Fabien Coudert

Background

About Fabien Coudert

I originally got graduated from a materials engineering school and pursued with a specialization into microelectronics development and manufacturing processes. I started into the electrical wafer sorting fab in ST Grenoble as a nightshift sustaining engineer to ensure the test debug and improve tester efficiency. Instead of just solving problems, I focused on the operators' training so that they could solve issues by themselves and have a better awareness of their technical added value. After 2 years, I moved to Crolles as a process integration engineer and progressively switched to management positions in both 8" and 12" fabs, dealing with various technologies down to 90nm. Teams were composed of engineers or technicians and their expertise grew-up with an adequate empowerment and development plan, making all challenges reachable. Customers satisfaction as well as people development are my main objectives. Our internal customers are diversified, such as manufacturing, process engineering, quality, process control, product groups, planning or even final customers and it makes daily tasks very rich in terms of human relationships. More over, the close interaction with Rousset sister fab, sharing same processes, or the process transfer to asian foundries allowed me to extend my perimeter above Crolles borders and improve the front-end organization flexibility versus unexpected customer needs. And above all, it allows me to discover new ways of working and optimize further our own organization. I recently moved to a position of inline QA and Process control manager for 12" fab (Crolles300) and I am responsible for Wafer-Fab-Yield optimization (fab robustness program built thanks to capitalization done on Non-Quality Events through 8D, allowing to identify main systemic root-causes), SPC indicators as well as FDC (Fault Detection control) fab strategy deployment. I also manage the non-quality events follow-up towards ST groups or final customers as well as the process change team. All items are very challenging, especially in the ramp-up phase started 2 years ago and expected to rise further in coming years as customers demands are exploding.