Lean Principles for Improved Flexibility SANMINA-SCI Tatabánya Global Services

Lean Principles for Improved Flexibility SANMINA-SCI Tatabánya Global Services

GLOBAL SERVICES DIVISION

KVALIKON Productivity Conference April 9-10, 2008

© 2006 Sanmina-SCI Corporation. Sanmina-SCI is a trademark of Sanmina-SCI Corporation. All trademarks and registered trademarks are the property of their respective owners.

Sanmina-SCI Today We focus on delivering the highest-level quality, technology and service to our Customers 26 years of operation $10+ billion in annualized revenue 80+ plants in over 20 countries 13 million ft.2 of manufacturing capacity 48,000 employees Market Focused Organization Total manufacturing solution

Sanmina-SCI Confidential

Global Services Division

A long history of services expertise … SCI starts repairing boards for NASA in 1961 SCI starts building CTO products for HP in 1985

-

Shop Floor Data Collector is born

Repair services offered at 45 different locations CTO / Fulfillment services offered at every major geography

We recognized that … The market was demanding better service performance Customers were looking for partners that focused on superior delivery and quality in logistics and repair services Customers needed streamlined communications and simplified solutions


Global Services Division Charter

Order Fulfillment & Distribution

Create maximum competitive advantage for our customers by delivering best-in-class Order fulfillment Configure to order Product support Repair and disposition Repair & Disposition

integrating seamlessly to deliver end-to-end solutions 2nd

After-Market Support Services Sanmina-SCI Confidential

CTO & Stage Mfg

Product Offering Forward Logistics Hub Management Services Materials Purchasing & Planning Hub & Inventory Management Inventory visibility

Distribution & Fulfillment Services

Supply Chain Optimization Order Planning & Management Order Consolidation & Inventory Merge Pick, Pack & Ship (Domestic & International)

Real-time order tracking and reporting Custom Labels & Packaging

2nd stage manufacturing Product Configuration (Customization) Complex Integration (Configured Racks) Installation and test of hardware, apps and images Asset tagging with static or dynamic data


Product Offering Reverse Logistics Basic Technical Support Product registration and web-based issue resolution system Knowledge database / software downloads

Returns Management

Management of returns and repair programs Management of 3rd party repair service providers Advance replacement capabilities Triage enabled facilities

Repair Services

Reverse engineering / test development and optimization Complete materials management / tracking Full featured diagnostics labs System and board level repair

Disposition & Asset Recovery EOL disposition/remarketing (WEEE) Direct return and re-ship to the end customer


Global Repair Services Footprint Europe and Middle East

North America Asia Pacific Latin America San Jose, CA Louisville, CO Rapid City, SD Kenosha, WI Point Claire, CAN Raleigh, NC Huntsville, AL Dallas, TX Austin, TX Laredo, TX Guadalajara, MEX (2) Campinas, BRA LRS Managed Operations EMS Operations Sanmina-SCI Confidential

Fermoy, IRL Haukipudas, FIN Cherbourg, FRA Gunzenhausen, GER Tatabanya, HGY Szekesfehervar, HGY Lod, ISR Dubai, UAE

Fujisawa, JPN Shenzhen, PRC Kunshan, PRC Pathum Thani, TLD Penang, MYS Singapore, SGP Sydney, AUS Chennai, IND (07)

Total Solution for Our Customers Customer

Customer

Design and Engineering

Logistics / Repair

pcb fabrication

pcb assembly

backplanes

cables

memory modular solutions

optical modules

precision machining

enclosures

Component Manufacturing

Systems Design and Manufacturing

Communications

World-class Infrastructure Support Services: Supply Chain Management & Global Oracle ERP


Focus on Specific Key Markets

SIEMENS

microsystems

LAM

SIEMENS


Global Services Division Customer Portfolio Expansion

2003


2004

2005

2006

2007

2008

Global Repair Services Size and Scope

Logistics and Repair Services provides integrated supply chain solutions for customers around the world $2.5 billion products delivered/yr

APAC 5%

15 million units processed/yr 1.3 million sqft of operating space 2,175 dedicated resources


EMEA 41%

Am ericas 54%

Tatabanya Operations Consolidating as a Reverse Logistics Center Medical Systems Repair 2008

Industrial Printer Returns Depot and Direct Order Fulfillment Industrial Printer Repair Wireline Card Repair Server Advance Replacement

2007

Security Appliance Configuration, Advance Replacement and DOF Server Refurbishment, Asset Recovery and WEEE Services

2006

PC & Laptop Refurbishment, Asset Recovery and WEEE Services

2005

Wireless System Repair


HUNGARY - Europe is in Reach

Area: Population:

93.063 km2 10,3 M

Within the ECC

Directly connected to EU Highway system

24h distance from major European Hubs

Good access to „new”

EU ports (Koper, Triest)


Sanmina-SCI Hungary Facilities Tatabanya Plant 2

Tatabánya

Just at the M1 highway 65 km from Budapest 1.5 hour drive from Viena

ESD production area at two floors

Certifications

13 Dock doors / 2 ramps

ISO 9001:2000

Warehouse/shipping: 4,2k sqm

Sprinkler installation

ISO 14001

Offices area:

Compressor house

TL 9000 (in process)

Building size:

22k

Production area:

12,5k sqm

Other areas: Dedicated staff: Sanmina-SCI Confidential

sqm

3,2k sqm 1,9k sqm 250+

Generator Security System to protect physical property, intellectual property, and personnel

OSHA 18001 Waste Management (in process) M3k / Q3k

Product Offering & Technical Capabilities



Sanmina-SCI Hungary Facilities Tatabanya Capability/Program Summary Repair Program Offerings Warranty verification (SANM and non-SANM manufactured components In and out-of-warranty repairs Triage and Failure analysis Advanced replacement Direct return and re-ship to the end customer Reconfigurations, Refurbishment and Upgrades Recycling - WEEE/product cannibalization 3rd party supplier RMA/Repair management After hours order processing service (24-7) Performance trends and reporting Returns Management Management of returns and repair programs Advance replacement capabilities “Localized” Triage enabled facilities


Disposition & Asset Recovery EOL disposition/remarketing (WEEE) Refurbishment /Services Harvesting / Scrapping Upgrade to stock for resale

Repair Complete materials management / tracking System and Board level repair

-

RF and microwave expertise Solder Repair Calibration

Repair parts planning Forecasting and fulfillment of Field Replaceable Unit spares (FRU) Global fulfillment support: Direct ship and return, bundling, and merge-in-transit Complete systems testing: Genrad In-CircuitTest, customized testers , heat chambers, etc. Lab based, full featured diagnostics

Capabilities - Technical Tatabanya Logistics and Repair Centre has a technically diverse pool of resource of over 250 people. Technicians and engineers, dedicated for testing, repairing, process support. Warehousing, logistics, inventory and quality support.

Competences Wide range of hi-tech skills set Experience with existing telecom and PC products Tester maintenance, calibration knowledge Transfer of technology expertise Process improvement skills

Product Experience PC and Printer products Telecommunication products Digital and Analog technology RF / Wireless product repair experience Broadband / narrowband products skills


Capability - Engineering Support Product and Process Engineering Support

ECO handling via customer interface Product documentation and instructions for production KPI monitoring and analysis Repair process development, tooling management

FA Engineering Support

FA engineers provide continuous training for technicians with their extended experience in RF and microwave products Dedicated FA Engineers support product debugging Failure analysis and debug improvement

Test Engineering Support

Test engineers ensure high level of tester availability for production Equipment maintenance management Test system and equipment calibration


A few examples of current products Personal Computers

Printers

Telecoms Products 3G, DSL…


Servers

Lean principles applied for Improved Services



QCD – Seven Measures vs. Service Ind. Seven Measures (SMMT – Industry Forum)

APPLICABLE

BASELINE

TARGET

Looping: 3.3

Looping:: 2.5

RFTOT (%) Right First Time On Time


OTD: 75% Dev.: 25%

OTD: 85% Dev.:15%

PP: 65% Dev.: 30%

PP: 90% Dev.: 10%

Eraned/Paid (%)

QCD – Seven Measures vs. Service Ind.

APPLICABLE


BASELINE

TARGET

N/A

N/A

100%

120%

100%

130%

16 turns

+20 turns

Problem Statement & Scope Problem Statement Line efficiency is below the expectation due to:

Weak responsiveness to volume fluctuation, Direct workers training (cross) is not efficient,

Inefficient production planning & control Insufficient baseline measurements and standard time records, Processes are loosely defined, work instructions are not always clear and legible, Wastes all over the process:

Overproduction (sub processes) Line imbalance Walking long distances Queuing at WH Multiple administration (traveller, xTO, SFDC, pick slip, test report)

Scope

Evaluate baseline efficiency data, select the vital few product lines

Prepare VSM for key product lines, run Lean Audit & identify the wastes Improve the line efficiency by elimination of MUDA Standardizing processes and modify layout accordingly (VSM future state) Developing efficient production planning and control measures


Lean Self Assessment Lean Improvement Road Map Assessment

Nokia TRXx Line 4/15/2006

Target - World Class

5 S Housekeeping

0 0

Focused Factory

Visual Controls

1

Score

1

(50 Possible)

2

50

2

3

45

3

Standard Work

Poka Yoke

44

40 35

5

5

30 25

Prod. Scheduling

TPM

20 15 10 5

Balanced Production

Worker Flexibility

0 Kaizen Improvement


24

Problem Statement - Ihikawa Diagram


Problem Statement - Affinity Diagram


Efficiency Improvement Plan HRC Repair Efficiency Plan 100%

TARGET 90% 1. Soldering training 2. Tester capacity ut. 3. Tech training

80%

Efficiency

70% 1. Cannibalization 2. Module rep eff. 3. Tech training

60%

50%

1. Stalilize process flow based on mix 2. Improve the work ballancing 3. Module repair support and training 4. Layout change and visibility

1. Cross training 2. Work combinantion 3. ... 1. ATLCx training - volume 2. Teser availability impr. 3. Cross training

1. ALCx productivity improvement by 25% 2. TAUx material cost decrease by 15% 3. Shift rotation review (5% cost reduction) 4. AACB>AAZF efficiency up by 50%

40%

30%

20% $1.00

$10.00

$100.00 Material Cost/Unit


$1,000.00

The Plan – Executive Summary

Process Flow review and practical validation

Standard Worksheet (Spagetti) perparation for main lines

Time Observation for all (sub)process job elements. 12 units each shift eack subprocess

Work Combination for all subprocesses

VSM preparation for major product lines (current state review)

„7 Waste” identification - Overproduction and early production producing over repair orders. - Waiting hanging around, idle time (time when no value is added to the product) . - Transportation handling more than once, delays in moving materials, unnecessary move or handling. - Inventory - unnecessary raw materials in stores, work in process (WIP), & finished stocks . - Motion - movement of equipment or people that add no value to the product . - Over-processing - unnecessary processing or procedures (work carried out which adds no value) - Defective units producing or reworking scrap

Improvements Action list, job assignments and tracking

Workload Ballancing and VSM future state

Periodic review of Improvement Results

Sustain the gains and deploy to new programs


Spagetti - Example Manager or Team Leader

(Section A)

Area or Process Name

(Section B)

TALK

Person Preparing This Sheet (Section C)

80

115 110

Tuning 120

60

90

10

30%

70

20

70% 40 90

Quality Check


Safety Precaution

NFF 15%

Standard Work in process

Takt Time

55

Required Output

50

30

Net Time

Operator Number

Layout Modification – Example Guadalajara


Business Process Review – 2006 November XTO

ORACLE

SFDC

EXCEL / MANUAL RMA file from XTO report

Unit receiving Sales Order Entry side AWIP Legend: WIP

XTO Component Booking

Inventory Trans. To WIP

SFDC move PRETEST

Paper Traveller

SFDC move UPGRADE

Paper Traveller

SFDC move REPAIR

Paper Traveller

SFDC move FUT

Paper Traveller

Business VA Non VA Value Add

XTO Completiion Final Rep. Result Sales Order Backend Side Repair Report Work Order Open and BF Subinventory Transfer and Release

Invoiving Sanmina-SCI Confidential

Shipping Check With Macro OBA Check With Macro Packing Slip With Macro

DESIRED ARCHITECTURE – 2007 Feb.

TTBY LRS Proposal Serial number is the driver Single unit Jobs WO handling at backend Error proofing in the process BPR approach XTO driven solution Business process in focus


FTE FTE -5.00 -5.00

-10.00 -10.00


-15.00 -15.00

-20.00 -20.00

-25.00 -25.00 Time Time

13-Aug 13-Aug

6-Aug 6-Aug

30-Jul 30-Jul

23-Jul 23-Jul

16-Jul 16-Jul

9-Jul 9-Jul

2-Jul 2-Jul

25-Jun 25-Jun

18-Jun 18-Jun

11-Jun 11-Jun

4-Jun 4-Jun

28-May 28-May

21-May 21-May

14-May 14-May

7-May 7-May

30-Apr 30-Apr

23-Apr 23-Apr

16-Apr 16-Apr

9-Apr 9-Apr

2-Apr 2-Apr

26-Mar 26-Mar

Productivity Evolution – 2007 Mar - Aug

Indirect IndirectLabor LaborProducticity ProducticityEvolution Evolution

10.00 10.00

5.00 5.00

0.00 0.00

Delivery Preformace Evolution

Product Product"A" "A"TAT TATafter afterimprovement improvement

33.9 33.9

41.7 41.7 37.8 37.8

36.8 36.8 40.2 40.2

37.9 37.9 35.1 35.1

Repair Repair

5.3 5.3 4.4 4.4

6.6 6.6 5.4 5.4

5.5 5.5 4.3 4.3

10 10

10.5 10.5 6.0 6.0

27.2 27.2

25.6 25.6

25.5 25.5 25.0 25.0

34.2 34.2 25.6 25.6 27.3 27.3

Target Target

18.9 18.9 14.1 14.1

20 20

16.2 16.2 17.0 17.0

30 30 15.5 15.5 17.0 17.0

days days

40 40

31.4 31.4

50 50

D to D D to D

00 11 22 33 44 55 66 77 88 99 10 1011 1112 1213 1314 1415 1516 1617 1718 1819 1920 2021 2122 2223 2324 2425 2526 2627 2728 2829 29

weeks weeks


Aging Projection – Product transfer ‘07

RR&R's &R'sAging Aging 369 369

369 369

350 350

350 350

300 300

300 300

267 267 233 233

250 250

215 215

198 198

200 200

Days Days

200 200

250 250

15150 0 100 100

134 134

100 100

111 111 100111 96111 102 102 100 90 9393 96 90

50 50 0 0

1

1

150 150

120 120

134 134

1

1

1

8

1

8

96 96

85 85

75 75 85 85 72 67 44 62 72 39 67 44 62 52 46 39 45 4 4 52 4 1 40 38 46 45 44 33 41 40 29 38 33 29 44 1 1 1 1 1 1 1 44 1 1 1 1 1 1 1

W26 W27 W28 W29 W30 W31 W32 W33 W34 W35 W36 W37 W38 W39 W40 W41 W42 W43 W26 W27 W28 W29 W30 W31 W32 W33 W34 W35 W36 W37 W38 W39 W40 W41 W42 W43 Wks Wks


100 100 50 50 0 0

QQ1 1 Min Min Max Max Q3 Q3 AvAverage erage Median Median Goal Goal

Testers Gage R&R – Looping investigation LOCATION PART

Plant Sanmina-SCI Tatabanya LRS Dept: Part number: 465389a....203 Part description Drawing number n/a Eng. chg. level Tool number n/a # Cavities Description Mean Transmitted RF carrier power - Power level 0 SPEC 45.75 PLUS 0.75 Lwr Spec Limit 45.0 NOMINAL 45.75 HISTOGRAM WITHOUT LIMITS LSL

TOOL DIMENSION

Chart Title

Production Date: TRXD 12 n/a n/a Units Shopfloor passed units MINUS Upr Spec Limit HISTOGRAM WITH LIMITS

2006.02.05

0.75 46.5 USL

18 16

14

16

12 12

45.0000

46.5000

14 12

10

12

12

10 8

8

10

8

9

8 6 6 2

4

Attributive Gage R&R Start Time 6:54 7:24 7:53 8:24 8:55 9:34 10:04 10:34 11:04 11:31 Sanmina-SCI Confidential

Tester1 (974) Unit1 Unit2 Unit3 Unit4 Unit5 Unit6 Unit7 Unit8 Unit9 Unit10

Result pass pass fail fail pass pass pass pass fail fail


Result pass pass fail pass pass pass pass pass fail pass


Result pass pass pass pass pass pass pass fail fail pass

46.050

45.750

0 45.450

0 45.150

46.249

46.127

46.005

45.883

45.761

45.639

45.517

45.395

45.273

45.151

1 0

44.850

2

1

DESCRIPTIVE STATISTICS Number of readings Lower spec limit (LSL) Nominal Upper spec limit (USL) Total sum Average readings ( X ) Maximum Minimum Readings below LSL Readings above USL Average Range (R) D2 Value n= 2 Upper capability index (CPU) Lower capability index (CPL) Capability index (Cp) Process Capability (Cpk) Capability ratio (CR) Std Deviation (n-1) Std Deviation (n) Variance (n-1) Variance (n) Performance index (PP ) Performance ratio (PR) Performance index (Ppk )

0 46.950

2 1

0 45.029

0

1

46.650

2 2

46.350

3

44.550

4

VALUES 50 45.0000 45.7500 46.5000 2,282.5600 45.6512 46.3100 45.0900 0 0 0.4784 1.1280 0.6671 0.5118 0.5895 0.5118 1.6965 0.3506 0.3471 0.1229 0.1205 0.7130 1.4025 0.6191

TAT analysis - project example

AVG TAT AVG TAT

Target Target

60 60 50 50 40 40 30 30 20 20 10 10 0

0

WK701 WK703 WK705 WK707 WK709 WK711 WK713 WK701 WK703 WK705 WK707 WK709 WK711 WK713 Sanmina-SCI Confidential

SLA SLA

Out of SLA (>30CD) Out of SLA (>30CD)

100,0% 100,0% 90,0% 90,0% 80,0% 80,0% 70,0% 70,0% 60,0% 60,0% 50,0% 50,0% 40,0% 40,0% 30,0% 30,0% 20,0% 20,0% 10,0% 10,0% 0,0% 0,0% WK701 WK703 WK705 WK707 WK709 WK711 WK713 WK701 WK703 WK705 WK707 WK709 WK711 WK713

S.sz. Gép neve, száma : Gép helye :

Gép információkat kitölteni

Gép felelıse :

KARBANTARTÁSI MUNKALAP Munka fajtája: Mechanikai Elektromos Program Probe Egyéb

Munka típusa: Megelızı Fejlesztı Hibaelhárító Project Ellenırzés

MUNKAKEZDÉS

Sorszámot beírni!

HIBA ÉSZLELV E

Maintenance „T” Card – Top side DÁTUM : ÓRA/PERC :

Idıt pontosan feljegyezni

DÁTUM : ÓRA/PERC :

HIBA LEÍRÁSA :

Megfelelı fajta, ill. típust megjelölni

A hiba rövid leírása, nem az okot, vagy az ellenintézkedési ötletet beírni!

HIBAELHÁRÍTÓ 4 órán belül HIBAELHÁRÍTÓ 48 órán belül Tervszerő Megelızı

SZÜKSÉGES ALKATRÉSZEK : Sz. Alkatrész neve

Cikksz. ME Felhasznált

1. 2. 3.

Vissza

Raktártól igényelni alkatrészt, a használtat visszaküldeni!

4. 5. Karbantartás tölti ki!

Karbantartás vez. vagy megbízottja : DÁTUM :


Szükséges alkatrészek státusa Kiadva PO küldve

1. 2. 3. 4. 5.

1/2

Mőszakvezetı ellenjegyzése

Igénylı/Vezetı

ELVÉGEZVE

Dátum :

A HIBA OKA Gyártómérnök ellenjegyzése

Javítás rövid összefoglalása

Mérnök/Technikus: Dátum:

Kopás Szennyezıdés Csatlakozó(k) Elektromos hiba Beállítás, kalib.

Ref. egység PC program Préslevegı Munkabiztonsági Egyéb

MUNKA BE- GÉP FEJEZVE ÁTADVA

Maintenance „T” Card – Bottom side Gyártásnak visszaadva



Munka elvégzésének lejelentése

JAVÍTÁS LEÍRÁSA :

Következı l épések: Hiba ok (lehetséges) és megelızés

1. 2.

MEGELİZÉS :

3. HIBAELHÁRÍTÓ 4 órán belül HIBAELHÁRÍTÓ 48 órán belül Tervszerő Megelızı

4. MUNKARÁFORDÍTÁS : Sz. Dolgozó neve

Kódja

Kezdés

Befejezés

Hibanapló kitöltése Állásidı és hiba ok átvezetése a napi jelentésbe KAIZEN Lap kitöltése, ha fejlesztés történt „T” kártya vissza a falitáblára

Óra/Perc

1 . Munkaráfordítás lejelentése

2 . 3

QC vezetı QC engedély vagy kell? . megbízottja :

4 DÁTUM : .

IGEN

Megjegyzés:

QC tölti ki! Ha kell engedély

NEM 2/2


TPM Dashboard for Problem Visualization

2G BASS

DTRU

Dx200

TALK

ULTRA

3G

AXU/IFU

(2g, BCFA, DE21)

S12

FIFO

Kitöltött piros és sárga „T” kártyák

Hétfı Kedd Szerda

TMK kék „T” kártyák 2007.10.01tıl Lezárt piros és sárga „T” kártyák

Csüt. Péntek Kész Piros és sárga üres „T” kártyák


LITESPAN

KPI Dashboard – Example Tatabanya Capacity Saturation

Stock Coverage

Shareholder VA. 12.0%

800 700

10.0%

600

8.0%

500 400

6.0%

300

4.0%

200

2.0%

100

0.0%

0

Q1

Final Stock

Top 5 Repair Volumes

07 07 07 07 07 07 07 07 07 08 08 08 Hours Worked Total Pieces

0.0

0.2

0.4

0.6

Thousands

0.8

1.0

Jun

Product "E"

Apr

Product "C"

Apr

Mar

Jan

0

Feb

Dec

Oct

Nov

Sep

Jul

Aug

Jun

500

Apr

1,000

1,000

May

2,000


Product "D"

1,500

May

2,000

3,000

Mar

4,000

-

4.5k 4.0k 3.5k 3.0k 2.5k 2.0k 1.5k 1.0k 0.5k

Product "B"

2,500

Jan

3,000

5,000

Feb

3,500

Q4

A 3 months = 11.4k B 3 months = 3.9k D 3 months = 4.2k C 3 months = 3.1k

Dec

6,000

Material Material Material Material

Product "A"

Oct

7,000

4,000

Nov

4,500

Sep

8,000

Q3

Raw Mat. Forecast

Jul

Labour Efficiency

Q2

Aug

Production Plan

Jun

Orders

May

Beginning Stock

07 07 07 07 07 07 07 07 07 08 08 08 08 08 08

KPI Dashboard – Example Guadalajara


S.sz.

törekvés lentrıl felfelé mindenki bevonása nem kötelezı! minden javaslat értékes bevezetés elıtt jóváhagyott javaslatok

Beadás dátuma : Beadó :

MUNKATÁRSI ÖTLET

Bevezethetı ? IGEN NEM

Aláírás :

MUNKATÁRSI MEGJEGYZÉS Bevezetés határideje : Mellékletek száma :

ÖTLET / MEGJEGYZÉS LEÍRÁSA :

GYÁRIGAZGATÓ SZAKTERÜLETI vagy megbízottja : ELEMZÉST

KÉREK DÁTUM :


BEVEZETÉS IGAZOLVA BEVEZETVE

Kaizen activities: TEIAN Card

1. 2. 3. 4. 5.

DÁTUM : Aláírás : DÁTUM : Aláírás :

TEIAN Card – cont. Bónuszt megkaptam :

minden bevezetett javaslat jutalmazásban részesül

a jutalom azonnali „kp” (500 Ft-os TESCO jegy)

pontos megfogalmazást igényel, de JUST DO IT!!

a T- kártya 5 perc alatt kitölthetı

„nyitott doboz” tábla filozófia

ÉRTÉKELÉS Anyagmegtakarítás

Minıségjavítás

Egészség,biztonság

Környezet

Bónuszt tudomásul vettem : Eszközkarbantartás és Épületkarbantartás és Teljesítményjavítás fejlesztés fejlesztés Irodai munka javítása

Költségcsökkentés

SZAKTERÜLETI VÉLEMÉNYEZÉS:

Hetes kimutatások

Megvalósíthatóság :

Dátum :

Aláírás :

Gazdaságossági számítás :

Dátum :

Aláírás :

ELFOGADVA : BEVEZETÉSÉRT FELELİS :

TOVÁBBI VIZSGÁLAT : KAIZEN INDÍTÁS : NEM BEVEZETHETİ : GYÁRIGAZGATÓ :


Dátum :

Egyéb

„T” Card Tracking - example

Ssz

Beadás

Javaslattevı

dátuma pivot

Dolgozói sz.

07/01/02

258649

Név e

(J) Javaslat/ (M) megjegyzés rövid J/M leírása Pivo

Kiértékelı

Kiértékelésre továbbítva

Kiértékelve pivot

Bevezethetı Pivot

Jutalmazható

☺ ☺ ☺ ☺ ☺ ☺ ☺

002

07/01/02

256759

003

07/01/04

259680

004

07/01/05

250105

Juhász Miklósné

LF-es BGA tárolása NITRO szekrényben kell történjen.

J

Körmyezetvédelem

07/01/05

07/01/11

005

07/01/05

259605

Kotroczó Péter

A DX200-as soron megfelelı dokumentációk biztosítása

M

Mérnökség

07/01/05

07/01/11

006

07/01/05

259357

Kószó Tamás

Alapvetı anyagok biztosítása

J

Vezetıség

07/01/05

07/01/09

007

07/01/09

259269

Kunicek Zsolt Zenehallgatás lehetıvé tétele

J

Vezetıség

07/01/09

07/01/09

☺ ☺ ☺ ☺ ☺

07/01/11

07/01/11

☺

☺

07/01/11

07/01/11

☺

☺

001

Konrád Péter Mérnöki munkahelyek áthelyezése

J

Vezetıség

07/01/02

07/01/03

Hulladékanyagok újrahasznosítása az Ultra soron

J

Mérnökség

07/01/03

07/01/05

Teljesítmény arányos munkaidı

J

Vezetıség

07/01/04

07/01/09

Téczeli Mihály Fazekas László

Padok az öltözıbe

008

07/01/11

259535

Knapp Andrásné

Mérnökség

Leves, fızelék külön kapható legyen

HR J

Munkaeszközök javítása

009

07/01/11


259493

Kıvári Ákos www.sporoljgazt.hu

Mérnökség

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Mérnökség

„T” Card Evaluation Follow-Up

Status of T-cards T-cards

Under Under implamentatio implamentatio n; 19; 17% n; 19; 17%

Status19;of Ongoing; Ongoing; 19; 17% 17%

Not Not rewarded; 37; rewarded; 37; 32% 32%

Rewarded; Rewarded; 55; 48% 55; 48% Won't be Won't be rewarded; 23; rewarded; 23; 20% 20%

Closed; 77; Closed; 77; 66% 66%

Acceptable Acceptable

☺☺

45; 30% 45; 30%

103; 70% 103; 70%


Reward Reward

Cost Costsaving savingwwith ithTT-cards -cards $100,000 $100,000 $90,000 $90,000 $80,000 $80,000 $70,000 $70,000 $60,000 $60,000 $50,000 $50,000 $40,000 $40,000 $30,000 $30,000 $20,000 $20,000 $10,000 $10,000 $0 $0

$80,108 $80,108

$22,811 $22,811

Cost saving/year Cost saving/year

Investment Investment

Kaizen Form

Kaizen javaslatok kiértékeléséhez

jelentısebb megtakarítást eredményezı projektek kezeléséhez

jutalmazás: 500Ft hónap dolgozója!!


The TEAM Makes it Happen….


BACKUP



LRS MOR – Quality Operating System

Benchmarking / Standardization

Strategy Define Direction Goals and Objectives

Quarterly Business Review (QBR)

Set Targets Weekly Dashboard (KPIs)

Monthly Operations Review (MORe)

Monitor/Alert

Continuously Improve

Communicate & Feed Back

Closed loop, proactive analysis, feedback, and refinement


MOR Agenda KPI Review Finance

-

Gross Profit

-

Gross Margin

-

Net Inventory Turns

-

Share Holder Value

Business Development -

Qtr to Qtr Growth

Customer Satisfaction -

CSO and CSI Results

Inventory -

Actual Total Inventory vs Plan

-

Inventory over 90 days w/o Demand


E3K Program

AR AR Past Dues

Quality

FQA/OBA RMA - PPM’s / Re-Returns Scrap Inventory Accuracy

OTD to Promise to Pure Lot (Order/RMA)

-

Operational Excellence

Continuous Improvement Six Sigma Projects Lean Initiatives (RIE)

MORe Conclusions Feedback Overall Results

MOR template


Q3K /Internal Benchmarking Program

Q3K: Corporate Quality audit of plant-level processes Drive global consistency and company directives Identify Best Practices Focus on Continuous Improvement

Global Intra-company Benchmarking Program: Web-based data collection used for trend analysis of all plants, company-wide. Each plant is ranked on 30+ common metrics; highlighting performance and driving improvement Metrics include multiple functional areas: Quality, Financial, Operational, Service, and Health, Safety and Employee Satisfaction.


Balanced Scorecard


Balanced Scorecard


Customer Satisfaction Surveys


Customer Satisfaction Index is trended

Issues identified are used to drive our continuous improvement program

Automatic distributions and escalation via e-mail.

Translates into product quality improvement, improved visibility into customer issues, faster response and problem resolution.

Automatic reporting for effective trend analysis of product issues and timeliness of response. (Reports display info by plant, by customer, by issue, by date, etc.)

Continuous Improvement Program Lean Enterprise Expand assessment of lean implementation:

-

Set-Up Reduction

-

Cycle Time & Inventory Reduction

Implement “Pull” Systems Floor Space Utilization (Factory Layout)

5S implementation

-

Plants are measured to this goal Plant (internal) 5S audit and Corporate 5S audit program

Improvement by employee involvement Kaizen


Continuous Improvement Program

Six Sigma Internal Green Belt and Black Belt Certification Formal Continuous Improvement Projects Cross Functional Project Teams Projects Shared Between Sites Project Value Verified by Finance


Leader Operational Excellence

Operations Excellence Program Elements

Broad, Deep, Strong Foundations Sanmina-SCI Confidential

Lean Principles for Improved Flexibility SANMINA-SCI Tatabánya Global Services

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