{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,9,27]],"date-time":"2025-09-27T08:07:30Z","timestamp":1758960450912,"version":"3.41.2"},"reference-count":11,"publisher":"Emerald","issue":"1","license":[{"start":{"date-parts":[[2001,3,1]],"date-time":"2001-03-01T00:00:00Z","timestamp":983404800000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2001,3,1]]},"abstract":"<jats:p>The paper reports a study into set\u2010up time reduction and mistake proofing methods in a small company involved in the machining of precision components in small batches with high variety for the aerospace industry. The company has made some set\u2010up reductions mainly using work study related methods and in one manufacturing cell by the use of the Single Minute Exchange of Die (SMED) methodology. Mistake proofing devices in the form of fouling pins and offset holes have been developed for the family of components manufactured in this cell. Until recently the set\u2010up times were not measured and worse still were considered as productive hours. As a consequence, there was a lack of awareness and motivation amongst operational personnel to reduce set\u2010up times and knowledge of SMED was limited to a small group of individuals. This, along with the lack of investment in mechanisms to aid set\u2010up time reductions and prevent errors, has restricted the use of this type of methods and technology. However, there is evidence that the demands made by the company\u2019s major customer will lead to increased efforts to put into place these types of changes.<\/jats:p>","DOI":"10.1108\/14637150110383953","type":"journal-article","created":{"date-parts":[[2004,9,8]],"date-time":"2004-09-08T10:52:04Z","timestamp":1094640724000},"page":"65-75","source":"Crossref","is-referenced-by-count":18,"title":["Set\u2010up time reduction and mistake proofing methods \u2013 A study of application in a small company"],"prefix":"10.1108","volume":"7","author":[{"given":"S.","family":"Patel","sequence":"first","affiliation":[]},{"given":"P.","family":"Shaw","sequence":"additional","affiliation":[]},{"given":"B.G.","family":"Dale","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2022031120224004700_b1","unstructured":"Business Advantage (1999), \u201cSMED case study\u201d, www.businessadvantage.com"},{"key":"key2022031120224004700_b2","unstructured":"Chase, R.B. and Stewart, D.M. (1994), \u201cMake your service fail\u2010safe\u201d, Sloan Management Review, Vol. 35 No. 3, pp. 10\u201035."},{"key":"key2022031120224004700_b3","unstructured":"Dale, B.G. and McQuater, R.E. (1998), Managing Business Improvement and Quality: Implementing Key Tools and Techniques, Blackwell Publishers, Oxford."},{"key":"key2022031120224004700_b4","unstructured":"Dvorak, P. (1998), \u201cPoka yoke designs make assemblies mistake proof\u201d, Machine Design, Vol. 70 No. 4, pp. 181\u20104."},{"key":"key2022031120224004700_b5","doi-asserted-by":"crossref","unstructured":"Gilmore, M. and Smith, D.J. (1996), \u201cSet\u2010up reduction in pharmaceutical manufacturing: an action research study\u201d, International Journal of Operations and Production Management, Vol. 16 No. 3, pp. 4\u201014.","DOI":"10.1108\/01443579610110459"},{"key":"key2022031120224004700_b6","unstructured":"Grout, J.R. (1997), \u201cMistake\u2010proofing production\u201d, Production and Inventory Management Journal, Vol. 38 No. 3, pp. 6\u201033."},{"key":"key2022031120224004700_b7","unstructured":"Lee, D. (1986), \u201cSet\u2010up time reduction\/making JIT work\u201d, Management Services Journal, May, pp.8\u201013."},{"key":"key2022031120224004700_b8","unstructured":"Leshke, P. (1997), \u201cSetting reduction priorities\u201d, Production and Inventory Management Journal, Vol. 38 No. 1, pp. 5\u201038."},{"key":"key2022031120224004700_b9","unstructured":"Shingo, S. (1985a), A Revolution in Manufacturing: the SMED System, Productivity Press, Cambridge, MA."},{"key":"key2022031120224004700_b10","unstructured":"Shingo, S. (1985b), Zero Quality Control: Source Inspection and the Poka Yoke System, Productivity Press, Cambridge, MA."},{"key":"key2022031120224004700_b11","unstructured":"Snell, T. and Atwater, J.B. (1996), \u201cUsing poka yoke concepts to improve a military retail supply system\u201d, Production and Inventory Management Journal, Vol. 35 No. 4, pp. 5\u201031"}],"container-title":["Business Process Management Journal"],"original-title":[],"language":"en","link":[{"URL":"http:\/\/www.emeraldinsight.com\/doi\/full-xml\/10.1108\/14637150110383953","content-type":"unspecified","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/14637150110383953\/full\/xml","content-type":"application\/xml","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/14637150110383953\/full\/html","content-type":"unspecified","content-version":"vor","intended-application":"similarity-checking"}],"deposited":{"date-parts":[[2025,7,25]],"date-time":"2025-07-25T00:35:24Z","timestamp":1753403724000},"score":1,"resource":{"primary":{"URL":"http:\/\/www.emerald.com\/bpmj\/article\/7\/1\/65-75\/258462"}},"subtitle":[],"short-title":[],"issued":{"date-parts":[[2001,3,1]]},"references-count":11,"journal-issue":{"issue":"1","published-print":{"date-parts":[[2001,3,1]]}},"alternative-id":["10.1108\/14637150110383953"],"URL":"https:\/\/doi.org\/10.1108\/14637150110383953","relation":{},"ISSN":["1463-7154"],"issn-type":[{"type":"print","value":"1463-7154"}],"subject":[],"published":{"date-parts":[[2001,3,1]]}}}