After graduating, he returned to Hong Kong for work and decided it was time to start his own business. He secured his first own career in the distribution of semiconductors and electronic components.<\/span><\/p>\n In the 1980s, there was a growing demand of electronics contract manufacturing services. Professor Chan has caught up with this demand by establishing his own company \u2013 SMT, mainly for the electronic manufacturing services.<\/span><\/p>\n \u201cSince China established its opendoor policy in the late 1970s, the economies of Hong Kong and mainland China have become increasingly interdependent. In Guangdong Province, adjacent to Hong Kong, the Pearl River Delta provides the Hong Kong electronics industry with an abundant supply of cheap land, subsidized factory leases, and low-cost labor. In the 1990s, China has transformed into a \u2018World Factory\u2019. I took advantage of cheaper labour to set up the first manufacturing plant in Dongguan, China in 1992,\u201d says Chan. <\/span><\/p>\n \u201cThe rapid growth of the contract industry occurred in the 1990s. The early 1990s saw OEM\u2019s rapidly installing SMT lines. Throughout the 1990s, the EMS industry continued to outpace the rest of electronics industry. The Asian region is attractive because it is cost competitive, has a strong, well-developed supply base. Many electronics and telecommunications OEMs in Japan, South Korea, USA and Europe make use of contract manufacturers. By the mid-1990s the advantages of the EMS concept became compelling and OEMs began outsourcing printed circuit board assembly (PCBA) in large scale,\u201d Chan explains.<\/span><\/p>\n Prof Chan has set up factories in China to take advantage of its low-wage manufacturing labor and low overhead costs. <\/span><\/p>\n Facing pressure from global competition and rising costs of materials, SMT has been adopting the lean and green manufacturing concept and also made the shift to the digital factory that takes advantage of continuous real-time measurements and analysis and in-line quality inspections. The lean, green and digital manufacturing makes SMT more competitive. <\/span><\/p>\n \u201cOur corporate DNA is – \u2018Measuring and Questioning\u2019. It is a long-term sustainable strategy. Measuring is not just a system of measurement. It relates with a relative comparison of entity performance of a peer group.\u201d <\/span><\/p>\nMeasuring and Questioning <\/span><\/h3>\n
Market Demands <\/span><\/h3>\n
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