JMAC Consultant Tips: Kaizen Steps for Each Loss #4 Set Up and Adjustment Loss(Step1~3)

What is Set Up and Adjustment Loss?

Setup and adjustment loss is defined as the time from the end of production of the current product to the completion of the first defect-free (good) piece of the next different product, which includes changeover, adjustments, and trial processing.

A definition of "setup" in the dictionary is "arranging procedures in advance so that things go smoothly." In other words, improving setup loss means thinking about work procedures so that necessary items are prepared in advance and operations can be performed accurately and quickly in order to reduce these times.

On the shop floor, the trend toward smaller production lots to reduce inventory and shorten lead times will likely continue. As a result, an increase in the number of changeovers is inevitable. Therefore, reducing setup time is an unavoidable challenge.

There are two main ways to reduce setup time: one is "reducing the number of setups," and the other is "reducing the time per setup." As mentioned earlier, reducing the number of setups is difficult given current market trends, so naturally, "reducing the time per setup" will increasingly be essential on the shop floor.

Step-by-Step Deployment of Setup Improvement

Here, we will explain the basic procedures, methods, and points of focus for setup improvement in accordance with the improvement steps (see figure below)

Step 1: Grasping the Current Situation

(1) Selecting the Target for Improvement

➀ Identifying the Setup Bottleneck Equipment

If the target line for setup improvement has multiple pieces of equipment that each require setup work, no results will be achieved unless the equipment that takes the most time and creates a bottleneck is targeted. Therefore, we investigate how setup work is performed on each piece of equipment to find the bottleneck equipment.

Setup work falls into the following two patterns:

• i) One person (or the whole team) performs setup work on multiple pieces of equipment sequentially.
• ii) Dividing the personnel to perform setup work on multiple pieces of equipment simultaneously.

In the case of i), it is a continuous setup operation, so there is no need to look for bottleneck equipment. Setup improvement is initiated targeting the entire continuous operation. In the pattern of ii), it is necessary to investigate which equipment's setup work is taking the most time and causing a bottleneck. 

② Understanding Setup Patterns

If the required actions, such as parts replacement or adjustment items, vary significantly depending on the combination of product models before and after the setup, we analyze the setup patterns and target the most frequent ones for improvement.

(2) Setting Improvement Targets

The changeover itself is a loss that produces no added value. To thoroughly eliminate loss, halfway goals will not inspire innovative ideas. Therefore, we set "Single-Minute Exchange of Die (SMED) / Single-digit setup" as the goal.

"Single-digit setup" means completing the setup time in a single-digit number of minutes, referring to "setup in less than 10 minutes." Here, depending on the content and time of setups at your shopfloor, let's aim for single digits if it takes 10 minutes or more, and aim for 81 seconds if it takes less than 10 minutes.

However, since it is unrealistic to immediately reduce setup time to 10 minutes, let's aim to cut it in half. First, we will cut the current setup time in half. Then, in the next phase, we halve it again--continuing this step-by-step approach until we finally achieve a single-minute setup through repetitive improvement. 

Even if the current changeover takes one hour, repeating the halving process three times can bring it down to a single-digit setup of under 10 minutes (60 minutes → 30 minutes → 15 minutes → 7.5 minutes). 

Once a specific goal is set, we will then brainstorm improvement ideas on what needs to be done to achieve it.

Step 2: Analyzing Setup Work

(1) Investigating Setup Work

To investigate setup time, measure the time required for each step of the operator's work and use a table to visualize and organize the work content.

If a single procedure takes a long time, break it down further into elemental operations to grasp the work content in finer detail. In such cases, we recommend video recording the setup work. Video enables us to check repeatedly, analyze details through slow-motion and frame-by-frame playback, and is also convenient when considering improvement ideas as a team. 

If multiple people perform the setup, it is necessary to grasp the setup work of each individual.

(2) Creating a Flow Line Diagram

A flow line diagram graphically or systematically describes the sequence and positional relationship of the flow of movement from the start to the end of the operation, serving as a tool for discovering waste (Muda) (see figure below)

Here, corresponding to the work procedure numbers (No.) investigated in the setup investigation table, plot where each task is being performed on a floor plan layout, and connect these tasks along the line of movement in a single continuous stroke to examine the path of movement

When you actually draw it, you can discover Muda in movement that are hard to read from the setup investigation table alone, such as going far to fetch items, crossing lines of movement, or making multiple round trips to the same location. It is also effective for gaining inspiration for improvement ideas when combining multi-person tasks or improving layouts.

(3) Dividing Work Content by Setup Classification

To extract improvement issues from the investigated setup work, classify the work content into three categories: "Waste (Muda)," "Internal Setup," and "External Setup" (see figure below).

➀ Finding Muda in Current Work Content

First, let's find Muda in the work content. The key is to focus on the "Muda of searching" and the "Muda of movement and transportation." The Muda of searching is the time spent looking for jigs, tools, parts, condition charts, etc., to prepare during the changeover work. It is Muda because this work is an unnecessary task.

The Muda of movement and transportation occurs in cases such as:

• alongside the Muda of searching

• when transporting jigs, tools, and parts

• during replacement and adjustment work

Check each individual work item in the setup investigation table and flow line diagram. Muda operations discovered here will be thoroughly eliminated in Step 3.

② Dividing Current Work Content into Internal Setup and External Setup

Next, divide the remaining work content into internal setup and external setup. Setup work includes internal setup, which is performed while the equipment or line is stopped (e.g., exchanging jigs/tools, centering/alignment), and external setup, which is performed without stopping the equipment or line (e.g., preparing tools, providing a place to put removed items, preparing stands, partial assembly work, preheating, and other tasks that can be done in advance). 

If shortening line downtime is the top priority, reducing the time for internal setup within the overall setup time will shorten the setup time itself. To achieve this, we must first consider shifting as much of the current internal setup work to external setup as possible. Therefore, current tasks must be clearly separated into internal and external setups.

(4) Dividing Work Content by Work Categories

Further stratifying the setup work content divides it into the following three work categories:

• ➀ Preparation and Cleanup Work
• ② Replacement Work
• ③ Adjustment Work

➀ includes preparation work, cleanup/cleaning work, and various Muda operations noticed during observation in the setup work. ② collects removal and installation work, such as the replacement of dies, jigs, tools, and products. ③ collects alignment, baseline setting, inspection, trial processing, and adjustment work.

The key point here is that even if trial processing or inspection is deemed necessary once, any subsequent occurrences are judged as Muda. Once the setup work content is divided into the three work categories, create a matrix with the setup classifications and summarize the results.

Step 3: Elimination of Muda

In this step, improvements are made regarding the Muda operations discovered in the setup work investigation of Step 2. In particular, we focus on the Muda of searching and the Muda of movement/transportation, which can be eliminated immediately. When making improvements, ECRS serves as a principle for considering improvement ideas.

• E (Eliminate): Can we eliminate it?

• C (Combine): Can we combine it?
• R (Rearrange): Can we rearrange it?
• S (Simplify): Can we simplify it?

When brainstorming ideas for setup improvement, thinking based on this ECRS framework is key, and since it will be utilized in each step, please keep it in mind.

(1) Thoroughly Eliminating Muda of Work

First, for the Muda operations discovered during the changeover investigation, consider improvement ideas from the perspective of "E = Can we eliminate it? (Eliminate)," aiming for thorough elimination (see figure below)

➀ Eliminating the Muda of Searching

The basic concept for eliminating the "Muda of searching" is the "thorough implementation of 2S, 3-Tei (3T), and Visual labeling."

2S stands for "Seiri/Sort (separating what is needed from what is not)" and "Seiton/Set in Order (keeping things in a state that is easy to maintain)," and their strict enforcement is essential. When implementing 2S, the key is to consider and prepare for the following:

• What tasks need to be prepared?
• What jigs and tools are needed?
• What workbenches are needed?
• Where should removed jigs and molds/dies be placed?
• What types and quantities of parts are required?

Next, 3-Tei (3T) stands for Fixed Location (Teii), Fixed Item (Teihin), and Fixed Quantity (Teiryo), which means establishing strict rules regarding how and where items used in setups are placed, ensuring fixed-quantity and fixed-location management. Then, use visual labels so that anyone can understand what the item is

Through 2S, 3-Tei, and Visual labeling, it is crucial to thoroughly create an environment around you that facilitates easy setup work.

② Eliminating the Muda of Movement and Transportation

The Muda of movement and transportation is often paired with the Muda of searching, so by eliminating the Muda of searching, you have likely reduced this to some extent. Rather than moving and transporting jigs, tools, and parts each time, one strategy is to create a dedicated setup cart so that they can be transported in a single trip.

For the Muda of movement and transportation that occurs during replacement and adjustment work, it is advised to review the arrangement of work and items from the perspective of how to enable operations within 5 steps of the equipment once the setup begins.

However, in the case of large equipment or in-line equipment, the time required to walk around them inevitably increases. In such cases, we recommend dividing the setup work among multiple people. Simply put, if two people share the work, the operation time is cut in half.

*In case you have questions/comments to JMAC or the author of this article, please contact us through the inquiry form. Click here to ask JMAC!

++++++++++++++++++++++++++++++++++++++++++++

●Author profile

Nobuhiro Otsuka, Chief TPM Consultant

After joining the Japan Institute of Plant Maintenance (JIPM), Nobuhiro has been working on projects to improve productivity, reduce costs, and improve quality in the metal products, electrical and electronic parts, automotive, food and beverage, pharmaceutical and medical products, and paper industries. Nobuhiro provides consulting support from both a Gemba (shopfloor) perspective and a management perspective. Supports many companies both domestically and overseas. Currently works on a wide range of projects including TPM, cost management/cost reduction, quality improvement, industrial engineering, factory layout planning, purchasing/procurement, etc.

Katsunori Kanegae, Chief TPM Consultant, Director of TPM Consulting Business

After working as a production engineer at an electrical manufacturer, Katsunori became a consultant. As an expert in production strategy, production methods, and equipment management, he has been supporting domestic and international manufacturing companies in productivity improvement, cost management, defect reduction, inventory reduction, and lead time improvement projects. His expertise extends to researching advanced equipment maintenance technology and working on digital transformation in equipment maintenance. He also has authored numerous articles on digital transformation.

++++++++++++++++++++++++++++++++++++++++++++