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