Setup Reduction Workshop

Prepared by John Petak 1

Change Over / Set up Reduction

War on Waste

Prepared by John Petak 2

Session Length: Varies depending on operation.

Objectives:1.To understand the concepts and principles of Setup Reduction.2. To understand the benefits of Setup Reduction.3. To apply the concepts, principles and techniques of Setup Reduction.

Change Over Reduction / Setup

Prepared by John Petak 3

Materials: Setup Reduction

Forms:Set-up Operations Analysis

ChartSet-up Operations Standard

forms Summary of Results Sheet.

Change Over Reduction / Setup

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Producing At Minimum

Quantity

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Introduction:You must ensure that all individuals understand:

•Decreasing setup time•Reducing Inventory Need•Creating Flexibility & Capacity•Serving the Customer

Change Over Reduction / Setup

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Furthermore, it is key to developing and maintaining a company’s competitiveness in today’s market. This session will highlight these factors through the use of Change Over Setup Reduction.

Change Over Reduction / Setup

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To respond more quickly to customer demand : Constantly reduce process change time. Decrease the cost of each process change . Be able to make more process changes in the

same opening time . Produce the precise quantities within a

minimizedlead time .

Be able to reduce the size of the batches manufactured .

WHY Change Over Reduction / Setup?

Producing and Servicing in small batches … has its advantages !

•Stock Reduction• Improved Reaction•Surface Reduction• Improved Lead Times• Improved Management

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The drawback ………

…………………………… production change times are too long

Producing in small batches is economically acceptable only if production change times are reduced .

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What is Changeover / Setup Reduction?

Method of reducing production change time .

Batch no. 1last good part

Batch no. 2first complyingpart

TIME

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Implementation Process

Implementthe

actions

Measureand

stabilize

Adjustand

correct

Setup / Reduction

Form the Work

group Set theobjective

Observe what exists

Extract Convert Propose

improvement actions

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The old production is in process: determine the events to observe, determine the elements to measure, define the ‘‘triggers’’ which delimit the events

The old production is stopped: start-up of continuous observation; any gesture or action lasting more than 30 seconds must be recorded;

The machine is freed (of the residual elements of the

preceding series) The tool is changed The adjustments are made The new production is launched

Observe What Exists

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EXTRACTION : "internal" operations possible to convert into "external " operations .

SIMPLE CONVERSION : "external" operations which can be "extracted" immediately .

CONVERSION TO BE STUDIED: "external" operations which can be "extracted" after a technical modification.

REDUCE : make the operation quicker, safer, less tiring

Draw up the "ACTIVITY DIAGRAM"

Synthesis of the observation

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Classify internal/external operations

" INTERNAL " operation = operation which must be performed when the machine is stopped (ex.: loosening a tool to be changed) ;

" EXTERNAL" operation = operation required by the production change but which does not require that the machine be stopped (ex.: filling in a document) ;

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• Formalize the action plan.• Rank priorities.• Evaluate gains action per action.• Estimate the investment and

request it.• Appoint a leader and a lead time

for each action.

Propose Improvement Actions

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Implementing the Actions

• The ACTION PLAN becomes the structure for the progress achieved.

• The APPLICATION of decisions engages the future.

• The project must be GUIDED with prudence, determination and rigor .

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Stabilize, Adjust, Correct

• Above all, it is indispensable to measure results *:

• AT THE STATION - duration of operations , throughput buildup, incidents , etc.

• ON THE TOOLS - number , uses, modifications , etc.

• ON THE ENVIRONMENT - customer order, inventory, administration , etc.

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Changeover Tracking Chart

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Weekly Tracking Chart

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Selecting Machines and Setups

• When selecting the machines to be studied and part setups to be analyzed one must consider:

• machine utilization• assigned product mix• current setup lengths

• Efforts should be focused on the setups that will yield the most gain. Identifying the appropriate setups on a machine should not last more than a day.

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Adopting a Systematic Approach

• Videotape setup operations• After scheduling a setup videotaping, a

short informal meeting (10-15 minutes) should be conducted with the machine operator responsible for setting up the machine.

• Explain to the operators that they must remain as natural as possible.

• The team at this time may also determine where to set up the video camera.

• Set up recording starts when the last part of the preceding lot is processed, and the recording stops when the first good part of the next lot is processed.

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Adopting a Systematic Approach

• Videotape setup operations• Enough blank tapes must be

available as some setups last several hours.

• The camera must not be stopped when the operator leaves the machine for any setup related operation.

• Take notes! One team member controls the camera while another takes notes.

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Adopting a Systematic Approach

• Analyze the videotape• Decompose the setup into elementary

operations. Manually or using spreadsheet software.

• Define each operation.a. An operation is the smallest identifiable

action performed by the operator.• Determine beginning and ending times.

a. Each operation has a well defined starting and ending point.

• Calculate operation length.a. Subtract the current operation’s beginning

from the next operation’s beginning time.

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Adopting a Systematic Approach

• Analyze the videotape• Group operations into classes.

a. 10 classes maximum and break down the setup into sequential categories.

• Compute and chart class-time percentages.

a. time spent on each class and percentage of the initial setup are computed.

b. each class total time is computed.

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Adopting a Systematic Approach

• Identify problems and search for solutions.

• Team members develop ideas for improvement by answering, what can be eliminated, simplified or transferred to an external operation.

• To give the meetings structure Pareto charts or cause and effect diagrams may be used.

• Every idea is discussed and the list of final solutions is recorded.

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Adopting a Systematic Approach

• Evaluate the improvements: Estimate the gains.

• Operation improvements are listed by writing solution numbers and estimated time reductions.

• Internal time(when machine is not running), external time (while machine is running), and total time reductions ( internal-time reduction subtracted from the setup time to be performed externally).

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Adopting a Systematic Approach

• Evaluate the improvements: Estimate the costs.

• Consult internal resources, as a function of internal hourly rate and cost of materials.

• Present the solutions to management. Include the following:

• Brief machine description• List of classes and percentage

breakdown (pie chart)• List of solutions and time-reduction

breakdown (pie chart)• Time reduction• Brief description of each proposed

solution.

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Adopting a Systematic Approach

• Implement the solutions• Solution implementation immediately follows solution validation.

• Necessary equipment is purchased and machine modifications are made.

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