Daan, we are a Contract Manufacturer and do "off-line" set-up. Here are some things off the top of my head:
DO's
1. Do invest in feeders -- enough to keep all lines running with 1 job set-up and 1-job being set-up. Also, invest in enough feeders so that you may be able to dedicate high running components to a feeder to further optimize (or minimize set-up time)
2. Do make sure to have enough resources -- not only feeders but components, people, etc so that the offline feeder set-up does not become the new bottleneck.
3. Dedicate a set-up person (we use an advanced operator) to manage the set-up and help as problems arise. It's good to have ONE "go-to" person who understands all of the problems and can prioritize based on the organizations daily needs.
4. Do rotate people between set-up and running machines. Set-up can get boring.
5. Do think about continuing your line of thought -- Don't stop at feeder set-up. Work toward getting the entire line changed over in 15 minutes using a set-up team that will pull the stencil, pull the feeders, change the oven profile, put in a new stencil, put in the new feeders, and load the next oven profile.
DON'T's
1. Don't isolate the feeder set-up area so that it is impossible to get parts or feeders from the floor if one fails on the machine.
2. Don't allow the set-up area to control product flow -- the floor should be "pulling" from the set-up area (the set-up area should not be pushing into the machine area). When the floor pulls from set-up, then set-up will meet the floor's demand (demand pull theory)
3. Include a representative of the feeder set-up area in the production meetings. This set-up person is going to have needs for materials etc that should be met. If they are not met, this area will fail.
4. Splitting Reels -- Establish up front if this will be a process that will be established and accepted. Once a feeder set-up area is established, they will need more material than before, especially if the floor has jobs, there are jobs in queue, and there are jobs being set up. Do a cost analysis to identify if it's worth buying an extra reel of resistors or if it's worth splitting a reel. IF you are going to split a reel -- establish labeling procedures.
Those are the ideas that come to mind.
-Carrie
-----Original Message-----
From: TechNet [mailto:[log in to unmask]]On Behalf Of d. terstegge
Sent: Friday, January 30, 2004 9:30 AM
To: [log in to unmask]
Subject: [TN] Feedershop
Happy Friday Technetters !
In our SMT production we have some inventory of most of our parts. The
operators have a versatile job: they need to lookup the parts, mount
them on the trolleys of our Assembleon machines, and run the production
itself.
I'm glad that my management has now finally decided to implement a
feedershop separated from actual SMT-production, so that SMT operators
can spend their time working on efficiency of the line, with others
taking care of feeder-setup, counting parts and reacting on unexpected
shortages (although the latter will hopefully become a thing of the past
in the new system).
I'm looking for some do's and don'ts, tips and pitfalls that we should
be aware of when introducing such a separate feedershop. All comments
are welcome.
Best regards,
Daan Terstegge
Thales Communications
Unclassified mail
Personal Website: http://www.smtinfo.net
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