Just want to consolidate all my blogs into one location. Basically I have blogs on Friendster, WAYN and Multiply. These are ell unedited version of how I firstly written it. I can see a lot of grammatical errors... hehe. So here it goes:
Achieving Q4 incentive is quite tough than I expected
January 7, 2009, 2:27 pm
3rd week of December, 2008, Intel: It was supposed to be a week of pleasure and rest.
The doubt of a flawless operation to hit the less than 300u of Network Processor almost came to reality. Well, comparing to a chipsets requirement of 1 million unit, seems to be achievable. I knew, there’s no way, i can feel at ease, once that very last 1u was completed testing and it is passing and finally getting packed and shipped.
Couple of problems came out, units are failing as it is not meeting the expected speed, and there’s a recent VCC continuity causing the unit to fail. We had these problems before and it’s a fact that these are tool induced justified from the strong signal of commonality analysis had performed from a sufficient historical data.
Now we’re seeing it again, and the problem is, there’s only one tool left, and we can’t do our normal practice to transfer the processing to another tool. It’s a matter of time, luck, and planning now. We can get the tool for a tester debug, but we dont have time to do that, debugs normally takes 1 shift to perform (~12 hours). The tool is expected to be shut-off by end of the week for the planned factory shutdown. There’s no way we can choose a fast material either as we don’t have that much materials anymore. Relying on hold-materials waiting for failure analysis is not practical either.
Well, a supposed to be a week of rest turns out to be a week of hardwork. But it’s not what concerns me the most. It’s the Q4 incentive that is tied-in in our factory challenge to meet the delivery, yield, cycle time, etc. I knew achieving this success depends on us now. People nearby, keeps asking about the status: friends, bosses, everyone, even never-seen people, are pointing fingers on the product (and that reflects me, sadly). Though I know it’s tool problem and not a product. We’ll rather than explaining to everyone asking, telling it’s a product problem (period!) don’t do much harm.
Going in and going out inside a deserted, winter-cold, and gloomy factory is quite eerie, but not an option for me to think that way. And until the very last day of the week, and also the very last day of office for the year… Every tool is bagged, and you can see in the middle of the manufacturing floor, there’s only one tool operating, and in front of that tool is 4 people. 1 Operator (Annie), 1 Technician (Edward), 1 Engineer, and 1 Group Leader (Kuya Dodie), working together, doing repairs/debugs, giving moral support and technical advice just to finish how much ever we can complete with our limited time.
Something to be proud of is that, you know what? We’ve hit ~400u vs. 300u requirements. I’ve breathe out too hard, releasing all the gasses I’ve breathe in for the whole week. As I step-out along the hallway of Intel, I told myself, Now it will be a merry christmas and definitely a happy new year in Intel.
WW2.3 of 2009, Intel: Mike Wentling, Intel Cavite General Manager, announced that we met the Q4 Challenge.
Not because I want, It’s because they need.
September 26, 2008, 10:19 pm
As I walk on the hallway inside Intel, a familiar face appoaches me, she’s from manufacturing IX area and one of the people who always help me. She held my hand and told me… “My wish just came True!”. I can see the honest happiness on her face. She had just recieved the letter regarding her status of employment. She’s about to retire and she’s about to recieve what intel had promised. I’m really happy for her. How I wish everyone I know, will feel the same way, satisfied and relieved with whatever they are wishing from Intel.
I’ve known mine… several days ahead of her. And I’m surprised with what the management are telling me. All I know is that i just need to complete everything, close all pending items, and make sure that the one who’ll recieve my previous work can easily adapt and understand the way i used to. So I can leave with no worries and start a new beginning. But the moment they told me I’m “In”, i felt quite glad, yes I won’t deny I’m happy for it. I’m just thinking, there are other better people who wants to be “In” too, and i’m just a newbie, no skills, nothing. Anyway, I know there are reasons for everything. I’ll just think, things just happen not because I want, it’s because they need.
But I know, from that moment on, I’ll be taking a great risk. Well, I’ve been into a risk once this year, and i don’t think getting into another one will make this year different. Now, my plans are getting narrower and definite. Hope my decisions are correct, but whatever happens, i’ll make sure Intel’s decision is correct too. I’ll continue to do my job with dignity and pride (nax!).
I know it’s really hard during this difficult time, coz I’ll be missing a lot of people , ahmm… I don’t know what to say anymore, just good luck to everyone, and good luck for me too…
How the team worked well because of the Books and the Dot
July 4, 2008, 6:43 pm
Just wanted to have something written on my Blog Section. Had written loads of it before but mostly product of emotions, this time… well, it’s the same :-).
It’s to thank the people around me, with all the support i get, and to debug myself how did i do it. I don’t know how things happen… it’s sometimes funny to think how i can make people do what’s needed, how i can change one’s important decision, and how i can comment without objection.
Recent in my work area, there’s an important task assigned to me that later i realized would need astounding support more than myself. Time lines say it’s doable. But what I initially thought was right which was not, is I didn’t consider the fact that "human needs a break" and it’s only "me" who’ll work it out. It’s a fatal mistake that would mean slipping on the committed 4-weeks completion schedule (would normally take ~8 weeks).
"Oh no", I said… "I need support". Who’ll do it in the weekend? Who’ll do it at night? Who’s the expert I need in terms of machine troubles and machine conversions? Who’ll manage the work when I’m not there? Who’ll retrieve the data and analyze and pro-actively stop the operation and redo when there’s anomaly on the data?
I’m not the type of person who’ll run to my boss and will ask what to do. Given my poor planning and time-management capability, i guess the built-in resourcefulness inside me suffices it. I was able to influence and motivate 11 people (group of manufacturing specialists and technicians) to work for a common goal and make them believed that we can do it. Well, this is not the first i worked with a team i formed, but it’s the first time i formed a team that some people never met. They are 24/7 coverage distributed across all shifts who will do all the legwork (Front of Week, End of Week, Day and Night Shifts), and me will do the analysis, give them instructions and guide the team on track. Well, it greatly reduces the stress i started to feel, mentioning that i need to be awake day and night to manage them. It’s not my first time working beyond 48 hours, but for some reason, this time is much stressful and much demanding than before.
Road Blocks… I encountered bunch of it. I exercised my diplomatic and logical negotiation to the shift supervisor who is getting my tool and the people back to production. But instead I managed win-win negotiation to get more tool allocation (2 machines) to hasten our activity, and i helped them strategize loading to hit the weekly committed volume in return (shift supervisor’s deliverable). Another one is, of course, Demotivation, is something to expect if your handling a team. The key there is you should never let show them that you’re loosing hope in times of trouble (particularly machine troubles that seems to be on hard-down forever) even if it seems it really is for such a deadline-driven activity. Getting the right peson to consult to on the problem and a little verbal motivation "you can do it, i know you can" to the tecnicians makes a difference. They’re at it, they’re serious on fixing it up. And a little chit chat to the operators to keep them from idling.
The team is very very helpful, I appreciate the phone calls for a timely escalation of troubles, giving updates and asking me what to do next, although i expect a complete rest after I arrive at home (but it’s OK). It’s already a good news that i can go home and let them do what i told them rather be present on the manufacturing floor and monitor if they’re doing what i told (this happens on the first week). The synergy is maintained until at last… we’re at it. We’re done. But I’m not yet done on the people who helped me. I owe them a lot and a simple thank you is not enough. That kind of support is very rare and I learned a lot on that experience… Though it’s stressful at First time, the next time around should be Efficient. I should be able to manage the team much better with the right amount of resources and lesser head count next time as proper Planning would then take in place. I’m just lucky i had a team, but it doesn’t remove the fact that I’m a poor planner… something that i need to worked on within myself.
Debugging myself on how it was done… i think it’s just a pure application of what i have read before… "360 Leader" by Maxwell, "How to win Friends" by Dale Carnegie and the "7 habits of highly effective people" by Covey. Another thing that is very helpful, is the my so-called "Dot" that I’ve placed on those people that i easily connected with. Can’t define what the dot means, all i can say is that it is very helpful.
Achieving Q4 incentive is quite tough than I expected
January 7, 2009, 2:27 pm
3rd week of December, 2008, Intel: It was supposed to be a week of pleasure and rest.
The doubt of a flawless operation to hit the less than 300u of Network Processor almost came to reality. Well, comparing to a chipsets requirement of 1 million unit, seems to be achievable. I knew, there’s no way, i can feel at ease, once that very last 1u was completed testing and it is passing and finally getting packed and shipped.
Couple of problems came out, units are failing as it is not meeting the expected speed, and there’s a recent VCC continuity causing the unit to fail. We had these problems before and it’s a fact that these are tool induced justified from the strong signal of commonality analysis had performed from a sufficient historical data.
Now we’re seeing it again, and the problem is, there’s only one tool left, and we can’t do our normal practice to transfer the processing to another tool. It’s a matter of time, luck, and planning now. We can get the tool for a tester debug, but we dont have time to do that, debugs normally takes 1 shift to perform (~12 hours). The tool is expected to be shut-off by end of the week for the planned factory shutdown. There’s no way we can choose a fast material either as we don’t have that much materials anymore. Relying on hold-materials waiting for failure analysis is not practical either.
Well, a supposed to be a week of rest turns out to be a week of hardwork. But it’s not what concerns me the most. It’s the Q4 incentive that is tied-in in our factory challenge to meet the delivery, yield, cycle time, etc. I knew achieving this success depends on us now. People nearby, keeps asking about the status: friends, bosses, everyone, even never-seen people, are pointing fingers on the product (and that reflects me, sadly). Though I know it’s tool problem and not a product. We’ll rather than explaining to everyone asking, telling it’s a product problem (period!) don’t do much harm.
Going in and going out inside a deserted, winter-cold, and gloomy factory is quite eerie, but not an option for me to think that way. And until the very last day of the week, and also the very last day of office for the year… Every tool is bagged, and you can see in the middle of the manufacturing floor, there’s only one tool operating, and in front of that tool is 4 people. 1 Operator (Annie), 1 Technician (Edward), 1 Engineer, and 1 Group Leader (Kuya Dodie), working together, doing repairs/debugs, giving moral support and technical advice just to finish how much ever we can complete with our limited time.
Something to be proud of is that, you know what? We’ve hit ~400u vs. 300u requirements. I’ve breathe out too hard, releasing all the gasses I’ve breathe in for the whole week. As I step-out along the hallway of Intel, I told myself, Now it will be a merry christmas and definitely a happy new year in Intel.
WW2.3 of 2009, Intel: Mike Wentling, Intel Cavite General Manager, announced that we met the Q4 Challenge.
Not because I want, It’s because they need.
September 26, 2008, 10:19 pm
As I walk on the hallway inside Intel, a familiar face appoaches me, she’s from manufacturing IX area and one of the people who always help me. She held my hand and told me… “My wish just came True!”. I can see the honest happiness on her face. She had just recieved the letter regarding her status of employment. She’s about to retire and she’s about to recieve what intel had promised. I’m really happy for her. How I wish everyone I know, will feel the same way, satisfied and relieved with whatever they are wishing from Intel.
I’ve known mine… several days ahead of her. And I’m surprised with what the management are telling me. All I know is that i just need to complete everything, close all pending items, and make sure that the one who’ll recieve my previous work can easily adapt and understand the way i used to. So I can leave with no worries and start a new beginning. But the moment they told me I’m “In”, i felt quite glad, yes I won’t deny I’m happy for it. I’m just thinking, there are other better people who wants to be “In” too, and i’m just a newbie, no skills, nothing. Anyway, I know there are reasons for everything. I’ll just think, things just happen not because I want, it’s because they need.
But I know, from that moment on, I’ll be taking a great risk. Well, I’ve been into a risk once this year, and i don’t think getting into another one will make this year different. Now, my plans are getting narrower and definite. Hope my decisions are correct, but whatever happens, i’ll make sure Intel’s decision is correct too. I’ll continue to do my job with dignity and pride (nax!).
I know it’s really hard during this difficult time, coz I’ll be missing a lot of people , ahmm… I don’t know what to say anymore, just good luck to everyone, and good luck for me too…
How the team worked well because of the Books and the Dot
July 4, 2008, 6:43 pm
Just wanted to have something written on my Blog Section. Had written loads of it before but mostly product of emotions, this time… well, it’s the same :-).
It’s to thank the people around me, with all the support i get, and to debug myself how did i do it. I don’t know how things happen… it’s sometimes funny to think how i can make people do what’s needed, how i can change one’s important decision, and how i can comment without objection.
Recent in my work area, there’s an important task assigned to me that later i realized would need astounding support more than myself. Time lines say it’s doable. But what I initially thought was right which was not, is I didn’t consider the fact that "human needs a break" and it’s only "me" who’ll work it out. It’s a fatal mistake that would mean slipping on the committed 4-weeks completion schedule (would normally take ~8 weeks).
"Oh no", I said… "I need support". Who’ll do it in the weekend? Who’ll do it at night? Who’s the expert I need in terms of machine troubles and machine conversions? Who’ll manage the work when I’m not there? Who’ll retrieve the data and analyze and pro-actively stop the operation and redo when there’s anomaly on the data?
I’m not the type of person who’ll run to my boss and will ask what to do. Given my poor planning and time-management capability, i guess the built-in resourcefulness inside me suffices it. I was able to influence and motivate 11 people (group of manufacturing specialists and technicians) to work for a common goal and make them believed that we can do it. Well, this is not the first i worked with a team i formed, but it’s the first time i formed a team that some people never met. They are 24/7 coverage distributed across all shifts who will do all the legwork (Front of Week, End of Week, Day and Night Shifts), and me will do the analysis, give them instructions and guide the team on track. Well, it greatly reduces the stress i started to feel, mentioning that i need to be awake day and night to manage them. It’s not my first time working beyond 48 hours, but for some reason, this time is much stressful and much demanding than before.
Road Blocks… I encountered bunch of it. I exercised my diplomatic and logical negotiation to the shift supervisor who is getting my tool and the people back to production. But instead I managed win-win negotiation to get more tool allocation (2 machines) to hasten our activity, and i helped them strategize loading to hit the weekly committed volume in return (shift supervisor’s deliverable). Another one is, of course, Demotivation, is something to expect if your handling a team. The key there is you should never let show them that you’re loosing hope in times of trouble (particularly machine troubles that seems to be on hard-down forever) even if it seems it really is for such a deadline-driven activity. Getting the right peson to consult to on the problem and a little verbal motivation "you can do it, i know you can" to the tecnicians makes a difference. They’re at it, they’re serious on fixing it up. And a little chit chat to the operators to keep them from idling.
The team is very very helpful, I appreciate the phone calls for a timely escalation of troubles, giving updates and asking me what to do next, although i expect a complete rest after I arrive at home (but it’s OK). It’s already a good news that i can go home and let them do what i told them rather be present on the manufacturing floor and monitor if they’re doing what i told (this happens on the first week). The synergy is maintained until at last… we’re at it. We’re done. But I’m not yet done on the people who helped me. I owe them a lot and a simple thank you is not enough. That kind of support is very rare and I learned a lot on that experience… Though it’s stressful at First time, the next time around should be Efficient. I should be able to manage the team much better with the right amount of resources and lesser head count next time as proper Planning would then take in place. I’m just lucky i had a team, but it doesn’t remove the fact that I’m a poor planner… something that i need to worked on within myself.
Debugging myself on how it was done… i think it’s just a pure application of what i have read before… "360 Leader" by Maxwell, "How to win Friends" by Dale Carnegie and the "7 habits of highly effective people" by Covey. Another thing that is very helpful, is the my so-called "Dot" that I’ve placed on those people that i easily connected with. Can’t define what the dot means, all i can say is that it is very helpful.
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