IE 470 Lab Report #7

CNC Setup and Manufacturing Lion Checkers

Team 5

Naufall Arifin (nsa5115)

Mitchell Sacks (mts5370)

Ivan Tedjo (iat5028)

Daffa Hazara (dxh5378)

October 25th 2017

Executive Summary
With manufacturing competition largely increasing, many manufacturing companies have strived
to implement lean manufacturing to remove waste, increase productivity, and continuously improve to
reduce internal and external costs, improve quality, and become more efficient. In lean manufacturing
today, there are eight defined types of waste that may occur and include the following:
● Transport - unnecessary movement of products or materials
● Inventory - storage of excess parts or products not being processed
● Motion - unnecessary movement of people
● Waiting - time wasted waiting for the next step in the process
● Overproduction - producing more than what is needed
● Over Processing - producing to higher quality than required by customer
● Defects - extra effort required to scrap or rework products
● Skills - underutilizing people's talents or skills

One of the methods of lean manufacturing focused on waste reduction is setup reduction, a
process of reducing changeover time. A changeover time is the process of converting a line or machine
from running one product to another (i.e. from the last good piece of the previous run to the first good
piece of the next run) and will involve tool changes, usually carried out by an operator, to meet the
fabrication specifications of the product to be produced. Many manufacturing companies have become
champions in setup reduction by completing automating the changeover process and planning production
schedules accordingly to minimize the number of changeovers required. The intent of this laboratory
assignment is to understand the inefficiency introduced when waste is incurred by unnecessary tooling
changeovers and operator movement. Analyzing how waste can be reduced which can reduce lead time
and improve productivity.

A single team member will conduct a time study analysis on the other team members that conduct
several specific jobs such as parts assembly, walking to the station, operating 3 metal checkers machines,
etc. The jobs will be closely noted as it will be the main objective of this lab to improve the operation by
reducing the Non-Value Adding time. With close observation, inefficiencies can be clearly exposed and it
can be focused on to improve the whole process.

Lab Objectives
The main objective for this lab is to analyze a multiple operation process and determine
innovative solutions to reduce waste and implement lean manufacturing. This main objective can be
achieved by doing several steps below:
● Identify different phases of the setup, and determine which phase is a value adding (VA) or non-
value adding (NVA)
● Focus to improve the NVA phases
● Apply lean methodologies to understand the eight types wastes of lean
Data

Table 1. Before Improvement

Operation Activities Machine Operation Time
Number Status Nature (MM:SS)

1 Tool Assembly (2 tools) Down NVA 01:42.7

2 Walk to machine Down NVA 00:19.8

3 Machine Setup Down NVA 00:33.3

4 Load Tools Down NVA 00:48.4

5 Load Raw Material 5656 (1st Down NVA 01:25

Machine)

6 Offsetting 5656 (1st Machine) Down NVA 00:55.5

7 Load Program 5656 (1st Down NVA 00:18

Machine)

8 Run Program 5656 (1st Up VA 11:20

Machine)

9 Load Raw Material 5757 (2nd Down NVA 01:01

Machine)

10 Run Program 5757 (2nd Up VA 11:48

Machine)

11 Run Program CNC (3rd Up VA 04:39

Machine)

Discussion
The team worked on 3 machines, which was the machine 1 that runs program 5656, machine 2
that runs program 5757 and machine 3 which is a 3-axis turning center that runs CNC program. Machine
1 and 2 are identical, however, the program 5656 and 5757 are slightly different. Program 5656 will finish
the end-mill and carving processes for each checkers before moving on to another one, while program
5757 will finish the end-mill carving processes for all four checkers before moving to the carving
processes for all 4 checkers again. The team gathered the data and analyzed the time difference with each
machine. Using the data gathered, the team are able to come up with potential improvements for each
machine setup.
Table 2. Original time for machine with 5656 programs
Operation Operation Machine Value Time
No. Status Added (Minutes:Second)

1 Assemble Tool Down NVA 01:42

2 Moving to Machine Down NVA 0:19.8

3 Setting up Machine Down NVA 0:33.3

4 Loading tools Down NVA 0:48.4

5 Offset setting up Down NVA 0:55.5

6 Loading work pieces Down NVA 01:25

7 Load Program and Up VA 11:20

Machining

Figure 1 - Machine 5656

Improvements for 5656:
● The team decided that moving the tool workplace closer to the machine will reduce or
eliminate the walking time to the machine.
● Setting up the machine takes a while to warm up. The team figured that it would be best
the operations are changed into setting up the machine first and assembly the tool while
waiting for the machine to boot. This allows the team to reduce the machine setup time
significantly. All the worker need to do is switch the button and boot the screen. The
worker will work on assembling the tool while waiting for the machine to load. Hence,
the total time to setup the machine will be roughly 6 seconds.
● We can redesign the tool assembly station and provide instructions to reduce the tool
assembling time. Estimated time to assemble the tool given the new circumstances are
around 1:00 minute.
● The team analyzed that there are room for improvement on the offset setting up. By using
better equipment that is more adjustable with the material and product we are making, we
can reduce the offset and loading pieces set up time.

Table 3. Improved time for machine with 5656 programs

Operation Operation Machine Value Time
No. Status Added? (Minutes:Second)

1 Setting up to Machine Down NVA 00:06

2 Assemble tool Down NVA 01:00

3 Loading tools Down NVA 00:48.4

4 Offset setting up Down NVA 00:48.5

5 Loading work pieces Down NVA 00:50

6 Load Program and Up VA 11:20

Machining
Table 4. Comparison for the 5656-program machine
Item Before Improvement After Improvement

Total Number of 7 6
operations
Number of NVA 6 5
operations
Number of VA operations 1 1

% NVA operations (time) 85.7% 83.3%

Total time 17:04 minute 14:53 minute

Total machine downtime 5:44 minute 3:33 minute

% Machine downtime 33.5% 23.8%

Summary of improvement NVA and downtime has been reduced

Figure 2 - Machine 5656 NVA Adjustments

Table 5. Original time for machine with 5757 programs
Operation Operation Machine Value Time
No. Status Added (Minutes: Second)

1 Assemble Tool Down NVA 01:42

2 Moving to Machine Down NVA 00:19.8

3 Setting up Machine Down NVA 00:33.3

4 Loading tools Down NVA 00:48.4

5 Offset setting up Down NVA 00:55.5

6 Loading work pieces Down NVA 01:01

7 Load Program and Up VA 11:48

Machining

Figure 3 - Machine 5757

Improvements for 5757:

● We can input the same improvements we made to machine program 5656.
Table 6. Improved time for machine with 5757 programs
Operation Operation Machine Value Time
No. Status Added? (Minutes:Second)

1 Setting up to Machine Down NVA 00:06

2 Assemble tool Down NVA 01:00

3 Loading tools Down NVA 00:48.4

4 Offset setting up Down NVA 00:48.5

5 Loading work pieces Down NVA 00:50

6 Load Program and Up VA 11:48

Machining

Table 7. Comparison for the 5757 machines

Item Before Improvement After Improvement

Total Number of 7 6
operations
Number of NVA 6 5
operations
Number of VA operations 1 1

% NVA operations (time) 85.7% 83.3%

Total time 17:08 minute 15:21 minute

Total machine downtime 5:20 minute 3:33 minute

% Machine downtime 32.6% 23.8%

Summary of improvement NVA and downtime has been reduced, total of setup
time is higher than machine program 5656
 Figure 4 - Machine 575 NVA Adjustments

Table 8. Original time for CNC machine

Operation Operation Machine Value Time
No. Status Added? (Minutes:Second)

1 Walk to Machine Down NVA 00:19.8

2 Run Program Up VA 04:39

Improvement for machine with CNC program

● The team decided that moving the tool workplace closer to the machine will reduce or
eliminate the walking time to the machine.

Table 9. Improved time for machine with CNC program

Operation Operation Machine Value Time

No. Status Added? (Minutes:Second)

1 Run Program Up VA 04:39

Table 10. Comparison for the CNC machine

Item Before Improvement After Improvement

Total Number of 2 1
operations
Number of NVA 1 0
operations
Number of VA operations 1 1

% NVA operations (time) 50% 0

Total time 04:58.8 Minute 04:39 Minute

Total machine downtime 0:19.8 0

% Machine downtime 6.62% 0%

Summary of improvement By reducing walking distance, the team reduced the number
of NVA. The team also reduced the total time and the
downtime of the machine, making it more effective.

Analysis and Evaluation

Figure 5. 5757 Machine

 Figure 6. 5656 Machine

Figure 7. CNC Machine

Machine program 5656 has a faster processing time than machine program 5757, by default
machine program 5656 is preferable for a faster setup time. Machine program 5656 is faster because of
the minimal tool change that saves processing time. The overall process were able to be improved by
reducing movement time from workplace to machine, optimized/improve tool assembly processes, and
improve the machine setup process. The CNC machine can also be optimized by making the workplace
next to the machine. Optimizing the workstation will reduce the general setup time in any scenario.

Conclusion/Key learnings
In manufacturing processes, companies can generate more product, reduce cost, and make more
profits simultaneously if they can reduce the waste associated with it. There are some ways that can be
done in order to reduce the waste in manufacturing processes, such as eliminate the non-value adding
activities (in this case, the setup for each drill head) and improve the value adding processes, and
implement SMED (Single Minute Exchange of Dies). Aside from reducing manufacturing processes
waste, companies also need to maximize their profit and throughput. To achieve this, companies can do
business evaluation that will lead them to make a calculated business decision, comparing other
alternative options, and also cost analysis to make an improvement for future references.