Key Professional Accomplishments of Baskaren

1. Summary Career Accomplishments R.Baskaren

7. Thank You. Questions Please…..

8. Back Up

9. Spares improvement Q3 2005 to date The progress

10. PAS – Q3 2005 to date The beginning

13. Target < 1 day Impact on Spares OTD in ww 52 21 %(~RM 55 K) late Web PO - JAF processing time delay

14. Snapshot - Spares Constraint in Business Process Meet OTD Goal 100%. Critical Success Indicators Issue : Long Lead Time Items that contribute to OTD delay – show an increasing trend 2 Achievement : Beginning to show Improvement trend in OTD 1 Issue : Web PO delay show increasing trend – Action taken : Dedicated resource to work on Web PO processing; targeted to report in by ww 12 3 Key Achievements / Issues AR 4.4.2 Improve VF consignment & process to ensure accuracy of parts availability – needs action plan & due dates HELP NEEDED

16. Added Mfg Part ID in PR’s raised PR - Processing time – Constraint # 2

17. Causes of Spares OTD Delay - Details Corrective Actions have come from Syspex & Bosch only, as at ww09

18. Spares OTD – Q1 2006 The Improvement Trend

19. Spares Long Lead Time (LLT) improvements – parts availability (by weeks) trend

20. Spares Inventory Accuracy

21. Spares OTD – Q2 2006 Sustaining The Standards

22. Spares OTD – Q3 2006 to date Customer drops Spares OTD from KIE

23. Spares OTD – next steps Strategic Direction Developing & Strengthening Core competencies Honing Skills & Creating an Environment of Excellence

24. LKT’s RFQ review and response process

27. The RFQ process 1. RFQ from Intel 2. MAIL TO HODS 3. 1 ST MEET 4. PRE WORK 6. KICK OFF 7. MAP DAY 8. SUBMIT RESPONSE GO / NO GO Verify / Clarifications 5. 2 ND MEET

28. RFQ received Mail to HODs ACTIVITY Define concept General requirements Mechanical / electrical / software / SCM vision / assembly / QA / T&D Engg, PM, GM BUM OUTPUT Concept Drwg Functionality, Materials , LT Resource Availability 1 / 2. Receive RFQ & email to HODs

29. Team Meet ACTIVITY Concept Review Cost DFM Capacity Mechanical / electrical / software / SCM / Vision / assembly / QA / T&D & Proj. Mgt OUTPUT Concept Approval Complexity Matrix Initial Costing Manufacturability Resource Matrix Floor Capacity Measurement Indices 3. First Meeting

30. Team Meet Mechanical / electrical / software / SCM / Vision / assembly / QA / T&D & Proj. Mgt 4. Pre work activity ACTIVITY Define overall scope Define overall team structure Define core team meeting Identify Stakeholders Preview with key stakeholders Identify Management Forum OUTPUT Project Scope defined Project Org Structure Core Team Meeting defined All stakeholders defined Stakeholders role identified & aligned Management Approval

31. Team Meet Mechanical / electrical / software / SCM / Vision / assembly / QA / T&D & Proj. Mgt 5. Second Meeting ACTIVITY Make go / no go decision on RFQ OUTPUT Drop project OR all systems go

32. Team Meet Mechanical / electrical / software / SCM / Vision / assembly / QA / T&D & Proj. Mgt 6. Kick Off Meeting ACTIVITY Publish overall team structure & charter Share reporting mechanism Share change management Establish schedule boundaries Identify scopes OUTPUT Clear charter for team established Reporting hierarchy Change control procedures Schedule boundaries set Roles & responsibilities

33. Team Meet Mechanical / electrical / software / SCM / Vision / assembly / QA / T&D & Proj. Mgt 7. Map Day ACTIVITY Level set sub-team scopes Transfer dependencies Develop overall schedule Accumulate overall risks Identify Gaps in deliverables OUTPUT Sub team scopes established Critical Path established Project Gantt Risk Mitigation Plan

34. BUM Mechanical / electrical / software / SCM / Vision / assembly / QA / T&D & Proj. Mgt 8. Response RFQ ACTIVITY Response to Customer OUTPUT Quote Concept Drawings Capability vs Requirement Matrix Project Gantt Risk Mitigation Plan

35. Detailed Process flow

36. 0 4 8 12 16 20 24 28 FL200U04 Development Tool Schedule PAS Time Line in weeks On Time (key learnings from RSW errors immediately implemented) Slipped 5 weeks (no PM process) On Time (Key PM processes in place ) CIS 7000 2005 2006 Key Learning in RFQ / PM methodology and Results Target Lead Time Actual Delivery RSW 2004 RIMS 2004 Tool Year

38. Issue #1 : Inconsistent product quality is impacting customer KIE Response – Assembly Quality Assembly Quality Gaps (Issues Type) with Pareto Analysis 39 Grand Total 100.0% 5.1% 2 CE! 94.9% 7.7% 3 Traceability / Identification 87.2% 15.4% 6 Functionality 71.8% 33.3% 13 Safety 38.5% 38.5% 15 Cosmetic Acc. % % Total Issue type Sum of # Findings Tool : OLF 4000 Top Pareto

39. Issue #1 : Inconsistent product quality is impacting customer KIE Response – Assembly Quality Assembly Quality Gaps (Issues Type) with Pareto Analysis 15 Grand Total 100.0% 13.3% 2 CE! 86.7% 20.0% 3 Functionality 66.7% 26.7% 4 Safety 40.0% 40.0% 6 Cosmetic Acc. % % Total Issue type Sum of # Findings Tool : ASTRAP 2nd Pareto

40. ww47 ASTRAP Availability Improvement Activity – Key Milestones LKT TASK FORCE FORMED ww48 FOCUS ON ELIMINATING TOP 5 ERRORS ww03 DATA ANALYSIS OF 4/5 TOP ERROS COMPLETED ww03 Action Plan 01 completed : Send Strapper Machine Maintenance BKM Address 1/5 Top 5 Errors ww23 Action Plan 02 completed : STGR upgrade VF proliferation Address 3/5 Top 5 Errors ww13 Action Plan 03 completed : Investigation on last of Top 5 Errors completed ww10 Preliminary results 5/25 tools tested What was 99.5% Q4’07 Jan ’08 Q3’07 Mar’08 Apr’08 Feb’08 Jun’08 May ’08

41. ASTRAP issues – Top 5 Errors with possible causes : Q3/4 ‘07 Both issues would be catered by SW v117, which main objective is to prevent STR over press. In hardware, slider & spring have been added and additional circuit will detect over press force. In software, move down motion has been modified into 2 steps Error prompt whenever strapping arch blocked / not closed, or feeding unit blocked. By pressing start button 2, strap will be cut off and the seal opened, remove the remaining strap. Press again start button 2, and wait for the LED 2 to light on. Bad strap material fed in & MTE unable to do maintenance of the strap machine  provide complete strap machine manual . Next Possible Step – Train MTEs in Strapping Machine maintenance Error prompt whenever sensor i1520 (bundle present) or i1523 (bundle safety) is not correctly triggered. i1520 should be OFF, while i1523 should be ON. Please check on teaching positions. MTE’s unable to teach correctly  Training Plan in place to close the skill gap Suspected root causes: doors interlock intermittent signals, wiring arc. Further investigation to be carried out. Suspected Root Causes Stack Tray Rotator: Move up Failed STGR upgrade (Stacker Gripper Rotator upgrade) Stack Tray Indexer: Push Force Over Limit Provide Strapping Machine maintenance BKM Stack Tray Strapper: Strapper Error Timeout, Jam at Loop STGR upgrade (Stacker Gripper Rotator upgrade) Output Tray Pusher: Bundle in Place Failed Under Investigation Stack Tray Elevator: Servo Motor Brake Release Failed Corrective Action to resolve Error Top 5 Errors

42. MATERIALS COST REDUCTION Dept: Materials Presenter: Baskaren

43. Materials transactions status this week to date

44. BOM cost down process – by project type Meet with key stakeholders Pay-out analysis – by vendor / project to date Target BOM cost & percentage of reduction across the board Identify top 10 std & fab vendors by pay out / project to date Communicate to vendors Plot variance to target and key learning First project applied : 5 Lane #49-#53 Current BOM 73.8 % Target BOM 65.0 % Current Status on track  70.0%

45. BOM variance - Key Contributors BOM Accuracy Design Error / Change / Update / Wrong Purchase Cost Part Cost Logistics FOB / CIF Cost Assembly Damage / Missing Cost Avoidance Reduction One Time Rebate Others Vendor Quality Cost Phase 1 Phase 2 Action