Company Overview

A leading PCB (Printed Circuit Board) manufacturing company specializing in high-mix, low-volume production for various industries, including automotive, aerospace, and consumer electronics. The company operates on a make-to-order basis, with each design differing significantly, which results in frequent changes to manufacturing processes, routing, and resource allocation. With a focus on delivering complex and custom PCB solutions, the company faced challenges in maintaining production efficiency and effectively planning resources for every unique order

Challenges

• Dynamic Production Requirements: Due to the make-to-order nature of the business, every project had unique design specifications, leading to frequent adjustments in manufacturing processes, machine setups, and routing.

• High-Mix, Low-Volume Complexity: The constant shift between different product designs resulted in inefficient use of resources, long cycle times, and difficulties in planning.

• Inconsistent Planning and Scheduling: Traditional planning methodologies were not suitable for the varying lead times and resource needs of R&D and production jobs.

• Lack of Standardized Work: The absence of a standardized framework for managing high-mix, low-volume production resulted in inconsistent output quality and process inefficiencies.

• Difficulty in Tracking Production Parameters: With over 100 production and engineering parameters to consider, the company struggled to identify the optimal routing and cycle times, leading to increased production costs and delays.

Solution

To address these challenges, the consulting team implemented Lean methodologies to optimize production planning, resource utilization, and process standardization.

1. Process Study and Value Stream Mapping (VSM):

   • Conducted a detailed study of existing production processes and mapped the current state using Value Stream Mapping to identify waste, bottlenecks, and areas of improvement.

   • Collaborated with the engineering team to categorize production parameters and develop a standardized template for capturing product specifications and process requirements.

2. Lean Production Planning and Scheduling:

   • Introduced Lean production planning techniques, such as Kanban and Heijunka, to level out the production schedule and minimize fluctuations caused by varying product designs.

   • Implemented a dynamic scheduling system that could adapt to changes in design and production requirements, ensuring that machine routing and resource allocation were optimized based on real-time data.

3. Standard Work and Route Optimization:

   • Developed standardized work instructions for various process segments, creating a framework that could be quickly adapted to accommodate design changes without disrupting overall production flow.

   • Utilized Lean tools like SMED (Single-Minute Exchange of Dies) to reduce setup times and streamline transitions between different product designs.

   • Identified and documented optimal routing and cycle times for each product type, enabling better planning and resource allocation.

4. Continuous Improvement and Training:

   • Established a continuous improvement program to regularly review production processes and update standard work based on feedback from production and engineering teams.

   • Provided Lean training to shopfloor staff and engineers, promoting a culture of problem-solving and waste elimination.

Conclusion

By leveraging Lean methodologies and optimizing production planning, the PCB manufacturing company was able to double its productivity, streamline the handling of dynamic R&D jobs, and create a standardized framework for managing high-mix, low-volume production. These improvements not only enhanced overall efficiency but also provided the company with a sustainable model for handling complex and custom product requirements in a rapidly changing market.