Applying Lean Six Sigma in Manufacturing

(Printed Circuit Board Assembly)

Authors: Celine YC Chong, Marvin Mamac Ortega, Michael
Russell Uy Gonzales and Ai Kiar Ang

AGENDA
Lean Six Sigma Background
D-M-A-I-C Improvement Process Methodology
Case Study
Define Phase
Measure Phase
Analyze Phase
Improve Phase
Control Phase
Summary and Conclusions
A Look Forward
Acknowledgement
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Lean Six Sigma Background

Six Sigma emerged in 1987 when Motorola published their Six Sigma quality
program. It is a metric that demonstrates quality levels at 99.997% performance for
products, processes and services.
Six Sigma is a vision and an approach to achieving the highest customer
satisfaction through offering products, processes and services at the highest quality
and lowest costs. It is an integrated approach to process excellence.
Six Sigma is a business concept in response to customers demand for high
quality.
Six Sigma demands competence in statistics to ensure decisions based on facts.
Lean focuses on eliminating non-value added steps and activities in a process.
Lean Sigma is an evolutionary improvement to Six Sigma for transactional
processes common e.g. in services but also manufacturing. It develops a deep
process understanding in terms of value flow dependencies and tries to improve
efficiency in processes.
Lean Six Sigma combines proven methods from best practices based on years of
industry experience.
Lean Six Sigma leverages a fundamental problem solving methodology that is
common regardless of business unit or processes supported.
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D-M-A-I-C Improvement Process Methodology

What

is D-M-A-I-C?

The DMAIC methodology is a structured way to improve processes. 5

approach in the DMAIC methodology. The Lean Sigma DMAIC roadmap
uses a data-based scientific approach and statistical tools to validate root
causes and find solutions to problems.

D-M-A-I-C Improvement Process Methodology

D EFINE
define project objective, stakeholders, scope, resources and constraints. Identify
Customers requirements and CTQs (Critical to Quality). Translate CTQs into process
specifications and identify success measures.

M EASURE
baseline the process and obtain data to quantify process performance. Measure
the system analysis and Value Chain Analyses (Yield, Cycle Time).

A NALYZE
analyze data to identify tangible root causes of defects. Identify sources of
variation. Screen and validate potential causes, and identify waste.
analyze data to identify tangible root causes of defects. Identify sources of variation.
Screen and validate potential causes, and identify waste.

I MPROVE
brainstorm on solutions and determine variable relationship Y = f(X). Confirm
results and validate improvements. Reduce Waste and streamlining Processes.

C ONTROL
develop control plan and implement process controls. Lesson learned and project
closure.
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D-M-A-I-C Improvement Process Methodology

The Case Study:

Identify the Business Problem & Background. The rolled-first-pass-yield (RFPY) of

product A was decreased from 98.4% to 94.1%. This decrease in RFPY resulted in
Unit Hour reduction and impact to the ramp-up demand.
RFPY = FPY1 x FPY2 x x FPYk, where k = number of sub-processes with
defect detection & recording. First Pass Yield (FPY) - used when our manufacturing
process has just one step or in one sub-process. FPY = 1- (total number of
defectives or rejects/total number of assemblies through the process).
Objective is to increase the RFPY from Base Line Level at 94.6% to Goal Level
97.3% (Goal Level = 70% improvement from Base Line Level).

The Case Study:

Figure 1: Reported

DEFINE Phase
Define the problem by starting a Project Charter. Project Charter included the
project scope and project objective. The scope will be the process framework and
description and end to end process. Then work on a SIPOC (Supplier Inputs Process
Outputs Customers). Start and end boundary for end to end process.
Project Charter

SIPOC

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MEASURE Phase
Measure the performance by including these steps. Process and functional
deployment map, value stream mapping, identify improvement areas, data collection
plan, Gage R&R study (attribute agreement analysis).

Figure 2: Process and Functional Deployment Map

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MEASURE Phase

Figure 3: Value Stream Mapping

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MEASURE Phase

Figure 4: Pareto % Defect

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MEASURE Phase

ICT

Figure 5: Data Collection Base On GR&R Study

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MEASURE Phase

FCT

Figure 6: Data Collection Base On GR&R Study

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Analyze Phase
Identify opportunities for Improvement at ICT

Figure 7: A set of ICT FPY is approximately normally distributed

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Identify opportunities for Improvement at FCT

Figure 8: A set of FCT FPY is approximately normally distributed

Analyze Phase
Identify possible root causes at ICT using Fishbone diagram

Figure 9: ICT Fishbone Diagram.

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Analyze Phase
Identify possible root causes at FCT using Fishbone diagram

Figure 10: FCT Fishbone Diagram.

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Analyze Phase
Validate potential causes for ICT low FPY

Figure 11: Pareto Chart

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Validate potential causes for FCT low FPY

Figure 12: Pareto Chart

Improve Phase
DOE for solder paste printing to improve ICT FPY

Figure 13: Model Surface Plot

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Improve Phase
Solder paste printing before & after the DOE study

Figure 14: Monitor Chart before and after DOE

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Improve Phase
Effectiveness of the FCT process redesign solution

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Figure 15: Monitor Chart before and after re-design

Control Phase
Control the performance by integrating and managing control solutions &
implementation plan through
Process control system template for solder paste printing at SMT and for FCT
I-MR chart for solder paste printing at SMT
Perform U-chart for IB external wrap failure at FCT

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Summary & Conclusions

IBMs Global Engineering team continues to drive best practices for an
integrated & interoperable Design for Operational Excellence (DOX) transformation,
which consists of DOX Design for Six Sigma (DFSS), Engineering Lean Six
Sigma (LSS), and SMART Lean components.

This globally integrated transformation maximizes product and process

performance while avoiding and/or minimizing cost to correct quality and
reliability problems. An ancillary benefit that IBM enjoys is a highly trained, skilled,
and proactive work force with involvement at all levels of process execution.

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A Look Forward

As globalization progresses, there are areas we can improve in applying Lean Six
Sigma in Manufacturing. As such, continuous improvement through Lean Six Sigma
methodology is a necessary approach that should be ingrained in every corporate
vision and culture to achieve outstanding operational excellence.

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ACKNOWLEDGEMENTS
The authors would like to thank the following people for their help and support
Marie Cole
Hock Keng Neo
Lee Leng Tey
Kenneth EH Koh

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Matt Kelly
Chin Meng Tan
Stephen SL Chong

Justin Gilbert
Casey KC Ng
Kok Yin Loh

Questions ?

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