Skill strengthening for Intel manufacturing supervisors

UNIVERSITÉ LIBRE DE BRUXELLES MBQPM4 DO HOANG TRAM SKILL STRENGTHENING FOR INTEL MANUFACTURING SUPERVISORS MASTER FINAL PROJECT MASTER IN BUSINESS QUALITY AND PERFORMANCE MANAGEMENT Tutor’s name: Dr Jacques Martin Ho Chi Minh City (2014) i STATEMENT OF AUTHENTICATION The project entitled “SKILL STRENGTHENING FOR INTEL MANUFACTURING SUPERVISORS” is my own work. All tables and figures are created by the author unless otherwise specified and the data used in the research are sourced from the Intel Vietnam manufacturing data. The arguments and opinions are solely from the author’s point of view and are not the official position of Intel Corporation or Vietnam Assembly and Test. Ho Chi Minh City, 06/2014 Do Hoang Tram ii ACKNOWLEDGEMENTS First, , I would like to give my greatest appreciation to my thesis tutor, Dr. Jacques Martin, for his expertise in guiding me to select the right research’s analytical framework and for his continuous coaching to make the flow of the research smooth. Second, I would like to thank the Intel manufacturing management for their precious time during the interviews and surveys. Third, I would like to thanks the untiring support of my family. Most of all, I thank God for His goodness in giving me strength to pursue this program. Do Hoang Tram iii TABLE OF CONTENTS STATEMENT OF AUTHENTICATION i ACKNOWLEDGEMENTS … ii LIST OF ABBREVIATIONS .vi LIST OF FIGURES vii LIST OF TABLES .vii INTRODUCTION 1 1.1. Problem Statement 1 1.2. Scope and Delimitation 1 PART I: RESEARCH OBJECTIVES AND BACKGROUND 2 Chapter 1: Methodology and Design 3 1.1. Research Question 3 1.2. Objectives 3 1.3. Research Methodology 3 1.4. Research Method 3 1.5. Research Design 4 Chapter 2: External and Internal Environments Linkages 6 2.1. Technological Business Environment 6 2.2. Vietnam Assembly and Test Organization 6 2.3. Manufacturing Operations 8 2.4. Roles of the Manufacturing Supervisors 9 PART II: THE COLLEGE OF SUPERVISORS: ACHIEVING THE EXPECTED RESULTS 11 Chapter 1: College of Supervisors Program Overview 12 1.1. Organization of College of Supervisors Program 12 1.2. Program Objectives, Outputs and Expected Results 13 iv 1.3. Curriculum 14 1.4. Training Methodology 16 Chapter 2: Output Indicators 17 2.1. Safety Output Indicators 17 2.2. Quality Output Indicators 17 2.3. Productivity Output Indicators 18 2.4. Controls Output Indicators 18 2.5. Lean Output Indicators 19 2.6. Cycle Time Output Indicators 19 PART III: PERFORMANCE ANALYSIS AND IMPROVEMENT OF COLLEGE OF SUPERVISORS PROGRAM 21 Chapter 1: Measurement of College of Supervisors Program 22 1.1. College of Supervisor Objectives versus the Result Measurement 22 1.2. Roles of Manufacturing Supervisors Measurement 23 1.3. College of Supervisor Organization Measurement 24 1.4. Curriculum Measurement 25 1.5. Training Methodology Measurement 26 1.6. Safety Output Measurement 27 1.7. Quality Output Measurement 28 1.8. Productivity Output Measurement 29 1.9. Controls Output Measurement 30 1.10. Lean Output Measurement 31 1.11. Cycle Time Output Measurement 32 Chapter 2: Discussion and Analysis of College of Supervisors Program 33 Chapter 3: Improvements for College of Supervisors Program 45 3.1. Objective as Against the Expected Results Continuous Improvement 45 3.2. Roles of the Manufacturing Supervisor Continuous Improvement 46 3.3. Curriculum Continuous Improvement 47 v 3.4. Training Methodology Continuous Improvement 49 3.5. Safety Continuous Improvement 51 3.6. Quality Continuous Improvement 52 3.7. Controls Continuous Improvement 52 3.8. Lean Continuous Improvement 53 3.9. Cycle Time Continuous Improvement 53 CONCLUSION 55 LIST OF REFERENCES 56 APPENDIX 1: Management Feedback Survey 58 APPENDIX 2: Manager Feedback Tool Questions 59 APPENDIX 3: Program Assessment Form 60 vi LIST OF ABBREVIATIONS BAM – Ball Attach Module CAM - Chipset Attach Module COS - College of Supervisors CPU - Central Processor Unit DM - Department Manager EHS - Environmental Health and Safety FM - Factory Manager EOC – Emergency Operations Center ERT - Emergency Response Team FUR - Found Unit Report GM - General Manager HRD - Human Resource Department INTC – Intel Corporation MMS - Manufacturing Management System MRB - Material Review Board MUR - Missing Unit Report ODM – Original Design Manufacture OEM – Original Equipment Manufacturer PC - Personal Computer PTR - Problem Tracking Report RIMS - Reject Inventory Management System SoC - System-on-Chips TPT – Through Put Time USB - Universal Serial Bus VNAT - Vietnam Assembly and Test WS - Workstream System vii LIST OF FIGURES Figure 1: Analytical Framework 4 Figure 2: Vietnam Assembly and Test Organization 7 Figure 3: Factory Organization 7 Figure 4: Manufacturing Operation Process Flow 8 Figure 5: COS Organization 12 Figure 6: COS Program Framework 14 Figure 7: College of Supervisors Curriculum Overview 16 Figure 8: Management Feedback 23 Figure 9: COS Program Assessment Results 25 Figure 10: Safety Output Indicators 27 Figure 11: Quality Output Indicators 28 Figure 12: Productivity Output Indicators 29 Figure 13: Controls Output Indicators 30 Figure 14: Lean Output Indicators 31 Figure 15: Cycle Time Output Indicators 32 Figure 16: VNAT Safety Management System 38 Figure 17: Proposed Supervisor Framework for Continuous Learning and Development 46 Figure 18: Proposed COS Curriculum 49 LIST OF TABLES Table 1: COS Curriculum Overview 15 Table 2: Output Indicators 13 Table 3: Result of the Manager’s Feedback Tool 20 Table 4: Summary of Findings on COS Program .44 Table 5: Proposed Correction for the Questions on Program Assessment Form .50 1 INTRODUCTION 1.1. Problem Statement The manufacturing supervisors are the front line supervisors of the factory. They are the cutting edge of Intel manufacturing operation which is the core business of the Vietnam Assembly and Test (VNAT). VNAT hiring strategy is to source candidates from the pool of recent college graduates with and without technical background. They are required to take a unique tailor-made program called College of Supervisors (COS) to develop them to become competent supervisors in Vietnam’s manufacturing environment. There are some doubts about the relevance and effectiveness of the program for the manufacturing supervisors to become word class in leading their manufacturing technicians towards flawless line execution. With that, this research attempts to re- examine the relevance of the program based on its objectives, training process, outputs and the expected results. This is because the supervisor’s skills are directly the result of the training process. 1.2. Scope and Delimitation The research covers the COS Program in VNAT facility only. Being the youngest manufacturing site of Intel Corporation (INTC), VNAT has not yet achieved the required institutional maturity and competency as compared to the older sites like Malaysia, China and Costa Rica to make it more responsive to Intel Corporation’s direction towards manufacturing excellence. 2 PART I RESEARCH OBJECTIVES AND BACKGROUND [...]... and Design 1.1 Research Question Is the current COS program adequate in strengthening the manufacturing foundation skills for the supervisors to successfully manage the manufacturing technicians towards flawless line execution? 1.2 Objectives The research attempts to assess the current COS program with an end in mind to make it s manufacturing excellence 1.3 Research Methodology The research uses inductive... research collects data from Intel manufacturing practices, COS program which includes the current COS curriculum and the COS Program Assessment Results as primary source of data The research likewise conducts surveys and interviews to the manufacturing staff and management to get their feedback on the effectiveness of the program in strengthening the skills of the manufacturing supervisors Data collected... Department Manager (DM) with 4 shift managers that run the manufacturing in a 24x7 operation Each shift manager has five manufacturing supervisors Each manufacturing supervisor has to have an average of 18 manufacturing technicians The current number of manufacturing technicians is 344 The employees inside the red rectangle are the shift employees under the manufacturing department Inside the green dotted rectangle... dilemmas Most of all, manufacturing supervisors must role modeling business excellence 11 PART II THE COLLEGE OF SUPERVISORS PROGRAM: ACHIEVING THE EXPECTED RESULTS 12 Chapter 1: College of Supervisors Program Overview VNAT has started its manufacturing operation in July 2010 The units being produces were chipsets During that time up to early 2013, majority of the manufacturing supervisors were expatriates... stolen processors got to the due to the quality issue The manufacturing supervisors log and track the reject units in the Reject Inventory Management System (RIMS) The prohibition of the camera and USB Property rights and its trade secrets Control of this information is needed in order for Intel to have a competitive advantage The manufacturing supervisors log and track this indicator in the security... the manufacturing supervisors are not performing well to the end result of the program which is excellent supervisory skills in people management Specifically for Q1 2013, all scores failed; 84% being the highest (gives feedback) while the lowest is 64% (gives carreer guidance) For Q2 2013, only one meets the goal (meets to set expectation) which is 85%; the lowest is 66% (gives career guidance) For. .. Program Principal to identify and develop required quality training needs for manufacturing supervisors to ensure continuous quality process is adhered to (Technical Training, 2012) 1.2 Program Objectives, Outputs and Expected Result The objectives of the program are to develop world class manufacturing supervisors that demonstrate Intel high standards of excellence in people management and line execution... customer (Technical Training, 2012) 2.4 Roles of the Manufacturing Supervisors Manufacturing supervisors must demonstrate business and strategic acumen (Human Resource, n.d.) They must 10 drive continuous improvement They must interpret and communicate trends and issues and to make data-based decisions as informed risks Manufacturing supervisors must build strong and vital organization (Human Resource,... impacts the inventory of Intel as well The manufacturing supervisors log and track this indicator in the security database 2.5 Lean Output Indicators Lean indicator is gauged in terms of numbers of accepted and rejected submission of lean proposal by the employees with a goal of 80% acceptance rate of the total lean proposal (Manufacturing Department, 2009) The manufacturing supervisors log and track... of HRD School assesses organizations, defines and implements the best HR solutions for supervisor development needs, and develops training needs for manufacturing supervisors (Technical Training, 2012) The Dean of Manufacturing Operations and Technical School partners with Program Principals to identify and develop manufacturing supervisor competencies in project management, effective employee relations, . MBQPM4 DO HOANG TRAM SKILL STRENGTHENING FOR INTEL MANUFACTURING SUPERVISORS MASTER FINAL PROJECT MASTER IN BUSINESS QUALITY AND PERFORMANCE MANAGEMENT Tutor’s. Minh City (2014) i STATEMENT OF AUTHENTICATION The project entitled SKILL STRENGTHENING FOR INTEL MANUFACTURING SUPERVISORS is my own work. All tables and figures are created by the author. Question Is the current COS program adequate in strengthening the manufacturing foundation skills for the supervisors to successfully manage the manufacturing technicians towards flawless line