Gemtek Manufacturing Production Efficiency Improvement Based On6sigma Systematic Approach

Six sigma theory was first developed during the1980s by Motorola’s professionals as a problem solving skill to tackle quality defect and drive for customer satisfaction. This systematic6sigma problem solving approach has yield overwhelming good performances and was warmly accepted by many corporations as an effective problem solving skills. This discipline problem solving approach was further shape and developed to a well organized and successful theory that represent corporation core beliefs that influence company culture. One such corporation is GE that is now the fortune100strong company with a revenue at??. Present Six sigma has also evolved to a systematic management approach for continuous improvement, leadership management, team work building, customer satisfaction key performance index and operational efficiency gauging point to continue yield huge profits and benefits for successful company.Gemtek Kunshan is a fully Taiwan owned company set up10years ago and is to pioneer in the area of manufacturing for wireless products such as gateway, set top box, access points and wireless cards for wireless internet usage. During the early entry phase into the wireless market, Company is able to captured loyal demand from western countries customers with our upbeat technology. However, during the last5years, wireless technology has been experiencing technological advancement in lightning speed with many new market competitors joining the ranks. Adding to the rapid and fierce entry of many players into the wireless market, recent financial turmoil with the western countries also shifted the original loyal demand from technology and brand to cost conscious. This background set up the urgent need for the company to use six sigma systematic approach to drive for most cost effective method for production and test process to deliver competitive products for our satisfied customer to assure their loyalty. The core6sigma problem solving approach DMAIC (Define-Measure-Analyze-Improve-Control) will assemble a professional teamwork outline the focus area for managing each phase during the project. During define phase, the six sigma team deploys VOC (Voice of customer) to develop the core requirements that is most concerned by the customer. This customer points of views will be implemented into (CTQ) critical to quality measurements at manufacturing process. Team can used CTQ to narrow complex issues into smaller sets of problems for effective problem solving issues. During the measure phase, the team can deploy (MSA) measuring system analysis approach to ensure data integrity and reality as this is critical for successful problem isolation and solving. At the analyze phase, the team will deploy composite yield improvement, bottleneck analysis and control experiments for deep root cause analysis. At Improvement phase, team will deploy deep root corrective actions and break through process to deliver past, present and future results that is desired for the company. At control phase, the team can deploy5S management, statistical quality control chart, systematic feedback and human training system to yield good results consistently within the study project and also promote to other similar manufacturing test process or parallel sister factory sites. Company deployment for this scientific and systematic six sigma approach is able to have a self reliance and self sustaining continuous improvement cost analysis on critical test and assembly process that is based on high efficiency team work. This systematic approach advantages is in line with every company culture that beliefs in cost effectiveness, team work, good communications, customer focus satisfaction and continue to drive profitable market share to the company.