| Preface | p. xi |
| Lessons Learned | p. 1 |
| Speed and Results | p. 2 |
| Discretionary Time | p. 3 |
| Vision | p. 4 |
| Issues to Address First | p. 4 |
| Hand Tools | p. 5 |
| Fasteners | p. 6 |
| Perishable Tools | p. 9 |
| Forming Dies, Tools, Tool Holders, and Change Parts | p. 9 |
| Fixtures, Dies, Face Plates, Printing Cylinders, Forming Tools, and Chuck Jaws | p. 10 |
| Maintenance of Parts, Tools, and Fixtures | p. 12 |
| Lubricants, Chemicals, and Solvents | p. 15 |
| Guard Removal | p. 16 |
| Scrap and Rework | p. 17 |
| Standardization of Set-Up Procedures | p. 18 |
| Making and Delivering the Change Parts in Kits | p. 18 |
| Establishing Standard Tool Lengths | p. 19 |
| Establishing Standard Tooling | p. 19 |
| Establishing Standard Locations | p. 20 |
| Establishing Standard Routing | p. 20 |
| Thirty Percent Reduction in Set-Up Time Accomplished! | p. 20 |
| Calculating the Return on Investment of Set-Up Time Reduction | p. 23 |
| Where to Start | p. 28 |
| How Do You Start? | p. 31 |
| Change from Within Gets Accepted | p. 31 |
| Total Quality Management | p. 32 |
| Problem-Solving Method | p. 34 |
| Steering Committee | p. 35 |
| Additional Information about Approvals | p. 40 |
| Empowerment | p. 41 |
| Tapping the Resource Within | p. 42 |
| How Do You Get People to Help? | p. 44 |
| Turning Negative People into Positive People | p. 45 |
| People Enjoy Rallying | p. 46 |
| Getting the Results | p. 47 |
| What Do We Need to Know? | p. 48 |
| What Do We Need to Do? | p. 48 |
| Assignments | p. 48 |
| Decisions Made | p. 49 |
| Get Input from Everyone | p. 49 |
| Tools that Work | p. 50 |
| Baselining | p. 50 |
| Videotape the Setup | p. 50 |
| Documentation of the Setup | p. 53 |
| The Improvement Process | p. 57 |
| Eliminate Quality Problems | p. 58 |
| Eliminate Unnecessary Elements | p. 59 |
| Eliminate the Nonvalue Added Elements | p. 60 |
| Move Elements to External | p. 62 |
| Reduce All Remaining Internal Elements | p. 66 |
| Reduce All External Elements | p. 67 |
| Part Families | p. 67 |
| Documentation and Data Entry | p. 68 |
| Change Part Maintenance | p. 68 |
| Change Part Location/Kitting | p. 69 |
| Remaining Elements | p. 71 |
| Quality Acceptance of the First Part | p. 78 |
| Automation | p. 78 |
| Standardized Procedures | p. 79 |
| Application Improvements for Equipment | p. 81 |
| Focus Set-Up Time Reduction on a Part Number or Machine? | p. 82 |
| Equipment Wear | p. 82 |
| Cleaning Up | p. 84 |
| Adjustment | p. 85 |
| Fasteners | p. 85 |
| Tooling Needs | p. 86 |
| Toolbox Clean Out | p. 88 |
| Tool Storage | p. 88 |
| Quick Disconnects | p. 89 |
| Standardized Components | p. 89 |
| Alignment | p. 90 |
| Tool and Fixture Positioning | p. 91 |
| Clamping | p. 92 |
| Tool Presetting | p. 93 |
| Travel Time | p. 93 |
| Trial Runs | p. 95 |
| Stress Forces | p. 96 |
| Dedicated Equipment | p. 96 |
| Equipment Maintenance | p. 97 |
| Automation | p. 98 |
| Supporting Set-Up Time Reduction | p. 101 |
| Quality Improvements | p. 101 |
| Value Analysis/Value Engineering | p. 104 |
| Concurrent Engineering | p. 105 |
| Never Assume | p. 105 |
| Communication and Cooperation | p. 106 |
| Floor Layout | p. 107 |
| Data Entry | p. 107 |
| Paperwork | p. 107 |
| Scheduling | p. 108 |
| Team Staffing | p. 109 |
| Supervision | p. 109 |
| Commitment | p. 110 |
| Training | p. 111 |
| Checklists | p. 111 |
| Procedures | p. 111 |
| Newsletter | p. 112 |
| Decisions that Affect Set-Up Time | p. 112 |
| Support Area Response | p. 112 |
| Material Handling | p. 113 |
| Criticism | p. 113 |
| When You Cannot Videotape | p. 114 |
| Kanban Inventory Method | p. 114 |
| Measurements | p. 115 |
| Workforce Reduction | p. 116 |
| Special Teams: SWAT and Rapid Response | p. 119 |
| Questionnaires | p. 120 |
| Holding the Gains | p. 121 |
| Documentation | p. 121 |
| Celebrate Improvement by Making It a Big Deal | p. 124 |
| Steering Committe Reviews | p. 124 |
| Field Trips to the Factory | p. 125 |
| Transferability (Cloning) | p. 126 |
| Rewards, Awards, and Other Motivations | p. 126 |
| Continuous Improvement | p. 133 |
| What Should You Expect from Set-Up Time Reduction? | p. 135 |
| Resistance at First | p. 135 |
| Frequent and Continued Improvements | p. 135 |
| Breaking Down Barriers (Team Building) | p. 137 |
| Commitment | p. 137 |
| Stages of Employee Attitude | p. 137 |
| Management Stages and Attitudes | p. 137 |
| Produce as Needed | p. 139 |
| Increased Run Time (But Be Careful) | p. 139 |
| Preventive Maintenance Time | p. 140 |
| Scrap Reduction | p. 141 |
| Rework Reduction | p. 141 |
| Equipment Purchases | p. 142 |
| Reduced Inventory | p. 142 |
| Performance Charting | p. 143 |
| Productivity Improvements | p. 144 |
| Team Building | p. 144 |
| Breaking Down of Barriers | p. 146 |
| Inventory Turns | p. 147 |
| Space | p. 150 |
| Flexibility | p. 150 |
| Customer Delight | p. 151 |
| Flexible Scheduling | p. 152 |
| Savings | p. 153 |
| Product Involvement | p. 153 |
| Cycle-Time Reduction | p. 154 |
| The Team Experience | p. 155 |
| We Need More Ricardos | p. 155 |
| Attitude/Assurance | p. 156 |
| The Culture | p. 156 |
| Commitment | p. 157 |
| Authority and Responsibility | p. 158 |
| Team Membership | p. 159 |
| Decision Making Based on Fact | p. 161 |
| When Things Slow Down or You Feel Like Quitting | p. 161 |
| Distractors, Procrastinators and Other Influences | p. 163 |
| Managing and Supervising with Teams | p. 164 |
| Where's the Band? | p. 165 |
| This is My Team, I Have Ownership to its Performance | p. 166 |
| Management: The Boss is Key | p. 166 |
| Satisfaction in a Job Well Done | p. 167 |
| How to Make It Fail | p. 169 |
| Don't Train the Team | p. 169 |
| We Don't Have Time | p. 170 |
| A Few People on Too Many Teams | p. 170 |
| Allow Management to Skip Meetings | p. 172 |
| Don't Let the Team Make Decisions | p. 172 |
| Don't Take Assignments | p. 173 |
| Don't Get Assignments Done | p. 173 |
| Don't Discuss It | p. 174 |
| Criticize instead of Encouraging | p. 174 |
| Work outside Your Career System for Approvals | p. 175 |
| Don't Promote Set-Up Time Reduction Once It Is Started | p. 176 |
| Don't Measure Progress | p. 176 |
| Make Reporting Difficult | p. 177 |
| Don't Follow Up or Motivate | p. 177 |
| Make the Focus Indefinite Then Quit | p. 177 |
| Do It for a While Until It Just Fades Away | p. 178 |
| Have "Team of the Month" | p. 178 |
| Don't Go Out to Shop to See Results | p. 178 |
| Don't Recognize Accomplishment | p. 179 |
| Don't Hold the Gains | p. 179 |
| Don't Encourage Low-Cost Solutions | p. 180 |
| Second-Guess Team Decisions | p. 180 |
| Don't Follow a Proven Method | p. 180 |
| Conclusion | p. 181 |
| Most Frequently Asked Questions | p. 183 |
| Index | p. 207 |
| Table of Contents provided by Syndetics. All Rights Reserved. |
