Line Start-Up to Ramp-Up: Building the Core Team for a Newly Launched OSAT

A newly launched OSAT company was preparing to start production at its first facility in India. Equipment was being installed and the start-up schedule was fixed, but the company needed something India's labour market could not yet supply in time: an experienced core team that had run assembly and test lines before. Without that team, line start-up, process stabilisation and the training of local hires would all slip.

We treated the start-up as a workforce engineering problem, not a recruitment drive.

1. Defining the core team. With the client's operations leadership, we identified the start-up-critical roles across process, equipment, test and quality, and the experience each needed to have on day one.
2. Mobilising experienced professionals. We sourced seasoned OSAT professionals from established global semiconductor hubs, assessed them against the role definitions, and brought them to India.
3. Removing the friction. We managed visas, travel, relocation and employer-of-record compliance end to end, so the client's leadership could stay focused on the line.
4. Building knowledge transfer into the role. Each mobilised professional was expected not just to run their area but to coach the local engineers and technicians working alongside them.

• The experienced core team was in place for the facility's production start-up.
• Local hires worked alongside experienced professionals from the start, building on-the-job capability rather than waiting for formal training.
• With operations established, the company is now scaling its teams for its next ramp-up phase. The focus is shifting from mobilising experienced talent to building a larger, certified local workforce.