Set-Up Reduction

One of the critical aspects of lean manufacturing philosophy is the employment of extremely quick  process changeovers -

Every changeover takes too long, so reduce it.

One of the core objectives of modern manufacturing is to be able to respond quickly and to produce only what is required in small batches. This is a fundamental departure from mass production thinking where the number of changeovers is kept to a minimum and the batch size is maximized. There have to be a lot more changeovers to enable this to happen so the individual changeover times must be reduced to make the system viable.  The total amount of time spent on changeovers should not exceed current levels but the number of changeovers accomplished should be far more. For this reason it is doubtful that individual set-up reduction would result in the change of the number of indirect people required to support the line. The benefits of producing in small batches arise from flexibility, response time and cash flow etc. But before you embark on reducing batch sizes, it is vital to remember: Only reduce batch quantities in-line with set-up reduction achievements.  Failure to do this will lead to production chaos.

Set-up reduction exercises should be conducted by multi-disciplined teams and should include the following people -

Tool setters:  Stock-keepers:  Inspectors:  Direct workers:  Engineering support and line supervision. 

Where does the team start?

Processes where you want to reduce batch sizes the most.  However you often need to generate spare time for the team before they can concentrate on these processes so go for:-

• Processes that are most frequently changed.

•  Processes with the longest changeovers.

•  Bottleneck operations.

•  Those operations most likely to yield savings.

How do you start to reduce the set-up time ?

Take a look at the current method; write down exactly what happens, the order in which it happens, the time taken to complete each portion of the job and the distance moved.  If one person in the group enjoys home video then you could get them to video the changeover.

When recording each activity make it a short description such as: - Load or Unload tool:  Clamp or Unclamp tool:  Adjust setting:  Clean worktable:  Inspect part etc.

Remember you are not writing a Shakespearean Play and if the spelling is wrong so what, the document is only to help speed-up the changeover.  Record the information under the following headings: -  

When we have recorded the changeover, we need to look for improvement actions such as:

• Wasteful activities like searching for tools or moving long distances to get parts etc.

• Complicated activities that could be simplified.

• Activities that are being done during the changeover that could be done either before or after the changeover while the process is running.  Identify each activity that must be done after the process has stopped by classifying it as an internal task or one that could be done while the process is running as an external task.  You should try to move internal tasks to external tasks.

• Set-up / changeovers involve a lot of different tasks so you should be looking to see that everyone associated with the changeover is aware of when they are due to take place.  For example, if a tool has been repaired in the toolroom look to see that it did not stay there until you needed it in the middle of the changeover.  If a new job is being set-up look to see that the first-off drawings were available before starting the set-up. 

• Always ensure changeovers are carried out in line with safe working practices.

Lets now look at a poor example of a changeover and see how it can be improved.  

Total     

Total     

ALWAYS CHECK AND GET APPROVAL FOR SAFETY OF NEW SET-UP PROCEDURE.

Other ideas:-

• Use colour coding where possible.

• Eliminate adjustments, check and re-adjust routines.

• Pre-heat new mould tools if required.

• Organize batch sequences to minimize set-up changes.

• Work as a team.

• Get someone to write-up the changeover process - that does not do you any immediate good because you already know what to do.  However, you may not have to do that specific changeover again for several months and you may forget something that improved the set-up time.  You have worked hard to improve the job so do not lose it.

• If you identify an improvement, action it on next relevant changeover, do not wait until you believe you have established the optimum changeover procedure because probably you never will.  Next time try to make more improvements.

• Record the original changeover time and the latest improved time and post up at work-station, continue to monitor the improvement each time.

• If you find an improvement, look for other areas where you can apply the improvement.

Click here for copy of a Set-Up Reduction Form