The document discusses strategies for achieving manufacturing excellence, including adopting a lean approach, strengthening manufacturing capabilities, and establishing world-class manufacturing processes. It emphasizes continuous improvement, quality focus, flexibility, and customer orientation. Specific initiatives outlined include 5S discipline, waste reduction, visual factory layouts, performance tracking, and training programs.

1. To bring our industrial operations to World Class Level Introduction To Manufacturing Excellence Presented by YS Lin E-mail: [email_address] Mobile: +886-936883828 2010-10-16

2. 講師 簡介 林營松 學歷 台北工專工業工程 中山大學企業管理研究所碩士 工作經歷 台灣飛利浦建元電子公司 - IC 廠 IE 工程師 IE/PMCD Dept Head 生產經理 Sr Consultant/Cost Controller 某半導體與光電公司 副總經理 /CEO 特助 A+1 精品百貨 顧問 顧問輔導案及講授實務經驗 飛利浦 Technical Pre-calculation Decision Calculation Manufacturing Excellence 國立中山大學 戴明挑戰經驗分享 . 屏東商業技術學院 生產管理 / 國際企業管理 A+1 企業管理輔導 楠電 授課

4. Contents Concept, Approach, Methodology Framework and System Design of Manufacturing Excellence Gap Analysis Group Discussion Issue – Objective – Strategy – Tactical Plan

5. - ZERO DEFECT - 6 SIGMA - RELIABILITY - CUSTOMER COMPLAINT - ISO9000 ETC. - SERVICE - DELIVERY - QUICK RESPONSE TIME - SHORT ORDER LEAD TIME - RUSH ORDER HANDLING - FLEXIBILITY OF ORDER CHANGE MANUFACTURING EXCELLENCE HUMAN RESOURCES - LABOR SHORTAGE - VALUE COMPETITION - NUMBER OF COMPETITORS - IMPRROVEMENT SPEED FROM COMPETITORS PRODUCT DEVELOPMENT - DIVERSITY - FEATURES COST - ENVIRONMENTAL COST - WAGE INCREASE - EXCHANGE RATE - INTEREST - MATERIAL PRICE ENVIRONMENT - PROTECTION - WASTE ELIMINATION - RECYCLING CYCLE TIME - TIME TO MARKET - LEAD TIME (ORDER, COMPLAINT HANDLING) - TPT THE CHALLENGES TO CORPORATE EXCELLENCE QUALITY FLEXIBILITY

6. NEW PARADIGM OF MANUFACTURING EMPHASIS ON SPEED AND FLEXIBILITY I.S.O VOLUME AND COST. G4101506 DIMENSION FROM TO 1. PEOPLE SPECIALISED MULTI-SKILLED 2. STAFF NECESSARY,THE OVERHEAD,THE MORE THE BETTER LESS THE BETTER 3. REJECTS ALLOWABLE UNACCEPTABLE 4. COMMUNICATION FORMAL, INFORMAL, HIERARCHICAL HORIZONTAL 5. EQUIPMENT PROCESS UNIVERSAL, SPECIFIED GENERAL PURPOSE 6. GOODS FLOW PROCESS ORIENTED PRODUCT ORIENTED 7. FOCUS LABOR OR EQUIPMENT PRODUCTION UTILIZATION THROUGHPUT TIME 8. INVENTORY BUFFER WASTE, DEVIL 9. SUPPLIER SHORT-TERM LONG-TERM, RELATIONSHIP COOPERATIVE, PARTNERSHIP 10. PRODUCT SEQUENTIAL CONCURRENT, DEVELOPMENT CROSS-FUNCTIONAL ACTIVITY TEAMS BASIC CONCEPT LEAN APPROACH

7. APPROACH 1.FACTORIES Manufacturing Excellence Self-assessment Visits - Experience sharing 2.BGs INDUSTRIAL PLAN as a part of Business plan (What? Where? How?) 3.CORPORATE Corp. Manufacturing Council Manufacturing profession Management of industrial synergy

8. BUSINESS PLAN - Products - Markets - Financials TECHNOLOGY ROADMAP INDUSTRIAL PLAN - What? - Where? - How?

9. BASIC ELEMENT OF A GOOD INDUSTRIAL PLAN 1. What to make ? Business plan / industrial plan 2. Where to make ? Allocation 3. How to make ? Process policy Technology Equipment Logistics flow People

10. Lines of Action Strengthening the Manufacturing Capabilities  Improvement drive Factory visits & audits; benchmarking; performance indicators Spread “in-house” examples of world-class manufacturing No central staff; help each other From manufacturing to MENTOfacturing Revitalize Industrial Engineering Management development & staff planning for “industrial jobs”

11. Group Factories/Sites NOs People Factories Units/Sites Product Vertical Integration Diversification

12. WHAT TO MAKE ? WHAT ? Business plan Technology roadmap Products needs Core competencies Make or buy Subcontracting Vertical integration Learning curve Scale economy No industrial ventures without business scope! Physical integration of business centers with industrial competence centers ( - live above the shop – )

13. WHERE TO MAKE ? 1. Regionalization of global manufacturing 3 regions : North-America West-Europe Asia-Pacific 2. Copy exactly issue Each region has own “border zone”

14. COMPETITIVENESS IN MANUFACTURING Quality : Entry ticket 2. Responsiveness : Competitive edge - Flexibility - Leadtime 3. Costs : Profitability yes / no

15. CHAIN MANAGEMENT 1. The creative chain = Product Creation Process Needs/ Ideas Product concept Product definition Process definition 2. THE LOGISTICS CHAIN = Manufacturing plus …. Suppliers Manufacturing Distribution Customers

16. From “MANUfacturing” to “MENTOfacturing” MANUfacturing = Made by hand MENTOfacturing = Made by the mind Question : How to exploit the brainpower And the creativity of all our people ?

17. COST OF THE ORGANIZATION Far more savings possible via elimination of unnecessary indirect jobs, than via automation of the last direct jobs

18. Quality Assurance From PRODUCT CONTROL to PROCESS CONTROL BATCH RELEASE PRODUCT RELEASE PROCESS RELEASE ( 6  , Cpk )

19. Manufacturing Process Market leader ( top 5) must master/control their own processes Concurrent Product & Process Engineering Note: Process Engineering includes Equipment Engineering Standardized Process and Equipment Standardized information system Extension of cross functional team role in manufacturing Corporate synergy via experience-sharing; avoid re-invention Simplification before Automation

20. Manufacturing Revolution or Evolution? (How much time left ?) Manufacturing Mento-facturing Directs-Indirects Added cost / added value Management information People information Motivation Training & Information Functional departments Process improvement teams

21. How ? INSPECTOR OPERATOR SUPERVISOR FACILITATOR MANAGER COACH ADDED COST ADDED VALUE

22. Diversity Management PRODUCT PLANNING WHO ? - Product / market portfolio - Product structure ( modularity ) - Contribution margin per product COMPONENTS MANAGEMENT WHO ? - Supplier base ( costs per supplier ) - Component base ( costs per component ) - Quality costs due to diversity - Organizational costs due to diversity

23. 教育訓練 輪調 工作豐富化 知識 ( 技術、組織 ) . 生產程序 . 基礎研究 . 系統方法 資源配置 投資 . 學習機會 製造策略 . 追求何種改革 特定領域 . 製造 ( Manufacturing ) 階段性目標 中程目標 . 品質改善 . 縮短前置時間 . 降低存貨水準 . 提高生產力 長期目標 . 高效率、高品質 . 高彈性 . 高創新性 . 大量顧客化 組織能力 / 競爭能力 ( 內涵、獨特 ) 能力 ( Capabilities ) . 創新能力 . 電腦使用 . 資料庫使用 . 電腦軟體 . 現場解決問題的能力 . 持續改善製程缺失 . 反應、應變能力 . 團隊合作 . 高階製程研發能力 工作技能 ( Skills ) . 機台操作 . 機械電子 . 正確性、整合 改進技術 / 改革方案 ( 形式、外在 ) . 製造資源規劃系統 ( MRP ) . 及時生產 ( JIT ) . 跨功能團隊 . 彈性製造系統 . 資訊與溝通科技 . 工作豐富化 . 迷你公司 . 濃縮製造 ( Lean manufacturing ) . 企業再生 ( BPR ) . 競爭標竿製造 . TPM . 任務執行 例行工作 決策依據 . 優良的低成本製程技術 . 迅速反應顧客需求 . 快速開發產品 . 優異品質、產品特色 . 大量顧客化生產 . 設計創新性 . 高度彈性 競爭優勢 ( 持久、獨特 ) 核心能力 核心產品 最終產品 產品與事業組合 . . . . . . . . . . . 經驗 新能力 累積 、 應用 組合 運用 固有技術 . 開發 修正 改良 組織資產 學習型 組織 競爭優先性 建立 內化 選擇 新機會 策略重心 遠景 策略雄心 . 全球領導廠商 企業策略 . 發展方向 . 達成方法 策略性規劃 贏的策略架構 宗旨 / 使命 . 社會優良公民 經營理念 企業目標 . 出類拔萃 . 取悅並超越 顧客期望 策略思考 長期成功 . 高素質員工 . 品牌繁殖 . 卓越顧客服務 . 低成本取勝 . 產品創新 . 高精密性 . 高製造水準 . 人工智慧機器設備 . 通路 競爭 / 攻擊武器 Gap

24. BUILDING THE WINNING COMPANY 1990 1991 1992 1993 1994 1995 1996 1997 1998 RESTRUCTURING REVITALIZATION COSTS PRODUCTIVITY ASSETS PURCHASING PORTFOLIO CASH PROFIT * * QUALITY * CUSTOMERS * EMPLOYEES ENTREPRENEURSHIP CREATIVITY IMAGINATION EMPOWERMENT INNOVATION * PROBLEMS OPPORTUNITIES

25. CUSTOMER - ORIENTED COMPANY ECONOMIC GROWTH PRODUCT-PROCESS DESIGN PRODUCTION CAPACITY INVESTMENT SUPERIOR QUALITY SUPERIOR PRODUCTIVITY SUPERIOR FLEXIBILITY PRODUCTION PLANNING CUSTOMER DESIRES PRODUCT-PROCESS SPECIFICATIONS WORLD-CLASS MANUFACTURING TOTAL CUSTOMER SATISFACTION SUPERIOR PRODUCT, VALUE, AVAILABILITY WORLD-CLASS MANUFACTURING TECHNOLOGIES PEOPLE MATERIAL EQUIPMENT INFORMATION RESEARCH AND EDUCATION CONTINUOUS INVESTMENT AND IMPROVEMENT SOURCE : "REENGINEERING THE FACTORY", A. RICHARD SHORES OBJECTIVE STRATEGY GOAL TACTICS PROCESSES RESOURCES SCIENTIFIC METHODS KNOWLEDGE

26. WORLD CLASS MANUFACTURING TECHNOLOGY WORLD-CLASS MANUFACTURING MANUFACTURING RESOURCES AND PROCESSES POM TQC SMT QFD DFM ATM CIM JIT WORLD-CLASS MANUFACTURING TECHNOLOGIES RESEARCH AND EDUCATION CONTINUOUS IMPROVEMENT (KAIZEN) - KEY : KAIZEN, CONTINUOUS IMPROVEMENT - POM : PROCESS OF MANAGEMENT - TQC : TOTAL QUALITY CONTROL SMT : SELF-MANAGED-TEAMS QFD : QUALITY FUNCTION DEPLOYMENT DFM : DESIGN FOR MANUFACTURING ATM : AUTOMATION CIM : COMPUTER-INTEGRATED MANUFACTURING JIT : JUST-IN-TIME SOURCE : "REENGINEERING THE FACTORY", A. RICHARD SHORES ......

27. Visual evaluation of a good factory Is the flow of the assembly-process visible? (Can you find your way?) 2. Non-quality level? - How many . Inspection? . Testing? . Repairs? - Sets and sub-sets waiting beside the lines? 3. Goods flow - Limited material on the lines - No sub-stores 4. Transparency (=supervision) Can one supervise the manufacturing area?

28. Visual evaluation of a good factory 5. Performance-information on the line per line per workplace Information on . Quality (short loop) . Efficiency (output) 6. Number of indirects on the floor? How many people “hanging-around” for . Supervision? (why?) . Q-problems . Material supply 7. Contact pattern? . Management presence on the floor? . Open offices?

29. Visual evaluation of a good factory 8. Is “production” the heart of the business? Are support departments really supporting? 9. Housekeeping Is the place clinically clean? 10. Working atmosphere? Do we smell the “winning spirit” ? 11. Would you like your son or daughter to work here in the “production” ?

30. Manufacturing Excellence Road Map III IV II I I I I Execution Discipline/ Training Quality Process/ Follow up Waste Reduction CIFO/ Demand pull Add Value Speed Visual Factory Performance I Performance Q4’04 Q1’05 Q2’05 Q4’05 I Q3’05

31. 1 st Stage ME Initiatives ( Actual ) 5S and manufacturing discipline Enhance ESD and MSD processes control Supervisor shift start-up check Kit release control and All-in-one scheduling Visible material replenishing trigger system – Flag system Hourly tracking and escalation process Daily Manufacturing Excellence roving audit checking WIP reduction and FIFO process implementation

32. 2nd Stage ME Initiatives ( Plan ) To enhance new employee orientation and skill training Operator skill certification and re-certification program SIC certification program Source quality control and poke-yoke process Industry benchmark and performance tracking SMT zero wrong parts Repair processes and quality control Minimum 95% yield control and top 5 OQA defect control Department knowledge sharing

33. 3rd Stage ME Initiatives ( Plan ) Product grouping and streamline production flow Enhance the pilot run and 1 st time run capability Enhance the cascade training activities Enhance middle management training and development Company wide engineering and technology sharing Convert organization to CFT oriented organization Nurture an excellence working environment

34. Establish NPI capability Establish high mix low volume capability Build up an excellent quality environment Build up one day turn around capability 4th Stage ME Initiatives ( Plan )

36. 1. Progress of company Posting company-wide activities on the wall

37. 2. Awards Posting company-wide activities on the wall

38. Posting company-wide activities on the wall 3. Improvement activities and performance scoreboard

39. Posting company-wide activities on the wall 4. Recent presentations

40. 5. Status of team projects Posting company-wide activities on the wall

41. Posting company-wide activities on the wall 6. General information and pictures of the shop floor

42. The New Shop Floor Management Model □ Glass wall management □ Scoreboard □ Floor meeting □ Organization of a work station □ Suggestion □ Storyboard □ Mini-company (Mission,Objectives,Business plan,PDCA) □ Improvement group □ Banker's meeting (Progress report,Monthly report ,Annual report) □ Study group □ Company awareness day □ Top management round table □ Sharing of progress (Display,Free lunch,Presentation ,Newsletter,Awards) □ Policy management □ Cross-functional management □ Management by exception □ Management by objectives □ Managing by wandering around □ Career planning □ 5S □ SOP □ JIT □ TPM □ Flow lines □ Poka-yoke Continuous Improvement □ Core values □ Vision □ Roles & responsibilities □ Management process □ Genba □ Exposing problems □ 5 Whys □ Empowerment □ Ownership □ Involvement of everybody □ Teamwork □ Collective wisdom □ Self-management □ Problem-solving tools □ Assessment □ Checklist □ Visual aids □ Benchmarking □ Upgrading skills □ Learning □ Recognition,Reward □ Communication □ Cross-training □ Job rotation Customer Need Customer-supplier relationship Thorough practice Adequate leadership Innovative culture Customer orientation Progressive organization People-oriented organization Increased capabilities Waste elimination Survival of the fittest Shop floor excellence CONCEPT/APPROACH ACTIVITIES GOALS

43. . A sense of ownership . Working as a team . Focus on clear objectives . Goal congruence . Reduce barriers . Clarify the management process . Cross-functional linkages . Less redundant effort . Commitment and participation . Own business plan Everybody is the President of His or Her Area of Responsibility Self-Sufficient Group An Autonomous Organization Unit Mini-Company Concept . Mission . Objectives . Core Values Operators (Team Members -Employees) Banker Supervisor (Team Leader -President) Supplier/Support Group (People from Upstream Processes) Customers (People from Downstream Processes) Framework of Mini-Company Customer Orientation . Glass Wall Management . Scoreboard . Continuous Improvement . Shop floor Meeting . Upgrading Skills . Leadership Development Management Technology . Business Plan . Progress Report -Monthly,Annual Report.. . Board Meeting Linkage Mechanism Customer-Supplier Relationship . Next process as the Customer . Previous process as the Supplier Check & Balance Mechanism . PDP . Budget Structure Role & Responsibilities Benefits Mini-Company Top/Middle Management

44. Organization of a Mini-Company Meeting Area

45. Management of Mini-Company 1.Name of mini-company 2.Mission 3.Names and pictures of people 4.Customer-supplier relationship chart 5.QCDSM Measurements 6.Customer survey results 7.Plans of action(summary of business plan) 8.Samples of defects(with comments) 9.Skill matrix(cross-training matrix) 10.Status of team projects 11.Improvements of the month(before-after) 12.Attendance chart and vacation plan 13.Safety clock(Nr. of days without accident) 14.Quality clock(Nr. of days without defects) 15.Status of suggestions 16.Awards received 17.Focus item/slogan of the month 18.Documents,reference books Business plan Mini-company annual report Shift book,daily meeting notebook Case example of suggestions Reference books on shop floor management Miscellaneous manuals,etc. 1.Name & description of work station 2.Name & picture of operator 3.Standard operating procedure 4.Andon(trouble light to call for help) 5.Line stop button(to call supervisor) 6.Sample board(to check the quality) 7.Explanation of poka-yoke 8.Machine checklist for self-maintenance 9.Machine downtime log 10.Safety checkpoint 11.Description of recent improvement 12.Layout of the area 13.SPC chart 14.QC process sheet 15.Sample product 16.Production control board 17.Marking of floor Organize the meeting area Organize an efficient work station Practice

46. Mini-Company's Management Support System Name of the mini-company Mission statement Company profile -Names of employees -Skills of employees -Machines, layout, products , processes, etc. Customer-supplier relationships Major objectives Analysis to achieve objectives Action plan (5W2H) Measurement & reporting method Name of the mini-company Mission statement Company profile -Names of employees -Skills of employees -Machines, layout, products , processes, etc. Customer-supplier relationships Major objectives Analysis to achieve objectives Achievements Existing problems Plans for the future Business Policy -Strategic Direction Coordination Cooperation Communication Business Plan Annual Report Share Progress Monthly progress report

47. FORMULATION OF MANUFACTURING STRATEGY L.T OBJECTIVE BUSINESS STRATEGY MANUFACTURING STRATEGY CORE COMPETENCE COMPETITIVE ADVANTAGES L.T BUSINESS SUCCESS BUSINESS ENVIRONMENT MANUFACTURING TECHNOLOGY ORGANIZATIONAL CAPABILITY TYPE ELEMENT CHARACTERISTIC EXTRINSIC, MECHANIC INTRINSIC, SUBSTANCE - SKILL & KNOWLEDGE - PHYSICAL SYSTEM - MANAGERIAL SYSTEM - VALUES SELECT PRACTICE TO BUILD DESIRED COMPETENCES - POM (PROCESS OF MANAGEMENT) - TQC (TOTAL QUALITY CONTROL) - SMT (SELF-MANAGED TEAMS) - QFD (QUALITY FUNCTION DEPLOYMENT) - DFM (DESIGN FOR MANUFACTURING) - ATM (AUTOMATION) - CIM (COMPUTER INTEGRATED MANUFACTURING) - JIT (JUST IN TIME)

48. SUPPLIERS Involvement in Product Creation Process chain - Co-design - Functions versus components / parts 2. Involvement in logistics chain - Co-makership - Subcontractor 3. Supply Base Management - Supplier selection - Supplier evaluation - Supplier development - Partners in progress

49. Training Courses design Generic training, distinguished levels and focus: Level 1 : Shop floor Management (Grade 50/60/70; 5x3 days) Control and improvement Textbook: The New Shop Floor Management Author: Kiyoshi Suzaki The free press- A division of Macmillan, Inc. NY Training material: Period 1-5, Value 20,000 USD Level 2 : Manufacturing management (80/90;10 days in 3 blocks) Defining improvement and renewal, managing implementation and change Level 3 : Industrial management (100/directors; 5 days) Defining manufacturing strategy Determining performance gap Determining opportunity gap Managing implementation and change

50. MANUFACTURING EXCELLENCE SELF-ASSESSMENT See separate self-assessment brochure/file

51. Manufacturing Excellence Self-Assessment

53. BENCHMARKING  Product benchmarking  Process benchmarking Spec Quality / Reliability Responsiveness Cost

54. Business Value Chain Analysis .Planning forecast .Capacity build up .Inventory control .Purchasing .Vendor QA .Partnership .OEM-ODM-OBM .Design QA .Equipment/tool design .Automation .Initial production mgt .Core competence .Goods flow control .Process control .Fool-proof devices .Equipment mgt .Manufacturing QA .5S, JIT, SFC, PAC .Quick change-over .Waste elimination .Production scale .QMT/QCC .Mini-factory .Glass wall management .Stock operation .Shipment handling process .Drop shipment .Global logistics .Customer satisfaction .SS QA .Responsiveness .Technical support .Organization structure .Culture .Recruitment .Appraisal system .Training. Multi-skill .Mgt development .Employee Needs/Motivation .ID .Accounting system .Annual budgeting .ERP. OA.EIS.DSS.ES .Internal control .Cost control .Investment mgt .Business planning .Policy management .Risk mgt .Energy control .Pollution control Marketing & Sales  Support Activities  Primary Activities Firm Infrastructure Human Resources Technology Development Procurement Service Outbound Logistics Operations Inbound Logistics .Sales forecast .Customer database .Market research .Competitive analysis .Time to market .Promotion .Local market penetration Margin Competitive Advantage Vertical Integration Diversification

55. Manufacturing Accounting 系統架構 Review 銷貨收入 銷貨成本 毛利 營業費用 淨利 銷貨成本檢討 . 銷售 . 銷貨成本 . 存貨 . 總結  改善建議 營業費用差異分析 Act-Forecast 營業成本差異分析 .Act-Std . 原料  WIP-> 成品 銷售分析 .A/R . 個別毛利 □ 客戶別損益 年度預算 MSP 標準單價 BOM Routing 工單 產品實際成本 製造差異分析 - 當月 . 製造差異 . 標準單位成本調整 - 庫存 . 購價差異 . 廠區製程損益 ERP Variance Rule 工單損耗率 調整每月分攤表 G/L 合併財務報表 Cost Comparison Cost down Action Plan 檢討機制 經營分析 . 財務績效 □ 營運績效 .Task setting KPI : to be enhanced 預算差異分析 .Act- Budget 實際生產成本明細表 . 當月 □ 成本習性 V/F 直接 / 間接 . 本 / 上月比 月別實際生產成本明細表 . 結構比 □ Rolling Forecast □ Cot down action 製造差異分析 - 月別 . 明細表 . 彙總表 廠區製程損益明細 . 半成品 . 成品 標準成本基本假設 .Work center rate . 實際折舊費用 產品標準成本 . 分步 .Transfer price 生產紀錄 . 領料 .In/Out 數量 . 工時 - 人工 . 機器 .Yield report Item Variance . 產品成本分析 Act- Std

56. Observation

58. 品保部

60. 方針管理簡報

61. 方針實施計劃書

63. Activity Plan Sheet Action Item Goal Control Point Who When Evidence Close (V)

64. 管理項目一覽表

65. ??????????? Just do it !