Quality Progress - February 2018 - 42

F E AT U R E

LEAN

FIGURE 4

Pareto chart of machine A012's molding scrap (past 6 months)
120%
119,201

Scrap quantity (pieces)

120,000

92%

87%

100%

96%

100%

100%

78%

100,000

80%

68%

80,000

100%

58%

60%

46%

60,000

45,624

40,000

44,144

37,773

33%

40%

36,372

31,874
16,558

20,000
0
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14,403

en s
wh rt
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Sc hine
ac
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14,298

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Scrap percentage

140,000

O

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649
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sc
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Te

0%

Quality level-detail failure mode

Thus, reordering closing temperature material was a good way
to cut the downtime for heating and cooling processes without
adding to production costs or resources, and it's an efficient
approach to improving OEE.

downtime (the total internal setup time listed in column five of
Online Table 2). In other words, the changeover time decreased
42%. This time savings contributed 8% to the total downtime
savings of machine A012 (Online Table 3).

Applying SMED on changeover management

Redesigning the process and layout

Through careful on-site analysis, it was discovered that although
Shanghai Gaoqi had work instructions to guide changeover operations, the instructions did not differentiate between internal and
external setups, which caused a lot of unnecessary downtime
during changeovers.
The SMED approach was applied to improve the changeover
process and save costs.8 The SMED improvement steps are:
+ Preliminary: Internal and external setups not differentiated.
+ Stage one: Separate internal and external setups.
+ Stage two: Stagger internal and external setups.
+ Stage three: Improve all elemental operations.
Based on studying the changeover process of machine A012,
the breakdown of operations and their durations are listed in
the first three columns of Online Table 2. According to Shigeo
Shingo, operations should be separated into internal and external
operations.9 If possible, internal operations should be transferred
to external operations, which can be prepared in advance. Meanwhile, to further cut down changeover time, as many internal
operations should be conducted simultaneously as possible.10
Using the above SMED principles, the work breakdown
structure of the changeover process at Shanghai Gaoqi was
rearranged, as shown in columns four and five of Online Table
2. Compared with the original 861 seconds of downtime, the
improved changeover process needed only 498 seconds of

42 QP

February 2018 ❘ qualityprogress.com

At Shanghai Gaoqi, core adaptor molding and ball adaptor
molding are machines A011 and A012, respectively. Each
machine is operated by one operator. To further study the
performance of this process, the man-machine analysis was
conducted on both machines (Online Table 4).
Through the man-machine analysis, the operators' use of
machines A011 and A012 were identified to be 32% and 33%,
respectively. These low use levels were caused by long wait
times during the molding process while the machine was
running.
+ For machine A011, the total cycle time of the molding process
was 75 seconds and the operator's wait time was 50 seconds (during the machine injection process and cooldown
process).
+ For machine A012, total cycle time was 95 seconds and the
operator's wait time was 65 seconds (during the machine
injection process, cooldown process and an additional 15
seconds for warming up the semi-finished product manufactured in machine A011).
During the 15 seconds of semi-finished product warmup, man
and machine were idle-an obvious waste.
To increase operator and machine use, three pairs of
machines were arranged face to face so only one operator was
needed to operate two of the machines. The standard cycle


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Table of Contents for the Digital Edition of Quality Progress - February 2018

Seen and Heard
Expert Answers
Progress Report
Mr. Pareto Head
Career Coach
Office Efficiency
The Crown Jewels of Design
Open Lines
Less Is More
ASQ 2018 Six Sigma Resource Guide
Standard Issues
Six Sigma Solutions
Statistics Spotlight
Marketplace
Footnotes
Try This Today
Quality Progress - February 2018 - intro
Quality Progress - February 2018 - cover1
Quality Progress - February 2018 - cover2
Quality Progress - February 2018 - 1
Quality Progress - February 2018 - 2
Quality Progress - February 2018 - 3
Quality Progress - February 2018 - 4
Quality Progress - February 2018 - 5
Quality Progress - February 2018 - Seen and Heard
Quality Progress - February 2018 - 7
Quality Progress - February 2018 - Expert Answers
Quality Progress - February 2018 - 9
Quality Progress - February 2018 - Progress Report
Quality Progress - February 2018 - 11
Quality Progress - February 2018 - Mr. Pareto Head
Quality Progress - February 2018 - 13
Quality Progress - February 2018 - Career Coach
Quality Progress - February 2018 - 15
Quality Progress - February 2018 - Office Efficiency
Quality Progress - February 2018 - 17
Quality Progress - February 2018 - 18
Quality Progress - February 2018 - 19
Quality Progress - February 2018 - 20
Quality Progress - February 2018 - 21
Quality Progress - February 2018 - The Crown Jewels of Design
Quality Progress - February 2018 - 23
Quality Progress - February 2018 - 24
Quality Progress - February 2018 - 25
Quality Progress - February 2018 - 26
Quality Progress - February 2018 - 27
Quality Progress - February 2018 - 28
Quality Progress - February 2018 - 29
Quality Progress - February 2018 - Open Lines
Quality Progress - February 2018 - 31
Quality Progress - February 2018 - 32
Quality Progress - February 2018 - 33
Quality Progress - February 2018 - 34
Quality Progress - February 2018 - 35
Quality Progress - February 2018 - 36
Quality Progress - February 2018 - 37
Quality Progress - February 2018 - Less Is More
Quality Progress - February 2018 - 39
Quality Progress - February 2018 - 40
Quality Progress - February 2018 - 41
Quality Progress - February 2018 - 42
Quality Progress - February 2018 - 43
Quality Progress - February 2018 - ASQ 2018 Six Sigma Resource Guide
Quality Progress - February 2018 - 45
Quality Progress - February 2018 - Standard Issues
Quality Progress - February 2018 - 47
Quality Progress - February 2018 - 48
Quality Progress - February 2018 - 49
Quality Progress - February 2018 - Six Sigma Solutions
Quality Progress - February 2018 - 51
Quality Progress - February 2018 - 52
Quality Progress - February 2018 - Statistics Spotlight
Quality Progress - February 2018 - 54
Quality Progress - February 2018 - 55
Quality Progress - February 2018 - 56
Quality Progress - February 2018 - 57
Quality Progress - February 2018 - Marketplace
Quality Progress - February 2018 - 59
Quality Progress - February 2018 - Footnotes
Quality Progress - February 2018 - 61
Quality Progress - February 2018 - 62
Quality Progress - February 2018 - 63
Quality Progress - February 2018 - Try This Today
Quality Progress - February 2018 - cover3
Quality Progress - February 2018 - cover4
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