A 9-month timeframe to move a mature process and the equipment is an extremely premature schedule; a process transfer like this usually takes an 18-month well-thought out business plan. .
The problem was looked at in many different ways and included in the critical thinking process were the engineering, manufacturing and management teams. By incorporating the three groups in the process, it brought to light the different elements and roadblocks that we would run into as a team and a company. Do to the current economic recession, the first choice was thrown out, at this point we need to save as much money as possible to ride out this storm. The second choice was definitely not the easier of the two but the most logical and economically sound. At this point, it seemed the economic fallout was a heavy influence and had put us on incredible roller coaster ride for the next 9-months. We as a team were heading towards a creative thinking methodology as one of our main objectives to establish a business process that would have the Phoenix fab running the Guadalajara line in just 9-months. Creative ideas were needed to design and organize the equipment and to modify the Phoenix production line to handle the new process form Guadalajara. With in a few days (and long nights) we had created a business process that was very creative and had us with in days of the 9-month deadline. .
The forces of influence were being headed by manufacturing and engineering; at this juncture all the upper management could do was to bless our business process and to provide the limited financial support to make this project successful. The manufacturing team headed the transfer process by identifying the common equipment sets that would be able to accommodate the new line, thus reducing the amount of equipment that would be needed to transfer and qualify. This also raised the issues of reducing our capacity in the fab since we would be increasing the line but not increasing the equipment sets, a real problem when the economy does pick up.
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