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48 The PCB Magazine • April 2016 Since the team members will be dedicated to the event, replacement personnel may need to be identified and trained. All Flex often brings in an experienced fa- cilitator to work with the team during the im- plementation phase. Key elements of the imple- mentation phase are: 1. Understanding the current state 2. Determining the future state 3. Making improvements 4. Standardizing new process 5. Training appropriate personnel 6. Implementing progress tracking The facilitator will bring in the needed training. For example, the team is often trained on the seven wastes: Transportation, Inventory, Motion, Waiting, Over-production, Over-pro- cessing and Defects. The facilitator may bring in other tools for analysis and implementation as needed. Often, Kaizen events employ analysis tools that include herringbone diagrams, IS/IS NOT charts, scatter diagrams, and process diagram- ming tools. As the team analyzes the current state, iden- tified waste elements are documented. An im- proved process is mapped out with the key waste elements eliminated or reduced. The changes identified in the future state are implemented quickly (within one day or less). Once the new process is implemented, mea- surements are put in place to track the improve- ments. Documentation is modified to standard- ize the changes and all appropriate personnel are trained. The team also determines future ac- tions needed as well as other opportunities and pitfalls discovered during the event. Soon after the event, a presentation is made to the management team. The presentation will include future recommendations and a review of open action items. A follow-up meeting is scheduled to review the action items and de- termine if the improvements are being main- tained. The team members and supporting per- sonnel are formally recognized. The Kaizen event is highly visible throughout the orga- nization. It is important that all members involved find the experience rewarding and look forward to participating in additional Kaizen events. Kaizen events can be very effective, but it is important to understand when it is appropriate to use this method rather than other techniques. It is tempting to believe that everything can be improved with a quick-fix effort; unfortunately not everything can be solved that way. Some is- sues, such as process variation, are deep rooted, and can take months of analysis and dozens of designed experiments before the root problems are identified and addressed. Solutions to these problems may require major equipment modi- fications, new process materials and significant process redesign. Remember, it is good to use a lot of tools for continuous improvement and to make sure the correct tools are used when attacking a prob- lem. "If all you have is a hammer, then everything looks like a nail." —Abraham Maslow PCB Dave Becker is the V.P. of sales and marketing at All Flex Flexible Circuits and Heaters. To contact Becker, or read past columns, click here. flexible CirCuits anD kaizen events " Some issues, such as process variation, are deep rooted, and can take months of analysis and dozens of designed experiments before the root problems are identified and addressed. "