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46 SMT007 MAGAZINE I SEPTEMBER 2025 The core problems we encountered were systemic: Workforce expansion demands during surge periods created skill gaps, efficiency targets became moving targets due to constant product changeovers, and rework hours consumed valu- able capacity that couldn't be easily recovered. Research confirms this challenge. One study noted "the importance of critically assessing the applica- tion of LSS within HMLV environments compared to the low-mix high-volume (LMHV) environments where LSS is traditionally successful." 2 Our operations team knows that in our world, you can't just apply textbook Lean. When you're dealing with frequent product changeovers, short production runs, and diverse skill requirements, traditional product families don't work. Our previous attempts to implement standard Lean tools had resulted in limited success. Value stream maps became obsolete within weeks due to product mix changes. Standard work instructions couldn't keep pace with the variety of assemblies moving through the facility. Most critically, the lack of flow consistency meant that efficiency improvements in one area often created bottlenecks elsewhere. Manufacturing expert Greg Lane observed in his seminal work on HMLV environments, "Toyota Production System methods have rendered remarkable results in high-volume manufacturing plants, but they have not been fully understood and correctly applied in high-mix, low-volume environments. While Lean principles do apply, the implementation methods and tools must be adapted and alternate methods embraced in a low-volume environment." 3 The funda- mental chal- lenge, both operational and strategic: How do you cre- ate consistent flow when consistency itself seems impossible? The Opportunity: Reimagining Flow for HMLV Excellence The breakthrough came from recognizing that HMLV environments require a completely different foundation for Lean implementation. Instead of fighting against the inherent variability of high-mix operations, we needed to design flow systems that thrived within that variability. The opportunity lay in shifting focus from product-based organization to skill-based flow design. Rather than grouping work by product families—which change constantly in HMLV—we could create stability through operator skill group- ings that remained consistent regardless of the specific assemblies being produced. This insight opened the door to a transformation that would address not just the symptoms of HMLV inefficiency, but its root causes. The Solution: Lean Excellence Tailored for HMLV Reality Our approach, Lean Excellence for HMLV Manu- facturing, represents a fundamental reimagining of how Lean principles apply in high-mix, low-volume environments. Built on over three decades of manufacturing excellence and 14 years of special- ized PCBA operational expertise, this methodology addresses the unique challenges that conventional Lean cannot solve. The transformation begins with strategic alignment through the Hoshin Matrix, ensuring that improve- ment initiatives directly support organizational goals rather than creating isolated efficiency gains. This top-down approach provides the stability and direction that HMLV operations desperately need. The core innovation lies in skill-based flow cells that replace traditional product family groupings. By organizing work around operator capabilities rather than product characteristics, we created consistent flow patterns that could accommodate any mix of assemblies. This approach eliminated the constant reorganization that plagued traditional implementations, while building workforce capabil- ity and empowerment. Value Stream Mapping was adapted for HMLV reality, focusing on skill progression and capability development rather than static product flows. Combined with rigorous 5S implementation and C hintan S anghani C hintan S anghani