1A.

OPORTUNIDADE:
1B. ESCLARECER O PROBLEMA: PLANEJAR 5 & 6. DESENVOLVER e IMPLEMENTAR MEDIDAS PREVENTIVAS: EXECUTAR
Responsvel Trmino
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O que: / /
Onde: / /
Quando: / /
Quanto: / /
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2. DECOMPOSIO DO PROBLEMA: PLANEJAR / /
/ /
Transporte / /
Inventrio / /
Movimentao / /
Espera 7. AVALIAR OS RESULTADOS: VERIFICAR
Superproduo
Defeito
PLANEJAR
4. ANALIZAR A CAUSA RAIZ PLANEJAR
8. NORMALIZAR: AJUSTAR
Prximo Desafio:
Outras mudanas para sustentar a melhoria
Compartilhar com os outros:
Lies Aprendidas:
Listar as principais lies aprendidas com este projeto
A3 Report
Nomes dos
Membros da
Equipe
Site/Plant: Data:
Group/Workcell/Site: Ganho Anual (US$):
Mtrica principal a impactar:
Causa Raiz Contramedida Selecionado Objetivo
_____________________ / /
Identificao do Problema / /
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Descreva o Processo: Desperdcio (s) Identificado / /
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Super Processamento
Habilidades no utilizadas
3. DEFINIR UMA META (O DESAFIO):
Auditorias de processo:
Como e com quem tenha o projeto sido compartilhado?
/ /
Como que o resultado se compara ao alvo? Como ele se posicionou a contramedida (s) de trabalho?
Meios de Normalizao:
O que Atual
Objetivo Quando
Standard Work [ ] Visual Aids [ ] Documentos / Procedimentos global [ ] Treinamento [ ] Outros [ ]
LPA [ ] TPM Checklist [ ] 5S Auditria [ ] Outros [ ] ____________________________
_________________________________________ de ___________________

para ____________________ at ______________________.
Problem Solving A3 Report - Final Reporting
1A. OPPORTUNITY: Date Create: Date reviewed:
Team members:
Product/Customer: Quality Safety Morale
Champion: Cost :_______________ Delivery
1B. BACKGROUND PLAN 5. ACTION PLAN TO CORRECT PROBLEMS DO
2. CURRENT CONDITIONS & PROBLEM STATEMENT PLAN
6. RESULTS OF ACTIVITY CHECK
3. GOAL PLAN
4. ROOT-CAUSE ANALYSIS PLAN
7. FOLLOW UP ACT
8. SIGNOFF
Champion Lean Manager/Lean Champion
Plant/Site:
Impact:
Problem Solving A3 Report - Final Reporting
1A. OPPORTUNITY: Return to Stock Process Improvement in 66%. Date Create: Date reviewed:
Return to Stock (RTS) Team members:
Plant/Site: Product/Customer: All Quality Safety Morale
Champion: X Cost :_$25,000 (annual) X Delivery
1B. BACKGROUND PLAN 4B. ACTION PLAN TO CORRECT PROBLEMS DO
2. CURRENT CONDITIONS & PROBLEM STATEMENT PLAN
5. RESULTS OF ACTIVITY CHECK
3. GOAL PLAN
Reduce turn around time from 72 to 24 hours per part
4A. ROOT-CAUSE ANALYSIS PLAN
6. FOLLOW UP ACT
7. SIGNOFF
Champion Lean Manager/Lean Champion
Impact:
7
3
1
0
5
10
RTS processing Part stockout Part not order
Inputs
1. Completed Kits
2. MSD Parts
Supplier Requirements
MFG & Stockroom
24 hour turn around
CTQs
1. 24 Hr RTS -
Stockroom
2. 2 min/part RTS
3. No oven time due
to RTS processing
MFG OLFS
X2
M. Handler
X1
IA
X1
RTS Op
X2
Stockroom Op
X2
Mixed
Parts
MSD
No
standard
CT
No
FIFO
Poor
Layout
Output
1. Counted Parts
2. MSD compliant parts
3. Attrition Report
N/A 5 min/part 6 min/part 2 min/part 1 min/part
Summary of Results
Reduced bake time for MSD parts/moth by 83%
Reduced late kits by 72%
Reduced walking by 44%
New standard for RTS cycle time: 2 min/part
Overtime costs decreasing
Confirm root cause analysis and effectiveness of
countermeasures
Validate new SAP procedure
Improve visual control process for all areas
Implement real time SMT line display in RTS
0%
20%
40%
60%
Oct Nov Dec Jan Feb Mar Apr May
OEE -SMT Lines
0
50
100
Oct Nov Dec Jan Feb Mar Apr May
Overtime $ per Month
$

0
0
0
'
s

Summary
- OEE for SMT lines is consistently below goal
- Condition is worsening
Goal = 55%
- Overtime costs for SMT and Backend are
0
20
40
60
Cycle Run time Material Scrap
OEE Losses by Category
BAY 1 & 2
Reduce 66%
Materail losses by Category
Problem Cause
- Loss of production capacity due to losses of cycle time, run time, and material (waiting).
Cycle time and Run time are being addressed. We focused on Material waiting as the main
problem
Late
Return
1
1
2
3
3
4
4
5
No track
MSD
5
6
6
2
0%
10%
20%
30%
Mar Apr May Jun Jul
0
500
1000
1500
Apr May Jun Jul
Target: 50
Target: 10%
Bake time (hrs) % late kits
0
20
40
60
80
Apr May Jun Jul
Target: 24
Turn Around Time
(# hours per part)
O----X

O-------------------------X

O--------------------X
O-X

O-----------------X



O---------------------------X
1. Conduct time study with veteran stockroom
operators.
2. All parts screened for MSD label & given
priority processing.
3. Establish FIFO tag system.
4A. Material handlers sent out every two hours to
collect parts.
4B. SMT supervisor e-mails IA when kit
completed. IA runs common parts list and RTS
operators goes out to bay and counts parts to
ensure enough are available for the next kit.
5. Set up virtual storage location in SAP.
Changed layout to minimize RTS process walking
ST

ST

ST
ST

LT



ST
Manuel R.

Joey T.

Karim S.
Karim S.

Karim S.



Jorge M.
Rick C.
ACTION ITEM SHORT/LONG OWNER WK 1 WK2 WK 3 WK4 WK5
Month Actual Goal
Oct 41% 55%
Nov 35% 55%
Dec 35% 55%
Jan 40% 55%
Feb 35% 55%
Mar 25% 55%
Apr 33% 55%
May 25% 55%
Month Actual Goal
Oct 22
Nov 34
Dec 45
Jan 56
Feb 55
Mar 65
Apr 69
May 68
Production Losses by Category
Cycle 55
Run time 35
Material 25
Scrap 10
Reason Relevant
RTS processing 7
Part stockout 3
Part not order 1
RTS Part Bake Time Requirement
Month Actual Target
Apr 869 50
May 1162 50
Jun 168 50
Jul 39 50
Late Kits
Month Actual Target Issue Late
Mar 26% 10% 192 50
Apr 15% 10% 138 21
May 28% 10% 163 45
Jun 7% 10% 163 11
Jul 5% 10% 42 2
Turn around time
Month Actual Target
Apr 70 24
May 74 24
Jun 48 24
Jul 35 24
0%
50%
100%
Oct Nov Dec Jan Feb Mar Apr May
Actual
Goal
0
50
100
Oct Nov Dec Jan Feb Mar Apr May
0
20
40
60
Cycle Run time Material Scrap
7
3
1
0
5
10
RTS
processing
Part
stockout
Part not
order
0
500
1000
1500
Apr May Jun Jul
0%
10%
20%
30%
Mar Apr May Jun Jul
0
20
40
60
80
Apr May Jun Jul