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

My Leadership Initiatives for Team & Individual Improvement

Elizabeth Shockley

LEAD 520 – Leadership Coaching

March 22, 2012

Dr. Susan Sasiadek

Southwestern College Professional Studies

My Leadership Style as Supervisor

Transformational – provide vision ,

empower & motivate high performance

Communicative – open and frequent

feedback for individuals & team

Fostering collaboration –

provide opportunities for

growth

Providing support – identify

and resolve roadblocks to

success

Fab Manager

Branch 1 Engineering Manager Branch 2 Engineering ManagerContamination Control

and Project Management

CMP/Wet Engineering Section Manager

Thermal/RTP/Implant Engineering

Section Manager

Metrology/AMHS/Yield Enhancement Section Manager

Engineering Support

Plasma EngineeringSection Manager

Photo EngineeringSection Manager

Thin Film EngineeringSection Manager

Parts Management

DM6 Engineering Organizational Structure & Chain of Command

Metrology/AMHS/Yield Enhancement Module

Fab Engineering

Section Manager

JerryRussScott

SirishaDuane

JoeLiz

DavidDanKen

Technician Supervisors&

Metrology/AMHS/YE Shift Technicians

Project Technicians

Skip

Total: 13

Metrology/AMHS/YE Shift Technicians

Total:31

C - ShiftBill

A – ShiftBeth

D - ShiftBill

B – ShiftBeth

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*

* PE Technicians

Performance Evaluation Measurement & Feedback

Employee Feedback Tied to Performance ResultsConrad 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 FeedbackAccording 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.

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.

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 & trustIncreased job satisfaction

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.

Individual Development

On The Job (OJT) Training – facilitate PM

events so that individuals can train & become certified on

PM tasks

Partner trainer with trainee on OJT

Certification process

Facilitate Mentorship Program & support alignment between

supervisor, mentor, & mentee

Work with individuals to identify collaboration

opportunities with other teams, modules, &

factories

Team Development

On The Job (OJT) Training – increased certifications improve flexibility & depth of

skill on team

Trainer & trainee work together to ID

improvements needed in PM procedures

Implement frequent review of Zero

Unplanned Maintenance (ZUM)

Pareto Chart of Equipment Failures

Facilitate Team Meetings to brainstorm, share ideas, & develop plan to eliminate ZUM-

identified failures

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 ProcessWe 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.

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

Equipment Technicians A & B Shifts >>>>> Gre

g

Ala

n

Godfr

ey

Tam

my

Dan

Tony

Ste

ve

Darius

Jam

es

Donovan

Mark

Jam

es

Archer Overlay H- M HH R L L H R M L L LSP1 Particle Inspection HH R HH MW L L H- HH R L L LSP2 Particle Inspection H- R H- R L L R R R L L LAmat Complus R R H- R L L R R R L L LAMAT Verity SEM HW R H R L L H R M L L LAMAT Semvision R R H R L L R M M L L LKLA F5 H H- HH R L L H R H- L L LKLA Optiprobe HH HH HH R L L H- R H- L L LTechnos TXRF H- R H L L L H- HH R L L LStocker FOUP L L L L HH H- R L L H M MWStocker Reticle Bare (GUARDIAN) L L L L M R R L L H- M LLifter Fire Doors L L L L HH L R L L H- M LCar EBAY L L L L HH H R L L H MW HHCar ABAY L L L L HH H R L L H MW HHTrack EBAY (Including nodes, stations & TT) L L L L HH H R L L H H HHTrack Abay (Including nodes, stations & TT) L L L L HH H R L L H H HHDiagnostic Test Loops EBAY and ABAY L L L L HH HH R L L H H HHDiagnostics & tools for OHT/loadport interface L L L L HH HH R L L H HH HHRepair Skill LevelHH : Able to fix complex issues independently L : Unable to fix routine issues H : Able to T/S & complete 75% routine repairs w/minimal guidance HW : Current assigned solving complex issues H- : H level capability/performance, no OJT certified MW : Current assigned t/s repairs needed M : Completed OJT Cert. (up to SA) & perform basic work LW : Current assigned OJT certification

Team Development - ZUM

Current ProcessWe 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.

Zero Unplanned Maintenance (ZUM)

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.

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.

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).

Internal & External Communications

Current Process Internal communications occur throughout organization:

email communications/notificationsquarterly department meetingsmonthly engineering meetingsweekly module staff meetingsintranet site with resources, information, knowledge sharingdiversity councils communicate opportunities to all employeessurveys offered to solicit feedback in order to improve organizationopen door policies make leaders accessible throughout organization

External communications:public affairs communications to all stakeholders external to companypress releases announcing company newsquality department communicate with customerscorporate web site designed for current & potential customers

No recommendations for improvement in this area at this time.

Conflict Resolution

Current ProcessSupervisor’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 ProcessImprove: 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.

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).

Change Management

Current ProcessTop-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 ProcessUtilize 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).

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