What Is the Bathtub Curve?

"Bathtub curve" (also known as U-shaped curve) is a common term used to describe the general curve of transient failure rate of semiconductor products over time. Although the actual failure rate curve for a particular semiconductor product varies widely, this general curve is still a useful example of some common attributes. These are worst-case samples based on general-purpose data.

Bathtub curve

The bathtub curve refers to the change in the reliability of the product during its entire life cycle from the input to the end of its life. If you take the product

The "bath curve" represents three main stages in the life of a semiconductor product:

Early failure rate stage : This stage is characterized by a relatively high initial failure rate and then a rapid decline. This feature is not significant in all products. The failure rate at this stage is usually measured in "defects per million" (dppm).

Steady state phase : This phase has a relatively constant failure rate and remains stable during the life of the device. By "FIT" unit or "Mean Time Between Failures" (

The "bath curve" of strategic failure reveals the law's efficiency in different periods of time, analyzes the essential differences of strategic failure at different stages, and provides a theoretical basis and strategic advancement method for formulating the correct strategy implementation control strategy. At the same time, It can also prevent the strategy from tossing back and forth in the early failure stage, and avoid the hasty modification or stubbornness of the late failure stage; it makes the strategy implementation control process both phased and interconnected, coherent and coordinated.

In the process of implementing corporate strategy, sometimes it is not consistent with people's expectations. When a non-ideal state occurs, it is called strategic failure in strategy. There are three types of strategic failures: early failure, accidental failure, and late failure.

When a strategy is implemented, it is likely to experience early failure. Practice shows that the early failure rate of a large number of strategy implementation is particularly high, because the new strategy has not been understood and accepted by employees, or the implementers are not adapted to the new environment and work. Strategic decision makers must not panic about this early failure, let alone lose confidence in the new strategy. A temporary setback does not mean that the strategy is unreasonable. The "lag effect" of effects must be considered in strategic control.

After early failures, it is possible to put work on track and put the strategy into a stable development phase. At this time, accidental failure of the strategy may occur. In the above figure, the bottom part of the "bath curve" indicates that the so-called accidental failure refers to some unexpected situations that occur during the smooth implementation of the strategy. When in an accidental failure, strategic decision makers must not take it lightly, but should deal with it in a timely and prudent manner to maintain the smooth progress of the strategy. The probability of accidental failure of the general strategy is relatively low.

After passing the period of accidental invalidation, over time, due to changes in the external environment, the implementation of the strategy has been hindered to a certain extent, so the corporate strategy has entered the "late failure" stage. At this time, strategic decision makers should adapt to changes in the external environment, adjust the transfer strategy, and actively create conditions to advance the strategy.