I find my current assignment on a new project to develop a new system very motivating. Even before this project started, I had asked my manager for an opportunity to get involved in the entire system as an engineer. I was fortunate enough to be appointed as the design task owner then. I was initially a little worried as I had no previous experience as a system design owner for wafer transfer unit system, but my colleagues have been very supportive, and we are almost ready to deliver the product.

What was the most challenging part of your first experience as a task owner?

In addition to technical and scheduling issues, I found it most difficult when what I wanted to do conflicted with the perceived consensus. For example, our team discussed whether to install a power sensor on the system to make its environmental performance visible. In similar projects, we used to omit a sensor and provided emission estimates for most cases, because installing a new sensor adds to the cost. But, I believed that such environmental considerations would soon become the norm in product development, and that enhanced energy-saving features would add value to the system. In the end, the team decided to proceed with my idea.

You did the right thing. If you have a good reason for your idea, you should speak up. Staying silent goes against TEL’s core values.

I agree. In fact, my manager encouraged me to stand up for my ideas. The project went ahead smoothly, and I was proud to see the system worked exactly as it was designed to do. Once the system is released, I hope it will produce good results and make all my efforts worthwhile.

My most vivid memory is associated with the merger of the Yamanashi and Tohoku offices to establish Tokyo Electron Technology Solutions. As I joined the new company less than a year after incorporation, the rules of the two offices were still being meshed. I was assigned to develop a system that was to be the first product since the merger. The team members from two different offices had to learn how each other operated and adjust how to proceed in a project together. Good communication was essential, though it was not always easy. I understood that neither party intended to force its way on the other. Rather, both were simply exploring how to make things work. I think we shared a sense of unity because we were pursuing the same goal.

Even when handling the same task, each office has its own approach. I had similar experiences as well coming from a matter of workplace culture. Despite these differences, however, things usually work out well at TEL because we all share a commitment to making superior products.

I totally agree. Building relationships with people from other offices can create opportunities to work on new projects. The effort to promote team communication has also given me more chances to get to know my colleagues better. In fact, all of us who joined the company in the same year are very friendly with each other, probably because we shared the post-merger experience. It became a valuable asset for me.

As Mr. Nukanobu said, TEL has a culture that treats the opinions of individual employees with respect, which I appreciate very much. In the second year of joining the company, I was assigned to a team that was in charge of ramping up the newly developed equipment. In fact, I had previously expressed an interest in this type of work and asked my manager for an opportunity to let me in, and he said, “OK, why don’t you join the team?” Then, I became the team’s representative as an electrical engineer. I attended a number of meetings led by other departments and had a chance to get involved in the ramp-up process through to the end. I was surprised that even a rookie like me was given a chance to play an important role, and after that I began to have more confidence in myself.

Providing a chance to motivated employees has been a great tradition of TEL since its foundation. I’m glad you were able to experience it firsthand.

At the beginning, there were a lot of tasks I didn’t know much about, but I managed to overcome that obstacle. When I was left alone to face the problems, I was able to study and learn, and sooner or later found the solutions. If anything, I was happy to be trusted with the job. I also like that there is a lot of face-to-face communication in the workplace and that managers are approachable. Many companies say, “we are an open communication company”, but TEL really means it.

In my day, we rarely had formal face-to-face meetings, so we networked with each other over after-hours drinks. Anyway, I’m glad that you freely exchange your ideas with others regardless of generation and age, because that is a part of our inherent culture.

At TEL, we feel that even the most junior members are free to express their opinions about the company. Perhaps it is this mindset that drives TEL to continually make progress.

I see what you mean. Open communication is indeed ingrained in our culture. I’d like to echo the sentiment that TEL is very appreciative of its employees’ suggestions.

I am currently assigned to a data science team. When I joined the company, the idea of using available data had not been explored in a process technology category, and a data science team did not even exist. In the second year at the company, just when the team was established, I joined as one of members. Thinking that experience-based business processes will become dependent on specific individuals, I suggested we should build a data-driven framework so anyone could produce results using available data. Meanwhile I explained the merits of the idea and made presentations at technology exchange meetings, my boss gave the greenlight and allocated resources such as time, budget. I admire the company’s willingness to fully support its employees once their proposal was recognized as worth pursuing.

Well, I admire your initiative to make proposals and create new lines of work.

When I first presented my proposal, my senior colleagues didn’t dismiss it as “a rookie idea.” Instead, they treated me as an equal and examined the feasibility of my proposal from an engineering perspective. I like a friendly rivalry in the team, which transcends generational differences and fosters mutual growth.

For me, another attraction of TEL is the cross-border work opportunities. Some time ago, When I served as an electrical engineering instructor for a group of field engineers from Korea, I found it very enjoyable to work with people from diverse countries and to be able to get to know each other better through having casual conversation.

One of the things I like about TEL is that it invests in overseas semiconductor-related ventures for joint development expecting synergy with TEL’s business, thereby creating a framework for assimilating advanced overseas technologies. I am currently working with one of these ventures, and I can feel that the partner really puts trust in TEL, and vice versa. Knowing that we have dependable technology development partners around the world is reassuring for a development engineer like me.

During my career at TEL, I was assigned to a project to acquire an overseas company. Aligning different work norms and cultures was a hard task, but the upside is that it sometimes leads to revolutionary technologies. I would like to see a rapid increase in the number of staff with diverse backgrounds, not only in partnerships but also internally.

Lastly, I have a question for Hosaka-san. I understand the business scale and environment of TEL have changed significantly since you joined the company. Given the current situation, do you think there are any particular challenges that we should tackle?

As each of you has said, friendly rivalry and a challenging mindset are what makes TEL unique, and we have cherished this tradition over the years. As the company has been growing, the potential magnitude of our challenges is expanding and we can dream bigger, so to speak. Of course, you need to think strategically. But once you’ve found a project you really want to pursue—even if the timeline and budget seem a bit excessive—you should just keep pressing for it. If the proposal has exciting possibilities, the company will give the greenlight, and the growth of your venture will lead to further growth of the company.

Thank you for your encouragement! We’ll embrace challenges and keep pushing the envelope!