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Cost of Manufacturing test – What can a Test Engineer do ?

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<strong>Cost</strong> <strong>of</strong> <strong>Manufacturing</strong><br />

<strong>test</strong> <strong>–</strong> <strong>What</strong> <strong>can</strong> a <strong>Test</strong><br />

<strong>Engineer</strong> <strong>do</strong> ?<br />

Bill Eklow<br />

Sylvain Tourangeau<br />

10/24/06 V1.0


Purpose<br />

• Illustrate the business basics <strong>of</strong> <strong>test</strong>s costs<br />

• The China price… impact on ROI<br />

• Technical knowledge applied to the business<br />

WARNING!<br />

Generalizations<br />

Ahead…


Outline<br />

• <strong>What</strong> is <strong>Test</strong> for <strong>Manufacturing</strong> Operations ?<br />

• <strong>Cost</strong> modeling<br />

• China impact


<strong>Cost</strong><br />

<strong>Test</strong> for <strong>Manufacturing</strong> Operations<br />

HW Quality<br />

Delivery<br />

• It’s important but…<br />

• <strong>Test</strong> is an expense<br />

• It slows them <strong>do</strong>wn


People<br />

??<br />

• Development is “<strong>of</strong> the people, by the people, for the<br />

people”<br />

• Face it, many engineers <strong>can</strong>’t talk, much less write<br />

• Separation <strong>of</strong> concerns creates inefficiencies<br />

• Communications and metrics alignment are key


Expectations Management<br />

• Differences between success and<br />

troubles<br />

• TE’s have problems with EM<br />

<strong>–</strong> Strong desire to please<br />

<strong>–</strong> Avoid confrontation<br />

<strong>–</strong> Little confidence in prediction<br />

<strong>–</strong> Over confidence in abilities<br />

• Signifi<strong>can</strong>t common factor in<br />

optimized <strong>Test</strong> processes


No silver bullet…<br />

but a balancing act<br />

• Technical competency and quality<br />

• Alignment with Operations metrics<br />

• Communications between much different<br />

functions<br />

• Willingness to understand “the other world”


<strong>Cost</strong> model<br />

ROI on improvements =<br />

Mfg costs savings <strong>–</strong> dev cost <strong>–</strong> other costs<br />

• Mfg region<br />

• Inventory management<br />

• Transformation costs<br />

• Logistics<br />

• Field returns<br />

I think I saw something about<br />

that in the cost model<br />

procedure somewhere…


<strong>Cost</strong>s levers in development cycle <strong>of</strong><br />

improvements<br />

Design<br />

Phase<br />

Mfg<br />

Field<br />

returns<br />

• <strong>Cost</strong> <strong>of</strong><br />

development <strong>of</strong><br />

improvement<br />

• Transformation<br />

• Productivity<br />

• Field returns cost<br />

• Warranty<br />

<strong>Cost</strong> <strong>of</strong> conformance <strong>Cost</strong> <strong>of</strong> non conformance<br />

$ 10’s - 100’s K to execute $ 10’s K <strong>–</strong> 10’s M $ 10’s <strong>–</strong> 100’s M


The China factor… Numbers may not<br />

always matter… but they sure help !<br />

OR<br />

Which group would you chose to work on your<br />

optimization project when you have a factor <strong>of</strong><br />

~1:8 for each $ spent ?


The China factor… Example 1<br />

1)<br />

SMT ICT Functional<br />

<strong>Test</strong><br />

2)<br />

SMT<br />

Prog<br />

ICT<br />

Functional<br />

<strong>Test</strong><br />

Throughput<br />

Prog. Cos ICT cost Year (300K)<br />

1) 40 bds/hre $0 $0.5/bd $150K<br />

2) 60 bds/hre $0.02 $0.33/bd $105K


The China factor… Example 2 (1/2)<br />

1)<br />

ICT<br />

Functional<br />

<strong>Test</strong><br />

97% 97%<br />

2)<br />

Reduced<br />

ICT<br />

Functional<br />

<strong>Test</strong><br />

> 97% > 94%


The China factor… Example 2 (2/2)<br />

ICT $/bd Funct dbg $/bd Year (300K)<br />

1) $0.5/bd $0.16/bd $198K<br />

2) $0.3/bd $0.19/bd $147K<br />

• More product dependent than Example 1<br />

• ROI highly sensitive to:<br />

• Pro<strong>of</strong> <strong>of</strong> concept and evaluation costs<br />

• Field returns exposure if wrong


The China factor… Example 3<br />

Regional sourcing is a sensitive issue but… no<br />

risk, no reward !<br />

BOM* <strong>Test</strong> cost Yearly Yearly cost<br />

Volume<br />

1) $1K/bd $5/bd 100K $100.5M<br />

2) $800/bd $10/bd 100K $ 81 M<br />

ROI sensitive to Quality and suppliers Lead Times…<br />

but lots <strong>of</strong> monitoring <strong>can</strong> be <strong>do</strong>ne with $20M and<br />

$500K in additional <strong>test</strong>s !


Conclusions<br />

• Communications<br />

• Expectations management<br />

• Challenge statu quo<br />

• Willingness to join forces<br />

• Understanding cost model end-to-end<br />

• Keep in mind the China factor

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