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Chapter 8 Setup Reduction. IT-465 Lean Manufacturing2 Setup Reduction Goal To drastically reduce the time it takes from when a customer places an order.

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Presentation on theme: "Chapter 8 Setup Reduction. IT-465 Lean Manufacturing2 Setup Reduction Goal To drastically reduce the time it takes from when a customer places an order."— Presentation transcript:

1 Chapter 8 Setup Reduction

2 IT-465 Lean Manufacturing2 Setup Reduction Goal To 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.

3 IT-465 Lean Manufacturing3 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%.

4 IT-465 Lean Manufacturing4 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.

5 IT-465 Lean Manufacturing5 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

6 IT-465 Lean Manufacturing6 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.

7 IT-465 Lean Manufacturing7 Summary Setup reduction is a powerful tool which improves a plants ability to provide customer satisfaction while better utilizing its assets Readily 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.

8 IT-465 Lean Manufacturing8 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

9 IT-465 Lean Manufacturing9 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

10 IT-465 Lean Manufacturing10 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

11 IT-465 Lean Manufacturing11 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

12 IT-465 Lean Manufacturing12 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

13 IT-465 Lean Manufacturing13 Internal vs. External Setup 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%

14 IT-465 Lean Manufacturing14 Converting Internal to External 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

15 IT-465 Lean Manufacturing15 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

16 IT-465 Lean Manufacturing16 Promote Clamps and One-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

17 IT-465 Lean Manufacturing17 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

18 IT-465 Lean Manufacturing18 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%

19 IT-465 Lean Manufacturing19 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

20 IT-465 Lean Manufacturing20 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

21 IT-465 Lean Manufacturing21 Summary, Part II Increase availability/up-time Create additional throughput at no cost Standardize the changeover process Promote buy-in from employees

22 IT-465 Lean Manufacturing22 SMED – Service Focus Outcomes Overview of SMED/quick change-over methodology Examine SMED application examples in non-manufacturing applications Summary

23 IT-465 Lean Manufacturing23 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

24 IT-465 Lean Manufacturing24 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

25 IT-465 Lean Manufacturing25 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

26 IT-465 Lean Manufacturing26 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

27 IT-465 Lean Manufacturing27 Document & Study Internal & 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

28 IT-465 Lean Manufacturing28 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

29 IT-465 Lean Manufacturing29 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 5Ss

30 IT-465 Lean Manufacturing30 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

31 IT-465 Lean Manufacturing31 Inclass Team Exercise Performing a software upgrade – current process: 1.Shutdown the system for all users 2.Find the new software in the next room 3.Find the installation instruction in the package 4.Read the instructions 5.Referencing instruction page. Load the new software 6.Verify the flags are set for your desired features 7.Run test reports to verify changes 8.Fill out log book for changes made 9.Make file for retention of software disks 10.Release the system for use by the organization

32 IT-465 Lean Manufacturing32 In-class Team Exercise (Answer)

33 IT-465 Lean Manufacturing33 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

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