KaizenTraining精益改善培训课件

KAIZENTRAININGMANUALFebruary,2000KAIZENKAIZENIntroductionKAIZENThoughtQuestion:Threefrogssatonalogandonedecidedtojumpoff.Howmanyfrogswereleftonthelog?Answer:Three.Justbecauseafrogdecidedtojump,doesnotmeanthatitactuallydid“Visionwithoutactionisjustadream.”IntroductionIntroductionWelcomeParticipantIntroductionsNameWorkhistoryPersonalstrengthsExpectationsofthisTrainingIntroductionWelcomeIntroductionKaizenTraining-ConceptsTodayIntroductiontoKaizenTimeBasedManufacturingRecognizingWasteTheBasicsoftheToyotaProductionSystemStandardOperations5SWorkplaceOrganizationSetupReductionFinalInstructionsThisWeekDataGatheringDataAnalysisSolutioningTestingImplementingFineTuningDocumentingTrainingPresentationKaizenTraining-ConceptsTodaBasicunderstandingofKaizenprinciplesLearnhowtolookattheKaizenareafromanewperspectiveLearntoapplyKaizenprinciplesLearnhowtoaccomplishthetargetobjectivesLearnhowtomakeapositivedifferenceinourareaofinfluenceCourseObjectivesBasicunderstandingofKaizenITISNOTTHECRITICWHOCOUNTS,notthemanwhopointsouthowthestrongmanstumblesorwherethedoerofdeedscouldhavedonethembetter.Thecreditbelongstothemanwhoisactuallyinthearena,whosefaceismarredbysweatandblood,whostrivesvaliantly,whoerrsandcomesupshortagainandagainbecausethereisnoeffortwithouterrorandshortcomings,whoknowsthegreatdevotion,whospendshimselfinaworthycause,whoatbestknowsintheendthehighachievementoftriumphandwhoatworst,ifhefailswhiledaringgreatly,knowshisplaceshallneverbewiththosetimidandcoldsoulswhoknowneithervictorynordefeat.TheodoreRoosevelt(1858-1919)-26thPresidentADeepThoughtITISNOTTHECRITICWHOCOUNTAprogramthatprovides:ahighsenseofurgencycreativeproblemsolvinginvolvementofallorganizationallevelsacompleteculturechangeacontinuousimprovementeffortKaizenWhatdoweneedinourorganization?Aprogramthatprovides:WhatdKAIZENWhatisKaizen?KAIZENKaizenisaJapanesewordthatmeansto“changeforthegood.”ItcomesfromtwoJapanesewords: Kai=change Zen=goodWhatIsKaizen?KaizenisaJapanesewordthatDoing“littlethings”bettereverydaySlow,gradual,butcontinuousincrementalimprovementContinuousimprovementinanyareathatwilleliminatewaste(MUDA)andimprovecustomersatisfactionWhatIsKaizen?Doing“littlethings”bettereCostreductioninalllevelsinthemanufacturingandadministrativeprocessesofanorganizationEliminatewasteinallpartsoftheoperationwithoutanymajorcapitalinvestmentWhatAretheBenefitsofKaizen?CostreductioninalllevelsiKAIZENSuccessfulKaizenKAIZEN100%CustomerService40-60%ReductioninDefects20-30%ProductivityGainsperYear40-50%IncreaseinInventoryTurns50-70%ReductioninCycleTime20-50%ReductioninFloorSpace5-15%ReductioninMaterialCostWhatAretheTargetsofKaizen?100%CustomerServiceWhatAreTopmanagementcommitmentandinvolvementEmployeeempowermentTraininginKaizenconceptsStandardizationofanactionorientedmethodologyTrackingprogressDesireTheSuccessOfKaizenDependsOn:TopmanagementcommitmentandCreatingCulturalChangeCreatingCulturalChangeTypicalApproachtoProblemSolvingTypicalApproachtoProblemSoKaizenLowerstheWaterKaizenLowerstheWaterTheMainThing

“Themainthingistokeepthemainthingthemainthing.”TheMainThing“TheMainThing”inManufacturingQuality Cost Delivery Safety“TheMainThing”inManufacturHowProductsusedtobepriced: Cost+Profit=Price[Fixed][Fixed][Derived]HowPriceisdeterminedtoday: Price-Profit=Cost[Fixed][Fixed][Derived] BasedonCompetitivePressuresCompetitivePressures-PricingCompetitivePressures-PricinKAIZENAStrategyBasedonTimeKAIZENStrategyBasedonTimeR&DPlanMFGDistA/RTotalOperationalCycleStrategyBasedonTimeR&DPlanMAFocusonCyclesR&DPlanMFGDistA/RTotalOperationalCycleR&DPlanMFGDistA/RAFocusonCyclesR&DPlanMFGDisReducethequalitycycletime:BetweenerroroccurrenceanddetectionBetweendetectionandcorrectiveactionQuality&TimeReducethequalitycycletime:A99%levelofqualityresultsin:14minutesperdayofnopowerOver35,000babiesperyearaccidentallydroppedbydoctorsornursesMorethan250,000incorrectsurgicalproceduresperyearApproximately700longorshortairportlandingsperyearatmostairportsANewWayofThinkinginTermsofQualityA99%levelofqualityresultsReducethecostcycletime:TotalcostsdecreasewithleadtimereductionLeadtimeisreducedbyeliminatingwasteintheprocessCost&TimeReducethecostcycletime:CosThedemandsofthemarket:FasterdesigntomarketcyclesGreatervarietyofproducts,fasterQuickresponsetimesforserviceDelivery&TimeThedemandsofthemarket:DelAfundamentalpriority:SafetymustneverbesacrificedWorkplaceorganizationdrivessaferenvironmentsFindwaystoreducehazardsandpotentialinjuriesSaferworkingenvironmentsreducelosttimeSafety&TimeAfundamentalpriority:SafetyDeterminewaystoreduceleadtimeinallvaluechaincyclesUtilizeKaizenmethodstoanalyzeandimproveprocessesLearntorecognizeandeliminatewasteinallareasofthebusinessHowcanwegainonmanufacturingleadtime?DeterminewaystoreduceleadKAIZENValueAddedvs.Non-ValueAddedKAIZENMercuryMarineVideoMercuryMarineVideo__________________________________________________________________________________________________WhatdidyouseeatMercuryMarine?________________________________________________________________________________________________________________WhatdidyouseValueAddedActivities:transformproducts,components,&ideasintopartsorproductswithgreatervalueNon-ValueAddedActivities:devourtimeandresourcepotential,butdonotcontributetotheproductValueAddedvs.Non-ValueAddedValueAddedActivities:ValueAIamsophisticated.MuchmorethanIwasjustafewyearsago.Myneedsaremorecomplex.Ihavegrownaccustomedtobetterthings.Ihavemoneytospend.Iamanegotist.Iamsensitive.Iamproud.Myegoneedsthenourishmentofafriendly,personalgreetingfromyou.Itisimportanttomethatyouappreciateme.Afterall,mymoneyiswhatfeedsyou.Iamaperfectionist.IwantthebestIcangetforthemoneyIspend.WhenIcriticizeyou…andIwill,toanyonewhowilllistenwhenIamdissatisfied…itwillbeinyourbestinteresttolistenandheed.Thesourceofmydiscontentliesinsomethingyouoryourshavefailedtodo.Findthatsourceandeliminateit,oryouwillloosemeandmyfriendsaswell.WhoamI?Iamsophisticated.MuchmoreIamfickle.Yourenemiescontinuallybeckontomewithoffersof“more”formymoney.Tokeepmeyoumustoffersomethingbetterthanthey.YoumustprovetomeagainandagainthatIhavemadeawisechoiceinselectingyou,yourproductsandserviceaboveallothers.DoesanyoneknowwhoIam?WhoamI?Iamfickle.YourenemiesconIamyourcustomerfornow.Satisfymywants…addpersonalattentionandafriendlytouchandIwillbecomeawalkingadvertisementforyou,yourproductsandservice.Ignoremywants,showcarelessness,inattention,andpoormannersandIwillsimplyceasetoexist…asfarasyouareconcerned.WhoamI?Iamyourcustomerfornow.SDefectsExcessInventoryOverrunsExcessivemotionWastesinManufacturingExcessiveprocessstepsMovingmaterialsWaitingWastedideasDefectsWastesinManufacturingLayoutLongset-upProcessesthatareincapableLackofPMBadworkmethodsNon-complianceCausesofWasteinManufacturingLackoftrainingBad/wrongmeasurementsPoorschedulingBadworkplaceorganizationPoorsupplierreliabilityOthers….LayoutCausesofWasteinManufThisisastoryaboutfourpeoplenamedEverybody,Somebody,Anybody,andNobody.TherewasanimportantjobtobedoneandEverybodywassurethatSomebodywoulddoit.Anybodycouldhavedoneit,butNobodydid.Somebodygotangryaboutthis,becauseitwasEverybody’sjob.EverybodythoughtAnybodycoulddoit,butNobodyrealizedthatEverybodywouldn’tdoit.ItendedupthatEverybodyblamedSomebodywhenNobodydidwhatAnybodycouldhavedone!Whoistoblame?ThisisastoryaboutfourpeoWhatisVAasa%ofTotalCycleTime?VANonVATotalOperationalCycleWhatistheamountoftimeforoneunitofproducttorunthroughtheplant?(A)

IfIplacedanordertoday,whenwouldIreceiveit?(B)A=____B=____A/B=____%WhatisVAasa%ofTotalCycTypicalApproachtoCycleTimeReductionVANonVATotalOperationalCycleVANonVAGainWorkandinvestmentsusuallyfocusontheValueAddedportionofthetotalcycle,minimizingthegainTypicalApproachtoCycleTimeKaizenApproachtoCycleTimeReductionVANonVATotalOperationalCycleVANonVA$$$Gain$$$FocusontheNonVAElementsKaizenApproachtoCycleTimeContinuousImprovementFocusBiasforaction-(It’sbettertoimplementanimperfectsystemnow,thantowaitforaperfectsystemtoimplementanything.)CreativitybeforecapitalTotalEmployeeinvolvementWorld-ClassPerformanceContinuousImprovementFocusWoIamyourconstantcompanion.Iamyourgreatesthelperorheaviestburden.Iamcompletelyatyourcommand.HalfthethingsyoudomightjustaswellbeturnedovertomeandIwillbeabletodothemquicklyandcorrectly.Iameasilymanaged-youmustmerelybefirmwithme.ShowmeexactlyhowyouwantsomethingdoneandafterafewlessonsIwilldoitautomatically.WhoamI?Iamyourconstantcompanion.Iamtheservantofallgreatpeopleand,alasofallfailuresaswell.Thosewhoaregreat,Ihavemadegreat.Thosewhoarefailures,Ihavemadefailures.Iamnotamachine,thoughIworkwithalltheprecisionofamachineplustheintelligenceofaperson.Youmayrunmeforprofitorrunmeforruin;-itmakesnodifferencetome.WhoAmI?WhoamI?IamtheservantofallgreatIAMHABIT.Takeme,trainme,befirmwithme,andIwillplacetheworldatyourfeet.BeeasywithmeandIwilldestroyyou.WhoamI?IAMHABIT.Takeme,trainmeKAIZENTheToyotaProductionSystemKAIZENProductionSystemModelJustinTimeContinuousFlowPullSystemUncompromisingServiceLevelProductionOperationalStabilityStandardWork Leadership EmployeeInvolvementEquipmentreadiness SupplyChainEffectivenessQuality/CostDelivery/SafetyEliminateWasteinallareasBuiltInQualityLineStopVisualControlsLabor/MachineEfficiencyMistakeProofingContinuousImprovementProductionSystemModelOperatiManufacturingSimulationGameManufacturingSimulationGame__________________________________________________________________________________________________Whatdidyouobserveduringthisexercise?________________________________________________________________________________________________________________WhatdidyouobQuality,Cost,Delivery,&Safetybecomethevaluingcriteriafordecisionmakingandproblemsolvingandmeasurements.ContinuousincrementalimprovementinallareasofthebusinessisamajordrivingforceEffectiveProductionSystemsQuality,Cost,Delivery,&SafJustInTimeis:Producingwhatthecustomer(internalorexternal)wants,whentheywantit,whileconsumingtheleastamountofMaterialsEquipmentLaborSpaceJustInTimeJustInTimeis:JustInTimeFlowproductionlinkedfrombeginningtotheendoftheprocessandascloseaspossibleto“onepieceflow”CycletimereductionisanobjectiveforallprocessesSmallinexpensiveproductionequipmentU-shapedworkflow,counterclockwiseInitiateproductionbya“pull”fromsubsequentprocessstepsProcessispacedtothe“takt”timeFlexibleworkforceErgonomicallycorrectoperationsGuidingPrinciplesofJustInTimeFlowproductionlinkedfrombeExampleofBatchProcessingExampleofBatchProcessingExampleofSimulatedFlowProductionExampleofSimulatedFlowProJustInTime-OnePieceFlowJustInTime-OnePieceFlowEmployeesareempoweredtostopproductiontoaddressqualityissuesVisualcontrolsareusedtohighlightabnormalitiesandeliminatethemBothlaborandequipmentareoptimizedforproductioneffectivenessProductionsmoothingtechniquesareutilizedBuiltInQualityEmployeesareempoweredtostoClearlydefinedstandardoperationsLeadershipvisiblysupportstheprocessesBusinesssystemssupportthebusinessstrategyEmployeesareinvolvedandfeelownershipintheprocessofcontinuousimprovementEquipmentismaintainedregularlyandisflexibletomeettheneedsofchangingbusinessCustomersandsuppliersupanddownthesupplychainworktowardcommonobjectivesOperationalStabilityClearlydefinedstandardoperaKAIZENStandardOperationsKAIZENAsetsequenceofproductionstepsAssignedtoasingleoperatorBalancedforthestaffingonthelineWhicharepacedtothetakttimeStandardOperationsAre...AsetsequenceofproductionsIIIIIIIVIIIIIIIVTakttimeLayout&materialflowWorksequenceCycletimesateveryprocesspointDe-coupledprocessesQuality,safety,waste,ergonomicsIdentifyTakttimeIdentifyCycleTimeVariationstoTaktTimeCycleTimeVariationstoTaktOperatorCycleTimeMachineAutomaticTimeMachineCycleTimeTypesofCycleTimesOperatorCycleTimeTypesofCEstablishFeedbackwithIndicatorsof:Quality-DefectsPPM,CustomerFeedbackCost-Productivity,Yield,SetUptimeDelivery-Scheduleattainment,OntimeSafety&Ergonomics-Nearmisses,Safetyand5SauditsSetCommunicationsBoardsEstablishFeedbackwithIndicaImprovementopportunitiesOptimumstaffinglevelOperatorworksequencesStandardWIPEstablishMethodstoAddressImprovementopportunitiesEstabRuntherevisedworkprocessRedesignaslearningsoccurDocumentthenewstandardoperationDesign&installvisualmanagementsystemsImplementationIncludesRuntherevisedworkprocessImTakttimevs.CycleTimeStandardWorkSequenceStandardWIPDocumentStandardOperationsEstablishComplianceToolsContinuallyImproveSummaryTakttimevs.CycleTimeSummarFormsforDevelopingStandardWorkGuidelinesFormsforDevelopingStandardKAIZEN5SWorkplaceOrganizationKAIZENThepurposeof5Sistoestablishaself-sustainingmethodologytomaintaincleanorganizedworkcentersthroughouttheorganization.5Sisapowerful,fundamentalprocessthatimprovesproductivity,safety,morale,andrespectfromcustomers.Itisaprocessforcreatingandmaintaininganorganized,cleanhighperformanceworkplace.Whatis5S?Thepurposeof5SistoestablVisualManagementisatermusedtodescribeorganizationoftheworkplaceinsuchafashionastoprovideeasyvisiblerealtimeindicatorsastothecurrentstatusoftheworkplace.Itisacriticalelementof5SItiseasytounderstand,hardertoapply,anddifficulttosustainWhatis5S?VisualManagementisatermusTheManyDefinitionsof5SStraightenUpSequenceSpic&SpanSelf-DisciplineStandardizeSortStraightenShineStandardizeSustainSortSimplifySystematicCleanStandardizeSustainSortStraightenScrubSystematizeStandardizeSEIRISEITONSEISOSEIKETSUSHITSUKESortSetinOrderShineStandardizeSustainStraightenSequenceScrubStandardizeSustainTheManyDefinitionsof5SStraAStandardizedApproachto5SJapanese English

1 Seiri Sort-Clearoutnon-essentials2 Seiton SetinOrder-Configureworkplace3 Seiso Shine-Cleantheenvironment4 Seiketsu Standardize-Definetheroutines5 Shitsuke Sustain-ComplytotheStandardAStandardizedApproachto5SItprovidesabasisforbeingaWorldClasscompetitorItisafoundationforamoresystematicapproachtotheworkplaceItimprovesproductivityandmoraleWhy5S?5Sisavisually-oriented,hands-onsystem!ItprovidesabasisforbeingClean,pleasantandsafeworkareasMakesabnormalitiesandproblemsvisible,thuscorrectiveactionisrapidLesswastedtimecompletingworkMoreefficientworkprocessesMoreeffectiveworkpracticesBetterutilizationofworkspacesWhatAreTheBenefitsof5S?Clean,pleasantandsafeworkImprovedemployeemorale“Aplaceforeverythingandeverythinginitsplace”WhatAreTheBenefitsof5S?Safetyconsiderationsalonemake5Sworththetimeandeffort!ImprovedemployeemoraleWhatA5SIntroductionVideo5SIntroductionVideoSeiri-SortClassifyallitemsintheareaintwocategories-necessaryandnotnecessaryRed-tagunnecessaryitems(30dayrule)ReviewtagswiththeworkteamReclassifyanythingthatneedstostay“Whenindoubt,throwitout”WhataretheStepsof5S?Seiri-SortWhataretheStepsStep1:Launchthered-tagprojectStep2:Identifythered-tagtargetsStep3:Setred-tagcriteriaStep4:Obtainthered-tagsStep5:Attachthered-tagsStep6:Evaluate&removered-taggeditemsStep7:Documenttheresultsofred-taggingStepsinRed-TaggingStep1:Launchthered-tagprAskthreequestionsabouteachitem:Isitneeded?Inwhatquantity?Whereshoulditbelocated?IdentifyingItemstoRed-TagAskthreequestionsabouteachAnareasetasidetostorered-taggeditemsthatneedtobeevaluatedTwokindsofholdingareas:CentralRed-TagHoldingAreasLocalRed-TagHoldingAreasRed-TagHoldingAreasAnareasetasidetostoreredSeiton-SetinOrderOnceallidentificationhastakenplace,theunnecessaryitemsmustberemovedfromtheareaNeededitemsmustbeplacedinconjunctionwiththeareatheyareusedMinimizesearchandretrievingtimeDefinebyfoot-printingthespaceneededformaterials,machines,bins,andcartsWhataretheStepsof5S?Seiton-SetinOrderWhatareFormsfor5SWorkplaceOrganizationFormsfor5SWorkplaceOrganizSeiso-ShineCleantheentireworkplaceenvironment,includingmachines,tools,floors,desks,offices,andwallsAscleaningtakesplace,lookforothersymptomsofhiddenproblemsEveryoneneedstobeinvolvedintheshineprocess.Itclearlycommunicatesleadership’scommitmenttothenecessityofgoodhousekeepingWhataretheStepsof5S?Seiso-ShineWhataretheStepWhenyoucleananarea,youalsodosomeinspectionofmachinery,equipment,andworkingconditionsIncludinginspectionwithshineproceduresturns“cleaning”into“cleaning/inspection”ShineMeansInspectionWhenyoucleananarea,youalStep1:Decidecleaning/inspectiontargetsStep2:Assigncleaning/inspectionjobsStep3:Determinecleaning/inspectionmethodsStep4:Implementcleaning/inspectionStep5:CorrectequipmentproblemsStepsinCleaning/InspectionStep1:Decidecleaning/inspeSeiketsu-StandardizeStandardsofexpectationsintheworkplacemustbeestablishedandadheredtobyallintheorganizationThesestandardsshouldincludewaystoevaluateprogressateachstepof5SManagementmustimplementsystemsandstructurestoensurecontinuityofthisprocessWhataretheStepsof5S?Seiketsu-StandardizeWhatare5SChecklistFive-MinuteShineDutiesVisual5SCheckpointsPMChecklistofMaintenanceActivitiestobeperformedbyAreaTeam5WhysToolsandTechniques5SChecklistToolsandTechniquShitsuke-SustainShitsukemeansself-discipline5Ssuccessisachievedonlywhenitispracticedcontinuously,makingtheactivitiespartofnormaleverydayworkContinueworkingonsteps1,2,and3.Todothisonceiseasy,butthestepsmustberepeatedagainandagaintobeeffectiveWhataretheStepsof5S?Shitsuke-SustainWhataretheAwarenessofProceduresDaily5STimeSupportfromManagementRewardsandRecognitionSatisfactionandExcitementCreatingConditionsforSustainAwarenessofProceduresCreatinWhataretheElementsofVisualManagement?Element

UsedDuringRedTagsystem SortFootprinting SetinOrder

(Machines,MaterialStaging,Bins,Carts)ToolBoards SetinOrder

(ShadowBoard)Labeling SetinOrder

(Containers,supplies,etc.)WhataretheElementsofVisuaWhataretheElementsofVisualManagement?Element

UsedDuringColorCoding SetinOrder

(Containers,FloorMarkings,WorkAreas)Colorindicatorsfortolerances SetinOrder

(MachineNuts/AdjustableSettings)PromotionalThemeBanners ShinePerformanceBoards Sustain

(Checklists,Communications)WhataretheElementsofVisuaTopmanagementcommitmentandinvolvementStandardizingtheprocessConsistencyinapplicationContinuallylookingforimprovementopportunitiesMeasuringandreviewingresultseveryweekSuccessOf5SDependsOnTopmanagementcommitmentand5SShineActivity-Specialty8015SShineActivity-SpecialtyBefore Clamshell AfterBefore Clamshell AfterBefore Specialty826 AfterBefore Specialty826 AfterBefore Specialty826 AfterBefore Specialty826 AfterBefore Boxline AfterBefore Boxline KAIZENSetUpReductionKAIZENThegoalofsetupreductionistodrasticallyreducethetimeittakesfromwhenacustomerplacesonordertowhenitisdeliveredtothecustomer.Setupreductionmakesitfeasibleforafactorytofullyutilizeitsassetsbyproducingawidevarietyofcolorsandsizesofpartsusingthesamemanufacturingequipment.WhySetupReduction?ThegoalofsetupreductionisSetupreductionreducesinventorybecauseitsupportsbuildingproductsonlyafteracustomer’sorderisreceived.Setupreductioneliminatestheneedtobuildproductstoamarketdemandforecastwhicharenotoriousinventorybuildersduetoinherentforecastinginaccuracies.WhySetupReduction?SetupreductionreducesinventSetuptimeistheelapseddowntimebetweenthelastgoodunitofproduct“A”andthefirstgoodunitofproduct“B,”whilerunningatthedesiredpace.Setupisalsoreferredtoaschangeoverormake-ready.WhatIsSetupTime?Agoodsetupreductionprogramcanreducesetuptimesfromhourstominuteswithlittleornocost!SetuptimeistheelapseddownItenablessmallerlotsizes,whicharecriticalinahighmix,lowvolumemarketItreducesinventorybecauseyouonlyproducewhatissoldItincreasesmanufacturingflexibilitysinceequipmentisnolongertieduponunnecessarilylongrunsWhyisSetupReductionImportant?Itenablessmallerlotsizes,ItincreasesavailablecapacitywithouttheneedforcapitalexpenditureItmakesproductionschedulingeasiersincesmallerlotscanberunmorefrequently,bettermeetingcustomerdemandItreduceswarehousespaceandmaterialhandlingsincethereislessinventorytobestoredWhyisSetupReductionImportant?ItincreasesavailablecapacitItreducesindirectcostsandimprovesdirecttoindirectlaborratioItmakesmoneyforthecompanythroughincreasedresponsetimetocustomerordersWhyisSetupReductionImportant?“Successinmanufacturingistomakeasinexpensivelyaspossibleonlytopqualitygoodsthatwillsell,andtomakethemonlywhentheywillsellquickly.”ShingoItreducesindirectcostsandApproachestoManufacturingFlexibilityS/URun400minDesireistorun5productsinthetimecurrentlyusedfor1S/U=50minS/US/US/US/US/URun80minRun80minRun80minRun80minRun80minWithoutaddressingsetuptimeIfsetuptimeisreducedto10minRun80minRun80minRun80minRun80minRun80minApproachestoManufacturingFlASampleWallChartforProcessMappingASampleWallChartforProcesSetupstakeconsiderabletime,experience,andskillLargebatchesreducecostbyreducingthe“perpartsetupcost”overheadBigbatchesonlyneedtoberuninfrequentlyTherefore,noneedtoinvestinsetupreductionTheFourMythsAboutSetupTimeSetupstakeconsiderabletime,TheWinner’sCircleVideoTheWinner’sCircleVideoTheFourPhasesofSetupReductionStreamlineAllAspectsoftheSetupConvertInternalActivitiestoExternalActivitiesMaintenance,Organization&HousekeepingEliminateAdjustmentsPhaseOnePhaseTwoPhaseThreePhaseFourTheFourPhasesofSetupReducMaintenance,Organization&HousekeepingSetupproblemsareoftenrelatedtopoormaintenance,suchaswornparts,worntooling,dirt,ordamagedthreads.Effectivemaintenanceprogramsincluderegularlyscheduledinspections,scheduledroutinecare,anddocumentationofallmaintenanceactivities.Maintenance,Organization&HoMaintenance,Organization&HousekeepingStandardoperatingprocedures(SOPs)arecriticaltoconsistentsetupperformance.SOPsshoulddocumentpreparationsteps,specificsetuptasks,lubricationrequirements,clean-upsteps,andsafetywarnings.Maintenance,Organization&HoInternalelementsareactivitiesthatmustbedoneonthemachinewhilethemachineisshutdown.Externalelementsareactivitiesthatcanbedoneawayfromthemachine,whilethemachineisstillrunningproductiveparts.Thegoalistoconvertallpossibleinternalelementstoexternalelements.ConvertInternalActivitiestoExternalActivitiesInternalelementsareactivitiConvertingInternaltoExternalActivitiesS/URunTimeInternalExternalRunTimeInternalExternalRunTimeConvertingInternaltoExternaUtilizingAvailableResourcestoReduceSetUpSetUpwithonepersonPersonAPersonBRunTimeRunTimeUtilizingAvailableResourcesSetupelementscanbeimprovedby -ProcessImprovement -ThreadReduction -SimplificationImprovetheElementsEverysetupelementshouldbeexaminedtofindwaystosimplifyorimprovethesetuporreducethetimerequired.SetupelementscanbeimprovedAdjustmentscanbeeliminatedthrough: -HardwareStandardization -MultipleFixtures -PresetMarks&Stops -PresetTooling -QuickFasteners&LocatorPinsEliminateAdjustmentsAdjustmentscanbeeliminatedAdjustmentsareoftenthemosttime-consuming,frustratinganderror-pronepartsofasetup.EliminateAdjustmentsEliminationofadjustmentsinasetupistheultimategoal!Adjustmentsareoftenthemost1. IdentifytheWorkElements -Breakdowntheworkintoelementsor steps -Timeeachelement -Useastandardform -AllelementsshouldbedocumentedAFourStepApproac