Producibility Elements Highlighted:
Predict Future Process Capabilities
Organize for Producibility
Implement a Risk Management Program
Incorporate Producibility into New Product Introduction
Understand Current Process Capabilities (Company and Supplier)
The Hamilton Standard Electronic Manufacturing Center 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 to the previous process. Technology selection was primarily an engineering process, and, due to conflicting goals, manufacturing department buy-in did not always occur. There
was also no manufacturing group dedicated to new technology process development. Often, delays resulted from unplanned and difficult to approve manufacturing resources and capital, and, consequently, manufacturing capability was 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 a documented manufacturing technology insertion process, facilitated by use of detailed flowcharts for benchmarking and continuous improvement. New process steps included:
- Requiring that estimated development costs, estimated capital costs, project schedules, and risk levels be provided for manufacturing development projects.
- Demonstrating process feasibility and identifying equipment requirements, equipment costs, and risk levels.
- Providing for timely acquisition for equipment and early identification of committed suppliers.
- Developing 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 establish each business unit's technology insertion schedule. The schedule is then used as a tool for resource, capital, and facility planning to improve time to market of products. 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.