Neil Tyler (NT): What is the scope of the obsolescence problem confronting the electronics industry today? How has it changed over the last 5 years and how do you think it will change in the coming years?

Ian Blackman (IB): There has certainly been a growing shift of focus from a components led approach to one that tends to encompass both software and systems level thinking. We're also seeing the impact of environmental legislation adding further difficulties and this is only likely to grow in coming years.

Tim Elliot (TE): We're ceratinly seeing more counterfeit product becoming available and not just high-end product, event the simplest of devices are falling victim. Over the coming years we need to see better co-operation between countries at Government level in order to combat what is a world-wide issue, but we also need to see better inter-company agreements at the corporate level.

IB: The current economic climate has led to growing fears of component supplier rationalisation and cessation of trading - although this may be a short term concern.

NT: Which industry sectors are suffering most from the problem of obsolescence? Traditionally it has been seen as a problem affecting the defence industry. Is that changing?

IB: Yes. While we tend to think of the military and aerospace as long term support sectors we are seeing the issue of obsolescence becoming increasingly important in a host of industries including: utilities, nuclear power, transportation (railways), oil & gas and the medical equipment sectors.

TE: Obsolescence is a big business. While traditionally associated with the military it's affecting almost every other sector, even the commercial consumable sector.

NT: What are the key issues that should be a considered when dealing with the management of obsolescence? What should companies be doing to address the issue i.e. in terms of systems, their knowledge of the components being used, designing for the longest possible product life cycle, product tracking etc? 

TE: Ensure you have a protected supply chain and strategy in place and don't do business with potential suppliers of counterfeit product.

IB: It helps if you have an executive sponsor or a high level process/strategy that has clear guidance. It is critical to understand failure data and maintenance data from the user and yourself if you own the maintenance responsibility. Work with end users to understand the real service requirement in terms of environment and that out of service dates are accurate. I totally agree with TIM, you need to recognise the whole business ‘owns' obsolescence and you need to involve the whole supply chain in combating obsolescence.

TE: You need to know your line of supply and work with companies to achieve your objectives as well as, in turn, supporting them. Introduce simple but cost effective processes; train and invest in personal and equipment to combat counterfeit product entering the business and production.

IB: Companies need regular obsolescence reviews throughout the lifecycle and particularly the design stages to understand and mitigate the risks. Obsolescence should be part of design reviews (technical), contract reviews (commercial), lifecycle reviews (project management).

While investing in obsolescence tools may not always be feasible contracting out to obsolescence management service providers is affordable and a practical solution. The reviews listed above should ensure a consistent awareness of the risks and sustainability.

NT: Joined up management of obsolescence is crucial. What should companies be doing to ensure r&d, documentation, purchasing etc are working effectively together to manage obsolescence? 

IB: Documented reviews are helpful and should be used to log the thinking used to resolve issues and provide a permanent record. Obsolescence Management Plans do help in registering who has responsibility for what and what decisions have been made. Supplier Contract reviews where all the key suppliers are invited to meet the design team and end user, see the product, understand the requirement, and identify support issues are massively important.

TE: It's important that company's share information, whether via Government forums or using other informed groups like COG to share best practice in dealing with counterfeit product.

But along with better documentation look at improved methods to ensure the documentation is correct and not tampered with - maybe chip and pin technology. Ensure the Procurement and purchasing team are communicated to about potential counterfeiting product - don't wait until the last minute to buy product to support an order when you knew about it 2 months before.

NT: How should companies be looking to address the issue of obsolescence in the light of reduced product cycle times and growing product complexity? What additional burdens will this place on the management of obsolescence?

IB: It is very important to work with the supply chain to track lead-times and supply chain issues- to react promptly to last time buys, to identify and test alternative devices and plan redesign activity if it is required. Complexity has a benefit in that there are less suppliers and parts to manage but each part if it is complex will be harder to resolve should obsolescence arise.

TE: Keep things simple - design from an approved parts list for components and technologies. Try to operate in small engineering teams bringing the functions of the old ways together - procurement, design, support etc. and move away from designing black boxes in isolation from the end user and associated department - make sure it is all joined up! Work with your suppliers and supply chain - use component monitoring to offer to monitor their critical items for them especially if you don't own the IPR to protect the availability of your product portfolio.

NT: In tour opinion what constitutes ‘best practice' when dealing with the issue of obsolescence?

IB: In terms of ‘best practice' using the IEC62402 standard where it suits you. Have a detailed and well maintained Obsolescence Management Plan, with regular open communication with suppliers and end users. Consider the mechanical, electrical and software issues as well as electronic (where mature obsolescence prediction tools exist) and use peer reviews to ensure objectivity.

TE: If an obsolescence issue occurs you need to have a strategy in place to identify what is to be done if a certain component becomes obsolete - whether that's a redesign or use of an adaptor etc. But it is important to document and communicate to the relevant parties what course of action is required.

Invest in having obsolescence equipment plans and processes even if you are the design authority - this allows the customer to understand what you will do in the event of obsolescence occurring.

Try to maintain vigilance on stock holdings and platform usage as these will either benefit you from having excess stock to cannibalise or through increased use deplete your spares.

Traditionally the UK on support contracts have dealt with LTB now with the advent of CLS and CFA contracts coming from MoD there has been a raised awareness of obsolescence and investment made in the management of it - due to the support solutions envelope.

NT: What are the key issues to be discussed at this year's COG?

IB: This year's conference theme is obsolescence and maintainability challenges in the 21st Century because obsolescence management is now seen as more of an integrated supportability discipline than a standalone component management one.

Among the event's themes are how industry is taking over the military platform support; how the MOD/DOD are changing their responsibilities in supporting industry not providing the service themselves; what efforts are being taken to identify and mitigate the effects of the counterfeit market, and how components are changing and what that may mean for future reliability and their use in harsh environments.

TE: With the advent of CFA and CLS contracts where the obsolescence risk is now with the prime (not necessarily the design authority) then smarter ways to support both new and legacy equipment on reduced budgets but increased levels of service need to be introduced.

But it's not just in mil/aero industry that this is happening we're beginning to see companies managing assets of other industries such as nuclear energy and medical.

Since its inception in 1997 the COG event has changed over recent years. We've seen an increase in European delegates and speakers as COG strives to establish an identity in each European country.

With the introduction of global companies and cross country project collaboration there is greater emphasis being placed on communicating obsolescence issues and ensuring that all parties are aware in order that more informed decisions can be made to support the project.

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