Revamping Strategies for Electronic Equipment Ageing Issues
In the ever-evolving world of embedded systems and circuit cards, the issue of obsolescence is a predictable stage in the product lifecycle. Traditionally, this has been seen as a problem to be solved reactively, but a more strategic and collaborative approach is necessary to ensure product availability and operational excellence.
The embedded electronics industry is currently grappling with the problem of obsolete electronics, a consequence of old approaches to obsolescence. To combat this, organisations should shift their focus from a reactive stance to a proactive, collaborative lifecycle approach.
The job of a Life Extension Manager (LEM) is to connect all stakeholders and encourage collaboration to find solutions that benefit everyone. By fostering collaboration across the entire supply chain, organisations can share information on product lifecycles, coordinate last-time buys, and seek substitute components or redesign options.
A crucial step in this process is the development of an Obsolescence Management Plan (OMP). This plan should define proactive procedures such as component risk identification, impact assessments, continuous monitoring of supply trends, and early-warning systems to anticipate lifecycle changes.
Moreover, a designated leader or team specialized in facilitating cross-stakeholder collaboration is essential. This team should align embedded OEMs, application OEMs, suppliers, and users on product support timelines and strategies.
Digital tools and data-driven methods, such as predictive analytics, lifecycle cost analysis, and AI forecasting, can also help anticipate obsolescence risks and optimise inventory and support activities.
Incorporating design strategies like modularity and open architecture can make component replacements and upgrades easier without the need for full redesigns. Building a culture of continuous innovation and communication around sustainment challenges is also vital, ensuring all stakeholders have clear documented processes and opportunities for input to adapt as conditions evolve.
By adopting this strategic, collaborative lifecycle approach, organisations can secure product availability, reduce costly disruptions, and convert obsolescence challenges into an opportunity for competitive advantage and operational excellence in electronics sustainment.
Instead of asking "How do we deal with this obsolescence issue?", a more productive question to ask is "How do we deal with customers who have ongoing demand for legacy products?" This shift in perspective emphasises the importance of addressing the needs of customers and ensuring the sustainment of discontinued products for their required lifespan.
In conclusion, by recognising obsolescence as an inherent part of the product life, developing an Obsolescence Management Plan, fostering collaboration, and adopting proactive strategies, organisations can successfully navigate the challenges of electronic obsolescence and achieve product sustainment.
Data-and-cloud-computing technologies can be instrumental in facilitating collaboration among stakeholders, as they enable the sharing of information on product lifecycles and the development of early-warning systems to anticipate lifecycle changes, essential components of an Obsolescence Management Plan.
The incorporation of technology and data-driven methods like predictive analytics, lifecycle cost analysis, and AI forecasting in the obsolescence management process can help organisations optimise their inventory and support activities, thereby converting obsolescence challenges into opportunities for operational excellence.
