We design a working environment that promotes cooperation between departments and functions and enables a continuous exchange of knowledge. Our goal is to enable a stronger networking of interdisciplinary teams across locations and to establish a collaborative way of thinking at GF Dresden. Our job rotation models also focus on cross-layer collaboration. Job rotation is a common method for developing a better understanding of other work areas and of the working relationships within the company, thereby improving processes together. The rhythmic change of jobs can help to get to know other supervisors and new departments, to gain further experience or to deepen existing knowledge by means of new tasks and learning by doing – it is not always necessary to really change jobs and teams for a long time. Even temporary rotations are very helpful. Between rotating employees a transfer of knowledge and experience takes place.
Powerhouse: “Learning from each other means win together!”
Interview with Frank Ludwig
A silo mentality and team isolation are just two of the many issues that were mentioned more than once in the employee survey as obstacles to successful cooperation. As part of the POWERHOUSE guiding principle, the “Working Methods” cluster has set itself the goals of improving cooperation through continuous knowledge exchange, enabling increased networking of interdisciplinary teams across all sites and establishing a collaborative way of thinking. PE Frank Ludwig has already set off and left his “usual” workplace for four weeks and worked in different shifts. We wanted to know from him what expectations he had in advance and what successes he has already seen immediately after the four weeks.
Where are you from, and what have you done so far?
I am a graduate electrical engineer. After my studies I worked for eight years at AMAT as a Field Service Engineer in the Etch division. In this function I worked for AMD since 1998, starting at that time in FAB25 in Austin, later in FAB30, here in Dresden. In 2004 I joined Infineon or Qimonda in the technology development department. Since 2009 I am now with Globalfoundries as PE in the ETCH FEOL. Since then I have already supported a lot of projects – also internationally. In 2015 I worked for six months in FAB8 for 22FDX development. In 2017/18 I returned to Malta for 12FDX development. Since 2018 I am now a PE in the EPI group.
How did you get the idea for the shift internship?
In my “semiconductor life”, which now counts 20 years, I have always done “etching” in both 200mm and 300mm production – sometimes in maintenance and sometimes as a process engineer. With the change to EPI, many things were new for me again. For example, the logistical structures and processes. Things I could do before suddenly stopped being possible. One example that comes to my mind spontaneously is ordering lots in front of the EPI and I wasn’t willing to accept that. I want to be able to operate a tool myself, with everything that goes with it, and it was important to me to work directly with all shifts. Therefore I had a special shift plan created, which allowed me to rotate through all shifts within four weeks.
What were your expectations of the “shift internship”?
I would like to change the perspective and have shown to me what was perhaps not optimally prepared for production by the E-shift. I wanted to see what we could do better for the shared cause. And I was also trying to promote self-sufficiency as PE. And of course I am interested in a mutual exchange with my CPS colleagues. Last but not least – of course I also wanted to get to know the daily business of the shift. And what better way to do that than to simply walk along.
Now, be honest with us. How’d you like four weeks in the shift?
I enjoyed it very much. I can only recommend to everyone to do such an exchange or shift internship themselves.
Were your expectations of the exchange met?
I have definitely achieved my goal of becoming more self-sufficient in terms of dispatching, LADF & Manufacturing Cockpit because my colleagues have put a lot of work into it with me. Working side by side for 12 hours simply allows you to get to know each other better than in a short exchange during the daily business.
What were other valuable insights for you?
The people are of course all individuals, but actually the shifts work very similarly. So my previous expectation, that the shifts work all differently, was proven wrong. What is very different, however, is the communication between ME/PT/WFT and the MTs, where a close interlocking is beneficial for the result. From my point of view, the shifts took the chance to grill me more or less as a PE about topics like 22FDX and EPI in general.
How many concrete suggestions and tasks did you take along for the E-shift in these four weeks?
In concrete terms, I wrote down an A4 page with 17 different key points. A lot of these points suggest that the shift workers and the PEs/EEs should exchange information more intensively in order to work more effectively. In short, it has been shown to me that communication is really everything and we have to work together to improve it.
And what was your personal highlight during these four weeks?
In one of the shifts I was expected with a list of topics on which my colleagues already had many exciting questions and suggestions ready. Here I realized that I was really awaited. Once again I learned that things work out only when we play together. Because everybody can do something different, but nobody can do everything.
Here is my special shift plan for your reference:
Taster day with a PSM
Interview with Stefan Korth
“Learning from each other means winning together!” The team of the POWERHOUSE Cluster “Arbeitsweise” pursues, among other things, the goal of reducing silo thinking and the isolation of the teams at the Dresden location. To achieve this, it is important to improve cooperation through continuous exchange of knowledge, to enable increased networking of interdisciplinary teams throughout the site and to establish a collaborative way of thinking. As early as March 2020, the team interviewed Frank Ludwig about his experiences during four weeks in the shift. This was followed by an interview with Lead ME Stefan Korth, who spent a day alongside a PSM in the FAB. On the one hand, this gave him valuable insights into the work of his colleagues, and on the other hand the “taster day” gave him new impulses for his professional development at GF Dresden. We wanted to find out what his expectations were in advance and how he perceived the experience.
Where are you from, and what have you done so far?
After my military service in the German Armed Forces I did an apprenticeship at the University of the German Armed Forces as a communication electronics technician in the field of information technology. After an internship at the company Federal-Mogul GmbH Dresden and my diploma thesis at Diesel Systems of Bosch GmbH in Bamberg I finished my studies as a graduate engineer in the field of production technology at the HTW in Dresden, in August 2010. Since October 2010 I work here at Globalfoundries as ME in the department C4. Afterwards I changed to the restructured BTF as Lead ME in the process group WET in 2012. In 2013 I gained experience in the process group Metro and since 2014 I have been working in the DRY division of BTF.
How did you come up with the idea of “tryout day”?
After almost 10 years of ME and Lead ME at BTF, I would like to develop professionally and am looking for new challenges. However, I am still undecided whether the position as process engineer or shift supervisor would be more suitable for me. For this reason my manager suggested a trial day with one of his former colleagues.
What were your expectations for the “Taster Day”?
Through the “Taster Day” I hoped to gain good insights into the problems of a shift supervisor, for example how communication with employees and upper management is organised. I was particularly interested in the process and the structure of various meetings.
How did you like the 8 hours?
I liked the 8 hours very much. I found it extremely helpful that the shift supervisor took a lot of time at the end of the day and answered all my questions.
Were your expectations of the exchange fulfilled?
My expectations were fully met. Through the change of perspective I was able to gain a small insight into the tasks of a shift supervisor.
What were other valuable insights for you and would you recommend this little “internship” to others?
I got a brief insight into the meeting culture. This made me realize how important good time management is here. In conclusion, I can recommend this taster internship to anyone who wants to develop professionally. I found the exchange with colleagues and their described experiences very helpful.