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SETUP IMPROVEMENTS

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					  SETUP IMPROVEMENT
     JOHN DEERE
SUPPLIER DEVELOPMENT
SETUP IMPROVEMENT
                The Agenda


• Definition of Set-Up Time
• Case For Action - Why Set-up Reduction?
• Steps in a Set-up Improvement Program
• Tools Used
   SETUP IMPROVEMENT
DEFINITION OF SETUP:

• The setup includes all ACTIVITES and TIME
  elapsed from LAST GOOD PIECE (A) to
  FIRST GOOD PIECE (B)
           Case For Action

Quick reaction to the DEMANDS of your
market is critical. The flexibility to give your
customers WHAT, WHEN & HOW MUCH
they want is essential. Efficiently changing
from one job to another job is a MUST.
   SETUP IMPROVEMENT

“ The easiest of all wastes, and the hardest to
correct, is this waste of time, because wasted
time does not litter the floor like wasted
material. ”         Henry Ford, 1926
   WHY Reduce Setup times?
• Key reason is to Reduce Your Lot Sizes

          • Reduce WIP

          • Reduce Lead Time

          • Better Quality

          • Increased Flexibility
 Work Content Breakdown Ex.
• Preparation, returns       • 30%
  from previous job, and
  checking of raw
  material, dies, jigs,
  gauges, etc.
• Mounting and removing      • 5%
  tools and tool holders,
  fixtures, chucks, etc.
• Centering, dimensioning,   • 15%
  & setting of other
  conditions
• Trial run & Adjustments    • 50%
  Two Kinds of Setup Activity
• Internal
  – Can be performed only when the machine is
    shut down, or process is not producing.


• External
  – Can be performed while the machine is
    running, or process is producing.
   SETUP IMPROVEMENT
• Steps to reducing setup times:

  1. Document the current process.
  2. Separate into internal and external activities.
  3. Reduce the internal setup time by
     moving work to external.
  4. Coordinate and plan external work.
  5. Reduce and Improve internal setup work.
      Fundamental Rule # 1


• We will NOT sacrifice Quality or Safety to
  reduce setup time.
      Fundamental Rule # 2

• If an ACTIVITY can be done when the
  process is running (externally), then it
  should be done while process is running.
             Where to Start
Step 1:     Establish Team & Define Project

       Potential Areas for Improvement
•   Bottleneck Operations
•   Unable to meet Short Lead-time
•   Delivery Complaints from Your Customer
•   Other
   SETUP IMPROVEMENT
Step 2: Document current layout & process

  – Data Collection (all part #’s, tool #’s, lot sizes, EAU)
      • The complexity of the job change will determine
        how many observations needed
      • View complete change over whenever possible
      • Videotape Entire Setup
      • Process Map the Setup Steps
      • Spaghetti Diagram
   SETUP IMPROVEMENT
Step 3: Evaluate and Separate
• Evaluate process, look for possible
  enhancements. Incorporate the operator,
  supervisor, processor, setup person, etc. in
  the evaluation.
• Separate internal and external activities
• Reduce internal activities by doing more
  work externally
• Brainstorm for improvements
  SETUP IMPROVEMENT
• Reduce/improve both internal and external
  activities
  – Internal
     •   Standardize Fixtures / Die Heights
     •   Use Locating Pins
     •   Predetermined X-Y coordinates
     •   Standardize & Improve Clamping Methods
     •   U-Washers
     •   T-slot and U-slots in base plates
   SETUP IMPROVEMENT
• Reduce/improve both internal and external
  activities
  – External
     •   Eliminate adjustments
     •   Maintenance of tools, gages & fixtures
     •   Preset tools and positioning die blocks
     •   Assign additional people to setup when feasible
     •   Pre-stage all items - Die carts, tool boards
          – get tooling, fixtures, dies, and molds
   SETUP IMPROVEMENT
• Reduce/improve both internal and external
  activities
  – External
     •   Dismantle and Repair Items
     •   Clean up
     •   Pre-Deliver Paper Work
     •   Easy Access to Required information
   SETUP IMPROVEMENT
Step 4: Coordinate and Plan External Work

  •   Create a Setup Chart
  •   Color code fixtures and tool
  •   Code location and description of dies
  •   Locate storage as close as possible
  •   Start preparation before the last part is run
  •   Plan for extra manpower
   SETUP IMPROVEMENT
Step 5: Validate & Report Gains
• Practice new setup method and videotape
• Calculate percent improvement in time and
  in walking distance
• Measure actual setup times for each part at
  least twice, after change, to validate gains
• Continually solicit ideas from operators to
  continually drive down setup time
   SETUP IMPROVEMENT
  This activity should never stop:
• KEEP AN OPEN MIND ...
  – ASK “ WHAT IF”
• Test ideas and measure results
• Implement improvements
• Document the new process
      SETUP IMPROVEMENT
NASCAR ANALOGY

If your machine(s)
were in a race would
you still make your
setups the way you
do now?
You can not win a
race when you’re in
the pit area!
  TOOLS - PROCESS MAP
• PROCESS MAPPING
 –   Record major time blocks and activities
 –   Question value added and non value added
 –   Eliminate or reduce non value added activities
 –   Brainstorm for potential improvements
 –   Document and assign responsibility for actions
   TOOLS - BRAINSTORMING
Five Steps to Brainstorming                            “1” vote per person
     Identify element(s) from
      analysis                                   Simplify or eliminate

     Generate 30- 40 ideas in     Utilize Creativity vs. Capital
      60 seconds                                           Don’t make excuses

     Group into categories
                                        No “Bad” or “Dumb” ideas
     Eliminate redundancies
     Prioritize, based on fact
   TOOLS - SPAGHETTI CHART

                               •Record movement of
                               feet
                               •Do not overlap lines
                               •Count trips/Calculate
                               distance
                               •Compare old to new
                               method


To tool room   To QC 150 Ft.
             In Conclusion

Quick reaction to the DEMANDS of your
market is critical. The flexibility to give your
customers WHAT, WHEN & HOW MUCH
they want is essential. Efficiently changing
from one job to another job is a MUST.

				
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