it-465ch8

Chapter 8Setup Reduction

IT-465 Lean Manufacturing

Setup Reduction GoalTo drastically reduce the time it takes from when a customer places an order to when it is delivered to the customers 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 customers order.


Inventory ReductionStorage 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 ImprovementQuality problems and defects related to the setup process are reduced because:Setup errors are decreasedTrial runs of the new part are eliminatedIf defective parts are not produced, defective parts cannot be shipped.Quality problems show up quicklySmaller lot sizes, shorter assy time.


Setup DefinitionsSetup timeThe elapsed downtime between the last production piece of part A & the first good production piece of part B.Internal setupThat part of the setup which must be done while the machine is shut down.External setupThat part of the setup which can be done while the machine is still running


Goals of the Setup InitiativeElimination of all waste categories associated with the setup process

Reduction of setups to the one step process

Reduction of the setup times to 0.


SummarySetup reduction is a powerful tool which improves a plants ability to provide customer satisfaction while better utilizing its assetsReadily adopted by a plants 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 gaugesProcess information and storage locationsSet-up Reduction Observation form:Provide element descriptionNote the time required to perform the taskDefine the activity as P, R, L, or ANote the activity as Internal or External


Kaizen Events P.R.L.A.P (Preparation)Actions performed to support the changeover processEnsures all parts, tools, and dies are located in their proper locations before and after a changeover has occurredIncludes both transportation and storage of these itemsThe quality of the materials and tooling being used must be verified


Kaizen Events P.R.L.A.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


Kaizen Events P.R.L.A.L (Locating)Refers to the measurements, settings, and calibrations that must be performed to successfully complete a processPerforming the following activities places items in their proper position:CenteringAligningDimensioningAdjusting temperature and pressure


Kaizen Events P.R.L.A.A (Adjusting)Actions repeated in order to attain the correct machine setting to produce an acceptable partMost difficult aspect of the changeover processFrequency depends on the pre-planning and accuracy of previous steps


Internal vs. ExternalSetup ElementsInternalElements that can only be performed while the machine is shut downUtilize checklists and work instructionsExternalElements that can be performed while the machine is runningSeparating internal and external operations can reduce internal setup time by 30 to 50%


Converting Internal toExternal SetupRe-examine operations to see if any steps were mistakenly assumed to be internalAnalyze ways to convert internal steps to externalMove required materials and tools to the workstation prior to the start of changeoverRemove previous tools and materials after the changeover is completed; or, use separate material handlers for the task


Standardize FunctionWhere possible, standardize:Sizes and dimensions of all machine parts and toolsFunctional elements of tooling, fixtures, molds/dies, etc.

Standardization requires uniformity necessary for setup operationsClampingCenteringDimensioningExpeditingGrasping


Promote Clamps andOne-touch FastenersUse 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 JigsIntermediate 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 OperationsTwo 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 AdjustmentsSettings vs. AdjustmentsSettings occur when the position of a limit switch is changedAdjustment 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 switchUse dial gauge or numerical control device for greater precisionUse calibration markings on the machine


MechanizationSMED is an analytical approach to setup improvementsOnly one component of the SMED processMost costly technique for reducing changeover timesUse only after all other techniques have been implemented


Summary, Part IIIncrease availability/up-time

Create additional throughput at no cost

Standardize the changeover process

Promote buy-in from employees


SMED Service FocusOutcomesOverview of SMED/quick change-over methodologyExamine SMED application examples in non-manufacturing applicationsSummary


SMED History of Setup ReductionToshiro IkedaDeveloped by the JapaneseIncorporated into the Toyota Production SystemShingeo ShingoFather of SMED and Poka YokeShingo prize named in his honor


SMED The StepsSelect high-impact initial implementation targetsEstablish a baselineDocument and study four elements:Internal and external wasteReplacement and adjustment wasteMove internal elements to externalWaste eliminationCommit to continuous improvement cycles


High Impact Targeted ProcessesSelect an area that will have a significant impact on the organizationBottlenecksHigh rework occurrences due to poor setup proceduresLearning curve each time process is performedLow reliability of resultsCustomer complaints about company response time to a change in services


Establish a BaselineBaselines are best established using video of the existing process:Visually depicts the processPermits multiple viewings to study the processRetains objectivityGate-to-gate view idealDocument results in a worksheet


Document & StudyInternal & External WasteInternal WasteElements that can only be done while the process is not running

External WasteElements that are done before the process stops for change-over and after it resumes


Elements of Internal WasteThe two sub-categories of internal waste

Replacement WasteTime and resources

Adjustment WasteEffort to get process stabilized making good outputs


Moving Internal Waste to ExternalWhere possible, internal elements should be switched to externalReducing WasteInternal Waste:Address these wastes firstReduce exchange and change wasteReduce human effort and walkingError-proof process to eliminate controllable variationExternal Waste:Expends resourcesReduce human effort and walkingExamine the 5Ss


Commit to Continuous ImprovementSimilar to Kaizen, never quit reducing changeover timesSelect different team membersExpand the scope of team members to include:Equipment manufacturersSoftware developersSuppliers of information or materials


Inclass Team Exercise Performing a software upgrade current process:Shutdown the system for all usersFind the new software in the next roomFind the installation instruction in the packageRead the instructionsReferencing instruction page. Load the new softwareVerify the flags are set for your desired featuresRun test reports to verify changesFill out log book for changes madeMake file for retention of software disksRelease the system for use by the organization


In-class Team Exercise (Answer)Steps that should be EXTERNALShutdown the system for all usersFind the new software in the next roomFind the installation instruction in the packageRead the instructionsReferencing instruction page. Load the new softwareVerify the flags are set for your desired featuresRun test reports to verify changesFill out log book for changes madeMake file for retention of software disksRelease the system for use by the organization


SummaryMajority of initial setup reduction activities yield 25% to 75% reduction in internal changeover time with no capital investedFollow a step-by-step processUtilize teamsCommit to continuous improvement


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