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John Glenning's Process Development and Manufacturing Strategy
John Glenning's Process Development and Manufacturing Strategy
John Glenning's Process Development and Manufacturing Strategy
John Glenning's Process Development and Manufacturing Strategy
John Glenning's Process Development and Manufacturing Strategy
John Glenning's Process Development and Manufacturing Strategy
John Glenning's Process Development and Manufacturing Strategy
John Glenning's Process Development and Manufacturing Strategy
John Glenning's Process Development and Manufacturing Strategy
John Glenning's Process Development and Manufacturing Strategy
John Glenning's Process Development and Manufacturing Strategy
John Glenning's Process Development and Manufacturing Strategy
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John Glenning's Process Development and Manufacturing Strategy

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Process Development and Manufacturing Strategy

Process Development and Manufacturing Strategy

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  • 1. © John Glenning 2008© John Glenning 2008John Glennings ProcessJohn Glennings ProcessDevelopment-Development-Manufacturing StrategyManufacturing StrategyJohn GlenningJohn GlenningDecember 2, 2008December 2, 2008
  • 2. © John Glenning 2008© John Glenning 2008Process Development-ManufacturingProcess Development-ManufacturingStrategyStrategyProcess Development Philosophy:1. Resolve critical problemsEliminate all problems that cause the product to fail during the manufacturingprocess or prevent the product from operating functionally2. Meet product specificationsSuccessfully build early hardware for the down stream processes and allow forproduct testing3. Eliminate precision problemsMinimize variability in the incoming material and the manufacturing processes inspace and time4. Optimize the manufacturing process using Designed Experiment• Optimized Conditions (eliminate accuracy problems)• SPCMeasure all process parameters and mid-stream product parameters toidentify product variables to control chart and the process variables to adjust
  • 3. © John Glenning 2008© John Glenning 2008Process Development-ManufacturingProcess Development-ManufacturingStrategyStrategyProcess Development Philosophy:5. Develop High Manufacturing CapabilityImprove the Cp & Cpk for all final product variables at all locations to 2.0 orgreater6. High YieldsCp & Cpk for all final product variables at all locations to 2.0 or greater directlylead to high yields.7. Eliminate Mass InspectionCp & Cpk for all final product variables at all locations to 2.0 or greater allows foreliminating mass inspection and replace with sample inspection8. Qualify the manufacturing processStress the manufacturing line by building more product to tighter standards overa shorter period of time. This will identify manufacturing problems that mayoccur during full scale manufacturing
  • 4. © John Glenning 2008© John Glenning 2008Process Development-ManufacturingProcess Development-ManufacturingStrategyStrategyProcess Development Philosophy:9. Reduce Cycle TimeFind sources in process set-up, manufacturing operations and processbreakdown & clean-up that hurt capacity utilization10.Improve Equipment Up-timeDevelop a preventive maintenance plan that addresses sources of equipmentcrashes and be prepared to do preventive maintenance during unplanneddowntime11.Reduce Manufacturing CostsIdentify and qualify alternative incoming materials that maybe used, adjust theprocesses to allow for increased manufacturing speed without sacrificing qualityand look for opportunities to reduce the manpower to operate the equipment
  • 5. © John Glenning 2008© John Glenning 2008Process Development-ManufacturingProcess Development-ManufacturingStrategyStrategyProcess Development Philosophy:• Consistently track key manufacturing metrics• Capability (Quality)• Cycle time• Equipment up-time• Total Manufacturing CostIncoming material, capital depreciation, labor, maintenance andengineering support• It cost 10 times more to solve problems in manufacturing than indevelopment and it cost 10 times more to solve problems in developmentthan in researchThe earlier problems are identified and resolved, the less it costs thebusiness
  • 6. © John Glenning 2008© John Glenning 2008Process Development-ManufacturingProcess Development-ManufacturingStrategyStrategyProcess Development Philosophy:• Capability is the standard to determine the ability of the manufacturingprocess to build the product so it consistently meets customerspecification. This needs to be done for all specified product features bylocation• Cp = (USL – LSL)/6σ & Cpk = lesser of (USL - µ)/3σ and(µ- LSL)/3σ• Cp & Cpk < 1.00: Process is “Not Capable”• Cp & Cpk ≥ 1.00 for features at all locations: Process is “Capable”• Cp & Cpk ≥ 2.00 for features at all locations: Elimination of massinspection• Cp & Cpk ≥ 3.00 for features at all locations: World ClassManufacturer
  • 7. © John Glenning 2008© John Glenning 2008Process Development-ManufacturingProcess Development-ManufacturingStrategyStrategyProcess Development Philosophy:• Repeatability Studies for both product and process measurement systems: Is themeasurement error significantly less than the differences you are trying to detect?• When problems are identified, determine if they are accuracy or precisionproblems. This is critical because the solutions are different.Accurate but not precise Precise but not accurate• Cp & Cpk will help to identify the accuracy & precision problems• First solve the precision problems because they can mask accuracy problems• Consistent incoming material in space & time• Minimize process variability in space & time• Designed experiments are excellent at solving accuracy problems
  • 8. © John Glenning 2008© John Glenning 2008Process Development-ManufacturingProcess Development-ManufacturingStrategyStrategyProcess Development Philosophy:• Understanding Manufacturing Processes• Hold your suppliers to meet your material specifications in space & time• Track & identify incoming material lots to your product• Retain samples of incoming material for future analysis• Capture time-stamped processing data in a database• Time stamp product when run in each process• Measure product mid-stream• Correlate incoming material lots & processing data to interim and finalproduct attributes• This does not demonstrate cause & effect• Cause & effect is demonstrated when the problems can be created at will
  • 9. © John Glenning 2008© John Glenning 2008Process Development-ManufacturingProcess Development-ManufacturingStrategyStrategyProcess Development Philosophy:• Yield Improvement Plans• Do not develop yield improvement plans based oninspection reports• Inspection is “First Defect Found”• First Defect Found-finds the easiest defect to inspect for,not the most common defect• Yield improvement plans need to be based on defectunlayering• Start from end of the process-biggest impact on costs
  • 10. © John Glenning 2008© John Glenning 2008Process Development-ManufacturingProcess Development-ManufacturingStrategyStrategyProcess Development Philosophy:• Cycle Time• Minimize Cycle Time• Eliminate or minimize “non-value added process” like set-up• Find the slowest step and work on it until it is no longer theslowest step• Low variability in cycle time• Requires more starts to ensure customer shipments are notmissed• Inventory unneeded finished products• Adds significant costs• “Tail chasing sessions”-attack the “problem of the day”
  • 11. © John Glenning 2008© John Glenning 2008Process Development-ManufacturingProcess Development-ManufacturingStrategyStrategyProcess Development Philosophy:• Improve Equipment Up-time• Product Change-overs• Keep required tools & materials at the equipment• Planned downtime-maintenance & upgrades• Unplanned downtime-machine crashes• Plan for unplanned downtime• Be prepared to do maintenance• Cost• Track on a continual basis• If costs are highly variable, profitability cannot be assured• Difficult to reduce manufacturing costs
  • 12. © John Glenning 2008© John Glenning 2008Process Development-ManufacturingProcess Development-ManufacturingStrategyStrategyEnd of Presentation

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