1. SummaryCareer Accomplishments R.Baskaren

2. Experience to date : Technical / Operational

Business Account / Program Management .... Aggregate 3 years

Project Management .. Aggregate 4 years

Manufacturing Management Aggregate 3 years

Quality Aggregate 4 years

Supply Chain Aggregate 1.5 years

Service & Spares Management ... Aggregate 3 years

Training & Development ... Aggregate 4 years

Logistics & Warehousing . Aggregate 3 years

3. Experience to date : People & Soft Skills

Performance Management

• Coaching

• Counseling

• Discipline

• Training

• Development

Presentation

• Proposals, Issues, Reviews

Customer Contact

• Business, Program, Project,Service,

Supplier Management

• Identifying, Selecting

• Sustaining

• • Driving Cost, Capacity, OTD & Quality

4. Experience to date : IT Skills

Microsoft Office

• Word

• Excel

• Power Point

• Project

• Outlook

MRP

• Engineering, Materials, Manufacturing, Invoicing Windows

5. Accomplishments to date :

Reduction in Service Turnaround

• Metrics : # of escalation hours

• • clarifying response process

• • retraining FSEs

• • tracking response time

Improvement in OTD

• Metrics : OTD %

• • identifying constraints

• • • breaking the constraints

• • • • PO processing

• • • • materials lead time

• • • • min-max stock up

• • tracking key drivers ( above )

6. Accomplishments to date :

Reducing Development Time

• Metrics : project deliverables

• OTD, Meeting Specs, Cost

• • create project management process

• • realign all stakeholders to the key drivers managing the critical path

• • clarifying expectations & requirements through customer collaboration

• • early in the project

• • using spiral approach in complex projects where definitions are not clearly

• • defined by customer

7. Thank You. Questions Please.. 8. Back Up 9. Spares improvementQ3 2005 to date The progress 10. PAS Q3 2005 to date Thebeginning 11. Issue #4: Spares OTD is impacting customer factory performance Expectation 4.4: Meet contract requirements of 100% spares OTD

Action Plan:

To continuously strive towards achieving100 % OTD

Q106 KIE Response Spares OTD OTD Open Ongoing Balasupra 4.4.4 Consolidated information of parts usage that enables optimum stock to be kept at all times.OTD Open Ongoing Balasupra 4.4.3 Continuous Improvement effort to reduce LLT parts OTD Closed ww44 Balasupra 4.4.1 Implement manual system to trigger purchase of parts based on historical buying trend while ERP system is being implementedOTD, VF Inventory variance Open Ongoing Virginia Huang 4.4.2 Improve VF consignment & process to ensure accuracy of parts availability. 100% stock accuracy,Inventory Turnover OpenOngoing Balasupra 4.4.5 Inventory count to ensure 100% stock accuracy. Critical Success Indicator Status Due Date Owner Task / Deliverable / Milestone Description 12. RCA / Fix : Vendor did not fulfill commitment AR due from :CS Cheah RCA & Fix : Long lead time parts & vendor stock part AR due from :CS Cheah RCA & Fix : Web PO processing time way too long AR due from :Allan / Ee Kheng By Vendor SMC 57 % Flexible 15% Advance 14% TBS 14 % By Vendor Bosch 22 % Syspex 78 %

Potential Penalty in December 05 :~USD 24,000

Potential Penalty in January 06 :~USD 25,000

Financial Impact 13. Target < 1 day Impact on Spares OTDin ww 5221 %(~RM 55 K)late Web PO - JAF processing time delay 14. Snapshot - Spares Constraint in Business Process Meet OTD Goal 100%. Critical Success Indicators Issue: Long Lead Time Items that contribute to OTD delay show an increasing trend 2 Achievement: Beginning to show Improvement trend in OTD 1 Issue: Web PO delay show increasing trend Action taken: Dedicated resource to work on Web PO processing;targeted to report in by ww 12 3 Key Achievements / Issues AR 4.4.2 Improve VF consignment & process to ensure accuracy of parts availability needs action plan & due dates HELP NEEDED 15.

Decision for Spares Org

to takeover Web PO

processing

Resource hired

Training

Handshake

Web PO - JAF Processing time Constraint # 1 16. Added Mfg Part ID in PRs raised PR - Processing time Constraint # 2 17. Causes of Spares OTD Delay - Details Corrective Actions have come from Syspex & Bosch only, as at ww09 18. Spares OTD Q1 2006 The Improvement Trend 19. Spares Long Lead Time (LLT) improvements parts availability (by weeks) trend 20. Spares Inventory Accuracy 21. Spares OTD Q2 2006 SustainingTheStandards 22. Spares OTD Q3 2006 to date Customer drops Spares OTD from KIE 23. Spares OTD next steps Strategic Direction Developing & Strengthening Core competencies Honing Skills & Creating an Environment of Excellence 24. LKTs RFQ review and response process 25. Desired Outcome of the RFQ process

Respond on time or earlier to all RFQs

Ensure capacity & capability readiness to meet ALL key deliverables

26.

Lacking capacity / capability review upon receipt of RFQ.

Lack of a structured process involving all stakeholders for input before responding to a RFQ.

Initial project planning to understand the critical path not done.

Detail risk mitigation plan not done.

Project performance indicators for RFQ response not available.

We have grown significantly in number & complexity of projects while internal capacity / capability remain quite stagnant.

IssuesBEFORERFQ / PM process implementation 27. The RFQ process 1. RFQ from Intel 2. MAIL TO HODS 3. 1 STMEET 4. PRE WORK 6. KICK OFF7. MAP DAY 8. SUBMIT RESPONSE GO / NO GO Verify / Clarifications 5.2 NDMEET 28. RFQ receivedMail to HODs ACTIVITY Define concept General requirements Mechanical / electrical / software /SCM vision / assembly / QA / T&D Engg, PM, GMBUMOUTPUT Concept Drwg Functionality, Materials , LT Resource Availability1 / 2. Receive RFQ & email to HODs 29. Team Meet ACTIVITY Concept Review Cost DFM CapacityMechanical / electrical / software /SCM / Vision / assembly / QA / T&D & Proj. Mgt OUTPUT Concept ApprovalComplexity MatrixInitial CostingManufacturabilityResource Matrix Floor Capacity Measurement Indices 3. First Meeting 30. Team Meet Mechanical / electrical / software /SCM / Vision / assembly / QA / T&D & Proj. Mgt 4. Pre work activity ACTIVITY Define overall scopeDefine overall team structureDefine core team meetingIdentify StakeholdersPreview with key stakeholdersIdentify Management Forum OUTPUT Project Scope defined Project Org Structure Core Team Meeting defined All stakeholders defined Stakeholders role identified & aligned Management Approval 31. Team Meet Mechanical / electrical / software /SCM / Vision / assembly / QA / T&D & Proj. Mgt 5. Second Meeting ACTIVITY Make go / no go decision on RFQ OUTPUT Drop project OR all systems go 32. Team Meet Mechanical / electrical / software /SCM / Vision / assembly / QA / T&D & Proj. Mgt 6.Kick Off Meeting ACTIVITY Publish overall team structure & charterShare reporting mechanism Share change managementEstablish schedule boundariesIdentify scopes OUTPUT Clear charter for team established Reporting hierarchy Change control procedures Schedule boundaries set Roles & responsibilities 33. Team Meet Mechanical / electrical / software /SCM / Vision / assembly / QA / T&D & Proj. Mgt 7.Map Day ACTIVITY Level set sub-team scopesTransfer dependenciesDevelop overall scheduleAccumulate overall risks Identify Gaps in deliverablesOUTPUT Sub team scopes established Critical Path established Project Gantt Risk Mitigation Plan 34. BUM Mechanical / electrical / software /SCM / Vision / assembly / QA / T&D & Proj. Mgt 8. Response RFQ ACTIVITY Response to CustomerOUTPUT Quote Concept Drawings Capability vs Requirement MatrixProject Gantt Risk Mitigation Plan 35. Detailed Process flow 36. 0 4 8 12 16 20 24 28 FL200U04 Development Tool Schedule PAS Time Line in weeks On Time (key learnings from RSW errors immediately implemented) Slipped5 weeks (no PM process) On Time(Key PM processes in place )CIS 70002005 2006 Key Learning in RFQ / PM methodology and Results Target Lead Time Actual Delivery RSW 2004 RIMS 2004 Tool Year 37. Expectation : Eliminate assembly quality issues . Issue #1: Inconsistent product quality is impacting customer

Action Plan :

• Enhance assembly work instructions and assembly check list for all HVM tool sets.

• Resume the assembly subcontractor development / validation program

KIE Response Assembly Quality Overall Assembly Quality Gaps by tools : Pareto Analysis67 Grand Total 100.0% 4.5% 3 AOI Sorter 95.5% 14.9% 10 MTS2004 80.6% 22.4% 15 ASTRAP 58.2% 58.2% 39 OLF4000 Acc. % % Total Project name Sum of # Findings: 38. Issue #1 : Inconsistent product quality is impacting customer KIE Response Assembly Quality Assembly Quality Gaps (Issues Type) with Pareto Analysis 39 Grand Total 100.0% 5.1% 2 CE! 94.9% 7.7% 3 Traceability / Identification 87.2% 15.4% 6 Functionality 71.8% 33.3% 13 Safety 38.5% 38.5% 15 Cosmetic Acc. % % Total Issue type Sum of # Findings Tool : OLF 4000 Top Pareto 39. Issue #1 : Inconsistent product quality is impacting customer KIE Response Assembly Quality Assembly Quality Gaps (Issues Type) with Pareto Analysis 15 Grand Total 100.0% 13.3% 2 CE! 86.7% 20.0% 3 Functionality 66.7% 26.7% 4 Safety 40.0% 40.0% 6 Cosmetic Acc. % % Total Issue type Sum of # Findings Tool : ASTRAP 2nd Pareto 40. ww47 ASTRAP Availability Improvement Activity Key MilestonesLKT TASK FORCE FORMED ww48 FOCUS ON ELIMINATING TOP 5 ERRORS ww03 DATA ANALYSIS OF 4/5 TOP ERROS COMPLETED ww03 ActionPlan 01 completed : Send Strapper Machine Maintenance BKM Address 1/5 Top 5 Errors ww23 Action Plan 02 completed :STGR upgrade VF proliferation Address 3/5 Top 5 Errors ww13 Action Plan 03 completed : Investigation on last of Top 5 Errors completed ww10 Preliminary results 5/25 tools tested What was 99.5% Q407 Jan 08 Q307 Mar08 Apr08 Feb08 Jun08 May 08 41. ASTRAP issues Top 5 Errors with possible causes : Q3/4 07 Both issues would be catered by SW v117, which main objective is to prevent STR over press. In hardware, slider & spring have been added and additional circuit will detect over press force. In software, move down motion has been modified into 2 steps Error prompt whenever strapping arch blocked / not closed, or feeding unit blocked. By pressing start button 2, strap will be cut off and the seal opened, remove the remaining strap. Press again start button 2, and wait for the LED 2 to light on. Bad strap material fed in & MTE unable to do maintenance of the strap machineprovide complete strap machine manual . Next Possible Step Train MTEs in Strapping Machine maintenanceError prompt whenever sensor i1520 (bundle present) or i1523 (bundle safety) is not correctly triggered. i1520 should be OFF, while i1523 should be ON. Please check on teaching positions. MTEs unable to teach correctlyTraining Plan in place to close the skill gap Suspected root causes: doors interlock intermittent signals, wiring arc. Further investigation to be carried out. Suspected Root Causes Stack Tray Rotator: Move up FailedSTGR upgrade (Stacker Gripper Rotator upgrade) Stack Tray Indexer: Push Force Over LimitProvide Strapping Machine maintenance BKMStack Tray Strapper: Strapper Error Timeout, Jam at LoopSTGR upgrade (Stacker Gripper Rotator upgrade) Output Tray Pusher: Bundle in Place FailedUnder Investigation Stack Tray Elevator: Servo Motor Brake Release Failed Corrective Action to resolve Error Top 5 Errors 42. MATERIALS COST REDUCTION Dept: MaterialsPresenter: Baskaren 43. Materials transactions status this week to date 44. BOM cost down process by project type Meet with key stakeholders Pay-out analysis by vendor / project to date Target BOM cost & percentage of reduction across the board Identify top 10 std & fab vendors by pay out / project to dateCommunicate to vendors Plot variance to target and key learning First project applied : 5 Lane #49-#53 Current BOM73.8 % Target BOM65.0 % Current Status on track70.0% 45. BOM variance - Key Contributors BOM Accuracy Design Error / Change / Update / Wrong PurchaseCost Part CostLogistics FOB / CIF Cost Assembly Damage / Missing CostAvoidance ReductionOne Time Rebate OthersVendor Quality CostPhase 1 Phase 2 Action