Plexus Box 15655 Jewelers Park DriveNeenah, Wisconsin 920 722-3451Fax 920 751-5395Web site CompanyIncorporated 1979Employees 6,800Sales $ billion 2005Stock Exchanges NASDAQTicker Symbol PLXSNAIC 334412 Bare Printed Circuit Board Manufacturing; 334418 Printed Circuit Assembly Electronic Assembly Manufacturing; 541330 Engineering Services; 541710 Research and Development in the Physical, Engineering, and Life SciencesPlexus Corporation refers to itself as a "product realization service," that is, it helps corporations design, develop, and manufacture electronic components and other products. The company offers a full range of product realization services, including hardware and software design; printed circuit board design; prototyping services; new product introduction; material procurement and management; printed circuit board and higher level assembly; functional and in-circuit testing; final system box build distribution; and after-market 2000, the company has worked to develop a global manufacturing network to meet the needs of its clients. The company's major markets include wireline/networking 38 percent of 2005 net sales, medical 30 percent, industrial 22 percent, wireless infrastructure 10 percent, industrial/commercial 17 percent and defense/security/aerospace 5 percent. In 2005 Juniper Networks, Inc. accounted for 19 percent of Plexus's sales, and General Electric Corp. for 12 OPERATIONS IN 1980Plexus was incorporated in Wisconsin in 1979 and began operations in 1980. The company was founded by Peter Strandwitz, John Nussbaum, and a group of other entrepreneurs interested in a venture to design and build computer circuit boards by contract. Located in the eastern Wisconsin city of Neenah, on Lake Winnebago, the new company found the bulk of their early work through contracts with business grew, and by 1987, Plexus reported revenues of $ million. The company also reported a net loss of $ million, however. Turnaround was quick, and the next year the company saw revenues of $ million and net income of $393,000, a dramatic increase in sales of 117 percent. To effect this change, management had cut operating expenses as a percentage of sales by 50 percent. The company's stock, then traded over-the-counter, responded in 1989 by nearly doubling in the first six months. Sales in 1989 again rose substantially to $ the end of the 1980s Plexus had organized its business among three subsidiaries. One, Technology Group Inc., was headquartered in Neenah, Wisconsin, and focused on electronic product development and testing. The other two subsidiaries were the company's dual contract production units, Electronic Assembly Corp. and Electronic Assembly Inc., with facilities in Neenah as well as in Richmond, CONTROL LEADING TO STRONG SALES 1990–1994Strong sales growth continued in the 1990s as Plexus developed a reputation for quality control in producing its electronic circuit boards. With the quality of boards produced in the Far East and the Pacific Rim slipping, more companies were buying boards made in the United States. Sales in fiscal 1991 reached $ million, representing a five-year growth rate of 26 1991 the two contract production units had been merged into one, Electronic Assembly Corporation. The other subsidiary, Technology Group Inc., focused on product design and development. The company's customers ranged in size from giant IBM to a small Wisconsin-based maker of telecommunications devices for the deaf. The company's CEO and founder Peter Strandwitz told the Business Journal-Milwaukee "Three key factors in Plexus' success are state-of-the-art technology, a high-quality, motivated labor force, and the quality demands of its customer base." Analysts agreed that the quality of Plexus' technology was among the industry's best. Due to its board testing equipment, Plexus could test board designs even more thoroughly than some of its customers, noted one 1992 sales rose 32 percent to $ million, while net income jumped 39 percent to a record $ million. In 1993, however, sales were flat at $ million, and net income plunged about 50 percent to $ million. Sales improved to $ million in 1994; net income was about $ company had completed work on its new 175,000-square-foot Advanced Manufacturing Center in Neenah. Costs associated with bringing the facility online had affected profits in 1993. The new facility added capacity in anticipation of future business from outsourcing by major electronic manufacturers. Major customers included IBM and GE Medical AND ALLIANCES 1995–2000In 1995 Plexus expanded by hiring 500 people in the fourth quarter. Some of the new employees were hired through Wisconsin's Department of Vocational Rehabilitation, leading the company to hire workers with physical disabilities primarily for basic assembly jobs. Plexus also developed new training methods and established its Mentor Training Program, wherein volunteer mentors helped new employees through their first days and weeks at the company. Workforce diversity and training objectives became part of the company's strategic plan in 1996, and in 1998 Plexus was given the Governor's Exemplary Employer 1997 Plexus gained marketing clout through a design and marketing agreement with Cadence Design Systems Inc., the world's largest software design company. Under the agreement, Cadence's 450-person sales force would market Plexus products and services to its customers. Plexus, with its large staff of engineers, provided the electronics industry with design, manufacturing, and testing services, but had a minimal sales April 1997 a new assembly plant in Green Bay, Wisconsin, began operations. The $22 million, 110,000-square-foot facility was built by Plexus on an Oneida reservation. Plexus and the Oneida tribe collaborated on the building and equipment for the facility, which was financed and owned by the Oneidas but operated by Plexus. It was Plexus's third electronic manufacturing services plant in addition to plants in Neenah and Richmond, Kentucky. The Green Bay facility featured five cells; the first became operational in April 1997, and others could be brought on line as business increased. Plexus also opened a design center in Raleigh, North Carolina, in PERSPECTIVESOur mission as The Product Realization Company is to provide a complete menu of value-added design and manufacturing services from which our customers can choose, giving them a competitive advantage in time to market, technology, flexibility and total help it land corporate research and design contracts, Plexus formed alliances with other research and design companies. In addition to its alliance with Cadence Design Systems, Plexus formed an alliance with Adaptive Microwave, a digital compression company based in Fort Wayne, Indiana, with expertise in video compression. Another alliance was established with IDEO of Palo Alto, California, the world's largest private firm in industrial design and engineering. Plexus's longest-standing alliance was with Battelle Institute of Columbus, Ohio, a private research and development company with $1 billion in sales. For fiscal 1998 net sales were $ million, with net income of $ million. The company had about 2,400 early 1999 Plexus expanded its Raleigh, North Carolina, design center, which was originally opened in September 1997. It also opened its third regional design center in Louisville, Colorado, near Boulder. The 14,000-square-foot facility was designed to house up to 60 engineers. Plexus began by transferring a core team of eight to ten engineers from Neenah, then hired more engineers in Colorado. Overall, Plexus planned to double its engineering staff to 500 nationally over the next three years. The company's geographic expansion was guided in part by a desire to locate in high quality-of-life areas that would attract highly qualified technical candidates. Future expansion plans included the West Coast, Boston, Texas, and Europe. Expansion was seen as necessary to win contracts from global mid-1999 Plexus acquired SeaMED, a medically focused electronic design and manufacturing services provider in the Seattle, Washington area. The acquisition added 135 engineers and support personnel to the company's Design Center staff. SeaMED's customers included Boston Scientific, Johnson & Johnson, Medtronic, and Novoste. Later in the year Plexus acquired printed circuit board assembly production facilities in the Chicago area from Shure Inc. for the RF/wireless technology addition to expanding its research, development, and production capabilities, Plexus continued to develop new technologies. Late in 1999 the company announced that it had designed an inexpensive radio module that allowed computers to communicate by radio wave from ten miles apart, compared with ten feet permitted by current technology. In addition, the high frequency wireless band used in this new technology could send ten to 20 times the amount of data that existing systems could handle. The technology also allowed computers within the confines of a building to communicate several hundred feet apart. Using this technology computers would be able to communicate directly with one another in real time while bypassing all wired focused on the high-end, low-volume aspect of the electronics business, which resulted in smaller sales growth than companies focused on high-volume commodity electronics have realized. As a result Plexus's stock was not given a high valuation by Wall Street and was considered undervalued by investors during 1999. By March 2000, however, the company's stock price had jumped from $34 a year before to about $56, and Plexus's market capitalization exceeded $1 billion for the first A GLOBAL SUPPLY CHAIN IN 2000 AND BEYONDPlexus's high degree of engineering skill made it a leader in supplying contract engineering and manufacturing as well as design and testing services to the electronics industry. As the company sought to expand its capabilities, it hoped to establish an overseas presence; at the end of 1999 all of its facilities were located in the United acquisitions and internal expansion, the company was increasing its engineering staff and opening facilities in Mexico and Europe. In May 2000 it completed the acquisition of the electronic contract manufacturing operations of Elamex, de in Juarez, Mexico, for approximately $54 million. It was the company's first expansion outside the United States. Plexus would operate two facilities in Juarez, a newly constructed 210,000-square-foot electronic manufacturing plant and a 40,000-square-foot service DATES1979Plexus is incorporated as a Wisconsin increase 117 percent, and the company turns a new 175,000-square-foot Advanced Manufacturing Center in Neenah is company acquires SeaMED, an electronic design and manufacturing services provider for the medical company acquires a manufacturing facility in Mexico, the company's first expansion outside the United cuts its workforce 10 percent while buying e2E, Qtron; sales exceed $1 MCMS acquisition adds manufacturing capacity in second Malaysia plant is acquired to meet demand for low-cost were $752 million in 2000. In May of that year, Plexus closed the acquisition of Boston-based Agility Inc. A couple of months later, it bought Keltek Holdings Ltd. of Kelso, Scotland, another privately owned EMS provider. The company aimed to use Keltek as a base for opening regional design centers throughout Europe, an executive told as a supplier to original equipment manufacturers OEMs in the electronics industry, Plexus was affected by the enduring slowdown following the collapse of the tech bubble. By the end of 2001, the company had reduced its workforce by about 10 percent as a the same time, Plexus made a couple of strategic acquisitions. The purchase of Hillsboro, Oregon-based e2E Corp. for about $25 million in stock and assumed debt bolstered its PCB engineering capabilities. E2E had 100 engineers based in a handful of cities in the United States and abroad. Adding hard-to-find design talent was a priority for Plexus. The acquisition of San Diego-based Qtron Inc., a $75 million EMS provider, brought advanced wireless infrastructure technology as well as two Southern California manufacturing added manufacturing capacity in Malaysia, China, and Nampa, Idaho via the January 2001 acquisition of five plants of bankrupt MCMS Inc. of San Jose, California from MPC Computer formerly Micron Electronics Inc.. Plexus continued to cut its workforce by about 10 percent a year. It was, however, hiring more engineers at its Research Triangle, North Carolina company's plants were running at half capacity in the post-bubble economic slump. Plexus lost $4 million in 2002 on sales of $884 million. In the next two years, the company closed manufacturing facilities in Bothell, Washington; San Diego, California; Richmond, Kentucky; and its oldest facility in Neenah, Wisconsin. Operations in Nashua, New Hampshire and Tel Aviv, Israel were sold to former employees. A second plant was acquired in Penang, Malaysia in fiscal B. Sabol, the company's chief financial officer, told the Wall Street Transcript that what set the company apart from its competitors was its "passion for customer service." Plexus continued to avoid the high-volume commodity and consumer markets in order to focus on its niches medical, optical, wireless, networking, data communications, and industrial. Another distinguishing factor, an analyst told EBN, was Plexus's strength in new product introduction NPI capacity. After buying Agilent, Plexus had doubled the size of its facility for use as an NPI Plus landed a contract for broadband equipment from Next Level Communications in 2003. This work was allocated to the newly acquired Nampa, Idaho plant. By this time, Plexus was running 14 manufacturing plants around the sales rose nearly 20 percent in 2004 to exceed $1 billion. This was not enough to stem the flow of red ink, though the company did manage to reduce its previous year loss of $68 million by more than half. After losing $ million in 2004, Plexus posted a $ million deficit in 2005, when sales were $ billion. The company had added the defense/security/aerospace market to its list of chosen niches. David P. Bianco Updated, Frederick C. Ingram PRINCIPAL SUBSIDIARIESPlexus Services Corporation; Plexus International Services, Inc.; PTL Information Technology Services Corporation; Plexus Management Services OPERATING UNITSUnited States; Asia; Mexico; COMPETITORSSolectron Corporation; Flextronics International Ltd.; Sanmina READINGBach, Pete, "Recovery a Priority at Neenah, Electronics Manufacturer Plexus," Post-Crescent Appleton, Wis., February 13, Arlen, "Acquisition of Hillsboro, Ore., Circuit Board Firm Brings Plexus 100 Engineers," Post-Crescent Appleton, Wis., October 3, 2000.――――――, "Neenah, Plexus Corp. Develops Computer Radio Module," Knight-Ridder/Tribune Business News, November 18, 1999.――――――, "Neenah, Plexus Shifts Its Recruiting Philosophy," Post-Crescent Appleton, Wis., February 13, 2001.――――――, "The Post-Crescent, Appleton, Wis., Arlen Boardman Column," Knight-Ridder/Tribune Business News, March 9, 2000.――――――, "Wisconsin-Based High-Tech Firm Needs Mexican Labor for Expansion," Knight-Ridder/Tribune Business News, March 5, 2000.――――――, "Wisconsin's Plexus Signs Deal with Software Design Giant," Knight-Ridder/Tribune Business News, February 13, Brad, "Plexus Corp. Lands Next Level Communications Contract," Idaho Business Review Boise, February 24, 2003."Company Interview Thomas B. Sabol, Plexus Corp.," Wall Street Transcript, Bear, Stearns & Co. 13th Annual Technology Special, June 2002."Company Interview Thomas B. Sabol, Plexus Corp.," Wall Street Transcript, Needham & Company Growth Special, January Michael, "Plexus Corp.," Business Journal-Milwaukee, January 29, 1994, p. Kathleen, "Plexus Keeps on Soaring, with Stock Splitting 2-for-1," Milwaukee Journal Sentinel, Bus. Sec., September 2, 2000, p. Jason, "Plexus Acquiring San Diego Firm," Milwaukee Journal Sentinel, Bus. Sec., May 3, 2001, p. Carol, "Oneida Tribe, Plexus Team on Plant," Electronic News, March 24, 1997, p. Lee, Jr., "Plexus to Buy Five Plants from Bankrupt Company," Milwaukee Journal Sentinel, Bus. Sec., November 29, 2001, p. Kris, "Firm to Open Electronics Design Center in Louisville, Colo., Business Park," Knight-Ridder/Tribune Business News, February 16, 1999."In Neenah, Wis., Plexus Tells Shareholders to Expect Bigger Projects," Knight-Ridder/Tribune Business News, February 13, Barbara, "Plexus Corp.," Business Journal-Milwaukee, July 25, 1992, p. Hailey Lynne, "Plexus Looks to Strengthen Global Presence—Acquisitions, New Infrastructure Play Key Roles," EBN, January 15, 2001, p. MaryBeth, "Plexus Charts Future Growth," Post-Crescent Appleton, Wis., March 9, 2005."Neenah, Product Design Firm to Form Division in Colorado," Knight-Ridder/Tribune Business News, April 11, 1999."Plexus Corp.," Business Journal-Milwaukee, December 10, 1990, p. 19."Plexus Corp.," Business Journal-Milwaukee, July 31, 1989, p. S14."Plexus Corp.," Business Journal-Milwaukee, February 27, 1989, p. William, "Give Plexus Its Due," Information Week, September 13, 1999, p. Claire, "Consolidation Adds Muscle to Midtier—Plexus, EFTC Lead the Way in Acquiring Smaller, Private EMS Companies," EBN, May 14, 2001, p. 64.――――――――, "Contractor Hones Supply Chain Management Skills," EBN, August 27, 2001, p. 34.――――――――, "Plexus Continues Global Expansion, Eyes Asia," Electronic Buyers' News, August 7, 2000, p. Susan, "Plexus Wins Wis. Governor's Exemplary Employer Award," Knight-Ridder/Tribune Business News, June 4, 1998.
1 SYSTEMA NERVORUM (LENGKAP) Kuliah : dr. Abdul Hamid Syam 1. Suatu system yang terdiri dari sel syaraf dan serabut syaraf yang berfungsi untuk menerima rangsang, mengartikan rangsang, meneruskan rangsang ke efektor.Susunan saraf mengatur sistem organ tubuh lainnya,misalnya bertanggung jawab terhadap kecerdasan seseorang,emosional,agresifitas Don’t be fooled by the name. Plexus Manufacturing may seem like it’s strictly a manufacturer. But manufacturing is proving to be a rapidly evolving industry, and the company, which has had a focus in engineering professional services since the beginning, is ensuring it keeps pace with these changes by continuing to diversify its capabilities. Plexus has 40 years of experience behind it, and from its headquarters in Wisconsin, US, manages a global network of more than 19,000 employees, with locations scattered across North America, Europe and Asia. Its Asia–Pacific presence accounts for around half of the company’s revenue. The business works across four market sectors healthcare and life sciences; industrial and commercial; aerospace and defence; and communications. Its strength is high-quality manufacturing in each of these sectors, and given that any decline in safety or quality can cost lives in areas such as health care or aerospace, the company’s commitment to the products it designs and builds is crucial. Across these sectors, manufacturing is naturally the most visible of its services, but Plexus pledges its commitment to the entire product realisation process. Beyond manufacturing, it also provides supply chain solutions; testing, logistics and aftermarket services; and – thanks to a global team of more than 500 engineering experts – complex product design and development services. We have a significant capability for in-house design … the total cost to our customer will be lower. Today, Plexus presents itself as a comprehensive solutions provider, which represents a shift from the past. Most processes earlier in the company’s history involved producing and supplying PCBAs, for example, to customers, who would then integrate them into finished products. Now Plexus has shifted its focus towards construction of the final product, as well as testing. In many cases, Plexus then delivers products directly to its customers’ customers. Naturally, this demands a greater range of skills and knowledge among the workforce, and necessitates the development of greater capabilities internally. After all, it’s one thing to make general electronic components and another to actually develop the finished product, whether it’s an avionic box or an MRI machine. Furthermore, now that manufacturers like Plexus are moving towards testing and quality assurance, it’s possible to combat the perception that the manufacturing industry makes things cheaply, without focusing on quality. Plexus believes that today that perception isn’t accurate; consistent and exceptional quality is essential for manufacturing, and some of the industry seems to be moving in that direction. In fact, Plexus strives to deliver zero defects through all its teams. This requires a deep-seated commitment to quality and operational excellence and it ensures both the success of Plexus as well as its customers. Design is also increasingly outsourced to companies like Plexus, which has a substantial in-house engineering design capacity. The company maintains momentum on projects like these by “following the sun”, where a team works a full day in Asia, before handing over to a team in the US to continue work. This improves speed to market, which is increasingly in demand from customers. YJ Lim, Regional President APAC, believes that Plexus taking on more processes internally has rapidly become one of its major strengths; as its experience in numerous types of design engineering and manufacturing grows, so does its expertise and capabilities. “We have a significant capability for in-house design,” says YJ. “In the end, the total cost to our customer will be lower. There are fewer hiccups and less potential upsets.” An example of the company’s growing capacity for product realisation is the development of a hypertension treatment system. Hypertension, also known as high blood pressure, affects up to 37 per cent of the global population, and can be a major risk factor for other illnesses. Plexus was commissioned to work on a multi-electrode renal denervation system, designed to treat hypertension in a fraction of the time that other treatments require. Such a project would usually take up to three years, though Plexus set a time frame to design, manufacture and allow the customer to launch it to market within 18 months. The initial stages of this process involved a brainstorming workshop with the client, bringing them into the decision-making process and ensuring alignment in terms of the concept, timeline and project development. Plexus calls this its “concept convergence process”, which proves an asset in keeping the customer informed and engaged. This development was undertaken completely from scratch. There were various technological challenges and complex supply chain issues to be solved. One such issue was a requirement to introduce multiple vendors to each other to ensure Plexus had access to pre-assembled components as needed. Throughout this process, Plexus maintained regular contact with the customer. The product, which was successfully launched by the customer right on the 18-month deadline, was a huge success. It cut hypertension treatment time from 24 minutes to four minutes, and was an improvement on existing processes. Well-oiled supply chains are essential to processes like these. In fact, Plexus considers its own supply chain one of its greatest strengths, thanks to robust partnerships with suppliers. The company focuses on maintaining business partnerships beyond just signing a piece of paper. At the end of the day, it’s the personal relationship and partnership that counts. These relationships require a give-and-take approach; one party can’t simply maximise profit at the expense of other parties. We try to balance our needs. We’re in this together. “We try to balance our needs,” YJ says. “We’re in this together.” The company’s long-term goals involve building on service capacities, as more customers seek to benefit from its diverse capabilities. This allows Plexus to deliver more value to customers and supports Plexus’s goals to profitably grow its business. The company’s emphasis on mutual benefit has also helped its suppliers and their business goals. Plexus shares in the opportunity to develop new products or technologies alongside suppliers. Another reason that Plexus is useful to its suppliers and partners is its multi-sector experience; through using Plexus’s experience, suppliers focusing on the medical industry can shift to service the aerospace industry, for example. It’s an interesting parallel to the way the company encourages its workforce to gain experience across all departments. “There are a lot of capabilities and options for people to grow,” says YJ. “An engineer joins but may not want to remain an engineer. They may move into HR to help recruit other engineers, for example. This makes their life interesting, the possibility of moving up.” These opportunities for growth are important in paving the way for future leaders. By providing a wide range of experiences across the company and encouraging an entrepreneurial mindset, these future leaders are built to have a complete understanding of Plexus and the willingness to get involved at any level. In particular, these future leaders are taught the intricacies of finance – undertaking costing and negotiating with customers on pricing, for example. Plexus puts a high value on the abilities of leaders to drive productivity and cost efficiency in all of the regions in which it operates. But equally, the Plexus team strives to offer excellence in delivery, quality, flexibility and responsiveness. This emphasis on employee development is evidently paying off. In 2017, Plexus was named the best company to work for in Malaysia. YJ says that although the industry preference has traditionally been working at OEMs, Plexus, as an EMS electronics manufacturing service provider, has turned that reputation around. Keeping its team happy is key to offering excellent services to customers. YJ says that when someone believes in the company they work for and has pride in it, they are willing to go that extra mile for customers. It is this philosophy that sets Plexus apart from its competitors. Proudly supported byHargauntuk produk sejenis dan merk sejenis (barang ATK. suku cadang. elektronik. dan lainnya) yang di hasilkan dari kegiatan survey, di kumpulkan kemudian di pilih yang tertinggi harganya. Beberapa jenis barang di atas sangat di mungkinkan terkait dengan nilai tukar uang ( US dollar), seperti elektronik termasuk komputer dan barang barang yang
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