Profiting from Seiton:
We are very careful of Seiri in the workshop. Seiton however, looks like a simple operation which takes from about thirty minutes to an hour to accomplish before starting preparation or machine-setting and preparation operations stand out, but Seiton operations are not as obvious. It is for this reason that Seiton tends to be neglected. When Seiton is neglected however preparation and machine-setting operations take longer, operations are interrupted, jigs and tools and materials have to be fetched and then rearranged. In other words, Seiton during work takes up two to three times as long, work becomes rushed, and production volume does not increase.
Seiton increases actual production time and raises productivity:
When tools and materials necessary for production in the workshop are assembled and arranged correctly, preparation and machine-setting operations can be done in a short time. In other words, when Seiton is well done, preparation and machine-setting operations take less time, which means that time spent on production is directly increased.
When preparation and machine–setting operations are done correctly, defects, breakdowns, and accidents are drastically reduced. Because of this, time for halts in operations is decreased, and time for production is increased. Putting this concept into graph form would look like figure. Production increases in proportion to the increase in the operation rate.
Estimating improvement results of Seiton system:
In cases where Seiri, Seiton become a mere battle cry for the 5 ‘S’ s the reason why improvements cannot be accomplished is that some people think that Seiri, Seiton have no direct relation to production operations and profit; or they think that instead of spending time on that sort of thing, time should be spent on production.
Accordingly, it is important to be aware that Seiton done correctly will reduce the strain, waste, and inconsistencies in operations and raise production amounts. Losses will be cut and profits will be affected. Then, it is important to create a Seiton system which uses the minimum of man hours.
That is what will happen in a case where Seiton system improvements have been made in production operations. Similar benefits are achieved for office operations or other indirect operations. Volume and costs are low, but Seiton is still necessary in these departments, too.
From this, we can see that Seiton will certainly yield a profit. Accordingly, find the areas of profit (waste and loss in the present methods), fix a goal for profit, design a Seiton structure (for each main system and subsystem), and put them into action.
1. Seek to set improvements themes that will show a profit
2. At the stage where the improvement theme is set, get an understanding of losses attributable to strain, waste, and inconsistency (lost losses and loss which reduces profit which should be attainable)
3. Estimate the losses attributable to strain, waste and inconsistency
4. Make an estimate of the results which can be expected while planning the improvement proposal. After putting it into action evaluate the actual gains.
Utilizing Improvement Methods in Tool setting Operations:
When making improvements in tool-setting operations and operations for changing metal moulds and jigs and tools, there is a definite method. This is a method which can be fully utilized during Seiton operations. It is explained below:
Limitless possibilities through outside tool-setting:
A part of tool-setting operations (a large part) which entails laying things out on the work table or machinery ahead of time, so that only attachment, adjustments, and practice runs remain to be done, is generally called outside tool-settings.
This can be compared to an actor who goes out onto the stage wearing a number of costumes layered one on top of the other. When one scene is over, he goes backstage, takes off the top layer, and goes back on the stage as a different character.
A cassette tape is tape placed inside a small box for storage. When put into a tape recorder, recording or play back can be done immediately. If jigs and tools and moulds etc are placed as a set on machine or work table, tool-setting can be done instantly and adjustment is unnecessary.
Series operations changed to parallel operations:
When an actor makes a costume change between scenes and three stagehands to help him, one will change his wig, or other head gear items, another will change his costume, and the third will change his shoes, or hand him props, etc. This sort of operation is called a parallel operation. In other words, a number of people working at the same time is called a parallel operation. At time this will mean that the total man hours are more than usual, but tool-setting operation is greatly reduced.
When a number of workers are working at the same time, tool-setting time is decided according to the person whose operation takes the longest (the bottleneck operation) If there is any part of that worker’s operation which can be assigned to another worker who has extra time and energy, then tool setting time can be shortened.
Look at all the activities involved in tool-setting operations and think of reducing time trough reduction, integration, order change, and simplification. These are the four rules for improvements. With these changes try to eliminate any form of waste and, so shorten the time needed for operations.
Use the five points presented so far as a formula for making Seiton operation improvements. Their concepts are organized in chart form below.
Formula for Tool-setting operations
1. Change to (outside tool-settings)
2. Practice (cassettisation)
3. Practice (parallel operations)
4. Change method of operation assignment
5. Shorten and abbreviate time
1. Do a part of tool-setting operations ahead of time.
2. Organize tools for particular operations into a kit.
3. A number of people do tool setting operations simultaneously.
4. Average out the operation of the bottlenecks worker
5. Improve each part of machine setting operations using the four rules for improvement.