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Procedures to reduce set‐up times at individual machines have been well documented; however, very little research has been conducted on developing an effective strategy to prioritize set‐up reduction procedures in a multi‐machine facility. Describes a new and innovative way – a throughput approach – to prioritize set‐up reduction procedures in a multi‐machine production system.

This paper presents Quick Changeover Design (QCD), which is a structured methodological approach for Original Equipment Manufacturers to drive and support the design of machines in terms of rapid changeover capability.

To improve the performance in terms of set up time, QCD addresses machine design from a single-minute digit exchange of die (SMED). Although conceived to aid the design of completely new machines, QCD can be adapted to support for simple design upgrades on pre-existing machines. The QCD is structured in three consecutive steps, each supported by specific tools and analysis forms to facilitate and better structure the designers' activities.

QCD helps equipment manufacturers to understand the current and future needs of the manufacturers' customers to: (1) anticipate the requirements for new and different set-up process; (2) prioritize the possible technical solutions; (3) build machines and equipment that are easy and fast to set-up under variable contexts. When applied to a production system consisting of machines subject to frequent or time-consuming set-up processes, QCD enhances both responsiveness to external market demands and internal control of factory operations.

The QCD approach is a support system for the development of completely new machines and is also particularly effective in upgrading existing ones. QCD's practical application is demonstrated using a case study concerning a vertical spindle machine.

The Japanese approach to manufacturing has been well documented. Many European firms have successfully adopted and adapted a variety of Japanese manufacturing techniques. This paper describes how a pharmaceutical manufacturer responded to an increased requirement for manufacturing flexibility through the introduction of a key Japanese manufacturing technique, namely machine set‐up time reduction. An unusual feature of the study is the use of action research. The strong emphasis on participation and collaboration inherent in action research, was felt to make it appropriate to tackling the company’s capacity problem. Not only were set‐up times substantially reduced, but action research demonstrated the value of all staff being involved in the problem‐solving process.

THE study of fatigue from a physiological aspect is a field which motion study technicians have made little or no attempt to explore. Shame on their heads. The physiological simplification of motions aimed at reducing fatigue could have completely offset the notion that motion study is aimed at converting the operator into an automaton. It may well be that an elaborate motion pattern set‐up designed to simplify the work merely succeeds in setting up stresses in the worker. The superimposing of a time‐studied standard for the job may not have taken into account the adaptation of the speed of motions to the physiological limitations of the operator working at a high level performance. Very few practitioners have attempted to study motions in the factory with a view to reducing fatigue and stress as a prerequisite to studying the set‐up for increased production. Still fewer have attempted to evaluate these factors. It is about time they did.

IN view of the ever‐increasing application of time and motion study techniques in this country it is difficult to understand why so few manufacturers of time and labour‐saving equipment advertise the very items required by work study engineers.

Presents a microcomputer‐based interactive decision support system (DSS) to assist managers to improve decision making for machine scheduling in a job shop environment. The system downloads data from a factory information system, and schedules work into the appropriate work centres. The system produces sequences using a rule set that incorporates set‐up time reduction, shortest processing time (SPT) sequencing, downstream requirements, and job due dates. The system automatically expedites where required, and provides an interactive interface to the decision maker. A SLAM II‐based computer simulation model guides system development and provides a test bed for policy decisions with regard to implementation of the DSS.

Reviews some new trends in parallel machine scheduling (PMS). PMS, as an area of research, is governed by questions that arise in production planning, flexible manufacture systems, computer control, etc. The main characteristic of these problems is to optimize an objective, with jobs to be finished on a series of machines with the same function. Gives a short review of new developments in PMS associated with the problems of just‐in‐time (JIT) production, pre‐emption with set‐up, and capacitated machine scheduling. Discusses non‐regular objectives oriented by the JIT concept; pre‐emption with set‐up; capacitated machine scheduling; and relationships between PMS and vehicle routeing problems.

The purpose of this paper is to uncover the significance of quick changeovers in die‐casting foundry environments.

The paper gives set‐up instructions and guidelines to prepare the standardized set‐up procedure without ignoring actual constraints in foundries. It uses a case study in a medium scale piston foundry to generate an integrated set‐up reduction approach, utilizing single minute exchange of die (SMED)‐based industrial engineering tools to achieve faster set‐ups. It describes the feasibility of quick changeovers in foundry small and medium enterprises based on a “SMED” approach. Finally, the paper carries out empirical analysis of the financial/non‐financial benefits incurred from set‐up reductions.

Set‐up activities are a vital part of the production lead‐time of any product and so affect overall product cost. Tools like Pareto analysis, root‐cause analysis and method study have been used to analyze the existing procedure of set‐ups. A SMED approach can help eliminate unwanted activities, externalize the internal activities, if possible and reduce them by simplification or standardization. The application of other tools such as 5S, Poke‐Yoke and specific tool‐kits are suggested to further reduce set‐up times.

The paper demonstrates the practical application of SMED showing how it can bring real breakthroughs in productivity to small and medium scale foundries.

The use of goal programming in minimising capacity waste in the Shock Absorber Department of a batch manufacturing automobile plant is illustrated. The concept of capacity waste is outlined and the objectives and constraints of capacity waste minimisation identified. Only linear objectives of the minimisation of idle time, set‐up time, work‐in‐process inventory and maximisation of profit are considered for the development of the goal programming model. The manufacture of different kinds of piston rods for various makes of shock absorbers are described and relevant data pertaining to processing time, setup time, work‐in‐process inventory, etc, are presented. A goal programming model, formulated for the problem, is analysed for different priority structures.

The paper reports a study into set‐up time reduction and mistake proofing methods in a small company involved in the machining of precision components in small batches with high variety for the aerospace industry. The company has made some set‐up reductions mainly using work study related methods and in one manufacturing cell by the use of the Single Minute Exchange of Die (SMED) methodology. Mistake proofing devices in the form of fouling pins and offset holes have been developed for the family of components manufactured in this cell. Until recently the set‐up times were not measured and worse still were considered as productive hours. As a consequence, there was a lack of awareness and motivation amongst operational personnel to reduce set‐up times and knowledge of SMED was limited to a small group of individuals. This, along with the lack of investment in mechanisms to aid set‐up time reductions and prevent errors, has restricted the use of this type of methods and technology. However, there is evidence that the demands made by the company’s major customer will lead to increased efforts to put into place these types of changes.