Set-up time reduction

Title:

Personal Author:

Claunch, Jerry W., 1947-

Publication Information:

Chicago : Irwin, 1996

ISBN:

9780786308637

Subject Term:

Costs, Industrial

Cost control

Assembly-line methods

Production management

Available:*

Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... PSZ JB	30000004260885	TS167 C51 1996	Open Access Book	Book	Searching... Unknown
Searching... PSZ KL	30000004977686	TS167 C51 1996	Open Access Book	Book	Searching... Unknown
Searching... PSZ KL	30000005003938	TS167 C51 1996	Open Access Book	Book	Searching... Unknown

Every company is feeling the pressure to be more responsive to the needs of their customers, to repsond to the increased competition in the global marketplace, and to adjust to ever-shortening product life cycles. Today, the most agile manufacturing organizations are using a reductiion in their set-up times to capture the competitive advantage that increased agility offers. Although many companies have made impressive strides axross the board by implementing a Just-In-Time philosophy and by cutting down their response times, the positive effect reducing set-up time has on every subsequent operation is remarkable. Set-Up Time Reduction is a timely, authoritative, and practical book on how to make the initial steps of the manufacturing process faster, more efficient, and easier on the bottom line. Set-up time reduction program managers and individual team members will find ideas for: Adopting a team approach to reduce set-up times--including concepts for brainstorming solutions. Monitoring safety during implementation. Avoiding the pitfalls of a set-up time reduction program.

Preface	p. xi
Chapter 1 Lessons Learned	p. 1
Speed and Results	p. 2
Discretionary Time	p. 3
Vision	p. 4
Issues to Address First	p. 4
Hand Tools	p. 5
Fasteners	p. 6
Perishable Tools	p. 9
Forming Dies, Tools, Tool Holders, and Change Parts	p. 9
Fixtures, Dies, Face Plates, Printing Cylinders, Forming Tools, and Chuck Jaws	p. 10
Maintenance of Parts, Tools, and Fixtures	p. 12
Lubricants, Chemicals, and Solvents	p. 15
Guard Removal	p. 16
Scrap and Rework	p. 17
Standardization of Set-Up Procedures	p. 18
Making and Delivering the Change Parts in Kits	p. 18
Establishing Standard Tool Lengths	p. 19
Establishing Standard Tooling	p. 19
Establishing Standard Locations	p. 20
Establishing Standard Routing	p. 20
Thirty Percent Reduction in Set-Up Time Accomplished!	p. 20
Chapter 2 Calculating the Return on Investment of Set-Up Time Reduction	p. 23
Where to Start	p. 28
Chapter 3 How Do You Start?	p. 31
Change from Within Gets Accepted	p. 31
Total Quality Management	p. 32
Problem-Solving Method	p. 34
Steering Committee	p. 35
Additional Information about Approvals	p. 40
Empowerment	p. 41
Tapping the Resource Within	p. 42
How Do You Get People to Help?	p. 44
Turning Negative People into Positive People	p. 45
People Enjoy Rallying	p. 46
Chapter 4 Getting the Results	p. 47
What Do We Need to Know?	p. 48
What Do We Need to Do?	p. 48
Assignments	p. 48
Decisions Made	p. 49
Get Input from Everyone	p. 49
Tools that Work	p. 50
Baselining	p. 50
Videotape the Setup	p. 50
Documentation of the Setup	p. 53
Chapter 5 The Improvement Process	p. 57
Eliminate Quality Problems	p. 58
Eliminate Unnecessary Elements	p. 59
Eliminate the Nonvalue Added Elements	p. 60
Move Elements to External	p. 62
Reduce All Remaining Internal Elements	p. 66
Reduce All External Elements	p. 67
Part Families	p. 67
Documentation and Data Entry	p. 68
Change Part Maintenance	p. 68
Change Part Location/Kitting	p. 69
Remaining Elements	p. 71
Quality Acceptance of the First Part	p. 78
Automation	p. 78
Standardized Procedures	p. 79
Chapter 6 Application Improvements for Equipment	p. 81
Focus Set-Up Time Reduction on a Part Number or Machine?	p. 82
Equipment Wear	p. 82
Cleaning Up	p. 84
Adjustment	p. 85
Fasteners	p. 85
Tooling Needs	p. 86
Toolbox Clean Out	p. 88
Tool Storage	p. 88
Quick Disconnects	p. 89
Standardized Components	p. 89
Alignment	p. 90
Tool and Fixture Positioning	p. 91
Clamping	p. 92
Tool Presetting	p. 93
Travel Time	p. 93
Trial Runs	p. 95
Stress Forces	p. 96
Dedicated Equipment	p. 96
Equipment Maintenance	p. 97
Automation	p. 98
Chapter 7 Supporting Set-Up Time Reduction	p. 101
Quality Improvements	p. 101
Value Analysis/Value Engineering	p. 104
Concurrent Engineering	p. 105
Never Assume	p. 105
Communication and Cooperation	p. 106
Floor Layout	p. 107
Data Entry	p. 107
Paperwork	p. 107
Scheduling	p. 108
Team Staffing	p. 109
Supervision	p. 109
Commitment	p. 110
Training	p. 111
Checklists	p. 111
Procedures	p. 111
Newsletter	p. 112
Decisions that Affect Set-Up Time	p. 112
Support Area Response	p. 112
Material Handling	p. 113
Criticism	p. 113
When You Cannot Videotape	p. 114
Kanban Inventory Method	p. 114
Measurements	p. 115
Workforce Reduction	p. 116
Special Teams: SWAT and Rapid Response	p. 119
Questionnaires	p. 120
Chapter 8 Holding the Gains	p. 121
Documentation	p. 121
Celebrate Improvement by Making It a Big Deal	p. 124
Steering Committe Reviews	p. 124
Field Trips to the Factory	p. 125
Transferability (Cloning)	p. 126
Rewards, Awards, and Other Motivations	p. 126
Continuous Improvement	p. 133
Chapter 9 What Should You Expect from Set-Up Time Reduction?	p. 135
Resistance at First	p. 135
Frequent and Continued Improvements	p. 135
Breaking Down Barriers (Team Building)	p. 137
Commitment	p. 137
Stages of Employee Attitude	p. 137
Management Stages and Attitudes	p. 137
Produce as Needed	p. 139
Increased Run Time (But Be Careful)	p. 139
Preventive Maintenance Time	p. 140
Scrap Reduction	p. 141
Rework Reduction	p. 141
Equipment Purchases	p. 142
Reduced Inventory	p. 142
Performance Charting	p. 143
Productivity Improvements	p. 144
Team Building	p. 144
Breaking Down of Barriers	p. 146
Inventory Turns	p. 147
Space	p. 150
Flexibility	p. 150
Customer Delight	p. 151
Flexible Scheduling	p. 152
Savings	p. 153
Product Involvement	p. 153
Cycle-Time Reduction	p. 154
Chapter 10 The Team Experience	p. 155
We Need More Ricardos	p. 155
Attitude/Assurance	p. 156
The Culture	p. 156
Commitment	p. 157
Authority and Responsibility	p. 158
Team Membership	p. 159
Decision Making Based on Fact	p. 161
When Things Slow Down or You Feel Like Quitting	p. 161
Distractors, Procrastinators and Other Influences	p. 163
Managing and Supervising with Teams	p. 164
Where's the Band?	p. 165
This is My Team, I Have Ownership to its Performance	p. 166
Management: The Boss is Key	p. 166
Satisfaction in a Job Well Done	p. 167
Chapter 11 How to Make It Fail	p. 169
Don't Train the Team	p. 169
We Don't Have Time	p. 170
A Few People on Too Many Teams	p. 170
Allow Management to Skip Meetings	p. 172
Don't Let the Team Make Decisions	p. 172
Don't Take Assignments	p. 173
Don't Get Assignments Done	p. 173
Don't Discuss It	p. 174
Criticize instead of Encouraging	p. 174
Work outside Your Career System for Approvals	p. 175
Don't Promote Set-Up Time Reduction Once It Is Started	p. 176
Don't Measure Progress	p. 176
Make Reporting Difficult	p. 177
Don't Follow Up or Motivate	p. 177
Make the Focus Indefinite Then Quit	p. 177
Do It for a While Until It Just Fades Away	p. 178
Have "Team of the Month"	p. 178
Don't Go Out to Shop to See Results	p. 178
Don't Recognize Accomplishment	p. 179
Don't Hold the Gains	p. 179
Don't Encourage Low-Cost Solutions	p. 180
Second-Guess Team Decisions	p. 180
Don't Follow a Proven Method	p. 180
Conclusion	p. 181
Chapter 12 Most Frequently Asked Questions	p. 183
Index	p. 207

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