Set-Up Reduction

1. Set-Up Reduction How to Effectively Implement Set-up Reduction in Any Organization

2. Set-Up Reduction • What Set-up Reduction is and why it is important to achieving Lean Processes and World-Class Performance results. • Factors that Influence Lead Times and Set-up Operations. • The basic concepts and steps required to effectively implement a Set-Up Reduction Program. • How to properly analyze and set-up operation. • How to develop effective performance measures to insure you are obtaining the results necessary from the program.

3. Set-up Reduction • What is Set-up Reduction? - A process through which the total time required to changeover or set-up equipment or a work center is dramatically reduced through a systematic, problem-solving, waste-eliminating approach. • What Set-Up Reduction Is- • - Is one tool of many in the drive to make processes lean through • elimination of waste and excessive time. • - A cost-reduction tool. • - A low-cost method to achieve increased capacity from existing • equipment. • - Way to reduce lot sizes significantly and improve versatility of product • mix through a work center to enhance customer service. • - Means to have people who perform the work take “ownership” for the • process and be involved in implementing solutions in their work area. • - A cross-functional team approach to problem-solving.

4. Set-Up Reduction Why Is It Important to Reduce Set-up Times? • Reduce total process time. • Reduce lot sizes to minimal levels to achieve flow • Reduce Queue time. • Reduce Inventory/WIP • Improve Product Mix/Flexibility • Reduce costs • Increase capacity • Improve Quality • To reduce technical or special training to perform set up.

5. Set-Up Reduction Lead Time is made up of the following elements: • Queue. • Transportation. • Inspection • Unnecessary Motion • Wait Time. • Rework/Scrap. • Overproduction. • Excess inventory and WIP. • Run Time. • Inefficient plant layout All these lead time factors influence Set-Up Times and provide focus on what to reduce or eliminate as part of the Set-Up Reduction Program---- WASTE ELIMINATION.

6. Set-Up Reduction • For Set-up Reduction efforts to be successful, you must incorporate all of the following actions into your program: • Simple Job Changes. • Focus on Equipment Up-Time. • Small lot size production. • Training for operators and team. • Increase flexibility in equipment, processes and people. • Team work. • Operators/Set-up People are the owners of the process and its results. • Videotaping of the entire process. • Flow Charting current process and proposed process. • Elimination of Waste • 5S and Visual Control programs.

7. Set-Up Reduction 13 Step Set-Up Process Improvement Program • (1) Select Set-up Team (cross-functional) • (2) Select a Team Leader, Recorder. • (3) Assemble Team Members and conduct training class in: • - Why Change? • - Concepts of Waste • - Flow-Charting/Value Stream Analysis • - Problem-Solving Techniques • - Set-Up Reduction Principles. • (4) Select a Set-Up Reduction Project

8. Set-Up Reduction 13 Step Set-Up Process Improvement Program (continued) • (5) Flow Chart Current Set-up Process (6) Videotape the set-up process as currently performed. • (7) As you videotape the set-up operation, complete a Set- • Up Worksheet that documents the elements and indicate • if external or internal element. • (8) Team meets and goes through thorough analysis of the • videotape and worksheet and determines areas for • improvement. Develops a new process.

9. Set-Up Reduction 13 Step Set-Up Process Improvement Program (continued) • (9) Record new process on worksheet. Implement changes. • (10) Videotape the new process. • (11) Review videotape of new process and analysis for additional changes/improvements that can be made. • (12) Monitor set-up operation. Take corrective action if not getting the desired results or if process “backslid”. • (13) Reward Success.

10. Set-Up Reduction • Establishing The Foundation- • Seek simplicity in solutions, tooling, fixtures and equipment. • Search for low-cost, no-cost solutions. • Avoid studying a set-up reduction project to “death”. • Strive for continuous improvement, versus an all-or-nothing approach. • Document the current process first “as is”. Videotaping is preferred. • Increase “buy-in” throughout the entire organization by conducting periodic communication and training sessions. These meetings should consist of Senior Managers and Team Members.

11. Set-Up Reduction • Set-Up Process Times- The two basic elements of Set-Up Time: • Internal Set-up- Defined as the elements or work that must be carried out while the machine or equipment is shut down or idle. • External Time- Defined as set-up elements which can take place while the machine is in operation or after the operation is completed;

12. Set-Up Reduction Six Step Process for Analyzing Effectiveness of Adjustments- • Determine purpose of each step (What is the step’s function and is it necessary?) • Current rationale. Determine why the step is needed • What is the skill level of the Set-Up Operator? • Method. Why is it necessary to perform it this way? • Causal Factors. What conditions create the need for repeated adjustments? • Consider the alternatives that can eliminate or drastically reduce Steps 1-5 above, and implement.

13. Set-Up Reduction Establish Effective Measurement System Why Measure? • It is important to establish the “current base” and measure improvement against that base. • Need a reliable indicator of the progress that is being made from old procedures. Possible Measurements of Improvement: • Reduced number of steps in set-up process. Set-Up reduction should leave you with significantly less steps per setup that before the set-up reduction project. • Total Time for Average Set-Up or Changeover. • Reduced Lead Time. • Machine “Run Time” / Utilization Time. • Improved Scheduling and Running More Products, More Often with smaller lot sizes.

14. Photos – After Event

15. SMED Changeover Observation ChartAfter Kaizen – Actual Times After Kaizen, Savings to Mill Downtime were 65%, and that relates to a cost savings of an estimated $28/set-up. It is estimated that there are approximately 350 set-ups on this mill per year, so the potential savings is $9,800 per year.