iSixSigma

Setup time

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  • #51992

    newbie
    Participant

    How is setup time treated in the various LEAN calculations, as planned or unplanned?  Thanks!

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    #182191

    Taylor
    Participant

    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 opinion

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    #182192

    unknown
    Member

    I’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.

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    #182193

    newbie
    Participant

    Ok, 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!

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    #182197

    Tuguchi
    Member

    Please define the differences between Setup time,Cycle time and Lead time,thanks

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    #182199

    DLW
    Participant

    Hi. 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 – BPEX

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    #182201

    Ron
    Member

    When 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.
     

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    #182204

    Torrance
    Participant

    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 T

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