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Getting Lean

Do multiple single-spray-nozzle conformal coaters outperform a three-nozzle machine for volume builds?

Electronics manufacturing services (EMS) providers often have to evaluate equipment selection tradeoffs on more stringent standards than original equipment manufacturers due to their needs for flexible capacity across multiple clients.

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How does AI contribute to continuous improvement?

Depending on whom you talk to, artificial intelligence (AI) is likely to open amazing possibilities or lead to the end of humanity as we know it. The reality is that when appropriately used, AI eliminates a lot of repetitive tasks that have high levels of variation and cost when done manually. In the quality realm, this opens the door to a discussion about whether a truly automated inspection process is a non-value-added or necessary non-value-added activity.

Manual inspection is costly, and accuracy can vary widely among operators, the time of day the activity is performed, or even the day of the week the activity is performed. Quality philosophy has long held that it is better to prevent defect opportunities (quality assurance) than to try to inspect them out (quality control). If a printed circuit board assembly (PCBA) can be 100% visually inspected by machines during SMT and secondary assembly processes without significant throughput time, however, does it make sense to do so? Let’s look at the pros and cons:

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Non-value activities are sometimes unavoidable.

One challenge for electronics manufacturing services (EMS) providers implementing Lean manufacturing practices can be customer buy-in. While an original equipment manufacturer (OEM) can design a process with minimal non-value-added activity, customer requirements may revive some necessary non-value-added activity and it is up to the EMS provider to find a compromise that satisfies the customer requirements while minimizing the cost of resources associated with the non-value activity.

A recent example of this occurred in SigmaTron International’s Chihuahua, Mexico, facility. A consumer product customer added conformal coating to a product experiencing field failures related to operating environment issues. An automated selective coating machine is used that controls conformal coating deposition areas and application thickness. The customer wanted an automated visual inspection step added to ensure any overspray or missed coating was caught.

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Which process offers fewer steps – and less contamination?

In a perfect world, the electronics industry would have migrated to 100% SMT by now. Unfortunately, through-hole remains a required technology for some products. In particular, through-hole connectors are often preferred over their SMT counterparts due to the robust solder joints they provide.

From a Lean perspective, a requirement for mixed technology can open the door to several of the seven wastes, as it can drive the need for processes not required for a 100% SMT printed circuit board assembly (PCBA). In particular, the wastes of transport and processing can occur when separate solder processes are required for the same PCBA. The need to do multiple thermal cycles when processing via reflow and wave solder also potentially adds to the waste of defects, as it can plant the seeds for premature component failure and handling damage.

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Allen Abell 2018Outside suppliers can also affect a facility’s quality levels.

Use of Lean manufacturing philosophy and Lean Six Sigma tools have contributed to SigmaTron International’s quality and production teams achieving superior levels of quality, particularly within assembly operations. That said, even with outstanding process control, incoming material can impact achievement of Six Sigma quality levels. As a result, quality management needs to have a strategy for both ensuring supplier quality and identifying and correcting issues when that quality drops.

In this EMS provider’s model, suppliers are asked to complete a self-audit and provide applicable document examples and a copy of a Development Manual, Control Plan, PFMEA, Internal and External PPM data, Quality Reliability and Test equipment list and other documentation, if required, as part of the qualification process. If the subsequent score indicates a need for improvement, the EMS provider assigns a supplier quality engineer (SQE) who works with the supplier’s assigned stakeholders to meet the agreed-on improvement goal.

In cases where results of the self-audit or quality issues drive the need for additional scrutiny, a virtual or onsite audit may be conducted by the EMS provider. Audits for suppliers in North America are conducted by a US team and audits for suppliers in Asia are conducted by a team from the EMS provider’s international purchasing office (IPO) in Taiwan.

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Anita Tucker 1Looking within the organization can yield unexpected benefits.

Benchmarking is an integral part of any continuous improvement strategy. There are typically three types of benchmarking: cross-industry, competitive and internal. Cross-industry benchmarking looks at similar processes in different industries and often delivers the biggest breakthroughs because it helps companies identify processes and systems not widely used in their industries. One example is Southwest Airlines benchmarking NASCAR pit crews’ performance. Competitive benchmarking looks at data from competitors. The challenge is that direct competitors are not likely to share at the level possible with a cross-industry benchmarking exercise, and given the similarity of processes, the best-case improvement is often just being as good as your best competitor.

Internal benchmarking can take two forms. In the first form, processes and systems are evaluated against Lean manufacturing standards to target areas of improvement. In the second form, different facilities of a company are benchmarked to find improvements based on differences in processes and systems.

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