Document Title : OEE Improvement (Operations) Source :Internal Kaizen

Document No : GBE-KPO-4-001-00 Shenzhen Fu Yong

Doc. Revision : 06 Oct. 2008
Document Date : Oct27, 2008 [email protected]

OEE Improvement

Design. Build. Ship. Service.

Business Excellence

Project Title :OEE Improvement

Site : Shenzhen
Line/Area :All project
Team No :Team
Date :Oct27 ,08
Category :Operation
Type : Internal Kaizen
GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06 1
 Source :Internal Kaizen
Shenzhen Fu Yong
Table of Contents Oct. 2008
[email protected]

Contents Slide(s) Contents Slide(s)

 PDCA (Plan – Do – Check – Adjust) 3  Idea Evaluation Sheet 16

 Independent Study on Kaizen Needs 4  Golf Score Tools 17
 Kaizen Team Members 5  Golf Score tools (Before & After) 18
 Goals & Objectives 6  Before & After Kaizen 19
 Target Sheet 7  Spaghetti Chart (After) 20
 Process & Information Flow 8  Standard Work Sheet (After) 21
 Value Stream Map 9  Takt / Cycle Time Graph (After) 22
 Standard Work Sheet (Before) 10  Kaizen News Paper 23
 Standard Work Combination Sheet 11  Kaizen Log (Homework Moving Forward) 24
 Takt / Cycle time Graph (Before) 12  Lesson & Tools Learned 25
 Spaghetti Chart (Before) 13  Kaizen Log (Proposal for Yokoten) 26
 5 Why Analysis 14  Attendance List 27
 7 Ways 15  Financial Performance Dashboard 28
 VSM Icon & Symbols 29
 VSM Dotting Process & Keynotes 30

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06 2

Lean in Operations - PDCA Source :Internal Kaizen
Shenzhen Fu Yong
Shenzhen Site OEE Improvement Oct. 2008
[email protected]
All issues highlighted here
1. Adjust should be captured under A3.
2. Plan
OEE Trend Chart Materials
Measurem Man
ent Package
100% Identify the Gap changed without Material not delivery
90%
OEE and LU

on time
80% Incomplete
informed in
70% Short manpower to advance Offline setup setup not
60% Data Material coming
50% Inaccurate OEE solve the issues
issue ready
40% Material missing or short
30% OEE Tgt Data Lack of Skilled to
20% Wrong Target wrong material in kit
10% Dec' Jan' Feb' Augu OEE
handle issue on OEE 60%
Mar Apr May June July Sep Oct Nov Dec CPH/UPH m/c
07 08 08 st
LU Tgt First Article takes
OEE Tgt 55% 55% 55% 55% 55% 55% 55% 55% 55% 55% 60% 60% 60% Non-level Loading program NOT
OEE 47.2% 50.1% 50.6% 50.5% 46.2% 50.8% 53.0% 52% 56.00 54.8% LU too long
Change-Over takes Optimized Reduced Speed
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% Lack of
long time feeder problem due to Machine
LU 32% 32% 26% 32.4% 25.2% 35.2% 37.7% 39% 36.10 38.7% Employee
Awareness to Lineconditions
NOT
Monthly Too many WIP parts fall out
the OEE Balanced
waiting for Top Lack of training Blocked or Starved
Problem Zero spare part
and B/E within the line
Grasp inventory for
Environme level 1
The Machiner
Method nt y
Target Sheet Progress Situation
Downtime breakdown
Date: 10/27/2008 Customer/Model :ALL
Team Title : OEE improvement Line/Area/ Module :ALL line
Show a breakdown of the subject matter Q1'09 Q2'09
Unit Of
and identify area that is being focused.
Apr May Jun Jul Aug Sep
Start Date: Date:
CTQs Measur Target Day 1 Day 2 Day 3 Day 4 Day 5 % Improved Status
Week 1 Week 2
ement
Description Average
OEE(FCM II) % 57% 65.0% 57% 57%
OEE (NXT) % 61% 70.0% 61% 61% No schedule downtime 29.48% 43.4% 27.4% 22.8% 24.8% 35.6% 22.9%
OEE(Pace) % 50% 55.0% 50% 50%
OEE (NEC) % 44% 55.0% 44% 44%
Planned downtime 4.75% 2.7% 3.5% 4.5% 4.0% 5.4% 8.4%
OEE (HMLV) % 38% 50.0% 38% 38% Equipment downtime 5.08% 5.0% 4.9% 5.9% 5.3% 3.9% 5.5%
dow ntim e Min 5。08% 3% 5.08% 5.08%
Materila downtime 0.43% 1.0% 0.9% 0.1% 0。2% 0.4% 0.2%
Production/process D/T 0.20% 0.3% 0.1% 0.2% 0。2% 0.3% 0.3%
On-line setup, C/O D/T 2.10% 1.2% 1.3% 1.4% 2.9% 2.7% 3.1%
Qulity related 0.37% 0.5% 0.4% 0.5% 0.4% 0.2% 0.2%

0-70% 71%-90% 91%-100% Above 100% Actual production time 57.42% 46.0% 61.0% 64.5% 62.1% 51.5% 59.4%

4. Check 3. Do
GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06 3
 Source :Internal Kaizen
Shenzhen Fu Yong
Independent Study on Kaizen Needs Oct. 2008
[email protected]

Present Situation and Problems : Needed Output :

1.Reduce FCM machine/line downtime

1. 8 FCM lines contributed to more downtime
2.Improve ECPH for Panasonic machine
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 : Potential Risk and Metrics to be Monitored :

(based on kaizen needs) :
The cascade changeover implementation on pace
offline setup
water stride involve in Changeover
FCM offline repair station setup

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

 Source :Internal Kaizen
Goals & Objectives Shenzhen Fu Yong
Oct. 2008
[email protected]

Objectives
1. Improve OEE from current 55% to 60%
2. Reduce Machine related downtime 5.08% to 3%
3. Improve MV2F ECPH

Goals
Unit Of
Start
CTQs Measur Target % Improved Status
ement
OEE(FCM II) % 57% 65.0% 89.0%
OEE (NXT) % 61% 70.0% 102.1%
OEE(Pace-MV2F) % 50% 55.0% 120.3%
OEE (NEC-CP6) % 44% 55.0% 73.4%
OEE (Pace-CM602) % 85.0% 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.

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06 5

 Source :Internal Kaizen
Shenzhen Fu Yong
Kaizen Team Members Oct. 2008
[email protected]

No of Shingijutsu
Team Members Name Job Title Department
No Workshop attended
1 SJ Ma Leader ME 5
2 Guo Qing Li Co-leader ME 3
3 James Peng Co-leader ME 4
4 Road Lu Co-leader ME 1
5 Fu Guangyuan Engieer ME 1
6 Zhou zhongqiang Co-leader ME 4
7 Tx lee Co-leader ME 6
8 Liu Liming Engieer ME 5
9 HuangJinghua Engieer ME 2
10 Clifford Zheng Engieer ME 3
11 Sun Susan Engieer ME 2
12
13

No of Shingijutsu
External Team Members Name Job Title Department
No Workshop attended
1
2
3
GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06 6
 Source :Internal Kaizen
Target Sheet Shenzhen Fu Yong
Oct. 2008
[email protected]

Date: 10/27/2008~10/31/2008 Customer/Model :ALL

Team Title : OEE improvement Line/Area/ Module :ALL line
Sep WW43 WW44 WW44
Unit Of
Start Date: Date:
CTQs Measur Target Day 1 Day 2 Day 3 Day 4 Day 5 % Improved Status
Week 1 Week 2
ement
OEE(FCM II) % 57% 65.0% 57.8% 58.0% 57.8%
OEE (NXT) % 61% 70.0% 71.2% 68.0% 75.2%
OEE(Pace-MV2F) % 50% 55.0% 57.2% 58.3% 83.0%
OEE (NEC-CP6) % 44% 55.0% 46.4% 31.0% 43.7%
OEE (Pace-CM602) % 85.0% 52% 86.8% 90.0% 94.0%
dow ntime Min 5.08% 3% 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&O’s 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.

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06 7

Title: Shenzhen Site OEE Improvement Source :Internal Kaizen
Shenzhen Fu Yong
Oct. 2008
Sub-Title : SMT Line Balance [email protected]

Method for
Operations: Problem Action Taken Results
Sustaining
Hard Soft
Savings Savings
SMT Metrics (USD/ (USD/
Production Sankyo Study machine (UOM) Before After % Improved month) month) Do right thing at
demand process time one by first time.
increased, and one and try to Programmer
LBR 81.25% 92.50% 13%
Customer: one line cannot improve line LBR should deliver
meet customer and increase line well balanced
Sankyo requirement productivity UPH 120 140 17% program to SMT
Tools Used
Lean

Before Kaizen After Kaizen

Cycle Time Cycle Time

25
30 24 20 20
20 20 18
18 16
16
Second

20 Second
15
C/T C/T
10 10
5
0 0
S/P MV1 MV2 IC Placer S/P MV1 MV2 IC Placer
Station Station

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06 8

Title : Shenzhen Site OEE Improvement Source :Internal Kaizen
Shenzhen Fu Yong
Oct. 2008
Sub-Title : SMT Line Balance [email protected]
Method for
Operations: Problem Action Taken Results
Sustaining
Hard Soft
Savings Savings
SMT Metrics (USD/ (USD/
Production Sankyo Study machine (UOM) Before After % Improved month) month) Do right thing at
demand process time one by first time.
increased, and one and try to Programmer
LBR 84.80% 98.00% 15%
Customer: one line cannot improve line LBR should deliver
meet customer and increase line well balanced
Pace requirement productivity UPH 44 60 36% program to SMT
Tools Used
Lean
Six Sigma ECPH 33.68% 50.08% 48%

Before Kaizen After Kaizen

Cycle time Cycle time

100 80
75
57 59 48 49 50
second

60
50 second
C/T 40 C/T
0 20
0
0
S/P MV2 MV2 MPAV2 S/P MV2 MV2 MPAV2
stations stations

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06 9

 Title : Shenzhen Site OEE Improvement Source :Internal Kaizen
Shenzhen Fu Yong
Oct. 2008
Sub-Title : SMT Line Balance [email protected]
Method for
Operations: Problem Action Taken Results
Sustaining
Hard Soft
Savings Savings
Metrics (USD/ (USD/
SMT production
Sankyo Study machine (UOM) Before After % Improved month) month) Do right thing at
demand process time one by first time.
increased, and one and try to Programmer
LBR 84.80% 98.00% 15%
Customer: one line cannot improve line LBR should deliver
meet customer and increase line well balanced
Pace requirement productivity UPH 44 60 36% program to SMT
Tools Used
Lean
Six Sigma ECPH 33.68% 50.08% 48%

Before Kaizen After Kaizen

Cycle time Cycle time

150 150
100 110
85 90 85 90
second

100 second 100

C/T C/T
50 50
0
0 0
S/P MV2 MV2 MPAV2 S/P MV2 MV2 MPAV2
stations stations

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06 10

Title : Shenzhen Site OEE Improvement Source :Internal Kaizen
Shenzhen Fu Yong
Oct. 2008
Sub-Title : SMT Line Balance [email protected]

Method for
Operations: Problem Action Taken Results
Sustaining
Hard Soft
Metrics Savings Savings
Before After % Improved
SMT (UOM) (USD/ (USD/
operation month) month)
Do right thing in first
Use MPS to LBR 96% 98% 2% time. Programmer
Low ECPH
optimize the should deliver well
Customer: and LBR balanced program to
program
SMT
ECPH 39.44% 50% 10%
pace
Tools Used
Lean UPH 44 60 16
Six Sigma

Before Kaizen After Kaizen

SMT21-1 machine cycle time SMT21-1 machine cycle time

80
70
60
40 75 50
Time(s)
57 59
20 30 48 49 50
0 10
MV2F(1) MV2F(2) MPAV2B MV2F(1) MV2F(2) MPAV2B

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06 11

 Title : Shenzhen Site OEE Improvement Source :Internal Kaizen
Shenzhen Fu Yong
Oct. 2008
Sub-Title : SMT Line Balance [email protected]

Method for
Operations: Problem Action Taken Results
Sustaining
Hard Soft
Saving Saving
Metrics
SMT Before After % Improved s s
(UOM)
Operation:li (USD/ (USD/
ne22-1 month) month) Do right thing in first
Use MPS to time. Programmer
Low ECPH LBR 90.39% 96.07% 5%
optimize the should deliver well
and LBR balanced program to
program
Customer: SMT
ECPH 33.67% 50.08% 16%
PACE
Tools Used
Lean UPH 44 60 16
Six Sigma

Before Kaizen After Kaizen

SMT22-1 PVR3 cycle time SMT22-1 PVR3 cycle time

80 60
60 50 After Kaizen
40
40 75 30 51
69 48 48
57
20 20
10
0 MV2F(1) MV2F(2) MPAV2B
MV2F(1) MV2F(2) MPAV2B Time(s) 48 48 51

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06 12

 Title : Shenzhen Site OEE Improvement Source
Source:Internal
:InternalKaizen
Kaizen
Shenzhen
ShenzhenFu FuYong
Yong
Sub-Title : Supporting Block Oct.
Oct.2008
2008
[email protected]
[email protected]

Method for
Operations: Problem Action Taken Results
Sustaining
SMT Original Use supporting Metrics Before After % Improved $ Hard $ Soft standard
Operation: supporting pin block to replace solder procedue to
paste
14-1 can not satisfy supporting pin to define supporting
printing
with demand support PCB better quality 98% 99.96% 2% block using in
Customer: of
solder paste
quality,which station
take
Thomson production
Tools Used print issue
Lean
Six Sigma
Before Kaizen After Kaizen

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06 13

 Title : Shenzhen Site OEE Improvement Source
Source:Internal
:InternalKaizen
Kaizen
Shenzhen
ShenzhenFu FuYong
Yong
Sub-Title : Special Stickup Tools Oct.
Oct.2008
2008
[email protected]
[email protected]

Method for
Operations: Action Taken Results
Sustaining
Metrics Before After % Improved $ Hard $ Soft
SMT
standard
Operation
procedue to
solder paste make a careep quality define careep
Customer: misprinting table to attach table using in
cause plasitic on board to solder paste
potencial protect PCB from station when pilot
All quality issue cleaning
Tools Used run
Lean
Six Sigma
Before Kaizen After Kaizen

Design special
stickup tools to
finish film cover

Tape is
difficult to
cover PCB

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06 14

 Source
Source:Internal
:InternalKaizen
Kaizen
Title : Shenzhen Site OEE Improvement Shenzhen
ShenzhenFu FuYong
Yong
Oct.
Oct.2008
Sub-Title: PIP Repair Trolly 2008
[email protected]
[email protected]

Method for
Operations: Problem Action Taken Results
Sustaining
Two persons to Make use of trolly to Metrics Before After % Improved $ Hard $ Soft Training all
SMT remove PIP from help remove PIP of FCM technicians to
Operation M/C for repair –
Waste manpower Manpower operate PIP
repair trolly
Customer:
PACE&
THM
Tools Used
Lean
Six Sigma

Before Kaizen After Kaizen

Just need
one
technician

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06 15

 Title : Shenzhen Site OEE Improvement Source
Source:Internal
:InternalKaizen
Kaizen
Shenzhen
ShenzhenFu FuYong
Yong
Sub-Title : FCM Water Filter Oct.
Oct.2008
2008
[email protected]
[email protected]

Method for
Operations: Problem Action Taken Results
Sustaining
Water&oil Add a filter to make Metrics Before After % Improved $ Hard $ Soft
SMT
was found in machine get dry air Maintenance
Operation
compress filter periodically
air,which D/T
Customer:
brought a lot
PACE& of down time
THM up
Tools Used
Lean
Six Sigma

Before Kaizen After Kaizen

Setup a filter
to make
compress air
dry

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06 16

 Title : Shenzhen Site OEE Improvement Source
Source:Internal
:InternalKaizen
Kaizen
Shenzhen
ShenzhenFu FuYong
Yong
Sub-Title : Soft Supporting Pin Oct.
Oct.2008
2008
[email protected]
[email protected]

Method for
Operations: Problem Action Taken Results
Sustaining
Some Only use one soft Metrics Before After % Improved $ Hard $ Soft
Changeover support pins support pin ,it Fuji all NXT line
need move in needn't move when Yokoten the line.
smt machine each changeover. D/T
Customer:
when each
changeover.
ALU Yield
Tools Used
Lean
Six Sigma
Before Kaizen After Kaizen

Only one soft

Some supporting pins supporting pin and it
need re-setup when needn’t move when
changeover changeover

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06 17

 Source :Internal Kaizen
Kaizen News Paper Shenzhen Fu Yong
Oct. 2008
[email protected]

Time
Action Item Who Due Date % Completed Remarks
Planned Closed

Line22-1 SMT balance Liu Liming Oct28 Oct27 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 25% Complete 75% Complete

• No
• No Space 50% Complete 100% Complete

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06 18

 Source :Internal Kaizen
Kaizen Log – Homework Moving Forward Shenzhen Fu Yong
Oct. 2008
[email protected]

Action Item Who Due Date Time % Completed Remarks

Continue to work with facility department to improve compress

air,which will help to assure our machine work in good condition James Peng 2008/11/15

Programmer optimizes program to satisfy with machine configure. Fanghui Li 2008/12/1

25% Complete 75% Complete

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.
50% Complete 100% Complete
• 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 19

 Source :Internal Kaizen
Lessons & Tools Learned Shenzhen Fu Yong
Oct. 2008
[email protected]

Application in our jobs

No Lessons & Tools Learned
(Please be specific)

1 Make use of 5why to solve issue Help to find out root cause of down-time
Program optimization is the base of
2 Program optimization will improve LBR
production.
3 Team work is the way to success BrainStorm

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06 20

 Source :Internal Kaizen

Kaizen Log – Proposal for Yokoten Shenzhen Fu Yong

Oct. 2008
[email protected]

Items proposed for Yokoten Who Due Date Time % Complete Remarks

Get dry air by setup valve to keep water away from SMT machine James Peng 2008/11/15

Setup soft supporting pin to replace original support pin to reduce

changeover time Lee TX 2008/11/15

Note:
• Please include follow up action items that needs to be continued after the workshop. 25% Complete 75% Complete

• 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. 50% Complete 100% Complete

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06 21

 Source :Internal Kaizen
Shenzhen Fu Yong
5 Why Analysis Oct. 2008
[email protected]

5 WHY CONCEPT
THOMSON FCM DOWNTIME ANALYSE
Defect THOMSON FCM VACUUM ALARM
total
Line name 17 18 20 21 23 24
time rate
Condition Machine PIP running that vacuum alarm
真空报警 10 20 10 0 30 100 170 35.4%
Date
Occurred
1 Step. 取料不良 30 0 0 0 20 10 60 12.5%
飞达不良 0 0 0 0 0 10 10 2.1%
Area Line 23-1
更换线 0 0 0 0 20 0 20 4.2%
Responsible
Huang Jh
调整偏位 30 20 0 20 110 20 200 41.7%
Division
其它 5 10 0 0 5 0 20 4.2%
Find The Cause (5 WHY)
1 WHY 2 WHY 3 WHY 4 WHY 5 WHY
per line down time analysis chart

Because of some
Because valve 4.2%
Because valve is conpression air Because tube
Why FCM valve running
unstable,Why uncleanly,Why compression air
vacuum alarm. defect,Why have
valve is unstable. compression air have water.
the defect.
uncleanly.
真空报警
35.4%
取料不良

Cause Because tube compression air have water. 41.7% 飞达不良

更换线
Counter
Machine filter have not water. 调整偏位
Measure
其它
Enforcement 4.2% 12.5%
Limit
Need buy spare part and do monthly maintain. 2.1%

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06 22

 Source :Internal Kaizen
SMT Value Stream Map Shenzhen Fu Yong
Oct. 2008
[email protected]
Conveyor
Loader&

Loading Plan Program

2*UPH Production Administrator
weekly Forecast
daily Control

S/P Production Flow

Conveyor

SPI Firm Weekly

HUB
Conveyor

Daily
Shipment
Plan
C/P

H/L W/S Touch Up Assembly

Conveyor

Suppliers
IC/P
Conveyor

WIP
R/O AOI ICT FT Packing
Conveyor

WT : Waiting Time Value Add

: Supplier : Picking cart : Material : Information : Process E : Elevator
: Fork lift V
Flow(Blue) Flow(Black) PT: Processing Time Value Enabler

: Store : Truck : Process : Receipts : PC : Inventory T: Touches Non-Value Add

Flow(Black)

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06 23

 Source :Internal Kaizen
Shenzhen Fu Yong
Oct. 2008
[email protected]

Thank you Design. Build. Ship. Service.

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06 24