This document provides guidance for leading a project from start to finish. It outlines establishing clear goals and stakeholders, developing a project plan with tasks and timelines, providing support through communication and problem solving, following up on progress, and closing out the project with documentation and review. Leading a project requires coordinating different roles, drawing on support from champions, and focusing on solving problems and achieving targets, rather than blaming issues. Effective project control involves regular follow-up and addressing challenges as they arise to ensure the project's success.

1. Project Control A Engineer to Leader June, 2009

2. Roadmap Why Organization Stakeholders Project plan Follow up & control Project close Documentation

3. Why New challenges Repeatable defect problems Quality /machine failures Needs from the continuous improvement of Stable quality Higher yield Higher productivity Lower production cost A temporary organization need to finalize the specific target within a short term

4. Not anyone to be a leader Why Can not get the full support from the other departments Difficult to coordinate the coming issues The leader take everything finally by himself/herself Don’t know how to start? Don’t know how to control? Extra work load for the leaders without any benefit? Be afraid of failure? Don’t want to take more responsibilities Less motivations

5. Organization S ponsor or champion who can support you during the who project phase S takeholders T he interest will be affect by the project P ositive or negative P roject leaders P roject team According to the challenge/problem, you need the member as follows Technical (maintenance, process, project) R & D Production, Logistics, Quality Sales & Marketing O ther consultant C hampions

6. Engineer Vs Leader A Process/Product Engineer Focus on the each specific process Need to have a better understanding of the process /operation Analysis the failure of process Solve the problem by using his internal capability and know how Less coordinate Need more Technical background A project leader Cases, problem and challenges Know the target and KSF for project Built up the team including different role of the whole process map Draw out the plan and work breakdown structure Communicate and coordinate with stakeholders Get the support from different members/areas to finalize the tasks Project control and follow up A platform to communicate with different functions

7. How to start? Know better the background What’s the problem? What’s the target? Stakeholders? Owners? How long time we have? Resources? Who and when can I get the support? How to solve the problems

8. D evelop the plan C urrent situation analysis A new challenges or an old repeatable problem? W hat’s the situation of previous? T he main change M aterial H uman W orking methods Environmental M achine C ustomer T his will be the input for develop the plan

9. D evelop the plan T arget situation T he needs from marketing and outside T he needs from internal quality control T he need from yield improvement T he need from productivity improvement Target setting Smart rule (Specific, Measurable, Achievable, relevant, timely) Used by figure and data with clearly deadline, owner Milestone can be included if a project cross a year Target will be the output and KSF (key successful factors) for the project plan

10. D evelop the plan A nalysis P roduction log data C ustomer complaint P roblem list W hen, what, where, who, which, how it happen H ow much Problem solving Quality Tools F ishbone root cause analysis P-M Analysis and 5W2H B rain storming (not blame storming) WBS (Work breakdown structure) F rom top to bottom F or each key factors T est or confirm

11. Develop the plan A good project plan C learly project target G ood product/work breakdown structure T ask, why, who, deadline C onnections M ilestones R isk analysis B ackup plan D elivery

12. Support D iscuss the problem with the stakeholder when start analysis the problem L isten to the different voice (point view from both internal and external) A nalysis the problem based on the fact A void the mind setting of either black or white, D raw out the conclusion based on test result or data Communicated the information and situation within your project team, stakeholders even steer committee C learly task for the members and good follow up M ake better use the strength from your project champions, steer committee, and even MD H ow to do that H old your project meeting and invite them to attend or submit the latest challenges/problems S end the different options together with pros/Cons Suggest them to make the decision before the deadline of XXXX Team decision instead of lead decision Team building and motivation M ake better use of the machine group to discuss the abnormal change/challenges F ocus on the problem itself and consider it by changing the opposite position F ocus on the final result and communicate it with flexible style

13. Project follow up/control I t is the key reach to the final succeed end after you have a good project plan T he strong tool to avoid the leader do everything by himself/herself T he project need to be followed up when O ver one month R each to a milestone or a stop point A big situation change which need the further active actions D ig into the real root cause by asking Why, Why not enough W e still need to work together develop the solution how to overcome or improve S end out the agreement/conclusion, to-do list to your team and steering committee

14. P roject close W hen R each the project target T he project is held or postpone due to new change C losing review meeting I ncluding the differ e nt member and key stakeholders C onclusions D elivery or outcome of the project G ood things can be used for futures L esson need to be improved M ake it under control by optimized the FMEA, control plan and instructions Motivations or celebrations

15. Documentations P roject plan A nalysis log data F ollow up report M eeting minutes/PM V isiting report P roject closing report O ther key records