Chapter 8 Setup Reduction

IT-465 Lean Manufacturing 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

IT-465 Lean Manufacturing 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

IT-465 Lean Manufacturing 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

IT-465 Lean Manufacturing 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

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

IT-465 Lean Manufacturing 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

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

IT-465 Lean Manufacturing 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

IT-465 Lean Manufacturing 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

IT-465 Lean Manufacturing 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

IT-465 Lean Manufacturing 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

Internal vs. External Setup Elements 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

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 IT-465 Lean Manufacturing

IT-465 Lean Manufacturing 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

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 IT-465 Lean Manufacturing

IT-465 Lean Manufacturing 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

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

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

IT-465 Lean Manufacturing 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

IT-465 Lean Manufacturing 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

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

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

IT-465 Lean Manufacturing 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

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

IT-465 Lean Manufacturing 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

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 IT-465 Lean Manufacturing

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

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 Examine the 5S’s IT-465 Lean Manufacturing

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

IT-465 Lean Manufacturing 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

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

IT-465 Lean Manufacturing 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