ASTRATEGYFORPERFORMANCEEXCELLENCESMED(OneStepSetup)Set-upandchangeoverreductionsforequipment,toolingandmachines.1ASTRATEGYFORPERFORMANCExecutiveOverviewParticipantmanualToolsWorkbookKnowledgeBreakthroughLecturenotesLecturenotesPerformanceExcellenceSeriesTrainingModuleElements2ExecutiveOverviewParticipant Session1.0 Introduction…….……...…...4 Session2.0 WasteManagement……….12 Session3.0 SetupPractices……………..22 Session4.0 Traditional/StrategicSetupApproach……29 Session5.0 SMEDImplementationPlanning………….34 Element5.1 ImplementationTeam………36 Element5.2 ImplementationPlan……….37 Element5.3 CommunicationPlan……….38 Element5.4 TrainingPlan……………….40 Element5.5 OneStepSetup……………..42 Element5.5.1 SeparateInternalfromExternalSetup……44 Element5.5.2 IntegratingInternalintoExternalSetup….49 Element5.5.3 ReducingSetupProcessingTime………….63 Element5.5.4 OptimizingSetupProcesses………………..92 Element5.6 Verification&Standardization……………95 Session6.0 Summary……105TableofContentsKnowledgeBreakthroughSMED3 Session1.0 Introduction…….……SMEDisContinuousImprovementItisacustomerdrivenrequirement.Customersaredemanding: Productandservicediversity Lowercosts Higherreliabilityandquality.Inessenceorganizationsneedtobecomeleaner!Soorganizationsmust: Producesmallerlots,morefrequently. Expandthescopeanddiversityofproductsand services. Reducequalitydefects.4SMEDisContinuousImprovementUltimately,SMEDfocusesonreducingchangeoverandset-uptimes,thusenablingorganizationsto:Producesmallerlotsofproductsandservicesmorefrequently!Developabroaderscopeofproductsandservices!Reducequalitydefectstowardszero!MeetCustomer’sExpectations!5Ultimately,SMEDfocusesonreWhatDoesSet-up/changeoverreductionmeanformybusiness?

Increasedcustomerservicelevelsandprofits!ViaWasteEliminationresultingin:ReducedLeadTimes-FasterDeliveryZeroInventories-ReducedWorkingCapitalImprovedQualityImprovedSafetySmallerlotsofproducts-flexibilityDiversifiedProduct&ServiceOptions6WhatDoesSet-up/changeoverreToeliminatethewastesthatresultfrom“uncontrolled”processesincreasinginventoriesandleadtimes..Togaincontrolonequipment,material&inventory.ApplyControlTechniquestoEliminateErosionofImprovements.StandardizeImprovementsforMaintenanceofCriticalSet-upParameters.LookFamiliar?WhySMED?7ToeliminatethewastesthatrMajor CPI Tools (6s) KaizenLean DescriptionCp/Cpk 4 ProcesscapabilityassessmentDOE 4 DesignofexperimentsSPC 4 ProcesscontrolbasedonstatisticsanddataanalysisFMEA 4 RiskassessmenttoolRegression 4 CorrelateeffectonevariablehasonanotherProcessMap 4

4

4 Mapprocessstepstocommunicateandidentifyopportunities5whys/2hows444DeterminationmethodsforrootcausediscoveryPareto 4

4

4 ColumnchartrankingitemshighesttolowestFishbone 4

4

4 Cause/EffectDiagram5S 4

4 EliminationwasteVisualMgmt 4 4

4 EmphasisonvisualtechniquestomanageprocessPoka-Yoke 4

4 ErrorproofingtechniquesSpaghettiChart 4

4Kanban 4

4 MaterialstoragetechniqueusedtocontrolprocessTaktTime 4

4 DeterminepaceorbeatofaprocessStdWork 4

4 EvaluatetasksdoneduringaprocessSMED 4

4 Singleminuteexchangeofdies-QuickmachinesetupTPM 4 IntegratemaintenancestrategywithprocessCellularFlow 4 Reduceinventory&cycletimethroughprocesslayoutandpull productiontechniques ExpandProcessImprovementProgramtoUtilizeKaizenToolKitToolKitComparison8Major CPI ExpandProcessImpIdentifywhattypesofinternalandexternalsetuptimesareinvolvedinthefollowingpictures.PictureA:WireCuttingMachinePictureB:MetalStampingMachine9IdentifywhattypesofinternaIdentifywhattypesofinternalandexternalsetup×areinvolvedinthefollowingpictures.PictureA:WireCuttingMachinePictureB:MetalStampingMachine________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________SetupTypeSetupTypeTime(Min)Time(Min)ThinkBreak10IdentifywhattypesofinternaInternalExternalSetupClassifyThreeitemsundereachitemcategory.

ExternalInternal________________________________________________________________________WhichitemswouldyouconvertfrominternaltoexternalSetup?________________________________________________________________________________________________________Why?________________________________________________________________________________________________________ThinkBreak11InternalExternalSetupClassifTraditionalSetupPracticesMaterialmovementoccursafterthemachineisturnedoff.Detectionofdefectsormissingequipmentisnoticedwhichthemachineisrunning.Defectivetooling,fixtures,setupinstrumentsarenoticedafterthemachineisturnedon.Completedproductsaretransferredtonextoperation.Rawmaterialismovedafterthemachineisstopped.Setuptoolingdeliveredafterthechangeoverhasbegun.Defectiveproductidentifiedafterinternalsetuphasbegun.Theoperatornoticesthatequipmentismissingafterinternalsetuphasbegun.12TraditionalSetupPractiPreparation-Ensuresthatallthetoolsareworkingproperlyandareintherightlocation.Mounting&Extraction-Involvestheremovalofthetoolingaftertheproductionlotiscompletedandtheplacementofthenewtoolingbeforethenextproductionlot.EstablishingControlSettings-Settingalltheprocesscontrolsettingspriortotheproductionrun.Inclusiveofcalibrationsandmeasurementsneededtomakethemachine,toolingoperateeffectively.FirstRunCapability-Thisincludesthenecessaryadjustments(re-calibrations,additionalmeasurements)requiredafterthefirsttrialpiecesareproduced.SetupImprovement-Thetimeafterprocessingduringwhichthetooling,machineryiscleaned,identified,andtestedforfunctionalitypriortostorage.5“Traditional”SetupStepsDefined13Preparation-Ensuresthatall“Traditional”SetupResourceConsumptionAnalysis14“Traditional”SetupResourceCoExamplesofwastesinatraditionalsetup!Whatkindof“setupwastes”canyouidentifyinthispictures?________________________________________________________________________________________________________________________________________________________________________ThinkBreak15ExamplesofwastesinatraditSeparateInternalfromExternalSetupOptimizingSetupProcessesIntegrateInternalintoExternalSetupReductionofSetupProcessesOneStepSetupImplementationPlanProgressiveEnhancementsStep2DevelopSpecificImplementationPlanStep3DevelopCommunicationPlanStep4DevelopOneStepSetupTrainingPlanStep5ImplementOneStepSet-upStep6Verification/StandardizationStep1DevelopOneStepSetupImplementationTeam16SeparateInternalOptimizingSePhase2CombiningequipmentfunctionalityInvolvesstandardizingtheequipment(parts,tooling,processes)basedoncommonalitybetweensetupstoreducethenumberofsetupstepsandcycletimes.

Thecommonsetuppartswereidentifiedandreplacedwiththisjig/holdercombination.Noticehowdifferentquantitiesofthesamepartcanbesetupwiththesamefixture.Also,thesesetupscanoccurwhilethemachineisrunning.Byusingthesefixtures,thepartsareautomaticallycenteredandadjustedforheightandflatness

asapartofExternalsetup-notInternalsetup.

17Phase2CombiningequipmentfunToolingsuppliesareclearlylabeledToolingsuppliesareneatlyassignedauniquelocation.Wasteassociatedwithfinding,replacing,motionwillbeeliminatedbythisexampleofvisualplacement.18ToolingsuppliesareclearlylPhase3:Reducingsetupprocessingtime.

EliminationofBolts&Adjustments.Boltattachmentsrequires32completeturnsforeachboltorscrew(1foreachthread)tofastenthisboltanddietoamachine.Thisclampattachmentrequiresonesteptoattachthedietoamachine.ExampleofOneStepFastening19Phase3:Reducingsetupproces20202121222223232424252526262727演講完畢，謝謝觀看！演講完畢，謝謝觀看！

ASTRATEGYFORPERFORMANCEEXCELLENCESMED(OneStepSetup)Set-upandchangeoverreductionsforequipment,toolingandmachines.29ASTRATEGYFORPERFORMANCExecutiveOverviewParticipantmanualToolsWorkbookKnowledgeBreakthroughLecturenotesLecturenotesPerformanceExcellenceSeriesTrainingModuleElements30ExecutiveOverviewParticipant Session1.0 Introduction…….……...…...4 Session2.0 WasteManagement……….12 Session3.0 SetupPractices……………..22 Session4.0 Traditional/StrategicSetupApproach……29 Session5.0 SMEDImplementationPlanning………….34 Element5.1 ImplementationTeam………36 Element5.2 ImplementationPlan……….37 Element5.3 CommunicationPlan……….38 Element5.4 TrainingPlan……………….40 Element5.5 OneStepSetup……………..42 Element5.5.1 SeparateInternalfromExternalSetup……44 Element5.5.2 IntegratingInternalintoExternalSetup….49 Element5.5.3 ReducingSetupProcessingTime………….63 Element5.5.4 OptimizingSetupProcesses………………..92 Element5.6 Verification&Standardization……………95 Session6.0 Summary……105TableofContentsKnowledgeBreakthroughSMED31 Session1.0 Introduction…….……SMEDisContinuousImprovementItisacustomerdrivenrequirement.Customersaredemanding: Productandservicediversity Lowercosts Higherreliabilityandquality.Inessenceorganizationsneedtobecomeleaner!Soorganizationsmust: Producesmallerlots,morefrequently. Expandthescopeanddiversityofproductsand services. Reducequalitydefects.32SMEDisContinuousImprovementUltimately,SMEDfocusesonreducingchangeoverandset-uptimes,thusenablingorganizationsto:Producesmallerlotsofproductsandservicesmorefrequently!Developabroaderscopeofproductsandservices!Reducequalitydefectstowardszero!MeetCustomer’sExpectations!33Ultimately,SMEDfocusesonreWhatDoesSet-up/changeoverreductionmeanformybusiness?

Increasedcustomerservicelevelsandprofits!ViaWasteEliminationresultingin:ReducedLeadTimes-FasterDeliveryZeroInventories-ReducedWorkingCapitalImprovedQualityImprovedSafetySmallerlotsofproducts-flexibilityDiversifiedProduct&ServiceOptions34WhatDoesSet-up/changeoverreToeliminatethewastesthatresultfrom“uncontrolled”processesincreasinginventoriesandleadtimes..Togaincontrolonequipment,material&inventory.ApplyControlTechniquestoEliminateErosionofImprovements.StandardizeImprovementsforMaintenanceofCriticalSet-upParameters.LookFamiliar?WhySMED?35ToeliminatethewastesthatrMajor CPI Tools (6s) KaizenLean DescriptionCp/Cpk 4 ProcesscapabilityassessmentDOE 4 DesignofexperimentsSPC 4 ProcesscontrolbasedonstatisticsanddataanalysisFMEA 4 RiskassessmenttoolRegression 4 CorrelateeffectonevariablehasonanotherProcessMap 4

4

4 Mapprocessstepstocommunicateandidentifyopportunities5whys/2hows444DeterminationmethodsforrootcausediscoveryPareto 4

4

4 ColumnchartrankingitemshighesttolowestFishbone 4

4

4 Cause/EffectDiagram5S 4

4 EliminationwasteVisualMgmt 4 4

4 EmphasisonvisualtechniquestomanageprocessPoka-Yoke 4

4 ErrorproofingtechniquesSpaghettiChart 4

4Kanban 4

4 MaterialstoragetechniqueusedtocontrolprocessTaktTime 4

4 DeterminepaceorbeatofaprocessStdWork 4

4 EvaluatetasksdoneduringaprocessSMED 4

4 Singleminuteexchangeofdies-QuickmachinesetupTPM 4 IntegratemaintenancestrategywithprocessCellularFlow 4 Reduceinventory&cycletimethroughprocesslayoutandpull productiontechniques ExpandProcessImprovementProgramtoUtilizeKaizenToolKitToolKitComparison36Major CPI ExpandProcessImpIdentifywhattypesofinternalandexternalsetuptimesareinvolvedinthefollowingpictures.PictureA:WireCuttingMachinePictureB:MetalStampingMachine37IdentifywhattypesofinternaIdentifywhattypesofinternalandexternalsetup×areinvolvedinthefollowingpictures.PictureA:WireCuttingMachinePictureB:MetalStampingMachine________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________SetupTypeSetupTypeTime(Min)Time(Min)ThinkBreak38IdentifywhattypesofinternaInternalExternalSetupClassifyThreeitemsundereachitemcategory.

ExternalInternal________________________________________________________________________WhichitemswouldyouconvertfrominternaltoexternalSetup?________________________________________________________________________________________________________Why?________________________________________________________________________________________________________ThinkBreak39InternalExternalSetupClassifTraditionalSetupPracticesMaterialmovementoccursafterthemachineisturnedoff.Detectionofdefectsormissingequipmentisnoticedwhichthemachineisrunning.Defectivetooling,fixtures,setupinstrumentsarenoticedafterthemachineisturnedon.Completedproductsaretransferredtonextoperation.Rawmaterialismovedafterthemachineisstopped.Setuptoolingdeliveredafterthechangeoverhasbegun.Defectiveproductidentifiedafterinternalsetuphasbegun.Theoperatornoticesthatequipmentismissingafterinternalsetuphasbegun.40TraditionalSetupPractiPreparation-Ensuresthatallthetoolsareworkingproperlyandareintherightlocation.Mounting&Extraction-Involvestheremovalofthetoolingaftertheproductionlotiscompletedandtheplacementofthenewtoolingbeforethenextproductionlot.EstablishingControlSettings-Settingalltheprocesscontrolsettingspriortotheproductionrun.Inclusiveofcalibrationsandmeasurementsneededtomakethemachine,toolingoperateeffectively.FirstRunCapability-Thisincludesthenecessaryadjustments(re-calibrations,additionalmeasurements)requiredafterthefirsttrialpiecesareproduced.SetupImprovement-Thetimeafterprocessingduringwhichthetooling,machineryiscleaned,identified,andtestedforfunctionalitypriortostorage.5“Traditional”SetupStepsDefined41Preparation-Ensuresthatall“Traditional”SetupResourceConsumptionAnalysis42“Traditional”SetupResourceCoExamplesofwastesinatraditionalsetup!Whatkindof“setupwastes”canyouidentifyinthispictures?______________________________________________________________________________________________________________________