ISE250 – Project

By: Hei Peng Choi

Kai Weng Chan

What does NetApp do?

NetApp solutions

simplify the complexity

of storing, accessing,

managing, and protecting

corporate data.

Six Sigma DMAIC

DefineWhat problem needs to be

solved?

AnalyzeWhen and where do defects occur?

MeasureWhat is the capability of the process?

ImproveHow can process capability be six sigma?

What are the vital factors?

ControlWhat control can be put in place to

maintain the gain?

OptimizationControlling Systems

CharacterizationMonitoring Systems

Project Charter

Purpose Improve low & inconsistent test yield through process capability

improvement Improve customer satisfaction Increase supply chain efficiency Increase profit by reducing cost associated with failures

Importance Exceed both external and internal customer satisfaction - Improve

Quality Improve the efficiency of the NetApp CTO process by reducing

failures - Eliminate Waste Increase 1st pass yields of the products -Reduce Lead Time Reduce cost associated with failure analysis and diagnostic - Reduce

Total Cost

Charter Cont’d

Scope Focus on yield and test processes

Measures Increase test yield Reduce lead time and eliminate wait in the supply chain Simplify test processes Standardize processes

Deliverables Standard processes Efficient processes Increased yield Deliver as promised

ResourcesCorporate Sponsor – Network Appliance, Inc. OPS: Mark Bluth (VP of Operations) OPS: Chantal Faucher (Director Quality and Testing) OPS: Sonny Gill (Automation Test Engineering

Manager) OPS: Xin Jiang (Supplier Quality Engineering Manager) OPS: Kai Chan (Quality Engineer) MFG: Ken Chew (Manufacturing Engineering Manager) MFG: John Hutcherson (Program Management

Manager) NGS: Ernesto Navalta (Global Services Manager)

Customer Sponsor – Good Technology, Inc. IT: Toney Choi (Director of IT)

Charter Cont’d

Process Overview (SIPOC)

Failure

Failure Analysis

Ship to NetApp CTO MFG Process Ship to Customer

Affinity Diagram How to improve CTO processes?

Understand customer

requirements

Understand customer

requirements

Consult customer

Interpret customers requirements in

correctly in design and specs

Provide operational definition of output

Identify customers

TrainingTraining

Know quality improvement tools

Investigate other continuous

improvements efforts

Establish controls

Establish controls

Establish measurement

system

Develop an effective corrective action

system

Determine process capability

Define process

Management commitment

Management commitment

Involve middle and top management in steering committee

Create a real steering committee

with real power

Provide clear program goals

Establish consistent reward system

Improve communications

in all areas

Improve communications

in all areas

Grant access to information

Involve employees

Break down barriers between teams

Status updates

Allow time for middle manager to participate

Provide middle manager with all

necessary resources

Kano Model

House of Quality (CTO Processes)

Customer Satisfaction Improvement Plan

IMPROVE CUSTOMER

SATISFACTION

Improve product quality

Make prices more

competitive

Improve customer support

Increase quality control testing

Invest in integrated CTO testing on

supplier site

Invest in ensuring higher HW&SW

qualityEliminate Waste

Work with suppliers to increase volume

and lower prices

Require results- oriented training

Increase level of experience required

for professional services

Improve Shipping Tracking System

Reduce Delays in Supply Chain

CTQ TreeVoice of the Customer

Gantt Chart - Milestones

Balanced Scorecard

Balanced Scorecard Cont’d

Balanced Scorecard Cont’d

Balanced Scorecard Cont’d

Process Flow (Block Diagrams)

PCBA 5DX ICT FVT ESSBoxbuild

TestShip to NetApp

Shelf Assembly Functional TestShelf Integration

TestShip to NetApp

Supplier JBOD Build (Shelf) Process

Supplier Boxbuild (Filer Head) Process

NetApp MFG System Build Process

DiagnosticMulti-Client

Hammer TestDownload

and LicensingFinal

AssemblyFinal QA

Ship toCustomer

CTOAssembly

Value Stream Map

Final Assembly

Final QACTO

AssemblyInbound

InventoryCTO

TestingShipping

Daily Production Management

SupplierProduction Operations

Customer

Total space: 50,000 sqf.Time to store: 60 mins.Cycle time:42 hrs.Time to move to process:20 mins

Setup Time:20 min.Cycle Time: 18 mins.Operation Time:6 hrs.Available Time:8 hrs.

Setup Time:30 min.Cycle Time: 5 hrs.Operation Time:8 hrs.Available Time:10 hrs.

Setup Time:20 min.Cycle Time: 18 mins.Operation Time:6 hrs.Available Time:8 hrs.

Setup Time:5 min.Cycle Time: 15 min.Operation Time:8 hrs.Available Time:8 hrs.

Trucking loading and shipping:40 mins

Daily customer order

Daily orders of products&

Weekly orders of parts

Daily order processing

Daily shippingSeven days lead time

Run Chart - NetApp CTO FailuresFailure Run Chart for All Reports on [ FAS3020, FAS3050 ] @ Sunnyvale

Time Period - 01/03/2006 to 04/30/2006

                                                                                                                                                                                                                                                      

    

Sl.            Legend           

00 All Reports on Sunnyvale/FAS3020

01 All Reports on Sunnyvale/FAS3050

Pareto Chart of Current Issues

Pareto Chart

0

50

100

150

200

250

300

350

400

CTO TestingFailures

CTO AssemblyDefects

Supplier PartsDefects

Final AssemblyFailures

Final QAFailures

Problem Category

Fre

qu

ency

/mo

nth

0.00%

20.00%

40.00%

60.00%

80.00%

100.00%

120.00%

Frequency/month

Percent (%)

Fishbone Diagram

Environment

Machinery/Equipment

People

Methods

Materials

Location of testing facilities

Far away from CTO assembly loction

Not enough floor space

Production floor on old building

Want to preventcontamination

Test facilities layout

Congested and confused

Not enough floor space

Poor process flow / planning

Lack of experience

Can’t match skill sets and assignments

Wide variation of experience

Lack ofTraining

On-the-jobtraining

Careless

Attitude

Lack of attention Defective parts

Bad quality

Installed wrongparts

Supplier quality notmeeting requirement

CTO assemblymakes mistakes

Not followingBOM correctly

Availability of materialsIneffective Kanban system

High CTO TestingFailures

Lack of test fixture

Difficult to build

Too many possible configuration

Customer Demand

Not used

Need more training

Function not usefulNot enough test equipments

No more space to fitmore test stations

Assembly testing difficulty

Complex productdesign and config.

Wide range of products

Poor handling of large order

Wide product variety

Wide range of product family from different suppliers

Too many part numbers

Too complicated to follow

Work Instructions are not clear

Inadequate SOP and Control Chart

Root Causes of the problem

Complex System Setup Complexity Leads to High Work Errors Difficult to Staff Highly Skilled Testers Hardware Testing Not Core Competency

of the Company

Interrelationship Digraph

Prioritization Matrix

Proposed Solutions

Integrate Testing Process with Suppliers

Integrate System Configuration Process with Suppliers

Eliminate Redundant Testing Develop Standard Work Flow for

Suppliers

PDCA

PLAN A plan is developed to improve a process.

DO The plan is tested in a small field test.

CHECK The results of the test are assessed.

ACT If successful, the plan is implemented.

Plan – System Design Consideration Hierarchy

System Value

• Research and Development Cost• Production Investment Cost• Operation/Utilization Cost• Maintenance and Support Cost• Retirement and Disposal Cost

First-OrderConsideration

Economic Factors Technical Factors

RevenuesLife Cycle

CostSystem Effectiveness

• Research Cost• Design Cost• Data Cost• Contractor Cost• Manufacturing Cost• Test and Evaluation Cost• Operating Cost• Maintenance Cost• Recycle Cost

• Performance• Operation Availability• Dependability• Producibility• Supportability• Disposability• Others

• Size, weight, and shape• Speed of performance• Reliability• Maintainability• Ergonomics• Safety• Flexibility (Adaptability)• Pollutability• Others

• Accessibility• Aesthetics• Control and Displays• Energy Consumption• Facilities

• Handling• Interchangeability• Inventory Levels• Labeling• Logistics Pipeline

• Mounting• Packaging• Personnel Skills• Security• Serviceability

• Shelf Life/Storage• Testability/Diagnosis• Transportability• Utilities• Other

Second-OrderConsiderations

Third-OrderConsiderations

Fourth-OrderConsiderations

Fifth-OrderConsiderations

Plan - Cost Breakdown Structure

System Planning (CRP)

Research and Development Costs (CA)

System Management (CRM)

Product Research (CRR)

Engineering Design (CRE)

Logistic Support (CRL)

Design Documentation (CRD)

System/Product Software (CRS)

• System Engineering• Electrical Engineering• Mechanical Engineering• Other Engineering

System Test and Evaluation (CRT)

• Plant Engineering• Manufacturing Engineering• Methods Engineering• Production Control

Production Management (CPM)

Production/ConstructionCost (CP)

Industrial Engineering and Operations Analysis (CPE)

Manufacturing (CPPL)

Computer Resources (CPR)

Construction (CPC)

Logistics Support (CPL)

Supplier Management (CPS)

Quality Control (CPQ)

System Management (COM)

Product Distribution (COD)

System Installation (COI)

Operating Personnel (COP)

Operating Facilities (COF)

Property/real Estate (COR)

System Operational Cost (CO)

Utilities/Energy (COU)

Operational Data (COD)

Maintenance Management (CMM)

Maintenance Personnel (CMP)

Spare/Repair Parts and Inventory Control (CMS)

Test and Support Equipment (CMT)

Maintenance Facilities (CMF)

Operator and Maintenance Training/Training Equipment (CMO)

Maintenance and Support Cost (CM)

Maintenance Data (CMD)

Transportation and Handling (CMH)

System Management (CDM)

System/Product Retirement (CDT)

Disposal of Non-repairable condemned Items (CDM)

Retirement and Disposal Cost (CD)

System Modifications (CMC)

Documentation (CDD)

Total System Cost (C)

Plan - Value/Cost in System Life CycleConceptual Design

Feasibility study, system operational requirements, maintenance concept, advance system/product planning

Identification of design-to-cost (DTC) and life cycle cost (LCC) quantitative figures-of-merit - targets/goals

Preliminary System Design

Detail Design and Development

System functional analysis, allocation of requirements, trade-off studies and optimization, synthesis, design review, prototype development, system test and evaluation

Allocation of cost targets/goals, life cycle cost analysis, modeling, cost estimation, development of profiles, identification of high-cost contributors, sensitivity analysis, risk analysis, system modification for improvement

Production and/or Construction

Manufacturing, production, assembly, and test of system components and elements of the support capability

Life cycle cost analysis, modeling, identification of high-cost contributors, system modifications for improvement (reduction in life cycle cost)

System Utilization andLife Cycle Support

System operational use and sustaining life cycle maintenance and support

Life cycle cost analysis, modeling, identification of high-cost contributors, system modifications for improvement (reduction in life cycle cost)

1 2

3 4

Do - Selected Two Supplier Sites for Trials

Jabil Circuit, Inc.

Quanta Computer, Inc.

Do - New Process Flow

IncomingInspection

Config.

Sub-Assembly

FinalAssembly

FunctionalTest

NetAppSystem

Test

Hi-PotSafety Gnd

Re-Config.Final

InspectionShip toNetApp

Integrated Supplier Process

NetApp Quick Ship Process

Quick ShipTest

Final QAShip to

CustomerFinal

Assembly

ORT

Do - PFMEA

Do - Standard Workflow Diagram

Do – Standard Operation Procedures

Check - Control Plan

Check - Change Control Process

Disposal of Residue

Change Control Board *

Engineering Change

Proposal

Engineering Change

Proposal

Design and Development

Evaluation of Change Impact• Affects on performance, effectiveness, life-

cycle cost, etc.• Proposed incorporation date, serial numbers

affected, retrofit requirements, etc.• Resources required to implement the change• Cost of implementing the change

System Returned to Production or

Operational Status

Production or Construction

Operational Use Sustaining Support

Engineering Change

Proposal

IsChange

Feasible?Development of a

Change Implementation Plan

Development of Modification Kits and

Installation Procedures

Revision ofSupporting documentation/Data

Incorporation ofApproved Change

No Further Action Required

Adequacyof the Change

Verified?

Redesign Required

Yes

No

Yes

No

Check - Control Chart of Current Supplier BTO Process

Check - Control Chart of New Supplier CTO Process

Act - Corrective Action Loop

Data Collection (Raw Data)

Data Analysis

Re-Evaluation Of Corrective Action Taken

WasCorrective

ActionTaken?

Initiate Planning forCorrective Action

AnyProblemHistory?

Yes

No

No

Yes

System/Equipment

Test Activities

System/EquipmentOperations

Field Operations

Data Retrieval, Formatting,Sorting and Processing • Evaluation of System

Performance• Evaluation of Effectiveness• Evaluation of Logistic Support

Capability• Evaluation of Other System

Aspects

Analytical Models

Data Base• Data Storage• Data Retrieval

Special Data Requests• Assessment of

Existing System• Design and

Development of New System/Equip

Data Directly Applicable to New

System Design and Development

Problem Identification

EvaluationOf Problem

IsCorrective

ActionRequired?

No Develop Material and Data for System

Modification

IncorporateSystem

Modification

Continuous Improvement

The improvement process then begins again and the cycle is repeated.

Q&A