Internal Kaizen for OEE Improvement-Team8

7/30/2019 Internal Kaizen for OEE Improvement-Team8

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1GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06

Source :Internal Kaizen

Shenzhen Fu Yong

Oct. 2008

[email protected]

Design. Build. Ship. Serv

ice.

OEE Improvement

Document Title : OEE Improvement (Operations)

Document No : GBE-KPO-4-001-00

Doc. Revision : 06

Document Date : Oct27, 2008

Bus iness Excel lence

Project Title :OEE ImprovementSite : Shenzhen

Line/Area :All project

Team No :Team

Date :Oct27 ,08

Category :Operation

Type : Internal Kaizen


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Shenzhen Fu Yong

Oct. 2008

[email protected] of Contents

PDCA (Plan Do Check Adjust) 3

Independent Study on Kaizen Needs 4

Kaizen Team Members 5

Goals & Objectives 6

Target Sheet 7

Process & Information Flow 8

Value Stream Map 9

Standard Work Sheet (Before) 10

Standard Work Combination Sheet 11

Takt / Cycle time Graph (Before) 12

Spaghetti Chart (Before) 13

5 Why Analysis 14

7 Ways 15

Contents Slide(s) Contents Slide(s)

Idea Evaluation Sheet 16

Golf Score Tools 17

Golf Score tools (Before & After) 18

Before & After Kaizen 19

Spaghetti Chart (After) 20

Standard Work Sheet (After) 21

Takt / Cycle Time Graph (After) 22

Kaizen News Paper 23

Kaizen Log (Homework Moving Forward) 24

Lesson & Tools Learned 25

Kaizen Log (Proposal for Yokoten) 26

Attendance List 27

Financial Performance Dashboard 28

VSM Icon & Symbols 29

VSM Dotting Process & Keynotes 30


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Shenzhen Fu Yong

Oct. 2008

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1. Adjust

4. Check

2. Plan

Lean in Operations - PDCA

0-70% 71%-90% 91%-100% Above 100%

Machiner

y

Environme

nt

Inaccurate OEE

Data

Method

Incomplete

Data

OEE 60%

Man

Short manpower to

solve the issues

Lack of Skilled to

handle issue on

m/c

Materials

Offline setup setup not

readyMaterial missing or short

in kit

Material coming

issue

Package

changed without

informed in

advance

wrong material

Material not deliveryon time

program NOT

Optimized

Line NOT

Balanced

Reduced Speed

due to Machine

conditions

Blocked or Starved

within the line

feeder problemLack of

Employee

Awareness to

the OEE

Problem

Non-level Loading

Measurem

ent

First Article takes

too longChange-Over takes

long time

Wrong Target

CPH/UPH

parts fall out

Lack of trainin

g

Too many WIP

waiting for Top

and B/EZero spare part

inventory for

level 1

Shenzhen Site OEE Improvement

OEE Trend Chart

10%20%30%40%50%60%70%80%90%100%

Monthly

OEEand

LU

OEE Tgt

OEE

LU Tgt

LUOEE Tgt 5 5% 5 5% 5 5% 5 5% 5 5% 5 5% 5 5% 5 5% 5 5% 5 5% 6 0% 6 0% 6 0%

OEE 47.2%50.1%50.6%50.5%46.2%50.8%53.0% 52% 56.0054.8%

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%

LU 32% 32% 26% 32.4%25.2%35.2%37.7% 39% 36.1038.7%

Dec'

07

Jan'

08

Feb'

08Mar Apr May June July

Augu

stSep Oct Nov Dec

GraspThe

Situation

Date: 10/27/2008

Team Title : OEE improvement

CTQs

Unit Of

Measur

ement

StartTarget

Date:

Week 1

Date:

Week 2Day 1 Day 2 Day 3 Day 4 Day 5 % Improved Status

OEE(FCM II) % 57% 65.0% 57% 57%OEE(NXT) % 61% 70.0% 61% 61%OEE(Pace ) % 50% 55.0% 50% 50%OEE(NEC) % 44% 55.0% 44% 44%OEE(HMLV) % 38% 50.0% 38% 38%downtime Min 508% 3% 5.08% 5.08%

Customer/Model :ALL

ine/Area/ Module :ALL line

Downtime breakdownQ1'09 Q2'09

Apr May Jun Jul Aug SepDescription AverageNo schedule downtime 29.48%

43.4% 27.4% 22.8% 24.8% 35.6% 22.9%

Planned downtime 4.75% 2.7% 3.5% 4.5% 4.0% 5.4% 8.4%Equipment downtime 5.08% 5.0% 4.9% 5.9% 5.3% 3.9% 5.5%Materila downtime 0.43% 1.0% 0.9% 0.1% 02% 0.4% 0.2%Production/process D/T 0.20% 0.3% 0.1% 0.2% 02% 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%Actual production time 57.42% 46.0% 61.0% 64.5% 62.1% 51.5% 59.4%

3. Do

Identify the Gap

All issues highlighted here

should be captured under A3.

Target Sheet Progress

Show a breakdown of the subject matter

and identify area that is being focused.


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Shenzhen Fu Yong

Oct. 2008

[email protected] Study on Kaizen Needs

Present Situation and Problems :

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

Needed Output :

1.Reduce FCM machine/line downtime

2.Improve ECPH for Panasonic machine

Potential Risk and Metrics to be Monitored :

(based on kaizen needs) :Required Kaizen needs :

The cascade changeover implementation on pace

offline setupwater stride involve in Changeover

FCM offline repair station setup


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Shenzhen Fu Yong

Oct. 2008

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Note : Pls ensure that all G&O identified in this page is captured under the target sheet.

Goals & Objectives

Objectives

1. Improve OEE from current 55% to 60%

2. Reduce Machine related downtime 5.08% to 3%

3. Improve MV2F ECPH

Goals

CTQs

Unit Of

Measur

ement

StartTarget % Improved Status

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%


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Shenzhen Fu Yong

Oct. 2008

[email protected] Team Members

No of Shingijutsu

Workshop attended1 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

Workshop attended

1

2

3

Team Members Name Job Title Department

No

NoExternal Team Members Name Job Title Department


7/247GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 06


Shenzhen Fu Yong

Oct. 2008

[email protected]

Target Sheet

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.

0-70% 71%-90% 91%-100% Above 100%

Date: 10/27/2008~10/31/2008

Team Title : OEE improvementSep WW43 WW44 WW44

CTQs

Unit Of

Measur

ement

StartTarget

Date:

Week 1

Date:

Week 2Day 1 Day 2 Day 3 Day 4 Day 5 % Improved Status

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%downtime Min 5.08% 3% 6.4% 3.5% 4.0%

Customer/Model :ALL

ine/Area/ Module :ALL line




Shenzhen Fu Yong

Oct. 2008

[email protected]

Before Kaizen After Kaizen

Title: Shenzhen Site OEE Improvement

Sub-Tit le : SMT Line B alance

Metrics(UOM) Before After % Improved

HardSavings(USD/month)

SoftSavings(USD/month)

Lean

81.25%

Method forSustaining

ResultsAction Taken

Sankyo

perations

SMTProduction

Customer:

Problem

92.50%

Do right thing atfirst time.

Programmershould deliverwell balanced

program to SMT

Study machineprocess time one by

one and try toimprove line LBRand increase line

productivity

Sankyodemand

increased, andone line cannotmeet customer

requirement

Tools Used

13%

UPH 120 140 17%

LBR

Cycle Time

24

20 18 16

0

10

20

30

S/P MV1 MV2 IC Placer

Station

Second

C/T

Cycle Time

20 2018

16

0

5

10

15

20

25

S/P MV1 MV2 IC Placer

Station

Second

C/T




Shenzhen Fu Yong

Oct. 2008

[email protected]


Title : Shenzhen Site OEE Improvement

Sub -Tit le : SMT Lin e Balance




Lean

Six Sigma



program to SMT



productivity

Sankyodemand


requirementTools Used

15%

UPH 44 60 36%

LBR


ResultsAction Taken

Pace

perations:

SMTProduction

Customer:

Problem

98.00%

ECPH 33.68% 50.08% 48%

84.80%

Cycle time

57 5975

00

50

100

S/P MV2 MV2 MPAV2

stations

second

C/T

Cycle time

48 49 50

0

20

40

60

80

S/P MV2 MV2 MPAV2

stations

secon

d

C/T




Shenzhen Fu Yong

Oct. 2008

[email protected]







Lean

Six Sigma



program to SMT



productivity

Sankyodemand


requirementTools Used

15%

UPH 44 60 36%

LBR


ResultsAction Taken

Pace

perations:

MT productio

Customer:

Problem

98.00%

ECPH 33.68% 50.08% 48%

84.80%

Cycle time

10085

110

00

50

100

150

S/P MV2 MV2 MPAV2

stations

secon

d

C/T

Cycle time

9085

90

0

50

100

150

S/P MV2 MV2 MPAV2

stations

second

C/T


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Shenzhen Fu Yong

Oct. 2008

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Metrics

(UOM)Before After % Improved

Hard

Savings

(USD/

month)

Soft

Savings

(USD/

month)

LeanSix Sigma

Do right thing in first

time. Programmer

should deliver well

balanced program to

SMT

16

10%

Method for

SustainingResults

96% 2%

39.44% 50%

44

98%

Action Taken

pace

perations:

SMT

operation

Customer:

Problem

Use MPS to

optimize the

program

Tools Used

60

Low ECPH

and LBR

LBR

UPH

ECPH

SMT21-1 machine cycle time

57 5975

0

20

40

60

80

MV2F(1) MV2F(2) MPAV2B

SMT21-1 machine cycle time

48 49 50

10

30

50

70


Time(s)




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Shenzhen Fu Yong

Oct. 2008

[email protected]

Before Kaizen

After Kaizen

Metrics(UOM)

Before After % Improved

Hard

Savings

(USD/

month)

Soft

Savings

(USD/

month)

LeanSix Sigma

Method for

Sustaining

60 16UPH

Do right thing in first

time. Programmer

should deliver well

balanced program to

SMT

44

ECPH 33.67% 50.08%

Action Taken

PACE

perations

SMT

Operation:li

ne22-1

Customer:

Problem

Low ECPH

and LBR

Use MPS to

optimize the

program

Tools Used

16%

LBR

Results

90.39% 96.07% 5%

SMT22-1 PVR3 cycle time

5769 75

0

20

40

60

80


SMT22-1 PVR3 cycle time

48 48 51

10

20

3040

50

60

Time(s) 48 48 51


After Kaizen




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Shenzhen Fu Yong

Oct. 2008

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Metrics Before After % Improved $ Hard $ Soft

LeanSix Sigma

Tools Used


ResultsAction Taken

Thomson

perations

SMT

Operation:14-1

Customer:

Original

supporting pincan not satisfywith demandofquality,whichtakeproductionprint issue

98%

Use supporting

block to replacesupporting pin tosupport PCB better

Problem

standard

procedue todefine supporting

block using insolder paste

station

solderpaste

printing

quality 99.96% 2%



Sub-Tit le : Suppo rt ing B lock


Shenzhen Fu Yong

Oct. 2008

[email protected]


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Shenzhen Fu Yong

Oct. 2008

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LeanSix Sigma

standardprocedue to

define careeptable using insolder paste

station when pilotrun

qualitymake a careeptable to attachplasitic on board toprotect PCB fromcleaning

Tools Used


ResultsAction Taken

All

perations

SMTOperation

Customer:solder pastemisprintingcausepotencialquality issue



Sub -Tit le : Special Stick up Too ls


Shenzhen Fu Yong

Oct. 2008

[email protected]

Tape is

difficult to

cover PCB

Design special

stickup tools to

finish film cover


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Shenzhen Fu Yong

Oct. 2008

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Lean

Six Sigma

Tools Used

Method for

SustainingResultsAction Takenperations

SMTOperation

Customer:

Problem

PACE&THM

Two persons to

remove PIP fromM/C for repai r

Waste manpower

Make use of trolly to

help remove PIP of FCMTraining alltechnicians tooperate PIPrepair trolly

Manpower

Title : Shenzhen Site OEE ImprovementSub -Title: PIP Repair Tro lly


Shenzhen Fu Yong

Oct. 2008

[email protected]

Just need

one

technician


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Shenzhen Fu Yong

Oct. 2008

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Lean

Six Sigma

D/T

Add a filter to make

machine get dry air

Problem

Maintenancefilter periodically

Tools Used


ResultsAction Taken

PACE&THM

perations

SMT

Operation

Customer:

Water&oil

was found incompressair,whichbrought a lotof down timeup



Sub -Tit le : FCM Water Filter


Shenzhen Fu Yong

Oct. 2008

[email protected]

Setup a filter

to make

compress air

dry

Titl Sh h Sit OEE I t


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Shenzhen Fu Yong

Oct. 2008

[email protected]


LeanSix Sigma

Fuji all NXT lineYokoten the line.

Tools Used


ResultsAction Taken

ALU

perations

Changeover

Customer:

Some

support pinsneed move insmt machinewhen eachchangeover.

Only use one soft

support pin ,itneedn't move wheneach changeover.

Problem

Yield

D/T


Only one soft

supporting pin and it

neednt move when

changeover

Some supporting pins

need re-setup when

changeover


Sub-Tit le : Soft Suppo rt ing Pin


Shenzhen Fu Yong

Oct. 2008

[email protected]


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Shenzhen Fu Yong

Oct. 2008

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Action Item Who Due Date Time % Completed RemarksPlanned ClosedLine22-1 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

Line6-1 SMT cycle time balance Lu Road Oct29 Oct28 Oct29

UPH increase 10 pcs

Line22-1 SMT machine c/t balance Liu Liming Oct29 Oct28 Oct29 UPH increased 16 pcs

Kaizen News Paper

No Money

No

No Space

25% Complete 75% Complete



19/24



Shenzhen Fu Yong

Oct. 2008

[email protected]

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.

Kaizen Log Homework Moving Forward

Action Item Who Due Date Time % Completed RemarksContinue 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




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Shenzhen Fu Yong

Oct. 2008

[email protected]

Lessons & Tools Learned

NoApplication in our jobs

(Please be specific)

1 Help to find out root cause of down-time

2 Program optimization will improve LBR

3 BrainStorm

4

5

Lessons & Tools Learned

Make use of 5why to solve issue

Program optimization is the base of

production.

Team work is the way to success


21/24



Shenzhen Fu Yong

Oct. 2008

[email protected]

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.

Kaizen Log Proposal for Yokoten

Items proposed for Yokoten Who Due Date Time % Complete RemarksGet 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




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Shenzhen Fu Yong

Oct. 2008

[email protected] Why Analysis

Enforcement

Limit

Why FCM

vacuum alarm.

Machine filter have not water.

Need buy spare part and do monthly maintain.

Because tube

compression air

have water.

Because of some

valve running

defect,Why have

the defect.

Because valve is

unstable,Why

valve is unstable.

Counter

Measure

Cause Because tube compression air have water.

Because valve

conpression air

uncleanly,Why

compression air

uncleanly.

Line 23-1

Responsible

DivisionHuang Jh

5 WHY1 WHY 2 WHY 3 WHY 4 WHY

5 WHY CONCEPT

Defect THOMSON FCM VACUUM ALARM

Condition Machine PIP running that vacuum alarm

Date

Occurred1 Step.

Area

Find The Cause (5 WHY)

Line name 17 18 20 21 23 24total

time rate

10 20 10 0 30 100 170 35.4%

30 0 0 0 20 10 60 12.5%

0 0 0 0 0 10 10 2.1%

0 0 0 0 20 0 20 4.2%

30 20 0 20 110 20 200 41.7%

5 10 0 0 5 0 20 4.2%

THOMSON FCM DOWNTIME ANALYSE

per line down time analysis chart

35.4%

12.5%2.1%

4.2%

41.7%

4.2%


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Shenzhen Fu Yong

Oct. 2008

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: Process

Flow(Black)

: Supplier : Fork lift

: Store

: Picking cart

: Truck

: Material

Flow(Blue)

: Inventory: Receipts : PC

: Process : ElevatorEV

: Information

Flow(Black)

WT : Waiting Time

PT: Processing Time

T: Touches

Value Add

Value Enabler

Non-Value Add

SMT Value Stream Map

Program

Administrator ForecastProduction

Control

Loading Plan

weekly

daily

HUB

ProductionFlow

Loader&

Conveyor

S/P

SPI

C/P

IC/P

R/O AOI

Conveyor

Conveyor

Conveyor

Conveyor

Conveyor

H/L W/S Touch Up Assembly

ICT FT Packing

Suppliers

Firm Weekly

Daily

Shipment

Plan

2*UPH

WIP


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Shenzhen Fu Yong

Oct. 2008

[email protected]

Thank you Design. Build. Ship. Service.

Documents

Internal Kaizen for OEE Improvement-Team8