1. LEONARD WEITMAN
Directing Success
in Manufacturing and Operations
Making order out of chaos
Finding solutions among challenges
Guiding people to success
6415 SW 90th Ave
Portland, OR 97223-7218
Phone: 503-319-9825
Email: Leonard@Weitman.net
2. Directing Technical Product Manufacturing and Operations:
Including Semiconductors, Imaging Devices, Video Displays, Solar Devices and Panels,
Specialized Computer Systems.
Clockwise from top left:
- Thin film solar panel (2.2m x 2.6m)
- PE-CVD system for solar panels
- Ion Implant system for semiconductors
- Chips mounted on ceramic package
- Video systems being tested
- Ion beam for semiconductor doping
Leonard Weitman page 2 Directing Success
3. CONTENTS: DEMONSTRATED AND VERIFIABLE SUCCESSES
Page
Section 1 – Measurable Results
Direction of Solar Panel Manufacturing Start Up in India 4
Management of Lean Technical Manufacturing and Operations
(production, planning, staffing, purchasing, equipment service) 6
Management of Technical Product Support 8
Design of Factories for Efficient Manufacturing
(layout, staffing, workstation, equipment) 10
Analysis and Improvement of Process Flow and Capacity 12
Plant Design and Facilities Management
(facility, utility distribution, energy management) 14
Management of Business Development 16
Section 2 – Management Philosophy
People and Profits 17
Process Improvement 18
Programs and Projects 19
Complex Change 20
Guidelines for a Manager 21
Hands On 22
Section 3 – Professional Reference Materials
References 23
Resume 24
Leonard Weitman page 3 Directing Success
4. The Challenge: Directing a Plant Start Up in India
• The company’s first turn-key solar panel factory was sold to a
customer in India.
• The customer was unfamiliar with the requirements of high-
technology manufacturing facilities or processes.
• The infrastructure in India for all aspects of doing business is
not yet fully developed.
Actions:
• Directed 300 people through all aspects of the first turn-key
65 MW size thin-film solar panel manufacturing plant
delivered to a customer.
• Guided the customer through construction questions.
• Led our company through resolution of issues as they were
discovered (this was the first plant of its kind shipped).
• Directed the delivery, move in, installation, start up, and
qualification for the entire line of heavy equipment and
conveyor systems.
• Managed the resolution of throughput issues to completion.
Results:
• Completed the largest thin-film solar manufacturing plant in
India, a $60M project, on time, while overcoming cultural and
language differences, numerous delays, and design changes.
• Met contractual throughput and quality requirements, as
certified by an independent 3rd party, started production, and
handed the factory over to the customer.
Reference:
Susan Rosenthal, Director Project Management
(831) 566-2093
Leonard Weitman page 4 Directing Success
5. Clockwise from top left:
• Factory building, shown in its rural context
• Typical delivery and transportation methods
• Completed front end of the production line
• Multi-chamber PE-CVD with one chamber lid lifted
• Factory under construction
Leonard Weitman page 5 Directing Success
6. The Challenge: Manufacturing Management
• Semiconductor factory (wafer fab, packaging and test areas)
was choked with work-in-process inventory (WIP).
• Time from start to finish in the line (cycle time) was too long
to support effective process control – defective product could
not be detected before many lots were already run under the
defect-causing conditions.
Actions:
• Determined status of each lot in the line. Scrapped obviously
bad material. Prioritized remaining lots based on customer
need and pushed them through the line.
• Did not start new material until WIP dropped to optimal
levels.
• Only started as many lots each day as the line could support.
• Determined root causes of lengthy line interruptions.
• Addressed substantial personnel performance issues fairly,
ethically and effectively.
Results:
• Throughput rose 89% year over year.
• Cycle time dropped by 67% during the same period.
• Line uptime doubled in most severely affected areas.
• Number of staff remained flat at the same time.
Reference:
Art Luthi, Product Line General Manager, at the time
(541) 410-6470
Leonard Weitman page 6 Directing Success
8. The Challenge: Technical Product Support
• Ion Implant equipment we supplied was not performing to the
customer’s requirements or contracted specifications for
uptime and particles.
Actions:
• Formed a team of design, manufacturing, and field engineers
to determine the root causes and make corrections.
• Worked with the customer to develop and agree on equipment
and process performance measurement methods.
• Excellent teamwork allowed factory staff to redesign chamber
parts based on field inputs and measurements.
• Field staff worked alongside, organized and trained customer
staff to address equipment maintenance requirements.
Results:
• Equipment up time rose from 71.4% to 87.9% (exceeded 85%
goal).
• In-situ particle counts dropped by 75%.
• Customer followed with $15M of additional orders.
Reference:
Mitchell Taylor, VP, Ion Implant Division, at the time
(408) 464-1671
Leonard Weitman page 8 Directing Success
9. Design and Implementation of Operational Performance Metrics
Micron Fab 6 – QX Plus 16.5% Availability Improvement
2
APPLIED IMPLANT TECHNOLOGIES GROUP
Initial Results:
Step-Function Particle Reductions at Intel in 3 Months
20
18
16 As-3
mean count @.08µ
14 Ge-20
12 Ge-5
10 Si-20
8 B-0.5
6 P-12
4 C-8
2
0
14-July
13-Sep
3-Oct
11-Oct
18-Oct
in Class
BestGoal
Since particle problems were identified and the project begun in July,
working together with Intel, Applied Materials has reduced mean particle
counts by 75%.
3
APPLIED IMPLANT TECHNOLOGIES GROUP
Leonard Weitman page 9 Directing Success
10. The Challenge: Factory Design for Efficiency
• The solar panel R&D center design had been drafted without
a clear vision as to its purpose or goals. The result was a
material flow that required some manual product handling and
was inflexible for adding future process equipment or
accommodating process experiments.
Actions:
• Discussed project goals with key stakeholders.
• Developed and reached agreement regarding clear objectives.
• Redesigned lab based on clear vision.
Results:
• Completed the design, meeting or exceeding objectives while
remaining under the total approved project budget.
• Obtained approval from all stakeholders for the new design.
Reference:
Ruiping Wang, Director, Solar R&D Lab, Xi’an, China
From the US: 011-86-150-2905-2618
Ruiping_Wang@amat.com
Xi’an Solar Lab Xi’an Solar Lab Project Vision
Project Cost, Schedule, Performance
During 2009, construct and start up an Applied
Materials Solar Lab facility capable of Gen 8.5 Thin
Film processing and Crystalline Silicon to:
Validate the full line of BKM recipes and trouble shoot
field problems.
Support Continuous Improvement Programs and SunFab
2.0 development for introduction into the Solar product
portfolio.
Support new process or equipment development for
introduction as Applied Materials Solar product.
22-Jan-09
Leonard Weitman
Support AGU Solar Equipment training for customers and
Applied Materials personnel.
Provide a showcase for viewing by potential customers.
4
Solar Business Group Applied Materials Confidential Solar Business Group Applied Materials Confidential
Leonard Weitman page 10 Directing Success
11. Plant Design That Meets the Needs of the Business
Designing a manufacturing plant must account for all of the desired goals – without defining a
clear vision of the desired outcome, the design will miss the mark.
Before Vision Definition:
After Vision Definition and Implementation:
Leonard Weitman page 11 Directing Success
12. The Challenge: Process Flow and Capacity Analysis
• The video display manufacturing line capacity was far below
customer requirements. Demand was continuing to rise and
production capacity needed to be tripled.
Actions:
• Before designing and building a new line, a mathematical
model was constructed showing the capacity of each process
step and how it compared to forecasted demand.
• A new line was designed with capability to meet both
forecasted capacity and an alternate “sensitivity analysis”
forecast.
Results:
• Completed the design, meeting or exceeding objectives while
remaining under the total approved project budget.
• Managed implementation of the new line.
• Published the methodology for production capacity
forecasting in the Journal of Industrial Engineering.
Reference:
Tom M. West, Ph.D., Oregon State University, now retired
(541) 330-6911
Leonard Weitman page 12 Directing Success
14. The Challenge: Facilities Management
• Integrated Circuits Operation was spending $4M per year on
utilities including: process gases, heating & cooling,
electricity, and various water systems.
• This amounted to more than 10% of the total expenses of the
entire operation.
Actions:
• A project team of facilities engineers and technicians
collected data on where, when, how, and why utilities were
consumed in the building.
• The opportunities for savings were prioritized based on the
size of savings and the return on invested capital.
• A plan was developed and approved.
Results:
• Within one year annual utility costs were reduced by $800K.
By the end of two years this had grown to $1.5M/year.
• As a result of working together, all portions of the facilities
team grew to trust and respect each other.
• All parts of the business grew to learn how integral the
facility was to the success of the operation and a much higher
degree of teamwork was established across the organization.
Reference:
Art Luthi, Division Controller, at the time
(541) 410-6470
Leonard Weitman page 14 Directing Success
15. These are most of the people
who worked on the project.
They included fab engineers,
facilities engineers, and
facilities technicians.
Leonard Weitman page 15 Directing Success
16. The Challenge: Business Development
• The Ion Implant Division was in the midst of negotiating a contract that could
lead to greater than $100M of business over a two year period. We needed to
be sure we understood the impact of costs and pricing on overall gross margin
prior to finalizing the proposed agreement.
Actions:
• Working closely with division accounting, manufacturing, and design
engineering, a model was constructed taking into account expected cost
reductions due to manufacturing improvements and component design
improvements.
Results:
• The model helped us understand the effects of reducing the Average Selling
Price (ASP) and materials costs per unit, which would lead to an expected
increased sales unit Volume, and the impact this would have on the resulting
Gross Margin (GM) and ultimately total revenue for the business.
Reference:
Tim Tees, Account Manager
(503) 369-4234
Sensitivity of GM% to ASP and Volume
Period Costs Amortized Over 17 Tools/Quarter Period Costs Amortized Over 20 Tools/Quarter
Base Mat'l Cost ($M) Base Mat'l Cost ($M)
45.0% 1.275 45.0% 1.275
1.350 1.350
40.0% 40.0%
1.425 1.425
GM%
GM%
35.0% 1.498 1.498
35.0%
target target
GM% GM%
30.0% 30.0%
25.0% 25.0%
00
00
00
00
00
00
00
00
00
00
00
00
00
00
.9
.0
.1
.2
.3
.4
.5
.9
.0
.1
.2
.3
.4
.5
$2
$3
$3
$3
$3
$3
$3
$2
$3
$3
$3
$3
$3
$3
Average Selling Price ($M) Average Selling Price ($M)
Period Costs Amortized Over 23 Tools/Quarter Period Costs Amortized Over 26 Tools/Quarter
Base Mat'l Cost ($M) Base Mat'l Cost ($M)
45.0% 1.275 45.0% 1.275
1.350 1.350
40.0% 40.0%
1.425 1.425
GM%
GM%
35.0% 1.498 35.0% 1.498
target target
GM% GM%
30.0% 30.0%
25.0% 25.0%
00
00
00
00
00
00
00
00
00
00
00
00
00
00
.9
.0
.1
.2
.3
.4
.5
.9
.0
.1
.2
.3
.4
.5
$2
$3
$3
$3
$3
$3
$3
$2
$3
$3
$3
$3
$3
$3
Average Selling Price ($M) Average Selling Price ($M) 5
APPLIED IMPLANT TECHNOLOGIES GROUP
Leonard Weitman page 16 Directing Success
17. MANAGEMENT PHILOSOPHY – Profits and People
The needs of employees, customers, and the business are not
inconsistent with one another.
APPLIED MATERIALS - IWWA Aloha Site Operations
Employee Satisfaction: A Means to an End
April 19, 1996
Underlying Reasoning and Philosophy
(the world according to Leonard)
Particularly in the business of Customer Service, the ONLY assets we have that enable
customer satisfaction are the people that provide the service.
As a result, it is critical to the success of our business that we attract and retain highly
motivated, skilled and trained people.
Employees are not commodities or “interchangeable parts” that can be replaced as
needed. (Referring to them as “heads” and “headcount” is disrespectful and may be an
indication of a “commodity mind-set”.) These are individual human beings who have
needs & wants, hopes & dreams, families & home life, joys & sorrows. All of these
aspects must be taken into account at all times when dealing with these people.
If the people in the department enjoy their work, feel challenged and needed, and
believe that their employer values their contribution, they will stay with the company.
If these experienced and trained people stay with the company, we do not have to
continually replace them, investing in additional recruiting, training, etc.
If we provide a stable and highly skilled work force to our customer, our customer will
see the benefit as superior customer service.
If our customer perceives superior customer service, this weighs heavily in their
decision to buy additional equipment.
If they continue to buy more equipment, Applied Materials continues to grow and
prosper and the stockholders benefit.
APPLIED MATERIALS Confidential
4/18/96 Leonard Weitman page 1
APPLIED MATERIALS - IWWA Aloha Site Operations
Employee Satisfaction: A Means to an End
April 19, 1996
This all sounds “warm and fuzzy”, but…...
One of the most important responsibilities I have as a manager is to ensure
that people feel valued.
One of the worst ways for people to feel violated is to be forced to work with
someone who is not doing their job satisfactorily.
Therefore, I take it very seriously if someone is falling short of objectives:
I speak directly with the “offender” in private. Notes from
conversations are kept in my daily log.
If verbal advice does not work, written advice is offered. Written advice
is added to a person’s personnel file.
Performance reviews cite specific areas of improvement:
If the person has made improvement in cited areas, this is highlighted.
If they have not responded as necessary, this is cited in the review.
Ultimately, if a person is not meeting objectives they will leave the
department one way or another.
In any case, people are dealt with in an open, honest and fair manner. The
issues are clearly stated and the person has clear direction and sufficient
opportunity to make corrections.
APPLIED MATERIALS Confidential
4/18/96 Leonard Weitman page 4
Reference:
John Hoffman, Account VP/GM at the time, now a CEO
(925) 924-1480 ext; 202
Leonard Weitman page 17 Directing Success
18. MANAGEMENT PHILOSOPHY - Process Improvement
Problem Definition
• Where are we now and where do we need to be?
• How do we get there?
Underlying Bases for Action
• People generally want to do the right thing.
• There are often obstacles to making the transition.
• Much of the required knowledge and expertise is available
within the existing staff.
The Project Management Approach:
• Identify the current problems and desired areas for change
that benefit the business.
• Determine root causes for these limitations through open
discussion and objective research.
• Define the desired end results of the project. Obtain
agreement among key stakeholders.
• Design the work packages (steps) required to “get from here
to there.”
• Assign responsibility for each work package.
• Determine the available budget. Obtain approval for the
budget.
• Develop the project schedule and routinely track progress.
• Assist people with breaking down barriers to change.
• Report progress to stakeholders and project team to keep
everyone motivated and enthusiastic.
Leonard Weitman page 18 Directing Success
20. Make Sure all of the Necessary Elements are in Place
Effecting change in an organization requires all of the necessary
elements of management.
If some are missing, the results will fall short of the goal.
Managing Complex Change
Action Desired
Vision + Skills + Incentive + Resources + =
Plan Change
Action
+ Skills + Incentive + Resources + = Confusion
Plan
Action
Vision + + Incentive + Resources + = Anxiety
Plan
Action Gradual
Vision + Skills + + Resources + =
Plan Change
Action
Vision + Skills + Incentive + + = Frustration
Plan
False
Vision + Skills + Incentive + Resources + =
Starts
Author unknown, reprinted by Leonard Weitman
Leonard Weitman page 20 Directing Success
21. Guidelines for a Manager
Leonard Weitman
“Strength is defined by being fair as opposed to being tough.” 1
Earn Personal Trust
Make sure your employees and peers have no doubt about your desire to
treat them with dignity and respect. Leave no doubt in their minds that
their honesty, hard work, and sound judgement will result in your
unwavering efforts to provide a rational, healthy work environment.
Demonstrate Intellectual Integrity
Apply your technical and professional skills logically. Be emotional about
issues only because they offend your sense of logic and right. Improve
and expand your skills constantly. Through your actions assure your
employees and peers that you will only base your decisions on sound data
and rational application of your skills. When you speak, know what you're
talking about or openly admit that you don't.
Teach Sound Business Principles
Through your actions and clear statements during "coaching" situations,
teach your employees and peers sound business fundamentals. Discuss
and be responsive to such issues as cash flow, ethics, effective use of
resources, performance standards, and competitive position.
Run An Efficient Organization
Aggressively search out and eliminate waste. Openly reward and
compliment people who make improvements. Be organized. Make
effective use of your time and the time of others. Routinely look for new
methods, tools, and resources that can improve efficiency. Actively sell
your employees and peers on the idea of constant improvement.
Resolve Conflict Constructively
Conflict among individuals is normal. Constructive resolution is not.
These situations offer significant opportunities for organizational
performance improvement. They need to be openly addressed with tact
and sensitivity. Bring the parties together and facilitate identification of the
real issues. Bring out the data. Help the people involved through a logical
decision process.
1 Sherwood Dudley, Portland Business Journal, 8-Feb-08
Leonard Weitman page 21 Directing Success
22. MANAGEMENT PHILOSOPHY – Being In Touch with the Details
Ability, Interest and Willingness to be “Hands On” as Needed
As an executive, my primary responsibility is certainly not repairing the
equipment. However, as time allows, one gains perspective regarding
what really goes on “in the trenches” by spending time in the factory,
working side-by-side with the people who do the work on the line.
There are several benefits to this periodic working on the line:
1. I’m able to understand in more detail how the line works and what the
issues are.
2. I learn more about who the people are, and where the “people issues”
may be.
3. People on the line learn more about me, building mutual trust and
respect.
Earning equipment certification demonstrates to everyone in the factory
that I have the ability to understand how things work and what we face.
Ion Implant Equipment Familiarity
Earned AMAT Quantum-X Preventive
Maintenance certification.
Regularly provide hands-on assistance
with preventive and corrective
maintenance in customer’s fab.
Know the difference between a guide
tube and flight tube, a VME and PC,
source and PFS arc chambers.
6
APPLIED IMPLANT TECHNOLOGIES GROUP
Leonard Weitman page 22 Directing Success
23. Professional References
LEONARD B. WEITMAN
6415 SW 90th Avenue Portland, OR 97223 503 319-9825
leonard@weitman.net
www.weitman.net
Tom West, PhD John Hoffman
Retired Professor and Dean of Engineering CEO
Oregon State University Pivotal Systems
541-330-6911 925-924-1480 x202
TMW1205@aol.com jhoffman4793@sbcglobal.net
Relationship: Engineering Professor, OSU Relationship: Former VP and 2nd level
Manager, Applied Materials
Art Luthi John Farwell
Principle Vice President, Finance & Marketing
Sales Associates of Oregon Bend Broadband
541-410-6470 541-312-6609
always1st@EarthLink.net cableguy@bendcable.com
Relationship: Former Manager, Tektronix Relationship: Former co-worker, Tektronix
Mark Childs
President
Integrated Corporate Property Services
503-557-7200
mchilds@icps.biz
Relationship: Former co-worker, Tektronix
Leonard Weitman page 23 Directing Success
24. LEONARD B. WEITMAN
6415 SW 90th Avenue Portland, Oregon 97223 503 319-9825
leonard@weitman.net www.weitman.net
VP/DIRECTOR: MANUFACTURING, OPERATIONS, PROFIT/LOSS,
TECHNICAL PRODUCT SERVICE/SUPPORT, BUSINESS DEVELOPMENT
PROVEN SUCCESS:
Making order out of the chaos inherent in technical projects, manufacturing and operations.
♦ Possess extensive semiconductor and thin-film solar equipment, manufacturing, and market
knowledge. Known for excellent working relationships with co-workers and customers.
♦ Ensure that products and services profitably meet customers’ needs, that the workplace is
safe, and that the business is in compliance with labor, environmental, and accounting laws.
♦ Build operations to handle steady, profitable growth and an ever-increasing scale of products,
processes, and employees. Employ Lean Manufacturing and statistical process control.
♦ Create and sustain cultures of flexibility, cooperation, mutual trust, respect, customer
sensitivity and drive – keys to a vibrant, healthy operation.
EXPERIENCE: EXAMPLES OF EFFECTIVENESS
APPLIED MATERIALS, INC., HILLSBORO, OREGON 2006 - 2009
Director, Factory Projects, Solar Business Group
Managed 300 people through all aspects of the first turn-key 65MW size thin-film solar panel
manufacturing plant delivered to a customer, including all production and metrology tools.
• Established trusting relationships, with customers in India and China. Redesigned the
plant in China, obtained approval; now managing total project planning and execution.
• Delivered the largest thin-film solar manufacturing plant in India, a $60M project, on time
while overcoming cultural and language differences, numerous delays, and design changes.
• Managed the first start-up for Applied, from facility design review, through equipment
delivery/installation, process qualification, 3rd party certification, and start of production.
Director, Business Development and Technical Product Support, Ion Implant Division
Directed business management and factory technical product support. Customers included
the two largest US based international semiconductor manufacturers.
• Managed six technical product support engineers to ensure excellent product performance.
Led successful program to increase key customer tool availability by 17 percentage points.
• Built and sustained trusting, long-term, customer relationships leading to closing of $15M
of future sales, in spite of announcement of division closure.
• Carried out competitive analysis, developed target customer specifications guiding future
product direction, resulting in above mentioned $15M order.
• Provided in-depth margin and price analysis, reviewing sales proposals to ensure
manageable commercial terms and margins.
MENTOR GRAPHICS CORPORATION, WILSONVILLE, OREGON 1998 - 2005
Director, Worldwide Procurement and Supply Management
Directed purchasing / travel functions in North America, Japan, Egypt, Ireland, India, France.
• Built and led team of 25 purchasing and travel professionals; increased negotiated annual
savings from $3.3M to $14.6M and improved on-time delivery of goods from 78% to 95%.
• Developed a team; hired, trained, and integrated members in the global locations resulting
in increased savings and enhanced supplier performance.
• Raised performance expectations resulting in operational improvements. Rewarded and
retained staff who made the change. Fairly and ethically managed-out those who did not.
• Implemented automated systems leading to an efficient and effective global operation.
25. Page 2 - Leonard Weitman
APPLIED MATERIALS, INC., HILLSBORO, OREGON 1994 - 1998
Site Operations Manager
Full Profit and Loss responsibility for on-site field service operations including equipment
engineering and service, process engineering, product development, and spare parts logistics.
• Conducted monthly performance reviews with customers and field staff ensuring clear
definition of objectives and their satisfaction. Obtained best customer satisfaction scores.
• Managed team to be the most profitable and highest morale site for four successive years.
• Set up site office and successfully directed the growth of staff from 20 to 85 employees.
APPLIED CONCEPTS, INC., WILSONVILLE, OREGON 1993 - 1994
Director of Operations
Managed manufacturing (surface mount technology, final assembly & test), materials
planning, purchasing, computer systems, facilities, and quality, after company relocation.
• Accomplished 300% increase in manufacturing output over a three month period.
• Achieved a 15% reduction in the cost of materials over prior year's operation.
• Constructed accurate multilevel, structured bills-of-material for primary product lines.
TEKTRONIX INC., BEAVERTON, OREGON
Manufacturing Manager, Charge Coupled Device (CCD) ICs 1991-1993
Managed the wafer fabrication, packaged part assembly, and semiconductor test areas.
• Increased annual unit shipments by 121%, reduced WIP by 2/3, shortened cycle-time from
30 to 10 days, while holding staffing levels steady.
• Improved team performance by addressing substantial personnel issues fairly, ethically and
effectively.
Operations Manager, Integrated Circuits Operation 1986-1991
Managed production line maintenance and facilities for the wafer fabrication plant.
• Managed 80 people and $4 million operating budget. Provided facilities engineering,
maintenance, and environmental & safety services for the microelectronics plant.
• Accomplished continuous reduction in both total cost per square foot (over $2 million per
year reduction), and plant reliability (80% reduction in interruptions to service).
• Accomplished major innovative facility renovation to reduce utility consumption and
optimize use of office space while virtually eliminating "office churn" expenses.
Finance & Accounting Senior Systems Analyst and Designer, Technology Group
Computer Aided Design (CAD) Engineer, Technology Group
Manufacturing Engineer, Oscilloscope and Cathode Ray Tube Mfg.
EDUCATION:
MASTER of SCIENCE ENGINEERING MANAGEMENT Portland State University
BACHELOR of SCIENCE INDUSTRIAL ENGINEERING Oregon State University
PUBLICATIONS:
Methodology of Production Capacity Forecasting; published in the Journal of the
International Institute Industrial Engineering (IIIE)
Algorithm for Determining a Graph's Upper Bound; published in the Tektronix software
journal, Tekniques
ADDITIONAL PROFESSIONAL ACTIVITIES:
Instructor, Portland Community College, 1985 - Present
