This document discusses strategies for correlating employee training and development with engagement at a semiconductor company. It outlines an evaluation of current training programs that showed room for improvement. To address this, new training strategies were developed including leadership training for managers, linking training to business strategies, improved operation training for new employees, and team building activities. Challenges to effective training such as resources and management support are also discussed.

1. Case Study- Correlating Training &
Development with Employee Engagement
Laurence Yap
Sr. Manager of Training & OD
6th – 7th July Kuala Lumpur

2. A. Employee Engagement
B. Evaluation Results
C. Training Strategies
1. Strategy Planning
2. Leadership Training
3. Link Training to Business Strategies – marketing, lean and
FMEA
4. Operation Training – Multimedia,Mentor, OPL, TWI
5. Team bonding and building
D. Challenges
1. Training Resources
2. Senior Management Support
Outline

3. A. Employee Engagement

4. Gallup & Employee Engagement
Based on 30 years of in-depth research
Involved more than 17 million employees

6. 33% 49% 18%
After 1 year on the job….70% of U.S

12. A. Evaluation Results

13. Evaluation Results
85.06
82.65 82.09 82.33 83.53
81.12
40.00
45.00
50.00
55.00
60.00
65.00
70.00
75.00
80.00
85.00
90.00
Orientation and
inductionprogram
Adequate
effectivenessof
training
opportunities
Equipment and
facilities in
training room
Teaching materials
andaids
Trainers'
behaviour and
attitude
Multimedia
training adequate
andeffective

14. B. Training Strategies

15. 1. Strategy Planning
2. Leadership Training
3. Link Training to Business Strategies – marketing, lean and
FMEA
4. Operation Training – Multimedia,Mentor, OPL, TWI
5. Team bonding and building
Training Strategies
Outline

16. Positioning
• Business Manager
• KPI of COO
• Training, OD, Culture
• End game:
Deliver org performance+
Employee Engagement

17. Carsem (M) Sdn. Bhd. is one of the six largest independent
semiconductor sub-contract assembly houses in the world
Founded in 1972. Employing well over 8,000 employees today,
Carsem has plants in Ipoh (2) + Suzhou (1)
A member of the Malaysian Pacific Industries Group (MPI).
Annual Sales is RM 1.2 Billion in 2007/8
Carsem: Malaysia Based MNC

18. SALES & MARKETING LOCATIONS
Dallas
Silicon Valley
London
Ipoh
Boston
Sales Office
Manufacturing Site
SuzhouL.A.
Taichung

19. Carsem – M Site
 Founded in 1972
 Acquired by Hong Leong Group in 1984
 Floor Space : 436K sq.ft. (40,500 sq. m.)
 Workforce : 3,100 employees
CARSEM MANUFACTURING
Carsem – S Site
 Production Commenced in 1992
 Floor Space : 640K sq.ft. (60,000 sq. m.)
 Workforce : 5,600 employees
Carsem – Suzhou
 Production Commenced in July'04
 Floor Space : 175K sq.ft. (16,000 sq. m.)
 Workforce : 1,100 employees
 Packages: MLPQ & MLPD

20. Production
• Producing over 100 million
units per week
• More than 65% of this volume
is shipped as fully tested
product.

21. A. Corporate Stategies

22. Goal Alignment
Structure Tree FY 2009/2010
Purpose Vision Mission
Main
Thing
Critical
Success
Factor
Stretch Goals
Ensuring
Customer
Satisfaction
Top Quartile of top Ten
Customer (Balance
Scorecard)
Enhancing
Employee
Involvement
Employer of Choice
through achieving
1)80% of Employee
Satisfaction Survey Index
2) 50% reduction in
attrition rate by end of
FY2010
Contribution
Margin before
Depreciation
(Profitability)
Contribution Margin per
budget plan
To be a World
Class
Company
Offering
Assembly &
Test to
semiconductor
Company
Throughout the
World
Enhance
Stakeholder
Value
Build
Strong
Reputation
(Peter)
Carsem will
strive to
ensure
profitable
growth by
impressing
our
customers
with
committed
and engaged
employees
delivering
operational
and service
excellence.
FY0910 Carsem Structure Tree

26. The Evergreen Project
• A careful examination of more than
200 well-established management
practices within 160 companies over
a 10-year period (1986-1996).
• The authors point out that companies
which consistently follow this formula
of 4 + 2 have a 90% chance of
sustaining superior business
performance.

27. Results (10 Years)
• Total Return to Shareholders
943% (Winners) vs 62% (losers)
• Sales
413% (Winners) vs 83% (losers)
• Operating Income
326% (Winners) vs 22% (losers)
• Return on Invested Capital (%)
+5.45% (Winners) vs -8.52% (losers)

28. Major 4 Factors
1. Strategy: devise and maintain a clearly stated,
focused strategy.
2. Execution: develop and maintain flawless operational
execution.
3. Culture: develop and maintain a performance-
oriented culture.
4. Structure: build and maintain a fast, flexible, flat
organization.

29. Minors - 4 Factors
Master two of the four secondary management
practices:
(i) Talent: hold on to talented employees and find
more.
(ii) Innovation: make industry-transforming innovations.
(iii) Leadership: find leaders who are committed to the
business and its people.
(iv) Mergers and acquisitions: seek growth through
mergers and partnerships

30. Carsem Annual Strategy Meeting
2009

32. Goal Alignment
Structure Tree for Year
Critical
Success
Factors
Champion
Stretch
Goals
ChampionStrategies Tactics & Targets
sample
Outcome
Strategy Meeting

33. B. Leadership Training

34. Leaders train leader – COO trains 200 managers

37. PROPOSED PROGRAMME
Mandatory Technical Training
(Training Calendar)
New Sup training Kit
(for New sup only)
• System &
Documentation
• Performance Indices
• Cost Control
1. Technical Training (9 Days)
(Scheduled in Training
Calendar)
• Online SPC ~ 1 Day
• Statistical Method
~ 1 - 1.5 Day
• MSA (Measurement
System Analysis)
~ 1.5 Days
• ESD (Electro Static
Discharge) Basic - 1 Day
• ESD Intermediate - 2 Days
• Problem Solving Technique
- 1 Day
• Lean Overview – 1 Day
1. Dynamic Leadership
Programme (6 Days)
~ By : Focus Learning
• Followership
• Communication
• Leading Skills
3. End Stage – Domestic
Enquiry (DI)
~ By : Nexus
Consultant
(Mr. George)
People /Soft
Skills
2. Practical On-Job
training
will be carried out by
Mentor / Buddy
( Superintendent)
a) Checklist &
Evaluation
for mentor/buddy
2. 7 Human Tools (6
Days)
• Reminding Skills
• Advising Skills
• Reprimand Skills
• Motivating Skills
• Counseling Skills
• Coaching Skills
• Mentoring Skills
Job Knowledge (By Mentor)
Technical Skills
a)Basic Training
b)System & Documentation
c)Performance Indices
d)Cost Control
e)Manpower Planning

39. B
Group
Managing
Director
Peter Yates

40. D
Vice President
Manufacturing
Iain Meikle

43. Speak to HOD.
What are your business challenges now?
B. Business Strategies - Lean

44. Wave 1
•Lean overview
•Value Stream Mapping
•Set-up Reduction
•5S
•Change Management
Wave 2
• Visual Management
• Standardized Work
• Error Proofing
• Handling Resistance
LEAN IMPLEMENTATION IN CARSEM
• Factory will be more Visual & Organize
• Reduced set-up time
• Factory will have less error
• Work will be more standardize/repeatable
Wave 3
• Material Control (Kanban)
• Total Production Mgt (TPM)
• Overall Engineering Efficiency (OEE)
• Performance Measurement
• Introduce pull mechanism through Kanban
• Working with lower level of inventory
• Improve equipment OEE
Wave 4
• Theory of constraints
• Lay-out optimization
• IT Tools
• Lean Diagnostics
• Further strengthen the whole Value
Stream Map after the 3 waves project.
• Lean Masters have advanced diagnostic
ability for continuous improvement on
their own VSM (Value Stream Mapping)
• Lean lay-out

45. Secretariat
IC Power QA Material
Various LEAN Project Teams
CSIC/AP/MLP/MF
Steering
Comm.
Level
Council
Level
Working
Comm.
Level
Teams
2nd
3rd
4th
1st
Department Working Committees
(Include Value Stream Champion meeting)
Structure To Support Lean
M-site council
Leader: TL SOO
S-site Council
Leader: CS Lim
Steering Comm.
Leader: SW WOO
Test council
Leader: WT CHIM
Once a
month

46. M-site
Measurement Baseline Initial result
1 WB Lifted Weld
(QSOP)
KF Wong QASI Trend Average of 11 cases per
month from May - July
Average of 3 cases per
month from Aug - Sep
2 WB Bent Frame
(SOT 223)
KK Ch'ng No of Bent
Frame
Average of 32 bent frames per
week from WW 33 - WW 34
Average of 11 bent
frames per week from
WW 37 to WW 38
3 Laser
Mark
Wrong Marking
Instruction
Kenny Wong VOC 4 cases from Jan - Dec 2006
1 case from Jan - Mac 2007
2 cases from April - Jun 2007
_ No result yet as team target
to complete the pilot run by
Jan 2008. Project requires
longer timeline.
4 TF & Final
Visual
Bent Lead
(QSOP)
SK Liew
WH Yeow
kppm Average 0.6 kppm from Jan -
Jun 2007
Average of 0.2 kppm
from Jul to Oct 2007
VOC 2 cases reported from Jun
2006 - Jun 2007
0 case
5 System Audit - 2 times system audit
carried out, 100 %
detection
System audit is mixing faulty
part in the part inspection
process.
6 MF Plating Variance
(SOT223)
WF Lee Quantity of
Frame
Average of 64 frames per
month from May to Jul 2007
-
Initial results not positive &
currently under monitoring for
further finetuning.
No RESULTSLean MasterProject Remark
Error Proofing
& Standardized
Work
Mold Mold Side
Package
Excessive
Flashes
(TO220)
Mani
CC Yip
Process
Council
Meeting
Carry out
projects

47. Project Milestone (Setup Reduction Teams) ~ Power + Test

48. C. Operation Training

49. 1. One month for Operator
2. Use good training manual - TWI
3. Mentoring System
C. Operation Training

50. TWI Training Guide
Main Step Key Point Reasons Location &
People
Picture

51. D. Team Bonding and Team Building

53. LATA ULU LAWIN
Training Village & Recreations

54. Team Bonding

55. Sharing by Leader
• Hopes
• Challenges
• Expectation

56. Agenda
 Sharing by Leader 9.30
 Know your team
 BREAK
 Strengths
 Achievements
 LUNCH 12.30
 Departmental Strengths &
Desired Development
 Future Possibilities
 Reorganization
 Summary

57. 1. Provide enough resources
2. Good LMS
3. Manage department well
4. Develop and train them
A. Challenges
Training System, Resources and
Strategies

58. HRD
Department
Structure
HRD
Training
Administration
( Chew )
Human Capital
Development
( Malar )
Frontline Employee
(Ros)
Lean
( KS Chew )
Technical Skills
Development
(Chew )
OD
( KW Cheah )

59. Learning Management Sys

60. Five Management Rules
• No scolding – coaching
• Solve problem together
• Use your strengths
• Treat you fairly
• Never swing my mood

61. Engagement Via Learning
• Monthly Workshop
• Personally
conducted learning
• Coaching
• Benchmarking
• Discussion
sessions

62. Maxis: Academy Center

63. Nine Strategies
Focus on Performance
Solution
Align to Corporate
Objectives
Broadening
Learning Activities
Building Employee
Branding
Invest in Strategic
Learning
Leverage on our
intellectual capital
Partnership with Different
Business Unit
Cultivate Values and
Positive Culture
Speed up
knowledge transfer

64. High
Performance
MODEL
Learning:
change
Collaborating:
speed
Teaching:
Growth
Learning
Informal learning
formal learning
Teaching
Management becomes trainers
Groom internal employees as trainers
Collaborating
Network to customers and vendors
Cross Function Team
Community of Practices
High Performance Model

66. Carsem Confidential
HRD
Focus
Lean
Quality
People
Engagement
Organizational
Concerns
Lean
Supervisory Dev
Leadership Dev

67. Carsem Confidential
Lean
Quality
People
Engagement
Quality Program (Engineer)
OPL
2nd Screening (Operator)
TSDC
TWI Training Method
(Operator + Depts)
Lean Manufacturing Phase 1
(AMC)
Lean Supply Chain
Lean Manufacturing Phase 2
* Lean Culture (Prod Floor)
* Supervisory Development
(Focus Learning)
* The Leadership Challenge
(Pace Learning)
Business Skills (Intuitive Sdn Bhd)
* Succession Planning (Nexus)

68. Carsem Confidential
“4 P” Model Of The Toyota Way
Philosophy
(Long-term Thinking)
People and Partners
(Respect, Challenge and Grow Them)
Process
(Eliminate Waste)
Problem
Solving
The heart & soul of
The Toyota Way
• Philosophy - Long- term focus
• Processes - Eliminating waste
through Lean tools
• People - Developing +
challenging exceptional
people and partners
• Problem Solving –
Becoming a Lean
Learning
Organization
Source ~ Toyota Talent:
Developing your People the Toyota Way

70. 1. Join their meeting
2. Business Language
3. Networking
4. Business Challenges
B. Challenges
Senior Management Support