Issue link: https://iconnect007.uberflip.com/i/1512467
DECEMBER 2023 I SMT007 MAGAZINE 67 How do you assess and minimize defects or errors in the assembly process, and what tools or methodologies do you use for quality control? Most importantly, in any manufacturing pro- cess, set and enforce a culture that, "No one is allowed to pass on bad quality." To improve our first-pass yield and final yield, we needed to slow down and have proper gates and guard- rails. It seems counterproductive to make a margin, but the alternative is rework. T h e s p e e d o f t o d a y 's technolog y can produce two things: a large amount of high-quality electron- ics or a quickly produced "rework mountain." Our learned lesson came from having to buy more racks to stack up the avoidable margin erosion. To solve this problem, a safety gate was created for first-piece inspections with AOIs, X-ray, and flying probe inspections. Yes, we run the first few PCBs to get to the golden board condition before we release the complete run. We also repeat this process between shis. We found that we can outperform standards for the entire build by getting to and maintaining a 99.95% or higher SMT yield. Can you discuss any experience you have with Lean manufacturing principles or contin- uous improvement methodologies in the con- text of electronics assembly optimization? Individual ownership of the process ignites enthusiasm, which is contagious in a manu- facturing building. We use our GEMBA daily meetings for feedback and encourage using our suggestion ECM (engineering change manage- ment) program. We found that when an associ- ate has easy access to documents and tracks the progress of their suggestions, it sets in motion a robust continuous improvement program that maintains its momentum. e recommenda- tions ECM submits are reviewed by the man- ufacturing engineers, who are also responsible for giving feedback to the associates. How do you stay up to date with advance- ments in electronics assembly technology and manufacturing best practices? Can you give an example of how you have applied this knowledge to improve an assembly process? e Toyota Production System has a core funda- mental: learn by sharing ideals. My lesson learned is to listen before you speak. e amount of free educational opportunistic training is overwhelming right now. e quality of podcasts and interviews with my peers is a moun- tain of treasures. Take the time each week to learn something and encour- age learning in your company uncomplicat- edly. Ask your leaders each Friday in a group: is week, what went right, what went wrong, and what did you learn? Manufactur ing needs levity; today's problem is not tomor- row's problem, and people need to vent and mostly have fun. SMT007 References 1. Gemba is a Japanese word meaning "the actual place." In Lean practices, it refers to the place where value is created. In manufacturing, for example, Gemba is the factory floor. Mike Konrad is founder and CEO of Aqueous Technolo- gies, and vice president of communications for SMTA. To read past columns, click here. Individual ownership of the process ignites enthusiasm, which is contagious in a manufacturing building.