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Engineering Disasters

- The document discusses why engineering projects fail, focusing on four main reasons: cost, performance, schedule, and catastrophic failure. - Common causes of failure include the endless revision cycle, projects being doomed from the start due to poor planning or resources, improper use of consultants, and designs that cannot be produced despite being good engineering. - The document provides tips for engineers to help projects succeed, such as knowing schedules, having backup plans, designing within specifications, and documenting work.

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fettane
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115 views

Engineering Disasters

- The document discusses why engineering projects fail, focusing on four main reasons: cost, performance, schedule, and catastrophic failure. - Common causes of failure include the endless revision cycle, projects being doomed from the start due to poor planning or resources, improper use of consultants, and designs that cannot be produced despite being good engineering. - The document provides tips for engineers to help projects succeed, such as knowing schedules, having backup plans, designing within specifications, and documenting work.

Uploaded by

fettane
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Engineering Disasters

How projects fail, why they fail and how to prevent failure. All in one easy lecture! DuRant Lewis, Atmel Corporation

Engineering Disasters
A Night at the Whitney!

Engineering Disasters
To Understand why engineering projects fail, one must first take a look at the structure of the typical engineering department. So lets take a look:

Typical Engineering Department


President
VP Engineering "Chief Engineer" VP Marketing

Project Engineer

Project Manager Handles Customer Interface

Enginering Team Leader

Senior HW Engineer

Senior SW Engineer

Mechanical Engineer

HW Engineer

SW Engineer

CAD Draftsman

Engineering Technician

PCB Layout Technician

Other Important Parts

Component Engineering Part numbers/SCD's End-of-Life Issues

Field Services

Compliance Engineering FDA/FCC/FAA/UL/

Production Engineering Transition to Productioni

Why projects fail


Projects fail for four principal reasons:
Cost performance schedule catastrophic failure

What can go wrong The Endless Revision Cycle


A design is flawed, so its re-spun. Some original problems are fixed, but the changes cause new problems. So its re-spun, and the same thing happens.

The product never seems to get completely fixed.

What can go wrong The Endless Revision Cycle


This cycle is hard to break - so its best to prevent it.
Simulate circuit behavior - spot problems before the design is fabricated. Control revisions, keep a revision history and have a release process. Do design reviews. Peer review helps.

What can go wrong The Endless Revision Cycle


Piece-wise test as much of the design as possible, with both simulation and HW emulation. Use a portion of existing designs known to work - dont re-invent everything on one project. Do design reviews. Again, peer review helps.

What can go wrong Project is doomed at the start


Many projects are doomed before they start due to poor planning, improper resources, or a poor specification.
If key assets are missing, like a senior engineer, the project might not be speced correctly. Proper design tools and test equipment are missing
Good tools save engineering time, and are worth the cost.

What can go wrong Project is doomed at the start


Tools - Continued
The cost of free tools is the time it takes to get it to work.
Support is important In the case of a commercial tools vendor, they offer software updates. In the case of an open source tool, its a posting on a bulletin board. A full set of tools [IDE,compiler, RTOS, TCP/IP stack for an ARM design costs 30k. But how fast can you burn this in engineering time?

What can go wrong Project is doomed at the start


Tools - Continued part II
If the company does not purchase the proper simulation tools (thermal, electrical, structural), then .
Engineers guess when they design, and they tend to guess conservatively, increasing cost. The system might fail because a design flaw is not detected, then more spins as they design by trial and error.

What can go wrong Project is doomed at the start


Poor specifications can doom a project
If you work with other companies, they must work to a clear performance specification
The Rockwell B1B example.

Be clear about the specifications going in Dont introduce late-breaking features into a product late in the development cycle. The cost will skyrocket, and performance could suffer. Not enough testing.

What can go wrong Improper use of consultants


There is a time to use consultants, but keep the Tribal Knowledge in house.
There is a time to use them - work load issues or areas where a company does not have any expertise.
In an ideal situation, do the first couple of projects with a consultant, then transfer it it-house.

Dont use consultants to the point that the company cannot exist without them - ongoing support and product updates can be a problem.

What can go wrong Great design, but cant be produced


Always design for production. The best design ever is no good if it cant be produced
Involve Manufacturing in the design and prototype process
Manufacturing will tell you whats wrong, but you have to ask. This is more important now with remote manufacturing.

What can go wrong Great design, but cant be produced


Make the assembly as easy as possible
Streamline jumpering and configuration
SCSI panel example.

Allow relief's around mounting holes to clear tools Hide or shield battery nodes. Use self-calibration techniques.

Work with compliance engineers to help with FDA, FCC and UL


Source suppression of EMI is much cheaper than shielding after the fact. UL power supply compliance is best built in.

What can go wrong Great design, but cant be produced


Examples:
GM-10 vs. Ford Taurus (1989)
44 hours assembly vs.24 hours. GM lost $900.00 on each car.

Airflow sensor example


Cant be calibrated.

German Tiger vs. American Sherman.


100,000 hours to build a Tiger, its no wonder Germany produced a little over 1,200 Tiger II tanks America make about 90,000 Shermans.

Engineering Disasters What you can do:


At the worker bee level, there are many factors that are out of your control. But some you can affect.
Know the Schedule.
Engineers who are aware of the deadlines will work to meet them

Have a backup plan in case something does not work out. - Alternative vendor, consultant, etc

Engineering Disasters What you can do:


Design within the specifications.
Many designs just happen to work, like FPGA designs that are not constrained, or analog designs that use features in excess of the data sheet.

Use concurrent engineering.


For example, spec the layers of a PCB and design the firmware while the board is out for fab.

Use programmable logic or micros


Its an easy place to fix problems or revise the board

Engineering Disasters What you can do:


Document, Document, Document.
Keep revision histories and communicate with your peers. Dont code in the dark recesses of the syntax for a programming language. If its easy for a human to read, compilers will be efficient also. ISO 9000 requires it.

Know that worker bees will tend to underestimate the time to complete a task by a factor of 4, so give yourself the time to do a job.

Engineering Disasters What you can do:


Watch out for bad companies.
Success is a habit and so is failure. There are miserable companies that never really succeed but never really go broke either. One good way to avoid such companies is to talk to vendors. If a company owes vendors - thats a bad sign. Many company records are on the web.

Look out for Engineering management by nonengineers (SPECIAL HANDLING REQD)


Many non-engineers do not understand the debug process, or why time frames are hard to predict.

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