Where: Cupertino, CA; Shenzhen, CN
Languages: C, Lua
After the iPhone 5C, Phillip transitioned onto bringup for the iPhone 6/6+. A shortage of team members meant that Phillip managed both the iPhone 6 and iPhone 6+ projects. After EVT was completed, he transitioned to project management of the iPhone test lines. He traveled to most builds for both programs during this product cycle.
During the prototype phase, Phillip was responsible for rapid bringup of new drivers for evaluating parts at prototype builds. He worked closely with the product development and reliability teams to make sure they had the ability to validate all the parts under consideration while at the builds. He also expanded our driver and factory test support to encompass new design changes.
Phillip spent significant time training and developing the CM software team. Unlike on the iPhone 5C, he managed to get the iPhone 6 CM team to help write software, allowing the firmware team to manage their immense workload by offloading tasks to the CM team. Phillip's strategy was to keep the hardest tasks for himself - once a task could be crystallized into a simple set of instructions, he would utilize the CM team. This allowed him to stay ahead of deadlines with an extremely challenging schedule, and helped to expand his communication and project management abilities. It is not simple to provide instructions across language barriers!
Current testing was expanded on the iPhone 6/6+ programs. Limits could now be set for different phones while keeping the same core software logic (previously, duplicate software was required). Also, much of the current testing coverage was pushed up to SMT to catch failures before final assembly.
After transitioning to project management, Phillip's primary responsibility was the factory test and calibration lines. He was responsible for coordinating software and fixture readiness, ensuring that software, fixtures, and other critical deliverables were ready for each builds. He frequently briefed executives on program status and readiness for hardware builds.
Phillip became well-versed in crisis management, as there were always new failures, missing coverage, late deliverables, and missing support. Prioritization and triage were important in making sure build goals were met without further delays.
Phillip managed test plans, test coverage, and line flow for iPhone 6 and iPhone 6+ development, including these areas:
Where: Cupertino, CA; Shanghai, CN
Languages: C, lua
The iPhone 5C was Phillip's first project at Apple. Phillip joined during the EVT stage of the project, and his primary focus was expanding test coverage, debugging failures, fixing issues, and driving down retest rates and cycle time. He traveled to each remaining development build until the product ramped (4 builds).
Prior to the development builds, Phillip worked with with a variety of external teams to drive and implement test requirements:
- System HW
- RF HW
- Touch firmware/test
- Sensor HW
During a late-stage part switch, Phillip performed a rapid bringup of a new accelerometer - this was a high pressure situation, as the build material was being held until firmware support was completed.
At development builds, Phillip worked closely with the Apple System HW team to debug failing units. Together, they worked to distinguish hardware failures from software bugs and add new coverage to catch failures that were missed.
Phillip joined forces with the System HW and RF HW teams to expand the current testing suite run during burnin. This testing suite helped identify numerous software bugs, SMT issues, and caught a major reliability issue prior to MP. The success of current testing on this product resulted its expansion and use at SMT in later iPhone products.
Phillip also worked closely with the operations team to monitor retest rates and test cycle times, helping improve UPH on key test items.
Phillip taught the CM's software team to help triage and debug manufacturing test issues. During later iPhone builds, failure and retest quantities become too large for one person to filter through. Developing the skills of the CM software team helped the firmware team stay afloat and focus on new issues rather than duplicates.