Review the evidence signals before interviewing. Then use the anchored descriptions—not instinct alone—to choose the score that best matches each answer.
01
Evaluation factor
Technical depth
35% weight
Check command of IEC 62402 and DMSMS practice: BOM health scoring, NRND monitoring in SiliconExpert or Z2Data, last-time-buy sizing, and form-fit-function equivalence criteria.
Evidence to listen for
Explains the physics or mechanism behind their work, not just the tooling
Names the standards, tolerances, and constraints they designed against
Can defend a design decision under follow-up questions
Distinguishes what they personally engineered from what the team delivered
Five-point scoring guide
1
Poor
Cannot explain the fundamentals of their own stated specialism.
2
Needs Improvement
Knows the vocabulary but not the underlying mechanism; struggles under follow-ups.
3
Satisfactory
Solid working knowledge for the role; depth thins out on edge cases.
4
Very Good
Strong command of the domain; explains trade-offs and defends decisions well.
5
Excellent
Names lifecycle data sources, explains LTB quantity maths against forecast demand, and defends FFF equivalence with real part comparisons.
02
Evaluation factor
Work that shipped
30% weight
Probe specific obsolescence resolutions delivered: bridge buys, aftermarket sourcing via Rochester, approved alternates through ECN, or redesigns, with cost avoidance and line-down days prevented.
Evidence to listen for
Names specific programmes, parts, or systems that reached production or field use
States their own scope inside the project
Can give measured outcomes: yield, cycle time, cost, failure rate
Explains what went wrong and what they changed
Five-point scoring guide
1
Poor
No delivered work; experience is coursework, lab-only, or purely observational.
2
Needs Improvement
Contributed to projects but cannot say what shipped or what their part was.
3
Satisfactory
Has delivered real work; outcomes described without numbers.
4
Very Good
Names shipped work and their scope, with some measured results.
5
Excellent
Cites named programmes, resolution counts, dollar cost avoidance, and ECNs pushed through Windchill or Teamcenter to closure.
03
Evaluation factor
Diagnosis under uncertainty
20% weight
Test how they handle a PCN landing with no drop-in replacement: assessing stock coverage, qualification burden, counterfeit risk under AS6081, and redesign versus lifetime buy.
Evidence to listen for
Describes a real failure they chased to root cause
Shows a method: isolate variables, reproduce, measure, eliminate
Distinguishes correlation from cause
Says what they ruled out and why, not only what the answer turned out to be
Five-point scoring guide
1
Poor
No diagnostic method; guesses or escalates immediately.
2
Needs Improvement
Trial and error with no structure; cannot explain how they narrowed the cause.
3
Satisfactory
Reasonable method on familiar problems; less structured on novel ones.
4
Very Good
Clear systematic approach with a real root-cause story.
5
Excellent
Structures the decision with demand forecast, qualification effort, and supply risk data instead of defaulting to a lifetime buy.
04
Evaluation factor
Working across the org
15% weight
Assess how they pull design, procurement, quality, and the customer or prime into obsolescence reviews, including monitoring reports and contractual DMSMS management plan deliverables.
Evidence to listen for
Explains technical constraints to non-technical stakeholders without condescension
Has negotiated scope, cost, or timeline with manufacturing, product, or suppliers
Documents decisions so others can act on them
Takes review feedback without defensiveness
Five-point scoring guide
1
Poor
Cannot communicate outside their specialism; dismissive of other functions.
2
Needs Improvement
Communication gaps cause rework; avoids stakeholder contact.
3
Satisfactory
Works adequately with other teams; documentation is thin.
4
Very Good
Communicates clearly across functions; reliable collaborator.
5
Excellent
Describes running recurring obsolescence review boards and getting design engineers to accept alternates without escalation stalling.
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