setup reduction workshop
DESCRIPTION
Set up reduction workshop to streamline change over process in manufacturingTRANSCRIPT
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Prepared by John Petak 1
Change Over / Set up Reduction
War on Waste
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Prepared by John Petak 2
Session Length: Varies depending on operation.
Objectives:1.To understand the concepts and principles of Setup Reduction.2. To understand the benefits of Setup Reduction.3. To apply the concepts, principles and techniques of Setup Reduction.
Change Over Reduction / Setup
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Prepared by John Petak 3
Materials: Setup Reduction
Forms:Set-up Operations Analysis
ChartSet-up Operations Standard
forms Summary of Results Sheet.
Change Over Reduction / Setup
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Prepared by John Petak 4
Producing At Minimum
Quantity
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Introduction:You must ensure that all individuals understand:
•Decreasing setup time•Reducing Inventory Need•Creating Flexibility & Capacity•Serving the Customer
Change Over Reduction / Setup
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Furthermore, it is key to developing and maintaining a company’s competitiveness in today’s market. This session will highlight these factors through the use of Change Over Setup Reduction.
Change Over Reduction / Setup
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To respond more quickly to customer demand : Constantly reduce process change time. Decrease the cost of each process change . Be able to make more process changes in the
same opening time . Produce the precise quantities within a
minimizedlead time .
Be able to reduce the size of the batches manufactured .
WHY Change Over Reduction / Setup?
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Producing and Servicing in small batches … has its advantages !
•Stock Reduction• Improved Reaction•Surface Reduction• Improved Lead Times• Improved Management
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The drawback ………
…………………………… production change times are too long
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Producing in small batches is economically acceptable only if production change times are reduced .
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What is Changeover / Setup Reduction?
Method of reducing production change time .
Batch no. 1last good part
Batch no. 2first complyingpart
TIME
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Implementation Process
Implementthe
actions
Measureand
stabilize
Adjustand
correct
Setup / Reduction
Form the Work
group Set theobjective
Observe what exists
Extract Convert Propose
improvement actions
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The old production is in process: determine the events to observe, determine the elements to measure, define the ‘‘triggers’’ which delimit the events
The old production is stopped: start-up of continuous observation; any gesture or action lasting more than 30 seconds must be recorded;
The machine is freed (of the residual elements of the
preceding series) The tool is changed The adjustments are made The new production is launched
Observe What Exists
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EXTRACTION : "internal" operations possible to convert into "external " operations .
SIMPLE CONVERSION : "external" operations which can be "extracted" immediately .
CONVERSION TO BE STUDIED: "external" operations which can be "extracted" after a technical modification.
REDUCE : make the operation quicker, safer, less tiring
Draw up the "ACTIVITY DIAGRAM"
Synthesis of the observation
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Classify internal/external operations
" INTERNAL " operation = operation which must be performed when the machine is stopped (ex.: loosening a tool to be changed) ;
" EXTERNAL" operation = operation required by the production change but which does not require that the machine be stopped (ex.: filling in a document) ;
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• Formalize the action plan.• Rank priorities.• Evaluate gains action per action.• Estimate the investment and
request it.• Appoint a leader and a lead time
for each action.
Propose Improvement Actions
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Implementing the Actions
• The ACTION PLAN becomes the structure for the progress achieved.
• The APPLICATION of decisions engages the future.
• The project must be GUIDED with prudence, determination and rigor .
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Stabilize, Adjust, Correct
• Above all, it is indispensable to measure results *:
• AT THE STATION - duration of operations , throughput buildup, incidents , etc.
• ON THE TOOLS - number , uses, modifications , etc.
• ON THE ENVIRONMENT - customer order, inventory, administration , etc.
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Changeover Tracking Chart
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Weekly Tracking Chart
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Selecting Machines and Setups
• When selecting the machines to be studied and part setups to be analyzed one must consider:
• machine utilization• assigned product mix• current setup lengths
• Efforts should be focused on the setups that will yield the most gain. Identifying the appropriate setups on a machine should not last more than a day.
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Adopting a Systematic Approach
• Videotape setup operations• After scheduling a setup videotaping, a
short informal meeting (10-15 minutes) should be conducted with the machine operator responsible for setting up the machine.
• Explain to the operators that they must remain as natural as possible.
• The team at this time may also determine where to set up the video camera.
• Set up recording starts when the last part of the preceding lot is processed, and the recording stops when the first good part of the next lot is processed.
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Adopting a Systematic Approach
• Videotape setup operations• Enough blank tapes must be
available as some setups last several hours.
• The camera must not be stopped when the operator leaves the machine for any setup related operation.
• Take notes! One team member controls the camera while another takes notes.
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Adopting a Systematic Approach
• Analyze the videotape• Decompose the setup into elementary
operations. Manually or using spreadsheet software.
• Define each operation.a. An operation is the smallest identifiable
action performed by the operator.• Determine beginning and ending times.
a. Each operation has a well defined starting and ending point.
• Calculate operation length.a. Subtract the current operation’s beginning
from the next operation’s beginning time.
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Adopting a Systematic Approach
• Analyze the videotape• Group operations into classes.
a. 10 classes maximum and break down the setup into sequential categories.
• Compute and chart class-time percentages.
a. time spent on each class and percentage of the initial setup are computed.
b. each class total time is computed.
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Adopting a Systematic Approach
• Identify problems and search for solutions.
• Team members develop ideas for improvement by answering, what can be eliminated, simplified or transferred to an external operation.
• To give the meetings structure Pareto charts or cause and effect diagrams may be used.
• Every idea is discussed and the list of final solutions is recorded.
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Adopting a Systematic Approach
• Evaluate the improvements: Estimate the gains.
• Operation improvements are listed by writing solution numbers and estimated time reductions.
• Internal time(when machine is not running), external time (while machine is running), and total time reductions ( internal-time reduction subtracted from the setup time to be performed externally).
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Adopting a Systematic Approach
• Evaluate the improvements: Estimate the costs.
• Consult internal resources, as a function of internal hourly rate and cost of materials.
• Present the solutions to management. Include the following:
• Brief machine description• List of classes and percentage
breakdown (pie chart)• List of solutions and time-reduction
breakdown (pie chart)• Time reduction• Brief description of each proposed
solution.
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Adopting a Systematic Approach
• Implement the solutions• Solution implementation immediately follows solution validation.
• Necessary equipment is purchased and machine modifications are made.
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