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Chapter 8Setup Reduction
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Developed by the Japanese Shigeo Shingo
◦ Father of SMED and Poka Yoke◦ Shingo prize named in his honor
Incorporated into the Toyota Production System
SMED – History of Setup Reduction
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Setup time ◦ The time required for a specific machine, resource, work
center, process, or line to convert from the production of the last good piece of item A to the first good piece of item B. – APICS Dictionary, 11th edition
Internal setup◦ The part of the setup which must be done while the
process is stopped. External setup
◦ The part of the setup which can be done while the process is still running.
Setup Definitions
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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 Overall waste elimination Commit to continuous improvement cycles
SMED – The Steps
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The SMED approach1. Observe (video tape) a changeover2. Define internal and external elements3. Separate external elements to a time when
equipment is running4. Shift as many internal elements to external as
possible5. Streamline the internal elements6. Streamline the external elements
Single Minute Exchange of Dies
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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 for a company
to fully utilize its assets by producing varying products using the same manufacturing equipment.
◦ Reduces inventory by supporting building products to order.
Setup Reduction Goal
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1. Eliminate all setup waste categories associated with the setup* process
2. Reduce setups to a one-step process
3. Reduce setup time to “0”
Goals of the Setup Initiative
Part “A” Running
Part “B” Running
Setup*
*Goal 1 and 2 support 3 – the one real goal!
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External◦ The part of the setup which can be done while the process is still
running.◦ Activities such as searching, locating, or moving needed items to
and from the work area◦ This could be 50% or more of the setup time
Internal◦ The part of the setup which is done while the process is stopped.◦ Activities done at the work area such as loading and unloading
fixtures Replacement waste
◦ Activities that cause you to disassemble and reassemble the setup using some of the same parts
Adjustment waste◦ The activity and process of making a “setup piece”
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Setup Waste Categories
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How does setup reduction fit in with the strategic vision?
◦ Flow/Pull: Enables the reduction of
lot sizes - a key element to increasing flow.
◦ Six Sigma Quality: Changes adjustments
into settings. Reduces variation of
setups which lead to variation in product and service.
◦ Waste Elimination: We have not found a
buyer for setup time, so it must be waste.
Setup Reduction
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Reduced setup times allow:◦ You to be cost competitive◦ Carry smaller lot sizes without increasing part
cost Smaller lot sizes result in:
◦ Reduce WIP (inventory)◦ Reduced time from raw material to finished goods
(manufacturing lead time)
Reduced manufacturing lead-times result in:◦ Faster response to customer requested changes◦ Producibility problems being identified quicker◦ Reduced scrap and rework costs◦ Increased manufacturing flexibility, capability and
capacity
Why Setup Reduction?
See Figure 8.0 page 312
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Storage space must be reserved 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%.
Inventory Reduction
Rule #1: Do not attempt to go to one-day customer requirements lot production on any machine unless your TPM initiative is in place and equipment uptime is assured.
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Quality problems and defects related to the setup process are reduced because:◦ Setups are eliminated or has reduced actions,
every action can lead to a problem◦ 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 assembly time
Does Quality Improve? Why?
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First Stage◦ 50% improvement from original setup
Moved elements from internal to external Majority of benefits come from 5S
Second Stage◦ 75% improvement from original setup
Perform process improvement on remaining internal elements
Elimination of non-value added steps Third Stage
◦ 90% improvement from original setup Streamline remaining internal and external elements
Typical Results from Setup Reduction
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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 it is easily implemented, ◦ has relatively low cost, ◦ and provides quick relief to the tedious drudgery
of long setups
Summary
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Conduct a setup reduction project
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1. Preparation; check materials, get instructions, etc.
2. Removing tools, mounting tools, etc3. Measurements, settings, and calibration.4. Trial runs and adjustments.
Basic Steps in a Changeover
See Figure 8.2 page 318
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A Typical Setup
15
30
45
60Minutes
1 2 3 4
Position/
adjust
Prepare
tools
and
fixtures
Search
Position/
adjust
Prepare
tools
and
fixtures Position/
adjust
SMED
Inte
rnal
tim
e
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In which setup is improvement a priority?
Collect appropriate data Standard and actual setup durations Takt time Establish priorities to work on
Choose Where to Begin
TAKT
setup timemachine time
==
5
4
3
2
15
4
3
2
1
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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 requested change in services
High Impact Targeted Processes
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Choose a setup reduction champion Provide training to the champion Choose a setup reduction team
◦ Setup person◦ Machine operator◦ Facilities representative◦ Manufacturing engineer◦ Area leader
Setup reduction champion to train the setup reduction team
Begin the effort
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Step 1: Team and Equipment Selection
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Baselines are best established using video of the existing process:
Why Visually depicts the process Permits multiple viewings to study the
process Retains objectivity Gate-to-gate view idealHow Narrate and document the steps Utilize real-time equipment if available Include audio as part of the videoDocument results in a worksheet
Step 2: Establish a Baseline
Rule #3: No guess work – video tape all setups that you want to improve. Use the time and date function on the camera.
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Review the videotape◦ List all activities that occurred◦ Identify tasks and time to perform each task
Use setup analysis form Distinguish between internal and external steps and
waste Identify improvement opportunities
Step 3: Document the Setup
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Setup Analysis Form
SETUP ANALYSIS FORMCurrent
time Improvement
No. Task/Operation Internal External Internal External
Current total Improve total
Proposedtime
Internal: Operations that can be performed only when the machine is stopped.External: Operations that can be performed while the machine is in operation.Key Terms: Assemble, Dismantle, Use, Transportation (Empty), Transportation (Full), Take, Add, Change, Put Down, Find, Choose, Inspect, Reposition, Hold, Wait, Look For, Run, Prepare
Team: __________ Date:______
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Mazak V-5 Setup Reductionsetup ANALYSIS FORM
Currenttime Improvement
No. Taask/Operation Internal External Internal External
Current total Improved total
Proposedtime
Internal: Operations that can be performed only when the machine is stopped.External: Operations that can be performed while the machine is in operation.
Key terms: Assemble, Dismantle, Use, Transportation (Empty),Transportation (Full), Take, Add, Change, Put Down, Find, Choose, Inspect, Reposition, Hold, Wait, Look For, Run, Prepare
Add edits & offsets
Change tool
Assemble indexer
Looking for indicator
Run machine
Preparing gages
Looking for tools
Deburr part
Inspect 1st piece
....
1
2
3
4
45
46
47
48
49
3:00
2:05
12:38
:30
1:20
3:34
2:38
2:20
19:12
134:20
Permanent program for edits & offsets 0
Develop tool life maintenance program
Indexer permanently assembled
Relocate indicator closer to machine
0
Speeds and feeds improvements
0
:05
:45
Locate high usage tools closer to machine 0
Prepare gages ahead of time 0
Purchase new deburring knife :42
Inspect per fixture (continue machine cycle) 5:39
18:28 36:1710:09
Team: _______________ Date: __________V-5 Ballhead Cell 12/08
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Reduce internal Increase external
Convert internal setup to external setup
Step 4: Shift the elements
Rule #4: The greatest reduction in setup time occur from the elements that take the longest time. Concentrate on the longest time elements first.
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Pre-setup activities◦ Tools cleaned and sharpened◦ Gages preset & supplies ready◦ Materials transported/ sequenced◦ Tools/fixtures/supplies positioned◦ Getting paperwork
Post setup activities◦ Clean, inspect, return, and repair tools, materials
and fixtures◦ Store all items in assigned locations
General 5S activities◦ Area sorted and cleaned◦ Use shadow boards◦ All necessary tools nearby◦ Paperwork & standards posted in area◦ Next lot/part (incoming) near area◦ Incoming and outgoing areas are clearly
identified◦ Visual flow of work through area◦ Use dedicated tool or die carts for each
area/machine
How to Move Internal to External
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5S workplace organization must be in place to receive the fifty percent or more reduction in setup times which can occur from just being ready.
Make sure travel distances are minimized. Number of movements are reduced. Tools, tool carts, jigs, fixtures, gauges, and
instructions are nearby and ready.
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Rule #2
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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
Converting Internal toExternal Setup
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Don’t wait for perfect conditions… JUST DO IT!
Eliminate all unnecessary steps Convert as many internal steps to external
steps as possible Improve/reduce the internal steps time Improve/reduce the external steps time
Step 5: Waste Elimination
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Specially designed cart to organize tooling Quick release fasteners Stoppers to quickly position parts Locating pins and holes to eliminate
adjustments Standardized die heights Conduct activities in parallel – teamwork Minimize the number of tools and parts
Improvement Opportunities
Rule #5: Do not confuse motion and movement with work.
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Stage all tools and materials Store high use items at the point of use Proper storage and labeling of all items Use tool boards Organize tools and parts in order of usage Sharpen and pre-set tools Pre-heat, pre-adjust, pre-etc….
Improvement Opportunities
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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
Standardize Functions
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Kitting of tools, gauges, accessories, information
Improvement Opportunity
Next kit
Preceding kit
Machine
kit 1
kit 2
kit 3
kit 4
kit 5
Kits location
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Bring equipment together
Improvement Opportunity:
Decreasewalking time& searching
machine machine
BEFORE
AFTER
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Prepare tools ahead of time◦ Pallet changers◦ Load/unload while machine is running◦ Tear down/set up while machine is
running
Improvement Opportunity
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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
Promote Clamps andOne-touch Fasteners
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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%
Adopt Parallel Operations
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Settings vs. Adjustments Settings occur when the position of an item is changed Adjustments occurs when the item is tested and
repeatedly adjusted to a new position
Adjustment can be eliminated if a gage 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 Have fixed locations
Eliminate Adjustments
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Most costly technique for reducing changeover times
Use only after all other techniques have been implemented
Mechanization
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Sustain the improvements Leverage successes across other areas and
machines Update standards as appropriate
◦ Document standard practices (setup sheets; WI’s; digital pictures)
◦ Create work order lot size calculator to determine lot size quantities
Step 6: Continuous Improvement
Rule #6: Develop a rewards and recognition program for the setup reduction effort. Display the results of how each team is doing. Have celebrations as milestones are reached.
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Similar to Kaizen, never quit reducing changeover times
Select different team members to find fresh ideas
Expand the scope of team members to include:◦ Equipment manufacturers◦ Software developers◦ Suppliers of information or materials
Commit to Continuous Improvement
Rule #7: It is time to start inviting your suppliers to attend the next training class. You cannot become world class without world class suppliers.
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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
Summary