Some
times we will discover that there are more bolts and nuts than
necessary.
In
Forming, Stamping, Cutting Presses one helpful strategy is to create Common
or Standard Plates” for all the die sets.
These
plates will all be the exact same size required by the biggest set of dies
that enters the press. All the sets of dies will then be aligned and
permanently mounted in those “Common or Standard Plates” which will have
perfect rail guides, location pins, and/or stop sets in the press. Obviously
this will let us drastically reduce the time spent in “adjustments and
measurements” each time we change dies. The front side of these plates can
be used to write information that will give us the reference of stroke
adjustment and some other data that our team members feel they may need or
find useful.
Other
very useful advice: if covers and protections are involved, think of
possible simplification in their way to fit on the machine. Gravity is a
good friend here; some covers can be hung in L or U shape hooks instead of
bolts and nuts. Also many nuts can be replaced with wing-nuts. Analyze any
component that is mounted with bolts and nuts, most of them can be replaced
with creative alternatives. One very important thing to keep in mind: Never
compromise with the improvements the safety of the people, the product, the
machine, and the facility.
Quick
disconnect fittings for air, water, oil, electric devices, are also an
important factor for reduction. Also power tools may come handy. Try to
eliminate multiple sizes of bolts and nuts, even if in some cases you may be
using too strong or long a bolt. Same size bolts and nuts can be removed and
replaced much faster.
Pre-Mounting
of some tools and other parts in fixtures or chassis that we can duplicate
is very convenient. Pre assemblies are also a good alternative.
6.We are now ready to write our first optimized “Standard Work
Sheet” for the setup. Review step by step all the 3 groups of operations:
Preparation – Setup – Post Setup.
7.Discuss with the team any changes in the sequence of operations that
may be sensible and ease the operation.
8.Make sure the three groups of operations are clearly separated in the
Process Sheets.
The people who have been doing the Setup in the past will help the other
members of the team understand the purpose and method of each operation, and
the team must discuss and agree on the sequence, and if necessary, the
process.
9.Rehearse the whole setup in the classroom with imaginary machine,
tools, obstacles, etc. Assure that people are not in the way of each other.
Have each one understand the importance of the minimal operation. In some
cases we can have physical parts and tools for people to become familiar
with them.
10. After a few rehearsals the team is ready to apply the new setup in
Real World.
Notice: At this time we have discovered that Not All the
participants will be working Hands-On in the Setup operations. Only
the number of people who in the rehearsal showed to be necessary to
do the job fluently without stumbling on each other. The rest of the
participants are acute assessors and will be taking notes that will
help us evaluate the effectiveness of the process. Also from these
observations we may find the opportunity to make more improvements.
Hands
ON - Go to the Gemba and Do It!
On
the Job Training Time…
11. Get ready for the next setup. Make sure everyone has the information,
training, tools, materials, and parts they will need.
12. Bring them to the floor with enough time in advance and start the preparation operations.
13. Have the video camera ready for the “New” Setup without deleting
the previous one. Start by recording the preparation stage; that time of
course does not count in the Setup Downtime.
14. The Setup Downtime must be measured with precision.
Pit Stop Time! Now every
second counts...
Caution! Make sure power is off
or machine is in "Setup Mode" and all supplies are under control:
Flowing Raw Materials, Compressed air, Water, and any other. Internal Setup
is now ON!
15. During the whole process, but especially in these “Internal Setup
Operations”, you want to have the standard process sheet handy. One person
(if you have more than you need to perform the different Internal
Operations), should be following the process and reading the Standard
Process Sheet to assure correct sequence; another person may be of help by
observing safety measures. People doing new things can get into risky
behaviors without noticing.
16. As soon as possible, produce the first part(s) of the new run until
the part or product is acceptable. Stop counting the Setup Downtime.
Re-Start the normal operation.
Post Setup External
Operations
17. Make sure everything is completely finished, cleaned up, put
everything in the right place before leaving the area.
18. When doine, register the end of the Setup. Notice: this is Not the
Setup Downtime.
19. Having measured exactly the amount of machine downtime you are ready
to prepare a report about the improvement achieved. It should typically be
less than half the traditional Setup Time; in some exceptional cases you may
be able to cut off up to 90% or more.
20. There is a possibility that many new opportunities for improvement
show up when we review the first SMED – Setup. If there is time enough,
try to put together one more SMED – Setup with at least some of those new
improvements.
21. Some improvements will probably have to wait for changes on
installations, parts and tools acquisitions, some fabrications and
alterations. Set a future date to do a follow up SMED – Setup and keep
everyone informed of the achievements, including top management of course.
Time
to Prepare Presentation
Produce
a graph that shows: the difference between the before and after downtimes.
Estimate the profit produced by the machine per minute or per cycle,
multiply the saved downtime - [additional productive time] - by the number of setups the machine
may have in a year.
Quantify
in the final presentation the potential for savings and/or Increased
Productivity. Emphasize how the faster setup can help serve customers
promptly and avoid excess (Just in Case) WIP
inventory. Credit every
participant either for their individual initiatives or for the team
achievements. Make sure participants are listed in one slide of the
presentation in last name alphabetical order; have them verify the spelling
of their names before the presentation to management.
Install
a billboard near the machine showing a picture of the team along with a
description of the improvement achieved.
Note: Billboards always need an owner who will make sure they are kept up to
date.
Produce
certificates of participation thanking each of them for their contribution
to the success of the event and encourage continuous contributions in the
future.
At the
time of presenting the best way is to have the participants present the
information to management, even if it is all in your PowerPoint
presentation.
The
coordinator must keep following up on the teams to assure that the setups
continue to shorten.
