CHAPTER 1
QUALITY MANAGEMENT
1.1 QUALITY POLICY
“It is Quality rather than Quantity that
matters.”
Seneca
To meet the ambitious quality goals of
STMicroelectronics, a company quality policy
has been implemented by top management,
with the purpose of defining the course of
actions and to state what is going to be done.
Our primary goal is to create an environment
for continuous improvement of quality, in
order to achieve customer satisfaction of our
products and services.
Our policy is as follows:
* customers’ needs and requirements must be
met (through a market driven approach to
business)
* quality must be designed in and built-in (to be
prevention driven instead of correction driven)
* processes must be “capable” (Cp>2 both for
manufacturing and business processes)
* processes must be kept under strict control
(using SPC as the basic tool)
* quality systems must meet ISO 9000/ QS 9000
requirements
* managers must be measured on quality results
* training on quality is a basic motivation and
improvement tool
* product and process quality are the direct
responsibility of all manufacturing personnel
* similarly R&D, Design Engineering and
Marketing are responsible for design quality of
processes and products
* Quality Assurance contributes with the
“accounting”.
Each Group/Division in the company must
issue its plans in conformance with
corporate policy.
SURE 8
1.2 QUALITY ASSURANCE
ORGANIZATION & PLANNING
“Management systems and styles, operating
precedents and technologies must be
examined to determine whether they support
or inhibit the concept of never-ending
improvement in the quality and productivity of
every aspect of our business.”
From the Operating Philosophy
of FORD Motor Company.
At STMicroelectronics, Quality Management is
concerned with every area of the business
that impacts on the quality commitment we
give our customers. Consequently, nearly every
aspect of the company is scrutinized for
quality implications including the structure of
organization, information systems, investments
and human resources.
The Executive Quality Council comprises of
the CEO and his direct reporting staff, and
is chaired by the V.P. for Total Quality
& Environmental Management (TQ&EM).
Meetings are held every two months to review
the status and improvement opportunities
available to the company. They participate in
reviewing the best improvements in each area
and these are shared throughout the company
via a regular recognition ceremony.
Strategic Quality Planning is performed by
the Corporate Quality Steering Committee
(QSC) which is empowered by the Corporate
Quality Department to define, schedule and
review quality improvement programmes. The
QSC comprises Quality Directors from Product
Groups and representatives from Central &
Staff functions, such as Design, Package
Development, Information Technology,
Logistics, and both Wafer Fab & Assembly/Test
of the Manufacturing activities and is chaired
by Corporate Quality.
The Role and mission of the QSC is:
To define, improve and review key quality
processes.
To define and deploy the Corporate Quality
planning strategy.
To select highlights and issues to be
communicated to the Executive Quality
Council.
1
Major QSC programs include:
To provide new and improved quality
systems and processes, to facilitate a sound
analysis of the data collection and
dissemination of information, by using
effective systems and tools.
To co-ordinate customer quality support in
order to best serve our customers.
To support quality improvement throughout
the company by sharing expertise, using a
structured communication network,
To nominate and co-ordinate quality expert
teams activities on common problems.
STMicroelectronics is organized in a matrix
structure with product groups/divisions,
geographical sales regions and corporate level
functions. Within this structure the Quality
and Reliability activities are managed and
performed at both strategic and operative levels.
As the importance of built-in quality has
increased, the role of Quality Assurance has
shifted from primarily results orientation and
score keeping, to primarily process orientation
and coaching, guiding, training, monitoring.
The modern QA Engineering function now
contributes in areas previously considered
non-QA, prevention activities such as:
* Failure Modes and Effects Analysis (F M E A )
* Design Of Experiments (D O E )
* Total Productive Maintenance (TPM)
* process improvement
* poka-yoke i.e. mistake proof systems.
Extensive knowledge of these disciplines
defines the QA Engineer or Manager today.
The principle of Knowledge Sharing is now
embedded in the company. An important part
of which is the sets of multi-location teams
which perform the same operation and hence
see similar problems and work together to
develope solutions which are the exchanged
with other sites.
1.3 QUALITY ASSURANCE
ORGANIZATION
STMicroelectronics is organized in a matrix
structure with product groups/divisions,
geographical sales regions and corporate level
functions. Within this structure the Quality
and Reliability activities are managed and
performed at both strategic and operative levels.

STMicroelectronics EXECUTIVE TOTAL

FUNCTIONAL QUALITY ORGANISATION CHART QUALITY COUNCIL

QUALITY- MANAGERS CORPORATE QUALITY QUALITY- STEERING

COMMITTE

BACK-ENDS
CORPORATE QUALITY
(CHAIRMAN)
QSC MEMBERS
FRONT-ENDS
• CENTRAL MANUF.
• CENTRAL CAM SYSTEMS
• CENTRAL PACKAGE DEV.
BACK-ENDS • CENTRAL R&D
• LOGISTICS/WAREHOUSE
• MANUF. INFORMATION
SYSTEMS
REGIONS/FQS • PRODUCT GROUPS
• SALES/FQS/REGIONS
CORPORATE QUALITY TEAM • SUPPLIERS/EQUIPMENT

2 SURE 8
 GENERAL MANAGEMENT

CORPORATE
TQ&EM* PRODUCT GEOGRAPHICAL BACK END CENTRAL
DIVISIONS/ REGIONS MFG. MFG.
CORPORATE GROUPS
Q&R

DIVISIONS/
GROUPS PLANT PLANT PLANT
QUALITY & MANAGEMENT MANAGEMENT MANAGEMENT
RELIABILITY

FIELD QUALITY PLANT QUALITY PLANT QUALITY PLANT QUALITY

SUPPORT & RELIABILITY & RELIABILITY & RELIABILITY

*TQ&EM -Total Quality and Environmental Management

STMicroelectronics quality organization chart and main activities

SURE 8 3
1.4 Quality Responsibilities
CORPORATE QUALITY
• Manage the company’s Quality and Reliability departments oriented to TQM and ISO
9000/QS 9000 concepts.
• Establish quality strategies, targets and Q&R programs for the whole Group.
• Generate and enforcing quality policies and procedures.
• Collect, analyze and disseminate Q&R data from customers and local quality assurance
departments. Summarize the results for top management to emphasize preventive
actions required or in progress.
• Coordinate the company-wide quality expert network
• Manage incoming material quality through suppliers’ audits, data collection and
analysis.
• Assist the ST University in quality and excellence training and education programs.
• Audit quality systems of manufacturing/group activities.
• Evaluate customers’ general Q&R specifications or contracts in cooperation with
divisional Q&R departments and legal department.
• Support customers in order to understand their quality needs, requirements and trends.
• Manage the Corporate Document Control System.
• Evaluate Cost of Non Quality (CONQ).

GROUPS/DIVISIONS Q&R
• Assure the quality and reliability of their products regardless of production location.
• Qualify new materials and new products and certify new processes.
• Create customer satisfaction by directly interfacing with customers from design phase
to approval of new products to insure compliance with customers’ specifications and
needs.
• Test for reliability and collect results necessary to assess process and product reliability.
• Coordinate corrective actions needed to improve Q&R of products and processes
as planned in quality budgets, also taking into account Failure Analysis results and
customer feedback.
• Assure the quality of purchased material through vendor certification and Ship-To-Stock
programs.
• Coordinate and approve the quality specifications for Group/Division’s products/
processes.
• Self-audit on processes, SPC, specifications and procedures applications.
• Assure a uniform quality approach throughout the company under the direction of
corporate quality and update group quality manuals.

PLANT Q&R
• Assure the quality and reliability of all manufactured products.
• Regular self-auditing on processes, SPC, specifications and procedures application.
• Achieve Q&R targets and uniform quality approach throughout the company, by
maintaining a close liaison with Corporate and Group/Divisional Quality departments.
• Coordinate corrective and preventive actions in the plant, based on the feedback from
Quality and Reliability tests, field data and Failure Analysis results.
• Assure that adequate process controls are performed at the plants including incoming,
SPC, outgoing, reliability testing and failure analysis.
• Assure the correct distribution and updating of specifications received through the
central document control system and updating the plant quality manual.
• Liaise with the other plants in order to assure common quality approaches.
• Interface with customers particularly for audit and certifications.
• Assure the correct training and certification of all manufacturing personnel.

4 SURE 8
1.5 QUALITY INFORMATION SYSTEM
What once was a simple quality reporting
system is now an integrated, company-wide
workflow and data management tool. This
tool is the result of integration of the
Company Production and Business
management repository systems with the
Quality management needs.
It is dedicated not only to Quality Specialists
but to all users managing Key processes in the
Company from R&D to logistics.
Its main Focuses are:
* Provide a user-friendly environment with Fast
response time.
* Ensure that the tool is providing support to
users in their day to day work (Signature
analysis for claims and report automated
extracts).
* Access to Cross Fertilization library for
Internal mutual exchanges.
* Ensure integrity of all related applications
by using reference only from the Company
Repository systems.
* Provide an easy way for data management in
order to support Internal benchmarking and
to drive Quality Policy.
This tool development and deployment is
supported by Central computer automation
New Product Management
T
R Product Configuration Management
A Quality Events Management
C
E Customer Profile
A
B
I Quality
L Processes
I
T
Y Discussion and Exchange Tools
Reporting and Analysis
SURE 8
team, Business system team and specific
activity within Groups functions and Corporate
Quality as Users team driver. The Product
referential activity, product development and
Document management systems has specific
functional leaders to support Integration of all
Users needs beyond Quality.
This activity has to comply with the
Company’s customers expectations for Quality
and as such, this tool is under permanent
re-engineering to support compliance to
Business environment changes (Dice/Wafers
sales, Logistics changes etc.).
The tool kit list presented below is at various
stages of maturity. The Company growth
also requires regular redimensionning of the
databases supporting these applications.
The Company has provided a normalized
environment for these applications (A unique
Central Database standard and a unified WW
Data Center to support these functionnalities).
System Direct users have dedicated log in
and password to perform these quality related
transactions in their domain. The Internal users
are provided with Graphics Query language
tools and reporting tools to be able
New Process Management
Quality Communications
5
 1.6 POLICY DEPLOYMENT
to perform reporting and analytical searches In TQM, strategy, philosophy, values and goals
within these Data Bases. must be transmitted down the organization,
from level to level in a systematic way, to
The Corporate Quality and ST Referential provide focus, clarity, direction and alignment.
Systems are defined by the following Acronyms
provided below: Policy deployment is the process through
which goals, and the action plans to achieve
* ADCS / MDCS (Advanced / Manufacturing them, in support of and consistent with the
Documents Control System) Internal Rules top level corporate mission, strategic guidelines
and Methods and objectives are cascaded to all levels of the
organization.
* CQT (Customer Quality Tracking) Managing
customer feed back. Supported within TOBI Effective policy deployment will:
(Tools for Business Intelligence Application)
• ensure that goals and actions are aligned
* CRN (Customer Responsiveness System) throughout the organizations
Managing with secure communication path
real time communication with the Customers. • spread vision and priorities to all organization
levels
* CTlib (Central Technical Library) Repository
for technical reports and articles • provide tools for issuing and promoting
* IDEA /PRODDB / BEPR / MIDAS Managing programs and tactics addressed to excellence
all records at all operation steps with links to goals achievement
Traceability System.
• address resources on customer main issues
* PCMS / NPR Managing Product development and common cause problems
(Systems to be standardized and integrated)
• improve communications and interactions
* PRIS (Products Referential Information System) among all employees and functions as a
Managing products referential system major supporting mechanism to make
employee empowerment effective.
* QAPS (Quality Analysis Processing System)
DMS (Documents Management System) • provide a management review process to
CPCN (Customer oriented Products Changes
Notices) ensure projects are meeting plans.
Managing all Internal and external Quality
events. Reliability assessment/Quality
assessment/Claims/Audits/Actions etc
Managing Customer Quality communication
repository
* RELIS (Reliability Information System)
QDMS (Quality data management System)
Managing all Internal and Reliability
assessment/Quality assessment/Claims/Audits/
Actions etc..
* SICOM The Management system for Business
related transactions and the repository for all
Business related information (Backlog, Active
devices, Customer profile).
* TIS (Traceability Information System)
Managing Company Traceability information.
* TS (Table System) Managing Company
reference tables for Quality (Plants/Proc.
Families/Packages).

6 SURE 8
1.7 TOTAL QUALITY MANAGEMENT

“TQM is cultural and it is a mandatory way
of life for everyone.”
Overview
TQM is a way of managing all aspects
of a business to achieve the best results
for the shareholders by providing customer
satisfaction and employee motivation at the
lowest achievable cost, through the practice
of continuous improvement and defect
prevention, involving all employees in the
corporation.
TQM is a practical way of working and
is implemented as part of the day to day
managerial process. It is not an addition to
the normal management load, but a better way
of coping with the load.
TQM is owned and implemented by all line
management. It is not delegated.
Top management provides the guidance and
leadership, mobilizing all its determination
and intelligence to effectively involve every
level of the organization in quality
management practices.
TQM leadership provides visible hands on
commitment and involvement, and must be
demonstrated in daily conduct and decisions.
Words will not be effective. Actions will be.
TQM is market driven and people oriented.
It is dynamic, flexible and innovative. It
is systematic and also encourages
entrepreneurship.
Key Principles
STMicroelectronics has defined five principles
and each principle has a subset of four
elements.

THE 5 KEY PRINCIPLES

OF OUR TQM INITIATIVE
1. PLAN (DRIVE DIRECT)
MANAGEMENT 2. DO (DEPLOY, SUPPORT, PARTICIPATE)
COMMITMENT 3. CHECK (REVIEW)
4. ACT (RECOGNIZE, COMMUNICATE, REVIEW)

1. TRAINING
EMPLOYEE 2. SUGGESTION SCHEME
EMPOWERMENT 3. MEASUREMENT AND RECOGNITION
4. EXCELLENCE TEAMS
1. SPC (STATISTICAL PROCESS CONTROL)
FACT-BASED 2. DOE (DESIGN OF EXPERIMENT), FMEA (FAILURE MODES AND EFFECT
DECISION ANALYSIS)
MAKING 3. THE SEVEN STATISTICAL TOOLS
4. TOPS (FORD 8D - TEAM ORIENTED PROBLEM SOLVING)

1. SYSTEMATIC MEASUREMENT & FOCUS ON CONQ (COST OF NON QUALITY)

CONTINUOUS 2. EXCELLENCE TEAMS
IMPROVEMENT 3. CROSS-FUNCTIONAL PROCESS MANAGEMENT
4. ATTAIN, MAINTAIN, IMPROVE STANDARDS

1. SUPPLIER PARTNERSHIP
CUSTOMER 2. SERVICE RELATIONSHIP WITH INTERNAL CUSTOMERS
FOCUS 3. NEVER COMPROMISE QUALITY
4. CUSTOMER DRIVEN STANDARDS

SURE 8 7