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SETUP IMPROVEMENT PowerPoint Presentation
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SETUP IMPROVEMENT

SETUP IMPROVEMENT

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SETUP IMPROVEMENT

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  1. SETUP IMPROVEMENT JOHN DEERE SUPPLIERDEVELOPMENT

  2. 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

  3. SETUP IMPROVEMENT DEFINITION OF SETUP: • The setup includes all ACTIVITES and TIME elapsed from LAST GOOD PIECE (A) to FIRST GOOD PIECE (B)

  4. 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.

  5. 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

  6. WHY Reduce Setup times? • Key reason is to Reduce Your Lot Sizes • Reduce WIP • Reduce Lead Time • Better Quality • Increased Flexibility

  7. Preparation, returns from previous job, and checking of raw material, dies, jigs, gauges, etc. Mounting and removing tools and tool holders, fixtures, chucks, etc. Centering, dimensioning, & setting of other conditions Trial run & Adjustments Work Content Breakdown Ex. • 30% • 5% • 15% • 50%

  8. 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.

  9. 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.

  10. Fundamental Rule # 1 • We willNOTsacrifice Quality or Safety to reduce setup time.

  11. Fundamental Rule # 2 • If an ACTIVITY can be done when the process is running (externally), then it should be done while process is running.

  12. Where to Start Step 1: Establish Team & Define Project PotentialAreasforImprovement • Bottleneck Operations • Unable to meet Short Lead-time • Delivery Complaints from Your Customer • Other

  13. 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

  14. 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

  15. 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

  16. 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

  17. 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

  18. 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

  19. 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

  20. 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

  21. 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!

  22. 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

  23. TOOLS - BRAINSTORMING • Five Steps to Brainstorming • Identify element(s) from analysis • Generate 30- 40 ideas in 60 seconds • Group into categories • Eliminate redundancies • Prioritize, based on fact • “1” vote per person • Simplify or eliminate • Utilize Creativity vs. Capital • Don’t make excuses • No “Bad” or “Dumb” ideas

  24. 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.

  25. 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.