Infineon Technologies ( M ) Sdn Bhd. Company Overview

Transcription

Infineon Technologies ( M ) Sdn Bhd.
Company Overview
Product & Application
Customers
With total investment of RM2.5 billion, Positive impact to our Melaka economy
NEGERI
SEMBILAN
MALACCA
JOHORE
1
Infineon Technologies ( M ) Sdn Bhd.
Pinnacle of Achievement.
NPC ICC
• 1998 - Test Frame – Gold 3Star
• 1999 - Jade 1 – Gold 3 star
• 2002 – Octa Tech – Gold 3 star
• 2005 –CFT3 –Gold 2nd runner up
• 2006 – Hit AnV – Gold 3 star
International Infineon Award
• 1999 – Jade 1 -2nd place
• 2000 - Jade 1 – 1st place
• 2002 – Octa Tech – 1st place
• 2006 – Hit AnV – 2nd place
Project: SOT 143
Quality Improvement
Project: SOT 23
Productivity Improvement
Project : SOT 23
OEE Improvement
2
Project: TSSFP3
Project: TSFP 3
I. INTRODUCTION OF PROBLEM
 Project Selection and Purpose
II. CREATIVE AND INNOVATIVE FINAL SOLUTIONS
 Problem Solution/Improvement Action
III. RESULT AND IMPACT OF THE PROJECT
IV. VALIDATION
V. RESULT AND SUSTAINABILITY
VI. LESSON LEARNED
3
1.1
Project Selection and Purpose - Overview
Description of what, why & how the project was selected.
Topic
What is the
project?
Why the
project
selected?
Description
Action
• Increase Yield by 0.6%
• Increase Output by 1.64mil pcs
Eliminate
Paper Tape Break Off
Where?
At Taping Machine
Impact to operational goals
• C- Low Yield
• D- Low output
Initial performance analysis
base on data collected from
CW 30 to 45 2012
Potential Impact to Internal &
External Customer
Base on information and analytical tools data :
Problem
How the
project was
selected?
4
Actual
Target
Low Yield
96.8%
97.4%
Low Output
46.96mil
48.6mil
High
scrapping
1.64mil pcs
0 piece
High
downtime
1.88%
0.5%
Diagnosis on analytical
tools, data & information.
1.1
Project Selection and Purpose.
Describe what is the project.
SMT weekly
meeting
Key Performance Indicator
Focus
To Improve Yield
and Output
At Taping Machine
5
1.1
Describe why the project was selected.(1/4)
C
Weekly Yield Monitoring on 14 Machines
98.00
97.80
97.60
97.40
97.20
97.00
96.80
96.60
96.40
96.20
96.00
95.80
95.60
95.40
95.20
95.00
Target : 97.40%
Average Losses
= 0.6%
CW30
Quantity In Million
D
50.00
49.70
49.40
49.10
48.80
48.50
48.20
47.90
47.60
47.30
47.00
46.70
46.40
46.10
45.80
45.50
45.20
44.90
44.60
44.30
44.00
Low Yield
CW31
CW32
and
OuCW33
tputCW34
At
Taping
Machine
CW35
CW36
CW37
CW38
CW39
CW40
CW41
46.92
47.21
47.02
CW43
CW44
CW45
Weekly Output Monitoring on 14 Machines
Average losses =1.64 million pcs
47.01
CW42
46.76
47.05
46.85
46.97
47.10
46.97
46.96
Target 48.6 mil/week
46.98
46.84
47.02
46.93
46.81
CW30 CW31 CW32 CW33 CW34 CW35 CW36 CW37 CW38 CW39 CW40 CW41 CW42 CW43 CW44 CW45
6
1.1
C
D
Why Low Yield?
Factors Contributed to Low Yield and Low Output
ALZA KPI
Actual
Target
Losses
Factors
Low
Yield
96.8%
97.4%
0.6%
Scrapping
Low
Output
46.96
mil pcs
48.6
mil pcs
1.64
mil pcs
Downtime
7
Why Low Output?
Low Yield due to
high scrapping
causes
1.1
8
1.1
Impact To Environment
Impact
Aspect
High Scrapping
9
Paper Tape
Carrier Tape
Unit/Product
Quantity:
>13000 meters/week
Quantity:
>13000 meters/week
Quantity:
>1000 grams/week
Paper base material
Plastic material
Resin compound
material
How many trees been chopped
Plastic cannot be dispose
Chemical pollution to
environment
1.1
Describe how the project was selected.(1/3)
Analysis on high scrapping
Pareto on Scrapping
Pareto on Downtime
High
Sealing Downtime
Conclusion from initial analysis:
Paper tape break off causes high scrapping
and high sealing down time.
10
1.1
Paper
tape
Carrier
Tape
WHAT is Paper Tape?
Paper Tape are Used To Protect/Cover The
Product From Move Out after insertion
into carrier tape.
Paper tape
Paper tape after
sealed
Unit in tape pocket
Sealing
Stamp :
Temperature
150°C
Carrier tape pocket
11
MOVEMENT
DIRECTION
1.1
COST
WHY ?
WHY ?
Low Yield
High
Scrapping
Units
WHY ?
Abort Reel
WHY ?
Paper
Tape
Break
off
Sealing
Problem
High
Downtime
Low Output
DELIVERY
12
WHY ?
WHY ?
WHY ?
WHY ?
1.1
Target Setting
S
~ Is It Clear & Unambiguous
 By Eliminate Paper Tape Break Off
~ Can It Be Measured?
~ How Will I Know When It Is
Accomplished?
 C - To Increase Yield,
from 96.8 to 97.4%.
 D - To Increase Output,
from 46.96 to 48.6Mil Pcs.
Achievable
~ Is It Challenging?
~ Can It Be Accomplished?
 Yes, By Distinguish The Opportunities
& Implement The Innovative &
Creative Solution
Realistic
~ Are We Willing & Able To
Work And Make It Come True?
 Yes, Team Are Mutually Accountable
To Achieve Objective
Timely
~ Is There Any Completion
Date?
 Yes, By CW 18,APRIL 2013
pecific
Measurable
13
1.2
Explain how the project supports/align with the organization's goal,
performance measures, and/or strategies.(1/2)
Infineon Malacca
Malaysia
Discrete
Quality
Cost
Delivery
Zero Customer
Complaint
Meet
Target Cost
Roadmap(TCR)
- OEE
- CLiP & Range
Safety
Morale
- Competency
- Great Place to Work
-Environmental(CSR)
- Safety First
SGA-ALZA
Self Managing Team
( Our Culture )
14
• Increase Yield
• Increase Output
Explain how the project supports/align with the organization's goal,
performance measures, and/or strategies.(2/2)
1.2
Corporate Strategies
Goals
KPI
Project
Q
Zero defect
C
Increase Yield
by 0.6%
D
Increase
Output by
3.35%
M
Job Satisfaction
• Competency
• Great Place to Work
• Reduce waste
• Environmental(CSR)
• Zero Accident
• Safety First
S
15
Department
Zero Customer
Complaint
Meet Target Cost
Roadmap(TCR)
• OEE
• Clip & Range
Base on KPI,
Cost & Delivery
are the main focus for our
project which align to
corporate strategies …
1.3
Who
Identify the potential stakeholders(who may be impacted by
the project) and how they may be impacted by the project.(1/2)
Stakeholder Group
Title
External
Internal
Operators
Scope
• Taping
• Inspection
How They May Be Impacted
Degree
of
Impact
Positive Impact
Very
High
• Less Stoppages
• No Backlog
• Better working environment -GPTW
Very
High
•
•
•
•
Improve Technical Capability
Less Troubleshooting & Maintenance
No Backlog
Better working environment- GPTW
Challenges
Possible operating
changes
Technicians
• Taping
• Maintenance
Supervisors
Management
Very
High
• Line Balancing
• No Backlog
Arrange trainings
Engineers
Process
Owner
Very
High
• Process more efficient
• No Backlog
Update documents
Manager
Management
Medium
Operational Excellence
Budget approval
Customers
End User
Medium
Delivery on time
None
Vendor
Tooling
Supplier
Medium
Improve product with new ideas
None
Different degree of impact identified for each stakeholder
16
1.3
Identify the potential stakeholders(who may be impacted by
the project) and how they may be impacted by the project.(2/2)
Impact of project on potential stakeholders – how they were determined
Meetings between team and stakeholders and Impact Matrix
to evaluate their relationship with the project objectives
and implementation
Main
Stakeholders
•Operators
•Technicians
•Supervisor
•Engineers
Implementation
• Manager
• Customer
• Vendor
Align With
Organizational
Goals
17
IV. VALIDATION
VI. LESSON LEARNED
18
2.4
Explain how final solution was determined.
Analyse potential causes.(1/2)
Source of Data
Online :
1.TFM system.
2. DDM system.
3. DS skynet.
4. mARIS system.
Offline :
1. Meeting
2. Survey/Feedback
19
Step
Analysis of
Initial Situation
Tools/Method
Why
Brainstorming
Creating bigger & better ideas
Why Why Analysis
Exploration of causes in depth
5W2H
Define the initial problem
Mind Mapping
Generate ideas
Fish Bone
Find & cure causes NOT
symptoms
2.4
Analyse potential causes.(2/2)
MAN
MACHINE
Dirt accumulate At
Tape Guide
In proper
Setup
Slipped
Locking Screw Loose
High
Friction
Cover Spool
Loose
Spool Movement
Not Smooth
No Proper
Cleaning
Spool cover
loose
Paper Tape
Stuck
Inconsistent
Pulling Force
Paper Tape
Slipped
Stepping Motor
Not Constant
potential causes identified by team members
Winding
Not plane
Wrong
Direction Of
Paper Tape
Flow
Paper Tape
Stuck
Paper Tape
Easily Break
Paper Tape
too Soft
Slipped
Too Thin
Paper tape
slipped
METHOD
20
Rotation
Wobble
Inner Ring
Dented
Bad
Quality
MATERIAL
Stuck at
Guidance
Lump
2.4
Screening/Verify potential causes.(1/2)
Effect
Factors
Potential Causes
Screening & Verification
Instability Of Pulling
Force Obtained
Inconsistent Pulling Motor
Moving At Constant Rate
Cover Spool Loose
Wear And Tear Is Observed
Rotation Wobble
Paper Tape Slippage

Paper Tape Easily Break
Break At 7N To 9N
( 700g To 900g )

Bad Quality
Lump Thickness Within The
Guidance Gap

PAPER TAPE
BREAK OFF
No Dented Mark
Rotation Wobble
All Measurement Are Within
Spec
Improper Set Up
All Tight Properly
No Proper Cleaning
Free From Dirt
Direction Of Paper Tape
Flow
All In Correct Direction
MAN
METHOD
21


High Friction/Drag
MACHINE
MATERIAL
Conclusion





2.4
Screening/Verify potential causes.(2/2)
Potential Cause
Verification
Action/Method
Verification
Finding
High Friction/Drag
Measure pulling force
Instability of pulling
force obtained
Cover Spool Loose
Check locking point
Wear & tear observed
Rotation Wobble
Without guide
Wobble & slippage
High friction
Uncoiling Friction
5
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
Day Day Day Day Day Day Day
1
2
3
4
5
6
7
14 Machine
22
Wear & Tear
Data Validate By
Maintenance Engineer:
Lai Beng Chin
Slippage
2.4
Findings during screening.(1/2)
Old Design
23
Front View
Side View
2.4
Findings during screening.(2/2)
Taping
station
24
2.4
Validate the root causes.(1/3)
Potential Cause
High Friction
/Drag
Indicator
Why 1
Instability pulling
force/drag
during uncoiling
No Proper
Uncoiling
Medium
Why 2
Why 3
Tape Spool
The Uncoiling
Uncoiling
Medium Is Mount
Medium Is At
Together With
Static Condition
Rear Cover
Original Design
Rear Cover
Uncoiling
Medium
25
Change
Tape Spool
Uncoiling
Medium From
Static To Moving
2.4
Potential Cause
Cover Spool Loose
Indicator
Why 1
Wear & Tear at
locking point
Critical
adjustment after
open the cover
Why 2
To ensure
smooth contact
between tape
spool and cover
Why 3
Cover Spool
Mounted At The
Center Point
Original Design
Mounting
Point
Cover Spool
26
To Isolate
The
Cover Spool
Mounting
Point
2.4
Indicator
Potential Cause
Rotation Wobble
Paper Tape
Slipped During
Uncoiling
Why 1
Why 2
No Proper Guide
For Tape Spool
During Uncoiling
No Inner Ring
Guide During
Uncoiling
Why 3
Tape Spool Fully
Dependable To
Cover Spool
During Uncoiling
Uncoiling Condition
Uncoiling
Medium
Tape Spool
Inner Ring
27
Proper Guide
For Inner
Ring
Tape Spool
During
Uncoiling
2.4
Conclusion from the screening & root cause validating.
Finding from
original design
Towards Potential
Design
Root Cause 1
Solution 1
The Uncoiling Medium Is
Mount Together With Rear
Cover
Change Tape Spool
Uncoiling Medium From
Static To Moving
Root Cause 2
Cover Spool Mounted At
The Center Point
Root Cause 3
Tape Spool Fully
Dependable To Cover
Spool During Uncoiling
28
Team members
agreed to improve
design of paper
tape module
Solution 2
To Isolate The
Cover Spool
Mounting Point
Solution 3
Proper Guide
For Inner Ring Tape
Spool During Uncoiling
2.4
How to identify new potential design.
Validated
Root Causes
Potential Solutions
High Friction/Drag
Change tape spool
uncoiling medium
Cover Spool Loose
Isolate cover spool
mounting point
Rotation Wobble
Proper guide for inner
ring tape spool
+
29
How to identify
How to select
• Benchmark
• Technical Experience
• Brainstorming
• Website surfing
Selection
criteria’s
base on
Q,C,D,M & S
+
2.4
Selecting final solutions criteria’s.
Align With Organization Strategy
• No Adverse Affect To Quality
• No Adverse Affect to Other Process
• Any Cost incurred?
• Reuse
• Space occupation
9
• Within project timeline
• Handling
•Trouble Shooting
• Handling method
9
30
Narrow down to
3
Final Solutions
2.4
How to identify new potential design.
Team Ideas
Generated
2.
Locating
Pin
7.Flip
Concept
3.
Window
Concept
5.
Pneumatic
Control
9.
Bearing
31
Selection Criteria’s
1.Sliding
Concept
Align to Organizational Strategy
Outcome
4.
Guide
4.
Guide
8.
Motor
Control
6.
Roll Bar
Logical / Practical / Radical
7.Flip
Concept
Advantages / Disadvantages
9.
Bearing
2.4
New design for final solutions.(1/2)
Bearing with guide
Guide
Front & rear cover connected by
using Hinge
Front Cover
Hinge
Bearing
32
2.4
New design for final solutions.(2/2)
Before
Improvement
Result
High Friction/drag
Use 2 bearing
Low Friction: 0.4N
No proper guide
Groove(combined
with bearing)
Inner ring proper guided
Cover spool loose
Use hinge(flip concept )
Cover spool isolated
Initial Design vs Final Improvement Design Solution
33
2.4
Internal stakeholders involved in identifying the potential causes/solutions
Stakeholder Group
Title
Scope
Operators
• Taping
• Inspection
External
Internal
Technicians
34
• Taping
• Maintenance
Involvement
• Brainstorming
• Participated in meetings and surveys
• Brainstorming
• Benchmarking
• Participated in meetings surveys
• Brainstorming
• Benchmarking
• Participated in meetings and surveys
Supervisors
Management
Engineers
Process Owner
Manager
Management
• Provide Guide Guidance
• Financial Support
Customers
End User
No direct participation
• Provide guidance
• Technical support
2.5
Describe the expected benefits by implementing the
solution(s)/improvement action(s).(1/3)
Expected Benefits - Tangible
35
Customer
Manager
Engineers
Supervisors
Technicians
Matrix's
Operators
Stakeholders Impacted
Initial
Expected Benefits
1’435
mil pcs
0 pcs
Eliminate
Paper Tape
Break Off
P
P
P
P
P
Increase
Yield
P
P
P
P
P
96.8%
97.4%
(Increase 0.6%)
Reduce
Downtime
P
P
P
P
P
1.88%
0.5%
(Reduce 1.33%)
Increase
Output
P
P
P
P
P
46.96
mil pcs/week
48.6 mil pcs/week
(Increase 1.64mil/pcs)
P
Expected Monetary saving
= RM1’112 mil/year
2.5
Expected Benefits - Tangible
Project
Eliminate
Paper tape
break off
Increase Yield
by 0.6%
Reduce Downtime
by 1.88%
Increase Output
by 1.64 mil/week
Zero
defect
Meet Yield
by 97.4%
• Meet
Downtime
by 0.5%
• Meet
Output by
48.6mil/
week
36
Department
2.5
Expected Benefits - Intangible
Job
Satisfaction
Environment
P
P
P
P
P
P
Initial
Customer
Manager
Engineers
Technicians
Operators
Matrix's
Supervisors
Expected
Benefits
P
Low job satisfaction
observed 70% base on
survey
• Highly motivated
staff
• Great place to work
P
• High scrapping
• Unhappy working
environment
• Reduce waste
• Go Green
Satisfactory Surveys
Surveys to SMT Members
100
90
80
70
60
50
40
30
20
10
0
Graph on
Survey Conducted shows
70% satisfaction
Q1
37
Q2
Q3
Q4
Q5
Q6
Q7
Q8
Q9
Q10
38
2.6
Describe the uniqueness of the solution.
How we derive this idea?(1/2)
Unique 1: Implying Concept
Fishing rod with guide
Cover act as guide
Spinning reel with bearing & drag
Static rotating medium
39
2.6
How we derive this idea?(1/2)
Concept Realized
Guidance & low friction concept
+
=
Flip concept
Daytime used for protection
40
2.6
Low modification cost.
Unique 2:Reuse 2 from the old module
Old part:
Stand & Rear Cover
41
New Part:
Bearing with guide, Front Cover & Hinge
III.RESULT AND IMPACT OF THE PROJECT
IV. VALIDATION
VI. LESSON LEARNED
42
3.7
Explain how the project has contributed to organization and has
helped to impact its strategic/operational performance.(1/6)
Contributions: Tangible
Indicate the types of tangible results that were realized.
Customer
Manager
Engineers
Supervisors
KPI
Technicians
Matrix's
Operators
Initial
Realized
Organization
Goals
0
pcs
0
pcs
Eliminate
Paper Tape
Break off
P
P
P
P
P
Increase
Yield
P
P
P
P
P
96.8%
97.4%
97.5%
(+ 0.7%)
D
Reduce
Downtime
P
P
P
P
P
1.88%
0.5%
0.3%
(-1.58%)
D
Increase
output
P
46.96
mil pcs/
week
48.6
mil pcs/
week
48.645
mil pcs/week
(+1.69mil)
Q
C
P
P
P
P
P
1’435
mil pcs
Expected
Benefits
All measurable exceeded goals set !
43
3.7
Paper Tape Break off Eliminated
Yield increased by 0.7%
44
3.7
Downtime Reduced by 1.58%
Output increased by 1.69 mil pcs
45
3.7
Cost per unit
RM 0.0155
Avoidance units scrap / week
1’435 mil pcs
Cost saving/week
RM 22,242.5
Gross Cost saving/ year (a)
RM 1’112,125.00
Modification Cost incurred (b)
RM 16,800.00
Nett Cost saving/year (a-b)
RM 1’095,125.00
•Verified By Hau Ying Ping
*Head of Finance Department.*
Annual Economic Saving
= RM 1’095 mil/year
Vendor quotation
46
3.7
Contributions: Intangible
Indicate the types of intangible results that were realized.
M
S
Job
Satisfaction
Environment
P
P
P
P
P
P
Customer
Manager
Engineers
P
P
P
Initial
• Highly
motivated staff
• Great place to
work
•High scrapping
• Unhappy
working
environment
• Reduce waste
• Go Green
Q3
Q4
Q5
Before
Q6
After
Q7
Q8
•Excellence –
100 %
satisfactory
0 pcs
Graph on
Survey Conducted shows
100% satisfaction
70%
Q2
Realized
Organization
Goals
Surveys to SMT Members
100%
Q1
Expected
Benefits
Low job
satisfaction
P
observed 70%
base on survey
Comparison Surveys on Job Satisfaction
120
110
100
90
80
70
60
50
40
30
20
10
0
47
Supervisors
KPI
Technicians
Matrix's
Operators
Q9
Q10
3.7
All results exceeded the projection and had a direct impact on Corporate Strategies.
Goals
KPI
Project
Q
Eliminated Paper
Tape Break off
C
Increase Yield
to 97.5%
D
Increase Output
to 48’645 mil pcs
M
100%
satisfaction
S
48
Corporate Strategies
Department
Zero Customer
Complaint
Meet Target Cost
Roadmap(TCR)
• OEE
• Clip & Range
• Competency
• Great Place to Work
• Reduce waste
• Environmental(CSR)
• Zero Accident
• Safety First
Annual economic saving
=RM 1’095 mil /year
Explain how the results of the project have created spin-off for
other opportunities and/or display continual improvement.(1/4)
3.8
Spin-off the innovative concept to other machine model
AuTech
THA
Synergise
•
•
•
•
•
Department: DS
Product: TSLP
Location : Testing
Process : Taping
Machine: THA
•
•
•
•
•
Department: DS
Product: eTSSLP
Location : Testing
Process : Taping
Machine : Autech
Tap into our Opportunities
49
3.8
Autech Machine
Motor
Roller Arm
Sensor
Spring
Module
Parts/Items
Motor
Sensor
Spring
Roller
Driver card(motor)
Electronic components
Maintenance
•
•
•
•
•
•
Scrapping
Unit, paper tape & carrier tape
Total per year
Yearly
Quantity
Cost
1
4
2
2
1
15
RM 12,856.00
114,645 pcs
RM 1,490.39
RM 14,346.39
Expected saving = RM 14,346.39 /year
50
3.8
Continual Improvement
No indication
on paper tape
balance
1.
Level indicator:
Indicates minimum
level of paper tape
balance.
51
3.8
Continual Improvement
Stopper to avoid
wrong direction
during replacing
paper tape spool
2.
Concept
Correct direction
Poka Yoke :
One way direction
only
Wrong direction
Wrong direction
will cause paper
tape to break off
immediately
52
3.9
Identify the opportunity or prospect of the project to
commercialized and/or recognized.(1/6)
Opportunities
Communities
Internal
Presentation
External
53
Recognition
Management
Dinner,
Feedback
Zero Defect Day
RM300
Self Managing Team
Best SMT
Regional
Team Excellence Convention
Gold Award &
Certificate
National
Team Excellence Convention
Synergise
Internal
Other SMTs
Positive Feedback
Ideas
submission
scheme
Internal
Infineon
Yips = RM 1800
3.9
Internal community: Presentation and Dinner with stakeholders
Presentation to Management
54
Get together Dinner
3.9
Internal community: Presentation during Zero Defect Day Campaign
We Demonstrated High Performance
Behaviour !
“Drive Value Through Innovation &
Strive For Excellence”
Monetary Award
= RM 300
55
3.9
Ideas submitted to YIPs
What is YIPs?
A platform for employees to
contribute their ideas and
get rewarded
Awarded:
RM 1800.00
56
3.9
External Community: Regional Team Excellence Convention 2013
Message from Senior
Director
We Demonstrated High Performance
Behaviour !
57
“Team Up For Best Results & Passionate about Profit”
3.9
Recognition on achievement
Cost Saving:
Verify & Validated by Finance Manager
•Verified By Hau Ying Ping
*Head of Finance Department.*
58
Recognition :
email from Module Head
Congratulary message
from
Module Head
3.10
The impacts and value creation of the project
to the environment .
Our Contribution to
Environmental Sustainability
Less Scrapping
Less wastage
Less hazardous to
environment
59
3.10
Who
to the stakeholders.
Stakeholder Group
Title
External
Internal
Operators
60
Scope
• Taping
• Inspection
Impact
Degree of
Impact
Tangible
Very High
Intangible
• No Stoppages
• Zero Defect
• No Backlog
• Employee satisfaction
• Balance working life
• Improve knowledge
Technicians
• Taping
• Maintenance
Very High
• Low downtime
• Zero Defect
• No Backlog
Supervisors
Management
Very High
• Zero Defect
• No Backlog
Engineers
Process Owner
Very High
• Zero Defect
• No Backlog
Employee satisfaction
Manager
Management
Medium
• Reduce Investment
• Operational Excellence
Employee satisfaction
Customers
End User
Medium
• Met delivery schedule
Customer satisfaction
3.10
Reduction of changing Paper Tape Spool from 7 steps to 4 steps
Stop Machine
Provide tool
2
Unlock locking point
3
Open cover
1
4
Remove old tape
2
5
Replace new tape
3
6
Close cover
4
7
Tighten locking point
Quality Check
61
After
Before
1
3.10
Transformation on working environment
We also care for Ergonomic of our Employees
Before:
• Use tools to open front cover
• Stretching body posture to open & close
cover
62
After:
• No tools required
• Use fingertip to open & close cover
IV.VALIDATION
VI. LESSON LEARNED
63
4.11
•
•
•
•
•
Describe the final improvement actions and explain how
the team validated the final solutions/improvement actions.(1/6)
Specify duration
Specify M/c –Taping 12
Define Quantity
Control Process
Responsibility Allocation
Final Improvement Actions –
Trial Run matrix used to ensuring actions plan.
P
P
P
eMail,Meeting
P
P
eMail,Meeting
Trial Approval
How
Trial Run
P
P
P
P
Specific Machine- T 12
Result Compilation
P
P
P
P
Online & Offline data
Feedback
P
P
P
P
eMail, Meeting
Process Stability
P
P
P
Control Plan
Analysis & Validation
P
P
P
P
Result Publication
P
P
P
P
P
P
Full implementation
64
Ext.
Customer
P
Manager
P
Engineers
Technicians
Trial Initiation
Supervisors
Action Plan
Operators
Stakeholders Involvement
P
email, Meeting
4.11
Gantt chart :effective monitoring on project status
Calendar Week 2012/13
Time Frame
BY 2013
BY 2012
Criteria
4
5
4
6
4
7
4
8
4
9
5
0
5
1
5
2
0
1
0
2
0
3
Project
Selection
Plan The
Schedule
Grasp the
Present
Situation
Establish the
Target
Cause Analysis
& Identify
Solution
Trial Run
Solution
Analyse Trial
Run Data &
Approval
Full
Implementation
&
Standardization
Achieve Before
Timeline Due To
Cooperation From
Maintenance
Plan
65
Actual
0
4
0
5
0
6
0
7
0
8
0
9
1
0
1
1
1
2
1
3
1
4
1
5
1
6
1
7
1
8
4.11
Validation on full implementation
Begin “as - is”
agreed
Trial Run
Compile
Data
No
Approval
Yes
Full
Implementation
End
66
4.11
Counter the
Threats
Validation within stakeholders
SMT Weekly Meeting
email from stakeholders
Yes! We are satisfied!!
67
4.11
Condition in our process are improving base on Trial Run results monitoring
Yield
Output
Before Target
Cw3
Cw4
Cw5
Paper Tape Break off
Cw8
3.46
3.46
Cw7
Cw9
Downtime
7.44
Reduced by 1.48%
1.88
Eliminated
paper tape break off
Cw3
Cw4
Cw5
Cw6
Cw7
0.5
Cw8
Cw9
Before Target
Trial Run
68
Cw6
Trial Run
Trial Run
Before Target
3.46
Cw9
3.47
Cw8
3.47
Cw7
3.42
97.43%
Cw6
3.38
97.51%
Cw5
3.47
97.46%
Cw4
3.35
97.45%
Cw3
97.52%
97.43%
Before Target
Increased by 43.6k
97.39%
97.40%
96.80%
Increased by 0.62%
0.4
Cw3
0.4
Cw4
0.4
0.4
0.4
0.5
Cw5
Cw6
Cw7
Cw8
Trial Run
Trial run conducted at T12 for 7 weeks
0.4
Cw9
4.11
Process stability monitoring
Peel Off Force Data
0.8
UCL
Measurement in Newton
0.7
0.6
0.5
CL
0.4
0.3
LCL
0.2
0.1
LOT Number
Our Modification Did Not Affect The Quality
69
Visual inspection team
Measuring the peel off force
26
25
24
23
22
21
20
19
18
17
16
15
14
13
12
11
10
9
8
7
6
5
4
3
2
1
0
IV. VALIDATION
VI. LESSON LEARNED
70
5.12
Describe the procedure, system or other changes that were made to
implement the solutions/improvement action and sustain the results.(1/9)
Updating procedure/system towards implementation
Documents Updating
Technicians
Supervisors
Engineers
Process
Control
Engineer
Standard Operating
Procedure(SOP)
P
P
P
P P P
Z8K00051497
JHAM(daily/weekly/
monthly basis)
P
P
P
P
Z8K00051497
PM(yearly basis)
P
P
P
P
Z8K00051078
P
Z8K0006125
Maintenance
& Servicing
Technician
Technical Drawing
Skill
Development
Customer
Owner
Manager
Procedure/
System
Operators
On Job Training
Instruction
(OJTI)
P
P
P
Z8K00051185
TPM Skill Level
P
P
P
Z8K00051501
Trainer
All procedures updated and documented in our teamcenter
71
Documents No
5.12
Standard Operating Procedure - SOP
Preventive Maintenance(PM)
New S.O.P
Verified & Endorsed By Process Engineer : Jee Meng Tat
72
Verified & Endorsed By Maintenance Engineer : Lai Beng Chin
5.12
Updated Maintenance/Servicing(daily/weekly/monthly/yearly)
JHAM
Verified & Endorsed By Process Engineer : Jee Meng Tat
73
Updated technical drawing
Description : Bearing With Groove
Material : xw41
Coating : F/Chrome
Chamfer : 0.2
Drawing No : IE2274A-04
Description : Hinge Holder
Material : Aluminum
Coating : EN
Chamfer : 0.2
Description : Insert Bearing
Material : xw41
Coating : F/Chrome
Chamfer : 0.2
Description : Back Spool Cover
Material : Aluminum
Coating : Hard coat
Chamfer : 0.2
5.12
Updated On Job Training Instruction(OJTI)
Old Version:
7 steps to change paper tape spool
New Version:
4 steps to change paper tape spool
We simplified the process from 7 – 4 steps
74
5.12
Conduct Live Training & Practical Assessment
Training Session
Theoretical & practical training completed
75
5.12
Project Sustainability : Monitoring Action Plan
Performance
review
Audit
76
Weekly SMT meeting
P
P
Monthly management
meeting
Customer
P
Manager
P
Engineers
Daily SMT briefing
Frequency
Supervisors
Technicians
Task
Operators
Document
Compilation
Yes
P
Yes
P
P
P
P
P
Yes
Process
P
P
P
P
P
P
Yes
Maintenance
P
P
P
P
P
P
Yes
Safety
P
P
P
P
P
P
Yes
5.12
Performance Review
Daily & Weekly SMT meeting
Management Genba Walk
Strategy to Increase
our Strengths
77
Process Audit
5.12
TSLP Taping Yield Monitoring
1st
Trial Run
Data
Before
Todate
status
Full
Implementation
Target = 97.4%/week
97.50
97.50
97.51
97.51
97.50
97.51
20
May'13
June'13
July'13
Aug'13
Sept'13
97.51
97.53
97.51
97.51
97.49
97.52
97.48
After
Average
97.50%
CW
19
18
17
16
15
14
13
10
12
96.86
9
96.86
96.80
8
11
96.80
7
96.92
96.80
6
5
96.98
96.85
4
3
2
96.70
96.80
52
51
50
49
48
47
46
1
96.30
Before
Average
96.80%
45
30-44
96.80
96.88
96.72
96.70
96.89
96.83
96.74
96.85
96.60
100.00
99.80
99.60
99.40
99.20
99.00
98.80
98.60
98.40
98.20
98.00
97.80
97.60
97.40
97.20
97.00
96.80
96.60
96.40
96.20
96.00
95.80
95.60
95.40
95.20
95.00
96.90
Percentages
Project Sustainability : Where are we today
Business year 2012/13
Legend:
Data before
Trial run
Project Started
Verified & Endorsed By Production Engineer : Kam Chin Leong
78
Data Analyse & Seek Approval
Implementation In Progress
Data 14 machines
5.12
1st
Trial Run
Data
Before
Department Target
48.6mil/Week
48.64
48.63
48.58
48.65
48.63
May'13
June'13
July'13
Aug'13
Sep'13
48.62
48.65
48.64
48.61
48.66
48.68
48.65
48.41
46.87
09
47.34
47.54
46.87
08
After
Average
48.65 million
Before
Average
46.96 million
Legend:
Data before
Trial run
Project Started
20
19
18
17
16
15
14
13
12
11
10
07
52
51
50
49
48
47
46
45
30-44
CW
79
Todate
status
Full
Implementation
46.79
06
46.97
46.90
05
03
46.88
47.31
02
04
47.24
01
46.87
47.21
47.64
47.21
47.32
46.99
47.12
46.87
47.24
47.21
50.00
49.80
49.60
49.40
49.20
49.00
48.80
48.60
48.40
48.20
48.00
47.80
47.60
47.40
47.20
47.00
46.80
46.60
46.40
46.20
46.00
45.80
45.60
45.40
45.20
45.00
46.96
Output machines (Million)
TSLP Taping Output Monitoring
5.12
1st
Trial Run
Data
Before
101
101
98
95
97
07
08
09
10
11
12
61
102
06
02
97
97
01
05
101
52
98
98
51
04
95
50
Zero
Paper
Tape
Break Off
Until
Todate
Status
0
0
0
0
0
0
0
0
0
0
0
0
0
14
15
16
17
18
19
20
21
May'13
June'13
July'13
Aug'13
Sept'13
13
03
47
CW
Legend:
Data before
Trial run
Project Started
80
Todate
status
Full
Implementation
100
94
49
105
97
48
46
96
98
45
89
98
30-44
150
140
130
120
110
100
90
80
70
60
50
40
30
20
10
0
101
No of Paper Tape Break Off
No of Paper Tape Break Off
IV.VALIDATION
VI. LESSON LEARNED
81
6.13
Describe how lesson learned were identified & addressed.
Lesson Learned :
Identified
Recognize Weakness
Address and
Diminish our
Weaknesses
Addressed
Prototype with 1 bearing
shows instability
By adding 2 bearings. Results show
positive
No ready parts in the
market
DIY and vendor to customize the
parts
Initial material selected
was not durable
Test study on material was
recyclable and environment friendly
No platform to Share
the project
Consulted IT to grant us I -share to
load our documents for sharing.
82
6.13
Describe how lesson learned were identified & addressed.
Interpersonal Team Development.
Capability of Succeeding
The Project
One Team One Spirit
83
Trustworthy to
Implement The Project
Effective Communication
Between Team Members
Strong Collaboration
To Perform Tasks
6.14
84
Describe how the results were shared with stakeholders.
Team Presentation
Department Info Board
TV Display
Self Managing Team Meeting Board
6.14
Describe how the results were shared with stakeholders.
Hall of Fame – Pinnacle of Achievement
Zero Defect Day Campaign
Infineon iShare Portal
Sharing with other members
through iShare portal
What is iShare?
iShare is the Infineon eCollaboration platform.
This service seamlessly connects employees,
teams and information on virtual workspaces.
85
Strategy to Increase our
Strengths
Address and Diminish our
Weaknesses
Transformation
Alza,
Infineon
Melaka
Tap into our Opportunities
Counter the Threats
86
Innovation
Partnership
Madah diungkap santun bitara,
Pantun di lantun mengusik hati,
Salah dan silap tutur bicara,
Pohon diampun seikhlas hati.
87

Infineon Technologies ( M ) Sdn Bhd. Company Overview

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