If you’re an engineering manager or director, or one of the many internal stakeholders invested in your test systems, chances are you’ve relied on your internal test engineering team to deliver reliable systems that validate the quality and performance of your products. But are those systems truly optimized for cost, cycle time, execution time, and overall quality and robustness?
This article offers five questions that may ruffle the feathers of your internal test engineering team — just a little — but asking them could unlock better performance, smarter technology choices, and faster delivery. These questions could produce blank stares, or hopefully, start a great conversation where you learn to really appreciate these team members.
Whether you’re considering outsourcing your test systems, have tried many times and were told ‘No’, or want to challenge your team to think differently, these questions are designed to provoke meaningful conversations. If you’re looking for a partner to help push the envelope, DMC is always ready to collaborate.
Question 1: “When was the last time you innovated your testing approach to reduce cost?”
Why it matters:
Cost of test is often treated as a fixed expense, but it doesn’t have to be. Many teams stick with legacy approaches because they’re familiar—even if they’re inefficient.
An anecdote:
I once had an engineering director (name and employer withheld for obvious reasons) tell me, “Some of my guys have 30 years of experience. Unfortunately, it is 29 years of the same year over and over again.”
What to look for:
- Use of modular architectures to reduce fixture complexity
- Software-driven automation to minimize manual steps
- Reuse of test assets across product lines
How DMC helps:
We often bring a “fresh eyes” perspective to your team and have seen and used many proven strategies to optimize the cost/quality/time equation to meet specific needs.
Question 2: “How do you decide what technologies to use, and are you sure they’re still the best fit?”
Why it matters:
Technology inertia is real. Teams often default to tools they know, even when better options exist. Why re-invent the wheel?
An anecdote:
A test engineer told me they were using the 2012 version of LabVIEW. I asked why. They said, “Because it still boots!” That was the whole justification and the end of the discussion.
What to look for:
- Justification for platform choices (e.g., LabVIEW vs. Python vs. Beckhoff)
- Awareness of emerging tools and frameworks, even if they are not a good fit (yet?)
- Willingness to pilot new approaches. Could you produce a plan to de-risk that choice?
How DMC helps:
We’re fluent in multiple platforms and programming languages, have many technology partners constantly updating us on their internal strategies and newest tools, and help clients choose the right tool for the job—not just the most familiar one.
Question 3: “What’s your plan for scaling test systems across multiple sites or product lines?”
Why it matters:
One-off systems may work locally but fall apart when scaled. Without a strategy, growth becomes a bottleneck. We see this quite a bit.
An anecdote:
At a previous employer, a member of the controls engineering team showed me a test system so customized that it required a specific desktop PC brand and model to run, and it had been discontinued five years earlier.
What to look for:
- Modular designs and good documentation
- A deployment strategy for spanning across teams or geographies, even if you don’t need it right now
- Remote support & update capabilities, because flying experts across the country to fix problems is costly
How DMC helps:
We design scalable architectures and support global rollouts with smart features, good training, and proper documentation.
Question 4: “How do you measure the effectiveness of your test systems?”
Why it matters:
If you’re not measuring, you’re guessing. KPIs and feedback loops are essential for continuous improvement.
An anecdote:
I asked an entire team how they knew their test system was working well. The manager said, “We don’t get complaints.” I guess that is technically a metric.
What to look for:
- Manufacturing metrics like test coverage, yield, and cycle time and quality metrics like MSA, GRR, and Z-score
- Reporting tools that provide actionable insights to the folks who need it
- Feedback mechanisms from production and quality teams
How DMC helps:
We implement robust reporting systems using tools like SQL Server, SystemLink, DIAdem, and cloud-based custom dashboards.
Question 5: “What would happen if we outsourced part of our test system development?”
Why it matters:
Outsourcing doesn’t mean replacing your team—it means augmenting it. Strategic partnerships can accelerate timelines and reduce risk if you properly include and prepare your internal team ahead of time.
An anecdote:
When I show up to help with a test system, often the body language of the local test engineer says, “Go away. If you fix this, what will I do?” It takes convincing them that their role is just evolving, not disappearing.
What to look for:
- Areas where internal bandwidth is limited
- Projects that would benefit from external expertise
- Willingness to collaborate with outside partners
How DMC helps:
We work alongside internal teams to deliver needle-moving solutions—fast.
Conclusion
These questions aren’t meant to undermine your internal test engineering team—they’re meant to empower them. By challenging assumptions and exploring new approaches, you can unlock better performance and smarter systems, whether it continues to be done by your newly appreciated teammates, or jointly with a solid test systems integrator like DMC.
If you’re ready to explore how DMC can help, reach out. Whether it’s a full test system or a collaborative effort with your internal team, we’re here to help you move the needle on the value you get from testing.
We can help!
If you’re looking for consulting or support as you navigate the complexities of effectively outsourcing your test system development, give us a call! Contact us today to learn more about our processes and how we can help your team achieve their goals.