Micron Quality Manual

Micron Quality Manual The Quality Management System (QMS) is an integral component in allowing Micron to achieve the next level in Quality Control and in delivering Total Quality Excellence to our customers. By taking time to understand the following process, you enable us to work more effectively and efficiently as a Global team, consequently helping Micron and its partners succeed. 1. Manual Management This Quality Manual is the document for defining and deploying the Quality Management System (QMS) within Micron. The manual is used to apply quality standards deemed important to meet Micron s Quality & business needs. 1.1. Purpose and Scope This manual provides an overview of Micron s organization, the main quality processes, how these processes are interconnected throughout the company, expectations of employees, and where to find additional details necessary to maintain and improve quality at Micron. The Micron Quality Manual applies to Micron s semiconductor business, including marketing, developing, manufacturing, electrical and environmental testing, and selling memory component, module, and system products. Practices necessary for compliance to ISO/TS16949:2009 are followed for manufacturing and supporting functions. The document may be revised periodically and/or on an as-needed basis: updates may result from customers needs, changes in the standards, and continuous efforts to improve the quality System. ECN #300840237 Page 1 of 13

2. Company Overview Micron Technology, Inc. is a global leader in the semiconductor industry. For more than 35 years, Micron has dedicated itself to collaborating with customers and partners to engineer technology that drives innovation and transforms what s possible. We offer the industry s broadest portfolio of silicon-to-semiconductor solutions starting with foundational DRAM, NAND, and NOR Flash memory, and extending to SSDs, modules, MCPs, HMCs, and other semiconductor systems. This best-in-class technology powers leading-edge computing, consumer, enterprise server and storage, networking, embedded, automotive, industrial, and mobile products. As the only U.S.-based DRAM manufacturer, Micron leverages an expansive global footprint and proven technology leadership to make it easier for customers to try new things and gain competitive advantages in their markets. 2.1. Quality Mission and Vision Our Quality Mission Our Quality Vision 2.2. Quality Policy Lead and inspire world class quality through effective and efficient quality systems and services that deliver industry leading products of choice. Making Micron the customer s first choice for quality Micron Technology provides best in class products and services that meet our customers needs and expectations. We strive for total quality excellence through these principles: Quality First We will be proactive, transparent and collaborative. Deliver End-to-End Quality We will continually improve standards, systems and business processes. Exceptional Customer Experience We strive to be the solution provider of choice. ECN #300840237 Page 2 of 13

3. Micron Organization and Quality Function The Vice President of Quality reports directly to the President of Micron Technology, Inc. Specific quality reporting structures include functions as depicted in Figure 1. External and Internal quality facing organizations enable us to efficiently and effectively drive Total Quality Excellence throughout the organization. Figure 1. Micron Organization. ECN #300840237 Page 3 of 13

3.1. Quality Specific Functions 3.1.1. Japan Quality Main point of contact and interface for championing Total Quality Excellence within the Quality organization in Japan and ensure alignment at all levels of the Japan organization. Likewise, this function serves as point of contact for all Quality-related activities in Japan. 3.1.2. Customer Quality Experience (CQE) This role drives quality-related proactive and reactive communication on quality KPIs, incidents and change control events. Acknowledge and drive closure of quality-related customer issues and requests. Likewise this is a key support position for customer quality audits and surveys. Internally, they act as voice of customers on quality at Micron. 3.1.3. Development and Design Quality Assurance (DDQA) This quality role deploys and manages upstream quality in technology Development. Key activities include establishing business processes to embed quality in development, establish specs and relevant documentation. Dual responsibility exists in establishing and driving business processes to embed quality in design. A key activity is to ensure design for manufacturability and to prevent impact of live die degradation. 3.1.4. Product Quality and Reliability (PQRA) Conducts qualification and ongoing reliability monitoring ensuring internal qualification criteria is aligned with customer requirements. Responsible for performing failure analysis and provides technical support to planned and unplanned non-conforming material disposition. 3.1.5. Front-End Manufacturing Quality (FEMQA) Includes disposition of planned and unplanned material including overseeing and following through deviation, containment, and disposition. Promotes compliance to business process and standards including ensuring compliance to customer related standards/requirements such as GSPEC. Oversees closure of corrective actions for gaps identified during audit and oversees closure of customer incidents. 3.1.6. Back-End Manufacturing Quality (BEMQA) Includes disposition of planned and unplanned material including overseeing and following through deviation, containment, and disposition. Promotes compliance to business process and standards including ensuring compliance to customer related standards/requirements and subcon compliance to change control methodology. Oversees closure of corrective actions for gaps identified during audit and oversees closure of customer incidents. ECN #300840237 Page 4 of 13

3.1.7. System Quality and Reliability Assurance (SQRA) Involvement includes owning system internal qualification criteria and ongoing reliability monitoring. Additional, there is responsibility for performing system failure analysis for Return Material Authorizations. And acting as technical expert and advisor. 3.1.8. Supplier Quality Manages and deploys quality requirements including supplier quality governance for the supplier base. Manages all Supplier Quality Management activities globally and key supplier quality management processes across all Micron stakeholders. Responsibilities also include ensuring that customer requirements are appropriately considered in developing supplier quality agreements. 3.1.9. Quality Management Office (QMO) Areas of focus includes assisting with the QMS deployment across the value chain, auditing internal/subcon/supplier quality business process/system and standards, driving global quality standards, performing and interfacing with respect to auditing (internal, external, customer, and sub-con), and design and improve business processes with inputs from content owners. 3.1.10. Quality Management Portfolio Office (QPMO) Program manage and govern Global Quality s (GQ) Key Initiatives portfolio along with execution of GQ focused software development/support, workforce development, and technical writing. This function also executes and maintains shipment restrictions also known as customer containment rules. 3.1.11. Subcon Quality Defines subcon quality initial qualification criteria and execution of qualification. A key element also is to ensure change control compliance to quality processes ensure systematic continuous improvement at subcontractors aligned with overall QMS. When unplanned events occur, they oversee closure of 8D corrective actions on RMAs/incidents or to close gaps identified during audit. 4. Quality Management System A system of processes has been identified to provide products and services that meet and exceed customers expectations and satisfy international standards for quality system management. Key performance indicators (KPIs) monitor the efficiency and effectiveness of the overall quality management system. With KPIs, process status can be measured objectively and a baseline established to pursue continual improvement. In addition to KPIs, numerous process-specific metrics and monitors are used by process owners to analyze aspects of performance that may contribute to these KPIs. ECN #300840237 Page 5 of 13

The sequence and interaction of these processes and the top-level interactions of Micron process categories are reported in the Micron Process Relationship Map. Figure 2. Micron Process Relationship Map. ECN #300840237 Page 6 of 13

4.1. Management Oriented Processes Management Oriented Processes (MOPs): are aimed at ensuring all processes are documented, measured, and reviewed by management teams to ensure alignment to Micron s business objectives. 4.1.1. Management and Employees Responsibilities Management is responsible for developing, implementing, and improving QMS. The Quality policy statement and objectives are established, documented, communicated, implemented, and maintained at all levels of the organization. The established objectives are communicated through individual performance and reviewed during employee performance reviews. The importance of meeting all applicable requirements (including customer, regulatory, and legal) through the continual improvement of processes, products, and services is recognized. Management is responsible for ensuring customer requirements and expectations are fulfilled. Employees are responsible for the quality of their work and the implementation of the policies and procedures applicable to their job function. 4.1.2. Quality Management Review Reviews are conducted as part of Micron s quality management system. Processes for achieving Micron s strategic and quality objectives are reviewed for efficiency and effectiveness, identifying needed resources, and identifying further opportunities for improvements to the QMS. Management also monitors the performance of quality objectives, and the evaluation of the cost of non-conformance. Appropriate QMS resources are provided to maintain and update the QMS, including involvement in internal and external audits, revisions of Micron s quality manual, improvements of the processes and procedures, and scheduling of team member training. Reviews are conducted at the Make (manufacturing) site levels and at the Executive level for headquarters. 4.1.3. Continual Improvement Business planning sets in place the infrastructure to ensure success of our Strategic Objectives and in turn the Micron Mission. The accountability model includes: Setting targets with competitive, usable metrics Communicating objectives and progress consistently, company-wide Support structure that enables success ECN #300840237 Page 7 of 13

Corporate level metrics, provide visibility to individual metric status and associated action plans. 4.1.3.1. Strategic and Quality Objectives Current Micron Strategic objectives are: Industry s Highest Value Bits Across the Portfolio World Class Quality Technology Leadership Exceptional Customer Experience Operational Efficiency 4.1.4. Business Planning Aligns and tracks boundary conditions and assumption changes while addressing conflicts and risks in executing a strategy that creates a competitive advantage for Micron. 4.1.5. Quality Audit Quality audit programs (internal, certification, customer, and sub-con audit) are performed to maintain QMS health and to assist certification programs. 4.2. Customer Oriented Processes Customer Oriented Processes: Encompass product realization activities and are aimed at ensuring that customer requirements are captured, understood, and translated into product and services as needed by the customer. 4.2.1. Product Lifecycle Management Product Lifecycle Management (PLM) is intended to manage an array of competitive products and technologies to enable customer solutions with a profitable portfolio. The PLM Process is based on a phase-gate approach dividing the product lifecycle into six phases separated by decision point gates. The PLM operating model assures the management of the product portfolio and the performance of the process itself. ECN #300840237 Page 8 of 13

The specific activities and deliverables to enable the decision making are defined for each phase of the product's life cycle. 4.2.1.1. Plan Phase: Finalizes the product plan, specifications, and business value to enable the informed decision to commit resources to product design. 4.2.1.2. Design Phase: Leverages the outputs of Plan to define detailed product plans, drawings, descriptions and manufacturing/support capabilities necessary to build and evaluate the product. 4.2.1.3. Develop Phase: Evaluates and refines the product and support capabilities to make ready for product qualification. Product is at a quality level to start qualification. 4.2.1.4. Validate Phase: Performs exhaustive evaluation of product operation expected in the product's application. The product is verified against internal and external, requirements. In addition, low volume manufacturing activities are initiated. 4.2.1.5. Produce and Service Phase: Leverages the outputs of Validate to manufacture, improve, service, and support the product. 4.2.1.6. Ramp Down Phase: Ramp Down leverages the outputs of Produce & Service to transition a product, resources to build/support, and customers to an end-oflife state. Failure Mode Effects Analysis (FMEA) is started in the plan phase, tuned in the product and process development, and continued throughout the product lifecycle process. FMEAs and Control Plans are identified as deliverables at stage gates of the development process and are incorporated into design and process reviews in order to ensure effective and efficient risk mitigation, prior to mass production. 4.2.1.7. Develop Silicon Technology A Stage-Gate methodology and business process used by R&D organizes technology development programs according to key points in time where decisions to invest additional resources are approved. 4.2.1.8. Internal Validation and Qualification Ensure that all form, fit, function, quality and reliability requirements are met for new or significantly changed processes and products. 4.2.1.9. Customer and Enabler/Ecosystem Product Validation External product validation ensures production volume ramp enablement through successful introduction of products to external customers and the timely resolution of customer prioritized issues. Field applications engineers are the technical interface to the customer and enabler to ensure that a qualification occurs. They also lead customer qualification failure debug and resolution. ECN #300840237 Page 9 of 13

4.2.2. Plan Supply Chain These processes describe the planning activities associated with operating a supply chain. Inclusive with this category are forecast demand planning, sales planning, customer support plans, allocation planning, demand planning, and developing the master production schedule. Activities within these processes include gathering customer requirements, collecting information on available resources, and balancing requirements and resources to determine planned capabilities and resource gaps. This is followed by identifying the actions required to correct any gaps. 4.2.3. Make Products (manufacturing) All products manufactured for sale are produced using qualified processes, approved equipment release, certified operators, and controlled specifications. Methods such as failure mode and effects analysis (FMEA), feasibility reviews, or other risk assessment techniques are used to identify potential risks. Preventive actions designed to address critical risks are included as part of the product and process development plans and are integrated into manufacturing process control systems or into plant layout and construction plans. Production and service processes are identified, planned, and carried out under controlled conditions to ensure the quality of the products and services. 4.2.3.1. Introduce New Products Supports the introduction of new products into the Fab, improving product yield, quality and reliability, in preparation for high volume manufacturing. 4.2.3.2. Manage Change Changes initiated within the manufacturing process are managed by leveraging effective and efficient change control principles which ensures the changes are verified and validated to achieve best possible results upon implementation. 4.2.3.3. Schedule Site Production An accurate master production schedule in order to meet our quality, output, and on-time delivery commitments to our customers is continually maintained. We meet our customer needs in terms of quality, output, and on time delivery. Forecast is accurate or we have sufficient time to react to forecast change. 4.2.3.4. Execute Manufacturing Move work-in-process (WIP) through production tools following the predefined traveler-flow, conforming to production procedures, while meeting manufacturing output and quality requirements. ECN #300840237 Page 10 of 13

4.2.3.5. Control Manufacturing Allows reaction to data to ensure that the process runs within specified output requirements and material disposition is according to specifications. For a critical process, a supporting control plan is established. Process capability values (Cpk) and control limit values influencing the performance and reliability of a product are identified and statistically monitored. 4.2.3.6. Maintain Equipment Micron maintains equipment in a condition to perform its intended function within the standard manufacturing specifications, while maximizing output by managing scheduled downtime and reducing unscheduled events. 4.2.4. Sell, Deliver, and Return Products Quote or contract for price and delivery is created after a customer request. The pricing is negotiated by Sales prior to creating a formal price contract. The Business Unit reviews and validates the quote, availability of the product, and the response of price and delivery is provided to the customer. Requests for Returned Material Authorization (RMA) submitted by any customer to return product is checked, approved, and converted to a return authorization. 4.2.5. Manage Customer Relations Customer satisfaction is formally measured through Quarterly Business Reviews (QBR s), where quality and reliability, delivery schedules performance, and any other event which may cause a disruption to the customer s business model are monitored and measured. 4.3. Support Oriented Processes Support Oriented Processes: are used to ensure the efficiency of Customer Oriented Processes. 4.3.1. Develop and Manage Human Resources Micron s learning and development philosophy addresses both the technical and human sides of doing business. As part of team member development leaders identify the quality-related responsibilities for each team member, define the team member s training needs, and ensure that the team member completes training related to performance of his or her role. 4.3.2. Source and Procure Supplier management is focused in the areas of equipment, materials, and services. Micron has established a basic system providing the structure to operate the business and support the customers. Suppliers are selected based on their ability to fulfill the product requirements within the time frame required, along with Micron requirements. ECN #300840237 Page 11 of 13

Micron verifies supplier performance by monitoring delivered material, product quality in production, customer returns caused by supplied material, scorecards systems, and/or supplier plant audits. Materials to be used in the manufacturing process must precisely meet purchase order requirements, materials specifications, and line performance standards set by the company and communicated to suppliers. 4.3.3. Manage Information Technology Information Systems is responsible for information technology at Micron. This includes everything from computing hardware and software that enables manufacturing lines and office productivity to the network that connects Micron globally. 4.3.4. Manage Facilities Each manufacturing site's maintenance group develops and implements an effective preventive maintenance program, using predictive maintenance methods as appropriate. A cross-functioning team (from Facilities, Operations, Information Systems, and Human Resources) ensures operational quality in plant design and development and defines redundant infrastructure for critical systems to mitigate the impact of unexpected events. Plant layouts are also established to facilitate synchronous material flow. A suitable working environment, including controlled noise, temperature, and humidity and as defined by ISO 14001 standards is maintained through deployment of Micron environmental policy and practices. 5. Documentation Requirements: The documentation structure for Micron is described in the documentation pyramid: Figure 3. Documentation pyramid. Our structure shows how the customer requirements are translated into documented processes, procedures, work instructions and records. ECN #300840237 Page 12 of 13

6. Global Quality Standards Key reference standards and procedures exist to enable global alignment to our QMS. All key standards are available as internal references and managed by standard document control methodology. 7. Appendix 7.1. Quality Certifications by Site Micron.com/Quality Certifications 7.2. Control Information Control Item Document Owner Information Label Table 1 Control Table Global Quality Standards Group Approved QMO Standard Details 2015 Micron Technology, Inc. All rights reserved Template MDM Number 09005aef849b4988 Rev 12.0 Prepared By EDM Number Jerry Corts 09005aef80141ee6 Current Revision Information (See Revision History section for previous revisions.) Revision: 1 Date: June 30, 2015 Originator: Global Quality Standards Revision Description: Initial Release of Quality Manual for Micron.com ECN #300840237 Page 13 of 13