The document discusses a project undertaken by Microchip Technology to address the problem of maximized reliability oven capacity. Microchip Chandler and Microchip Thailand teams used Six Sigma methodology and TRIZ to define the problem as low slot utilization in ovens. They conducted a design of experiment to test consolidating burn-in programs into a universal pattern. Results showed the new universal program was statistically equal or better than old programs. Benefits of the new approach included increased capacity and easier planning.
Smith, John
e:
AXH-123
Details:
During final test of AXH-123, poor soldering was noted on the following components:
- Resistors R1, R2, R3
- Capacitors C1, C2
The solder joints were dry and cracked. This is likely caused by insufficient solder being applied during wave soldering.
Corrective Action:
The wave soldering process was reviewed and the following changes implemented:
- Solder pot temperature increased by 5 degrees C to improve wetting
- Dwell time over the wave increased by 1 second to allow better filling of joints
- Solder paste application checked to
Quality engineering in the digital age... Why? How? (ASQF Keynote by Rik Mars...Rik Marselis
In this keynote presentation at the ASQF-NRW Testingday, Rik Marselis (Principal quality consultant at Sogeti) explains how Quality Engineering can be implemented in high-performance IT delivery teams by applying Artificial Intelligence, Machine Learning and other ways of automation to ultimately achieve quality forecasting which enables to solve problems before people notice any problem!
This presentation is based on the books "Testing in the digital age - AI makes the difference" and "Quality for DevOps teams", both from the TMAP body of knowledge. Rik is co-author of both books.
This document is a project report submitted in partial fulfillment of the requirements for a Bachelor of Technology degree in Computer Science and Engineering. It describes the development of a system called "PROACTIVE" aimed at quality assurance and control for an international manufacturer of semiconductor materials. The proposed system would analyze manufacturing data to detect quality issues and respond proactively, as opposed to traditional reactive quality applications. It would balance production throughput needs with stringent quality control for solar module components.
Quality engineering in DevOps... Why? How? (TestBusters Day&Night))Rik Marselis
The document discusses quality engineering in DevOps. It explains that quality engineering aims to continuously deliver IT systems with the right quality at the right time to business stakeholders. This is achieved through high-performing cross-functional teams that automate everything and take joint responsibility for quality. The document outlines DevOps principles and activities like continuous integration, delivery and deployment. It also describes quality measures like specification by example, unit testing, and monitoring that support DevOps goals of delivering value at speed with quality.
This document presents a case study on optimizing manufacturing test times for printed circuit boards using the DMAIC (Define, Measure, Analyze, Improve, Control) process at a Cisco manufacturing facility. The optimization project reduced advance flying probe test times by over 50% without compromising product quality. Statistical analysis over 6 months confirmed the time savings. The test time optimization provided a significant return on investment. The case study demonstrates how DMAIC can be effectively used for manufacturing process improvement.
IRJET - Gap Analysis for Safety Improvements in Chemical HandlingIRJET Journal
The document discusses a gap analysis conducted to identify safety improvements for chemical handling processes at a watch manufacturing plant. 210 chemicals are used, some of which are highly flammable and toxic. The gap analysis compared current chemical handling methods during unloading, storage, transport, use, and disposal to relevant standards and best practices. Gaps were identified for each chemical handling activity. Recommendations to address the gaps focused on elimination, substitution, engineering controls, administrative controls, and PPE, with the goal of reducing risks to workers from chemical exposures and accidents.
This document discusses agile test planning and compares it to traditional test planning methods. It proposes a new template for agile test planning that combines elements of the IEEE 829 test plan standard and James Bach's heuristic test strategy model. The document reviews literature on agile principles, quality assurance, and test planning. It analyzes the components of IEEE 829 and identifies which could be adopted for agile test planning while still adhering to agile values. A research methodology using multiple case studies is presented to analyze the effectiveness of the proposed new agile test planning template.
- The document discusses a Lean Six Sigma project to improve the utilization percentage of a packaging line (Line II) at a pharmaceutical company.
- A Pareto analysis identified PVC issues as the top contributor to breakdown hours, accounting for over 20% of downtime.
- Regression analysis showed a strong correlation (R2 = 0.88) between monthly PVC stoppage hours and utilization percentage, indicating addressing PVC issues could significantly improve line utilization.
Smith, John
e:
AXH-123
Details:
During final test of AXH-123, poor soldering was noted on the following components:
- Resistors R1, R2, R3
- Capacitors C1, C2
The solder joints were dry and cracked. This is likely caused by insufficient solder being applied during wave soldering.
Corrective Action:
The wave soldering process was reviewed and the following changes implemented:
- Solder pot temperature increased by 5 degrees C to improve wetting
- Dwell time over the wave increased by 1 second to allow better filling of joints
- Solder paste application checked to
Quality engineering in the digital age... Why? How? (ASQF Keynote by Rik Mars...Rik Marselis
In this keynote presentation at the ASQF-NRW Testingday, Rik Marselis (Principal quality consultant at Sogeti) explains how Quality Engineering can be implemented in high-performance IT delivery teams by applying Artificial Intelligence, Machine Learning and other ways of automation to ultimately achieve quality forecasting which enables to solve problems before people notice any problem!
This presentation is based on the books "Testing in the digital age - AI makes the difference" and "Quality for DevOps teams", both from the TMAP body of knowledge. Rik is co-author of both books.
This document is a project report submitted in partial fulfillment of the requirements for a Bachelor of Technology degree in Computer Science and Engineering. It describes the development of a system called "PROACTIVE" aimed at quality assurance and control for an international manufacturer of semiconductor materials. The proposed system would analyze manufacturing data to detect quality issues and respond proactively, as opposed to traditional reactive quality applications. It would balance production throughput needs with stringent quality control for solar module components.
Quality engineering in DevOps... Why? How? (TestBusters Day&Night))Rik Marselis
The document discusses quality engineering in DevOps. It explains that quality engineering aims to continuously deliver IT systems with the right quality at the right time to business stakeholders. This is achieved through high-performing cross-functional teams that automate everything and take joint responsibility for quality. The document outlines DevOps principles and activities like continuous integration, delivery and deployment. It also describes quality measures like specification by example, unit testing, and monitoring that support DevOps goals of delivering value at speed with quality.
This document presents a case study on optimizing manufacturing test times for printed circuit boards using the DMAIC (Define, Measure, Analyze, Improve, Control) process at a Cisco manufacturing facility. The optimization project reduced advance flying probe test times by over 50% without compromising product quality. Statistical analysis over 6 months confirmed the time savings. The test time optimization provided a significant return on investment. The case study demonstrates how DMAIC can be effectively used for manufacturing process improvement.
IRJET - Gap Analysis for Safety Improvements in Chemical HandlingIRJET Journal
The document discusses a gap analysis conducted to identify safety improvements for chemical handling processes at a watch manufacturing plant. 210 chemicals are used, some of which are highly flammable and toxic. The gap analysis compared current chemical handling methods during unloading, storage, transport, use, and disposal to relevant standards and best practices. Gaps were identified for each chemical handling activity. Recommendations to address the gaps focused on elimination, substitution, engineering controls, administrative controls, and PPE, with the goal of reducing risks to workers from chemical exposures and accidents.
This document discusses agile test planning and compares it to traditional test planning methods. It proposes a new template for agile test planning that combines elements of the IEEE 829 test plan standard and James Bach's heuristic test strategy model. The document reviews literature on agile principles, quality assurance, and test planning. It analyzes the components of IEEE 829 and identifies which could be adopted for agile test planning while still adhering to agile values. A research methodology using multiple case studies is presented to analyze the effectiveness of the proposed new agile test planning template.
- The document discusses a Lean Six Sigma project to improve the utilization percentage of a packaging line (Line II) at a pharmaceutical company.
- A Pareto analysis identified PVC issues as the top contributor to breakdown hours, accounting for over 20% of downtime.
- Regression analysis showed a strong correlation (R2 = 0.88) between monthly PVC stoppage hours and utilization percentage, indicating addressing PVC issues could significantly improve line utilization.
This document provides a quality management plan template for a project to develop a Loose Tube Fiber Cable (LTFC). The summary includes:
1) The plan defines the quality management approach, which will focus on both product quality and process quality standards to ensure a quality product. Metrics will measure quality throughout the project life cycle.
2) Quality requirements and standards are identified for both the product and processes, which are based on the company's existing standards as well as any new standards identified. Compliance will be shown through testing trial products and processes.
3) Quality assurance focuses on auditing processes to ensure standards are followed. Key process metrics like waste and timing will be measured and analyzed for continuous improvement.
Presentation on the promises and pitfalls of applying Agile in a Quality Management System. How do you get the benefits of agile while maintaining quality and regulatory compliance?
- Covance implemented Six Sigma in 2005 to improve process efficiency and quality while reducing costs and time for clinical trials.
- A Six Sigma green belt project reduced medical writing narrative work time by creating a SAS program to automate standard header creation, achieving the goal of reducing time by 50%.
- Ongoing Six Sigma projects aim to further reduce times for tasks like writing clinical study reports and quality checking tables and figures.
- Six Sigma provides a measurable way to improve processes by reducing variability between the actual process performance and customer requirements.
David Lohbauer has over 30 years of global executive experience in engineering, quality, operations, and project management across various industries. He has a proven track record of achieving growth, profitability, and operational excellence through initiatives like capacity expansion programs, Lean Six Sigma implementations, and process redesigns. Lohbauer is skilled at leading multi-site, collaborative functions and looking to take on a manufacturing operations, engineering, quality or project management role.
The EVOLVE project aims to create a methodological framework for early verification and validation of software products through incremental model-driven engineering. This will allow validated components to be reused, shortening development time and reducing costs while improving quality. The framework will explore early validation based on models and requirements, agile incremental development, and evolutionary certification for internal and external accreditation. Case studies will validate the methodology in industry.
Build a Quality Engineering and Automation FrameworkJosiah Renaudin
Rahul Shah presented on building a quality engineering and automation framework at WorldVentures. The presentation covered the company's business needs in the travel domain, its technology architecture using Amazon AWS, and establishing a center of excellence for quality. It also described the automation framework developed using Selenium for functional and cross-browser testing across Windows, iOS, and Android applications and platforms.
Quality Engineering and Testing with TMAP in DevOps IT deliveryRik Marselis
To continuously deliver IT systems at speed with a focus on business value, cross-functional DevOps IT delivery teams integrate quality engineering in their way of working.
Quality engineering is the new concept in achieving the right quality of IT systems. Testing an application only after the digital product has been fully developed has long been a thing of the past. But more is needed to guarantee the quality of applications that are delivered faster and more frequently in today’s high-performance IT delivery models. The road to quality engineering means changes in terms of starting points, skills, organization, automation and quality measures.
The TMAP body of knowledge introduces the VOICE model which guides teams to align their activities with the business value that is pursued, and by measuring indicators, teams give the right information to stakeholders to establish their confidence that the IT delivery will actually result in business value for the customers.
TMAP's topics are a useful grouping of all activities relevant to quality engineering. The organizing topics are relevant to align activities between teams and the performing topics have a focus on the operational activities within a team.
Also, to be able to deliver quality at speed, for DevOps teams it is crucial to benefit from automating activities, for example in a CI/CD pipeline, whereby people must remember that automation is not the goal but just a way to increase quality and speed.
In this webinar the audience will learn why a broad view on quality engineering is important and how quality engineering can be implemented to achieve the right quality of IT products, the IT delivery process and the people involved. Also we will introduce the new TMAP training courses for quality engineering and testing.
This webinar and the training courses are based on the TMAP book "Quality for DevOps teams" (ISBN 978-90-75414-89-9) which supports high-performance cross-functional teams in implementing quality in their DevOps culture, with practical examples, useful knowledge and some theoretical background. The TMAP body of knowledge is found on www.TMAP.net.
Key takeaways:
Quality engineering is the new concept aiming to deliver quality at speed
By measuring the right indicators the team supports confidence in achieving pursued value
By applying the proper quality measures and tools the team focuses on relevant activities
The TMAP certification scheme (with exams provided by iSQI) has 3 practical courses for DevOps people
In case IT delivery is done with multiple teams TMAP aligns with the Scaled Agile Framework to achieve quality at scale
vegaTest® is a tool-agnostic test automation framework developed by DST Worldwide Services to enable business users and analysts to develop automated test scripts without extensive technical knowledge. It uses a keyword-driven approach with test data and scripts configured in Microsoft Excel. This reduces script development time by 30-60% compared to conventional approaches. It also lowers script maintenance effort and allows test scripts to work across different automation tools with only minimal changes. Customers have saved over $800,000 in development costs using vegaTest®.
Achieving CI Excellence with Quality EngineeringGreg Sypolt
Quality Engineering roles continue to evolve and will be entirely different in the future. At Gannett | USA Today Network, the change has started by blurring the lines between Test Automation and DevOps daily tasks with Quality Engineering owning continuous integration (CI), defining CI best practices, building the CI pipeline, and being the quality gatekeeper of product releases.
- Setting expectations for CI-
- CI ownership as a community activity, not an individual one
- Defining a continuous testing strategy
- Designing repeatable and disposable CI architecture
- Setting CI standards
- Quality Engineering roles and responsibilities
The Strategic Choice of Testing Environment to Deliver Product Development Pr...Wilhelm Graupner, Ph.D.
Andrew Neil, John Houldcroft, Philip Lawson, Michael Doody, Keith James Jaguar Land Rover Ltd Antonio Ciriello, Wilhelm Graupner, Richard Osborne, Andrea Balcombe, Michael Kordon – AVL List GmbH
This slide deck explains a simple approach to conduct value stream mapping for DevOps value streams. Easy to use templates are provided. An example is included, which shows the dramatic effect that using containers and Kubernetes had on the value stream for a business application.
GSTi India’s mission is to provide end-to-end IT solutions for clients across the globe by aligning, creating, developing and providing efficient and cost effective services.
Faster New Product Introduction Using Oracle Project Portfolio ManagementMohan Dutt
The document discusses using Oracle Project Portfolio Management to improve product development processes and increase revenues, decrease costs, and improve profitability. It outlines pressures from shorter product life cycles and cost pressures that necessitate faster new product introduction. It then describes the new product life cycle and key phases, benefits of project collaboration, an overview of the product management process, and how to create and manage projects, resources, budgets, deliverables, and reports in Oracle Project Portfolio Management.
This document provides a summary of Sachin R. Nagare's professional experience and qualifications. The summary includes:
- Over 10 years of experience in program management, production planning, new product development, quality assurance, and project management in manufacturing and OEM industries.
- Current role as a Manufacturing Program Manager at Juniper Networks where he manages new product introductions and launches complex multi-chassis programs.
- Previous experience including senior roles in program management, supply chain management, and as a project coordinator and process engineer for various electronics manufacturing companies.
- Relevant qualifications including a Production Engineering degree, Management degree, PMP certification aspirant, and proficiency in Agile and SAP E
This document describes a case study where the DMADV methodology was applied to manage an industrialization project for updating an automotive component. Specifically, it involved updating an existing air conditioning tube system (reference A.1970) to a new reference (A.1980). The project followed the five DMADV steps: Define, Measure, Analyze, Design, and Verify. In the Define step, project milestones and resources were planned over a 5 month period. In Measure, tools needed for prototyping were modeled and validated. Analyze involved using the tools to map the production process and analyze costs. Design included conducting an FMEA process and meeting milestones. Verify confirmed the transition to serial production was successful. The
The document discusses lifecycle management in the chemical and pharmaceutical industries. It provides three case studies:
1) BASF developed concepts for effective process control system lifecycle management, including standardized automation systems and aligning plant and system lifecycles.
2) Sanofi-Aventis is developing a compiler to integrate Comos and Simatic PCS7 engineering systems for a batching tank migration project.
3) NAMUR is working on a recommendation for a defined interface between engineering and automation systems using a standardized data container.
This document provides a summary of the job description and projects handled by the author as an Implementation Analyst at Great Eastern from March 2014 to present. It details the key responsibilities of test data preparation, test case writing, user acceptance testing, and project status updates for various insurance product launches and enhancements. Major projects included new life and investment-linked plans, fund changes, and repricing exercises.
TCL was engaged by mobile virtual network operator giffgaff to design and implement end-to-end testing for their launch 5 months before the fixed launch date. TCL proposed a risk-based testing strategy and crowd testing to validate the website usability. On the launch date, some known issues remained but initial feedback was positive and quality remained good, allowing giffgaff to meet business targets. TCL continues to deliver testing services for giffgaff's ongoing releases.
White paper quality at the speed of digitalrajni singh
Our modern testing practices help speed up the current scope of quality assurance with help of a cognitive approach. Here is the link to download my published whitepaper on "Quality at the Speed of Digital" https://www.nagarro.com/qa-at-the-speed-of-digital #qualityassurance
How to Use Every Game Project to Get Attention, Go to Game Conferences for Fr...Vlad Micu
Vlad Micu is a game industry consultant and former PR manager who gives tips on using every game project to get attention, attend game conferences for free, and win prizes. He recommends (1) recreating an experience close to your heart for your project, (2) setting a clear goal you want to achieve, and (3) having a vision to carry you through challenges.
This dissertation examines the theory that the European Union resembles an empire in its relationship with prospective member states, using Bosnia and Herzegovina as a case study. It explores three perspectives on how the EU can be seen as an empire: an "empire of the pen" through its stringent rules on adopting laws and treaties; an "empire by example" by promoting its normative values; and a "superior empire" that asserts its hierarchical power. The dissertation will analyze EU documents and Bosnia's integration process through these theoretical lenses to determine if the EU acts as an empire in Bosnia.
This document provides a quality management plan template for a project to develop a Loose Tube Fiber Cable (LTFC). The summary includes:
1) The plan defines the quality management approach, which will focus on both product quality and process quality standards to ensure a quality product. Metrics will measure quality throughout the project life cycle.
2) Quality requirements and standards are identified for both the product and processes, which are based on the company's existing standards as well as any new standards identified. Compliance will be shown through testing trial products and processes.
3) Quality assurance focuses on auditing processes to ensure standards are followed. Key process metrics like waste and timing will be measured and analyzed for continuous improvement.
Presentation on the promises and pitfalls of applying Agile in a Quality Management System. How do you get the benefits of agile while maintaining quality and regulatory compliance?
- Covance implemented Six Sigma in 2005 to improve process efficiency and quality while reducing costs and time for clinical trials.
- A Six Sigma green belt project reduced medical writing narrative work time by creating a SAS program to automate standard header creation, achieving the goal of reducing time by 50%.
- Ongoing Six Sigma projects aim to further reduce times for tasks like writing clinical study reports and quality checking tables and figures.
- Six Sigma provides a measurable way to improve processes by reducing variability between the actual process performance and customer requirements.
David Lohbauer has over 30 years of global executive experience in engineering, quality, operations, and project management across various industries. He has a proven track record of achieving growth, profitability, and operational excellence through initiatives like capacity expansion programs, Lean Six Sigma implementations, and process redesigns. Lohbauer is skilled at leading multi-site, collaborative functions and looking to take on a manufacturing operations, engineering, quality or project management role.
The EVOLVE project aims to create a methodological framework for early verification and validation of software products through incremental model-driven engineering. This will allow validated components to be reused, shortening development time and reducing costs while improving quality. The framework will explore early validation based on models and requirements, agile incremental development, and evolutionary certification for internal and external accreditation. Case studies will validate the methodology in industry.
Build a Quality Engineering and Automation FrameworkJosiah Renaudin
Rahul Shah presented on building a quality engineering and automation framework at WorldVentures. The presentation covered the company's business needs in the travel domain, its technology architecture using Amazon AWS, and establishing a center of excellence for quality. It also described the automation framework developed using Selenium for functional and cross-browser testing across Windows, iOS, and Android applications and platforms.
Quality Engineering and Testing with TMAP in DevOps IT deliveryRik Marselis
To continuously deliver IT systems at speed with a focus on business value, cross-functional DevOps IT delivery teams integrate quality engineering in their way of working.
Quality engineering is the new concept in achieving the right quality of IT systems. Testing an application only after the digital product has been fully developed has long been a thing of the past. But more is needed to guarantee the quality of applications that are delivered faster and more frequently in today’s high-performance IT delivery models. The road to quality engineering means changes in terms of starting points, skills, organization, automation and quality measures.
The TMAP body of knowledge introduces the VOICE model which guides teams to align their activities with the business value that is pursued, and by measuring indicators, teams give the right information to stakeholders to establish their confidence that the IT delivery will actually result in business value for the customers.
TMAP's topics are a useful grouping of all activities relevant to quality engineering. The organizing topics are relevant to align activities between teams and the performing topics have a focus on the operational activities within a team.
Also, to be able to deliver quality at speed, for DevOps teams it is crucial to benefit from automating activities, for example in a CI/CD pipeline, whereby people must remember that automation is not the goal but just a way to increase quality and speed.
In this webinar the audience will learn why a broad view on quality engineering is important and how quality engineering can be implemented to achieve the right quality of IT products, the IT delivery process and the people involved. Also we will introduce the new TMAP training courses for quality engineering and testing.
This webinar and the training courses are based on the TMAP book "Quality for DevOps teams" (ISBN 978-90-75414-89-9) which supports high-performance cross-functional teams in implementing quality in their DevOps culture, with practical examples, useful knowledge and some theoretical background. The TMAP body of knowledge is found on www.TMAP.net.
Key takeaways:
Quality engineering is the new concept aiming to deliver quality at speed
By measuring the right indicators the team supports confidence in achieving pursued value
By applying the proper quality measures and tools the team focuses on relevant activities
The TMAP certification scheme (with exams provided by iSQI) has 3 practical courses for DevOps people
In case IT delivery is done with multiple teams TMAP aligns with the Scaled Agile Framework to achieve quality at scale
vegaTest® is a tool-agnostic test automation framework developed by DST Worldwide Services to enable business users and analysts to develop automated test scripts without extensive technical knowledge. It uses a keyword-driven approach with test data and scripts configured in Microsoft Excel. This reduces script development time by 30-60% compared to conventional approaches. It also lowers script maintenance effort and allows test scripts to work across different automation tools with only minimal changes. Customers have saved over $800,000 in development costs using vegaTest®.
Achieving CI Excellence with Quality EngineeringGreg Sypolt
Quality Engineering roles continue to evolve and will be entirely different in the future. At Gannett | USA Today Network, the change has started by blurring the lines between Test Automation and DevOps daily tasks with Quality Engineering owning continuous integration (CI), defining CI best practices, building the CI pipeline, and being the quality gatekeeper of product releases.
- Setting expectations for CI-
- CI ownership as a community activity, not an individual one
- Defining a continuous testing strategy
- Designing repeatable and disposable CI architecture
- Setting CI standards
- Quality Engineering roles and responsibilities
The Strategic Choice of Testing Environment to Deliver Product Development Pr...Wilhelm Graupner, Ph.D.
Andrew Neil, John Houldcroft, Philip Lawson, Michael Doody, Keith James Jaguar Land Rover Ltd Antonio Ciriello, Wilhelm Graupner, Richard Osborne, Andrea Balcombe, Michael Kordon – AVL List GmbH
This slide deck explains a simple approach to conduct value stream mapping for DevOps value streams. Easy to use templates are provided. An example is included, which shows the dramatic effect that using containers and Kubernetes had on the value stream for a business application.
GSTi India’s mission is to provide end-to-end IT solutions for clients across the globe by aligning, creating, developing and providing efficient and cost effective services.
Faster New Product Introduction Using Oracle Project Portfolio ManagementMohan Dutt
The document discusses using Oracle Project Portfolio Management to improve product development processes and increase revenues, decrease costs, and improve profitability. It outlines pressures from shorter product life cycles and cost pressures that necessitate faster new product introduction. It then describes the new product life cycle and key phases, benefits of project collaboration, an overview of the product management process, and how to create and manage projects, resources, budgets, deliverables, and reports in Oracle Project Portfolio Management.
This document provides a summary of Sachin R. Nagare's professional experience and qualifications. The summary includes:
- Over 10 years of experience in program management, production planning, new product development, quality assurance, and project management in manufacturing and OEM industries.
- Current role as a Manufacturing Program Manager at Juniper Networks where he manages new product introductions and launches complex multi-chassis programs.
- Previous experience including senior roles in program management, supply chain management, and as a project coordinator and process engineer for various electronics manufacturing companies.
- Relevant qualifications including a Production Engineering degree, Management degree, PMP certification aspirant, and proficiency in Agile and SAP E
This document describes a case study where the DMADV methodology was applied to manage an industrialization project for updating an automotive component. Specifically, it involved updating an existing air conditioning tube system (reference A.1970) to a new reference (A.1980). The project followed the five DMADV steps: Define, Measure, Analyze, Design, and Verify. In the Define step, project milestones and resources were planned over a 5 month period. In Measure, tools needed for prototyping were modeled and validated. Analyze involved using the tools to map the production process and analyze costs. Design included conducting an FMEA process and meeting milestones. Verify confirmed the transition to serial production was successful. The
The document discusses lifecycle management in the chemical and pharmaceutical industries. It provides three case studies:
1) BASF developed concepts for effective process control system lifecycle management, including standardized automation systems and aligning plant and system lifecycles.
2) Sanofi-Aventis is developing a compiler to integrate Comos and Simatic PCS7 engineering systems for a batching tank migration project.
3) NAMUR is working on a recommendation for a defined interface between engineering and automation systems using a standardized data container.
This document provides a summary of the job description and projects handled by the author as an Implementation Analyst at Great Eastern from March 2014 to present. It details the key responsibilities of test data preparation, test case writing, user acceptance testing, and project status updates for various insurance product launches and enhancements. Major projects included new life and investment-linked plans, fund changes, and repricing exercises.
TCL was engaged by mobile virtual network operator giffgaff to design and implement end-to-end testing for their launch 5 months before the fixed launch date. TCL proposed a risk-based testing strategy and crowd testing to validate the website usability. On the launch date, some known issues remained but initial feedback was positive and quality remained good, allowing giffgaff to meet business targets. TCL continues to deliver testing services for giffgaff's ongoing releases.
White paper quality at the speed of digitalrajni singh
Our modern testing practices help speed up the current scope of quality assurance with help of a cognitive approach. Here is the link to download my published whitepaper on "Quality at the Speed of Digital" https://www.nagarro.com/qa-at-the-speed-of-digital #qualityassurance
How to Use Every Game Project to Get Attention, Go to Game Conferences for Fr...Vlad Micu
Vlad Micu is a game industry consultant and former PR manager who gives tips on using every game project to get attention, attend game conferences for free, and win prizes. He recommends (1) recreating an experience close to your heart for your project, (2) setting a clear goal you want to achieve, and (3) having a vision to carry you through challenges.
This dissertation examines the theory that the European Union resembles an empire in its relationship with prospective member states, using Bosnia and Herzegovina as a case study. It explores three perspectives on how the EU can be seen as an empire: an "empire of the pen" through its stringent rules on adopting laws and treaties; an "empire by example" by promoting its normative values; and a "superior empire" that asserts its hierarchical power. The dissertation will analyze EU documents and Bosnia's integration process through these theoretical lenses to determine if the EU acts as an empire in Bosnia.
Court reporting requires writing drama into leads without being boring, reporting both sides of cases without jargon, and working background details into stories. When reporting, include names, charges, pleas, trial court/judge, lawyers, verdicts/sentences, and noting if cases continue. Preparation involves obtaining the docket, documents, and taking notes.
My very first mood boards, which I want to share :) new Year's Eve was my inspiration. The photos aren't mine. They are from different sources from the internet, but the combination of those is mine :)
Este documento describe los procedimientos de mantenimiento preventivo de una computadora. Incluye limpiar periféricos, verificar componentes periódicamente, instalar controladores, revisar cuentas de correo, limpiar el equipo, actualizar software, detectar fallas de hardware y software, e instalar o cambiar componentes.
Slidedeck for guest lecture at Baruch College business journalism class on Oct. 10, 2015. Discussion on mobile first, video production, apps and social media.
O documento descreve as constelações vistas no céu noturno, dividindo-as em grupos de acordo com sua localização nos hemisférios norte e sul. Explica que as constelações são agrupamentos de estrelas criados pelas civilizações para identificar objetos celestes e marcar estações do ano. Detalha também as constelações que compõem o zodíaco.
This document provides a report on a DMAIC project to improve the pre-calibration time of technetium products. The project aimed to reduce the average pre-calibration time of 8.15 hours by implementing changes like charging for pre-calibration over 6 hours and training sales reps. Data collection and analysis tools like SIPOC, FMEA, cause and effect matrix were used. The project estimated $3 million annual savings by reducing pre-calibration time and validated $300k savings after implementation. The final metric of 7.15 hours pre-calibration showed partial achievement of the goal.
This document outlines a Six Sigma project to reduce costs for an IP provisioning project. It discusses the define, measure, analyze, improve, and control phases. In the define phase, key factors that increase efforts for rule engine modifications were identified. In measure, effort data from past projects was collected. Analysis using a fishbone diagram found high development costs were due to skills, dynamic business needs, turnaround time pressure, and risk aversion. Improve involved making the code more modular, replacing custom code with product features, and refining logic to remove 500 lines of code. Evaluation found efforts reduced by 35-40 days, saving approximately 1.5 lakhs INR in costs.
IRJET- Enhance the Capacity of Outer Tube Machining CellIRJET Journal
This document discusses enhancing the capacity of an outer tube machining cell at a manufacturing plant. It begins by outlining the current problem of not being able to meet customer demand and having a production gap. The objectives are then stated as increasing production rate, maximizing resource use, meeting customer requirements, and increasing profit. Data is collected from the shop floor on processing times for each workstation. The longest processing workstation is identified as the bottleneck. Modifications are proposed to reduce processing time at the bottleneck station, such as modifying a scrap fixture, in order to increase production rate and meet forecasted demand. The proposed changes are expected to increase the production rate and fulfill customer requirements while gaining higher profits.
Infodream Articles about Continuous Improvement, Aerospace, Quality Control a...Infodream
Articles include: 1. Lack of Training to Blame for Slow Up-take of Continuous Improvement Tools in Aerospace -- 2. SPC Vision Reduces Inspection Stages and Empowers Operators at Turbomeca UK -- 3. Real time SPC & Quality Control at Mölnlycke Health Care supports FDA’s PAT
Gregory King has over 20 years of experience in engineering management roles, leading teams in product development, manufacturing operations, and continuous improvement. He has a track record of success in reducing costs, improving quality, cutting lead times, and ramping up production for companies like Cobham SATCOM and Applied Materials. The document provides details on his extensive career history and accomplishments in technical problem solving, new product launches, process optimization, and strengthening operational efficiency.
Deepak K Singh has over 6 years of experience as a Test Lead in the IT industry. He has extensive experience in test case development, execution, and defect reporting across various domains including automotive, oil and gas, and risk management. Currently working as a Test Lead at Capgemini, he has worked on several projects for clients like Daimler and Tec Alliance. He is proficient in testing methodologies and tools like JIRA, Testlink, and Quality Center. He holds a Bachelor's degree in IT Engineering and is certified in ISTQB Foundation Level testing.
This document describes the development of a quality control system for Tucksin Engineering Sdn. Bhd. A group of 5 students created INTIMaP 1.0, a quality measurement system using Microsoft Excel. The system measures quality across 5 areas - design process, efficiency, compliance, key performance, and fabrication process. It generates data, analyzes errors and areas for improvement, and tracks changes over time. The document outlines the system's objectives and measurements. Example analysis using project size data is shown to demonstrate the system.
Appendix C – Project Close-out ChecklistSection 1.General Inf.docxfestockton
Appendix C – Project Close-out Checklist
Section 1.General Information
Project Name
Project Start Date
Project End Date
Project Sponsor(s)
Title
Department
Division
Project Manager
Title
Department
Division
Section 2.Final Deliverable Checklist
Item
Question
Response
2.1
Do you agree that the product and/or service is ready to be deployed?
Yes |_|No |_|
2.2
Do you agree the product and/or service has sufficiently met the stated business goals and objectives?
Yes |_|No |_|
2.3
Do you fully understand and agree to accept all operational requirements, operational risks, maintenance costs, and other limitations and/or constraints imposed as a result of ongoing operations of the product and/or service?
Yes |_|No |_|
2.4
Do you agree the project should be closed? If no, please explain:
Yes |_|No |_|
Rate your level of satisfaction with regards to the project outcomes listed below
2.5
Project Quality
Yes |_|No |_|
2.6
Product and/or Service Performance
Yes |_|No |_|
2.7
Scope
Yes |_|No |_|
2.8
Cost (Budget)
Yes |_|No |_|
2.9
Schedule
Yes |_|No |_|
Section 3.Project Documentation Checklist
Item
Question
Response
3.1
Have project documentation and other items (e.g., Business Case, Project Plan, Charter, Budget Documents, Status Reports) been prepared, collected, filed, and/or disposed?
Yes |_|No |_|
3.3
Were audits (e.g., project closeout audit) completed and results documented for future reference?
Yes |_|No |_|
3.4
Identify the storage location for the following project documents items:
Item
Document
Location (e.g., Google Docs, Webspace)
Format
3.4a
Business Case
|_| Electronic
|_| Manual
3.4b
Project Charter
|_| Electronic
|_| Manual
3.4c
Project Plan
|_| Electronic
|_| Manual
3.4d
Budget Documentation and Invoices
|_| Electronic
|_| Manual
3.4e
Status Reports
|_| Electronic
|_| Manual
3.4f
Risks and Issues Log
|_| Electronic
|_| Manual
3.4g
Final deliverable
|_| Electronic
|_| Manual
3.4h
If applicable, verify that final project deliverable for the project is attached or storage location is identified in 3.4.
Section 4.Project Team
List resources specified in the Project Plan and used by the project.
Name
Role
Type
(e.g., Contractor, Employee)
Section 5.Project Lessons Learned
Identify lessons learned specifically for the project. State the lessons learned in terms of a problem
(issue). Describe the problem and include any project documentation references (e.g., Project Plan,
Issues Log) that provide additional details. Identify recommended improvements to correct a similar
problem in the future.
Problem Statement
Problem Description
References
Recommendation
Section 6.Post-Implementation Support Plans
Identify plans for post-implementation activities after project closeout. Refer to the Benefits Realization
review gate for information about the Post-Implementation Review of Business Outcomes deliverable.
Action
Planned Date
Assigned To
Frequency
Post-Implementation Review of ...
Scott Bryer has over 15 years of experience in quality management, process improvement, and new product development for automotive and defense manufacturing companies. He currently works as a Senior Quality Engineer for Carlisle Construction Materials, where he implements quality strategies across seven plants. Previously he held quality management roles at Oshkosh-JLG, BAE Systems, L3 Communications, Mack/Volvo Powertrain, and Chrysler Corporation, where he reduced defects and improved processes. Bryer has a background in lean manufacturing, ISO and AS quality certifications, root cause analysis, and project management.
This document provides an introduction and overview of Six Sigma. It begins with a brief history of Six Sigma, noting its origins at Motorola in 1981 in response to Japanese competition. It then discusses some key Six Sigma concepts, including that it is a highly disciplined process to develop near-perfect products and services, it aims for 3.4 defects per million opportunities, and that it is a philosophy, statistical measurement, business strategy, and project management framework. The document then covers some differences between Six Sigma and traditional business excellence approaches. It also provides definitions of some common Six Sigma terms. Finally, it discusses the Define, Measure, Analyze, Improve, and Control project framework and causes and effects analysis tools used in Six Sigma
This document describes the Scaled Agile Framework (SAFe) which is a framework for implementing agile development practices at the enterprise level. It discusses how SAFe addresses the limitations of traditional waterfall development and scales agile to meet the needs of large projects. SAFe incorporates key lean principles and consists of three levels - Team, Program, and Portfolio. At each level it defines roles and practices for planning, prioritizing work, and delivering value in short iterations. The goal of SAFe is to synchronize collaboration across many agile teams to continuously and predictably deliver working software.
Concurrent engineering (CE) takes a systematic approach to integrated product and process design from the beginning of the development process. This allows all life cycle issues to be considered upfront. CE overlaps the sequential phases of product development, reducing time and costs. It uses cross-functional teams where information flows bidirectionally. CE has led to dramatic decreases in development time and costs for large companies like Ford. While results can be impressive, implementation varies between companies and countries. CE requires well-organized teamwork throughout the concurrent product development process.
This document discusses how process excellence can be achieved through the Agile methodology and Time and Material (T&M) estimation model. It explains that Agile allows for flexible development through short sprints and T&M allows clients to participate in and monitor development while controlling costs. Combining Agile and T&M allows clients to provide feedback and request changes iteratively, while developers track time spent to bill clients accurately.
Presentation by sathish nataraj sundararajanPMI_IREP_TP
This document discusses process excellence for new age project management. It describes tools like Advanced Product Quality Planning (APQP), target cost matching, target cost approach curve, point of no return (PONR), ABC analysis, and characteristic management that can be used to enhance the planning, steering, and reporting of projects. These tools help structure project management by aiding in planning, tracking project timelines and costs against targets, prioritizing parts, and ensuring all requirements are met. Using such tools in a standardized way across a company brings transparency and helps complete projects on time and on budget.
Scott Bryer has over 15 years of experience in quality management, process improvement, and new product development. He currently works as a Senior Quality Engineer for Carlisle Construction Materials, where he is responsible for quality at 7 plants and has implemented initiatives like a customer complaint process and quality manual standardization. Previously he held quality and engineering roles for companies like Oshkosh-JLG, BAE Systems, L3 Communications, and Chrysler, where he drove quality and process improvements, launched new products, reduced warranty issues, and implemented lean manufacturing techniques.
EMBEDDING PERFORMANCE TESTING IN AGILE SOFTWARE MODELijseajournal
This document discusses approaches to embedding performance testing within an agile software development model. It proposes shifting performance testing earlier in the development process ("shift left") through feature branch testing and automation. Automating performance tests within a continuous integration/continuous deployment pipeline can find issues sooner and speed delivery. Challenges include incomplete integration testing at the feature level and engagement between performance and development teams. The results of a proof of concept automating performance testing in a pipeline are presented.
This project aims to improve labor productivity at a manufacturing line by 30% from 0.14 hours/unit to 0.1 hours/unit. Process improvements including value stream mapping, layout changes with a "birdcage" shape, and jig/fixture improvements were implemented. This resulted in a headcount reduction from 50 to 32 people, meeting the goal of a 30% productivity improvement.
ITP-1 – Project Charter
Group 3 - The Project Management Masters (PMM)
Noah’s Ark Animal Clinic
PROJECT CHARTER
Group 3 ITP-1 – Project Charter
IFSM 438: Project Management
Project Management Masters
Crystal Wyland
Project Manager
Angela Farella
Documentation Manager
Kevin Smith
Editor
Jamie Cole
Procurement Manager
Kim Delahay
Deputy Project Manager
Shane Thideman
Researcher
Michelle Smith
Researcher
Contents
Contents 2
Executive Summary 3
Version History 4
Introduction 4
Purpose of Project Charter 4
Project and Product Overview 4
Justification 4
Business Need 4
Business Impact 4
Scope 5
Objectives 5
High-Level Requirements 5
Major Deliverables 5
Boundaries 5
Duration 5
Budget Estimate 6
Funding Source 6
Estimate 6
Assumptions, Constraints and Risks 7
Assumptions 7
Constraints 7
Risks 8
Project Organization 8
Roles and Responsibilities 8
Internal and External Stakeholders 9
Project Charter Approval 9
References 10
Executive Summary
The Project Management Masters (PMM) are very pleased to have been selected to implement an Information Technology (IT) solution at Noah’s Ark Animal Clinic. This document provides a summary and a forecast of the project that will take place.
Studies have shown that, when done correctly, the implementation of an IT infrastructure in a small business can lead to improved quality of information, increased individual productivity, and increased organizational productivity (Narkhede, Raut, Patil, & Mahajan, 2013). While there are no regulatory requirements for safeguarding a veterinary patient’s medical history, the clinic houses Personally Identifiable Information (PII) belonging to their customers.
PII is “information that can be used to distinguish or trace an individual’s identity, either alone or when combined with other personal or identifying information that is linked or linkable to a specific individual” (Office of Management and Budget, 2014). Implementation of an IT solution will also offer increased security of such information.
The Noah’s Ark Animal Clinic automation project is projected to take a maximum of six months to complete. There are little risks associated with the project, and recommendations for mitigation are included in this Project Charter.
Upon completion of the project, PMM will offer a ninety day warranty period. Should any issues arise during this ninety day warranty period, whether they be hardware, software, or user related, PMM will be responsible for timely correction of the issue.
Approval of the Project Charter authorizes PMM to commence work on the Noah’s Ark Animal Clinic Automation Project.
Version History
Version #
Implemented
By
Revision
Date
Approved
By
Approval
Date
Reason
1.0
Project Management Masters
01/25/2015
PMM Team
01/25/2015
Initial Charter Document
Introduction
Purpose of Project Charter
The Noah’s Ark Animal Clinic Automation Project Charter is intended to be an informational tool utilized by the project sponsor and senior lea ...
Leveraging Full Adoption for Demand Management and Capacity PlanningCA Technologies
See Matt Morgan's from UnitedHealth Group, Optum Technology presentation on leveraging full adoption for demand management and capacity planning.
For more information, please visit http://cainc.to/Nv2VOe
Reducing Cycle Time for iDEN Releases – A Development and Test PerspectivePraveen Srivastava
iDEN system releases have been taking longer time from M8 (System Requirements allocated and project scope is baseline) to M3 (Ready For Controlled Introduction) when it is first commercially deployed. For a typical iDEN system release, the duration between M8 and M3 is close to 18 months. The current releases are posing new challenges to product development and requires comparatively shorter cycle time. This paper talks about such an iDEN release which was done and ready for deployment in less than 9 months. This paper analyzes the techniques and strategy used by development and test team to achieve this and proposes techniques & strategies which can be used by future iDEN releases.
Similar to A Radical Challenge in Reliability Dynamic Life Test.pdf; Burn-In program Consolidation (20)
Reducing Cycle Time for iDEN Releases – A Development and Test Perspective
A Radical Challenge in Reliability Dynamic Life Test.pdf; Burn-In program Consolidation
1. A Radical Challenge in Reliability Dynamic Life Test; Burn-In program
Consolidation
Submitted to:
Greg Perzanowski/Director of Quality,
Vassilis Danginis, Failure Analysis/Reliability Director
Quality Sys and Reliability
2355 W Chandler Blvd,
Chandler, Arizona, 85224
Prepared by:
Christian Ramiscal, Reliability Engineer
Phillip Chan, Reliability Technician III
Reliability Department/Corporate Reliability
2355 W Chandler Blvd,
Chandler, Arizona, 85224
Authentication:
Arthur Navarro, Failure Analysis/Reliability Manager,
Arthur.Navarro@microchip.com
Shobhie Date, Sr. Quality Manager,
Shobhie.date@microchip.com
February 1, 2015
2. Executive Summary
With the increase of varying product lines, continued Microchip support and company acquisitions,
Reliability ovens are being maximized. This is one of the top problems that Microchip Reliability
department have. Maximized oven capacity can lead to dissatisfied Product Engineers (PE), missed goals
and revenue from the company from failing to release the product on time. On June of 2014,
Continuous Improvement urges Microchip Chandler and Microchip Thailand (MTAI) to team up and find
ways to solve the issue.
Following the Six Sigma methodology and through the use of TRIZ (systematic problem solving, see
appendix C), it shows that one of the major reason is the oven slot level utilization is not being
maximize. TRIZ compliments the first part of the six sigma problem solving methodology (DMAIC) which
is Defining the problem. How to increase slot level utilization on the chamber is the main issue.
With a single oven, it typically has 64 slots with four zones that can only utilize one program per zone.
The current system faces multiple compatibility issues for each product. The 12 ovens tools are
affected with the change: AEHR 12000 (5), MAX 2 (3), MAX 3 (2) and KES (2).
There are three ways to solve the issue; Increase the number of ovens, increase the number of Pattern
Generator (PG) driver or consolidate the program. Purchasing and/or increasing the number of PG driver
are not efficient route since 1 PG driver cost over 20,000 dollars. It is also subjected to maintenance and
repair and oven space.
The team focuses on consolidating the program and on July of 2014 it was found by the Reliability
Engineer, Test engineer and Product Engineer that program consolidation is feasible. The new process
change should be statistically equal or better than the old process. Design of Experiment (DOE, see
appendix D) is used to compare the old process with the new process. DOE was done in Chandler and
Thailand and a Gantt chart was used to accurately schedule the start and finish date.
The DOE results shows that the new program is statistically equal or better (SEB) than the old program
with 95% confidence. The data was presented and approved by Shobhie (quality), Reliability team and
team affected with the changes. More than 80 products with different Dynamic Life Test (DLT)
configuration were affected by the changes.
The project is SMART (Specific, Measurable, Attainable, Relevant and Time bound) project. Specific
means this is one area of improvement. Measurable means the information can be extracted. Attainable
means that the project is feasible. It is relevant to our department and time bound means the project
was completed in 6 months time frame.
Beginning December of 2014, the new change was implemented and the benefits are:
Increase Burn-In Run rate (capacity) through increase of slot level utilization in the chamber
Save multiple orders of PG driver boards which cost $20k each from MTAI
Easier planning since products affected can now share chamber zones
Reduce backlog in Microchip Chandler/MTAI given that all slots are up to production
Reduce operation cost by minimizing the number of days to support a project
New change will be carry over to the new process/technology that requires similar set-up
3. 1.0 Introduction
Reliability department focuses on the reduction of infant mortality, allowing Microchip Technology (see
appendix A) to bridge the gap between latent defect densities intrinsic to the silicon (Si) and the failure
rates established in Microchip’s quality goals. This is done by stressing the parts at higher voltages and
temperature than typical conditions, to further accelerate the ‘activation’ of latent defects also known
as Burn-In (see appendix B).
With the increase of varying product lines, continued Microchip support and company acquisitions,
Reliability ovens are being maximized. This is one of the top problems that Microchip Reliability
department have. Maximized oven capacity can lead to dissatisfied Product Engineers (PE), missed goals
and revenue from the company from failing to release the product on time. On June of 2014,
Continuous Improvement urges Microchip Chandler and Microchip Thailand (MTAI) to team up and find
ways to solve the issue.
With a single oven, it typically has 64 slots with four zones that can only utilize one program per zone.
The current system faces multiple compatibility issues for each product. The 12 ovens tools are
affected with the change: AEHR 12000 (5), MAX 2 (3), MAX 3 (2) and KES (2).
The report presents how Microchip Chandler and Microchip Thailand team up to find ways to overcome
the problem. Furthermore, the paper will show detailed information how Six Sigma was used and how
the company benefits from it. The methodologies and techniques used in this paper can be applied in
different projects.
2.0 The Improvement Opportunity: The Define Phase
Define phase is the first part of the Six sigma problem solving strategy. This is also the hardest part of
the project since defining the problem and the project requires a lot of brainstorming, gathering of data
and approval from the management. The team decides to use TRIZ (see appendix c). TRIZ compliments
this phase since it helps to define the root cause of the problem.
Figure 1 shows TRIZ’s Cause and effect analysis. Cause and effects analysis is a method leading to the
listing of all possible reasons and outcomes associated with a particular problem or situation. It is a
group process direct at uncovering possible or probable causal factors and their manifestation. The
original problem statement is “Reliability ovens are being maximized”. But using the Cause and Effect
analysis we can see that actual the problem is “How to avoid different pattern program to increase tool
utilization”.
The major problem in Burn-In (BI)/Reliability department is capacity. Different products require different
BI programs. Thus we found out that we can simplify the program to one universal pattern. The change
will increase the slot level utilization of the tool and a universal program means easier for the
technicians to operate. The limitation of the project is this will be effective for program that requires
only DLT code of Reset (MCLR), 1 MHz and 2 MHz signal. This affects 80+ products that are running in
4. our current set-up. The change will also benefit the future process/technology new product
development that requires similar set-up.
Figure 1
Universal pattern should was evaluated and should be comparing to the old pattern. The new process
change should be statistically equal or better than the old process. This project requires a DOE to
compare the old process with the new process. Areas the team decides to look for are current and
output DLT waveform.
Benefits of the universal pattern:
Increase Burn-In Run rate (capacity) through increase of slot level utilization in the chamber
Save multiple orders of PG driver boards which cost $20k each from MTAI
Easier planning since products affected can now share chamber zones
Reduce backlog in Microchip Chandler/MTAI given that all slots are up to production
Reduce operation cost by minimizing the number of days to support a project
New change will be carry over to the new process/technology that requires similar set-up
The team manages to gather people resources and had a meeting with our quality guru in Microchip,
Shobhie Date and Nagateja Tadepalli, which will be our statistics mentor inside the company. The
meeting talks about how to implement this in our organization and the legal boundaries. Based on
quality guru, the project does not need a white paper to implement the new process. A memo should be
enough.
5. 3.0 Performance: The Measure Phase
Our Phase 2 stage, we manage to identify the key input and output variables. Our input variables are the
MCLR program and the output variables are the current consumptions and output waveform readings.
The goal of the project is the new universal program should be statistically equal or better than the old
program.
Table 1
The project phase 2 starts from August to September of 2014 based on Gantt chart (table 1). In addition,
due to low sample in Microchip Chandler, Christian travelled to the manufacturing plant in Thailand to
complete the project Design of experiment. The travel was schedule between 8/21/14 to 9/6/2014. The
plan is to run as many lots as possible and compare to the old system. AEHR 1200, KES, MAX and MAX2
oven machines are affected with the change.
In addition, we manage to get Microchip Thailand to support us in checking the BI specs. Udom
Suksansakul (Reliability Engineer) is driving the project in Microchip Thailand. Information below shows
the program that we can improve. Table 2 shows the masks affected and were gathered from the Burn-
In (BI) spec. BI spec will show how to stress each product.
Table2
6. Focusing on the MCLR column, it shows that it can be standardized. The plan is to make the Master clear
(MCLR) as universal as possible so program is universal. The proposed MCLR is 100 micro second low
and 2 seconds high. MCLR dictates the products in DLT (Dynamic Life Test) mode. MCLR high means the
product is in DLT mode or parts are being exercised, MCLR in low means that the product is not being
exercised. The reason MCLR has low is that Product Engineers (PE) found out that there is a probability
that the DLT stops. The fix is to pulse a low voltage on MCLR to reset the code. The proposed MCLR
signal is undergoing review by the PE partners and the Reliability Engineers (RE). After this then we will
start doing the choice of design and conducting the experiment.
Using the blocking principle, RE and PE engineers found out that the variable that needs to be tracked
on the Design of Experiment is output waveform. The test will randomly pick the 1 product and will do
compare the old process with the new process. Basically the output expected is passing or failing.
Passing meaning the parts are being exercised in DLT mode and failing meaning the parts are not
exercised in DLT mode. Also we will check the voltage and current consumption and compare it from the
old system with the new system.
4.0 Analysis and Interpretation: The Analyze Phase
DOE (Design of Experiments) result proved that the new program is Statistically Equal or Better (SEB)
than the old program with 95% confidence. Do not reject null Hypothesis. Proposal is to implement the
universal program across all the affected masks. The new program will require including 2 MHz clock on
C0-C3 signal, 1 MHz clock on C4-C7 signal and 100us low and 5s high for A0-A15 signal. The mask used
for the DOE are LECP1, LECV1, DEEU1, LEBA1, DECH1 and will measure the current loadings and DLT
waveform.
On September 2014, the team completed the Design of Experiments (DOE). The DOE is being set up to
compare the old program with the new program. Sample size minimum is 50 for the old program and 50
for the new program. The areas to look for are the output DLT waveform and the current draw. Please
see below for the results here in chandler:
Table 3: Chandler result Yield comparison
7. Table 3 shows the Yield comparison of the between the old program and the new program. We had 100
readings. Comparing the 2, it is found that the new program is statistically equal or better than the old
program with 95% confidence.
Table 4: Chandler current comparison
Table 4 shows that the current reading between the old program and the new program is statistically
equal with 95% confidence. T-test was used with the help of Tukey-Kramer HSD analysis to compare the
two set-ups. We used 3 mask or product (LECP, LECV and DEEU). Sample size is 100
Table 5: MTAI result yield comparison
Table 5 shows the comparison of the DLT (Dynamic Life Test) waveform between the old program and
the new program. We had 1000 readings. Comparing the 2, it is found that the new program is
statistically equal or better than the old program with 95% confidence.
8. The result below is for MAX2 oven only. Due to limited resources here in Arizona, the management
decided to continue the DOE in Thailand. Christian travelled to Thailand from August 28, 2014 to
September 26, 2014. Results in MTAI below:
Table 6: MAX oven yield comparison
Table 7: AEHR 1200 oven yield comparison
Table 8: KES oven yield comparison
9. DLT waveform comparison shows that the new program is statistically equal or better (SEB) than the old
program with 95% confidence across MAX, AEHR and KES tools. Mask used: LEBA1, DECH1
5.0 Recommendation: The Improve Phase
The data was presented to the management including the Reliability manager in Thailand and Chandler,
Quality manager and the decision is to move forward with the change. The change is to implement the
new BI program/pattern.
6.0 The Control Phase
Table 9: universal pattern limitation
Table 9 shows that out of 80+ products affected, only 9 (10%) needs rework on the Burn-In Board
header card. The plan is to update the BI spec for the 70 products and order header card on the
products that needs header card rework.
Table 10: standardize program
Table 10 shows the standard program and can be explained below:
PS1(55), PS2(55), Pattern (A1), PG (P), number of PG(1 or 3)
5555A1P1 8 bit 5.5V and for PG and pattern 1
5555A1P3 8 bit 5.5V and for PG3
3535A1P1 8 bit 3.5V and for PG
3535A1P3 8 bit 3.5V and for PG3
10. Standardize program and BI specs update was used to control the new change. These actions will
make sure that the changes are properly done. The BI specs updates started in October of 2014 and
were completed last December of 2014.
7.0 Conclusion
With the increase of varying product lines, continued Microchip support and company acquisitions,
Reliability ovens are being maximized. This is one of the top problems that Microchip Reliability
department have. Maximized oven capacity can lead to dissatisfied Product Engineers (PE), missed goals
and revenue from the company from failing to release the product on time. On June of 2014,
Continuous Improvement urges Microchip Chandler and Microchip Thailand (MTAI) to team up and find
ways to solve the issue.
With the proposed solution to standardize the program making it universal, The DOE results
showed that comparison shows that the new program is statistically equal or better (SEB) than the old
program with 95% confidence across different ovens (MAX, AEHR and KES).
The benefits:
Increase Burn-In Run rate (capacity) through increase of slot level utilization in the chamber
Save multiple orders of PG driver boards which cost $20k each from MTAI
Easier planning since products affected can now share chamber zones
Reduce backlog in Microchip Chandler/MTAI given that all slots are up to production
Reduce operation cost by minimizing the number of days to support a project
New change will be carry over to the new process/technology that requires similar set-up
Acknowledgments
The author would like to thank the following people:
Greg Perzanowski— Director of Quality
Vassilis Danginis— Reliability Director
Art Navarro/Shobhie Date— Project mentor
Surasit Phurikhup— Sr. QA Manager (Thailand)
Nagateja Tadepalli—Quality and Six Sigma partner
Andres Alvira— Applications Engineer
Marita Whitaker, Martin Kvasnicka, Sonle Levan, Scott Johnson, John Charais, Mike Charles,
Henry Pena, Chintan Desai, Ashwin Natarajan, Rico Aguirang, etc—Product Engineering
Kreethapon Sirianukranvattana, Somnuek Thongprasert, Udom Suksansakul, Wittawat
Premniwat, Sumittra Boonsuan, Thinnapol Nakkasun, Wannapa Pumcharoen, Thitipong
Ngamrit, Yupa Pankaew – Reliability Engineering (Thailand)
Ramakrishna Gopal, Xu Liu, Rodney Crandell, Gabe Romero, Taufa Pulotu — Reliability
Engineering (Chandler)
Tatsanee Arunsopha— Sr. Administrator (Thailand)
11. Appendices
A. Microchip Technology is a US based manufacturer of microcontrollers, memory and analog
semiconductors. Its products include microcontrollers (8, 16, and 32 bit dsPIC and PIC
controllers), Serial EEPROM (Electrically Erasable Program Read Only memory) devices, Serial
SRAM (Static Random Access Memory) devices, KEELOQ (remote keyless entry) devices, radio
frequency (RF) devices, thermal, power and battery management analog devices, as well as
linear, interface and mixed signal devices. Some of the interface devices include USB,
ZigBee/MiWi (Wireless transmission protocol), Controller Area Network, and Ethernet.
B. Burn-In (BI) — is the first process of testing Units. The Primary purpose of BI is to precipitate
infant mortality. Under voltage bias and temperature, certain silicon defect mechanisms
affecting product reliability are accelerated.
C. TRIZ is a structured methodology based on the laws of physics and what innovative patents
have presented as ways of solving problems. It was developed by the Soviet inventor and
science fiction author Genrich Altshuller and his colleagues, beginning in 1946.
D. Design of experiments (DOE) is a systematic method to determine the relationship between
factors affecting a process and the output of that process. In other words, it is used to find
cause-and-effect relationships. This information is needed to manage process inputs in
order to optimize the output.