AdoptSMT in Conversation: Spare parts, refurbishment, and service for stable SMT lines

Experience, spare parts, sustainability

SMT manufacturing is under pressure worldwide: supply chains are fragile, spare parts are often difficult to obtain, and downtime is one of the biggest cost drivers. Together with our partners, we want to address precisely these bottlenecks. 

This time, we talk to David Laimer, Managing Director of the AdoptSMT Group, about supply security, refurbishment, and service as key factors for stable lines - and about how AdoptSMT, in collaboration with cts, is making SMT manufacturing companies more resilient.

In times of fragile supply chains, how do you manage to make spare parts and machines available at short notice without jeopardizing your customers' production lines?

Supply security remains a sore point. If a machine breaks down in an SMT production facility and the right spare part is not immediately available, the entire line quickly comes to a standstill – with direct consequences for throughput, deadlines, and costs. “This is precisely where our focus lies,” explains David Laimer. “We maintain a very large and diverse inventory, which enables us to respond to many requests immediately.”

In addition, we have a close network of selected suppliers that ensures a reliable supply of spare and wear parts – even when manufacturers have long since discontinued support. And what if customers need very specific parts? “Then we search the market for reliable sources and integrate them into our portfolio,” says Laimer. For manufacturers, this means less risk of supply chains paralyzing operations – and more certainty that the line will continue to run even under pressure.

What role does reprocessing play today in terms of cost-effectiveness and sustainability in SMT manufacturing?

Refurbishment is also a kind of economic insurance, because many SMT production facilities run machines that are no longer supported by the manufacturer. Spare parts are difficult to obtain, service is often discontinued - and yet the line still depends on these systems. “Especially with older machines, the overhaul of high-quality parts such as feeders, placement heads, or cameras is essential,” emphasizes David Laimer.

In such cases, complete replacement with new equipment is rarely the best solution: it is too expensive, too complex, and often incompatible with existing systems. “Replacement with a machine of the same generation is usually easier, cheaper, and more effective—especially because software and feeder compatibility are retained,” explains Laimer. For manufacturers, refurbishment therefore means not only sustainability, but above all operational reliability and predictable costs.

Which services are crucial in everyday life to enable companies to minimize downtime and ensure throughput?

“Service also means preventing breakdowns from occurring in the first place.” For SMT manufacturers, it's not just how quickly a machine is repaired that counts - it's how often it breaks down in the first place. This is exactly where AdoptSMT comes in. “Our job is to prevent downtime from the outset,” says Managing Director David Laimer. That's why the range of services goes far beyond traditional spare parts service.

It starts with consulting on planned modernizations and the selection of suitable machines, continues with process optimization and targeted training, and extends to preventive maintenance. Another key factor is delivery agreements that are tailored to the individual needs of customers. The result: pavers can rely on predictable processes instead of constantly reacting to the next breakdown.

In which industries (automotive, medtech, semiconductors) do you see the most significant change—and what does this mean for SMT market structures?

Electronics manufacturing is undergoing global shifts that are also being felt by SMT companies. “The large traditional automotive suppliers are currently experiencing problems – but this is precisely where opportunities arise for innovative small and medium-sized companies,” observes David Laimer.

Investments are also being made in infrastructure and medical technology – with growing pressure to think more European. In the semiconductor sector in particular, efforts are underway to bring more production back to Europe in order to stabilize supply chains. “There is still a lot to be done here,” says Laimer.

For SMT manufacturers, this means that those who want to remain competitive must achieve two things at once: maximum flexibility with variable quantities and highly automated production that nevertheless relies on stable supply chains.

How can older systems be made fit for modern automation—for example, for coupling with CTS storage systems and AMRs or FlexLink SMT modules?

Many SMT manufacturers face the same dilemma: their line consists of machines from different generations – yet it still needs to harmonize seamlessly with modern automation. “This is exactly where we can put our experience to good use,” says David Laimer, Managing Director of AdoptSMT.

With partners such as CTS and FlexLink, current requirements for storage, transport, and line integration can be met even when older systems are in use. The key factor here is that AdoptSMT's technicians look at the entire process, not just the individual machine. “Through our business with used machines, we are familiar with an enormous range of systems. This makes us the ideal partner for mixed manufacturing environments – and for linking older generations with new innovation,” emphasizes Laimer.

For manufacturers, this means they can continue to use existing equipment while taking the step into the smart factory – without disruptions or isolated solutions.

Which trends in the SMT landscape will shape demand for used and new machines in the coming years?

SMT manufacturing is developing rapidly - and with it, the demands placed on machines. “When it comes to new machines, three things are paramount: flexibility, a high degree of automation, and stable running times,” summarizes David Laimer, Managing Director of AdoptSMT.

Another trend is the integration of previously separate processes. Whether THT assembly or semiconductor handling (direct die), the boundaries between disciplines are becoming increasingly blurred. Manufacturers expect lines to be able to seamlessly combine these steps in the future.

AdoptSMT is also working on solutions for special topics such as feeders. “With our in-house developments in the field of special feeders, we are very well positioned to accompany these developments,” says Laimer. For production managers, this means that investments in new and used machines are no longer based solely on replacement, but increasingly on the ability to efficiently integrate complex processes – while keeping the line stable.

If an automatic placement machine breaks down at night and the replacement part is not available: How quickly can you respond—and how do you prevent the line from being down for 24 hours?

A scenario that every production manager dreads: The placement machine breaks down in the middle of the night—and the replacement part is not available. After just a few hours, production downtime, delays, and immense costs loom.

“This is exactly where prevention and clear agreements come into play,” says David Laimer.

Regular maintenance and servicing help to identify critical parts before they fail. And delivery agreements are crucial in the event of an emergency: “This ensures that key components are available from stock at short notice at any time.”

Downtime thus becomes a calculable risk rather than an exceptional situation.

Many customers today have mixed lines (older Siemens, ASM, or Fuji machines). How do you provide support for mixed parts when OEMs discontinue support?

Different SMT manufacturing companies usually also mean working with mixed lines: older Siemens, ASM, or Fuji machines combined with newer modules. But what happens when the OEM discontinues support? “We are manufacturer-independent and have a large inventory of spare and wear parts,” explains David Laimer.

Through a global network, AdoptSMT also procures parts that have long since been officially discontinued. And if even that is not enough, the technicians resort to repair or overhaul. If all else fails, there is always the option of replacing the entire machine – often faster and more cost-effective than a lengthy repair.

This turns the apparent risk of manufacturer dependency into a plan B, C, and D – with the goal of keeping the line running, no matter how old the machine is.

Which is more difficult to manage: the technical availability of old machines or customer expectations in terms of response time?

With our experience and the associated expertise in the industry, Adopt SMT sees one thing time and time again: “The biggest challenge is not the technology, but expectations,” says David Laimer, Managing Director of AdoptSMT. Customers expect immediate solutions – even if parts for older machines are no longer regularly available. Clear communication about what is realistically feasible is therefore crucial. Those who speak openly about this usually receive understanding: no supplier can perform miracles.

From a technical point of view, machines that are widely available on the market can often be kept stable for a long time. It becomes more difficult with exotic models or very old systems. Experience shows that the problem is rarely whether you can get a replacement, but how quickly. And this is precisely what determines whether a line continues to run – or stands still for days.

Many projects fail at interfaces: the machine supplier blames the conveyor technician, who blames the automation engineer. How do you ensure that this discussion does not arise in your company?

“Many projects fail not because of the technology, but because of the interfaces,” says David Laimer. In practice, this looks like this: The machine supplier shifts responsibility to the conveyor technician, who in turn shifts it to the automation engineer – and in the end, the line comes to a standstill.

AdoptSMT therefore takes a different approach. “We always try to understand the entire task. This is because customer requests are not always precise – and that is exactly where misunderstandings arise.” Keeping an eye on the overall process helps to avoid conflicts and ensure that machines, warehouses, and automation technology really work together.

When a line comes to a standstill: Who takes responsibility—and how do you coordinate this between AdoptSMT, FlexLink, and CTS?

A line stoppage is the toughest test for any collaboration. Deadlines are thrown into disarray, costs immediately skyrocket, and emotions quickly run high. “In moments like these, it's not about assigning blame, but simply about getting the line up and running again,” emphasizes David Laimer, Managing Director of AdoptSMT.

The approach in collaboration with CTS and FlexLink: identify the problem as quickly and accurately as possible, then decide together who can best fix it. “The question of blame can be clarified once production is up and running again. Until then, the focus is on finding a solution.”

What makes this partnership special is that instead of division and finger-pointing, there is a team spirit – three specialists who know each other and work in harmony. For the manufacturer, this means that in an emergency, there is no discussion, only action.

From the customer's perspective: What is the tangible advantage of having three specialists in one team instead of three quotes and three contact persons?

Probably the most common concern is that when several companies work independently on the same project, individual interests quickly dominate. Interfaces become areas of conflict, and instead of solutions, there are discussions.

This is exactly what AdoptSMT, CTS, and FlexLink avoid when they work as a team. “The most important point is that we work together in the interests of the customer,” explains David Laimer, Managing Director of AdoptSMT. “It's about finding a joint solution – and that ultimately leads to a better result for everyone involved.”

The difference is noticeable: instead of three quotes and three contact persons, there is a well-coordinated trio that takes responsibility and focuses on the success of the project.

From the customer's perspective: What is the tangible advantage of having three specialists in one team instead of three quotes and three contact persons?

Many contractors are familiar with the problem: three quotes, three contacts, three perspectives—and in the end, you have to coordinate everything yourself. The partnership between CTS, AdoptSMT, and FlexLink eliminates this risk.

“With a general contractor, the customer has only one contact person who coordinates all issues internally between the parties,” explains Pammer. For the customer, this means that they address everything to a central point and receive all information in a bundled form from there.

At the technical level, direct communication with the experts continues – and that makes sense. However, the responsibility for coordination and clarity no longer lies with the customer, but with the well-coordinated team.

In Europe, production lines are often smaller and production volumes more variable than in Asia. What technical differences does a European production line need in order to run profitably?

While in Asia large series are often produced virtually unchanged for years, the reality in Europe is different: smaller lines, more variable quantities, frequent product changes. “The nominally fastest line does not necessarily deliver the best overall performance in a highly flexible environment,” explains David Laimer, Managing Director of AdoptSMT.

It is therefore crucial to understand the entire process and not just look at individual machines. Only then can a solution be recommended that is economically viable. European manufacturing means remaining flexible without compromising on stability and quality – and this is precisely where the close integration of machines, material flow, and automation comes into its own.

What role does automation play in a high-wage country - is it cost reduction or rather risk minimization against a shortage of skilled workers?

Europe and the US have one thing in common: high wages and a shortage of skilled workers are putting pressure on (not only) electronics manufacturing. What can automation do here? “Automating repetitive manual tasks to avoid errors should have been standard practice for a long time,” says David Laimer, CEO of AdoptSMT.

But he warns against false expectations: good skilled workers can only be replaced to a certain extent. The real strength lies in supporting human expertise and securing processes so that they run stably and error-free. “Automation must not be an end in itself,” emphasizes Laimer. “It must solve a clearly identifiable problem – be it costs, quality, or staff shortages.”

In practice, do you see that customers today tend to prefer “step-by-step” solutions (e.g., starting with a smart warehouse) rather than going straight to full automation?

The idea of a fully automated smart factory sounds appealing – but the reality in many companies is quite different. “The current difficult economic situation is forcing many companies to proceed in smaller steps,” says David Laimer.

Phased solutions are more practical, especially in existing production facilities: a smart warehouse or the integration of AMRs can often be implemented more quickly without jeopardizing ongoing operations. “If, on the other hand, you are planning from scratch on a proverbial greenfield site, you will automate as comprehensively as possible from the outset.”

For most SMT manufacturers, this means that automation is not an all-or-nothing project, but a path that is guided by the framework conditions – and eliminates the biggest bottlenecks first in stages.