...2 ) What impact did the project management tools have on the Jaguar project? Specifically, how did they change behavior? How did they influence performance? The project management tools had double effect on the Jaguar project. On the one hand, the project management tools made the employees have more serious attitude to their work and be more punctual and organized. The project management tools implemented in the Jaguar approach helped Teradyne to enforce discipline in the development process. It was one of the critical elements of the Jaguar project execution strategy. With the data and information provided by the new tools people were able to know whether a team was having work done at the right pace or not. The work breakdown structure breaks down a project down into its individual tasks and details to identify the relationships between them. It had two major goals. First, to ensure that the project has all the work needed to complete the project successfully. Secondly, it ensured that the project includes noun necessary work. Ultimately, this ensures the project manager to clearly describe the hierarchical nature of the work to be performed and establishes a foundation for other elements of the formal project plan including the project’s resource plan, budget, organizational plan and master schedule, and also used to identify the tasks for the Critical Path Analysis. The project management tools allowed the company fulfilling the projects in time. However, they affected...
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...Teradyne, Inc. is an American company that sells automatic test equipment, along with service contracts to cover the downtime and repair of these complex products. Founded in 1960, Teradyne was the leader in automatic test equipment until 2006. The company is structured in four divisions, each one with its own management and internal structure: Broadland Test, Assembly Test, Semiconductor Test and Vehicle Diagnostic Solutions. Although Teradyne’s headquarters are located in Boston, its divisions are headquartered in Illinois and North Reading, in U.S.A., and Manchester in UK. Over the years the importance of Asia in the electronics industry grew amazingly, especially China, which dominated the industry’s growth at greater than 20 percent of sales in the 2002-2005. While Europe and the Americas were expected to grow 3 percent per year from 2005-2008, it was expected that China would grow 12 percent per year during the same period – China’s importance in the market was expected to grow from less than a tenth in 2002 to over a third in 2008. As a result of this incredible growth, Teradyne built a facility in Shanghai. However, despite the industry’s growth in the Chinese territory, in late 2003 the Teradyne’s market share in China was only one third of what it was in Europe and North America. Jeff Hotchkiss, president of Teradyne’s Assembly Test Division, was sent to Shanghai to find and solve the problem. I. Recognizing the Problem There are several problems in Teradyne’s...
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...9-606-042 REV: MAY 3, 2006 FRANCESCA GINO GARY PISANO Teradyne Corporation: The Jaguar Project Jack O’Brien looked at the clock in his car; it was 7:38 a.m. and he knew he would need some luck to get to his 8:00 a.m. meeting at Teradyne’s Harrison Avenue headquarters on time. Traffic on Boston’s Central artery choked amidst the lingering construction from the interminable “Big Dig.” O’Brien was looking forward to today’s meeting with Teradyne senior executives to reflect on the lessons learned from the Jaguar project, which O’Brien had led for more than three years. The project had been one of the most important efforts in Teradyne’s 45-year-history. It had set out to create an entirely new semiconductor test-system platform. The resulting Ultra Flex system, designed to be flexible enough to allow customers to test a full range of semiconductor devices, was critical to the success of Teradyne’s new competitive strategy. The Jaguar project had marked a culmination of sorts in Teradyne’s eight-year effort to improve its product development process. The Jaguar team had used a number of project management practices, including intensive up-front project planning, formalized tools for tracking project progress, and a more structured development process. Most aspects of the Jaguar project went exceedingly well. All of the major hardware, for instance, had been developed in record time, and with minimal deviation from the plan. The product had met the vast majority of its target specifications...
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...Case Study #3 SUMMARY OF RELEVANT FACTS Teradyne was the world’s largest supplier of equipment for testing semiconductors, with sales of $1.8 billion (in 2004) and over 6000 employees working worldwide. Teradyne initially focused on making equipment to test transistors and other electronic components and their business involved a new breed of “industrial grade” electronic test equipment that is highly reliable however, two main problems were created within these five units. The first problem was caused by engineering organizations over committing to projects, therefore, utilization capacity was estimated at 300% because the projects were poorly planned and goals and scope was often not clearly defined upfront which caused projects to be delayed because engineers and marketers had to think of additional features. The strategy implemented to solve this problem, was Aggregate Project Planning (APP). APP was implement so Teradyne could to stick to the projects that align with the broader strategy of the company and to not over commit by starting projects when appropriate resources are available. The second problem was attributed to the planning and implementation of projects and objectives, therefore, several improvement initiatives were launched Jaguar was initiated in 2001 as an effort to improve Teradyne’s product development process and was aimed to create a highly flexible tester platform that could be adaptable to the needs of different devices. The Jaguar project...
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...Teradyne Corporation: The Jaguar Project As Jack O’Brien, project lead of Teradyne’s Jaguar project, sat in traffic on his way to work he pondered his team’s efforts over the past eight years. Teradyne, a manufacturer of semiconductor test machines, had long been awaiting the arrival of their new full-range testing equipment. The project marked a number of firsts for Teradyne including up-front project planning, formalized tools for project tracking, and a structured development process. Despite the learning curve all new methodologies impose, O’Brien’s project had become a success in the hardware department, yet the software group struggled through much of the implementation, and was still working on deliverables. Had the new tools and techniques hindered the development processes? This paper will analyze Teradyne’s traditional project execution strategies in contrast to those of the Jaguar project, will describe how the new project management tools made an impact on the project, and present the lessons learned throughout the experience. Company History Teradyne, a 45 year veteran of the semiconductor industry, specializes in testing equipment for transistors and other electrical components. The company was founded in 1960 by two MIT graduates with a vision to bring a line of reliable, fast testing equipment to the industry. As the complexity and volume of components manufactured by their customers increased, so did Teradyne’s investment in research and development. By...
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...Teradyne Corporation: The Jaguar Project Project Management Case Analysis PRESENTED TO Dr. Rupesh Kumar Pati Submitted BY Sudha T (EEPOM-05-029) Suman KR (EEPOM-05-032) Mithun Mukundan (EEPOM-05-010) Manickavasagam Ramasamy(EEPOM-05-008) Yeshaswini Rajendra (EPGP-03-193) About Teradyne Corporation • Teradyne was founded by Alex d’Arbeloff and Nick DeWolf, who were classmates at the Massachusetts Institute of Technology (MIT) in the late 1940s. • Teradyne was the world's largest supplier of equipment for testing semiconductors • Teradyne is a 45 year old corporation • Sales of $1.8 billion in 2004 with over 6000 employees • Teradyne corporation has following major units: – – – – Semi-Conductor Test (64% revenue) Assembly Test Broadband Test Connection Systems and Diagnostic Solutions About Jaguar Project •In 2001, the company started planning of Jaguar, a completely new tester platform intended to create a new system architecture that would form the basis of one of Teradyne’s major product lines for the next decade. • The project was envisioned as a culmination of sorts in Teradyne’s 8 year effort to improve product development process •In 2001 O’ Brien, a 25 year veteran of Teradyne’s engineering organization is appointed as project leader •Company decided to abolish the markets-segment-focused platform into a single platform engineering group •Teradyne senior management made a pivotal strategic decision to embrace a flexible platform strategy • Main emphasis...
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...ASSIGNMENT 1 Case Analysis # 1 Teradyne Corporation: The Jaguar Project Stephen Byrne 10/13/2013 Prepared for Clifford White, MSTM 6034 – Project Management Brief Overview of the Situation: Teradyne Corporation is the world’s largest supplier of equipment used in semiconductor testing with 2004 net sales reaching 1.79 billion dollars (Gino & Piaano, 2006). As the semiconductor market has changed during the 1990’s through to the early 2000’s, the specific requirements for this type of test equipment has changed. The market is looking for test equipment to be able to perform multi-type device testing. Teradyne’s competitors had started developing this equipment as a response to these demands. In 2001, Teradyne management decided to respond in kind with the launch of a project named Jaguar which was headed by Jack O’Brien. The goal of Jaguar was to develop a new flexible test platform that could adapt to different customer demands. In an attempt to bring control and metrics to this project, Mr. O’Brien decided to introduce a mix of project management tools to Jaguar. O’Brien used a work breakdown structure to define the project scope, three point estimation in an attempt to forecast realistic schedule dates, critical path analysis to identify potential bottlenecks, and earned value analysis to provide project metrics. Since this project had both hardware and software elements, there were varying degrees of success in the management of the overall project. It...
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...Teradyne Corporation: The Jaguar Project As Jack O’Brien, project lead of Teradyne’s Jaguar project, sat in traffic on his way to work he pondered his team’s efforts over the past eight years. Teradyne, a manufacturer of semiconductor test machines, had long been awaiting the arrival of their new full-range testing equipment. The project marked a number of firsts for Teradyne including up-front project planning, formalized tools for project tracking, and a structured development process. Despite the learning curve all new methodologies impose, O’Brien’s project had become a success in the hardware department, yet the software group struggled through much of the implementation, and was still working on deliverables. Had the new tools and techniques hindered the development processes? This paper will analyze Teradyne’s traditional project execution strategies in contrast to those of the Jaguar project, will describe how the new project management tools made an impact on the project, and present the lessons learned throughout the experience. Company History Teradyne, a 45 year veteran of the semiconductor industry, specializes in testing equipment for transistors and other electrical components. The company was founded in 1960 by two MIT graduates with a vision to bring a line of reliable, fast testing equipment to the industry. As the complexity and volume of components manufactured by their customers increased, so did Teradyne’s investment in research and development. By...
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...Teradyne Corporation: The Jaguar Project Jack O’Brien looked at the clock in his car; it was 7:38 a.m. and he knew he would need some luck to get to his 8:00 a.m. meeting at Teradyne’s Harrison Avenue headquarters on time. Traffic on Boston’s Central artery choked amidst the lingering construction from the interminable “Big Dig.” O’Brien was looking forward to today’s meeting with Teradyne senior executives to reflect on the lessons learned from the Jaguar project, which O’Brien had led for more than three years. The project had been one of the most important efforts in Teradyne’s 45-year-history. It had set out to create an entirely new semiconductor test-system platform. The resulting Ultra Flex system, designed to be flexible enough to allow customers to test a full range of semiconductor devices, was critical to the success of Teradyne’s new competitive strategy. The Jaguar project had marked a culmination of sorts in Teradyne’s eight-year effort to improve its product development process. The Jaguar team had used a number of project management practices, including intensive up-front project planning, formalized tools for tracking project progress, and a more structured development process. Most aspects of the Jaguar project went exceedingly well. All of the major hardware, for instance, had been developed in record time, and with minimal deviation from the plan. The product had met the vast majority of its target...
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...COMPANY BACKGROUND: Science Technology Company was a leading manufacturer of computer-controlled automated test equipment (ATE) that was used to monitor and manage quality over the life cycle of electronic products. STC enjoys 31% market share : No.1 in the design and manufacture of testers and test software for printed circuit boards; No. 2 in semiconductors test and operation Other products include a system to test electronic products in the field; cads , models and simulations. STC is located in Minneaapolis, Minnesota with sales, service, network , offices and representatives across the US , North and South America, Europe, Africa, Asia and Australia. PROBLEM STATEMENT Was the company well-positioned to finance the rapid sales growth that was anticipated? WHERE IS STC NOW? The growth of the worldwide ATE market was tremendous between 1978 and 1984. The rapid growth of 28% per year was spurred by the rapid growth of electronic products, powered in part by technological breakthroughs in computers and miniaturization. GOAL OF THE COMPANY To be the recognized international leader in providing integrated quality management systems to manufacturers of electronic devices and equipment. SWOT ANALYSIS: Strengths • Extensive software • Right products and reliability • Excellent credit rating • Dominant share of the printed circuit board test market Weakness • Forecasting problem • Losing in competition ...
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...Lean manufacturing training and six sigma training are two of the most valuable skills in business today. Businesses of all types are utilizing six sigma, lean manufacturing, and lean six sigma as the primary continuous improvement methodology.Our Lean Manufacturing Certification course, delivered worldwide to individuals, colleges, and training centers, includes all of the major concepts in a single course. Definition: What does it mean to be "Six Sigma"? Six Sigma at many organizations simply means a measure of quality that strives for near perfection. But the statistical implications of a Six Sigma program go well beyond the qualitative eradication of customer-perceptible defects. It's a methodology that is well rooted in mathematics and statistics. The objective of Six Sigma Quality is to reduce process output variation so that on a long term basis, which is the customer's aggregate experience with our process over time, this will result in no more than 3.4 defect Parts per Million opportunities (DPMO). What Is Six Sigma ? Six Sigma is a meticulous methodology that make use of information management by facts and statistical analysis to define, measure and improve a company's operational performance, practices and systems. It identifies and prevents "defects" in manufacturing and service-related processes to anticipate, and achieve or exceed total customer satisfaction. What is the Six Sigma Objective? The primary objective of the Six Sigma methodology is the implementation...
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...Sustainable Business & Enterprise Roundtable (SBER) Assessment Corporate Users April 2015 Introduction The Sustainable Business and Enterprise Roundtable (SBER) service provides an annual, confidential qualitative Diagnostic and Assessment to benchmark Member-Clients against their peers and recommend areas for improvement. This Assessment Report details benchmarks and performance in five component areas, which are rolled up to a weighted SBER Index (Figure 1). The component and index scores are updated with information sourced from participating Member companies on an ongoing basis. This report details best practices for the Corporate Users, comparing PG&E with similar businesses within the SBER. The members of this cohort have been evaluated in five components—Vision and Governance, Strategy, Guidance, Implementation, and Reporting Results—over the past two calendar years. Each component constitutes a weighted portion of the SBER Index score (Figure 2). Members are qualitatively benchmarked by their quartile of performance in each of the five component areas (Figure 3), based on the methodology described in the Appendix. Each SBER Component Rating compares the company against the averages for all Member companies for the current calendar year. The relevant Assessment and Diagnostic questions in each component are detailed below each component score graph. The scoring methodology and a list of participating companies are detailed in the Appendix. Based...
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...Research Paper ITK 463 TSP (Team Software Process) Index I. Introduction II. What is TSP II. A. The TSP launch process III. Why is TSP used? III. A. TSP improves Quality III B. TSP makes the company work professionally III C. TSP and CMM. IV Overheads due to TSP. V Risks Associated. VI. Does TSP actually work ? VII. Recommendation for the company IV. Annotated Bibliography V. Company Assumptions Introduction As quoted by the CIO journal December 2003 issue, “By the numbers available, the software quality stinks.” The Standish Group reported in 1999 that 74% of all projects were not successful.6 According to a survey by Standish Group in 2002, only 34 % of the software development is successful. Around 38 billion US dollars are lost every annum due to software failure [2] and one of the major reasons for this high failure rate is poor software quality. Typical software projects are often late, over budget, of poor quality, and difficult to track. Engineers often have unrealistic schedules dictated to them and are kept in the dark as to the business objectives and customer needs. They are required to use imposed processes, tools, and standards, and often take shortcuts to meet schedule pressures. Very few teams can consistently be successful in this environment. As software systems get larger and more complex, these problems only get worse. The best projects are an...
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...3 1. Background Science Technology Company Science Technology was an early pioneer in the design, manufacture and use of electronic measuring instruments Product Categories: Systems for testing electronic circuits and components Equipment for measuring and analyzing noise and vibration Audiometric devices Time 1915: Founding Pioneer of electronic measuring instruments 1915 – 1945: Pre-war Era Little serious competition Growth resulted from R&D “We don’t want to grow too large” 1945 – Present: Post-war Era Explosive industry growth Entry of a number of competitors 4 1. Background Current Business Environment By 1974, the competitive landscape had changed Fluke AGR: 35% ROE: 18% Sales: $26.3M HP Annual GR: 20% - 25% Teradyne Growth ROE: 15% Sales: $661M AGR: 22% ROE: 20% Sales: $40.7M STC AGR: 8% ROE: 7% Sales: $45M ROE 5 1. Background Current Business...
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...BU111 Exam-Aid Session Wednesday, December 3rd, 2014 NICK BARBOUR & MICHAEL BLAIR What is JDCC? Annual undergraduate business competition between 14 universities in Central Canada Universities compete in: ◦ Academic (8 teams), Debate, Sports, Social, Charity Laurier has won School of the Year for the past 5 Years! ◦ Your donation today goes towards fueling win #6, thank you! 2 What is SOS? National organization with campus chapters run by student volunteers Run Exam-Aid sessions, which raise money to fund sustainable education projects in Latin America Email me at mcdo8210@mylaurier.ca for info on how to get involved! Visit lauriersos.com for info on more sessions. (EC120, MA129, PS101, AS101, and more!) Thank you for supporting! 3 Agenda •Social Factors • • • • Ethics CSR Managing Stakeholders Demographics •Political Factors • Going Long (Buy-Sell Transactions) • Margin Buying • Short Selling • Approx. Yield of Bonds •Time Value of Money • How Government Influences • Explanation of Concepts • Retirement Businesses, vice versa • Car Leasing • IP Rights • Bond Pricing • Types of Corporations • International Trade & •Technological Factors Globalization • Opportunities & Threats •Economic Factors 4 Recap: Critical Success Factors Achieving financial performance Meeting customer needs Building quality products and services Encouraging innovation and creativity Gaining employee commitment Creating...
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