Implementing Lean Six Sigma in Complex Industries

Implementing Lean/Six Sigma in Complex
Industries: A Case Study at Endicott

Interconnect Technologies, Inc.
September 6, 2007
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Implementing Lean/Six Sigma in
Complex Industries
A Case Study at Endicott Interconnect Technologies, Inc.
Brad
Terence T. VanBrunt,
Burton, Vice President , Quality
President Terence T. Burton, President
And Business Excellence
The Center for Excellence in Operations, Inc.

Bedford, New Hampshire Sponsored by
Endicott, Ney York
Agenda
Part I: Endicott Interconnect Technologies

Part II: Lean/Six Sigma Strategy
Part III: Five Essential Success Factors
Sponsored by
EI Corporate Profile
Leading supplier of complex, high-

performance electronic packaging solutions
utilizing a vertically integrated approach
A tradition of technical innovation -

former IBM Microelectronics Division
November 2002 spin-off as an
entrepreneurial, independent
company
Located in Central New York
1,800 employees
1.6M sq. ft. manufacturing and lab
floor space
2006 revenue $220M
4-5% of revenue spent on R&D
3
Mission Statement:
To provide leading edge first and second level packaging and assembly
solutions that bring value and competitive differentiation to our customers.
Vertically Integrated Provider with Broad Skill Set

Printed Precision Equip.
Semiconductor Complex Assembly
Manufacturing /
Circuit Boards Packaging Solutions
Services / Other
• Multi-Layer PCBs • Wire Bond PBGA • PCB Assembly • Custom Design &
• Complex Backplanes • CoreEZ™ • Hybrid Assembly Manufacturing
Products • HyperBGA® • Mechanical • Physical Design
Assembly/Test • Reliability Test &
Modeling
• Materials Engineering
CoreEZ™ and HyperBGA® are 4

registered trademarks of Endicott
EI - Highly Differentiated Products & Capabilities
PCBs Semiconductor Packaging Complex Assembly
• Broad competency set • Advanced flip chip and wire • Complex, mission critical
bond substrate technology assembly
• World class quality and
reliability –Organic substrates - light • Ability to manage large
weight military contracts as the
• High density-fabrication
prime contractor
leading edge PCB –High frequency
applications • Leading edge assembly
–Precision layer-to-layer
processes
registration –Thin, low profile fits
easily in tight board-to- –Module assembly
–20:1 plating aspect ratio
board spaces capability
• Unique high-speed boards
–Full strip line structures –Full hybrid assembly,
with high performance
with low coupled noise backplane, chassis and
cores
system build
• Outstanding thermal and
• Talented engineering team
electrical performance • Focused New Product
• Test and analysis Initiative to production
• High reliability (2-10 times
capabilities launch
ceramic)
• Extensive test capabilities
• Superior System-in-
Package solutions • Outstanding service and
delivery performance
5
Agenda

Part III: Integrate and Win Big
Sponsored by
Objective: Grow from a “good” company to a “great” company
Challenge: Deploy Lean/Six Sigma successfully as the enabler
Innovation
EVA
2000 SCM CRM PLM
ABC SRM Lean/Six Sigma
Triz
ERP Business Process Six Sigma
1990 Theory of Lean
Reengineering (BPR)
Constraints Just In Time (JIT)
Total Quality
1980 Management (TQM) MRP
MRP II
Scientific Inventory
1970 Management
“Same box, different ribbon”
Quality
1960 Control
Circles
Toyota House
of Qua
Production lity
1950
System (TPS)
n
Kaize ss
1940 Expre ean
oL
dt
oa
PDCA heR
T
Value Stream
1930 ma
Sig
Statistical Six Box
a
in
Quality
Control
Control
1920 Charts
Avoid the “Tornado of Improvement” and fad improvement programs

© 2007 by Endicott Interconnect Technologies, Inc
and The Center for Excellence in Operations, Inc. (CEO)
Small and Mid-Sized Organizations
6σ
Problems with the traditional top-down approach to Six
Sigma
w Dedication
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Small and Mid-Sized Organizations
Speed
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Problems with the traditional top-down approach to Six
w
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andCulture
Culture
Simplified
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inSmaller
Smallerand
andMid-Sized
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Organizations
Leadership
No-Nonsense
Full Scale Execution
Degree of Six Sigma Deployment
Deployment
Strategic
Partial Improvement
Competencies
Deployment
20-25 Projects
(4-6 months)
$3-5 Million + Deep
15-25 Projects Additional Knowledge
Pilot (4-6 months) Savings of Business
$1.5 Million + Processes
Additional and IT
2-3 Projects Savings
(6-8 weeks)
Six $200K Six Sigma
Sigma Savings
Most organizations Applications
Support accomplish this inside of a 12 Expertise
month window
Six Sigma
Education
CEO’s Scaleable Six Sigma™ Methodology

What is “Business Excellence”
Business
BusinessExcellence
Excellenceis
isaaphilosophy
philosophyof
ofImproving
Improving
HOWwe
HOW weimprove
improvein
inEVERTHING
EVERTHINGwe wedo
doas
asan
an
organization:
organization:
Create
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solidfoundation
foundationand
andbusiness/leadership
business/leadershipprocess
process
for
formanaging
managingimprovement
improvementinitiatives.
initiatives.
Deploy
Deploymore
morerobust
robustimprovement
improvementtools
toolsfor
forsolving
solvingour
our
critical business problems:
critical business problems:
zz66Sigma
Sigma
zzLean
Lean
zzKaizen
Kaizen(Quick
(Quickstrike
strike/ /teaming)
teaming)
Use
Useaadisciplined
disciplinedmethodology
methodology(DMAIC)
(DMAIC)that
thatis
isEI’s
EI’s
common
commonlanguage
languageofofimprovement.
improvement.
Build
Buildaaculture
culturethat
thatstrives
strivesfor
fortotal
totalemployee
employeeinvolvement,
involvement,
increased competitiveness, growth, and profitability.
increased competitiveness, growth, and profitability.
Invest
Investin
inthe
thefuture
futureof
ofEI’s
EI’smost
mostvalued
valuedresource
resource--OurOur
people.
people.

Business Excellence DMAIC Foundation
Define
Ca
lib
f it ra
te
e ne
B
Control Kaizen Measure

Lean
O
pt
im
6σ ra
ct
e riz
e
ize a
Ch
Improve Analyze
Take Action

Business Excellence
Operations and Transactional Business
Technology Excellence Process Excellence
Integrating Kaizen, Lean, and Six Sigma
KAIZEN LEAN SIX SIGMA

Basic Improvement Value Stream Management Quality
Quick Strike Speed, Velocity Process Perfection
Containment Cycle Time Statistical Engineering
Incremental Improvement Waste Elimination Variation Reduction
Flow, Balance KPIV/KPOV Controls
Synchronization Complex Variation
Standardization
The Foundation (DMAIC): People working together

with shared values and a common language of total
business improvement
Business Excellence Deployment
STEERING
STEERINGCOMMITTEE
COMMITTEE
VP
VPQuality
Quality *Chair
*Chair
CFO Leadership
CFO
VP
VPSP
SPPanels
Panels&&PWB
PWB Weekly Management
VP
Design for Manufacturability (Paul Marconi)
Miscellaneous Transactions (Frederick Gabriel) VPComplex
ComplexAssembly
Assembly
VP
VPHR
Receiving Process (Elpitha Votsis)
Weekly
Scrap Reduction (James Anderson)
HR
VP
VPMilitary/Defense
Military/DefensePgms.
Cycle Counting Process (Bill Paulos)
New Product Design Verification (Roger Johnsen)
Production Planning and Execution (Verner Pekarek)
Material Planning Process (Verner Pekarek) Pgms.
Report CEO, Inc.
Service Parts Order Fulfillment (Kelly Kightly)
Market Strategy Process (Rob Urry)
Product Availability (Matt Bush)
Local Market Compensation Compatibility (Hema Heimuli)
Overtime Reduction (Mick Quigley)
CEO, Inc.
Excess/Obsolete Inventory (Craig Lawson)
Card
Recertification of B Stock (Dave Fata)
Marketing Promotions Process (Randy Thorderson)
Redefine New Project (Lynn Alley)
Product Development Process (John Hanson)

Supplier Selection Process (Rick Lambourne)
Component Selection Process (Alan Ottley)
Unplanned Maintenance (Steve Townsend)
PROJECT
PROJECTMANAGEMENT
MANAGEMENT
Mentoring & Facilitation
Brad
BradVanBrunt,
VanBrunt,VP
VPQuality
Quality *Chair
*Chair Technical Advice
Bus. Excellence Hire
Bus. Excellence Hire
Terry Daily Management
TerryBurton,
Burton,CEO
CEO
Mission Critical
© 2007 by Endicott Interconnect Technologies, Inc Improvement Initiatives
Business Excellence
How we think, how we work, how we improve,
how we become the best in our industry
Improving
Improving
Securing our
Today HOW we
HOW we improve
improve Competitive
in EVERTHING we
in EVERTHING we do
do Future
as
as an
an organization
organization
Investing
In our
People
Agenda

Part III: Five Essential Success Factors
Sponsored by
Five Essential Success Factors
1. 1. Leadership
w 2. Business Improvement Strategy
w 3. Deployment Planning
w 4. Change Awareness
w 5. Communication and Closed-Loop

Feedback (Performance Measurement)
Success Equals 80% Leadership / 20% Tools
6σ
Leadership’s Roles in Lean/Six Sigma Success
PLAN EXECUTE
1. Establish Recognition of the Need 12.Manage Controversy and Confrontation
2. Provide Leadership Commitment and Support 13.Demand Frequent Measurement and Feedback
3. Develop Six Sigma Strategy and Deployment Plan 14.Implement a Structured Project Close-Out Process
4. Incorporate Enterprise-Wide Scope 15.Provide Recognition and Rewards
16.Leverage Successes and Stay the Course
DEPLOY
5.Mandate Linkage to Business Plan
6.Make Proper Investment in Resources
7.Develop Communication and Awareness Effort
8.Focus on Customers and Results
9.Structure Around the Organization’s Needs
10.Implement Regulated Program Management
11.Build Teaming and Employee Involvement Culture

Business Excellence
A Scaleable Deployment
Definition
DefinitionofofLeadership
LeadershipExpectations
Expectations
Organization
Organization for SuccessfulDeployment
for Successful Deployment
Agreement on Burning Platforms
Agreement on Burning Platforms
Business Excellence Detailed
DetailedImplementation
ImplementationPlanning
Planning
Improvement Strategy
Communication/Awareness
Communication/AwarenessPlan Plan
Macro
MacroCharter
CharterDevelopment
Development
(Fact-Based, Needs-Driven) Improvement
Improvement Resource/CapacityManagement
Resource/Capacity Management
Project Selection and Scoping
Project Selection and Scoping
Baseline
BaselinePerformance
Performanceand andImprovement
ImprovementGoals
Goals
Validated Benefits
Validated Benefits
Education
EducationPlanning
Planning
Customized
Customized EducationModules
Education Modules
Customized Implementation Project/Candidate/Team
Project/Candidate/Team SelectionLaunch
Selection Launch
One Size Fad

Fits All Programs
Business Excellence Launch

Business Excellence
Implementation & Deployment Planning
Dominate Guitar
Become
Double Revenue Signal
“Macro Charter”
Audio/Video Aggregate Rank
Every 5 Years Processing
COE for H-Pro
Market
Project GB Candidate Problem Statement Objectives 10 9 8
Develop a marketing structure that
Our market strategy and product supports our vertical market
Improve market/products strategy
Rob Urry-President (GB); Team: definition process will not scale with strategy and aligns our product
process
our current structure development strategy to market
needs 10 9 9 253
Bill Paulos-Assistant Controller Currently we are doing reactive

Baseline Improvement (GB); Team: Georgeann Nichols- cycle counting, putting out fires, not
Project GB Candidate Problem Statement Objectives Benefits Team Annual Savings Cycle Counting Process Inventory Analyst, Jeff using an organized process by Audit the process anf fix any gaps
Performance Goals Thompson-Cost Accounting cycle counting system generated
Manager, Richard Rhees-IT cycle counts.
9 9 9 243
Too many back orders. Lost sales
Have products available to fullfill
to competitors. Extra freight
Too many back orders. Lost sales Have products available to contractor orders within 24 hours
Product Availability Matt Bush charges for multiple shipments
from receiving the order given there
within the same month to the same
to competitors. Extra freight fullfill contractor orders No lost sales, no extra freight are no credit holds
Product customer. 9 9 9 243
Matt Bush
Project Selection
charges for multiple shipments within 24 hours from charges increase customer Roger Johnsen-Senior Director
Availability
within the same month to the same receiving the order given satisfaction and sales Eng Services (GB); Team: Ernie
Morales – Regulatory Engineer,
Define product verification testing
customer. there are no credit holds current fill rate 100% fill rate
New Product Design Verification
Mark Kohagen – Hardware This causes quality issues, returns
process for electical and
Engineer, Doug Robinson – and bad customer experience.
mechanical
Develop a marketing Mechanical Designer
structure that supports our

Improve Our Market strategy and product Better alignment and
Model
9 10 7 236
vertical market strategy Our current product development
Market/Product Rob Urry definition process will not scale with innovation between John Hanson-VP Engineering
process - has too many steps and Develop the overall framework and
and aligns our product Musical Instruments (GB); Team:
Strategy process our current structure customer/market Product Development Process Paul Howard-Engineering
doesn’t allow for convenient standardize the product
development strategy to executive review; also doesn’t development process within
Increased revenue needs and Improvement Manager, Jason Lamb-Marketing
incorporate software development Harman Pro. Executive review of
market needs Manager, Ray Larsen-Mfg
from new products features/offerings Engineer
processes. Poor record of making all new products in one hour.
ship dates 9 8 8 226
Synchronize the MPS and Paul Marconi-Director of Mfg

Robust designs (guidelines) that fit
Eng (GB); Team:Steve Young- Designs with high variability create
the planning parameters to Design for Manufacturing (DFM) Mfg Eng Mgr, David Bybee- scrap, rework, inefficiency and high
our manufacturing process. Pilot
Valor and Boothroyd-dewhurst
the SOP. Put a process in CAD/PCB Designer, Gary Stout- warranty costs.
tools. Post-mortem failure review.
Mechanical Design Engineer
place that monitors 8 9 8 225
The MPS is not in sync with the Dan Markosian-Master Need a consistent and
alignment of actual current docummented source control
SOP and /or Resource planning. Reduction in cycle times, Scheduler(GB); Team: Kurt
Production month orders to MPS and methodology. Currently we only
Planning parameters, like lot sizes, increased flexibility and Jensen-Production Supervisor have a source code control system Improve the quality of software
Planning and Dan Markosian allows to review and to Software development and Lynn Alley-VP Pro Eng (GB); so no basis for tracking defect rates releases. Ability to incorporate
safety inventory, lead times, responsiveness to change, less F/A, Nick Athens-Purchasing release process Team: Rick Krieifeldt-VP SDIG or other quality metrics (bug industry standard source control
Execution adjust if possible during
capacity, not accurate or not reschedules and firefighting Buyer, Kim Takemori-Order tracking). Need better change and bug tracking tools
the month. Consider management, configuration
optimized. Admin Manager management. Software is released
selected rate-based Actual production with "unshippable" software bugs.
8 9 7 217
scheduling and point-of- compared to demand
Dave Fata- Director of Sales Unreliable / Outdated products / old
use (POU) stocking to plan and customer Actual production Operations (GB); Team: Jim Ure- releases of software gets shipped to
Technical Suppoort Manager, customers, which gives us
reduce kitting order fill rate 98% of MPS Recertification of B-Stock Rick Tanga-Service/Repair perception of poor quality. RTS
100% certainty of quality for B-
Stock in inventory
On-time availability of Manager, John Duffin-Director of inventory dollars are too high.
Engineering, Jeff Percival- Returned inventory in a non-
Too much variation/noise in the Reduce shortages,and material. 100% PO Manufacturing Engineering nettable location for months.
8 10 4 202
process. This causes excessive improve current process to confirmation. 100% Dan Markosian-Master The MPS is not in sync with the Synchronize the MPS and the
Scheduler(GB); Team: Kurt SOP and /or Resource planning. planning parameters to the SOP.
Sr. Director of freight, wrong inventory parts, reduce overhead to exception Production Planning and Jensen-Production Supervisor Planning parameters, like lot sizes, Put a process in place that monitors
Material Planning
Planning and material shortages, and manage it. Optimize our acknowledgement, Reduction in stockouts Execution F/A, Nick Athens-Purchasing safety inventory, lead times, alignment of actual current month
Process Buyer, Kim Takemori-Order capacity, not accurate or not orders to MPS and allows to review
Materials manufacturing inefficiencies. In planning parameters (lot 0% PO Admin Manager optimized. and to adjust if possible during the 8 8 6 200
Too much variation/noise in the
addition it requires a lot of overhead size, lead times, safety discrepancies. process. This causes excessive Reduce shortages,and improve
to manage it. stock). Current material Advance shipping freight, wrong inventory parts, current process to reduce overhead
Material Planning Process New guy material shortages, and to manage it. Optimize our planning
shortages notices. manufacturing inefficiencies. In parameters (lot size, lead times,
addition it requires a lot of overhead safety stock).
Rick Lambourne-Director of
Improve how we select, to manage it. 8 8 6 200
Supplier Procurement and Sourcing (GB); Preferred parts have not been
measure and develop the identified and promoted. Identical
selection, Poor performing suppliers destroy Team: Paul Howard-Director Part Number Rationalition and parts are listed under duplicate part
Reduce number of parts down to
performance of our Jon Duffin the preferred componets. Use the
performance Rick Lambourne value and create too much Fix or phase out C & DigiTech Engineering, Linda reduction numbers (especially for BSS
same part across brands
suppliers. (Development products) resulting in purchasing
measurement variability in the supply chain. D suppliers. Reduce Grow-Sr. Buyer, James Anderson- and inventory inefficiencies. 9 5 7 191
and corrective actions for
and development Current supplier the number of Materials Engineer, Christeen Rick Lambourne-Director of
A,B,C,D suppliers) Procurement and Sourcing (GB); Improve how we select, measure
performance vendors. Zhao-Sourcing Agent Team: Paul Howard-Director Poor performing suppliers destroy and develop the performance of our
Supplier selection, performance
Lack of formal part evaluation 100% of new parts measurement and development
DigiTech Engineering, Linda value and create too much suppliers. (Development and
Grow-Sr. Buyer, James variability in the supply chain. corrective actions for A,B,C,D
process creates quality cost and subject to a formal Anderson-Materials Engineer, suppliers)
Improved component quality and Alan Ottley-Outsourcing Engineer
Component disruption problems. Making specs Formal material selection evaluation and Christeen Zhao-Sourcing Agent
7 7 7 189
approval process. No reliability, reduction in the (GB); Team: James Anderson-

Selection and artificially tight because we don't and qualification process Alan Ottley-Outsourcing
Alan Ottley Time spent non-approved parts number of component part Materials Engineer, Raul Soto- Engineer (GB); Team: James Lack of formal part evaluation Formal material selection and
Strategic Project Opportunities and Benefits

Qualification design to tolerances that our and promotion of the Component Selection and
Anderson-Materials Engineer, process creates quality cost and qualification process and promotion
bandaiding things due are selected when a numbers and associated Mfg Supervisor, Rob Deulhlmeier- Qualification Process
Raul Soto-Mfg Supervisor, Rob disruption problems. of the preferred materials
Process suppliers can meet. The working preferred materials
to out of spec preferred alternative overhead cost Hardware Engineer Deulhlmeier-Hardware Engineer
7 7 7 189
range of the designs are tighter Craig Lawson-Controller (GB);
than supplier specs.. tolerances exists Team:Paul Day-Senior Planner, We have too much obsolete Identify and disposition obsolete
Obsolete Inventory Andrew Lovegrove-Hardware inventory. Reserve is 25% of inventory. Slow the flow, analyze
Our current product development Develop the overall Engineer, Tammy Allen- inventory. Large carrying cost. and understand drivers
John Hanson-VP Engineering Production Coordinator 7 7 7 189
process - has too many steps and framework and Significant reduction in time-to-
Product Musical Instruments (GB); Team:
doesn’t allow for convenient standardize the product Current new product On-time and on- market and incremental
Development Rich Ireland- Director of Lexicon
John Hanson executive review; also doesn’t development process release to Mfg. vs. budget delivery of revenue/market share, increased
Process Pro Engineering Jason Lamb-
incorporate software development within Harman Pro. business plan new products. growth through new product
Improvement Marketing Manager, Ray Larsen-
processes. Poor record of making Executive review of all leadership
Mfg Engineer
ship dates new products in one hour.
Supplier
Improve Product Software selection, Component
Cycle New Product Design for Production Material
market/produ Product Development development Recertificatio performance Selection and Obsolete
Project Counting Design Manufacturin Planning and Planning
cts strategy Availability Process and release n of B-Stock measurement Qualification Inventory
Process Verification g (DFM) Execution Process
process Improvement process and Process
development
James
Anderson X
Matt Bush X
Dave Fata X Schedule Duration
Frederick
Gabriel Task # Task Name Responsibility Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
John Hanson X 1 TB, JS
Hema Heimuli
2 DS
Roger Johnsen X 3 SC
Kelly Kightly
4 MD
Rick
Lambourne X 5 GM, BG
6 HH, AE
Craig Lawson X
Paul Marconi X 7 LP, MC
8 RV
Dan Markosian X
9 JV
Alan Ottley X
Bill Paulos X 10 MD, GM
Mick Quigley 11 JE, BG
Randy
Thorderson
12 HH, AE
Steve 13
Townsend
14
Rob Urry X
Elpitha Votsis
15
Verner Pekarek X X
Lynn Alley X
Tammy Allen X
Dean Athens
Nick Athens X
Deployment and
Rob Boatright
Teresa
Brinkerhoff
Bob Planken
Heather Customized
Cowdell
Implementation
Education
David Bybee X
Alberto Calleja
Larry Corriea
Paul Day
Rob
Deulhlmeier X
X
• Kaizen Plan
Jon Duffin X
Merideth Foard • Lean

Jim Gary
Linda Grow
Paul Howard
Cross-
Cross-Functional X
X
• Six Sigma
Candidate/Team Selection • Leadership Skills The Center for Excellence in Operations, Inc.
© 2007 by Endicott Interconnect Technologies, Inc • Teaming
and The Center for Excellence in Operations, Inc. (CEO) • Project Management
Business Excellence
Accelerated Deployment Plan
May June July August September October November
Deployment Planning
Project Kickoffs
Green Belt Education
Yellow Belt Education
Champion Education
Process Owner and

Awareness Education
Basic Improvement
Skills Education
Completion of 20-22
Projects (DMAIC)
Review Points
Communication Awareness
Establish Recognition of Need
•Burning Platforms, Pain Points
•Consequences on No Action
•Benefits of Change
Create Business Excellence Awareness

•Consistent unified Message
•Trickle Down, Executives to Operators
•Continuous Reminders, Hits
•Publicize Successes
•“Stay Tuned” (What’s Next)
•Internal/External Customer Updates
Use Multiple Media for Different People

•Town Meeting format
•Email
•Mailers in Payroll (Reference Cards)
•Storyboards
•Video, Signage, Posters
•Newsletter
•Performance Metrics The Center for Excellence in Operations, Inc.
Performance Measurement: Driving the Right Behaviors to
Achieve the Right Desired Results
Balanced
BalancedScorecard
ScorecardApproach
Approach
Use
Usethe
the“SMART”
“SMART”process
process
SS==Specific
Specific
M = Measurable
M = Measurable
AA==Attainable
Attainable
RR==Relevant
Relevant
TT==Timely
Timely
Walk-Around
Walk-Aroundor
orGood
GoodDay-Bad
Day-BadDay
DayMetrics
Metrics
Role
Rolespecific
specificdashboard
dashboardapproach,
approach,visual
visualdaily
dailymetrics
metrics(At
(AtAA
Minimum)
Minimum)
¾¾Moving
Movingtoward
towardreal
realtime,
time,event-driven
event-drivenmetrics
metrics
¾¾Sense, Interpret, Decide, Act, Measure
Sense, Interpret, Decide, Act, Measure
¾¾Standardized,
Standardized,Uniform
UniformApproach
Approach
“You
“Youget
getwhat
whatyou
youmeasure”
measure”
“Everything
“Everythingbegins
beginsand
andends
endswith
withperformance
performancemeasurement”
measurement”
“Be
“Becareful
carefulwhat
whatyou
youmeasure,
measure,you
youmight
mightjust
justget
getit!”
it!”
Kaizen vs. Lean vs. Six Sigma
Spectrum of Total Improvement Opportunities

Leadership,Recognition
Leadership, RecognitionofofNeed,
Need,Innovation
Innovation
Kaizen Lean Six Sigma
Quick Strike One Piece Flow DMAIC, DMADV Processes

1-5 Day Effort Value Stream Mapping Statistical Tools
Process Mapping Visual Controls, 5S Variation
Knowledge Cause & Effect Pull Systems PFMEA, Cp & Cpk
Knowledge
OfTools
Tools Basic “B&T” Tools Kanban Gage R&R Closed-Loop
Of Closed-
Closed-Loop
Set-Up Reduction ANOVA, Hypothesis Tests Performance
Performance
Focusofof TPM DOE, Process Optimization
Focus
Improvement
Improvement
Simple Tactical Focus Waste, Non Value-Added Variation Reduction
Obvious “No Brainer” Fixes Speed, Cycle Time Complex Problems
Obvious “No Brainer” Fixes Speed, Cycle Time Complex Problems
Containment Standardization Process Capability
Containment Standardization Process Capability
Plug Holes in Dike Inventory Performance Defection Prevention
Logistics Stability, Predictability
Cost Reduction Design, Process Excellence
Teaming and Employee Involvement

ERP,Digitization,
ERP, Digitization,&&Other
OtherEnabling
EnablingTechnologies
Technologies

Kaizen vs. Lean vs. Six Sigma
Let the Improvement Opportunity drive you to the right methodologies and tools
Simple Improvements Complex Improvements
Kaizen?
Lean? Six Sigma?
Spectrum of Total Improvement Opportunities

Leadership, Recognition of Need, Innovation
Leadership, Recognition of Need, Innovation Deployment of
Kaizen Lean Six Sigma the right
Quick Strike
1-5 Day Effort
One Piece Flow
Value Stream Mapping
DMAIC, DMADV Processes
Statistical Tools
methodologies
Knowledge
Knowledge
Process Mapping
Cause & Effect
Visual Controls, 5S
Pull Systems
Variation
PFMEA, Cp & Cpk and tools is
Of Tools Basic “B&T” Tools Kanban Gage R&R Closed-Loop
Of Tools
Focus of
Set-Up Reduction
TPM
ANOVA, Hypothesis Tests
DOE, Process Optimization
Closed-
Closed-Loop
Performance
Performance driven by
Focus of
Improvement
Improvement process/problem
Obvious “No Brainer” Fixes
Obvious “No Brainer” Fixes
Containment
Containment
Speed, Cycle Time
Speed, Cycle Time
Standardization
Standardization
Complex Problems
Complex Problems
Process Capability
Process Capability
complexity

ERP,Digitization,
ERP, Digitization,&&Other
OtherEnabling
EnablingTechnologies
Technologies

DMAIC: The Common Language of Improvement
Stop feeding your organization The Center for Excellence in Operations, Inc.
6 σ Project
Kaizen Project Status
Status
PROJECT INFORMATION
6 flavors of the same thing – It Project #
6Lean
ATTACHMENTS
σ Problem
Project
Project Status
Status
Statement
Project Name
confuses people. PROJECT

Objective: INFORMATION Baseline Performance
ATTACHMENTS
The Center
Project #for Excellence in Operations, Inc.
Project Name
6 σ Problem
ProjectProject Status
Objective
Statement
PROJECT
Objective: INFORMATION ATTACHMENTS
BaselineProject Scope
Performance
Stick to DMAIC as the common Project #
Project Name
COPQ - Internal:
COPQ - External:
$
$
-
Problem
-
Statement
Project Deliverable(s)
Objective
structured language of Objective: Annual Cost Savings
COPQ - Internal: $
$
-
-
Baseline Performance
Financial Benefits
Project Scope
Project Deliverable(s)
Objective
improvement. Deliverable $
COPQ - External:
Annual CostDEFINE
Savings $ MEASURE
Tool -
- ANALYZE
In Process
Project Financial
Scope IMPROVE
Benefits
Complete
CONTROL
$
COPQ - Internal:Problem Definition CTQs,
CTQs, FDM - DFMEA/PFMEA Screen Experiments DOE
Objectives KPIVs,
KPIVs, KPOVs Sampling Deliverable(s)
Plan Shanin,
Shanin, Multi-
Multi-Vari EVOP, RSM
COPQ - External:
Deliverable $ ToolObjectives- In Process
Initial Data Collection Hypothesis Tests Complete Implement Changes
Scope Updated
Annual Cost Savings Boundaries $ Quantified Problem- BasicStats
Financial Benefits Regression, Correlation Replication Experiments
DEFINE MEASURE ANALYZE IMPROVE CONTROL
Consistency of the approach is Preliminary Analysis
Initial Benefits
Problem Definition
Project Charter
CTQs,
CTQs , FDM
Improvement Goals
Project Team
Project Plan, Gantt
DFMEA/PFMEA
Box, Dot Plots
Causal Paretos
Confidence Intervals
DOE Design
DOE Experiments
Screen Experiments
Mathematical Models
DOE
Hand-
Hand-Off Plan
Update
Poke-
Lean, 5s, Poka-
Poke-Yokes
All Documentation
Deliverable
Objectives KPIVsTool
KPIVs,, KPOVs Sampling InPlan
TProcess
Shanin,
Shanin, Multi-
Multi Complete EVOP, RSM
-Vari Education
critical to success. SIPOC Diagram Baseline Performance -tests Recommendations
Scope Updated Objectives Initial DataANOVA
Collection Hypothesis Tests Implement Changes
Monitor Improvement
Process
Value Map Map
Stream ANALYZE IMPROVE Documentation CONTROL
DEFINE
Boundaries MEASURE Quantified Problem BasicStatsRevised Objectives Regression, Correlation
Education Replication Experiments
Document Improvement
Fishbone Diagram
Fishbone/CED Diagram
Preliminary Analysis ImprovementCpGoals
& Cpk
Box, Dot Plots
Update Process Map, DOE DesignImplementation PlansHand-
Hand-Off Summarize
Plan Benefits
Problem Definition
Initial Benefits CTQs,
CTQs, FDM DFMEA/PFMEA Causal Paretos Screen Experiments DOE Lean, 5s,Define
Poke-
Poke-Yokes
Poka-
Project Team
Gage R&R, MSA OK PFMEA, & FishboneDOE Experiments Next Project
ObjectivesProject Charter KPIVs, Project Plan, Gantt Sampling Confidence
KPIVs, KPOVs Plan Intervals
Revise
Shanin,
Shanin
Project
, Multi-
PlanMulti
-Vari
Mathematical ModelsEVOP, RSM Update All Documentation
Management Presentation
Scope SIPOC Diagram Updated Objectives
Baseline PerformanceInitial DataT-Collection
tests Hypothesis Tests
Recommendations Implement Changes
EducationProcess Owner Handoff
Containment Actions
Boundaries QuantifiedValue
Problem
Process Map Map BasicStats
Stream ANOVA Regression, Correlation
Documentation Replication Experiments
Monitor Improvement
Integrate Kaizen, Lean, and Six Preliminary Analysis

Initial Benefits
Project Charter
Improvement
Project Team
Goals Diagram
Fishbone
Fishbone/CED
Cp & Cpk
Project Plan, Gantt
Gage
Box, Dot Plots
Diagram Revised Objectives DOE Design
Causal Paretos
R&R, MSA OKConfidence
Update Process Map,DOE Experiments
Intervals
PFMEA,
Education
Implementation Plans
& Fishbone Mathematical Models
Hand-
Hand-Off Document
Update All
Plan
Poke-
Lean, 5s, Summarize
Poka-
Improvement
Poke-YokesBenefits
Documentation
Define Next Project
SIPOC Diagram Baseline Performance T-tests Revise Project Plan Recommendations EducationManagement Presentation
Sigma – Deploy the right tools Process

Value Map Map
Stream
Fishbone Diagram
Fishbone/CED
Cp & Cpk
Diagram
ANOVA Containment ActionsDocumentation
Revised Objectives
Update Process Map,
Education
Implementation Plans
Monitor Improvement
Process Owner Handoff
Document Improvement
Summarize Benefits
to the highest impact Gage R&R, MSA OK PFMEA, & Fishbone

Revise Project Plan
Containment Actions
Define Next Project
Management Presentation
Process Owner Handoff
opportunities.

CRITICAL SUCCESS FACTOR
Standardized Improvement Structure and Discipline
DMAIC Problem-Solving Methodology

Define Measure Analyze Improve Control
What is the What is the What are the Are there any How will you
problem? current or major root barriers to measure
baseline causes of the your plans for results after
What is your performance? problem? change? change?
project
objective? Have you What are the What metric(s) Does the
confirmed the options for will you change solve
What is the problem with change? monitor to your problem?
improvement data and measure
goal? facts? What is the success? Are other
best option? actions
What are the What are the Do you have necessary?
benefits? financial What is the buy-in and
benefits of schedule for support from How will you
What are your changing? implementing all parties? sustain the
next steps? the change? improvement?
Common “thoughtware” for Kaizen, Lean, and Six Sigma

Business Excellence
Continual Improvement Management Process
Business
Performance
Metrics
Business Excellence Steering
Committee
Strategic Project Opportunities Project Selection Model
Baseline Improvement Dominate Guitar
Project GB Candidate Problem Statement Objectives Benefits Team Annual Savings Double Revenue
Become
Signal
Performance Goals Every 5 Years
Audio/Video
Processing
Aggregate Rank
COE for H-Pro
Market
Project GB Candidate Problem Statement Objectives 10 9 8
Develop a marketing structure that
Too many back orders. Lost sales Have products available to Our market strategy and product supports our vertical market
Improve market/products strategy
to competitors. Extra freight fullfill contractor orders No lost sales, no extra freight Rob Urry-President (GB); Team: definition process will not scale with strategy and aligns our product
Product process
Matt Bush charges for multiple shipments within 24 hours from charges increase customer our current structure development strategy to market
Availability needs 10 9 9 253
within the same month to the same receiving the order given satisfaction and sales Bill Paulos-Assistant Controller Currently we are doing reactive
customer. there are no credit holds current fill rate 100% fill rate (GB); Team: Georgeann Nichols- cycle counting, putting out fires, not
Cycle Counting Process Inventory Analyst, Jeff using an organized process by Audit the process anf fix any gaps
Develop a marketing Thompson-Cost Accounting cycle counting system generated
Manager, Richard Rhees-IT cycle counts.
structure that supports our 9 9 9 243
Improve Our Market strategy and product Better alignment and Too many back orders. Lost sales
Have products available to fullfill
vertical market strategy
Rob Urry
to competitors. Extra freight
Market/Product definition process will not scale with innovation between Product Availability Matt Bush charges for multiple shipments
contractor orders within 24 hours
and aligns our product from receiving the order given there
Strategy process our current structure customer/market within the same month to the same
are no credit holds
development strategy to customer. 9 9 9 243
Increased revenue needs and
market needs Roger Johnsen-Senior Director
from new products features/offerings
Business
Eng Services (GB); Team: Ernie
Morales – Regulatory Engineer,
Synchronize the MPS and Mark Kohagen – Hardware This causes quality issues, returns
Define product verification testing
New Product Design Verification process for electical and
the planning parameters to Engineer, Doug Robinson – and bad customer experience.
mechanical
Mechanical Designer
the SOP. Put a process in
place that monitors 9 10 7 236
The MPS is not in sync with the Dan Markosian-Master Our current product development
alignment of actual current John Hanson-VP Engineering
SOP and /or Resource planning. Reduction in cycle times, Scheduler(GB); Team: Kurt Musical Instruments (GB); Team:
process - has too many steps and Develop the overall framework and
Production month orders to MPS and doesn’t allow for convenient standardize the product
Planning parameters, like lot sizes, increased flexibility and Jensen-Production Supervisor Product Development Process Paul Howard-Engineering
Planning and Dan Markosian allows to review and to Improvement Manager, Jason Lamb-Marketing
executive review; also doesn’t development process within
safety inventory, lead times, responsiveness to change, less F/A, Nick Athens-Purchasing Manager, Ray Larsen-Mfg
incorporate software development Harman Pro. Executive review of
Execution adjust if possible during processes. Poor record of making all new products in one hour.
capacity, not accurate or not reschedules and firefighting Buyer, Kim Takemori-Order Engineer
ship dates 9 8 8 226
the month. Consider
Excellence
optimized. Admin Manager Paul Marconi-Director of Mfg
selected rate-based Actual production Eng (GB); Team:Steve Young- Designs with high variability create
Robust designs (guidelines) that fit
our manufacturing process. Pilot
scheduling and point-of- compared to demand Design for Manufacturing (DFM) Mfg Eng Mgr, David Bybee- scrap, rework, inefficiency and high
Valor and Boothroyd-dewhurst
CAD/PCB Designer, Gary Stout- warranty costs.
use (POU) stocking to plan and customer Actual production Mechanical Design Engineer
tools. Post-mortem failure review.
8 9 8 225
reduce kitting order fill rate 98% of MPS Need a consistent and
On-time availability of docummented source control
methodology. Currently we only
Too much variation/noise in the Reduce shortages,and material. 100% PO have a source code control system Improve the quality of software
process. This causes excessive improve current process to confirmation. 100% Software development and Lynn Alley-VP Pro Eng (GB); so no basis for tracking defect rates releases. Ability to incorporate
release process Team: Rick Krieifeldt-VP SDIG or other quality metrics (bug industry standard source control
Sr. Director of freight, wrong inventory parts, reduce overhead to exception tracking). Need better change and bug tracking tools
Material Planning
Planning and material shortages, and manage it. Optimize our acknowledgement, Reduction in stockouts management, configuration
Project
Process management. Software is released
Materials manufacturing inefficiencies. In planning parameters (lot 0% PO with "unshippable" software bugs.
8 9 7 217
addition it requires a lot of overhead size, lead times, safety discrepancies.
Dave Fata- Director of Sales Unreliable / Outdated products / old
to manage it. stock). Current material Advance shipping Operations (GB); Team: Jim Ure- releases of software gets shipped to
shortages notices. Technical Suppoort Manager, customers, which gives us
100% certainty of quality for B-
Recertification of B-Stock Rick Tanga-Service/Repair perception of poor quality. RTS
Stock in inventory
Rick Lambourne-Director of Manager, John Duffin-Director of inventory dollars are too high.
Improve how we select, Engineering, Jeff Percival- Returned inventory in a non-
Supplier Procurement and Sourcing (GB);
measure and develop the Manufacturing Engineering nettable location for months.
8 10 4 202
selection, Poor performing suppliers destroy Team: Paul Howard-Director Dan Markosian-Master The MPS is not in sync with the Synchronize the MPS and the
performance of our
performance Rick Lambourne value and create too much Fix or phase out C & DigiTech Engineering, Linda Scheduler(GB); Team: Kurt SOP and /or Resource planning. planning parameters to the SOP.
suppliers. (Development Production Planning and Jensen-Production Supervisor Planning parameters, like lot sizes, Put a process in place that monitors
measurement variability in the supply chain. D suppliers. Reduce Grow-Sr. Buyer, James Anderson- Execution
Execution
F/A, Nick Athens-Purchasing safety inventory, lead times, alignment of actual current month
and corrective actions for
and development Current supplier the number of Materials Engineer, Christeen Buyer, Kim Takemori-Order capacity, not accurate or not orders to MPS and allows to review
A,B,C,D suppliers) Admin Manager optimized. and to adjust if possible during the 8 8 6 200
performance vendors. Zhao-Sourcing Agent Too much variation/noise in the
Lack of formal part evaluation 100% of new parts process. This causes excessive Reduce shortages,and improve
freight, wrong inventory parts, current process to reduce overhead
process creates quality cost and subject to a formal Material Planning Process New guy material shortages, and to manage it. Optimize our planning
evaluation and Improved component quality and Alan Ottley-Outsourcing Engineer manufacturing inefficiencies. In parameters (lot size, lead times,
Component disruption problems. Making specs Formal material selection
approval process. No reliability, reduction in the (GB); Team: James Anderson- addition it requires a lot of overhead safety stock).
Selection and artificially tight because we don't and qualification process
Alan Ottley
to manage it. 8 8 6 200
Time spent non-approved parts number of component part Materials Engineer, Raul Soto- Preferred parts have not been
Qualification design to tolerances that our and promotion of the identified and promoted. Identical
numbers and associated Mfg Supervisor, Rob Deulhlmeier- Reduce number of parts down to
Process suppliers can meet. The working preferred materials bandaiding things due are selected when a Part Number Rationalition and
Jon Duffin
parts are listed under duplicate part
the preferred componets. Use the
to out of spec preferred alternative overhead cost Hardware Engineer reduction numbers (especially for BSS
range of the designs are tighter products) resulting in purchasing
same part across brands
than supplier specs.. tolerances exists and inventory inefficiencies. 9 5 7 191
Rick Lambourne-Director of
Our current product development Develop the overall Procurement and Sourcing (GB); Improve how we select, measure
John Hanson-VP Engineering
process - has too many steps and framework and Significant reduction in time-to- Supplier selection, performance
Team: Paul Howard-Director Poor performing suppliers destroy and develop the performance of our
Product Musical Instruments (GB); Team: DigiTech Engineering, Linda value and create too much suppliers. (Development and
doesn’t allow for convenient standardize the product Current new product On-time and on- market and incremental measurement and development
Grow-Sr. Buyer, James variability in the supply chain. corrective actions for A,B,C,D
Development Rich Ireland- Director of Lexicon
John Hanson executive review; also doesn’t development process release to Mfg. vs. budget delivery of revenue/market share, increased Anderson-Materials Engineer, suppliers)
Process Pro Engineering Jason Lamb- Christeen Zhao-Sourcing Agent
incorporate software development within Harman Pro. business plan new products. growth through new product 7 7 7 189
Improvement Marketing Manager, Ray Larsen- Alan Ottley-Outsourcing
processes. Poor record of making Executive review of all leadership
Mfg Engineer Component Selection and
Engineer (GB); Team: James Lack of formal part evaluation Formal material selection and
ship dates new products in one hour. Qualification Process
Anderson-Materials Engineer, process creates quality cost and qualification process and promotion
Raul Soto-Mfg Supervisor, Rob disruption problems. of the preferred materials
Deulhlmeier-Hardware Engineer
7 7 7 189
Craig Lawson-Controller (GB);
Team:Paul Day-Senior Planner, We have too much obsolete Identify and disposition obsolete
Obsolete Inventory Andrew Lovegrove-Hardware inventory. Reserve is 25% of inventory. Slow the flow, analyze
Engineer, Tammy Allen- inventory. Large carrying cost. and understand drivers
Production Coordinator 7 7 7 189
Employee “The Project Hopper”

Involvement The Center for Excellence in Operations, Inc.
The Business Excellence Culture
Without data, you are just another

person with an opinion.
• Unless you are placed at a level at which

your opinion becomes data and facts.
• If you are fortunate enough to be at this level

and you lead your organization this way, you
and your people make many incorrect
decisions without data and facts.
• EI is experiencing this “first hand” through

their Business Excellence deployment.
• “You don’t know what you don’t know.”

Implementing Lean/Six Sigma in
Complex Industries
A Case Study at Endicott Interconnect Technologies, Inc.
Terence T. Burton, President

Brad VanBrunt, Vice President , Quality Terence T. Burton, President

Bedford, New Hampshire Sponsored by
Endicott, Ney York
Question and Answer Session
Implementing Lean/Six Sigma in Complex

Industries: A Case Study at Endicott
What’s the latest industry talk? Read manufacturing discussions and voice your
opinion in the IndustryWeek Forums -- http://forums.industryweek.com

Implementing Lean Six Sigma in Complex Industries

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Implementing Lean Six Sigma in Complex Industries

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Implementing Lean/Six Sigma in Complex

Industries: A Case Study at Endicott

The Center for Excellence in Operations, Inc.

Part I: Endicott Interconnect Technologies

Leading supplier of complex, high-

 A tradition of technical innovation -

Vertically Integrated Provider with Broad Skill Set

CoreEZ™ and HyperBGA® are 4

Part I: Endicott Interconnect Technologies

Avoid the “Tornado of Improvement” and fad improvement programs

© 2007 by Endicott Interconnect Technologies, Inc

CEO’s Scaleable Six Sigma™ Methodology

© 2007 by Endicott Interconnect Technologies, Inc

Control Kaizen Measure

© 2007 by Endicott Interconnect Technologies, Inc

KAIZEN LEAN SIX SIGMA

The Foundation (DMAIC): People working together

Product Development Process (John Hanson)

Part I: Endicott Interconnect Technologies

w 2. Business Improvement Strategy

w 5. Communication and Closed-Loop

The Center for Excellence in Operations, Inc.

One Size Fad

Business Excellence Launch

Bill Paulos-Assistant Controller Currently we are doing reactive

structure that supports our

Synchronize the MPS and Paul Marconi-Director of Mfg

approval process. No reliability, reduction in the (GB); Team: James Anderson-

Strategic Project Opportunities and Benefits

Merideth Foard • Lean

May June July August September October November

Green Belt Education

Yellow Belt Education

Process Owner and

Create Business Excellence Awareness

Use Multiple Media for Different People

Spectrum of Total Improvement Opportunities

Kaizen Lean Six Sigma

Quick Strike One Piece Flow DMAIC, DMADV Processes

Teaming and Employee Involvement

The Center for Excellence in Operations, Inc.

Simple Improvements Complex Improvements

Spectrum of Total Improvement Opportunities

Teaming and Employee Involvement

The Center for Excellence in Operations, Inc.

confuses people. PROJECT

structured language of Objective: Annual Cost Savings

Integrate Kaizen, Lean, and Six Preliminary Analysis

Sigma – Deploy the right tools Process

to the highest impact Gage R&R, MSA OK PFMEA, & Fishbone

The Center for Excellence in Operations, Inc.

DMAIC Problem-Solving Methodology

Common “thoughtware” for Kaizen, Lean, and Six Sigma

than supplier specs.. tolerances exists and inventory inefficiencies. 9 5 7 191

Employee “The Project Hopper”

Without data, you are just another

• Unless you are placed at a level at which

• If you are fortunate enough to be at this level

• EI is experiencing this “first hand” through

• “You don’t know what you don’t know.”

The Center for Excellence in Operations, Inc.

Terence T. Burton, President

The Center for Excellence in Operations, Inc.

A tradition of technical innovation -