Original Date: 10/04/1993
Revision Date: 01/18/2007
Information : Manufacturing Technology Insertion
The Hamilton Standard Electronic Manufacturing Center (HSEMC) instituted several process changes for Manufacturing Technology Insertion to address advanced packaging, environmental, and cost competitive technologies needs for future electronics business.
Several factors necessitated improvement in the previous process. Technology selection was primarily an engineering process, and a manufacturing department buy-in did not always occur because of conflicting goals. There was also no manufacturing group dedicated to new technology process development. Delays resulted from unplanned and difficult to approve manufacturing resources and capital. Manufacturing capability was consequently seldom available in time to initiate new product development. Production implementation was often unsuccessful due to insufficient understanding of the risks and inadequate allocation of resources.
Hamilton Standard's Manufacturing Technology Insertion process improvements included formation of a dedicated manufacturing technology group and documented manufacturing technology insertion process, facilitated by use of detailed flowcharts for benchmarking and continuous improvement. These new process steps included:
Establishing manufacturing development projects to provide estimated development costs, estimated capital costs, project schedules, and risk levels.
Demonstrating process feasibility and identifying to produce equipment requirements, equipment costs, and risk levels.
Equipment acquisition for quality equipment and committed suppliers.
Developing the manufacturing procedures to provide a robust process (Cpk > 1.3) and design guidelines. This step transitions the process to production with full documentation details and process owner transfer.
Process improvement teams engineers and manufacturing associates to establish each business unit's technology insertion schedule used as a tool for resource, capital, and facility planning to improve time to market. An improved planning and development process facilitates risk management and allows manufacturing capability to be in place in time for new product development. Cross-functional involvement in the entire process results in buy-in and commitment throughout the organization.
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