Table of Contents Executive Summary 2 Background 3 Teradyne 3 The Semiconductor Industry 3 Teradyne Culture 4 Jaguar Project 4 Situational Analysis 5 Project Retrospective 6 Lack of Experience 6 Poor quality 6 Late action 6 Escalation of Commitment 6 Project Management tools usage 6 What should have been done? 6 Way to move forward 7 Executive Summary Background Teradyne Teradyne is a 45 year old corporation specialized in testing equipment for transistors and other electrical components of the
Before Teradyne introduced their Jaguar Project in 2001, which should become a revolutionizing project management concept, the company tried different project scheduling tools such as the TQM or the APP. However there were not any significant improvements in the project planning and execution, which the company seniors were looking for. These project management tools required the employees to approach projects in a very regulated way, which they thought of as an intrusion to their free working culture
Category Teradyne traditional project execution strategy Planning 1. Go "all-in" in the front-end sizing (less details on the specification of the product) and made corrections in the detail design stage which caused quality problems in final product Engineer 's Autonomy More autonomy since only after phase II (detail design) where key specifications are defined thus the engineers can easily change the product specifications and design Process Flow 1. Use of TQM, phase gate model and project management
In addition, analog fabs could be used for 10-plus years, while digital fabs often become obsolete within three to five years.1 Research and development expenses were also modest, peaking at $102 million in fiscal year (FY) 2001. Within the analog segment of the industry, Linear competed with Maxim, Analog Devices, and 1 Goldman Sachs, “Technology: Semiconductors,” February 21, 2003, p. 91.