(Đồ án tốt nghiệp) contronlling headcount standard model for sithi module at intel products vietnam CO ,LTD

MINISTRY OF EDUCATION AND TRAINING HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY AND EDUCATION FACULTY OF ECONOMICS GRADUATION THESIS INDUSTRIAL MANAGEMENT CONTROLLING HEADCOUNT STANDARD MODEL FOR STHI MODULE AT INTEL PRODUCTS VIETNAM CO., LTD INSTRUCTOR: M.E NGUYEN THI MAI TRAM STUDENT: HO TRUNG HIEU STUDENT ID: 16124115 SKL007148 HO CHI MINH CITY, AUGUST, 2020 MINISTRY OF EDUCATION AND TRAINING HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY AND EDUCATION FACULTY OF ECONOMICS  GRADUATION THESIS TOPIC CONTROLLING HEADCOUNT STANDARD MODEL FOR STHI MODULE AT INTEL PRODUCTS VIETNAM CO., LTD Student : Ho Trung Hieu Student ID : 16124115 Course : 2016 Major : Industrial Management Instructor : M.E Nguyen Thi Mai Tram Ho Chi Minh City, August, 2020 COMMENTS OF INSTRUCTOR - Ho Chi Minh City,… August, 2020 Instructor i COMMENTS OF THE COMMITTEE MEMBERS - Ho Chi Minh City, ….August, 2020 Members of the committee ii ACKNOWLEDGEMENT First and foremost, I would like to express my special thanks of gratitude to all lectures of Faculty of Economics at Ho Chi Minh City University of Technology and Education who had conveyed the profound knowledge to all students and had provided the best condition for me to take the internship at Intel Products Vietnam Co., Ltd Besides, I wish to express my sincere thanks and gratitude to Ms Nguyen Thi Mai Tram, who has guided and supported me to choose the topic as well as complete this graduate thesis I wish to express my heartfelt regards to Intel Products Vietnam Co., Ltd for offering me a great opportunity to work, research and experience in such a wonderful place to start the career here My grateful thanks are also extended to my manager Ms Nguyen Thi Huynh Trang and my buddy Mr Tran Chien Thang for guiding as well as helping me wholeheartedly during 6-month internship here As my knowledge is restricted, this thesis cannot avoid mistakes, I hope all of you to be willing to give me your comments as well as recommendations to improve better I wish you the best health and success in your future career Ho Chi Minh City, …August, 2020 Student Ho Trung Hieu iii ABBREVIATIONS ATM CAP CAPS CSM CW DL DO DOE EE ES EUPH FSM GU HC IE ILO JIT ME MFG MHU MMR MPE MSE MT NST NVA NVA-R OS2 OT PDCA PM POR RBS ROI RV SC SDT TolUn TP TPS USDT VA VF VNAT WIP WW v LIST OF FIGURES Figure 1.1 Intel Corporation logo Figure 1.2 Intel Products Vietnam Co., Ltd Figure 1.3 Intel evolution logo Figure 1.4 Home of Intel Vietnam Figure 1.5 Year on Year Headcount growth at Intel Vietnam 10 Figure 1.6 Front and back side of SoC family product 12 Figure 1.7 Organization chart of Intel Products Vietnam 13 Figure 1.8 Intel company 2019 financial statement 14 Figure 1.9 Intel company 2019 financial statement for production lines .14 Figure 1.10 Intel 5G product 16 Figure 2.1 Lean Manufacturing model 18 Figure 2.2 The wastes of Lean Manufacturing 20 Figure 2.3 Spaghetti diagram visualization 23 Figure 2.4 Step to implement Kaizen event 26 Figure 2.5 Working time standard 31 Figure 2.6 Fatigue standard 32 Figure 3.1 STHI module structure 34 Figure 3.2 VF Headcount model overview 37 Figure 3.3 The relationship between headcount standard model and layout 38 Figure 3.4 Headcount distribution for each link of STHI module 41 Figure 3.5 Specs summary for STHI module 45 Figure 3.6 The process map of headcount continuous improvement .47 Figure 3.7 Machine actual utilization (relied on Semi-E10) 49 vi Figure 3.8 The current statistics about idle tool time in the period shown .50 Figure 3.9 The gap between CAP standard and DO result 55 Figure 4.1 Spaghetti diagram of STHI module 57 Figure 4.2 The improvement for Kanban recognition 60 Figure 4.3 The amount of time MTs take to get lot from BOL Kanban 61 Figure 4.4 Proposed solution for cart direction and Kanban space utilization .62 Figure 4.5 Proposed solution for order ticket position 62 Figure 4.6 The current input/output cart Kanban position 64 Figure 4.7 The proposed input/output cart Kanban position 65 Figure 4.8 The current gap of robot arm speed between standard and reality 67 Figure 4.9 The current process of splitting lot Bin 68 Figure 4.10 The proposed process of splitting lot Bin 69 Figure 4.11 Regulation for Break time coverage 70 Figure 4.12 Pushing cart guidance to commit safety and reduce MSDs 73 Figure 4.13 The current process of making decision for on hold lot 76 Figure 4.14 The proposed process of making decision for on hold lot 77 Figure 4.15 The amount of time needed for MTs to make decision for on hold lot .77 Figure 4.16 The future statistics about performance 81 Figure 4.17 The future statistics about idle tool time in the period shown .83 Figure 4.18 STHI monthly output report 84 vii LIST OF TABLES Table 2.1 The purpose of Direct observation 21 Table 2.2 Ashcroft theory table-the number of machines of which one operator is in charge 29 Table 3.1 Allowable working hours standard (available time) 34 Table 3.2 Fatigue allowance standard for each module 36 Table 3.3 MMR for each product of STHI module 38 Table 3.4 MMR standard for STHI module 40 Table 3.5 Headcount planning for STHI module 40 Table 3.6 The number of Kanbans of STHI module 42 Table 3.7 Concept of area profile for MTs 44 Table 3.8 Concept of area profile with parameter for MTs 46 Table 3.9 Semi-E10 current data analysis for STHI module 50 Table 3.10 The current Semi-E10 parameter summary for STHI module 51 Table 3.11 The gap in the number of product tested between plan and reality .52 Table 3.12 Concept of area profile for MTs with the current data collection 54 Table 4.1 The layout symbol and its explanation 58 Table 4.2 The comparison between current process and proposed process for getting lot 63 Table 4.3 Current time and proposal time for load and unload tray activities 65 Table 4.4 The comparison of robot arm speed between standard and collection 66 Table 4.5 Cart pusher utilization of other modules 71 Table 4.6 Lean manufacturing symbol 74 Table 4.7 The time collected of MTs for handling on hold lot 78 viii assessment weighted balancing ease and impact to implementation During Kaizen event, we need to have at least 1-2 operators and members are empowered to make decision as well as assess based on their expertise  PM activities improvement: In fact, PM activities at Intel are quite good Whenever the error occurred, the PM team together with Engineer handled quickly and meet the production plan for the factory However, there are some problems that need to consider: Andon light system sometimes got errors, which lead to MTs need to find PM team, this means wasting time as well as interrupting MTs activities The radiator is relatively hot and its position is a little improper for MTs It causes the discomfort when they take as well as hang up a protective cap Periodically check the door of each Bin, during observation time, author saw some tools that have quite tough Bin door when opening 4.3 Expected result after improvement The future CAP is forecasted after proposed solution This may be used as a standard because of improvement as author mentioned above 79 Table 4.8 Concept of area profile for MTs after improvement STHI Operation name Category EXT INT Reject units take loss INT INT EXT EXT INT EXT EXT EXT EXT Lot move out Pull INT Lot to Mark 10 WIP, and put reject units in reject cart (Source: Author research) According to the current state, MT takes around 52,1 minutes to complete lot With the new solution, the amount of time drop to 44,7 minutes This means that saving at least minutes per lot This is meaningful for MT to perform their task better and meet the capacity effectively 80 CSM vs FSM Value Analysis 60,00 50,00 Minutes 40,00 30,00 20,00 10,00 0,00 CSM VA FSM NVA-R NVA Figure 4.16 The future statistics about performance (Source: Author research)  Forecast MMR data analysis after improvement: The data will be calculated by SQL pathfinder by entering the new data in the CAP table SQL pathfinder will run automatically and export a new model for user to carry out a design of experiment (DOE) The expected result will normalize the speed of lot processing, independent of lot size The motivation behind MMR: It help anticipate total units out per period time Move the product faster and make the result be predictable and repeatable Optimize the speed of each lot through an operation Divide the factory and the product in discrete groups Optimize the result at the discrete level Optimize the speed of each lot through an operation 81 Table 4.9 MMR for each product of STHI module after improvement Operation Product Name family KB01 HL01 STHI QC03 ST02 BT02 (Source: Author research) Table 4.10 MMR standard for STHI module after improvement Operation Name STHI (Source: Author research) With the proposed improvement, STHI module will step by step reduce the idle tool time, especially idle no support tool as MT spend almost their time to implement the NVAR/NVA tasks Hopefully, the new solution can cut down the percentage of idle tool time to nearly the standard of machine actual utilization defined by Engineering department 82 Table 4.11 Semi-E10 future data analysis for STHI module DATA ANALYSIS EE NST TolUn SDT Idle USDT TOTAL (Source: Author research) FCM DATA ANALYSIS 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Figure 4.17 The future statistics about idle tool time in the period shown (Source: Author research) Moreover, because the improvement impact all the activities that the MTs carry out, and lessen the impact of idle time to the processing time Therefore not only produce more product, but can enhance the Run rate goal for future plan 83 Kunits Figure 4.18 STHI monthly output report (Source: Author research) Last but not least, increase the current MMR 1:8 up to 1:9, this means module Headcount can cut down MTs per shift and total 12 MTs for shifts for STHI module According to the return on investment (ROI) report, saving 42.000 USD for ATM in 2020 After the proposed solution for the STHI module, author also see a few opportunities to continue to apply this method for some Test modules with the same function like STHI module for the rest of 2020 Below is the POR table for the upcoming plan: 84 Table 4.12 Headcount plan of record (POR) Site VNAT VNAT VNAT Total (Source: Author research) 85 CONCLUSION This thesis not only stresses the important of Headcount standard model in accordance with MMR at STHI module, but also be a reliable resource for further research on control and improvement of manufacturing aspects During 6-month internship at Intel Products Vietnam Co., Ltd, author has leant a lot about the production process of the company, including STHI module Through embarking in doing research as well as completing the graduate thesis, author explained the challenges that STHI module faced in order to balance and optimize the resources First, author pointed out the misalignment between standard and current state of module Second, author applied knowledge of Lean, MMR theory to bring out a solution in order to address the current situation The solution author proposed to improve Headcount standard model for STHI module somehow reaped good results The proposed solution step by step lessen the gap and be a reference for any further investigation and inspection However, because author’s knowledge is limited, especially in terms of technical skills as well as other related module processes, author just mentioned the gap of some technical tasks and did not drill down on them Besides, there are some problems that still be in research and author has not found the solutions yet If author is assigned to any module improvement projects with the help of stakeholders, author will thoroughly equip extensive knowledge and skills to enhance all the aspects of module and process 86 REFERENCES Ashcroft, H (1950) The productivity of several machines under the care of one operator Journal of the Royal Statistical Society, 12(1), 145-151 Gavriel, S (2001) Handbook of Industrial Engineering: Technology and Operations Management (3rd ed.) New Jersey: John Wiley & Sons, Inc George, K (1992) Introduction to Work Study (4th Rev ed.) Geneva: International Labor Office Hines, P., Howleg, M., & Rich, N (2004) Learning to evolve: A review of contemporary Lean thinking International Journal of Operations & Production Management, 24(10), 994-1010 James, P W., & Daniel, T J (2003) Lean Thinking: Banish Waste and Create Wealth in Your Corporation (2nd ed.) New York: Free Press Jeffrey, K L (2004) The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer (1st ed.) New York: McGraw-Hill, Inc Lonnie, W (2010) How to implement Lean Manufacturing New York: McGraw-Hill, Inc Mike, R., & John, S (1999) Learning to See: Value Stream Mapping to Add Value and Eliminate Muda (1st ed.) New York: Productivity Press Ohno, T (1988) Toyota Production System: Beyond Large-Scale Production Portland, Oregon: Productivity Press 10 Robert, D., & Nishi, Y (2008) Handbook of Semiconductor Manufacturing Technology (2nd ed.) Florida: Taylor & Francis Group, LLC 11 Sanchez, A M., & Perez, M P (2001) Lean Indicators and Manufacturing Strategies International Journal of Operations & Production Management, 21(11), 1433-1451 87 12 Santos, J., Wysk, R., & Torres, J M (2006) Improving Production with Lean Thinking (1st ed.) New Jersey: John Wiley & Sons, Inc 88 APPENDIX Appendix I: International Labor Organization recommended allowances (Source: George (1992)) 89 ... controlling Headcount standard model at STHI module Chapter 4: Solution to improve Headcount standard model for STHI module CHAPTER 1: INTEL PRODUCTS VIETNAM CO. , LTD OVERVIEW 1.1 Intel Products Vietnam. .. (2003)) 2.2 Headcount standard model overview 2.2.1 Headcount standard model theory The Headcount standard model is a methodology that was developed and deployed for production line’s platform to... STATE OF CONTROLLING HEADCOUNT STANDARD MODEL AT STHI MODULE 33 3.1 STHI module introduction 33 3.2 Allowable working hours standard at Intel 34 3.3 Headcount forecast