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# Reduce SMT Changeover Time

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### Reduce SMT Changeover Time

1. 1. Bose Lean Enterprise Bose Confidential Project : Reduce SMT Changeover Time Presented by : Damian Murphy Denis
2. 2. Bose Lean Enterprise • Reduce SMT changeover time by 40% from 30 minutes to 18 minutes for ALL HED conversions. Challenge
3. 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. 4. Bose Lean Enterprise PROBLEM STATEMENT • Current SMT changeover time is 30 minutes vs. goal of 18 minutes (40% reduction). IMPACT STATEMENT • Without reducing changeover time we will waste 3.5 days / month or 42 days / year as non productive workdays! • This accumulated conversion time is impacting our efficiency especially so when we start to move towards medium or high mix with double shifts. Step 1: Define & Break Down Problem  Team Lead: Damian M Denis  Champion: Mr. Ahmad Zamsari Zakaria  Team Members: Roszamzura AbRashid Leow Yen Thing Niven Lam TEAM
5. 5. Bose Lean Enterprise Step 2: Grasp Current Condition - The highest set-up time spent per day is at 240 minutes (16.67%) of total production time (1440 minutes). - Average set-up time is at 175 minutes per day (almost 3 hrs / day). - The above trend is showing the frequency time is increasing! Min 0 50 100 150 200 250 300 Date 6-Jan 7-Jan 8-Jan 9-Jan 13-Jan 14-Jan 15-Jan 20-Jan 21-Jan 22-Jan 23-Jan 27-Jan 28-Jan 29-Jan Change Over (Min) Trend Line
6. 6. Bose Lean Enterprise Step 2: Grasp Current Condition Question:- What is the highest contributor of SMT set-up time?
8. 8. Bose Lean Enterprise TARGET CONDITION • All SMT HED model changeover will have a new flow to meet the 18 minutes SMT changeover time. GOAL • Reduce EACH conversion time to 18 minutes by 27 Feb 2014. Step 3: Set a Target Condition OBSTACLES - That this changeover requires all parties to play exact/specific role to achieve the stated 18 minutes.
9. 9. Bose Lean Enterprise Step 4: Conduct Root Cause & Gap Analysis WHY SMT Changeover takes 30 minutes for each setup? Debugging 1st PCBA AOI verification Shortage of materials from Supermarket/WH Debugging 2nd PCBA AOI verification Materials comes with quality issues Confirming PUP, Pitch etc are done in-line Cleaning process for old stencil done inline Scanning of materials are done in-line No F1 mindset in doing set-up change Movement between incoming & outgoing gantry tables Push out new material from Supermarket to SMT Measurement Materials Manpower Machine MethodProblem Statement
10. 10. Bose Lean Enterprise Step 4: Conduct Root Cause & Gap Analysis The fishbone diagram shows 2 pertinent issues:- 1) Those in red are direct causes. 2) Those in yellow are indirect causes of 30 mins SMT set-up time. a) First, we will focus on direct causes to reduce the gap to achieve 18 mins. b) But it is also equally important to have a change in mindset in achieving this whilst employing process changes as well. c) The F1 mindset will complement very well with the prescribed process changes to achieve 18 mins.
11. 11. Bose Lean Enterprise Step 5: Identify Potential Countermeasures 1) Training on F1 set-up concept. 2) Scanning of material is done off-line at Supermarket. 3) All PUP, Pitch and MSD label preparation is done off-line at Supermarket too. 4) All complete gantry table are to be brought from Supermarket into SMT line ahead 30 mins before conversion. 5) Cleaning of stencil is ONLY done once SMT begins its proper run. Timeline Key Milestone Date 1) F1 concept training 6th Feb onwards 2) Offline scanning 10th Feb 3) PUP, Pitch & MSD off-line 12th Feb 4) Gantry table readiness 14th Feb 5) Stencil cleaning offline 6th Feb
12. 12. Bose Lean Enterprise Step 5: Identify Potential Countermeasures Timeline Key Milestone Date 1st PCBAAOI & ICT speed up 6th Feb 1st PCBAAOI & ICT speed up 6th Feb Hilite WH & Planner for shortages 5th Feb Hilite SQE & Planner for quality issues 5th Feb 6) 1st PCBA AOI & ICT verification is speed up. 7) 1st PCBA AOI & ICT verification is taken out. 8) To hilite to WH & Planner if there is any material shortages. 9) To hilite to SQE & Planner if there is any material quality issue incl. packaging issue.
13. 13. Bose Lean Enterprise Do Step 6: Develop & Test Countermeasures Step 7: Refine & Finalize Countermeasures Step 8: Implement Countermeasures
14. 14. 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. F1 mind-set training ii. Offline material scanning iii. Gantry table replacement readiness iv. PUP, Pitch & MSD readiness v. Offline stencil cleaning Brainstorming & Subject Matter Expertise Step 6: Develop & Test Countermeasures
15. 15. Bose Lean Enterprise Analysis of the above matrix is on the next slide. Selection Criteria Business Impact Resource Availability Effort/Impact Ability toleverage Weighted Sum Listof potential countermeasures: 3 4 5 2 F1Training 5 9 5 9 94 Offline material scanning 9 9 9 9 252 Gantry table placement 1 9 9 9 252 PUP, Pitch &MSDreadiness 5 9 9 9 248 Offline stencil cleaning 1 5 9 9 212 1stPCBA ICTverification 1 1 1 5 60 2nd PCBA AOI verification 1 5 1 5 32 Materials shortage fromWH 1 1 5 1 16 Materials withincomingquality issue 5 1 5 5 36 LEGEND Relationship 1 Weak Relationship 5 MediumRelationship 9 StrongRelationship Countermeasure Selection thru Prioritization Matrix Step 6: Develop & Test Countermeasures
16. 16. 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 one with the most impactful countermeasures are hilited in red.  So, which countermeasures are selected?
17. 17. Bose Lean Enterprise Step 7: Refine & Finalize Countermeasures The Finalized Countermeasures Actions Status Lesson learnt Show results Doc. Update Define KPI Owner F1set-up concept training Done To be included in all SMT DL orientation training Training records Yes NA Operations Offline PUP, Pitch & MSD label Done Step 1 No NA Training/Ops. Offline material scanning Done Step 2 No NA Training/Ops. Placing gantry table ahead (no waiting time) Done Step 3 No NA Training/Ops. Offline stencil cleaning Done To be done once the line complete verification and start to rum as normal Reduce Dek setup from 8to 3 mins No NA Training/Ops. Reduce Siplace setup from 10to 3mins
18. 18. Bose Lean Enterprise Step 8: Implement Countermeasures Progress checks – Below is the timeline to wrap up all countermeasures by end of Feb 2014. Bose Malaysia - 18mins. SMT Changeover Readiness Department : SMT Operations 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 F1 Concept Mindset Training Offline Material Scanning Gantry Table Placement 18 mins Changeover Fully Implemented Countermeasures Feb'14 PUP, Pitch & MSD Readiness Offline Stencil Clening Training forall DL & GL To be done by Supermarketteam To be done by Supermarketteam To be done by Supermarketteam To be done once prod. starts running All systems go!
19. 19. Bose Lean Enterprise Check Step 9: Measure Process Performance