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Set up reduction

Work smarter not harder, do things quicker & better and add value

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Set up reduction

  1. 1. Set-up Reduction / Quick Change Over / SMED Work smarter not harder, do things quicker & better and add value Anand Subramaniam
  2. 2. “To the man who only has a hammer, everything he encounters begins to look like a nail.” - Abraham Maslow 2
  3. 3. Highlights Definition & Terms Why, What, Where…How? Implementation Roadmap 3
  4. 4. Definition & Terms
  5. 5. Shigeo Shingo ..believed that Shingo explains why set- up reduction is critical to TPS – the principle behind the tool:any set-up “Provide the customer’s time can (internal and externalbe reduced customer) exact by requirement immediately 59/60ths! with perfect quality.” Productivity Press ISBN 0-915299-03-8 5
  6. 6. SMED Vs. OTED (OTC) SMED (Single Minute Exchange of Die)  Refers to a goal of reducing setup time to a single digit time or <10 minutes OTED (OTC) One Touch Exchange of Die / One Touch Changeover  Refers to a goal of reducing setup time to <1 minute 6
  7. 7. Set-up - DefinitionRamp down period Ramp up period Set-up Time Output Production Loss Time 7
  8. 8. Set-up - DefinitionLast FirstGood GoodPiece Piece Total elapsed Time 8
  9. 9. Why, What, Where…How?
  10. 10. How is this reduction possible? 10
  11. 11. Set-up Reduction - Goal Zero Set-up orEliminate Set-up 11
  12. 12. Set-up Reduction… Is NOT Is• A program to eliminate set- • A tool (like many) to reduce up people waste and excessive time• A panacea to overcome poor • A low-cost method to management or poor achieve increased capacity process layouts from existing equipment• A requirement to spend large • A process to reduce lot sizes capital investment to attain and improve product mix significant benefits • A cross-functional team approach to problem-solving 12
  13. 13. Set-up Reduction – Bigger Picture In order to reduce lead time It is necessary to reduce lot size Which in turn reduces work in process To do this, you must reduce set-up time 13
  14. 14. Set-up Reduction – Typical Application Processes making a high variety of end items Processes using high cost components (greater benefits of inventory reduction) Capacity bottleneck operations  avoids purchase of new equipment  avoids overtime  better customer order fill  quicker response time 14
  15. 15. Set-up Reduction – Traditional Practice Material movement Defects or missing Defective tooling, occurs after the equipment noticed fixtures, setup machine is turned when the machine instruments are off is running noticed, after the machine is turned on• Completed products • Setup tooling delivered are transferred to next after the changeover operation has begun • The operator notices that equipment is• Raw material is moved • Defective product missing tools etc after after the machine is identified after internal internal setup has stopped setup has begun begun 15
  16. 16. Set-up Reduction - Benefits Trial processing Improved customer service eliminated & material levels waste reduced Less adjustment less errors Fewer shortages and Operating conditions stock-outs prepared in advance whichhelps to stabilise product quality Improved machine Benefits efficiency & level out production Increased scheduling flexibility / capacity Labour Increased utilised manf. process effectively On hand flexibility & inventory capacity Reduced Improved reduction overall Cost-of- cash flow Quality 16
  17. 17. Set-up Reduction - Outcomes Happy Increased Increased Happy Improved Reduced capacity / flexibilitycustomecustomer lot sizes produc- through idle asset r usage tivity simplicityImprovedImprove Set-up /tool and tool and change- productproduct Outcomes over time design eliminated designImprovedImprove Improved mainten- Reducedmainten- Reduced Reduced material ance inventory ance lead time scrap flow and costs costs costs usage 17
  18. 18. Set-up Reduction – Critical Success Factors Operators / set-up Elimination of waste people are the owners of the Small lot size process and its production results Training for operators and team 5S and Visual Control programsFlow Charting CSF current and Increase proposed flexibility in process equipment, processes Focus on and people equipment Simple Team up-time Cross- job work functional changes team 18
  19. 19. Set-up Goals – Your Mandate Target 50% Reduction First Time Continuous Improvement Target 20% per year thereafter 19
  20. 20. Implementation Roadmap
  21. 21. Set-up Reduction - Implementation Kaizen ‘SMED’ / ‘QCO’ Objective: Faster Changeovers (Set-Up Reduction)>50% Improvement Low cost 21
  22. 22. Set-up Reduction – Implementation Start 6S, observe & document the current set-up time & process Identify & Standardise separate the new set- Internal and up procedure External tasks Observe and Eliminate and document the / or Improve new set-up each task process Externalise tasks that can be external and streamline internal task 22
  23. 23. Set-up – Current Observation Identify bottleneck process & the machine Form cross functional Kaizen team (include shop floor) Observe & video record the current set-up process Capture start & end time for each time activity / category (use Pareto chart) Identify counter measures that can be implemented with procedural changes to existing fixtures / tool / dies 23
  24. 24. Set-up Reduction - Counter Measures Review observation & video with the team for  Internal vs. External  Value Added Vs Non-Value Added  Normal vs. Abnormal  Types of Waste  Housekeeping (6 S & POUS)  Work flow (Spaghetti Chart) Brainstorm ideas for improvement 24
  25. 25. Set up Reduction - Types External Internal Executed Executed while the while the machine is machine is operating stoppedPreparing tooling for the next set-up Removing dies and tooling 25
  26. 26. Set-up – Time Typically Spent Prepare & perform functional checks, 30%Run first part & adjust, 50% Prepare machine for change over, 15% Actual change over, 5% 26
  27. 27. Set-up Reduction - Checklist 27
  28. 28. Set-up - Data Collection 28
  29. 29. Set-up – Internal & External Convert as much of the internal set up to the external set up Eliminate or reduce the internal and external set up Eliminate fine tuning and adjustment process. 29
  30. 30. Set-up Reduction - Zero Reduce / Repeat Measure Separate Convert Eliminate till Zero External ExternalExternal External and External InternalInternal Internal Internal Internal 30
  31. 31. Set-up Reduction – Reduce / Eliminate Prepare (Dis)Mount Centre / Align Trial Run / Adj. (Re) Adjusting the equipment to Finding Taking tooling off (Re) Aligning run according tomaterials, jigs, / on the equipment to run specs gauges, etc equipment the next part Could take 40 ~ 60% of the set-Could take 20~ Could take 5 ~ Could take 10 ~ up process time30% of the set- 15% of the set- 20% of the set-up process time up process time up process time Focusing here leads to set-up reduction times 31
  32. 32. Set-up – Improvement Plan SOP – SMED & 6S  Standardise tooling Use quick fasteners  Document time savings Standardise the external  SOP for machine shut set-up actions down or when running Minor modification to the  Internal to external tooling existing fixtures attachment Point of Use Storage  Visual & Audit Checklist 32
  33. 33. Set-up Reduction - Ideas 33
  34. 34. Set-up Reduction – Standards Standards are Defects or missing equipment noticed Defective tooling, fixtures,Material movement occurs when the machine is setup instruments are after the machine is running noticed, after the turned off machine is turned on standard: they are• Completed products are transferred to next operation• Raw material is moved after • Setup tooling delivered after the changeover has begun • The operator notices that equipment is missing tools etc after internal • Defective product NOT flexible the machine is stopped setup has begun identified after internal setup has begun 34
  35. 35. Standard Operating Procedure (SOP) 35
  36. 36. Set-up Reduction - Repeat Input  Last set-up reduction Kaizen (updated SOP, checklist, work instructions, trained team) Process  Video tape the new set-up procedure and record the set-up time for each element  Generate ideas and implement the improvement Output  Revised Set-up Operations Standard chart. 36
  37. 37. Here is what was achieved ?SOURCE: HIROTEC, www.hirotec.co.jp 37
  38. 38. Word of Caution – On Sustainability 3 “Keep it simple, start in a small area and learn from it”Changeover Time (Hours) 2 1 0 Original Best Later changeover changeover changeover Time Time Time (1999) (2001) (2003) 38
  39. 39. What lessons can you take from this?Copyright Suiko-WCS International 39
  40. 40. “What we think, or what we know, or what webelieve is, in the end, of little consequence. The only consequence is what we do.” - John Ruskin 40
  41. 41. Good Luckhttp://www.linkedin.com/in/anandsubramaniam 41