Date 2007-07-04
Revision
Document Name
Production Process Development Guideline
Production Process Development Guideline
1
Abstract
This document should be used as a guide when designing production process. It shows some principles, evaluations, process models and the procedure of process improvement.
Contents
1 2 3 4 5 6 7
1 2 2 2 2 6 7
E N /F A D 109 242 R 1A
C:\D\previous Doc\SE1\Process Leading Procedures\Process development Guideline\Flexible Production Process Guideline.doc Created by bmc User
Date 2007-07-04
Revision
Document Name
Production Process Development Guideline
2 Summary
Using this guide to develop the process, so that we could create better process. Although this document shall not hold back the creativity of the process designers. We must get new ideas and develop better process to improve production quality and cost.
3 Background
In the beginning, I took on creating a guideline how to design a flexible process. Due to complexity of process, it’s hard to standardize how to design a flexible process, and we don’t want to snuff out designers’ creativity. So, I converted the idea to create a Production Process Development Guideline. By using this document, designers could exert their creativity to design better process, and will not do the same mistakes as in previous projects.
4 Process design principles
Before designing some processes for one product, designer should comply with below: -According with SEMC factory handbook, obeying ISO9000/14000.
-Suiting platform strategy and product’s concept, such as DFSC.
-Meeting project’s time schedule.
-fulfilling DFT/Lean manufacturing, minimizing ergonomics hazard.
5 Some evaluations
There are some evaluations to follow when designing processes, which are output from the experiences of former projects. After mapping out some
candidate processes, designer could calculate the score according to weight, the score of process is higher, the process is better. Evaluations formula
D:\socre of
flex process.xls
The score in EP is reference, we should keep our flexible. We have to perfect and solidify our process during FP1 along with solidifying of test time, quality requirement and mechanical structure.
5.1 Top priority, follow Mechanical Structure, unless you could influence it.
5.1.1 Score:
Yes: ( 100 ) No: ( 0 )
5.1.2 For example as below, this is part of assembling of Moli：
The upper part① is assembled with lower part②. There is a dust risk for ① is exposed during assembling.
We have to assemble ① with ② firstly then assemble upper cover③, because ③ interfere with the guiding angle of hinge.
About this structure, process side has had a lot of discussing with R&D, even, built a TP.
E N /F A D 109 242 R 1A
C:\D\previous Doc\SE1\Process Leading Procedures\Process development Guideline\Flexible Production Process Guideline.doc Created by bmc User
Date 2007-07-04
Revision
Document Name
Production Process Development Guideline
③
②
①
Complying with it, you also should minimize all of process risks during following current MS, do not indulge the negative effect of the MS.
5.2 Secondly, Quality is most important.
When quality impacts with cost, we have to ensure the requirement of quality at first.
5.2.1 Score:
Product quality: (0)
Process quality(~1/2000): ( 40 ) Process quality(~1/5000): ( 60 ) Process quality(1/15000~) : ( 100 )
5.2.2 For example as below, this is part of assembling of Shinobu：
For fulfill the quality requirement, we have to stick screw cover① firstly, then, stick main key② aligning part①. Even
though, it brings a scrapping risk when repairing phones.
②
①
Remove additional parts to Sub-stations in facing variances.
E N /F A D 109
242 R 1A
5.3
Some projects have variance products and qty of components in one variance are more than others. If we set those components into a sub-station, It brings manpower saving.
C:\D\previous Doc\SE1\Process Leading Procedures\Process development Guideline\Flexible Production Process Guideline.doc Created by bmc User
Date 2007-07-04
Revision
Document Name
Production Process Development Guideline
5.3.1 Score:
Yes: ( 40 *%) No: ( 0 )
5.3.2 For example as below, this is part of assembling of Shinobu:
The variance of Shinobu—Erika hasn’t 2nd camera, so, we set the 2nd camera assembling as a individual station, though, its cycle time is 10’’.
5.4 Consider line balancing.
Line balance means production cost saving, we should try to enhance balance rate continuously during entire IP. 5.4.1 Score:
>85%: ( 60 )
>80%~85%: ( 40 )
5.5
Place component into exact point of assembling (JIT).
5.5.1 Score:
Yes: ( 50 *%) No: ( 0 )
5.5.2 For example as below, this is part of assembling of Moli:
These 2 parts cover the screws. The assembling is behind test flow and in the front of inspection, thus, any repair for test fail will not scrap them.
E N /F A D 109 242 R 1A
C:\D\previous Doc\SE1\Process Leading Procedures\Process development Guideline\Flexible Production Process Guideline.doc Created by bmc User
Date 2007-07-04
Revision
Document Name
Production Process Development Guideline
①
②
5.6 Simplify fixtures on one station, their quantity and function.
5.6.1 Score:
Yes: ( 20 ) No: ( 0 )
Original: Stick main key and place Core on a fixture to connect B2B, then pass to the 2nd station. In the 2nd station, the same kind of fixture is used.
5.6.2 For example as below, this is part of assembling of Shinobu:
Improved: Place the action connecting B2B into 2nd station, we just use one fixture.
…
E N /F A D 109
242 R 1A
5.7 C:\D\previous Doc\SE1\Process Leading Procedures\Process development Guideline\Flexible Production Process Guideline.doc Created by bmc User
Date 2007-07-04
Revision
Document Name
Production Process Development Guideline
By combining some different kinds of operating, we may reduce some manpower.
5.7.1 Score:
Yes: ( 20 * Ps ) No: ( 0 )
5.7.2 For example,
Operator assembles some components on test station.
5.8 Operating easily, such trays placing, material handling...
We have to consider the quantity and size of trays in one station, passing parts easily between stations, the size and quantity of fixtures…, all of those make for operating easily.
5.8.1 Score:
Yes: ( 20 *% )
No: ( 0 )
6 Some process models
Enclosed some processes and remarks of their designers as references. Maybe those aren’t best, but you
could learn something after looking through them.
6.1 Stick Phone AI (W880):
D:\Shinobu\AI core process PB4.
D:\Shinobu\AI core process PB6.
Current process Ai used is not the best one among all the process we designed, shown as PB6. Balance from several reasons we selected it.
advantage shortcoming PB4 JIT/ process is clear
layout is hard to design/ line balance is not very good PB6 layout is easy to design/ line balance is better material delivery flow is not clear
--- Shi ZhiJie
6.2
Clam shell Phone Mulan (Z520):
Interim revision in build
D:\mulan Final Assembly Process
released revision
D:\Mulan-Jing final assembly-A.
The capacity was tuned down from 5k(first version process,most oftenly at that time) to 2.5K, thus almost all the subassembly in 5k process can be combined to main process flow in 2.5k process.Thus a much more simple/clear material flow obtainned, in this way,
1.It is more easier to figure out the process, 'cause the stations is half cut off.
2.the challenge of figure out a balanced process is smaller,'cause the tact time is amost doubled, we have much more room to plan the line balance;
3.further, equipped with the U shape layout, all the operators can stand inside the U shape, materials can be feed
from the other side,in order to reduce the material feeding disturbing to a balance production. There are some changes to
E N /F A D 109 242 R 1A
C:\D\previous Doc\SE1\Process Leading Procedures\Process development Guideline\Flexible Production Process Guideline.doc Created by bmc User
Date 2007-07-04
Revision
Document Name
Production Process Development Guideline
the U shape later on, for example the FA70 operator stands on the other side the U shape because of the space saving which is not original expatation from the U shape layout, it is a byproduct.
4.Efficency is improved, because the handling time of each handset is almost in half.( the efficency of Mulan is 5% higher compares to Jing's in FSA, 5k production)
As a compromise/concession to the simplify material flow, the operations in each station is much more complicated, for example, FA20, the operator have to handling 7 kinds of material in one cycle,which is more risky quality. but it is OK, as it is proved in mass production
Another compromise on process is because long arms on LCD frame(added in FP1 build).For the Upper assembly,this mechanism limitation stops the normally more optimal process like, the LCD and its Frame Assembly(together with FPC, camea,camera shield cover,magnet,conductive gasket), be mounted to Upper inner(together with window, window adhessive and earphone) first and then further mounted to Upper Outer cover( with Sub LCD window) instead of the current process, the LCD and its Frame placed into Upper Outer Cover and then placed to Upper Inner Cover,which is much weak on window dust protection, and more risky to earphone, b2b connection from LCD to FPC in production.
--- Gao Yu
6.3 Jack knife Phone Ellen (W550):
D:\Ellen\
MANUFACT_CONTR_PL
D:\Ellen\
MANUFACT_CONTR_PL
Ellen is the only Jack knife phone manufacturing in BMC. The flow is that assemble upper part (include LCD, main FPC, cover, keys…) at first, then assemble lower cover, hinge, PBA, and so on. The significant is that assemble some parts (screw covers) after Insp1 in KRH line. The reason is following “evaluation 5.5” and reducing screw covers’ wearing for it wears covers to turn the phone’s upper part. The product has so many components that we require assembling several components in one station, so the KRH line capacity is
2.8k/day. And for maximizing unitizing ROA test stations, PBA line was separated from KRH assembling, and capacity is 6.2k/day.
--- Lin Gang
6.4 Slide Phone Shinobu (W910):
D:\Shinobu\
Shinobu&Erika cor
D:\Shinobu\
Shinobu sale&Erik
Shinobu is the first slider phone with DFSC. The flow follows mechanical structure, assemble Upper FPC, 2nd camera, LCD upper ROA… on the obverse side of Slider. Then, assemble ROA, speaker FPC on the rear of Slider. On Sale level, assemble Keys, Covers, Screw Caps, Co-brand. About flow, you could learn something from upper item 5, one thing you may find when you look through Sale flow: just assemble 2 screws in one station, and all of screw caps are assembled before test station that disobey item 5.5. Designed as those because those are 5 kinds of screws in Sale level , I split them for avoiding wrong assembling. And, put screw caps’ assembling before test stations for saving of manpower.
--- Lin Gang
7 Procedure of process improvement
On mass production phase, we also ought to improvement our production process. But we haven’t a specific build to verify the improvement generally. Attached documents are guideline on how to control the improvement for minimizing risks and avoiding mistakes.
7.1 Process improvement guideline
This document identifies a procedure how to do a process improvement.
E N /F A D 109 242 R 1A
C:\D\previous Doc\SE1\Process Leading Procedures\Process development Guideline\Flexible Production Process Guideline.doc Created by bmc User
Date 2007-07-04
Revision
Document Name
Production Process Development Guideline
D:\E06E30En_A.ppt
7.2 Improvement request
This document is a form of improvement request sheet.
Requester should fill and deliver the form to
process control group.
D:\E06E31En_A.ppt
7.3 Improvement verify report
This document is a form of improvement verification report. After verifying a changed process, process control group should fill it and evaluate the result of the change is ok or not.
D:\E06E32En_A.ppt
7.4 PPS update history template
This document is a form of record on the
PPS updated. If the verification result is ok, process engineering should update all of related documents and fill the updated into the form.
D:\E06E33En_A.xls
E N /F A D 10
9 242 R 1A
C:\D\previous Doc\SE1\Process Leading Procedures\Process development Guideline\Flexible Production Process Guideline.doc Created by bmc User
Date 2007-07-04
Revision
Document Name
Production Process Development Guideline
Production Process Development Guideline
1
Abstract
This document should be used as a guide when designing production process. It shows some principles, evaluations, process models and the procedure of process improvement.
Contents
1 2 3 4 5 6 7
1 2 2 2 2 6 7
E N /F A D 109 242 R 1A
C:\D\previous Doc\SE1\Process Leading Procedures\Process development Guideline\Flexible Production Process Guideline.doc Created by bmc User
Date 2007-07-04
Revision
Document Name
Production Process Development Guideline
2 Summary
Using this guide to develop the process, so that we could create better process. Although this document shall not hold back the creativity of the process designers. We must get new ideas and develop better process to improve production quality and cost.
3 Background
In the beginning, I took on creating a guideline how to design a flexible process. Due to complexity of process, it’s hard to standardize how to design a flexible process, and we don’t want to snuff out designers’ creativity. So, I converted the idea to create a Production Process Development Guideline. By using this document, designers could exert their creativity to design better process, and will not do the same mistakes as in previous projects.
4 Process design principles
Before designing some processes for one product, designer should comply with below: -According with SEMC factory handbook, obeying ISO9000/14000.
-Suiting platform strategy and product’s concept, such as DFSC.
-Meeting project’s time schedule.
-fulfilling DFT/Lean manufacturing, minimizing ergonomics hazard.
5 Some evaluations
There are some evaluations to follow when designing processes, which are output from the experiences of former projects. After mapping out some
candidate processes, designer could calculate the score according to weight, the score of process is higher, the process is better. Evaluations formula
D:\socre of
flex process.xls
The score in EP is reference, we should keep our flexible. We have to perfect and solidify our process during FP1 along with solidifying of test time, quality requirement and mechanical structure.
5.1 Top priority, follow Mechanical Structure, unless you could influence it.
5.1.1 Score:
Yes: ( 100 ) No: ( 0 )
5.1.2 For example as below, this is part of assembling of Moli：
The upper part① is assembled with lower part②. There is a dust risk for ① is exposed during assembling.
We have to assemble ① with ② firstly then assemble upper cover③, because ③ interfere with the guiding angle of hinge.
About this structure, process side has had a lot of discussing with R&D, even, built a TP.
E N /F A D 109 242 R 1A
C:\D\previous Doc\SE1\Process Leading Procedures\Process development Guideline\Flexible Production Process Guideline.doc Created by bmc User
Date 2007-07-04
Revision
Document Name
Production Process Development Guideline
③
②
①
Complying with it, you also should minimize all of process risks during following current MS, do not indulge the negative effect of the MS.
5.2 Secondly, Quality is most important.
When quality impacts with cost, we have to ensure the requirement of quality at first.
5.2.1 Score:
Product quality: (0)
Process quality(~1/2000): ( 40 ) Process quality(~1/5000): ( 60 ) Process quality(1/15000~) : ( 100 )
5.2.2 For example as below, this is part of assembling of Shinobu：
For fulfill the quality requirement, we have to stick screw cover① firstly, then, stick main key② aligning part①. Even
though, it brings a scrapping risk when repairing phones.
②
①
Remove additional parts to Sub-stations in facing variances.
E N /F A D 109
242 R 1A
5.3
Some projects have variance products and qty of components in one variance are more than others. If we set those components into a sub-station, It brings manpower saving.
C:\D\previous Doc\SE1\Process Leading Procedures\Process development Guideline\Flexible Production Process Guideline.doc Created by bmc User
Date 2007-07-04
Revision
Document Name
Production Process Development Guideline
5.3.1 Score:
Yes: ( 40 *%) No: ( 0 )
5.3.2 For example as below, this is part of assembling of Shinobu:
The variance of Shinobu—Erika hasn’t 2nd camera, so, we set the 2nd camera assembling as a individual station, though, its cycle time is 10’’.
5.4 Consider line balancing.
Line balance means production cost saving, we should try to enhance balance rate continuously during entire IP. 5.4.1 Score:
>85%: ( 60 )
>80%~85%: ( 40 )
5.5
Place component into exact point of assembling (JIT).
5.5.1 Score:
Yes: ( 50 *%) No: ( 0 )
5.5.2 For example as below, this is part of assembling of Moli:
These 2 parts cover the screws. The assembling is behind test flow and in the front of inspection, thus, any repair for test fail will not scrap them.
E N /F A D 109 242 R 1A
C:\D\previous Doc\SE1\Process Leading Procedures\Process development Guideline\Flexible Production Process Guideline.doc Created by bmc User
Date 2007-07-04
Revision
Document Name
Production Process Development Guideline
①
②
5.6 Simplify fixtures on one station, their quantity and function.
5.6.1 Score:
Yes: ( 20 ) No: ( 0 )
Original: Stick main key and place Core on a fixture to connect B2B, then pass to the 2nd station. In the 2nd station, the same kind of fixture is used.
5.6.2 For example as below, this is part of assembling of Shinobu:
Improved: Place the action connecting B2B into 2nd station, we just use one fixture.
…
E N /F A D 109
242 R 1A
5.7 C:\D\previous Doc\SE1\Process Leading Procedures\Process development Guideline\Flexible Production Process Guideline.doc Created by bmc User
Date 2007-07-04
Revision
Document Name
Production Process Development Guideline
By combining some different kinds of operating, we may reduce some manpower.
5.7.1 Score:
Yes: ( 20 * Ps ) No: ( 0 )
5.7.2 For example,
Operator assembles some components on test station.
5.8 Operating easily, such trays placing, material handling...
We have to consider the quantity and size of trays in one station, passing parts easily between stations, the size and quantity of fixtures…, all of those make for operating easily.
5.8.1 Score:
Yes: ( 20 *% )
No: ( 0 )
6 Some process models
Enclosed some processes and remarks of their designers as references. Maybe those aren’t best, but you
could learn something after looking through them.
6.1 Stick Phone AI (W880):
D:\Shinobu\AI core process PB4.
D:\Shinobu\AI core process PB6.
Current process Ai used is not the best one among all the process we designed, shown as PB6. Balance from several reasons we selected it.
advantage shortcoming PB4 JIT/ process is clear
layout is hard to design/ line balance is not very good PB6 layout is easy to design/ line balance is better material delivery flow is not clear
--- Shi ZhiJie
6.2
Clam shell Phone Mulan (Z520):
Interim revision in build
D:\mulan Final Assembly Process
released revision
D:\Mulan-Jing final assembly-A.
The capacity was tuned down from 5k(first version process,most oftenly at that time) to 2.5K, thus almost all the subassembly in 5k process can be combined to main process flow in 2.5k process.Thus a much more simple/clear material flow obtainned, in this way,
1.It is more easier to figure out the process, 'cause the stations is half cut off.
2.the challenge of figure out a balanced process is smaller,'cause the tact time is amost doubled, we have much more room to plan the line balance;
3.further, equipped with the U shape layout, all the operators can stand inside the U shape, materials can be feed
from the other side,in order to reduce the material feeding disturbing to a balance production. There are some changes to
E N /F A D 109 242 R 1A
C:\D\previous Doc\SE1\Process Leading Procedures\Process development Guideline\Flexible Production Process Guideline.doc Created by bmc User
Date 2007-07-04
Revision
Document Name
Production Process Development Guideline
the U shape later on, for example the FA70 operator stands on the other side the U shape because of the space saving which is not original expatation from the U shape layout, it is a byproduct.
4.Efficency is improved, because the handling time of each handset is almost in half.( the efficency of Mulan is 5% higher compares to Jing's in FSA, 5k production)
As a compromise/concession to the simplify material flow, the operations in each station is much more complicated, for example, FA20, the operator have to handling 7 kinds of material in one cycle,which is more risky quality. but it is OK, as it is proved in mass production
Another compromise on process is because long arms on LCD frame(added in FP1 build).For the Upper assembly,this mechanism limitation stops the normally more optimal process like, the LCD and its Frame Assembly(together with FPC, camea,camera shield cover,magnet,conductive gasket), be mounted to Upper inner(together with window, window adhessive and earphone) first and then further mounted to Upper Outer cover( with Sub LCD window) instead of the current process, the LCD and its Frame placed into Upper Outer Cover and then placed to Upper Inner Cover,which is much weak on window dust protection, and more risky to earphone, b2b connection from LCD to FPC in production.
--- Gao Yu
6.3 Jack knife Phone Ellen (W550):
D:\Ellen\
MANUFACT_CONTR_PL
D:\Ellen\
MANUFACT_CONTR_PL
Ellen is the only Jack knife phone manufacturing in BMC. The flow is that assemble upper part (include LCD, main FPC, cover, keys…) at first, then assemble lower cover, hinge, PBA, and so on. The significant is that assemble some parts (screw covers) after Insp1 in KRH line. The reason is following “evaluation 5.5” and reducing screw covers’ wearing for it wears covers to turn the phone’s upper part. The product has so many components that we require assembling several components in one station, so the KRH line capacity is
2.8k/day. And for maximizing unitizing ROA test stations, PBA line was separated from KRH assembling, and capacity is 6.2k/day.
--- Lin Gang
6.4 Slide Phone Shinobu (W910):
D:\Shinobu\
Shinobu&Erika cor
D:\Shinobu\
Shinobu sale&Erik
Shinobu is the first slider phone with DFSC. The flow follows mechanical structure, assemble Upper FPC, 2nd camera, LCD upper ROA… on the obverse side of Slider. Then, assemble ROA, speaker FPC on the rear of Slider. On Sale level, assemble Keys, Covers, Screw Caps, Co-brand. About flow, you could learn something from upper item 5, one thing you may find when you look through Sale flow: just assemble 2 screws in one station, and all of screw caps are assembled before test station that disobey item 5.5. Designed as those because those are 5 kinds of screws in Sale level , I split them for avoiding wrong assembling. And, put screw caps’ assembling before test stations for saving of manpower.
--- Lin Gang
7 Procedure of process improvement
On mass production phase, we also ought to improvement our production process. But we haven’t a specific build to verify the improvement generally. Attached documents are guideline on how to control the improvement for minimizing risks and avoiding mistakes.
7.1 Process improvement guideline
This document identifies a procedure how to do a process improvement.
E N /F A D 109 242 R 1A
C:\D\previous Doc\SE1\Process Leading Procedures\Process development Guideline\Flexible Production Process Guideline.doc Created by bmc User
Date 2007-07-04
Revision
Document Name
Production Process Development Guideline
D:\E06E30En_A.ppt
7.2 Improvement request
This document is a form of improvement request sheet.
Requester should fill and deliver the form to
process control group.
D:\E06E31En_A.ppt
7.3 Improvement verify report
This document is a form of improvement verification report. After verifying a changed process, process control group should fill it and evaluate the result of the change is ok or not.
D:\E06E32En_A.ppt
7.4 PPS update history template
This document is a form of record on the
PPS updated. If the verification result is ok, process engineering should update all of related documents and fill the updated into the form.
D:\E06E33En_A.xls
E N /F A D 10
9 242 R 1A
C:\D\previous Doc\SE1\Process Leading Procedures\Process development Guideline\Flexible Production Process Guideline.doc Created by bmc User