My Leadership Initiatives for Team & Individual Improvement

1. My Leadership Initiatives for Team & Individual Improvement Elizabeth Shockley LEAD 520 – Leadership Coaching March 22, 2012 Dr. Susan Sasiadek Southwestern College Professional Studies

2. My Leadership Style as Supervisor

3. Fab Manager Contamination Control and Project Management Branch 1 Engineering Manager Branch 2 Engineering Manager CMP/Wet Engineering Section Manager Plasma Engineering Section Manager Photo Engineering Section Manager Thermal/RTP/ Implant Engineering Section Manager Thin Film Engineering Section Manager Metrology/AMHS/Yield Enhancement Section Manager Parts Management Engineering Support DM6 Engineering Organizational Structure & Chain of Command

4. Metrology/AMHS/Yield Enhancement Module Section Manager Fab Engineering Jerry Russ Scott Sirisha Duane Joe Liz David Dan Ken Project Technicians Technician Supervisors & Metrology/AMHS/YE Shift Technicians Skip Total: 13

5. Metrology/AMHS/YE Shift Technicians * PE Technicians A – Shift Beth B – Shift Beth C - Shift Bill D - Shift Bill Greg Tammy Alan Jeff * Jose * Godfrey Dan Tony Gary * Steve Darius James Donovan Mark James Tim Clifford Glen Tom Jesse * Brian Brentt * Doug Luis David Gary Eric John * Gerardo Dawn* Total:31

6. Performance Evaluation Measurement & Feedback • Employee Feedback Tied to Performance Results • Conrad notes, “Managers are finding that tying performance reviews and job feedback to an in-house software system not only makes the younger engineers on their staff happy, it drives the company’s overall performance…they (engineers) seek instant and ongoing performance feedback, clear direction, approval, transparency and work-life balance” (2009, p. 24). • Improve Employee Performance through Informal Feedback • According to the Corporate Leadership Council, “Informal feedback that is fair and accurate can improve performance by 39.1%” (2002, p. 33a). • In addition, utilizing all available feedback channels are equally as effective as face-to-face feedback.

7. Performance Evaluation Measurement & Feedback • Current Process • MyPerformance Intranet site used for formal performance evaluation. • Formal Performance Feedback Discussions documented three times per year in February, June, & September w/ February including compensation review & profit sharing notification. • Lag time between September and February feedback discussions (5 months). • Informal feedback communicated verbally, ongoing basis.

8. Performance Evaluation Measurement & Feedback • Recommended Process • Sustain: MyPerformance Intranet site used for performance evaluation. • Improve: Conduct formal Performance Feedback Discussions documented four times per year in February, May, August, & November with February including compensation review & profit sharing notifications. • Improve: increase informal feedback; utilize face-to-face, email, phone conversations, & instant messaging. • Results: • Maintain engaged workforce throughout the year • Increased communications & trust • Increased job satisfaction

9. Individual Development • Recommended Process • We can utilize the current On the Job (OJT) Training Manager system within the intranet to enroll, train, and manage technician certifications. • With current staffing levels, we can strategically schedule PM events to align with personnel available and to facilitate the certification process. • Conduct training sessions to inform technicians of Texas Instruments’ mentoring program and encourage their full participation. • Communicate with other factories to identify OneMake opportunities for technician resource sharing (rotating technicians based on expertise needed, conducting OJT PM training with technicians from other factories, etc.) and follow through by scheduling these events with technician supervisors in each factory.

10. Individual Development

11. Team Development

12. Team Development - Training • Current Process • “AdHoc” or opportunity training conducted as personnel are available; often times training is impacted by manufacturing priorities which require resources to be redirected. • Recommended Process • We can use the Technician Skills Matrix (shown on next slide) to identify & target specific critical equipment skills needed. • Once these skills have been identified, we can schedule required OJT certifications and other on the job training necessary. • As these events are scheduled they can be treated with same priority as Preventive Maintenance tasks. • PM Procedures can be audited during this training & recommendations sent to engineers for update.

13. Metrology EE Tech Skills Matrix (current levels of expertise across the team)

14. Team Development - ZUM • Current Process • We have one engineer who is our assigned ZUM “champion” & who sends out a compiled snapshot of our equipment Ao (availability) for the last four months prior to the current month to date (see similar snapshot on next slide). • This information does not include any specific plans of action to address or eliminate the chronic repeat failures ZUM is intended to resolve. • Recommended Process • Integrate ZUM into daily routines for technicians and engineers. • During pass down meetings, spend ten minutes reviewing ZUM data on one specific equipment set as presented by the engineer. • Allow another ten minutes brainstorming, discussing, and formulating a list of most likely root causes of the top 3 repeat failures. • Engineer compiles this list and formulates plan of action, sends plan out via email, and schedules the maintenance time with manufacturing.

15. Zero Unplanned Maintenance (ZUM)

16. Team Decision Making Process & Responsibility • Current Process • Team relies on supervisor’s prioritization of work based on manufacturing product line inventories, priority lot data requirements, & equipment availability for Preventive Maintenance activities. • Priorities communicated during shift change pass down meetings twice daily, 7am & 7pm. Techs responsible for responding to lot data production and repair requests such that manufacturing line is supported. • Any changes in priorities communicated to team by supervisor via phone or email or both.

17. Team Decision Making Process & Responsibility • Recommended Process • Improve: Team assesses manufacturing’s needs & prioritizes work based on manufacturing product line inventories, priority lot data requirements, & equipment availability for PM activities. • Sustain: Priorities communicated initially during shift change pass down meetings twice daily, 7am & 7pm. Techs responsible for responding to lot data production, scheduling of PM’s, & performing repairs such that manufacturing line is supported. • Improve: Any changes in priorities communicated to team by either supervisor or any team member via both phone & email. • Improve: Solicit feedback from team & collect additional suggestions on how they think they can assume these decisions from supervisor.

18. Internal & External Communications Internal Communication: According to Mazzei, “Internal communication is generally defined as the communication flow among people within boundaries of an organization” (2010, p. 221). In addition, Mazzei notes “involved employees actively engage in interpersonal, horizontal and cross-functional communication; seek information from multiple sources, from other specialists, and from the environment; and they search for management-, job- and task-related information” (2010, p. 223). External Communication: external audiences - media, industry analysts, and other influencers. According to a Best Practices Study, “Organizations must strategically align external and internal communication to business goals, to build corporate reputation and avoid risks” (2011, Para. 3).

19. Internal & External Communications • Current Process • Internal communications occur throughout organization: • email communications/notifications • quarterly department meetings • monthly engineering meetings • weekly module staff meetings • intranet site with resources, information, knowledge sharing • diversity councils communicate opportunities to all employees • surveys offered to solicit feedback in order to improve organization • open door policies make leaders accessible throughout organization • External communications: • public affairs communications to all stakeholders external to company • press releases announcing company news • quality department communicate with customers • corporate web site designed for current & potential customers • No recommendations for improvement in this area at this time.

20. Conflict Resolution • Current Process • Supervisor’s give feedback usually in a coaching session to help employees improve any performance, attendance, or other issues. • Usually reactive, i.e., employee possibly did not clearly understand the performance standards. • Recommended Process • Improve: Supervisor to clearly state all performance standards required to be met during the first formal performance discussion. • Improve: Supervisor to use informal process to coach employees as needed when first signs are evident that such coaching is warranted. • Improve: Supervisor to use informal process to inform employees as soon as positive behavior change or improvement is noticed.

21. Change Management Building Employee Commitment to Change According to the Corporate Leadership Council, “In a time when business change is constantly occurring, managers who communicate change effectively can improve their direct reports’ performance by as much as 29.2%”(2009, p.1).

22. Change Management • Current Process • Top-down communication to teams regarding change, most often not as timely as the actual implementation (after the fact). • Employee commitment not secured prior to change process. • Recommended Process • Utilize the method of building employee commitment to change as outlined by the Corporate Leadership Council: • “Understand the Change Commitment Process>>> • Inform – contact employees, check for awareness & understanding • Educate – positive perception & adoption of value + impact • Commit – change now part of org. routine; connect change to personal interests & goals of employees. • Support Employees as they Move Through the Process>>> • Inform – review the business case for the change • Educate – acknowledge frustration; keep employees focused • Commit – provide specific next steps; reinforce positive actions each individual can take” (2009, p.1).

23. References • Best practices report: External communications excellence: Optimizing group structure and resources. (2011). Health & • Beauty Close - Up, , n/a. Retrieved from • http://ezproxy.sckans.edu/login?url=http://search.proquest.com/docview/872084661?accountid=13979 • Conrad, S., & Matuson, R. (2009). Feedback loop. Mechanical Engineering, • 131(8), 24-25. Retrieved from • http://ezproxy.sckans.edu/login?url=http://search.proquest.com/docview/230181696?accountid=13979 • Corporate Leadership Council, Building Employee Commitment to Change, Washington, D.C., Corporate Executive Board, • 2009, pp. 1-3. • Corporate Leadership Council, Building the High Performance Workforce, Washington, D.C., Corporate Executive Board, • 2002, pp. 33a-33b. • Mazzei, A. (2010). Promoting active communication behaviors through internal communication. Corporate Communications, • 15(3), 221-234. doi:10.1108/13563281011068096