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Unformatted text preview: e failure of the initial policy, operators agreed to try to restrict operations to four times
a week after calculations revealed it was possible. In addition, the modeling process also revealed
sources of variation in the process that could be addressed to improve throughput. For example,
the average capacity of the MTSA equipment could be significantly improved by repairing a select
number of broken card slots in the equipment. An analysis conducted as part of a separate R6a
project during the study time period indicated that 25 runs in the previous six months could have
been avoided if broken slots were repaired. .. . . . . . . . . ............
..... ... Control The cell leader had ultimate control over the number of weekly runs made by the MTSA equipment. As in the case of the wave solder DMAIC improvement process, the cell leader and
relevant operators were involved in every step of the MTSA DMAIC process, and documented the
process with an energy improvement. kaizen plaque that was submitted to the spring Lean Olympics
(despite the fact that the initial restrictions documented were ultimately unsustainable). In addition,
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- Spring '14