qcc - qic presentation, mission possible team

Teams IntroductionManager / FacilitatorTeo Kian Cheow: ManufacturingLeaderArief M Ridwan: Functional TrainingMembersA. Arif Rahman: Knowledge Based TrainingEndang SWL: Functional TrainingIda Marlinda: Human ResourceLiza Dewanti: ProductionTeh Sion Chew: Industrial EngineeringMISSION POSSIBLE

Supporting MeetingsMission Possible Team MeetingFortnightly Meetings from January 2002 ~ June 20021. Consultative meetings with management.2. Internal Supplier & Customer meetings (Mini Company Meeting)3. Informal meeting with other external organizations (Benchmark)Team Meeting

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MEDIC ApproachTeam applied systematic approach :

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To achieve breakthrough improvement of Direct Labour Cross-Training Certification from single Model Skill to Multi Model, Multi SkillPre-MedicProject SelectionProject Theme :

Business impact of the project

- Overcome flexibility loss due to full production transfer from Singapore to Batam - To realize B.U vision : To be no-1 Contract ManufacturingProject SelectionPre-MedicReason for selecting this project : Breakthrough improvement for customer

satisfaction. - It will cost 3 times more to replace an existing customer Link to business process

- To deliver products and solutions faster - To be competitive in price and cost saving

Project ImpactsPre-Medic

Link to Business Process Pre-MedicMission Possible Project

Project Milestone chartTo Improve Direct Labour Cross-Training Certification in Production from Single Model Skill to Multi Model, Multi SkillPre-Medic

UV1300 Familye g :UV1316MK2, UV1316MK3, UV1316T, UV1315MK2, UV1355MK2, UV1356B, UV1317MK3, UV1316SMK3, UV1336B, UV1336K, etcProblem Analysis1. Product Model Flexibility

Each family model have :

- different processes- different characteristic- different lead time of training

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Data on Current Model Flexibility

Graph on Current Model FlexibilityGoodNo of model% of multi model

StuffingSoldering processProblem Analysis2. Skill FlexibilityRepair all reject from Alignment, Touch up & other electrical testers

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Data on Current Skill Flexibility

Bar Chart on Current Skill Flexibility

3. Cross-Training Lead-Time Problem Analysis

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Data on Current Cross-Training Lead TimeLead Time (Week)Quantity

Bar Chart on Current X-Training Lead Time

Plan Change Memo

Sufficient lane to runYesM/P Capable ?NoNo OvertimeYesShift deploymentF/T release the lane to ProductionProduction follow upYesNoNo Current Process 12 Steps FI1200 = 4 Weeks UV1300 = 2 WeeksYesNoYesProblem AnalysisCurrent Cross-Training Process Mapping

Target SettingBENCHMARK AGAINST :ModelFlexibilityof TotalWorkforceCross TrainingLead TimeBenchmarked ReferencesSkillFlexibilityof TotalWorkforce

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CurrentGoal Indicator1. Model Flexibility2. Skill Flexibility 3. Cross-Training Lead time25%20.3%2-4-TunerMultimediaTarget Setting

Reason of Target SettingBased on a careful study of

model mix vs optimization Benchmark against In-house and intra

Philips companys best practice.Aimed for breakthrough improvement

to meet customers dynamic needsand satisfaction (e.g. C.M. Customers)

SMART Target Setting

Cause & Effect Diagram

Verification on possible causesSignificant : > 70% members agree and > 4 incidents in a monthInsignificant : < 70% members agree or < 4 incidents in a month

Verification on possible causesSignificant : > 70% members agree and > 4 incidents in a monthInsignificant : < 70% members agree or < 4 incidents in a month

Verification of Causes

MAINCAUSEVERIFICATIONIMPACT

MANNo chance to learnWeekly production planning shows Cross-Training seldom conducted, therefore theSignificant

direct labor stuck on one model and one skill only

Short term contractF/T records skill inventory had proven, short time contract does not obstructInsignificant

flexibility

Do not want to changeTraining record had proven that direct labor prefer to change if opportunityInsignificant

is given

Absence of Drive51.9% respondent did not have motivation towards Cross-Training becauseSignificant

lack of recognition

MACHINEOld technologyEquipment in production is sufficient to adapt technical changes if requiredInsignificant

Poor skill & knowledgeSifficient training needs was provided for technical person required.Insignificant

Does not impact to flexibility drive.

METHODReactive Cross TrainingProduction reised for Cross-Training based on latest minutes requirement onlySignificant

Less practicing across model or skill will cause low speed towards flexibility

Temporary OperatorTraining record shows that 2.4% temporary operator able to adapt flexibility ifInsignificant

there is a chance

Close to EOCNumber of EOC operator is few compare to total number of manpower workforce.Insignificant

(End of Contract)And the frequency only happen on average, one time per month

Lane used for otherProject have always been communicate before so flexibility drive can be doneInsignificant

projectin other line which is available

MATERIALNot availableMaterial will be issued as planning requiredInsignificant

No plan beforeMaterial issued always match with the planning for LM ( Logistic Management)Insignificant

Sheet2

CAUSEVERIFICATIONRESULT

No chance to learnCross-training is rarely conducted, therefore the production operators stuck onSignificant

one model or one skill only

No recognationNo recognation had been given to multi model / multi skill operators will causeSignificant

less motivate towards cross-training

Pasif Cross TrainingCross-training is conducted based on sudden requirement onlySignificant

Less practicing across model or skill will low speed towards training

Sheet3

Cause & Effect Diagram

INNOVATIVEEFFECTIVENESSTIME FRAMEPRACTICALITYDefineescribeAlternative of Solutions

Implementation

A. Model FlexibilityResults EvaluationBeforeImplementation

Implementation

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B. Skill Flexibility% of Multi SkillNo of SkillResults EvaluationBeforeImplementation

Implementation

Chart15

0.00174216032

0.0019801982

0.00199203192

0.0032362462

0.25477707012

0.35348360662

0.38797284192

0.51048951052

good

% multi skill

no of skill

Direct Labour: % of multi skill

MC

MEDIC Fact Report

easure

apGap:

45%Primary Metric

Project Name: Mission Possible

Project Leader: Arief M Ridwan

E-mail: [email protected]

Phone: +62 770 611855 ext 15221.259259259318.703703703718.592592592622.888888888920.6%24.9%31.4%50.3%

Project Start: January 20025745055026187859761031858

Last updated: July 200227272727162243324432

Week:MonthSEPOCTNOVDECFEBMARAPRMAY

% Multi4.7%5.3%5.4%4.4%20.6%24.9%31.4%50.3%

Target50%50%50%50%50%50%50%50%

Benchmark30%30%30%30%30%30%30%30%

No of Model2.02.02.02.03.03.03.03.0

MonthSEPOCTNOVDECFEBMARAPRMAY

% multi skill0.2%0.2%0.2%0.3%25.5%35.3%38.8%51.0%

no of skill22222222

OFO0.00%0.11%0.00%0.02%0.06%0.20%0.03%0.02%

1112200345400438


UV Model2.02.02.02.01.71.41.11.0

FI Model4.04.04.04.03.43.02.32.0

CPPM458315491185175159135

HPL420420420420420420420420

ontrol22221.71428571431.42857142861.14285714291

onform44443.428571428632.28571428572

Control Action TablePrimary Metric

WhoWhatWhen

AriefTo create quarterly structuredStart form

cross-training schedule beforeMarch

production required20.6%24.9%31.4%50.3%

LindaTo incorporate HR Direct LabourStart form7859761031858

on-line data bankJune162243324432

MonthFEBMARAPRMAY

EndangTo provide certivicate for theStart form% Multi20.6%24.9%31.4%50.3%

direct labors upon complition ofAprilTarget50%50%50%50%

trainingBenchmark30%30%30%30%

LisaApply on putting Customer smilingOnly forNo of Model3.03.03.03.0

/ sad face infront of their directin cross-training

labor's workplaceterm

AriefTo award the multi skill for theStart form

flexible direct laborsAprilMonthFEBMARAPRMAY

% multi skill25.5%35.3%38.8%51.3%

no of skill2222

OFO0.06%0.20%0.03%0.02%

Financial Cost : EUR 1,385,403200345400440

Financial Impact :MonthFEBMARAPRMAY

Financial Eksplanation :UV Model1.71.41.11.0

FI Model3.73.32.62.3

CPPM185175159135

Approved by :HPL420420420420

M PhaseC Phase1.71428571431.42857142861.14285714291

MBB/BBC :3.71428571433.28571428572.57142857142.2857142857

Process Owner :

MC

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CROSS TRAINING DATA

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Description : Improve Direct Labor Cross-Training Certification in Production from Single Model Skill to Multi Model & Multi Skill

Metric : Direct Labor : Multi model % workforce

Characterize Target : 50 % workforce at production floor

Characterize Bencmark : 30 %

Projected Financial Impact : EUR 1,000,000

Process Map FileName :

C

No of model

No of model

% Multi

Target

Benchmark

No of Model

% of multi model

Direct labour : Multi model % workforce

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MEDIC Fact Report

xplore

valuate

Comtribution on the gabPhase E - Tools Used & Associated Support Files :

Tools used :Associated Support Files :

fishbone diagram

bar chart

WeekNo change to learnpassive x-trgAbsence of drive

Couse23%15%8%

efine solution

escribe modified process

Process Change DescriptionPhase D - Tools Used & Associated Support Files :


tree diagram

flowchart

mplement

mprove

Counter measures :Improve Actions:

WhatWhoWhenImpactImpactActivityWhowhenRemark% Comp.

Giving chance to learnLizaStart from23%33%Structure routine modelLizaStart fromDuring training

to other model & skillMarchand skill cross-trainingEndangMarch

program

Proactive change modelLizaStart from15%50%Create cross-trainingLizaStart fromQuarterly

and skillEndangMarchschedule beforeEndangMarch

Shion Cproduction requestShion C

Motivation driveLindaJune8%Provide certivicationAllJuneDone

17%/badge and gathering

function for recognition

Stimulate visualizationArifStart fromAplied during

of customer satisfactionMarchcross-training

on the workforceprograms

ppm good

good ppm

good

good

good

good

0

0

0

Couse

Qty ( unit )

Impact (unit)

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Primary Metric

21.259259259318.703703703718.592592592622.888888888920.6%24.9%31.4%50.3%

5745055026187859761031858

27272727162243324432


% Multi4.7%5.3%5.4%4.4%20.6%24.9%31.4%50.3%

Target50%50%50%50%50%50%50%50%

Benchmark30%30%30%30%30%30%30%30%

No of Model2.02.02.02.03.03.03.03.0

Direct labour : % of multi skill


% multi skill0.2%0.2%0.2%0.3%25.5%35.3%38.8%51.0%

no of skill22222222

1112200345400438

Time to market, Customer PPM


UV Model2.02.02.02.01.71.41.11.0

FI Model4.04.04.04.03.43.02.32.0

CPPM458315491185175159135

HPL420420420420420420420420

22221.71428571431.42857142861.14285714291

44443.428571428632.28571428572

E

Multi model lane % at prod. floor

D

Good

I

- pro active training- create drive (motivation)- new x training arrangement- cutting flowchart mapping by 6 steps.

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11

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no of model

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Description : Making multi model & multi skill to support efficiensiMetric : Multi model lane % at prod floor

CharacterizeTarget : 50 %


Projected Financial Impact :


No of model

% Multi

Target

Benchmark

No of Model

% of multi model


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CPPM


quantity


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% multi skill

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% multi skill

No of skill


Primary Metric

18.592592592622.888888888920.6%24.9%31.4%50.3%52.7%54.4%

5026187859761031858820793

2727162243324432432431

MonthNOVDECFEBMARAPRMAYJUNJULAUG

% Multi5.4%4.4%20.6%24.9%31.4%50.3%52.7%54.4%

Target50%50%50%50%50%50%50%50%

Benchmark30%30%30%30%30%30%30%30%

No of Model2.02.03.03.03.03.03.03.0

81829455555


% multi skill11.0%8.3%25.5%35.3%38.8%51.3%53.7%53.7%

no of skill22222222novdecfebmaraprmayjunjul

55512003454004404404260.00%0.02%0.06%0.20%0.03%0.02%0.03%0.10%



UV Model2.02.01.71.41.11.01.02.0

FI Model4.04.03.43.02.32.02.02.0

CPPM15491185175159135191

HPL420420420420420420420

221.71428571431.42857142861.1428571429111

443.428571428632.2857142857222

good


111

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Duration

multi model


11

month

no of model


10

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No of model

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Benchmark

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before

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follow up

good

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FI Model

CPPM


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% multi skill

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good

good

good


Direct labour % of multiskill

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C. Cross-Training Lead TimeResults EvaluationTerrestrial TunerMultimedia Tuner

*

C. Cross-Training Lead Time vs Customer PPMgoodgoodCross-training lead time (week)qualityResults EvaluationBeforeImplementation

Implementation

Chart14

24105

24180

24154.25

24172

1.71428571433.4285714286185.25

1.42857142863175

1.14285714292.2857142857158.5

12135.25

UV Model

FI Model

PPM

Delivery time Vs Customer PPM

MC

MEDIC Fact Report

easure

apGap:

45%Primary Metric

Project Name: Mission Possible

Project Leader: Arief M Ridwan

E-mail: [email protected]

Phone: +62 770 611855 ext 15221.259259259318.703703703718.592592592622.888888888920.6%24.9%31.4%50.3%

Project Start: January 20025745055026187859761031858

Last updated: July 200227272727162243324432

Week:MonthSEPOCTNOVDECFEBMARAPRMAY

% Multi4.7%5.3%5.4%4.4%20.6%24.9%31.4%50.3%

Target50%50%50%50%50%50%50%50%

Benchmark30%30%30%30%30%30%30%30%

No of Model2.02.02.02.03.03.03.03.0


% multi skill7.8%8.3%8.2%6.1%25.5%35.3%38.8%51.0%

no of skill22222222

OFO0.00%0.11%0.00%0.02%0.06%0.20%0.03%0.02%

45424138200345400438


UV Model2.02.02.02.01.71.41.11.0

FI Model4.04.04.04.03.43.02.32.0

CPPM458315491185175159135

HPL420420420420420420420420

ontrol22221.71428571431.42857142861.14285714291

onform44443.428571428632.28571428572

Control Action TablePrimary Metric

WhoWhatWhen

AriefTo create quarterly structuredStart form

cross-training schedule beforeMarch

production required20.6%24.9%31.4%50.3%

LindaTo incorporate HR Direct LabourStart form7859761031858

on-line data bankJune162243324432

MonthFEBMARAPRMAY

EndangTo provide certivicate for theStart form% Multi20.6%24.9%31.4%50.3%

direct labors upon complition ofAprilTarget50%50%50%50%

trainingBenchmark30%30%30%30%

LisaApply on putting Customer smilingOnly forNo of Model3.03.03.03.0

/ sad face infront of their directin cross-training

labor's workplaceterm

AriefTo award the multi skill for theStart form

flexible direct laborsAprilMonthFEBMARAPRMAY

% multi skill25.5%35.3%38.8%51.3%

no of skill2222

OFO0.06%0.20%0.03%0.02%

Financial Cost : EUR 1,385,403200345400440

Financial Impact :MonthFEBMARAPRMAY

Financial Eksplanation :UV Model1.71.41.11.0

FI Model3.73.32.62.3

CPPM185175159135

Approved by :HPL420420420420

M PhaseC Phase1.71428571431.42857142861.14285714291

MBB/BBC :3.71428571433.28571428572.57142857142.2857142857

Process Owner :

MC

111111

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Duration


CROSS TRAINING DATA

EDI

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M

Description : Improve Direct Labor Cross-Training Certification in Production from Single Model Skill to Multi Model & Multi Skill

Metric : Direct Labor : Multi model % workforce

Characterize Target : 50 % workforce at production floor


Projected Financial Impact : EUR 1,000,000


C

No of model

No of model

% Multi

Target

Benchmark

No of Model

% of multi model


0

0

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UV Model

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MEDIC Fact Report

xplore

valuate

Comtribution on the gabPhase E - Tools Used & Associated Support Files :


fishbone diagram

bar chart

WeekNo change to learnpassive x-trgAbsence of drive

Couse23%15%8%

efine solution

escribe modified process

Process Change DescriptionPhase D - Tools Used & Associated Support Files :


tree diagram

flowchart

mplement

mprove

Counter measures :Improve Actions:

WhatWhoWhenImpactImpactActivityWhowhenRemark% Comp.

Giving chance to learnLizaStart from23%33%Structure routine modelLizaStart fromDuring training

to other model & skillMarchand skill cross-trainingEndangMarch

program

Proactive change modelLizaStart from15%50%Create cross-trainingLizaStart fromQuarterly

and skillEndangMarchschedule beforeEndangMarch

Shion Cproduction requestShion C

Motivation driveLindaJune8%Provide certivicationAllJuneDone

17%/badge and gathering

function for recognition

Stimulate visualizationArifStart fromAplied during

of customer satisfactionMarchcross-training

on the workforceprograms

ppm good

good ppm

good

good

good

good

0

0

0

Couse

Qty ( unit )

Impact (unit)

111111

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CROSS TRAINING DATA

1

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Primary Metric

21.259259259318.703703703718.592592592622.888888888920.6%24.9%31.4%50.3%

5745055026187859761031858

27272727162243324432


% Multi4.7%5.3%5.4%4.4%20.6%24.9%31.4%50.3%

Target50%50%50%50%50%50%50%50%

Benchmark30%30%30%30%30%30%30%30%

No of Model2.02.02.02.03.03.03.03.0

Direct labour : % of multi skill


% multi skill7.8%8.3%8.2%6.1%25.5%35.3%38.8%51.0%

no of skill22222222

45424138200345400438



UV Model2.02.02.02.01.71.41.11.0

FI Model4.04.04.04.03.43.02.32.0

PPM105180154172185175159135

HPL420420420420420420420420

22221.71428571431.42857142861.14285714291

44443.428571428632.28571428572

E

Multi model lane % at prod. floor

D

Good

I

- pro active training- create drive (motivation)- new x training arrangement- cutting flowchart mapping by 6 steps.

111

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Duration

multi model


11

month

no of model


10

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no of skill


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No of model

% Multi

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Benchmark

No of Model

% of multi model


0

0

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Good

before

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good

good

UV Model

FI Model

CPPM


quantity


0

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% multi skill

no of skill

% multi skill

No of skill


Primary Metric

18.592592592622.888888888920.6%24.9%31.4%50.3%52.7%54.4%

5026187859761031858820793

2727162243324432432431


% Multi5.4%4.4%20.6%24.9%31.4%50.3%52.7%54.4%

Target50%50%50%50%50%50%50%50%

Benchmark30%30%30%30%30%30%30%30%

No of Model2.02.03.03.03.03.03.03.0

81829455555


% multi skill11.0%8.3%25.5%35.3%38.8%51.3%53.7%53.7%

no of skill22222222novdecfebmaraprmayjunjul

55512003454004404404260.00%0.02%0.06%0.20%0.03%0.02%0.03%0.10%



UV Model2.02.01.71.41.11.01.02.0

FI Model4.04.03.43.02.32.02.02.0

CPPM15491185175159135191

HPL420420420420420420420

221.71428571431.42857142861.1428571429111

443.428571428632.2857142857222

good


111

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Duration

multi model


11

month

no of model


10

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no of skill


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00

00

00

00

00






No of model

% Multi

Target

Benchmark

No of Model

% of multi model


0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Secondary Metric

Good

before

after

follow up

good

UV Model

FI Model

CPPM


quantity


0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

good

% multi skill

no of skill

% multi skill

No of skill


good

good

good


Direct labour % of multiskill

*

Process ChangeBEFORE

Plan Change Memo

Sufficient lane to runYesM/P Capable ?NoNo OvertimeYesShift deploymentF/T release the lane to ProductionProduction follow upYesNoNoYesNoYesNew ProcessFI1200 = 2 WeeksUV1300 = 1 WeekOld ProcessFI1200 = 4 WeeksUV1300 = 2 Weeks

Good enthusiasm of Direct Labors (achieved through the motivation drive activities) Good cooperation with production during implementation stage Good commitment from cross functional team members. Good support from Management

Reason of Achieving Results

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Tangible Results

*

B. Improved Time to Delivery (Contributed by Cross Training Lead Time Reduction)Tangible Results

*

Tangible Results

*

Intangible Results

*

Standardisation

*

Standardisation3. To provide Certificate for the Flexible Direct Labours upon completion of training.

*

Standardisation

*

Standardisation

5. To award the multi skill badge for the flexible Direct Labours

*

Follow-up Action

*

Follow-up ResultNo of skill

good

*

LEARNINGWe learned :

The application of Retraining Theory from the academic teaching to industrial environment. Recognize that one of the critical success factors for world-class contract manufacturing is agility. Build-up competent resources to keep abreast in meeting the evolving needs of our customers. Motivating people through fun and innovative way. Using internet to obtain customers information.

Project Learning and Sharing

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SHARINGProject Learning and Sharing

SHARINGProject Learning and SharingThrough this sharing of best practices our team hopes to contribute to the corporate drive of Transforming into One Philips (TOP)

ACHIEVEMENT THROUGH TEAM WORKAttributes for the success :Cross functional skills contributed to effective team workImprove communicationReduce cross-functional barriersTeam members respect each others ideasDecision making based on consensus and members commitment

Working as a team

*

Operational & Functional Skill Applicationhave been embarked to the project :

Approach to Cross Training : Theory & Practical Shop Floor Management Manufacturing Flow & PlanningDirect Labor Cross-Training & MonitoringProblem Solving Analysis & ToolsProject Report & PresentationDirect Labor Enforcement & Recognition SchemeObservation & Time StudyTeam Formed:December 2001Meeting Schedule:Every WednesdayDuration:2 hoursAttendance:96%Duration of Project:6 monthsArief M RidwanFunctional Training Liza Dewanti ProductionArif Rahman,

Knowledge Based Training TEAM PROCEEDING, SKILLS AND ROLESEndang SWLFunctional Training Teh Sion ChewIndustrial EngineeringIda MarlindaHuman ResourceWorking as a team

SOCIAL ACTIVITIESWORKING AS A TEAM

*

CONCLUSIONOn par with market leader Matsushita (50% vs 50%)

Beat competitor in BIPThomson (50% vs 30%)

*

THANK YOU

*Selina Han

Explore & Evaluate:In this phase we are searching for the vital few root causes which disturb our process:(click)Analysed per customer why they did not pay certain invoices (click)Analysed for which reasons CN were made. We saw that more then 50% of our credit note are due to quality issues, meaning that our returned goods process was not under control. (click)We also analysed what the main errors were on our own invoices, which we already sent to our customers. After measuring, we saw that the master data inaccuracy and manual errors were the main reasons. (click)We set priorities by using the pareto analysis. The main root causes are:conclusion: There is an insufficient reconciliation between systems, which is caused by the systems not being linked to each other. The returned goods process (RMA process) is insufficiently controlled. On our invoices too many error occur

(click)

*Selina Han


(click)

INNOVATIVEEFFECTIVENESSTIME FRAMEPRACTICALITYDefineescribeAlternative of Solutions

Verification on possible causesSignificant : > 70% members agree and > 4 incidents in a month)Insignificant : < 70% members agree and < 4 incidents in a month


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Target SettingBENCHMARK AGAINST :

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*******************************Selina Han


(click)*Selina Han


(click)*Selina Han


(click)*Selina Han


(click)*Selina Han


(click)*

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qcc - qic presentation, mission possible team

Presentations & Public Speaking