weitman, leonard directing success rev 1

LEONARD WEITMAN

Directing Success

in Manufacturing and Operations

Making order out of chaos

Finding solutions among challenges

Guiding people to success

6415 SW 90th Ave

Portland, OR 97223-7218

Phone: 503-319-9825

Email: [email protected]

Leonard Weitman page 2 Directing Success

Directing Technical Product Manufacturing and Operations: Including Semiconductors, Imaging Devices, Video Displays, Solar Devices and Panels, Specialized Computer Systems.

Clockwise from top left: - Thin film solar panel (2.2m x 2.6m) - PE-CVD system for solar panels - Ion Implant system for semiconductors - Chips mounted on ceramic package - Video systems being tested - Ion beam for semiconductor doping


CONTENTS: DEMONSTRATED AND VERIFIABLE SUCCESSES

Page

Section 1 – Measurable Results

Direction of Solar Panel Manufacturing Start Up in India 4

Management of Lean Technical Manufacturing and Operations (production, planning, staffing, purchasing, equipment service) 6

Management of Technical Product Support 8

Design of Factories for Efficient Manufacturing (layout, staffing, workstation, equipment) 10

Analysis and Improvement of Process Flow and Capacity 12

Plant Design and Facilities Management (facility, utility distribution, energy management) 14

Management of Business Development 16

Section 2 – Management Philosophy

People and Profits 17

Process Improvement 18

Programs and Projects 19

Complex Change 20

Guidelines for a Manager 21

Hands On 22

Section 3 – Professional Reference Materials

References 23

Resume 24


The Challenge: Directing a Plant Start Up in India

• The company’s first turn-key solar panel factory was sold to a customer in India.

• The customer was unfamiliar with the requirements of high-technology manufacturing facilities or processes.

• The infrastructure in India for all aspects of doing business is not yet fully developed.

Actions:

• Directed 300 people through all aspects of the first turn-key 65 MW size thin-film solar panel manufacturing plant delivered to a customer.

• Guided the customer through construction questions.

• Led our company through resolution of issues as they were discovered (this was the first plant of its kind shipped).

• Directed the delivery, move in, installation, start up, and qualification for the entire line of heavy equipment and conveyor systems.

• Managed the resolution of throughput issues to completion.

Results:

• Completed the largest thin-film solar manufacturing plant in India, a $60M project, on time, while overcoming cultural and language differences, numerous delays, and design changes.

• Met contractual throughput and quality requirements, as certified by an independent 3rd party, started production, and handed the factory over to the customer.

Reference:

Susan Rosenthal, Director Project Management (831) 566-2093


Clockwise from top left:

• Factory building, shown in its rural context

• Typical delivery and transportation methods

• Completed front end of the production line

• Multi-chamber PE-CVD with one chamber lid lifted

• Factory under construction


The Challenge: Manufacturing Management

• Semiconductor factory (wafer fab, packaging and test areas) was choked with work-in-process inventory (WIP).

• Time from start to finish in the line (cycle time) was too long to support effective process control – defective product could not be detected before many lots were already run under the defect-causing conditions.

Actions:

• Determined status of each lot in the line. Scrapped obviously bad material. Prioritized remaining lots based on customer need and pushed them through the line.

• Did not start new material until WIP dropped to optimal levels.

• Only started as many lots each day as the line could support.

• Determined root causes of lengthy line interruptions.

• Addressed substantial personnel performance issues fairly, ethically and effectively.

Results:

• Throughput rose 89% year over year.

• Cycle time dropped by 67% during the same period.

• Line uptime doubled in most severely affected areas.

• Number of staff remained flat at the same time.

Reference:

Art Luthi, Product Line General Manager, at the time (541) 410-6470


Manufacturing Performance Improvement

by Implementation of Lean Methods and Effective Personnel Management WAFERS SHIPPED by QUARTER

0

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Yr1 Qtr1 Yr1 Qtr2 Yr1 Qtr3 Yr1 Qtr4 Yr2 Qtr1 Yr2 Qtr2 Yr2 Qtr3 Yr2 Qtr4

FISO

FS

BS

MANUFACTURING MODULE UPTIME

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Photo Diffusion Deposition Thinning Packaging Test

Per

cent

Upt

ime

Year 1 Year 2

89%

Avg = 240

Avg = 129


The Challenge: Technical Product Support

• Ion Implant equipment we supplied was not performing to the customer’s requirements or contracted specifications for uptime and particles.

Actions:

• Formed a team of design, manufacturing, and field engineers to determine the root causes and make corrections.

• Worked with the customer to develop and agree on equipment and process performance measurement methods.

• Excellent teamwork allowed factory staff to redesign chamber parts based on field inputs and measurements.

• Field staff worked alongside, organized and trained customer staff to address equipment maintenance requirements.

Results:

• Equipment up time rose from 71.4% to 87.9% (exceeded 85% goal).

• In-situ particle counts dropped by 75%.

• Customer followed with $15M of additional orders.

Reference:

Mitchell Taylor, VP, Ion Implant Division, at the time (408) 464-1671


Design and Implementation of Operational Performance Metrics

2

APPLIED IMPLANT TECHNOLOGIES GROUP

Micron Fab 6 – QX Plus 16.5% Availability Improvemen t

3


Since particle problems were identified and the pro ject begun in July, working together with Intel, Applied Materials has reduced mean particle counts by 75%.

Initial Results:Step-Function Particle Reductions at Intel in 3 Mon ths

0

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uly

13-S

ep

3-O

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11-O

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Bes

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As-3

Ge-20

Ge-5

Si-20

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P-12

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Goa

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The Challenge: Factory Design for Efficiency

• The solar panel R&D center design had been drafted without a clear vision as to its purpose or goals. The result was a material flow that required some manual product handling and was inflexible for adding future process equipment or accommodating process experiments.

Actions:

• Discussed project goals with key stakeholders.

• Developed and reached agreement regarding clear objectives.

• Redesigned lab based on clear vision.

Results:

• Completed the design, meeting or exceeding objectives while remaining under the total approved project budget.

• Obtained approval from all stakeholders for the new design.

Reference:

Ruiping Wang, Director, Solar R&D Lab, Xi’an, China From the US: 011-86-150-2905-2618 [email protected]

Applied Materials ConfidentialSolar Business Group

Xi’an Solar LabProject Cost, Schedule, Performance

22-Jan-09

Leonard Weitman

Applied Materials Confidential

4

Solar Business Group

Xi’an Solar Lab Project Vision

During 2009, construct and start up an Applied Materials Solar Lab facility capable of Gen 8.5 Thin Film processing and Crystalline Silicon to:

� Validate the full line of BKM recipes and trouble shoot field problems.

� Support Continuous Improvement Programs and SunFab2.0 development for introduction into the Solar product portfolio.

� Support new process or equipment development for introduction as Applied Materials Solar product.

� Support AGU Solar Equipment training for customers and Applied Materials personnel.

� Provide a showcase for viewing by potential customers.


Plant Design That Meets the Needs of the Business Designing a manufacturing plant must account for all of the desired goals – without defining a clear vision of the desired outcome, the design will miss the mark. Before Vision Definition:

After Vision Definition and Implementation:


The Challenge: Process Flow and Capacity Analysis

• The video display manufacturing line capacity was far below customer requirements. Demand was continuing to rise and production capacity needed to be tripled.

Actions:

• Before designing and building a new line, a mathematical model was constructed showing the capacity of each process step and how it compared to forecasted demand.

• A new line was designed with capability to meet both forecasted capacity and an alternate “sensitivity analysis” forecast.

Results:

• Completed the design, meeting or exceeding objectives while remaining under the total approved project budget.

• Managed implementation of the new line.

• Published the methodology for production capacity forecasting in the Journal of Industrial Engineering.

Reference:

Tom M. West, Ph.D., Oregon State University, now retired (541) 330-6911


Production Process Flow Analysis and Planning


The Challenge: Facilities Management

• Integrated Circuits Operation was spending $4M per year on utilities including: process gases, heating & cooling, electricity, and various water systems.

• This amounted to more than 10% of the total expenses of the entire operation.

Actions:

• A project team of facilities engineers and technicians collected data on where, when, how, and why utilities were consumed in the building.

• The opportunities for savings were prioritized based on the size of savings and the return on invested capital.

• A plan was developed and approved.

Results:

• Within one year annual utility costs were reduced by $800K. By the end of two years this had grown to $1.5M/year.

• As a result of working together, all portions of the facilities team grew to trust and respect each other.

• All parts of the business grew to learn how integral the facility was to the success of the operation and a much higher degree of teamwork was established across the organization.

Reference:

Art Luthi, Division Controller, at the time (541) 410-6470


These are most of the people who worked on the project. They included fab engineers, facilities engineers, and facilities technicians.


The Challenge: Business Development

• The Ion Implant Division was in the midst of negotiating a contract that could lead to greater than $100M of business over a two year period. We needed to be sure we understood the impact of costs and pricing on overall gross margin prior to finalizing the proposed agreement.

Actions:

• Working closely with division accounting, manufacturing, and design engineering, a model was constructed taking into account expected cost reductions due to manufacturing improvements and component design improvements.

Results:

• The model helped us understand the effects of reducing the Average Selling Price (ASP) and materials costs per unit, which would lead to an expected increased sales unit Volume, and the impact this would have on the resulting Gross Margin (GM) and ultimately total revenue for the business.

Reference:

Tim Tees, Account Manager (503) 369-4234

5


Sensitivity of GM% to ASP and VolumePeriod Costs Amortized Over 17 Tools/Quarter Period Costs Amortized Over 20 Tools/Quarter

Period Costs Amortized Over 23 Tools/Quarter Period Costs Amortized Over 26 Tools/Quarter

25.0%

30.0%

35.0%

40.0%

45.0%

$2.9

00

$3.0

00

$3.1

00

$3.2

00

$3.3

00

$3.4

00

$3.5

00

Average Selling Price ($M)

GM

%

1.275

1.350

1.425

1.498

targetGM%

Base Mat'l Cost ($M)

25.0%

30.0%

35.0%

40.0%

45.0%

$2.9

00

$3.0

00

$3.1

00

$3.2

00

$3.3

00

$3.4

00

$3.5

00


GM

%

1.275

1.350

1.425

1.498

targetGM%

Base Mat'l Cost ($M)

25.0%

30.0%

35.0%

40.0%

45.0%

$2.9

00

$3.0

00

$3.1

00

$3.2

00

$3.3

00

$3.4

00

$3.5

00


GM

%

1.275

1.350

1.425

1.498

targetGM%

25.0%

30.0%

35.0%

40.0%

45.0%

$2.9

00

$3.0

00

$3.1

00

$3.2

00

$3.3

00

$3.4

00

$3.5

00


GM

%

1.275

1.350

1.425

1.498

targetGM%

Base Mat'l Cost ($M) Base Mat'l Cost ($M)


MANAGEMENT PHILOSOPHY – Profits and People The needs of employees, customers, and the business are not inconsistent with one another.

APPLIED MATERIALS Confidential

APPLIED MATERIALS - IWWA Aloha Site Operations

Employee Satisfaction: A Means to an EndApril 19, 1996

4/18/96 Leonard Weitman page 1

Underlying Reasoning and Philosophy(the world according to Leonard)

� Particularly in the business of Customer Service, the ONLY assets we have that enable customer satisfaction are the people that provide the service.

� As a result, it is critical to the success of our business that we attract and retain highly motivated, skilled and trained people.

� Employees are not commodities or “interchangeable parts” that can be replaced as needed. (Referring to them as “heads” and “headcount” is disrespectful and may be an indication of a “commodity mind-set”.) These are individual human beings who have needs & wants, hopes & dreams, families & home life, joys & sorrows. All of these aspects must be taken into account at all times when dealing with these people.

� If the people in the department enjoy their work, feel challenged and needed, and believe that their employer values their contribution, they will stay with the company.

� If these experienced and trained people stay with the company, we do not have to continually replace them, investing in additional recruiting, training, etc.

� If we provide a stable and highly skilled work force to our customer, our customer will see the benefit as superior customer service.

� If our customer perceives superior customer service, this weighs heavily in their decision to buy additional equipment.

� If they continue to buy more equipment, Applied Materials continues to grow and prosper and the stockholders benefit.

APPLIED MATERIALS Confidential

APPLIED MATERIALS - IWWA Aloha Site Operations

Employee Satisfaction: A Means to an EndApril 19, 1996

4/18/96 Leonard Weitman page 4

This all sounds “warm and fuzzy”, but…...

� One of the most important responsibilities I have as a manager is to ensure that people feel valued.

� One of the worst ways for people to feel violated is to be forced to work with someone who is not doing their job satisfactorily.

� Therefore, I take it very seriously if someone is falling short of objectives:� I speak directly with the “offender” in private. No tes from

conversations are kept in my daily log.� If verbal advice does not work, written advice is offered. Written advice

is added to a person’s personnel file.� Performance reviews cite specific areas of improvement:

� If the person has made improvement in cited areas, this is highlighted.

� If they have not responded as necessary, this is cited in the review.� Ultimately, if a person is not meeting objectives they will leave the

department one way or another.

� In any case, people are dealt with in an open, honest and fair manner. The issues are clearly stated and the person has clear direction and sufficient opportunity to make corrections.

Reference: John Hoffman, Account VP/GM at the time, now a CEO (925) 924-1480 ext; 202


MANAGEMENT PHILOSOPHY - Process Improvement

Problem Definition

• Where are we now and where do we need to be?

• How do we get there?

Underlying Bases for Action

• People generally want to do the right thing.

• There are often obstacles to making the transition.

• Much of the required knowledge and expertise is available within the existing staff.

The Project Management Approach:

• Identify the current problems and desired areas for change that benefit the business.

• Determine root causes for these limitations through open discussion and objective research.

• Define the desired end results of the project. Obtain agreement among key stakeholders.

• Design the work packages (steps) required to “get from here to there.”

• Assign responsibility for each work package.

• Determine the available budget. Obtain approval for the budget.

• Develop the project schedule and routinely track progress.

• Assist people with breaking down barriers to change.

• Report progress to stakeholders and project team to keep everyone motivated and enthusiastic.


Materials Availability Improvement - Project Sequence


Make Sure all of the Necessary Elements are in Place

Effecting change in an organization requires all of the necessary elements of management. If some are missing, the results will fall short of the goal.

Managing Complex Change

Vision + Skills + Incentive + Resources +Action Plan

=DesiredChange

+ Skills + Incentive + Resources +Action Plan

= Confusion

Vision + + Incentive + Resources +Action Plan

= Anxiety

Vision + Skills + + Resources +Action Plan

=Gradual Change

Vision + Skills + Incentive + +Action Plan

= Frustration

Vision + Skills + Incentive + Resources + =False Starts

Author unknown, reprinted by Leonard Weitman


Guidelines for a Manager Leonard Weitman

“Strength is defined by being fair as opposed to be ing tough.” 1

Earn Personal Trust

Make sure your employees and peers have no doubt about your desire to treat them with dignity and respect. Leave no doubt in their minds that their honesty, hard work, and sound judgement will result in your unwavering efforts to provide a rational, healthy work environment.

Demonstrate Intellectual Integrity

Apply your technical and professional skills logically. Be emotional about issues only because they offend your sense of logic and right. Improve and expand your skills constantly. Through your actions assure your employees and peers that you will only base your decisions on sound data and rational application of your skills. When you speak, know what you're talking about or openly admit that you don't.

Teach Sound Business Principles Through your actions and clear statements during "coaching" situations, teach your employees and peers sound business fundamentals. Discuss and be responsive to such issues as cash flow, ethics, effective use of resources, performance standards, and competitive position.

Run An Efficient Organization

Aggressively search out and eliminate waste. Openly reward and compliment people who make improvements. Be organized. Make effective use of your time and the time of others. Routinely look for new methods, tools, and resources that can improve efficiency. Actively sell your employees and peers on the idea of constant improvement.

Resolve Conflict Constructively

Conflict among individuals is normal. Constructive resolution is not. These situations offer significant opportunities for organizational performance improvement. They need to be openly addressed with tact and sensitivity. Bring the parties together and facilitate identification of the real issues. Bring out the data. Help the people involved through a logical decision process.

1 Sherwood Dudley, Portland Business Journal, 8-Feb-08


MANAGEMENT PHILOSOPHY – Being In Touch with the Details Ability, Interest and Willingness to be “Hands On” as Needed

As an executive, my primary responsibility is certainly not repairing the equipment. However, as time allows, one gains perspective regarding what really goes on “in the trenches” by spending time in the factory, working side-by-side with the people who do the work on the line. There are several benefits to this periodic working on the line: 1. I’m able to understand in more detail how the line works and what the

issues are. 2. I learn more about who the people are, and where the “people issues”

may be. 3. People on the line learn more about me, building mutual trust and

respect. Earning equipment certification demonstrates to everyone in the factory that I have the ability to understand how things work and what we face.

6


Ion Implant Equipment Familiarity

� Earned AMAT Quantum-X Preventive Maintenance certification.

� Regularly provide hands-on assistance with preventive and corrective maintenance in customer’s fab.

� Know the difference between a guide tube and flight tube, a VME and PC, source and PFS arc chambers.


Professional References LEONARD B. WEITMAN

6415 SW 90th Avenue Portland, OR 97223 503 319-9825 [email protected]

www.weitman.net

Tom West, PhD Retired Professor and Dean of Engineering Oregon State University 541-330-6911 [email protected] Relationship: Engineering Professor, OSU

John Hoffman CEO Pivotal Systems 925-924-1480 x202 [email protected] Relationship: Former VP and 2nd level Manager, Applied Materials

Art Luthi Principle Sales Associates of Oregon 541-410-6470 [email protected] Relationship: Former Manager, Tektronix

John Farwell Vice President, Finance & Marketing Bend Broadband 541-312-6609 [email protected] Relationship: Former co-worker, Tektronix

Mark Childs President Integrated Corporate Property Services 503-557-7200 [email protected] Relationship: Former co-worker, Tektronix

LEONARD B. WEITMAN 6415 SW 90th Avenue Portland, Oregon 97223 503 319-9825

[email protected] www.weitman.net

V P / D I R E C T O R: M A N U F A C T U R I N G , O P E R A T I O N S, PR O F I T / L O S S, T E C H N I C A L P R O D U C T S E R V I C E / S U P P O R T, B U S I N E S S D E V E L O P M E N T

PROVEN SUCCESS: Making order out of the chaos inherent in technical projects, manufacturing and operations.

♦ Possess extensive semiconductor and thin-film solar equipment, manufacturing, and market knowledge. Known for excellent working relationships with co-workers and customers.

♦ Ensure that products and services profitably meet customers’ needs, that the workplace is safe, and that the business is in compliance with labor, environmental, and accounting laws.

♦ Build operations to handle steady, profitable growth and an ever-increasing scale of products, processes, and employees. Employ Lean Manufacturing and statistical process control.

♦ Create and sustain cultures of flexibility, cooperation, mutual trust, respect, customer sensitivity and drive – keys to a vibrant, healthy operation.

EXPERIENCE: E X A M P L E S O F E F F E C T I V E N E S S APPLIED MATERIALS , INC., HILLSBORO , OREGON 2006 - 2009 Director, Factory Projects, Solar Business Group

Managed 300 people through all aspects of the first turn-key 65MW size thin-film solar panel manufacturing plant delivered to a customer, including all production and metrology tools. • Established trusting relationships, with customers in India and China. Redesigned the

plant in China, obtained approval; now managing total project planning and execution. • Delivered the largest thin-film solar manufacturing plant in India, a $60M project, on time

while overcoming cultural and language differences, numerous delays, and design changes. • Managed the first start-up for Applied, from facility design review, through equipment

delivery/installation, process qualification, 3rd party certification, and start of production. Director, Business Development and Technical Product Support, Ion Implant Division

Directed business management and factory technical product support. Customers included the two largest US based international semiconductor manufacturers. • Managed six technical product support engineers to ensure excellent product performance.

Led successful program to increase key customer tool availability by 17 percentage points. • Built and sustained trusting, long-term, customer relationships leading to closing of $15M

of future sales, in spite of announcement of division closure. • Carried out competitive analysis, developed target customer specifications guiding future

product direction, resulting in above mentioned $15M order. • Provided in-depth margin and price analysis, reviewing sales proposals to ensure

manageable commercial terms and margins.

MENTOR GRAPHICS CORPORATION , WILSONVILLE , OREGON 1998 - 2005 Director, Worldwide Procurement and Supply Management

Directed purchasing / travel functions in North America, Japan, Egypt, Ireland, India, France. • Built and led team of 25 purchasing and travel professionals; increased negotiated annual

savings from $3.3M to $14.6M and improved on-time delivery of goods from 78% to 95%. • Developed a team; hired, trained, and integrated members in the global locations resulting

in increased savings and enhanced supplier performance. • Raised performance expectations resulting in operational improvements. Rewarded and

retained staff who made the change. Fairly and ethically managed-out those who did not. • Implemented automated systems leading to an efficient and effective global operation.

Leonard Weitman

APPLIED MATERIALS , INC., HILLSBORO , OREGON 1994 - 1998 Site Operations Manager

Full Profit and Loss responsibility for on-site field service operations including equipment engineering and service, process engineering, product development, and spare parts logistics. • Conducted monthly performance reviews with customers and field staff ensuring clear

definition of objectives and their satisfaction. Obtained best customer satisfaction scores. • Managed team to be the most profitable and highest morale site for four successive years. • Set up site office and successfully directed the growth of staff from 20 to 85 employees.

APPLIED CONCEPTS, INC., WILSONVILLE , OREGON 1993 - 1994 Director of Operations

Managed manufacturing (surface mount technology, final assembly & test), materials planning, purchasing, computer systems, facilities, and quality, after company relocation.

• Accomplished 300% increase in manufacturing output over a three month period.

• Achieved a 15% reduction in the cost of materials over prior year's operation.

• Constructed accurate multilevel, structured bills-of-material for primary product lines.

TEKTRONIX INC., BEAVERTON , OREGON Manufacturing Manager, Charge Coupled Device (CCD) ICs 1991-1993

Managed the wafer fabrication, packaged part assembly, and semiconductor test areas.

• Increased annual unit shipments by 121%, reduced WIP by 2/3, shortened cycle-time from 30 to 10 days, while holding staffing levels steady.

• Improved team performance by addressing substantial personnel issues fairly, ethically and effectively.

Operations Manager, Integrated Circuits Operation 1986-1991 Managed production line maintenance and facilities for the wafer fabrication plant.

• Managed 80 people and $4 million operating budget. Provided facilities engineering, maintenance, and environmental & safety services for the microelectronics plant.

• Accomplished continuous reduction in both total cost per square foot (over $2 million per year reduction), and plant reliability (80% reduction in interruptions to service).

• Accomplished major innovative facility renovation to reduce utility consumption and optimize use of office space while virtually eliminating "office churn" expenses.

Finance & Accounting Senior Systems Analyst and Designer, Technology Group

Computer Aided Design (CAD) Engineer, Technology Group

Manufacturing Engineer, Oscilloscope and Cathode Ray Tube Mfg.

EDUCATION: MASTER of SCIENCE ENGINEERING MANAGEMENT Portland State University BACHELOR of SCIENCE INDUSTRIAL ENGINEERING Oregon State University

PUBLICATIONS: Methodology of Production Capacity Forecasting; published in the Journal of the International Institute Industrial Engineering (IIIE) Algorithm for Determining a Graph's Upper Bound; published in the Tektronix software journal, Tekniques

ADDIT IONAL PROFESSIONAL ACTIV IT IES : Instructor, Portland Community College, 1985 - Present

What do I bring to the job every day?

weitman, leonard directing success rev 1

Documents

film solar manufacturing

line uptime

line cycle time

energy management

solar devices

plant design

efficient manufacturing

turnkey solar panel