Question

Setup Time Reduction at CSSI Case in Point: Setup-Time Reduction at CSSI At Connecticut Spring and Stamping Inc. (CSSI), 200- and 300-ton metal stamping presses were producing lot sizes of 200 to 50,000 pieces, which is 4 to 8 weeks of customer demand. A team analyzed the setup of the presses, then implemented standardized die positioning techniques such as quick clamps, locator pins, and shut-height blocks. They also externalized many tasks, put a parts storage area next to the presses, and developed an Indy 500 pit crew concept for team setup. Within only a few days, the team had cut changeover time by 50%. In another area of the CSSI plant, a team investigated changeovers on three medium coiler machines for eight high-volume parts. They created a standard work setup procedure and posted it in the work area. The procedure cut changeover steps from 108 to 28 and reduced changeover time from 3 hours to 15 minutes. The reduced time enabled all eight parts to be run daily and cut inventory enough so that parts could be stored at point of use in the work area. Intermediate parts storage and movement from the warehouse have been eliminated. In the foot-press area of the plant, average setup time on six presses used to be 40 minutes. After video recording and timing the procedure, the team eliminated many adjustment steps by using standardized bases with stop positions and quick clamping. New setup time was reduced to 6.8 minute Need a quick summary on this please

Answer 1

So let us first try to briefly look into what set-up time refers to in our context and how will it affect CSSI. CSSI manufactures metal pieces to meet the customer demands. For manufacturing unit the set-up time is defined as the amount of time taken to change a machine from the last part of production to the first part of new production that is market ready. Or another way to define it is the time during which the machine is stopped. Now reducing set-up time is essential to reducing lead times, batch sizes and work-in-process levels so as to meet the customer demands efficiently, better optimisation of resources, increased production capacity.

Now to start with 200 & 300 ton metal stamping presses were producing 200 to 50k pieces thus meeting customer demands in 4-8 weeks.

According to SMED methodology developed by Shingo, SMED comprises four stages; analysing & distinguishing between internal and external steps. Converting the internal steps to external. Continuous improvement. Finally finding ways to eliminate the set-up.

The analysts come up with an Indy 500 pit crew concept for team setup. This resulted in the reduction of changeover time by 50%. Hence if we use these results for the above manufacturing then we can see that the customer demands could be met in 2-4 weeks.

In the other part at CSSI, the changes were even more drastic with reduction in changeover time from 3 hours to 15 minutes. Moreover after optimising further with the elimination of intermediate parts storage and movement from the warehouse, adjustment steps by using standardised bases with stop positions, quick clamping and further video recording analysis, the overall set-up time reduced to 6.8 minutes.

So to conclude the case study, we see that CSSI successfully implemented the SMED methodology with proper implementation at each stage.