This document discusses ways to reduce setup and changeover time through SMED (Single Minute Exchange of Die) techniques without significant capital expenditures. It outlines the goals of setup reduction as reducing lead times and costs while improving flexibility, productivity, and customer service. Key techniques mentioned include separating internal and external setup steps, standardizing processes, improving tool and equipment design, visual controls, and cross-training operators. Critical success factors include eliminating waste, empowering operators, applying 5S principles, encouraging teamwork, producing in small lot sizes, and focusing on continuous improvement.

1. SMED / Setup & Lead Time Reduction Ways to reduce setup and / or changeover time without significant CAPEX investment Anand Subramaniam

4. Competing Priorities

7. Material Flow Cycle Moving stock from delivery to the actual warehouse shelves When one process is finished, but the job is waiting to be moved to the next work area The time a job spends in transit Job is where it should be, but is not being processed because other work precedes it Job is at the work station, and the work station is being "setup” Job is at machine and being worked on Cycle Time Input Output Other Wait Move Queue Setup Run

8. Driving Improvement Critical for driving improvement to your customers

9. Different Tools & Techniques Standard work 5S JIT Setup Reduction Pull system CPFR Value streams Value stream maps Quality @ the source Visual controls Kanban Poke yoke Level loading Takt time Cross-training TWI TPM Andons

10. Tools – What, Where, When etc Automation, Right-sized machines Separate people from machines Cross-training, Skills analysis matrix Train personnel to operate multiple processes Standard work combination sheet, Standard work layout sheets, Time observation studies, Line balance chart Balance operations and standardise work in the cell Takt time calculation, Level loading, TPM Produce at the rate of customer’s consumption Setup reduction, Pull system, Kanban, Poke yoke, Six sigma Produce and move one piece at a time 5S, Cell layout & design, Visual controls Minimise the distance between equipment Process flow chart, Value streams, Problem solving, 4M’s Design process sequence PDCA , Process walk, Value stream mapping Collect data and analyse work flow Tools Activity

11. SMED / Set-up Reduction

14. Set-up Reduction Goals Happy customer Improve tool and product design Improve idle asset usage Eliminate set-up / change-over time Reduce lot sizes Increased capacity / produc-tivity Increase flexibility through simplicity Improve mainten-ance costs Improved material flow and usage Reduce lead time Reduce scrap Reduce inventory costs Set-up Reduction Goals

15. Set-up Reduction - Types Internal Executed while the machine is operating External Executed while the machine is stopped

16. Set-up Reduction - Benefits Benefits Reduce indirect costs Improve customer service Experience fewer shortages and stock-outs Reduce queue times Improve cash flow Improve Inventory Turns Reduce overall Cost-of-Quality Become more competitive Increase equipment uptime Improve machine efficiency & level out production Utilise labor effectively Increase manf. process flexibility & capacity Improve overall management effectiveness

17. Setup – Implementation Steps Integrate Internal into External Setup Reduction of Setup Processes Verify & Standardise Setup Review Set-up Process Steps Develop Implemen-tation Plan Develop Communi-cation Plan Develop Training Plan Implement Plan

18. Setup – Process Steps Step 1: Prepare Finding materials, jigs, gauges, etc Could take 20~ 30% of the set-up process time Step 2: (Dis)Mount Taking tooling off / on the equipment Could take 5 ~ 15% of the set-up process time Step 3: Centre / Align (Re) Aligning equipment to run the next part Could take 10 ~ 20% of the set-up process time Step 4: Trial Run / Adj. (Re) Adjusting the equipment to run according to specs Could take 40 ~ 60% of the set-up process time Focusing here leads to set-up reduction times

19. Set-up Reduction – Critical Success Factors CSF Elimination of waste Operators / set-up people are the owners of the process and its results 5S and Visual Control programs Team work Cross-functional team Small lot size production Training for operators and team Increase flexibility in equipment, processes and people Simple job changes Focus on equipment up-time Flow Charting current and proposed process

20. Set-up – Improvement Process

22. Lead Time Reduction

24. Lead Time Reduction

25. Lead Time Reduction

26. Lead Time Elements Wait Run Transport Rework / Scrap Inspect Overpro-duction Excess inventory & WIP Queue Unneces-sary motion Ineffi-cient plant layout Lead Time Elements