ST Electronics

[mugenboy]

Is it true that almost 90% of the employees are as "Outsource Staff" in ST Electronics?

Originally Posted by Unregistered

Sorry to burst your bubble.
I can summarise all your example simply as.

"got problem, I find people who can solve the problem to solve the problem"

So basically you're just a delegator.
How to test this theory?

I can run a social experiment. I prepare a handbook and give it to a student.
I ask the student to just run the steps and role play according to the book.

So chapter 1 will be like "hold kick off meeting"
Step 1: send email to participants.
Step 2: prepare slides.
Step 3: book meeting room.

Etc. I bet as long as I have that guide and book. Everyone. Anybody. Also can do your job.

Likewise if I repeat this experiment with a guide to operate on a brain.
And the student can't or don't dare to cut into a patient and operate. That is skills.

Yours..
Anybody also can do la. Doesn't justify high pay just to escalate and delegate work lol.

Give me an example of how you manage a project without some form of delegation or escalation.
None right.
Cause there you have it.
Project managers are just people who delegate work.
Can be replaced by AI who does the thinking.

In the future, machine can take over liao.
Machine can predict chess move and make best move after learning past games.
They can learn decision making to manage project.

You are replaceable.

Any role is replaceable, even CEO.

The only reason why project managers exists is because when shat happens, they want to find the single point of contact to answer.

Basically the buck stops with the PM. Similarly if 1 developer can be the single point of contact for all things related to the project, then alright we can dont need a PM.

Old Scheme:
2017 E5 3500.00 (outsauce)
2018 E5 3605.00 (outsauce)
New Scheme:
2019 E6 4500.00 (outsauce)
2020 E6 4700.00 (outsauce)
2021 E6 5180.00 (perm)

Like that ken or kennot?

Originally Posted by Unregistered

How much can local uni grad earn at st kinetics after 4-5 years?

Possibly 4k+

Originally Posted by Unregistered

Old Scheme:
2017 E5 3500.00 (outsauce)
2018 E5 3605.00 (outsauce)
New Scheme:
2019 E6 4500.00 (outsauce)
2020 E6 4700.00 (outsauce)
2021 E6 5180.00 (perm)

Like that ken or kennot?

You are very lucky that your increment is quite consistent and way above some divisions where increments are < $60. The jump when converted is also quite respectable.

Originally Posted by Unregistered

Old Scheme:
2017 E5 3500.00 (outsauce)
2018 E5 3605.00 (outsauce)
New Scheme:
2019 E6 4500.00 (outsauce)
2020 E6 4700.00 (outsauce)
2021 E6 5180.00 (perm)

Like that ken or kennot?

Fake sia.
People E5 like 4 to 5 years also don't get promoted to E6
You 2 years become E6. Joke of the century.
And my current junior E5 is also paid 4.5k you E6 also 4.5k.
ST HR is stupid one is it?

Originally Posted by Unregistered

Fake sia.
People E5 like 4 to 5 years also don't get promoted to E6
You 2 years become E6. Joke of the century.
And my current junior E5 is also paid 4.5k you E6 also 4.5k.
ST HR is stupid one is it?

I have seen individuals who are promoted to E6 within 2 years because of massive contributions to a project. But cases like these are very rare. During my time in ST, only one person managed to do it.

Originally Posted by Unregistered

Wow I am a former ST engineer but I have never heard all these you mentioned. Good info! Makes me feel ST PM are leeches.

I am the MNC PJM.
Yes I am also very surprised that ST PJMs don't even have the basic knowledge to get their job done. What I just mentioned like avoiding patent infringement, alignment of global standards with customers and project team, supporting other functions like audits are just very basic common knowledge of PJMs.

I can share some more examples without the sensitive info that I have dealt with as a PJM if interested.

Originally Posted by Unregistered

I am the MNC PJM.
Yes I am also very surprised that ST PJMs don't even have the basic knowledge to get their job done. What I just mentioned like avoiding patent infringement, alignment of global standards with customers and project team, supporting other functions like audits are just very basic common knowledge of PJMs.

I can share some more examples without the sensitive info that I have dealt with as a PJM if interested.

Thank you for your insightful posting. I'm actually doing project management on a SME for medical industry. I have a question maybe you can advise a little.

I was allocated a project by the boss to create a part for installation into a bigger medical equipment (A foreign MNC) The problem is that the project went into tool manufacture because the engineering assumed customer will award us and then customer pulled out claiming because we failed their audit. We already spent some money on tooling to trial some parts but the customer refused to pay for the tooling. They claimed we did not ask them for permission to open the tooling fabrication. The tool is just a prototype tool and we only made 1 so it is not expensive but the boss is not happy about it. I know it is easy to point fingers at the engineering but I am still the project manager and have to take responsibilities. Base on your MNC experience, what do you think we could do to avoid such a problem in future?

Originally Posted by Unregistered

Thank you for your insightful posting. I'm actually doing project management on a SME for medical industry. I have a question maybe you can advise a little.

I was allocated a project by the boss to create a part for installation into a bigger medical equipment (A foreign MNC) The problem is that the project went into tool manufacture because the engineering assumed customer will award us and then customer pulled out claiming because we failed their audit. We already spent some money on tooling to trial some parts but the customer refused to pay for the tooling. They claimed we did not ask them for permission to open the tooling fabrication. The tool is just a prototype tool and we only made 1 so it is not expensive but the boss is not happy about it. I know it is easy to point fingers at the engineering but I am still the project manager and have to take responsibilities. Base on your MNC experience, what do you think we could do to avoid such a problem in future?

I am the MNC PJM
Wow... Didn't expect the response to go this way.

I am not from your company so I can only try to base your question on my limited experience to provide you with answers.

Based on your question, I summarize your problem as:
"Project Engineering function produced Test Tooling for Trial without Customer approval for Tooling"
I think it will be pertinent to ask yourself some questions first.

1. Is there a defined product development process?
* 1a. What is this PDP based on? What are the gates and deliverables defined in the process? Can you share?
* 1b. Do you have a Master Service Agreement with your customer (now ex customer) signed that also covers compensation in the case of project reversal? Where is this master service agreement located in the PDP?* How often do you review the relevance of the Master Service Agreement if you use a generic one?

2. Does your process clearly defines when tooling can be fabricated?
* 2a. Which gates must be bought off by your team before your tooling can gain clearance for fabrication?
* 2b. Who are the stakeholders for this gates clearance? Does it include engineering?

3. Where did Engineering get the budget to produce that first tool for trial?
* 3a. How did engineering get approval for this budget? (You need to really look into residual budgets left over from previous projects or existing budgets from other projects within the engineering department. Did they transfer money from other projects into this project?)
* 3b. Preparing tooling needs raw materials (How did it clear procurement without question? You need to escalate if there is no multi-parties in their approval documents and get quality and corporate compliance team to step in).

Maybe answering these questions can help to provide some answers to your problem.