down. Make certain everyone involved understands what you care about.

How will it be measured?

The second step to defining success is to remove all subjectivity from individual requirements. There is little point in telling four people you expect “high quality” if each one has their own definitions of “high” and “quality”.

Metrics – assigning numerical values to your goals – are a fair and effective way to register performance. For example, one metric for quality might be the number of rejected or returned devices per batch.

Assigning helpful metrics or key performance indicators (KPIs) could fill its own blog. However, the following tips will keep you from making costly mistakes:

  1. Formalize your KPIs by putting them in your contract, SLAs, etc. and have your CM sign off on them.
  2. Use metrics for prioritized ‘soft’ goals as well. Too many companies ignore vital strategic requirements simply because “good service” or “good working relationship with team” feels innately subjective. However, there are still fair ways to measure these. For example, if your CM takes more than 48 hours to respond to your messages or complaints from your team are way above an acceptable monthly threshold.
  3. Ensure the goals you set are reasonable. For instance, evaluating your CM on whether they can meet impossible deadlines sets them for failure and damage both of you in the long term.

When, how and to whom will you communicate results?

There is little point to keeping any findings to yourself; you have to let your CM know how well (or badly) they’ve met your expectations.

The ‘when’ can vary. Generally, a new CM may require more frequent feedback as you both find your collaborative groove. As for the ‘how’:

  1. Go over the goals you both agreed upon, using your objective metrics to score performance.
  2. Make it a conversation – you are building a partnership, not grading a student.
  3. Remember that the point of an evaluation is continuous improvement, whether it’s fixing issues or building strengths.
  4. Work together to form a detailed, going-forward plan.
  5. Put the plan in writing, making updates to your contract if necessary.

How will you guide your CM to do better?

Communication is key to any relationship and critical to a successful manufacturer-CM partnership. Without clear and frequent communication, you open yourself to a number of risks, from delayed reactions to delaying actions based on misunderstanding.

Lead by example and guide for growth by:

  1. Ensuring that the going-forward plan is detailed and crystal clear.
  2. That all areas of concern have deadlines for the desired outcomes.
  3. Including frequent checkpoints to track progress across KPIs & expectations and, if necessary, correct direction sooner rather than later.
  4. Establishing clear communication standards to ensure updates are shared across all stakeholder levels and disciplines.

Final Word

Evaluations are keys to a better future; ways to reap even greater rewards from your working relationship. A CM determined to do their best for you,  proactively provides updates, requests feedback and welcomes formal evaluations as an opportunity to continuously level up.

Curious about the steps Providence takes to ace its evaluations? Contact us {link}to find out more.

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About Providence Enterprise

Providence Enterprise is a Hong Kong medical device contract manufacturer of Class I and II medical devices with manufacturing in China & Vietnam. We specialize in electro-mechanical assemblies and high-volume disposables. We are FDA registered and ISO 13485, ISO 14971, ISO 14001, ISO 27001 certified. Our capabilities include fabricating tooling for silicone rubber and injection molded plastics, clean room injection molding, electronics, clean room assembly, and sterilization.

When to Change Contract Manufacturers

It’s Just Not Working Out:

How to Know When It’s Time to Change Contract Manufacturers

If you are unhappy with your contract manufacturer’s (CM) initial performance, there are ways you can help bring them up to par. But what do you do when, in spite of your best efforts, your CM keeps letting you down?

A tough decision

There are times when the healthiest thing you can do for a relationship is call it quits. This is as true for business partnerships as for personal ones. While there are many reasons for break-ups, it often boils down to: This is not working for us now and we don’t see it getting any better in the future.

What does this mean in a manufacturer-CM relationship?

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When the bad outweighs the good

The biggest red flag is that your CM does not value what you do. In fact, they appear to play fast and loose with things that are important to your business: revenues, margins, product quality, brand, efficiency, supplier relationships, customers, and your team, among others.

For example, you may want to re-evaluate your partnership if your CM continuously:

fails-standards

Fails to meet your standards
Here we mean the basic standards outlined in your contract and SLAs. How can you trust a partner who agrees to requirements they cannot deliver?

unexplained-costs

Racks up unexplainable costs
Is your total cost of ownership (TCO) way above the initial quoted budget? If so, by how much? Can your CM justify those extra expenses and regular price increases that are way above market average?

unnecessary-costs

Racks up unnecessary costs
Does your CM often make errors or bad choices that your company has to pay for? For instance, did a mistake at the design stage force the project to stop mid-production and send everyone back to the drawing board? Have you had to pay fines or other penalties accrued from last minute schedule changes?

reputation

Hurts your reputation
Social media has made it far easier to become infamous than famous. From bad reviews to product recalls to – in worst case scenarios – lawsuits, a damaged image is hard to bounce back from.

fails-notify

Fails to notify you when there’s a problem
Communication is key to a healthy partnership. Even when news is not great, it’s better to be informed early than to discover too late. Especially if it’s a serious issue, such as a security breach or major deviation from plans.

take-granted

Takes you for granted
Sometimes you find that the your CM’s early days enthusiasm starts begins to wane. They take longer and longer to respond to all concerns, emergency or not – from questions about invoices to product revisions. A CM whose  performance takes a dive after the honeymoon period and gets progressively worse with time, is not someone who values long-term relationships.

competitive-edge

Blunts your competitive edge
A manufacturer’s competitive edge comes from their innovations and how quickly they get them to market. A CM that either leaks or fails to protect your intellectual property (IP)  effectively provides competitors with a shortcut to plunder your share of the market.

additional-work

Makes additional work for your team
A clear red flag is when your team has to go into overdrive to do damage control. If your team has to manage stakeholders (from suppliers to logistics providers to buyers) because your CM has become the bottleneck in your supply chain, if your accounts department spends way too much time correcting errors and chasing paperwork, if schedules are frequently disrupted because of changes and delays – especially last minute ones, your CM is clearly not doing their job.

shows

Shows no improvement
When you have taken every step to address the shortcomings but your CM is unresponsive or shows no progress, they are not likely to suddenly get better in the future.

Thinking of switching up on your CM?

When you know, you know

It is up to you decide how many strikes before a CM is out. Sometimes all you need to rectify behaviour is to be clearer on expectations. Sometimes, in spite of your best efforts, substandard performance stays level or drops even further.

The role of a CM – or any partner – is to add value, not subtract it. To make less work for you, not more. To make you feel at ease, not keep you up at night. If instead of advancing your goals, your is dragging you back, it’s time to move on.

What’s next?

You still need a CM and obviously do not want to put yourself through this mess again. The good news is that lessons have been learnt, empowering you to make a better choice. You now know what questions to ask. You are ready to form a new partnership, this time with a CM who works as hard to achieve your goals as you do.

Thinking of switching up on your CM? Contact us {link} to learn how we can do better.

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About Providence Enterprise

Providence Enterprise is a Hong Kong medical device contract manufacturer of Class I and II medical devices with manufacturing in China & Vietnam. We specialize in electro-mechanical assemblies and high-volume disposables. We are FDA registered and ISO 13485, ISO 14971, ISO 14001, ISO 27001 certified. Our capabilities include fabricating tooling for silicone rubber and injection molded plastics, clean room injection molding, electronics, clean room assembly, and sterilization.

FDA’s Guidelines for Machine Learning in Medical Devices – The Abridged Version

FDA’s Guidelines for Machine Learning in Medical Devices

From a 1-hour to a 3-minute read – The Abridged Version

Late last year, the FDA released its list of ten guiding principles for good machine learning practice (GLMP) in medical devices.

That’s the good news. Right?

Good News, Bad News, Good News…

Bad News:

The guidelines are still a federal document. You know, the type we all struggle through only when we have copious amounts of time, patience, and caffeine.

Good News:

It is much, much shorter than documents past, perhaps to appeal tl;dr (“too long; didn’t read”) generations. We imagine that the brief was something like: “All ten guidelines must fit on one page”. And they did it.

Bad News:

They cheated.

Short… by FDA Standards

The font has been shrunk to cram over 700 words onto a single page, leaving no room for an introduction. Leaping through the obvious loophole (“You never said the intro had to fit on the same page!”) readers have been gifted an additional 750-word preamble.

The first page does have a nifty table outlining the guiding principles in shorter form. Unfortunately, to make that fit they compressed the font to 5 or 6pts, barely readable to the squinting eye.

Fun Fact

For your audiences to understand at least 90% of what you read, sentences should be kept to 14 words or less.
Once a sentence hits 43 words or more, 10% comprehension drops to less than 10%.

In a bow to irony, the principle that advocates clarity in messaging begins with a 65-word sentence.

So here is our gift to you (and to the FDA):
FDA’s guiding principles in 14 words or less

Gather your experts

Assemble a multi-disciplinary team to
ensure device safety and effectiveness.

Take care when implementing software

Observe good engineering and cybersecurity practices.

Test for intended users

Use test data and clinical study participants who represent your target population.

Keep datasets separate

Prepare independent datasets for training
and testing/validation.

Perfect your reference standards

Employ best practices to attain the most useful, clinically relevant reference datasets.

Make data applicable

Use ML findings to create a safe and effective
model design.

Cover all bases

Supplement ML findings with human experience and insight.

Test for the real world

Verify that the device performs as expected for intended patients and environments.

Tell users what they need to know

Provide easy access to clear information, instructions, and updates.

Monitor devices in real world

Continue gathering performance data on deployed devices.

When clarity matters

And we get it. It’s the great paradox of having to be both concise and precise that governments struggle with and lawyers flat out ignore.

However, in medical device development and manufacture, every miscommunication can snowball into a big, costly problem. Therefore we take every step to ensure that our clients clearly understand every conversation, document and report.

Find the FDA’s full document:
Good Machine Learning Practice for Medical
Device Development: Guiding Principles

to learn more

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About Providence Enterprise

Providence Enterprise is a Hong Kong medical device contract manufacturer of Class I and II medical devices with manufacturing in China & Vietnam. We specialize in electro-mechanical assemblies and high-volume disposables. We are FDA registered and ISO 13485, ISO 14971, ISO 14001, ISO 27001 certified. Our capabilities include fabricating tooling for silicone rubber and injection molded plastics, clean room injection molding, electronics, clean room assembly, and sterilization.

Sustainable Teamwork

Sustainable Teamwork:

Design and Manufacturing Partnerships for a Circular Economy

In our last blog, we discussed the many reasons why manufacturers should take part in a circular economy. Not only is sustainable manufacturing good for the environment, it can have a huge positive impact on a manufacturer’s brand, stakeholder relationships and bottom line.

Here we carry on with ways to make your value chain more sustainable and the trick to getting a head start.

Start at the source

In 2019, about half of total global CO2 emissions came from the extraction and processing of over 100 billion tons of non-renewable materials. Key opportunities arise, therefore, for manufacturers to make more sustainable choices about what goes into the products they make.

Applying circular thinking at this stage of the supply chain, results in:

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Ethical sourcing of raw materials and sustainable parts

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Reducing dependence on plastics and other oil-based materials in favor of natural, bio-friendly options

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Opting for standardized rather than customized parts and components

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Using parts or materials that require less processing and energy, such as those that have been repurposed or recycled

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Eliminating toxic components that risk harming the user or polluting the environment

Make it better

Manufacturing processes that turn raw materials into finished products and getting them to market, use roughly one third of the world’s energy. There are many, many ways to lower that number and make both manufacturing and logistics more sustainable. Here are a few:

  • Use renewable energy to power manufacturing and delivery
  • Adopt lean practices to minimize waste and achieve more-with-less efficiencies
  • Capture heat, carbon and other byproducts that can be used as fuel
  • Recover production byproducts and circle them back into the manufacture of new products
  • Identify and fix areas that use excess energy or water
  • Adopt smart technologies such as artificial intelligence (AI), automation, machine learning, Internet of Things (IoT) and blockchain to improve operational efficiency and supply chain transparency

Make it better

Finally, let’s look at the product itself. Again, there are boundless opportunities to make the end product more sustainable by:

  • Choosing eco-friendly components and materials such as compostable material in packaging
  • Using smaller components and minimizing use of materials in production and packaging for smaller, lighter, and easier shipping
  • Making products more energy efficient in their everyday use
  • Extending product life to delay replacing or recycling it for as long as possible
  • Enabling the replacement of parts of a device (such as the head of an electric toothbrush) rather than the entire device

It starts with design

Katie Treggiden, author of Wasted: When Trash Becomes Treasure, wrote that “up to 80 percent of a product’s environmental impact is baked in at the design stage.

Likewise, the Ellen MacArthur Foundation, established to push a faster evolution into a circular economy, urges us to make a paradigm shift and start thinking of waste and pollution as design flaws.

In other words, sustainable manufacturing begins with circular thinking and designs that leverage every opportunity for:

Use of bio-friendly raw materials

Future repurposing, reusing or recycling

Lower energy requirements in manufacturing

Reduced waste and pollution during manufacturing

Eradication of single-use plastics and non-biodegradable packaging

Elimination of materials that are likely to be banned or regulated in the future

Smaller devices, less material and lighter packaging

Making products that are more energy efficient

Designing products that last longer and are easier to repair than to replace

Furthermore, getting things right at the design stage prevents errors that typically occur further on in the process and the energy and waste that results from having to do things over again.

There will be trade-offs, of course. Designing for a circular economy can mean considerable initial investments and higher manufacturing costs that are passed on to the consumer. Eliminating plastic can also introduce limits in design that not all engineers understand yet. However, as we saw in the last blog, the value far exceeds the cost and a growing number of consumers are willing to put up with paying more and sacrificing convenience in favor of more sustainable products.

Getting your foot in the circle

Supply chains for the circular economy require all players to share your commitment to sustainable design. The right contract manufacturing partner (CM) can do even more. They can fill whatever gaps you have in your own manufacturing processes, from sourcing to design to production. They alleviate the burden of investing time and money in making your operations more sustainable all at once, and speed up your entry into the circular economy.

They will tell you:

  • What sustainable materials or components are available through their extensive supplier network
  • What lean manufacturing practices they have in place to increase yield with less waste
  • What water and heat-saving efficiencies they have in place
  • What possible tax breaks, subsidies or other incentives may be available to encourage greener products and practices
  • How they help optimize designs for sustainability
  • What new and emerging technologies they have in their factory – and can incorporate into your design – to make both more efficient
  • How they minimize or eliminate pollution in the production process

Would you like to know how Providence achieves all of the above for their clients?

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About Providence Enterprise

Providence Enterprise is a Hong Kong medical device contract manufacturer of Class I and II medical devices with manufacturing in China & Vietnam. We specialize in electro-mechanical assemblies and high-volume disposables. We are FDA registered and ISO 13485, ISO 14971, ISO 14001, ISO 27001 certified. Our capabilities include fabricating tooling for silicone rubber and injection molded plastics, clean room injection molding, electronics, clean room assembly, and sterilization.

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