SBS - SMED Training (Set Up Reduction)

SET-UP Reduction Workshop

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Welcome !!!

The Kaizen SMED Workshop


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• Relentlessly Deliver to Our Customers Consistently Superior Value that Enables Symmetry Medical to Grow Better and Faster

• Be Considered by All as the #1 Supplier, Employer and Investment of Choice

• Become Clearly Recognized as the Industry’s Leader in Earnings and Sales Growth, as Well as a Premier Company, Distinctive and Successful in Everything we do

SBS Mission Statement


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Takt / Flow/ Pull

Lean Mfg

Six Sigma

Total Quality

Was

te E

limin

atio

n (7

Was

tes)

Variation Reduction

JIT

TPM

SMED

Part Family / Process Cells

5 Ss (Housekeeping) & Visual Management

Employee Involvement

Defect Collection / Tracking & RCCA

Industry’s ISO Quality System

Green Belt - PQM

Process Standardization

BB - DOE

Management Commitment

6

6

6

Using an Inclusive Approach

Team WorkTeam Work

SPFSPF

SMED

Lean Sigma Strategy


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S ingle

M inute

Exchange of

100

10

200

400

D ies, tools & fixtures

300

SSingleingle M Minuteinute E Exchange of xchange of DDies ies KKaizenaizen


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SSingleingle M Minuteinute E Exchange of xchange of DDies ies KKaizenaizen Kiazen Team Ground RulesKiazen Team Ground Rules

•Keep an open mind to change

•Maintain a positive attitude

•Never leave in a silent disagreement

•Practice mutual respect every day

•Treat others as you want to be treated

•One person, one voice - no position rank

•There’s no such thing as a dumb question

•Understand the process and Just Do It!


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Agenda

ACTION • Why SMED• Terms and Concepts• Analyzing Set-Up Operations• Separate Internal and External

• Checklists

• Perform Function Checks

• Improve Transport of Dies and Tools

• Action


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Why SMED ?

• Optimize machine time

• Make one-piece flow possible

• Reduce leadtime


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Set-up time and flexible manufacturing

Traditional approach

Flexible manufacturing

Priority

Strategy

Set-up time

Basic Hours

Enlarge batches

Less determining

Lead time Quick reaction Inventory level

Reduce batches

Very important


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This is a problem

Given little consideration

Traditional approach

Present reality

New approach

Batches Set-up times

Big batches

Batch reductions

One-piece flow

Attack head-on

SMED and batch size


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Batch, SMED and Leadtime

50

30

25

9

5

10

10

10

10

10

10

5

5

1

1

1

2

2

10

10

4

4

4

4

4

40

20

20

4

4

10

5

5

1

1

Batch Set-up

10 10

Batch Set-up

5 10

Batch Set-up

5 5

Batch Set-up

1 1

Batch Set-up

1 5

10

10

5

5

1

A B A + B

Today

Tomorrow

P R O G R E S S I O N


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Defects

Delivery DelaysProductivity

Profitability

Before SMED After SMED

Why SMED ?


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SummaryNumber of models Quantities by configuration

Batch sizes Set-up frequency

SingleMinute

Exchange of Dies

lead time

One-piece flow and


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ACTION

• Why SMED• Terms and Concepts• Analyzing Set-Up Operations• Separate Internal and External

• Checklists



• Action


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Quick Changeoverhas many meanings

depending upon what we are talking about,

so lets define some terms:

SSingleingle M Minuteinute E Exchange of xchange of DDieie


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Changeover Time:

The time between the last good piece off one run

andthe first good piece off the

next run!!!



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INTERNAL SET-UP• Aspects of the SET-UP that can

ONLY be performed while the machine is stopped. (Mounting and removing dies)

• Minimize by separating from external, then find ways to reduce or convert to external.



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EXTERNAL SET-UP• Any aspect of the SET-UP that can be

conducted while the machine is in operation (Transporting old dies to storage, conveying new dies to the machine, getting raw material, getting tools / gages, finding bolts / clamps).



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• A changeover that can be accomplished in less than ten minutes.

Single Digit Changeover (SDC)



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One Touch Changeover (OTC)

• A changeover that can be accomplished in less than one minute and is activated by a proactive action such as pushing a button.



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No Touch Changeover (NTC)

• A changeover that can be accomplished in less than a minute automatically.



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ACTION

PreliminaryInternal and

external setupnot differentiated

ExtIntExtIntExt

Ext

Int

SMED’s Conceptual Stages and Practical Techniques

1Separate internal

and externalsetup

2Convert internal

setup to external setup

3Streamline all

aspects of setupoperations

1.- Check List2.- Function Checks3.- Improved transport of parts and tools

1.- Advance preparation of operating conditions2.- Function standardization3.- Intermediary jigs

1.- Parallel operations2.- Functional clamps 3.- Eliminating adjustments4.- Mechanization

1.- Improved storage and management of parts and tools


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SSingleingle M Minuteinute E Exchange of xchange of DDieie Typical Set-Up Operation and % of Set-Up

Time before SMED improvementsClamping &

Removing Dies and Tools

5%Preparing

Materials, dies, fixtures

30%

Centering & Determining

dimensions of tooling

15%

Trial processing & adjustments

50%


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ACTION

The winners Circle


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ACTION


• Checklists



• Action


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Observe with a video

If there is no one on the screen = waste

Observation & analysis method


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Describe, Analyze & Improve

• DESCRIBE our set-ups in a

standard fashion

• ANALYZE our set-ups

• IMPROVE our set-ups


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SET-UP ANALYSIS FORMCurrent

time Improvement

No Task/Operation Internal External Internal External

Current total Improve total

Internal: Operations that necessitate the stopping of the machineExternal: Operations not requiring the stopping of the machineKey terms: ASSEMBLE, DISMANTLE, USE, TRANSPORT (EMPTY), TAKE, TRANSPORT (FULL),

PUT DOWN, FIND, CHOOSE, INSPECT, DEPLACE (REPOSITION), HOLD , WAIT, LOOK FOR.

Proposed time

Analysis form


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SMED: Analysis Steps SMED GraphEXT. INT.

EXT. INT.

EXT. INT.

Current Improved Ideal

Tim

e

12

34

5

6

7

12

346

7

88

1346

7

1. Identify the set-up 2. List every step 3. Measure the time required for

every step 4. Distinguish between internal

and external steps 5. Plot the current graph set-up

time 6. Convert as many internal steps

to external steps 7. Reduce the internal steps time 8. Reduce the external steps time 9. Plot the improved graph set-up time 10. Define the ideal set-up 11. Plot the ideal graph and strive

toward it.

Analysis steps


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Graph analysis

Setup Time Bar Chart

25

22

9.58

3

0

5

10

15

20

25

30

1 2 3 4 5

Observation Number

Tim

e

Goal


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Press

ControlPanel

1

2

8

5

3

7

6

49

Die RackRaw Mtl.Incoming

CarbonScrap

A286Scrap

19

11

12

13 14

15

16

17

18

10

21

20

single worker

Spaghetti DiagramSpaghetti Diagram

Raw Mtl.Return

PROCESS FLOW ANALYSIS CHARTPROCESS:

# ActivitiesACTIV

ITY

TRANSPORTATION

INSPECTIO

N

DELAY

FILE DECISIO

N

DOCUMENT

COMPUTER

Work

ing Tim

e (Hrs)

Elapse

d Tim

e (Hrs)

Distan

ce

ELIM

INATE

COMBINE

SEQUENCE

TRAININ

G

IMPROVE

CHANGESCURRENT

Work

ing Tim

e (Hrs)

Elapse

d Tim

e (Hrs)

Distan

ce

PROPOSED

PLAYER:

Tasks


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ACTION


• Checklists



• Action


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3 Techniques to separate Internal and External Set-Up tasks.

• Checklists


• Improve transport of Dies and Tools

Stage 1Stage 1


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ChecklistsEverything required to Set-Up and run.

• Tools, specifications and workers required.

• Proper values for operating conditions.

• Correct Documents (work order, part prints, First Article forms, etc.)

Stage 1Stage 1


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Checklist ExampleChecklist Example

Employees Required: 1

Set-Up Checklist Date:Equipment: StamperPart #: K51086-4 Operation: 303

Name:Tools Required

3/4 inch Wrench5/16 Hex Key3/4 inch Wrench

Parts RequiredStamp# 562-1587Lay Out# 909-3578

Standard Operating ProceduresSOP 001 (changeover)


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Function Checks• Tell you whether the parts (tools, dies,

product, etc.) meet the specification and are in perfect working order.

• Should be done well in advance of the Set-Up so repairs can be made if something is incorrect.

Stage 1Stage 1


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Improved Transport of Parts and Tools• Transport new parts and tools to the machine

before it is shut down to do the Set-Up.• Put away old parts and tools after the new

parts and tools are installed and running.• If machine is manually operated, may require

coordination with another worker assigned the task of transporting.

Stage 1Stage 1


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ActionTo begin a set-up analysis • Identify every step • Characterize every step

• currently internal or external

• Suggest how to transform the internal steps to external ones


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ACTION • Convert Internal to External• Checklists• Perform Function Checks• Improve Transport of Dies and Tools

• Streamline all aspects of the Set-Up Operation• Improve storage of Tools, Dies, Jigs &

Gauges• Improve Transportation of Tools and Parts• Implement Parallel Operations• Functional Clamps• Eliminate Adjustments• Mechanization

• Action


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2 Steps to converting Internal to External Set-Up

• Analyze the true functions and purposes of each operation in the current internal Set-Up.

• Find ways to convert these internal Set-Up steps to External.

STAGE 2STAGE 2


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3 techniques for converting Internal to External Set-Up

• Advance preparation of Operating Conditions.

• Function Standardization.

• Intermediary Jigs.

STAGE 2STAGE 2


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• Get the necessary parts, tools and conditions ready before Internal Set-Up begins. Conditions like temperature, pressure or position of materials can often be prepared externally.

Advance preparation of Operating Advance preparation of Operating Conditions.Conditions.


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Prepare tools ahead of time


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Tools, gauges, accessories, information

Next kit

Preceding kit

machinekit 1kit 2

kit 3kit 4

kit 5

Kits distributor

Reassemble (kits)


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• Analyze each individual function in the Set-Up process and decide which functions can be standardized.

• Look again at the functions and think about which can be made more efficient by replacing the fewest possible parts.

The quickest way to replace something is to replace nothing at all - or as little as possible.

Function StandardizationFunction Standardization


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DIE BDIE A20

Standardized Clamping Height

Standardized Shut HeightStandardized Clamping Function

Function StandardizationFunction Standardization

7 7

6 6

Standardized Pass Line Height on Dies that run strip stock

10 10


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Function StandardizationFunction StandardizationUse Jigs to position Tools / Dies

Die or Tool

Top View of MachineMachine

Jig attached to Machine

Jig attached to Die / Tool


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Function StandardizationFunction StandardizationDie Cassette System

Die Shoe Stays in PressDie cassettes are the only tools changed


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Die Cassette SystemFunction StandardizationFunction Standardization


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Function StandardizationFunction StandardizationDie Cassette System


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• Used to change Internal Set-Up tasks into External.

• Standardized plates or frames that can be removed from the machine.

• Next job is Set-Up on the Intermediary Jig while current job is running.

Intermediary JigsIntermediary Jigs


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Tool orpartA

Tool or part B

Positioning Jig

Intermediary JigIntermediary Jig clamps

Intermediary JigsIntermediary Jigs


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ACTION

• Convert Internal to External• Checklists• Perform Function Checks• Improve Transport of Dies and Tools

• Streamline all aspects of the Set-Up Operation• Improve storage of Tools, Dies, Jigs &

Gauges• Improve Transportation of Tools and Parts• Implement Parallel Operations• Functional Clamps• Eliminate Adjustments• Mechanization

• Action


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Streamline all aspects of the Set-Up Operation.

• All remaining External Set-Up operations are improved.

• All remaining Internal Set-Up operations are improved.

• Examine each operation’s function and purpose one more time.

STAGE 3STAGE 3


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Improve storage of Tools, Dies, Jigs and Gauges.

• Tools should be stored at or near point of use in an identified spot.

• Dies should be labeled with die number and storage location.

• Dies / Tools that are used most frequently should be stored nearest to point of use.

Streamlining External Set-UpStage ThreeStage Three


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Decrease walking time.

Stop searching.

machine machine

BEFORE

AFTER

Tools, gauges, accessories, information

Streamlining External Set-UpStage ThreeStage Three


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01

Die# 25695

04

Die# 481614

02

Die# 35892

03

Die# 124653

01 02

0403

Streamlining External Set-UpTool / Die Storage Example

Stage ThreeStage Three


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Improve transportation of Tools and Parts.

• Make sure we are using the proper device to transport Tools and Parts.

• If delays occur while waiting for a fork truck, consider getting a dedicated die cart.

Streamlining External Set-Up



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• Implement Parallel Operations

• Use Functional Clamps

• Eliminate Adjustments

• Mechanization

Streamlining Internal Set-Up



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Implement Parallel Operations• One person Changeovers on large

machines mean wasted time and movement.

• Parallel Operations divide the Set-Up operations between two or more people.

• When using Parallel Operations it is important to maintain safe operations.


Streamlining Internal Set-Up


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Press

ControlPanel

1

2

8

5

3

7

6

49


CarbonScrap

A286Scrap

19

11

12

13 14

15

16

17

18

10

21

20

single worker

Before Parallel OperationsBefore Parallel Operations

Raw Mtl.Return


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Press

ControlPanel

1

2 8

53

7

6

49


Raw Mtl.Return

CarbonScrap

A286Scrap

11

10

1

2

3

45

6

78

910

worker 2 worker 1

After Parallel OperationsAfter Parallel Operations


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BOLTS• In the SMED System Bolts are the ENEMY

• Bolts Get Lost, they fall under machines.• Bolts Get Mismatched, they aren’t always

standardized, matching up the right nuts and bolts take time.

• Bolts Take Too Long To Tighten, the releasing and fastening only happen on the first and last turns.



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Functional Clamps• A Functional Clamp is a device that

holds objects in place with minimal effort.

• Most Functional Clamps can stay attached to the machine so there is nothing to get lost or mismatched.

• Functional Clamp systems include one-turn, one-motion and interlocking methods.



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One-Turn Methods

Pear-Shaped Hole Method



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One-Turn Methods

C-Shaped Washer Method



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One-Turn Methods

Clamp Method



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One-Turn Methods

U-Slot Method



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One-Turn Methods

Split Thread Method

Nut Bolt



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One-Motion Methods

Spring Stops

Spring



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One-Motion Methods

Cam Clamp

Workpiece

Machine

Cam



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One-Motion Methods

Magnet Method

Machine

Magnet

Work Piece



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Interlocking Method

Tool Holder

Tool Holder

MachineMachine



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Eliminating Adjustments• Trial Runs and Adjustments can account for

50% of the time in a traditional Set-Up.• Three practical techniques for eliminating

adjustments:• Use numerical scales and make standardized

settings.• Make imaginary center lines and reference

planes visible.• Use the Least Common Multiple system.



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Eliminating AdjustmentsCut off to 4 inches, how to Set-Up ??

Shear operation

Work PieceBlade



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Eliminating AdjustmentsFixed Numerical Settings

Shear operation

Work Piece

12345

Blade



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Eliminating Adjustments

Cutting ToolCenterLine,

(Invisible)WorkPiece

Lathe

Visible Center Lines and Reference PlanesHow to set the Tool to the Center Line??



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WorkPiece

Lathe

Cutting ToolCenterLine,

(Invisible)

Visible Center Lines and Reference PlanesMark Center Line on Housing



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Eliminating AdjustmentsLeast Common Multiple System

Limit Switch

Material

4 different shaft lengths required,5 ft., 7.2 ft., 8.4 ft. and 10 ft.



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Eliminating AdjustmentsLeast Common Multiple System

1 2 3 4

Limit Switch Control Panel

ON

OFF

ON

OFF

ON

OFF

ON

OFF

5 7.2 8.4 10

Length

Material



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RAM

Upper Die

Lower Die

Least Common Multiple System

LimitSwitch



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RAM

Upper Die

-5 -6 -4

Lower Die

Least Common Multiple System

LimitSwitch

RotaryStopper



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Mechanization• Should be considered only after

every attempt has been made to streamline setups using the other techniques discussed.



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Synchronize Stages with GoalsSynchronize Stages with Goals

Original Setup Stage one Stage Two Stage Three

50%

75%

90%


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Action

• Convert Internal Set-Up to External Set-Up

• Streamline all aspects of the Set-Up Operation

• Prepare for Wednesday’s Presentation

• Prepare for Friday’s Final Presentation


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Thursday’s Presentation• Set-Up Analysis Form

• Set-Up Graph Analysis Form

• Spaghetti Diagram (current condition)

• Process Flow Analysis Chart

• Stage 1 and 2 Improvements



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Final Presentation• Set-Up Analysis Form

• Set-Up Graph Analysis Form

• Spaghetti Diagram (before and after)

• Process Flow Analysis Chart

• Stage 1, 2 and 3 Improvements

• Pictures
