Manufacturing excellence

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To bring our industrial operations

to World Class Level

IntroductionTo

Manufacturing Excellence

IntroductionTo

Manufacturing Excellence

Presented by YS Lin

E-mail: [email protected]

Mobile: +886-936883828

2010-10-16

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講師簡介林營松

學歷台北工專工業工程中山大學企業管理研究所碩士

工作經歷台灣飛利浦建元電子公司 - IC 廠 IE 工程師 IE/PMCD Dept Head 生產經理 Sr Consultant/Cost Controller 某半導體與光電公司副總經理 /CEO 特助 A+1 精品百貨顧問

顧問輔導案及講授實務經驗飛利浦 Technical Pre-calculation Decision Calculation Manufacturing Excellence國立中山大學戴明挑戰經驗分享 .屏東商業技術學院生產管理 / 國際企業管理A+1 企業管理輔導楠電授課

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ContentsContents

Concept, Approach, Methodology

Framework and System Design of Manufacturing Excellence

Gap Analysis

Group Discussion

Issue – Objective – Strategy – Tactical Plan

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- ZERO DEFECT

- 6 SIGMA

- RELIABILITY

- CUSTOMER COMPLAINT

- ISO9000 ETC.

- SERVICE

- DELIVERY

- QUICK RESPONSE TIME

- SHORT ORDER LEAD TIME

- RUSH ORDER HANDLING

- FLEXIBILITY OF ORDER CHANGE

MANUFACTURING

EXCELLENCE

HUMAN RESOURCES

- LABOR SHORTAGE

- VALUE

COMPETITION

- NUMBER OF COMPETITORS

- IMPRROVEMENT SPEED

FROM COMPETITORS

PRODUCT DEVELOPMENT

- DIVERSITY

- FEATURES

COST

- ENVIRONMENTAL COST

- WAGE INCREASE

- EXCHANGE RATE

- INTEREST

- MATERIAL PRICE

ENVIRONMENT

- PROTECTION

- WASTE ELIMINATION

- RECYCLING

CYCLE TIME

- TIME TO MARKET

- LEAD TIME (ORDER,

COMPLAINT HANDLING)

- TPT

THE CHALLENGES TO CORPORATE EXCELLENCE

QUALITY FLEXIBILITY

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NEW PARADIGM OF MANUFACTURING

EMPHASIS ON SPEED AND FLEXIBILITY I.S.O VOLUME AND COST.

DIMENSION FROM TO

1. PEOPLE SPECIALISED MULTI-SKILLED

2. STAFF NECESSARY,THE OVERHEAD,THE

MORE THE BETTER LESS THE BETTER

3. REJECTS ALLOWABLE UNACCEPTABLE

4. COMMUNICATION FORMAL, INFORMAL,

HIERARCHICAL HORIZONTAL

5. EQUIPMENT PROCESS UNIVERSAL,

SPECIFIED GENERAL PURPOSE

6. GOODS FLOW PROCESS ORIENTED PRODUCT ORIENTED

7. FOCUS LABOR OR EQUIPMENT PRODUCTION

UTILIZATION THROUGHPUT TIME

8. INVENTORY BUFFER WASTE, DEVIL

9. SUPPLIER SHORT-TERM LONG-TERM,

RELATIONSHIP COOPERATIVE, PARTNERSHIP

10. PRODUCT SEQUENTIAL CONCURRENT,

DEVELOPMENT CROSS-FUNCTIONAL

ACTIVITY TEAMS

BASIC CONCEPT

LEAN APPROACH

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APPROACH

1.FACTORIES Manufacturing Excellence- Self-assessment-Visits- Experience sharing

2.BGs INDUSTRIAL PLAN as a part ofBusiness plan(What? Where? How?)

3.CORPORATE Corp. Manufacturing Councila. Manufacturing professionb. Management of industrial synergy

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BUSINESS PLAN - Products - Markets - Financials

TECHNOLOGYROADMAP

INDUSTRIAL PLAN - What? - Where? - How?

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BASIC ELEMENT OF A GOOD INDUSTRIAL PLAN

1. What to make ?

Business plan / industrial plan

2. Where to make ?

Allocation

3. How to make ?

Process policy-Technology- Equipment- Logistics flow

People

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Lines of ActionLines of Action

Improvement drive- Factory visits & audits; benchmarking; performance indicators- Spread “in-house” examples of world-class manufacturing- No central staff; help each other- From manufacturing to MENTOfacturing- Revitalize Industrial Engineering

Management development & staff planning for “industrial jobs”

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Group Factories/Sites

NOs People FactoriesUnits/Sites Product

Vertical Integration

Diversification

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WHAT TO MAKE ?WHAT TO MAKE ?

WHAT ?

Business plan Technology roadmap

Products needs Core competencies

-Make or buy-Subcontracting-Vertical integration-Learning curve-Scale economy

No industrial ventures without business scope! Physical integration of business centers with industrial competence centers ( - live above the shop – )

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WHERE TO MAKE ?WHERE TO MAKE ?

1. Regionalization of global manufacturing

3 regions : North-America West-Europe Asia-Pacific

2. Copy exactly issue

Each region has own “border zone”

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COMPETITIVENESS IN MANUFACTURINGCOMPETITIVENESS IN MANUFACTURING

1. Quality : Entry ticket

2. Responsiveness : Competitive edge

- Flexibility - Leadtime

3. Costs : Profitability yes / no

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CHAIN MANAGEMENTCHAIN MANAGEMENT

1. The creative chain = Product Creation Process

Needs/Ideas

Productconcept

Product definitionProcess definition

2. THE LOGISTICS CHAIN = Manufacturing plus ….

Suppliers Manufacturing Distribution Customers

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From “MANUfacturing” to “MENTOfacturing”

From “MANUfacturing” to “MENTOfacturing”

MANUfacturing = Made by hand

MENTOfacturing = Made by the mind

Question : How to exploit the brainpower

And the creativity of all our people ?

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COST OF THE ORGANIZATIONCOST OF THE ORGANIZATION

Far more savings possible

via elimination of unnecessary indirect jobs,

than via automation of the last direct jobs

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Quality AssuranceQuality Assurance

From PRODUCT CONTROL to PROCESS CONTROL

BATCH RELEASE

PRODUCT RELEASE

PROCESS RELEASE ( 6 , Cpk )

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Manufacturing ProcessManufacturing Process

Market leader ( top 5) must master/control their own processes

Concurrent Product & Process Engineering Note: Process Engineering includes Equipment Engineering

Standardized Process and Equipment

Standardized information system

Extension of cross functional team role in manufacturing

Corporate synergy via experience-sharing; avoid re-inventionSimplification before Automation

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Manufacturing Revolution or Evolution?(How much time left ?)

Manufacturing Revolution or Evolution?(How much time left ?)

Manufacturing Mento-facturing

Directs-Indirects Added cost / added value

Management information People information

Motivation Training & Information

Functional departments Process improvement teams

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How ?

INSPECTOR OPERATOR

SUPERVISOR FACILITATOR

MANAGER COACH

ADDED COST ADDED VALUE

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Diversity ManagementDiversity Management

1. PRODUCT PLANNING WHO ?

- Product / market portfolio

- Product structure ( modularity )

- Contribution margin per product

2. COMPONENTS MANAGEMENT WHO ?

- Supplier base ( costs per supplier )

- Component base ( costs per component )

- Quality costs due to diversity

- Organizational costs due to diversity

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教育訓練輪調工作豐富化

知識 (技術、組織 ). 生產程序.基礎研究.系統方法

資源配置

投資. 學習機會

製造策略. 追求何種改革

特定領域. 製造(Manufacturing)

階段性目標中程目標. 品質改善. 縮短前置時間. 降低存貨水準. 提高生產力

長期目標. 高效率、高品質. 高彈性. 高創新性. 大量顧客化

組織能力 /競爭能力 ( 內涵、獨特 )

能力 (Capabilities). 創新能力. 電腦使用. 資料庫使用. 電腦軟體. 現場解決問題的能力. 持續改善製程缺失. 反應、應變能力. 團隊合作. 高階製程研發能力

工作技能 (Skills). 機台操作.機械電子. 正確性、整合

改進技術 /改革方案 ( 形式、外在 )

. 製造資源規劃系統 (MRP)

. 及時生產 (JIT)

. 跨功能團隊

. 彈性製造系統

. 資訊與溝通科技

. 工作豐富化

. 迷你公司

. 濃縮製造 (Lean manufacturing). 企業再生 (BPR). 競爭標竿製造.TPM.

任務執行例行工作決策依據

.優良的低成本製程技術

. 迅速反應顧客需求

. 快速開發產品

. 優異品質、產品特色

. 大量顧客化生產

. 設計創新性

. 高度彈性

競爭優勢(持久、獨特 )

. 高素質員工

. 品牌繁殖

. 卓越顧客服務

. 低成本取勝

.產品創新

. 高精密性

. 高製造水準

. 人工智慧機器設備

. 通路

競爭 /攻擊武器

核心能力核心產品最終產品產品與事業組合

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.

.

.

.

.

.

.

.

.

.

經驗

新能力累積、應用

組合運用

固有技術.

開發

修正改良

組織資產組織資產

學習型組織

學習型組織

競爭優先性

建立內化

選擇

新機會新機會

策略重心策略重心

Gap

遠景策略雄心

. 全球領導廠商企業策略. 發展方向. 達成方法

策略性規劃贏的策略架構贏的策略架構宗旨 /使命

. 社會優良公民

經營理念企業目標. 出類拔萃. 取悅並超越顧客期望

策略思考策略思考長期成功長期成功

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BUILDING THE WINNING COMPANY

1990 1991 1992 1993 1994 1995 1996 1997 1998

RESTRUCTURING

REVITALIZATION

COSTS

PRODUCTIVITY

ASSETS

PURCHASING

PORTFOLIO

CASH

PROFIT*

* QUALITY

* CUSTOMERS

* EMPLOYEES ENTREPRENEURSHIP

CREATIVITY

IMAGINATION

EMPOWERMENT

INNOVATION

*

PROBLEMS OPPORTUNITIES

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CUSTOMER - ORIENTED COMPANY

ECONOMIC GROWTH

PRODUCT-PROCESS DESIGN PRODUCTION CAPACITYINVESTMENT

SUPERIOR QUALITY SUPERIOR PRODUCTIVITY SUPERIOR FLEXIBILITY

PRODUCTION PLANNINGCUSTOMER DESIRESPRODUCT-PROCESSSPECIFICATIONS

WORLD-CLASS MANUFACTURING

TOTAL CUSTOMER SATISFACTIONSUPERIOR PRODUCT, VALUE, AVAILABILITY

WORLD-CLASS MANUFACTURING TECHNOLOGIES

PEOPLE MATERIAL EQUIPMENT INFORMATION

RESEARCH AND EDUCATION

CONTINUOUS

INVESTMENT

AND

IMPROVEMENT

SOURCE : "REENGINEERING THE FACTORY", A. RICHARD SHORES

OBJECTIVE

STRATEGY

GOAL

TACTICS

PROCESSES

RESOURCES

SCIENTIFIC METHODS

KNOWLEDGE

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WORLD CLASS MANUFACTURING TECHNOLOGY

WORLD-CLASS MANUFACTURING

MANUFACTURING RESOURCES AND PROCESSES

POM TQC SMT QFD DFM ATM CIM JIT

WORLD-CLASS MANUFACTURING TECHNOLOGIES

RESEARCH AND EDUCATION

CONTINUOUS

IMPROVEMENT

(KAIZEN)

- KEY : KAIZEN, CONTINUOUS IMPROVEMENT- POM : PROCESS OF MANAGEMENT- TQC : TOTAL QUALITY CONTROL

SMT : SELF-MANAGED-TEAMSQFD : QUALITY FUNCTION DEPLOYMENTDFM : DESIGN FOR MANUFACTURING

ATM : AUTOMATIONCIM : COMPUTER-INTEGRATED MANUFACTURINGJIT : JUST-IN-TIME

SOURCE : "REENGINEERING THE FACTORY", A. RICHARD SHORES

......

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Visual evaluation of a good factoryVisual evaluation of a good factory

1. Is the flow of the assembly-process visible? (Can you find your way?)

2. Non-quality level? - How many . Inspection? . Testing? . Repairs? - Sets and sub-sets waiting beside the lines?

3. Goods flow - Limited material on the lines - No sub-stores

4. Transparency (=supervision) Can one supervise the manufacturing area?

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5. Performance-information on the line per line per workplace Information on . Quality (short loop) . Efficiency (output)

6. Number of indirects on the floor? How many people “hanging-around” for . Supervision? (why?) . Q-problems . Material supply

7. Contact pattern? . Management presence on the floor? . Open offices?

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8. Is “production” the heart of the business? Are support departments really supporting?

9. Housekeeping Is the place clinically clean?

10. Working atmosphere? Do we smell the “winning spirit” ?

11. Would you like your son or daughter to work here in the “production” ?

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Manufacturing Excellence Road Map

III

IV

IIII

II

I II

ExecutionExecution•Discipline/ Training

QualityQuality•Process/ Follow upProcess/ Follow up

Waste ReductionWaste Reduction•CIFO/ Demand pull

Add ValueAdd Value

Speed

Visual Factory

Per

for m

ance

I

Per

form

ance

Q4’04 Q1’05 Q2’05 Q4’05I

Q3’05

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1st Stage ME Initiatives ( Actual )

• 5S and manufacturing discipline

• Enhance ESD and MSD processes control

• Supervisor shift start-up check

• Kit release control and All-in-one scheduling

• Visible material replenishing trigger system – Flag system

• Hourly tracking and escalation process

• Daily Manufacturing Excellence roving audit checking

• WIP reduction and FIFO process implementation

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2nd Stage ME Initiatives ( Plan )

• To enhance new employee orientation and skill training

• Operator skill certification and re-certification program

• SIC certification program

• Source quality control and poke-yoke process

• Industry benchmark and performance tracking

• SMT zero wrong parts

• Repair processes and quality control

• Minimum 95% yield control and top 5 OQA defect control

• Department knowledge sharing

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3rd Stage ME Initiatives ( Plan )

• Product grouping and streamline production flow

• Enhance the pilot run and 1st time run capability

• Enhance the cascade training activities

• Enhance middle management training and development

• Company wide engineering and technology sharing

• Convert organization to CFT oriented organization

• Nurture an excellence working environment

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• Establish NPI capability

• Establish high mix low volume capability

• Build up an excellent quality environment

• Build up one day turn around capability

4th Stage ME Initiatives ( Plan )

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1. Progress of company

Posting company-wide activities on the wall


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2. Awards



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3. Improvement activities and performance scoreboard

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4. Recent presentations

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5. Status of team projects



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6. General information and pictures of the shop floor

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The New Shop Floor Management ModelThe New Shop Floor Management Model

□ Glass wall management□ Scoreboard□ Floor meeting□ Organization of a work station□ Suggestion□ Storyboard□ Mini-company (Mission,Objectives,Business plan,PDCA)□ Improvement group□ Banker's meeting (Progress report,Monthly report ,Annual report)□ Study group□ Company awareness day□ Top management round table□ Sharing of progress (Display,Free lunch,Presentation ,Newsletter,Awards)

□ Policy management□ Cross-functional management□ Management by exception□ Management by objectives□ Managing by wandering around□ Career planning

□ 5S □ SOP□ JIT □ TPM□ Flow lines□ Poka-yoke

Continuous Improvement

□Core values□ Vision□ Roles & responsibilities□ Management process□ Genba□ Exposing problems□ 5 Whys□ Empowerment□ Ownership□ Involvement of everybody□ Teamwork□ Collective wisdom□ Self-management□ Problem-solving tools□ Assessment□ Checklist□ Visual aids□ Benchmarking□ Upgrading skills□ Learning□ Recognition,Reward□ Communication

□ Cross-training□ Job rotation

Customer NeedCustomer-supplier relationship

Thorough practice

Adequate leadership

Innovative culture

Customer orientationProgressive organizationPeople-oriented organizationIncreased capabilitiesWaste eliminationSurvival of the fittestShop floor excellence

CONCEPT/APPROACH

ACTIVITIES

GOALSGOALS

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.A sense of ownership

.Working as a team

.Focus on clear objectives

.Goal congruence

.Reduce barriers

.Clarify the management process

.Cross-functional linkages

.Less redundant effort

.Commitment and participation

.Own business plan

Everybody is the President of His or Her Area of ResponsibilitySelf-Sufficient GroupAn Autonomous Organization Unit

Mini-Company Concept

.Mission

.Objectives

.Core Values

Operators(Team Members

-Employees)

Banker

Supervisor(Team Leader

-President)

Supplier/Support Group(People from Upstream

Processes)

Customers (People fromDownstream Processes)

Framework of Mini-CompanyFramework of Mini-Company

CustomerOrientation

CustomerOrientation

.Glass Wall Management

.Scoreboard

.Continuous Improvement

.Shop floor Meeting

.Upgrading Skills

.Leadership Development

Management Technology

.Business Plan

.Progress Report -Monthly,Annual Report...Board Meeting

Linkage Mechanism

Customer-Supplier Relationship.Next process as the Customer.Previous process as the Supplier

Check & Balance Mechanism

.PDP

.Budget

Structure

Role & Responsibilities

Benefits

Mini-Company

Top/MiddleManagement

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Organization of a Mini-Company Meeting AreaOrganization of a Mini-Company Meeting Area

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Management of Mini-CompanyManagement of Mini-Company

1.Name of mini-company 2.Mission 3.Names and pictures of people 4.Customer-supplier relationship chart 5.QCDSM Measurements 6.Customer survey results 7.Plans of action(summary of business plan) 8.Samples of defects(with comments) 9.Skill matrix(cross-training matrix)10.Status of team projects11.Improvements of the month(before-after)12.Attendance chart and vacation plan13.Safety clock(Nr. of days without accident)14.Quality clock(Nr. of days without defects)15.Status of suggestions16.Awards received17.Focus item/slogan of the month18.Documents,reference books Business plan Mini-company annual report Shift book,daily meeting notebook Case example of suggestions Reference books on shop floor management Miscellaneous manuals,etc.

1.Name & description of work station 2.Name & picture of operator 3.Standard operating procedure 4.Andon(trouble light to call for help) 5.Line stop button(to call supervisor) 6.Sample board(to check the quality) 7.Explanation of poka-yoke 8.Machine checklist for self-maintenance 9.Machine downtime log10.Safety checkpoint11.Description of recent improvement12.Layout of the area13.SPC chart14.QC process sheet15.Sample product16.Production control board17.Marking of floor

Organize the meeting area Organize an efficient work station

PracticePractice

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Mini-Company's Management Support System

Mini-Company's Management Support System

Name of the mini-company Mission statement Company profile -Names of employees -Skills of employees -Machines, layout, products , processes, etc. Customer-supplier relationships Major objectives Analysis to achieve objectives Action plan (5W2H) Measurement & reporting method

Name of the mini-company Mission statement Company profile -Names of employees -Skills of employees -Machines, layout, products , processes, etc. Customer-supplier relationships Major objectives Analysis to achieve objectives Achievements Existing problems Plans for the future

Business Policy-Strategic Direction

CoordinationCooperationCommunication

Monthly progress reportBusiness Plan

Annual Report

Share ProgressShare Progress

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FORMULATION OF MANUFACTURING STRATEGY

L.TOBJECTIVE

BUSINESSSTRATEGY

MANUFACTURINGSTRATEGY

CORECOMPETENCE

COMPETITIVEADVANTAGES

L.TBUSINESSSUCCESS

BUSINESS ENVIRONMENT

MANUFACTURING

TECHNOLOGYORGANIZATIONAL

CAPABILITYTYPE

ELEMENT

CHARACTERISTIC EXTRINSIC, MECHANIC INTRINSIC, SUBSTANCE

- SKILL & KNOWLEDGE

- PHYSICAL SYSTEM

- MANAGERIAL SYSTEM

- VALUES

SELECT

PRACTICE

TO BUILD DESIRED COMPETENCES

- POM (PROCESS OF MANAGEMENT)- TQC (TOTAL QUALITY CONTROL)- SMT (SELF-MANAGED TEAMS)- QFD (QUALITY FUNCTION DEPLOYMENT)- DFM (DESIGN FOR MANUFACTURING)- ATM (AUTOMATION)- CIM (COMPUTER INTEGRATED MANUFACTURING)- JIT (JUST IN TIME)

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SUPPLIERSSUPPLIERS

1. Involvement in Product Creation Process chain - Co-design - Functions versus components / parts

2. Involvement in logistics chain - Co-makership - Subcontractor

3. Supply Base Management - Supplier selection - Supplier evaluation - Supplier development - Partners in progress

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Training Courses designTraining Courses design

Generic training, distinguished levels and focus:

Level 1: Shop floor Management (Grade 50/60/70; 5x3 days) Control and improvement Textbook: The New Shop Floor Management Author: Kiyoshi Suzaki The free press- A division of Macmillan, Inc. NY Training material: Period 1-5, Value 20,000 USD

Level 2: Manufacturing management (80/90;10 days in 3 blocks) Defining improvement and renewal, managing implementation and change

Level 3: Industrial management (100/directors; 5 days) Defining manufacturing strategy Determining performance gap Determining opportunity gap Managing implementation and change

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MANUFACTURING EXCELLENCE

SELF-ASSESSMENT

See separate self-assessment brochure/file

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Manufacturing Excellence Self-Assessment

1.1 Vision1.2 Shared Vision, mission and goals1.3 Management Style1.4 Employee Involvement1.5 Job Flexibility1.6 Benchmarks1.7 Quality of Worklife1.8 Training/Education1.9 Customer Orientation 1.10 Problem Solving

2.1 Total Business Cycle Time2.2 Manufacturing Cycle Time2.3 Ordr Lead Time2.4 Supplier Lead Time2.5 New Product Introduction2.6 Setups/Chang-Over Times2.7 Planning Cycle

3.1 Vision3.2 Process Capability3.3 Product Reliability(External)3.4 Warranty Claims3.5 Defects(Internal)3.6 Customer Satifaction 3.7 Supplier3.8 First-Pass Yields 3.9 Scrap/Rework3.10 Quality Assurance System

3.Quality/CustomerSatisfaction

1.Organizationand Culture

2.Cycle Times

Aspects Criteria1 2 3 4 5

1.11.21.31.41.51.61.71.81.9

1.102.12.22.32.42.52.62.73.13.23.33.43.53.63.73.83.9

3.10

Score

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Aspects Criteria1 2 3 4 5

Score

4.1 Inventory Turns4.2 Cash Flow4.3 Asset Utilization4.4 Labor Productivity4.5 Products Cost

5.1 Equipment Layout5.2 Automation5.3 Kanban5.4 Batch Sizes5.5 Distribution and Warehousing5.6 Scheduling to Manufacturing5.7 Information 5.8 Maintenance5.9 Expedition(Rush Orders)5.10 Housekeeping

6.1 Vision6.2 Customer Orientation6.3 Cross-Functional Involvement6.4 Product & Technology Planning6.5 Dedication/Project Portfolio Management6.6 Engineering Data Management(EDM)6.7 Capabilities6.8 Development Throughput Time

7.1 Vision 7.2 Supplier Involvement 7.3 Supplier Assessment7.4 Number of Suppliers7.5 Vendor Rating7.6 Purchasing Performance7.7 Strategic Goods

4.FinancialMeasures

5.Physical Plant

6.ProductCreation Process

7.Supplier-BaseManagement

4.14.24.34.44.55.15.25.35.45.55.65.75.85.9

5.106.16.26.36.46.56.66.76.87.17.27.37.47.57.67.7

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BENCHMARKINGBENCHMARKING

Product benchmarking

Process benchmarking

- Spec- Quality / Reliability

- Responsiveness- Cost

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Business Value Chain Analysis

.Planning forecast.Capacity build up.Inventory control

.Purchasing .Vendor QA .Partnership

.OEM-ODM-OBM .Design QA .Equipment/tool design .Automation

.Initial production mgt .Core competence

.Goods flow control.Process control.Fool-proof devices.Equipment mgt.Manufacturing QA .5S, JIT, SFC, PAC.Quick change-over.Waste elimination.Production scale.QMT/QCC.Mini-factory.Glass wall management

.Stock operation

.Shipment handling process.Drop shipment.Global logistics

.Customer satisfaction.SS QA.Responsiveness.Technical support

.Organization structure .Culture .Recruitment .Appraisal system

.Training. Multi-skill .Mgt development .Employee Needs/Motivation .ID

.Accounting system .Annual budgeting .ERP. OA.EIS.DSS.ES .Internal control

.Cost control .Investment mgt .Business planning .Policy management

.Risk mgt .Energy control .Pollution control

Marketing& Sales

Support Activities

Primary Activities

FirmInfrastructure

HumanResources

TechnologyDevelopment

Procurement

ServiceOutboundLogistics

OperationsInbound Logistics

.Sales forecast

.Customer database

.Market research

.Competitive analysis

.Time to market

.Promotion

.Local market penetration

Marg

inC

om

petitive A

dvan

tage

Vertical Integration

Diversification

55

Manufacturing Accounting 系統架構 Review

銷貨收入銷貨成本毛利營業費用淨利

銷貨成本檢討. 銷售. 銷貨成本. 存貨. 總結改善建議

營業費用差異分析Act-Forecast

營業成本差異分析.Act-Std. 原料 WIP-> 成品

銷售分析.A/R. 個別毛利□ 客戶別損益

年度預算

MSP 標準單價BOM

Routing

工單

產品實際成本

製造差異分析 - 當月. 製造差異. 標準單位成本調整 - 庫存. 購價差異. 廠區製程損益

ERPVariance Rule

工單損耗率

調整每月分攤表

G/L

合併財務報表合併財務報表

Cost Comparison

Cost down Action Plan

檢討機制

預算差異分析.Act- Budget

實際生產成本明細表. 當月□ 成本習性 V/F 直接 / 間接. 本 / 上月比

月別實際生產成本明細表. 結構比□Rolling Forecast□Cot down action

製造差異分析 - 月別. 明細表. 彙總表

廠區製程損益明細. 半成品. 成品

經營分析. 財務績效□ 營運績效.Task setting

KPI

標準成本基本假設.Work center rate. 實際折舊費用

產品標準成本. 分步.Transfer price

生產紀錄. 領料.In/Out 數量. 工時 - 人工 . 機器.Yield report

Item Variance

. 產品成本分析 Act- Std

: to be enhanced

56

ObservationObservation

Proposal

一.廠務 - 生管.物管1.計劃式生產 .計劃--->訂單式生產 -25 MRMB庫存 .建立交期管理體系圖 -Two many stock points .Capacity review.行動計劃2.周生產計劃 .Rolling weekly call-off + 週結3.MRP .合併集中採購議價.長期訂單分批交貨

.ABC分析

.A類原料-->定期訂購. Stock movement

.B/C類-->定量訂購.預估與實際用量比對

.Leadtime.經濟批量.安全庫存.訂購點全面review

4.Manual 排程跟催 .Daily production meeting.Small lot production.Real time WIP tracking.Logistics performance report 整合/解析

二.工程1.新人 .OJT, SD, 技術研討/交流

.技術手冊- 成型.電性2.工程能力 . Process parameters setting/Optimization .Cpk 1.0-1.3 .工程人才培育. Core competence .FQC DPPM .SPC訓練

.QMT(Quality management team)專案改善推動

.組織調整3.送樣 .Matrix organization整合產品工程師機能

' + Initial production management

觀察事項

57

Proposal觀察事項

三.製造1.作業環境 .5S + 自主保全推動

.走動式管理- 巡廠2.現場管理 .Glass wall management

.生產會報

.自主檢查規範.要求

.QCD/SMED 快速換模

.管理幹部管理手冊3.生產改善/成本管理 .增加IE工程師. IE diagnosis

.標準成本Task setting

四.品保1.送樣及客戶承認檢驗計劃 .APQP (Advanced product quality planning)推動 -FQC only .源流管理- 全檢/加嚴2.Inadequate IPQC抽樣計劃喇叭口設計, 緊---->鬆3.QC--> QA .品質管理資訊整備

.QC教育規劃

.Inspectors 檢出力Test

.TS16949:2002 認證 challenge

58

目的提昇產品品質

Approach 品質管制.流程管理群體學習.源流管理.持續改進

目標不良品減少專業能力.企業體質提昇

□ .組織重整 □ .品質目標展開, Improvement plan

□ .工作盤點 □ .QC教育/種子黑帶培訓□ .Discipline 要求整頓 -體系圖

推 □ .檢驗規範review,限度樣品 -QC 7-tool/ N7

□ .OJT, skill test 檢出力 -QC story 改善歷程□ .Multi-skill training -DOE

動 □ .品質資訊整合(報表.檔案) -QFD

□ .自主檢查規範 -APQP

□ .Process control enhancement -FMEA

事 □ .ISO refinement -Control plan/QC工程圖條文---> 流程圖 -Control chart

□ .客戶特殊規格專檔 -OCAP

項 □ .Promotion/看板管理 -MSA

□ .共同語言彙整 -Total control methodology(TCM)

□ .異常回饋系統整合 -Design review-Reliability management-QS9000/TS16949-QCC-Fool proof/防呆裝置-Quality improvement status(QIS)

□ .幹部 Self-development,外訓□ .跨部門Quality management team(QMT)

□ .Customer visit /Q-review

□ .品質月□ .管理系統/手冊管制□ .知識庫

KaizenMaintain

提昇管理品質

品保部品保部

59

60

方針管理簡報方針管理簡報

61

方針實施計劃書方針實施計劃書

62

Dept:

Policy Emphasis Items(Activity Plan) Control Point Goal Period Deployed to

Department Manager's Policy

63

Activity Plan Sheet

Action Item GoalControl Point Who When EvidenceClose (V)

64

管理項目一覽表管理項目一覽表

65

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