How do you integrate setup reduction with other lean principles and practices in your operations?

Na minha vis?o o mapeamento do fluxo de valor (VSM) é a ferramenta mais poderosa para identificar e eliminar desperdícios em processos industriais, pois ajuda a visualizar todo o fluxo de valor, desde a matéria-prima até o produto acabado, identificando onde ocorrem atrasos, estoques excessivos, retrabalhos e movimenta??es desnecessárias, identificando áreas de desperdício e ineficiência ao longo do processo. . Ao implementar melhorias baseadas nas análises do VSM, as empresas reduzem custos, aumentam a eficiência e melhoraram a qualidade do produto, promovendo uma produ??o mais enxuta e competitiva.

Shigeo Shingo, a developer of the Toyota Production System, formulated the principles of SMED, Single Minute Exchange of Dies, also known as setup reduction, or make-ready reduction. With SMED the goal is to change over from one product to another in less than 10 minutes. Shingo considered SMED to be what enabled TPS to use JIT principles efficiently in production. While kanban is important to JIT, SMED enables effective use of kanban with small batch quantities produced efficiently.

VSM the current process yourself, to understand the timelines between each stage. In my experience when training teams in SMED, implementing SMED keep it simple. Give the understanding to the team on what the tool is, and 8 wastes, 6s, the first S is safety. The best advice train the tools, then go out and observe the changeover you all want to improve, so teams understand the training. You can get lots of SMED documents, the way I train teams, keep it simple, give the teams post-its to note observations on, ID in one corner of the postit, whether it's transportation, etc. After a set time, return to the training room and note the team findings. Decide as a team on small improvements then implement them.

Applying the 5S methodology in conjunction with SMED (Single-Minute Exchange of Die) serves as a powerful lever for optimizing setup, fostering an organized, clean, and efficient work environment. By removing unnecessary items, organizing the workspace, maintaining cleanliness, standardizing processes, and upholding discipline, 5S facilitates quick and efficient tool and equipment changes, drastically reducing setup times. This integration not only reduces downtime but also enhances safety, quality, and productivity, reinforcing a culture of continuous improvement and operational efficiency within organizations.

I add a complementary point of view. How many items are on sale or in production that can be unified or removed from the offer due to their low level of sales. An ABC analysis is practical. After cleaning the list of products, only then will you see how to make quick setups (equipment available to move parts, feasibility of machinery and layout, available accessories (carts, rollers, compressed air and hydraulic systems). Only then start seeing the methodology.

To optimize setup time reduction, effective techniques include using signage and color coding for quick resource identification, visual management boards for operational transparency, and visual work instructions to standardize procedures. Implementing systems like Andon and Kanban enhances communication and material flow, while the 5S methodology helps organize the environment. Fundamentally, the success of these strategies relies on team commitment and ongoing training, ensuring effective implementation of visual controls and sustaining continuous improvement.

A race crew pit stop is an example of setup reduction taken to a high degree of practice and effort dedicated to a single task, getting the race car back on the track as quickly as possible. Each team member has a role and they practice standard work, visual controls, and smart tool design to be successful at completing the tasks quickly. They practice often to get better and faster. Every improvement made, from moving a trash can to buying a specialized tool, should be intended to save time in the setup, even if it's only a 2-second reduction in overall time for a given improvement. Each tiny increment of saved time adds up over time, much like a lake is made of many rain drops.

When you have at least three times, run improvements on the changeover, observe implementation, then observe if the improvement has made a difference, and request feedback from the person doing the changeover. Repeat this two more times. Agree on the new changeover with the team running the process, are they happy, you will need their contribution to sustain the changeover improvements. Having a changeover trolley is a must, with simple visuals of each stage of the changeover and visual locations to relocate parts back onto the trolley. Have an issue list for teams to note, the things that have caused problems with the changeover and review it several times a week, this supports teams to become comfortable with the change.

Poka-yoke is as close as your nearest wall outlet. It's impossible to plug a 3-prong plug in correctly without the use of tools. Microwave ovens and automobiles have many poka-yoke features to prevent mis-use or damage, like shutting off the oven when the door opens, or needing to have your foot on the brake before shifting into gear. There are 3 types of poka-yoke in descending order of effectiveness: * Control - it can't be done incorrectly (plugging USB into computer) * Warning - lets you know but doesn't prevent the defect (red light at an intersection) * Checklist - Simple but dependent on operator to be effective (pre-flight checklist)

Why do we preheat the oven before mixing the batter? It eliminates waiting and therefore saves time. Internal activities are completed while the machine is idle or the process is stopped. Changing a blade or rearranging a conference room for another purpose are examples of this. External activities can be completed while the machine or event runs. These include staging material, downloading programs, preheating equipment, prepping table settings - anything that can be "pre-completed" will help keep the machine or event disruption to a minimum. To reduce setup times first we need to convert internal activities to external activities and then work to reduce the time to complete external steps. next.