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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:

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slide1

SETUP IMPROVEMENT

JOHN DEERE

SUPPLIERDEVELOPMENT

setup improvement
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 improvement1
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
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 improvement2
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
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 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%
two kinds of setup activity
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 improvement3
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
Fundamental Rule # 1
  • We willNOTsacrifice Quality or Safety to reduce setup time.
fundamental rule 2
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
Where to Start

Step 1: Establish Team & Define Project

PotentialAreasforImprovement

  • Bottleneck Operations
  • Unable to meet Short Lead-time
  • Delivery Complaints from Your Customer
  • Other
setup improvement4
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 improvement5
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 improvement6
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 improvement7
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 improvement8
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 improvement9
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 improvement10
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 improvement11
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 improvement12
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
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
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
tools spaghetti chart
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
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.