Transcript LT6 Training Session - SMED

SMED
Single Minute Exchange of Die
OR
Quick Changeover
Agenda
SMED
Agenda |
AGENDA
» Introduction
» Background and History
» What are we trying to accomplish
w/SMED and why?
» How
– A look at Traditional Setup
– The “steps” to SMED
– Ideas for Improvement
» Examples
» Summary
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Introduction
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Introduction | Concept of CI
Core Concept of CI (continuous improvement)
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Introduction |
INTRODUCTION
» A quick way of changing the “setup” from
one “thing” to another.
» Also known as Quick Changeover,
reducing the time it takes to setup for the
next “kind of thing”
» Examples of “setups”
• Welding Steel, then welding Aluminum
• Changing from Accounts Payable to Receivable
• Changing from one size drill bit to another
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Introduction | Helps…..
HELPS ……
» Reduce the need for large batches/inventory
» Reduce Handling waste (transportation)
» Smaller batch sizes help align output
with the needs and requests of the
customer
» Less inventory means defects will be
easier to find and resolve
» Less inventory means raw materials will wait less
» Modifies the “economic lot size” calculation
» Increases uptime of ……. equip, people, systems
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Background / History
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Background & History |
Where did this come from?
» Developed in the 50’s 60’s by Shigeo
Shingo, chief engineer of Toyota
» Land costs in Japan were very high, not
feasible to store large inventories of
vehicles
» Quick Changeover provided a solution to
the common large batch sizes
» More importantly, there is nothing new
here, all common sense things, once we
change the way we look at inventory.
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What Are We Trying to Accomplish
w/SMED & Why
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Implementing SMED | What?
What Exactly Are We Trying To Do?
» Reduce the time it takes to make the
changeover from one product to another,
from one “thing” to another.
» From 1 day to 1 hour
» From 1 hour to 10 minutes
» From 10 minutes to 30 seconds
» Reducing lost (wasted) time from
CHANGEOVERS
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Implementing SMED | Defining Changeover
What is Changeover?
» The process of converting a machine, line, or
system from “running” one product to the next.
» The act of replenishing materials.
What is Changeover Time?
» The total elapsed time between the last unit of the
previous run, to the first unit of the next run
(at full line efficiency, and quality)
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Implementing SMED | Examples
REALITY CHECK!
» Is this even possible?
» Examples:
» Changing a tire on the side of the
freeway VS Nascar Pit Crew
» A shortcut on your desktop
» Tooling that can be used for more than
one type of job.
» Screw drivers that load themselves
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Implementing SMED | Examples
More Examples
» 50 ton press changed from one product
to the next in under 2 minutes VS 3 hrs
– Video Clip – Martin Doors
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Implementing SMED | Why / Benefites
The Benefits of SMED / Quick Changeover
» Better quality, less variation
– Well defined & “cleaner” setup processes
» Better Flexibility
– Rapid change from product to product
– Better able to respond to customer demand
– Example: Woodland Furniture
» Lower Cost
– Less need to stock inventory between
operations that require large amounts of set
time
» Better worker utilization
– Less time spent on setup or waiting for the run to start
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Implementing SMED | Why / Benefites
The Benefits of SMED / Quick Changeover
» It is a customer-driven requirement.
Customers are demanding:
– Product and service diversity
– Lower costs
– Higher reliability and quality
» So organizations must…
– Produce smaller lots, more frequently.
– Expand the scope and diversity of products
– Reduce quality defects.
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The HOW of SMED
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The How | Traditionally
The Traditional Approach to Setups
» Set ups are expected, something we
have to live with, value not questioned
» Therefore…
–
–
–
–
Use highly skilled setup personnel
Minimize product variety
Combine lots
Make large batches
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The How | Traditionally
It looks like this
»
Prepare
–
»
Shut Down
–
»
Install or enter next setup
Tweek
–
»
Remove previous tooling, exit existing setup
Installation / Entry
–
»
Stop the equipment and/or process
Removal /Exit
–
»
Ensures that all the tools are working properly and are in the right location
Make adjustments to setup, setting process controls
1st Run and validation
–
Sometimes called 1st Article, inspect to make sure setup meets
standard
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The How | Steps
The Steps of SMED
» Step 1 – Observe, Record, Analyze
» Step 2 – Recognize Internal and External
process steps
» Step 3 – Move internal to external
» Step 4 – Streamline all activities.
» Step 5 – Document improved process as
Standardized Work (train, audit)
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The How | Step 1
Step 1 – Observe, Record, Analyze
» Same principles as taught in Standard
Work for Operators
– Collect data on Time Observation Form
– Get good detail
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The How | Step 2
Step 2 – Recognize Internal and External
process steps
» Internal set-up activities.
– Elements in the changeover which can only be
done when the machine is stopped.
» External set-up activities.
– Elements that can be performed when the
machine is running.
» Examples of both???
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The How | Step 3
Step 3 – Move Internal to External
» Study each internal step and ask if it can be
made external.
– What to look for:
– Needed equipment hard to get to, not available
– Tools not readily available.
– Quality inspections of materials
» Ask why the remaining internal steps can’t be
external.
– Re-examine the true function of each step.
– What to look for:
– Can process steps be run in parrallel?
– Can better documentation provide needed information
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The How | Step 4
Step 4 – Streamline remaining activities
» Analyze the activity, and discuss all
possible ways of improving the step.
» Study the external activities as well as
the internal activities.
» What to look for:
– Fastenings – Are bolts needed? If so
remember that only the last turn tightens a nut
or bolt.
– Standardize bolt heads.
– Standardize die heights.
– Equipment and material availability and
accessibility.
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The How | Step 5
Step 5 – Document improved process as
Standardized Work (train, audit)
» Create necessary documentation
– See Standard Work training session
– Visual docs
– Can be used for training and Auditing
» Train & Audit
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Examples
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Examples | Office
Office SMED examples
» Computers that multi-task
» Three hole punch
» Frequently used applications open,
shown at the bottom of the screen
» Frequently used applications open,
shown at the bottom of the screen
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Examples | Manufacturing
Manufacturing SMED examples
» Modified bolts, tighten in few turns
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Examples | Manufacturing
Manufacturing SMED examples
» Make it easy to clean
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Examples | Manufacturing
Manufacturing SMED examples
» Tools that “line themselves up”
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Examples | Manufacturing
Manufacturing SMED examples
» Designs that don’t require set ups
» Equipment that can do a variety of
“things”
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Examples | Other
Other SMED examples
» Using a team to “parallel process” the
setup
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SUMMARY
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Summary |
To Summarize
» SMED is all about reducing the amount
of value added work time lost due to
setups and changeovers
» Standardized Work goes hand in hand
with SMED
» SMED Applies to more than just
manufacturing, and more than just
“exchanging dies”
» The only thing better than a quick
changeover is no changeover at all
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Summary | Things to Remember
Things to Remember
» Doing more than one thing at a time,
parrallel processing
» Hitting a changeover or setup with a
team
» Doing as much preparation ahead of
time as possible.
» Multiple “copies” of setups
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