The document discusses lean manufacturing and just-in-time (JIT) philosophy. It describes key concepts of lean including kanban production, eliminating waste, continuous improvement (kaizen), respect for employees, and reducing setup times. The goals of lean are to optimize production through flexibility, quality, and efficiency. Techniques include value stream mapping, cross-training employees, mistake-proofing processes, and reducing variability. The document provides details on various ways to implement these lean concepts and eliminate waste in manufacturing.
Download the presentation together with train-the-trainer guide and workshop templates at http://wcm.nu
This presentation is made by Oskar Olofsson, WCM Consulting AB
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Lean, Six Sigma, ToC using DMAIC - Measure phase Simon Misiewicz
This presentation guides you through the DMAIC methodology that encompasses Lean, Six Sigma and ToC initiatives. The Measure phase guides you through the detailed process mapping of the SIPOC diagram to Swim Lanes, spaghetti diagrams that focus on time, cost and quality. The presentation guides you though the statistics element of data sampling and to understand the theory of constraints. The presentation also discusses the use of Pareto charts to identify the key issues within a process. – Optimise-GB (Creating Operational Efficiencies)
[Note: To download this poster, visit:
https://www.oeconsulting.com.sg/training-presentations]
The poster depicts the 8 steps of Focused Improvement (Kobetsu Kaizen).
Download the presentation together with train-the-trainer guide and workshop templates at http://wcm.nu
This presentation is made by Oskar Olofsson, WCM Consulting AB
Make changes in the background template if you want to change the appearance
Lean, Six Sigma, ToC using DMAIC - Measure phase Simon Misiewicz
This presentation guides you through the DMAIC methodology that encompasses Lean, Six Sigma and ToC initiatives. The Measure phase guides you through the detailed process mapping of the SIPOC diagram to Swim Lanes, spaghetti diagrams that focus on time, cost and quality. The presentation guides you though the statistics element of data sampling and to understand the theory of constraints. The presentation also discusses the use of Pareto charts to identify the key issues within a process. – Optimise-GB (Creating Operational Efficiencies)
[Note: To download this poster, visit:
https://www.oeconsulting.com.sg/training-presentations]
The poster depicts the 8 steps of Focused Improvement (Kobetsu Kaizen).
Is your warehouse as efficient as it could be? A well-designed facility needs the right conveyor belt, software and machinery. But even with the best equipment and digital technology, the backbone of warehouse efficiency is still old-fashioned organization.
Kaizen PDCA Cycle Process PowerPoint Presentation Slides SlideTeam
Need an engaging Plan-Do-Check-Act PowerPoint presentation for your next company meeting? Our professional designs have come out with Kaizen Pdca Cycle Process PowerPoint Presentation Slides having 80 complete readymade slide presentation to illustrate Pdca cycle. Using this PPT example you can highlight the importance of multi-step management method used in business for the control and continual improvement of processes and products. This example Kaizen Pdca Cycle Process PPT PowerPoint deck sample has slides like agenda, Kaizen 5S framework, 3 MUs Of Kaizen- Muda (Wastefulness), Mura (Imbalance), Muri (overload), 4M checklist, PDCA cycle, kaizen vs. innovation, problem and statement, our goals, action plan, competitor analysis, histograms, lead time and cycle time, solutions to the problem and many more. In addition, our PowerPoint show supports to highlight the understanding on types of waste like overproduction, waiting, transportation/moving, process inefficiencies, inventories/storage, unnecessary motions and defective products for better utilization of resources and to overcome business roadblocks. Using presentation templates of this visual communication you can discuss various Pdca models thereby motivating project team to become a part of this decision-making process. As we have included exclusive PowerPoint presentation slides like pareto analysis, implement countermeasures, kaizen report form, bar chart, pie chart, scatter area slides, comparison, dashboard etc. to make it complete. In short, our Pdca cycle process presentation deck not only saves time, but also has everything that a good Kaizen Pdca Cycle Process presentation example must carry. Just click to download. Take the call with our Kaizen Pdca Cycle Process PowerPoint Presentation Slides. Be certain to have the best answers in hand.
This is, I am sure, the best presentation about the SMED method. It supports our training course on SMED. For more information call us on: (+351)936.000.079
Best regards,
João Paulo Pinto.
www.cltservices.net
Is your warehouse as efficient as it could be? A well-designed facility needs the right conveyor belt, software and machinery. But even with the best equipment and digital technology, the backbone of warehouse efficiency is still old-fashioned organization.
Kaizen PDCA Cycle Process PowerPoint Presentation Slides SlideTeam
Need an engaging Plan-Do-Check-Act PowerPoint presentation for your next company meeting? Our professional designs have come out with Kaizen Pdca Cycle Process PowerPoint Presentation Slides having 80 complete readymade slide presentation to illustrate Pdca cycle. Using this PPT example you can highlight the importance of multi-step management method used in business for the control and continual improvement of processes and products. This example Kaizen Pdca Cycle Process PPT PowerPoint deck sample has slides like agenda, Kaizen 5S framework, 3 MUs Of Kaizen- Muda (Wastefulness), Mura (Imbalance), Muri (overload), 4M checklist, PDCA cycle, kaizen vs. innovation, problem and statement, our goals, action plan, competitor analysis, histograms, lead time and cycle time, solutions to the problem and many more. In addition, our PowerPoint show supports to highlight the understanding on types of waste like overproduction, waiting, transportation/moving, process inefficiencies, inventories/storage, unnecessary motions and defective products for better utilization of resources and to overcome business roadblocks. Using presentation templates of this visual communication you can discuss various Pdca models thereby motivating project team to become a part of this decision-making process. As we have included exclusive PowerPoint presentation slides like pareto analysis, implement countermeasures, kaizen report form, bar chart, pie chart, scatter area slides, comparison, dashboard etc. to make it complete. In short, our Pdca cycle process presentation deck not only saves time, but also has everything that a good Kaizen Pdca Cycle Process presentation example must carry. Just click to download. Take the call with our Kaizen Pdca Cycle Process PowerPoint Presentation Slides. Be certain to have the best answers in hand.
This is, I am sure, the best presentation about the SMED method. It supports our training course on SMED. For more information call us on: (+351)936.000.079
Best regards,
João Paulo Pinto.
www.cltservices.net
Production System optimization: Case Study of a Local Textile Companyjournal ijrtem
ABSTRACT : The manufacturing sector in Botswana has been rapidly growing in recent times. Glam Collections used as a case study organization in this research, is an SME textile manufacturing company with its base of operations in Gaborone, Botswana. The company manufactures a wide range of products in-house and supply to the local market. The company has been growing in terms of scale of production in recent times and this has necessitated it to obtain a larger base of operations which requires an overhauling of their current processes and operations. Hence this research main objective is to demonstrate how Muther’s Systematic Layout (SLP) has been effectively used for departmental layout evaluation and facility design. Lean manufacturing tools were employed in the research together with the SLP technique in order to map and analyze the business processes before the systematic layout could be carried out so as to remove waste in the current process flows and standardize the company operations.
Manufacturing Lead Time Reduction in Monoblock (SWJ) Pump Industry [irjet-v4 ...PERUMALSAMY M
Manufacturing lead time is the time required to produce product from its raw materials to final product.A company has to fulfill its customer needs to sustain in this competitive world. Lean has served the manufacturing sector with speed and quality. This project aims at lead time reduction in pump manufacturing company. Value Stream Map(VSM) served as an initiative for identifying bottlenecks process and waste in the manufacturing line; current state map is drawn by the observation made on the shop floor. The takt time is calculated for the demand to find out the bottleneck operations. After identifying the bottleneck operations line balancing is done. The Work In Process (WIP) inventory is reduced by balancing the workstation. Future state map is developed in the perspective of reduction of lead time and to match the takt time with bottleneck process. After line balancing implementation, the lead time for assembly of the SWJ pump is reduced 32 percent and work in process inventory is reduced 25 percent.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
4. Lean, JIT Production Systems
• Philosophy for optimizing the performance of a manufacturing system
• Was designed by Taiichi Ohno
• System is driven by more flexibility and smaller volumes per part
using same equipment
5. Lean, JIT Production Systems
• Settled on an effective strategy based on:
• Kanban – based pull production
• Elimination of waste as a guiding philosophy
• Faith in the value and importance of quality
• Kaizen
• Belief in the value and utilization of human resources
• Emphasis on reducing setup times for machines
• Integration of suppliers and material acquisition into the corporate planning process
• Efficient, cellular layouts with balanced material flow
6. Improving the Production Environment
• Eliminating waste (TIM WOODS)
• Employee Cross-Training and Job Rotation
• Employee Empowerment and Involvement
• JIT purchasing
• Impact of reducing variability
• Poka-Yoke
• Economics of Setup Time Reduction
• Technology of Setup Time Reduction
9. TIM WOODS
• T- Transport (Moving People, Products and Information)
• I – Inventory (Storing parts, pieces, documentation ahead of requirements)
• M – Motion (Bending, turning, reaching, lifting)
• W – Waiting (For parts, information, instructions, equipment)
• O – Overproduction (making more than is immediately required)
• O – Overprocessing (tighter tolerances and high grade material use than are necessary)
• D – Defects (Rework, Scrap and incorrect documentation)
• S – Skills (underutilizing capabilities and delegating tasks with inadequate training)
11. The aim is to reduce the overall
mileage or footprint a product /
service accumulates as it moves
through the organization, resulting
in an increase in the proportion of
the value – added activity.
Transport is the unnecessary movement of a product, raw material, or
documents. Moving items unnecessarily increases the risk of damage or
loss, adds time and adds cost without adding value. Poor layout of the
floor / office / work area, batching and lac of flow all contribute to this
waste.
12. Inventory should be systematically
reduced as holding stock hides
problems in processes; reducing
stock exposes issues and forces
organisations to resolve them.
In a service/administration environment it can be an accumulation of
physical documents or electronic files, over an above what is required
to satisfy the customer’s requirement.
Holding excess stock represents a cost to the company, with no benefit
to the customer. The waste of inventory results from poor design of the
elements of the value stream, resulting in overproduction and
imbalances in work flows.
13. Waste will be reduced by the
implementation of a workplace
organisation programme to re-
organise the workplace ensuring
processes are located closer to
each other, that material delivery
areas are at the point of use and
tools and equipment are close to
hand.
The result of implementing such a
programme will reduce the
distance travelled by the person
saving time and even “wear & tear”
on the employee in the long term.
This waste is similar to the waste of Transport, but refers to the time
wasted by individuals moving around when they don’t need to, to
collect parts or search for something they need to complete the job e.g.
tools or equipment.
14. The ideal is to produce single piece
at a time also referred to as single
piece flow. This may not be always
practical, but the goal is to reduce
batch size, to reduce changeover
time and waiting for parts between
operations.
This equally applies to operations
where the output is not a physical
item. Work should be scheduled in
sufficiently small increments to
allow the unit of work (e.g. a file, a
report) to flow smoothly through
the individual process steps to be
delivered in a timely fashion.
Waiting refers to the time an item spends between process steps, when
no work is being performed and therefore no value added. For
example, in manufacturing environments if batch production is
practiced, individual products will wait between process steps while the
remainder of the batch is processed
15. The remedy is to work to customer
demand, improve flow through
individual process steps to produce
only what the customer needs
when he needs it. It is also
preferable that the ‘load’ on
production be as consistent as
possible to allow resources to be
better planned thus minimising
overtime costs.
This waste is directly related to the waste of Inventory which is as a
result of not responding to customer demand. Continuing to produce
what is not required leads to an accumulation of stock between process
steps and at the end of the process. Overproduction occurs when
production runs ahead of demand; items are produced in greater
volume than required, sooner than required or faster than required.
16. Overprocessing is eliminated by a
thorough understanding of what
exactly is required to fulfil customer
needs and simplifying &
standardizing the processes to
deliver these expectations.
This waste applies when more work is done than is required to meet
customer expectations, performing wasteful steps that may not be
required.
17. Defects can be reduced by ensuring that all work
steps are highly specified with no ambiguity. All
the required tools and equipment are present
and in good working order (achieved through a
workplace organisation programme). Instructions
are clear, concise and photographs should be
used as much as possible. Personnel must be
trained in all aspects of the job. The result of
implementing such a programme will reduce the
distance travelled by the person saving time and
even “wear & tear” on the employee in the long
term.
A concept called “Error-Proofing” is employed to
reduce as much as possible the occurrence of
defects. Error-proofing is a structured process
which seeks to prevent errors through robust
product and process design, to eliminate or
immediately detect defects as they occur.
A defect is the result of an error; it is a deviation from the product
specification which leads to customer dissatisfaction. In a service
environment, it could be data input errors, a report incorrectly filled
out, an error in billing etc.
Production defects lead to the cost of reworking. Reworking leads to a
double handling of product which add costs and also exposes the
product to further risk of damage.
18. Respect-for-people acknowledges
their expertise, and challenges
them to question old ways, gather
real-time data and design creative
solutions to resolve issues.
This waste describes the situation where management functions within a
company don’t fully utilize employees’ skillsets, the experience which
people bring to their jobs, or develop over time in the performance of their
jobs. It relates to the concept of “Respect for People”.
The core of the Lean Production System is the relentless elimination of
waste, however the culture of continuous improvement depends on all
team members contributing ideas for possible improvement, also being in a
position to implement and sustain such improvements once introduced.
21. Value Stream Mapping
• Visual tool used to illustrate how a process flow and information flow, transform a product as it moves
through the value stream.
• It’s purpose is to identify the source of waste and drive action plan to eliminate them.
• VSM shows both the process and information flow, tracking the material’s progress from the raw material
supplier to the end customer.
• In service terms, a VSM typically details the process steps and the flow of a report or file through these
steps
• The timeline at the bottom of the chart compares the time where value is being added with the overall lead
time to provide the product or service.
22. Value Stream Mapping
There are three Value Stream Map variants:
• The Current State (see overleaf for an example) or the current condition.
• The Ideal State, which represents the long term vision, and
• The Future State which represents an interim step toward the Ideal State, usually involving a series of improvements which
are achieved within an agreed time period, through a defined action plan.
26. Employee Cross Training
• Enhances worker flexibility and enthusiasm
• Workers trained over time to perform a variety of tasks within their work area
• Rotation possible through cross training
• Prevents boredom and monotony and does job enrichment
• Minimizes fatigue and repetitive stress injuries
• Increases manufacturing flexibility also.
27. U Shaped Cell
• Results in short walking distances between machines and good visibility
• Production rate of the machine can be adjusted easily
• More appropriate where it is possible to deploy one person for two machines
• Flexible enough to reduce or add workers as the need be
29. Disadvantages of Cross Training
• Too much cross training is detrimental
• Workers may be tempted to stray from their primary jobs thus affecting productivity
• Can be expensive where bottleneck operations will start building a queue
• Workers can get in each others ways
31. Empowerment
• Directed towards achieving quality and productivity improvement goals.
• Includes minor investment and procedural changes to support continuous improvement.
• Authority to stop and correct a production system that is not operating properly so as to reduce cost
of making bad products.
• Directed towards reducing the “Hidden factory” which is 10% of the capacity used for correcting a
badly made product.
• Can achieve the JIDOKA at workplace.
32. The Andon System for JIDOKA
• Provide each line worker with a stop switch to stop the production
line
• Identify and solve the problem immediately as soon as it appears
instead of the philosophy of “just ship it, we’ll fix it later”
• One light will always be lit so as to display the status of that work
station
• Directed at reducing customer complaints as the problems are
nipped in the bud.
33. SOPs as Performance Enhancers
• Help in ensuring consistency in productivity and
quality.
• Employee involvement is a must in SOP
development as they can envisage experiential
problems and can help in building procedures more
correctly.
• Lesser resistance if employee involvement is there.
• Implementation of 5S to systematically organize
workplace leading to reduced customer complaints.
35. Approaches to Decision
• Sole Sourcing Versus Multiple Sources
• Frequent Delivery of Small Lots versus Quantity
Discounts
• Flexible Ordering Versus Paperwork
• Vendor owned and Managed Inventories
37. Reducing Variability
• Technology providing benefits by creating genetic mutations leading to improvements in process.
• In a thoughtfully designed production system, variability impedes efficiency
• This gives rise to building up of safety stocks as customer delivery is of prime importance.
• The efficiency of the production system can be increased by creating an optimized flow of material
that matches with the availability of storage buffers between workstations.
39. A Change in the Die Design
• In some operations (for example in stamping,
drilling…), a die is necessary and can be placed
incorrectly. That error can result in product quality
issues and in damage done to the die.
• How to avoid this? By making it impossible to place
the die only in one way. This can be realized in
many ways. An approach is to have guide pins of
different sizes, so that they can only “fit” in one
direction. There are many other approaches.
40. A Change in Fixture Design
• This is relatively similar to point 1, with a key
difference: the part being worked on can be placed
the wrong way into a fixture, with resulting quality
issues.
• The fixture can be modified in order to make it
impossible to place the part incorrectly.
(Sometimes the design of the part itself has to be
changed, for the same effect.)
41. Sensors That Prevent Processing Under Certain
Conditions
The most common sensors are listed below:
• Limit switch – convenient when a part is in contact
with a tool/fixture.
• Proximity sensor – a good solution when a part
is/might be at a certain distance.
• Infrared sensor – appropriate for checking
presence from a distance.
42. A Vision System
• In simple terms, a vision system captures images, analyzes them, and
triggers an action in pre-determined cases. It does not require contact with
the product.
• For example, it might detect that a part is poorly positioned, that a
component (or labeling element) is missing, that a step was done before
another, etc. As a response, it might sound an alarm, or it might make it
impossible to proceed (often by stopping a piece of equipment) until a
positive change is made.
• This approach appeared in the 1980s in a simple form and has kept
improving since them.
• With the advances of artificial intelligence / machine learning, vision
systems will get better and better. Remember, a Tesla car can pretty much
self-drive based on cameras alone!
43. A Checklist
• By any standard, a checklist is one of the weakest mistake proofing
techniques. It does help a lot when no other approach listed above is
possible and when operators are trained and careful – think pilots in a
plane.
• The more a checklist’s elements are integrated into the work content,
the better. Think of color codes where a checklist step matches a
certain tool. Or a form to fill out that contains the steps in the right
order.
44. Design Thinking
• Poka yokes are a science but also an art. Think this
way and you will see many opportunities that will
take different shapes depending on the application.
• For example, let’s say some parts move on a
conveyor. A few of them have a defect and are taller.
The “obvious” countermeasure is a sensor that
detects that abnormality. But a better approach is to
place a stick that will block the way to all defective
parts and push them into a red container on the side
of the conveyor. It is faster and cheaper to
implement, it is easier to maintain, and it
immediately acts on its findings!
47. Design Parts for
Manufacturability
• Manufacture with reasonable tolerances
• Use as much Standard tools as possible
• Control Tooling changeovers
48. Develop Standard
Methods
• Do Industrial Engineering through man machine
charting of processes
• Improve and redesign processes to standardized and
recognized level
49. Divide Setup Activities into
Internal & External Tasks
• Obtaining Tooling, reading blueprints, prepositioning
fixtures for easy roll onto the machine are external
activities.
• Move as many activities as possible from Internal to
External
50. Design Procedures to Perform
Setup Tasks in Parallel
• By performing internal setup tasks in parallel, total
idle time of the machine for setups is reduced.
51. Utilize Family Tooling to
Minimize the Need for Setups
• Construction of family fixture
• Setting up of Tool magazines
• Use of modular fixtures
• Use of Standard Clamps
52. Locally Stored Tools and
Tooling Kits
• Tools to be stored near
assembly line
• Develop methods such as
standard height carts or
conveyors for quicker tool
change
53. Standard sized Intermediate
Workholders
• Tooling even if not the same size, may
be expedient to design the tooling with
similar characteristics
• Semiconductor industry has adopted
this method of quick changing for
handling wafers
54. Eliminating Adjustments
• Foolproof the set up process.
• Self diagnostic machines should be more
utilized
• Add Limit switches to aid in alignment
tooling or setting stroke lengths with
specific parts
55. Use of Power Clamps
• Use of Hydraulic or Pneumatic
power clamps instead of manual
screwed ones.
• Use of items like washers to reduce
the tightening and loosening
mechanism.