This document discusses problem solving and decision making for end of line maintenance at ON Semiconductor. It emphasizes that problems are inevitable and must be addressed quickly and effectively in the semiconductor industry. It presents a fundamental approach to problem solving that involves understanding the types of problems, treating problem solving as a continuous cycle, and preventing problems whenever possible. The document then provides a simplified approach to problem solving and decision making using forms. It stresses making the best possible decision within time and information constraints.

1. ROBERT H.
JULY - 2003
www.onsemi.com
PROBLEM SOLVING & DECISION MAKING
(END OF LINE MAINTENANCE)

2. ROBERT H.
JULY - 2003
www.onsemi.com
ON Semiconductor
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INTRODUCTION
All of us has seen and experienced the reality and omnipresence of problems in
running the day to day production operation here at ON.
NATURAL LAW OF THE WAY THINGS ARE :
“ EVERYTHING, UNLESS DIRECTED PROPERLY …
…WILL DEFINITELY GO WRONG.”

3. ROBERT H.
JULY - 2003
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ON Semiconductor
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ONE OF THE BASIC RULES-OF-THUMB OF SUCCESSFUL
MANAGEMENT:
“ACCOMPLISHING PERFECTION IN THE ENTERPRISE IS A
PRODUCT OF PERSISTENT EFFORTS OF LEADING,
PROBLEM SOLVING & DECISION MAKING, MOTIVATING
AND TRAINING, AND RESOURCE CONTROLLING.”

4. ROBERT H.
JULY - 2003
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ON Semiconductor
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It is in the above spirit of “PROACTIVENESS” that deeper
knowledge and understanding of PROBLEM SOLVING
AND DECISION MAKING must be seriously considered.
Unlike the problems in other industrial environment where
you have the convinence of time,
problems in semiconductor industry
assembly operations such as our End Of Line (EOL) ……
. . . MUST BE SOLVED IN A QUICK AND EFFECTIVE MANNER

5. ROBERT H.
JULY - 2003
www.onsemi.com
ON Semiconductor
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We therefore must change the way we look at each problem, ..
Not as something we fear, pray and hope will not come, but as somethig
we all must be conditioned to expect and “attack” with shrewdness,
determination, and tenacity.
The succeeding presentation will enhance our understanding on
HOW TO EFFECTIVELY SOLVE PROBLEMS AND MAKE DECISIONS.
This presentation also strongly suggest that we solve problems
before they even happen if possible. It also suggest the combined
.use of intuitive, analytical and creative thinking in arriving at a truly
effective solution.

6. ROBERT H.
JULY - 2003
www.onsemi.com
ON Semiconductor
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FUNDAMENTAL APPROACH

7. ROBERT H.
JULY - 2003
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ON Semiconductor
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PART I - FUNDAMENTAL APPROACH
Every enterprise has the ultimate objective of providing products or services to the customer
in the right quantity, with the right quality, … and at the right time, at the most economical cost.
PROBLEM - is to what we call to any event or occurrence that threatens to impede the above
objectives, that threatens to result in inadequacy, oversupply, inferior quality, delays, and/or
high operating cost.
The very essence of a Supervisor, Equipment or Shift Engineer’s control function are :
1. To analyze and to act on the problem.
2. To distinguish clearly if there is something wrong with the methods, resources, etc.
3. To see if it is within one’s capacity or know-how to be able to solve the problem.

8. ROBERT H.
JULY - 2003
www.onsemi.com
ON Semiconductor
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THEREFORE :
THE SOLUTION TO THE PROBLEM IS HEAVILY DEPENDENT
ON THE SUPERVISOR’S, EQUIPMENT OR SHIFT ENGINEER’S
TECHNICAL ABILITIES AND CURRENT LEADERSHIP SKILLS.

9. ROBERT H.
JULY - 2003
www.onsemi.com
ON Semiconductor
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The opportunity for excellence is thus very wide for the Supervisor, Equipment or
Shift Engineer who will place extreme importance to continuous self-improvement.
Experience need not be the only teacher. Much can be learned too from the experience of others.
‘consult other Engineers or Technicians. NEVER GET USED TO THINKING ABOUT THE PROBLEM
ON YOUR OWN. Look for, or be open to suggestions. Solicit help… Advance learning on any
‘related subject can also be obtained in the internet.
Many young Supervisors or Engineers cannot accept the fact that they still lack know-how, that
they are still “imperfect”.
There can never be an overemphasis of the importance of GOOD JUDGEMENT, backed by solid
observation and experience in effective problem solving and decision making.

10. ROBERT H.
JULY - 2003
www.onsemi.com
ON Semiconductor
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PART I - FUNDAMENTAL APPROACH (cont…)
TWO KINDS OF PROBLEMS :
Engineering Problems are problems whose solutions primarily demand the use of our accumulated
technical know-how.
Management Problems on the other hand will occupy most of the Supervisor’s time, will account
to most of the problems to be encountered in any engineering undertaking, and will be unfortunately
much harder to solve. Management problems involves dealing with people,.. A skill never usually
taught in technical schools. In fact, “People-Handling” is never effectively taught because profi-
ciency in “People-Handling”, like any other skills grows only with practice & experience.
Management problem also involve resource and supply system, legal issues and concerns,
administrative duties, etc. which is most often beyond the scope of the Engineer or Technician’s
experience.
Management problems and how they are efficiently handled - can make or break the success of any
engineering endeavor. Thus the Supervisor or Engineer must be, in the face of this academic
deficiency, properly and sufficiently equipped with the right attitude and skills to effectively lead
his subordinates the success of such endeavors.

11. ROBERT H.
JULY - 2003
www.onsemi.com
ON Semiconductor
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Supervisors, Equipment and Shift Engineers must not
‘treat problem-solving as a process,..but as a continuos
‘cycle of problem solving and problem finding .
The solutions to present problems generally result in
‘future problems and must be anticipated early.
Problems often start unnoticeably and increase in
‘seriousness at which time they are finally noticed and
‘difficult to solve.
Problems therefore, must whenever and however
‘possible BE PREVENTED, not corrected.
PROBLEM PROBLEM
SOLVING FINDING

12. ROBERT H.
JULY - 2003
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ON Semiconductor
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PROBLEM SOLVING AND DECISION MAKING
(SIMPLIFIED APPROACH)

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JULY - 2003
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ON Semiconductor
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JULY - 2003
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ON Semiconductor
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JULY - 2003
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JULY - 2003
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ON Semiconductor
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Monitor Progress

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JULY - 2003
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Review and Learn from your experience

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JULY - 2003
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JULY - 2003
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PROBLEM SOLVING & DECISION MAKING FORM

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JULY - 2003
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JULY - 2003
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WHY – WHY ANALYSIS FORM

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JULY - 2003
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JULY - 2003
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.. As managers, leaders, Equipment and Shift Engineers, we will
‘rarely have the mental ability, time, or complete information to
‘make perfect decisions. This should NEVER prevent us from
‘making the BEST POSSIBLE DECISION.
.. Some point must be recognized, beyond which being “rational”
‘becomes to expensive or time consuming, when it is very
‘difficult to acquire additional information…At this point ….
A DECISION MUST BE MADE.

32. ROBERT H.
JULY - 2003
www.onsemi.com
ON Semiconductor
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TED SPORADIC PROBLEMS & ISSUES