The structured approach brings everyone into the analysis process and generates documentation from the collective activity. At the end of the workshop participants have a set of workshop conclusions for reference. Each participant, however, is expected to reach his or her own individual set of conclusions - consensus is neither required nor desired. Small quantity orders strain traditional operating modes for profitability, while high variety puts a big strain on tool and die management and on manual operations. The financial climate did not permit a capital intensive high-technology solution, like the new laser machines offer, but relief had to be found.
Typical part runs range from a few hundred to several thousand.
Most of the fixtures and processes were developed at the plant in order to efficiently accommodate such high variety. Though our analysis looked at individual workstations, fixtures, and process areas, the focus was on the total A-Line process concept rather than on individual elements. A universal problem of current interest made tangible by the real need at this plant to find a solution. Rather than trivialize our findings across three very rich subject areas now, we will attempt to focus individually on each with separate essays in the coming months. Thus, they take orders for semiconductors from other semiconductor firms, like Motorola and Intel, and then assemble a team of subcontractors to manufacture, assemble, package, and deliver the goods.