In Nupaky: Comertial used Fluorocarbons are Fluoriniert (3M) or Galden (Solvay) due to:

-High temperature boiling point: The polarization up to 165°C is possible

-Low conductivity: For all ceramics and all voltage the liquids isolates the poles perfectly

-No traces on the product surface: all residues evaporates after poling, surface remains clean and has no tendency for oxidation

-Cost of Fluorocarbons are high: saving potential is up to 15kUSD/month

Environmental regulations will soon demand to replace fluorocarbons wherever possible

-According to our best knowledge the layout shows problematic area – see layout.

-In the moment of calcination crunching the concentration excite the limit of 150 µg/m³

-After dust sitting down was complicated to wash the powder from the floor or the walls, because the walls were dry, made of plasterboard

-Major leak origin is identified, need heavy investment to become „dust imprisoned“

•Lines started running under new configuration on July the 22^nd

•First fourth days after action plan implementation hourly rate improved from 95 to 130 sensors per hour.

•Starting on July the 26^th, Production team reached 154 sensors per hour

-Assembly: measurement shows the environment conform to all hygienic limits

-Pressing/machining: in all corridors, further from work station are the measured concentrations of the lead around 50 µg/m³. The employee are not exposed 24 hour but 7 hours a day. On the entire shop floor is mandatory to use the respirator FFP2. Similar situation is on lapping machines, ceramics washing and cleaning.

-Close to press and close to OD grinders: The operator is exposed to 150 µg/m³ µg/m³ which is the maximal acceptable limit for 8 hours exposure.

On the current shopfloor is installed airconditionning, but can vary more than +/- 1K, the temperature in the building is usually between 20 and 25°C

Together with customer was decided to build a chambre with stable temperature conditions

Re-designing water cleaning process： we recycle first cleaning water back to Nickel plating tank to decrease usage of plating chemicals. We also change discharge pipeline to second cleaning water process and change DI water cleaning process to be the last cleaning process to ensure products are thoroughly cleaned.

Revise Spot-Wheel-Plating mold to meet new design.

Estimated yearly saving: US$5.18 K

Improvement:

(1) Test units using plastic to protect the housing with tube, issue: steerer damaged the plastic which causes isopar to flow inside the plastic and high cycle time for testing

•552 Line does not have a Black box

•Other  types of black boxes have only one connector, which can only correspond to one type of product

AFTER

•The line of  552, 556 and 558 product programs are entered into the black box at the same time. So as to realize  the sharing of multiple product inspection tools and reduce the investment of inspection tool costs.

•One black box cost 5000CNY, so this design can save  money= 15000-5000 CNY=10000 CNY≈1399.76USD。

After installing EOL unload device , it will reduce 2 operator/shift for each 810 line ; cost saving will be $0.017;  810 forecast from July to Dec  is about 2400K pcs and EOL unload device will be used since July 2024, so that annual cost saving will be $40,800 in 2024..

Before there are two stations for Harness preparation and two operators are needed; each station PPH is about 325 pcs/hour and total PPH is 650 pcs/hour.  After  the improvement, There is only one operator for PCA/ harness assembly dial and PPH is 720pcs/hour; Furthermore, it can reduce one operator for PCA solder station because transportation distance is concentrated and reduced. As a result, we can reduce 2 operators/shift for 810 old line. Labor cost saving per unit is $0.018, annualized saving will be $45K (2.5 million parts in the old line per year)

After installing Housing pick and place device, it will reduce 1 operator/shift ; cost saving will be $0.009;  Tesla type sensor forecast is 4500K pcs/year, so that annual cost saving will be $40,500.

Orders from Dong-Feng Nissan requires multiple “ship-to” locations  with different delivery dates and models which need to be palletized separately. This request will cause us to prepare much more plastic box and plastic pallets to satisfy customer order.

AFTER

Mix palletized the orders with different delivery dates and models after rounds communication with customer. This improvement could not only reduce the Turns of empty plastic boxes and pallets, but also could have around $300 saving approximately.

-2024 Financial Saving： 80K pcs (2024 plan) 2.5% (defect rate )$8.04(unit cost) = $16,080

•Volume dropped caused

•Solder paste current high MOQ(40kg)

Implementation / Action   Completed:

•Solder paste procurement MOQ reduced from 40kg to Minimum 10kg per order released to Supplier

•Check actual inventory of solder paste before every PO releasing due to order volume fluctuation

•Evaluated and double verification for solder paste usage, optimized line arrangement, solder paste usage reduced from 0.05g/pcs to 0.032g/pcs for Pedal PCA

For bulk  the shaping is after the BBO and Sintering.

After the merger with Ferroperm last year, we became aware, that from time to time, our customers demand parts in different shapes and

dimensions. (discs, rings and plates).

If we do not have the right pressing tool, the request often results in long lead times for tooling associated with high costs.

We have come up with a solution:

• We have found a method where we can mill in green material on a CNC table size model.

• Everything is installed in a closed system with point suction = EHS compliance

• Here we can create the shape and dimension that is needed.

• We use a standard pressed plate.

• Programing is easy

• Lead time – same week before going to BBO

• Tooling cost - low

Other benefits:

• Residues from the process can be reused

• Several parts (also different) can be produced in the same process

Only thing we haven't solved yet – the use porous powder in this process

The video attached is a new idea we got.

The plate in the video is intended for transducers for Merz for firing external electrodes (gold and silver)

Today, parts are placed on Zirconium / porcelain plate or metal mesh, as it can withstand up to 650 degrees

Celsius in the process.

By using our own powder plates, we can shape the fixture as we wish.

In this case, so it can be used directly in the next process - without handling

The material can withstand up to 1000 degrees Celsius without deformation

Cost: 6500 USD

We see a lot of chip’s on some of our products.

One of the main causes is due to residual powder on the edge of the part after pressing.

When the workpiece is later lapped, the edge creates a chip in the part throughout the process.

Solution:

Sweeping/scraping off excess powder after pressing.

The TEMA found a low cost solution which does not add a new process.

The robot that already handles the press also controls the new process.

Watch video

After validation we received a PO for 3000 stacks split over the next 10 month.

The stack contains 4 specially designed bus wires that’s has to fit into recess

I takes 70 second to produce one -it’s tricky.

Solution:

Place wire in tool.

Turn wheel 45 degrees - cut wire

Bus wire ready = 10 seconds

The robot arm automatically picks up a new workpiece for processing.

After the process, the operator himself removes the workpiece from the machine.

Cleans the holder and robot fetches new item.

Future:

The robot now takes out the finished part itself.

Drop it into the cleaning bath.

Cleans tool holder

Mount new workpiece for machining.

The entire setup can handle approx. 1000 items without operator assistance (6-8 hours)

Watch video

SITUACION ACTUAL :

En el la linea de SMT 2 en el area de ventilacion hay una extension multicontacto lo cual se tiene que cambiar por un possible corto circuito.

•EXPECTATIVAS DE MEJORA:

Fabricar una caja multicontacto con materiales requeridos del area de facilities para poder  eliminar la extension.

La prensa 701 al momento de activarse el vacio  hace un ruido el cual provoca molestia auditiva en el area de produccion.

EXPECTATIVAS DE MEJORA:

Colocar una caja la cual encierre el ruido de las valvulas que lo generan y no afecte auditivamente.

Se reubico hmi de manera quedara dentro de el equipo y no expuesto al pasillo, ademas se coloco cinta de precaucion en hmi.

EXPECTATIVA : Eliminar tiempos muertos en Sistema de vision por iluminacion

En repetidas ocasiones la prensa de cover bajaba inesperadamente antes de activar el inicio de ciclo, lo cual ocasionaba situaciones de riesgo

EXPECTATIVAS DE MEJORA:

Se hizo un analisis del circuito, se remplazara un relevador por otro de mas capacidad que haga su funcion, con el proposito de que este no provoque intermitencias que permita que la prensa baje.

Tiempo muerto por ajustes de sensor de PLATE en carga de pedal, no habia una estandarizacion de cuando debia activarse cada uno. Se creo una matriz para identificar que sensor es util en cada modelo

Actualmente se corre la linea parcialmente (3dias a la semana), la gente es compartida entre 702(2 dias a la semana) & 781, pero es necesario de acuerdo a volume correr la linea de 781 mas dias.

•EXPECTATIVAS DE MEJORA:Correr en 781 los 2 dias que corre la gente que se comparte en 702, pero con menos gente de acuerdo a requerimiento.

Actualmente se cuenta con una estación de trabajo en el area de harness,

Pero la presentación de partes no es amigable para el operador.

EXPECTATIVAS DE MEJORA:Revisar la distribución de las partes en la estación con el objetivo de mejorar el acomodo  y ayudar al operador al cumplimiento de su trabajo sin riesgos de accidents,

•ACTION: Resin is now acquired on Mini Gallon presentation where the price per kilogram is $278 dlls, resin total monthly cost is $5K (same monthly consume of 21 kilograms).

•IMPLEMENTATION RESULT: $24K Q1 2024

Only one station is needed, cycle time reduction is 53% from the original time, heat shrink reduction process performance is standardized.

To full fill current Lennox demand there is two are active lines at this moment with a total of 53 DL.

Repair cost saving, at least $20K, by developing a test program by internal team and separating the high precision controller to address issue. The grinder was repaired with low cost and quick response.

Reduced degradation risk of thin parts and improved stability of electrical property.

After successfully upgrading brushing plating system ( change fabric material , physic structure redesign), it can rise the gross margin of 2R9 5% and contribute annual cost saving US$ 52K.

Decreased the conductive paint area of terminal pad according to assembly design among element, wedge, and metal terminal in the housing. The conductive paint decreased can bring us US$ 11K cost saving one year.

项目背景：陶瓷型号CER0948A的产量骤增，需要增加每班调试产量，提高产品良率

主要问题：

通带内反射线太高

调试ripple数值时费时较多，造成主要的调痕面积大

某些批次物料的频率有高有低

目标：改进后节约电50%,水50%，噪声减少一半，设备备件节约（有待统计）。

在线屏蔽片没有规范化管理,造成与Sap系统库存不一致，无从查找原因，并会造成影响发货

背景及目标

项目目标

纸档记录转变为电子记录

可实时多用户共享数据

数据填写自动化

数据计算自动化

绘制控制图自动化

判异自动化

录入错误率：0

计算错误率：0

判异错误率：0

漏写率：0

降低单一供应风险

改善成品交期(OTD58%-95%)

缩短原材料交期(6WKS-3WKS

当前6B 产能为每班4锅，不能满足发货要求。

目标：6B 研磨机产能提高20%。

设备管线布置混乱、不便维修

工具老化不适应生产要求

物料状态无法快速识别

设备安全状态不统一

人员工作状态不能快速识别

废弃物随意堆放

PEP车间随着单晶产品，8000系列以及30万系列等众多新型号的不断涌入，导致库存的WIP有很多，且存放的位置过于混乱，使封箱员工找料特别费时，而且很难实现先进先出，总会出现没找到老料的现象

目标：

1.提高员工找料效率

2.使WIP的先进先出更方便

• 银浆管理问题：目前银浆使用在实时监控和管理方面存在不足，导致银浆使用时有用量不均和浪费现象发生。

       1. 单晶产品从2022年4月引进Mapping原料由天津厂开始切割   

       2. 但是来的原料大部分中间都有一红圈，还有一些破片和隐裂的原料，导致我们在切割对应单晶原料时会出现切不够要求数量的现象

        3. 2023年随着单晶产品订单的增长需要提高单晶Map切割利用率刻不容缓

        无尘室制造产品由HDD硬盘产品转型至PEP医疗产品，在转型的过程中，我们发现同一型号无尘室内目检外观的误判率比外面目检高。这种情况下，会影响：

q   产品良率

q   产品质量

q   产线效率

自2023年1月28日起，在天津市的部分纳税人中开展全电发票试点，试点纳税人范围逐步推广到全市。目前按照国家税务总局的推广进度安排，全电发票受票范围已推广至全国，天津市纳税人通过电子发票服务平台开具的全电发票，各省的受票方均可接收。

纳税人取得“全电”发票报销入账归档的，应按照《财政部 国家档案局关于规范电子会计凭证报销入账归档的通知》和《会计档案管理办法》的相关规定执行。

对我们的指标要求也有所提升。

 方案： 通过面电路优化来实现提升产品质量，并且满足客户新规格。

8073B在线WIP多，各站员工需要翻找，有破裂风险，影响先进先出，而且不能及时发现不良，影响良率改善。（库存是万恶之源)

项目目标:

将 8073B 在线Wip等待时间降到21天以下，保证产品先进先出，及时发现异常不良。

裂片比例降低全年可节省成本RMB5.67万元。

纸质报废单处理方式涉及多个环节，从填写、审核到最终的存档，每一步都需要人工操作，不仅耗时耗力，还容易出现错误。

信息传递效率低下

纸质报废单需要通过物理途径在不同部门间传递，不仅速度慢，而且容易因人为因素导致信息丢失或延误，影响整体的工作效率和决策的准确性

难以进行数据分析

纸质报废单的存储和管理不利于数据的收集和分析，造成诸多不便。

Siemens产品出货DP规格：0~0.30%

激光电路程序会依据客户需求或生产需要不断升级，电路图版本管控至关重要；

设备硬件原因，无法统一成同一个程序

型号无法统计/数量无法统计/版本无法统计，不方便管理；

完全依靠人工查询统计，且命名没有标准，文件名混乱不方便识别，存在用错程序风险；

有特殊型号因为孔原因需要二次注银，从而造成了银浆消耗比一次注银多，

第二次注银同时也增加工时；

目标

减少二次注银的型号数量降低50%，

从而Stand Cost降低

目标确定

出炉问题降低15%

去掉外部风扇

RF引进了新设备，根据手册制定了相应的维护项目与周期，在使用过程中总结了一些问题

1.手动用钻开孔与不同夹具配合、不规范、不精确

2.容易造成浪费

3.测试电性时影响接地

启动lapping803#研磨机，无压启动并固定专用程序，虽然比802#研磨时间长，但实际研磨效果好于802#，802#用于C12材料和大件的研磨

1.The UED025A product was transferred in 2021, the first sample building began in Oct 2021. For the universality of materials, UED025A uses the new BLOCK and the SHIELD of UED003A.

2. Assembly shielding plates leads to low yield and need to rework.

不同时间或不同批次偶尔出现激光首件良率低的情况（俗称做Qual良率低），为什么突然或偶尔良率低呢？

目标陈述：

建立激光机连续输出的检验方法准则。

提高激光机设备稳定性。

项目范围：

FIBER11#~17#激光机

•Optimize process parameters to maintain stable production capacity for the composite PZT with challengeable kerf.

•Fully meet customer’s specification and Gain greater market competitiveness.

PEP产品越来越多，客户要求和产品工艺不同，标签信息各不相同，手动编辑机种增加。

编辑易出错，不可控

标签模板存在本地硬盘，员工需自行编辑Excel文件，手写易出错，失控状态。

生产计划数据信息量大

不便于查看和统计,难以快速获取关键信息

生产过程缺乏有效记录

无法为质量控制提供可靠的数据支持

先入先出控制困难

无法控制在线物料的先进先出会导致过期或不良物料被误用

PZT总共用刀 475把

换型196次数切割刀换型率41%

2，每换刀1次+修刀，试切

耗时：30分钟， 2023 年Q4由于换型，换刀总耗 工时：98小时

3，频繁换刀，修刀，刀体损耗降低刀片的10% 的使用寿命

2023 年Q4额外成本约2500 美元

PEP PZT产品厚度规格不同，厚度<100um 的产品在极化时，有被夹裂的风险。有些裂是直接被发现的，但是产品隐裂目检检查发现不了，只有在显微镜30倍下，才能发现隐裂，这对产品的质量存在较大隐患。

•注银银浆和喷银银浆每年使用量的价格占全部银浆价格的90%

•据银浆供应商（塞拉尼斯公司）提供信息，明年注银银浆涨价幅度达到50%大于喷银银浆22%

•这两种银浆使用不同的化学品稀释剂，其中注银银浆使用二甲苯作为稀释剂，它是非常严重危险化学产品

目前新品设计工程师设计风格迥异，其中一些不良的电路设计方式为将来生产及质量埋下隐患，为在源头避免这类问题，需规范产品电路设计要求，使得电路具有通用性、适应性、可操作性。

      目标:   文件化《RF电路设计规范》

•镀金的产品材质多种多样，表面粗糙度不同，使附着力和阻值的验证标准无法统一。

•实验室级别玻璃片表面一致性好，故被当做统一标准对每一锅镀金的附着力和阻值进行衡量。

当前，镀金站一直使用进口玻璃片fisherbrand

2023年 PZT产品污染报废比率为 3.5%。

污染是容易被发现的不良，发现污染后要及时分析，找出原因，马上改善，就能减少污染的发生。

• 目检工具的使用不规范，造成一致性差和误判率高。

• 客户对产品的要求提升，导致目检要求的提升。

Acciones:

Se realiza un pequeño evento de 6's para mejorar el area y dejar solo lo que se necesita y funciona.

Successfully improve the Cpk of lubrication stability from 0.23 to 1.33.

Unreasonable fixture design caused high wave motor frequency which caused more solder dross generation and solder bar consumption, at the same time there is defect and product/fixture flux contamination issue for current fixture.

Main actions:

Redesign the fixture and optimize machine parameter setting to achieve quality improvement and solder bar consumption(0.55g to 0.48g/pcs)

They work with the design team to modify the die design and have successfully reduced the changeover time to within 12 minutes.

2. 产线因周末或其他假期停线时仍需测试

影响： 1. 强度测试需要在48小时后进行，导致生产的产品需要等待48小时后才可使用

2. 多次测试会导致品质人员时间浪费及测试产品报废

对策：评估现有测试数据，同一工单停线时，只进行一次测试，提升了效率及产品周转率

After Improvement:  1. Cycle time reduced from 105 seconds to 69 seconds/panel, the cutting times reduced from 203 times to 85 time                       

2.  2 operators working time can be reduced 167hours

Rechazo del cliente: 100 000 USD

Recuperación de 90 000 USD

Accion: Crear base de datos con registros clave para el analisis, ademas de un dashboar en tiempo real para seguimiento de paros

Accion: Usar la terminal QT01013-221 como terminal alternativa (validacion y aprobacion por cliente)

Accion: Se trabajo en una restructuración de las 6’s modificando el check list, para hacerlo mas fácil de poder auditar las áreas, y que realmente muestre la realidad de las áreas

Contactor position of the 55199022&021&064 products, the defect rate is 0.2% for contactor not on the Element track issue. we add one more operators 200% visual inspection for the contactor position.

Screw stripped, scrap rate 10%, caused production line shut down

647 stator screw torque, the defect rate is 10% for screw stripped issue. And the screw torque is within specification of control plan, we will focus on fine-tuning for screw torque set up via trial and validation

Accion: Se evaluó un material alterno con el mismo proveedor, el cual requería de una base adicional para su mezcla, salvando una venta de $27K

It is now a growing business partner between the two sites, currently there is about 55 Parts running and still counting in transferring the parts for better Gross
Margin.

In order to maintain the integrity of production processes of CTS Philippines’ Site in connection to Tewa’s transferred products, the Philippines’ Team visited the
Tewa-Poland to conduct production observation and performed a Gap Analysis last March 24 to March 30, 2025.

Based on the initial analysis, cycle time
improvement could result to an expected $26,398.92 total Annual Savings for the top 25 fast moving parts transferred in Philippines’ site.

In the beginning of the first Quater of 2025 when transition of Purchasing from USBO to PHSS, the Purchasing Team started to work out on the ASIAN VENDORS who gave competitive prices and on time delivery or raw materials, that was the start of a magical experience the Team cannot forget, with this hard work, we were able to exceed our expectation of target Gross Margin from -49% (-$192,072.0) of 2024 to 34% ($164,288.0) of 2025.

Philippines' Team is continuing in doing great things, because we are guided by the CTS Principles and we will continue to work hard not only for the company but also for our own families who are truly thankful to the CTS' Top Managment.

Stig Thorsen, Christian Egedal were working with Chris Stevens, Dustin Richards and the Engineering team in Albuquerque.

I was amazed to see the enthusiasm and great and inspiring ideas they shared. This is just the beginning of this story,

•The company relies on bottled water dispensers, which presented several challenges:

-High operational costs: frequent dispenser breakdowns, regular cleaning, and manual water replacement

-Health risks: bacterial growth after 48 hours of opening, potential microplastic contamination

-Waste & environmental impact: high plastic barrel consumption, storage space issues, and carbon emissions from transportation

Originally, we purchased 311 screw from Whitesell, there were below issues:

1.The MOQ was 200k pcs, there was big risk of scrap due to 311 average monthly usage was 6k pcs and further orders were not stable

2.Purchasing L/T was very long (4.5 months)

3. Freight cost was $2,817

^{Delivery – Reduce the time a part travels to pack WIP -   Reduce inventory between stations}

^{Reduced travel distance from 1st to last station work}

^{Eliminated a belt conveyor}

^{•IMPLEMENTATION RESULT:}

^•

^{•Reduced inventory along the line from 576 pcs to 25 pcs}

^{•Reduced the footprint used from 535 Sq Ft to 333 sq. ft}

^{•Implemented sliders that do not allow to accumulate material.}

We design the semi-automated assembly machine to improving the production time from 4.24 hours per 1,000 pieces to 1.39 hours per 1,000 pieces.

reduction activity in OST facility

See details on:

Collision Sentry Forklift Collision Detection & Avoidance

Solution:

  1. Introduce AGV to move material between warehouse and production line,
  2. Develop and implement Electronic Document System for document flow
       and QR code for label.

Manual pallet trucks and Handling shortage:

•Low efficiency and more working time required

•Difficulty for operational adjustments and flexibility

•High labor cost and safety risk

Improvement if AGV (Automated Guided Vehicle ) launch to  CTS  Zhongshan ,

•High efficiency and low safety risk with 360° safety protection

•High –precision navigation for raw material and FG allocation

•Space and passageway utilization optimization

•Labor cost reduction

Using the improved process outlined in PCM-9500254, as of 3/31/25 total of 83 half blocks were successfully processed. Notably, no parts exhibited missing gold, achieving a 0% scrap rate for this defect (Q1-2025 scrap savings of $13.5K, with 2025 anticipated savings of >$50K). The PCM was converted into an ECN and the new process was implemented in the manufacturing of the HFC parts.

ØErgonomic Condition:  Accumulated load of 6795 lbs /per operator/per shift during the process of placing harness on fixture and moving it to machine

ØProcess : Unnecessary movements during the loading and unloading process in operation 1.

PROCESS REMOVE : MI & CBT

CATEGORY ENTRY : REDUCED LEADTIME

Summary:

To challenge the inline process in competitive landscape, efficiency is no longer a choice, it’s a necessity. Joriella Dorado identifies bottlenecks at the 468021 Model with redundant processes. By eliminating those identified steps and removing non-value-added processes, production streamline operations reduce waste and overall productivity enhance by 5.18%.

The results are striking faster turnaround times, which reduced overall costs by $0.137 per piece. With the expected 39.92 secs improvement in totality efficiency, we garner $4,069 saving in YTD Forecast units of 468021.

Work with Deepseek, which is AI tool. Tell Deepseek what's the purpose, feed with fixture data, generate the fixture status tracking interface. Find the difference and adjust the requirement again, Deepseek work again. Interact with AI again and again. The tool is more and more closed to the expectation.

Now, the tool has some functions such as:

1. Keep tracking the products quantity produced by this fixture and pop up the message to remind engineer it's PM time

2. Who use this fixture how many times? when? for which product model? what happen during using?

Which AI model do you know?

How we can do with AI?

This is a example show you how AI can improve logistic daily office works.

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After the improvement , the PGC usage will reduce about 50%. Cost saving is about US$137K/year based on PGC annual usage 2,960g.

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If any colleague requires further information, we are happy to assist. samuel.espinosa@ctscorp.com

-Increase Output

-Reduce Downtimes

-Reduce Leadtime

-Cost reduction in Consumables

-Improve Safety

-Reduce Labor

the expected hard savings in this change of method its 21k dlls anually

If any colleague requires further information, we are happy to assist. or contact our supplier samuel.espinosa@ctscorp.com

In his project proposed the interesting thing was involve the correct persons and we can achieve a Bigs things

saving reported >13k dlls in 2025 Still saving 2026

If any colleague requires further information, we are happy to assist.

samuel.espinosa@ctscorp.com

as result after the implementation its increase 99% output from 900pcs at hr to >60k

If any colleague requires further information, we are happy to assist.

samuel.espinosa@ctscorp.com

the improvement was 83% in output.

If any colleague requires further information, we are happy to assist.

samuel.espinosa@ctscorp.com

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the savings here was increase the output until 500% reducing wire with Teflon

If any colleague requires further information, we happy to share more info regarding supplier or process

samuel.espinosa@ctscorp.com

With an annual demand of 750K units, this transition achieved a total cost saving of US$28.78K /year.

After discussion with the design engineer, the drawing was updated with the following notes:

No chamfer / radius permitted； Sharp edges required all around (all corners sharp)

Result: The hole burr issue has been improved and verified OK for 10 consecutive lots.

Result:

With an annual demand of 645K units, this improvement will generate total cost savings of USD 8.6K.

Result: Anticipated cost savings in 2026 of $84-$104K.

Result:

With an annual demand of 417K pcs, this transformation resulted in total cost savings of USD 2.7K

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After refurbishing and implementing automatic bowl feeding, the process achieved continuous part supply and improved efficiency, reducing the cycle time to 2.40 sec/pc.

This improvement eliminates bottlenecks and enables higher production volume, with expected $716.18 in annual cost savings.

The tolerances have been tightened but remain within the range we have observed over the past 12 months.

To better track any potential trends in the values, we will monitor the data on an ongoing basis.

With a focus on clarity of POs,

presentable and professional appearance

Increased safety and secure day-to-day office work

Presentable for guests

More professional look

More space for new projects

Increased quality for coating precision + process efficiency

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To improve the process, a detachable jig with multiple clips was installed, enhancing workspace organization, enabling stable multi-point holding, reducing cycle time by 3 seconds per piece, and improving overall efficiency and 5S condition, resulting in annual cost savings of $91.33.

From pre-gluing crystals for pacemakers, to testing and packaging, items are not exposed to dust and human hands

From pre-gluing crystals for pacemakers, to testing and packaging, parts are not exposed to dust and human hands

Increased efficiency

-Better quality, inventory control

-Better supply and delivery management

-Estimated annual saving $183K

Solution drawn and printed in 3D.

Keep it simple :-)

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As a result, the project achieved an estimated annual savings of $2,640 and improved overall process efficiency by 9.24%.

With this implementation we gather an estimated annual material cost savings of $1,597.05 while maintaining an efficient and sustainable oil recovery process.

We conducted the design change on printing pattern to decrease the variation of the linearity output. The yield rate was improved from 80% to 98% above.

By implementing a simple, low-cost design modification, the ME team installed a retaining wall to improve feeding stability, resulting in a 20–26% increase in productivity.

-Root cause: Hanging design for conveyor chain which position will change caused chain loose step by step

-Action: Design and add supporting block to fix motor frame position which make the conveyor running stable, improved efficiency and quality

Better ergonomics

Increased yield

Improve quality

The Annually saving Projection for 2026 is $134, 024.00 USD.

32 046 pieces at 50 weeks.

The Annually saving Projection for 2026 is $40 057.35 USD

-Non-optimal machine conditions were corrected, improving overall equipment

       efficiency (Button, conector, Andon System)

-The delay time was adjusted to allow operator access to the machine with Secutiry

After revision, the Maintenance People  install a security guard eliminating unsafe condition.

Libor, thank you for your advice.

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This Kaizen reduced the lever travel to the minimum required range, eliminating excess motion and enabling a more efficient Standard Work.

As a result, cycle time was reduced by 20%, while improving ergonomics, consistency, and operator performance.

Solution： The AD team modified the control program and added an HMI option that allows the oven discharge gripper to be disabled during manual retesting.

The cleaning was finished in one section and will continue across the entire production, regularly and repeatedly.

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^{The opportunity was identified during Gemba Walks focused on detecting Lean wastes, and the solution was developed and implemented by the production team itself. This Kaizen demonstrates how employee engagement can drive meaningful business improvements without capital investment, while strengthening a culture where everyone is empowered to identify opportunities, eliminate waste, and continuously improve our processes every day.}

From March 2026, 551 output correlation with high defect rate continuously, On index position, the correlation sudden drop 0.2°-1°(see the below picture) and exceeded the idle SPEC ±1%.

Result:

After improved the rotor convex position, the total output correlation defect rate will be reduced to 0.05%.

, eliminated the failure and scrap

Result：The titanium rod was shortened by 2mm and the surface was re-polished. Production continued and the problem of incomplete plating was not observed again after half a month of monitoring. Please refer to next four pages for illustration.

Result:

Reduce one operator and cost saving USD 8.9K per year.

To mitigate these issues, an automatic cable stripping machine was implemented to automate the cable jacket removal process. The improvement increased productivity from 40 UPH to 150 UPH, reduced processing time by 173.25 hours per year, improved stripping consistency and product quality, enhanced operator safety by eliminating cutter blade use, and generated annual labor savings of $1,701.32 plus $32.40 in reject cost savings.

Thank you, everyone, for your engagement, active participation, and passion for continuously improving our processes. Your teamwork and commitment were key to the success of this Kaizen event, and the results reflect the great effort made by everyone involved.

Let's keep the momentum going and continue driving improvements together!

A plant-wide effort focused on eliminating unnecessary energy consumption resulted in a 5.1% reduction in electricity usage while maintaining production performance. The combined efforts of all departments helped save more than 208 MWh and $52,000 USD in six months, reinforcing our commitment to Operational Excellence, cost competitiveness, and environmental sustainability.

Since 2018, CTS-MAT maintained a containment action consisting of one destructive inspection per shift to verify the integrity of the connector terminal assembly and CAN-L trace. After nearly eight years of monitoring, no recurrence of the original quality issue and no PCA-related defects were identified.

Based on this proven process stability, the inspection frequency was optimized from one sample per shift to two samples per week, maintaining quality assurance while eliminating unnecessary destructive testing.

This improvement reduces quality sample scrap, optimizes inspection resources, and generates an estimated $6,000 USD in annual savings, demonstrating how periodic review of legacy controls can uncover opportunities for continuous improvement without compromising product quality.

Results:

✅ Maintained process control and product quality
✅ Reduced destructive test scrap
✅ Optimized quality resources
✅ Annual savings of $6,000 USD
✅ Data-driven continuous improvement initiative

#Kaizen #ContinuousImprovement #Quality #CostReduction #OperationalExcellence #CTSMatamoros

This Kaizen demonstrates how Lean thinking can drive significant capacity gains through cycle time reduction and motion optimization. By eliminating bottlenecks, improving workstation design, and streamlining machine sequences, the team increased hourly output while maximizing the use of existing resources. The result is a more efficient process, improved productivity, and a direct contribution to Operational Excellence and cost competitiveness.

#LeanManufacturing #CycleTimeReduction #CapacityImprovement #OperationalExcellence #Productivity #ContinuousImprovement #CostImprovement #Kaizen

By applying Lean Manufacturing principles and focusing on equipment reliability, this Kaizen eliminated recurring sources of unplanned downtime on Line 702. Through targeted improvements to critical stations, the team increased process stability, improved Overall Equipment Effectiveness (OEE), and unlocked additional production capacity without capital investment. This initiative not only supports Operational Excellence objectives but also delivers sustainable cost savings through higher throughput and waste reduction.

#LeanManufacturing #OperationalExcellence #Reliability #OEE #ContinuousImprovement #CostReduction #Kaizen

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