Chapter 8

1. Chapter 8 Setup Reduction

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. IT-465 Lean Manufacturing

3. 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%. IT-465 Lean Manufacturing

4. 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. IT-465 Lean Manufacturing

5. 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 IT-465 Lean Manufacturing

6. 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”. IT-465 Lean Manufacturing

7. 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. IT-465 Lean Manufacturing

8. 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 IT-465 Lean Manufacturing

9. 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 IT-465 Lean Manufacturing

10. 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 IT-465 Lean Manufacturing

11. Kaizen Events – P.R.L.A. 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 IT-465 Lean Manufacturing

12. Kaizen Events – P.R.L.A. 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 IT-465 Lean Manufacturing

13. 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% IT-465 Lean Manufacturing

14. 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 IT-465 Lean Manufacturing

15. 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 IT-465 Lean Manufacturing

16. 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 IT-465 Lean Manufacturing

17. 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 IT-465 Lean Manufacturing

18. 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% IT-465 Lean Manufacturing

19. 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 position Adjustment 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 IT-465 Lean Manufacturing

20. 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 IT-465 Lean Manufacturing

21. Summary, Part II • Increase availability/up-time • Create additional throughput at no cost • Standardize the changeover process • Promote buy-in from employees IT-465 Lean Manufacturing

22. SMED – Service Focus Outcomes • Overview of SMED/quick change-over methodology • Examine SMED application examples in non-manufacturing applications • Summary IT-465 Lean Manufacturing

23. 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 IT-465 Lean Manufacturing

24. 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 IT-465 Lean Manufacturing

25. 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 IT-465 Lean Manufacturing

26. 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 IT-465 Lean Manufacturing

27. 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 IT-465 Lean Manufacturing

28. 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 IT-465 Lean Manufacturing

29. 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 IT-465 Lean Manufacturing

30. 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 IT-465 Lean Manufacturing

31. Inclass Team Exercise • Performing a software upgrade – current process: • Shutdown the system for all users • Find the new software in the next room • Find the installation instruction in the package • Read the instructions • Referencing instruction page. Load the new software • Verify the flags are set for your desired features • Run test reports to verify changes • Fill out log book for changes made • Make file for retention of software disks • Release the system for use by the organization IT-465 Lean Manufacturing

32. In-class Team Exercise (Answer) • Steps that should be EXTERNAL • Shutdown the system for all users • Find the new software in the next room • Find the installation instruction in the package • Read the instructions • Referencing instruction page. Load the new software • Verify the flags are set for your desired features • Run test reports to verify changes • Fill out log book for changes made • Make file for retention of software disks • Release the system for use by the organization IT-465 Lean Manufacturing

33. 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 IT-465 Lean Manufacturing