by Anne Marie Dixon
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Over the last two decades, I have written articles and books and taught courses on the subject of cleanroom management. During the last five years, the day-to-day management of these facilities has become more difficult.
In researching this problem, I have found four major issues: workplace illiteracy; adult learning issues; management in the 'dark'; and multi-cultural work forces.
Workplace illiteracy
Jack and Jill can't read, can't write and can't spell. They can't do 5th grade math and, currently, they are working in your cleanroom, manufacturing products that are the lifeblood of your company. In a recent survey of 10,000 cleanroom workers that were educated in the U.S. school system, the average reading level reported by Human Resources departments was the fourth grade—third month.
In a highly technical industry, with numerous protocols, procedures, complex processing and equipment, this new status of education level is frightening.
Basic courses in reading and mathematics are needed within companies. Through internal courses, some employees can increase basic skills successfully. People working in cleanrooms should be able to seek assistance and additional training as needed.
Adult learning
Learning something new is difficult. Adults need to be treated like adults. I am constantly reminded that the needs of the learner are not always the same as the instructor's. Cleanroom workers must feel that the conditions for practice of a new procedure, equipment or gowning are safe and supportive. Confidence increases rapidly when people are allowed to perform without fear of constant criticism. A mock cleanroom set-up or a simple training lab should be considered for the training department. This would provide an area where demonstrations and practicing can be performed without the concern for upsetting the process or environment.
Adults need to be able to integrate new cleanroom ideas with what they already know if they are going to keep and use the new information. Information that conflicts sharply with what is already held to be true, and thus forces a re-evaluation of the old material, is integrated more slowly. We must make certain that any cleanroom changes are based on thorough explanation of the reasons for the changes and the necessity of immediate implementation.
Trainers must go beyond the basics and hone the ability to make connections, see changes, understand patterns and, in precise terms, teach employees to think as we pursue more complex products and cleanroom conditions of the future.
Managing in the 'dark'
With the reduction in management staff and the increased requirements for 'doing more with less,' how do managers supervise personnel that are in other sites or work other shifts? Little is done in companies to equip managers of these remote personnel to manage them in any way different from the their 'line-of-sight' employees. Explaining gowning or cleanroom concerns by e-mail just doesn't work. Video conferencing with personnel, travel to the other sites and working other shifts may be helpful.
Specialized employee management is also difficult. Today, managing scientists or engineers requires a different approach. High-tech companies should consider 'functional managers' and 'project managers'. The former being the person's actual boss, and the latter the person the scientists or engineer works for on a given project. This would allow for career development and intellectual freedom with the ability to maintain project focus.
Multi-cultural work forces
Diversity is commonplace in most companies today. Cultural differences affect the values people bring to the workplace.
As the shortage of workers continues to be a concern for many companies, more international employees will enter the U.S. work force. Cleanrooms are complex environments that require cooperation, group efforts and strict attention to detail. Managing diverse workforces in cleanrooms will require conscious teambuilding, networking and mentoring to create a unified work force.
Cleanrooms have changed—specialized designs, innovative garments, international standards for operations and highly technical products. Cleanroom management must become the science of today to achieve the products of tomorrow.
Anne Marie Dixon is the managing partner of Cleanroom Management Associates Inc. in Carson City, NV. She is head of the U.S. Technical Advisory Group to ISO TC 209 and represents ANSI as the head of the U.S. delegation to ISO Technical Committee 209 on “Cleanroom and Associated Controlled Environments.” She is past president of the IEST and a Fellow of the IEST. She chairs two IEST working groups on cleanroom housekeeping and operations. She belongs to PDA, ISPE, IEST and ASQ, and she lectures for PDA, IEST, IDEMA and CleanRooms Shows. She was recently named to the CleanRooms Editorial Advisory Board.