Issue link: https://iconnect007.uberflip.com/i/942744
28 DESIGN007 MAGAZINE I FEBRUARY 2018 cesses and the resources for the actions needed. However, it is the guys on the factory floor, in the design room, or in any of these places that have to execute. You have to get their buy-in as well. Number one is how committed are they and how much do they want it to work. The second factor also has a huge effect on the degree of success; the "final mile." I threw out 80-90% success, but not all of them have reached their final goal, let's say, the 40th per- centile. Because what normally happens is they start seeing success, like in our earlier exam- ple; they start seeing all these materials on the factory floor disappearing. There is a common problem with patience these days. They see it and they're like, "Cool! We're done. You guys said we would get rid of this material." No, we're not done because this was step one. Step two, we need to stabilize that process so it's consistent and reliable, and then take it to the next level. Are you guys ready? There's a huge percentage that say, "Well, you met my goal for now. We're good with that." You may have the commitment, but only to a degree. They don't finish the final mile. Shaughnessy: Because even if you get the tools and the processes right, you still have people as a variable. Gorajia: Yeah, true. And they feel that, "Okay, I've got some success. Let's take the success and run." You kind of block yourself from, let's say, if it's a theoretical 40% improvement, at that 20-25% mark they see enough gains that they're happy. Then, usually it stalls after that because they've moved on. The focus, resources, and urgency is gone. Shaughnessy: You said you're over on the design side too. How does that fit in and how does that typically go? Gorajia: We're called 'sys- tems consulting' at Mentor because about two years ago, we merged the PCB design consulting group with the manu- facturing group because there are too many touch points. Designing, validation, simula- tion and analysis all have a huge influence on manufacturing. Many design organizations throw designs over the wall, and the manufactur- ers catch them and have to deal with what they have. If they're an OEM, vertically integrated organization, sometimes they can push back. An EMS company most likely won't. They'll just take it, and deal with it. They'll take the hit on the margins because of crap data they get. What are synergies we can build? Going back to the original digital enterprise concept, how can we—at the design stage—start simulat- ing as much as possible up front in this digital twin environment? Not only the design pieces, not only simulating for signal integrity, power integrity and thermal flows and all that, but also how do we start simulating manufacturability? How do we simulate what the capabilities of a factory are up in the design stage where you can get to a point where you run some process on a design and it gives you some sort of a producibility assessment? That was a key focus of creating our group. It's a lot of my focus as well, as we build out the consulting organiza - tion such that systems are modeled, simulated, and optimized more completely. Matties: And that's based on the manufacturer that you're selecting? That's pretty cool.