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!

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

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

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

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