Setup Reduction

1. Setup Reduction

2. Justify the Need for a Project • Never storm into a setup reduction project without first reviewing the supplier’s operation. Will the project: • Benefit Oshkosh, Pierce, McNeilus? • Benefit the Supplier? • Reduce WIP levels? • Reduce Manufacturing Critical-path Times? • Add capacity to achieve production? • Reduce the supplier’s PPM rates? • Increase manufacturing flexibility? • Lower overall operating costs?

3. Waste Attributed to Setups • Overproduction. • Excess inventory. • Defects. • Non-value added processing. • Waiting. • Transportation. • Under-utilized people. • Excess motion.

4. Setup Reduction Benefits • Shorter lead time. • Less material waste. • Fewer defects. • Less inventory. • Lower space requirements. • Higher productivity. • Greater flexibility.

5. Setup Reduction Reduces Waste

6. Select the Appropriate Machine • Select a single machine for the initial setup reduction project. • Techniques to select the initial machine: • MPX flow modeling. • Process mapping. • Spaghetti diagrams. • Set-up metrics. • Excessive queues. • Excessive WIP. • Excessive finished goods. • Factory tour.

7. Roles and Responsibilities • Draft a project charter that includes the: • Business Case. • Situation and Goal Statement. • The mission and vision. • Project Scope. • Schedule and deliverables. • Assignments and roles. • Responsibility of the Champion.

8. Change Agent and Motivator • Gear the Charter to: • Commit resources from the company. • Reduce setup times by at least 50% on the first attempt. • Keep the budget as low as possible. • Obtain input from all shifts. • Set new standards for metrics and documentation. • Generate quick results.

9. Reasons Why Projects Fail • Watch out for the following: • No commitment of funding or manpower. • No plan of action to direct work effort. • Project Manager not given adequate time. • Project not implemented correctly. • People affected by change not included.

10. Spread the Word • Schedule rollout meetings ASAP to kill the rumor mill. • Communication is a critical component for success. • Company leadership must be present. • Try to invite all that touch the process. • Explain why the setup reduction project is needed. • Introduce the concept of teamwork, metrics, and value add. • Good people working in a less than desirable process. • Assure employees that videos will not be used against them. • We are not here to purchase your business.

11. Explore the Real World • Identify every day “Need for Speed” applications. • Fast Food: Subway, Quizno’s, etc. • Ten minute oil change: Pennzoil • Pit stops: NASCAR, CART, etc. • Grocery stores: Express checkout • Banks: ATM machines, On-line banking • Shopping: Internet

12. Historical Data to Viable Metrics • We can’t fix what we can’t measure. • Request 12 month history for all available data: • Setup rates. • Machine uptime. • Planned and unplanned machine maintenance. • Actual pieces produced, lot sizes, and runs per year. • Scrap rates. • Required tooling. • Delivery performance. Map and Measure

13. Setup Reduction Team Members • Setup Reduction Teams need to be cross-functional and include people who touch the process: • Maximum of five full time members. • Operators and setup personnel. • Supervisors and schedulers. • Maintenance and tool makers. • Engineers and Quality Control. • Information Technology. • Encourage the use of part time resource people. • Representation on all shifts.

14. Definition of Setup Time • Start the clock: When the last completed part of Job “A” is produced. • Stop the clock: When you are confident that Job “B” will produce quality parts at normal production rates.

15. Typical Setup Process

16. Internal Setup Elements • All activities that must be performed while the machine is held captive and not making parts. • Removing – installing clamps. • Removing – installing hoses. • Removing – installing safety guards. • Removing – installing tooling. • Moving major machine tool components. • Cleaning machine surfaces.

17. External Setup Elements • Any activity that can be performed while the machine is making parts. • Tool cleaning and maintenance. • Preparing paperwork and job instructions. • Staging tooling and raw material. • Verify part number run priority. • Staging part and scrap removal containers.

18. Video is a Must • Video taping the setup is critical to identify all the steps and their associated times. • Video taping can be a major obstacle in the plant. • Be sure to have date and time stamps on the film. • Video tape anything and everything. • Be sure to capture the entire area: crow’s nest approach. • Do not take short cuts, even if the taping process is painfully time slow. • Film multiple setups on multiple shifts if required. • Be sure to capture the correct camera angle. • Follow the definition of setup time religiously when taping.

19. Benefits of Using Video • Enables instant replay. • Allows the operator time to explain the process. • Makes it easier to study the elements. • Increases objectivity. • Stimulates the exchange of ideas. • Increases involvement.

20. Verify Collected Data • Collect fresh production data if time allows. • Scrub pre-team production data for accuracy. • Review the video tape and note: • The activity and time required. • Names of all employees in the process and their shifts. • Classify the activity as either internal or external. • Identify all hand tools and who owns these tools. • Identify all hardware components in detail: size, pitch, etc. • Note any obvious process improvements. • Publish existing job change metrics.

21. Remember the Facts of Life • KISS Keep it simple Sam. • 6 P’s Proper Planning Prevents Pitiful Poor Performance. • CKM Closest Knows the Mostest.

22. Keys to Success • Planning • Organization • Teamwork • Standardization • Out of Machine Setup Time • Ownership • Mindset • Staying Power

23. Brainstorming New Ideas • Review current documentation and video tapes for areas of improvement. • Review every job change element; trivial to significant. • Review best practices: films, photos, books, etc. • Listen to all ideas. • Adhere to the team charter for project scope. • Use a parking lot approach to document out of scope ideas. • Disqualify ideas that compromise safety or quality.

24. Try to Eliminate Activities • Typical activities to address: • “Go – Fetch – Find” and travel distances. • Machine adjustments. • Non-standard hardware, settings, etc. • Manual positioning and clamping. • Secondary operations. • Excessive maintenance. • Work instructions and duplication of paperwork. • Second party inspection and part qualification. • Job assignments and staffing.

25. 250 ton Danley Press Inspection table Die 5 18 19 10 Bolster With rollers Die 13 4 1 9 3 8 16 7 20 11 Control Panel 2 12 6 14 17 Parts Carts 15 Work Area Diagrams

26. 666 All Forklift Trucks are Evil • This versatile piece of equipment: • Is never available when you need it. • Can easily be used in an unsafe manner. • Can damage everything within reach. • Requires certification to operate. • Promotes an internal job change mindset.

27. Don’t Rush Implementation • Select a single machine for implementation. • Perform multiple changeovers. • Perform a safety risk assessment. • Learn what works and what does not. • Suggest enhancements and test them. • Professionally document all required work instructions, job descriptions, and metrics.

28. Housekeeping Enables Success • You can tell a lot about the management of a factory by it’s housekeeping practices. • Safety – Quality – Delivery metrics. • Employee attitude & turnover. • Be sure to: • Clean the work area at the end of each shift. • Clean and inspect all tooling after the run. • Shadow board approach for tool storage. Control

29. Coordinate External Work • Advanced Planning is critical: • Create setup checklists. • Coordinate maintenance activities in advance. • Color code fixtures and tools. • Locate tool storage as close as possible. • Start setup preparation before the last part is run. • Plan for extra manpower as needed. • Document any new revisions ASAP. Control

30. When We Have a Success • Paint the ceiling white. • Give the machine a fresh coat of paint. • Make the work area stand out from the rest. • Have a factory celebration; pizza, brats, etc. • Document the project: SD that Works, etc. • Update fellow employees. • Team Recognition: plaque, etc.

31. Take a Team Photo