Questions Flashcards
Tell me about a time you made a mistake at work. How did you resolve the problem, and what did you learn from your mistake?
I had made an error in my evaluation of data collected from Thin film layer thickness measurements for the dopant applied to our wafers in the wafer fabrication process.
I recognized that I mistakenly concluded that production was using more dopant than necessary. I realized I had made this error and it’s potential impact on production and I knew I needed to act swiftly to correct my report.
I informed all relevant members and supervisors of the error, and I worked with the engineering manager to understand the extent of the error. We developed a corrective action to adjust production.
The issue was resolved, and I prevented significant disruptions to production. I learned the importance of thorough data validation and the need to communicate mistakes transparently to prevent larger problems.
Describe an occasion when you had to manage your time to complete a task. How did you do it?
I needed to gain approval of an important customer as part of my evaluation of a potential process change in diode manufacturing.
I was tasked with completing reliability testing on sample diodes in order to meet a tight deadline.
I began by breaking down the project into manageable tasks and established a timeline for each. With the help of the supervisors in Diode Testing, I was able to coordinate a testing schedule of the sample parts while minimally disrupting production test scheduling.
By adhering to my sample scheduling plan, I successfully completed the sample diode testing prior to the deadline, allowing for sufficient quality checks, resulting in process change approval from the customer, which improved efficiency and throughput in diode manufacturing.
Describe an occasion when you failed at a task. What did you learn from it?
During my time at VMI, I encountered challenges while implementing a new process to reduce manufacturing defects (glass voids/holes), and it did not yield the expected results (using the vacuum furnace with sufficiently ramp down time).
The failure prompted me to reevaluate the process and identify the root causes of the issue.
I conducted a thorough analysis, involving cross-functional teams, to pinpoint the shortcomings. We identified critical process flaws and unaccounted factors in the attempted process change implementation. This allowed me to propose another process change that focused on another aspect of the issue (how the glass is mixed)
Although the initial attempt was not successful, I learned the importance of perseverance and problem-solving. The revised process change ultimately led to a significant reduction in defects, demonstrating the value of learning from failure.
Tell me about a time you took the initiative in your career. What was your motivation for doing so?
While at VMI, I noticed a need for improved procedures between process steps to enhance overall efficiency.
I felt motivated to take the initiative and bridge the gap between areas in the plant.
I reviewed all procedural documentation and collaborated with the operators and supervisors in each relevant area. I implemented procedural changes with improved visual diagrams, clear instructions, and other changes based on their feedback.
By taking the initiative to foster collaboration, I improved operator communication, reduced procedural errors, and enhanced productivity.
Describe a time when you used your leadership skills to motivate your team or colleagues.
Due to a significant drop in production yield associated with diffusion furnace irregularities, the company faced uncertainty about production meeting customer shipping deadlines.
I needed to act swiftly to implement a corrective action plan and organize production scheduling accordingly.
I analyzed the issue and determined that two of four diffusion furnaces were not suitable for production, met with supervisors and maintenance teams to discuss the equipment issues, equipment repairs, and developed a schedule for production to overcome the temporary constraints. In addition, I scheduled a meeting with all stakeholders involved, discussed all of the corrective actions taken, and projected outcome of the disruptions to production.
Following the corrective action plan, production was able to meet existing schedule deadlines with sufficient yield outcomes, and the company concerns were alleviated. I learned the importance of leading with quick actions, detailed analysis, team collaboration, organization, and effective communication to meet the challenge and have success.
Describe a time when you were responsible for a task you didn’t receive training on and were unsure how to complete. How did you handle it?
At VMI, I was assigned a project that required using a new software tool I hadn’t used before.
I needed to quickly learn the software and complete the project effectively.
I proactively sought online tutorials, consulted experts, and practiced using the software. I also communicated my learning curve to my supervisor and requested additional time to ensure the task’s quality.
With dedication and a learning mindset, I acquired the necessary skills, successfully completed the project, and gained proficiency in using the new software.
Give an example of a time when you had to make a difficult decision. How did you handle it?
At VMI, I had to decide whether to halt production temporarily to address a safety issue that had arisen.
I needed to balance production deadlines with ensuring the well-being of our employees.
I conducted a risk assessment, consulted with safety experts, and communicated with senior management. Based on their guidance and my commitment to safety, I made the difficult decision to halt production temporarily to address the safety concern.
The decision, although challenging, ensured employee safety and, in the long run, led to increased workplace safety measures and improved overall employee morale.
Describe your process for solving problems. What steps do you take to resolve important issues at work?
While working at VMI, a critical production issue arose that threatened to disrupt delivery timelines.
I needed to resolve the problem swiftly to prevent any negative impact on the company’s reputation and customer satisfaction.
I followed a structured problem-solving approach, which included defining the issue, gathering data, identifying root causes, brainstorming solutions, and implementing corrective actions. I collaborated with a cross-functional team to address the problem comprehensively.
By following this systematic approach, we successfully resolved the issue, preventing production delays and maintaining high customer satisfaction levels. This experience reinforced the importance of structured problem-solving in my work.
Can you describe a situation where you had to coordinate with cross-functional teams to improve a manufacturing process?
During my time at VMI, I was tasked with enhancing the efficiency of our diode manufacturing process.
I identified the need to collaborate with various teams, including production, quality control, and design, to achieve this goal.
I organized regular cross-functional meetings to discuss process improvements, gathered input from team members, and incorporated their feedback into our improvement plan.
As a result of our collaborative efforts, we implemented changes that reduced manufacturing defects by 15% and increased overall production efficiency.
Tell me about a time when you were responsible for developing and implementing new processes.
At VMI, I was tasked with introducing a more efficient assembly process for a specific product line.
My responsibility was to create a new assembly procedure that would reduce production time and improve product quality.
I worked closely with the production team to understand the existing process, identified bottlenecks, and developed a streamlined assembly procedure.
The new process reduced assembly time by 20%, resulting in significant cost savings and higher product quality.
Describe a situation in which you had to design workstations following ergonomic and safety standards.
At VMI, I was responsible for optimizing the workstation layout in the assembly area.
My task was to design workstations that prioritized employee safety, ergonomics, and productivity.
I collaborated with safety experts to ensure compliance with safety regulations, and I conducted ergonomic assessments to design workstations that minimized physical strain on operators.
The redesigned workstations improved operator comfort and safety, resulting in a 20% reduction in workplace injuries and increased productivity.
How do you go about solving problems?
- Define the problem, which involves clearly articulating:
- What the problem is?
- Writing it down.
- Gaining consensus from anyone else involved being on the same page. - Analyze the problem, and ask:
- Who knows about this?
- Who is affected by this?
- Who can help? - Develop Solutions
- Brainstorm possible solutions, open discussions with other engineers and staff to obtain useful input. - Evaluate solutions
- Weight the pros and cons of each solution before coming to a judgement. - Select the proper solution
- Decide which solution provides the best outcome while taking into account relevant factors in the situation. - Implement the solution.
- Evaluate and Learn.
What is your biggest/greatest weakness
My greatest weakness is that I sometimes have trouble saying ‘no’ to requests and end up taking on more than I can handle. In the past, this has led me to feel stressed or burnt out. To help myself improve in this area, I use a project management app so I can visualize how much work I have at any given moment and know whether or not I have the bandwidth to take on more.
What is your greatest strength?
My greatest strength is attention to detail. Throughout my life, I have always been focused on the finer things in everything I do. My attention to detail has also been an asset once I started working after graduation as a process engineer. Being detail-oriented in my work allows me to manage multiple projects at one time and easily HIGHLIGHT the MOST important requirements of each project so they can be completed accurately. I am happy to say that I have a reputation for managing multiple large projects and delivering 100% of them on-time to our clients.
My greatest strength is my ability to collaborate and add value to my team. First, I have always been told by managers and team members that I am an easy person to work with, making assignments easier to complete because we are always on the same page. I think being STRONG at collaborating has also made me more self-aware of what is important in a team. For example, I do my best to motivate my team and support them when the project stalls or if one team member does NOT agree with another member, I try to find a middle ground for both of them. I also make it my duty to be as flexible as possible, jumping into different roles within my team depending on what they need me to complete on specific days.
Focus on results, completing tasks and overcoming issues that arise. I focus on driving completion of tasks and solving problems and obtaining the best results possible.
Additional questions
- Can you elaborate on the day to day responsibilities of the role?
- Can you tell me about the team I will be working with and the number of team members?
- What do you feel are some of the biggest challenges facing the person who accepts this position?
- What are the characteristics of a person who would succeed in this company’s environment?
- What traits would help me to be successful in this role?
- What should I hope to accomplish in my first 90 days if I am hired in this position?
- If I were in this job, how would my performance be measured?
- Can you describe the first-year accountabilities for this role and the metrics you would use to evaluate my performance?
- How are team members recognized for a job well done?
- What are the next steps in the interview process?
Describe a difficult problem and
what you did to overcome it…
A coworker left abruptly and I was assigned an important project of his.
The project was time-sensitive and needed to be completed prior to an ISO Audit of our Diode Manufacturing Process, in a week time-span.
I gathered the information necessary to complete the project, created a plan of action, altered my project priorities to meet the demands of the tasks required, and completed the project before the auditors arrived.
There were no major findings in the assembly area found by the auditors, and we continued to uphold our ISO certification status. I learned that I was very capable of completing many tasks with great organizational skills and time management.
There was an increase of worker related physical injury in the Diode Assembly process, for a necessary process step in diode production
I needed to make changes to the work station to allow the workers to complete the task while also reducing risk of injury and improving process efficiency.
After observing the workers in the area upon multiple shifts, monitored equipment interactions, and operating procedures, I suggested sweeping changes to the process. I implemented changes to the workstation, changed process procedures, trained workers, and upgraded equipment.
The process changes implemented removed risk of work-related injury in the process step significantly in addition to improving workflow efficiency in the area.
PFMEA (Process Failure Modes and Effects Analysis)
Focuses on identifying potential process problems in manufacturing, assembly, and logistics processes.
Ensures the reliability and efficiency of the production process.
Used to evaluate and identify potential failures related to operational processes.
Process Capability
Determines if a process is able to produce a part that meets specification limits and meet customer requirements.
Before calculating the capability or performance,
1. The process needs to be stable (in control)
2. Normal (Distribution)
3. MSA
SPC (Statistical Process Control)
The process talks through the control chart.
The organization listens and reacts:
- Root-Cause Analysis
- Learning (Understand)
- Corrective Actions
- Share Knowledge
The process responds
Six Sigma Methodology
Commitment to our consumers to offer the highest quality at the lowest cost.
Quality levels at 99.9997% performance for products and processes.
A practical application of statistical tools and methods to help us measure, analyze, improve, and control our processes.
The Best Process, Reduced Cost.
At 6σ process capability, 3.4 Defects per Million Opportunities
- Process Mapping
- Pareto Analysis
- Gauge R&R
- Design of Experiment (DOE)
- Statistical Process Control (SPC)
Process Characterization
Measure (What) - frequency of defects?
- defects?
- performance standard?
- what measure do you use?
- capability metric?
Analyze (Where, When, Why) - do defects occur?
- Identify sources of variation
- Critical process parameters
Process Optimization
Improve (How) - How can we improve the process?
- Screen potential causes.
- Experiments.
- Discover relationships
- Establish tolerances
Control - How can we sustain the improvement?
- Implement process control mechanisms.
- Leverage project learning.
- Document & Proceduralize.
