Challenges faced by a global team : the case of the Tool Reuse Program at Intel®

Abstract

The semiconductor industry is characterized by a high cost of capital equipment and fast change in process technology. Therefore Intel ® Corporation as the world's largest semiconductor company has a significant advantage over its competitors in reusing its semiconductor equipments. Not only may the financial impact be considerable, but also Intel ® Corporation can see benefits in process development, equipment reliability, and training. However, demolishing and reusing tools do not go without major difficulties: complexity of the equipments, safety concerns because of the chemical used, reliability of the tool when reused. Consequently, in late 2004, the 6D Program was initiated to preserve Intel's assets during transfer from decontamination through deployment (reuse, resale, part harvesting, donation or scrap) using safe, effective procedure and business processes. In less than 3 years, the 6D Working Group has created procedures, checklists and trainings to assure "best-in-class" performances. This project was set up to support the 6D Working Group's improvement strategy by analyzing gaps that may exist in the system. Especially, the thesis analyzes the challenges faced by the 6D Working Group (a global team) to influence and standardize local practices. By using game theory analysis, recommendations are made to change incentive policy. A new set of metrics is proposed to drive accountability of the sites and foster process improvements. Finally, using a system dynamics approach, the thesis offers insights to answer the question of the adequate level of standardization of processes.