Tight testing
An exclusive interview with a test engineer
Martin Rowe, Senior Technical Editor -- Test & Measurement World, 3/1/2005
As a senior staff engineer at Dynamics Research in Andover, MA, Michael E. Keller is a test manager for an Air Force program at various sites, including Hanscom AFB, MA. Keller is also executive director of the American Society of Test Engineers, a nonprofit corporation that provides technical, educational, and employment information for test professionals. Senior Technical Editor Martin Rowe spoke with Keller at the T&MW offices.
T&MW: What is the state of test engineering in 2005?
Keller: Today's test engineers face pressures brought on by complex technologies, faster testing speeds, less time allotted for test, shorter design cycles, tighter budgets and smaller technical staffs. In addition, many products are now developed by teams of subcontractors working around the globe, 24/7. The single greatest pressure facing test engineers today, though, is time. Companies are holding on to fewer test professionals.
T&MW: What are the toughest technical challenges facing test engineers?
Keller: Getting enough technical information, test-point access, and testing devices and systems "at speed." With serial buses running at 3.25 Gbps and faster, engineers can't always test products running at full speed because much of today's test equipment can't keep up.
T&MW: What can test engineers do to keep up with technology?
Keller: Societies, magazines, and over 150,000 Web sites contain a wealth of test information. Joining an organization such as ASTE (www.astetest.org), IEEE (www.ieee.org), NCSL International (www.ncsli.org), or the ESD Association (www.esda.org) gives engineers access to technical newsletters, publications, and Web sites. Engineers can also join e-mail lists for users of test-programming languages such as LabView and Vee.
T&MW: What can employers do to relieve pressure on test engineers?
Keller: Many companies don't involve test engineers in a product until its design has begun in earnest. Employers should involve test engineers not just in a product's design process, but in its initial conceptual phase as well. Test engineers can alert management to test issues before design engineers develop hardware and software.
Once product development begins, management should assign test engineers to work in integrated design and test teams. Management should insist that test engineers work with manufacturing to be sure that test processes are in place once production of a product begins.
Employers need to make training a part of a test engineer's job. They should also pay membership costs of professional societies, and many do. Numerous engineering societies offer both corporate and individual memberships that can save money.
T&MW: What can test-equipment makers do to relieve pressure on engineers?
Keller: Test-equipment makers need to pay closer attention to standards so that major instrument groups work together. At one time, test-equipment makers had their own versions for GPIB. Equipment makers may also use different implementations for USB, Ethernet, or VXI connectivity. It's embarrassing when test engineers must explain delays to management because test equipment won't communicate properly.
Instrument makers also need to provide faster test equipment, and they should provide quality drivers with full documentation and help files on their Web sites. Many test-equipment makers make application notes and white papers available at no cost. These papers can greatly reduce instrument setup time and provide more accurate measurements.
Every other month, we will publish an interview with an electronics engineer who has test, measurement, or inspection responsibilities. If you'd like to participate in a future column, contact Martin Rowe at mrowe@tmworld.com.
