Business Process Management Journal

Set-up time reduction and mistake proofing methods A study of application in a small
company
S. Patel P. Shaw B.G. Dale
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S. Patel P. Shaw B.G. Dale, (2001),"Set-up time reduction and mistake proofing methods A study of
application in a small company", Business Process Management Journal, Vol. 7 Iss 1 pp. 65 - 75
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Set-up time reduction and Set-up time

reduction
mistake proofing methods
A study of application in a small
company 65
S. Patel, P. Shaw and B.G. Dale
UMIST, Manchester, UK
Keywords Machining, Precision engineering, Aerospace industry, Small firms
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Abstract 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.

Introduction
The process of set-up time reduction can be achieved through both a traditional
work study type approach (e.g. Lee, 1986) and application of the Single Minute
Exchange of Die (SMED) system (e.g. Shingo, 1985a). In terms of mistake
proofing devices these can be achieved by using the methodologies and ideas of
Shingo (1985b) or using traditional engineering type approaches.
There is a range of case studies detailing how SMED methodologies have
been used (e.g. Gilmore and Smith 1996; Leshke, 1997; and the Business
Advantage Website, 1999) and the same applies to mistake proofing (e.g. Grout,
1997; Dvorak, 1998 and Snell and Atwater, 1996). The main focus of these case
studies have been large companies involved in large batch component
manufacture and continuous product processing. The work has tended to be on
the technical issues of implementation and has skipped over the management
and social/culture issues which also need to be considered in the application of
these methodologies.
This paper reports the main findings of a study which has been undertaken
of how set-up time reduction and mistake proofing operations is being
approached by a small company involved in the machining of precision
components for the aerospace industry. The study was undertaken by semi-
structured interviews, recording of full and partial set-ups, photographic Business Process Management
Journal, Vol. 7 No. 1, 2001, pp. 65-75.
methods using a digital camera and manual observations. # MCB University Press, 1463-7154
 BPMJ Company background
7,1 The company at the focus of the study employs some 150 employees with a
sales turnover in 1998 of 6.5 million and comprises three divisions chains,
heavy tools and precision machining. Since a management buy-out in 1992,
they have experienced a 30 per cent increase in sales turnover which has
presented them with the usual growth and capacity problems. The problems
66 have been compounded by its major customers insisting on reductions in lead
time and cost. For example, one customer is demanding in the current year a
10 per cent reduction in cost with a further 5 per cent year on year reduction
and improvements in part per million defect levels by a factor of ten every two
years. The customer is also measuring delivery performance in terms of how
many parts the company delivers on time. The focus of the study was the
precision machining division which employs some 65 people and manufactures
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components such as turbine rings, spacer rings, slugger rings and booster bled
valves for aero-engines. (Throughout the paper the division will be referred to
as the Company.)
The Company had established a manufacturing cell for the manufacture of
three slugger rings, and had started to use SMED and mistake proofing
methods in this cell. Some degree of success has been attained in reducing set-
up time and errors through a combination of work study and SMED
methodologies. For example, a typical set-up used to take up to four hours and
as part of the study the opportunity was taken to undertake a method study of
a set-up in the cell which resulted in a time of some 15 minutes. However, the
Company is still looking to further reduce set-up change over time to a single
digit through a more rigorous application of Shingo's SMED methodology
(Shingo, 1985a). With respect to the application of mistake proofing methods
the Company has made a jig for each of the three different types of rings and
these mistake proofing devices prevent the component from being positioned
and machined incorrectly; previously this was a problem causing considerable
scrap and rework.
The study has focused on the other manufacturing activities outside of this
cell. These included machine shops which contain a combination of CNC and
manually controlled borers, milling, turning, drilling and grinding machines.
A number of these machines are over 15 years old and some were operating
with broken or missing parts, contributing to longer set-up times and
increased frequency of errors. It was clear that little effort has been given to
reducing set-up times and in Shingo's (1985a) terms they are in the
preliminary stage of set-up reduction in which internal and external set-up
have not been effectively distinguished.

Application of set-up time reduction methods

The researcher observed three complete set-ups, in addition to the one in the
manufacturing cell, and several partial set-ups. The set-ups have been
evaluated to examine the type of improvements which can be made using the
SMED methodology. The observations were undertaken using manual means
 employing a standardised recording and analysis sheet. The Company had Set-up time
not used video techniques to record set-ups and a decision was taken not reduction
to employ this method as it was considered this would prevent operators from
co-operating in the study. The methods employed by the researcher were those
used by the Cummins Engine Company as described by Lee (1986); the details
of one of these set-ups are given in Figure 1.
The first step in the implementation of SMED is to separate internal 67
(activities which can only be carried out when the machine is stopped) and
external (activities which can be carried out when the machine is operating) set-
up activities. It can be seen that steps 2 and 3 in Figure 1 are external activities
whilst the others are internal. These external activities should be done during
the current operation, such as tools and fixtures located for the next job whilst
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simultaneously returning the tools and fixtures which are used on the current
operation, avoiding excessive transportation of tools and fixtures. On a similar
theme, paperwork for the next job should also be prepared during the current
operation. As indicated in Figure 1 there were also unnecessary internal
activities which increased the set-up; these activities can either be eliminated or
converted into external activities. Similar conclusions were drawn from
analysis of the other two set-ups.
Once the internal and external activities are identified and separated a
checklist can be made of all the parts and steps which should be carried out
externally during the current and preceding operations. The checklist of the
set-up procedure which has been developed for the CNC turning centre is given
in Figure 2, saving an estimated 30-35 minutes. Based on the set-ups observed,
similar checklists were compiled for the CNC vertical borer and CNC machining
centre, saving similar amounts of time. From this activity, it is clear that the
Company would benefit from constructing a checklist of parts and tools for
each machine and job.
There are numerous other activities that need to be eliminated, which are
contributing to longer set-up times. For example, as changeover time was not
regarded as a lost production opportunity there was a very relaxed approach
by operational personnel to the changeover operation. Operators were also
keeping tools and fixtures in their personal lockers so that they would be close
to hand when needed. It was also observed that the grinding of cutting tool tips
was not carried out on time. In addition, the computer program was not
updated and this could potentially lead to an incorrect set-up and therefore
delays. Another problem was that the machines used metric measurements
whereas the schedules used imperial figures; this meant that operators had to
convert the imperial figures into metric, thus increasing the set-up procedure. It
is estimated that by tackling these types of problems an extra 10-15 minutes
would be saved on the total set-up times.
The second stage in Shingo's SMED methodology is to convert internal to
external set-up activities. Several improvements were identified, the ones
relating to jigs as outlined below being typical:
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7,1

68
BPMJ

Figure 1.

analysis sheet
Set-up and changeover
 Set-up time
reduction

69
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Figure 2.
CNC turning checklist

. The height of the machine tables could be fixed and the distance to the
cutting tip set at the appropriate level.
. The dimensions of the various components and jig could be determined
and contact jigs, compensating for height, could be mounted and set on
the table so that the cutting surface would be at the appropriate level.
. The horizontal and vertical dimensions of the contact jigs could be
standardised by locating them against stops set into the table, enabling
the operators to centre the component more easily.
These improvements would not only make the set-ups easier for the machine
operators but they will also reduce the set-up times by up to 15 minutes. To
 BPMJ facilitate these improvements spacer jigs would have to be made. They are
7,1 thinner than the main jig plates, making them easier to transport.
Another option for the smaller components is to use intermediary jigs, which
involve the use of two standardised jig plates of the appropriate size and shape.
When the component attached to one of the plates is being processed, the next
component can be centred and attached to the other jig. When the first
70 component is finished, this second jig, together with the attached component,
can be mounted on the machine.
From the set-ups observed it was found that operators spend considerable
time attaching and fastening jigs and components, and undertaking the
necessary checks, and in some cases these fastenings were problematic. The
Company would need to invest in fixtures which can attach or un-attach objects
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more quickly and effectively than the conventional methods. This need has
been recognised from the study carried out and it is now just a matter of
funding.
The distinction between setting and adjusting is not fully appreciated in the
Company. The goal should be to design measures based on settings. Many of
those interviewed are under the impression that adjustments are a necessary
evil and there was no desire to reduce them or be smarter at carrying them out.
From the interviews it was clear that operators pride themselves on how
frequently, cleverly, and quickly they can make adjustments, thus
demonstrating appropriate levels of expertise. This is indeed a skill an
important one but sight must not be lost of the improvements which can
make the adjustments unnecessary.
The many adjustments observed were due to inaccurate centring and
dimensioning, conducted earlier in the set-up procedure. For example, one
operator had to use a dial test indicator to assess the alignment of a turret
because the turret was damaged. In another case, an operator was observed
wedging a component by measuring and cutting thin pieces of paper to make
the component lie flat on the jig plate; this was due to the base plate not being
uniformly flat. The machine tools tended to be standard and therefore have an
infinite number of adjustable positioning methods requiring operators to
measure for new positions and then manufacture a ``first-off'' with the attendant
scrap and rework risks; deadstops/dowels, in which the load movement
positions automatically, would eliminate these types of adjustments.
The following example, in which the imaging centre of a machine is made
visible, demonstrates the principle of making settings but not adjustments. In
order to determine the correct drill position, the centre line which passes
through the socket supporting the drill head can be aligned to the centre of the
machine. This is done by means of a tapered hole made in the centre of the bed
and aligned with the centre of the machine. The shaft of a jig is then engaged in
this tapered hole and above it a jig that determines the position of the hole's
centre installed. The drill holder can then be pressed against this making it
possible to set drill positions at one stroke.
 Other means of reducing adjustments, include first, fixing numerical Set-up time
settings operators should stop make settings based on intuitive judgement reduction
and instead use appropriate calibrations, and, second, imaginary centre lines
and reference planes when a set-up is currently being performed, no centre
lines or reference planes are visible on the machine; these reference points are
currently determined by a lengthy trial and error process.
71
Application of mistake proofing
The Company is very much in the early stages of mistake proofing. The two
main types of poka yoke systems employed are the contact method (i.e. jigs that
prevent the component from being inserted incorrectly) and the fixed-value
method (i.e. a buzzer which is activated by a limit switch to notify the operator
that the correct number of holes have been drilled). The following are the type
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of errors observed during the study which indicate the potential for further
mistake proofing:
. Errors due to absentmindedness and those made without knowing how
they have happened (e.g. operators using the wrong equipment or tools).
. Errors due to a lack of concentration (e.g. operators overlooking the need
to properly tighten clamps, screws, and tools, etc.).
. Errors due to unsuitable instructions or work standards. More than one
operator commented that they found it difficult to adhere to rules and
standards (e.g. a measurement may be left to an operator's discretion
the imperial/metric issue mentioned earlier is a case in point).
. Errors which occur due to equipment running differently than expected
(e.g. machines malfunctioning without warning).
. Errors arising from operators misjudging a situation.
These types of mistakes happen for many reasons, but can be prevented if root
cause analysis is undertaken to identify when and why they happen, and then
steps are taken to prevent them happening again by the use of mistake
proofing methods. The use of checklists and check tables will also reduce the
likelihood of errors such as those described above.
The Company also experiences problems with internal services such as
schedules and paperwork. For example: the tool shop failing to ensure the
repairing or grinding tools on time and/or this activity is done incorrectly;
incorrect paperwork and schedules are provided by production control; and
computer program not periodically updated. If the failure in these tasks is due
to forgetfulness then the fail-safe procedure is to notify, in advance of
beginning the next job, the department(s) involved. In the case of the tool shop,
the tools to be repaired or re-ground can be put in a bag with a tag or sticker
which contains the details of the customer/operator and other information such
as the required time, procedures, etc. These and other repairs can then be
scheduled in priority order. In the case of paperwork, the supplier can double-
check the paperwork and periodically monitor the movements of the
 BPMJ components on the shop floor. This is to ensure that he/she knows the location
7,1 of jobs and the correct allocation of paperwork. The supplier could also
communicate with the operator to confirm the paperwork is correct. Production
control should also proofread the paperwork to identify and eliminate the
errors before this is issued to the shop floor.
Chase and Stewart (1994) recommended task and tangible poka yokes to
72 mistake-proof services such as these.
The management and control of materials is also critical to set-up reduction
and the following problems were observed:
(1) Operators were unable to find tools, clamps, etc.
(2) Difficulties were encountered in retrieving jigs from their point of
storage. For example:
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. sometimes a forklift driver could not be found, which meant that a

set-up could not proceed; and
. it was a time-consuming task getting the jig plates off the shelves
and putting them away once the operation had been completed.
(3) Tools, jigs, etc. were not put away in the correct place.
(4) Operators felt that there was a lack of desk and storage space on which
to put tools, clamps, etc.
(5) Jig plates were misplaced on shelves and as a consequence they were not
easy to locate when required.
(6) Raw materials not arriving on time.
(7) Finished components or work-in-progress taking up valuable space.
These types of problems result in longer set-up times and greater opportunity
for errors and mistakes.

Discussion of findings
During the interviews the managing director, production manager and other
middle managers indicated that they wanted to reduce set-up times and errors.
The interviews undertaken with operators indicate that this interest has not
filtered through to the shop floor. The Company will not be able to achieve
single-minute set-ups and zero defects unless awareness of the importance of
this is raised. Management must:
. understand and believe in the link between ``doing things right'' and the
Company's business strategy;
. understand the practicalities of set-up time reduction and mistake-
proofing and be able to communicate the principles and techniques to all
employees;
. participate in the problem-solving process to reduce set-ups and
eliminate errors;
 . formulate and maintain a clear idea of what set-up time reduction and Set-up time
mistake proofing means for the organisation. reduction
Management must also be prepared to allocate appropriate investments in
SMED and mistake proofing devices. The Company are a small independent
concern and, as a consequence, finance for investment is always going to be
problematic. For example, even in the manufacturing cell there was a lack of 73
spare brackets and clamps which are used for transporting and clamping. If
any of these items were to be lost then this could potentially halt a set-up.
Subsequent reductions in setting-up time are dependent on the investment at
work centre level. For example, a common activity in the SMED process is to
institute a standard die-clamping system. However, this investment yields little
immediate benefit, but it sets the stage for substantial set-up reductions when
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subsequent investments are made at product level.

There is a lack of planning, organisation and structure in the identification and
implementation of set-up time reduction and mistake proofing devices. Everything
is done in an ad hoc manner with only parts of set-up time reduction and mistake
proofing methods applied but in an almost random manner. The Company needs
to consider how set-up time reductions and mistake proofing fits into their
manufacturing strategy. SMED and mistake proofing applications seem better
suited to the cellular manufacturing approach rather than the more traditional
functional/process layout. In a cellular system the details created on component
families, in terms of shape, dimensions, tolerances, surface finish, holes, re-entrant
angles, length to width or length to diameter ratios, etc. provide the ideal database
on which to develop SMED and mistake proofing methodologies.
The Company has had in the past little guiding philosophy, core value and
beliefs, etc. which manifested itself in terms of housekeeping problems and lack
of teamworking and motivation, poor discipline and a tendency to accept the
status quo and a tendency to fritter away valuable production time. They are
desperately trying to break out of the traditional small engineering company
profile which has typified British manufacturing for the last 40 or so years. The
problem of housekeeping and teamworking is particularly pertinent to set-up
time reductions and the elimination of errors. The poor housekeeping has
resulted in the following problems:
. Operators and engineers are unable to quickly find equipment such as
tools, fixtures, clamps, etc.
. Unused and scrapped jigs and fixtures are discarded in places which
make them a safety hazard.
. Equipment breakdown is accepted as inevitable.
With respect to teamworking it was frequently observed that operators in the
machined controlled cycle of component manufacturing, which involved 30
minutes of cutting time, did nothing to help their colleagues in setting up an
adjacent machine. There are currently no incentives/reward/appreciation
systems in place for pursing set-up time reductions and mistake proofing. This,
 BPMJ coupled with a lack of a teamworking ethic, means that the Company is not
7,1 fully utilising the talents of their workforce.
The Company has an adequate training and education programme,
recognised by a recent Investors in People award. In the last financial year each
person, on average, received the equivalent of six days of training, however this
training has not covered SMED and mistake proofing methodologies.
74 Using the assessment grids of Dale and McQuater (1998) an analysis of the
tools and techniques used by the Company was undertaken. Whilst they use a
number of tools and techniques it was identified that an increased use of
checklists, TPM and video recording and photograph devices would be
beneficial to the development of SMED and mistake proofing.

Conclusions
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In industries such as the automotive industry, considerable down time is

incurred in changeovers, see Shingo (1985a). As a consequence, the set-ups are
offset by producing long runs of the same component, reducing the need for a
large number of set-ups and spreading the cost over a large production
volume, yielding a lower average cost. The flaws in this way of thinking have
been recognised and addressed by the implementation of SMED principles.
However, for small batch manufacturers the issues that led to the change in
focus for long run producers have not been present to the same degree. In the
case of the Company at the focus of this study, the changeover and set-up
times were never measured or, worse still, measured and considered as
productive hours. As a consequence there was no awareness and motivation to
reduce set-up times as it was considered that this type of action would reduce
the productive efficiency of the plant. A further consideration with respect to
set-ups is the potential for error in the setting process. Hence, not only is it
imperative to focus on reducing the amount of productive time that is lost
when a machine is being set, but also to eliminate errors, with the application
of poka yoke principles to the setting equipment and procedures.
SMED principles have been applied to the set-ups performed on a small
family of components manufactured within the manufacturing cell. There has
been a reduction in the average time taken for each set-up on different
machines, components and operations, to less than 15 minutes. The use of
simple poka yoke devices such as fouling pins and offset holes has also ensured
that tooling and workholding methods are repeatable with quality built into the
production process.
The main barriers to the implementation of set-up time reductions and
mistake proofing were identified to be:
. a lack of financial resources to support the set-up time reduction and
mistake proofing devices;
. resistance to change from middle managers and operators;
. a lack of a strategy to apply SMED and mistake proofing;
. a lack of knowledge and training on these methodologies.
 It is evident that in the past 12 months since the study was conducted Set-up time
considerable improvements have been made by the Company in response to the reduction
problems identified.

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