How do you apply TPM principles to reduce setup time and waste?

In time, machine or process preparation before it is ready to use for mass production is known as setup time. Then waste time is the time that requires a machine or process to be stopped. It is categorized into eight types: defect, overproduction, waiting time, non-value-added processing, transportation, inventory, motion, and unused talents.

El tiempo de configuración o cambio de forma, es el tiempo que tardamos en cambiar la configuración de la maquina para pasar de un producto a otro distinto. Durante este tiempo, se cambian herramientas, moldes, materiales, se ajusta la máquina, presiones, colores, temperaturas, etc. El desperdicio es todo lo que gastamos durante este tiempo y que no agrega valor al producto final que recibirá el cliente.

Setup time refers to the duration required to prepare equipment, machinery, or processes for production after a changeover or setup. Waste in this context refers to any non-value-added activities or inefficiencies that occur during setup processes, leading to delays, downtime, and decreased productivity.

Al involucrar a todos en el matenimiento, se mejoran los procesos. Cada pilar del TPM hace lo suyo, preparando y llevando el equipo a su nivel ideal, lo que innevitablemente hará que el tiempo de configuración y desperdicio sea mínimo. El orden, la constancia, la preparación previa antes del cambio hacen disminuir los tiempos y desperdicio al mínimo.

In reducing the setup time, both the Autonomous (AM) & Progressive maintenance (PM) pillars play a major part. Basically through standardization in AM step 0-3 and then, Step 4 in enhancing skills of the people, ECRS (Eliminate, Combine, Rearrange, Simplify) step 5 making the consolidation. In conjunction with PM pillar, the equipment modification such as snap fit and design changes will help to reduce the set up time.

TPM reduces setup time and waste through focused strategies: 1. SMED Techniques: Implement Single-Minute Exchange of Die methods to streamline setup procedures, minimizing changeover time. 2. Standardized Procedures: Establish standardized setup processes to ensure consistency and efficiency, reducing variation and errors. 3. Employee Training: Provide comprehensive training to operators and maintenance staff to enhance skills and proficiency in setup tasks. 4. Continuous Improvement: Foster a culture of continuous improvement, encouraging employees to identify and address setup-related inefficiencies proactively.

No es difícil aplicar SMED, debe tener la mayor cantidad de actividades externas posibles (máquina funcionando) en comparación con las internas (máquina detenida). Así, usted prepara a un equipo para que adelanten todas las actividades externas para la configuración mientras la máquina funciona, así, cuando la máquina se detenga, solo se realicen las actividades que deben hacerse con máquina detenida, teniendo avanzado el 80% o tal vez 90% de las actividades de una configuración. Por ejemplo, en una máquina impresora y troqueladora: - Tener listas las tintas (colores previamente preparados y testeados) - Tener moldes de troquel a punto de entrar a máquina - Tener el material para procesar al pie de la máquina

SMED can reduce setup time by designing the loading & unloading part placement and assembly strategy during production. Identify the current production process with a spaghetti diagram and motion analysis (WOLA, MTM, MOST technique) to get data on setup time, then create improvements with the SMED by separating internal and external activity from setup time and production time, then reduce the external activity to minimize the change in material production time. To improve internal activity wastage from high time consumption adjustment to be clam type or prepared tools in the production area, it can be helpful with the implementation of 5S (sort, straighten, shine, standardize, and sustain). Check the quality after improvement has happened.

Reducing setup time through SMED involves following steps: 1. Separate Internal & External Setup: Differentiate tasks that can only be done while equipment is stopped (internal) from those that can be completed while equipment is running (external) 2. Convert Internal to External Setup: Identify opportunities to convert internal into external ones, allowing parallelization 3. Standardize: Develop standardized setup procedures to streamline tasks & ensure consistency, minimizing variation & errors 4. Utilize Tools: Implement tools such as setup checklists, visual aids, color-coded components to facilitate faster & more efficient setups 5. Continuous Improvement: Foster a continuous improvement culture to identify further opportunities

Applying 5S principles is integral to reducing waste in TPM: 1. Sort (Seiri): Remove unnecessary items from the workspace to declutter and improve efficiency during setup tasks. 2. Set in Order (Seiton): Organize tools, equipment, and materials in a systematic manner, ensuring easy access and minimizing search time. 3. Shine (Seiso): Maintain cleanliness and tidiness in the workspace, facilitating smooth setup processes and reducing the risk of errors. 4. Standardize (Seiketsu): Establish standardized procedures and visual controls for setup tasks to ensure consistency and minimize variation. 5. Sustain (Shitsuke): Foster a culture of discipline and continuous improvement, encouraging employees to adhere to 5S practices consistently.

Definiendo KPI, estos deben incluir: - Tiempo promedio entre el fin de un trabajo y el inicio de otro (tiempo de configuración) - Cantidad de trabajos por turno - Material descartado en cada configuración - Eficiencia del equipo en cada turno (cuanto mas produce) Es importante indicar que llevar al mínimo el tiempo de configuración y disminuir al mínimo el desecho en la configuración hace que innevitablemente sea mucho mas económico producir lotes de mas peque?os, de manera de acercarse al ideal de producir lo justo y el tama?o de lote deseado por el cliente, lo que agrega valor a la reputación como proveedor y además aumenta la capacidad de poder atender lotes peque?os de producción.

TPM para mi es una filosofía de vida, aumentando las utilidades en cada equipo en el que se implemente. Reduce costos, elimina grasa, mejora procesos, elimina actividades que no agregan valor, mejora el nivel de inventarios, disminuye la obsolescencia, disminuye el wip (work in process), disminuye el costo de mantenimiento, aumenta la capacidad de producción y otras ventajas mas.