A cross-training concept: one line-one department

As empowerment migrates to those levels at which decision making takes place, many areas of manufacturing are developing more sophisticated, self-directed work teams to meet today's demand. The manufacturer must produce both quality and quantity while the market demand remains firm. Maximizing tool thruput while minimizing down time plays a key role in this challenge. At IBM's semiconductor fabrication facility in Essex Junction, Vermont, a process line is applying the concept of cross training to all those individuals in its operation. A line-wide, cross-training program is described that eliminates nearly all barriers between various departments members and their tool sets, thus broadening the operator skill base and utilizing available human resources for balancing work in progress (WIP). This program focuses on eliminating non-operator issues at a given tool set and providing tool coverage during breaks and lunch periods to reduce overall tool downtime. It also attempts to achieve a better managed balance of WIP throughout the line by targeting over-wipped and high-capacity tool sets. Increased output is expected from capitalizing on lost opportunity, developing flexibility and improving total line thruput. Improved morale can be expected by offering people the opportunity to enhance their skills, by presenting new challenges, and breaking routines. A cross-training concept qualifies the current skill base of the manufacturing line, keying in on those skills previously acquired outside the present area of responsibility. A team coordinates training, making decisions to move resources according to business needs.