Quality Improvement in Flexible Printed Circuit Board (FPCB) Using DMAIC Methodology: An Investigation in Semiconductor Industry

Continuous Process Improvement is methodology to solve the defect problem by increasing the effectiveness and efficiency of the business performances. DMAIC (Define-Measure-Analysis-Improve-Control) is a data improvement cycle designed for business process to find flaw or inefficiencies particularly resulting in defect or reject. This study was conducted at Company A and used DMAIC method to reduce the open defect for the circuit on the Flexible Printed Circuit Board (FPCB) from 0.6% to 0.3%. Part 13236 which has the highest open defect problem was chosen as the project improvement main focus. Imaging area was the main focus in this project because of its process forming the circuit. DMAIC methodology are initiated by problem identification through the past record of the open defect. The result observed for period of four months. After improvement, Part 13236 that have the highest defect decrease from 0.68% to 0.28% while the overall open defect decreases from 0.6% to 0.3%. The decline on product defect rate helps the company to improve the effectiveness and efficiency of business performances. It also results in cost saving which improves company’s profit margin in the long term.

Sustainability through TQM practices in the food and beverages industry

PurposeThe study aims to examine the connection between practices of total quality management (TQM) and sustainability in Malaysia food and beverages companies (FBC). Continuous process improvement, benchmarking, management leadership, human resources management, quality assurance, service design and information and analysis as TQM practices are considered and their relationship, respectively, with sustainable performance.Design/methodology/approachA survey questionnaire is administered to gather responses from 303 FBC, while 98 responses are useable and subsequently analysed using partial least squares structural equation modelling.FindingsThe results reveal that effective implementation of continuous process improvement, benchmarking, quality assurance, service design and information and analysis have positive and significant effect on sustainability.Research limitations/implicationsThe scope of the present study was limited to FBC in Malaysia, and a cross-sectional design was employed to examine the hypothesized relationships at a single point in time.Practical implicationsThe proposed and developed model of this study can be employed by policy and decision makers in the industry. This model can be considered by practitioners in the industry to implement critical policies in the future.Originality/valueThe premises of the institutional and contingency theory are supported by re-affirming the importance of contingencies and institutions for any successful strategic practices to enhance sustainable performance by implementing TQM.

Meeting clinical needs for and sidestepping supply chain threats to COVID-19 testing through continuous process improvement

Introduction/Objective The first human case of SARS-CoV-2 infection was reported in December of 2019. By late February 2020 evidence of community transmission in the United States was documented and soon it developed into a global pandemic. On March 11, 2020, the Mayo Clinic Arizona’s Microbiology Laboratory introduced a PCR test for diagnosis of SARS-CoV-2 infection. Even as testing demands exponentially increased, the hospital relied on timely results to assist in directing patient care. In order to provide timely results in the face of continuously emerging supply chain threats, we needed to increase our capacity for SARS-CoV-2 PCR testing by reducing technologist time and reagent waste, without impacting turnaround time or other quality metrics such as repeat rate. Methods/Case Report Technologist time was measured in hands-on time per specimen. Reagent use was defined by the volume of lysis buffer (the primary rate limiting reagent due to supply chain constraints) used per sample. Turnaround time was measured from receipt in lab until result verification and the rerun rate is the percent of specimens with an internal control (IC) failure, an indicator of specimen or process quality. Unnecessary steps were determined using a process map, spaghetti diagram and waste walk. Improvements included simplifying steps, changes to protocols and lab design. Impacts of the improvements were measured for 5 months post-implementation. Results (if a Case Study enter NA) Process improvements reduced technologist time per sample by 30.8 seconds and decreased critical reagent needs by 23.6%. Improvements led to $104,000 in just reagent savings over 5 months. Turnaround time and rerun rates were not negatively impacted. Conclusion By creating the leanest possible workflow, we were able to meet the demands for accurate and timely SARS-CoV-2 results. In future workflows, we will continue to implement lean processes and ensure the most efficient use of limited resources.

Service improvement in a nurse-led clinic for extracorporeal photopheresis

The skin tumour unit at one London hospital has been providing extracorporeal photopheresis (ECP) treatment since 2012, using an online fully integrated system. This report summarises 9 years of continuous process improvement, which has enabled the team to meet the growing demand for ECP treatments for cutaneous T-cell lymphoma (CTCL) and graft-versus-host disease (GvHD) patients. The unit formed a partnership with a lean-management company to go through the process of evaluation of capacity constraints, design layout and patient scheduling. Methods: Increased capacity year-on-year and over the 9-year period was calculated based on data collected from records. The authors reviewed the nurse staffing resources allocated for ECP treatments over the same period, and financial value created by the continuous improvement (additional number of treatments multiplied by the national tariff for ECP treatments). Results: In 2012 the average number of ECP treatments per nurse per week was 11. With the implementation of the new planning tool, and improved working practices, the average number of treatments per nurse per week has more than doubled to 23. Nurse staffing was maintained at 4 nurses per shift to deliver ECP treatments. The unit recorded additional revenue of approximately £3.2 million in 2020 compared with 2012. Conclusions: The team has successfully increased the capacity of the service to deliver treatments without incurring any additional nursing costs, resulting in more patients with CTCL and GvHD being able to access ECP treatment and a cost benefit for the Trust. The service continues in its mission to grow and provide a superior patient experience.

Use of FDI Data for Comprehensive Evaluation of Horizontal Well Frac Treatments

Effective fracturing of horizontal wells is the key to successfully producing unconventional reservoirs. Correct evaluation of existing created fractures is essential for identification of key treatment variables in the target reservoir and continuous process improvement of the total process. Measurement and analysis of Frac-driven Interactions (FDI) has become a popular technique for rapid and cost-effective evaluation of existing and new fractures created in horizontal wells for production of unconventional reservoirs. Specific parameters used for their evaluation include detection of the start and end time of FDI during each frac stage, its magnitude, and duration. Another important parameter is observing smoothness of FDI variations with time. The paper offers specific recommendations for additional measurement and computational steps that can be used for determination of the volume and rate of fluid migration causing the observed FDI.

The beet sugar factory of the future

The beet sugar industry is facing several challenges for the future. The climate change is requiring a transition from the traditional fossil fuel to a greenhouse gas neutral energy source. The available possibilities for this purpose will be outlined in this paper. The recent EU sugar market reform has markedly increased the competition between sugar companies and the resulting lower sugar price has a significant impact on the profit margin of sugar production. In order to keep up with these challenges it is key to make an appropriate use of the available opportunities to improve the cost-efficiency of sugar beet processing. The different means to advance the sugar business are better asset utilization, continuous process improvement, introducing innovative process technologies and further developing a sugar factory into a biorefinery with a further valorisation of (co-)products and wherein synergy is obtained between different on-site process operations. Why and how these different available tools can improve the competitiveness of sugar factories will be discussed in detail. A proper combination and choice of the suggested changes and opportunities will enable sugar factories to get prepared for the future.

Process improvement methodology selection in manufacturing: A literature review perspective

Problems in manufacturing have always been a hurdle for leadership, engineers, and professionals. They can lead to low productivity, poor quality, high costs, and ultimately loss of customers. Problems should be prevented by fair means and following well-established methodologies of continuous process improvement. The present paper addresses this topic, which in both academic and professional literature has been discussed from one single angle–that is, how to use a specific methodology in a certain situation. From that perspective, researchers from academia and consultancy promote the use of a particular method. One of the greatest challenges to researchers and practitioners in manufacturing is to select the right methodology for problem-solving and process improvement. The present paper attempts to address this issue from a literature review perspective. The approach followed is based on the fact that understanding the attributes of process improvement methodologies reported in the open literature and their linkages to the main phases of the continuous improvement process will provide insights on how the selection of the methodologies can be carried out in real manufacturing situations.

Hacia una evaluación de programas académicos de informática, computación y tecnologías de información, aplicando un enfoque de mejora continua de procesos

Actualmente, el Consejo Nacional de Acreditación en Informática y Computación A.C. (CONAIC), entre otras actividades, realiza procesos de evaluación con fines de acreditación a programas del área de Informática, Computación y Tecnologías de la Información. CONAIC otorga, como resultado de sus evaluaciones, la acreditación o no acreditación de las Institucionesevaluadas. En este artículo, se propone una forma alternativa de implementar y evaluar las Categorías (Procesos) definidas por CONAIC, para ello, se toman como base diferentes estándares nacionales e internacionales de definición, implementación y evaluación de procesos. En este sentido y bajo un enfoque de mejora continua de procesos, se propone el uso de 5 niveles de madurez para CONAIC, para el nivel 1 se muestra un ejemplo de implementación y evaluación de productos de trabajo y prácticas base que demuestren el cumplimiento o no cumplimento de este nivel de madurez. Currently, the National Council of Accreditation in Informatics and Computing A.C. (known as CONAIC in Spanish), amongst other activities, implements evaluation processes that aim to accredit informatics, computer science and information technology programs. After evaluating an institution, CONAIC can grant or refuse accreditation to the institution depending on the results of its evaluations. In this article, an alternative form of implementing and evaluating the categories (processes) defined by CONAIC isproposed which is based on different national and international standards of process definition, implementation and evaluation. In that sense and with a focus on continuous process improvement, it is proposed that CONAIC uses 5 levels of maturity. For the first level, an example is shown of the implementation and evaluation of work outcomes and basic practices that demonstrate the compliance or non-compliance with that level of maturity.

Automotive Industrial Supply Chain Performance Evaluation under Uncertain Constraints on Cloud Computing System

Performance evaluation is a critical and complex task as well as uncertain demands for automotive supply chain. Several methods are applied and adopted to deal with current situations and maintain competitiveness such as fuzzy logic, neuro fuzzy, agent (multi) based evaluation, etc. However, such systems are not rapid enough to respond customer requirements by real-time on mobile cloud computing system. There are many companies that operate under the first tier company as subcontractors on the same goal. Cloud computing system is capable to monitor real-time production processes for every subcontractor to assist the 1st tier to make decision and respond customer effectively. Daily monitoring data of all subcontractors in the supply chain are stored in the central database and finally the performance evaluation can be done. The implication is cost reduction of the whole supply chain and increase competitiveness as well as continuous process improvement for all.