EPIC has worked to create one of the most flexible and responsive production environments in the EMS industry. We recognize that a key challenge in implementing lean in EMS is developing production processes and associated equipment flexible enough to handle the diverse needs of many customers. We started our journey by focusing on basic Lean principles. We’ve raised the bar by adding Lean Sigma philosophy and tools, to further fine tune our basic Lean processes. The end result is enhanced schedule flexibility, clear DFM guidelines and efficient, high quality production.

Major points of focus include:

Process Flexibility

A critical challenge in the EMS environment is effectively dealing with small lot sizes over a wide range of customers and product types. A key element of our solution is to work with our equipment suppliers to develop unique systems for rapid changeover. For example, our wave solder and vapor phase reflow equipment are linked to conveyor systems with bar code readers which transmit data to change process parameters dynamically based on each product’s characteristics. The result is that each PCBA receives an optimal profile, with no changeover time required. Maximum throughput velocity is achieved as multiple assembly lines and products feed into a single wave. We also utilize electronic work instructions which are displayed at each work station and documentation control is maintained through a centralized database.

Operator Cross Training

We cross-train our operators in several production processes. Operators are certified to a range of skills from our training matrix and compensation is tied to the certification levels achieved. A core group of operators is deployed in a range of critical production processes and moved throughout the factory based on areas of highest demand.

Visible/Frequent Communication

EPIC’s visible scheduling tools ensure that scheduling data is in the hands of the people charged with producing products. We use a three-zone system for production staging and a two-bin system for material planning. There are no production schedulers. Operators are empowered to prioritize the production sequences for each line based upon color coded pull signals. Material usage is coordinated electronically between facilities via a bar-coded “virtual” Kanban planning system that mirrors the “visual” card system on the factory floor.

Visible Metrics

Our Plant Operating Review (POR) system drives the monitoring of approximately 50 metrics company-wide down to the floor level. These metrics are reviewed on a daily/weekly basis by the Customer Focus Teams; monthly by the Plant Managers and Directors of Operations; and quarterly by the Senior Management Team.

Mutually Beneficial Supplier Relationships

While an original equipment manufacturer (OEM) can rationalize its supply base to only include suppliers willing to support a lean philosophy, EMS providers often inherit suppliers with each customer. We address this issue through a combination of supplier education, internal planning tools, excellent communication, and strong working relationships with customers and suppliers.

Disciplined Analytical Approach

Our in-house reliability laboratory supports new process definition and validation; new product process validation; and resolves internal, supplier and customer quality issues.  We’ve developed a formally documented design for manufacturability/testability (DfM/DfT) review process that includes a detailed analysis of cost reduction opportunities and a ranking scale that “prioritizes” identified design issues by their potential cost impact. We utilize Six Sigma’s DMAIC (Define, Measure, Analyze, Improve, Control) approach to process improvement and/or corrective action efforts.

Results

The end result of Epic’s Lean Sigma philosophy is measurable and repeatable. Accomplishments include:

• Reduction in set-up / change-over times from over 2 hours to an average of one hour or less.
• Increased first-pass yield at ICT and Functional Test from 85-90% to 99+% through small transfer quantities and “Lean System”
• Average production cycle times reduced from 4-5 days to less than 1 shift in a high-mix environment producing 25-50 assembly types simultaneously in each work cell
• On-time delivery statistics of over 98%.