new product introduction - launching success!

Product Realization Group

Lunch SeriesLunch Series

New Product Introduction –Launching Success!Launching Success!

….new product introduction processes and war stories

Mi h l KMichael KeerFounder and CEOProduct Realization Groupmkeer@productrealizationgroup com

©Product Realization Group, Inc., 2012 Pg 1

[email protected]

About PRG

P d R li i G id d Product Realization Group provides product lifecycle services for high technology businesses.

PRG enables rapid and cost effective introduction of products to the market, regulatory compliance, manufacturing, service, and lifecycle support.

Currently delivering services to over 400 highCurrently delivering services to over 400 high-tech clients.


Introductions

VP of Engineering: Kevin Rowett, Violin MemoryK i h f lfill d i i i l i l di Kevin has fulfilled various engineering roles including MTS, CTO, Director of Engineering, and VP of engineering, at a wide range of Silicon Valley companies including Tandem Computers, Cisco p g p ,Systems, Force10 Networks, Blue Coat (then Cacheflow), Gigafin, and Seamicro. He has built and led several successful engineering teams, and holds more than a dozen patentsmore than a dozen patents.

VP of Operations: Tim Miller, Trilliant NetworksTim has over twenty-five years of success in a broad Tim has over twenty five years of success in a broad range of leadership positions as a U.S. Army officer and operations and manufacturing management positions at both Fortune 500 and start-up companies including Texas Instruments Dell NEC Terayon and


including Texas Instruments, Dell, NEC, Terayon and Aperto.

Introductions

EMS: Murad Kurwa: VP of Eng., Flextronics InternationalMurad has over twenty-five years in industries related to Electronic Products, Semiconductor Devices and Material Science, with seventeen in EMS fulfilling , gManagement, Engineering, Development, Test, and Operations roles. Murad has an MBA in Finance & BS Chemical Engineering, along with over 20 publications. g g, g p


Kevin Rowett,Vice President of Engineering

VP OF ENGINEERING

Vice President of EngineeringViolin Memory

VP OF ENGINEERINGPERSPECTIVE


Who is Kevin Rowett?

Veteran Engineer and Engineering ManagerVeteran Engineer and Engineering Manager

• Cisco, Tandem, Boeing, IBM• Force 10 Networks Blue Coat (then cacheflow) • Force 10 Networks, Blue Coat (then cacheflow),

Seamicro, Violin Memory

• Built teams that designed and brought to Built teams that designed and brought to production large systems, small systems, & chips

• NPI perspective -NPI perspective Jumping into an operating company Starting from the ground up – no money, hiring

engineering team, manufacturing staff is many months away


away

Focus Programg

Large Scale and Complex System Large Scale and Complex System

Includes elements of chips, systems hardware, software

Rack mount, fair amount of power

Lots of engineering disciplines needed to complete g g p p

design

At least one piece of new technology At least one piece of new technology

Fabrication done by a contract facility


No spinning media…p g


New Product Introduction

Engineering brings innovation and design to a product

concept.

Manufacturing brings a repeatable fabrication process

to that productto that product.

NPI provides a formalized interface for the transition.


Elements of an NPI programp g

People People Key is to have dedicated staff to NPI in manufacturing Knows processes and procedures at target manufacturing facility or

contractor Strong engineering knowledge Good program management skills (issue tracking, schedules, flexible

and dynamic) Doc control

The gate for design documents, components, history of design, current state of design

Process Facilitates learning -> process improvement 2nd product is much easier (scalability)


The NPI programp g

Engineering or Operations?

When to start an NPI program?

When does a product enter an NPI process or program?


The NPI programp g

Engineering or Operations? Engineering or Operations? When to start an NPI program? When does a product enter an NPI process or program?

Depends pon o r NPI modelDepends upon your NPI model…• Pull from Engineering by Operations• Push • Or – toss it over the wall

Recommended practice: Pull Model• Pull Model

• NPI group is part of Operations• Program starts as soon as engineering gets organized


The hard question…q

When does a product enter an NPI process or program? When does a product enter an NPI process or program?

No easy answer here. Often, it becomes obvious.

Requires strong cooperation between VP of Engineering and VP of Operations.

Portions happen early on – major component selection, PCB fabricator selection Others happen as first protosPCB fabricator selection. Others happen as first protoscome alive. Still more as the beta units start rolling out.


A few observations

Choices made in engineering affect a product for a long Choices made in engineering affect a product for a long time – a solid NPI program makes sure manufacturing can live with those choices.

Large, Tier 1 CMs have a flow and recipe for fabrication and assembly Need to learn this – NPI is the pathand assembly. Need to learn this NPI is the path.

I once let an analog engineer bypass my NPI and a PCB fabricators NPI, working directly with the plant –never were able to fabricate that PCB in volume


Closingg

Solid design is critical to the success of your product Solid design is critical to the success of your product

Getting it built is necessary to make money on it Getting it built is necessary to make money on it

NPI is the bridge s e b dge


MeteringGrid

AMR/AMI

Customer & Billing Metering

Connected SolutionsOutage

Consumer

Tim Miller,Senior Vice President of Supply Chain & Manufacturing

Grid Mgmt

VP OF OPERATIONS

Senior Vice President of Supply Chain & ManufacturingTrilliant Networks

VP OF OPERATIONSPERSPECTIVE


Disclaimer

Processes shown & examples used are generic, from a variety of sources & do not represent past, current or future Trilliant experiences or processes.


Topicsp

N P d t I t d ti P d t • New Product Introduction vs. Product Life Cycle (Product Realization Process)Process)

• Why Operations needs to be involved Why Operations needs to be involved early & throughout PLC process (QCD & DFx))

• Tools, Data, Systems


Topics (cont.)p ( )

• Highlight Operations involvementHighlight Operations involvement

• Involvement of EMS/Contract Involvement of EMS/Contract Manufacturer


Tools, Data, Systems, , y


NPI vs. PLC

New Product Introduction focuses on New Product Introduction focuses on the transition from eng. to mfg.

General

Product Life Cycle Process is entire

Concept Definition Feasibility Development Beta Pilot General Availability End of Life

end-to-end processConcept Definition Feasibility Development Beta Pilot General

Availability End of Life

Operations is critical and adds value at early stages as well as later stages


early stages as well as later stages

Ops Involvement Early & Throughout

Operations responsibility – QCD p p y Q• Quality & Reliability• Cost• Delivery• DeliveryDesign characteristics that enable operations to be successful – DFx:

M f t bilit• Manufacturability• Testability• Quality (yield, variability, cust. expectations)Q y (y , y, p )• Reliability• Availability (time-to-market, lead-time) • Cost


• Cost

Ops Involvement Early & Throughout

Outcomes:Outcomes:• Reduced development time

• Manufacturable, testable, quality, reliable cost effective available product reliable, cost effective, available product at launch


Materials

Early stages (Justification, Feasibility)Early stages (Justification, Feasibility)• Strategic component/supplier selection Single Source Approval Process Single Source Approval Process

Availability & lead-time

Stage of life cycle

Realistic cost estimates Realistic cost estimates


Materials (cont.)( )

Mid stages (Development)Mid stages (Development)• Component/supplier selection (for “B”

components)components)

• Forecast & purchase orders for long p glead-time material

• Start tooling & purchase raw material for custom components


Materials (cont.)( )

Late stages (Beta Pilot)Late stages (Beta, Pilot)• Transition material responsibility to EMS/CM

I t il bilit• Insure parts availability

• Manage Costs

• Identify and resolve potential quality & reliability issues

• Finalize tooling, complete first articles, ship parts (sea vs. air)


Production Capabilityp y

Early stages (Justification, Feasibility)Early stages (Justification, Feasibility)• Identify technologies• Determine capacity• Determine capacity• Make/Buy decisions• Selection of manufacturer(s)• Selection of manufacturer(s) EMS/CM Mechanical componentsMechanical components


Production Capability (cont.)p y ( )

Mid stages (Development) Mid stages (Development) • Confirm required technology• Determine capacity required• Determine capacity required

L t t (B t Pil t)Late stages (Beta, Pilot)• Successful pilot build


Manufacturabilityy

Early (Justification Feasibility)Early (Justification, Feasibility)• DFM guidelines• Participation in decision making p g• Determination of inventory strategy (build-

to-order, build-to-forecast, or something in between)between)

Mid stages (Development) • DFM reviewDFM review• Yield analysis and feedback• Cost reduction feedback


Manufacturability (cont.)y ( )

Late stages (Beta Pilot)Late stages (Beta, Pilot)• Final DFM review

V lid ti f i ld ti• Validation of yield assumptions• Cost reduction feedback


Testabilityy

Early (Justification, Feasibility)y ( y)• DFT guidelines

Mid stages (Development) • DFT reviewDFT review• Concurrent test development • Test of prototypes• Test time assumptions (labor capital cost)Test time assumptions (labor, capital cost)• Yield analysis and feedback

Late stages (Beta, Pilot)Final DFT review• Final DFT review

• Validation of yield assumptions• Cost reduction (labor) feedback


Regulatoryg y

Early (Justification, Feasibility)Early (Justification, Feasibility)• Requirements

Mid stages (Development) • Pre-scans

Late stages (Beta, Pilot)• Final approvals early enough to Final approvals early enough to

eliminate late changes


Reliabilityy

Early (Justification, Feasibility)Early (Justification, Feasibility)• Design guidelines (ESD protection, comp.

de-rating, temperature, environmental)g, p , )Mid stages (Development)

• MTBF model (calculated MTBF)MTBF model (calculated MTBF)• HALT Testing (as early as possible)

Late stages (Beta, Pilot)Late stages (Beta, Pilot)• Initial Reliability Testing• Life Testing


Life Testing

Cost

Early involvement and Early involvement and implementation of feedback from Operations will result in lower cost pproduct• Capital equipment cost• Material cost• Freight cost• Labor cost• Test labor cost


Other Business Considerations

Operations needs to identify & plan Operations needs to identify & plan for resources required to support product:product:• Staffing

• Capital Equipment Requirements

N li l ti hi• New supplier relationships


Involvement of EMS/CM

• In outsourced manufacturing • In outsourced manufacturing, EMS/CM has expertise & capability that Operations team may not have

• A good manufacturing partner (EMS/CM) involved early in the process and throughout the process process and throughout the process can add significant value

• Consider tradeoffs• Ownership of Fixtures, etc.• Transferability


Murad Kurwa,Vice President of Engineering

ELECTRONIC MANUFACTURING

Vice President of EngineeringFlextronics

ELECTRONIC MANUFACTURINGPERSPECTIVE


Opportunities For DFx

C f i C0 $$$$

CONCEPT EVT DVT PVT MP

Cost for Design Change

Secret forEarly

Involvement

Secret for Scaling to Volume


ProductionFLEXTRONICS PROPRIETARY & CONFIDENTIAL

What Do We Want to PREVENT that eliminates delay in LAUNCHINGeliminates delay in LAUNCHING

Design DeptDept

Mfg. Dept

©Product Realization Group, Inc., 2012 Pg 39 FLEXTRONICS PROPRIETARY & CONFIDENTIAL

Finite Element Analysis (FEA)

Benefits

Optimize Design Performance Optimize Design Performance Predict Design Flaws sooner Improve Product Reliability & Quality Reduce the steps of Physical testing Reduce the steps of Physical testing

S ftSoftware: Hyperworks / Proe / Abaqus


Maximum Von Mises Stress when Hail hits the

PVDF surface of solar panelFLEXTRONICS PROPRIETARY & CONFIDENTIAL

Model structure and FEA mesh

3D geometry (Cut View) Inner Assembly

FEA modelFEA model of Inner Assembly

G t th t d t i diti iGet the stress and strain condition in the insertion process at 2 different

temperature: 23˚C and 40˚C

©Product Realization Group, Inc., 2012 Pg 41FLEXTRONICS PROPRIETARY & CONFIDENTIAL 41

FLEXTRONICS PROPRIETARY & CONFIDENTIAL

DFA/ICT Fixture Design FEA

DFA & FEADFA (ICT Fi t D i )

Product Type: SERVER

• DFA (ICT Fixture Design) • Checks for push finger placement to support test point loads

• FEA is needed to…

FEA ModelICT Fixture

• Report maximum strain in PCBA due to push fingers

• Conclusions• Maximum principal strain near components U1D3 and U50 was predicted to exceed maximum recommended strain of 500.

• It is suggested that the test points be reallocated or the


push fingers increased near these components.


PCBA Panel Design FEA

PCBA Panel Design & FEA

Product Type: SERVER

Strain was reduced to below 592.6µε.

Design & FEA

• PCBA Panel Design • Optimized design for PCBA panel is provided

• FEA is needed to… • Report maximum strain in PCBA due to depanneling process

•FEA ModelDepanneling Process

• Conclusions • Maximum principal strain near component D12 was predicted to exceed maximum recommended strain of 1200.


• Tab location was adjusted and the predicted maximum strain in the new design was reduced to 592.6 micro-strain (about 55% decrease).


Design for Manufacturing (DFM)

Benefits

Fabrication analysis PCB Drill CheckDrill Check Signal Layer Checks Power / GND Checks & More

Violations are Categorized

Assembly analysis PCBA Component spacing Checks

g

p p g Test point Checks Pin-to-Pad Checks & More

S ft


Software: Valor / eFDA Errors are Pin‐PointedFLEXTRONICS PROPRIETARY & CONFIDENTIAL

Design for Assembly (DFA)

Benefits

Assembly Process improvements Perform Tolerance Analysis Assembly Fixture Design & VerificationAssembly Fixture Design & Verification Part Count / Alternate Options

Software: Pro/e, B&D

B&D Interactive DFA Tool


B&D Interactive DFA Tool


Design for Testability (DFT)

BenefitsBenefits

PCB Accessibility Analysis Schematic Review for Testability Boundary Scan (chain) Architecture review Structural Test & Test Coverage Analysis (Testway)

Software: Fabmaster, Testway, Vayo, In-House ICT coverage toolsIn-House ICT coverage tools

Balance between structuraltest options


test options


Mike Keer,Founder and CEO

NEW PRODUCT INTRODUCTION

Founder and CEOProduct Realization Group

NEW PRODUCT INTRODUCTIONCONCLUSION


New Product Introduction –

Escalator EffectEscalator EffectProd’n 000’s

2000

2500$$$$$$$$

of assys

1500

2000

$$$$$$

# of Units

500

1000

$$$$$$

#

0NPI Proto I NPI Proto II Pilot Vol. Prod.

Do it right from the onset --


gThe leverage is HUGE!

New Product Introduction –

Process: Launching Success!Process: Launching Success!

Flexibility vs. Control

Focus on Basic Requirements

Minimize bureaucracy

Define NPI schedule Deliverables Task linkage Task linkage Due dates and owners Track decisions / impacts


Product Realization Group

Lunch SeriesLunch Series

New Product Introduction –Launching Success!Launching Success!

….new product introduction processes and war stories

Mi h l KMichael KeerFounder and CEOProduct Realization Groupmkeer@productrealizationgroup com


[email protected]

new product introduction - launching success!

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