“We Process Engineers take responsibility for optimal production processes.”

Production processes at Infineon are separated into blocks. As a Unit Process Engineer, I am responsible for one of these blocks, namely for epitaxy. That’s the artificial growth of crystalline layers on a substrate, usually a wafer.
One part of my job involves implementing processes for new wafers from Unit Process Developers, who come up with the parameters. I like to compare it to cooking: The Unit Process Developers create the recipe. My job is to ensure that the recipe can be made in large quantities and in consistent quality. For this, I need to consider which machines to use and how to configure them. I also have to think about how I can prepare my colleagues, the machine operators, for the process – for example through training measures.
The other part of my job is troubleshooting, because once production is up and running, complications can arise. In these cases, the Unit Process Engineer is the first person production staff calls in. For me, that’s when the fun starts: it’s like working on a Sudoku, but better, because you do it as a team. We scrutinize the control concepts; analyze the plant and wafer data; we talk to the Unit Process Developers and maintenance staff; and we run tests and arrange for additional analyses. All of this is necessary to decide which corrective measures to take and whether the irregulates justify stopping production.

As you can imagine, my job involves communicating with stakeholders at many different levels – with managers, developers, maintenance staff and operators. A different style of communication is required for each group.
In a production environment, especially with factories that operate around the clock, there’s always something going on. Some topics are time critical, so it’s good to be able to set the right priorities.

I love troubleshooting and finding solutions together with my colleagues. A real sense of unity arises, because these are problems no single person can solve on their own. Instead, it takes collaboration. Being successful as a group pulls people together and that’s extremely motivating. I also like the fact that diversity plays a big role in our project teams, with everyone bringing their strengths to the table.
Now and then the situation arises in which I need a certain device or machine, which is being used by someone else. That can be annoying. Or sometimes priorities come up that are not in sync with mine, and that makes me feel restricted in my work. On the upside, having to wait gives me a chance to develop patience. And regarding priorities, sometimes I have to be assertive.

Along with having a technical background, it’s important that you like to work in teams and that you can communicate with a wide variety of people. You also have to be able to organize your workday independently. Flexibility is a must, especially because we have to react spontaneously to disruptions in production and set priorities according to the situation at hand. You also have to be able to make big decisions, for example, to stop production to avoid serious consequences.

I start my day by getting an overview of whether there are any disruptions in production. If there are, then that takes utmost priority. If not, then I can concentrate on more long-term projects, such as optimizing processes or developing training measures.

Normally you follow the technical ladder as a Process Engineer. As an expert, you can either develop further in the role, or go into process integration and from there perhaps even production development. In any case, the function of a Unit Process Engineer is also a good starting point to think about a career in management, because you get to know a lot of stakeholders at different levels. The job has a clear link to technology – as well as to people.