Yield and productivity improvements
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Safety is a top priority, with the goal of eliminating at least one safety issue per week. Process improvements should focus on reducing defects rather than solely improving yields. All defects on a product should be counted to determine the top defect categories to address. Process optimization efforts should start small and use design of experiments and statistical analysis to identify key variables for improvement. Attainment is reached when further improvements do not provide sufficient economic benefits.
Yield and productivity improvements
- 1. © John Glenning 2014 Process Yield and Productivity Improvement Strategy John Glenning September 1, 2014
- 2. © John Glenning 2014 SAFETY: “Safety First” Safety is everybody's job Try to eliminate at least 1 safety issue a week. In one year, you will have eliminated over 50 potential safety issues A Safety issue could be the water that is on the floor that could be a slip hazard or a sharp corner on a machine that could be a scrap hazard. Look for loose wires, unsupported pipes, open cutting blades, unsupported cabinets, etc… and fix them Process Yield and Productivity Improvement Strategy
- 3. © John Glenning 2014 YIELDS VS DEFECTS Do not focus on the yield. Yield is an “effect”, not a “cause” If you reduce/eliminate defects, yields will eventually improve Most defect inspections are “first defect found” and that is labelled the cause of the defective product First defect found does not find the most common defect. It finds the easiest defect to inspect for. Process Yield and Productivity Improvement Strategy
- 4. © John Glenning 2014 YIELD VS DEFECTS-UNLAYERING THE PRODUCT If a part has one defect or 100 defects, the part is defective Count all the defects and their numbers. Focus on the top total defect category and eliminate that defect category. This is the shortest path to yield improvement. Then continue on the next top defect Keep doing this and yields will increase Process Yield and Productivity Improvement Strategy
- 5. © John Glenning 2014 “THE LOW HANGING FRUIT” The “Low Hanging Fruit” is where you have problems that are obvious and quick and easy to solve. Solve these first. Top of the list is the Equipment operating improperly and is not it being properly maintained. Next on the list is Handling Damage. You have made the product correctly and then damaged the product. Work with the Operations Team to understand why handling is important and how they should be handling the product(s) Use the Operators for ideas or observations. They are on the “front lines” and know what is happening. Process Yield and Productivity Improvement Strategy
- 6. © John Glenning 2014 Understand your chemistries Identified the chemistry conditions that give consistently stable product (find the “flat spots” on the curve) Understand how the chemistries are controlled Consider using Redundant Sensors Redundant sensors are early warning signs of problems If both sensors are tracking in the same directions, you could have a process, equipment or chemistry problem If both sensors are tracking in different directions or magnitude, you have a sensor problem Process Yield and Productivity Improvement Strategy
- 7. © John Glenning 2014 OPTIMIZING YOUR PROCESSES 1. Start Out small. 2. Use the Operators to help identify key variables. They know what are important. 3. Run DOEs (Design of Experiments) 4. Identify key process variables through Regression Analysis 5. Follow up with a “Method of Steepest Assent” experiments 6. Keep running this until product yields start to increase 7. This is your new processing conditions 8. Consider Repeating this cycle Process Yield and Productivity Improvement Strategy
- 8. © John Glenning 2014 ATTAINMENT Attainment is the point in process improvement, where it does not make economic sense for the business to improve the Process Here, the cost of the improvement is greater than the additional revenue to the business A first sign of Attainment is key metrics (like yield) have topped off In and of itself, yield topping off does not necessary mean you have reach Attainment On the other hand, if yields, as an example, are at 95% and you are seeing no further improvements, it is a reasonable assumption that you have reached Attainment Process Yield and Productivity Improvement Strategy
- 9. © John Glenning 2014 ATTAINMENT Attainment may include the following: On-Time Delivery to Commit Manufacturing Cycle Time Time to Make Changeovers Yield Incoming Supplier Quality Throughput Capacity Utilization Equipment Effectiveness Scheduling WIP Inventory/Turns Planned vs. Unplanned Maintenance New Product Introduction Energy Cost On-Time delivery Process Yield and Productivity Improvement Strategy
- 10. © John Glenning 2014 CRITICAL SPARES LIST Lean Theory says that you keep what you need in the plant for immediate needs. This can breakdown if unexpected problems suddenly occur, like unexpected equipment failure or a problem with a key supplier. Critical Spares list includes: 1. Machine 1. Module in machine 2. Location in the module 3. Number needed 4. Supplier 5. Lead time 6. Minimum inventory 7. Part number 8. Cost Process Yield and Productivity Improvement Strategy
- 11. © John Glenning 2014 THE VISUAL FACTORY You should be able to quickly look around and quickly assess if there are problems on the floor Things to look for: 1. Inventory of spare parts vs reorder point 2. Inventory of raw material vs reorder point 3. Inventory of chemicals vs reorder point 4. What products are where in production 5. High Price Spares vs unplanned downtime-Business Decision Process Yield and Productivity Improvement Strategy
- 12. © John Glenning 2014 NEW PRODUCT DEVELOPMENT: The regular introduction of new and upgraded products is critical for any business to keep growing and expanding. Always be in close contact with you customers to understand their needs and wants. Always be in close contact with you suppliers to understand future needs This gives the business time to plan what is needed for the future. Process Yield and Productivity Improvement Strategy
- 13. © John Glenning 2014 DON’T LISTEN TO WHAT THEY SAY, LISTEN TO THE WORDS THEY CHOOSE: An Engineer’s people skills, often are more important than their technical skills. It is important to listen to the people on the floor. They will tell you what is going on in a “folksy way”. Ask opened questions. You can get a lot of good information. Share credit generously. Everyone wants to be a part of successes. Process Yield and Productivity Improvement Strategy
- 14. © John Glenning 2014 END OF PRESENTATION