1. The set-up reduction process: part 2 - setting reduction priorities;Leschke;Production and Inventory Management Journal,1997
2. Lot sizing with quality improvement and set-up time reduction;Vörös;European Journal of Operational Res.,1999
3. Don't let JIT become a North American quick fix;Myers;Business Quarterly,1987
4. Zunker, G. (1995). Fifty percent reduction in changeover without capital expenditures. PMA technical symposium proc. for the metal forming industry, pp. 465–476. Zunker has experience as a US changeover consultant. He makes generalized claims (as do many others) about the levels of reduction that a typical changeover improvement programme can expect to achieve. The low-cost aspect of improvement is also emphasized. Unlike some others, however, Zunker writes that latter improvements are likely to require equipment modifications, which may be costly. It is asserted that reductions in changeover time from 100 per cent to 50 per cent of the previous time can come about by low-cost ‘method improvements’. Subsequent improvement beyond 50 per cent will involve ‘press and tool modifications’: ‘The last 40 to 50 percent reduction in set-up time requires major press and tool revisions. This could result in major expenditures and long lead time for implementation.’ The pattern of a typical improvement programme passing from low-cost method improvements through to equipment modifications will be discussed later in this book. The pattern is not always followed, but in many instances (ignoring the 50 per cent figure that Zunker apportions) can represent a sound way to proceed. Stating this, the practitioner still has to decide when each of these two approaches is the most appropriate. A methodology for identifying improvement options will be described later in Chapter 7.
5. The New Manufacturing Challenge;Suzaki,1987