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Quick Change Over

Reducing Set-up Time

BY

H.S. PUNDLE



Reducing set up-time

“One of the most noteworthy accomplishments in keeping the price of

[our] products low is the gradual shortening of the production cycle.

The longer an article is in the process of manufacture and the more it

is moved about, the greater is its ultimate cost.”




On the surface, reducing set up time does not appear to provide a

significant payback. In a typical manufacturing facility, set up time

might only represent only about 5-10% of total processing time.Meaning, that if you completely eliminated set up time, your payback

would only be an increase in capacity of 5-10%. Reducing set up time

to ZERO can be an expensive proposition. So, why are major

companies working so feverishly to reduce their set up times?

Maybe these companies see benefits OTHER than increased capacity.




Capacity is indeed one important reason for improving set up time. If

we look closely at our capacity issues, we are sure to find that most of our problems are due to the limited output of one or two machines or

processes. This bottleneck limits the output of the entire facility, and is

probably responsible for most of our late orders. Focusing our set up

time reduction efforts and dollars on this one machine/department is

going to be a good investment.




However, most organizations that really are effective in reducing set

up times discover big benefits in lead-time reduction and increased

responsiveness to customers. Lead-time (or, cycle time) is almost

directly proportional to total work-in-process inventory (WIP).Reducing set up time allows us to reduce batch sizes, which results in

an equal (percentage) reduction in lead-time.

Set up times can usually be reduced by 50% without capital

expenditures, and a 50% reduction in set up time can enable batch size

reductions of at least 50%. So, in a relatively short amount of time and NO cash outlay, a company can reduce lead-time by more that 50%.

You can now respond to your customer’s orders in say 4 weeks

instead of 10 weeks, with late orders practically non-existent.





Many companies find that set up times can be reduced to less than 30

minutes without significant investment. Set up time targets for many

world class manufacturers is 10 minutes or less (also known as single

minute exchange or dies or SMED).

Some suggestions for reducing

set-up times



Five Major Production Losses

• Equipment failure

• Set up Change

• Start up

• Minor stoppages

• Scrap



SMED means Single Minute

Exchange of Dies• Developed in automotive sector &originally used in

press shop to improve die set up time.

• When started average set up took 3 to 4 hours.• A technique to radically reduce change over time of any

kind.

• Can be used in many Industries and many Situations.



• Set up is the key to changing manufacturing

• SMED is essential component to makeimpossible to possible.

• Basic way of thinking about production.

• Strategy that lowers skill level required for set up change.

• Managers / Engineers have failed to devote

full abilities to set up.• Set up is usually assigned to workmen.



Goal of SMED is

• To change over / turnaround in minimum

time possible Without compromising safety

or Quality.• But the best change over is NO change over



Definition of Change Over

• All the work and the time involved between

making the last good product , batch or part

to the next product, batch or part at normalefficiency / speed.



P r

o d u

c t

i o

n

Normal

Level

Production

time

Set uptime

Ramp up

time

Production

time

time

Defination of Change Over



SMED is about working smarter not harder

• It is about doing things

Easier

Quicker Better

• It is about adding value.



Economic lot size

Cost

Lot size

Set up effect

Economic Lot

Inventory Cost



SMED process

• Establish current change over time.

• Identify all the current tasks being done.

• Identify tasks that can be eliminated.

• Distinguish between internal and external tasks.

• Eliminate all unnecessary tasks.

• Externalize all tasks that can be external.

• Streamline all internal tasks.

• Establish new change over time.



Typical example of change activity

Stop m/c startdismantelling

Dismantle the die Remove and Shiftthe die

Look for spanner and arrange

Look and arrangecrane for shifting

Bring the newdie near topress with

crane



Typical example of change activity

Assemble new die Take a sampleproduction

Do adjustmentif

necessary

Continueproduction.

Align Top andBottomdies

Get first off inspection



• Eliminate ( The first task to consider )

– Tasks that don’t need to be done at all.Second External task to consider.

- Tasks that could be done when

the machine or line was

running.

Third Internal Tasks

- Tasks that must be done when themachine or line is stopped.



Internal tasks should be streamlined

• The mind set needed here is

• Easier

QuickerBetter

This is where people need to be creative



Example of changing internal to

external• Pre heating the elements for plastic

molding, aluminum Die casting.

• Wedges , align pins for top and bottom dies.

• Aligning fixtures on VMC.

• Chuck jaw setting.



Applying SMED to Internal

Operation• Key hole shaped slots.

• U shaped washers.

• Split thread bolts.

• Adjusting shut height by standardising die

height.



SMED – Examples



SMED – Examples



SMED – Examples



SMED – Examples



SMED – Examples



SMED – Examples

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