Building a Global Engineering Team

Transcription

1 Display Technologies Building a Global Engineering Team Vincent W. Howell Project Portfolio Manager Institute of Industrial Engineers 2008 Annual Conference & Expo Vancouver, BC, Canada May 17-21, 2008

2 Why is this topic important? The global work team is an emerging type of internal alliance. As the workforce is going global, such a team concept is quickly following suit. And with good reason: They can have a dramatic impact on an organization s bottom line because they capitalize on the expertise from a variety of people and offer companies a better understanding of the needs of international customers. - Larraine Segil, Lared Group 2

3 Abstract As globalization becomes a reality, more and more companies are setting up international operations in which new divisions are built and staffed by local nationals. Whereas the norm in the past may have been to rely on a high number of expats, some studies show a reduction in that trend. Today, local engineering groups (industrial and manufacturing engineering) are being formed and trained for the long-term operation of global manufacturing plants. 3

4 Key questions arise as a company utilizes local talent to run international operations What must we understand about the local culture? How do we best recruit at local engineering colleges? How do we integrate diverse cultures? What are appropriate leadership strategies? This presentation will address such questions from the perspective of an expat who built an engineering team at Corning s LCD glass substrate plants in Taiwan 4

5 Agenda Corning Incorporated overview Strategy for building a global engineering organization How we built our global team Key lessons learned 5

6 Corning Incorporated Headquartered in Corning, New York 157 year old innovation leader in the area of glass and ceramics 2007 Revenues: $5.86 billion Employees: approximately 25,000 worldwide Research facilities in North America, Europe, and Asia 6

7 A history of life-changing innovations Electric lightbulb Pyrex Glass Telescope mirror T.V. bulb CorningWare Housewares Spacecraft windows Optical Fiber AMLCD glass substrate 7

8 Displays have been central to communications over the last 100 years Increasing Complexity of Information Railroad Signals Radio Black and White TV Color TV High-Definition Advanced TV Wireless Devices Corning Innovations s 1940s 1960s 1980s 2000s High Temp Glass Vacuum Tube Envelopes CRT Funnels Optical Fiber AMLCD Substrates 8

9 Corning is a global business, with manufacturing located close to our customers Beijing, China CDTC Sakai City, Japan (Opening 2010) Corning Japan KK Harrodsburg, KY, USA CDT Gumi & Cheonan, Korea Samsung Corning Precision Tainan & Taichung, Taiwan CDTT Shizuoka, Japan Corning Japan KK Corning, NY, USA Corning Incorporated Corporate Headquarters 9

10 Background LCD panel / glass substrate market growth LCD substrate plant producing in Japan Growth in 1990s resulted in Samsung-Corning joint equity for LCD glass World-class plants now in Gumi and Cheonan, South Korea Market expansion in Taiwan in late 1990s and early 2000 First LCD glass manufacturing plant set up in Tainan in 2000 Market continues to grow, justifying expansion in Taichung 10

11 Agenda Corning Incorporated overview Strategy for building a global engineering organization How we built our global team Key lessons learned 11

12 Strategy for Expanding the Global Team Organization Mission: Deliver LCD glass finishing technology and processes Strategy: Expand the Division Engineering team into Taiwan Result: A global team of engineers in US, Japan, and Taiwan 12

13 CDT Engineering Organization Concept Plant Engineering disciplines (Single plant focus) Equipment Process Industrial Maintenance Division Engineering disciplines (Global Focus) Equipment Process Project Project Managers Subject Matter Experts 13

14 Agenda Corning Incorporated overview Strategy for building a global engineering organization How we built our global team Key lessons learned 14

15 How we started 1. Understanding the culture Began to learn the language Learned how engineers are trained in the culture Gained insight into what engineers expect when they work for a global company Began to build the team in the context of a global culture 2. Kept an open mind There is no right or wrong, only differences 3. Defined the engineering requirements in the context of the broader organization, and in the context of local engineering perspectives 4. Worked with local HR groups and associates to understand local engineering culture and how it compares to our company values 5. Worked with local HR leaders and consultants to define talent sources What methods work best in Taiwan? Agencies, recruiting fairs, universities, informal networks 15

16 Understanding culture This starts on Day 1, and continues every day! Local / city / country culture Language Fluency is not the prerequisite; trying to learn, embracing is important Understand needs and expectations of the local engineering community Understand the educational system How engineering curriculums work and similarities to parent country location Within country companies leadership style? How are teams formed and what sustains them? 16

17 Starting to build the team the interview process Help future team members understand the company Global company may be different than local companies or other global operations where they previously worked Communicate the organization s design. In our case, the division engineering concept was a new paradigm Look beyond skills and assess fit within the overall organization Assess adaptability to a diverse work force Take your time multi-lingual communication takes time and good listening skills Draw out dialogue and questions Look for non-verbal insights; intangibles Think long-term is this a future leader when the expats go home? Assess fit within corporate values (this aids in understanding their new work environment) 17

18 Build a solid foundation based on corporate values At Corning, our values are the historic strength of our company. They guide our every move, and continue to set us apart from other companies. 18

19 Building the team after the hiring process Plant / Business HR systems are critical Orientation plan, training plans, policies Emphasize face-to-face communication is OK, but understand you are dealing with a 2nd language If English is your primary language, understand all English is not the same. Provide communication that links the new team members to broader corporation Hold regular team meetings Conduct hands-on, class room training for company tool box Adapt your listening to the new environment You are not in Kansas anymore! Listen, listen, listen! Mentor your new hires Organize team-building events My colleagues told me in Taiwan that eating together builds relationships 19

20 Team building in the global context; Research says In some cultures, strong alliances are not agreements. They are built on trust and understanding first. Without this, success is at risk. You must select the optimal cross-cultural team members. Success has been underpinned when the engineer chooses to join a cross cultural team. Willingness to learn about other cultures can be as important as the engineering skill that is brought to the table. From: Global Work Teams: A Cultural Perspective, Larraine Segil, PM Network, March

21 Build a long-term talent pool through local engineering colleges and universities Global talent pool is tight in Taiwan, just as in many parts of the world Realize that some specific skills may be scarce Be open to developing skills in-house Understand in-country engineering curriculums (vs. home country location) Many new global operations look for experience, but for the long term, there is benefit to establishing relationships with feeder organizations, like colleges Participate in career days Recruit at university career fairs Use these events to build your brand in-country 21

22 What are the appropriate leadership strategies? Leadership Strategies Adaptable to local culture Flexible, willing to listen, open Team oriented Results-oriented 22

23 Agenda Corning Incorporated overview Strategy for building a global engineering organization What we did to build our global team Key lessons learned 23

24 Summary: Lessons Learned Start with a strategy for the purpose of your global engineering organization Learn and understand the culture of your location Learn how engineers are educated and perform work in other regions Adapt your leadership style Build a solid foundation based on your corporate values 24

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