The Lean Enterprise

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The Lean Enterprise
Set-up Reduction/ Quick Changeover
Lean Foundations Continuous Improvement Training
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Introduction to Set-up Reduction /Quick
Changeover Conceptsbased on a technique commonly
called SMED - Single Minute Exchange of Die
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Objectives

• 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 !!

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Team 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)

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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 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

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Set-up Time
Dies
Fixtures
Last Good Piece
First Good Piece
Tools
Materials
Total elapsed Time
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Set-up Time
Shigeo Shingo (wrote the book on SMED) believed
that
any set-up time can be reduced by 59/60ths!
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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
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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. Standardiz
e the new set-up procedure. 6. Celebrate your
success!!
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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.

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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

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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.

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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

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Observe and Document the Current Set Up
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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

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Pareto Analysis on each Time Category
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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.
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Separate the Elements
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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.
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Develop Improvement Plan

• Remember the Wastes ? (refer to the 7Ws)
• Defects
• Over-Production (inventory)
• Transportation
• Waiting
• Inspection (mass)
• Motion
• Processing, itself
• Unused Creativity

Punch Press
Tool Cart
Storage area
for Dies
Tool Room
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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!
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Steps Reduce internal work gradually eliminate
unecessary work
external
external
external
internal
internal
internal
measure
separate
reduce/eliminate
convert
(repeat)
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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)

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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 (5S1) foundation.

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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.

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Application Best Practices

• Make minor modification to the
• existing fixtures.
• Implement Point-of-Use (POU) techniques.
• Identify additional tooling to remove attachment
• from internal to external.
• Adopt standardized tooling.
• 5) Document time savings.

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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.

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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
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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
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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
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Ideas
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Ideas
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Ideas

• 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.

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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.
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Standardize the New Procedure
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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.
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The Lean Enterprise
Set-up Reduction/ Quick Changeover
Lean Foundations Continuous Improvement Training