3-Setup Analysis and Reduction

Prepared by Dr.
Sule Itir Satoglu
Contents
Definitons of manufacturing lead time and setup time.
Benefits of setup reduction
Steps in a Typical Set-Up Process
Relation between small-batches and setup reduction
Basic Setup Concepts
Stages of SMED Applications
Classification of setup Improvement Techniques
TPM and Maintenance management for better equipment
effectiveness
Prepared by Dr. Sule Itir Satoglu
Introduction
The easiest of all wastes, and the hardest to
correct, is this waste of time, because wasted time
does not litter the floor like wasted material.
Henry Ford, 1926
Lead Time (Turkish: Temin Sresi)
Setup Time
Setup Time = Order setup time + Machine setup time.
Machine Setup Time: Time spent between the last
quality part processed (before setup) and the first

quality part after setup.
Manufacturing Goals & Setup Times

(Durmuolu, 2006)
Setup Time=0
Conflicting
objectives
Minimizing
production
costs
Maximizing
capacity
utilization
Maximizing
delivery
performance
Lower setup times

bring these
objectives closer!
Minimizing
inventory
costs
Why Reduce Setup Times?

Key reason is to Reduce Your Lot Sizes:
Reduce WIP
Reduce Lead Time
Better Quality
Increased Flexibility through simplicity
Why lower setup times?

Setup reduction is necessary, because;
Product variety increased,
Thus, order lot sizes decreased, considerably!
Several setups (changeovers) are needed between
batches of different part types.
So, lower setup times are strongly needed!
Benefits of Lower Setup Times

Decrease lead time of the batch.
Helps manufacturing smaller batches!
Production plan becomes smoother!
Decreases excessive inventory and inventory cost!
Improves delivery performance.
Improves tool and product design.
Benefits of Lower Setup Times

Improve Idle Asset usage: improved availability.
Increased Capacity/Productivity.
Reduce Scrap
Improve Maintenance Costs.
Happier Customers.
Improved Material Flow and Usage.
10
http://www.strategosinc.com/setup_reduction.htm
11
Smaller Batch Sizes

Machines
1st
Process
2nd
Process
3rd
Process
4th
Process
Lead time of the Batch
Batch Size =100 parts
Time
Small batch sizes (achieved by low setup times) are

manufactured in less time: lower lead time.
One-piece flow is the most extreme case!
12
Setup Reduction
Traditionally, we have left set-up operations to the
workers.
Even when employees are conscious, they often lack
the resources and authority to make significant
improvements to the set-up process.
13
Setup Reduction
That is the way we have always done it, blinds us to
the possible improvement oppurtunities.
14
Steps in a Typical Set-Up Process

(1) Preparation Step.
Finding materials, jigs, gauges and conveying beside
the macines,
Preparation of machines, tools for set-up,
It is ensured all parts and tools are ready, and

Tools & machines functioning properly.
Makes up approximately 30% of the set-up process
time.
15
Steps in the Set-Up Process

(2) Mounting and Dismounting Step.
This involves work for removing cutting heads,
blades, dies and other similar tooling from the
equipment and putting on the new required tooling.
Removal of processed parts or attachment of new
parts.
Makes up approximately 5% of the set-up time.
16

(3) Centering, dimensioning and setting of other
conditions step.
Involves fine-tuning the tooling and equipment to

run the next lot of parts.
Such as calibrating machines
Takes approximately 15% of the set-up time.
17

(4) Trial Runs and Adjustments.
Involves the frequent trial-and-error approach to set
up the tooling and equipment to run the parts
according to specifications.
Makes up the largest single time element in most setup activities: approximately 50% of the set-up time.
18

(4) Trial Runs and Adjustments.
The greatest difficulty lies within adjustment of the
machine correctly.
This is where efforts can provide large benefits in
reducing set-up times.
The greater the accuracy of measurements and
calibrations, the less the times spent.
19

Internal setup: Activities, such as mounting,
dismounting dies, that can only be done after stopping

the machine.
External setup: Such as transporting dismounted dies
to storage, conveying dies to be mounted next to the
machine.
These can be done while machine is operating.
20

SMED: Single-minute exchange of die.
A setup improvement technique
It was developed by Shigeo Shingo, after many years of
practical experience.
21
Fundamentals of SMED
Four conceptual stages:
Stage 0: Internal and external setup conditions are not
distinguished.
Stage 1: Seperating Internal & External Setup
Stage 2: Converting Internal to External Setup
Stage 3: Improve All Aspects of the Setup Operation
22
Stage-0
Internal and external setup conditions are not
distinguished: Several kinds of wastes recur.
Finished goods transported to the storage, next batch of
raw materials conveyed after machine turned off.

Blades, dies transported after internal setup started.
Jigs may be replaced beause it is not accurate enough.
Other shortages, mistakes etc.
23
Stage-0
Study actual shop floor conditions in detail.
Videotaping of setup processes
Interviewing with the workers.
Setup times analysis with a stopwatch: great deal of
time.
24
Stage-1
Seperating Internal & External Setup
The most important step in SMED.
During external setup, dies, tools, materials must be
carried beside the machine.
During internal setup, only the required operations
should be carried out: ex.: die removal and setting of
die!
25
Stage-1
Seperating Internal & External Setup
Use a checklist of activities done during external setup.
Double check the activities carried out.

For ex.: All necessary parts are available and at the right place.
All tools are placed near the machine
A visual control technique.
26
Stage-2
Convert internal setup to external as much as possible.
Normal setup times can be reduced by 30% - 50% at this
stage.
Reexamine the setup operations.
Find ways to convert steps to external.
27
Step-2: Examples
Setting Centers for Press-Die Processing
Dies are attached to a planer bed, centered by marking
off the center of the die on the plate.
Center-marking eliminated by cutting centering grooves
(in Trk.:oluk, kanal) on a cast pattern.
This indicates dies correct position in advance.
28
Step-2: Examples
Function standardization of a Press Die
Adjusting shut height requires great skill.
Two different die heights.
Die-A: 320 mm, die-B: 270 mm.
If a shim of 50 mm thick placed under die-B, no need for
adjustment.
Thus, shims welded on to the attachment edges of both
dies.
29
Example
30
(Monden, 1993)
Ex.: Die heights

of a punch press
can be
standardized
using a liner!
So, adjustment
unnecessary!
Internal setup
time reduced!
31
32
Step-2: Case Study

(Mc Intosh et al., 2001)
Console: (In Turkish) kadran
33
Assessing the impact of conducting

existing tasks in external time
Table shows how the original changeover could be modified: separate existing
tasks, convert into external time.
34
Adopting Low Cost Streamlining

Improvements
Mc Intosh et al., 2000.

35
Step-3
Improve All Aspects of the Setup Operation
Radical improvements in external setup operations
Radical improvements in internal setup operations
36
Step3 - (Monden, 1993)

Exchange of dies in
stamping machines:
revolver table car.
37
(Arcan Ergr, TEKLAS Kauuk A.S.)

38
Step 3 - Example
Abolish the Setup Process Itself:
1st Method: Two different shapes of parts can be pressed
by a single die, at the same time. Then, these parts
seperated.
2nd Method: Press multiple parts in parallel using less
expensive multiple machines.
Instead of an expensive, heavy punch press, small jacks can be

used!
39
Videos
Quick Die Change.mp4
40
Setup Reduction Project

(Dr. Chao-Hsien Chu , 1996)
1. Form the setup reduction team, and conduct
training.
2.Study the setup processes (e.g., use video
tape).
3.Classify setup operations into waste, internal
setups, and external setups, and eliminate
waste!
4.Convert as many internal setups as possible to
external setups.
41

5.
Improve internal setups (include adjustment).

1. Use specially designed cart to organize tools (5S)
2. Use quick-release fasteners instead of bolts and
nuts.
3. Use stoppers to quickly position the jigs.
4. Use rolling bolsters instead of cranes.
5. Use overhang mechanisms to handle heavy jigs.
6. Use locating pins and holes (socket) to eliminate
the adjustment.
7. Use standardized die height.
42

6.
Improve external setups.

1.
2.
3.
4.
Apply visual control principles.

Use checklist to avoid omission.
Use specially designed cart to help organize tools.
Organize workplace (5S) to reduce search.
Develop the standard operating procedure

(SOP).
8. Evaluate the performance of setup reduction.
9. Prepare for the next setup reduction project.
7.
43
Classification of the Setup Improvement

Techniques
1. Organization-led Improvement
Techniques
2. Design-led Improvement Techniques
44
Organization-led Improvement Techniques

These techniques favored during changeover
performance improvement, due to low cost.

Examples of these techniques will be presented.
45

Reallocate tasks to external time.
1.

Concerned with when tasks carried out, rather than

how.
Starting these tasks during external setup reduces
total elapsed changeover time.
For ex.: Heating the oven before, while preparing a cake to

be baked.
46

2. Reallocate tasks to be Conducted More in
Parallel
(McIntosh et al., 2001)

47

2. Reallocate tasks to be Conducted More in Parallel
Availability of personnel
Engaging additional personnel to changeover tasks.
Changeover completed in less time.
48

3. Breaking Task Interdependencies
They restrict changing the order of the tasks.
This puts limitations on the way the resources can
be utilized.
This tech can allow reallocating some tasks to
external setup
Better task distribution between limited resources.
Option of reallocating resources.
49

3. Breaking Task Interdependencies - Restrictions:
Sequence requirements
Safety
Limited availability of labor
Limited skills of workers
Physical restrictions
Tool restrictions
50

4. Use of Predefined Settings
Using the machines settings and manufacturing
parameters constant.
Time spent for trial and error adjustments avoided.
51

5. Define Inspection Parameters for Adjustment
Completion
What is being inspected should be known.
Standart set of parameter values used.
Anyone who does the adjustment considers same
parameter levels.
Standardization, less variation.
52

6. Identifying, Aggreeing Standard Operations
Everyone that does the changeover task, identically.
Variation is setup times reduced.
This reduces total changeover time.
53
Other Organization-led Improvement

Techniques
7. Prior checking item quality standards
8. Prior checking the required items present
Color coding can be used.
9. Batch sequencing
10. Eliminating redundant activities.
11. Ensuring cleanliness.
54
Design-led Improvement Techniques

Break task interdependencies (by design
change)
1.

Try to break physical (mechanical) coupling between

the tools, equipments.
Try to make equipment more modular.
Modular tools bring less restrictions on the sequence
of changeover tasks.
Changeover simplified.
55

2. Automate adjustment
Mechanization of adjustment activities
Beneficial where access is a problem, especially for
safety purposes.
3. Act upon Standard Product Features

Honda to designing a car to facilitate assembly line
changeover between left-hand and right-hand drive

models.
Stated design goals: as few as possible non-standard
parts between these two products
and to make part location as common as possible.
56

4. Foolproof (Poka Yoke) location
Foolproofing component location can provide
considerable time savings
Eliminating necessary rectification or compensation,
and the changes that need to take place to prevent
incorrect location.
57

5. Add devices to help changeover tasks
For example quick-release handles both speed up and
simplify the clamping of a component.
They eliminate specific tasks associated with using
hand tools (finding the hand tools, bringing them to
their point of use, employing them and then replacing
them after use).
58
Setup
Time
Procedure for Setup Improvements

(Monden, 1993)
External
Setup
SMED: Single Minute Exchange of Die

OTED: One-Touch Exchange of Die.
Challenge
of Zero
Setup Time
Internal
Setup
Operations
Improvement
Equipment
Improvement
59
Conclusion
Quick reaction to the DEMANDS of your
market is critical. The flexibility to give your
customers WHAT, WHEN & HOW MUCH
they want is essential. Efficiently changing
from one job to another job is a MUST.
So, setup reduction is very important for manufacturers
trying to become lean.
60
Case Study
Preparation to bake a cake.
What do we need? Ingredients and tools?
What are the setup (preparation) activities?
How can we reduce total time spent for preparing and
baking a cake?
61
62
63
Denso, 2006.
64
Jishu Hozen
Autonomous or Self-Maintenance
Denso, 2006.
65
Seven Steps of Autonomous

Maintenance
1. Conduct initial
cleaning/inspection
2. Eliminate sources of
contamination
3. Establish provisional
standards
4. Develop general
inspection training
5. Conduct general
inspections
6. Improve workplace
management and control
7. Participate in advanced
improvement activities
66
67
68
Kobetsu Kaizen
A special event approach that focuses on
improvements associated with machines and is linked

to the application of TPM.
Kobetsu Kaizen begins with an up-front planning
activity that focuses its application where it will have
the greatest effect within a business
It defines a project that analyses machine operations
information, uncovers waste, uses a form of root cause
analysis (e.g., the 5 Why approach) to discover the
causes of waste
Applies tools to remove waste, and measures results.
69
Examples of Kobetsu Kaizen

Relocating gauges and grease fittings for easier access.
Making shields that minimize contamination.
Centralizing lubrication points.
Making debris collection accessible.
70
Basic Concepts
Maintenance management can be defined as all
activities required for keeping an equipment in a

specified operating condition (Chang et al., 2006).
71
Basic Concepts
Maintainability is the ease with which a device or
system can be repaired or modified to correct and

prevent faults, anticipate degradation, improve
performance or adapt to a changed environment
(Morel et al., 2009).
Reliability is the ability of a device or system to perform
a required function under stated conditions for a
specified period of time.
72
Basic Concepts
Availability characterizes the degree to which a system
or equipment is operable and in a committable state at

the start of a mission, when the mission lasts for a
period of time.
Increasing availability consists of reducing the number
of failures (reliability) and reducing the time to repair
(maintainability).
73
Measuring Equipment Effectiveness

Our target is maximizing overall equipment
effectiveness (OEE)!
So, minimize three groups of losses!
Time losses:

Equipment failures
Setup times, adjustment times.
Speed losses:

Decrease in machines anticipated manuf. Speed

Short stoppages
Quality Losses:
Defective parts, rework, scrap.
74
OEE
Nakajima, 1988.
75
Measuring Equipment Effectiveness

OEE: Overall Equipment Effectiveness.
OEE= Availability * Performance Efficiency
* Quality Rate
76
Availability
Net available run time= Gross time available-Planned
downtime
Planned downtime: Break times (lunch,coffee), planned maintenance
time.
Availability = Net available run time
Downtime Losses
Downtime Losses: Setup times, machine breakdown times.
77
Performance Efficiency
Machine actual (realized) cycle times usually increase
due to depreciation of the machine (machine aging).

This can be prevented using maintenance to a certain
extent.
Perf. Efficiency = Realized Cycle
Time/ Theoretical Cycle Time
78
Quality Rate
Eliminate defective products production
using machine maintenance.
Quality rate= Total Number of
quality products/Total Number of

products produced
79
Overall Equipment Effectiveness

(OEE)
OEE = Availability*Perf. Efficiency*Quality Rate
80
Example
81

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Prepared by Dr.

Sule Itir Satoglu

Prepared by Dr. Sule Itir Satoglu

Lead Time (Turkish: Temin Sresi)

Prepared by Dr. Sule Itir Satoglu

quality part processed (before setup) and the first

Prepared by Dr. Sule Itir Satoglu

Manufacturing Goals & Setup Times

Lower setup times

Prepared by Dr. Sule Itir Satoglu

Why Reduce Setup Times?

Prepared by Dr. Sule Itir Satoglu

Why lower setup times?

Prepared by Dr. Sule Itir Satoglu

Benefits of Lower Setup Times

Prepared by Dr. Sule Itir Satoglu

Benefits of Lower Setup Times

Prepared by Dr. Sule Itir Satoglu

Smaller Batch Sizes

Small batch sizes (achieved by low setup times) are

Prepared by Dr. Sule Itir Satoglu

the possible improvement oppurtunities.

Prepared by Dr. Sule Itir Satoglu

Steps in a Typical Set-Up Process

It is ensured all parts and tools are ready, and

Steps in the Set-Up Process

Makes up approximately 5% of the set-up time.

Prepared by Dr. Sule Itir Satoglu

Steps in the Set-Up Process

Involves fine-tuning the tooling and equipment to

Takes approximately 15% of the set-up time.

Prepared by Dr. Sule Itir Satoglu

Steps in the Set-Up Process

Prepared by Dr. Sule Itir Satoglu

Steps in the Set-Up Process

Prepared by Dr. Sule Itir Satoglu

Basic Setup Concepts

dismounting dies, that can only be done after stopping

Prepared by Dr. Sule Itir Satoglu

Basic Setup Concepts

Prepared by Dr. Sule Itir Satoglu

Prepared by Dr. Sule Itir Satoglu

distinguished: Several kinds of wastes recur.

Finished goods transported to the storage, next batch of

raw materials conveyed after machine turned off.

Prepared by Dr. Sule Itir Satoglu

Prepared by Dr. Sule Itir Satoglu

Prepared by Dr. Sule Itir Satoglu

A visual control technique.

Prepared by Dr. Sule Itir Satoglu

Prepared by Dr. Sule Itir Satoglu

Prepared by Dr. Sule Itir Satoglu

Die-A: 320 mm, die-B: 270 mm.

If a shim of 50 mm thick placed under die-B, no need for

Prepared by Dr. Sule Itir Satoglu

Prepared by Dr. Sule Itir Satoglu

Prepared by Dr. Sule Itir Satoglu

Ex.: Die heights

Prepared by Dr. Sule Itir Satoglu