1. Chapter 8
Setup Reduction

2. 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

3. 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

4. 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

5. 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

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. 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

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. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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

17. 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

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. 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

21. 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

22. 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

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. 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

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. 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

27. 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

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
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. 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

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. 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