Work smarter not harder, do things quicker & better and add value

1. Set-up Reduction / Quick
Change Over / SMED
Work smarter not harder, do things
quicker & better and add value
Anand Subramaniam

2. “To the man who only has a hammer, everything
he encounters begins to look like a nail.”
- Abraham Maslow
2

3. Highlights
 Definition & Terms
 Why, What, Where…How?
 Implementation Roadmap
3

4. Definition & Terms

5. Shigeo Shingo ..believed that
Shingo explains why set-
up reduction is critical to
TPS – the principle behind
the tool:
any set-up
“Provide the customer’s
time can (internal and external
be reduced customer) exact
by requirement immediately
59/60ths! with perfect quality.”
Productivity Press
ISBN 0-915299-03-8
5

6. SMED Vs. OTED (OTC)
 SMED (Single Minute Exchange of Die)
 Refers to a goal of reducing setup time to a
single digit time or <10 minutes
 OTED (OTC) One Touch Exchange of Die
/ One Touch Changeover
 Refers to a goal of reducing setup time to <1
minute
6

7. Set-up - Definition
Ramp down period
Ramp up period
Set-up
Time
Output
Production Loss
Time
7

8. Set-up - Definition
Last First
Good Good
Piece Piece
Total elapsed Time
8

9. Why, What, Where…How?

10. How is this reduction possible?
10

11. Set-up Reduction - Goal
Zero Set-up
or
Eliminate Set-up
11

12. Set-up Reduction…
Is NOT Is
• A program to eliminate set- • A tool (like many) to reduce
up people waste and excessive time
• A panacea to overcome poor • A low-cost method to
management or poor achieve increased capacity
process layouts from existing equipment
• A requirement to spend large • A process to reduce lot sizes
capital investment to attain and improve product mix
significant benefits
• A cross-functional team
approach to problem-solving
12

13. Set-up Reduction – Bigger Picture
 In order to reduce lead time
 It is necessary to reduce lot size
 Which in turn reduces work in process
 To do this, you must reduce set-up time
13

14. Set-up Reduction – Typical Application
 Processes making a high variety of end items
 Processes using high cost components (greater
benefits of inventory reduction)
 Capacity bottleneck operations
 avoids purchase of new equipment
 avoids overtime
 better customer order fill
 quicker response time
14

15. Set-up Reduction – Traditional Practice
Material movement Defects or missing Defective tooling,
occurs after the equipment noticed fixtures, setup
machine is turned when the machine instruments are
off is running noticed, after the
machine is turned
on
• Completed products • Setup tooling delivered
are transferred to next after the changeover
operation has begun • The operator notices
that equipment is
• Raw material is moved • Defective product missing tools etc after
after the machine is identified after internal internal setup has
stopped setup has begun begun
15

16. Set-up Reduction - Benefits
Trial processing Improved customer service
eliminated & material levels
waste reduced
Less adjustment
less errors Fewer shortages and
Operating
conditions stock-outs
prepared in
advance which
helps to stabilise
product quality Improved machine
Benefits efficiency & level out
production
Increased
scheduling
flexibility /
capacity Labour
Increased utilised
manf. process effectively
On hand flexibility &
inventory capacity Reduced
Improved reduction overall Cost-of-
cash flow Quality
16

17. Set-up Reduction - Outcomes
Happy Increased Increased
Happy Improved
Reduced capacity / flexibility
custome
customer lot sizes produc- through
idle asset
r usage
tivity simplicity
Improved
Improve Set-up /
tool and
tool and change-
product
product
Outcomes over time
design eliminated
design
Improved
Improve Improved
mainten- Reduced
mainten- Reduced Reduced material
ance inventory
ance lead time scrap flow and
costs costs
costs usage
17

18. Set-up Reduction – Critical Success Factors
Operators / set-up
Elimination of waste people are the
owners of the
Small lot size process and its
production results
Training for
operators and
team 5S and Visual
Control programs
Flow Charting
CSF
current and Increase
proposed flexibility in
process equipment,
processes
Focus on and people
equipment
Simple Team up-time Cross-
job work functional
changes
team
18

19. Set-up Goals – Your Mandate
 Target 50% Reduction First
Time
 Continuous Improvement
Target 20% per year thereafter
19

20. Implementation Roadmap

21. Set-up Reduction - Implementation
Kaizen ‘SMED’ / ‘QCO’
Objective: Faster Changeovers
(Set-Up Reduction)
>50% Improvement Low cost
21

22. Set-up Reduction – Implementation
Start 6S,
observe &
document the
current set-up
time &
process
Identify &
Standardise separate
the new set- Internal and
up procedure External
tasks
Observe and
Eliminate and
document the
/ or Improve
new set-up
each task
process
Externalise
tasks that can
be external
and
streamline
internal task
22

23. Set-up – Current Observation
 Identify bottleneck process & the machine
 Form cross functional Kaizen team (include shop floor)
 Observe & video record the current set-up process
 Capture start & end time for each time activity / category
(use Pareto chart)
 Identify counter measures that can be implemented with
procedural changes to existing fixtures / tool / dies
23

24. Set-up Reduction - Counter Measures
 Review observation & video with the team for
 Internal vs. External
 Value Added Vs Non-Value Added
 Normal vs. Abnormal
 Types of Waste
 Housekeeping (6 S & POUS)
 Work flow (Spaghetti Chart)
 Brainstorm ideas for improvement
24

25. Set up Reduction - Types
External Internal
Executed Executed
while the while the
machine is machine is
operating stopped
Preparing tooling for the next set-up Removing dies and tooling
25

26. Set-up – Time Typically Spent
Prepare &
perform functional
checks, 30%
Run first part &
adjust, 50%
Prepare machine
for change over,
15%
Actual change
over, 5%
26

27. Set-up Reduction - Checklist
27

28. Set-up - Data Collection
28

29. Set-up – Internal & External
 Convert as much of the internal set up to
the external set up
 Eliminate or reduce the internal and
external set up
 Eliminate fine tuning and adjustment
process.
29

30. Set-up Reduction - Zero
Reduce / Repeat
Measure Separate Convert
Eliminate till Zero
External External
External External
and External
Internal
Internal
Internal
Internal
Internal
30

31. Set-up Reduction – Reduce / Eliminate
Prepare (Dis)Mount Centre / Align Trial Run / Adj.
(Re) Adjusting
the equipment to
Finding Taking tooling off (Re) Aligning run according to
materials, jigs, / on the equipment to run specs
gauges, etc equipment the next part
Could take 40 ~
60% of the set-
Could take 20~ Could take 5 ~ Could take 10 ~ up process time
30% of the set- 15% of the set- 20% of the set-
up process time up process time up process time Focusing here
leads to set-up
reduction times
31

32. Set-up – Improvement Plan
 SOP – SMED & 6S  Standardise tooling
 Use quick fasteners  Document time savings
 Standardise the external  SOP for machine shut
set-up actions down or when running
 Minor modification to the  Internal to external tooling
existing fixtures attachment
 Point of Use Storage  Visual & Audit Checklist
32

33. Set-up Reduction - Ideas
33

34. Set-up Reduction – Standards
Standards are
Defects or missing
equipment noticed
Defective tooling, fixtures,
Material movement occurs when the machine is
setup instruments are
after the machine is running
noticed, after the
turned off
machine is turned on
standard: they are
• Completed products are
transferred to next operation
• Raw material is moved after
• Setup tooling delivered
after the changeover
has begun
• The operator notices that
equipment is missing
tools etc after internal
• Defective product
NOT flexible
the machine is stopped setup has begun
identified after internal
setup has begun
34

35. Standard Operating Procedure (SOP)
35

36. Set-up Reduction - Repeat
 Input
 Last set-up reduction Kaizen (updated SOP, checklist, work
instructions, trained team)
 Process
 Video tape the new set-up procedure and record the set-up time for
each element
 Generate ideas and implement the improvement
 Output
 Revised Set-up Operations Standard chart.
36

37. Here is what was achieved ?
SOURCE: HIROTEC, www.hirotec.co.jp
37

38. Word of Caution – On Sustainability
3 “Keep it simple, start
in a small area and
learn from it”
Changeover Time (Hours)
2
1
0
Original Best Later
changeover changeover changeover
Time Time Time
(1999) (2001) (2003)
38

39. What lessons can you take from this?
Copyright Suiko-WCS International
39

40. “What we think, or what we know, or what we
believe is, in the end, of little consequence. The
only consequence is what we do.”
- John Ruskin
40

41. Good Luck
http://www.linkedin.com/in/anandsubramaniam
41