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Lean Processes

LEAN SIX SIGMA

Sanmina-SCI
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 Lean Processes

Processes should be fast, simple.

• Rapid processing (energy wise use, cycle time reduction,
resources costs optimization).

• Eliminate “air drilling or cutting”

• Processing should begin as soon as the start switch is activated. Eliminate
“air cutting”. Improve usage of machine and people.
1. Switch on

2. Air drilling
1. Switch on,
3. Piece drilling
2. Move (air welding),
3. Joint welding,
4. Air drilling
4. Move (air welding),
5. Joint welding,
5. Switch off
6. Move (air welding), etc.

• Wasteful movements
• Minimize movements to start of processing and from end of processing.

• Automatic processes are made by many individual processes.

• Minimize machine steps by breaking down automatic machine run times.
LEAN SIX SIGMA
Sanmina-SCI

Sanmina-SCI Confidential
 Lean Processes

Processes should be fast, simple.

• Improve the quality of machine motions as well

• Evaluate machine movements to separate value-adding from wasteful
movements and improve the quality of motions by changing pure movement
to work.

• Robots should be targeted for labor cost reductions

• Eliminate robot Muda so that robot movements consist of only value-added
work.

• Have robots handle multiple tasks

• Arrange machines in the processing sequence so robots can handle several
tasks along the flow.

LEAN SIX SIGMA

Sanmina-SCI

Sanmina-SCI Confidential
 Lean Processes

Develop Vertical Processes

• Concentrate processes & minimize machines.

• Set up smooth vertical flows.

• Minimize horizontal flows.

• Instead of having disassembly, clean, paint and assembly specialists working

horizontally, have multiskilled operators working vertically so the process is
consistent and needed items are produced in little time.

• If 20 each of products A, B and C are required in a given day, 20 ABC sets

should flow down the line that day.

LEAN SIX SIGMA

Sanmina-SCI

Sanmina-SCI Confidential
 Lean Processes

Production can be pulled along

• Takt time production

• Develop processes capable of making exactly what it is being sold, no more,
no less. No sooner, no later than when the customer needs it.

• Flexible machine capabilities

• Equipment rarely runs 100% of the time, so match the amount of people to
needed production volume.

• Do not allow what best fits the machine to control the number of
parts being pulled through.
• Minor stoppages, repeated stoppages and setups must not constrain process
capacity

• No machine is incapable of making more parts

• Machine capacity should not be thought as the limit. Use ingenuity and
experimentation to increase it.

• Are you making individual items too soon? Look at Takt time.
• Products must not be made too soon or too late. Processes must produce just
the needed volume within the Takt time.
LEAN SIX SIGMA
Sanmina-SCI

Sanmina-SCI Confidential