INDUSTRIAL TRAINING REPORT

CONTINENTAL AUTOMOTIVE COMPONENTS MALAYSIA

SDN BHD
MK 1, 2455, TINGKAT PERUSAHAAN 2A, PRAI INDUSTRIAL
ESTATE, 13600 PERAI, PULAU PINANG

IZZUDDIN BIN ABD. SAMAD JAMALUDDIN

2016639066

FACULTY OF MECHANICAL ENGINEERING

UNIVERSITI TEKNOLOGI MARA

19 AUGUST 2019 – 31 DECEMBER 2019

 ABSTRACT

This report summarize all activities that has been experienced throughout the training

programme with a duration of 4 months at Continental Automotive Components Malaysia Sdn

Bhd. This training programme is compulsory for a third year student of Mechanical

Engineering at Universiti Teknologi Mara Pulau Pinang. This report consists of Introduction,

Industrial Environment, Industrial Experience, Industrial Projects and Conclusion.

1
 ACKNOWLEDGEMENT

First and foremost, I would like to express my most gratefulness to Allah S.W.T for His

blessing that enables me to complete this training programme. I am very grateful to Continental

Automotive Components Malaysia Sdn Bhd for giving me the chance to learn and experience

the real work situation in this prominent company. Special appreciation to my industrial

Manager, Mr. Mohd. Zamri for his leadership and management throughout the programme.

I also would like to express my sincere appreciation to my industrial supervisor, Mr. Ahmad

Faris Syazwan bin Umar for his supervision and guidance of me throughout my internship in

this company. Not forgotten, all staff members of Continental Automotive Components

Malaysia Sdn Bhd especially Production’s engineer, Puan Elymatun, and supervisors, Puan

Azian, Puan Azlina for their cooperation and help for me to successfully achieve the real work

experience of this company.

Then, I am so thankful to my beloved family and friends for their help and moral support that

give me strength. Last but not least, not forgotten to those who directly or indirectly contributed

in this training programme, thank you.

2
 TABLE OF CONTENTS

Abstract………………………………………………………………………………………..1
Acknowledgement …………………………………………………….……………………....2
Table of contents…………………………………………………………………………...….3
List of tables……………………………………………………………………..………….....4
List of figures……………………………………………………………………………….....5
Abbreviations……………………………………………………………………………….....7
Introduction……………………………………………………………………………………8
Industrial activities…………………………………………………………………………...14
Industrial projects ……………………………………………………………………………37
Conclusions ……………………………………………………………………………..…...52
Reference………………………………………………………………………………….….53

3
 LIST OF TABLES

TABLE 1: GANTT CHART THROUGHOUT INTERNSHIP………………………….13

TABLE 2: QUANTITY OF PCBA BEFORE IMPROVEMENT……………………….43

TABLE 3: REPORT FOR LOM PCBA ………………………………………..………...50

TABLE 4: REPORT FOR RETEST PCBA…………………….………………………...51

TABLE 5: QUANTITY OF PCBA AFTER IMPROVEMENT ………………………...51

4
 LIST OF FIGURES

Figure 1: Continental Footprint across South East Asia……………………………………..10

Figure 2: Customers for Penang Plant………………………………………………………..10
Figure 3: Plant’s Organizational Chart……………………………………………………….11
Figure 4: Department’s Organizational Chart………………………………………………..12
Figure 5: Toyota’s LIB board front and back side…………………………………………...15
Figure 6: Toyota’s process flow……………………………………………………………...16
Figure 7: Toyota’s SOS………………………………………………………………………16
Figure 8: TFT assembly to light housing, PCBA assembly and screwing…………………...17
Figure 9: Dial assembly workstation…………………………………………………………18
Figure 10: Toyota’s dial heat staking………………………………………………………...19
Figure 11: Pointer insert workstation………………………………………………………...20
Figure 12: Mask cleaning and automatic cluster screwing workstation……………………..21
Figure 13: Vision test & final test……………………………………………………………22
Figure 14: Demarcation poster in production area…………………………………………...25
Figure 15: LPA checklist Layer 1 at final assembly…………………………………………27
Figure 16: LPA checklist Layer 2 for Managers……………………………………………..28
Figure 17: LineWorks iGate …………………………………………………………………29
Figure 18: LineWorks Pulse to check OEE…………………………………………………..30
Figure 19: LineWorks Pulse to check unplanned downtime…………………………………30
Figure 20: LineWorks Pulse to check unplanned downtime…………………………………31
Figure 21: Pareto Chart of Toyota line for work week 50…………………………………...32
Figure 22: MES Console Version 30.6………………………………………………………33
Figure 23: MES Console Move Back option………………………………………………...34
Figure 24: MES Console Change FG option………………………………………………...34
Figure 25: SAP Logon Pad Interface………………………………………………………...35
Figure 26: Stock Overview tool……………………………………………………………...36
Figure 27: Stock overview for material A3C0388240200…………………………………...36
Figure 28: Stock overview for material A3C0388240200…………………………………...38
Figure 29: Depaneling machine……………………………………………………………...39

5
Figure 30: Magazines of PCBA before depaneling………………………………………….39
Figure 31: ICT machine……………………………………………………………………...40
Figure 32: FVT machine……………………………………………………………………..41
Figure 33: COBOT arm handling the PCBA………………………………………………...42
Figure 34: PCBA on the machine fixture before being pressed……………………………...42
Figure 35: PCBA bins are not well labelled and not sorted systematically………………….44
Figure 36: Colour coding visualisation at bin racks………………………………………….45
Figure 37: Coloured label for Toyota………………………………………………………...46
Figure 38: Label on the rack from lowest to highest…………………………………………46
Figure 39: Bins arranged neatly on the racks………………………………………………...47
Figure 40: Bins arranged neatly on the racks nearby Nagara Cell line………………………47
Figure 41: Process flow for RETEST PCBA………………………………………………...48
Figure 42: Process flow for LOM PCBA…………………………………………………….49

6
 ABBREVIATIONS

UiTM Universiti Teknologi MARA

MMC Mitsubishi Motors Corporation

PCBA Printed Circuit Board Assembly

FVT Final Verification Test

ICT In Circuit Test

SOS Standard Operation Sheet

TFT Thin Film Transistor

LOM Left Over Material

OEM Original Equipment Manufacturer

LIB Line Information Board

OEE Overall Equipment Efficiency

LPA Layered Process Audit

FPY First Past Yield

MES Manufacturing Execution System

7
 CHAPTER 1

INTRODUCTION

1.0 INTRODUCTION

In this chapter will briefly explain the company’s history and background, the structural

of main activity, the objective, scope of training and training schedule.

1.1 COMPANY’S HISTORY AND BACKGROUND

1.1.1 COMPANY’S PROFILE

Continental AG, commonly known as Continental is a German

automotive manufacturing company specializing in brake

systems, interior electronics, automotive safety, powertrain and

chassis components, tachographs, tires and other parts for the

automotive and transportation industries. Continental is based in

Hanover, Lower Saxony, Germany. With “Quality without

compromise” as policy and “We are the employer of choice,

quality is every employee’s passion driving our growth” as

vision, Continental is the world's fourth-largest tire

manufacturer. In the late 1920s, Continental merged with several

other major rubber industry companies to form the largest rubber

company in Germany “Continental Gummi-Werke AG”. After

acquiring Siemens AG's VDO automotive unit in 2007,

8
Continental was ranked third in global OEM automotive parts

sales in 2012. Nowadays, Continental’s revenue 44.4 billion

EURO (2018).

Continental Automotive Components enter Malaysia’s economy

starting from 1985 which is now around 34 years already. With

a strong system, now Continental Malaysia already has 3

branches which are located at Petaling Jaya, Alor Setar and

Penang.

Petaling Jaya, the headquarter location of Continental Tyres

Malaysia. They have many divisions at this location which

comprise of Manufacturing, Finance, Human Relations,

Research & Development, Sales & Marketing and Information

Technology. Continental tyre plant in Petaling Jaya (PJ),

Malaysia is a manufacturer of diverse products catering to the

needs of its customers. Among the products manufactured in the

PJ plant are Truck, Bus and Radial Tyres and Commercial

Vehicle Tyres. The tire plant in Alor Setar produces products

mainly for the APAC market. In addition to that, the plant also

produces ZD (Zero Degree) for the US and EU market. The

plant's brand portfolio consists of Continental, Dunlop, Viking,

and Sportiva.

Continental Automotive Component, Penang started in 1984,

supplying instrument clusters to Proton, and had since expanded

the customer base and products portfolio, producing high quality

electronic and electro-mechanical automotive parts supplying to

9
major OEM automakers locally and globally. The main products

are Instrument Cluster, Fuel Supply Unit, Engine Control Unit,

and Electronic parking brake, Electronic Controller, New

Analog Platform & gauges. Customer came from all around the

world including domestic car manufacturers.

Figure 1: Continental Footprint Across South East Asia

Example of customer for Penang Plant are Toyota, Mazda,

Suzuki, Mitsubishi, Kawasaki, BMW, Proton, Perodua, etc.

Figure 2: Customers for Penang Plant

10
1.2 STRUCTURAL OF COMPANY

1.2.1 PLANT’S ORGANIZATION

Figure 3: Plant’s Organizational Chart

11
1.2.2 DEPARTMENT’S ORGANIZATION

Figure 4: Department’s Organizational Chart

12
1.3 OBJECTIVE

1. To expose the students to actual working environment and enhance their

knowledge and skill from what they have learned in the university.

2. To enhance student’s soft skill in communication.

3. To enhance the ability to improve student’s creativity skills and sharing

ideas.

4. Internship programs will increase student earning potential upon

graduation.

1.4 SCOPE OF TRAINING

In this training programme, there are several scopes to be considered in

order to achieve the objectives. The following important element that

must be followed:

1. Assist Production Engineer with the given task.

2. Perform projects which can improve the output of the company.

1.5 TRAINING SCHEDULE

Description W1 W2 W3 W4 W5 W6 W7 W8 W9 W10 W11 W12 W13 W14

Familiarization to the company
Project 1 (Discussion & Brief)
Define problem
Measure problem
Analyze problem
Implement
Improvement
Control & Monitor
Report writing

Table 1: Gantt chart throughout internship

13
 CHAPTER 2

INDUSTRIAL ACTIVITIES

2.0 INTRODUCTION

Chapter two will discuss about my adaptation and adjustment to the industrial

environment, the industrial tasks and duties and industrial projects handled during the

internship.

2.1 INDUSTRIAL ENVIRONMENT

2.1.1 ADAPTATIONS TO THE INDUSTRY

Line Information Board

Line Information Board is placed in front of every line in the production area.

This board contains all the key information of the line. The board is useful

because it will be the first visualization to the support teams or especially to the

managers.

14
 Figure 5: Toyota’s LIB board front and back side

Toyota Line

Basically, Toyota is one of the highest production per week after Mazda which

is about 10,000 pieces per week. It runs with five operators and one leader. In

an hour, the target for Toyota line to achieve is 65 clusters based 100% OEE.

15
 STAR
T
AUTO SCREW
LINE

PREVISION
LCD
ASSEMBLY
VISION TEST
VISION TEST
FINAL TEST
DISPLAY TEST
BACKFLUSH

POINTER
PACKING

Figure 6: Toyota’s process flow

Figure 7: Toyota’s SOS

16
 LCD ASSEMBLY

This is the first workstation that handle by operator which is about inserting

PCBA assembly and TFT assembly to light housing. Then operator will screw

PCBA assembly and TFT assembly to housing for ensuring those part are fix at

their places. After that, operator need to pick up back case and assemble to

housing before screwing for the second time. Last step at this workstation is

operator need to assemble clips at housing before move to the second

workstation.

Figure 8: TFT assembly to light housing, PCBA assembly and screwing

17
DIAL ASSEMBLY, DISPLAY TEST AND DIAL PRESS

This workstation is about testing the functional of the TFT module. Operator

need to place the sub assembly into the fixture at the workstation but before that

need to place dial plate first at the sub assembly.

Figure 9: Dial assembly workstation

18
DIAL HEAT STAKING

Dial plate is separated into 3 partition which are, tacho dial, centre dial and

speedo dial. Tacho and speedo dials need to undergo heat staking process with

Light Conductor first before proceed with pressing to sub assembly.

Figure 10: Toyota’s dial heat staking

19
AUTOMATIC POINTER PRESSING

This is the workstation where pointer is inserted at sub assembly. Operator need

to place pointer at fixture before it pressed by the machine. All inspection

regarding pointer such as pointer angle, pointer height and colour of pointer are

detected by camera. Dial plate’s data metric also checked by the camera in order

to ensure it is the correct part number. At the end of the process, operator need

to visualize the pointer’s condition (free from defect- burrs, scratches), pointer

movement (free from jerking, vibrate, stuck) and lastly checking pointer gap

manually using spacer go-no-go.

Figure 11: Pointer insert workstation

20
 AUTOMATIC CLUSTER SCREWING

This is the workstation where operator need to blow the mask before assemble.

During assembling, operator need to extra cautious to the sub assembly. It must

be free from dust before assemble the mask using the automatic screwing

machine. Dust or foreign particles can be a major issue as it involving with

quality and cosmetic of the product.

Figure 12: Mask cleaning and automatic cluster screwing workstation

21
FINAL TEST

This workstation is a station where operator will be testing the functionality of

cluster. From symbol functionality, light brightness to sound of buzzer, all of

this items will be inspect. Once all this checking are done, label will be printed

and operator need to paste it to cluster. This cluster is ready for packing.

Figure 13: Vision test & final test

22
2.1.2 PRACTICE OF OCCUPATIONAL SAFETY AND HEALTH

ENVIRONMENT

5S within line/ workstation

5S is a workplace organization method that uses a list of five Japanese

words: seiri, seiton, seiso, seiketsu and shitsuke. These have been translated as

"Sort", "Set In order", "Shine", "Standardize" and "Sustain". The list describes

how to organize a work space for efficiency and effectiveness by identifying

and storing the items used, maintaining the area and items, and sustaining the

new order.

SEIRI

• Sort out things that are not necessary and throw it away.

• Determine which item to be kept, repaired, or disposed.

• Separate tools based on how often we use it.

• Process of disposing or scrapping must be compiled with the superior

authorized scrap form.

SEITON

• Arrange all necessary things at the place that is easy to reach or get when

needed.

• Standardize the place to keep all tools and the method used.

• Always perform the keeping rule and check it from time to time.

23
SEISO

• Clean the workplace and tools used.

• Analysed problems and take initiative to clean the workplace.

• Make a schedule of checking and cleaning workplace.

SEIKETSU

• Always keep performing high performance in Housekeeping and work

organization.

• Maintain SEIRI, SEITON, and SEISO.

• Introduce visual control using picture oriented procedure.

• Things agreed in SEIRI, SEITON, and SEISO must be standardized

when practiced.

SHITSUKE

• Encourage work ethic and high discipline through learning and practice.

• Train the workers to practice good Housekeeping.

• Teach workers to show good discipline in working environment.

• Check the workplace from time to time and encourage them to compete

in executing 5s.

24
Demarcation line

All demarcation areas for movable items must have 18mm yellow colour label

at centre. Waste container, residual waste, empty cartridge and litter box are

label with blue colour label. Designated space or area for material and storage

area for good products and part will label with green colour. Other designated

spaces such as empty bins, boxes, magazines or mobile production equipment

without any waste will be mark with black colour line. Hatch yellow and black

is for danger or alert. Area for reject, non-conformance product or blocked part

will be label with red colour.

Figure 14: Demarcation poster in production area

25
2.2 INDUSTRIAL EXPERIENCE

2.2.1 LAYERED PROCESS AUDIT

I have been given the task to carry out LPA on five of the high runners lines on

a daily basis. The lines are Toyota, Mazda, Suzuki, Mitsubishi and D20N

(Myvi). Layered process audit (LPA) are a quality technique that focuses on

observing and confirming how products are made, rather than inspecting

finished goods products. LPA are not limited to the Quality Department, but

involves mostly to the supervisors of production. Supervisors conduct daily

layered process audits of layer 1 in their own area, while higher-level managers

conduct the same audits of layer 2 less frequently.

LPA helps manufacturers to take control of processes, reduce mistakes, and,

improve work quality. These audits usually include corrective and preventative

actions taken either during, or, immediately after the audit.

26
Figure 15: LPA checklist Layer 1 at final assembly

27
Figure 16: LPA checklist Layer 2 for Managers

28
2.2.2 LINEWORKS iGATE

During my internship I have been introduced to the company’s system of

LineWorks iGate. All production lines have been integrated to the system.

Hence the system will provide dynamic web report of live or recorded data to

the supervisors that contains mainly tables, charts and lists. This system helps

to save development time. LineWorks iGate system consist of several different

functions. Mostly during my internship, I would use LineWorks Pulse and WIP.

Figure 17: LineWorks iGate

LineWorks Pulse is an answer to the integrated production floor monitoring and

reporting. I would mostly use LineWorks Pulse to monitor the Overall

Equipment Effectiveness (OEE), unplanned downtime and utilization of

equipment for the lines that I was designated to monitor on.

29
 Figure 18: LineWorks Pulse to check OEE

Figure 19: LineWorks Pulse to check unplanned downtime

30
Next, LineWorks WIP is a tool to monitor, deeply control, and fully document

precise job and material flow execution throughout the manufacturing process.

This function benefit wide range of view for different roles such as managers,

supervisors, engineers and operators. This tool helps me tackle problems by

having the bird’s eye view and traceability of the information for a work in

progress products. Using the part number of the product we can identify it’s

history data and trace its last operation.

Figure 20: LineWorks Pulse to check unplanned downtime

31
2.2.3 PARETO CHART

During my internship I was given the task to update the weekly Pareto Chart for

Availability, First past yield (FPY) and monthly for Scrap. A Pareto Chart is a

graph that indicates the frequency of an issue, as well as their cumulative

impact. The data used in the Pareto Chart can be obtained from LineWorks

Pulse to study the root cause of a problem. Pareto Charts are useful to observe

and tackle the greatest issue for an overall improvement.

Figure 21: Pareto Chart of Toyota line for work week 50

32
2.2.4 MES CONSOLE

MES console is a tool that has various function such as move back, change

finished goods plan order, which is part of my duties during my internship.

Figure 22: MES Console Version 30.6

Move back is a process which takes place before a PCBA is needed to be retest

in the line. The unit ID of the product need to be scanned into the program.

Next, select the ID type either SEMI or FIN and it will show its current

operation. Next, type in the reason of move back. Finally, select which process

step you want to move back to and the process will be completed.

33
 Figure 23: MES Console Move Back option

Change Finished Goods is a process to change a product’s plan order. Products

that has not been used more than 6 months will have their plan order expired.

Therefore, this tool is useful because it can renew the plan order of the product’s

expired plan order.

Figure 24: MES Console Change FG option

34
2.2.5 SAP LOGON PAD

One of the useful software during my training was SAP Logon Pad. Most big

companies uses this interface such as Coca Cola and BP oil & gas.

Figure 25: SAP Logon Pad Interface

SAP Logon Pad has a feature that can check the stock overview in the system.

This would reduce the development time for the supervisor to check the balance

stock of a product by searching it by material number.

35
 Figure 26: Stock Overview tool

Figure 27: Stock overview for material A3C0388240200

36
 CHAPTER 3

INDUSTRIAL PROJECT

3.0 INTRODUCTION

In this chapter, will discuss regarding the projects that I have carried during my

internship. Through this discussion, all the details has been checked by my Industrial

Supervisor and was approved. No confidential information is included in this chapter.

3.1 PROJECT 1

Title: NAGARA CELL LINE PCBA BACKLOG IMPROVEMENT.

3.1.1 INTRODUCTION OF NAGARA CELL LINE

Nagara cell is one of the important line in production. It is important because

Nagara cell line is where the PCBAs will be inspected, tested and inserted the

stepper motor before they go through the final assembly process. This process

is vital to have an early detection of flawed PCBAs so later on it will be sent to

rework. Therefore, it will significantly reduce the number of customer

complaints.

37
Nagara cell line is located nearby the high runners line so that the flow

movement of PCBAs will be smoother and efficient. Nagara cell line is divided

into two lines, for Suzuki and Mitsubishi Motor Corporation (MMC) PCBAs,

and Toyota PCBAs.

For Suzuki and MMC, it requires three operators to operate whereas for Toyota

it only require only one operator with the help of one COBOT. Below is the

process flow for both lines.

START

Depaneling

ICT

FVT

Stepper motor insert

Go to FINAL
ASSEMBLY

Figure 28: Stock overview for material A3C0388240200

38
Depaneling

Depaneling is a process step in assembly production. This is the first

workstation for Nagara Cell line. In order to increase the output, a magazine of

PCBAs consist a smaller individual PCBAs that will be used in the final

product. The large panel is broken up or "depaneled" as a definite step in the

process.

Figure 29: Depaneling machine

Figure 30: Magazines of PCBA before depaneling

39
In-Circuit Test (ICT)

After depaneling, the PCBAs will go through in-circuit test (ICT). This process

will be handled by a COBOT. This robotic arm will start the process by picking

up the PCBA from the input fixture and scan into the system. Once passed, it

will placed into the ICT fixture. At this point, testing will take place where an

electrical probe tests a PCBA, checking for shorts, opens, resistance,

capacitance, and other basic quantities which will show whether the assembly

was correctly fabricated.

Figure 31: ICT machine

40
Functional Verification Test (FVT)

Functional Verification Test is the last testing check point. This workstation is

designed special for the product compare to other FVT workstation in Penang

Plant. FVT is a type of test that uses the solution specification document, design

documents, and use case documents to validate that the software is functioning

properly. This is to ensure the part is ready to be used by customer and it is

useable.

Figure 32: FVT machine

41
 Figure 33: COBOT arm handling the PCBA

Stepper motor insert

This will be the last process in Nagara Cell line. This process will handled by

an operator after the PCBAs passed the FVT process. The operator will insert

the stepper motor or movement manually on the PCBAs before it will be pressed

by using a machine.

Figure 34: PCBA on the machine fixture before being pressed

42
3.1.2 DEFINE PROBLEM

Nagara Cell Line is consistently having a lot of backlog PCBAs. Toyota, Mazda,

Suzuki and MMC line is constantly having rejects at the final assembly process

daily. Therefore, after the rejected clusters were disassembled, the good parts

such as PCBAs are needed to be retest. Without any monitoring on this retest

PCBAs, the amount of backlog will increase significantly. Other than that,

excess supply of PCBAs from SMD will also contribute to the problem due to

the unused good PCBAs in the line.

3.1.3 MEASURE PROBLEM

During my first month of internship, I was assigned to calculate the physical

quantity of all Left-Over Material (LOM) and Retest PCBAs consists of Toyota,

Suzuki, Mazda and MMC. Below is the amount of the PCBAs calculated.

Toyota Mazda Suzuki MMC

LOM 372 720 458 0

Retest 1234 0 78 292

TOTAL 1606 720 536 292

Table 2: Quantity of PCBA before improvement

The quantity of PCBAs for Toyota is the highest and followed by Mazda, then

Suzuki and lastly MMC.

43
3.1.4 ANALYZE PROBLEM

To analyse the problem, I had done a survey on the operators and leaders. Based

on the survey, there were several reasons that contributes to the problem:

1. Does not have a proper working instruction and process flow.

2. The bins of the PCBAs were not well labelled.

3. The bins were not systematically sorted.

4. The racks of the bins were not strategically placed to Nagara Cell line.

Figure 35: PCBA bins are not well labelled and not sorted systematically

44
3.1.5 IMPROVE PROBLEM

As the problems had been discussed in Analyse and root cause has been decided,

improvements were builds. These improvements involving all support members

that related to the Nagara line itself.

Colour coding system

The first improvement was to sort and arrange 10 PCBAs with the same part

number into one bin. Then, I had proposed a colour coding system to label the

bins according to their line respectively and it was approved by the manager.

Figure 36: Colour coding visualisation at bin racks

Based on figure 36, Toyota bins were labelled in pink, followed by Suzuki in

blue. Next, MMC were labelled in green and lastly Mazda were labelled in

white. The coloured label will be filled in with their information

45
 Figure 37: Coloured label for Toyota

In the label, operators need to fill in the in the information of PCBAs part

number as well as their quantities and not to forget the date of last movement of

the PCBAs.

Sorting and arrange systematically

Next improvement was to sort and arrange the coloured label bins part number

according from smallest to largest.

Figure 38: Label on the rack from lowest to highest

46
 Figure 39: Bins arranged neatly on the racks

Next, the racks were transferred from Quarantine Area to besides Nagara Cell.

This will improve the movement of the bins from rack to the line by the leaders

and operators.

Figure 40: Bins arranged neatly on the racks nearby Nagara Cell line

47
Process flow

To make sure that the PCBAs are being used into the line, I alongside my

colleague had introduce a new process flow for retest and LOM.

Start

Choose one Part Number

Collect all of the PCBA at

Retest rack

Run a "SEMI" Process

(ICT&FVT)

Identify the problem with

Pass?
defect card and send it to the
FA Lab

Put it at the LOM Rack and Good condition

Y
update the status to run a second
retest?

Scrap/Open MDR/Discuss with

End supervisor

Figure 41: Process flow for RETEST PCBA

48
 Before run a new
model

Refer the PCBA list at line

Y
Any same P/N Collect all of the PCBA at LOM
or Full lot? rack

Jot down any PCBA quantity

Run a FIN process
changes at line

End

Figure 42: Process flow for LOM PCBA

49
3.1.6 CONTROL & MONITORING

In order to control the improvement, data is taken every day since the

implementation started. This is to verify the effectiveness of the improvement.

PCBA LOM
Toyota Suzuki
17-Dec 18-Dec 17-Dec 18-Dec
# P/N Difference # P/N Difference
QTY QTY QTY QTY
1 1602 15 15 0 1 1207 60 60 0
2 1802 2 2 0 2 2100 28 28 0
3 2002 8 8 0 3 2905 18 18 0
4 2202 28 28 0 4 3900 60 60 0
5 2302 1 1 0 5 4101 2 2 0
6 2402 43 43 0 6 6807 1 1 0
7 2602 0 0 0 7 7300 4 4 0
8 6306 20 20 0 8 7800 25 25 0
9 6705 21 21 0 9 8204 3 3 0
10 6804 13 13 0 10 8803 10 10 0
11 6904 60 60 0 11 8804 51 51 0
12 8604 2 2 0 12 9002 53 53 0

TOTAL 213 213 TOTAL 315 315

Table 3: Report for LOM PCBA

50
 PCBA Retest
Toyota Suzuki MMC
17-Dec 18-Dec 17-Dec 18-Dec 17-Dec 18-Dec
# P/N Difference # P/N Difference # P/N Difference
QTY QTY QTY QTY QTY QTY
1 2000 7 7 0 1 1207 2 2 0 1 4608 10 10 0
2 2001 9 9 0 2 2100 15 15 0 2 4612 9 9 0
3 2002 8 8 0 3 2101 49 49 0 3 4800 8 8 0
4 2200 18 18 0 4 2905 19 19 0 4 4900 20 36 16
5 2202 24 24 0 5 3900 20 0 -20 5 4902 10 10 0
6 2203 10 10 0 6 7800 15 15 0 6 4903 30 30 0
7 2402 66 66 0 7 8204 10 10 0 7 6707 0 2 2
8 2602 4 4 0 8 8804 40 40 0 8 7104 30 30 0
9 5508 10 10 0 9 9002 10 10 0 9 7602 50 50 0
10 5911 4 4 0 10 9003 37 37 0
11 6605 5 5 0 11 6807 3 3 0
12 6705 3 3 0
13 8601 5 5 0
14 8602 24 24 0
15 8604 14 14 0

TOTAL 211 211 TOTAL 220 200 TOTAL 167 185

Table 4: Report for Retest PCBA

At the end of this project, the overall quantity of PCBA has been significantly

reduced. This proves that the improvements have effectively worked out well

as planned.

Toyota Mazda Suzuki MMC

LOM 213 407 315 0

Retest 211 0 200 185

TOTAL 424 407 515 185

Table 5: Latest quantity of PCBA after improvement on 18 Dec

51
 CHAPTER 4

CONCLUSION

In conclusion, all objectives were achieved as I was exposed to the real working environment.

I was able to participate in company production and learned how to deal with problems within

the company. I have demonstrated the ability to manage my time by completing tasks within

the expected timeframe. In addition, I have improved my communication skills by getting along

well with all of the staff at the company through participation in company activities. I have also

interacted with other staff members while performing tasks that involved other departments. I

have enhanced my creative and critical thinking skills by successfully completing projects

assigned by my supervisor, which helped them become more efficient. Finally, I was able to

apply some of the theories I have learned in university to my work, demonstrating the

practicality of my academic knowledge.

Overall, the internship was the best way for me to learn before entering the real working

environment. Continental Automotive Component is not only a place where I can fulfil my

internship requirements, but also a great company where I can learn and gain knowledge to

empower myself.

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 REFERENCE
https://en.wikipedia.org/wiki/Depaneling

https://en.wikipedia.org/wiki/In-circuit_test

https://www.ibm.com/support/knowledgecenter/SSZLC2_7.0.0/com.ibm.commerce.aurora-

starterstore.doc/concepts/csmhighlevelfvtplan_dup.htm

https://www.camline.com/en/products/lineworks/monitoring-reporting/lineworks-igate.html

https://www.camline.com/en/products/lineworks/efficiency/lineworks-pulse.html

https://www.camline.com/en/products/lineworks/production-logistics/lineworks-wip.html

https://blog.nbs-us.com/what-companies-are-using-sap

https://www.plantservices.com/articles/2010/09floormarking/

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