• EXPECTATIONS
  • ON TIME COMMUNICATION OF MAJOR ISSUES
  • TIMELY RESOLUTION OF PROBLEMS AFTER IT WAS REPORTED
  • OTHER : SEE "WHAT TIPI EXPECTS OF A SUPERVISOR"
• METRICS
  • MEET OR BEAT EQUIPMENT ENGINEERING GOALS
  • OTHER: SEE SEPARATE OUTLINE -KEY RESULT AREAS

• PURPOSE
  • TO PROVIDE A BETTER OPERATIONAL SUPPORTABILITY ACROSS ALL SHIFTS AND AREAS THROUGH BALANCED DISTRIBUTION OF TECHNICAL SUPPORT AND SYNERGY OF ALL.
  • TO INSTILL OUR FOCUS TOWARDS TOTAL QUALITY CULTURE AS A VEHICLE IN ACHIEVING OPERATIONAL EXCELLENCE
  
  
• APPROACH
  • IDENTIFY SHIFT ENGINEERS BY MODULE/AREA TO MANAGE TEST EQUIPMENT ENGINEERING OPERATIONS.
  • DEVELOP TEAM MEMBERS TO DECENTRALIZE OWNERSHIP TO CLUSTERS.

1. CHALLENGE THE PROCESS
   • SEARCH FOR OPPURTUNITIES
   • EXPERIMENT AND TAKE RISKS EVEN THOUGH YOU MIGHT FAIL
   • BE WILLING AND VENTURE INTO THE UNKNOWN
   • RECOGNIZE AND SUPPORT GOOD IDEAS(WHETHER THEIR OWN OR OTHERS).
   • BE WILLING TO CHANGE THE SYSTEM
   • LEARN FROM MISTAKES AS WELL AS SUCCESSES.
   • ASK "WHAT CAN WE LEARN?" WHEN THINGS DON'T GO AS EXPECTED.
   
   
2. INSPIRE A SHARED VISION
   • ENVISION THE FUTURE
   • ENLIST OTHERS
   • KNOW YOUR DESTINATION AND IMAGINE WHAT IT WILL BE LIKE WHEN YOU ARRIVE THERE.
   • KNOW THE PEOPLE YOU WORK WITH AND SPEAK THEIR LANGUAGE
   • ENABLE OTHERS TO SEE THE EXCITING POSSIBILITIES THAT THE FUTURE HOLDS.
   • UNDERSTAND THE NEEDS, VALUES, AND ASPIRATIONS OF YOUR TIERS.
   • LET THEM KNOW YOU HAVE THEIR INTERESTS AT HEART
   • EXPRESS ENTHUSIASM FOR THE VISION OF YOUR GROUP BY USING VIVID LANGUAGE AND AN EXPRESSIVE STYLE.
   
   
   
3. ENABLE OTHERS TO ACT
   
   • FOSTER COLLABORATION
   • STRENGTHEN OTHERS
   • ENLIST THE SUPPORT AND HELP OF ALL TIERS WHO MUST MAKE THE PROJECT WORK
   • SPEAK IN TERMS OF "WE" AND "US" RATHER THAN "I" OR "YOU"
   • MAKE IT POSSIBLE FOR YOUR COLLEAGUES TO DO GOOD WORK
   • ALLOW TIERS TO FEEL STRONG, CULPABLE, AND COMMITTED
   • ALLOW THE TIERS WHO MUST PRODUCE THE RESULTS TO OWN THE PROJECT
   
   
   
4. MODEL THE WAY
   
   • SET THE EXAMPLE
   • PLAN SMALL WINS
   • BEHAVE IN WAYS YOU WOULD LIKE TO SEE YOUR TIERS BEHAVE
   • COMMAND RESPECT. HAVINF AUTHORITY IS NOT THE SAME A S HAVING RESPECT. RESPECT ONLY COMES FROM ACTING IN ACCORDANCE WITH WHAT YOU EXPECT FROM OTHERS.
   • HAVE A PLAN AND WORK TOWARD IT: LEAD BY EXAMPLE.
   • BE CLEAR ON YOUR BUSINESS BELIEFS
   • BE A ROLE MODEL
   • BEHAVE IN ALIGNMENT WITH YOUR BELIEFS AND VISION-CONSISTENTLY.
   
   
   
5. ENCOURAGE THE HEART
   
   • RECOGNIZE INDIVIDUAL CONTRIBUTION
   • CELEBRATE ACCOMPLISHMENT
   • ENCOURAGE YOUR TIERS BEFORE THEY BECOME DISCOURAGED, FRUSTRATED, OR DISENCHANTED
   • SHOW YOUR TIERS THAT THEY CAN WIN BY CELEBRATING MILESTONES ALONG THE WAY TO A LARGE GOAL
   • SHOW YOU CARE WHEN IT IS GENUINE. INSINCERITY FEELS PATRONIZING.
   • REWARD YOURSELF AS WELL AS YOUR TIERS.
   • CARE ABOUT YOUR PRODUCTS, YOUR PEOPLE, YOUR CUSTOMERS, AND YOUR WORK.

• COMMUNICATOR
• CHAMPION OF CHANGE
• MOTIVATOR
• FACILITATOR
• COACH
• PLANNER

1. EXAMINE HOW YOUR WORK UNIT IS PERFORMING AS A TEAM.
2. RECOGNIZE BARRIERS TI HIGH PERFORMANCE
3. REMOVE BARRIERS TO HIGH PERFORMANCE
4. ASSIST TIERS IN WORKING THROUGH PROBLEMS AND CHALLENGES
5. STAY OPEN TO CREATIVE SOLUTIONS

ATTITUDE OF A GOOD LEADER

1. Believe in the capacity of followers to develop and improve themselves.

2. Treats his followers with respect.

3. Friendly and approachable.

4. Genuine interest in the well being of his followers.

5. Mixes with followers easily.

6. Believe in teamwork.

 QUALITIES OF A GOOD LEADER

1. Honest and sincere.

2. Responsible.

3. Fair and impartial.

4. Observant.

5. Honorable, courageous and self disciplined.

6. Dedicated and principled.

7. Self sacrificing.

8. Strong national pride.

9. Persevering.

10. Exemplary behaviour.

11. Emphatic and humble.

12. Open minded and knowledgeable.

13. Proactive.