Set up reduction workshop to streamline change over process in manufacturing

1. Change Over / Set up
Reduction
War on Waste
Prepared by John Petak 1

2. Change Over Reduction /
Setup
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. Prepared by John Petak 2

3. Change Over Reduction /
Setup
Materials:
Setup Reduction
Forms:
Set-up Operations Analysis
Chart
Set-up Operations Standard
forms Summary of Results
Sheet.
Prepared by John Petak 3

4. Producing
At Minimum
Quantity
Prepared by John Petak 4

5. Change Over Reduction /
Setup
Introduction:
You must ensure that all individuals
understand:
•Decreasing setup time
•Reducing Inventory Need
•Creating Flexibility & Capacity
•Serving the Customer
Prepared by John Petak 5

6. Change Over Reduction / Setup
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.
Prepared by John Petak 6

7. WHY Change Over Reduction
/ Setup?
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 minimized
lead time .
 Be able to reduce the size of the batches
manufactured .
Prepared by John Petak 7

8. Producing and Servicing in
small batches … has its
advantages !
•Stock Reduction
•Improved Reaction
•Surface Reduction
•Improved Lead Times
•Improved Management
8

9. The drawback …… …
…… ……… …… …… …
… production change times are too long
Prepared by John Petak 9

10. Producing in small batches is
economically acceptable only if
production change times are
reduced .
10

11. What is Changeover / Setup
Reduction?
Method of reducing production change
time .
TIME
Batch no. 1 Batch no. 2
last good part first complying
part
11

12. Implementation Process
Form the
Adjust Work
and group
correct Set the
objective
Measure Setup /
and
stabilize Reduction Observe
Implement what
the exists
actions
Extract
Propose
Convert
improvement
actions
Prepared by John Petak 12

13. Observe What
Exists
 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
Prepared by John Petak 13

14. Synthesis of the observation
 EXTRACTION : quot;internalquot; operations possible
to convert into quot;external quot; operations .
 SIMPLE CONVERSION : quot;externalquot; operations
which can be quot;extractedquot; immediately .
 CONVERSION TO BE STUDIED: quot;externalquot;
operations which can be quot;extractedquot; after a
technical modification.
 REDUCE : make the operation quicker,
safer, less tiring
 Draw up the quot;ACTIVITY DIAGRAMquot; John Petak
Prepared by 14

15. Classify
internal/external
operations
 quot; INTERNAL quot; operation = operation
which must be performed when the
machine is stopped (ex.: loosening a
tool to be changed) ;
 quot; EXTERNALquot; operation = operation
required by the production change but
which does not require that the machine
be stopped (ex.: filling in a document) ;
Prepared by John Petak 15

16. Propose Improvement
Actions
• 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.
Prepared by John Petak 16

17. 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 .
Prepared by John Petak 17

18. 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.
Prepared by John Petak 18

19. Changeover Tracking
Chart
Prepared by John Petak 19

20. Weekly Tracking Chart
Prepared by John Petak 20

21. 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.
Prepared by John Petak 21

22. 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.Prepared by John Petak 22

23. 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. Prepared by John Petak 23

24. 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.
Prepared by John Petak 24

25. 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
Prepared by John Petak 25
computed.

26. 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.
Prepared by John Petak 26

27. 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).
Prepared by John Petak 27

28. 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.
Prepared by John Petak 28

29. 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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30. Prepared by John Petak 30