Issues 1. Delay in scheduling until raw material arrives from vendor 2.

Work flow gets interrupted 6-12 times a day to secure more work from upstream, seek advice on a problem, or to deliver completed work 3. Scheduling Problems a. Different order sizes b. Orders bypassing some operations c. Form difference in circuit designs d. Four day rush orders requiring rework at one or two operations e. Work delay in process pending a customers delivery of artwork modifications or a design change 4. Several idle machines 5. Time required to move boards from one machine to another was not properly accounted for 6. There were layout issues as the workers spent a significant amount of time in walking to perform parallel operations 7. Constant shifting of workers from job to job Recommendations 1. Scheduling to be started with the acceptance of the bid 2. Standard Operating Procedures (SOP) to be maintained for each process and available at work-stations. In the case, it is mentioned that an experienced employee works on small orders, hence his expertise is not getting utilized in assisting inexperienced employees on complex problems faced on line. 3. Increase rework problems necessitate the requirement of Quality Gates at the end of each stage, rather than an informal check 4. Have a Master Production Schedule to identify typical idle and available times for each machine 5. Relook into the strategy of accepting Rush Orders as they also lead to rework apart from disrupting the normal flow of work for regular orders.