high volume header set-up case study

7/30/2019 High Volume Header Set-Up Case Study

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Lean Six Sigma Green Belt Final Project Report-Out

High Volume Header Set-Up Reduction

Duration of Project:

June to September 2004



Team Membership

1

• Tack Welding Operator

• 2nd Shift Lead person, Setup Operator

• Collector Welding Operator

• Maintenance Mechanic• Senior Manufacturing Engineer



Define … the process

2

IPO Diagram

Inputs Outputs

SetupHeaderWeld

Fixtures

Operators

Fixtures

Materials

Setup Time

Thru Put

Procedure Cost

Complexity



Define … the business case

3

• Problem Statement (description)

– High volume header setups average 30 minutes each. There are

approximately 1,210 setups annually on the high volume lines.

This consumes 5,445 labor hrs and $91k.

• Project Goals

– Reduce tooling setup times by 66% to save $60k.

– Maintain setup times at less than 10 minutes.

– Improve shift production rate by 10-15 sets per shift.



Define … the voice of the customer

4

• Customers

– End User & Retail Outlet (External), Paint & Finish Line (Internal)

• Critical customer requirements, specifications, and/or

concerns – QFD with Summit Racing and a review of returned goods indicated

that On-Time Delivery, Paint Appearance, Weld Integrity, and

Weld Appearance were critical issues. This project will positively

affect On-Time Delivery.



Measure … the current process performance

5

• Baseline Data

– 5 Setups per day for 242 days

– Hourly rate is $16.79 (Labor + Fringe)

– Setups are 30 minutes each

– Each line contains 9 operators

– Line Production Rate for 8 Hr Shift is 149.5 sets

– Annual cost of setups is $91,421.




6

• Measurement System Analysis

– Initial setup data was taken from videotape of a setup on line 1.

Tasks were identified and times measured for each.

– Daily production count and setups were taken from the hourlyproduction sheets recorded by the line each day.

– Work Sampling was conducted to determine accuracy of

production reporting and to quantify NVA activities.

24 26 28 30 3234 36 38 40 42 44




7

• Value Stream or Process Map (Baseline)

StartRemove PPE

Unfasten toolingFrom tool stand

Move tooling toStaging table

Load toolingInto basketFor storage

Move nextTooling into

cell

Fasten toolingTo the tool

standEmpty parts

Out of hoppers

RetrieveFlanges from

staging

Setup O2Sensors for

Next runTake parts

To scrap binSetup flangesFor next run

Retrieve

Collectors fromstaging

Setup collectorsFor next run Put on PPE Finish

8 of 14 steps can be eliminated, reduced, or

made external to the setup!



Analyze … the root causes of poor performance

8

• Sources of Waste and Variation

Measurement

Machine

Environment

Manpower Material

Method

Waste

Wait on Fork Truck Operators Waiting Staged away from cell

Unorganized

Poorly Defined

No Standards

Not Recorded

No SOP

Tasks not shared

Move fixtures by hand Cluttered Work Cell

All of these causes of waste are Controllable (C)!



9

Analyze … the root causes of poor performance

Header Line Setup Breakdown

22.0

2.0 1.9 1.81.3 1.0

0

5

10

15

20

25

Change Tool ing Setup Col lector s Secur e Tool ing Setup Fl anges Di spose Scr ap Setup O2 Sensor s

Task

M i n u t e s

The greatest opportunity for improvement wasin physically moving tooling to/from cell.



Improve … the process

10

• Alternate Solutions

Considered

– Add setup operators

– Modify scheduling practice to

run like families together

• Action Taken

– Build Die Carts to assist in

moving dies in and out of cell

– Redistribute setup tasks tounderutilized operators

– Move Internal setup tasks to

External



Improve … the process

11

•

Header Line Setup Breakdown

22.0

2.0 1.9 1.81.3 1.0

9.0

2.01.4 1.8

1.3 1.0

0

5

10

15

20

25

Change Tool ing Set up Col lec t ors Secure Tool ing Set up Flanges Di spose Sc rap Set up O2 Sensors

Task

M i n u t e s

Before

Current

Overall reduction from 30 minutes to 10.4.



Control … to hold the gains

12

• Control plan for holding the gains

– Maintain daily run chart illustrating production, number of

changeovers, and time lost to changeovers.

– Maintain updated SOP’s. – Conduct monthly Work Sample to pick up any trends or

inefficiencies.



Project Summary Scorecard … before and after

13

metric before after change (%)

Changeover Time 30.0 Minutes 10.4 Minutes 65% reduction

Line Production

Rate (Per 8 hr

Shift)

149.5 Sets 159.8 Sets 6.8% increase

Changeover Cost $91,421 annually$31,631

annually65% reduction



Project Summary

14

• Problem

– Inefficient setups costing company $91k annually.

• Baseline and Target Performance – Reduce Setup time for High Volume Headers from 30 minutes to

10 minutes per changeover.

• Analysis and Solution – Fixture and material handling provided greatest opportunities for

improvement. Built die carts and redistributed material handling to

underutilized operators.

• Results and Business Benefit

– Current 10.4 min setup time will yield $59,790 annual savings.

high volume header set-up case study

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