Manufacturing operation

2009/07/172009/07/17 copy right by Dr. Len Mei 200907copy right by Dr. Len Mei 200907 11

Manufacturing Manufacturing

OperationsOperations

Dr. Len Mei Dr. Len Mei


What is a manufacturing What is a manufacturing

operationoperation

�� An operation using given An operation using given

resources to produce products resources to produce products

in volumein volume

�� Resources include: tools/ labor/ Resources include: tools/ labor/

materials/ utilities/ cashmaterials/ utilities/ cash

�� A manufacturing operation A manufacturing operation

without a competitive cost/ without a competitive cost/

quality cannot survive for longquality cannot survive for long


ProductivityProductivity

�� How efficiently an organization How efficiently an organization

can convert input resources into can convert input resources into

goods and servicesgoods and services


ChallengesChallenges

�� Every manufacturing operation is uniqueEvery manufacturing operation is unique

�� Manufacturing operation is also dynamic Manufacturing operation is also dynamic that is constantly changingthat is constantly changing

�� Knowing the operation theory can help to Knowing the operation theory can help to manage the operationmanage the operation

�� Establishing a good system can reduce Establishing a good system can reduce management intervention based on management intervention based on personal judgment (mostly biased), and personal judgment (mostly biased), and move the production like clockworkmove the production like clockwork

�� Managing manufacturing is like navigating Managing manufacturing is like navigating a large ship, a decision can change the a large ship, a decision can change the course and make it difficult to turn backcourse and make it difficult to turn back



�� A good operation requires precipitation of A good operation requires precipitation of every member in the factory with clear every member in the factory with clear understanding of his daily, weekly, monthly understanding of his daily, weekly, monthly goalsgoals

�� A good manufacturing system will reduce A good manufacturing system will reduce complex operations into easy to follow complex operations into easy to follow goals at different levels goals at different levels

�� The goals for each member, each team/ The goals for each member, each team/ task force/department need to be coherent task force/department need to be coherent and built toward the same ultimate goal and built toward the same ultimate goal ((HoshinHoshin 方针）方针）

�� Manufacturing requires disciplineManufacturing requires discipline�� This cannot be accomplished without an This cannot be accomplished without an

overall understanding of the operation itselfoverall understanding of the operation itself



�� Manufacturing operation is not an Manufacturing operation is not an isolated operation. It has to exist and isolated operation. It has to exist and operate under the business context. operate under the business context.

�� Factory priority is often set by Factory priority is often set by business priority and financial business priority and financial requirementsrequirements

�� Such interface must be well Such interface must be well established established

�� Manufacturing is a large organization. Manufacturing is a large organization. Any wavering or conflict of directions Any wavering or conflict of directions will result in the waste of resourcewill result in the waste of resource


A production system consists A production system consists

of 4 partnersof 4 partners


For a production to happen:For a production to happen:


Labor Labor

Labor is the most difficult Labor is the most difficult

managementmanagement


Capacity loss due to lacking Capacity loss due to lacking

laborlabor


TaskTask

�� Compiling hourly going rate Compiling hourly going rate

trend charttrend chart

�� Identify the low HGR root causeIdentify the low HGR root cause

�� Use management technique to Use management technique to

eliminate root causeeliminate root cause


Task Task

�� Synchronization can provide Synchronization can provide

efficiency without extra costefficiency without extra cost

�� Need to develop a matrix to Need to develop a matrix to

monitor synchronizationmonitor synchronization

management

productioninformation

managefeedback


Shift change managementShift change management

�� Shift change creates the biggest Shift change creates the biggest productivity loss due to labor productivity loss due to labor and often creates and often creates misoperationmisoperation

1st shift 2nd shift

Overlap/ Shift handover


Create working cellCreate working cell

�� A working cell, such as A working cell, such as

photolithography, involves photolithography, involves

operators, process engineers, operators, process engineers,

equipment engineers, equipment engineers,

integration. The communication integration. The communication

and cooperation among the and cooperation among the

working cell members are working cell members are

critical to the performance of the critical to the performance of the

cellcell


A matrix organizationA matrix organization

diffusion etchphotoThin film

operator

Eq eng

Proc eng

cell

department


ProcessProcess

Process is the keyProcess is the key


Process improvementProcess improvement

�� Process Process standarizationstandarization

�� Process simplificationProcess simplification

�� Yield improvementYield improvement

�� Process design to avoid Process design to avoid

excursionexcursion

�� Unnecessarily tight process Unnecessarily tight process

spec reduces efficiency without spec reduces efficiency without

buying more buying more quality or yieldquality or yield


Tools Tools

The most expensive resourceThe most expensive resource


ToolsTools

�� ““ToolsTools”” is the most expensive is the most expensive

partnerpartner

�� Two componentsTwo components

�� DepreciationDepreciation

�� MaintenanceMaintenance


Factors determining Factors determining

depreciation per unit outputdepreciation per unit output

�� Cost of acquisitionCost of acquisition

�� Capacity balanceCapacity balance

�� Utilization Utilization –– productive timeproductive time

�� Throughput Throughput


Task Task –– establish depreciation establish depreciation

bench markbench mark

�� $1.6 M/masking layer/1K wafers $1.6 M/masking layer/1K wafers

per month for 70 nm technologyper month for 70 nm technology

�� A A fabfab with 40K/m, 30 ML with 40K/m, 30 ML

process costs $1.92 Bprocess costs $1.92 B

�� Depreciation cost per wafer:Depreciation cost per wafer:

$1.6 Mx30/72/1000=$662$1.6 Mx30/72/1000=$662


UtilizationUtilization


Task Task

�� Compile utilization charts for each Compile utilization charts for each equipment and equipment typeequipment and equipment type

�� Evaluate the rationale for Evaluate the rationale for capexcapexexpansionexpansion�� cutting down Noncutting down Non--scheduled capacity is scheduled capacity is

a way to save money without sacrificing a way to save money without sacrificing capacitycapacity

�� Bottleneck equipment should always be Bottleneck equipment should always be the most expensive equipmentthe most expensive equipment

�� Ranking of the depreciation per wafer Ranking of the depreciation per wafer for equipment type should be the same for equipment type should be the same as ranking of bottleneck equipment typeas ranking of bottleneck equipment type


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NonNon--scheduled capacityscheduled capacity

K unit/month


Capacity balanceCapacity balance

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Bottleneck equipment

Identifying and improving the capacity of bottleneckequipment is a sure way to increase overall fab capacity


Task Task

�� Determine bottlenecks in the Determine bottlenecks in the

production lineproduction line


Unscheduled down timeUnscheduled down time

�� Unscheduled down usually Unscheduled down usually

means product damage means product damage

�� Its loss is two foldsIts loss is two folds--

�� Depreciation and maintenanceDepreciation and maintenance

�� Product scrap or downgradeProduct scrap or downgrade


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Pareto charts Pareto charts

Time units

Root cause


Task Task

�� Compiling Compiling paretopareto charts to determine charts to determine the top three root causes for the the top three root causes for the unscheduled down and address the unscheduled down and address the problemproblemss

�� Fixing the unscheduled down root Fixing the unscheduled down root causes usually improves the qualitycauses usually improves the quality

�� Distinguish between the real root Distinguish between the real root cause and the apparent root causecause and the apparent root cause

�� Difference between assist and down Difference between assist and down (e.g. jammed wafer)(e.g. jammed wafer)


Scheduled down and taskScheduled down and task

�� Daily, weekly, monthly, quarterlyDaily, weekly, monthly, quarterly

�� How long takes to performHow long takes to perform

�� Which parts are changedWhich parts are changed

�� Second source spare partsSecond source spare parts

�� Review necessity of parts changeReview necessity of parts change

�� Internal vs. outsourcingInternal vs. outsourcing

�� SchedulingScheduling

�� Multiple toolsMultiple tools

�� Multiple chambersMultiple chambers


TaskTask

�� Compile trend chart data for the Compile trend chart data for the

total equipment maintenance total equipment maintenance

cost (parts/ labor for both cost (parts/ labor for both

internal and outsourcing)internal and outsourcing)

�� Add maintenance cost to the Add maintenance cost to the

equipment cost to determine the equipment cost to determine the

cost of ownershipcost of ownership


TaskTask

�� Compile trend charts for MTTF Compile trend charts for MTTF

and MTTR for each equipmentand MTTR for each equipment

�� Bench mark different equipment Bench mark different equipment

of the same equipment typeof the same equipment type


EngineeringEngineering

�� Daily performance checkDaily performance check

�� Kit change due to process Kit change due to process

changechange

�� CalibrationCalibration

�� Recipe management or editingRecipe management or editing

�� Self cleaningSelf cleaning

�� Test runsTest runs


TaskTask

�� Breakdown of engineering Breakdown of engineering

activities on tools and evaluate activities on tools and evaluate

its effectivenessits effectiveness


StandbyStandby

�� Task Task –– compile standby time for compile standby time for

each equipment typeeach equipment type

�� Standby due to lack of partnersStandby due to lack of partners

�� LaborLabor

�� WIPWIP


Improving bottleneck capacityImproving bottleneck capacity

For bottleneck equipment, we must minimize this.

For bottleneck equipment, we must maxmizethis.


Improving bottleneck capacityImproving bottleneck capacity

Equipment automation plays an important role!


OEE using equipment OEE using equipment

automationautomation

�� OEE (overall equipment OEE (overall equipment

efficiency) improvement by efficiency) improvement by

retrieving equipment retrieving equipment

performance data from performance data from

equipmentequipment


WIPWIP

Managing WIP intelligentlyManaging WIP intelligently


Capacity loss due to lacking of Capacity loss due to lacking of

WIPWIP

�� Introduction of the theory of Introduction of the theory of

operating curve managementoperating curve management

�� Two normalized parametersTwo normalized parameters

�� UU UU –– fabfab capacity utilization capacity utilization

(capacity utilized vs. total capacity)(capacity utilized vs. total capacity)

�� FF FF –– flow factor (cycle time vs. flow factor (cycle time vs.

raw process time)raw process time)


OCMOCM

DGR – daily going rate(raw process time)

gap

Queuing theory


Operating curve with different Operating curve with different αα

�� Small Small ααis more efficientis more efficient


Cycle timeCycle time

�� Flow factor (FF) is the Flow factor (FF) is the

normalized cycle timenormalized cycle time

�� Too long cycle time is bad:Too long cycle time is bad:

�� Increase cost of WIPIncrease cost of WIP

�� Decrease qualityDecrease quality

�� Task Task –– create a trend chart for create a trend chart for

flow factor flow factor


Cycle time breakdownCycle time breakdown

�� Processing timeProcessing time

�� Queue time (waiting for tools)Queue time (waiting for tools)

�� Queue time (waiting for labor)Queue time (waiting for labor)

�� Hold time (waiting for engineers/ Hold time (waiting for engineers/

process)process)

�� Transport timeTransport time

�� Above CT analysis for each Above CT analysis for each

modulemodule


Example of detail CT reportExample of detail CT report

no. stage Q-tgt Q-actual SPT R-actual H-tgt H-actual Avg CT cum CT cum SPT FF

1 wfr start - - 0.2 0.2 - - 0.2 0.2 0.2 1.00

2 preanneal 1.0 2.0 7.3 7.0 0.2 1.0 10.0 10.2 7.5 1.36

3 pad nitride 3.0 2.0 6.3 6.5 - - 8.5 18.7 13.8 1.36

4 BSG mask 3.4 3.0 1.6 1.7 2.0 1.2 5.9 24.6 15.4 1.60

5 BSG anneal 2.3 2.0 4.8 4.5 1.2 3.0 9.5 34.1 20.2 1.69

6 DT photo 3.5 4.0 7.1 7.0 1.0 1.5 12.5 46.6 27.3 1.71

7 DT MOetch 2.2 4.0 5.7 6.0 1.1 2.1 12.1 58.7 33.0 1.78

8 DT etch 3.0 2.3 2.3 2.2 2.0 2.0 6.5 65.2 35.3 1.85

9 edge poly 2.0 2.5 2.3 2.2 1.0 3.1 7.8 73.0 37.6 1.94

10 DT etch+ cln 2.3 3.0 1.5 1.6 1.4 2.0 6.6 79.6 39.1 2.04


Task Task

�� Create cycle time reportsCreate cycle time reports

�� Identify long cycle time itemsIdentify long cycle time items

�� Eliminate long cycle time itemsEliminate long cycle time items


Daily management of WIPDaily management of WIP

no. stage BOH moves EOH turn turn tgt scrap rework

1 wfr start - - - - - - -

2 preanneal 200 200 350 0.73 0.80 21 -

3 pad nitride 340 650 435 1.68 1.50 - -

4 BSG mask 325 430 230 1.55 2.00 - -

5 BSG anneal 435 456 345 1.17 1.00 - -

6 DT photo 560 890 345 1.97 1.80 - 33

7 DT MOetch 325 232 230 0.84 2.00 - -

8 DT etch 450 270 230 0.79 2.40 - -

9 edge poly 325 435 235 1.55 1.60 - -

10 DT etch+ cln 421 534 411 1.28 1.60 - -


Gap Chart Gap Chart –– identifying the root identifying the root

cause of long cycle time and low cause of long cycle time and low

utilizationutilization

Gap too large

FF too large

efficient production

In-efficient production


Gap ChartGap Chart

�� Plotting daily gap chart is useful Plotting daily gap chart is useful

because one can tell the factory because one can tell the factory

efficiency at one glanceefficiency at one glance

�� The direction of moving of the The direction of moving of the

daily data point also tells us the daily data point also tells us the

production is moving toward production is moving toward

more efficiency or less efficiencymore efficiency or less efficiency


A Gap Trend ChartA Gap Trend Chart


Trend charts of efficiencyTrend charts of efficiency

�� Regardless of the manufacturing theory, Regardless of the manufacturing theory, we can set up many different trend charts we can set up many different trend charts to show the trend of efficiencyto show the trend of efficiency

�� It is easy to setup and powerfulIt is easy to setup and powerful

�� The design of trend charts should be The design of trend charts should be representative and the improvement should representative and the improvement should be directly linked to a few specific actions be directly linked to a few specific actions taken. Interdependent parameters should taken. Interdependent parameters should be removedbe removed

�� The trend charts should be The trend charts should be fabfabindependent so it can be benchmarked independent so it can be benchmarked


Trend charts of efficiency Trend charts of efficiency --11MLPW – Masking layer per week


Trend charts of efficiency Trend charts of efficiency --22


Trend chart of masking layer Trend chart of masking layer

productivityproductivity

�� Actual masking layer per week Actual masking layer per week

performed vs. targetperformed vs. target


How to monitor monthly targetHow to monitor monthly target


Manufacturing variability Manufacturing variability αα

Not all the lots are equal

Queing theory CT/RPT=FF=αααα(u/(1- u)+1)

Where u=DGR/Capa


Example of OCM curveExample of OCM curve


αα, uptime and utilization trend , uptime and utilization trend

chartchart


How to oHow to optimizing ptimizing αα

Optimizing Optimizing ααmeans to improve the operation efficiency means to improve the operation efficiency

(more output in less time) without adding capacity(more output in less time) without adding capacity


Line control to optimizing Line control to optimizing αα

�� Using line control methodology Using line control methodology

to improve line balanceto improve line balance

�� Accurately forecast WIP for Accurately forecast WIP for

bottleneck equipmentbottleneck equipment

�� Establish alert for coming WIP too Establish alert for coming WIP too

high or too lowhigh or too low

�� Establish dispatch rulesEstablish dispatch rules

�� Always provide enough WIP to Always provide enough WIP to

feed bottleneck equipmentfeed bottleneck equipment


Line balancingLine balancing

�� Daily WIP turn at 10 means a lot can go Daily WIP turn at 10 means a lot can go through 10 process recipes per daythrough 10 process recipes per day

�� Lot dispatching should avoid sending the Lot dispatching should avoid sending the lots toward process bottleneck within 10 lots toward process bottleneck within 10 process recipesprocess recipes

�� Dispatch rules need to be setup to arrange Dispatch rules need to be setup to arrange the lot processing priorities automaticallythe lot processing priorities automatically

�� Bottlenecks are dynamic and changing Bottlenecks are dynamic and changing constantlyconstantly

�� A control table with a list of all the A control table with a list of all the WIPWIP’’ss at at every equipment type should be generated every equipment type should be generated for production control reviewfor production control review

�� Manual intervention is occasionally needed Manual intervention is occasionally needed to override auto dispatch systemto override auto dispatch system


Line balanceLine balance

�� Bottleneck equipment type should be given Bottleneck equipment type should be given highest priority for equipment maintenancehighest priority for equipment maintenance

�� Relationship between line balancing and Relationship between line balancing and production efficiency (production efficiency (αα) ) should be should be carefully monitoredcarefully monitored

�� Daily inventory turn for each equipment Daily inventory turn for each equipment type can be a good indicator for line type can be a good indicator for line balancebalance

�� Manufacturing system should flash alert for Manufacturing system should flash alert for the equipment type with inventory turn the equipment type with inventory turn trending down for prolong period or below trending down for prolong period or below certain valuecertain value


Line balanceLine balance

�� WIP management and lot WIP management and lot

dispatching provide the biggest dispatching provide the biggest

opportunity to improve efficiency opportunity to improve efficiency

without extra cost.without extra cost.

�� The key tool is real time The key tool is real time

dispatching systemdispatching system

�� The theory is the OCMThe theory is the OCM


Advanced techniques for line Advanced techniques for line

controlcontrol



Planning of production startsPlanning of production starts

�� Production starts by pull and pushProduction starts by pull and push�� Pull Pull --Production backed by customer orderProduction backed by customer order

�� Push Push ––Production allocated for sales force to Production allocated for sales force to push push

�� Production starts plan is driven by sales. It Production starts plan is driven by sales. It is part of the business process.is part of the business process.

�� Erratic production plan is detrimental to the Erratic production plan is detrimental to the production efficiencyproduction efficiency

�� It is recommended to fix the production It is recommended to fix the production plan for at least plan for at least ½½ of cycle timeof cycle time

�� Monthly planning meeting for production Monthly planning meeting for production plan, capacity, production targetplan, capacity, production target


Production planProduction plan

�� Mid term (6 months) production Mid term (6 months) production plan drives resource forecast, plan drives resource forecast, supply chain managementsupply chain management

�� Long term (1 year or more) Long term (1 year or more) production plan drives production plan drives capexcapex, , headcount, and other strategic headcount, and other strategic business plans (market share business plans (market share target, return on investment target, return on investment target, etc) target, etc)


AutomationAutomation

Tool for productivity and quality Tool for productivity and quality

improvementimprovement


AutomationAutomation

�� Automation is the essential tool Automation is the essential tool

for factory efficiency for factory efficiency

improvementimprovement

�� Three areas of automationThree areas of automation

�� Factory automationFactory automation

�� Equipment automationEquipment automation

�� Data automationData automation


Purpose of automationPurpose of automation

�� Relief mundane task of data Relief mundane task of data

collection and calculationcollection and calculation

�� Shorten information feedback Shorten information feedback

looploop

�� ControlControl

�� Remove emotional decisions Remove emotional decisions


Factory automationFactory automation

�� MES (manufacturing execution MES (manufacturing execution system)system)�� WIP/ DGR/ turn/ equipment statusWIP/ DGR/ turn/ equipment status

�� AMHS AMHS –– automatic materials automatic materials handling system (wafer transport handling system (wafer transport system)system)

�� Production control system Production control system (interfacing with supply chain (interfacing with supply chain management system and including management system and including factory resource management factory resource management system)system)


Equipment automationEquipment automation

�� Equipment automation has two Equipment automation has two

applications:applications:

�� OEE (Overall Equipment OEE (Overall Equipment

Efficiency)Efficiency)

�� APC (Advanced Process Control)APC (Advanced Process Control)



�� Bring every piece equipment onBring every piece equipment on--lineline

�� APCAPC

�� CoCo--relating yield to equipment relating yield to equipment

parameters parameters

�� Monitor equipment performance data in Monitor equipment performance data in

real time real time

�� OEEOEE

�� Event based scheduling Event based scheduling vsvs time based time based

scheduling of equipment maintenance scheduling of equipment maintenance

�� Throughput improvement Throughput improvement



EAP

SERVER

Batch Creat

e

APC

SERVER

Trace

Data

Batc

h

EQ DATA

External

sensors

�� EAP Server APC Functions :EAP Server APC Functions :

�� Configurable Trace Data Configurable Trace Data Connection. Connection.

(Including All Logistic Data) (Including All Logistic Data)

�� External Sensor Integration. External Sensor Integration.

�� Equipment Alarm Collection.Equipment Alarm Collection.

�� APC Server Functions: APC Server Functions:

�� Data CollectionData Collection

�� Fault Detection Fault Detection

�� Data CorrelationData Correlation

10 ~ 20 toolsPer server

10 toolsPer server1 web server1 def/ metrology server1 WAT/yld server


Equipment Maintenance Equipment Maintenance

Database (OEE)Database (OEE)

�� Equipment abnormal service Equipment abnormal service

record systemrecord system

�� Schedule preventive Schedule preventive

maintenance systemmaintenance system

�� Setting priority for scheduled and Setting priority for scheduled and

nonnon--scheduled maintenance scheduled maintenance

based on daily WIP based on daily WIP disbributiondisbribution

and line balanceand line balance


Equipment throughput (OEE)Equipment throughput (OEE)

�� To improve bottleneck equipment To improve bottleneck equipment

throughtputthroughtput increases overall factory increases overall factory

capacitycapacity

�� Throughput improvement requires Throughput improvement requires

breakdown data for each process breakdown data for each process

stepstep

�� Benchmarking equipment of the Benchmarking equipment of the

same equipment type will bring the same equipment type will bring the

worst performer to the bestworst performer to the best


Advanced Process ControlAdvanced Process Control

Data collection From equipment

automationData analysis/

Fault detection &classification

Process control

APC collects data from equipment in real time, analyzes by FDC, sends alarm to equipment engineers for decision.


APC/OEEAPC/OEE

�� An abnormal parameter of an equipment An abnormal parameter of an equipment sends an alert to equipment supervisorsends an alert to equipment supervisor

�� Supervisor reviews the alert to determine Supervisor reviews the alert to determine whether shutdown is necessary. He whether shutdown is necessary. He reviews the database to find previous reviews the database to find previous cases of same alertcases of same alert

�� If the shutdown is required, he reviews the If the shutdown is required, he reviews the maintenance procedure (a check list) and maintenance procedure (a check list) and triggers a maintenance order.triggers a maintenance order.

�� The system automatically reThe system automatically re--schedule the schedule the priority and send an order to store for the priority and send an order to store for the maintenance kitmaintenance kit


Run to Run ControlRun to Run Control

�� Use the data from previous step to control Use the data from previous step to control the process in the next stepthe process in the next step

Step N Step N+1

Data collection& analysis

Process control

�� Use the data from previous lots to control Use the data from previous lots to control the process the process for next lotfor next lot


Data automationData automation

�� Recipe management systemRecipe management system

�� Yield enhancement systemYield enhancement system

�� SPC control system SPC control system

�� Equipment databaseEquipment database

�� Product knowledge databaseProduct knowledge database


Link to the outside worldLink to the outside world

Factory data (WIP, cycle time, equipment, lots, process)

Accounting data (cost, ASP)

Business and planning data (order, capex, purchasing, inventory)

ERP


Next level of business Next level of business

engineeringengineering

�� Establish supply chain control Establish supply chain control

system to reduce inventory (JIT)system to reduce inventory (JIT)

�� Improve CT for WIP reductionImprove CT for WIP reduction

�� Managing spare parts and raw Managing spare parts and raw

materials inventory by turnmaterials inventory by turn

�� Managing finished product Managing finished product

inventory by PULL (convert as inventory by PULL (convert as

much PUSH to PULL)much PUSH to PULL)


A word about quality controlA word about quality control

�� Quality monitoring and control Quality monitoring and control

responsibility belong to QA/QC responsibility belong to QA/QC

departmentdepartment

�� Execution to achieve good Execution to achieve good

quality is the responsibility of quality is the responsibility of

manufacturingmanufacturing


Business processBusiness process

�� Advanced Planning and Scheduling Advanced Planning and Scheduling System is the calculation of the System is the calculation of the production order based on forecast production order based on forecast of sales order, profit margin and of sales order, profit margin and other other stretegicstretegic considerations. considerations. �� What happens in sales for the next What happens in sales for the next

month, in material costs, labor costs and month, in material costs, labor costs and profit? What is going to happen with the profit? What is going to happen with the costs and the profit for this order? costs and the profit for this order?

�� Forecasting the future sales provides Forecasting the future sales provides the basic data for planning work. the basic data for planning work.


ReportsReports

�� Manufacturing reports should be Manufacturing reports should be

comprehensive enough to have comprehensive enough to have

a birda bird’’s eye view of the overall s eye view of the overall

factoryfactory

�� All reports should contain All reports should contain

quantitative data that can be quantitative data that can be

benchbench--markedmarked


SummarySummary

�� Adapt OCM/Adapt OCM/HoshinHoshin/ automation / automation

/OEE/ APC techniques to /OEE/ APC techniques to

eliminate waste and create eliminate waste and create

competitiveness in competitiveness in

manufacturingmanufacturing

�� Integrate the above techniques Integrate the above techniques

into daily production into daily production

management systemmanagement system

Technology

Manufacturing operation