STMicroelectronics – short company profile APQP - Principles (APQP = Advanced Product Quality Planning) Quality vs. Business vs. Communication Business model & Liability Tool positioning Example, screen shot Business model Tool performance Questions & Answers
SupplyOn Executive Summit
Guenter Pilch
15-Apr-2008 Page 1
STMicroelectronics – Short company profile Some key data (basis: year 2007)... #5 of semi-conductor companies, 10 Billion US$ Revenue Broad range supplier
SupplyOn Executive Summit
Guenter Pilch
15-Apr-2008 Page 2
STMicroelectronics – Short company profile Additional highlights High focus on Automotive (15% of revenues) Several certifications (ISO/TS16949, ISO14001, ...) Different awards, Quality, Environment, ...
SupplyOn Executive Summit
Guenter Pilch
15-Apr-2008 Page 3
Some personal Information 2 min. introduction about myself... to explain also the focus of evaluation which is shown afterwards Since 12 years at ST - Automotive Business Unit / Division
Different positions in Technical Sales & Marketing Project management, Foundry, ASICs, Micro-controller with eFlash (Customer oriented) Program management, Quality (PPAP, APQP, ...) Actually Customer Requirements Management (Contracts, Agreements, ...) Project management, micro-controller cooperation between ST and another well known semi-conductor company Internal certified trainer for different courses regarding project management and product devlopment SupplyOn Executive Summit
Guenter Pilch
15-Apr-2008 Page 4
APQP – Principles AIAG (A u t o m o t i v e In d u s t r y A c t i o n G r o u p ) – “Standards”
And for semi-conductors?
Common result we need fine tuning for semi-conductors (“standard” comes originally from a “mechanical world”) we need different „APQP levels“ for ASSPs & ASICs or uC with eFlash (added value vs. follow-up = costs) final result from APQP has to be also the major input for PPAP (Production Part Approval Process) SupplyOn Executive Summit
Guenter Pilch
15-Apr-2008 Page 5
Business model & Liability Common understanding... Long term business relationship is the target of both companies (basic business rule for Automotive....) Customer & Supplier have to work together to have success (ASICs, high temperature application, safety, ...) Data will be entered basing on „best known“ status No legal liability paragraphs or direct data to control production (innovation and good communication & spirit has high priority) Early warnings is in place (regular project team and management reviews)
SupplyOn Executive Summit
Guenter Pilch
15-Apr-2008 Page 6
Quality vs. Business vs. Communication Who is involved...?
Common result: added value for both companies (project confidence vs. work effort = costs) Risk evaluation matrix needs to be reasonable (electronics vs. mechanics) Risks have to be understandable and must be expressed clearly (design vs. marketing vs. ...) Constructive interaction & communication (more then just pure “checklist” follow -up) Outputs needs integration in the review process SupplyOn Executive Summit
Guenter Pilch
15-Apr-2008 Page 7
Tool positioning Tool positioning vs. Development process „Supply-chain of information“ for Quality & project management vs. internal processes
Tool positioning vs. development process & other tools
SupplyOn Executive Summit
Guenter Pilch
15-Apr-2008 Page 8
Tool – Supplier view – Screen shot
Structured data Indicators (GYR) Same basis for discussion Customer/Supplier Report
SupplyOn Executive Summit
Guenter Pilch
15-Apr-2008 Page 9
Business model Business model – Proposal for improvement Semi-conductor related key items Evaluation matrix defined by customer can still be improved Future trends AIAG gives some good guidelines, but we need more! (SW, application) Safe launch there are more then just technical risks... Introduce more link of APQP vs. PPAP in internal working procedures (development – production release)
Business Model - Customer & SupplyOn's Tool performance 30
25
] 20 % [ e r o c 15 s e v i t a l 10 e r
max score result
5
0
t n s e s m e e n g i s a u n B a m
y t i r u c e s a t a D
s t h g i r s s e c c A
t t t s r n n s o y t e r p t e p r e t n x c e m n e i a k m e t e e c s l E j g i s e d a / n o a R g a o U n D t r r a t e o P n i n a c r p a a f D m m m I
h c n u a l e f a S
s d n e r t e r u t u F
evaluated items
Data storage 15 years data storage T h e r e w a s a n d i s a v e r y c o n s t r u c t i v e s p i r i t b e t w e en o u r c u s t o m e r a n d S T t o d i s c u s s v e r y o p e n l y r e s u l t s a n d n e ed s f r o m b o t h s i d e ! T h a n k y o u f o r t h a t ! SupplyOn Executive Summit
Guenter Pilch
15-Apr-2008 Page 10
Tool performance Tool evaluation – Positive items secure Business Model - Customer & SupplyOn's Tool performance
fast & user friendly tool clear status overview
30
supports interaction between Customer & supplier
25
] % [ 20 e r o c s 15 e v i t a 10 l e r
max score result
5
0
t n s e s m e e n g i s a u n B a m
y t i r u c e s a t a D
s t h g i r s s e c c A
s s y r t p r e t n n e e l i e c s d n a o U n t e i a c r f D
t r o p x a t E a / t D r o p m I
t t n n e t e c m k m e e s e j g i g o r a R a n P n a a m m
evaluated items
SupplyOn Executive Summit
Guenter Pilch
15-Apr-2008 Page 11
h c n u a l e f a S
s d n e r t e r u t u F
Tool performance Tool – some proposals for the future
Business Model - Customer & SupplyOn's Tool performance
Project management introduction of action follow-up
30
25
Risk management should include a weighting of items (can also be a „generic“ Project FMEA)
] % [ 20 e r o c 15 s e v i t a 10 l e r
Data export very limited for supplier (download of a snap shot)
max score result
5
0
Data storage/format how to ensure data access in some years?
t n s e s m e e n i g s a u n B a m
y t i r u c e s a t a D
s t h g i r s s e c c A
y r t p t n e e c a n o t a c D
t t t s r n n s o e p t e r e n a x c m k m e i e t e e s l E j s d g i g t o U n a / r a R a e D r o P n i n r p a a f m m m I
h c n u a l e f a S
s d n e r t e r u t u F
evaluated items
We are confident that with a fair effort (=costs) also these items can be improved to provide a suitable and state-of-the-art solution. A t t e n t i o n : W e h a v e t o c o n s i d e r t h e To o l & B u s i n e s s m o d e l t o g e t h e r
