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Meeting Time to Market for First SAS Product

Meeting Time to Market for First SAS Product. ETM 5121 Project Proposal Harold Teague Summer 2003. Proposal Presentation Logistics. Conference call To be held Monday, July 21, 2003, 5:40 – 6:10 PM CDT Toll free – 866-828-0531 participant code 5773958 Questions – contact Harold Teague @

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Meeting Time to Market for First SAS Product

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  1. Meeting Time to Marketfor First SAS Product ETM 5121 Project Proposal Harold TeagueSummer 2003

  2. Proposal Presentation Logistics • Conference call • To be held Monday, July 21, 2003, 5:40 – 6:10 PM CDT • Toll free – 866-828-0531 participant code 5773958 • Questions – contact Harold Teague @ • 405-823-1609 anytime • Haroldrt3@sbcglobal.net • Harold.teague@seagate.com

  3. Proposal Presentation Logistics • Distribution • Dr. Paul Rossler - prossle@okstate.edu • Mr. William Urdaneta - william.urdaneta@bakeroiltools.com • Package contents • Powerpoint – hteague proposal.ppt • Word – hteague proposal.doc • Video presentation • distribution to be coordinated with William H Elliott @ bill.elliott@okstate.edu • On or before July 18, 2003

  4. INTERPT (0:1) ETM(0:19) SPTS(0:1) JTAG(0:6) TEST(0:3) uA DRIVERS uA DRIVE LOW_VCC LED (discrete) , DMUX CS (0:1) MTR_PWM MOTOR SPINDLE GPIO(0:28) DRIVE DRIVERS Motor Serial Port MOTOR DEN, CLK, DATA SERVO m AUXCNV(INT) VM, A, D/A, AUXCLK(PLLS) A/D, ramp VCM DATA (0:15) ADDR/DATA (0:15) 256Kx16 AUXDTA(COAST) 1.2, 3.3,-5V sense VCM DRIVE FLASH REG FET ADDR (1:20) ADDR (1:20) 3.3 Volt CS/WR/RD ALE/CS/WR/RD Vref PREAMP SERIAL PORT (0:2) Processors PREAMP DATA (0:15) CS/WR/RD WUS 5V TTL X1 PREAMP CONTROL (R/W, /RST, FAST) 20 MHz GPIO(0:3) X2 Servo SVO SERIAL PORT(0:2) 2Mx32 READY SERVO_AD(0:3)LVDIFF SDRAM DSC_IRQ+ Embedded uP_RST 3.3V SERVO SGATE Kea SYSRES DEMOD RefClk(30MHz) 20 MHz 1.8 Volt Core DATA(0:31) ABORT 3.3 Volt I/O R/W SERIAL PORT ADDRESS(0:11) R/W INDEX FC 2 RAS/CAS/CLK/CKE/WE/DQM/CS REFSGATE CHANNEL ASKCMP 1800 Mb/s ASKREQ DWREN+ ANALOG DATA 1.2V Core WGATE 2.5V I/O RGATE 3.3V Analog FC I/0 BUS NRZ (0:7,P), RREFCLK, WCLK Disk Drive Electronics Architecture Interface

  5. 1.0. Introduction • New disk drive new interfaces are introduced based on system needs • Consist of two main pieces – interface LSI and companion firmware • Problems surrounding new interface development • Interface Maturity • No existing industry infrastructure • Specification ambiguities • Market leaders establish precedent & gain market share • LSI Development • New technology is more complex • LSI schedules comprise a greater portion of the overall product • LSI problems add more risk to product schedules • Evolutionary vs. a revolutionary design approach • Higher development costs have with each generation • Longer fab cycle times

  6. 1.0. Introduction (cont.) • Problems surrounding new interface development (cont.) • Firmware compatibility and maturity • No existing design to leverage • Developed in parallel with LSI • No way to verify “proper” operation ahead of hardware • Market timing & transition - three concerns • Technical requirements are likely to change • Customers requirement tied to their development activities • Transition rate will significantly impact the volumes and revenues

  7. ANSI T10 Original Promoters Original Promoters + Contributors (25) Q301 Q401 Q102 Q202 Q302 Q402 Q103 Q203 Rev. 16 SAS Spec T10 Letter Ballot Public Review Rev. 1 for T10 Letter Ballot Official ANSI Spec SAS Introduction Timing

  8. Interface Transition Comparisons • U320 • Transition influenced by: • Minimal hardware changes • Usable in legacy modes – e.g. U160 • Universal use across enterprise market 60% 50% • Customer 1 SAS ramp plan • Strategy to transition new platforms within 18 months • 4 platforms will launch with SAS • Currently Working 3-way efforts to mitigate issues 40% 30% 20% • Industry SAS • Transition influenced by: • Targeted at majority of enterprise segment • OEM driven effort – HP’s focus, Dell, IBM plan to follow, Intel strongly supports • Infrastructure activity/plans:High priority at Maxtor, Hitachi, Fujitsu, Adaptec, LSI etc. etc. 10% 0% 1st 2nd 3rd 4th 5th U320 C1-SAS SAS SATA • SATA • Transition influenced by: • Considerable part of PS market segment dominated by cost focus – not available to SATA until cost parity achieved • Constrained by availability of integrated SATA port on motherboard. • Fibre Channel • Not comparable to SAS because: • Initially driven by only one major OEM for multiple generations • Used only at high-end of market– small volumes • 2Gb transition hampered by slow infrastructure development

  9. 2.0. Problem Statement • A new product is planned incorporating the SAS interface, but is now at risk due to development issues • Original LSI strategy – pull in the next generation LSI architecture • Maturity concerns mitigated by a leading sister chip • Sister part schedule has now slipped to be of no use • 3 to 5 $1M each turns anticipated • If the original intent of checking out the sister part first is maintained, a significant schedule push is incurred. Such a schedule slip has significant ramifications for product revenues, market share, and industry leadership • Other options exist for SAS LSI, but cost, performance and schedule tradeoffs must be evaluated – apparently no good solution • Original Firmware strategy - use new platform firmware w/SAS interface • No check out on target hardware • Maturity based on testing of a hybrid firmware operating on current generation fiber channel LSI • Current product firmware set does not incorporate the SAS; considerd difficult to modify and maintain, assessment is that this firmware could be modified to support SAS, but reliability would be a concern

  10. 2.0. Problem Statement (cont.) • A new product is planned incorporating the SAS interface, but is now at risk due to development issues (cont) • Market Timing and Demand Uncertainty • A key customer has moved their requirement up by several months • G2 indicates competition may have improved their schedule Problem to be resolved – how to meet the market demands • Customers’ schedule • SAS functionality, performance, and cost • Accommodate issues associated with new interface • Achieve a market leadership position

  11. Original 2Q Shift Gross Profit Comparison $14,000 SAS Volume Breakdown 35 $12,000 30 25 Original 20 $10,000 15 10 5 - $8,000 Q2 Q3 Q4 Q2 Q3 Q4 Q2 Q3 Q4 FQ1'05 FQ1'06 $6,000 Original Plan $4,000 2Q Slip $2,000 $0 Q4FY04 Q1FY05 Q2FY05 Q3FY05 Q4FY05 Q1FY06 Q2FY06 Q3FY06 Q4FY06 Total

  12. 3.0. Measures of the Problem • Product is introduced according to the new marketing requirements to maximize revenue & profit opportunity. • Establish market leadership – first to market. • Technology is mature at product introduction as measured by standard qualification procedures. • Increased technology leverage based on existing or proven platforms is an early indicator. • Plan has inherent flexibility for accommodating unexpected changes. • Development costs are minimized relative to the current path on this and other programs. • Options are developed to only incur incremental costs if market development warrants rather than plan for the optimistic technology adoption and market transition.

  13. 4.0. Project Objective • Develop a strategy for delivering a SAS interface product that: • Meets customer schedules • Is viable – achievable, acceptable risk • Is technically mature • Minimizes costs • Provides maximum design flexibility • Leverages existing development • Minimizes additional development resources.

  14. 5.0. Specific Deliverables If the Project objectives are to be realized, then the following are required: • An LSI development and integration strategy. • A firmware development and integration strategy. • Inherent flexibility to accommodate late interface standard changes or customer issues and incompatibilities as measured by time and cost to make changes. • Cost tradeoff analysis for various options. • Risk tradeoff analysis for various options. • Detailed product plan & recommendation.

  15. 6.0. Alternatives Considered • No change to current plan. Update plan to account for schedule slips and continue as usual. • Accept potential market loss and revenue impact. - or - • Discount marketing and customer feedback based on transition histories. • Replace the existing SAS strategy and plan with a completely new plan and discard the current efforts • Develop a hybrid SAS strategy and plan that adjusts the existing plan to leverage its deliverables in the future, but adds a parallel strategy and plan that better meets the company’s and customers’ near term requirements.

  16. 7.0. Project Approach & Criteria • The project will be executed as follows: • Conduct kick off meeting • Assign options and alternatives for feasibility analysis. • 3. Team pulls together options and develops project relationships, dependencies, and timing. • 4. Team analyzes risks and costs of various alternatives, including market impact and flexibility. Alternatives are ranked according to risk, cost, flexibility and market impact. • 5. Team develops a recommendation. • 6. Submit plan for review to all of the stakeholders, including vendors. • 7. Review plan with executive team for approval. • 8. Initiate execution under Advanced Technology Implementation program manager for tracking and management. • 9. Coordinate schedule and plan with key customers and other partners.

  17. 8.0. Project Plan

  18. 9.0. Planned Use of MSETM materials • ETM 5110 - Managing Virtual Project Teams: to bring together the multi-site, cross-functional team to support the various activities necessary to complete the project. • ETM 5110 – Leadership Strategies: techniques and approaches for developing momentum for the product and associated strategies. • ETM 5241 – Strategic Project Management: project management skills • ETM 5251 - Problem Solving and Decision Making: to identify the problems and potential problems, possibilities, and choose a solution path. • ETM 5291 - Failure Mode and Effect Analysis: to identify areas that have been overlooked from a product design perspective, a product and technology introduction perspective, and an execution perspective. • IEM 5010 – Leading and Managing Technology Implementation: technology management and assessment.

  19. 9.0. Planned Use of MSETM materials • IEM 5503 – Finance and Advanced Capital Analysis: financial tradeoffs for various project options. • IEM5823 – Performance Management and Improvement: methods and strategies to improve project execution. • MGMT 5553 – Management of Technology and Innovation: development of innovative solutions and approaches. • MKTG 5133 – Marketing Management: interfacing with key customers and vendors to develop a successful technology/product introduction strategy.

  20. End of Material

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