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:OEE Improvement : Shenzhen :All project :Team :Oct27 ,08 :Operation : Internal Kaizen
GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06
Table of Contents
Contents
PDCA (Plan Do Check Adjust) Independent Study on Kaizen Needs Kaizen Team Members Goals & Objectives Target Sheet
Slide(s)
3 4 5 6 7
Contents
Idea Evaluation Sheet Golf Score Tools Golf Score tools (Before & After) Before & After Kaizen Spaghetti Chart (After) Standard Work Sheet (After) Takt / Cycle Time Graph (After) Kaizen News Paper Kaizen Log (Homework Moving Forward) Lesson & Tools Learned Kaizen Log (Proposal for Yokoten) Attendance List Financial Performance Dashboard VSM Icon & Symbols
Slide(s)
16 17 18 19 20 21 22 23 24 25 26 27 28 29
8
9 10 11 12 13 14 15
30
2. Plan
Materials
Man
OEE Tgt
Dec' Jan' Feb' 07 08 08 Mar Apr Augu May June July st Sep Oct Nov Dec
OEE LU Tgt LU
Package Material not delivery changed without on time informed in Short manpower to advance Offline setup setup not Material coming solve the issues ready issue Material missing or short Lack of Skilled to in kit wrong material handle issue on OEE 60% m/c Non-level Loading Lack of Employee Awareness to the OEE Lack of training Problem program NOT Optimized feeder problem parts fall out Zero spare part inventory for level 1
OEE Tgt 55% 55% 55% 55% 55% 55% 55% 55% 55% 55% 60% 60% 60% 47.2% 50.1% 50.6% 50.5% 46.2% 50.8% 53.0% 52% 56.00 54.8% OEE LU Tgt 35.0% 35.0% 35.0% 35.0% 35.0% 35.0% 35.0% 40.0% 40.0% 40.0% 40.0% 40.0% 40.0% 32% 32% 26% 32.4% 25.2% 35.2% 37.7% 39% 36.10 38.7% LU
Monthly
Reduced Speed due to Machine conditions Line NOT Balanced Blocked or Starved within the line
Environme nt
Machiner y
Downtime breakdown
Q2'09 Jun Jul Aug Sep
Start
Target
Date: Week 1
Date: Week 2
Show a breakdown of the subject matter Q1'09 and identify area that is being focused. Apr May
% Improved Status
Day 1
Day 2
Day 3
Day 4
Day 5
Description
57% 61% 50% 44% 38%
Average
29.48% 43.4% 4.75% 5.08% 0.43% 0.20% 2.10% 0.37% 2.7% 5.0% 1.0% 0.3% 1.2% 0.5% 27.4% 3.5% 4.9% 0.9% 0.1% 1.3% 0.4% 61.0% 22.8% 24.8% 4.5% 4.0% 5.9% 5.3% 0.1% 02% 0.2% 02% 1.4% 2.9% 0.5% 0.4% 64.5% 62.1% 35.6% 5.4% 3.9% 0.4% 0.3% 2.7% 0.2% 51.5% 22.9% 8.4% 5.5% 0.2% 0.3% 3.1% 0.2% 59.4%
No schedule downtime Planned downtime Equipment downtime Materila downtime Production/process D/T On-line setup, C/O D/T Qulity related
Min
5.08%
0-70%
71%-90%
91%-100%
Above 100%
57.42% 46.0%
4. Check
GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06
3. Do
3
1. 8 FCM lines contributed to more downtime 2.Panasonic machine low ECPH 3. variety pickup/placer in site 4. lack of offline repair station to repair PIP 5. feeder mainteance
Required Kaizen needs : The cascade changeover implementation on pace offline setup water stride involve in Changeover FCM offline repair station setup
Goals
CTQs Unit Of Measur ement Start Target % Improved Status
% % % % %
0-70%
71%-90%
91%-100%
Above 100%
Note : Pls ensure that all G&O identified in this page is captured under the target sheet.
GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06
No
1 2 3 4 5 6 7 8 9 10 11 12 13
Job Title
Department
ME ME ME ME ME ME ME ME ME ME ME
No
Job Title
Department
1 2 3
GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06
Target Sheet
Date: 10/27/2008~10/31/2008
Start
57.8% 58.0% 57.8% 71.2% 68.0% 75.2% 57.2% 58.3% 83.0% 46.4% 31.0% 43.7% 86.8% 90.0% 94.0%
Min
6.4%
3.5%
4.0%
0-70%
71%-90%
91%-100%
Above 100%
Notes : Use this Target Sheet if project is not tracking ETE Please ensure all the G&Os identified in Page 5 is captured. Site lean leader is responsible in reviewing this and ensuring that a follow thru is done till the closure.
Hard Soft Savings Savings SMT Metrics (USD/ (USD/ Production (UOM) Before After % Improved month) month) Do right thing at Sankyo Study machine demand process time one by first time. increased, and one and try to Programmer LBR 81.25% 92.50% 13% should deliver Customer: one line cannot improve line LBR meet customer and increase line well balanced requirement productivity program to SMT Sankyo UPH 120 140 17% Tools Used
Lean
Before Kaizen
Cycle Time 30
Second
After Kaizen
Cycle Time 25
24
20
20
20
Second
18
16 C/T
18
16 C/T
MV2
IC Placer
MV2
IC Placer
Hard Soft Savings Savings SMT Metrics (USD/ (USD/ Production (UOM) Before After % Improved month) month) Do right thing at Sankyo Study machine demand process time one by first time. increased, and one and try to Programmer LBR 84.80% 98.00% 15% should deliver Customer: one line cannot improve line LBR meet customer and increase line well balanced requirement productivity program to SMT Pace UPH 44 60 36% Tools Used
Lean Six Sigma
ECPH
33.68% 50.08%
48%
Before Kaizen
Cycle time 100
second
After Kaizen
Cycle time 80
C/T
second
57
59
75
60 40 20 0 S/P
48
49
50 C/T
MV2 stations
MV2
MPAV2
Hard Soft Savings Savings Metrics (USD/ (USD/ SMT production (UOM) Before After % Improved month) month) Do right thing at Sankyo Study machine demand process time one by first time. increased, and one and try to Programmer LBR 84.80% 98.00% 15% should deliver Customer: one line cannot improve line LBR meet customer and increase line well balanced requirement productivity program to SMT Pace UPH 44 60 36% Tools Used
Lean Six Sigma
ECPH
33.68% 50.08%
48%
Before Kaizen
Cycle time 150
second
After Kaizen
Cycle time 150
second
100 100 50
110 85 C/T 0
100 50 0
90
85
90 C/T
S/P
MV2 stations
MV2
MPAV2
10
Results
Hard Soft Savings Savings After % Improved (USD/ (USD/ month) month) 98% 50% 60 2% 10% 16
Before
96% 39.44% 44
Customer: pace
Tools Used
Lean Six Sigma
Do right thing in first time. Programmer should deliver well balanced program to SMT
Before Kaizen
SMT21-1 machine cycle time 80 60 40 20 0 MV2F(1) MV2F(2) MPAV2B 57 59 75
After Kaizen
SMT21-1 machine cycle time 70 50 30 10 MV2F(1) MV2F(2) MPAV2B 48 49 50 Time(s)
11
SMT Operation:li ne22-1 Low ECPH and LBR Use MPS to optimize the program
Metrics (UOM)
Before
After
Customer:
PACE Tools Used
Lean Six Sigma
Before Kaizen
SMT22-1 PVR3 cycle time 80 60 40 57 20 0 MV2F(1) MV2F(2) MPAV2B 69 75
After Kaizen
SMT22-1 PVR3 cycle time 60 50 After Kaizen 40 30 48 48 20 10 MV2F(1) MV2F(2) Time(s) 48 48
51 MPAV2B 51
12
Source :Internal Kaizen Source :Internal Kaizen Shenzhen Fu Yong Shenzhen Fu Yong Oct. 2008 Oct. 2008 SJ.Ma@cn.flextronics.com SJ.Ma@cn.flextronics.com
Results
After % Improved $ Hard $ Soft
Customer: of
Original SMT Use supporting Operation: supporting pin block to replace can not satisfy supporting pin to 14-1 with demand support PCB better
98%
99.96%
2%
Before Kaizen
After Kaizen
13
Source :Internal Kaizen Source :Internal Kaizen Shenzhen Fu Yong Shenzhen Fu Yong Oct. 2008 Oct. 2008 SJ.Ma@cn.flextronics.com SJ.Ma@cn.flextronics.com
Action Taken
Results
Metrics Before After % Improved $ Hard $ Soft
make a careep table to attach plasitic on board to protect PCB from cleaning
quality
Before Kaizen
After Kaizen
Design special stickup tools to finish film cover
14
Source :Internal Kaizen Source :Internal Kaizen Shenzhen Fu Yong Shenzhen Fu Yong Oct. 2008 Oct. 2008 SJ.Ma@cn.flextronics.com SJ.Ma@cn.flextronics.com
Action Taken
Make use of trolly to help remove PIP of FCM
Results
Metrics Before
Manpower
Customer:
PACE& THM Tools Used
Lean Six Sigma
Before Kaizen
After Kaizen
Just need one technician
15
Source :Internal Kaizen Source :Internal Kaizen Shenzhen Fu Yong Shenzhen Fu Yong Oct. 2008 Oct. 2008 SJ.Ma@cn.flextronics.com SJ.Ma@cn.flextronics.com
Water&oil Add a filter to make SMT was found in machine get dry air Operation compress air,which Customer: brought a lot PACE& of down time up THM Tools Used
Lean Six Sigma
D/T
Before Kaizen
After Kaizen
Setup a filter to make compress air dry
16
Source :Internal Kaizen Source :Internal Kaizen Shenzhen Fu Yong Shenzhen Fu Yong Oct. 2008 Oct. 2008 SJ.Ma@cn.flextronics.com SJ.Ma@cn.flextronics.com
Action Taken
Only use one soft support pin ,it needn't move when each changeover.
Results
Metrics Before After % Improved $ Hard $ Soft
D/T
ALU
Tools Used
Lean Six Sigma
Yield
Before Kaizen
Some supporting pins need re-setup when changeover
After Kaizen
Only one soft supporting pin and it neednt move when changeover
17
Closed
Oct28
% Completed
Remarks
Liu Liming
Oct28
Hu Yushan
Oct28
Oct27
Oct28
Lee TX/Fu
Oct31
Oct27
Oct31
NXT changeover
Lee Tx/Fu
Oct31
Oct27
Oct31
NXT changeover
UPH increase 10 pcs Line6-1 SMT cycle time balance Lu Road Oct29 Oct28 Oct29
Liu Liming
Oct29
Oct28
Oct29
No Money No No Space
25% Complete
75% Complete
50% Complete
100% Complete
18
Who
James Peng
Due Date
2008/11/15
Time
% Completed
Remarks
Fanghui Li
2008/12/1
Note : Please include follow up action items that needs to be continued after the workshop. The follow thru targets will need to be included in the long term target sheet in the next slide. Site lean leader is responsible in following thru the actions identified in the kaizen log.
GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06
25% Complete
75% Complete
50% Complete
100% Complete
19
Program optimization is the base of Program optimization will improve LBR production. BrainStorm
20
Who
James Peng
Due Date
2008/11/15
Time
% Complete
Remarks
Lee TX
2008/11/15
Note: Please include follow up action items that needs to be continued after the workshop. Site lean leader is responsible in following thru the actions identified in the kaizen log. Site lean leader will select the items identified here for yokoten and will be transferred to the yokoten tracking.
25% Complete
75% Complete
50% Complete
100% Complete
21
5 Why Analysis
5 WHY CONCEPT
Defect Condition Date Occurred Area Responsible Division
THOMSON FCM VACUUM ALARM
1 Step.
Line 23-1
Huang Jh
35.4%
Cause
Because tube compression air have water.
41.7%
4.2%
2.1%
12.5%
22
2*UPH
Production Control
Forecast
Production Flow
S/P
Conveyor
SPI
Conveyor
Firm Weekly
HUB
Daily Shipment Plan
H/L W/S Touch Up Assembly
C/P
Conveyor
Suppliers
IC/P
Conveyor
WIP
R/O
Conveyor
AOI
ICT
FT
Packing
: Supplier
: Picking cart
: Material Flow(Blue)
: Process Flow(Black)
: Process
E V
: Elevator
: Truck
: PC
: Inventory
T: Touches
23
Thank you
24