1. Bose Lean Enterprise
Bose Confidential
Project : Improve LMPU by increasing
SMT UPH.
Presented by : Damian Murphy Denis
2. Bose Lean Enterprise
• Reduce LMPU of HED products running at
SMT by 20 June 2014.
Challenge
3. Bose Lean Enterprise
Plan
Step 1: Define and Breakdown Problem
Step 2: Grasp Current Condition
Step 3: Set a Target Condition
Step 4: Conduct Root Cause and Gap
Analysis
Step 5: Identify Potential Countermeasures
4. Bose Lean Enterprise
PROBLEM STATEMENT
• Current LMPU is based on Tijuana’s
UPH and is not reflecting our actual
LMPU/UPH. We could be achieving
more than Tijuana’s rates/UPH based
on BSM configuration.
IMPACT STATEMENT
• Without UPH improvement there will
be a considerable wastage in terms
of line utilization and capacity.
• There is a significant opportunity to
improve SMT UPH thereby also
improving on our current LMPU as
well.
Step 1: Define & Break Down
Problem
Team Lead:
Damian M Denis
Champion:
Mr. Ahmad Zamsari
Zakaria
Team Members:
Harlina Ismail
Chew Tzy Ching
Niven Lam
Tan Hock Lee
TEAM
5. Bose Lean Enterprise
Step 2: Grasp Current Condition
- We are running ahead for some of HED
products.
- Hence, 80% of our HED models are running at
below capacity and this does not reflect our
actual capability at SMT.
- This needs to be changed so that the line is
fully utilize and the lines are always
productive.
0
0.5
1
1.5
2
2.5
3
3.5
1 2 3 4 5 6
Number of days ahead
Days
Linear (Days)
6. Bose Lean Enterprise
TARGET CONDITION
• All SMT HED model will have a
new LMPU target based on the
new UPH and cycle time by 10
June 2014.
GOAL
• Reduce cycle-time for HED
products at SMT hence
improving LMPU by 10 June
2014.
Step 3: Set a Target Condition
OBSTACLES
- This reduction in
LMPU requires
all parties to play
a role in
achieving the
targeted cycle-
time/UPH.
7. Bose Lean Enterprise
Step 4: Conduct Root
Cause & Gap Analysis
WHY SMT
UPH is not
reflecting
the actual
BSM
capacity
rates ?
No data on
SMT potential
cycle-time &
rates.
Un-even line
balancing at Siplace
machine
Manual insert
components are a
bottleneck in
some HED
models.
Diff machine config
available but cycle
time is still same
Comfort zone
based on TJ
rates.
Siplace machine is
sometimes slower than
hand load process.
Measurement
Manpower Machine
Problem Statement
Machine
8. Bose Lean Enterprise
Step 5: Identify Potential
Countermeasures
1) Measure SMT cycle time with
current SMT configuration for
all models.
2) Check theoretical cycle time
thru SMT simulation.
3) Work with core team for any
UPH gaps between pt. 1 & 2.
4) Do line balancing for models
that needs improvement.
5) Improve on hand load process
by machine operator.
Timeline
Key Milestone Date
1) Measure SMT
cycle time
10th May
2) SMT
Simulation
14th May
3) Bridge the
gap
21th May
4) Line
Balancing
24th May
5) Improve hand
load
30th May
10. Bose Lean Enterprise
After brainstorming the team agrees on a set of
solutions based on their knowledge & experience.
In addition, we use the prioritization matrix to help us to
zero in on some of the important decision criteria and we
found it correlates with the team decision as well.
The below shows the solution the team have opted to
implement as subject matter expertise:-
i. Measure actual SMT cycle time for all models
ii. Simulate theoretical SMT cycle time
iii. Bridge the gap between i & ii.
iv. Do line balancing for SMT lines
v. Improve hand load cycle time process
Brainstorming & Subject Matter Expertise
Step 6: Develop & Test
Countermeasures
12. Bose Lean Enterprise
Step 6: Develop & Test
Countermeasures
Countermeasure Selection
The above matrix clearly shows which countermeasures
should be prioritized to get the best/optimum result with
the given resources we have at SMT.
The team decided that all these countermeasures are
important and thus must be implemented to achieve our
goal.
But all these countermeasures must be prioritized as a
continuous flow according to their importance in the
matrix.
So, which countermeasures are selected?
13. Bose Lean Enterprise
Step 7: Refine & Finalize
Countermeasures
The Finalized Countermeasures
Actions Status Lesson learnt Doc. Update Define KPI Owner
Measure actual SMT cycle time
for all models
Done
Massive opportunity for
improvement
No
Will reflect in
reduce LMPU
IE
Simulate SMT cycle time Done NA No NA Engineering
Bridge the gap Done
Gap to be reduced to
achieve optimum cycle
time
No NA Core team
Line balancing Done NA No NA Core team
Improve hand load cycle time Done
To be done
simultaneously during line
balancing activity
No NA Core team
14. Bose Lean Enterprise
Step 8: Implement
Countermeasures
Progress checks – Below is the timeline to wrap up all
countermeasures by end of May 2014.
17. Bose Lean Enterprise
Step 9: Measure Process
Performance
New SMT UPH & LMPU Results
TSS UPH & LMPU Results
Total Models – 15
Improved UPH & LMPU – 12
% of Improvement – 80%
Financial Benefits :
- BSM LMPU is reduced aggressively without increasing the number
of lines and headcount!
BSS UPH & LMPU Results
Total Models – 18
Improved UPH & LMPU – 16
% Improvement – 88.88%
18. Bose Lean Enterprise
Step 9: Measure Process
Performance
Financial Benefits :
- Line is fully utilize without too much sand-bagging!
Monitoring:-
1) All SMT build from 1 June 2014 onwards is following the
new UPH & LMPU target.
2) Monitoring was done from 1 – 15 June 2014 and the
result during WW25 is as per the new UPH/LMPU
target.
Reflection:-
1) We needed to go beyond our comfort zone so as to
continually improve ourselves as a TEAM in key KPI’s.
19. Bose Lean Enterprise
Act
Step 10: Refine, Standardize and Stabilize
the process
Step 11: Monitor Process Performance
Step 12: Evaluate Results, Share Learning
20. Bose Lean Enterprise
Steps 10 – 12: Standardize / Monitor
Performance / Share Learning
Standards
- All SMT production schedule for HED will reflect the new
UPH from 30 June 2014.
- To implement this new UPH/LMPU on other new SMT
lines that are to be set-up in BSM.
Yokoten Opportunities
Next Steps
- To improve SMT UPH & LMPU for ASD models.
