STMicrolectronics A LEARNING ORGANISATION

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STMicrolectronicsA LEARNINGORGANISATION

• Patrick Camilleri Mercieca
• Malta Plant
• HR Administration,
• TQCR Training Manager
• Human Resource

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ST A Learning Organisation

• 1 ST Who are we?
• 2 A Learning Organization
• 3 Key Building Blocks to establish
• a Learning Organisation
• 4 Key Activities to develop into
• a Learning Organisation
• 5 Barriers to a Learning Organisation

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1a ST Our Common Direction
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1b ST What we do
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1c ST Who we are
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1d ST Where we are
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1e ST What we have achieved
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2a A Learning Organisation STs Preamble

• The future of the microelectronics industry will
  belong to those organizations and people who not
  only posses core technological competencies and
  knowledge, but who also have the capacity to
  respond to the needs of a rapidly evolving,
  complex environment
• To achieve success, individuals, companies, and
  even outside institutions, through alliances with
  industry, must be able to renew or revitalize
  themselves as part of a process of continuous
  improvement and adaptation, which can only be
  achieved through learning

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2b A Learning Organisation STs Preamble

• Technological advances, new techniques and the
  sheer volume of knowledge accumulating behind
  this dynamic evolution make education essential
• Whereas innovation and technology may capture a
  market, it is the quality of the companys people
  that makes the difference

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2c A Learning Organisation In STs Perspective

• A Definition
• A Learning Organisation is an organisation
  skilled at creating, acquiring and transferring
  knowledge, and at modifying its behaviour to
  reflect new knowledge and insights

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3a Key Building Blocks to establish the
Learning Organization

• Total Quality Management (TQM) Culture
• Training
• Management
• Human Resource Function
• Information Technology
• Employees

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3b TQM Culture

• A TQM Culture based on
• The 5 TQM Key Principles which are
• Management Commitment, Employee Empowerment,
  Fact Based Decision making, Continuous
  Improvement, and Customer Focus
• The 9 EFQM Excellence Model criteria which are
  Leadership, Policy Strategy, People Management,
  Processes, Resources, People Satisfaction,
  Customer Satisfaction, Impact on Society, and
  Business Results

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3bi TQM evolution to Total Quality Corporate
Responsibility.supporting Sustainable Excellence
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3c Training

• In 1994 the company opened the doors to its own
  University, STU, which is situated on the grounds
  of chateau lArc in Fuveau, South of France,
  30-minute drive from the International Airport of
  Marseille
• ST sites have set up a Training department. In
  1997 ST Malta set up its Learning Institute which
  is located in the manufacturing site
• STU and the Learning Institute work together to
  spread insightful knowledge through the trainers,
  programs and systems

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3ci ST University Energiser of Company Culture

• ST University has an objective to provide all
  employees with the skills, knowledge, and
  cultural adaptability the company needs to remain
  abreast of important changes, while strengthening
  their sense of belonging and entrepreneurial
  spirit.
• ST University works on strategic issues by for
  example, aligning training to business.
• It acts to ensure efficiency and consistency in
  the education process through common guidelines.

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3cii ST Training Culture

• Having internal company speakers share their
  expertise with peers is vital. It gives more
  credibility to the training courses and
  complements theory taught by either internal
  training staff or academic partners with
  practical company experience.
• Trained employees get the opportunity to
  immediately see how a concept is put into
  practice at ST.
• To establish the foundation for a dynamic and
  effective corps of in-house trainers, ST
  University created a trainer certification
  process.

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3ciii ST Training Culture
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3d Management

• Management had a major role in establishing
  a Learning Organisation by
• Cascading formation type training, acting as
  teachers after they have been students
• Providing extensive ongoing training to all
  levels of personnel
• Developing a team culture
• Empowering employees to act in implementing
  continuous improvement
• Communicating openly, to keep all employees well
  informed
• Widely teaching the uses of tools of diagnosis,
  analysis and decision making
• Encouraging all employees to constantly challenge
  the status quo in ways both large and small.

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3e Human Resource Function

• The Human Resource Function role in building a
  Learning Organisation was by identifying and
  enabling competencies growth through
• Competence Management
• Employee Performance Assessment
• People Review
• Succession planning
• Dual Career path
• Individual study programs
• Recognition.

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3f Information Technology

• The Information Technology function support in
  building a Learning Organisation is shown
  through
• A computerized database of specific company
  knowledge and experience, validated, updated and
  applicable
• A directory of specific knowledge, skills and
  experience held by groups or individual
  employees
• A directory of learning resources that employee
  can access to plan their own learning activities
• A set of tools, methods and capabilities that
  allow employees to learn from each other and to
  learn together. This includes e-mail, corporate
  intranet, net meetings and others.

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3g Employees

• Employees are crucial in the setting-up of
  a Learning Organisation by being responsible for
  the growth in their knowledge path by
• Wanting to learn
• Being more open
• Going through the learning process
• Unlearning what has worked in the past but is no
  longer effective
• Finding the time to learn in their busy schedule
• Wanting to learn even more.

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4 Key Activities to develop into a
Learning Organisation

• The key activities, which embed the concept of
  the learning organisation into a daily practice,
  are
• Systematic Problem Solving
• Experimentation and Learning
• Sharing Best Practices
• Transferring and reusing knowledge
• Training, mindset, tools and management support
  accompany each practice

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4a Systematic Problem Solving

• Making effective use of the relevant
  Tools and Methodologies
• Plan Do Check Act (PDCA)
  Standardize Do Check Act (SDCA)
• Flow Diagrams, Brainstorming, Cause Effect
  Diagrams, Data collection, Graphs and Charts,
  Pareto Analysis, Scatter Diagrams, Histogram,
  Box Plot, Stratification
• Juran Methodology
• Ford 8 Disciplines
• Design of Experiment (DOE)
• Failure Mode Effect Analysis (FMEA)
• Business Process Improvement (BPI)
• Others

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4b Experimentation and Learning

• Training through various forms
• Informal training
• Classroom training
• On the Job training
• Training courses
• Self-Training
• Experiential Learning
• Computer Training
• CD Training
• On-line training
• Training goals/targets
• Training processes Needs Analysis, Plan,
  Evaluation
• Training Packages and aids.

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4c Sharing Best Practices

• Best Practices are shared through
• Training courses
• Information meetings
• Team activities
• Communities of Practice
• Benchmarking visits
• Customer visits/audits
• Independent bodies visits/audits
• Participation in Conferences
• Intranet systems
• Recognition events.

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4d Transferring and reusing knowledge

• From employee to employee
• From employee to IT systems
• From Department to Department
• From Site to Site
• From one product to another
• From one process to another
• From one equipment to another.

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7a Barriers to a Learning Organisation

• Most common Individual barriers are
• The unconscious assumption that
• I know all I need to know
• Discomfort at having to give up cherished
  opinions or beliefs
• Fear of becoming temporarily incompetent until a
  new skill is learned
• Unlearning what has worked in the past but is no
  longer effective
• The feeling of being too busy
• Sheer mental laziness.

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7b Barriers to a Learning Organisation

• Most common Organisational barriers are
• A knowledge is power syndrome that blocks the
  sharing of learning
• The famous not invented here (NIH)
• Management behaviour that says our subordinates
  have to learn, but not us
• Organizational silos that impede cross-functional
  cooperation
• Lack of training time, materials and resources
• Punishing mistakes rather than treating them as
  necessary learning experiences.

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QUOTE from STs previous CEO

• TQM culture is now embedded in our way of life,
  but our journey has not ended yet never will
  We have done an excellent job so far, but we
  still can improve significantly our ability to
  share and use more efficiently the expertise and
  knowledge that exists in the company. Our
  intellectual capital, and the way we will be able
  to develop it as true learning organisation, may
  be the only sustainable competitive advantage
  that will bring ST to new heights. The real
  wealth of our company is our people, their
  dedication, their expertise and their knowledge.
  We must set the conditions for them to develop.
  Pasquale Pistorio