Chapter 8 Setup Reduction. IT-465 Lean Manufacturing2 Setup Reduction Goal To drastically reduce the...

Chapter 8

Setup Reduction

IT-465 Lean Manufacturing 2

Setup Reduction Goal

• To drastically reduce the time it takes from when a customer places an order to when it is delivered to the customer’s receiving dock.– Makes it feasible to fully utilize its assets by

producing varying parts using the same manufacturing equipment.

– Reduces inventory by supporting building products only after a customer’s order.


Inventory Reduction

• Storage space must be supplied for the maximum inventory conditions.

• Switching from a one-month lot size to a one-day lot size reduces the required inventory space by 97%.


Quality Improvement

• Quality problems and defects related to the setup process are reduced because:– Setup errors are decreased– Trial runs of the new part are eliminated

• If defective parts are not produced, defective parts cannot be shipped.

• Quality problems show up quickly– Smaller lot sizes, shorter assy time.


Setup Definitions

• Setup time– The elapsed downtime between the last production

piece of part “A” & the first good production piece of part “B”.

• Internal setup– That part of the setup which must be done while the

machine is shut down.

• External setup– That part of the setup which can be done while the

machine is still running


Goals of the Setup Initiative

• Elimination of all waste categories associated with the setup process

• Reduction of setups to the one step process

• Reduction of the setup times to “0”.


Summary

• Setup reduction is a powerful tool which improves a plant’s ability to provide customer satisfaction while better utilizing its assets

• Readily adopted by a plant’s manufacturing team because they are easily implemented, have relatively low cost, and provide quick relief to the tedious drudgery of long setups.


Kaizen Events – Single Minute Exchange of Dies (SMED)

Complete the External Set-up checklist:• Molds/dies, tools, fixtures, materials, and gauges• Process information and storage locations

Set-up Reduction Observation form:• Provide element description• Note the time required to perform the task• Define the activity as P, R, L, or A• Note the activity as Internal or External


Kaizen Events – P.R.L.A.

P (Preparation)• Actions performed to support the changeover

process• Ensures all parts, tools, and dies are located in

their proper locations before and after a changeover has occurred

• Includes both transportation and storage of these items

• The quality of the materials and tooling being used must be verified



R (Replacement)

• Includes mounting, replacing, securing, and removing of dies, tooling, blades, etc. after completion of processing

• The attachment of parts and tools needed to perform the next job



L (Locating)• Refers to the measurements, settings, and

calibrations that must be performed to successfully complete a process

• Performing the following activities places items in their proper position:– Centering– Aligning– Dimensioning– Adjusting temperature and pressure



A (Adjusting)

• Actions repeated in order to attain the correct machine setting to produce an acceptable part

• Most difficult aspect of the changeover process

• Frequency depends on the pre-planning and accuracy of previous steps


Internal vs. ExternalSetup Elements

Internal• Elements that can only be performed while the

machine is shut down• Utilize checklists and work instructions

External• Elements that can be performed while the

machine is running

Separating internal and external operations can reduce internal setup time by 30 to 50%


Converting Internal toExternal Setup

• Re-examine operations to see if any steps were mistakenly assumed to be internal

• Analyze ways to convert internal steps to external

• Move required materials and tools to the workstation prior to the start of changeover

• Remove previous tools and materials after the changeover is completed; or, use separate material handlers for the task


Standardize Function

Where possible, standardize:• Sizes and dimensions of all machine parts and tools• Functional elements of tooling, fixtures, molds/dies, etc.

Standardization requires uniformity necessary for setup operations

• Clamping• Centering• Dimensioning• Expediting• Grasping


Promote Clamps andOne-touch Fasteners

• Use “one-touch” functional methods such as wedges, cams, clamps, or springs

• Use interlocking methods that simply fit and join two parts together

• Analyze the direction and magnitude of the force required in clamping methods


Use Intermediate Jigs

Intermediate Jigs:

• Reduce external and internal setup time

• Can be used on large presses with multiple dies of different sizes to reduce clamping and positioning time


Adopt Parallel Operations

• Two people performing operations simultaneously reduce waste of movement

• Increases operating rate of the machine

• Parallel operations can reduce setup times by more than 50%


Eliminate Adjustments

Settings vs. Adjustments• Settings occur when the position of a limit switch

is changed• Adjustment occurs when the limit switch is

tested and repeatedly adjusted at a new positionAdjustment can be eliminated if a gauge is used to

precisely determine the correct position of the limit switch

• Use dial gauge or numerical control device for greater precision

• Use calibration markings on the machine


Mechanization

• SMED is an analytical approach to setup improvements

• Only one component of the SMED process

• Most costly technique for reducing changeover times

• Use only after all other techniques have been implemented


Summary, Part II

• Increase availability/up-time

• Create additional throughput at no cost

• Standardize the changeover process

• Promote buy-in from employees


SMED – Service Focus

Outcomes

• Overview of SMED/quick change-over methodology

• Examine SMED application examples in non-manufacturing applications

• Summary


SMED – History of Setup Reduction

• Toshiro Ikeda

• Developed by the Japanese

• Incorporated into the Toyota Production System

• Shingeo Shingo– Father of SMED and Poka Yoke– Shingo prize named in his honor


SMED – The Steps

• Select high-impact initial implementation targets• Establish a baseline• Document and study four elements:

– Internal and external waste– Replacement and adjustment waste

• Move internal elements to external• Waste elimination• Commit to continuous improvement cycles


High Impact Targeted Processes

Select an area that will have a significant impact on the organization

• Bottlenecks• High rework occurrences due to poor setup

procedures• Learning curve each time process is performed• Low reliability of results• Customer complaints about company response

time to a change in services


Establish a Baseline

Baselines are best established using video of the existing process:

• Visually depicts the process

• Permits multiple viewings to study the process

• Retains objectivity

• Gate-to-gate view ideal

Document results in a worksheet


Document & StudyInternal & External Waste

Internal Waste

• Elements that can only be done while the process is not running

External Waste

• Elements that are done before the process stops for change-over and after it resumes


Elements of Internal Waste

The two sub-categories of internal waste

• Replacement Waste– Time and resources

• Adjustment Waste– Effort to get process stabilized making good

outputs


Moving Internal Waste to External

Where possible, internal elements should be switched to external

Reducing Waste• Internal Waste:

– Address these wastes first– Reduce exchange and change waste– Reduce human effort and “walking”– Error-proof process to eliminate controllable variation

• External Waste:– Expends resources– Reduce human effort and “walking”– Examine the 5S’s


Commit to Continuous Improvement

• Similar to Kaizen, never quit reducing changeover times

• Select different team members

• Expand the scope of team members to include:– Equipment manufacturers– Software developers– Suppliers of information or materials


Inclass Team Exercise

• Performing a software upgrade – current process:1. Shutdown the system for all users2. Find the new software in the next room3. Find the installation instruction in the package4. Read the instructions5. Referencing instruction page. Load the new software6. Verify the flags are set for your desired features7. Run test reports to verify changes8. Fill out log book for changes made9. Make file for retention of software disks10.Release the system for use by the organization


In-class Team Exercise (Answer)

• Steps that should be EXTERNAL1.Shutdown the system for all users2.Find the new software in the next roomFind the new software in the next room3.Find the installation instruction in the packageFind the installation instruction in the package4.Read the instructionsRead the instructions5.Referencing instruction page. Load the new software6.Verify the flags are set for your desired features7.Run test reports to verify changes8.Fill out log book for changes madeFill out log book for changes made9.Make file for retention of software disksMake file for retention of software disks10.Release the system for use by the organization


Summary

• Majority of initial setup reduction activities yield 25% to 75% reduction in internal changeover time with no capital invested

• Follow a step-by-step process

• Utilize teams

• Commit to continuous improvement

Chapter 8 Setup Reduction. IT-465 Lean Manufacturing2 Setup Reduction Goal To drastically reduce the...

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