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Operational Excellence in Electronics Manufacturing
Operational Excellence in Electronics Manufacturing
Operational Excellence in Electronics Manufacturing
Operational Excellence in Electronics Manufacturing
Operational Excellence in Electronics Manufacturing
Operational Excellence in Electronics Manufacturing
Operational Excellence in Electronics Manufacturing
Operational Excellence in Electronics Manufacturing
Operational Excellence in Electronics Manufacturing
Operational Excellence in Electronics Manufacturing
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Operational Excellence in Electronics Manufacturing

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Operational Excellence in Electronics Manufacturing

Operational Excellence in Electronics Manufacturing

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  • 1. Operational ExcellenceFramework ©LNS Research 2012
  • 2. Building a Model of Operational Excellence • Define Strategic and financial objectives • Create metrics and benchmark against industry leaders • Understand your business capabilities: people, process, and technology • Establish a plan for operational excellence with current resources ©LNS Research 2012
  • 3. Building a Model of Operational Excellence • Monitor gaps closely, adjusting plan to get the right results • Learn from experiences to create an atmosphere for continuous improvement • In the case of electronics, optimize shop floor drivers by intersecting the right people, processes and technologies ©LNS Research 2012
  • 4. Shop Floor Drivers ©LNS Research 2012
  • 5. Shop Floor Drivers • Quality Management • Having the right people, processes, and technologies in place is a necessity • Metrics and processes • Defects per Million Opportunities (DPMO) • Failure Mode and Effects Analysis (FMEA) • First Pass Yield • Scrap Rate • Leverage emerging software in the space ©LNS Research 2012
  • 6. Shop Floor Drivers • Lean Production • Main goals are similar across industries: level loaded flow of material, demand-driven production, operating without mistakes, etc. • Can be used to battle complexities • External: global supply-chain • Internal: companies with multiple products, lines, and plants • Modernizing processes • Go paperless • Utilize software ©LNS Research 2012
  • 7. Shop Floor Drivers • New Product Introductions (NPI) • Perhaps biggest pain point for the industry • Ability to get new ideas up and running quickly is critical • PCB engineering designs need to be quickly fed into machine programs • BoM, engineering work instructions, quality specifications, and other capabilities need to be built into running manufacturing processes • Time, volume, and quality are very important metrics ©LNS Research 2012
  • 8. Shop Floor Drivers • Traceability and Inventory Flow • Data granularity is key • Companies want to have component level traceability on a PCB or finished product assembly • Track defects and failures in the field and communicate back to engineering • Mandated in many industries by OEMs • Tightly coupled with quality and continuous improvement • Requisite for closed-loop quality management ©LNS Research 2012
  • 9. Shop Floor Drivers • OEM Visibility • The shop floor as a block box is no longer acceptable • When contract manufacturers can’t effectively improve processes, OEMs do not have the data needed to optimize supply-chain • OEMs are pressuring and in some cases providing tools to improve visibility • Cloud and enterprise solutions are important here ©LNS Research 2012
  • 10. Closing Thoughts• Establish a model of operational excellence, aligning financial and strategic goals with capabilities• Overcome challenges by optimizing shop floor drivers• Quality Management: Leverage metrics and technology• Lean Production: Modernize operations to maximize lean capabilities• NPI: Create a collaborative and communicative environment between engineering and manufacturing• Traceability: Strengthen tracking abilities to find the root causes of problems quicker – quality is critical in electronics• OEM Visibility: Utilize cloud and enterprise capabilities ©LNS Research 2012

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