Manufacturing Performance
Improvement
如何改进生产绩效
6-1-2004
CT Yang
Contents 内容
• 3 key manufacturing focus and its objectives
生产制造中最重要的三个项目
• Flash Electronic Quality policy 飞旭电子公司品质策略
• The most common production problems 生产线最常看到的问题
• Standard operation instruction ( SIC ) and visual aid 作业指导书
• Methodology of quality improvement 改进质量的方法(案例)
• Continuous flow Manufacturing 连续生产
• Daily kit release control 每日工单计划及管控
• Continuous flow of post SMT operation 后工程连续生产案例
• How to pursue manufacturing Excellence 如何追求卓越绩效
• 3 key processes of SMT excellence 达成SMT最高绩效的三个重要项目
• Three phases of improvement 达到最高绩效的三个阶段
生产制造部最需要重视的三个项目
( 3 Key Manufacturing Focus Items )
• 质量 Quality 以零缺点为目标 ( aimed at zero defect )
– Zero defect at OQA 质保检查零缺点
• 连续生产 Continuous Flow Manufacturing
以连续不停留的流程为目标 ( aimed at stream line process )
– From SMT through ICT less than 24 hours
从SMT投生到通过ICT少于24小时
• 效率 Efficiency 以消除所有浪费为目标( aimed at eliminate waste )
– SMT 50% plus of hours over 15K parts/Cp
有50%以上的工时，SMT Cp能贴片15K以上
– Insert over 720 parts per employee- hour (total # of parts
inserted in a shift / 8X # of operators)
平均每人每小时能手插720颗零件
(1) 品质 Quality
( To development a method aimed at Zero Defects )
以零缺点为目标的生产模式
Flash Electronics Quality Policy
飞旭电子公司品质策略
(1)缺点预防 Defect Prevention
- Poke Yoke Process 防呆
- Stop defect at working process not inspection station
阻止缺点
(2)持续改进 Continuous Improvement
- Real time quality feed back 立刻反馈
- QPI activities 逐项改进
The Most Common Problems On Our
Production Floor are:
生产线最常看到的问题
• People use the different way to do the same work
同样的工作，不同的方法去做
• Repetitive human defects
人为错误一再发生
• No confidence for the result of the work
对工作结果无信心
• No reject from customer because today is lucky!
客户不退货，仅是侥幸
Standard Operation Instruction (
SIC ) and Visual Aid
标准作业指导及作业指导书
Why Need A Standard Operation?
为何需要一个标准作业书
• Do not trust memory
记忆不可靠
• Minimize the method variation
减少作业差异
• Control quality
易于控制质量
• Easier for training new comer
易于训练新员工
• Easy for line change over
易于换线作业
• Increase work efficiency
增加工作效率
What Is A Standard Operation?
怎么是标准作业？
• A pre-defined work method
是一种预先定好的工作方法
• Designed by engineer
是由工程师设计定的
• A simple production language
是由一种生产线人员可懂的语言书写的
• Provide a consistency and a quality work
是能提供一个持续生产良品的方法
What Should Include In The Assembly Visual Aid?
一个作业指导书应包括哪些东西
• The most important thing in the visual aid are:
作业指导书应包括:
– Quality points 应包括质量重点
• Any potential human error or mistake that may
occur in that station
应包括应生产工位一切可能产生的人为失误地方
– 3 Basic work steps 应包括工作的三大步骤
• Check 来料及来板质量查对重点
• Do 工作内容
• Verify 确认重点
Some Hints on Visual Aids
作业指导书的制作重点
• Do not over 5 steps 不宜超过五种以上不同的工艺
• Use production language 员工能看懂
• Use 3-5 colors ( Red/ Green/ Yellow/
Blue..) 利用不同色彩
• Prefer to use drawing file 利用装配图
• Consider balancing 平衡
• Cycle time between to minutes
每一工位作业约在半分钟到两分钟之内
Methodology of
Quality Improvement
( Top 5 defects control and elimination )
改进质量的方法
Methodology of Quality Improvement 改进质量
( Top 5 defects control and elimination )
Why we do this ? 为何如此做？
Prevent the repetitive defects found by customer.
为了预防相同的问题再流到客户去
Though we may not know the root cause of defects or ways to kill
a defect, Catch It , don’t let the defects passing our process and
leak to our customer. 尽管我们对问题原因不清，尚无解决之道,
但我们至少可以不让同一问题不再次流到客户处
In the mean time, let’s work together to find the solution to
Eliminate that defects later. 在此同时一面全作找出原因，並消减它
80/20 Rule
Top 5 Defects ( Criminals )
20%
Others
Focus on Catching Top 5 Defects
集中全力于前五名最大不良点
80%
Methodology of Quality Improvement 改进质量
( Top 5 defects control and elimination )
前五最大不良点
80% on Top 5 Defects
最大五项
20%
Others
Continuously focus on the top 5 defects
继续集中全力于最大五项
80% on Top 5 Defects
最大五项
20%
Others
80% on Top 5
Defects
最大五项
20%
Others
80% on Top
5 Defects
0%
Defect
Improvement
改进
Improvement
改进
Improvement
改进
Improvement
最大五项
Total Quality Management
全面品质
• Goal 目标
– Habit of improvement perfection
养成不断追求完美的习惯
• Organization 组织
– Production responsibility 生产部门的责任
• Basic principles 基本法责
– 100% check 全数检查
– Execution and escalation 強调执行及上报
– Line stop 停线（问题应立刻解决）
– Correcting one’s own errors 自负改正错误的责任
– Project-by-project improvement 逐项改进
Total Quality Management
全面品质
• Concepts 观念
– QC as facilitator 品质部门是活动的推动者
– House keeping 保持工作环境整齐清洁
– Less-than-full capacity scheduling 保持弹性
– Small lot sizes 小批量生产
– Pre-check before production 事先查核后，再生产
• Techniques and AIDS 辅助工艺
– Exposure of problem 曝露问题
– Poke Yoke devices 防呆措施
– QC tools 熟用品质技巧
– QPI activities 品质及效率改进小组活动
–
(2) 连续生产
Continuous Flow Manufacturing
( To develop a method aimed at stream line process
)
以连续不停留的流程为目标的生产模式
Inventory Covers Problems
问题通常被存货所遮盖
Poor
Quality
Raw parts
原料
Poor
Schedule
Machine
stop
Imbalance
Lack of
ownership
Poor parts
On time delivery
Long
Change-
over
Poor
Commun
ication
Lack of
Training
High
Turnover
Finish goods
成品
WIP
What problems was covered by High WIP Inventory?
哪些问题通常被高存货所遮盖？
Raw parts
原料
Imbalance
不平衡
Finish goods
成品
Poor
Quality
品质不良
Poor
Schedule
排程不良
High
Turnover
高流动率
Lack of
Ownership
缺少责任心
Poor part on
Time delivery
缺料
Machine &
Equipment
Stop
机器故障
Ex
tr
a
H
an
dl
in
g
不
必
要
的
搬
动
Poo
r
Co
mm
uni
cat
ion
沟
通
不
良
Lack of
Training
缺乏培训
Long change
Over time
换机困难
连续生产 Continuous Flow Manufacturing
( Stream Line Process/ One Piece Flow )
以连续不停留的流程一次做一个
Current
目前
After
未来
Daily Kit Release Control
( Examples )
每日工单的计划与管控
Flash Wujiang Factory
Daily Kit Release Processes
每日工单的排程
W/H Kitting one by one based on
PC schedule sequence and
Feeder set up KanBan need
first . Than kitting the
special approved pre-kitting
lots
Kitting one product a time
Audit qty and quality
Set up feeder
Audit team
Feeder Set-
Up team
Waiting for Production
( Next kit waiting area )
Run SMT productionSMT Prod.
Release the (1) Completed
kit and (2) Special approval
pre-kitting lots *
MP
PC Put on the schedule and
release kitting ( 2 lists )
By 10:00am
By 12:00pm
When Pre-kit
completed
Schedule to
Cut in
Remarks: * All the pre-kitting must under condition that part will arrive by next day 6:00pm
2 kind of kit release schedule
两套式每日SMT生产排程
Release the completed kit
and special approval pre-
Kitting lots
MP
PC Put on the schedule
And release kitting ( 2 lists )
By 10:00am
By 12:00am
When Pre-kit last part
Arrived ( Kit completed ),
MP need to notice PC for
Schedule cut-in
(1) Completed kit schedule (2) Pre-kit schedule
AXXXX- 001
BXXXX- 001
CXXXX- 001
DXXXX- 001
Xxxxx- 002
Yxxxx- 002
Zxxxx- 002
Warehouse
( Kitting )
•Do (1) first per schedule
sequence and kanban
requirements. ( Always
keep 3 kits in waiting at
feeder set up area
•Once the feeder set up area
already have 3 kit in waiting.
W/H kitting people move to work
the pre-kit schedule list (2)
PC need to move
It from list (2) to (1)
And schedule cut in
(1) 无缺料 (2) 尚缺料
Urgent Parts One Hour Path Form
急料一小时通关流程追踪表单
（从收料到发料在一小时之内）
Urgent Part
Tracking
Label(For
shortage)
:___________ P/N:____________ Arrived Time:__________
Track No:___________ Vendor:____________
Material contact:___________
Station Receiving IQA Stockroom Product line
Time
Confirm
Only 1-1-3-7 is needed
1-1-3-7 备料流程
Next job
Feeder cart
Waiting
每线下一个工单Feeder车暂停位子
Feeder
Set up
Wait for
Feeder set
Up kit
Next feeder
Set up
Ware house
Kit staging
SMT line A
SMT line G
SMT line D
SMT line C
SMT line B
SMT line H
SMT line H
Audit team
Continuous Flow Example
连续生产案例
( Link Touch UP and Final Mechanical Line Together )
如何将Touch up 与组装线相联接
Flash Fremont Building 2
A
B
TU Kanban schedule
Touch up 线生产线看板
C
D
FM Kanban schedule Kanban card
Box
看板卡箱
1234
5678
0
KanbanCard
看板卡
Kanban Card
看板卡
Touch/Final Mech.
Kanban scheduling system
Touch up 线与组装线生产看板系统
(3) 效率 Efficiency
( To develop a method aimed at waste eliminate )
以消除所有浪费为目标的生产模式
How to Pursue Manufacturing
Excellence
追求卓越的生产绩效
To Build a tower or a bridge
Able to stand for hundreds
Of years
如同建造一座能使用百年以上的大桥
Gap
鸿沟
How to overcome the gap ?
如何横渡鸿沟
“ As is ”
目前水平
“ To be ”
目标水平
World class EMS
世界水平
Lay down a strong foundation
Building a path toward excellence
打好地基，步步前进
“ As is “
“ To be “
Cornerstones 基石
•Kit release process
•Flag system
•All-in-one schedule board
•Hourly tracking
•Floor KanBan squares WIP
management
Lay down a strong foundation
Building a path toward excellence
打好地基，步步前进
“ As is “
“ To be “
Pillars 桥柱
•CFM ( Less than
24 hrs from SMT
To ICT out
•ICT top 5 defects
Control
•OQA zero defect
Lay down a strong foundation
Building a path toward excellence
打好地基，步步前进
“ As is “
“ To be “
Cornerstones 基石
•Kit release process
•Flag system
•All-in-one schedule
board
•Hourly tracking
•Floor KanBan squares
WIP
management
Pillars 桥柱
•CFM ( Less than
24 hrs from SMT
To ICT out
•ICT top 5 defects
Control
•OQA zero defect
Lay down a strong foundation
Building a path toward excellence
打好地基，步步前进
“ As is “
“ To be “
Cornerstones 基石
•Kit release process
•Flag system
•All-in-one schedule board
•Hourly tracking
•Floor KanBan squares WIP
management
Pillars 桥柱
•CFM ( Less than
24 hrs from SMT
To ICT out
•ICT top 5 defects
Control
•OQA zero defect
Lay down a strong foundation
Building a path toward excellence
打好地基，步步前进
“ As is “
“ To be “
Cornerstones基石
•Kit release process
•Flag system
•All-in-one schedule board
•Hourly tracking
•Floor KanBan squares WIP
management
Pillars 桥柱
•CFM ( Less than
24 hrs from SMT
To ICT out
•ICT top 5 defects
Control
•OQA zero defect
Lay down a strong foundation
Building a path toward excellence
打好地基，步步前进
“ As is “
“ To be “
Cornerstones基石
•Kit release process
•Flag system
•All-in-one schedule board
•Hourly tracking
•Floor KanBan squares WIP
management
Pillars 桥柱
•CFM ( Less than
24 hrs from SMT
To ICT out
•ICT top 5 defects
Control
•OQA zero defect
Lay down a strong foundation
Building a path toward excellence
打好地基，步步前进
“ As is “
“ To be “
Cornerstones基石
•Kit release process
•Flag system
•All-in-one schedule board
•Hourly tracking
•Floor KanBan squares WIP
management
Pillars 桥柱
•CFM ( Less than
24 hrs from SMT
To ICT out
•ICT top 5 defects
Control
•OQA zero defect
Lay down a strong foundation
Building a path toward excellence
打好地基，步步前进
“ To be “
Cornerstones基石
•Kit release process
•Flag system
•All-in-one schedule board
•Hourly tracking
•Floor KanBan squares WIP
management
Pillars 桥柱
•CFM ( Less than
24 hrs from SMT
To ICT out
•ICT top 5 defects
Control
•OQA zero defect
Manufacturing Excellence Principle
原理
• Simple: 简单，越简单越好
• Standardized: 标准化
• Sustain: 持之以恒
• Visual: 视觉管理
• Velocity: 立刻反应
• 3 现: 现场,现事,现物
Toyota Mfg System Vs Manufacturing
Excellence 丰田汽车公司的生产模式
丰田式系统
Toyota
Manufacturing
System
及时生产 ~ Demand Pull
Only produce the product
quantity when customer
has need
自动化 ~ Jidaka
Automatic processes
monitoring and process
management
( Autonomation )
Quality
质量
CFM
连续
Efficiency
效率
简单
标准化
持之以恒
视觉管理
立刻反应
3 现
1st Step to Pursue Manufacturing Excellence
追求卓越的第一步
• 追求第一 ( Want to be # 1 )
• 了解差距 ( Understand the gaps )
• 协求帮助 ( Ask for help, if you don’t know how to
close gap )
• 学习榜样 ( It doesn’t have to be your own idea )
• 注意小事 ( When you care, your people will care,
too )
• 上下沟通 ( Clear communication and follow up
thoroughly )
Role and Responsibility
• Operators 员工
– Following schedule and keeping the SMT machine running with perfect
quality.
依生产计划，保持机器不停生产优质产品
• Off line feeder set up team Feeder备料组
– Prepared good feeders to all the SMT on time.
提供足够的好的Feeder给SMT生产线
• Leader and supervisor 领导及主管
– Resolve line problem and escalate problem which they can not or do
not have time to solve.
解决生产问题，失控前报告上级主管
3 Stages of Deployment
执行的三个阶段
• 1st stage ( Set up stage ) - Improvement team
设立
• 2nd stage ( Implement stage ) - Supervisor
执行
• 3rd stage ( Sustain stage ) - QA
确保
Manufacturing Excellence Guiding Principles
卓越制造的真谛
Centralize Information Common approaches
Decentralization Implementation ( Way of working )
资讯统一，执行各自负责 统一规划
Capacity planning Common work standards
Common expectations for common processes
产能集中规划，效率标准统一 统一标准工时
Continuous Flow Manufacturing Flexibility
Standardization of line layout &
Work methods
一条龙式标准生产模式 保持最大弹性
3 Key Processes Of SMT Excellence
All-in-one
Schedule
生产看板
系统
Flag
System
物料旗
号系统
Hourly
Tracking
每小时追
逐系统
• 11K/15K tracking
• Escalation process
• ICT top 5 SMT defects
• Skip nozzle control
• Paste printing control
• Hot shot quality control
• SMT zero wrong parts
• OPR tracking
• QPI
• Off line feeder set up
• Feeder maintenance process
• Day’s color traveler control
• Dedicate SMT top side carts
• Cascade change over team
• Bottleneck machine indicators
• Kit release control
• One schedule for entire building
• Weekly capacity review
• Product grouping
• Primary line comply control
• Floor WIP kanban control
Flag System ( to identify next kit status )
物料旗号系统
• Green ~ Next kit ready
下一工单材料备好了
• Yellow ~ Setting up next kit
下一工单正在备料
• Red ~ Next kit has problem
下一工单备料有问题
• Blue ~ No schedule
下面没工单
Who and When To Change Flag
• From Green to Yellow: SMT line operator.
绿旗到黄旗 SMT操作员负责
• From Yellow to Green. Feeder set up team operator.
黄旗到绿旗 备料组有问题
• From Yellow to Red. Feeder set up team operator.
黄旗到红旗 备料组负责
• From Red to Yellow. Supervisor
红旗到黄旗 主管负责
• From Green (Yellow & Red ) to Blue: Leader or supervisor
从绿旗（黄旗、红旗）到蓝旗 主管负责
Three Phases Of Improvement
改进的三个阶段
Three Phases Of Manufacturing Excellence
• Phases I: It is the right thing to do 将对的事情做好
• House keeping and information visible to all employees
• Simplify and discipline of the existing processes
• Reveal all the hidden problems and resolve one by one
• Phases II: Doing every thing right 做对的事情（把事情做对）
• Systemically restructure the processes to a simplest way
• Take all the waste out from all areas continuously
• Stop immediately if we see things wrong or a working
discipline is violated.
• Phases III: Excellence becomes a habit 做对已是一种习惯
• Zero defect is the only working standard for everything we do
• Robust processes and very little supervision is needed
• Excellence becomes everyone’s working habit
The 3 Phrase of Morale
OK Mode
得过且过
Excellent
Mode
追求第一
Survival
Mode
力求改进
•Accept current status
•接受现状
•Accept not meet goal
•接受未达目标
•Accept others better than us
•接受别人比我做得更好
•Try to resolve current problems
•力求改变现状
•Try to meet hard goal
•力求达成目标
•Try to compete with others
•努力做得比别人更好
•Continuous improving
•寻求做得更好
•Set up challenge goal
•不断受更高目标挑战
•Compete ourselves
•自我挑战
Shipping Escalation Process
( Example )
• Objective: 100% on time delivery 目标做到100%准时交货
• If shipment boards already in FG area for the day. Do not post on the
shipping schedule “ White board “
每日8时清点缺货数，并列于shipping status 板上
• If shipment boards are not in FG by 8am of the day
– Check the QA if they have gotten the board
检查缺货板子是否已在QA
– Notice PC if there is still not have enough board at QA
如果未到QA，通知生管 ( PC )
• If shipment boards are not in FG by 12 noon of the day
– Check the QA if they have gotten the board
每日12点再做一次检查
– Notice Supervisor if there is still not have enough board at QA
如果缺货尚未到达QA，通知生产主管
• If shipment boards are not in FG by 3 pm of the day
– Check the QA if they have gotten the board
每日下午3点时，再对缺货做一次检查
– Notice OPS Manager if there is still not have enough board at QA
如果尚未到达QA，通知生产经理
We are what we repeatedly do.
Then,
如果我们能以追求卓越的精神持续做下去，如此
Excellence
is not an act but a habit
追求卓越将不再是一种特定的行为，而是一种习惯
The Biggest Challenge
力行最佳绩效最大得挑战是
The Biggest Challenge as we deploy our Manufacturing Excellence
will not be the technically difficult.
当我们力行最佳绩效生产模式时，所面临的最大挑战，通常非技术上的困难
It will be how to drive the moral of an organization from “ OK mode “
to the “ Manufacturing Excellence Mode “
它将是如何改进组织从“得过且过”的心里状态改变到“力求第一”的心理
状态
Manufacturing Excellence
生产制造最佳绩效
( To be the customer’s first EMS choice )
将公司成为客户外包作业的第一选择
Customer Driving
以客户为中心经营模式
• Listen to customer voice
• Easy to do business
Most Flexible
最大弹性
• Stream line process
• Demand pull
World class quality
世界一流品质
• QA zero defect
• RMA < 2,000 DPPM
Cost leader
领先价格
• High utilization
• Continuous improvement
The customer’s
first EMS choice
Traditional Manufacturing Vs Manufacturing
Excellence Vs Demand Flow Technology
Traditional Manufacturing
一般生产模式
Schedule Techniques
•Subassembly & Fabrication Prod.
•Schedule quantities/ Dates
•Issued WIP material
•Lead time ( Days )
•Department/ Order costing
•Inspection
•MRP II manage by report
Goal of past:
•Inventory reduction
•Reduce lead time
Manufacturing Excellence
飞旭新的生产模式
All-in-one schedule techniques
•Product grouping.
•Daily kit release control
•Bottleneck schedule
•Hourly schedule control
•Floor Kanban squares/ FIFO
•Successive inspection/ Poke Yoke
•Visual factory/ 3 Sen
Goal of today & future:
•Mfg cycle time < 24 hours
•Continuous improvement
Demand Flow Technology
及时制造的生产模式
DFT Technology
•Mixed-model flow process
•Total demand daily
•Demand-pull Kanban
•TAKT Time ( minutes )
•ABC flow costing
•Total quality techniques
•Management by eyes
Goal of future:
•Zero in-process inventory
•Response to customer demand
Look For The Future
展望未来
• Manufacturing Excellence can effect a
company’s success much big than its size.
Manufacturing Excellence活动本身规模虽小，但其对公
司未来发展影响深远
• It often takes months to make change.
Yet, results can be in effect at any moment
and continue to grow.
在一般的情况下，要完成一项改变常需数个月之久，但成
果也将随时（突然）显现，並将持续成长
