new product introduction - launching success!
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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
mkeer@productrealizationgroup.com408.427.4645
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.
©Product Realization Group, Inc., 2012 Pg 2
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
©Product Realization Group, Inc., 2012 Pg 3
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
©Product Realization Group, Inc., 2012 Pg 4
Kevin Rowett,Vice President of Engineering
VP OF ENGINEERING
Vice President of EngineeringViolin Memory
VP OF ENGINEERINGPERSPECTIVE
©Product Realization Group, Inc., 2012 Pg 5
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
©Product Realization Group, Inc., 2012 Pg 6
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
©Product Realization Group, Inc., 2012 Pg 7
No spinning media…p g
©Product Realization Group, Inc., 2012 Pg 8
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.
©Product Realization Group, Inc., 2012 Pg 9
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)
©Product Realization Group, Inc., 2012 Pg 10
The NPI programp g
Engineering or Operations?
When to start an NPI program?
When does a product enter an NPI process or program?
©Product Realization Group, Inc., 2012 Pg 11
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
©Product Realization Group, Inc., 2012 Pg 12
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.
©Product Realization Group, Inc., 2012 Pg 13
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
©Product Realization Group, Inc., 2012 Pg 14
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
©Product Realization Group, Inc., 2012 Pg 15
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
©Product Realization Group, Inc., 2012 Pg 16
Disclaimer
Processes shown & examples used are generic, from a variety of sources & do not represent past, current or future Trilliant experiences or processes.
©Product Realization Group, Inc., 2012 Pg 17
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
©Product Realization Group, Inc., 2012 Pg 18
Topics (cont.)p ( )
• Highlight Operations involvementHighlight Operations involvement
• Involvement of EMS/Contract Involvement of EMS/Contract Manufacturer
©Product Realization Group, Inc., 2012 Pg 19
Tools, Data, Systems, , y
©Product Realization Group, Inc., 2012 Pg 20
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
©Product Realization Group, Inc., 2012 Pg 21
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
©Product Realization Group, Inc., 2012 Pg 22
• 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
©Product Realization Group, Inc., 2012 Pg 23
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
©Product Realization Group, Inc., 2012 Pg 24
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
©Product Realization Group, Inc., 2012 Pg 25
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)
©Product Realization Group, Inc., 2012 Pg 26
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
©Product Realization Group, Inc., 2012 Pg 27
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
©Product Realization Group, Inc., 2012 Pg 28
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
©Product Realization Group, Inc., 2012 Pg 29
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
©Product Realization Group, Inc., 2012 Pg 30
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
©Product Realization Group, Inc., 2012 Pg 31
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
©Product Realization Group, Inc., 2012 Pg 32
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
©Product Realization Group, Inc., 2012 Pg 33
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
©Product Realization Group, Inc., 2012 Pg 34
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
©Product Realization Group, Inc., 2012 Pg 35
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
©Product Realization Group, Inc., 2012 Pg 36
Murad Kurwa,Vice President of Engineering
ELECTRONIC MANUFACTURING
Vice President of EngineeringFlextronics
ELECTRONIC MANUFACTURINGPERSPECTIVE
©Product Realization Group, Inc., 2012 Pg 37
Opportunities For DFx
C f i C0 $$$$
CONCEPT EVT DVT PVT MP
Cost for Design Change
Secret forEarly
Involvement
Secret for Scaling to Volume
©Product Realization Group, Inc., 2012 Pg 38
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
©Product Realization Group, Inc., 2012 Pg 40
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
©Product Realization Group, Inc., 2012 Pg 42
push fingers increased near these components.
FLEXTRONICS PROPRIETARY & CONFIDENTIAL
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.
©Product Realization Group, Inc., 2012 Pg 43
• Tab location was adjusted and the predicted maximum strain in the new design was reduced to 592.6 micro-strain (about 55% decrease).
FLEXTRONICS PROPRIETARY & CONFIDENTIAL
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
©Product Realization Group, Inc., 2012 Pg 44
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
©Product Realization Group, Inc., 2012 Pg 45
B&D Interactive DFA Tool
FLEXTRONICS PROPRIETARY & CONFIDENTIAL
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
©Product Realization Group, Inc., 2012 Pg 46
test options
FLEXTRONICS PROPRIETARY & CONFIDENTIAL
Mike Keer,Founder and CEO
NEW PRODUCT INTRODUCTION
Founder and CEOProduct Realization Group
NEW PRODUCT INTRODUCTIONCONCLUSION
©Product Realization Group, Inc., 2012 Pg 47
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 --
©Product Realization Group, Inc., 2012 Pg 48
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, Inc., 2012 Pg 49
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 50
mkeer@productrealizationgroup.com408.427.4645
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