Chapter 8

Setup Reduction

Setup Reduction Goal

To drastically reduce the time it takes from
when a customer places an order to when
it is delivered to the customers receiving
dock.
Makes it feasible to fully utilize its assets by
producing varying parts using the same
manufacturing equipment.
Reduces inventory by supporting building
products only after a customers order.
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Inventory Reduction
Storage space must be supplied for the
maximum inventory conditions.
Switching from a one-month lot size to a
one-day lot size reduces the required
inventory space by 97%.

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Quality Improvement
Quality problems and defects related to
the setup process are reduced because:
Setup errors are decreased
Trial runs of the new part are eliminated

If defective parts are not produced,

defective parts cannot be shipped.
Quality problems show up quickly
Smaller lot sizes, shorter assy time.
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Setup Definitions
Setup time
The elapsed downtime between the last production
piece of part A & the first good production piece of
part B.

Internal setup
That part of the setup which must be done while the
machine is shut down.

External setup
That part of the setup which can be done while the
machine is still running
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Goals of the Setup Initiative

Elimination of all waste categories
associated with the setup process
Reduction of setups to the one step
process
Reduction of the setup times to 0.
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Summary
Setup reduction is a powerful tool which
improves a plants ability to provide
customer satisfaction while better utilizing
its assets
Readily adopted by a plants
manufacturing team because they are
easily implemented, have relatively low
cost, and provide quick relief to the
tedious drudgery of long setups.
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Kaizen Events Single Minute

Exchange of Dies (SMED)
Complete the External Set-up checklist:
Molds/dies, tools, fixtures, materials, and gauges
Process information and storage locations
Set-up Reduction Observation form:
Provide element description
Note the time required to perform the task
Define the activity as P, R, L, or A
Note the activity as Internal or External
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Kaizen Events P.R.L.A.

P (Preparation)
Actions performed to support the changeover
process
Ensures all parts, tools, and dies are located in
their proper locations before and after a
changeover has occurred
Includes both transportation and storage of
these items
The quality of the materials and tooling being
used must be verified
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Kaizen Events P.R.L.A.

R (Replacement)
Includes mounting, replacing, securing,
and removing of dies, tooling, blades, etc.
after completion of processing
The attachment of parts and tools needed
to perform the next job
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Kaizen Events P.R.L.A.

L (Locating)
Refers to the measurements, settings, and
calibrations that must be performed to
successfully complete a process
Performing the following activities places items
in their proper position:

Centering
Aligning
Dimensioning
Adjusting temperature and pressure
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Kaizen Events P.R.L.A.

A (Adjusting)
Actions repeated in order to attain the
correct machine setting to produce an
acceptable part
Most difficult aspect of the changeover
process
Frequency depends on the pre-planning
and accuracy of previous steps
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Internal vs. External

Setup Elements
Internal
Elements that can only be performed while the
machine is shut down
Utilize checklists and work instructions
External
Elements that can be performed while the
machine is running
Separating internal and external operations can
reduce internal setup time by 30 to 50%
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Converting Internal to
External Setup
Re-examine operations to see if any steps
were mistakenly assumed to be internal
Analyze ways to convert internal steps to
external
Move required materials and tools to the
workstation prior to the start of changeover
Remove previous tools and materials after
the changeover is completed; or, use
separate material handlers for the task
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Standardize Function
Where possible, standardize:
Sizes and dimensions of all machine parts and tools
Functional elements of tooling, fixtures, molds/dies, etc.
Standardization requires uniformity necessary for setup
operations
Clamping
Centering
Dimensioning
Expediting
Grasping
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Promote Clamps and

One-touch Fasteners
Use one-touch functional methods such
as wedges, cams, clamps, or springs
Use interlocking methods that simply fit
and join two parts together
Analyze the direction and magnitude of
the force required in clamping methods
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Use Intermediate Jigs

Intermediate Jigs:
Reduce external and internal setup time
Can be used on large presses with
multiple dies of different sizes to reduce
clamping and positioning time
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Adopt Parallel Operations

Two people performing operations
simultaneously reduce waste of movement
Increases operating rate of the machine
Parallel operations can reduce setup times
by more than 50%
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Eliminate Adjustments
Settings vs. Adjustments
Settings occur when the position of a limit switch
is changed
Adjustment occurs when the limit switch is
tested and repeatedly adjusted at a new position
Adjustment can be eliminated if a gauge is used to
precisely determine the correct position of the
limit switch
Use dial gauge or numerical control device for
greater precision
Use calibration markings on the machine
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Mechanization
SMED is an analytical approach to setup
improvements
Only one component of the SMED
process
Most costly technique for reducing
changeover times
Use only after all other techniques have
been implemented
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Summary, Part II
Increase availability/up-time
Create additional throughput at no cost
Standardize the changeover process
Promote buy-in from employees
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SMED Service Focus

Outcomes
Overview of SMED/quick change-over
methodology
Examine SMED application examples in
non-manufacturing applications
Summary

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SMED History of Setup

Reduction
Toshiro Ikeda
Developed by the Japanese
Incorporated into the Toyota Production
System
Shingeo Shingo
Father of SMED and Poka Yoke
Shingo prize named in his honor
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SMED The Steps

Select high-impact initial implementation targets
Establish a baseline
Document and study four elements:
Internal and external waste
Replacement and adjustment waste

Move internal elements to external

Waste elimination
Commit to continuous improvement cycles
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High Impact Targeted Processes

Select an area that will have a significant impact
on the organization
Bottlenecks
High rework occurrences due to poor setup
procedures
Learning curve each time process is performed
Low reliability of results
Customer complaints about company response
time to a change in services
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Establish a Baseline
Baselines are best established using video
of the existing process:
Visually depicts the process
Permits multiple viewings to study the
process
Retains objectivity
Gate-to-gate view ideal
Document results in a worksheet
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Document & Study

Internal & External Waste
Internal Waste
Elements that can only be done while the
process is not running
External Waste
Elements that are done before the
process stops for change-over and after it
resumes
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Elements of Internal Waste

The two sub-categories of internal waste
Replacement Waste
Time and resources

Adjustment Waste
Effort to get process stabilized making good
outputs
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Moving Internal Waste to External

Where possible, internal elements should be switched to
external
Reducing Waste
Internal Waste:

Address these wastes first

Reduce exchange and change waste
Reduce human effort and walking
Error-proof process to eliminate controllable variation

External Waste:
Expends resources
Reduce human effort and walking
Examine the 5Ss
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Commit to Continuous
Improvement
Similar to Kaizen, never quit reducing
changeover times
Select different team members
Expand the scope of team members to
include:
Equipment manufacturers
Software developers
Suppliers of information or materials
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Inclass Team Exercise

Performing a software upgrade current

process:
1. Shutdown the system for all users
2. Find the new software in the next room
3. Find the installation instruction in the package
4. Read the instructions
5. Referencing instruction page. Load the new software
6. Verify the flags are set for your desired features
7. Run test reports to verify changes
8. Fill out log book for changes made
9. Make file for retention of software disks
10. Release the system for use by the organization
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In-class Team Exercise (Answer)

Steps that should be EXTERNAL
1. Shutdown the system for all users
2. Find the new software in the next room
3. Find the installation instruction in the package
4. Read the instructions
5. Referencing instruction page. Load the new software
6. Verify the flags are set for your desired features
7. Run test reports to verify changes
8. Fill out log book for changes made
9. Make file for retention of software disks
10.Release the system for use by the organization
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Summary
Majority of initial setup reduction activities
yield 25% to 75% reduction in internal
changeover time with no capital invested
Follow a step-by-step process
Utilize teams
Commit to continuous improvement

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