*STATION 1STATION 2STATION 'n''n-1'STATIONSTATION3KanbanVisibleWorkplaceVisual Shop floor Based PlanningKanbanSupplierManagedInventoryTeam WorkingSet-up / Changeover ReductionProcessCapability& ControlTotal Productive MaintenancePersonal QualityResponsibilityVisual & MeaningfulPerformance MeasuresStandard OperatingProceduresWorld Class ManufacturingBlitzKaizen

*From finish of production of the previous product / operation, through to the first good part of the next product / operationProduct A Product BScope of the set-up reduction activity

*What can SMED deliver in a print business100%

*234Right First Time(Elimination of Variables)Streamline the Process & 5 SSeparating Internal from External TimeContinuous Improvement5Understand the process16TeamworkingSet-up Reduction - The 6 Stages

*TOOL STORESINSPECTIONVideo the Complete Process

*Map the Set-UpA team activityWatch the video and identify each step in the processTime each step in the processUse post-it type stickers on a flip chartAnalyse the Video and Map the Set-up

*Mastering the distinction between :-Internal Set-Up (INT)Things that have to be done whilst the machine or process is stoppedExternal Set-Up (EXT)Things that can be done whilst the machine or process is still workingTransferring Internal to External can often reduceSet-Ups by between 30% to 50%Changeover TimeInternalSet-Up TimeLast piece ofPrevious JobFirst Good pieceof Next Job

Tear DownWait TimeCollect Tools& MaterialsClean DownWait TimeCheckingInspectionAdjustmentsClear AwayExternal TimeValue addValue addNon value addProcess TimeProcess TimeInternalExternalExternalIdentify Internal and External activities

*Prepare ToolsGo to storesFind spacersModify spacers to fitLoad tool into fixture2 354 1713812 490 45ExternalExternalExternalExternalSeparate Internal From External Activities.. can be done whilst process is still operating.. process must be stopped

Get prepared beforehand to reduce process stoppage timeEnsure all tools and equipment are available close by.Ensure all materials needed are available close by.Ensure all personnel necessary are available when required.FittersOperatorsSettersEngineersFork lift truck driversEnsure all information is available when neededTechniques for Converting Internal to External

*Ensure tooling for the set-up is organisedSet-up tooling & equipment organised visually at point of use

* Ensure all Materials needed are available close by .

Ensure all the necessary Materials are released by Stores for use.

Material handlers to ensure Materials are in place

Kanban Squares are ideal here

Kanban for Current MaterialKanban for Next Batch of MaterialMaterial Availability

*Streamline the process with quick-set techniquesT bar handlesQuick release adjustmentTooling stored on the M/cVisual adjustmentsMake adjustments easier by quick-release mechanismsEliminate the need for adjustments by using fixed stops / visual identification

*Examples of streamlined processesBeforeAfter4 x Allen-key bolts replaced by one-touch catchesClient Case StudyZero tool set-up

*1. CLEARING-UPTo segregate wanted and unwanted items.Eliminate unwanted itemsStore wanted items5. TRAINING & DISCIPLINEEmployee involvement continuously challenging and improving processes and practices2. ORGANISINGTo store wanted items in a manner which will make them easy for anybody to retrieve when required3. CLEANINGTo remove the dirt and rubbish from the area around the operator and from the workplace as a whole4.STANDARDISINGTo look after a clean area in such a way as to prevent it from getting dirty again

Introduced by JapaneseA 5 Step Tool for Workplace Improvements SIERI SEITON SEISO SEIKETSU SHITSUKEA Visual Control MethodUnderstanding 5 S

* Employee Involvement Improved Productivity Improved Quality Reduced Machine Downtime Reduced Stock & Space Requirement Improved SafetyThe Benefits From 5 S

* Classify all items by: A) Function- where are they used ?- have they a multi-location use ?- are they obsolete ?

B) Frequency of use- Hourly, Daily, Weekly, Monthly ?

INCLUDE ALL ITEMS - HAND TOOLS, JIGS, MACHINE TOOLS, MACHINES, WIP ETC5 S Step 1 - Clearing-up

*5. TRAINING & DISCIPLINEEmployee involvement continuously challenging2. ORGANISINGTo store wanted items in a manner which will make them easy for3. CLEANINGTo remove the dirt and rubbish from the area around the operator4.STANDARDISINGTo look after a clean area in such a way as to

1. CLEARING-UPTo segregate wanted and unwanted items.Eliminate unwanted itemsStore wanted items Define rules of engagement:Remove all obsolete itemAppropriate storage areas for non-obsolete itemsLabel all non-obsolete itemsFUNCTIONUSAGE FREQUENCYRULE OF ENGAGEMENTOBSOLETEDAILYMULTI-LOCATIONSINGLE-LOCATIONWEEKLYMONTHLYTHROW AWAYUNKOWNPURCHASE DUPLICATE ITEMPUT INTO A GRAVEYARD AREAKEEP AT FUNCTION WORKPLACESTORE IN AN ACCESSIBLE PLACESTORE IN A OFF-LINE PLACEUNKNOWN5 S Step 1 - The Rules

*Organise necessary items: Arrange all items in good order so that they can be easily located and used by anyone

5 S Step 2 - Organising

*WHERE - FIX POSITIONNO RANDOM STORAGE - A Place For Everything & Everything in its PlaceWHAT - FIX ITEM5 S Step 2 - A Place for Everything

*Paint floor & equipment:Dedicate floor areas for all necessary itemsColour code work areas & equipmentMachines should be painted in a light colour to highlight problems

CELL BOUNDARY - SOLID WHITE (10cms)EXITS/ENTRANCES - BROKEN WHITE (10cms)TEMP WIP STORAGE - SOLID YELLOW (5cms)TOOL STORAGE - SOLID BLUE (5cms)WASTE STORAGE - SOLID RED (5cms)Define Line Standards5 S Step 2 - Visual organisation

*Eliminate dirt and grime:Cleaning as a means of inspectionEliminate the CAUSES of dirt and grimeMaintain conditionsEveryone should clean up the workplace5 S Step 3 -Cleaning

*1. CLEARING-UPTo segregate wanted and unwanted items.

5. TRAINING & DISCIPLINEEmployee involvement continuously challenging and improving processes and practices2. ORGANISINGTo store wanted items in a manner required4.STANDARDISINGTo look after a clean area in such a way

3. CLEANINGTo remove the dirt and rubbish from the area around the operator and from the workplace as a wholeImplement a cleaning schedule: Allocate people to an area or task Decide on suitable tools for each task Keep tools on a CLEANING STATION5 S Step 3 - Cleaning Schedule

*1. CLEARING-UPTo segregate wanted and unwanted items.

5. TRAINING & DISCIPLINEEmployee involvement continuously challenging and improving processes and practices2. ORGANISINGTo store wanted items in a manner which will3. CLEANINGTo remove the dirt and rubbish from the area around the operator4. STANDARDISINGTo look after a clean area in such a way as to prevent it from getting dirty again

5. TRAINING & DISCIPLINEEmployee involvement continuously challenging2. ORGANISINGTo store wanted items in a manner which will make them easy for3. CLEANINGTo remove the dirt and rubbish from the area around the operator4.STANDARDISINGTo look after a clean area in such a way as to

1. CLEARING-UPTo segregate wanted and unwanted items.Eliminate unwanted itemsStore wanted items1. CLEARING-UPTo segregate wanted and unwanted items.

5. TRAINING & DISCIPLINEEmployee involvement continuously challenging and improving processes and practices2. ORGANISINGTo store wanted items in a manner required4.STANDARDISINGTo look after a clean area in such a way

3. CLEANINGTo remove the dirt and rubbish from the area around the operator and from the workplace as a whole1. CLEARING-UPTo segregate wanted and unwanted items.

5. TRAINING & DISCIPLINEEmployee involvement continuously challenging3. CLEANINGTo remove the dirt and rubbish from the area around the operator4.STANDARDISINGTo look after a clean area in such a way as to

2. ORGANISINGTo store wanted items in a manner which will make them easy for anybody to retrieve when requiredReview of process:STANDARDISING REFERS TO THE MAINTENANCE OF STEPS 1, 2 & 35 S Step 4 - Standardising

*5 S Step 4 - Audit the ProcessAudit process: Audit process continuously to ensure standards are maintained1. CLEARING-UPTo segregate wanted and unwanted items.

5. TRAINING & DISCIPLINEEmployee involvement continuously challenging and improving processes and practices2. ORGANISINGTo store wanted items in a manner which will3. CLEANINGTo remove the dirt and rubbish from the area around the operator4. STANDARDISINGTo look after a clean area in such a way as to prevent it from getting dirty again

*5 S Step 5 - Training & DisciplineTraining & discipline: Develop the rules & systems:

1. CLEARING UP - Why do unnecessary items still appear ?

2. ORGANISING - Why does storage get in disarray ?

3. CLEANING - Why does it get dirty ?

4. STANDARDISING - Why are we not Applying preventative measures ?

*

1. CLEARING-UPTo segregate wanted and unwanted items.Eliminate unwanted itemsStore wanted items2. ORGANISINGTo store wanted items in a manner which will3. CLEANINGTo remove the dirt and rubbish from the4.STANDARDISINGTo look after a clean area in such a way as to

5. TRAINING & DISCIPLINEEmployee involvement continuously challenging and improving processes and practicesDisplay improvement activities: Record activity to track improvement Identify equipment improvementsCHART RECORDS:- Problem- Solution- Team member actioned- Target completion date- Implementation plan- Solution sign-off5 S Step 5 - Improvement Activities

*Implement performance measures: Ensure the process and practice are continuously challenged:

5 S Step 5 -Performance measures

*Make the process visible :MachineCleaning Schedule5 S Step 5 - Visual management

*Standardise input conditions - Predictable - Reliable - RepeatableEliminate variables - Machine - Tooling - MaterialsMeasure what is criticalTreat inspection as an EXTERNAL operation - Team doing the setting should have responsibility and accountability for the Process. The Processes mustbe ROBUSTRight First Time

*

.. SET THE CONTROL MECHANISMS

Controls can be...Visual ... Audible ... Measurable...

Control the process during its operation

*Operators, Setters and Engineers working togetherPractice what they doEach person has specific tasks and rolesSet targets for the team to achieveThe team is responsible for measurement of its own performanceTeamworking

*Clearly defined visual proceduresClearly defined roles for team members during the set-upExternal activities listed

Contact-lens solution bottling line Why do we need Teams ? Who should be in the Team ?Teamworking - an example

*MEASURESTEAM MEETINGIDENTIFYANALYSEPLAN SOLUTIONIMPLEMENTATIONTHE IMPROVEMENTPROCESSContinuous Improvement - the process ...

Simple, visible chartsOn or near machineUpdated by operator or setterSet tangible targetsMake the improvements in stagesIf you dont measure it you wont improve it!Continuous Improvement - an exampleRABA Lasco axle manufacturing lineHistorical data1st step-change2nd step-change

1 batch chg

0

7

7

7

5.5

4.5

8

6

6

6

8

8

6

5.5

6

8

5.4

6

8

7

6

7

6

6

6.7

7

6

6.7

7

7

5

5

5.7

0

6.7

4

3.75

4.2

4.2

4

3

2.9

3

Target

AUDIT SCORE

Week No. - 1999

Average set-up time (Hrs))

AUDIT SCORE

WK No -1998AUDIT SCORE

10

27

37

47

55.5

64.5

78

86

96

106

118

128

136

145.5

156

168

175.4

186

198

207

216

227

236

246

256.7

267

276

286.7

297

307

315

325

335.7

340

356.7

364

373.75216.76.0194444444

384.23.5

394.24.1

404

413

422.9

4332 set-ups:- 3.5 hrs when crane unserviceable; 2.5 hrs with both cranes

44

45

46

47

48

49

50

51

52

*Motorsport Tyre Change Typically lasts around 5 to 6 seconds 14 People to a team = 70 man seconds 1 person would probably take a minimum of 2 minutes Practice is key Wheels - one nut operation Tools - One tool size - each person has one who needs one - High speed air guns Tyres - Pre-heated to reduce ramp up time

Summary

*

Comparison with you doing 1 tyre on your car . You with a jack, little practice, no design for quick change 10 minutes if you rush - 40 minutes for all four Summary

****3. Stage 1 - Understand the processThe most important stage in the 6 stage approach is the first - understanding the process, i.e. what we currently do during a set-up.The first question to ask is Do we need to do a set-up at all? The best set-up is one that we do not have to do. There are several ways that set-ups can be reduced or even eliminated; Does Planning look at sequencing of product sizes or colours to reduce set-ups? Are we using standard products? Can we standardise tool design? i.e. clamping locations, bed sizes or clamping heights.Given that we cannot completely eliminate the need for a set-up, we need to see and analyse all of the elements of a set-up to gain the full understanding before we can recommend improvements.

***4. Stage 2 - Separate Internal from External timeHaving analysed the set-up and mapped out all the steps we now have to identify opportunities for improvement. When looking at the set-up activity, there are probably many elements that could have been done whilst the machine was still working. We call them External activities because they could be done outside the physical changeover time. Examples of external activities include: Finding out what the next job is Fetching the next materials Getting the tools, die or plates next to the machine Getting the necessary help Putting materials away after the new job is running

***5. Stage 3 - Streamline the Process / 5 SHaving highlighted all the external activities, we now have to simplify or eliminate if possible, the internal activities. This is known as streamlining the process and can be broken down into two phases. The first concerns organisation, whilst the second is the development of the process.Organisation can simply be ensuring that everything is where you want it - i.e near at hand and in the right orientation. It may be that by doing some pre-setting externally, this can be made even simpler.Development is about things that need to be changed - for example using standard bolts of one size, simpler clamping methods, quick release / quick fit couplings, or standard plates.****5 S housekeeping is a workplace improvement tool, introduced by the Japanese. It is simple concept based around five activities;1. Clearing-upSIERI2. OrganisingSEITON3. CleaningSEISO4. StandardiseSEIKETSU5. Training & DisciplineSHITSUKEIt is used as a company-wide improvement tool and can be the starting point for many improvement activities, being a basic discipline for; Kanban production Streamlining production - eliminating waste Set-Up Reduction Total Productive Maintenance*Implementing a 5 S programme as part of a set-up reduction process will ensure a firm foundation on which to progress the set-up project, as a large number of improvements will come from the organisation of the workplace, tools and materials.The five activities must be undertaken in order to ensure a consistent approach, which will assist in the learning process.It is vital that Before photographs are taken of the area, showing all areas of dirt, contamination, clutter and waste. These should be displayed on a 5 S activity board.After the activities, After photographs should be taken from the same point as the previous pictures.*Step 1 of a 5 S programme, Clearing-Up implies creating a clear distinction between necessary and unnecessary items, and the elimination of the latter.Any items that are used less than daily should not be stored at the workplace or machine, and must be categorised in accordance with the following table.**Step 2, Organising concerns the arrangement of the items that are required at the workplace, so that anyone can immediately find them. The activity is directly linked to that of Clearing-Up - they cannot be done independently.**Step 3 of the 5 S programme, Cleaning-Up can be applied to either individual machines or working areas. The objectives are to: Eliminate the causes of dirt, grime and contamination. Maintain optimum working conditionsA daily cleaning schedule must be made that details what is to be cleaned, how it is to be cleaned, by whom and when.**By this stage, all unnecessary items should have been disposed of, storage areas / workplace should be well organised and the workplace / machine spotlessly clean.

All of the hard work done to get the workplace or machine to this stage will be lost if we now sit back and do nothing - it is vital that the conditions are maintained at all times. Step 4 provides the mechanism to ensure this.*A key technique in this Step is the use of Visual Control.

Clarify the name and use of items stored - use names, numbers or colour coding Fix the storage place of all items and make it easy for anyone to find them - use signs, colour coding or outlines Choose the best storage method for each item to facilitate removal or replacement - pigeon holes or gravity racks*A regular housekeeping audit will ensure that the standards are maintained and improved upon. The audit should not be a daily task as the novelty will soon wear thin - choose a suitable frequency that will allow conditions to stabilise and improvements to be made. Problems or faults found during the audit should be raised on the Housekeeping Improvements form.****The last Step, Training and Discipline ensures a process of monitoring, education, training and continuous improvements.

Major learning points are: Create the rules of the game Practice makes perfect Practice what you preach Stick to the rules

Questions to continually ask are; Why do unnecessary items still appear? Why does storage get in disarray? Why does the machine still get dirty Why are the rules not working? Why are we not applying preventative measures? How do we make them more effective?*6. Stage 4 - Right First TimeEnsuring the product is right first time is the ultimate aim of any set-up. Unfortunately it is generally the way that processes, tools, equipment and machinery are designed that causes the problems.A World Class process is predictable, reliable and repeatable. The fast-food chain McDonalds have standardised their chip producing process globally by eliminating the variables in the process that could cause the output to vary. For example, they only use one type of potato, specify the soil conditions and then rework the potato by reforming it from mash and then freezing - eliminating the seasonal element.**7. Stage 5 - TeamworkingTeamwork is vital if any improvements are to be made in the set-up process; operators, setters and maintenance must work together with a common goal of reducing the set-up and making their tasks easier.Roles, tasks and training must be given to the team, with the performance of the team being monitored and measured by the team members themselves.*Visual procedures can be used to co-ordinate a team of people during a set-up. Every person should know and be able to see their role, and how it fits into the overall process.*8. Stage 6 - Continuous improvementEven after significant improvements have been made, we must not stop, as there is always room for some improvement.The process of continuous improvement must be supported by performance measurement - simple and visible charts should be placed on or near the machine and be updated by those doing the set-up.Targets must be set in line with business objectives - not only set-up reduction targets, but also equipment improvements and quality. Measures must become an integral part of a well-structured continuous improvement process which drives performance towards quantifiable targets.**A classic example of set-up reduction, organisation and planning is that of tyre changes in motorsport events - teams consistently take 6 to 8 seconds to change all four tyres on a car, whereas we would take around 10 minutes for one tyre.*