Having worked at the same Agilent facility, but in a much different role, I can sympathize. In my case, it was getting the attention of the project team members to pay attention to the EMC design of their "baby" early enough in the design cycle so that compliance testing went smoothly and with few issues.
Like you say, most design engineers are busy people and under considerable pressure to get their project designed and prototypes working before all too soon deadlines. Hating to play "regulatory cop", it did take some ingenuity to get their attention. Having the project manager identify one person on their team to be the "regulatory point of contact" and who had ownership of product compliance, really helped me a great deal. I tried hard to include this person in some of the early testing and tutored them along the way in the science of EMC. I also gave them plenty of praise with several chances to "look good" in front of their bosses. Some became quite good at it!
Hey Shamree, when I worked in product marketing at a semiconductor test equipment manufacturer, my boss referred to my job as "keeping as many frogs in a wheelbarrow as possible at one time." Most days, that is exactly how it felt!
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