the lean enterprise set-up reduction/ quick changeover lean foundations continuous...

Download The Lean Enterprise Set-up Reduction/ Quick Changeover Lean Foundations Continuous Improvement Training Lean Foundations Continuous Improvement

Post on 01-Apr-2015




0 download

Embed Size (px)


  • Slide 1 The Lean Enterprise Set-up Reduction/ Quick Changeover Lean Foundations Continuous Improvement Training Lean Foundations Continuous Improvement Training Slide 2 Introduction to Set-up Reduction / Quick Changeover Concepts based on a technique commonly called SMED - Single Minute Exchange of Die Slide 3 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 !! Objectives Objectives Slide 4 Team Beliefs F Safety comes first F Quality and superior customer satisfaction is our ultimate goal F People are our most valued resource F Blameless environment F Continuous improvement is a way of life F Teamwork (customer, supplier, associates) F Integrity is never compromised F We manage by facts (with data) Slide 5 ? 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! Slide 6 Benefits 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 Slide 7 Set-up Time Dies Tools Materials First Good Piece Last Good Piece Total elapsed Time Fixtures Slide 8 Set-up Time any set-up time can be reduced by 59/60ths! Shigeo Shingo (wrote the book on SMED) believed that: Slide 9 Set-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 Slide 10 Set-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!! Slide 11 Observe 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. Slide 12 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 Slide 13 Video 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. Slide 14 Analyze the 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 Slide 15 Observe and Document the Current Set Up Slide 16 Observe 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 Slide 17 Pareto Analysis on each Time Category Slide 18 Separate 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. Slide 19 Separate the Elements Slide 20 Develop 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. Slide 21 Develop Improvement Plan Remember the Wastes ? (refer to the 7Ws) Defects Over-Production (inventory) Transportation Waiting Inspection (mass) Motion Processing, itself + Unused Creativity Storage area for Dies Tool Cart Punch Press Tool Room Slide 22 Develop 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! Slide 23 Steps: Reduce internal work gradually eliminate unecessary work measureseparatereduce/eliminate convert internal external (repeat) Slide 24 Employ 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) Slide 25 Employ 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. Slide 26 Improvement Checklist an example 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. Slide 27 Application 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. Slide 28 Application 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. Slide 29 Other ideas 1. Quick Changeover begins and ends with the 5Ss. 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.Dont rely on Special Fine-tuning skills. 6.Standards are standard: they are NOT flexible. 7.Standardize all SMED Operations Slide 30 Ideas 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 Slide 31 Ideas Examples 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 Slide 32 Ideas Slide 33 Ideas Slide 34 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. Ideas Slide 35 Document 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. Slide 36 Standardize the New Procedure Slide 37 Standardize 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. Slide 38 The Lean Enterprise Set-up Reduction/ Quick Changeover Lean Foundations Continuous Improvement Training Lean Foundations Continuous Improvement Training


View more >