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- When Ying kicked off the cross functional team for wafer probe yield improvement, I was drafted to the team. He led the team with quite systematic approaches:
Externally, for accelerating learning under the common goal, he established partnership with foundry by volunteering our memory products and resources to drive entire foundry Fab defect improvement. Internally, Ying organized the appropriate analysis systems, drafted the members through collaborating with cross functional leaders, and set up the stakeholder periodic communication.
He had always been approachable. He listened to our problem; took part in the discussion of creating the solution; and provided the support to implement the solution even if it meant to add additional resources, overwrite the priority, or negotiate the support from suppliers. He provided the suggestion for solving the problem, based upon his hands-on experience or his benchmarking of best practice, but left us alone to make the choice/ decision. However, he held us accountable to our deliverables, which were aligned to company’s goals.
At the beginning of the quarter, he hosted continuous improvement discussion for not only reviewing what we did well and the opportunities for improvement but setting up the goal for the coming quarter. Additionally, we nominated and voted the role model within the team, the support personnel / team from inside the company and the suppliers; and rewarded them in CEO’s company-wide communication meetings.
It had bolstered our team morale and accelerated our yield learning – gained 22% wafer probe yield annually with the members willing to contribute even more. Ying inspired everyone to cast away his or her self established limits and join him on the journey. I enjoyed working with a leader who can bring out the best performance from anyone he mentored.
https://www.linkedin.com/in/yingshiau/
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