Introduction

Introduction
To
To
Manufacturing
Manufacturing Excellence
Excellence
To bring our industrial operations
to World Class Level

Presented by YS Lin
E-mail: YSLin7@Hotmail.com
Mobile: +886-936883828
2010-10-16

- IC
IE
IE/PMCD Dept Head

Sr Consultant/Cost Controller
/CEO
A+1

A+1

Technical Pre-calculation
Decision Calculation
Manufacturing Excellence
.
/

Contents
Contents
Concept, Approach, Methodology
Framework and System Design of Manufacturing
Excellence
Gap Analysis
Group Discussion
Issue Objective Strategy Tactical Plan

THE CHALLENGES TO CORPORATE EXCELLENCE

COST
COMPETITION

HUMAN RESOURCES

- NUMBER OF COMPETITORS
- IMPRROVEMENT SPEED
FROM COMPETITORS

- ENVIRONMENTAL COST
- WAGE INCREASE
- EXCHANGE RATE
- INTEREST
- MATERIAL PRICE

- LABOR SHORTAGE
- VALUE

ENVIRONMENT
- PROTECTION
- WASTE ELIMINATION
- RECYCLING

CYCLE TIME

PRODUCT DEVELOPMENT
- DIVERSITY
- FEATURES

QUALITY

- ZERO DEFECT
- 6 SIGMA
- RELIABILITY
- CUSTOMER COMPLAINT
- ISO9000 ETC.
- SERVICE
- DELIVERY

MANUFACTURING
EXCELLENCE

- TIME TO MARKET
- LEAD TIME (ORDER,
COMPLAINT HANDLING)
- TPT

FLEXIBILITY

- QUICK RESPONSE TIME

- SHORT ORDER LEAD TIME
- RUSH ORDER HANDLING
- FLEXIBILITY OF ORDER CHANGE

NEW PARADIGM OF MANUFACTURING

BASIC CONCEPT
EMPHASIS ON SPEED AND FLEXIBILITY I.S.O VOLUME AND COST.

LEAN APPROACH
DIMENSION

FROM

1. PEOPLE

SPECIALISED

2. STAFF

NECESSARY,THE

TO
MULTI-SKILLED
OVERHEAD,THE

MORE THE BETTER

LESS THE BETTER

3. REJECTS

ALLOWABLE

UNACCEPTABLE

4. COMMUNICATION

FORMAL,

INFORMAL,

HIERARCHICAL

HORIZONTAL

PROCESS

UNIVERSAL,

SPECIFIED

GENERAL PURPOSE

6. GOODS FLOW

PROCESS ORIENTED

PRODUCT ORIENTED

7. FOCUS

LABOR OR EQUIPMENT PRODUCTION

5. EQUIPMENT

UTILIZATION

THROUGHPUT TIME

8. INVENTORY

BUFFER

WASTE, DEVIL

9. SUPPLIER

SHORT-TERM

LONG-TERM,

RELATIONSHIP
10. PRODUCT

COOPERATIVE, PARTNERSHIP
SEQUENTIAL

CONCURRENT,

DEVELOPMENT

CROSS-FUNCTIONAL

ACTIVITY

TEAMS

APPROACH
1.FACTORIES

Manufacturing Excellence
- Self-assessment
-Visits
- Experience sharing

2.BGs

INDUSTRIAL PLAN as a part of

Business plan
(What? Where? How?)

3.CORPORATE

Corp. Manufacturing Council

a. Manufacturing profession
b. Management of industrial synergy
7

BUSINESS PLAN
- Products
- Markets
- Financials

TECHNOLOGY
ROADMAP

INDUSTRIAL PLAN
- What?
- Where?
- How?
8

BASIC ELEMENT OF A GOOD INDUSTRIAL PLAN

1. What to make ?
Business plan / industrial plan
2. Where to make ?
Allocation
3. How to make ?
Process policy
-Technology
- Equipment
- Logistics flow
People

Lines
Lines of
of Action
Action

Improvement drive
- Factory visits & audits; benchmarking; performance
indicators
- Spread in-house examples of world-class
manufacturing
- No central staff; help each other
- From manufacturing to MENTOfacturing
- Revitalize Industrial Engineering
Management development & staff planning
for industrial jobs
10

Group Factories/Sites
NOs

People

Factories
Units/Sites

Product

Vertical Integration

Diversification

11

WHAT
WHAT TO
TO MAKE
MAKE ??

Business plan
Products needs

Technology roadmap
WHAT ?

Core competencies

-Make or buy
-Subcontracting
-Vertical integration
-Learning curve
-Scale economy
No industrial ventures without business scope!
Physical integration of business centers with industrial
competence centers ( - live above the shop )
12

WHERE
WHERE TO
TO MAKE
MAKE ??
1. Regionalization of global manufacturing
3 regions : North-America
West-Europe
Asia-Pacific
Each region has own border zone
2. Copy exactly issue

13

COMPETITIVENESS
COMPETITIVENESS IN
IN MANUFACTURING
MANUFACTURING

1. Quality

: Entry ticket

2. Responsiveness
- Flexibility
- Leadtime

: Competitive edge

3. Costs

: Profitability yes / no

14

CHAIN
CHAIN MANAGEMENT
MANAGEMENT
1. The creative chain = Product Creation Process
Needs/
Ideas

Product
concept

Product definition
Process definition

2. THE LOGISTICS CHAIN = Manufacturing plus .

Suppliers

Manufacturing

Distribution

Customers

15

From
From MANUfacturing
MANUfacturing
to
to MENTOfacturing
MENTOfacturing

MANUfacturing

Made by hand

MENTOfacturing

Made by the mind

Question : How to exploit the brainpower

And the creativity of all our people ?

16

COST
COST OF
OF THE
THE ORGANIZATION
ORGANIZATION

Far more savings possible

via elimination of unnecessary indirect jobs,
than via automation of the last direct jobs

17

Quality
Quality Assurance
Assurance

From PRODUCT CONTROL to PROCESS CONTROL

BATCH RELEASE

PRODUCT RELEASE

PROCESS RELEASE
( 6 , Cpk )
18

Manufacturing
Manufacturing Process
Process
Market leader ( top 5) must master/control their
own processes
Concurrent Product & Process Engineering
Note: Process Engineering includes Equipment Engineering

Standardized Process and Equipment

Standardized information system
Extension of cross functional team role in manufacturing
Corporate synergy via experience-sharing; avoid re-invention
Simplification before Automation

19

Manufacturing
Manufacturing Revolution
Revolution or
or Evolution?
Evolution?
(How
(How much
muchtime
timeleft
left ?)
?)

Manufacturing

Mento-facturing

Directs-Indirects

Added cost / added value

Management information

People information

Motivation

Training & Information

Functional departments

Process improvement teams

20

How ?

INSPECTOR

OPERATOR

SUPERVISOR

FACILITATOR

MANAGER

COACH

ADDED COST

ADDED VALUE

21

Diversity
Diversity Management
Management
1. PRODUCT PLANNING
- Product / market portfolio
- Product structure ( modularity )
- Contribution margin per product

WHO ?

2. COMPONENTS MANAGEMENT
WHO ?
- Supplier base ( costs per supplier )
- Component base ( costs per component )
- Quality costs due to diversity
- Organizational costs due to diversity

22


/
.

.
.

.
.

Gap

.
(Manufacturing)

.
.
.
.
.
.
.
.
.
.
.

.
.
.
.

.
.
.
.

/
( )

. (MRP)
. (JIT)
.
.
.
.
.
.
(Lean manufacturing)
. (BPR)
.
.TPM
.

/
( )
(Capabilities)
.
.
.
.
.
.
.

(Skills)
.
.
.

( )
.
.
.

/
.
.
.
.
.
.
.
.
.

( )

.
.
.
.
.
.
.

23

BUILDING THE WINNING COMPANY

1990

1991

1992

1993

1994

1995

1996

1997

1998

RESTRUCTURING
REVITALIZATION

COSTS
PRODUCTIVITY
ASSETS
PURCHASING
PORTFOLIO
CASH
* PROFIT

PROBLEMS

* QUALITY
* CUSTOMERS
* EMPLOYEES

ENTREPRENEURSHIP
CREATIVITY
IMAGINATION
EMPOWERMENT
INNOVATION

OPPORTUNITIES

24

CUSTOMER - ORIENTED COMPANY

OBJECTIVE

ECONOMIC GROWTH

STRATEGY

WORLD-CLASS MANUFACTURING

TOTAL CUSTOMER SATISFACTION

SUPERIOR PRODUCT, VALUE, AVAILABILITY

GOAL

TACTICS

PROCESSES

SUPERIOR PRODUCTIVITY

SUPERIOR QUALITY

SCIENTIFIC METHODS

PEOPLE

PRODUCTION CAPACITY

INVESTMENT

PRODUCT-PROCESS DESIGN

PRODUCT-PROCESS
SPECIFICATIONS

RESOURCES

SUPERIOR FLEXIBILITY

CUSTOMER DESIRES

MATERIAL

EQUIPMENT

PRODUCTION PLANNING

CONTINUOUS
INVESTMENT
AND
IMPROVEMENT

INFORMATION

WORLD-CLASS MANUFACTURING TECHNOLOGIES

KNOWLEDGE

SOURCE : "REENGINEERING THE FACTORY", A. RICHARD SHORES

RESEARCH AND EDUCATION

25

WORLD CLASS MANUFACTURING TECHNOLOGY

WORLD-CLASS MANUFACTURING

MANUFACTURING RESOURCES AND PROCESSES

POM

TQC

SMT

QFD

......

DFM

ATM

CIM

JIT
CONTINUOUS
IMPROVEMENT

WORLD-CLASS MANUFACTURING TECHNOLOGIES

(KAIZEN)

RESEARCH AND EDUCATION

- KEY : KAIZEN,
CONTINUOUS IMPROVEMENT
- POM : PROCESS OF MANAGEMENT
- TQC : TOTAL QUALITY CONTROL

SMT : SELF-MANAGED-TEAMS
QFD : QUALITY FUNCTION DEPLOYMENT
DFM : DESIGN FOR MANUFACTURING

SOURCE : "REENGINEERING THE FACTORY", A. RICHARD SHORES

ATM : AUTOMATION
CIM : COMPUTER-INTEGRATED MANUFACTURING
JIT : JUST-IN-TIME

26

Visual
Visual evaluation
evaluation of
of aa good
good factory
factory
1. Is the flow of the assembly-process visible?
(Can you find your way?)
2. Non-quality level?
- How many . Inspection?
. Testing?
. Repairs?
- Sets and sub-sets waiting beside the lines?
3. Goods flow
- Limited material on the lines
- No sub-stores
4. Transparency (=supervision)
Can one supervise the manufacturing area?
27

Visual
Visual evaluation
evaluation of
of aa good
good factory
factory
5. Performance-information on the line per line per
workplace
Information on . Quality (short loop)
. Efficiency (output)
6. Number of indirects on the floor?
How many people hanging-around for
. Supervision? (why?)
. Q-problems
. Material supply
7. Contact pattern?
. Management presence on the floor?
. Open offices?
28

Visual
Visual evaluation
evaluation of
of aa good
good factory
factory

8. Is production the heart of the business?

Are support departments really supporting?
9. Housekeeping
Is the place clinically clean?
10. Working atmosphere?
Do we smell the winning spirit ?
11. Would you like your son or daughter to work here
in the production ?

29

Manufacturing Excellence Road Map

Performance
Performance

Add Value

Visual Factory

II
I
I

Q404

III

IV
Waste Reduction
CIFO/ Demand pull

Quality

Process/ Follow up

Speed

Execution

Discipline/ Training

Q105

Q205

Q305

Q405

30

1st Stage ME Initiatives ( Actual )

5S and manufacturing discipline

Enhance ESD and MSD processes control
Supervisor shift start-up check
Kit release control and All-in-one scheduling
Visible material replenishing trigger system Flag system
Hourly tracking and escalation process
Daily Manufacturing Excellence roving audit checking
WIP reduction and FIFO process implementation

31

2nd Stage ME Initiatives ( Plan )

To enhance new employee orientation and skill training

Operator skill certification and re-certification program
SIC certification program
Source quality control and poke-yoke process
Industry benchmark and performance tracking
SMT zero wrong parts
Repair processes and quality control
Minimum 95% yield control and top 5 OQA defect control
Department knowledge sharing
32

3rd Stage ME Initiatives ( Plan )

Product grouping and streamline production flow

Enhance the pilot run and 1st time run capability
Enhance the cascade training activities
Enhance middle management training and development
Company wide engineering and technology sharing
Convert organization to CFT oriented organization
Nurture an excellence working environment

33

4th Stage ME Initiatives ( Plan )

Establish NPI capability

Establish high mix low volume capability
Build up an excellent quality environment
Build up one day turn around capability

34

35

Posting
Postingcompany-wide
company-wide
activities
activitieson
onthe
thewall
wall
1. Progress of company

36

Posting
Postingcompany-wide
company-wide
activities
activitieson
onthe
thewall
wall
2. Awards

37

Posting
Postingcompany-wide
company-wide
activities
activitieson
onthe
thewall
wall
3. Improvement activities and performance scoreboard

38

Posting
Postingcompany-wide
company-wide
activities
activitieson
onthe
thewall
wall
4. Recent presentations

39

Posting
Postingcompany-wide
company-wide
activities
activitieson
onthe
thewall
wall
5. Status of team projects

40

Posting
Postingcompany-wide
company-wide
activities
activitieson
onthe
thewall
wall
6. General information and pictures of the shop floor

41

Customer Need
Customer-supplier
relationship
CONCEPT/APPROACH
Core values
Vision
Roles & responsibilities
Management process
Genba
Exposing problems
5 Whys
Empowerment
Ownership
Involvement of everybody
Teamwork
Collective wisdom
Self-management
Problem-solving tools
Assessment
Checklist
Visual aids
Benchmarking
Upgrading skills
Learning
Recognition,Reward
Communication
Cross-training
Job rotation

The
TheNew
NewShop
ShopFloor
FloorManagement
ManagementModel
Model
ACTIVITIES
Glass wall management
Scoreboard
Floor meeting
Organization of a work station
Suggestion
Storyboard
Mini-company
(Mission,Objectives,Business
plan,PDCA)
Improvement group
Banker's meeting
(Progress report,Monthly report
,Annual report)
Study group
Company awareness day
Top management round table
Sharing of progress
(Display,Free lunch,Presentation
,Newsletter,Awards)

Continuous Improvement

Policy management
Cross-functional management
Management by exception
Management by objectives
Managing by wandering around
Career planning

5S
JIT
Flow lines
Poka-yoke

SOP
TPM

Thorough practice
Adequate leadership
Innovative culture

Customer orientation
Progressive organization
People-oriented organization
Increased capabilities
Waste elimination
GOALS
GOALS
Survival of the fittest
Shop floor excellence

42

Framework
Frameworkof
ofMini-Company
Mini-Company
Mini-Company Concept
Everybody is the President of His
or Her Area of Responsibility
Self-Sufficient Group
An Autonomous Organization Unit

Check & Balance Mechanism

Customer-Supplier Relationship
.Next process as the Customer
.Previous process as the Supplier

Structure
Banker
Top/Middle
Management
Mini-Company

.Mission
.Objectives
.Core Values

Supplier/Support Group
(People from Upstream
Processes)

Supervisor
(Team Leader
-President)
Operators
(Team Members
-Employees)

Customers (People from

Downstream Processes)

Customer
Customer
Orientation
Orientation

Role & Responsibilities

Benefits

Linkage Mechanism
.PDP
.Budget

.Business Plan
.Progress Report
-Monthly,Annual Report..
.Board Meeting

Management Technology
.Glass Wall Management
.Scoreboard
.Continuous Improvement
.Shop floor Meeting
.Upgrading Skills
.Leadership Development

.A sense of ownership
.Working as a team
.Focus on clear objectives
.Goal congruence
.Reduce barriers
.Clarify the management process
.Cross-functional linkages
.Less redundant effort
.Commitment and participation
.Own business plan

43

Organization
Organizationof
ofaaMini-Company
Mini-CompanyMeeting
MeetingArea
Area

44

Management
Managementof
ofMini-Company
Mini-Company
Organize the meeting area
1.Name of mini-company
2.Mission
3.Names and pictures of people
4.Customer-supplier relationship chart
5.QCDSM Measurements
6.Customer survey results
7.Plans of action(summary of business plan)
8.Samples of defects(with comments)
9.Skill matrix(cross-training matrix)
10.Status of team projects
11.Improvements of the month(before-after)
12.Attendance chart and vacation plan
13.Safety clock(Nr. of days without accident)
14.Quality clock(Nr. of days without defects)
15.Status of suggestions
16.Awards received
17.Focus item/slogan of the month
18.Documents,reference books
Business plan
Mini-company annual report
Shift book,daily meeting notebook
Case example of suggestions
Reference books on shop floor management
Miscellaneous manuals,etc.

Organize an efficient work station

1.Name & description of work station

2.Name & picture of operator
3.Standard operating procedure
4.Andon(trouble light to call for help)
5.Line stop button(to call supervisor)
6.Sample board(to check the quality)
7.Explanation of poka-yoke
8.Machine checklist for
self-maintenance
9.Machine downtime log
10.Safety checkpoint
11.Description of recent improvement
12.Layout of the area
13.SPC chart
14.QC process sheet
15.Sample product
16.Production control board
17.Marking of floor
Practice
Practice

45

Mini-Company's
Mini-Company's
Management
ManagementSupport
SupportSystem
System
Business Policy
-Strategic Direction
Business Plan
Name of the mini-company
Mission statement
Company profile
-Names of employees
-Skills of employees
-Machines, layout, products
, processes, etc.
Customer-supplier relationships
Major objectives
Analysis to achieve objectives
Action plan (5W2H)
Measurement & reporting method
Coordination
Cooperation
Communication

Share
ShareProgress
Progress

Monthly progress report

Annual Report
Name of the mini-company
Mission statement
Company profile
-Names of employees
-Skills of employees
-Machines, layout, products
, processes, etc.
Customer-supplier relationships
Major objectives
Analysis to achieve objectives
Achievements
Existing problems
Plans for the future

46

FORMULATION OF MANUFACTURING STRATEGY

BUSINESS ENVIRONMENT

L.T
OBJECTIVE

BUSINESS
STRATEGY

MANUFACTURING
STRATEGY

CORE
COMPETENCE

COMPETITIVE
ADVANTAGES

L.T
BUSINESS
SUCCESS

TO BUILD DESIRED COMPETENCES

TYPE

ELEMENT

CHARACTERISTIC

MANUFACTURING
TECHNOLOGY

ORGANIZATIONAL
CAPABILITY

- POM (PROCESS OF MANAGEMENT)

- TQC (TOTAL QUALITY CONTROL)
SELECT
- SMT (SELF-MANAGED TEAMS)
- QFD (QUALITY FUNCTION DEPLOYMENT)
- DFM (DESIGN FOR MANUFACTURING)
- ATM (AUTOMATION)
- CIM (COMPUTER INTEGRATED
PRACTICE
MANUFACTURING)
- JIT (JUST IN TIME)

EXTRINSIC, MECHANIC

- SKILL & KNOWLEDGE

- PHYSICAL SYSTEM
- MANAGERIAL SYSTEM
- VALUES

INTRINSIC, SUBSTANCE

47

SUPPLIERS
SUPPLIERS
1. Involvement in Product Creation Process chain
- Co-design
- Functions versus components / parts
2. Involvement in logistics chain
- Co-makership
- Subcontractor
3. Supply Base Management
- Supplier selection
- Supplier evaluation
- Supplier development
- Partners in progress
48

Training
Training Courses
Courses design
design
Generic training, distinguished levels and focus:
Level 1: Shop floor Management (Grade 50/60/70; 5x3 days)
Control and improvement
Textbook: The New Shop Floor Management
Author: Kiyoshi Suzaki
The free press- A division of Macmillan, Inc. NY
Training material: Period 1-5, Value 20,000 USD
Level 2: Manufacturing management (80/90;10 days in 3 blocks)
Defining improvement and renewal,
managing implementation and change
Level 3: Industrial management (100/directors; 5 days)
Defining manufacturing strategy
Determining performance gap
Determining opportunity gap
Managing implementation and change

49

MANUFACTURING EXCELLENCE
SELF-ASSESSMENT

See separate self-assessment brochure/file

50

Manufacturing Excellence Self-Assessment

Aspects

1.Organization
and Culture

2.Cycle Times

3.Quality/
Customer
Satisfaction

Criteria
1.1 Vision
1.2 Shared Vision, mission and goals
1.3 Management Style
1.4 Employee Involvement
1.5 Job Flexibility
1.6 Benchmarks
1.7 Quality of Worklife
1.8 Training/Education
1.9 Customer Orientation
1.10 Problem Solving
2.1 Total Business Cycle Time
2.2 Manufacturing Cycle Time
2.3 Ordr Lead Time
2.4 Supplier Lead Time
2.5 New Product Introduction
2.6 Setups/Chang-Over Times
2.7 Planning Cycle
3.1 Vision
3.2 Process Capability
3.3 Product Reliability(External)
3.4 Warranty Claims
3.5 Defects(Internal)
3.6 Customer Satifaction
3.7 Supplier
3.8 First-Pass Yields
3.9 Scrap/Rework
3.10 Quality Assurance System

Score
2
3

5
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
1.9
1.10
2.1
2.2
2.3
2.4
2.5
2.6
2.7
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10

51

Aspects
4.Financial
Measures

5.Physical Plant

6.Product
Creation Process

7.Supplier-Base
Management

Criteria
4.1
4.2
4.3
4.4
4.5
5.1
5.2
5.3
5.4
5.5
5.6
5.7
5.8
5.9
5.10
6.1
6.2
6.3
6.4
6.5
6.6
6.7
6.8
7.1
7.2
7.3
7.4
7.5
7.6
7.7

Inventory Turns
Cash Flow
Asset Utilization
Labor Productivity
Products Cost
Equipment Layout
Automation
Kanban
Batch Sizes
Distribution and Warehousing
Scheduling to Manufacturing
Information
Maintenance
Expedition(Rush Orders)
Housekeeping
Vision
Customer Orientation
Cross-Functional Involvement
Product & Technology Planning
Dedication/Project Portfolio Management
Engineering Data Management(EDM)
Capabilities
Development Throughput Time
Vision
Supplier Involvement
Supplier Assessment
Number of Suppliers
Vendor Rating
Purchasing Performance
Strategic Goods

Score
2 3 4

5
4.1
4.2
4.3
4.4
4.5
5.1
5.2
5.3
5.4
5.5
5.6
5.7
5.8
5.9
5.10
6.1
6.2
6.3
6.4
6.5
6.6
6.7
6.8
7.1
7.2
7.3
7.4
7.5
7.6
7.7

52

BENCHMARKING
BENCHMARKING

Product benchmarking
- Spec
- Quality / Reliability
Process benchmarking
- Responsiveness
- Cost

53

Business Value Chain Analysis

Support Activities
.Accounting system
.Cost control
.Risk mgt

Human
Resources

.Organization structure
.Training. Multi-skill

Technology
Development

.OEM-ODM-OBM
.Initial production mgt

Procurement

.ERP. OA.EIS.DSS.ES
.Business planning
.Pollution control

.Culture
.Mgt development

.Internal control
.Policy management

.Recruitment
.Employee Needs/Motivation

.Design QA .Equipment/tool design

.Core competence

.Appraisal system
.ID

.Automation

Vertical Integration
Diversification

.Purchasing .Vendor QA
.Partnership

Operations

Outbound
Logistics

.Sales forecast
.Customer database
.Market research
.Competitive analysis
.Time to market
.Promotion
.Local market
penetration

Marketing
& Sales

.Customer
satisfaction
.SS QA
.Responsiveness
.Technical support

Service

Com

Inbound
Logistics

.Stock operation
.Goods flow
control
.Shipment
.Process control
handling process
.Fool-proof devices
.Drop shipment
.Global logistics
.Equipment mgt
.Manufacturing QA
.5S, JIT, SFC, PAC
.Quick change-over
.Waste elimination
.Production scale
.QMT/QCC
.Mini-factory
.Glass wall management

petitiv
e
A
d
vanta
ge

.Planning
forecast
.Capacity
build up
.Inventory
control

Primary
Activities

.Annual budgeting
.Investment mgt
.Energy control

Margin

Firm
Infrastructure

54

Manufacturing Accounting Review

.
.
.
.

KPI

.A/R
.

.

.Task setting

Act-Forecast

.Act- Budget
ERP
Variance Rule

G/L

.Act-Std
. WIP->

.Work center rate

.

.
V/F /
. /

.
. -
.
.

MSP
BOM
Routing

.
.Transfer price

.
.

.
Rolling Forecast
Cot down action

.
.

Cost Comparison

.
.In/Out
. - .
.Yield report
Item Variance
.
Act- Std

Cost down Action Plan

: to be enhanced

55

Observation
Observation

. - .
1.
-25 MRMB
-Two many stock points
2.
3.MRP

4.Manual

.
1.
2.
.Cpk 1.0-1.3
.FQC DPPM

3.

Proposal
.--->
.
.Capacity review.
.Rolling weekly call-off +
..
.ABC
.A-->. Stock movement
.B/C-->.
.Leadtime...review
.Daily production meeting
.Small lot production
.Real time WIP tracking
.Logistics performance report /
.OJT, SD, /
.- .
. Process parameters setting/Optimization
.. Core competence
.SPC
.QMT(Quality management team)
.
.Matrix organization
' + Initial production management

56


.
1.
2.

3./

.
1.
-FQC only
2.Inadequate IPQC
3.QC--> QA

Proposal
.5S +
.-
.Glass wall management
.
..
.QCD/SMED
.
.IE. IE diagnosis
.Task setting

.APQP (Advanced product quality planning)

.- /
, ---->
.
.QC
.Inspectors Test
.TS16949:2002 challenge

57

Maintain

Kaizen

Approach

..

.
.
.Discipline
.review,
.OJT, skill test
.Multi-skill training
.(.)
.
.Process control enhancement
.ISO refinement
--->
.
.Promotion/
.
.

., Improvement plan
.QC/
-
-QC 7-tool/ N7
-QC story
-DOE
-QFD
-APQP
-FMEA
-Control plan/QC
-Control chart
-OCAP
-MSA
-Total control methodology(TCM)
-Design review
-Reliability management
-QS9000/TS16949
-QCC
-Fool proof/
-Quality improvement status(QIS)
. Self-development,
.Quality management team(QMT)
.Customer visit /Q-review
.
./
.

58

59

60

61

Department Manager's Policy

Dept:
Policy

Emphasis Items(Activity Plan) Control Point

Goal

Period

Deployed to

62

Activity Plan Sheet

Action Item

Control Point

Goal

Who

When

Evidence

Close
(V)

63

64

???????????

65