PI

TRAINING
KL Tec

Production Innovation Training

PI Basis
for
Kaizen Member

PI
KL Tec
Production Innovation Department
Sony EMCS (Malaysia) Sdn. Bhd.
 PI
TRAINING
KL Tec
Contents
• Why Kaizen
• Kaizen Cycle
• 3 Kaizen Check Points
• 3 Biggest Wastes
• Cycle Time
• Store & Refrigerator/Reizoko
• Expansion of Kaizen
• Standard Operation
 HAND PHONE
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in…
SILENT
VIBRATION
mode
PLEASE
Thank you
PI
KL Tec
What is Production Innovation?

Kaizen is…

Production Innovation is...

 PI
KL Tec
Why we need to do KAIZEN?
Top 10 Ineternational Firms 2002
To Enhance QCD 1. Microsoft 6. BMW
competitiveness 2. Nokia
3. Sony
7. Intel
8. McDonald’s
4. Coca-cola 9. Nike
5. Toyota Motor 10. Samsung Elec.
External Competitors:
Samsung Panasonic
• 3rd/4th class product before • 2001: Lost RM700 million
•2002: Start Innovation
• Started Innovation
• 2002: Profit 4x more than Sony Sony ‘Deconstruct to Creat’
•1H02: Sales DVD & DigiCam No.1
• 2003: No.1 in LCD, DRAM &
in US & Japan
NAND market
• 2002: PLASMA LCD TV No.1

If we are not getting more, better & faster than our

competitors, then we are getting less better or more worse
Price Pritchett, ‘New Work Habits For A Radically Changing World’
 Internal Competitors:

SPDH China HQ Japan planned to close SEI

• DVD and STT in 2001, somehow...

SEW China SEI Indonesia

• CPJ STM • Not active in Innovation
SSV China • Closed in Mar 2003
• CTV
• Before 30% export, now ZERO STT Thailand
• Active in Innovation
• 2004: Competitor for new • 2002 Jan: MFC ↓ than STM
business eg. Digital TV => 2002 Feb: STM set up PI Dept.

Without kaizen, you and your employer will both

be ‘out of business’, because the competition
never stands still.
Price Pritchett, ‘New Work Habits For A Radically Changing World’
PI STM Production Innovation HISTORY
KL Tec

en
iz
Ka 2004 Survival by Innovation
er
ev
r 2003 Empowerment by Innovation
Fo
2002 Genba Kaizen 2002 Genba Kaizen

2000 221 Project 2000 221 Project

1999 Direct Vanning 1999 Cell Operation

Short Conveyor Short Conveyor
1997 + Cell Operation 1995 + Cell Operation

1988-96 Long Conveyor 1990-94 Long Conveyor

PI
KL Tec
Kaizen Cycle (DAKRS)

1. Discover the waste

5. Standard operation
2. Analyze the cause

4. Review the result 3. Kaizen

PI 3 Kaizen Check Points
KL Tec

1) 3 Biggest Wastes

2) Cycle Time

3) Store & Refrigerator

PI
KL Tec
1. 7 Wastes (Muda)
Over Production Waste
1 5 Defect Waste

2 Inventory Waste
6 Pre-Process /
Process
Waste

3 Movement Waste
7 Waiting
Time
Waste

4 Transportation
Waste
PI
KL Tec
3 Biggest Waste

1 Over Production / Inventory Waste

2 Movement Waste

3 Transportation Waste
PI
KL Tec
1.1. Over Production / Inventory Waste
Cause: Over producing unwanted products
I feel safe
with this
stock

Countermeasure:
Pull System
Give me one
PI
KL Tec
1.1.1. Just In Time (JIT)

• Definition:
To make exact product,
for exact quantity,
by exact time.
• Concept:
1. Pick up required Qty

Front Process Final Process

2. Produce taken Qty
• Tool:
Kanban
PI
KL Tec
1.1.2. 4 Roles of Kanban

1) Minimize Over-Production Waste

- To produce only the required quantity

2) Collect “Production Instruction” information

- To inform “what, when, where, how much”

3) Tool For Visual Control

- Clear information and make transportation easier.

4) Tool For Kaizen

- Clarify excess stock & uneven production quantity
PI 1.1.3.
KL Tec
Example of Over Production / Inventory Waste

BEFORE AFTER
WIP from process Eyelet No WIP
to process Jumper Wire

Result:

Reduce WIP Katsu space

0.5 day 2.6 m2
PI
KL Tec
1.2. Movement Waste

Legend: Normal Operating Area

Maximum Operating Area

Countermeasure:
Change arm motion to elbow motion, make new layout etc.
PI
KL Tec
1.2.1 Example of Movement Waste

BEFORE AFTER

BASE DICS

LID ASSY
BASE DICS
LID ASSY

Operator moved around Roller stand for part is installed

to take part Saved
2
Reduce operator’s movement
seconds to take part
PI
KL Tec
1.3. Transportation Waste
Cause:
Many ‘Take up & Put down’
& Transfer

Countermeasure:
Direct supply, eliminate part transfering from box to bin etc.
 PI
KL Tec
1.3.1. Example of Transportation Waste

SUPPLIER WAREHOUSE PRODUCTION

BEFORE

* Place part on pallet * Transfer part on * Transfer part on * Send trolly to

floor trolly Production

AFTER
Reduce 1 step

* Place part on trolly * Send part to * Send trolly to

Warehouse Production
PI
KL Tec
1.4. Defect Waste
Impact: Increase repair cost:

Technician

Balance set
Rework Space (cannot sell yet)

Countermeasure:
Equipment QC tools
Longer
6 sigma
Throughput
Time Part DIRFT
PI
KL Tec
1.5. Pre-Process / Process Waste
Cause: • Pre-Process that is outside the line
• Waste that hidden inside the Process
This operator didn’t
realise his work is Oh no... I want
actually NG to take the box
at the bottom
My work
is neat Countermeasure:
• Transfer Process
into the line
• Eliminate
unnecessary job
PI
KL Tec
1.6. Waiting Time Waste
Cause: Operator not doing value added job while the
machines/jigs are running

Oh boy... How
come I am the Countermeasure:
only one busy
working??? • Multi Skill
• Multi Process
PI
KL Tec
Kaizen Games (1)
Build Lego blocks with Conveyor System, Single Skill
PI
KL Tec
Kaizen Games (2)
Build Lego blocks with
Cell System, Multi Skill, 1 Man Operation
PI
KL Tec
2.1 Cycle Time
Cycle Time = Time required to complete 1
product
Operation Hours per day
Cycle Time =
Required Output per day

Example: Working hour / shift = 8 hours

Required Output / shift = 700 sets

8 x 60 x 60 8 x 3600
Cycle Time = =
700 700
= 41.1 seconds
PI
KL Tec
2.2 Exercise
Working day / month = 20 days
Prod Qty / month = 10,000 sets
Working hour / day = 8 hours

Calculate the Cycle Time.

Answer:
10,000
Required Output / day = = 500
20
8 x 3600
Cycle Time = = 57.6 sec
500
 PI
KL Tec
2.3.1 Tact Time
• Tact Time is the actual operation time done by operator
to perform 1 operation cycle.
• Method to take correct Tact Time (within 1 operation
cycle):

Stop just before where you start

(A to Z)
A => Z A => Z A => Z A => Z A => Z
1st data 2nd data 3rd data 4th data 5th data

Start Stop Start Stop Start Stop Start Stop Start Stop
PI
KL Tec
2.3.2. Tact Time

GET 1st SET START

GET 2nd SET WORKING STOP
START AGAIN FINISH

GET 1st SET START

PASS 1st SET
WORKING STOP
START GET 2nd SET FINISH
PI
KL Tec
2.3.3. How to manipulate data?
Start
Problem 1
P4
Get 5 readings (x1, x2, ... x5)
Problem 2

Yes
P1 – P3 Irregularities
No
Plot run chart

Calculate average Settle irregularities/Kaizen

Plot bar chart Get new readings

P1 P2 P3 P4 P4

Last process
No
Yes

End
PI
KL Tec
2.4 Single Product Flow
• Ideal operation:
Single Product Flow => Send 1 item at a time

FINISHED
MATERIAL
GOOD

Cycle Time

• Benefit:
1. Not creating Over-production / Inventory waste
2. Shorter lead time
3. Does not hide other wastes due to over-production
4. Easy to manage plan change, defect & spoilage
PI
KL Tec
2.5 Before Kaizen
Line empty Semi Finished Good WIP
WIP
(operator / Stock produced by produced by
produced by
waiting) Process 5 Process 5
Process 1

1 2 3 4 5 6 7
Cycle Time

1 2 3 4 5 6 7

Bottleneck Idle Time

(eg. Too many jobs) (eg. Too few jobs)
PI
KL Tec
2.6 After Kaizen

1 2 3 4 5 6 7
Cycle Time

1 2 3 4 5 6 7
PI
KL Tec
2.7 Tact Time Game

productivity

productivity

prdctvty
PI
KL Tec
2.8 Learning curve
After Kaizen

Cycle Time
Tact Time

Learning Curve
• Tact Time become higher due to new operation
• Operators need learning curve to be skillful
• Leaders, Supervisors & Engineers need to support
morally & physically
 PI
KL Tec
3.1 Store & Refrigerator/Reizoko

Almost Shopping
finish Farm
Cooking

HOME Top up OUTSIDE

PI
KL Tec
3.2 Store & Refrigerator/Reizoko
Basic concept:
Only 2 places are allowed for storage between the process A & B

A B
Pull operation
Place to by Supplier
Place to
by line to use
use produce
by assembly process by line (plant)

by production lot by part number

Should be eliminate as
much as possible

User’s production Intermediate Supplier’s production

process processes process
 PI
KL Tec
3.3 Current pattern of Delivery
KL Tec Supplier
Category Factor
Bulky JIT Pull
1. JIT Near

Small Suppliers
Replenishment
2. ASAP Common JIT Assets
Overseas & far
Pull Push
for JIT/JID Delivery

3. VMI 1 Semi-Bulky JIT Suppliers

Replenishment
Evolution

Overseas & far Pull Assets Push

for JIT/JID Delivery

Place Place
4. VMI 2 Small Suppliers Replenishment
to JIT Pull
Assets to
( JID ) Overseas & far
for JIT/JID Delivery use
Pull Push
produce
5. DI JIT
Pull
( JID ) Pull
Local, S’pore parts

6. P/O Due High Value

JIT
( 1day grouping ) Local, S’pore, Pull Push
Overseas Parts

7. P/O Due Import

JIT
( a few days ~ 1 wk Overseas Pull Push
grouping )
PI Tips for Kaizen Check Point
KL Tec

1) Logistic area Æ check F/G stock level

Delivery status to customer? Any VM?
2) Production Line area Æ check output
Follow cycle time? Any bottleneck?
3) Process to Process area Æ check WIP
Follow standard WIP?
4) Check Operator’s step & motion
Value added? Fast or slow? Normal?
5) Check Part Supply condition
Store & Refrigerator only?
PI
KL Tec
4. Expansion of KAIZEN

1. DOT KAIZEN (点の改善）

2. LINE KAIZEN（線の改善）

3. SURFACE KAIZEN（面の改善）
PI
KL Tec
4.1 Dot Kaizen

• Small Kaizen (1.0sec~5.0sec)

• Reduce & Eliminate Waste
• Attack to bottle neck process
OA3 OA4
UPPER CUSHION
A5 I4 P1
BU HOLDER
P/B &
A7
LOWER
A8 A9
INS.
CHASSIS

PACKING ACC.
I1 I2 P2 P4
P/C

LID OUTER
S1 OA1
PANEL
ASSY.

MACHINE
SEALER
UPPER CUSHION
CARTON
SHIELD
A3 A6 LID ASSY.
PLATE
S2
A4 OA2
S/PLATE BU
A2

CHASSIS
BASE DISC P3

BREAKER MB

A1
V1 BOARD
INPUT OUTPUT
PI
KL Tec
4.2 Line Kaizen

• Join small Kaizens

(Make Bigger!! Reduce 1 Manpower)
• Multi Process, Multi Skill, Line
Balancing, One man Operation etc.
OA3 OA4
UPPER CUSHION
A5 I4 P1
BU HOLDER
P/B &
A7
LOWER
A8 A9
INS.
CHASSIS

PACKING ACC.
I1 I2 P2 P4
P/C

LID OUTER
S1 OA1
PANEL
ASSY.

MACHINE
SEALER
UPPER CUSHION
CARTON
SHIELD
A3 A6 LID ASSY.
PLATE
S2
A4 OA2
S/PLATE BU
A2

CHASSIS
BASE DISC P3

BREAKER MB

A1
V1 BOARD
INPUT OUTPUT
 PI
KL Tec
4.3 Surface Kaizen

• Expand Line Kaizen

• Copy Line Kaizen to other lines
• Make more huge impact

Original Line OA3 OA4 UPPER CUSHION OA3 OA4 UPPER CUSHION
A5 BU HOLDER
I4 P1 PACKING ACC.
A5 BU HOLDER
I4 P1

PACKING ACC.
LOWER P/B &
INS.
A7 A8A9 LOWER P/B &
INS.
A7 A8A9
CHASSIS CHASSIS
LID OUTER

LID OUTER
I1 I2 P2 P4 I1 I2 P2 P4
UPPER CUSHION

UPPER CUSHION
P/C P/C
MACHINE

MACHINE
SEALER

PANEL

SEALER
PANEL

ASSY.
ASSY.

S1 OA1 CARTON S1 OA1 CARTON

SHIELD
PLATE A3 A6 LID ASSY. SHIELD
PLATE A3 A6 LID ASSY.
A4S/PLATE BU S2 OA2 A4S/PLATE BU S2 OA2
A2 A2

COPY
BASE DISC BASE DISC
CHASSIS P3 CHASSIS P3
BREAKER MB BREAKER MB

A1 A1
V1 BOARD
INPUT OUTPUT V1 BOARD
INPUT OUTPUT

OA3 OA4 UPPER CUSHION OA3 OA4

A5 BU HOLDER
I4 P1 A5 I4 P1 UPPER CUSHION
BU HOLDER
PACKING ACC.

A7

PACKING ACC.
LOWER
CHASSIS
P/B &
INS. A8A9 LOWER P/B &
INS.
A7 A8A9
CHASSIS
LID OUTER

LID OUTER
I1 I2 P2 P4 I1 I2 P2 P4
UPPER CUSHION

P/C

UPPER CUSHION
P/C
MACHINE
SEALER
PANEL

MACHINE
ASSY.

SEALER
PANEL
OA1

ASSY.
S1 CARTON S1 OA1
SHIELD
PLATE A3 A6 LID ASSY. SHIELD
A3 A6 LID ASSY. CARTON

A4S/PLATE BU S2 OA2
PLATE
S2
A2 A4S/PLATE BU OA2
BASE DISC
A2
CHASSIS P3 CHASSIS BASE DISC
P3
BREAKER MB BREAKER MB
A1
V1 BOARD
INPUT OUTPUT V1 BOARD
A1
INPUT OUTPUT
 PI
KL Tec
5. Standard Operation

• Continuous revise Std. Op. for continuous improvement

• 3 factors of Standard Operation:
1. Cycle Time
2. Operation Sequence
• = Operation flow from raw material until FG
• Able to avoid handling error, defect process &
product
3. Standard WIP Î MINIMUM number of WIP

Operation Move along the flow 0 WIP

sequence Move against the flow 1 WIP
Transportation Manual (by hand) 0 WIP
Automatic (robotic) 1 WIP
 PI
TRAINING
KL Tec
Summary
• Kaizen Cycle
• 3 Kaizen Check Points
• 3 Biggest Wastes
• Cycle Time
• Store & Refrigerator/Reizoko
• Expansion of Kaizen
• Standard Operation
PI
KL Tec
FY2004 PI slogan

Well done
is better than
well said
Sony
is To Change