Question

Buckeye Technologies is a manufacturer of semiconductors for mobile consumer electronic devices, such as laptop computers, smart phones, and digital cameras. Ms. Sabina Norton has been working at Buckeye Technologies for about a year as a production manager. The volatile demand of the semiconductor industry has been an obstacle in designing an accurate production schedule. The unstable demand causes the company to carry high amounts of safety stock and incur other types of wastes. Sabina is wondering if the operation can be modified to become more efficient. Transistors are key components used in the manufacture of a semiconductor. One of the transistors of a cell phone semiconductor
is sourced from Xiang, a supplier in China, with a lead time of two months. Buckeye Technologies usually carries enough of these transistors at the plant. When it runs out of
them, however, they experience high levels of work-in-process (WIP) inventory and are unable to continue with production. Although this transistor can also be obtained from several suppliers in the United States, the cost is considerable higher compared to the cost of sourcing it from Xiang. The semiconductors for laptop computers, smart phones, and digital cameras are produced differently, so every time the company needs to produce a different type of semiconductor, the operator is required to change the setting of the production
machinery. This can be time consuming, and the company wants to be able to respond quickly to changes in demand. Sabina knows that there must be a way to reduce inventory,
but at the same time she wants to keep a flexible production schedule to keep up with the fast-paced environment and the volatility of the demand.

Sabina has also noticed that the current design of the
facility is not very efficient. Currently the facility production
system is grouped by function, and components move from
function to function. There are about 350 steps in producing a
semiconductor chip. Some functions of the facility are located
at one end of the facility, whereas other functions are at the
other end of the facility. This results in long waiting times
between procedures. She is thinking about changing the design
of the facility to one that will give more flow to the production
process.
Sabina recognizes that a number of changes must be
made. She has heard of Lean as a method to reduce waste but
is not sure where to begin.

1. What suggestions do you have for Sabina about working
with suppliers, and how would you address the sourcing
issue from the Chinese supplier based on Lean principles?
2. What should Sabina do about reorganizing the work environment?
Should any layout changes be made, and how do
you think they should be implemented?
3. How would you address the issue of equipment setup? How
would you proceed?
4. What other suggestions would you offer Sabina to improve
the operation of this company? In what order should these
changes be made?
5. Describe the organizational culture of Lean. How can
Sabina promote this at Buckeye?

Answer 1

Answer

1)

If not already, suppliers should be told that Sabina expects them to have completed some Lean implementation; set a deadline. Sabina wants to develop a separate procurement plan from the Chinese vendor.

Follow the Lean elements: Lean development, TWM and people support follow the steps towards a lean six sigma SC:

Stage 1-identify value in accordance

Stage 2-Review of supply chain strengths

Stage 3 – Develop main operating and financial indicators

Stage 4-Define and introduce changes to the program.

2)

Changing machinery settings in the production line is time-consuming, as well as getting phases far apart in a cycle. Adjustments should be made to the interface for better performance. Sabina will use some of the TQM methods, process management tables, and value source modeling in Lean Six Sigma to help you visualize the challenges and solutions in quality and output.

3)

Implement Lean Six Sigma to decide where waste remains and to measure the consistent loading of plants

4)

For a Lean Six Sigma SC follow the steps:

Stage 1-identify meaning in combination

Stage 2-Study of the supply chain capacities

Stage 3 –Develop main operating and financial indicators

Stage 4-Identify and introduce changes to the program.

5)

Engage everyone; the effect of the SC activities will involve vendors, processes and logistics. This will have respect for the men, too.

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