This project aims to improve labor productivity at a manufacturing line by 30% from 0.14 hours/unit to 0.1 hours/unit. Process improvements including value stream mapping, layout changes with a "birdcage" shape, and jig/fixture improvements were implemented. This resulted in a headcount reduction from 50 to 32 people, meeting the goal of a 30% productivity improvement.

1. PROJECT LED BY RAHMAT AKMAL
For discussion contact to:
rah.akmal@yahoo.com
PROJECTS SUMMARY

2. DEMAND FORECASTING IMPROVEMENT
Background
Objectives
Relevant tools and literature
Methodologies
Improvement
Result
Forecast Accuracy is one of based key on
business growing performance. The low
forecast accuracy will give wrong result
for supply planning and an impacted on
the company’s business losses.
This project aim is to improve and
control lag-2 forecast accuracy by 35%
from 56% to 75%.
Stephen Crane World Class
Forecasting Accuracy, January 25, 2009
Heizer/Render, Operations
Management, Prentice Hall, Inc, 2008
1. Implementation template
2. Put Statistical Forecasting
3. Sales Adjustments to Statistical
Forecast through market insight
4. Forecasting Segmentation base on
forecast ability and volume impact
5. Management reporting
1. Process, & Tools
2. Statistical Forecasting
3. Sales Adjustments to
Statistical Forecast
4. Forecasting Segmentation
5. Measurement Reporting
Forecast accuracy improve to the level of >75%

3. CUSTOMER CLAIM HANDLING
LEADTIME REDUCTION
Background
Objectives
Relevant tool/Methodologies
Improvement
Initial Result
Customer claim handling lead-time
process is a one of critical process in our
business. Besides it will be impacted to
our customer satisfaction, also directly
impacted to our operation processes and
cost such as:
• Hidden actual cost (hidden company)
of claim cost due to a lot of
outstanding claim not be resolved on
time.
• Cost of Compensation value due to
late claim handling
• Other cost incur due to incorrect
claim handling
This project aim is to improve Customer
claim handling lead-time process from 93
days to 30 days
To streamline the customer claim
process through VSM analysis, simplify
logging process, investigation, approval
process, weighing, returning process.
1. Lean six sigma DMAIC
methodologies.
2. Value Stream Mapping (VSM)
1. Customer claim handling improve
by 65% from 93 days to 27 days.
2. Potential cost saving USD 60 K /year

4. YIELD IMPROVEMENT
Background
Objectives
Relevant tool/Methodologies
Improvement
Result
 Market share of SUC & DSC continue
to decline and strong growth for MPC
market.
 In order to expand the business, XYZ
has to extend the capability to
produce smaller lamp diameter, used
in the MPC.
Business Impact :
 To acquire MPC market to gain
potential USD 1.5M lamps revenue
& USD 20 M Flash Module(FM)
revenue in Y2008
 To continue technological leadership
of PFL by offering smallest lamp to
the market.
Improve 1.3 mm CP2 yield in mass
production from 61% to >85%
1. Lean six sigma DMAIC
methodologies.
2. Measurement System
Analysis (MSA)
3. Fishbone diagram
4. Design Of Experiment (DOE)
1. Sealing process optimization through
Screening DOE with 7 factors & 2 level
(1/8 fractional, 2 reps)  Reduced to
32 runs
2. Pill pressing pressure experiment
145
0.74
0.72
0.70
2015 145
145
0.74
0.72
0.70
2017 991985
52505225
0.74
0.72
0.70
Heat1Time
Mean
Hold1Time Xe1Time
Heat2Time Hold2Time Hold2Temp
Xe2
Main Effects Plot for Response
Data Means
CP2 yield improve to the level of >85%

5. -
500
1,000
1,500
2,000
2,500
3,000
Glass
Sawing
RawPin
Washing
Glazing
Glass
Washing
GlazedPart
Washing
Pressing
Sealing
KERRY
WASHING
CVD
50Station
Tester
PinCutting
Vibration
Sandblasting
FINSONIC
Tinning
FINSONIC
Thermosock
Process
UPS-KPc
Before Improvement
After Improvement
LOAD CHART (M/C CAPACITY)
KUNIT/WEEK)
PRODUCTION CAPACITY IMPROVEMENT
Background
Objectives
Relevant tool/Methodologies
Improvement
Result
 Market demand for Digital Still Camera
(DSC) and Mobile Phone Camera
(MPC) has been increasing strongly.
This trend presents opportunity to
increase revenue and gain market
share. This project aims to improve
production capacity XYZ line from 1.4
Mpcs to 1.9 Mpcs/week
Business Impact :
1. Cost Avoidance of investing in new
equipment of US$600K
2. PQP hard savings of US$150K/year
3. Productivity improvement Labour
Hr/unit by 15% or US$150K
Improve Capacity by 30% line from 1.4
Mpcs to 1.9 Mpcs/week
1. Lean six sigma DMAIC
methodologies.
2. Value Stream mapping
3. Fishbone diagram
4. Takt Time
5. Hypothesis Testing
1. Jig and Fixture Modification
Before after
2. Testing Process improvement
1,957
K/week
Value = 0.983, Fail to reject null hypothesis.
It means evaluation lot is comparable with
control lot statistically
Capacity improve to the level of >1.9 M/week

6. LABOR PRODUCTIVITY IMPROVEMENT
Project Selection
Objectives
Relevant tool/Methodologies
Improvement
Improve Labor Productivity by 30% from
0.14 Hour/unit to 0.1 hour/unit
1. Lean six sigma DMAIC
methodologies.
2. Value Stream mapping
3. Fishbone diagram
4. Takt Time
5. Solution Development
6. Layout
A B C D E
1 HighBlackStainDefectatGlazing
Process
2 5 3 3 2 15(+) 5
2
HighExternalDirtyRateforDevice
STY1413 2 5 1 2 2 12 8
3
HighScrapCostatPhotoFlashLamp
(PFL)Assembly 3 3 5 3 2 16 4
4 HighChipOffrateatSawingProcess 3 2 4 3 2 14 6
5 LowProductionCapacityforIFIPL
Device
5 5 5 2 2 19 2
6 Low ConversionCostatPFLLine 2 3 2 3 3 13 7
7 Low MPProductivityatCP3Cell 5 5 5 5 4 24 1
8
HighfrequencyofLongFreezeat
SealingMC 2 3 2 4 4 15 6
9 HighRateofBrokenTrayatSealing 2 2 3 2 2 11 9
10 HighPre-fabricationScrapatPFLline 5 4 5 2 2 18 3
SELECTIONCRITERIA
SCORE RANKPROJECTTOPICNO.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0
5
10
15
20
25
30
CVD Process Cutting Process 200 Station process
Percentage
#OFOPERATOR
Process
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0
5
10
15
20
25
30
35
40
45
50
CVDProcess Cutting Process 200Station process
Percentage
#OFOPERATOR
Process
Before
improvement
After
improvement
36 %
Headcount reduce from 50 Person to 32 person
1. Manufacturing layout with “birdcage”
shape.
Result
2. Jig and fixture improvement