Shenzhen Site OEE Improvement Through SMT Line Balancing

Document Title : OEE Improvement (Operations) Document No : GBE-KPO-4-001-00 Doc.
Revision : 06 Document Date : Oct27, 2008
Source :Internal Kaizen Shenzhen Fu Yong Oct. 2008 SJ.Ma@cn.flextronics.com
OEE Improvement
Design. Build. Ship. Service.
Business Excellence
Project Title Site Line/Area Team No Date Category Type
: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
Process & Information Flow

Value Stream Map Standard Work Sheet (Before) Standard Work Combination Sheet Takt / Cycle time Graph (Before) Spaghetti Chart (Before) 5 Why Analysis 7 Ways
8
9 10 11 12 13 14 15
VSM Dotting Process & Keynotes
30
Lean in Operations - PDCA

Shenzhen Site OEE Improvement
1. Adjust
OEE Trend Chart 100% 90% 80% 70% 60% 50% 40% 30% 20% 10%
OEE and LU
All issues highlighted here should be captured under A3.

Measurem ent
Incomplete Data Inaccurate OEE Data Wrong Target CPH/UPH First Article takes too long Change-Over takes long time Too many WIP waiting for Top and B/E Method
2. Plan
Materials
Man
Identify the Gap
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
Target Sheet Progress

Date: 10/27/2008
Grasp The Situation

Customer/Model :ALL Line/Area/ Module :ALL line
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
Team Title : OEE improvement

CTQs OEE(FCM II)
OEE (NXT) OEE(Pace) OEE (NEC) OEE (HMLV) dow ntim e
Unit Of Measur ement % % % % %
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
57% 61% 50% 44% 38%

5 08%
65.0% 70.0% 55.0% 55.0% 50.0%

3%
57% 61% 50% 44% 38%

5.08%
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%
Actual production time
57.42% 46.0%
4. Check
3. Do
3
Independent Study on Kaizen Needs

Present Situation and Problems :
Needed Output : 1.Reduce FCM machine/line downtime 2.Improve ECPH for Panasonic machine
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
Potential Risk and Metrics to be Monitored : (based on kaizen needs) :
Goals & Objectives

Objectives
1. 2. 3. Improve OEE from current 55% to 60% Reduce Machine related downtime 5.08% to 3% Improve MV2F ECPH
Goals
CTQs Unit Of Measur ement Start Target % Improved Status
OEE(FCM II) OEE (NXT) OEE(Pace-MV2F) OEE (NEC-CP6) OEE (Pace-CM602)
% % % % %
57% 61% 50% 44%
65.0% 70.0% 55.0% 55.0% 85.0%
89.0% 102.1% 120.3% 73.4% 106.2%
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.
Kaizen Team Members

Team Members Name
SJ Ma Guo Qing Li James Peng Road Lu Fu Guangyuan Zhou zhongqiang Tx lee Liu Liming HuangJinghua Clifford Zheng Sun Susan Leader Co-leader Co-leader Co-leader Engieer Co-leader Co-leader Engieer Engieer Engieer Engieer
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 of Shingijutsu Workshop attended

5 3 4 1 1 4 6 5 2 3 2
No
External Team Members Name
Job Title
Department
No of Shingijutsu Workshop attended
1 2 3
Target Sheet
Date: 10/27/2008~10/31/2008
Team Title : OEE improvement

Sep CTQs OEE(FCM II)
OEE (NXT) OEE(Pace-MV2F) OEE (NEC-CP6) OEE (Pace-CM602) dow ntime
Customer/Model :ALL Line/Area/ Module :ALL line

WW43 Target WW44 WW44 Day 1 Day 2 Day 3 Day 4 Day 5 % Improved Status Date: Date: Week 1 Week 2
Unit Of Measur ement % % % % %
Start
57% 61% 50% 44%

5.08%
65.0% 70.0% 55.0% 55.0% 85.0% 52%

3%
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.
Title: Shenzhen Site OEE Improvement

Sub-Title : SMT Line Balance
Operations: Problem Action Taken Results
Method for Sustaining
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
20 10 0 S/P MV1 Station
18
16 C/T
20 15 10 5 0 S/P MV1 Station
18
16 C/T
MV2
IC Placer
MV2
IC Placer
Title : Shenzhen Site OEE Improvement

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
50 0 S/P MV2 MV2 MPAV2 stations 0
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
0 S/P MV2 MV2 MPAV2 stations
S/P
MV2 stations
MV2
MPAV2
10

Operations: Problem Action Taken
Metrics (UOM) Use MPS to optimize the program
Results
Hard Soft Savings Savings After % Improved (USD/ (USD/ month) month) 98% 50% 60 2% 10% 16
SMT operation Low ECPH and LBR
Before
LBR ECPH UPH
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


Hard Soft Saving Saving % Improved s s (USD/ (USD/ month) month) Do right thing in first 5% 16% 16
time. Programmer should deliver well balanced program to SMT
SMT Operation:li ne22-1 Low ECPH and LBR Use MPS to optimize the program
Metrics (UOM)
Before
After
LBR ECPH UPH
90.39% 96.07% 33.67% 50.08% 44 60
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
Title : Shenzhen Site OEE Improvement Sub-Title : Supporting Block

Operations: Problem Action Taken
Metrics Before
solder paste printing quality
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

standard procedue to define supporting block using in solder paste station
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%
quality,which take Thomson production Tools Used print issue

Lean Six Sigma
Before Kaizen
After Kaizen
13
Title : Shenzhen Site OEE Improvement Sub-Title : Special Stickup Tools

Operations:
SMT Operation solder paste Customer: misprinting cause potencial All quality issue Tools Used
Lean Six Sigma
Action Taken
Results
Metrics Before After % Improved $ Hard $ Soft

standard procedue to define careep table using in solder paste station when pilot run
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
Tape is difficult to cover PCB
14
Title : Shenzhen Site OEE Improvement Sub-Title: PIP Repair Trolly

Operations: Problem
SMT Operation
Two persons to remove PIP from M/C for repair Waste manpower
Action Taken
Make use of trolly to help remove PIP of FCM
Results
Metrics Before
Manpower

$ Soft Training all technicians to operate PIP repair trolly
After % Improved $ Hard
Customer:
PACE& THM Tools Used
Lean Six Sigma
Before Kaizen
After Kaizen
Just need one technician
15
Title : Shenzhen Site OEE Improvement Sub-Title : FCM Water Filter

Metrics Before After % Improved $ Hard

$ Soft Maintenance filter periodically
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
Title : Shenzhen Site OEE Improvement Sub-Title : Soft Supporting Pin

Operations: Problem
Some Changeover support pins need move in smt machine Customer: when each changeover.
Action Taken
Only use one soft support pin ,it needn't move when each changeover.
Results
Metrics Before After % Improved $ Hard $ Soft

Fuji all NXT line Yokoten the line.
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
Kaizen News Paper

Action Item Who Due Date Time Planned
Oct27
Closed
Oct28
% Completed
Remarks
Line22-1 SMT balance
Liu Liming
Oct28
UPH increased 16 pcs
Line10-1 SMT program optimization
Hu Yushan
Oct28
Oct27
Oct28
UPH increase 6 pcs
Pallet Change Unit of NXT modification
Lee TX/Fu
Oct31
Oct27
Oct31
NXT changeover
Soft supporting pin introduction
Lee Tx/Fu
Oct31
Oct27
Oct31
NXT changeover
UPH increase 10 pcs Line6-1 SMT cycle time balance Lu Road Oct29 Oct28 Oct29
Line22-1 SMT machine c/t balance
Liu Liming
Oct29
Oct28
Oct29
UPH increased 16 pcs
No Money No No Space
25% Complete
75% Complete
50% Complete
100% Complete
18
Kaizen Log Homework Moving Forward

Action Item
Continue to work with facility department to improve compress air,which will help to assure our machine work in good condition
Who
James Peng
Due Date
2008/11/15
Time
% Completed
Remarks
Programmer optimizes program to satisfy with machine configure.
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.
25% Complete
75% Complete
50% Complete
100% Complete
19
Lessons & Tools Learned

No Lessons & Tools Learned
Application in our jobs (Please be specific)
1 Make use of 5why to solve issue 2
Help to find out root cause of down-time
Program optimization is the base of Program optimization will improve LBR production. BrainStorm
3 Team work is the way to success 4 5
20
Kaizen Log Proposal for Yokoten

Items proposed for Yokoten
Get dry air by setup valve to keep water away from SMT machine Setup soft supporting pin to replace original support pin to reduce changeover time
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
THOMSON FCM DOWNTIME ANALYSE

Line name 17 10 30 0 0 30 5 18 20 0 0 0 20 10 20 10 0 0 0 0 0 21 0 0 0 0 20 0 23 30 20 0 20 110 5 24 100 10 10 0 20 0 total time 170 60 10 20 200 20 rate 35.4% 12.5% 2.1% 4.2% 41.7% 4.2%
Machine PIP running that vacuum alarm
1 Step.
Line 23-1
Huang Jh
Find The Cause (5 WHY)

1 WHY 2 WHY 3 WHY 4 WHY 5 WHY
per line down time analysis chart 4.2%
Why FCM vacuum alarm.
Because of some valve running defect,Why have the defect.
Because valve is unstable,Why valve is unstable.
Because valve conpression air uncleanly,Why compression air uncleanly.
Because tube compression air have water.
35.4%
Cause
Because tube compression air have water.
41.7%
Counter Measure Enforcement Limit
Machine filter have not water.
Need buy spare part and do monthly maintain.
4.2%
2.1%
12.5%
22
SMT Value Stream Map

Loader& Conveyor

Program Administrator
2*UPH
Loading Plan weekly daily
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
: Fork lift : Store
: Picking cart
: Material Flow(Blue)
: Process Flow(Black)
: Information Flow(Black) : Receipts
: Process
E V
: Elevator
WT : Waiting Time PT: Processing Time
Value Add Value Enabler Non-Value Add
: Truck
: PC
: Inventory
T: Touches
23
Thank you
Design. Build. Ship. Service.
24

Shenzhen Site OEE Improvement Through SMT Line Balancing

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Document Title : OEE Improvement (Operations) Document No : GBE-KPO-4-001-00 Doc.

Revision : 06 Document Date : Oct27, 2008

Source :Internal Kaizen Shenzhen Fu Yong Oct. 2008 SJ.Ma@cn.flextronics.com

Design. Build. Ship. Service.

Project Title Site Line/Area Team No Date Category Type

Source :Internal Kaizen Shenzhen Fu Yong Oct. 2008 SJ.Ma@cn.flextronics.com

Process & Information Flow

VSM Dotting Process & Keynotes

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06

Lean in Operations - PDCA

Source :Internal Kaizen Shenzhen Fu Yong Oct. 2008 SJ.Ma@cn.flextronics.com

All issues highlighted here should be captured under A3.

Identify the Gap

Target Sheet Progress

Grasp The Situation

Team Title : OEE improvement

Unit Of Measur ement % % % % %

57% 61% 50% 44% 38%

65.0% 70.0% 55.0% 55.0% 50.0%

57% 61% 50% 44% 38%

Actual production time

Independent Study on Kaizen Needs

Source :Internal Kaizen Shenzhen Fu Yong Oct. 2008 SJ.Ma@cn.flextronics.com

Potential Risk and Metrics to be Monitored : (based on kaizen needs) :

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06

Goals & Objectives

Source :Internal Kaizen Shenzhen Fu Yong Oct. 2008 SJ.Ma@cn.flextronics.com

OEE(FCM II) OEE (NXT) OEE(Pace-MV2F) OEE (NEC-CP6) OEE (Pace-CM602)

57% 61% 50% 44%

65.0% 70.0% 55.0% 55.0% 85.0%

89.0% 102.1% 120.3% 73.4% 106.2%

Kaizen Team Members

Source :Internal Kaizen Shenzhen Fu Yong Oct. 2008 SJ.Ma@cn.flextronics.com

No of Shingijutsu Workshop attended

External Team Members Name

No of Shingijutsu Workshop attended

Source :Internal Kaizen Shenzhen Fu Yong Oct. 2008 SJ.Ma@cn.flextronics.com

Team Title : OEE improvement

Customer/Model :ALL Line/Area/ Module :ALL line

Unit Of Measur ement % % % % %

57% 61% 50% 44%

65.0% 70.0% 55.0% 55.0% 85.0% 52%

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06

Title: Shenzhen Site OEE Improvement

Source :Internal Kaizen Shenzhen Fu Yong Oct. 2008 SJ.Ma@cn.flextronics.com

Method for Sustaining

20 10 0 S/P MV1 Station

20 15 10 5 0 S/P MV1 Station

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06

Title : Shenzhen Site OEE Improvement

Source :Internal Kaizen Shenzhen Fu Yong Oct. 2008 SJ.Ma@cn.flextronics.com

Method for Sustaining

50 0 S/P MV2 MV2 MPAV2 stations 0

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06

Title : Shenzhen Site OEE Improvement

Source :Internal Kaizen Shenzhen Fu Yong Oct. 2008 SJ.Ma@cn.flextronics.com

Method for Sustaining

0 S/P MV2 MV2 MPAV2 stations

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06

Title : Shenzhen Site OEE Improvement

Source :Internal Kaizen Shenzhen Fu Yong Oct. 2008 SJ.Ma@cn.flextronics.com

Method for Sustaining

SMT operation Low ECPH and LBR