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Demand Chain Solutions
Set-Up Reduction
Jason Fretz
Brian Grannan
Aaron Lininger
Jeff Lovell
Demand Chain Solutions 1
Set-Up Reduction-
Seminar Expectations & Outcomes
Part I
What Set-up Reduction is and why it is important to achieving
Lean processes and World-Class Performance results.
Part II
Factors that Influence Lead Times and Set-up Operations.
The basic concepts and steps required to effectively implement a
Set-up Reduction Program.
Part III
How to Properly Analyze any set-up operation through a proven,
step-by-step process using low-cost solutions and techniques.
How to develop effective performance measures to insure you
are obtaining the results necessary from the program.
Demand Chain Solutions 2
Set-Up Reduction
Part I
Define Set-up.
- In your own words write a definition of set-up.
Demand Chain Solutions 3
Set-Up Reduction
Definition we will use in this training session to
define set-up
- The elapsed time from when the last part of the current run
is completed until the work center starts running the first good
piece of the next run.
Demand Chain Solutions 4
Set-Up Reduction
Steps in the Set-Up Process-
(1) Preparation Step. Work that is done to
prepare for set-up or changeover- i.e.: finding
materials, jigs, gauges, etc.
Makes up approximately 30% of the set-up process time.
Demand Chain Solutions 5
Set-Up Reduction
Steps in the Set-Up Process- (continued)-
(2) Mounting and Dismounting Step.
This involves work for taking cutter heads, blades,
and other similar tooling off the equipment and
putting on the new required tooling.
Makes up approximately 5% of the set-up process time.
Demand Chain Solutions 6
Set-Up Reduction
Steps in the Set-Up Process- (Continued)-
(3) Centering, dimensioning and setting step.
Involves fine-tuning the tooling and equipment to run
the next part.
Takes approximately 15% of the set-up process time.
Demand Chain Solutions 7
Set-Up Reduction
Steps in the Set-Up Process- (Continued)-
(4) Trial Runs and Adjustments.
Involves the frequent trial-and-error approach to set
up the tooling and equipment to run the parts
according to specifications.
- Makes up the largest single time element in most set-up-
approximately 50% of the set-up process time.
- This is where initial efforts can reap large benefits in reducing
set-up times.
Demand Chain Solutions 8
Set-Up Reduction
What is Set-up Reduction?
- A process through which the total time required to
changeover or set-up equipment or a work center is
dramatically reduced through a systematic, problem-solving,
waste-eliminating approach to support the movement toward
small lot size runs. This will reduce inventory and increase
productive run time to achieve increase in throughput,
minimizing lot sizes, and reducing total costs.
Demand Chain Solutions 9
Set-Up Reduction
Traditionally, we have left set-up operations to the workers.
Even when employees are conscientious, they often lack the
resources and authority to make significant improvements to
the set-up process.
Outdated accounting practices still “drive” many organization’s
thoughts regarding set-up. That is- large lot size runs in order
to spread the cost of timely and costly set-up operations across
many pieces, thereby reducing set-up cost per piece.
What this model of thinking results in is lengthy set-up
operations that take hours or days, instead of minutes. Most
set-ups can be reduced by 50-90% with a focused approach,
using low-cost, no cost techniques.
Demand Chain Solutions 10
Set-Up Reduction
The potential that reducing set-up has is difficult for most
people to envision as a reality, because “that is the way we
have always done it”, blinds us to the possibilities.
In order to achieve small lot production and thereby achieve
significant reductions in inventory and WIP, set-up reductions
must be done first.
Demand Chain Solutions 11
Set-Up Reduction
Most Set-Up Reduction programs are a variation on the SMED
program – Single Minute Exchange of Dies, developed by
Shingo,as part of the Toyota Production System (TPS).
People believe SMED means all set-ups can be done in one
minute or less. SMED is really a misnomer. SMED simply
states that all set-ups can be reduced significantly (50-90%)
through a focused, problem-solving, low-cost, no cost
approach.
This training session uses Set-Up Reduction based upon SMED
and the second definition.
Demand Chain Solutions 12
Set-Up Reduction
What Set-up Reduction is not
- A program to eliminate set-up people.
- A panacea to overcome poor management or poor process
layouts.
- Requirement to spend large capital investment to attain
significant benefits.
Demand Chain Solutions 13
Set-Up Reduction
What Set-Up Reduction Is-
- Is one tool of many in the drive to make processes lean
through elimination of waste and excessive time.
- A cost-reduction tool.
- A low-cost method to achieve increased capacity from
existing equipment.
- Way to reduce lot sizes significantly and improve versatility
of product mix through a work center to enhance customer
service.
- Means to have people who perform the work take
“ownership” for the process and be involved in implementing
solutions in their work area.
- A cross-functional team approach to problem-solving.
Demand Chain Solutions 14
Set-Up Reduction
Why Is It Important to Reduce Set-up Times?
- Reduce total process time.
- Reduce lot sizes to minimal levels to achieve flow.
- Reduce Queue time.
- Reduce Inventory/WIP
- Improve Product Mix/Flexibility
- Reduce costs
- Increase capacity
- Improve Quality
- To reduce technical or special training to perform set-up.
Demand Chain Solutions 15
Set-Up Reduction
The Goals of Set-Up Reduction Are:
(1) Eliminate set-up/changeover time entirely is the
optimum goal.
(2) Reduce Lot Sizes
(3) Reduce Lead time.
(4) Reduce Inventory Costs.
(5) Increase Flexibility through simplicity.
Demand Chain Solutions 16
Set-Up Reduction
(6) Improve tool and product design.
(7) Improve Idle Asset usage.
(8) Increased Capacity/Productivity.
(9) Reduce Scrap
(10) Improve Maintenance Costs.
(11) Happier Customers.
(12) Improved Material Flow and Usage.
Demand Chain Solutions 17
Set-Up Reduction
Elimination of Set-up or Changeover.
Goal should always be to completely eliminate any set-up or
changeover time, through product redesign, machine and
tooling modifications.
As a minimum, you should always use the 50% rule: If you
can’t reduce set-up or changeover to zero, then through simple
techniques, strive to reduce the set-up or changeover time by
50%.
When you achieve the first 50% reduction, then strive for
another 50%, etc, etc.
Demand Chain Solutions 18
Set-Up Reduction
Reduce Lot Sizes
- Should reduce lot sizes only after you have successfully
reduced set-up time.
- If you reduce lot size before reducing set-up process time, it is
guaranteed that you will see an increase in costs per unit and
erode any credibility to your lot size reduction strategy.
Demand Chain Solutions 19
Set-Up Reduction
Reduce Lead Times
- With increased frequency of product runs and mix, with
reduction in set-up or changeover times, you will see the
amount of material in queue be greatly reduced.
- Queue is the single largest element in overall lead time, and its
elimination is critical for successful drive toward lean.
- Adjustment time is the single largest element within a set-up
or changeover situation (about 50%). Reducing adjustment time
will result in increased run times, thereby, reducing lead times.
Demand Chain Solutions 20
Set-Up Reduction
Reduced Inventory Costs
- Achieving significant reductions in set-up time will
concurrently reduce the need for large amount of material and
WIP.
- Reduced Inventory costs are achieved through a reduction in
required safety stocks; less scrap and rework, and smaller lot
sizes. When combined, you will see how much waste you have
had in the pipeline in order to handle inefficiencies and waste.
Demand Chain Solutions 21
Set-Up Reduction
Increased Flexibility through Simplicity
- Achieving set-up reductions will increase your flexibility to
manufacture products to customer demands because of
increased run times and reduced “waste” time.
- It will require less time to change from one production
product to another, thereby, increasing your productive run
time, and reducing costs.
- Eliminates the need for complex, specialized skills to set-up
equipment and tooling so anyone can set-up/changeover.
Demand Chain Solutions 22
Set-Up Reduction
Improved Tool and Product Design.
-With a focus on reducing set-up and change over times, you
will be forced to look at your tooling and product designs,
finding ways to simplify and eliminate variations that do not
add value to the product. Standardization in product design and
tooling is key.
- Tool and Product Redesign is usually done through a
Concurrent Engineering team working in conjunction with Set-
up Reduction teams.
Demand Chain Solutions 23
Set-Up Reduction
Improve Idle Asset Usage.
- When you successfully reduce set-up and changeover times,
it is possible to expand machine utilization times that didn’t
exist before.
- This leads to increased production/product throughput,
based upon actual customer demand, not inaccurate forecasts.
- Machines are often idle more, but running more product in
less time, because of increased efficiencies.
- Often can negate need to buy additional equipment by
utilizing current equipment more efficiently.
Demand Chain Solutions 24
Set-Up Reduction
Increased Capacity/Productivity
- With a focus on producing parts “right the first time” increase
capacity/productivity is achieved.
- More machine “up-time”.
- Better equipment preventive maintenance results in better
quality, process reliability, requiring less rework.
- Tap into the “hidden capacity” in your processes.
Demand Chain Solutions 25
Set-Up Reduction
Reduced Scrap.
- Reduction in scrap through set-up reduction efforts is achieved by
bringing quality problems to the surface sooner.
- Less WIP means it is easier to identify quality problems sooner.
- Set-up reduction is often done in conjunction with 5S and
Mistake-Proofing tools.
- Material and labor costs go down with less rework and scrap
- Eliminates the need for 2-5% scrap in the set-up process.
Demand Chain Solutions 26
Set-Up Reduction
Improved Maintenance Costs.
- Less run time on machines allows for more preventive
maintenance to be perform, thereby, reducing machine
breakdowns.
- As machines and tooling are taken care of better, replacement
costs will go down.
- Operators will perform routine preventive maintenance
during times when equipment is not running.
- Maintenance problems are identified sooner when combined
with a 5S program to maintaining an orderly, clean work
station.
Demand Chain Solutions 27
Set-Up Reduction
Happier Customers
- Set-up reduction, when combined with reduced lot sizes; less
scrap; and more machine up-time, it is possible to ship 100%
on time to customers, based upon actual orders.
- Increased Customer Satisfaction leads to increased future
business.
- More time to attend to Customer Issues and resolve them
permanently.
Demand Chain Solutions 28
Set-Up Reduction
Increased Material Flow and Usage.
- Through reduced lot sizes, less inventory is required, thereby,
reducing material costs.
- Less scrap and rework requires less material.
- Producing to actual customer orders reduces the need for
safety stock and inventory carrying costs.
Demand Chain Solutions 29
Set-Up Reduction
Summary to Part I- Benefits to Implementing Set-Up
Reduction:
(1) Become more profitable.
(2) Become more competitive.
(3) Experience fewer shortages and stock-outs.
(4) Improve cash flow.
(5) Improve Inventory Turns.
(6) Reduce indirect costs.
(7) Improve Customer Service.
(8) Reduce Queue Times.
Demand Chain Solutions 30
Set-Up Reduction
Summary to Part I- Continued
(9) Increase Equipment Uptime.
(10) Improve Machine Efficiency and Level out Production.
(11) Utilize Labor more effectively.
(12) Reduce overall Cost-of-Quality.
(13) Increase Manufacturing Process Flexibility and Capacity.
(14) Improve overall Management and Supervisory Effectiveness.
Demand Chain Solutions 31
Set-Up Reduction
Review of Key Points in Part I:
- In your own words, write a definition of set-up.
Demand Chain Solutions 32
Set-Up Reduction
Review of Key Points in Part I:
- List the four steps in the set-up process:
(1)
(2)
(3)
(4)
Demand Chain Solutions 33
Set-Up Reduction
Review of Key Points in Part I:
- List the step in the set-up process that usually
consumes the most time and offers the greatest initial
opportunity for improvement.
Demand Chain Solutions 34
Set-Up Reduction
Review of Key Points in Part I:
- In your own words, define Set-Up Reduction.
Demand Chain Solutions 35
Set-Up Reduction
Review of Key Points in Part I:
- What are five goals of an effective Set-up
Reduction Program?
(1)
(2)
(3)
(4)
(5)
Demand Chain Solutions 36
Set-Up Reduction
Key Points of Part I:
- With what you know now about set-up list some
areas within your organization where set-up reduction
could prove effective and why.
Demand Chain Solutions 37
Set-Up Reduction
What You will Learn in Part II:
Learn What Lead Time is and what are the critical
elements that make up lead time.
The basic concepts and steps required to effectively
implement a Set-up Reduction Program.
Demand Chain Solutions 38
Set-Up Reduction
Lead Time
What is your definition of Lead Time?
Demand Chain Solutions 39
Set-Up Reduction
The definition of Lead Time is:
“ The time that is required to process an customer
order from order entry through shipping the
product to the customer”.
In this training session we will focus on the parts of
lead time that influence set-up and changeovers as
part of the overall processing operation.
Demand Chain Solutions 40
Set-Up Reduction
Lead Time is made up of the following elements:
- Queue.
- Transportation.
- Inspection
- Unnecessary Motion
- Wait Time.
- Rework/Scrap.
- Overproduction.
- Excess inventory and WIP.
- Run Time.
- Inefficient plant layout
Demand Chain Solutions 41
Set-Up Reduction
Lead Time elements
Queue/Wait times-
- These two elements make up the two largest “waste” times for a product
or item that is going through processing.
- Most parts are worked on 5-10% of the time while in process. The rest of
the time is “waste”, and it is the elimination of this “waste time” that causes
significant reductions in overall lead times and costs.
- Flow-charting and value-steam mapping a process as currently performed
will clearly show where “wait” and “waste” times are in the process.
- Queue/Wait time exists in most set-up processes as parts wait to be
worked on during lengthy set-ups or changeovers.
Demand Chain Solutions 42
Set-Up Reduction
Lead Time elements-
Transportation
- Transport Time consists of the time when parts and tooling are required to
be moved from a work station to another area in order to continue the
processing steps
- Inefficient plant layouts are a major cause for transportation of parts.
- Layout equipment and processes so parts do not require transporting
between work stations by forklifts or similar means. Look to have single
piece flow or small lot flow between work stations that are tied together.
- Transportation time exists in set-up operations where tooling is moved
between the work station and storage areas and also in move material in and
out of the work station area.
Demand Chain Solutions 43
Set-Up Reduction
Lead Time elements-
Inspection
- Inspection time consists of time taken to inspect parts and/or tooling to
insure the tooling and parts meet specifications.
- Inspection time is necessary because processes are not in control and allow
too much variation to occur.
- Inspection time in the set-up process occurs when the operator is required
to take time to check out tooling and equipment to insure that the tooling is
sharpened; correctly aligned, and is the right tooling.
Demand Chain Solutions 44
Set-Up Reduction
Lead Time elements-
Unnecessary Motion
- Unnecessary motion is the result of operators having to perform repetitive
movements while performing the operation that are required because of the
inefficient layout of the work station, equipment and work area.
- Unnecessary motions occur in set-up operations when operators are required
to repeat motions to insure accuracy of tooling, machine set-up and quality of
parts.
- If the set-up process is re-engineered to reduce this repeated motion for
checking accuracy or many fine-tuning adjustments, this “waste time” can be
significantly reduced from the set-up process.
- Conducting a 5S program in conjunction with a Set-Up Reduction Program,
will help eliminate wasted motions through improved work station
organization.
- Performing Job Safety Analysis of each work station will also identify ways
to ergonomically re-engineer the work station.
Demand Chain Solutions 45
Set-Up Reduction
Lead Time elements-
Rework/Scrap
- Rework/scrap is the result of a process that is not reliable or consistently
operating within controlled parameters.
- Rework/Scrap results from trying to inspect quality in versus building
quality in as an inherent part of the process.
- Rework/Scrap in set-up operations results from having to perform repeated
fine-tunings and adjustments to tooling, materials or equipment.
- This causes production planning to add “extra parts” to complete an order
to replace the parts that are consumed in the set-up operation and are
scrapped.
Demand Chain Solutions 46
Set-Up Reduction
Lead Time Elements-
Overproduction
- Overproduction results from trying to “plan” around the inherent and
inconsistent variations in a process.
- This “planning” results in not having any consistent output from running a
part from one lot to the next. Sometimes you end up with too many parts
and have inventory. Then the next time you run short of parts due to
problems and need to enter replacement orders to complete a job.
- Overproduction results in set-up operations by virtue of production
planning an acceptable “loss” throughout the process to cover set-up pieces
that are “scrapped”.
- Overproduction in the set-up process can be overcome by eliminating the
need to have planned scrap and making set-ups quick, simple and
significantly reduce repeated fine-tunings and adjustments.
Demand Chain Solutions 47
Set-Up Reduction
Lead Time Elements-
Excess Inventory and WIP
- Excess Inventory levels are created as a conditioned response to process
variations and inefficiencies within the manufacturing process. Safety
stocks and large batch runs are used to try to correct for these inefficiencies
and variations, but usually are ineffective.
- Excess inventory and WIP can only be successfully reduced in conjunction
with a Set-Up Reduction Program that allows for rapid set-ups and
changeovers and increases flexibility to run small lots to realize significant
JIT benefits.
Demand Chain Solutions 48
Set-Up Reduction
Lead Time elements-
Run Time
- The only real value-added time in a process is the time when a part or item
is having value added to it (work). Unfortunately, in most processes
(manufacturing and non-manufacturing) run time is only 5-10% of the total
process time. The remainder is “waste” or non-value added.
- Lengthy set-up times contribute to the long lead times and as set-up times
are significantly reduced, lead times can concurrently be reduced, with
positive effects of improved quality and on-time shipments.
Demand Chain Solutions 49
Set-Up Reduction
Lead Time Elements
Inefficient Plant Layout.
- Plant layouts are often the result of unplanned and disjointed placement of
equipment and related processes.
- With the emphasis of reducing set-up costs by running EOQ’s and large
batch runs, individual work station efficiencies become more important that
the overall process effectiveness.
- Set-up Reduction, when done as part of a total process improvement
program, will demand revamping current plant layout to emphasis overall
“flow” by tying processes together and introducing set-up times that make
set-up a non-issue.
Demand Chain Solutions 50
Set-Up Reduction
All these lead time factors influence Set-Up
Times and provide focus on what to reduce or
eliminate as part of the Set-Up Reduction
Program----
Waste Elimination.
Demand Chain Solutions 51
Set-Up Reduction
In an effective Set-up Reduction program you will
look at eliminating/significantly reducing:
-Wait Times.
- Queue.
- Transportation.
- Inspection.
- Unnecessary Motions.
- Overproduction.
- Excess inventories.
- Adjustments.
- Rework and Scrap.
Demand Chain Solutions 52
Set-Up Reduction
For Set-up Reduction efforts to be successful, you must
incorporate ALL of the following actions into your program:
- Simple Job Changes.
- Focus on Equipment Up-Time.
- Small lot size production.
- Training for operators and team.
- Increase flexibility in equipment, processes and people.
- Team work.
- Operators/Set-up People are the owners of the process and its
results.
- Videotaping of the entire process.
- Flow Charting current process and proposed process.
- Elimination of Waste
- 5S and Visual Control programs.
Demand Chain Solutions 53
Set-Up Reduction
Successful Set-up Reduction can best be
accomplished by developing/forming a cross-
functional team:
- Supervisor
- Engineer
- Set-up Person
- Maintenance
- Quality
- Facilitator/Trainer (Team Coach)
- Team Sponsor (Senior Manager)
Demand Chain Solutions 54
Set-Up Reduction
Considerations in Set-Up Reduction Team
Selection:
- 6-8 persons on the team.
- Select a “Pilot Project” that has the greatest chance of succeeding and have
a positive impact that will build support.
- Choose volunteers when possible.
- Leaders from the shop floor, should be included on the team to increase
“buy-in”.
- Team Facilitator/Trainer can be either internal champion or external
consultant.
- Team Sponsor should be a Senior Manager who can provide resources and
assistance to team in overcoming obstacles and actively supports Set-Up
Reduction and Process Improvement.
Demand Chain Solutions 55
Set-Up Reduction
First Line Supervisor
- First line Supervisor represents the “critical link” between management
and shop floor. Do not “under-estimate” the importance of their support or
actions and their impact on success of the project.
- Supervisor will often feel threatened because he/she will think it is a drive
to replace him/her. Training and involvement must be done from the very
start of the project.
- Will be the front-line communicator and enthusiasm leader.
- Assist in the measurements/baseline to determine success.
- May or may not be the Team Facilitator/Leader.
Demand Chain Solutions 56
Set-Up Reduction
13 Step Set-Up Process Improvement Program
(1) Select Set-up Team (cross-functional)
(2) Select a Team Leader, Recorder.
(3) Assemble Team Members and conduct training class in:
- Why Change?
- Concepts of Waste
- Flow-Charting/Value Stream Analysis
- Problem-Solving Techniques
- Set-Up Reduction Principles.
(4 ) Select a Pilot Project.
Demand Chain Solutions 57
Set-Up Reduction
13 Step Set-Up Improvement Process (continued)
(5) Flow Chart Current Set-up Process and determine a videotape
schedule of the Pilot Project. Discuss videotaping project with work
Center Supervisor and Employees to gain their understanding and
support for the project.
(6) Videotape the set-up process as currently performed.
(7) As you videotape the set-up operation, have 1-3 team members
complete a Set-Up Worksheet that documents the elements and
indicate if external or internal element.
(8) When completed with Step #6 & #7, Team meets and goes through
thorough analysis of the videotape and worksheet and determines
areas for improvement. Develops a new process.
Demand Chain Solutions 58
Set-Up Reduction
13 Step Set-Up Improvement Process (continued)
(9) Record new process on worksheet. Implement changes.
(10) Videotape the new process.
(11) Review videotape of new process and analysis for additional
changes/improvements that can be made.
(12) Monitor set-up operation. Take corrective action if
not getting the desired results or if process “backslid”.
(13) Reward Success.
Demand Chain Solutions 59
Set-Up Reduction
Establishing The Foundation-
- Seek simplicity in solutions, tooling, fixtures and equipment.
- Search for low-cost, no-cost solutions.
- Avoid studying a set-up reduction project to “death”.
- Strive for continuous improvement, versus an all-or-nothing approach
- Document the current process first “as is”. Videotaping is preferred.
- Increase “buy-in” throughout the entire organization by conducting
periodic communication and training sessions. These meetings should
consist of Senior Managers and Team Members.
Demand Chain Solutions 60
Set-Up Reduction
Review of Key Points of Part II-
Write a definition of lead time as it pertains and impacts Set-Up
Operations.
Demand Chain Solutions 61
Set-Up Reduction
Review of Key Points of Part II-
List at least 5 elements that impact overall lead time and describe
how each one impacts set-up process.
Demand Chain Solutions 62
Set-Up Reduction
Review of Key Points in Part II-
- What two elements make up the largest components of overall
lead time and how do they impact lead and set-up times?
(1)
(2)
Demand Chain Solutions 63
Set-Up Reduction
Review of Key Points of Part II-
- Describe how Inspection influences set-up and lead times?
Demand Chain Solutions 64
Set-Up Reduction
Review of Key Points in Part II-
- What is the only true value-added element of lead and set-up
times?
Demand Chain Solutions 65
Set-Up Reduction
Review of Key Points in Part II-
List 8 of the 13 steps of establishing an effective
Set-up Reduction Program.
Demand Chain Solutions 66
Set-Up Reduction
Review of Key Points of Part II-
Write a brief narrative of how set-up reduction can be
implemented within your organization using the key points
outlined in Parts I & II.
Demand Chain Solutions 67
Set-Up Reduction
In Part III you will learn:
How to Properly Analyze any set-up operation through a
proven, step-by-step process using low-cost solutions and
techniques.
How to develop effective performance measures to insure
you are obtaining the results necessary from the program.
Demand Chain Solutions 68
Set-Up Reduction
Set-Up Process Times-
The two basic elements of Set-Up Time:
(1) Internal Set-up- Defined as the elements or work that
must be carried out while the machine or equipment is shut
down or idle.
- Example of Internal Set-up Elements-
- Removal and attachment of dies.
- Tooling adjustments when tooling is on the machine.
Demand Chain Solutions 69
Set-Up Reduction
Set-Up Process Times-
(2) External Set-up- Defined as set-up elements which can
take place while the machine is in operation or after the
operation is completed.
- Example of External Set-Up Elements:
(1) Return of dies to storage
(2) Transporting of new dies to machine.
Demand Chain Solutions 70
Set-Up Reduction
Conceptual Stages of Set-up Reduction Improvement
-In most set-up operations, the Internal Elements are
not distinguished from the External. This results in
the increasing total time it takes to perform set-up
operations.
(1) Separate Internal from External elements.
(2) Shift Internal Elements to External Elements.
- Represents the area of greatest improvement.
(3) Improve all elemental operational steps.
Demand Chain Solutions 71
Set-Up Reduction
Set-Up Process Times
Internal and Step 1- Step 2- Step 3-
External Set-up Separate Internal Shift Internal Improve All
Elements Not And External Set-Up To External Operational
Differentiated Elements Set-up Elements
Demand Chain Solutions 72
Set-Up Reduction
Set-Process Steps
Preparation Step-
30% of the
Set-up
Time
Mounting and
Dismounting Time
5% of the
Set-Up Time Centering ,
Dimensioning-
15% of the
Set-up
Adjustments and
Time
Trial Runs-
50% of the
Set-Up
Time
Demand Chain Solutions 73
Set-Up Reduction
Set-Up Reduction techniques-
- One Touch Changeover-
Using this technique means looking for ways to use:
(1) Pre-set pins.
(2) Auto Dial-In Settings.
(3) Quarter Turn Fasteners (instead of multi-turn)
(4) Single Thread Bolts (versus multiple thread)
Demand Chain Solutions 74
Set-Up Reduction
Set-Up Reduction Techniques-
External Exchange Method
- By segregating the essential portions of the set-up, you will
maximize the external set-up steps while the machine is in
operation.
- The more elements that are shifted to external, the greater
the time/process savings will be.
Demand Chain Solutions 75
Set-Up Reduction
Set-Up Reduction Techniques-
Internal Exchange Methods-
- Minimize the portions which must be carried out while the
machine is not in operation.
- This represents where the “real” unproductive non-value-
added time within the set-up process lies.
Demand Chain Solutions 76
Set-Up Reduction
Set-Up Reduction Techniques
Removable and Mounting Techniques-
Use simple methods to simplify this part of the set-up operation
by using multiple dies-sets; beds to make removing and
mounting be done in minimal time.
Demand Chain Solutions 77
Set-Up Reduction
Set-Up Reduction Techniques
Adjust and Trial Process-
- Since this constitutes up to 50% of the average set-up time, finding ways to
simplify and minimize/eliminate repeated and frequent adjustments, will result
in significant time savings.
- Use preset-positions; jibs; fixtures; markings to minimize “guess-work”.
- Using this technique means looking for ways to use:
(1) Pre-set pins.
(2) Auto Dial-In Settings.
(3) Quarter Turn Fasteners (instead of multi-turn)
(4) Single Thread Bolts (versus multiple thread)
Demand Chain Solutions 78
Set-Up Reduction
Set-Up Reduction Steps-
Separate External from Internal
- In traditional set-up operations, internal and external set-up elements
are confused- what could be done externally is done as internal set-up time,
increasing the overall set-up operation time.
- The most important step in implementing a successful set-up reduction
program is distinguishing between internal and external set-up elements.
- Most people agree that parts preparation and maintenance should be done
when machines are stopped, when the work can be performed while the
machine is running. In spite of this understanding, this is often not the case.
Demand Chain Solutions 79
Set-Up Reduction
Set-Up Reduction Steps-
Separate External from Internal- Continued
- Focused efforts to make as much of the set-up external as possible, can
usually result in set-up reductions of 30 – 50%, with little or no cost!
- Extremely important to step “out-of-the-box” when performing this step
Examine each step “true” purpose and eliminate any not critical.
- Converting Internal to External can often be done simultaneously with
improving the overall operational process to compound savings and
improvements
Demand Chain Solutions 80
Set-Up Reduction
Separate External from Internal-
In traditional set-up operations, several types of waste can occur:
- Finished Goods are transported to storage or the next batch of raw
materials are moved from stock into the work station when the machine is
shut down when transporting materials.
- Once set-up is started, blades, dies, jigs, etc are discovered to be
defective or not ready to run the next job. This creates lost time as you tear
down, fix tooling, and start all over again.
- Parts that are no longer needed are transported to the tool room while the
machine is turned off.
- Materials have to be reworked or replaced because they do not meet
required dimensions or quality aspects.
Demand Chain Solutions 81
Set-Up Reduction
Separate External From Internal- continued
- Tooling that is needed for setting up is not located within the
work station or placed in a planned, orderly location as
required to prevent stopping and locating tools.
- “Discretionary Time” taken by operator during internal set-up
time (when machine is idle) to take breaks, eat, talk.
- Next job is not ready and operator has to wait for parts to come
from the supplying work center.
Demand Chain Solutions 82
Set-Up Reduction
List what other types of waste can occur in the
preparation step of a set-up:
(1)
(2)
(3)
(4)
(5)
Demand Chain Solutions 83
Set-Up Reduction
Distinguishing Internal From External Set-Up Time:
The following techniques are effective tools in helping you
insure that those elements that can be done as External
Set-Up are indeed performed while the machine is running-
- Use a Checklist. Develop a simple checklist that has all the necessary information
needed to verify the tooling, jigs, dies, temperature settings, pressure, etc is available
and is checked while machine is running
- Use a Check Table. A Check table is a table on which drawings have been made of
all the parts and tools required for a set-up. A single glance at the table will tell the
operator where any parts are missing (Good Visual Management tool)
- (NOTE: It is important to develop a checklist and check table for each machine.
Avoid Generic Checklists and Check Tables)
Demand Chain Solutions 84
Set-Up Reduction
Distinguishing Internal From External Set-Up Time:
- Improving Transportation and removal of Dies and other Parts. Parts are taken
from a central tool crib or location and returned after the run is completed. Do as an
External Elements and not when the machine is idle.
* Die storage should have a clearly marked and specific location, not simply a
general shop area. Dies need to always be returned to the same location, in
“production ready” condition.
* Wherever possible, dies should be stored at or near the point of production
use. Segregation by cell, product line or family are also possible location schemes.
- Eliminate Small losses:
* Determine what preparations have to be made in advance.
* Determine what tools need to be on hand?
* What type of work bench is required for proper organization of tools and other
equipment. (Part of 5S program).
* Where the tools, jigs, dies, blades, cutters placed after each use. How do you
verify the parts are ready for the next time they are used).
Demand Chain Solutions 85
Set-Up Reduction
Separate External from Internal- Continued
- Pre-assemble. Do any assembly of parts attachment when the machine
is running and adjust “pre-sets” also during External Time.
- Eliminate “guess work” and repeated need to adjust to get correct
settings of tooling, jigs, beds, etc.
- Use standard and “One-Touch” Tools. “One-Touch” tools are quick
fitting jigs, fixtures, that require minimal adjustment and are easily
placed repeatedly and accurately for each set-up.
- Simplify Clamping Mechanisms.
* Reduce the number of bolts.
* Use single thread bolts versus multiple thread bolts.
* Replace bolts with hydraulic or cam-operated clamps.
Demand Chain Solutions 86
Set-Up Reduction
Separate External from Internal- Continued
- Prepare Operating Conditions in Advance.
* Preheat dies prior to set-up instead of waiting until on the machine.
* Setting Bits on Lathes.
* Setting Centers for Press-Die processing.
- Add parallel operations. Two people are more effective than one and
the set-up time can often be reduced by more than 50% with the same
amount of labor.
- Optimize the Number of Workers and the Division of Labor.
* On lengthy set-ups, use more than two people.
* Determine what the “optimum” number is through analysis.
* Determine how the work is to be divided to optimize efficiency and
avoid duplication of efforts. Standardize the work and cross-train.
Demand Chain Solutions 87
Set-Up Reduction
Elimination of Repeated Adjustments-
The goal of Elimination of Repeated Adjustments is:
“ To have no trial and error or guesswork in positioning parts, tooling,
fixtures, jigs so as to have consistent and repeatable placement for centering,
dimensioning, or machining, and complete the set-up with only one piece”.
This trial and error adjustment can cause up to 50% of the time
wasted in many set-ups.
Demand Chain Solutions 88
Set-Up Reduction
Elimination of Repeated Adjustment-Continued
Causes of Mis-adjustments-
Examples:
(1) Lack of precision equipment.
(2) No set control limits.
(3) Combination of wear and tear on tooling, fixtures,
equipment, control limits.
(4) Human Error.
(5) Lack of rigidity (material that flexes, gives)
(6) Lack of standards or reference points.
(7) Unclear or undefined work methods.
Demand Chain Solutions 89
Set-Up Reduction
Elimination of Repeated Adjustment-Continued
- Many people confuse the distinction between setting
and adjusting. This causes people to assume,
incorrectly, that adjustments are a necessary part of
set-ups and they fail to look on finding solutions to
eliminating repeated adjustments.
Demand Chain Solutions 90
Set-Up Reduction
Six Step Process for Analyzing Effectiveness
of Adjustments-
(1) Determine purpose of each step (What is the step’s function and is it
necessary?)
(2) Current rationale. Determine why the step is needed
(3) What is the skill level of the Set-Up Operator?
(4) Method. Why is it necessary to perform it this way?
(5) Causal Factors. What conditions create the need for repeated
adjustments?
(6) Consider the alternatives that can eliminate or drastically reduce Steps 1-
5 above, and implement.
Demand Chain Solutions 91
Set-Up Reduction
Ways to eliminate Need for Repeated
Adjustments-
- Draw permanent reference lines on equipment/tooling.
- Have set height gauges and center settings.
- “On-the-fly” tool changes.
- Rotating Profile Templates.
Demand Chain Solutions 92
Set-Up Reduction
Ways to Eliminate Need for Repeated
Adjustments- Continued
- Assign specific machines and keep set-up for a specific
product line without having to change from one job to the
next.
- Standardize parts, tools and fixtures.
- Design product and processes to manufacture the product
together (Use Concurrent Engineering Team with Set-Up
Team)
- Avoid Threads and Threading where possible.
- Avoid need for hand-tools.
Demand Chain Solutions 93
Set-Up Reduction
Ways to Eliminate Need for Repeated Adjustments-
Continued
- The Use of Functional Clamps.
A Functional Clamp is an attachment device serving to hold objects
in place with minimal efforts.
The following are examples of Functional Clamps:
- Pear-Shaped Hole Method (Works like a Key Hole)
- The U-Shaped Washer Method. (Makes placing washer easily
with fluid motion for inserting and taking out).
- The Split Thread Method. (Male-Female Design)
- The U-Slot Method. (Slide bolt into a U-shape slot)
Demand Chain Solutions 94
Set-Up Reduction
-Ways to Eliminate Need for Repeated Adjustments-
Continued
- The Clamp Method. (Clamps instead of bolts).
- The Cam-Method. (Cams instead of bolts).
- Hydraulics versus bolts.
- Magnetics.
- Vacuum Suction.
- Interlocking Methods (where parts can be fitted together and hold
each other without having to manually fasten)
Demand Chain Solutions 95
Set-Up Reduction
13 Step Set-Up Process Improvement Program-Review
(1) Select Set-up Team (cross-functional)
(2) Select a Team Leader, Recorder.
(3) Assemble Team Members and conduct training class in:
- Why Change?
- Concepts of Waste
- Flow-Charting/Value Stream Analysis
- Problem-Solving Techniques
- Set-Up Reduction Principles.
(4 ) Select a Pilot Project.
Demand Chain Solutions 96
Set-Up Reduction
13 Step Set-Up Improvement Process (continued)
(5) Flow Chart Current Set-up Process and determine a videotape
schedule of the Pilot Project. Discuss videotaping project with
work center Supervisor and Employees to gain their
understanding and support for the project.
(6) Videotape the set-up process as currently performed.
(7) As you videotape the set-up operation, have 1-3 team members
complete a Set-Up Worksheet that documents the elements and
indicate if external or internal element.
(8) When completed with Step #6 & #7, Team meets and goes
through thorough analysis of the videotape and worksheet and
determines areas for improvement. Develops a new process.
Demand Chain Solutions 97
Set-Up Reduction
13 Step Set-Up Improvement Process (continued)
(9) Record new process on worksheet. Implement changes.
(10) Videotape the new process.
(11) Review videotape of new process and analysis for additional
changes/improvements that can be made.
(12) Monitor set-up operation. Take corrective action if
not getting the desired results or if process “backslid”.
(13) Reward Success.
Demand Chain Solutions 98
Set-Up Reduction
Establish Effective Measurement System
Why Measure?
(1) It is important to establish the “current base” and
measure improvement against that base.
(2) Need a reliable indicator of the progress that is being
made from old procedures.
(3) Insures projects take on a “results orientation” that is
measurable and positively impacts performance parameters.
Demand Chain Solutions 99
Set-Up Reduction
Establish Effective Measurement System-(Continued)
Possible Measurements of Improvement:
(1) Reduced number of steps in set-up process. Set-Up reduction
should leave you with significantly less steps per setup that
before the set-up reduction project.
(2) Total Time for Average Set-Up or Changeover.
(3) Reduced Lead Time.
(4) Machine “Run Time” / Utilization Time.
(5) Improved Scheduling and Running More Products, More
Often with smaller lot sizes.
Demand Chain Solutions 100
Set-Up Reduction
Establish Effective Measurement System-(Continued)
- It is critical to post information on progress and project’s
success, where all employees can see the information.
- Can be used to then increase buy-in for additional Set-Up
Reduction Projects.
- Consider starting a quarterly newsletter for only Process
Improvement/Set-Up Reduction project information.
Demand Chain Solutions 101
Set-Up Reduction
Review of Key Points in Part III-
What are the two categories that set-up elements fall into?
(1)
(2)
Demand Chain Solutions 102
Set-Up Reduction
Review of Key Points in Part III-
Define Internal Set-up Time. Give at least two examples.
Explain how Internal Set-up Time influences Set-Up
Operations
Demand Chain Solutions 103
Set-Up Reduction
Review of Key Points in Part III-
Define External Set-Up Time and explain how it affects overall
Set-Up process. Give at least two examples.
Demand Chain Solutions 104
Set-Up Reduction
Review of Key Points in Part III-
Why is it important to convert as many Internal Set-up
elements to External Set-up Elements to achieve a successful
Set-Up Reduction project?
Demand Chain Solutions 105
Set-Up Reduction
Review of Key Points in Part III-
Give at least five examples of converting internal set-up
elements to external set-up steps. (Example: preheating dies
before placing on machine to reduce wait time for dies to heat
up)
Demand Chain Solutions 106
Set-Up Reduction
Review of Key Points in Part III-
List at least five ways to reduce Trial and Error Adjustments
during a set-up.
Demand Chain Solutions 107
Set-Up Reduction
Review of Key Points in Part III-
Provide several examples of how time is wasted within the set-
up process that would be easy to eliminate or significantly
reduce.
Demand Chain Solutions 108
Set-Up Reduction
Review of Key Points in Part III-
Why is it important to have effective measurements in place to
verify set-up reduction improvements?
Demand Chain Solutions 109
Set-Up Reduction
Review of Key Points in Part III-
What are three measurements that could be used to provide
reliable performance and feedback information on set-up
projects?
Demand Chain Solutions 110
Set-Up Reduction
Review of Key Points in Part III-
What are the Six Steps in Analyzing Trial and Error
Adjustments during Set-Up?
Demand Chain Solutions 111
