Abstract
A successful failure analysis organization has to provide the fastest possible turn around time on incoming contract work. A common problem experienced by less experienced failure analysis staff is to identify the actual cause(s) of a failure, rather than merely the mechanism of failure, and to make recommendations for avoiding future failures. Such recommendations are often the ultimate client need and the most important component of an investigation. The proficiency and confidence levels of staff in meeting this challenge should improve considerably with the aid of “advice” gained from previous cases. Even with a solid client base, it is relatively difficult to provide failure analysis services on a profitable basis. The costs of employing the expert and support staff have to be covered, together with capital invested in sophisticated laboratory equipment (such as scanning electron microscopes), running costs and overheads. Even a slight improvement in the efficiency of performing any of the steps of a failure analysis process thus has the potential to make a positive difference. The value of Knowledge Discovery (KD) for knowledge reuse should also be considered in the context of staff turnover, retirements or retrenchments of experienced senior personnel, the promotion of senior “technical” personnel to managerial positions and staff on leave.
