An Assessment of the National Institute of Standards and Technology Measurement and Standards Laboratories Fiscal Year 2003 (2003) / Chapter Skim
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3 Manufacturing Engineering Laboratory
3 Manufacturing Engineering Laboratory
Pages 25-34
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Manufacturing Engineering Laboratory 25
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Ausschnitt, IBM Microelectronics Division Robert Bridges, Faro Technologies Richard J Furness, Ford Motor Company Marion B
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This chapter provides an assessment of the laboratory overall, and division-level reviews are presented in Chapter 10. | Manufacturing Engineering Laboratory l -_- d_~ Precision Engineering 1 1 1 D'v~s~on l l ~ Perception Systems · Nanoscale Metrology · Mass and Force · Knowledge Systems · Surface and Microform · Machine Tool Metrology · Control Systems Metrology · Manufacturing Process · Machine Systems · Engineering Metrology Metrology · Systems Integration · Large-Scale Coordinate · Sensor Development and Metrology ~ Application Manufacturing Systems Integration Division · Design and Process · Enterprise Systems · Manufacturing Simulation and Modeling · Manufacturing Standards Metrology Fabrication Technology Division FIGURE 3.1 Organizational structure of the Manufacturing Engineering Laboratory.
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· A formal process and format should be established for planning and reporting project time lines and displaying a clear roadmap of current and planned activities, with a focus on continual process improvement. · The panel's discussions with MEL management and technical staff suggest that the matrix management process is beginning to work (e.g., it is facilitating 14 MEL cross-divisional projects)
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, the division has provided critical guidance to metrology efforts in the semiconductor industry. The model-based line width metrology is finding acceptance among SEM manufacturers, and the overlay research and tool development are central to overlay benchmarking and calibration.
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Significant opportunities in the MEL for further progress and development of technical work include these: · Achieving an improved process of planning and of continual process improvement, as well as improved reporting technical merit through a more consistent program and project planning format that describes a time line and schedule for a project, includes a budget and financial summary, and provides a summary of critical issues and interdependent steps planned. · Expanded collaboration with other national engineering laboratories.
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French award to the team providing mass metrology calibration services and to a division member responsible for achievement in the development of national traceability for the Rockwell C-Scale Hardness Test; a Crittendon Award in recognition of a division member's superior technical instrument manufacturing and customer service; and additional external awards) , provide evidence of the recognized effectiveness of the research done in MEL.
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Nonetheless, the fact that the full-time permanent staff of the laboratory has shrunk in the past several years continues to present considerable challenges for MEL management as it seeks to address technical goals, objectives, and priorities of the laboratory. While recognizing the challenge of managing under such difficult resource constraints, the panel in last year's report suggested that MEL could improve the use of its resources through more specific resource planning, and that progress in MEL strategic planning should be made to match MEL's resource planning.
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MEL has made responsive progress in attending to its customer focus which should be extended to interactions with industry and government personnel at higher organizational empowerment levels than those of the technical, scientific, and engineering staff that form the great majority of MEL's external interactions. MEL has also made progress in strategic and program planning, which would improve further with the application of standard program planning tools that yield clear definitions and descriptions of milestones and accomplishments.
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