Description
This is a presentation includes the reduction in set up times.
Business Improvement Techniques
Clickup edit Master subtitle style Set to Reduction
2/5/13
Set Up Reduction
Objectives Benefits of effective process set-up techniques How to deploy set-up reduction techniques How to prepare for and apply set-up reduction techniques using single minute exchange of dies (SMED) method How to further improve the set-up reduction techniques process How to sustain the improvements made to a set-up Additional benefits of effective process set-up and changeover techniques within 2/5/13 a lean
Set Up Reduction
Principles and Benefits of Set-Up Reduction
Understand the principals of “set up reduction techniques” and how it can improve business efficiency and profitability Understand why a machine, process or operation would be selected for the improvement activity and what range of improvements can be possible
2/5/13
Set Up Reduction
What is a set-up process?
“The time taken to change a machine from production of the last good part from the finished production run to the first good part of the next production run”
2/5/13
Set Up Reduction
Typical set up process
2/5/13
Set Up Reduction
Why do we need to reduce the time taken to set-up a process ? Set-Up is a non value adding process which causes production output to be lost
SET-UP PROCESS
NON VALUE ADDED
=
LOST PRODUCTION OUTPUT
2/5/13
Set Up Reduction
The conventional way to limit the effects of setups is to minimise the number of set-ups required. i.e. Set-up avoidance. This assumes set-ups are a set time who’s impact can only be limited by reducing the number of times we do a set-up.
2/5/13
Set Up Reduction Set-up avoidance.
Long machine production runs. High levels of work in progress. High levels of finished parts stock. Poor delivery performance. Complex scheduling systems
2/5/13
Set Up Reduction
A better approach:- improve the setup
Minimise the time to perform a set-up. Eliminate wastes continually from the set-up process. Capture and standardise the best method sharing the skills required to set-up. 15 minutes 6.7 Enable set-ups to be performed as and when T …….. seconds..... required by customer driven demand. O ...
2/5/13
Set Up Reduction
What do we gain? Flexibility Shorter set-up times More frequent set-ups Smaller batch sizes Shorter lead times Competitive advantage
2/5/13
Set Up Reduction
Where to apply set-up reduction techniques
2/5/13
Set Up Reduction
Focus by data analysis
2/5/13
Set Up Reduction
Identifying a model product and machine process By performing each analysis a combined focus can be achieved which delivers all three basic improvement goals. B Products Machines I A IV II B III C IV D V E VI
2/5/13
Set Up Reduction
2/5/13
Set Up Reduction
How to perform a set-up reduction activity
2/5/13
Set Up Reduction Preparation for set-up reduction activity
For a reduction activity to be successful the following preparation will be required. ? Champion on board ? Mandate and objective set ? Time allocated ? Team defined ? Resources available 2/5/13 ? Skills in place
Set Up Reduction
2/5/13
Set Up Reduction
2/5/13
Set Up Reduction
A set-up reduction activity deploys the 4 steps within the following framework: ? Capture the set-up activity on video ? Analyse video into work elements ? Highlight elements as either internal & external ? Highlight all elements that include waste ? Re-organise internal & external processes ? Create improved process standard operations ? Proving trial of new process ? Identify and eliminate waste 2/5/13
Set Up Reduction
2/5/13
Set Up Reduction
? Capture
? The
the process – video
use of video can be an issue which should be discussed and agreement reached prior to any activity on the shopfloor. ? To get the best from video ensure the following:? Follow the operators and capture any automatic cycle times, more than one video maybe needed. ? Do not interrupt operator with questions during set-up process, include him in analysis team. ? Ask operator to perform as normally as possible, speeds, feeds, etc. ? Do not prepare anything especially in advance for the set-up, capture what usually happens
2/5/13
Set Up Reduction
2/5/13
Set Up Reduction
Re-organise internal & external elements
2/5/13
Set Up Reduction
2/5/13
Set Up Reduction
From the detailed analysis the set–up can be reviewed by the overall categories of internal, external and potential waste.
When setting a target for the proving trial, the pure internal time is a useful start point. Any new method will have initial teething problems and the team may add some allowance for this.
2/5/13
Set Up Reduction
Changing internal to external operations
Pre-set tooling
Setting required on machine during set-up, i.e. machine stopped time
Tool set to exact dimensio on pre-setting machine pri to set-up, minimising machine 2/5/13 time stop
Set Up Reduction
Eliminating waste from internal operations
Quick positioning through datum blocks and dowels
2/5/13
Set Up Reduction
Eliminating waste from internal operations
Quick positioning through special fasteners
2/5/13
Set Up Reduction
Eliminating waste from internal operations
Replace multiple connections with manifold blocks
2/5/13
Set Up Reduction
Eliminating waste from internal operations
2/5/13
Set Up Reduction
Eliminating waste from internal operations
Quick positioning through standardisation of size
2/5/13
Set Up Reduction
Eliminating waste from external operations
Instant use of tools through preparing tools, jigs, etc. beforehand
2/5/13
Set Up Reduction
Changing habits
2/5/13
Set Up Reduction
2/5/13
Set Up Reduction
Step one - capture current situation Record all Activities Capture time to perform each one The car is stopped for 281 seconds
2/5/13
Set Up Reduction
Pit-stop - current situation
2/5/13
Set Up Reduction
Step two - identify internal and potential external operations Identify internal from potential external Operations Internal time is 194 seconds External time is2/5/13 87
Set Up Reduction
Step three - convert internal to external operations Convert internal to external operations Fuel filler cap = 16 seconds Internal time now 178 seconds External time now 103 seconds
2/5/13
Set Up Reduction
Step four - eliminate waste
Eliminate waste from all operations. Priority internal Internal time now 29 secs External 2/5/13
Set Up Reduction
Pit-stop - 91% improvement
Car stopped for only 29 seconds Races are now won and lost in the pit lane. After initial improvement start P-D-C-A cycle for Continual 2/5/13
Set Up Reduction
Set-up ongoing management Ensuring improvement is sustained requires attention to the following.
? Set-up
captured in standard operations. ? Performance measured and reviewed. ? Actions captured and actioned.
2/5/13
Set Up Reduction
Set-up & standard operations
Standard operations are the foundation stone of the set-up process and P-D-C-A improvement cycle. If standard operations are missing, every set-up will vary according to which operator performs it. Operator variations are caused through differences in training, knowledge, experiences and attitudes.
2/5/13
Set Up Reduction
Taking manufacturing advantage of set-up reduction successes
2/5/13
Set Up Reduction
Improving flexibility
2/5/13
Set Up Reduction
Increase output and overhead recovery
2/5/13
Set Up Reduction
Improve profitability and competitiveness
2/5/13
Set Up Reduction
Summary
This unit has covered: Benefits of effective process set-up techniques How to deploy set-up reduction techniques How to prepare for and apply set-up reduction techniques using single minute exchange of dies (SMED) method How to further improve the set-up reduction techniques process How to sustain the improvements made to a set-up Additional benefits of effective process set-up and changeover techniques within a lean environment Any questions?
2/5/13
doc_485297599.pptx
This is a presentation includes the reduction in set up times.
Business Improvement Techniques
Clickup edit Master subtitle style Set to Reduction
2/5/13
Set Up Reduction
Objectives Benefits of effective process set-up techniques How to deploy set-up reduction techniques How to prepare for and apply set-up reduction techniques using single minute exchange of dies (SMED) method How to further improve the set-up reduction techniques process How to sustain the improvements made to a set-up Additional benefits of effective process set-up and changeover techniques within 2/5/13 a lean
Set Up Reduction
Principles and Benefits of Set-Up Reduction
Understand the principals of “set up reduction techniques” and how it can improve business efficiency and profitability Understand why a machine, process or operation would be selected for the improvement activity and what range of improvements can be possible
2/5/13
Set Up Reduction
What is a set-up process?
“The time taken to change a machine from production of the last good part from the finished production run to the first good part of the next production run”
2/5/13
Set Up Reduction
Typical set up process
2/5/13
Set Up Reduction
Why do we need to reduce the time taken to set-up a process ? Set-Up is a non value adding process which causes production output to be lost
SET-UP PROCESS
NON VALUE ADDED
=
LOST PRODUCTION OUTPUT
2/5/13
Set Up Reduction
The conventional way to limit the effects of setups is to minimise the number of set-ups required. i.e. Set-up avoidance. This assumes set-ups are a set time who’s impact can only be limited by reducing the number of times we do a set-up.
2/5/13
Set Up Reduction Set-up avoidance.
Long machine production runs. High levels of work in progress. High levels of finished parts stock. Poor delivery performance. Complex scheduling systems
2/5/13
Set Up Reduction
A better approach:- improve the setup
Minimise the time to perform a set-up. Eliminate wastes continually from the set-up process. Capture and standardise the best method sharing the skills required to set-up. 15 minutes 6.7 Enable set-ups to be performed as and when T …….. seconds..... required by customer driven demand. O ...
2/5/13
Set Up Reduction
What do we gain? Flexibility Shorter set-up times More frequent set-ups Smaller batch sizes Shorter lead times Competitive advantage
2/5/13
Set Up Reduction
Where to apply set-up reduction techniques
2/5/13
Set Up Reduction
Focus by data analysis
2/5/13
Set Up Reduction
Identifying a model product and machine process By performing each analysis a combined focus can be achieved which delivers all three basic improvement goals. B Products Machines I A IV II B III C IV D V E VI
2/5/13
Set Up Reduction
2/5/13
Set Up Reduction
How to perform a set-up reduction activity
2/5/13
Set Up Reduction Preparation for set-up reduction activity
For a reduction activity to be successful the following preparation will be required. ? Champion on board ? Mandate and objective set ? Time allocated ? Team defined ? Resources available 2/5/13 ? Skills in place
Set Up Reduction
2/5/13
Set Up Reduction
2/5/13
Set Up Reduction
A set-up reduction activity deploys the 4 steps within the following framework: ? Capture the set-up activity on video ? Analyse video into work elements ? Highlight elements as either internal & external ? Highlight all elements that include waste ? Re-organise internal & external processes ? Create improved process standard operations ? Proving trial of new process ? Identify and eliminate waste 2/5/13
Set Up Reduction
2/5/13
Set Up Reduction
? Capture
? The
the process – video
use of video can be an issue which should be discussed and agreement reached prior to any activity on the shopfloor. ? To get the best from video ensure the following:? Follow the operators and capture any automatic cycle times, more than one video maybe needed. ? Do not interrupt operator with questions during set-up process, include him in analysis team. ? Ask operator to perform as normally as possible, speeds, feeds, etc. ? Do not prepare anything especially in advance for the set-up, capture what usually happens
2/5/13
Set Up Reduction
2/5/13
Set Up Reduction
Re-organise internal & external elements
2/5/13
Set Up Reduction
2/5/13
Set Up Reduction
From the detailed analysis the set–up can be reviewed by the overall categories of internal, external and potential waste.
When setting a target for the proving trial, the pure internal time is a useful start point. Any new method will have initial teething problems and the team may add some allowance for this.
2/5/13
Set Up Reduction
Changing internal to external operations
Pre-set tooling
Setting required on machine during set-up, i.e. machine stopped time
Tool set to exact dimensio on pre-setting machine pri to set-up, minimising machine 2/5/13 time stop
Set Up Reduction
Eliminating waste from internal operations
Quick positioning through datum blocks and dowels
2/5/13
Set Up Reduction
Eliminating waste from internal operations
Quick positioning through special fasteners
2/5/13
Set Up Reduction
Eliminating waste from internal operations
Replace multiple connections with manifold blocks
2/5/13
Set Up Reduction
Eliminating waste from internal operations
2/5/13
Set Up Reduction
Eliminating waste from internal operations
Quick positioning through standardisation of size
2/5/13
Set Up Reduction
Eliminating waste from external operations
Instant use of tools through preparing tools, jigs, etc. beforehand
2/5/13
Set Up Reduction
Changing habits
2/5/13
Set Up Reduction
2/5/13
Set Up Reduction
Step one - capture current situation Record all Activities Capture time to perform each one The car is stopped for 281 seconds
2/5/13
Set Up Reduction
Pit-stop - current situation
2/5/13
Set Up Reduction
Step two - identify internal and potential external operations Identify internal from potential external Operations Internal time is 194 seconds External time is2/5/13 87
Set Up Reduction
Step three - convert internal to external operations Convert internal to external operations Fuel filler cap = 16 seconds Internal time now 178 seconds External time now 103 seconds
2/5/13
Set Up Reduction
Step four - eliminate waste
Eliminate waste from all operations. Priority internal Internal time now 29 secs External 2/5/13
Set Up Reduction
Pit-stop - 91% improvement
Car stopped for only 29 seconds Races are now won and lost in the pit lane. After initial improvement start P-D-C-A cycle for Continual 2/5/13
Set Up Reduction
Set-up ongoing management Ensuring improvement is sustained requires attention to the following.
? Set-up
captured in standard operations. ? Performance measured and reviewed. ? Actions captured and actioned.
2/5/13
Set Up Reduction
Set-up & standard operations
Standard operations are the foundation stone of the set-up process and P-D-C-A improvement cycle. If standard operations are missing, every set-up will vary according to which operator performs it. Operator variations are caused through differences in training, knowledge, experiences and attitudes.
2/5/13
Set Up Reduction
Taking manufacturing advantage of set-up reduction successes
2/5/13
Set Up Reduction
Improving flexibility
2/5/13
Set Up Reduction
Increase output and overhead recovery
2/5/13
Set Up Reduction
Improve profitability and competitiveness
2/5/13
Set Up Reduction
Summary
This unit has covered: Benefits of effective process set-up techniques How to deploy set-up reduction techniques How to prepare for and apply set-up reduction techniques using single minute exchange of dies (SMED) method How to further improve the set-up reduction techniques process How to sustain the improvements made to a set-up Additional benefits of effective process set-up and changeover techniques within a lean environment Any questions?
2/5/13
doc_485297599.pptx