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Summary
Summary
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.
Table of Contents
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 |