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freeleansite.com The Lean Enterprise The Lean Enterprise Set-up Reduction/ Quick Changeover Lean Foundations Continuous Improvement Training

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Page 1: Freeleansite.com The Lean Enterprise Set-up Reduction/ Quick Changeover Lean Foundations Continuous Improvement Training Lean Foundations Continuous Improvement

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The Lean EnterpriseThe Lean EnterpriseThe Lean EnterpriseThe Lean Enterprise

Set-up Reduction/ Quick Changeover

Lean Foundations

Continuous Improvement Training

Lean Foundations

Continuous Improvement Training

Page 2: Freeleansite.com The Lean Enterprise Set-up Reduction/ Quick Changeover Lean Foundations Continuous Improvement Training Lean Foundations Continuous Improvement

Introduction to Set-up Reduction /Introduction to Set-up Reduction /Quick Changeover ConceptsQuick Changeover Concepts

based on a technique commonly calledbased on a technique commonly called ‘SMED’ - Single Minute Exchange of Die‘SMED’ - Single Minute Exchange of Die

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• Understand the concepts and principles of Set-up Reduction.

• Share some ideas and understand the benefits of Set-up Reduction.

• Apply the concepts, principles and techniques of SMED to accomplish

Quick Changeovers !!

ObjectivesObjectives

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Team BeliefsTeam Beliefs

Safety comes first

Quality and superior customer satisfaction is our ultimate goal

People are our most valued resource

Blameless environment

Continuous improvement is a way of life

Teamwork (customer, supplier, associates)

Integrity is never compromised

We manage by facts (with data)

Page 5: Freeleansite.com The Lean Enterprise Set-up Reduction/ Quick Changeover Lean Foundations Continuous Improvement Training Lean Foundations Continuous Improvement

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?What is SMED?What is SMED?

SMED stands for:

Single Minute Exchange of Die

Ideally, set-up time should be

anything less than 10 minutes …

Decreased set-up time;

reduces the need for inventory, provides more flexibility and capacity, enables us to better serve our customer!

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Benefits of Quick ChangeoverBenefits of Quick Changeover

Less adjustments means less chance for errors

Elimination of trial processing reduces material waste

Preparation of operating conditions in advance helps stabilize product quality

Increases scheduling flexibility/capacity

Reduces need for on-hand inventory

Improved service levels for customers

Smaller runs means less likelihood of large scale defect problems in inventory

Page 7: Freeleansite.com The Lean Enterprise Set-up Reduction/ Quick Changeover Lean Foundations Continuous Improvement Training Lean Foundations Continuous Improvement

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Set-up TimeSet-up Time

Dies

Tools

Materials

First Good Piece

Last Good Piece

Total elapsed Time

Fixtures

Page 8: Freeleansite.com The Lean Enterprise Set-up Reduction/ Quick Changeover Lean Foundations Continuous Improvement Training Lean Foundations Continuous Improvement

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Set-up TimeSet-up Time

any set-up time can be reduced by 59/60ths!

Shigeo Shingo (wrote the book on SMED…)

believed that:

Page 9: Freeleansite.com The Lean Enterprise Set-up Reduction/ Quick Changeover Lean Foundations Continuous Improvement Training Lean Foundations Continuous Improvement

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Set-up TimeSet-up Time

There are two types of setup time:

Internal Set-up:

Those activities that must be performed while the machine is shut down. (Work content done in addition to Machine Time.)

Example: Removing dies and tooling

External Set-up:

Those activities that are performed while the machine is operating.

Example: Preparing tooling for the next set-up

Page 10: Freeleansite.com The Lean Enterprise Set-up Reduction/ Quick Changeover Lean Foundations Continuous Improvement Training Lean Foundations Continuous Improvement

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Set-up Reduction ProcessSet-up Reduction Process

1. Observe and document the current set-up.

2. Separate Internal and External elements.

3. Improve each element.

4. Observe and document the new set-up process.

5. Standardize the new set-up procedure.

6. Celebrate your success!!

Page 11: Freeleansite.com The Lean Enterprise Set-up Reduction/ Quick Changeover Lean Foundations Continuous Improvement Training Lean Foundations Continuous Improvement

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Observe and Document the Current Set UpObserve and Document the Current Set Up

A. Select a specific set-up for improvement

B. Identify a set-up “kaizen” team.

C. Observe the set-up process:

Video Record the set-up process

Complete the Set-up Operations Analysis chart (before Kaizen).

D. Prepare a Pareto chart for each time category.

Page 12: Freeleansite.com The Lean Enterprise Set-up Reduction/ Quick Changeover Lean Foundations Continuous Improvement Training Lean Foundations Continuous Improvement

Record and Recommend Record and Recommend

During this phase we:Observe and document the existing set-up procedure using

Time Observation and Video Recording techniques- Analyze all work efforts- Identify short-term solutions that can be implemented with procedural changes, modifications to existing fixtures and minor investment in tooling

Page 13: Freeleansite.com The Lean Enterprise Set-up Reduction/ Quick Changeover Lean Foundations Continuous Improvement Training Lean Foundations Continuous Improvement

Video Recording TipsVideo Recording Tips

Collect background data Select regular production “Parts” Determine equipment and operation

Prepare/Evaluate site Where does operator stand? Where is the best position for the camera? Is there adequate lighting?

Narrate Describe what is happening when the operator blocks the camera or leaves the area.

Page 14: Freeleansite.com The Lean Enterprise Set-up Reduction/ Quick Changeover Lean Foundations Continuous Improvement Training Lean Foundations Continuous Improvement

Analyze theAnalyze theTime Observation & Video Time Observation & Video

Review Time Observation and Video with the team Identify opportunities

Internal vs. External Value Added Vs Non-Value Added Normal vs. Abnormal Seven Types of Waste Automatic, Manual, Walking, and Waiting times

Solicit ideas for countermeasures / improvements

Page 15: Freeleansite.com The Lean Enterprise Set-up Reduction/ Quick Changeover Lean Foundations Continuous Improvement Training Lean Foundations Continuous Improvement

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Mach # 3456 Before K aizen AnalysisMinutes From To Area / Department Date

3/7/99

146 Part # Model A Model B Machining Cell

Step No. Changeover Element Element Elapsed Internal External Waste Improvement Plan EliminateInternal to External Reduce

1Pick-up tools from tool crib (search)

19 19 19 x Mount hand tools on machine x

2Remove Fixture (Fixture Change)

15 34 15

Air wrench at machine . Eliminate bolts - install quick release. Design SMED cart to load fixture.

x

3 Look for Tools (Search) 5 39 5 x Mount hand tools on machine x

4Remove Fixture (Fixture Change)

7 46 7 See step 2. x

5Clean & prepare subplate (Fixture Change)

10 56 10 Steel plugs for subplate. x

6Prepare nex fixture (Fixture Change)

20 1'16 20 xStandardize procedures to externalize this step.

x x

7Put on new fixture (Fixture Change)

22 1'38 22

Air wrench at machine . Eliminate bolts - install quick release. Design SMED cart to load fixture.

x

8Remove preset tools (Tools Change)

4 1'42 4Establish common tooling for all models.

x x

9 Preset tooling (Tool Change) 6 1'48 6Standardize procedures to externalize this step.

x

10Load new tooling (Tool Change)

11 1'59 11Establish common tooling for all models.

x x

11 Run 1st Piece (1st Piece) 15 2'14 15

12 Qualify 1st Piece (Gage) 12 2'26 12Standardize procedures to externalize this step.

x

Totals 2'26 2'26 2'11 15

Operation Time Changeover Categories Goal of Improvement Plan

Set-up Operations Analysis Chart

Observe and Document the Current Set UpObserve and Document the Current Set Up

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Observe and Document the Current Set-upObserve and Document the Current Set-up Searching

- Looking for tools, jigs, fixtures, etc.

Fixture Change- Replacing one fixture with another

Tool Change- Replacing existing tooling

Programming- Making adjustments or changes to a CNC program in order to accommodate the new set-up

Walk time- The time an operator must walk to retrieve a fixture, tools etc.

1st Piece- The time required to produce a good unit after the initial set-up

Gage- The time required to qualify the 1st piece

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Set-up Pareto Analysis

0

10

20

30

40

50

60

70

80ti

me

in m

in

Fixture Chg Search Tool Chg 1st Piece check Calibrate Gauge

Pareto Analysis on each Time CategoryPareto Analysis on each Time Category

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Separate the ElementsSeparate the Elements

Internal:Those activities that must be performed while the machine is shut down. Example: Removing dies and tooling

External:Those activities that are performed while the machine is operating. Example: Acquire fixture/tools for next set-up

Both types of actions must be separated. Once the machine is stopped, the associate should never depart to perform any part of

the external set up.

Both types of actions must be separated. Once the machine is stopped, the associate should never depart to perform any part of

the external set up.

Page 19: Freeleansite.com The Lean Enterprise Set-up Reduction/ Quick Changeover Lean Foundations Continuous Improvement Training Lean Foundations Continuous Improvement

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M ach # 3 4 5 6 B e fo re K a iz e n A n a ly s isM inu tes F rom T o A rea / D epartm en t D a te 3 /7/9 9

14 6 P art # Mod el A Mod el B Ma chining Cell

S tep N o . C ha n ge o ve r E le m e n t E le m en t E la psed In te rna l E xte rn a l W aste Im p rovem en t P la n E lim ina teIn te rna l to E xte rn a l R ed u ce

1Pick-up t ools from t ool c r ib (s ea rch)

19 19 19 x Mount ha nd t ools on m a chine x2

Rem ove Fixt ure (Fixt ure Cha nge)

15 3 4 15Air wrench a t m a chine . Elim ina t e bolt s - ins t a ll quick re lea s e . Des ign S MED ca r t t o loa d fixt ure .

x3 Look for Tools (S ea rch) 5 3 9 5 x Mount ha nd t ools on m a chine x4

Rem ove Fixt ure (Fixt ure Cha nge)

7 4 6 7 S ee s t ep 2 . x5

Clea n & prepa re s ubpla t e (Fixt ure Cha nge)

10 5 6 10 S t ee l plugs for s ubpla t e . x6

Prepa re nex fixt ure (Fixt ure Cha nge)

2 0 1'16 2 0 x S t a nd a rd ize proced ures t o ext erna lize t his s t ep. x x

7Put on new fixt ure (Fixt ure Cha nge)

2 2 1'3 8 2 2Air wrench a t m a chine . Elim ina t e bolt s - ins t a ll quick re lea s e . Des ign S MED ca r t t o loa d fixt ure .

x8

Rem ove pres e t t ools (Tools Cha nge)

4 1'4 2 4 Es t a blis h com m on t ooling for a ll m od els . x x9 Pres et t ooling (Tool Cha nge) 6 1'4 8 6

S t a nd a rd ize proced ures t o ext erna lize t his s t ep. x

10 Loa d new t ooling (Tool Cha nge) 11 1'5 9 11 Es t a blis h com m on t ooling for a ll m od els . x x11 Run 1s t P iece (1s t P iece) 15 2 '14 15

12 Qua lify 1s t P iece (G a ge) 12 2 '2 6 12S t a nd a rd ize proced ures t o ext erna lize t his s t ep. x

T o ta ls 2 '2 6 2 '2 6 2 '11 15

O pera tion T im e C hangeove r C a tego ries G oa l o f Im provem en t P lan

S e t -u p O p e ra t io n s A n a ly s is C h a rt

Internal or E xternal?

Separate the ElementsSeparate the Elements

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Develop Improvement PlanDevelop Improvement Plan

5S +1 (6S) discipline is the key to quick changeover!

Every minute spent

looking for tools,

fixtures, drawings, dies,

jigs or other materials

adds to the set-up time.

A strong 5S foundation, with a ‘point-of-use’ (POU) methodology, will ensure that all required materials are in place when needed, are clean, and in working condition.

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Develop Improvement PlanDevelop Improvement PlanRemember the ‘Wastes’ ? (refer to the 7W’s)

Defects

Over-Production (inventory)

Transportation

Waiting

Inspection (mass)

Motion

Processing, itself

+ “Unused Creativity”

Storage areafor Dies

Tool Cart

Punch Press

Tool Room

Page 22: Freeleansite.com The Lean Enterprise Set-up Reduction/ Quick Changeover Lean Foundations Continuous Improvement Training Lean Foundations Continuous Improvement

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Develop Improvement PlanDevelop Improvement Plan

Specifically:

A. Convert as much of the internal set up to the external set up.

B. Eliminate or reduce the internal and external set up.

C. Eliminate the adjustment process.

Ultimate Goal: Eliminate Set-up!

Page 23: Freeleansite.com The Lean Enterprise Set-up Reduction/ Quick Changeover Lean Foundations Continuous Improvement Training Lean Foundations Continuous Improvement

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Steps: Reduce internal work gradually – Steps: Reduce internal work gradually – eliminate unecessary work eliminate unecessary work

measure separate reduce/eliminateconvert

internalin

tern

al

inte

rnal

exte

rnal

exte

rnal

exte

rnal

(repeat)

Page 24: Freeleansite.com The Lean Enterprise Set-up Reduction/ Quick Changeover Lean Foundations Continuous Improvement Training Lean Foundations Continuous Improvement

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Employ Improvement InitiativesEmploy Improvement Initiatives

Once as much of the internal set-up has been converted to external set-up and waste has been eliminated:

– standardize the external set-up actions

– utilize quick fasteners

– use supplementary tools – at the ‘point of use’ (POU)

Page 25: Freeleansite.com The Lean Enterprise Set-up Reduction/ Quick Changeover Lean Foundations Continuous Improvement Training Lean Foundations Continuous Improvement

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Employ Improvement InitiativesEmploy Improvement Initiatives

Developing the Improvement Plan:

• What must be done while the machine is shut down?

What can be done while the machine is running?

Challenge every element in the set-up !

Establish a sound 6S (5S+1) foundation.

Page 26: Freeleansite.com The Lean Enterprise Set-up Reduction/ Quick Changeover Lean Foundations Continuous Improvement Training Lean Foundations Continuous Improvement

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Improvement Checklist – Improvement Checklist – anan exampleexample

Station tools, jigs, dies, etc. near the machine. (POU)

Assure that all jigs, gauges, dies, tools, etc. function before the set-up begins.

Perform as many External elements as possible prior to the set-up.

Two people working together may reduce net set-up time

Use functional clamps: One turn/ One motion

Use visual control to eliminate adjustments.

Page 27: Freeleansite.com The Lean Enterprise Set-up Reduction/ Quick Changeover Lean Foundations Continuous Improvement Training Lean Foundations Continuous Improvement

Application Best PracticesApplication Best Practices

1) Make minor modification to the existing fixtures.

2) Implement Point-of-Use (POU) techniques.

3) Identify additional tooling to remove attachment from internal to external.

4) Adopt standardized tooling.

5) Document time savings.

Page 28: Freeleansite.com The Lean Enterprise Set-up Reduction/ Quick Changeover Lean Foundations Continuous Improvement Training Lean Foundations Continuous Improvement

Application Best Practices - ContinuedApplication Best Practices - Continued

For example: Slots in fixture and T-Bolts reduce attachment time.

A new part holder reduced the time required to load and unload parts to fixture. Swing hook eliminated the need to remove nut from bolt.

Extra set slides allow detach to be completed on external time.

Page 29: Freeleansite.com The Lean Enterprise Set-up Reduction/ Quick Changeover Lean Foundations Continuous Improvement Training Lean Foundations Continuous Improvement

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Other ideasOther ideas

1. Quick Changeover begins and ends with the 5S’s.

2. Change the Internal set-up into External, then improve the remaining Internal set-up time.

3. Bolts are our Enemies.

4. If you have to use your hands make sure your feet stay put.

5. Don’t rely on Special Fine-tuning skills.

6. Standards are standard: they are NOT flexible.

7. Standardize all SMED Operations

Page 30: Freeleansite.com The Lean Enterprise Set-up Reduction/ Quick Changeover Lean Foundations Continuous Improvement Training Lean Foundations Continuous Improvement

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IdeasIdeas

The die heights of a punch press or molding machine can be standardized by using the liner (spacer) so that stroke

adjustment will be unnecessary.

Source: Toyota Production System - Yasuhiro Minden

Page 31: Freeleansite.com The Lean Enterprise Set-up Reduction/ Quick Changeover Lean Foundations Continuous Improvement Training Lean Foundations Continuous Improvement

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IdeasIdeasExamples of Quick

Fasteners

Usually a bolt is the most popular fastening tool. But because a bolt fastens at the final turning of the nut can loosen at the first turn, a convenient fastening tool that would allow only a single turning of the nut should be devised.

Source: Toyota Production System - Yasuhiro Minden

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IdeasIdeas

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IdeasIdeas

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For example: A slide clamp reduced the time required to load and unload parts to fixture. 2 hold-down clamps eliminated the need to tape parts during a glue-up operation. Set slide allows quick (temporary) alignment of 2 parts.

IdeasIdeas

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Document the New Set-upDocument the New Set-up

A. List each element on the Set-up Operations Standard Chart (after Kaizen)

B. Video tape the new set-up procedure.

C. Record the set-up time for each element

D. Note areas for future improvement.

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Mach # After K aizenMinutes From To Area / Department Date

Part #

Step No. Changeover Element Element Elapsed Internal External Waste Comments / Future Improvement Plans

Operation Time Changeover Categories

Set-up Operations Standard

Standardize the New ProcedureStandardize the New Procedure

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Standardize the New ProcedureStandardize the New Procedure

The Set-up Operations Standard chart will become the basis for the new set-up procedure.

Prepare the appropriate detail and work instructions that will be included on the Set-up Operations Standard chart.

Assure that all appropriate personnel are trained in the new procedure.

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The Lean EnterpriseThe Lean EnterpriseThe Lean EnterpriseThe Lean Enterprise

Set-up Reduction/ Quick Changeover

Lean Foundations

Continuous Improvement Training

Lean Foundations

Continuous Improvement Training