So, we moved production from China to Colorado. We became directly responsible for the product’s quality. It was a great decision. Now when we ran into problems, we could rapidly make changes to the product design and to the manufacturing processes. Now the wall was gone. Once again, the reliability started to improve.
About a year later, something fortunate happened. A local synchronized swim team started using our speakers, and breaking them, and breaking them. They broke more speakers in the next few years than any other synchro team anywhere in the world. We don’t know how they did it, but they did. While others would have complained about a bad customer, we saw this as a great opportunity. We now had a local customer who could find product weaknesses faster than anyone else. Whenever they broke a speaker, we would trade them a new speaker for the broken speaker. We would take the failed speaker, break it down, and find the failure. We would then make a change in the design, or in the manufacturing process, or in both. Our goal was to never see the problem again. As the improvements came into play, the reliability increased.