IE 427- Lean Production Systems Spring 2014

Department of Industrial & Systems Engineering

The University of Tennessee
1
Dr. Rupy Sawhney
Quality
People make fewer mistakes when they
follow simpler procedures.
Mistakes made during setup have the
potential to affect the entire batch.
With standardized setup procedures, trial
and error adjustment can be eliminated.
Costs
When changeover times are small, smaller
batches may be produced more frequently.
Reduction in WIP and finished goods
investment
Reduction in required labor hours and skill
level of employees
Reduction of scrap generated as a result of
setup procedures
Flexibility
The ability to more readily meet customer
demand is enhanced.
Worker Utilization
Simple setups do not require special skills
and may be done by operators, thus
reducing their idle time.
Setup technicians may then be used to
address higher level concerns, such as
technically difficult setups or continued
setup improvements.
IE 427- Lean Production Systems Spring 2014
Department of Industrial & Systems Engineering
The University of Tennessee
2
Capacity and Lead Times
When current capacity is nearly filled,
reduced setup time is a low cost alternative
to overtime or equipment acquisition.
Make to Order becomes possible in
traditional Make to Stock businesses.
Lead Time is diminished due to decreased
lot sizes and a reduction in time spent
waiting for setups.
Process Variability
Each setup is itself a process with several discreet
steps.
Therefore, there is variability inherent in looking
for tools, tearing down old fixtures, building up
new ones.
When these steps are ill-defined, the potential for
variability is increased.
The ultimate setup reduction is the elimination of
the setup entirelythis then eliminates the setups
contribution to overall process variability.
Reduced setup times allow
More Setups per period
Smaller Batches
Increased Flexibility
Improved Response Time
Increased Time Available for Production
But with all these benefits,
why are setups neglected?
Setup reduction takes dedicated effort from
people who know the equipment and operation
best: machine operators and setup people.
In many cases these individuals have never
been asked to do analysis, contribute
suggestions, or take responsibility for anything
beyond their job descriptions.
There is often a preference towards the
purchase of new equipment rather than
the improvement of existing equipment.
There may be reluctance to improve
equipment that one would like to see
replaced at a future date.
IE 427- Lean Production Systems Spring 2014
Department of Industrial & Systems Engineering
The University of Tennessee
3
People with technical backgrounds or who
may have had exposure to automation
often come up with complicated or costly
solutions which are dismissed as
impractical.
(In fact, however, most improvements can be
achieved through relatively simple means.)
Improvements to machines and tools often
require the skills of machinists and tool
makers, who are usually busy fixing
broken machines.
Setup reduction requires these people be
allocated time for setup projects.
Reducing setup on just a few machines or
processes has little impact, so individual
setup projects are hard to justify
Setup reduction cannot be achieved on all
fronts simultaneously, and it takes time
before benefits are felt globally.
Maximize the transfer of responsibility to the
operators.
Minimize machine downtime due to setups.
Abolish setup.
NOT to abolish setup specialists. Their skills
should be used in other activities such as
Standardization of setup activities.
Modification of procedures, tools, and fixtures to
improve setups.
Methodology
Single Minute Exchange of Dies
IE 427- Lean Production Systems Spring 2014
Department of Industrial & Systems Engineering
The University of Tennessee
4
SMED methodologies were developed in Japan
by a consultant to Toyota, Shigeo Shingo.
Though developed primarily for metal-working
processes in the automotive industry, SMED is
now applied universally to any system
encompassing a processing station.
Type 1
Retrieving, preparing, and checking materials, tools,
etc. before the setup; cleaning the machine and
workstation; checking and returning tools after the
operation is completed
Type 2
Removing tools, parts, etc. after completion of the last
lot; mounting tools, parts, etc. prior to the next lot
Type 3
Measuring, setting, and calibration
Type 4
Producing and evaluating test product
Stage 1: Identify Internal and External
Steps.
Internal: Must be performed while the
machine is stopped. Equivalent to downtime.
External: May be performed while the
operation is running.
Most Type 1 Setups are external.
Type 2,3, and 4 are generally internal.
The main focus of setup time reduction is on
internal setupsNOT on total setup time.
While reducing total setup hours is desirable,
it is not of primary importance.
Stage 1, Step 1: Analyze the existing
setup.
Detailed analysis of the procedure. May
involve the use of stopwatches, video taping,
interviewing setup personnel
Stage 1, Step 2: Classify the steps in the
setup procedure.
Determine whether steps are internal or
external. Determine whether steps might be
eliminated.
Sample SMED Worksheet
IE 427- Lean Production Systems Spring 2014
Department of Industrial & Systems Engineering
The University of Tennessee
5
1) Breaks setup down into discreet steps, or
elements.
2) Classifies whether the steps as they exist
are Internal or External.
3) Accounts for time.
4) Accounts for the individual performing
the setup.
Stage 2: Convert internal steps to external
steps.
Readily converted steps include:
Heating dies or tooling
Locating tools or fixtures
Other preparatory steps
Referring again to the
example, observe that
all steps are done after
the machine is stopped.
Steps 1 and 2 (Check in,
die transfer) could be
done while the machine
is still running.
Step 4 (return old die to
storage) could be done
after the machine
resumed production.
Stage 3: Improve all aspects of the
setup operation.
Converting internal steps to external steps
reduces setup time considerably, although
usually not enough to be in the single
minute range (<10 minutes).
Stage 2 does not generally result in
considerable labor reduction or a reduction
in aggregate material costs
IE 427- Lean Production Systems Spring 2014
Department of Industrial & Systems Engineering
The University of Tennessee
6
The primary goals for stage 3 are:
Setups will now take less than ten minutes.
?
Setups involve no more than a single touch
procedure.
OTED: One touch exchange of dies.
Implement checklists of standard setup
procedures.
Equipment malfunctions that make
themselves known only when they are about
to be used will increase internal time.
Therefore, regular equipment checks and
repairs must be performed.
Daily setup schedules ensure that tools and
personnel are available when they are
needed.
Parallel Setup Tasks
Internal setups can sometimes be
improved by having multiple workers doing
setup tasks simultaneously.
Ideal for large
machines
where setup entails a
good deal of walking.
A multiple person setup is a team effort,
meaning individuals scattered throughout the
plant must be assembled.
Workers functioning in parallel must
coordinate actions.
Danger of one worker starting a step which
may injure another.
Not a simple technique, and therefore only a
good solution for short term.
Much internal setup time is spent securing
fixtures and materials to machines
Bolts are the most common method of
attachment, though very inefficient.
Attachment activities may be simplified by:
Reducing the total number of fasteners used
Standardizing the size of fasteners so that only one
tool is necessaryeliminate searching for the right
tool!
The longer the bolt, the more turns
necessary to tighten it.
However, in reality it is only
The LAST turn that tightens a bolt.
The FIRST turn that loosens a bolt.
Given this reality, setup time may be
reduced through the use of one-turn bolt
attachments.
IE 427- Lean Production Systems Spring 2014
Department of Industrial & Systems Engineering
The University of Tennessee
7
U-Shaped Washers
The washer has a hole bigger than
the bolt and is slipped underneath
prior to tightening.
Pear-shaped holes
Fixture may slide into place and
then be fastened.
Split-Thread Bolts
Drops easily into hole and may be
tightened with just 1/3 turn.
T or L-shaped Heads
When high torque is not required,
this fastener type eliminates the
need for a tool
Parts and fixtures may also be held in
place by standard sized holders and pins.
Simple clamping devices are particularly
useful in turning machining setups into one-
movement procedures
Most setups include a period of
adjustment, no matter how skilled the
operator.
Adjustment generally incorporates a run-
measure-adjust cycle that must be
repeated many times.
Such trial and error procedures are often
the most time consuming part of the
internal setup procedure.
What if trial and error could be eliminated,
replaced by a single motion?
IE 427- Lean Production Systems Spring 2014
Department of Industrial & Systems Engineering
The University of Tennessee
8
There are 2 types of adjustment that must be
approached in different ways.
Type 1 involves the setting of parts and
fixtures to the correct position.
Type 2 involves the right combination of
speed, pressure, feed rates, temperatures,
and other adjustable variables.
When dies and fixtures are of varying sizes, the
use of shims and inserts will greatly reduce
spatial adjustments.
Shims and inserts may be fabricated and then
stored with dies to be used as needed.
Cassette-type holders may also be employed to
similar effect.
Here dies of varying heights are
accommodated by shims.
Cranks, handles, levers, switches, and other
adjustable mechanisms are common to many
machines.
Positioning of these mechanisms is often a
source of delayparticularly in cases where
the mechanism itself or the associated gauge
may be dirty or broken.
Correct combinations of settings, when found,
should be written down and stored.
All mechanisms should have calibrated
scales.
Observe the mechanism below. With the
configuration on the left, it would be very difficult to
find the precise setting without trial and error. With
scales such as those on the right, it becomes much
easier to set the mechanism to values specified in a
checklist.
IE 427- Lean Production Systems Spring 2014
Department of Industrial & Systems Engineering
The University of Tennessee
9
Stage 4: Abolish setup.
The ULTIMATE setup improvement beyond
OTED. But how are setups eliminated?
1) Reduce or eliminate differences between parts.
- Fewer or no differences means fewer changeovers.
- Design-based approach to setup reduction.
- Determine what parts can be standardized and used
on all or many products.
- Group technology.
2) Make multiple kinds of parts in one step.
- For example, form two kinds of parts from a single
stroke of a press rather than forming the two parts
sequentially with a setup in between.
3) Dedicate machines to making just one item.
- If only one item is ever made on a machine, then
obviously that machine never needs a changeover.
- This approach is clearly only practical when the cost of
acquiring new machines is relatively inexpensive when
compared to the cost of performing setups.
It should be noted that in order to abolish
setups it is not necessary to have gone
through the first three stages.
The alternatives for abolishing setup may
be doable in short order.
Storage
Everything needed for setup should be as
close as possible to the setup site.
Items used frequently on a machine should be
kept at that machine.
When the number of different setup items is
large, space constraints may dictate that they
be stored together. In such cases, color
coding helps to facilitate quick removal.
Kitting
When all items needed for setup are available in one
place at one time there is no time lost searching.
Kits may be stored on
carts and kept close
at hand
Carts should be
partitioned and visually
differentiable
Material Handling equipment should be right-sized for
the job. Use of forklifts, which require time to arrive on
site, should be minimized if possible
IE 427- Lean Production Systems Spring 2014
Department of Industrial & Systems Engineering
The University of Tennessee
10
IE 427- Lean Production Systems Spring 2014
Department of Industrial & Systems Engineering
The University of Tennessee
11
QUESTIONS