Quick Changeover/ SMED Process May 16, 2011

1. Quick Changeover/ SMED ProcessMay 16, 2011 Jason Cox Chief Technical Officer Cox Machine, Inc.

2. Aerospace components and assemblies since 1954 • 130 employees • ~20M sales • Machining in Wichita, KS • Sheet-metal in Harper, KS • Major customers Spirit, Cessna, Vought, Gulfstream, HBC, Boeing

3. Quick Changeover/ SMED (TLD 3-1-3) • Process 3-1-3 establishes the Setup Reduction Task Force, which is assigned by the Continuous Improvement Steering Committee. • The Task Force meets on an as-needed basis to tackle specific setup reduction projects. • Success is measured by setup time (of course), OEE, and ultimately sales per employee.

4. Quick Changeover/ SMED (TLD 3-1-3) Assign Senior Leadership Team Assign Continuous Improvement Steering Com. Setup Reduction Task Force Report Modify Production Operation Report OEE Report Setup

5. Quick Changeover/ SMED(TLD 3-1-3) • Continuous Improvement • Continuous reduction in setup time accomplished through the Setup Reduction Task Force. The Continuous Improvement Steering Committee assigns the task force. The task force reports their activities and progress to the Continuous Improvement Steering Committee. • Setup time tracking • Setup time is displayed on the production routers for each operation. • Metrics • Metrics relating to setup time reduction are OEE and sales per employee. These are tracked by company as well as by division.

6. Application of 3-2-2 Cell Deisgn • Cell Design • Work selection • To make a mixed-model cell as efficient as possible, the work statement for the cell should include parts with similarities. The work should require similar operations, and often it is helpful to further group this work by material type. This identification and grouping process can be aided by the Information Technology department, who can build queries to filter large amounts of data quickly. • Equipment selection • Once the initial work statement has been defined, equipment should be selected to perform the operations for the parts in the cell. Wherever possible, the equipment should be selected to allow the use of standard tooling and fixtures. Hydraulic clamping is favored over manual clamping. Each piece of equipment should be selected so that the length of time for each operation matches the other machines in the cell. • Milestone Chart • After equipment selection, a milestone chart should be constructed to show all of the activities required to bring the cell into full operation. This should include, at a minimum, the due dates for all of the equipment, the installation of air, electrical, and network connections, programming, tooling, any fabrication that must be completed, and training (including Certified Operator Verification). The equipment should be delivered as late as practical, while still allowing some time for troubleshooting. • Material Flow • Material flow in the cell is an important consideration. Raw material and perishable supplies will be entering the cell, while completed product and waste will be exiting. For the cell to operate well, these actions should happen with little or no operator involvement. • Cell layout • The layout of the cell is very important. Typically, cells should be designed in a U-shape. Material enters and exits through the open side of the U, and the operator moves in a continuous circular motion inside the cell. The cell should occupy as little floor space as possible. Placing the operations close together minimizes the distance the operator must travel, and every item needed should be at arm’s reach whenever possible. Fixtures should be stored in the cell, as well as perishable items. • Load balancing • In the case of CNC equipment, the times for each operation can be fine-tuned to match each other very closely. This may involve, for instance, completing work on a secondary mill operation instead of the first operation. Closely matching these times improves the efficiency of the cell.

7. Setup reduction 1

8. Setup reduction 2

9. Standard Work