Anderson Tool and Die

What is LEAN THINKING?

LEAN THINKING is simply a way of thinking, a set of beliefs about how one goes about performing a task; in this case about how to operate the business.

Welcome

Our own in-shop manufacturing news by Larry Reuss

About QA / ISO...

This section is for quality and ISO issues, concerns and comments.

About Shop Notes...

This section is for news, notices or comments concerning anything out in the shop from tooling to production.

About ATD News...

This section is for any news or notices from the ATD Management Team

SETUP and STANDARDIZATION - THE BALANCING ACT

    The ultimate setup time is zero setup time. Theoretically the ultimate process standardization would use only one tool, one holding device, and one program for all parts. That would mean zero setup, always. Unfortunately, things do not work that way. The point to remember is, the more we can standardize, the more we automatically minimize setup. (Note: Quality always comes first, so If quality requires another tool, then the best we can do is use another standard tool.)
    One of the prime advantages of standardization is the minimizing of tool setup. Yet, one of the reasons we often substitute one tool for another is for productivity advantages. Let’s see here: on one hand we keep a standardized tool in the machine to avoid setup time losses to gain productivity, and on the other hand we change to specialized tools to gain productivity. This sounds contradictory! That’s because both actions are taken to gain productivity. Which process yields the best productivity? Here comes the balancing act.
    We have to very carefully compare the advantages and disadvantages of a standard tool with the advantages and disadvantages of a special tool in order to determine which choice minimizes the total cost of the process, including setup time. We are essentially comparing setup time savings using the standard tool versus potentially improved run time savings, minus setup time, if we change to another tool. The best process wins by producing lower cost products.
    Standardization often wins if all of the other factors, such as the costs associated with selecting, sourcing, purchasing, storing, tracking, and setup of specialized tooling are considered, Be aware of the significant hidden costs associated with having “just one more tool” in the cabinet. Setup often costs more than expected making the costs even more difficult to recoup; especially with the smaller lot sizes were seeing.
    Nonstandard tooling, however, is always lurking in the shadows calling out to us “Use me, I can run it better/faster”. We all want to run better/faster, so we are easily lured into the better/faster trap. Before we know it we have special tools for every job, costing setup time for ourselves, plus the hidden costs mentioned above of adding “just one more tool” to the inventory.
    The bottom line is; we must carefully balance standardization with specialization. As a general rule, standardization should always win unless there is overwhelming proof that specialization is cost justified. Then, the last question to be answered before adding a new tool to the inventory is, “What current tools can be eliminated if we do add this new tool to our tool box? On one hand we want to minimize the number of tools we use, and at the same time we must constantly evaluate new tools and technologies in order to have the most productive tools available to use!
    Only one thing is certain; standardized tooling helps setup reduction.

CONVERT INTERNAL TO EXTERNAL

    The first, most important task of setup reduction is to separate the external setup functions from the internal functions. Remember, external steps do not require the machine be stopped, Internal steps do.
    The second stage in setup reduction is to convert internal steps to external steps, if possible. This means changing an internal step in some manner so that the step can be done while the machine is running.     Converting internal to external involves two important concepts:
        1. Re-examine the internal operations to see whether any steps were incorrectly assumed to be internal. This takes critical thinking because it involves challenging assumptions which may have been held for a long time. One needs to ask the question, does the machine really need to be stopped for this step, or has it just always been done that way?
        2. Find ways to convert internal setup to external setup. This also takes critical thinking because it often takes creative measures to convert setup steps from internal to external. Converting internal to external may involve other tools or fixtures, duplicate tools, extra jaws, etc. to make the step external. But this is one of the most fruitful ways to shorten setup time. Don’t forget, our target is to shorten the amount of time the machine must be stopped.
    Turning internal setup into external setup is rather simple to write about, but can be very difficult to turn into positive action. That’s because it requires a new way of thinking. It takes creativity. Yet, some of the “fixes” you discover to turn internal into external may turn out to be quite simple and not cost any money.
    In a job shop environment one never knows if or when we will ever see the job again. Therefore it sometimes seems wasteful to spend time on planning for saving time the next time, when the next time may never happen.
    The answer to this puzzle is that the more you do something, the easier it becomes. The easier it becomes, the more you will be able to use it immediately, instead of just planning for the next time. Repetition permits the brain to be able to react instinctively. Constant focus on setup reduction will eventually permit habit type responses to setup steps. You will automatically do the external setup steps for the next job concurrently with the present job without even thinking about it. Even if you do not have the time to do them personally, you will attempt to get help with the external setup steps while you keep the present job running. You will also automatically think of more ways to change internal steps to external.
    Next week we will discuss how standardization fits into SMED.

SETUP REDUCTION BASICS

    Two weeks ago we listed some of the steps required to set up a job. With those steps in mind, the first and most important task in setup reduction is to divide those steps into INTERNAL and EXTERNAL setup steps.         Simply stated, Internal setup requires the machine be stopped. External setup does not require the machine be stopped. Recall our list of setup steps, and divide that list into those steps that can be done while the machine is running, and those that cannot be done while the machine is running. Of the 37 steps listed (I should have numbered them), only 8 are internal steps, and all the rest are external. The first internal step is number 22: Test load part into machine. Be careful, the distinction between internal and external is based upon needing the machine for the action, not upon whether the setup person is available to perform the task.     According to the experts, if we make a serious effort to treat as much of the setup operation as external as possible, then the time needed for internal setup (the time the machine must be stopped) can be reduced by 30% to 50%. Mastering the distinction between internal and external setup, and then performing the external set up during production is the key to SMED. (Setup reduction is often called SMED, shorthand for Single Minute Exchange of Die. The Single Minute means less than 10 minutes). It is also worth emphasizing that, for the purposes of this discussion, setup time is measured in “idle machine-hours”, not man-hours.
    Per Shigeo Shingo, the recognized master and creator of SMED, “In traditional setup operations, internal and external setup are not separated; what could be done as externally is done as internal setup, and machines therefore remain idle for extended periods”. This passage from Shingo’s SMED book is quoted only to point out that the way we historically have operated is no different than other shops throughout the world. But now that we know the better way, we can, and must improve.
To summarize, SMED’s objective is to cut the setup time to zero, thus economically permitting lower quantities per order, faster delivery, and greater varieties of parts per day. If done wisely, it will also cut the total man hours to do setups. Distinguishing internal from external steps is where it all starts.
    By now everyone is thinking, “How am I going to get all that external setup for the next job done while still running production?” That’s the subject for next week!

WHY SET UP REDUCTION

    Last week we discussed some of the activities that caused long set up times. Before we begin our discussion about how to reduce set up times, let’s thoroughly understand why we need short set up times.
    The first benefit is obviously the saving of the “waste” time out of production, which was discussed last week. Since we said we do not get paid for the set up time on the job, this savings is easily understood.
    The other equally important reason for quick set up is the ability to economically run small quantities of parts. Historically we have wanted to run large quantities of parts so the cost of the set up per part could be low. Customers are no longer willing to accept long waiting times and then take delivery of large quantities of product. They only want to buy, at one time, the amount of product they can consume in a very short period of time. Also, since they do not keep inventory to keep them running, they want quick delivery. This is called “Just In Time” manufacturing. It is the way efficient business works today. Short set up time is the key to economical small lot quantity production.
    To help explain how critical set up time is to delivery, let’s consider for a moment if set up time could be zero. If set up can be done instantly, then we can make as few parts per order as the customer wants, and then switch over instantly and make other parts for another customer without “wasted machine time during set up” and without concern about the cost of set up. This keeps our customers happy, our “waste” on long set ups low (zero), and keeps our equipment busy making money. In this scenario no one pays the cost for inventory, yet every one keeps their production running efficiently, without wasted down time either waiting for parts or for set up time. The customers are happy, and our business is efficient.
    Fast set up permits small orders, at low cost, delivered quickly, and the ability to go from one job to the next almost immediately. If there is a secret to success in today’s manufacturing world, short set up times ranks right up there with technological capability as the prime key to success.
    Even though we may not be able to eliminate set up time completely, as speculated in the above example, we can do many things to minimize set up times. Set up reduction techniques begin next issue.

SET UP TIME

    Set up time is the total amount of time it takes to prepare to make the next saleable part, beginning at the time you log off the last job. Set up time includes such activities as the following:
     · Go to find out what to run next
     · Find the correct router
     · Log on to set up per the job number
     · Clean up from the last job if necessary
     · Rearrange floor-standing tools from last job
     · Look for the proper raw materials
     · Ask others questions about the job or the work center
     · Take the router to the saw department to get materials cut
     · Read the Router
     · Find and talk with management or others for clarification on the job
     · Look for tooling & tool holders in the tool box
     · Walk to other tool cabinets to search for tools, as required
     · Search for those tools in the other cabinet
     · Negotiate with the person at the other cabinet to borrow tools
     · Return to your work area
     · Find the hand tools required to do the set up…walking, searching
     · Break down and set up the required tooling
     · Download the program
     · Determine where the tooling goes in the magazine
     · Gather floor drill and sander, saw, etc. as required
     · Go to get a sample piece of raw material, if necessary
     · Test load the part into the machine
     · Modify fixtures/jaws as required
     · Go get raw material if not delivered
     · Run 1st test piece
     · Go to QC to get inspection gages and tools as required
     · Inspect 1st test piece
     · Take to QC if required, or
     · Find another person to double check dimensions
     · Make adjustments to machine as needed to produce a good part
     · Repeat until achieving good part at router-rated pieces per hour
     · Make any final finishing adjustments, including cleaning off work cabinet and laying out measuring instruments in logical order
     · Find QC sheet and fill in dimensions, if necessary
     · Find and set up packing materials
     · Find tape gun and tape if required
     · Find and arrange carts for raw and finished materials
     · You have now completed the set up functions. You are ready to run production. Log off SET UP and log on to RUN.
    Nothing you have done up to this point in the job is billable to the customer! (And I probably left out some steps you sometimes have to do to get the job running properly.) We cannot get paid for any of this time. The company (you) have worked for free up to this point on the job .
    The above scenario illustrates why everyone needs to be concerned how long it takes to set up jobs. A major part of lean manufacturing focuses on minimizing set up time; often called set up reduction. Set up reduction is important in all businesses, but is absolutely critical to success in a job shop.
    Next week we will begin discussing how to reduce set up time.