1. China Lean Operation Strategy and Talent Plan Introduction
1. China Lean operation strategy plan to Quality Department AOP
2. Case study: Achievements highlight in 2012 ( encourage team)
3. Lean Project case: HOS Silver Progress– Build in Quality( BIQ)
4. Talent plan -- Human Factors
Bill Yan
Nov., 2015
Confidential

2. Lean/Quality Principle
Lean Operation /Quality
Business Revenue

3. Link Lean Operation to Quality policy, Company Vision and Mission
QUALITY POLICY STATEMENT
WE ARE COMMITTED TO
MEET CUSTOMER’S NEED AND EXPECTATION THROUGH THE
QUALITY ASSURANCE AND THE CONTINUOUS IMPROVEMENT
WE ARE COMMITTED TO
CULTIVATE THE QUALITY ASSURANCE AWARENESS AND DRIVE
CONTINOUS IMPROVEMENT THROUGH TRAINING ALL EMPLOYEES
WITH THE RIGHT SKILLS, KNOWLEDGE AND BEHAVIOR FOR THE
ENTIRE COMPANY
We desired:
• World class Quality
• Benchmark
• Get new awards from customer and social organization
• Excellent Quality Performance
• Best practices
• Best in Class

4. Lean Operation/Quality Roadmap---Breakdown
Strategy and link Company Lean Strategic Planning to Quality AOP
2012
2013
2014
2015
Monitor COPQ
Build in Quality training
Deploy HOS projects
Set up Quality test Lab in factory –on going
Run APQP,PPAP , FMEA,SPC,MSA
Improve MSA( Gage R&R) <20%
Drive design team to Improve DFMEA,QFD,DFM,DFSS
Continuously Improve process FPY and BIQ
Drive Improve Raw materials Quality
Set up CSC database( VOC for R&D)—Due date: May 31,2013
Re-define CTQs and 85% CTQ’s Cpk >1.33
Continual deploy 6-sigma projects
Re-analyze Value stream map to define bottleneck
Re-define obstinate issues from 2009 to 2014
Special team to trouble-shooting ( customer service quality)
Visit customer to know real VOC
Tel-conference with customer weekly
On-line SPC and eMIS
Continuous develop Lean Six Sigma and HOS
HOS silver and Benchmark
Get new awards from local government
and social organization
World class quality
Perpetually develop Lean Six
Sigma
Call monthly Quality Meeting Login NPI PPAP report in database
Pink : on going
Blue: completed
Black: Did not start because of
resource or objective cause.

5. Align Lean Roadmap to A3 projects by SDP and AOP-- 2015
Breakdown Lean Strategy plan to Quality department A3 projects for continuous Improvement:
1. Improvement the Performance of COPQ continuously by 20%.
2. Improve internal manufacturing quality control system by BIQ
3. Reduce the on-line material quality finding qty by 20%
4. Improve hidden rejection risk assessment process by FMEA
5. Reduce OQA online inspection PPM by 30%.
6. Improve IQC STS by 30%.
7. Improve certification AOP
 Tools
-- DMAIC and Lean

6. Process Control
BPM(Lean and six sigma)
ISO9001:2008 QMS
NPI Report/PPAP
Design Flow
Value Stream Map
Bottle Neck
FAI/PPAP
SQDIC
DFMEA, DFM/DFSS
QFD CTQ
R&D
CSC Database
More Involve to
Verify Design Output
Best in Class
ECO
Agile system
APQP
PPAP
SPC
MSA
FMEA
Control Plan
Supplier
Quality Issue
Design Issues
Purchasing
Contract
Supplier
Qualify
Supplier
Management
(Online SPC Database)
CIP
＋
Had done
Plan to do

7. Process Approach:
Supplier Internal Operations Customer
In-coming Quality Control:
•Containment
•Containment Procedure √
•Visualize and Communicate
•Visual Board
•Supplier Metrics ■
•Review Process
•Minimum Monthly √
•24hr response time √
•Single Point Accountability √
•Improve & Prevent
•Rapid Problem Solving √
•Audit
•Leadership Standardized Work ■
•Minimum weekly √
Customer Quality Connection:
•VOC
•Design Requirements √
•Performance Issues
•Fast Response – 24h √
•Customer Satisfaction
– Annual Review √
•CAR
•Closed loop communication– 8D √
•Fast Response √
•Zero Defect Mindset– Continuous
Improvement ■
BIQ elements:
•Standardized Work:
•Embed quality ■
•Train operators √
•Audit √
•Process Change Management
•Track changes in 4M’s √
•Minimum, logbook ■
•Visual Management/Observation
•Visual Board √
•Quality Metrics √
•Review Process ■
•Minimum Weekly √
•Escalation Process (Jidoka)
•Require Escalation process √
•Andon (Stop & Notify) √
•3 Don’ts ■
•Continuous Improvement— on going ■
•Prevention of Quality Escapes
•Mistake Proofing √
•5S and TPM √
•QAM √
• Protect the Customer
Define, Isolate, Contain, Escalate and Prevent √
Elimination of Root Cause of Defects √
Complete √
Issues u
Continuous ■

8. 1.Overall IQC Escape rate improved 55.26% by YTD. Improved Receiving cycle time 41.5% by STS.
2.Though we count pilot components, PPM AOP/400 Vs Actual /290, Improved 138%.
3.Reduced recordable customer compliant case by 39.24% in 2012 Vs 2011.
4.Improved CSC efficiency by 32% in 2012 Vs 2011, and Got Q4 bravo award.
5. Scrap cost reduced by 14.79% in 2012 Vs 2011, And scrap cost reduced by 26.9% in 2012 Vs 2011.
6. 2012 Q1 China-India Excellence Award Lanyang Tang, HSG, Shenzhen Quality
2012 Q4 China-India Excellence Award to be team member Thomas Qian , Quality
7.Implement FAI in SMT workshop by layer audit to improve process quality.
8.Changed QE concept to project quality to more focus on process quality
9. Got ISO9001:2008 new Certification from DQS_UL ,Optimized ISO system to more effective and
useful, saved RMB32,000 every three years . and set up COP SharePoint for easy use.
http://teams.honeywell.com/sites/ISO-Documents/SitePages/Home.aspx
10. CAR Database link for easy track quality issues for continuous Improvement.
http://ch83w0002:8080/QCData/
11. Work with APAC Marketing to set up certification AOP
12. 2012 Corporate GMA Audit for OTTR & PPM, Green and Green !
Case study: Achievements highlight in 2012

9. Lean Project case: HOS Silver Progress– Build in Quality( BIQ)
Silver Criteria
Next Steps
 Overall IQC Escape rate improved 55.26% by YTD.
Though we count pilot components, PPM AOP/400 Vs Actual
/290, Improved 138%.
 Reduced recordable customer compliant case by 39.24% in 2012
Vs 2011, and improved 45.89% in 2011 Vs 2010.
 Improved CSC efficiency by 32% in 2012 Vs 2011
 Scrap cost reduced by 14.79% in 2012 Vs 2011
 2012 Q1 China-India Excellence Award Lanyang Tang, HSG,
Shenzhen
 2012 Q4 China-India Excellence Award to be team member
Thomas Qian
Challenge & Need to Improved
Functional Excellent for HOS Silver
7.Use BIQ tools to supplier quality in Q2 , 2013
8. BIQ Training to new employees in May 2013.
9. QA Lead 7 Six sigma projects for CI in 2013.
10. Improve customer quality to APAC by VOC analyze.
3. Improve tooling health management
1. Improve NPI Quality by BIQ tools
2. Reduce IQC cycle time and Escape rate , Increase STS parts and
Improve Supplier Quality .
3. Continuously Improve process quality by BIQ to meet
HOS silver requirements.
4. Reduce PPM to Improve Customer satisfaction
5. Improve QMS and Compliance
6. Change Management and Mistake proof or POKEYOKE
Three Don’t Culture
1. Implement FAI in SMT workshop by layer audit
2. Change QE concept to project quality to more focus on
process quality
3. Improve ROHS / REACH management
4. Optimize QA team for more high efficiency and high productivity
5.Add some test equipments to improve IQC (ROHS/REACH) and
Manufacturing Process quality(Pot solder LF and Non LF version)
1.Improve Design maturity for APAC PPM by VPD
--- Kano quality Diagram
--- SWOT and QFD
--- Competition Analysis
2. Supplier Contract with teams and conditions and Quality
assurance provision of PO.
HOS tools extend to suppliers
Pre-production review report for new parts, and we use
PPAP to re-qualify bottom parts to drive improvements.
DEDeliverableDE
7. flow diagram of people, machines, and materials exist in the area.
Bottlenecks are identified and will update process CTQ.

10. CONFIDENTIAL
Talent plan Our Opportunity
Employees Balanced Score Card and SWOT
Customer
(SWOT)
Financial
(SWOT)
Innovation and Learning
(SWOT)
Internal Business Processes
(SWOT)
START HPD
Human Factors— Delivery Personal Quality Job , Beat AOP Everyday

11. HONEYWELL - CONFIDENTIAL
Talent plan → Your opportunity
1. SMART Goal
2. TARGET Working Culture
• T—Truth
• A—Accountable
• R—Respect
• G—Growth
• E— Empower
• T—Trust
3. Abundance training and tools
http://www.pmi.org/
www.ASQ.org
www.ipc.org
http://www.apics.org/
www.aiag.org
Thanks