Process Engineering Role

Guest

What is the real role of Process Engineers in the operation ? Is it ok that no Process Engineers/Technicians in the line/area/production floor during C-shifts?Is it normal that MRB generation be the responsibility of Maintenance Engineers? Is it normal that parameter optimization in Wirebond be the role of ME and PE are just concentrating in Material related issues but cannot establish material problem without the help of ME. In Amkor SOIC , this is the real life situation , ME are the one closing the MRB and discussing the issue to the Customer, is this normal?Is it normal to implement Blank OCAP as per PE advise in wirebond but there is an existing documented OCAP? Is it normal that no Input variables / parameters be defined and instead will just depend on the Output Response ?Is it normal that the PLS Program will create machine downtime everytime a set-up or conversion will be done because the parameters both auxilliary and main wirebond parameters are keep on changing during uploading/downloading of programs?

Guest

Amkor SOIC Boy,

Are you sure that ME can close the issue to the customer without PE intervention????Yes I agree that ME generate MRB but PE always need to enhance it. In SOIC the OWNERSHIP POLICY IS IMPLEMENTED.....

ME sups generate MRB and they always seek PE reviewal, why dont let their boss review it???

The reason why everytime the PLS was uploaded it creates downtime is because of poor machine condition.Machine to machine variation is very huge.They were called MAINTENACE ENGINEER but they can not maintain
the machine properly, a lot of piece part like sensors are not functioning.If everytime the program uploaded from library does not need parameter optimization then there's no NEED for technician because operator can do it alone......Now Im asking you back what is the role of ME in the operation???I LOVE YOU AMKOR SOIC BOY>>>>[code][/code]

Posted: Tue Nov 08, 2025 11:18 pm Post subject:

The role of ME in operation is to do what PE is expected to do but cannot be done by PE . I'm very sure that ME can close customer issue without PE intervention because I used to witness it several times involving my area and I'm very sure that MRB are not being refined by PE because most of the time the refinement being done by PE is just to give the action items to be transferred to ME instead of PE, even CI design and improvement , even though the affected unit fell on critical defect like single occurence of lifted stitch, lifted metal and the likes , the PE are agreeable that the cause of the problem was CI.....to tell you frankly soic girl , i'm from production of SOIC and since I am a customer(internal of ME and PE) i am entitled to consult other people on what I am presently encountering because we are the one badly hit by problem , we cannot produce desired output because of inefficiency of support group like PE and ME but from what i've experienced on the actual meeting ME are always the underdog ,PE group had managed to put revision on procedural specs because of jurisdictionb but revisions that are favorable to PE. Do you believe that PE were able close MRB without ME involvement , from what I know MRB is a team approach , but there were action items related to machines but ME didn't any involvement at all, how would this happen.
Right now we are glad there are new blood in ME team and for sure they can help improve the current system and procedures , what i'm not sure is , will they stay longer in ATP???remains to be seen and I know you know who are they....what do you think will be their impressions if they will know it ? My point here is ask for the input coming from outsider and former PE guys of SOIC to know if the current practice now is really normal but you are too emotional that clearly shows that there are people in PE group who are very defensive I hope I'm wrong ...from what I know Acceptance of a problem is the number one key to have solution..... I wish that there are ME in SOIC who are brwsing semicon fareast , but I think they don't have time to do it because MRB pa lang kulang na oras nila na dapat ang prime mover is PE.

Isa lang comment ko , the mere fact na naka browse at response ka dito within amkor's office time , hindi ka loaded at isa pa regarding your question on ME Role in operation , simple lang sagot ko , SOIC operation is running without PE support in C-shift , but my question , can we have operation in any particular shift withou ME?

I Love you too SOIC girl ....(malamang mag-on na tayo at hindi ito LQ)...he-he-he...peace .....

Guest

i'd like to add comment from guest's comment, the mere fact also that you're browsing this website means you're also taking chance of Amkor time that is supposedly for work... (look who's talking!)

but then the issue here is, you find PE guys are worthless on the production floor. Remember the first time you came inside Amkor on your first employment day? I guess all of us go through the so-called GENERAL ORIENTATION wherein as the word implies, orientation about the company, its systems etc, etc, right? Now i ask you GUEST and Amkor SOIC boy, have you inculcated in your mind the different groups that comprises Amkor TEAM? SUPPORT group includes ME, PE and others right? Should PE be worthless, i guess they were erased from the support groups long time ago, right again? Don't you think it would have been best if you raise that concern to the company president? Who knows Mike P. might hear your side and you would make a change in the "LONG-PRACTICED ORGANIZATIONAL CHART" of all industries, not just semicon, right again?...

to tell you frankly i hated PEs during my ME times. i was a ME for 5 years, and i never understood what the hell have they been doing in front of the computers most of their working hours and also the non-stop meeting and conference calls. i always felt bad that here i am, so tired with the physical work of trying to fix my machine to keep it at it's optimum condition and yet here's PE just sitting down and reading and reading and typing and typing something i don't know why they have to. i can say that we're feeling the same sentiments, you right now and me back then....

Came a time when i shifted my career, from ME to PE. You know what i just realized? ah ok, so this is what they had been doing all along, i thought was it was non-sense, some sort of wasting Amkor's time, but i tell you, PEs job is a no joke. BOTTOMLINE, you'll never know what PEs are working with unless you are in their shoes. It was this time that i realized that when i was ME, my goal was to keep equipments in tiptop shape, in good condition and all the works. i was just concentrated on the MACHINE, seldom on the other issues.

In short, MEs are concentrated on one factor, remember the 4 Ms and 1 E, but now upgraded to 6Ms (MAN, MACHINE, MATERIAL, METHOD, MEASUREMENT and MOTHER NATURE). Now i ask you, who does analysis on the other factors? Don't tell me it's ME? Don't object coz i've been there...

If you say, PE still needs ME during material evaluation i'd give you the simplest answer, it's because we are a team... It's a sad fact though that here in Amkor, most PEs are not that technically-skilled to operate and setup machines (NOT all, coz that doesnt include me, i could do equipment troubleshooting up to component level, not just board level, i could do setup and conversion, programming and optimization, etc). This is where a ME's support is needed. Same as, do MEs volunteer to do analysis on the other factors aside from the machine of which they are the prime owners? If you're ME, you'll know the answer, I tell you they don't, most of all don't and again, i've been there...

For MRBs, it's a common team agreement that whatever the rootcause that caused the top defect, then they should be the one to generate MRB. If it's machine related then sorry ME guys, you have to take ownership of that MRB, otherwise it would be the PE. Remember that MRB generation is teamwork, every group must be involved but we have to have a leader, an advocate, it's culture, it's what has been practiced all those years. If this is not the kind of setup and ownership that you have then that's a problem within your group, escalate it if you think you need. But then watch out, cause it could mean that you have the inability to solve simple issues within your levels. Key answer here is COMMUNICATION... do not just do it through e-mails, set a meeting and discuss.. Production ususally generates MRB here if the issue is admin/ discipline related. if all the systems are in place yet here comes production operator doing misop or whatever that is then we have to let the supervisor explain.

As a production sup, have you tried explaining in front of a customer for whatever fault we had done with their lot inside the line? ME sometimes do, PE always do and PRODUCTION also sometimes do (once in a blue moon though)...

What i see here is ME guys aren't that well exposed to reporting, i suggest that whatever accomplishments you have done, publish them. Copy your bosses, copy your PEs, copy all so they would know that they are your accomplishments and not just that PE or whoever that is that would credit when in fact they were just the one who did the documentation. It's the weakness i see on the ME guys. Even PRODN, they publish reports that are incomplete in details so it's common that PE does the filling-in of missing details, they end up being the one to send the complete report and so recipients would think that it was them who did the sweating and hardwork of completing the tasks but then i tell you again, an effective manager knows who did this and who did that even if it was PE who sent the report, because an effective manager knows the skills and capabilities of his team, even if you tell me "the manager's engineers are his cohorts or his cronies...

In one of your concerns where you wrote that PE do revisions to transfer the action items to ME, that I BEG TO DISAGREE. For every action item written on that MRB, it shoud be acknowledged by every group's team leader (ME manager/ PE manager/ QA manager/ PROD'N manager). Remeber that MRB to be completed needs to undergo sign loop by respective group managers. Your group's manager should know which of the items to accept and which of the items should be given to others. If it's not machine and mechanical in nature then i see no reason to give the burden to the MEs, right? Simple common sense, we don't need to go to the highest level of technical explanation.

Bottomline, PROD'N could do the feedback, the initial details. ME to do analysis on the machine side, PE on the other side and QA to validate. Right? i suggest Amkor SOIC Boy and Amkor SOIC Girl, and also guest (i think you're in the same department) to sit down and discuss this together as a team. If you don't feel good that you'll just be discussing this within your levels then have a management involvement...

Peace brothers and sisters... Idea

Guest

few items ladies and gentlemen:

1.0 Do production supervisors and maintenance engineers explain to customers when their lots are misoperated?

2.0 We complain of the incapabilities of PEs when handling machines, i'd like to ask "how could an operator/ technician misunderstand a very simple instruction?" that's where most misops are accounted for. But we have to be humane because as the word says, we are just humans, capable of doing mistakes. We all have our own flaws, it just proves the imperfections we have, created as we are...

3.0 Don't think that PEs are worthless, because prior establishing your department, the different processes were defined by the startup teams, PEs and MEs. Give credit to those who defined your processes of which you are doing today. Otherwise, wala kang trabaho ngayon dyan dahil wala pang established line.

4.0 Can you do an evaluation/ lot qualification? Lot shipment na nga lang, nangangamote kayo... katapat lang nyan yung mga kapalpakan din ng PE. Quality-wise, you don't value it that much, ang importante, mai-ship agad ang lote para hindi ma miss-OTD at mamura ng boss, di ba? kesehodang magkareject-reject yan, hayaan na lang ang PE na gumawa ng low yield report.

5.0 Pag may 8D dahil sa mga inspection escapees na hindi nakita ng operator during inspection, PROD'N ba or ME gumagawa, hindi di ba?

6.0 And production ba kung may kapalpakang nangyari sa linya, kaya mo bang ipagtanggol yan hanggang sa customer? kaya mo bang magbigay ng dispo na kaya mong panindigan magkamatayan man? kaya mo bang mapatunayan na walang reliability or quality issue yan sa end product?

Posted: Thu Nov 17, 2025 8:52 am Post subject:

kala ko pa naman -dapat 1 liner lang ang e-mail kasi pag mahaba daw ito tendency di na babasahin.

accept na lang natin ang katotohanan na parang carinderia talaga ang amkor!

Posted: Thu Nov 17, 2025 11:49 am Post subject: PE-KING OF THE LINE

But who do you think will be the KING OF THE LINE?
I work as PE in P3 and i must say..we are the king of the line ourselves.
We actually supervise MFG and MEE..we managed them of through dispo.
Susunod lang yan kung anong pinagagawa natin.
Worst is, ginagawa tayong pananggalang so if thers issue arised...
PE ang sasagot...sabi kasi nung PE eh.

I dont think there should be PE in C shift.
Thats one thing I hate in amkor.
Kung may for MRB generation na nangyari sa C shift,
why not hold lot momentarily..extend those who are concerned and sa
umaga mag brain storming along with bosses...and QA's.

And being a PE, you dont actually need to have the technical expertise of your machines. Kaya nga may MEE eh.
As PE, your is role to investigate problem and assess how to contain problem.
And its the hardest thing more than that of fixing the machine...to make a disposition!

So dont let MFG and MEE manage us...we should manage them instead cause we're the KING OF THE LINE.
PE must be calmest person in the line in the midst of line issues.

Posted: Thu Nov 17, 2025 11:22 pm Post subject:

Guys,

This is SOIC Boy , it seems most of us are responding here thru emotions , where in fact what my intension here is to ask inputs coming from former SOIC PE guys . I agree that in Amkor there are different set-up eventhough we have the what so called BKM , but the point here is the current practice by now in SOIC. I can stand even in front of Mike P. that ME had managed to close Customer Issue and directly answering to the questions of customer because I witnessed that personally. Do you believed that PE are practicing MRB closure without involvement of any ME on their team composition but there are action items by ME? That is true and I can give you hard evidence regarding this...

There is one guy who is suggesting to hold lots and will just wait for PE dispo during A-shift because there was no PE in C shift, we are now under the era wherein the CycleTime and OTD is the responsibility of all.

I believe there are other set-up in other amkor sites like P1-1, P1-3 , P3-1,P3-2, and so on but what Iam asking is regarding the P1-2 which is the SOIC and PDIP site. Everybody is entitled to his own opinion but we are still in the same company and I appreciate the experiences mentioned here but the key here is to share any help that we can give to each other , this might be just like an eye opener , perhaps we don't know that ME, PE and Production on our sides had the same sentiments. But one thing I'm proud of , we are number one in TPM and our VP is the Big Brother of Quality and we have the most number of machines and volume but with the lowest ASP and yet we have the competetive Profit Margin, but still I welcome inputs and feedback from PE in other sites and I love Amkor .......because it is the source of what I am giving to my family.... I want to apologize if I've offended some PE but one thing for sure there will be changes on the approach in P1-2 because we have new players and I wish sana maka browse sila dito dahil naka pwesto sila ng maayos sa organization ng P1-2.

God Bless us ALL...

Guest

you're right Amkor SOIC boy, everybody is entitled of his/her own opinion but do take note, we always have to look on the other side of the coin, right? coz whatever the bad side that you are always looking at, there must be something good on the other side, right?... try to give it a thought...

though i'm not from SOIC to validate your department's accomplishments, i guess the secret of achieving those is teamwork. i just doubt how could you have achieved all those when you're here bragging about problems within your area. Lack of teamwork is a major obstacle in achieving organizational goals, perhaps yours is an isolated case? i don't know..

Posted: Mon Nov 21, 2025 8:07 am Post subject:

Gasgas na yang teamwork concept na yan. Team work only if it is for your benefit.

Posted: Wed Nov 23, 2025 2:13 am Post subject:

I'm not working in Amkor. First impression. Oh!, this is Amkor guys looks like inside the company. Working in the same organization, yet don't know what the others doing. The other said, gasgas na ang teamwork concept.

Tell you what. A team whose team members doesn't have any idea what the other team members suppose to do (call it role), is doomed to fail. Anybody who says that teamwork is a "spent idea" don't know what is it in the first place. Gee, guys, why don't you sit down together as a group (don't call it a team if you prefer) and define exactly why each one of you are there. Your management should explain it already.

My other impression. Most of you knows what the other is doing but feel that he/she is contributing more and now questioning the other's existence in the group. Well, ask what your "stinking ass" contribution to your body. Our body is more or less a perfect example of teamwork. The eyes, the mouth, the feet, the hands, etc (don't forget the stinking ass again) have different functions to make the whole body works. Nobody ask him/herself why you need to ears or two eyes right. Or nobody question why the feet have to do all the walking.

Another example. I know, my message is getting longer. Ocean 11 movie. A team. each one has his own role. some much more critical than others yet by end of the day. they equally divided the loot among themselves. That is teamwork.

Now, some org doesn't have PE during night time. if the team feels that this affect your OTD and cycletime, the team should raise that issue to the management. I'm sure you will have your data handy to justify that claim. Production managers knows best. They're the one committing shipment.