process engineer

engineer

software engineer

equipment engineer

product engineer

Micron Technology

The Good:
The DRAM Engineering Group at Micron offers a variety of day to day responsibilities which helps to keep the job interesting. Depending on the team you are on it is not uncommon to go from doing coding work one day, to statistical analysis the next, and then be down in the lab working on hardware the following day. The department culture is supportive of team members moving between different teams every few years as well which provides a good opportunity to try out different roles and figure out what fits best for you. As an individual contributor you are generally given the freedom to decide how to approach the tasks you are working on. There is also a lot of expertise within the department that you can benefit from if you are comfortable reaching out to people and asking questions. The department's hybrid work schedule allows for good flexibility in how/where you complete your work. The pay is competitive with other companies in the area and benefits (insurance, 401k, bonuses, stock awards, ...) are quite good. Generally speaking co-workers are friendly and supportive.

The Bad:
Due to how large the company is, your experience can vary wildly based on what manager / director / senior director you report up through. This can have a large impact on your workload, compensation, and general fulfillment / job satisfaction. It's not uncommon for leadership to go through periods of churn where who you report up through changes. This can lead to inconsistency between groups within the department. This can also lead to discrepancies between employee tenure/performance and compensation. I have seen cases where high performing engineers with 5+ years of experience on a team are being paid the same, or sometimes even less, than new entry level engineers who were just hired to the team.
Due to the highly competitive market, work needs to happen quickly within the department. While this certainly keeps day to day activities varied and interesting, there is a trend of pushing aside team member training / development in favor of quickly getting tasks done. Depending on how your leadership handles this it can impact work-life balance as well. I have seen cases where team members are well taken care of in this regard and ones where a team suffers high turnover due to employees feeling burnt out. Structured learning and development programs within the department have improved in recent years, but it is still largely up to your immediate leadership what that looks like for an individual. As such experiences vary between teams.
One other thing to keep in mind is that compensation often depends on the current computer memory market conditions. When the market conditions are good you can expect better bonuses and raises. When conditions are bad there are often no bonuses or raises and in the worst cases, company wide layoffs. These good/bad cycles can last for a few years at a time.

The Verdict:
I generally recommend the DRAM Engineering Group at Micron to people I know. The work is varied and interesting. The culture is supportive of people finding the right role for them and the hybrid work schedule allows for lots of flexibility. Salaries are competitive and benefits are great. The large, corporate environment is not for everyone though. There is inconsistency between groups depending on the chain of leadership. The fast paced workplace often favors getting jobs done as quickly as possible over taking time for team member learning and development. Burnout is a real possibility and compensation can feel disconnected from performance. If you are okay with putting in the effort to deal with these things though, it is a great place to work.

Honestly, the company would be great if upper management spent some more time on the floor understanding issues. One of the fab disciplines is go to the point of work (the floor) and I almost never saw upper management in a cleanroom gown. 
The initial manager would come up every now and then to get a firsthand account of the floor and would occasionally supervise cleans and participate in the troubleshooting with the engineers at the tool, as well as watching fixes performed by the vendors. Perfectly fine and completely respect that. The manager above him only really seemed to come up when there was a lot of down tools in a given time or a tool was down a long time and only stuck around long enough for a quick explanation of what was wrong and the initial steps towards fixing it. I don't think I've ever seen a manager higher than that go to the floor, either for emergencies or to get a pulse on the work situation from technicians. Pretty sure they keep their ears closed, too. Number one complaint from the department was lack of personnel, as there is a pretty high tool per capita in the department. So the higher-ups response was to freeze hiring and then layoff people. This was in the middle of fab expansion. But they had to save costs while also having a company build a brand-new cafeteria with all sorts of fancy stuff that they already signed the contract for during covid. Like a mini dot-com bubble.
A different, more universal, complaint was meetings. They want people to pay attention during meetings so multi-tasking during them is discouraged, but this led to less time doing actual work. There were several attempts to curb meeting volume but meetings just kept creeping into the schedule for a lot of people. This led to frustration and back to multi-tasking, which made the meetings longer and less productive in their intended purpose.
Other than that, the fellow engineers and technicians have a pretty good relationship. We try to help each other out with troubleshooting and cleans, getting parts where they need to go, stocking, and other projects. You really learn a lot being in the environment. On the technician side, you learn about hands-on troubleshooting for everything from electrical work to vacuum seals to quality control. On the engineer side, you use statistical analysis and history charts to troubleshoot component concerns, work with other engineers on quality concerns, and work with vendors on extensive troubleshooting and tool install and qualification, making sure it's up to snuff and all that. 
The work environment was demanding, but engaging. It's just a shame that the higher-ups only seem to care about output and quality without taking into account the effort needed to reach those targets.

 Worked on SAP ECC 6.0, BI 7.3 Security and provided access to users to make better business decisions.
 Responsible for all aspects of SAP ECC Security Administration tasks including Coordinating and interacting with business, technical and functional consultants for gathering SAP Security requirements, Design role, User Administration, transport roles and authorization, testing, system parameters, analysis reports generating, troubleshoot authorization error and create/maintain SAP Security process documents for SAP systems.
 Designed, developed and maintained Master and Derived roles and Secured roles by Organizational levels such as Company Code, Plant, Cost Center, Profit Center, Purchasing Organization etc., for BPC,BI 7.0, Solution Manager and Enterprise Portal7.0.
 Applied SAP Security policy, procedure, best practices and system controls to SAP systems.
 Used SAP Security transactions - PFCG, SU24, PFUD, SUPC, SUIM, SU53, SU56, ST01, SE09/SE10, RZ10, SE16 and like.
 User Administration/Maintenance: Creating users, assigning roles to users, resetting password, locking and unlocking users(SU01, SU10) in all SAP systems.
 Extensively worked with ECATT and CATT for mass user creations.
 Setup training IDs for Business and end users.
 Prepared Project Plan for Go Live and Post Go Live activities.
 Troubleshoot user roles, tracing the users, security authorization objects and custom reporting authorization objects to debug or troubleshoot authorization error, resolving the issue by giving required authorizations in SAP modules.
 Report to management on the status of project and anticipating/identifying issues.
 Responsible for communication, coordination, and teamwork within the team and end users.
 Assisted Sarbanes Oxley Compliance - SAP System Audit and documentation of significant Processes and controls
 Complete overall support includes design and implementation for all Security needs for all user ID admin and Role builds for SOX compliance.
 Working with GRC (Compliance Calibrator, Firefighter) in identifying conflicts single roles and composite roles.
 Troubleshoot ECC security problem by using different scenario such as system trace (ST01), parameter change, buffer reset, SU53, and SU56 in order to find security problem.
 Continuously improved security configuration to reflect best practices and prepare for system audits.
 Designed and assigned roles and profiles for Solution Manager 7.0.
 Maintained authorizations for various Solution Manager 7.0 profiles (Implementation, Distribution, Change Request Management, Monitoring, and Reporting).
 Monitoring the system logs and ABAP dumps (SM21) and fixing the problems accordingly.
 Imported and maintained startup/default/instance profiles (RZ10).
 Worked on creating RFC connections through sm59.

Micron used to be a great place to work, but over time they did what every other giant company has done. As the world around them changed, they understandably cut costs, had multiple layoffs, and when things improved, they brought back less and less of what made them great to work for in the first place, which included higher bonuses, recognition, perks, etc. This brought out the worst in some people over time, especially management.

I had over 8 supervisors in the 15 years I was there. Some absolutely amazing and some terrible. Ones that stood up for the team, while others basically just caved to upper management, while we took the brunt of all the bad, where we felt that no matter how hard we tried, it was never good enough. It sometimes brought out the worst in people and created an environment where toxicity thrived. Some people capitalized on the situation with favoritism, taking advantage of others when it was to their own benefit.

Don't get me wrong, the job itself was really good. It's fun, fast-paced, and the compensation and benefits are decent for the industry and the area, but it's really the management that brought it all down. That's one of the main reasons I left. The constant micromanaging, with the overly critical focus on every little thing we did wrong, while completely ignoring most of the times things went great. Most days I would come in already stressed out, worrying about what they were going to criticize us for next. I could go on and on.

My experience there really depended on the supervisor I had at the time. The job itself is good and there are good opportunities for growth, but again, it depends on the support network you are in. I've heard stories and seen people go through all kinds of different experiences when it comes to getting the help they need. I've seen so many people promoted who had no right to be in that role, while others were held back because their upper management deemed them too critical to let go. If you can get past all the drama and are lucky with the manager you get, it's a decent place to work.

Micron is a fast paced semiconductor manufacturer. they'll train you on your toolset, they'll give you great benefits, but they've got one major flaw. 

They cant trust, or keep, good technicians. 

Micron has fantastic work/life balance- we work 12s, but we get 4 days off one weekend, and 3 the next. most of us prefer this schedule to a regular 9-5. they have lots of great benefits like employee stock programs, great healthcare, and they offer 12 weeks of parental leave for both women AND men, so if you're thinking of having a kid in the next few years, you'll be hard pressed to match that. You get a crazy amount of paid time off on top of that- so much that people often have a hard time taking it all. You also get 100 minutes of break every day (only 30 minutes unpaid for lunch) The pay is less than other comparable semiconductor manufacturers, like intel, but that isn't their problem. Their problem is inherent with the organization and how upper-middle management works

you can be a fantastic employee, and you can suggest lots of solutions to large problems, but if its not something you can fix yourself, it won't get fixed anytime soon. They constantly ignore the existence of massive, department and fab-wide problems, and if you bring them up, you're suddenly the bad guy, and it doesn't matter because they don't want to address them. They want to put on a nice act for their bosses, and their customers. Further than that, you'll find that getting much needed help on tool problems is problematic at best, because the engineers are much too pre-occupied with attending meetings to actually look into the problems, so you'll get plans from them that don't make any sense, or have already been tried multiple times, and you'll have to convince them to take a better path- if you have the knowledge to get to that point. If you don't have a better plan, good luck getting them to look into it further, because half of them aren't worth their salt, and the ones that are are so busy doing everyone's job, and attending meetings, that they can't help you even though that's the most pressing part of their job. With all of this, most employees burn out fast, and stop doing anything more than the bear minimum, especially when you consider that there's no real reward for going above and beyond, since you'll still struggle to get promoted before cut-rate technicians that did one cool project but couldn't troubleshoot their way out through an unplugged electric door.

•	Leading L2/L3 support team.
•	Provided Production Support as part of a team, resolving the Incidents related to purchasing department using BMC Remedy and Clear Quest tools.
•	Involved in updating and configuring Master data and master records.
•	Resolved issues related to Goods Issues, Goods Receipt, Reservation, Physical Inventory, Movement Types, Transfer Order, Stock Transfer, Purchase Order, Invoice Verification and other relevant objects in Inventory Management. 
•	Resolved inventory issues related to the postings of batch managed material using RF.
•	Worked with Business analysts to gather requirements for the processes.
•	Worked on issue related to posting of documents through custom interfaces.
•	Worked on material conversions and custom conversion programs.
•	Configured special stock scenarios in Inventory management for Subcontracting, Consignment materials.
•	Worked on custom Release Procedures for Purchase requisition and Purchase orders.
•	Worked on goods and invoice verification and customization of business partner functions.
•	Processed materials with Shelf Life Expiration Date (SLED) and batch management in the WM system.
•	Designed and described Technical and Functional Specifications for customized transactions and programs. 
•	Configuring the Organizational Structure like Purchase Organization, Plant etc and their assignments.
•	Workload balancing, Identifying potential areas of improvement for team members, Mentoring of team members
•	Responsible for managing scope, planning, tracking, change control aspects of the project.  This included solution proposals for new processes, estimation of implementing new changes in SCM Landscape, preparing scoping documents
•	Responsible for effective communication between the project team and the customer. Provide day to day direction to the team and provide regular project status to the customer and IBM Management team. 
•	Performing root cause analysis for batch failures. I have identified number of issues in existing system design and proposed corrective measures for the same. 
•	Translate customer requirements into formal requirements and design documents, establish specific solutions, and leading the efforts including programming and testing that culminate in client acceptance of the results.

I've heard there are groups that are good to work in... I didn't see it.
The hardest part of the job is putting in the effort for people who respond with hints of moving your position overseas.
The most enjoyable part is seeing your product in the store.
After a few years, despite all the motivational talk, I realized the silo mentality is killing the company.  The silo leads to managers more concerned with validating their existence than understanding what their employees do and how to make improvements.  We routinely worked with other groups who had no clue we existed or why we were necessary to the process.  Towards the end, I realized our own  manager didn't understand our primary process or even the meaning of the acronym.  (It's a bit like discovering your football coach doesn't know what a touchdown is.)
The old guard tells stories of working their way up from operator, bonuses, and employee patents, but that was before operations started moving overseas.  They are too busy "cutting costs" to see it is bleeding the company.
It seems that the managers ignore the human factor of their employees. I.e. balancing authority with responsibility, maintaining employee morale, fatigue, work-life balance, career interests.
My group experienced 4 or 5 reorgs in 3 years.  After 3 reorgs, we were back where they started.  Each time, we were told our jobs wouldn't change.  Mostly, the reorgs created chaos and allowed the transient managers to add to their resume.
Our boss in Asia hired new teammates over there, gave them clear assignments and promotions, then let us languished.  We were told we were important, but promotions and quality of life said otherwise.
We were expected to be at meetings in the early AM and teleconference in the late PM. 
In reorg meetings, some brave souls asked how to handle the long hours. The answer: "Yeah, that's tough -- you'll have to work it out."
Mangers explained flexible hours for salaried personnel as getting Friday afternoon off if we had our 48 hours in and no pressing work. (We usually had pressing work.)
The metrics in the mandatory performance reviews have little to do with the workers' jobs and more to do with the managers' bonuses.  Many times, the numbers are fudged to make the managers look good.

I was hired by Micron about 8 months ago.  I loved my job and considered it my dream job. The opportunities for learning are limitless, and I always felt productive and valued.  The people are great - I loved my manager and everyone I worked with.  The culture is fantastic -  the systems in place to protect the wafer and the worker are very superior to anywhere I have ever worked.  Management frequently emphasizes safety, quality, and workplace performance excellence.  Everyone is on the same team, and the office politics and/or backstabbing is negligible compared to everywhere I've ever been.  I went on maternity leave shortly after being hired, and never felt like it might inhibit my chances of making management one day.  Women are frequently promoted to management, so I was hopeful and very motivated. One negative of working there was that I frequently felt stressed by the sheer scale of the workload, so much so that I frequently skipped lunch, stayed late, and came in early.  But I worked through it hoping that it would get better once the hiring freeze was lifted.  In the two months before my position was eliminated, I had spent many late nights and weekends finishing up a project of fab-wide importance.  The project was finally winding down, and we were ahead of schedule.  I had also just won an award for quality excellence regarding my work for the automotive audit.   I finally felt like I was learning the ropes of the new job and on track for promotion.  Then I got called into an unexpected meeting with my manager.  My position was eliminated due to random head count reduction due to no fault of my own.  There had been a previous round of layoffs just a few weeks earlier.  But afterwards my manager had told me that he believed that I was one of the safest people in the company since I was still unranked (I had not been there long enough for a yearly review.)   Anyways, I guess he was wrong and now I am unemployed.      

Overall, Micron is a good company. They compensate well and have great benefits. US manufacturing operations continue to transfer overseas, which isn't great. If you are in a manufacturing supporting role, you can expect a lot of evening meetings and late nights. (This is also true for any role that needs to collaborate globally).
HR is pushing for a better work life balance, which many can work out. There often is flexibility in your schedule if you do have to work late. But to really advance in the company you can expect to work 50-60 hours regularly. So I don't think the culture really supports a healthy work life balance, especially if you have a family.
My direct management is pretty good. Coworkers are awesome! The company sometimes makes decisions that negativity impact employees, including occasional layoffs. I work often believing my department could be next, which is unsettling.
Work here is demanding and stressful with high expectations. But you learn a lot and gain a lot of experience if you work hard. Burn out can happen if you aren't careful. Benefits and retention bonuses are awesome, but make it difficult to consider leaving for other opportunities. My friend calls that the "Golden Handcuffs".
My job is OK. My role has changed over the past few years, and isn't as much of what it was when I applied for it. This is due to shifts in business needs, organization changes, and management changes. It no longer aligns with my career goals, but still giving me good experience until I find the right job and make a change.

Nothing has been the same since Steve has been gone and the management is now horrible with the attitude that you are lucky to have a job and they have no clue about what is going on in the manufacturing areas.

96% of the production occurs in Asia, overseas training occurs during the night so you are expected to work your normal day hours and then be on call all night long.  My typical work day is 6:00am till 6:00pm and then once you are home remote logging in until midnight or later at locations all over the world.  Scheduled vacation time is not really vacation at all as you are asked to still login from wherever you are and keep machines running.

Expect long nights, no life, unrealistic deadlines, and all the managers taking credit for your hard work and long hours.

If you do something good then management is always there to take the credit for it.  Be prepared for them to ask you to do things unethical and if something negative comes out of it they will play as they know nothing about it.

Micron used to be the best place in the world to work.  Now it has gotten so big that you are now a number.  Stock options are gone, bonuses are very small, and everyone has a very negative outlook about everything now days.

There are some good departments at Micron to work for, so if you are going to apply for a job at this company do your homework and find the good departments or else do not waste your time here.  There is a reason Micron cannot recruit the top Engineers out of school as they used to 10~ ago...

Top Job Titles	Average Salary
Process engineer 8 salaries reported	$114,625 per year
Engineer 12 salaries reported	$116,613 per year
Software engineer 3 salaries reported	$88,990 per year
Equipment engineer 7 salaries reported	$95,514 per year
Product engineer 5 salaries reported	$107,800 per year

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