FUNCTIONAL: Operations CATEGORY: Exempt/Supervisory

SUBFUNCTIONAL: Production PUBLICATION DATE: January 1999

SURVEY JOB CODE SURVEY JOB TITLE COMPANY JOB TITLE COMPANY JOB CODE

1013 Wafer Fabrication Mgmt 3

1014 Wafer Fabrication Mgmt 4

1015 Wafer Fabrication Mgmt 5

1016 Wafer Fabrication Mgmt 6

PRIMARY RESPONSIBILITY

Responsible for directing and coordinating multiple operations required in the production of semiconductor integrated circuits. Specific areas of responsibility may include, but are not limited to, wafer fabrication, line maintenance, equipment engineering, process engineering, and chemical mix activities. Establishes production schedule based on product requirements and material supply. Manages budgets for equipment expenditures and direct/indirect labor.

Note: Supervisors who are responsible for sub-areas within fabrication should be matched to Manufacturing Management (1001-1002).

LEVELING REQUIREMENTS

Level 3: Receives assignments in the form of objectives and establishes goals to meet objectives. Provides guidance to subordinates to achieve goals in accordance with established policies. Work is reviewed and measured based on meeting objectives and schedules. Establishes and recommends changes to policies which affect subordinate organization(s). Erroneous decisions or failure to achieve goals results in additional costs and personnel, and serious delays in overall schedules. Frequently interacts with subordinate supervisors, customers and/or functional peer group managers. May interact with senior management. Interactions normally involve matters between functional areas, other company divisions or units, or customers and the company. Manages, through subordinate supervisors, the coordination of activities of a section or department with responsibility for results in terms of costs, methods, and employees. In some instances this manager may be responsible for a functional area and may not have subordinate employees.

Level 4: Establishes operational objectives and assignments, and delegates assignments to subordinate managers. Objectives are reviewed by senior management to determine success of operation. Involved in developing, modifying, and executing company policies which affect immediate operation(s) and may also have company-wide effect. Erroneous decisions will result in critical delay(s) in schedules and/or unit operations and may jeopardize overall business activities. Regularly interacts with senior management or executive levels on matters concerning several functional areas, divisions and/or customers. Requires the ability to change the thinking of, or gain acceptance of, others in sensitive situations. Manages activities of two or more sections or departments through subordinate managers who exercise full supervision in terms of costs, methods, and employees. In some instances this manager may be responsible for managing staff function and may not have subordinate managers.

Level 5: Participates with other senior managers to establish corporate strategic plans and objectives. Makes final decisions on administrative or operational matters and ensures effective achievement of operation’s objectives. Erroneous decisions will have a serious impact on the overall success of functional, division, or company operations. Regularly interacts with executives and/or major customers. Interactions normally involve controversial situations, customer negotiations, or influencing and persuading other senior level managers. Directs and controls the activities of a broad functional area through several department managers within the company having overall responsibility for planning, budgeting, implementing and maintaining costs, methods, and employees.

Level 6: Develops corporate and/or organizational policies and authorizes their implementation. Provides general direction to and review of senior managers in various areas, groups, and/or operations. Erroneous decisions will have a long term effect on the company's success. Interacts internally and externally with executive level management requiring negotiation of extremely difficult matters to influence policy making bodies. Directs and controls the activities of one or more functional areas, divisions, product groups, service groups, etc., through senior managers with overall responsibility for the direction of those assigned areas.