Setup time
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- This topic has 7 replies, 7 voices, and was last updated 13 years, 3 months ago by
Torrance.
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March 9, 2009 at 10:08 pm #51992
How is setup time treated in the various LEAN calculations, as planned or unplanned? Thanks!
0March 9, 2009 at 11:08 pm #182191
TaylorParticipant@Chad-VaderInclude @Chad-Vader in your post and this person will
be notified via email.I have always treated it as planned. But some will argue. Some companies simply put set up time in the standard. I personally think that is wrong. I use planned in order to capture the true output capability. For example if you plan to set up a job 10 times one month and 20 times next month, you need plan for the setup in your total output capability.
Just my opinion0March 9, 2009 at 11:13 pm #182192I’m sorry to interrupt this thread. While researching Kaizen events a source gave me a word “shengei”. I can find no reference anywhere. Is ther any help out there.
0March 9, 2009 at 11:59 pm #182193Ok, so you break it out as planned in your Available Work Time calculations for takt, capacity, etc? I suppose the argument for not breaking it out would be so that it is not “baked in” as a planned event? Thanks!
0March 10, 2009 at 7:13 am #182197Please define the differences between Setup time,Cycle time and Lead time,thanks
0March 10, 2009 at 9:41 am #182199Hi. Here is a brief write-up on Cycle Time, Lead Time, and Processing
Time:
http://www.bpex.biz/Lean_Six_Sigma/CycleTime_vs_LeadTime.pdfRegarding Setup Time, I always think of it as planned, since it is
something you presently have to do — good, bad, or ugly.
Planned vs. Unplanned comes into play with issues like maintenance
and repairs.
DLW – BPEX0March 10, 2009 at 11:52 am #182201When I deliver lean training I always refer to job setup as planned downtime. This is where you obtain the metric to show improvement in setup reduction projects.
0March 10, 2009 at 2:15 pm #182204
TorranceParticipant@Davy-TInclude @Davy-T in your post and this person will
be notified via email.I wonder if it depends on the purpose or intentions
you have in including setup as planned or unplanned
downtime. I just got back from a client in South
Africa, where they termed roll-changes, silo
changes etc as planned downtime. This added up to
around 6 hours every day. I disagreed with the
classification – but left them with what they had
chosen – as long as they used it to their benefit.
Arguing over where the various setups sat only took
away from focusing on what was going to be done
with them. I would normally suggest the only
downtime which should be termed “planned” is where
we plan to have shutdown for Maintenance, or where
Mgt have made a conscious decision to have downtime
(meeting, holiday, weekend, shift patterns). With
this client, we were able to reduced the “planned”
downtime by 50% – by using some very basic 5S and
SMED techniques.
So – OK to say setup is planned – but then it can
always be reduced.
For another example – a Print company who used
planned setup time. This was based on a standard
time per colour and base material for setup. They
compared that to “actual setup time” and calculated
as efficiency. Again – there was considerable room
for improvement using SMED (they called this
consolidated setup) and 5S.
In both above examples – automating also would
reduce setup time.
The concern with allowing setup time into planned
is that it allows us to overestimate and even
compensate (and therefore lose opportunity for
improvement).
As I mentioned at beginning of my post – it would
perhaps depend on your intentions.Davy T0 -
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