Figure 18: Diagram of Staggered Set-up Times on RSL
Each system was quite capable of being set-up to run well within the allocated time, the issue was training and creating a repeatable process that could be qualified without having the product available to test. The adage, “Economies of Repetition” (Glenday, 2007, p. 16) is perhaps applicable. The easier the process is to repeat, the more it will be done consistently and correctly, hence providing systems that could be set-up quickly to produce quality product within the allocated set-up times. Overall OEE would be used as a KPI to showcase an improvement in available production time, as well as actual set up time vs. planned.
5.3.3 Select/target issue to tackle: Change-overs
It was selected to further improve the standard SWI layout by including set-up and shut- down operations, to ensure that any operator reading the instructions could set-up and shut-down the system. Each machine/process SWI was developed with the operators to ensure that the tasks operators were performing were actually relevant to the process.
Operator functions were now called out on the SWI themselves to ensure that each operator was aware of their responsibility when assigned to that workstation.
An allocated roving operator allowed for tasks not necessarily assigned to a workstation to be performed without allowing other tasks to go undone.
A standard line changeover procedure was then initiated to allow the team-leader to check along the line that product and WIP was clear before signalling that the line could begin changing over to the next job.
Training for these tasks was made easier by developing training strategies that made use of the SWI itself. The training would be theoretical at first, with a physical component requiring that all tasks noted on the SWI be showcased to the training facilitator before being
Workstation Timeline 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27
Pleater 15 13
Seam Seal Blades 3 3
Spot Welders 12 8
Flare Tool 5 5
Dispense 15 12
Demoulding 7 7
Inkjet Printer 10 8
Total Line Setup (ave) 9.5 8 Expected Set-up Time Slot in Minutes Total Line Setup (max) 15 13 Actual Time Slot in Minutes
Allocated Set-up
Time (mins)
Actual Recorded
Set-up Time
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accredited to operate at that workstation.
The scheduled kaizen SWI awareness session would be used to train the shop-floor operators on the new instructions.
5.3.4 Applying Implementation: SWI Development
With all of the SWIs developed with the operators working on the machines/workstations, all that was left to implement correct set-up procedures was to broadcast the change to the rest of the line. Training material as well as all the SWIs developed was published for use after the kaizen awareness session.
5.3.5 Creating sustainability: New Standards
To create the sustainability to ensure that set-up procedures were done, the SWI template was revised to include set-up, running and shut-down steps on any published SWI.
By changing the training and operator acceptance on the line to work at a specific workstation, the qualifying criteria now required for the training operator to be able to set- up, run and shut-down the machine. By ensuring that each workstation had this training requirement, each training document, and by proxy each SWI used for it, needed to incorporate it. The Donaldson SWI now conformed to a new standard.
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5.3.6 Review: Change Broadcasting
As the kaizen event was used to publish and train the relevant operators on their new SWI, the buy-in was immediate because they had, as a team, developed their insight into assumed legacy that was visible on the line itself. See Table 8 for the expected set-up times.
Table 8: Expected Set-up Times for RSL Workstations after Kaizen Event
Existing Set-up Time New Set-up Time Achieved
Pleater 22 mins (Including media roll
changes)
14 mins (process responsibility defined better)
Seam-seal Station 12 mins 6 mins
Spot Welders 8 mins each 8 mins
Flare Tool 15 mins 6 mins
Dispense 15+ mins depending on product 9 mins standard
Demould Tool 5 mins 5 mins
Inkjet 10 mins 6 mins
KPIs reported as part of the “KPI Reporting” in the Outcome section for “Introducing Kaizens”.
This loop can be closed as there is a built in set-up procedure ensuring that all SWIs are required to include set-up, running and shut-down instructions.
5.3.7 Outcome
In a production environment, it is not always effective to pull shop-floor operators away from production to analyze the system. To generate buy-in more efficiently, have the team whose sole purpose is to create the improvement analyze the system from the outset; the information is on the shop-floor. Once the vital information has been captured, arrange to have the operators check how accurately you are mapping the issue.
The SWI plays a supportive role to production, it allows for other operators to produce consistent results using the knowledge of other operators. The champion cannot be allowed to think that he/she is above the shop-floor, away from where the value, as perceived by the customer, is being generated. Creating this dialog between the operator and the team
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means that the line can still function during the planning and implementation phases, while still creating effective buy-in.
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