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Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
Setup Reduction Workshop
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Setup Reduction Workshop

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Set up reduction workshop to streamline change over process in manufacturing

Set up reduction workshop to streamline change over process in manufacturing

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  • 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. Prepared by John Petak 29
  • 30. Prepared by John Petak 30

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