… · JHAM - Jishu Hozen Autonomous Maintenance ... PRESENTATION Coordinator Involvement Flow...
Transcript of … · JHAM - Jishu Hozen Autonomous Maintenance ... PRESENTATION Coordinator Involvement Flow...
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i. PROJECT BACKGROUND :
POM (Power) is one of the segments from Infineon Malacca which producing various types of Semiconductor Automotiveapplications products. M2 Dpak production line in Power segment is one of the high demand production lines producingapproximately 23 mio pieces per week. Trim & Form (TNF) process is one of the key processes in Backend semiconductor tosingulate the leadframe into unit form. Warriors is a Self-Managing Teams (SMTs) from Trim & Form which consists of 8 membersthat formed by 4 technicians and 4 operators from production shop floor. Self-Managing Teams (SMTs) in the production lines isdeveloped to ensure that Key Performance Indicator like Quality, Cost, Delivery, Morale and Safety are met as per company target.Small Group Activities (SGA), comprising from 3 groups of SMT are taking the challenge to run the project.
As known, yield is one of the leading KPI metric in order to measure product’s quality. The team realized that Trim & Formyield is not able to achieve company target of 99.8% with total of 0.63% losses which mainly contributed by 0.59% of Body toGround (BTG) defect. With this, the team decided to take up the challenge to improve Trim and Form yield by reducing Body toGround (BTG) rejects from 0.59% to 0.16% (July to December FY 14/15).
ii. MOST POSSIBLE CAUSE(s) :
According to the Pareto breakdown, 0.59% of Body to Ground reject is causing by five hypotheses inclusive of the failure from machine Rocker Arm, Forming Punch, Forming Spring, Forming Pusher and Waste Lead Stuck in the TNF process. Further data analysis shown that highest reject is due to Rocker arm failure with the highest count of 28 times Per Quarter. Worn-out roller bush and push pin are found while doing analysis study.
iii. PROPOSED INNOVATION & CREATIVE SOLUTION (s) :
The team decided to change the Copper Bush on Rocker Arm to Single Piece Solid design (Steel / K110). Implementation of this solution has resulted in reducing of Body to Ground reject, however it is only achieved 0.18% improvement which still far away from initial target. After further brainstorming and inspiring by the seesaw concept, the team found out that rocker arm basedimension is definitely playing an important role to make lead forming. With this new design of rocker arm base dimension changed, BTG reject has reduced by 0.43%.
iv. BENCHMARK :
Yield target to be improve from 99.37% to 99.8%
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vi. AWARD, REWARD & RECOGNITION :
Champion of Infineon Malacca internal SGA competitionGOLD Award for Northern Region ICC Team Excellent 2016
vi. PROJECT PIC TURE(s) :
v. PROJECT ACHIEVEMENT & VALUE CREATION :
1) Successfully reduced BTG rejection from 0.59% to 0.16%.2) Overall TNF yield losses reduced from 0.63% to 0.45%
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CW - Calendar Week
QCDMS - Quality, Cost, Delivery, Morale & Safety
ESH - Environment, Safety & Health
FAR - Failure Analysis Report
PC - Process Control
BTG - Body To Ground
JHAM - Jishu Hozen Autonomous Maintenance
PM - Preventive Maintenance
STS - Strip To Strip
RTR - Reel To Reel
CPP - Cost Per Piece
BY - Business Year
OEE - Overall Equipment Effectiveness
SMT - Self Managing Team
DDM - Deviation & Decision Management
MAL - Melaka
SPC - Statistical Process Control
GCM - Global Change Management
YIP - Your Idea Pays
SOP - Standard Operation Procedure
OJTI - On Job Training Instruction
TWI - Training Within Industry
KPI - Key Performance Indicator
ABBREVIATION
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Our Team Members Profile
INTRODUCTION
6
Education level : SPM to DiplomaAverage Years of Service : 6 Years
Mohd Khair – C shift• Line Technician• 5 years service • 1st project
Mohd Khair – C shift• Line Technician• 5 years service • 1st project
Mohd Khair – C shift• Line Technician• 5 years service • 1st project
Mohd Khair – C shift• Line Technician• 5 years service • 1st project
Saiful Nizam - C shift• Production Technician• 3 years service • 1st project
Sheikh Yusri - C Shift• Operator• 4years service • 1st project
Nur Shatila - A Shift• Operator• 3 years service • 1st project
Nurathirah - A Shift• Operator• 3 years service• 1st project
Azrul Hisham– OH• Maintenance•13 years service • 2nd project
New members
62.5%
Experienced members
37.5%
Members are selected
from various
shift and
Designation
Phillips– B shift• Shift Maintenance• 14 years service • 2nd project
M. Rahimy– A shift• Line Technician• 6 years service • 2nd project
Qurratu Aini - C Shift• Operator• 3 years service • 1st project
CoordinatorRosli Ismail
FacilitatorMr. Tan Say Kee
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Evidence of Involvement~ Matrix Diagram ~
CRITERIA 1.1: INTRODUCTION OF PROBLEM
8
ACTIVITIESTOOLS/TECHNIQUESUSED
INTRODUCTION
PROJECT
SELECTION & DEFINITION
IMPROVEMENTOPPORTUNITIES ANALYSIS
CREATIVE & INNOVATIVESOLUTIONS / IMPLEMENTATION
MONITORING & STANDARDISATION
ACHIEVEMENT &VALUE CREATION
PRESENTATION
InvolvementCoordinator
Flow Chart, Check sheet,
PDCA, Gantt Chart, Radar Chart, Bar Graph
PDCA, Gantt Chart, Bar chart, Matrix
Diagram, Data, DDM Trend, Pareto Diagram
5W & 2H, 5W 1H, Brainstorming, Fish Bone
diagram, Tree Diagram, Why-Why Analysis
Check sheet, 5W & 1H, Brainstorming, 4R,
Why-Why Analysis
Bar Graph, SPC, TWI, Check sheet
Bar Graph, Check sheet
Presentation Skill, Training Technique,
Coaching Skill
Buddy System :Experienced members will guide
and train new members
100% Team
Involvement
By Using
Buddy System
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Evidence of Involvement~ Planning Our Activities using Gantt Chart ~
CRITERIA 1.1: INTRODUCTION OF PROBLEM
9PLAN
C
D
P
A
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Team Applied QC Tools to Monitor Project~ Progress using PDCA Approach ~
CRITERIA 1.1: INTRODUCTION OF PROBLEM
10
PDCA
C
H
E
C
K
A C T I O N
D O
• Problem identification - Analyze and identifiedproblem - Set project focus and objectives
• Screening problem
• Containment action• Suggestion on various alternative
solution
• Analyze the result of
trial run - Further Verification
• Implement Best Solution/trial-run
• Implement project - Compare
result target - Monitoring
Activities
1)Collect data :
- Knowledge Management
- Primary & Secondary
data (historical data)
- Internet surfing
- Process Engineer
2) Compile data
3) Identified problem
4) Brainstorming
Activities
1) OJTI - TWI
2) Implement new design
of rocker arm to all FICO
Machine
3) Best practice sharing
Activities
1) Monitoring results on
pilot implementation
2) See-saw concept
Pareto Chart
Bar Graph
Check Sheet
Bar Graph
Gantt Chart
Pareto Chart
Tree
Diagram
Why Why
Analysis
5W 1H
Cause &
Effect
Diagram
Check Sheet
Bar Graph
Check Sheet Bar Graph
Check Sheet
P
L
A
N
Activities
1) Implement the plan
2) Begin analysis of
the data
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How Project was Selected~ Key Performance Indicator at Trim & Form ~
CRITERIA 1.1: INTRODUCTION OF PROBLEM
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Quality No of FAR casesTarget :0 caseTo date : 0 case
0.0
1.0
2.0
3.0
15 16 17 18 19 20 21 22 23 24 25 26
CW
Cu
sto
me
r C
om
pla
in
Morale AttendanceTarget : 95%To date : 98.5%
70.0
80.0
90.0
100.0
15 16 17 18 19 20 21 22 23 24 25 26
CW
Att
en
da
nc
e
(%)
DEPARTMENTAL
TOP 5 TARGET 2015
BELOW TARGET
PLAN
TARGET
STRETCHED TARGET Delivery Output Trim & Form
processTarget : 22M / weekTo date : 22.5M / Week
0.0
1000.0
2000.0
3000.0
15 16 17 18 19 20 21 22 23 24 25 26
CW
Att
en
da
nc
e
(%)
Accident severity rate under ESH departmentTarget : 0 caseTo date : 0 case
Safety
0.0
2.0
4.0
6.0
8.0
10.0
15 16 17 18 19 20 21 22 23 24 25 26
CW
Ac
cid
en
t
YieldTarget : 99.8%To date : 99.37%
Cost
97
97.5
98
98.5
99
99.5
100
15 16 17 18 19 20 21 22 23 24 25 26
CW
YIE
LD
(%
)
YieldTarget : 99.8%To date : 99.37%
Cost
97
97.5
98
98.5
99
99.5
100
15 16 17 18 19 20 21 22 23 24 25 26
CW
YIE
LD
(%
)
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How Project was Selected~ Yield at Trim & Form Issues ~
CRITERIA 1.1: INTRODUCTION OF PROBLEM
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Why Project was Selected~ Evaluate and Analysis ~
CRITERIA 1.1: INTRODUCTION OF PROBLEM
13
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
15 16 17 18 19 20 21 22 23 24 25 26 27
Chip Casing Lead Sweap Scratches Burr at LeadBurr at Heatsink Body to Ground Target
0.16%
CW
To
tal R
eje
ct
Historical Data of Overall YIELD Losses at TRIM & FORM Process
Data obtained from Process Engineer (Winnie Goh)
Verified data by Maintenance /Process Manager (Low SK)
99
.32
99
.39
99.3
5
99
.35
99
.38
99
.35
99
.37
99
.44
99
.37
99
.36
99
.44
99
.38
99
.35
97
98
99
100
15 16 17 18 19 20 21 22 23 24 25 26 27
99.8%
Target
CW
Yie
ld %
Historical Data of Overall YIELD at TRIM & FORM Process
Yield
Yield Losses
0.63%
Yield Average: 99.37%
Average BTG Losses: 0.59%
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Why Project was Selected~ Breakdown Yields Losses ~
CRITERIA 1.1: INTRODUCTION OF PROBLEM
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0
5
10
15
20
25
30
35
Rocker Arm Forming Punch Forming Spring Forming Pusher Waste lead
Nu
mb
er
of
BT
G C
ases
100%
80%
88%
94%
97%
Data obtained from Process Engineer (Winnie Goh)
Verified data by Maintenance /Process Manager (Low SK)
FactorNo of Cases
No of Cases
(%)
CumulativeCumulative
(%)
Rocker Arm
Forming Punch
Forming Spring
Forming Pusher
Waste Lead
Total
28 80 28 80
3 8 31 88
2 6 33 94
1 3 34 97
1 3 35 100
35 100 161
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Why Project was Selected~ Conclusion: Our Project Title ~
CRITERIA 1.1: INTRODUCTION OF PROBLEM
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99.8%
= 0.43%99.8%
Yield
99.37%
0.59%
0.16%
Reduction:
0.43%
BTG Reject
Yield Improvement by Reducing Body to Ground (BTG) Reject at
Trim & Form Process from
0.59% to 0.16%
99.37%-
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Yield is defined as the quantity of good entities that have completed oneor more production steps in relation to the total quantity that has beenentered. Yield is reported in percent.
Project Terminologies ~ Definition of Yield ~
CRITERIA 1.1: INTRODUCTION OF PROBLEM
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Quantity Out
Quantity In
___________= X 100%
Calculation
HOW to calculate Yield ?
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~ Our Process Flow ~
CRITERIA 1.1: INTRODUCTION OF PROBLEM
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FRONT OF LINE
(FOL)
END OF LINE
(EOL)
TESTING
• Moulding• Deflashing• Solder Plating
• 100% Visual Inspection(EAV)
• Testing• Q Final Clearance
•Die Bond•2nd Die Bond•1st Wire Bond•2nd Wire Bond •100% Fav
• Trim & Form
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~ Our Nature of Work – Trim & Form Process ~
CRITERIA 1.1: INTRODUCTION OF PROBLEM
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~ Our Nature of Work – Typical Trim & Form Process ~
CRITERIA 1.1: INTRODUCTION OF PROBLEM
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OFFLOADER MODULE
OPERATOR need to
transfer tube from Off
Loader Station to toot
box after completed the
lot
ONLOADER MODULE
TECHNICIAN needs to
ensure On Load Station
are in a good condition
PRESS MODULE
TECHNICIAN needs to
check Press Station and
tool during JHAM
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~ Our Nature of Work – Typical Trim & Form Process ~
CRITERIA 1.1: INTRODUCTION OF PROBLEM
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First Lead Length Cut
Tie Bar Cut
Center Lead CutFormingFinal Lead Length Cut Heat Sink Cut
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Project Terminologies ~ Definition of Body to Ground (BTG) ~
CRITERIA 1.1: INTRODUCTION OF PROBLEM
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BTG
Body to Ground (BTG) is the distance between back heatsink and lead tip(landing area),control limit spec for Body to Ground (BTG) is 40µm to120µm.
GOOD BTG Failure
40µm – 120µm
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How the project aligns with organization’s~ Aligned with Departmental Target ~
CRITERIA 1.2: INTRODUCTION OF PROBLEM
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Business Year 2015
~ Focus on Cost ~
Key Results Area
MeasurementDepartmental
TargetTeam Target
Before Improvement
Quality Customer Complaint 0 0 0
Cost Yield 99.8% 99.8% 99.37%
DeliveryDelivery / week
(qty)22M 22M 22.5M
Morale Attendance 95% 95% 98.5%
Safety Severity Accident 0 cases 0 cases 0 cases
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How the project aligns with organization’s~ Aligned with Vision & Mission Company ~
CRITERIA 1.2: INTRODUCTION OF PROBLEM
Vision
The #OneBackEnd Manufacturing
and Competence Centre
MissionMaking MAL‘s
People Excellence Our Prime Leading Edge
the most responsive partner
to improve
our customer‘s competitiveness
Trust and respect others
Be passionate about profit
Focus on the
customer
Drive value through
innovation
Be ambitious
and manage risk
Strive for excellence
Team up for best
results
Foster your talents
High Performance
Behavior Model
23
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How the project aligns with organization’s~ Explanation of Target Setting Using SMART Concept ~
CRITERIA 1.2: INTRODUCTION OF PROBLEM
24
pecific
&
easurable
chievable
ealistic
ime
At Trim & Form Fico machine
Improve Trim & Form Yield Losses from 99.37% to 99.8%
Key wordConcept
Reduce Body to Ground (BTG) reject from 0.59% to 0.16%
By CW 53, Dec 2015 (6 Months)
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Potential Impact of the Project~ Unhappy Stakeholder ~
CRITERIA 1.3: INTRODUCTION OF PROBLEM
25
Impact
of Yield Losses
Customer Management Employee
KEY STAKEHOLDERS
YieldTarget : 99.8%To date : 99.37%
Cost
97
97.5
98
98.5
99
99.5
100
15 16 17 18 19 20 21 22 23 24 25 26
CW
YIE
LD
(%
)
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BTG Failure
Potential Impact of the Project~ Unhappy Stakeholder ~
CRITERIA 1.3: INTRODUCTION OF PROBLEM
26
IMPACT AND EFFECT
Ho
w it
Im
pact?
Key S
takeh
old
ers
Missed delivery commitmentCustomer
Quality Issue
BTG Reject
Management
Yield not
achieve targetUnit Failure
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Potential Impact of the Project~ Positive and Negative Impact of Stakeholder ~
CRITERIA 1.3: INTRODUCTION OF PROBLEM
27
IMPACT SCALE:
Category Stakeholder DescriptionPositive Impact
With Project
Completion
Negative Impact
Without Project
Completion
Degree
Of
Impact
Employee Trim & Form
Internal Customer,
Operates Machine &
Delivery
Achieve yield
target
No stoppages
Machine
downtime
Yield not achieve
High
(Direct)
Internal
Customer
EAV
Operates Machines,
Produce Delivery &
Output
Reduce downtime Line down
Higher downtime
High
(Direct)
Management
Plan, Manage
Production &
Delivery
Delivery high
Fast cycle time
Customer
Complain
Scrap Cost
High
(Direct)
CustomerEnd
Customer
Manufacturer of
automotive industry
Zero customer
complaint
Loss of Business
Bad company
image
High
(Direct)
End User Consumer Product user
Consumer
satisfaction
Safety of user
Delay received
product
Lose of Trust
High
(Direct)
TY
PE
IN
TE
RN
AL
EX
TE
RN
AL
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How final solution was determined~ Brainstorming to Identify Potential Causes ~
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
29
ENVIROMENT
Low Yield
at Trim &
Form
Process
ROCKER ARM
INSUFFICIENT SKILL
PLATING THICKNESS
PREVENTIVE MAINTENANC
E (PM)
NOT FOLLOW SETUP
PROCEDURE
LEAD FRAME
PROBLEM
QUALITY CHECK
TRACK WORN OUT
AIR COMPRESSOR BREAKDOWN
OFF LOADER JAMMING
CONVERT DIE-SET
NO RESPONSIBILITY
SKIP PROCEDURE
WASTE LEAD
STUCK
POWER INTERRUPTION
NO AIR SUPPLY
LEAD FRAME HARDNESS
INDEXING PROBLEM
MIS-ALIGNMENT
NO ELECTRICAL SUPPLY
OCCASIONALLY INDEXER JAMMING
NOT USING PROPER TOOL
WARP FRAME
JHAM ACTIVITIES
NO VACUUM SUPPLY
NOT FOLLOW PROCEDURE
POOR TECHNICAL KNOWLEDGE SCREW NOT TIGHTEN
PROPERLY
NO PROPER
TRAINING
NOT FOLLOWING SET-UP PROCEDURE
MIS-HANDLING
POOR QUALITY CONTROL
NEW EMPLOYEE
FORMING PUNCH’S SPRING
BROKEN
PUSH PIN JAMMED
36Potential causes been selected from monitoring by using checksheet data
and validation from proses engineer
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How final solution was determined~ Brainstorming to Identify Potential Causes ~
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
30
ENVIROMENT
Low Yield
at Trim &
Form
Process
ROCKER ARM
INSUFFICIENT SKILL
PLATING THICKNESS
PREVENTIVE MAINTENANC
E (PM)
NOT FOLLOW SETUP
PROCEDURE
LEAD FRAME
PROBLEM
QUALITY CHECK
TRACK WORN OUT
AIR COMPRESSOR BREAKDOWN
OFF LOADER JAMMING
CONVERT DIE-SET
NO RESPONSIBILITY
SKIP PROCEDURE
WASTE LEAD
STUCK
POWER INTERRUPTION
NO AIR SUPPLY
LEAD FRAME HARDNESS
INDEXING PROBLEM
MIS-ALIGNMENT
NO ELECTRICAL SUPPLY
OCCASIONALLY INDEXER JAMMING
NOT USING PROPER TOOL
WARP FRAME
JHAM ACTIVITIES
NO VACUUM SUPPLY
NOT FOLLOW PROCEDURE
POOR TECHNICAL KNOWLEDGE SCREW NOT TIGHTEN
PROPERLY
NO PROPER
TRAINING
NOT FOLLOWING SET-UP PROCEDURE
MIS-HANDLING
POOR QUALITY CONTROL
NEW EMPLOYEE
FORMING PUNCH’S SPRING
BROKEN
PUSH PIN JAMMED
PREVENTIVE MAINTENANCE
(PM)
ROCKER ARM
INSUFFICIENT SKILL
PLATING THICKNESS
NOT FOLLOW SETUP
PROCEDURE
LEAD FRAME
PROBLEM
QUALITY CHECK
CONVERT DIE-SET
POWER INTERRUPTION
NO AIR SUPPLY
LEAD FRAME HARDNESS
JHAM ACTIVITIES
NO VACUUM SUPPLY
PUSH PIN JAMMED
Potential causes were generated during the brainstorming
session with the team members14
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How final solution was determined~ Using Cause and Effect Diagram ~
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
31
Low Yield at
Trim & Form Process
PLATING THICKNESS
LEAD FRAME PROBLEM
JHAM ACTIVITIES
NOT FOLLOW SETUP
PROCEDURE
POWER
INTERRUPTION
NO AIR SUPPLYNO VACUUM SUPPLY
INSUFFICIENT
SKILL
QUALITY CHECK
PREVENTIVE
MAINTENANCE (PM)
LEAD FRAME
HARDNESS
No electrical supply
Engine vacuum leak
Interruption from TNB
supply or plant facility
Interruption at plant
facility equipment
Interruption at plant
facility equipment
Air compressor
break down
Not done properly
Not follow
procedure
Skip task
Not follow procedure
Roller design
Non-durable
material (copper)
Push pin rusty
Reach
limit
New employee
Not perform
Solder
thickness out
of spec
Bent frame
Incoming frame
from supplier
Skip procedure
No proper training
Incoming
process
New employee
CONVERT DIE-SET
misalignment
Insufficient skill
Incoming from
subcon plating
PUSH PIN JAMMED
MAN MACHINE METHOD
MATERIALMATERIALENVIRONMENTENVIRONMENT
ROCKER ARM
ROLLER
WORN-OUT
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How final solution was determinedSummary of Brainstorming to Identify Most Potential Causes
~ Using Tree Diagram ~
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
32
Offset turningImproper alignment
of coiler to machine
Why Why Why Team Decision
Lo
w Y
ield
at
Tri
m &
Fo
rm P
roc
es
s
Insufficient
Skill
Not follow setup
procedureSkip procedure
New employee
Convert Die-set Insufficient skill
JHAM activities Not follow procedure
Not follow procedurePreventive maintenance
(PM)
Not performQuality check
Not done properly
Skip task
New employee
Power interruption
No vacuum supply
No air supplyInterruption from plant
facility equipment
Interruption at plant
facility equipment
Interruption from TNB
supply or plant facility No electrical supply
Air compressor
break down
Engine vacuum
leak
* Verified by Facilitator
Plating thickness
Lead frame problem Bent frame
Solder thickness out of
spec
Incoming process
L/F hardnessIncoming frame
from supplier
Rocker arm roller
worn-outHeavy Force
Reach limit
Non-durable material
(copper)
Push pin jammed Pusher rusty
No proper training
Mis-alignment
Incoming from
subcon plating
MAN
MATERIAL
METHOD
MACHINE
ENVIRONMENT
1
2
3
4
5
6
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POTENTIAL CAUSES FINDINGS COORDINATOR ASSISTANTFACTOR
Push pin
jammedObserve dust and rusty.
Cleaning and service done only once
per week.
TEAM CONCLUSION
POTENTIAL CAUSES FINDINGS COORDINATOR ASSISTANTFACTOR
Convert
Die-set
Not proper setup during die-set
conversion.
Buy-off check sheet filled every
conversion. Re-certification done
every 2 years for machine owner.
Verification of the Most Probable ~ Root Cause - Man and Machine ~
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
33
TEAM CONCLUSION
NURATHIRAHPHILLIPS
HISHAM PHILLIPS
1
2
CA
TE
GO
RY
-
MA
NC
AT
EG
OR
Y -
MA
CH
IN
E
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Verification of the Most Probable~ Root Cause - Machine and material ~
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
34
POTENTIAL CAUSES FINDINGS COORDINATOR ASSISTANTFACTOR
Plating
thicknessSolder thickness out of spec due to
insufficient plating.
To occurrence but not related to
Trim & Form
TEAM CONCLUSION
POTENTIAL CAUSES FINDINGS COORDINATOR ASSISTANTFACTOR
Rocker arm
roller worn-
out
Heavy force on roller during forming
process.Roller design easily worn-out due to
use non-durable material (copper).
TEAM CONCLUSION
NURATHIRAHPHILLIPS
AINRAHIMY
0
1
2
3
4
SAT
SU
N
MO
N
TU
E
WED
TH
U
FRI
To
tal C
on
vers
ion
&
Ch
an
ge d
evic
e
Plating thickness monitoring
MTF001 MTF002 MTF004
3
4
CA
TE
GO
RY
-
MA
CH
IN
EC
AT
EG
OR
Y -
MA
TE
RIA
L
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Verification of the Most Probable~ Root Cause – Material and Method ~
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
35
POTENTIAL CAUSES FINDINGS COORDINATOR ASSISTANTFACTOR
Preventive
maintenance
(PM)
Skip task and not proper PM.Machine only will be release after PC
Buy-Off and Engineer Verification.
TEAM CONCLUSION
POTENTIAL CAUSES FINDINGS COORDINATOR ASSISTANTFACTOR
Incoming Lead
frame Problem
(Bent Frame)
Lead frame already damage from
incoming process.
Frame are checked by 100% VI
operator and hold under Engineer
verification.
TEAM CONCLUSION
SHATILAYUSRI
YUSRISAIFUL
5
6
CA
TE
GO
RY
-
MA
TE
RIA
LC
AT
EG
OR
Y -
ME
TH
OD
Page
MACHINE
Buy-off check sheet filled
every conversion
Re-certification done every 2
years for machine owner
FALSEMANNot proper setup during tool
conversion
TRUE
TRUE
FALSE
FALSEMATERIAL
FALSEMETHOD
Cleaning and service done
only once per weekObserve dust and rusty
Bush design easily worn-out
due to use non-durable
material (copper).
Heavy force on roller during
tool clamp.
Rarely happen base on
monitoring record.
Solder thickness out of spec
due to insufficient plating.
Frame are checked by 100%
VI operator and hold under
Engineer verification.
Lead frame already damage
from incoming process.
Machine only will be release
after PC Buy-Off and
Engineer Verification.
Skip task and not proper PM.
Why Low
YIELD at
Trim &
Form
Process
MACHINE
Buy-off check sheet filled
every conversion
Re-certification done every 2
years for machine owner
FALSEMANNot proper setup during tool
conversion
TRUE
TRUE
FALSE
FALSEMATERIAL
FALSEMETHOD
Cleaning and service done
only once per weekObserve dust and rusty
Bush design easily worn-out
due to use non-durable
material (copper).
Heavy force on roller during
tool clamp.
Rarely happen base on
monitoring record.
Solder thickness out of spec
due to insufficient plating.
Frame are checked by 100%
VI operator and hold under
Engineer verification.
Lead frame already damage
from incoming process.
Machine only will be release
after PC Buy-Off and
Engineer Verification.
Skip task and not proper PM.
Why Low
YIELD at
Trim &
Form
Process
Tree Diagram :~ Summary Verification of Potential Root Cause ~
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
36
Cons.CATEGORYCAUSES POTENTIAL CAUSES FINDING
Page
Rust & dust cause the forming punch not fully push to the
bottom position due to push pin jammed
FUNCTION Push pin is used to move the
rocker arm during the forming process
is carried out
MATERIAL Steel (K110)
First Selected Potential Root Cause~ Explanation on How Push Pin Causing BTG ~
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
37
Page
First Selected Potential Root Cause~ Explanation on How Push Pin Causing BTG ~
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
38
Page
First Selected Potential Root Cause~ Explanation on How Push Pin Causing BTG ~
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
39
.
.
.
.
.
.
.
.
.
.
Page
Prevent Push Pin from jamming due to dust & rusty
Suggestion and Implementation for Preliminary Action ~ Using 5W 1H ~
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
40
WHAT WHYWHY WHEREWHERE WHENWHEN WHOWHO HOWHOW
Page
BTG Failure
Prevent Push Pin from jamming due to dust & rusty To reduce reject Body to ground
Suggestion and Implementation for Preliminary Action ~ Using 5W 1H ~
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
41
WHATWHAT WHY WHEREWHERE WHENWHEN WHOWHO HOWHOW
Page
BTG Failure
Prevent Push Pin from jamming due to dust & rusty To reduce reject Body to groundTrim & Form Fico machine
Suggestion and Implementation for Preliminary Action ~ Using 5W 1H ~
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
42
WHATWHAT WHYWHY WHERE WHENWHEN WHOWHO HOWHOW
Page
BTG Failure
Prevent Push Pin from jamming due to dust & rusty To reduce reject Body to groundTrim & Form Fico machineDuring JHAM activity
Suggestion and Implementation for Preliminary Action ~ Using 5W 1H ~
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
43
WHATWHAT WHYWHY WHEREWHERE WHEN WHOWHO HOWHOW
Page
BTG Failure
Prevent Push Pin from jamming due to dust & rusty To reduce reject Body to groundTrim & Form Fico machineDuring JHAM activityShift maintenance
Suggestion and Implementation for Preliminary Action ~ Using 5W 1H ~
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
44
WHATWHAT WHYWHY WHEREWHERE WHENWHEN WHO HOWHOW
Page
BTG Failure
Prevent Push Pin from jamming due to dust & rusty To reduce reject Body to groundTrim & Form Fico machineDuring JHAM activityShift maintenanceUpdate JHAM from weekly to every shift
Suggestion and Implementation for Preliminary Action ~ Using 5W 1H ~
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
45
WHATWHAT WHYWHY WHEREWHERE WHENWHEN WHOWHO HOW
Page
First Selected Potential Root Cause~ JHAM Update ~
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
46
JHAM is a maintenance strategy wherein a schedule machine maintenance is carried out in short
period of production time which includes cleaning and inspection and performed by machine owner or technician.
JHAM include in schedule downtime. JHAM is perform according to panned maintenance schedule.
JHAM activities in Trim & Form area are done:
1. Shiftly (STS & RTR)
2. Weekly (STS only)
JHAM – Jishu Hozen Autonomous Maintenance
Page
First Selected Potential Root Cause~ Weekly to Shiftly inserted in JHAM ~
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
47
AFTERBEFORE
Page
Rocker Arm is used to move the forming punch during the lead formation
Steel
RM 950
FUNCTION
MATERIAL
COST PER PIECE
MACHINE
Buy-off check sheet filled
every conversion
Re-certification done every 2
years for machine owner
FALSEMANNot proper setup during tool
conversion
TRUE
TRUE
FALSE
FALSEMATERIAL
FALSEMETHOD
Cleaning and service done
only once per weekHaving dust and rusty.
Bush design easily worn-out
due to use non-durable
material (copper).
Heavy force on roller during
tool clamp.
Rarely happen base on
monitoring record.
Solder thickness out of spec
due to insufficient plating.
Frame are checked by 100%
VI operator and hold under
Engineer verification.
Lead frame already damage
from incoming process.
Machine only will be release
after PC Buy-Off and
Engineer Verification.
Skip task and not proper PM.
Why Low
YIELD at
Trim &
Form
Process
Second Selected Potential Root Cause~ Rocker Arm Definition & Description ~
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
48
Cons.CATEGORYCAUSES POTENTIAL CAUSES FINDING
MACHINE TRUECleaning and service done
only once per weekObserve dust and rusty.
Page
Rocker Arm is used to move the forming punch during the lead formation
Steel
RM 950
FUNCTION
MATERIAL
COST PER PIECE
Second Selected Potential Root Cause~ Rocker Arm Definition & Description ~
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
49
Page
Second Selected Potential Root Cause~ Explanation on How Roller Causing BTG ~
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
50
Problem area
Page
Suggestion and Implementation for Preliminary Action ~ Using Why Why Analysis ~
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
51
Because used poor material life span.
Why rocker arm roller worn out during forming?
Because rocker arm roller worn out during forming.
Why forming punch not fully in top position?
Because forming punch not fully in top position.
Why rocker arm cause Body to Ground reject?
To change different material for rocker arm roller.
Page
Result of Preliminary Action~ Using 5W 1H ~
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
52
What is the proposal? Why need to modify it ? Where is the changes?
When is idea raise? Who propose this idea? How?
To find better material for rocker arm roller
To reduce Body to Ground (BTG) reject
At Trim & Form Fico Machine
During brainstorming session
All Warriors member
Further study by using 4R and WHY WHYAnalysis
To change different material for rocker arm roller.
Page
ReviseTo have more frequent
check
Revision on work
procedure
To ensure the rocker arm is
in good condition
ReplaceTo ensure rocker arm
in accurate position
Change from copper
bushing to solid type
rocker arm roller
To have long life span
and more reliable design
RearrangeTo stabilize forming
punch
Shorten distance between
rocker arm holder and
forming punch
To ensure forming
punch reach at top
position
RedesignTo ensure forming
punch fully press
to top position
Modify rocker arm
roller to fit type design
To stabilize forming
punch
Further Brainstorm to Identify Various Potential CreativeandInnovative Solution ~ Using 4R and Why Why Analysis ~
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
53
Potential
SolutionWhy ? Why ? Conclusion
Page
Evaluating the Advantages & Disadvantages of VariousPotential Creative and Innovative Solution on 2 Measurable
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
54
Any quality risk? Quality
Cost Any cost involve?
Quality
Cost
Criteria Team DecisionMeasurable
Page
Evaluating Various Potential Creative and Innovative Solution ~ Advantages & Disadvantages of 4R ~
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
55
No quality risk
- High cost needed (RM1800)
- Need to change whole rocker
arm.
NA- Involved supplier to redesign the
dieset structure
Low Risk
- Robust material to increase life
span
- Low cost (RM 60)
No quality risk- Limited space for check sheet
storage.
Redesign- Modify rocker
arm roller to fit
type design
Rearrange- Shorten distance
between rocker
arm holder and
forming punch
Replace - Change from
copper bushing
to solid type
rocker arm
roller
Revise- Review on
work
procedure
Team Decision Based on
QUALITY &Creative
Technique
Measurable Team
Decision
√
X
X
X
COST
Steel with copper type
bushing
Solid steel type
Page
Systematic Assessment for Final Creative and InnovativeSolution Against Targeted Objectives
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
56
Collaborate with supplier to fabricate solid rocker arm roller
Phase 2
Collaborate with production to implement machine fortrial run
Phase 3
Data collection and monitoring.Phase 4
Phase 1Consult & collaborate team’s proposal together with project facilitator (expert in tooling).
Replace - Replace new material for rocker arm roller
Page
Systematic Assessment for Final Creative and Innovative Solution Against Targeted Objectives – Step 1
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
57
Phase 1Consult & collaborate team’s proposal together with project facilitator (expert in tooling).
~ Design for rocker arm roller is drafted
by team members
~ Discussion with facilitator Tan Say Kee
Page
Systematic Assessment for Final Creative and Innovative Solution Against Targeted Objectives – Step 2
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
Phase 2Collaborate with supplier to fabricate solid rocker arm roller
1) Material
- Hardened steel
2) Strength
- Strong and robust connection
3) Made In
- Local
4) Price / RM
- RM60
O
P
T
I
O
N
2
1) Material
- Cast iron
2) Strength
- Weak and rusty
3) Made In
- Local
4) Price / RM
- RM40
O
P
T
I
O
N
1
Before
Design
After
Design
58
Page
Systematic Assessment for Final Creative and Innovative Solution Against Targeted Objectives – Step 2
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
Phase 2Collaborate with supplier to fabricate solid rocker arm roller
1) Material
- Hardened steel
2) Strength
- Strong and robust connection
3) Made In
- Local
4) Price / RM
- RM60
O
P
T
I
O
N
2
1) Material
- Cast iron
2) Strength
- Weak and rusty
3) Made In
- Local
4) Price / RM
- RM40
O
P
T
I
O
N
1
Before
Design
After
Design
59
Page
Systematic Assessment for Final Creative and Innovative Solution Against Targeted Objectives – Step 3
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
60
Selected 1 Machine :MTF001 (Poor machine-higher produce BTG reject)
Duration :CW 39 2015 to CW 42 2015 (4 Weeks)(OCT-2015)
Reason of choosing 4 weeks data monitoring :
Recommended by Engineer to ensure that :
Any data collection/monitoring must involve 3 shifts rotation (A B C)
To observe trend of trial run result
3 shifts are well briefed and followed the procedure/instruction of new implementation
Team is able to collect feedbacks for further improvement (if necessary)
Phase 3Collaborate with production to implement machine fortrial run
Page
Systematic Assessment for Final Creative and Innovative Solution Against Targeted Objectives – Step 4
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
61
Data collection and monitoring.Phase 4
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40
BTG TargetCW
To
tal R
eje
ct
BEFORE PROJECT
Trial-run Result Pilot run
MTF001 machine (Roller – new
material)
(CW39/15 – CW40/15)
Target: 0.16%
PROJECT STARTED
97
98
99
100
15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40
Yield TargetCW
Trial-run Result Pilot run
MTF001 machine (Roller – new
material)
(CW39/15 – CW40/15)
BEFORE PROJECT
PROJECT STARTEDTarget:99.8%
Yie
ld %
Data obtained from Process Engineer (Winnie Goh)
Verified data by Maintenance /Process Manager (Low SK)
Trial Run was temporarily stopped at CW 39/15 due to not achieve target
Trial Run was temporarily stopped at CW 39/15 due to not achieve target
Average
BTG Losses 0.18%
Average Yield improvement
0.18%
Page
Systematic Assessment for Final Creative and Innovative Solution Against Targeted Objectives – Step 4
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
62
Data collection and monitoring.Phase 4
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40
BTG TargetCW
To
tal R
eje
ct
BEFORE PROJECT
Trial-run Result Pilot run
MTF001 machine (Roller – new
material)
(CW39/15 – CW40/15)
Target: 0.16%
PROJECT STARTED
97
98
99
100
15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40
Yield TargetCW
Trial-run Result Pilot run
MTF001 machine (Roller – new
material)
(CW39/15 – CW40/15)
BEFORE PROJECT
PROJECT STARTEDTarget:99.8%
Yie
ld %
Data obtained from Process Engineer (Winnie Goh)
Verified data by Maintenance /Process Manager (Low SK)
Trial Run was temporarily stopped at CW 39/15 due to not achieve target
Trial Run was temporarily stopped at CW 39/15 due to not achieve target
Average
BTG Losses 0.18%
Average Yield improvement
0.18%
Page
Explanation why not achieve target
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
63
Because body to ground (BTG) reject still
occurred due to form punch not full force to top
position.
Suggestion: To rework rocker arm base due to lack of clearance to roller when push pin pressing rocker arm to bottom position .
Proposal :
To improve the clearance by grinding rocker arm base 0.1mm
to get the top position
Page
Explanation why not achieve target
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
64
Page
Explanation why not achieve target
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
65
Because body to ground (BTG) reject still
occurred due to form punch not full force to top
position.
Suggestion: To rework rocker arm base due to lack of clearance to roller when push pin pressing rocker arm to bottom position .
Proposal :
To improve the clearance by grinding rocker arm base 0.1mm
to get the top position
Page
Final Creative and Innovative SolutionContinuous Improvement to Achieve Target
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
66
3.9mm
BEFORE
Proposal :
To improve the clearance by grinding rocker arm base 0.1mm
to get the top position
Page
Final Creative and Innovative SolutionContinuous Improvement to Achieve Target
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
67
4.0mm
AFTER
3.9mm
BEFORE
Proposal :
To improve the clearance by grinding rocker arm base 0.1mm
to get the top position
Page
Illustration : Rocker Arm~ Adaptation from See-Saw ~
CRITERIA 2.4: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
68
NO
GAP
AFTER
GAP
BEFORE
After grind Rocker Arm Base 0.1mm
Page
Expected benefits by implementing the solution(s) ~ Expected Benefit to Stakeholder ~
CRITERIA 2.5: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
69
No Stakeholder Expected Benefit
Management1 Achieve Departmental Target Scrap Unit Reduction Cost Reduction Opportunities
2
3
4
Customer
Employee
Supplier
Build Trust to Customer Build Long Term Business
Competence and Happy Employee Reduce Machine Downtime and Stoppages Enhance Self Confidence and
Communication
Cheaper Cost and High Quality Material Build Trust
Page
Expected benefits by implementing the solution(s) ~ Expected Benefit to Management ~
CRITERIA 2.5: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
70
Management1 Achieve Departmental Target Scrap Unit Reduction Cost Reduction Opportunities
Achieve Departmental TargetScrap Unit
Reduction
Cost
Reduction
Opportunities
Page
Expected benefits by implementing the solution(s) ~ Expected Benefit to Customer ~
CRITERIA 2.5: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
71
2 Customer Build Trust to Customer Build Long Term Business
Build Trust to Customer Build Long Term Business
Vice President
Page
Expected benefits by implementing the solution(s) ~ Expected Benefit to Employee ~
CRITERIA 2.5: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
72
3 Employee Competence and Happy Employee Reduce Machine Downtime and Stoppages Enhance Self Confidence and
Communication
Simplified Work Procedure
Simplified Work Procedure
Enhance Self Confident and
Communication
Reduce Machine Downtime and
Stoppages
Competence and Happy Employee
Page
Expected benefits by implementing the solution(s) ~ Expected Benefit to Supplier ~
CRITERIA 2.5: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
73
4 Supplier Cheaper Cost and High Quality Material Build Trust
Build TrustCheaper Cost and High
Quality Material
Page
Expected benefits by implementing the solution(s) ~ Potential Cost Saving if Project Successfully ~
CRITERIA 2.5: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
74
Yield Losses For Body to Ground (BTG) Converted to RM
Average Losses X ( Unit Cost X Weeks )
= 76,682 pcs X ( CPP X 52 Weeks )
= RM478,497 Losses Per Year
FORMULA
= RM478,497 Losses Per Year
Page
Uniqueness of the Solution~ Steel with Copper Type Bushing ~
CRITERIA 2.6: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
75
Steel with Copper Type Bushing
Page
Uniqueness of the Solution~ 1st action: Replace Steel with copper type bushing to
Solid steel type ~
CRITERIA 2.6: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
76
BEFORE
Steel with copper type bushing
AFTER
Solid steel type
Page
Uniqueness of the Solution~ 1st action: Replace Steel with copper type bushing to
Solid steel type ~
CRITERIA 2.6: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
77
BEFORESteel with copper
type bushing
AFTERSolid steel
type
Page
Uniqueness of the Solution~ Continuous Improvement to Final Solution ~
CRITERIA 2.6: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
78
Replace Idea
Still not achieve target
Delayed due to further
analysis and trial run on
Alternative Solution
Gantt Chart delay due to further analysis
Page
Uniqueness of the Solution~ 2nd action: Replace Steel with copper type bushing to
Solid steel type ~
CRITERIA 2.6: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
79
WARRIORS TV
Page
Uniqueness of the Solution~ 2nd action: Replace Steel with copper type bushing to
Solid steel type ~
CRITERIA 2.6: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
80
See-saw Rocker Arm
3.9mm
BEFORE
4cm
2cm
BEFORE
Page
Uniqueness of the Solution~ 2nd action: Replace Steel with copper type bushing to
Solid steel type ~
CRITERIA 2.6: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
81
See-saw Rocker Arm
3.9mm
BEFORE
4cm
2cm
BEFORE
3cm
AFTER
5cm
Page
Uniqueness of the Solution~ 2nd action: Replace Steel with copper type bushing to
Solid steel type ~
CRITERIA 2.6: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
82
See-saw Rocker Arm
3.9mm
BEFORE
4.0mm
AFTER
4cm
2cm
BEFORE
3cm
AFTER
5cm
Page
Uniqueness of the Solution~ Final Creative and Innovative Solution ~
CRITERIA 2.6: CREATIVE AND INNOVATIVE FINAL SOLUTIONS
83
BEFORESteel with copper type
bushing
AFTERSolid steel type
Final SolutionAfter grind rocker arm base
PagePage 84
Page
Impact of the Project~ Did New Rocker Arm design Contribute to Organization? ~
CRITERIA 3.7: RESULT AND IMPACT OF THE PROJECT
Quality Cost Delivery Morale SafetyASPECT
Achieve Zero Defect?
Achieve Yield Target?
Achieve Target Output?
Motivated? Competent?
Achieve Zero Accident?
IMPACT
New Improved Rocker Arm Design
85
Page
Systematic Assessment for Final Creative and Innovative ~ Solution Against Targeted ~
CRITERIA 3.7: RESULT AND IMPACT OF THE PROJECT
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43
BTG Target CW
To
tal R
eje
ct
Reduction BTG reject positive
Trial-run Result (CW39/15 – CW40/15)
Target: 0.16%
97
98
99
100
15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43CW
Yie
ld
%
Yield Target
Positive Yield improving
Target: 99.8%
Data obtained from Process Engineer (Winnie Goh)
Verified data by Maintenance /Process Manager (Low SK)
Trial-run Result (CW39/15 – CW40/15)
86
Page
Successfully Implemented Creative and Innovative Solution~ Standardization to All Machine ~
CRITERIA 3.7: RESULT AND IMPACT OF THE PROJECT
87
Page
Full Implementation Data~ Monitoring Body To Ground (BTG) Reduction from 0.59% to
0.16%~
CRITERIA 3.7: RESULT AND IMPACT OF THE PROJECT
88
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53
BTG Target
CW
To
tal R
eje
ct
Target: 0.16%
Trial-run Result Pilot run
MTF001 machine (Rocker Arm
Base– Regrind)
(CW41 – CW53 ) by 2015
BEFORE TARGET AFTER
0.59% < 0.16% 0.14%
TARGET MET
Trial-run Result Pilot run MTF001
machine (Roller – new material)
(CW39/15 – CW40/15)
Average reduction:
0.45%
Data obtained from Process Engineer (Winnie Goh)
Verified data by Maintenance /Process Manager (Low SK)
Page
Full Implementation Data~ Monitoring Trim & Form Yield from 99.37% to 99.8% ~
CRITERIA 3.7: RESULT AND IMPACT OF THE PROJECT
89
97
98
99
100
15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 CW
Yie
ld %
Data obtained from Process Engineer (Winnie Goh)
Verified data by Maintenance /Process Manager (Low SK)
Yield Target
Trial-run Result Pilot run
MTF001 machine (Rocker Arm
Base– Regrind)
(CW41 – CW53 ) by 2015
Trial-run Result Pilot run MTF001
machine (Roller – new material)
(CW39/15 – CW40/15)
BEFORE TARGET AFTER
99.37% < 99.8% 99.86%
TARGET MET
99.8%
Improvement by 0.49%
better than target
Page
Full Implementation Data~ Pareto Diagram: Before & After Full Implementation ~
CRITERIA 3.7: RESULT AND IMPACT OF THE PROJECT
90
Before Project (CW 15 - 27) BY 2015 After Project (CW 46 - 53) BY 2015
0
5
10
15
20
25
30
35
RockerArm
FormingPunch
FormingSpring
FormingPusher
Waste lead
Nu
mb
er
of
BT
G C
as
es
0
5
10
15
20
25
30
35
FormingPunch
FormingSpring
FormingPusher
Waste lead RockerArm
Nu
mb
er
of
BT
G C
as
es
100%
100%
97%
94%88%
80%
42%72%
86%100%
ZERO BTG cases
from rocker arm
Page
Achievement of the Project~ Reconciliation of Target and Actual Achievement ~
CRITERIA 3.7: RESULT AND IMPACT OF THE PROJECT
91
RM 477,477per year
After
% YieldImprovement
99.37% /
Quarter
99.86% /
Quarter
Before
1. Cost incurred/machine = RM 60
Total (1 machines) x 4 = RM 240
Total ( 3 machines) = RM 720
Total = RM 720+ RM 300 = RM 1020
= RM (478,497 – 1020)
2. Cost incurred/machine = RM 50
Total ( 3 machines) x 2 = RM 300
Roller
Rocker Arm Base
Data has been calculated and verified by Chew Sin Yee
( Business Unit POM Financial Controller )
Page
Achievement of the Project~ Our Team’s Assessment Before & After Project ~
CRITERIA 3.7: RESULT AND IMPACT OF THE PROJECT
92
0
1
2
3
4
5
CV
Presentation Skill
Purpose of Achieving
Target
Communications
Technical Knowledge
AFTERBEFORE
ITEM COMMUNICATION7 PRIMER\
ADVANCE QC TOOLS
PURPOSE OF ACHIEVING
TARGET
PRESENTATION SKILL
TECHNICAL KNOWLEDGE
NAME BEFORE AFTER BEFORE AFTER BEFORE AFTER BEFORE AFTER BEFORE AFTER
HISHAM 3 4.3 3 4 3 4 3 4.3 3 5
PHILLIPS 2.6 4 3 3.7 3 4.7 3 4.3 3 5
M.RAHIMY 3 4.3 2.6 4 3 4 3 4.3 3 4.3
SAIFUL 2 4 2 3.7 1 3.3 2 4 2 3.7
YUSRI 1.3 4 1.3 3.7 1.3 3 1.3 3.7 1.3 3.7
AIN 2 4 1 3 1 3 2 4 1 4
SHATILA 2 4 1.3 3.7 1.3 3 1.3 3.3 2 3.7
ATHIRAH 1.3 3 1.3 3 1.3 3.3 1.3 3.7 1.6 3.3
7 Primer/Advance QC
Tool
54
32
1VERY POOR
POOR
AVERAGE
GOOD
EXCELLENT
AVERAGE3.9
Page
Achievement of the ProjectTypes of Achievement : Tangible & Intangible
CRITERIA 3.7: RESULT AND IMPACT OF THE PROJECT
High confidence level to take challenges
for future improvement opportunities
project
• Better understanding of CREATIVE & INNOVATIVE solutions to achieve Operational Excellence
Members have improved their knowledge
after the project and reduce scrap unit by
› CRITERIA 3.7: RESULT AND IMPACT OF THE PROJECT
INTANGIBLETANGIBLE
Project Cost Saving of
Successfully improved Yield at Trim & Form
by
(SMART Target 0.43% - better than
target 0.06%)
0.49%
RM478,497 Losses Per Year
- ACHIEVEMENT -
837 Kg / year
93
Page
Achievement of the Project~ Quantum of Achievement and Value Creation ~
CRITERIA 3.7: RESULT AND IMPACT OF THE PROJECT
94
Page
Achievement of the Project~ Planning Our Activities using Gantt Chart ~
CRITERIA 3.7: RESULT AND IMPACT OF THE PROJECT
95
Delayed due to further
analysis and trial run on
Alternative Solution
C
D
P
A
PLAN ACTUAL
Page
Achievement of the Project~ Achievement Contribute to Department ~
CRITERIA 3.7: RESULT AND IMPACT OF THE PROJECT
96
Key Results Area
MeasurementDepartmental
TargetTeam Target
Before Improvement
After Improvement
QualityCustomer Complaint
0 0 0 0
Cost Yield 99.8% 99.8% 99.37% 99.86%
DeliveryDelivery / week
(qty)22M 22M 22.5M 22.5M
Morale Attendance 95% 96% 98.5% 98.5%
Safety Severity Accident 0 cases 0 cases 0 cases 0 cases
Business Year 2015
Focus on Cost
Page
Spin-Off for Continues Improvement~ Best Practice Sharing Cascaded to Other Packages ~
CRITERIA 3.8: RESULT AND IMPACT OF THE PROJECT
97
Sharing knowledge at Reel to Reel Trim & Form Machine
BEFO
RE
AFT
ER
RTR Wire Bond MachineRTR Trim & Form Machine
98.8
99.0
99.2
99.4
99.6
99.8
100.0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
% Y
ield
CW 2016
Yield losses at Trim & Form RTR Machine (CW01-CW021) BY 2016
Target : 99.8 %
Before: 99.53%
Full Implementation CW12 – CW21
After: 99.87%
Jan Feb March Apr May
New Rocker Arm
Page
Spin-Off for Continues Improvement~ Best Practice Sharing Cascaded to Other Packages ~
CRITERIA 3.8: RESULT AND IMPACT OF THE PROJECT
98
Before After
0
5
10
15
20
25
RockerArm
FormingPunch
FormingSpring
FormingPusher
Waste lead
Nu
mb
er
of
BT
G C
as
es
0
5
10
15
20
25
FormingPunch
FormingSpring
FormingPusher
Waste lead RockerArm
Nu
mb
er
of
BT
G C
as
es
100%
100%
95%
88%
77%
55%
44%
78%89%
100%
ZERO BTG cases
from rocker arm
Pareto Diagram : RTR TRIM & FORM Body to Ground (BTG) Causes
Page
Spin-Off for Continues Improvement~ Best Practice Sharing Cascaded to Other Packages ~
CRITERIA 3.8: RESULT AND IMPACT OF THE PROJECT
99
RTR Trim & Form MachineAfter
% OEEImprovement 99.53% / Quarter 99.87% / Quarter
Before
per year
Data has been calculated and verified by Chew Sin Yee
( Business Unit POM Financial Controller )
Page
Recognition of Achievement and Uniqueness of Project~ Department Management ~
CRITERIA 3.9: RESULT AND IMPACT OF THE PROJECT
100
TOP MANAGEMENT
Segment Head
Vice President
Module Head
Page
~ Team Achievement - Department ~
CRITERIA 3.9: RESULT AND IMPACT OF THE PROJECT
1st Runner-up of Internal Segment Competition
21st MARCH 2016
101
Page
~ Team Achievement - Infineon ~
CRITERIA 3.9: RESULT AND IMPACT OF THE PROJECT
Awarded Champion of SGA Inter-department Competition
5th APRIL 2016
102
Page
~ Team Achievement – Northern Region ~
CRITERIA 3.9: RESULT AND IMPACT OF THE PROJECT
GOLD Award for Northern Region ICC Team Excellent 2016
03 - 04 Aug 2016
103
Page
Impact of Project~ To Stakeholder ~
CRITERIA 3.9: RESULT AND IMPACT OF THE PROJECT
Sharing our success with Customer ~
Positive Feedback
104
Page
Recognition of Achievement~ To Stakeholder ~
CRITERIA 3.9: RESULT AND IMPACT OF THE PROJECT
We proud to present with our Dr. Ploss (CEO INFINEON GERMANY)
105
Page
Recognition of Achievement and Uniqueness of Project~ Patent ~
CRITERIA 3.9: RESULT AND IMPACT OF THE PROJECT
106
Page
Impact and Value Creation of the Project~ Impact to Stakeholder ~
CRITERIA 3.10: RESULT AND IMPACT OF THE PROJECT
SupplierManagement Employee
KEY STAKE HOLDERS
Customer
Impact
of Yield Losses
YieldTarget : 99.8%To date : 99.86%
Cost
107
Page
Impact and Value Creation of the Project~ Positive Impact to Stakeholder ~
CRITERIA 3.10: RESULT AND IMPACT OF THE PROJECT
IMPACT AND EFFECT
Ho
w it
Im
pacte
d?
Key S
takeh
old
ers
Fast DeliveryCustomer
Quality Issue
BTG Reject Reduction
Management
Yield Achieve
TargetGood Unit
108
Page
Impact and Value Creation of the Project~ To Environment, Community & Team Members ~
CRITERIA 3.10: RESULT AND IMPACT OF THE PROJECT
109
1) Less Scrap Unit to be Disposed.
2) Minimizing The Generation of Waste To Practical Level.
ISO 14001Safety, Health & Environment Policy
SCRAP UNIT
Weight per unit : 0.21gram
Weight per week :76,682 x 0.21g = 16.1Kg
Quantity waste unit :76,682 x 0.21g x 52 week
=837 Kg / Year (RM 478,497)837 Kg / year (RM 478,497)
Page
Impact and Value Creation of the Project~ To Environment, Community & Team Members ~
CRITERIA 3.10: RESULT AND IMPACT OF THE PROJECT
Team Members
- Simplified for members to handle trim & form process
- Reduce production activities.
- Reduce risk of accident while handling die-sets
- Reduce time taken for production activities.
- Members can focus on task assigned.
Environmental
- Reduce usage of material.
- Reduce usage of chemical & toxic.
- Reduce smell / odors.
- Reduce Nature from risk.
Community
- Healthier Environment.
- Able to enjoy nature.
- No earth pollution.
- Less risk as chemical & toxic waste is generated.
Achievement from Reduction of Scrap Unit
‘ Practicing efficient energy and resources conservation management, and promoting Recycling, Reuse, Reduction and Replace (4R) whenever possible. ’
110
PagePage 111
Page
Validated Final Solution of the Project~ New Design of Rocker Arm ~
CRITERIA 4.11: VALIDATION
112
VALIDATION
Why Low
Yield at
Trim &
Form
process
DESIGN STUDY
SIMULATION
Technical Drawing verification Collaborate with engineer Collaborate with supplier
(SCHEMATIC vs ACTUAL)DESIGN STUDY
Simulation on MTF001 machine Verify BTG reject
(PROTOTYPE VALIDATION)SIMULATION
Page
Validated Final Solution of the Project~ New Design of Rocker Arm ~
CRITERIA 4.11: VALIDATION
113
VALIDATION
Why Low
Yield at
Trim &
Form
process
DESIGN STUDY
SIMULATION
Technical Drawing verification Collaborate with engineer Collaborate with supplier
(SCHEMATIC vs ACTUAL)DESIGN STUDY
Simulation on MTF001 machine Verify BTG reject
(PROTOTYPE VALIDATION)SIMULATIONNew Improved Rocker
Arm Design
Page
Validated Final Solution of the Project~ Our Official Blue Print of Rocker Arm ~
CRITERIA 4.11: VALIDATION
114
Finalizing proposed technical drawing:~ Idea of Rocker Arm is being proposed and drafted by team members
~ Technical drawing with the actual dimension is being prepared by Process and Maintenance
Engineer for fabrication and evaluation purposes.
Verified bySenior Process Manager
Mr. Low Sau Khiong
Page
Validated Final Solution of the Project~ Steel with copper type bushing, Solid steel type &
New rocker arm design ~
CRITERIA 4.11: VALIDATION
STEEL WITH
COPPER TYPE
BUSHING
SOLID STEEL TYPE
FINALVALIDATION
Contribute high BTG reject.
RESULT
BTG reject is reduced but still not
achieve target.
RESULT
BTG reject is reduced and
achieve target.
RESULT
Verified bySenior Process Manager
Mr. Low Sau Khiong
BTG REJECT:
0.59%
BTG REJECT:
0.18%
BTG REJECT:
0.14%
115
Page
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
15 17 19 21 23 25 27 29 31 33 35 37 39
Summary : Reduction of BTG reject from 0.59% to 0.14% after eliminating Rocker Arm problem
Validated Final Solution of the Project~ BTG Reject Losses - Before and After ~
CRITERIA 4.11: VALIDATION
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
41 42 43 44 45 46 47 48 49 50 51 52 53
Target: 0.16%
Before After
Average of BTG reject =0.59% Average of BTG reject =0.14%
CWCW
To
tal
Reje
ct
To
tal
Reje
ct Verified by
Senior Process ManagerMr. Low Sau Khiong
Data obtained from Process Engineer (Winnie Goh)
Verified data by Maintenance /Process Manager (Low SK)
Target: 0.16%
BTG Reject from Rocker Arm
BTG Reject from Others
Target
BTG Reject from Rocker Arm
BTG Reject from Others
Target
116
Page
Validated Final Solution of the Project~ Reject Monitoring ~
CRITERIA 4.11: VALIDATION
Reject Monitoring Result (QUALITY CHECKSHEET)
High BTG reject
BTG reject is reduced
and achieve target
BEFORE
AFTER
Verified bySenior Process Manager
Mr. Low Sau Khiong
117
Page
Validated Final Solution of the Project~ Statistical Process Control (SPC) ~
CRITERIA 4.11: VALIDATION
BTG Failure Control Chart - Rocker Arm
BEFORE
AFTERVerified by
Senior Process ManagerMr. Low Sau Khiong
118
Page
Final Solution of the Project~ Global Change Management (GCM) ~
CRITERIA 4.11: VALIDATION
Approved byPhung Lee Mun
(Quality Manager)
119
Page
Validated Final Solution of the Project~ Finance Endorsement ~
CRITERIA 4.11: VALIDATION
RM 478,497
Approved byCorporate Finance
120
PagePage 121
Page
~ New Procedure were Endorsed Training Program ~
CRITERIA 5.12: RESULT AND SUSTAINABILITY
CERTIFICATION New & Fresh Operator Process Flow & Reject Criteria Basic Operation Standard Operating Procedure Senior Operator / Technical Refresher thru re-certification
SYSTEM / TOOL OJTI (On Job Training Instruction) TWI (Training within Industry)
STANDARD OPERATING PROCEDURE
Yearly Preventive Maintenance Critical Module JHAM activities Roller Calibration Machine Parameter Verification
SYSTEM / TOOL Mentor Mentee ( Buddy ) Skill Level Training
WEEKLY SMT MEETING Sharing and Learning by team / line
leader based on - Quality- Cost- Delivery- Morale- Safety
SYSTEM / TOOL Best Practice Sharing Minutes of Meeting Management Feedbacks
“ Rocker Arm - Reduce Body To Ground Reject ˝
Endorse Adopt Document ShareEndorse
122
Page
~ New Procedure were Adopted Training Program ~
CRITERIA 5.12: RESULT AND SUSTAINABILITY
Endorse Adopt Document Share
CERTIFICATION & TRAINING
Mentoring Checklist SMT DEFECT CRITERIA
“ Basic Machine Operation Through Buddy System”
Coaching and Mentoring by line leaders for first 2 weeks for :
Introduce to team members
Introduction of process ( Trim & Form )
Basic Machine Operation
Reject Criteria
OJTI (Rocker Arm Roller cleaning )
Control Plan
Introduction by Supervisor
Buddy System by Team Leader
Defect Criteria
Staff Certified
Basic machine Operation: Rocker
Arm Training
OJTI Training Rocker Arm Roller cleaning
Adopt
Introduction by Supervisor
Buddy System by Team Leader
Defect Criteria
123
Page
~ New Procedure were Adopted Training Program –OJTI Training ~
CRITERIA 5.12: RESULT AND SUSTAINABILITY
Endorse Adopt Share
Conducted Training Sessions
Introduction by Supervisor
Buddy System by Team Leader
Defect Criteria
Staff Certified
Basic machine Operation: Rocker
Arm Training
OJTI Training
Training Assessment
Adopt Document
OJTI Training
124
Page
~ New Procedure were Adopted Training Program -Staff Certification ~
CRITERIA 5.12: RESULT AND SUSTAINABILITY
Endorse Adopt Share
OJTI Training – LEVEL 2
New and old technicians need to be certified before qualified to operate machines:Pre-requisite 100% PASS
Recertification on Rocker Arm Roller cleaning done every 2 years
Introduction by Supervisor
Buddy System by Team Leader
Defect Criteria
Staff Certified
Basic machine Operation: Rocker
Arm Training
OJTI Training
Adopt Document
Staff Certified
INFINEON
MES BADGE
125
Page
JHAM
B
E
F
O
R
E
JHAM
A
F
T
E
R
Changes on Standard Operation Procedure~ Document Updated – JHAM ~
CRITERIA 5.12: RESULT AND SUSTAINABILITY
Endorse Adopt ShareDocumentDocument
PUSH PIN
Weekly
Shiftly
126
Page
STEEL WITH COPPER TYPE
BUSHING
SOLID STEEL TYPE
Changes on Standard Operation Procedure~ Document Updated – Roller ~
CRITERIA 5.12: RESULT AND SUSTAINABILITY
Endorse Adopt ShareDocumentDocument
A
F
T
E
R
B
E
F
O
R
E
127
Page
~ Revision On Job Training (Work Procedure) ~
CRITERIA 5.12: RESULT AND SUSTAINABILITY
Endorse Adopt Document Share
Technician Certification Program
New systematic and OJTI format to train the production personnel
New Job Instruction will be train by Buddy System’s team leader
On Job Training Instruction Updated
Document
128
Page
~ Self Managing Team (SMT) - QCDMS ~
CRITERIA 5.12: RESULT AND SUSTAINABILITY
SMT Meeting conducted weekly basic by each team.
Owned by shop floor, run by shop floor and for shop floor personnel (Supervisor, Technician and Operator)
Based on QCDMS targets. Conduct sharing and learning for
continuous improvement. For example : Warriors share the
presentation to all team members for continuous success.
SELF MANAGING TEAM (SMT)“ Q C D M S ˝
Endorse Adopt Document ShareShare
129
Page
SMT Team
MeetingDaily
Operators
Technician
Supervisors
Status of quality issue
Plot graph
Quality Process
MeetingWeekly
Production Engineer
Quality Engineer
Supervisor
Quality Procedures
Understanding of KPI
Management
MeetingMonthly
People Awareness
Abnormalities Detection
Management Team
Production Engineer
Quality Engineer
Supervisor
SMT Leader
New Adopted Procedures were Standardized and Maintained~ Follow Up Session ~
CRITERIA 5.12: RESULT AND SUSTAINABILITY
Meeting Frequency Members Review Items
130
Page
Monitoring Results After Full Implementation~ Up Date Status of Body To Ground (BTG) Reduction ~
CRITERIA 5.12: RESULT AND SUSTAINABILITY
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
15 18 21 24 27 30 33 36 39 42 45 48 51 01 04 07 10 13 16 19 22 25 28 31 34 37 40
BTG Target
CW
To
tal R
eje
ct
Result Monitoring Until OCT-2016(CW41),
Weekly Body To Ground Reduction is Below 1.6% and continuously achieving target
Trial-run Result Pilot run MTF001
machine (Roller – new material)
(CW39/15 – CW40/15)
2015 2016
Target: 0.16%
Data obtained from Process Engineer (Winnie Goh)
Verified data by Maintenance /Process Manager (Low SK)
BEFORE PROJECT
AFTER PROJECT
131
Page
Monitoring Results After Full Implementation~ Up Date Status of Yield at Trim & Form ~
CRITERIA 5.12: RESULT AND SUSTAINABILITY
97
98
99
100
15 18 21 24 27 30 33 36 39 42 45 48 51 01 04 07 10 13 16 19 22 25 28 31 34 37 40 CW
Yie
ld %
Data obtained from Process Engineer (Winnie Goh)
Verified data by Maintenance /Process Manager (Low SK)
Yield Target
Trial-run Result Pilot run MTF001
machine (Roller – new material)
(CW39/15 – CW40/15
Result Monitoring Until OCT-2016(CW41),
Weekly Yield is achieved >99.8% and continuously achieving target
2015 2016
Target: 99.8%
BEFORE PROJECT
AFTER PROJECT
132
PagePage 133
Page
Difficulties and Barriers Encountered during Implementation~ Delay on Cascade Stage ~
CRITERIA 6.13: LESSON LEARNED
Blocking point on cascading to all machines due to target not met
LIMITATION LIMITATION OVERCOME
Excellence cooperation from
vendor and maintenance to install
New Rocker Arm to another Fico
machines during standardization
stage
134
Page
Difficulties and Barriers Encountered during Implementation~ Requesting Machine for Trial Run from Production ~
CRITERIA 6.13: LESSON LEARNED
LIMITATION LIMITATION OVERCOME
Difficulties to released machine
from production for trial run
due to high production volume
Discussion with Production Executive & Supervisor for suitable
trial run schedule purpose to do after 5 pm
135
Page
Difficulties and Barriers Encountered during Implementation~ Team Limitation ~
CRITERIA 6.13: LESSON LEARNED
Lack of Knowledge for
material and design.
Guidance & knowledge
sharing by Process
Engineer together to do
the drawing on design
M.RAHIMY
Lack of computer
knowledge & experience
Coaching & Explanation
by senior membersPHILLIPS
Insufficient Time to run
project
Expose team member to
do presentation slideHISHAM
136
Page
Our Members ~ Team Members Self Satisfaction ~
CRITERIA 6.13: LESSON LEARNED
HISHAM SAIFULPHILLIPS M.RAHIMY
YUSRI QURRATU AINI NURATHIRAHSHATILA
My soft skills is improved
I have learnt more about 7 QC
tools
I’m confident on public
speaking after the project
I have better understanding
now for the process
I would like to continue
participate in more project
I have learnt a lot and
enjoyed it!!!
I’m fully satisfied with the teamwork
& co-operation given by new
members
My knowledge on advance power
point competency had improved
ALL TEAM MEMBERS FEEL SATISFIED
137
Page
Our Members ~ Team Skill Development ~
CRITERIA 6.13: LESSON LEARNED
138
Page
Reflection and Lessons Learned ~ Sharing to Stakeholders - Quality Day ~
CRITERIA 6.14: LESSON LEARNED
Sharing with Customer ~ Bosch Positive Feedback
139
Page
~ Sharing with Stakeholders ~
CRITERIA 6.14: LESSON LEARNED
Customer
Internal Meeting
Maintenance Team
Supplier
Department Staff
SMT Member
140
Page
~ Feedbacks from Internal and External Stakeholders ~
CRITERIA 6.14: LESSON LEARNED
CORPORATE OPERATIONS
“Good sharing Idea”
OPERATIONS MODULE 2 (HOD)
“Congratulations to Warriors on the Big
Success”
PRODUCTION TECHNICIAN
“Good Job Warriors”
TRIM & FORMOPERATOR
“Success”
ORGANIZATIONAL DEVELOPMENT (HOD)
“Impressive With Your Team Spirit”
MAINTENANCE TECHNICIAN
“Well Done Warriors..
Good Innovative Idea”
SHIFTSUPERVISOR
“Well Done Team”
CUSTOMER
“So Impressive..
Well Done”
141
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