Transcript SMED - University of Missouri

SMED
SMED
(Set-Up Reduction)
Single Minute
Exchange of Dies
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SMED
Overview-
What, Why, Where, How, Who
In this presentation we will discuss the following
questions and learn how to use SMED for continuous
improvement. Through a “Kaizen Event”-(Change for the
Better) we will improve.
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What is SMED?
Why is it important?
Where should it be used?
How do we use it?
How do we sustain it?
Who is responsible?
Where do we go from here?
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SMED
What is SMED? Single Minute Exchange of Dies
 SMED (Changeover Reduction) is a tool supporting
Lean Manufacturing. It is used to control and
decrease downtime due to changeovers.
 SMED supports the concept of continuous
improvement through the removal of waste.
 SMED will make the job more structured,
repeatable and easier.
 SMED will take care of our Customers better
than we do today.
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SMED
What is SMED? Single Minute Exchange of Dies
 SMED is about increasing productivity by
decreasing the time from the last good
“Set-up Reduction”
product to the first good product.
Time taken to switch
process and equipment
Last
LastItem
Item
Type
Type
Processed
Processed
Set- up Time
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First
First
Different
Different
Item
Item
Processed
Processed
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SMED
Why is SMED important?
The Customer
 Reducing set-up time helps us to better serve our
customer needs.
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Decreases lead time
 Smaller batch sizes
Increases flexibility
 Growth opportunities
Increases “Customer On Time” delivery
 Get product when they want it
Supports Takt Time-(Time a product takes to meet a demand-cycle
time)
 Run to Customer demand not standard
Allows us to keep all Customers happy
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 Each Customer gets what they want
SMED
Why is SMED important?
Cycle Time
 Better able to provide all customers with what
they want quicker & decrease inventory.
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DONE
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Customer
Schedule
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Customer
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Schedule
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SMED
Why is SMED important?
 Think how would you handle your own
household.
 Would you buy a weeks worth of groceries or
a months worth at a time. Why?
1. Money-Cash Flow
2. Space-Inventory
3. Don’t need so much-Buy when needed
4. Perishable-Obsolete
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SMED
Why is SMED important?
 Line down time is costly. We need shorter
changeover time.
 We are losing money when the line is down.
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Increases profit
Increases uptime
Creates capacity
Creates space in the warehouse
Increases flexibility
Reduces cost per unit
Makes it easier for the operator to change over
Easier to train new operators
Keeps all Customers happy
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SMED
Why is SMED important?
 Improper set-ups can have negative effects on
equipment reliability, safety and quality.
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SMED supports TPM (“Total Productive Maintenance”)
Uses Mistake Proofing or (“Poka Yoke”)
Reduces injuries due to machine failure
Establishes Standard Work for all operators
Assists with new operator training
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SMED
Why is SMED important?
 Controlling line down time
allows for better planning and
supports a “Just In Time”
strategy.
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Less inventory
Accurate scheduling
1-Item flow
Increased flexibility
Better utilization of operator’s
time
Greater Profit Sharing
Greater Customer satisfaction
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SMED
Where should SMED be used?
 SMED should be used on a
machine or process which
requires a complicated or time
consuming set-up. (On the average
86% of a process is waste.)
NASCAR example: You VS Pit Crew
Changing 4 Tires (1 Hour VS 15 Seconds)
 SMED is supported strongly by
TPM, 6S and SW. It should be
used in an area to support Visual
Management practices.
 SMED reinforces other Lean
Manufacturing tools and should
be used as part of an on-going
move toward continuous
improvement.
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SMED
How do we use SMED?
 SMED, as a Lean tool, can be used during a Rapid
Improvement Event, Just Do It, or Project.
 Preparation for a SMED event should include:
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Gathering data to support the current state.
 Video Recording
 Current records
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Changeover time
Frequency Sheets
Continuous Improvement “To Do” List
Uptime
Maintenance schedule
Safety concerns or incidents
Building a team with process knowledge, support and
“outside eyes”.
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SMED
How do we use SMED?
First Good Product
Running Product A
Last Good Product
Define set-up & set “Fence Posts”
Running Product B
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SMED
How do we use SMED?
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 Set a goal of at least a 50% reduction from
First Good Product
Running Product A
Last Good Product
the current state.
Running Product B
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SMED
How do we use SMED this week?
Continuous Improvement Never Stops
If You Are Standing Still Your Competitors Will Pass You Up
Train
Personnel
SMED
View
TRAINING Current
State
Complete Key
Point Sheet
Observe
Future State
and Document
Continuous
Improvement
Complete
Action Items
Complete Pro Forma
to Estimate
Improvements
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Look for Waste,
Steps and Time
in the Process
Separate External
Steps From Internal
Steps
Brainstorm
Solutions to
Remove
Waste
Populate Impact
Matrix with
Action Items
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SMED
How do we use SMED?
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Videotape the area and then review the video
recording with the team and document the “Current
State.”-Initial Set-Up Time
 Capture the steps used in the
changeover.
 Document waste as it is
observed.
 Stay focused on the current
state. (Fence Posts)
 Try not to jump ahead to
improvement ideas.
 If the video is unclear, visit the area (“Gemba-Work
Place”) to gain a better understanding of the steps
involved.
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SMED
How do we use SMED?
 Use the video to perform time
observations.
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List each step as you observe the
video.
Capture the time for each step & the
total time.
Capture walk & waiting times
separately (This will help with later
steps).
Observe waste in the process and
make notes.
Total time from each step should
equal the total time of the
changeover.
List each step on large easel paper.
Have three columns to the right for
Takt time, Total time and Pro Forma of
each step.
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SMED
How do we use SMED?
Document the
Current State
 Create a Bar Chart to illustrate 8000
the current state.
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8250
8000
7000
Show each step and the time it
6000
takes.
Try to stay proportional when 5000
building the chart.
4000
Use the chart as a base line to
measure improvements.
3000
is the Current State
Bar Chart.
 This
1250 Take pallets
to warehouse
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7500
7250
7000
500 Tail off cartons
6750
6500
1250 Pack cans
6250
6000
5750
5500
5250
5000
250 Cap cans
500 Actuate cans
4750
4500
2250 Gas cans
4250
4000
3750
3500
3250
3000
2750
2000
2500
2250
1500 Fill cans
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1750
1000
1500
1250
1000
750
750 Get cans
500
0
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Current
Interna
SMED
How do we use SMED?
Kaizen
1. Current State
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2. Separate full steps to internal and external activity
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3. Convert additional internal to external activity
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4. Kaizen all remaining activity (Adjustments, tweaking)
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5. Future State
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Target 50% Improvement
SMED
How do we use SMED?
 Move internal steps to
Aerosol Changeover Setup Checklist Line 5
PRODUCT:
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Internal steps are those
steps that take place when
the machine has gone down
for the changeover. (We are
not making money)
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Communication
Notify Formulation 90 min. prior to C/O (Radio ready)
Notify An-Lab 90 min. prior to C/O (Radio Ready)
Notify PQA 90 min. prior to C/O
Notify Material Handler 90 min. prior to C/O
Filler Operator has established Radio Contact with Formulations
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Machine
Depal
Filler, Valves
Gasser/Crimper
Checkweigher/Coder
Tipper
Capper
Case Erector
Case Packer
Tailoff/Case Coder
Case Taper
Tube Taper
Stickers
Other
Machine
Depal
Filler
Valves
Crimper
Gasser
Checkweigher/Coder
Tipper
Capper
Case Erector
Case Packer
Bundler
Tailoff/Case Coder/Taper
Other
External steps are those
steps that can be done either
before the machine has gone
down or after the machine
has started up. (We are still
making money)
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Machine
Depal
Filler, Valves
Gasser/Crimper
Checkweigher/Coder
Tipper/Hand Actuate
Capper
Case Erector
Case Packer/Hand Packer
Tailoff/Case Coder/Taper
Tube Taper
Stickers
Other
Implemented by:
C/O Time:
Concentrate# :
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Date:
ATI# :
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2
3
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5
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Shift:
SFO#
STEP
external steps.
Internal
External
Component # Pre staged
N/A
N/A
N/A
N/A
Operator
Y/N
C/A Required
Changeparts
Verified
N/A
Tools
Present
C/A Required
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
C/A Required
N/A
N/A
Bench Mark
38+Flush
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26+Gas
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Average
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Actual C/O Time
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Changepart
stored
properly
Changepart repair required
Assigned To
Status Check
Complete
N/A
N/A
N/A
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SMED
How do we use SMED?
Internal
External
 Separate Internal from External activities. Move
Internal to External.
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Internal- What has to be done when the machine is down.
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External- What can be done while the machine is still running.
 Eliminate adjustments- “Poka Yoke”-Error Proofing
 Kaizen- (“Change for the Better”) Internal activities and
6S External activities.
 Eliminate Set-Up. (Tools, blocks, gauges, markings)
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SMED
Brainstorming Ideas
 Look at the waste you
8000
observed in the video and
brainstorm ideas to remove it.
 Write ideas into action items
on colored post-its.
 Target the largest time blocks
on the Current State Bar
Chart.
7000
Rearrange
Steps
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WalkingPoint of
Use
Make
Tool-less
8250
8000
Move to
External
1250 Take pallets
to warehouse
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7500
7250
7000
6000
500 Tail off cartons
6750
6500
1250 Pack cans
6250
6000
5750
5000
5500
5250
5000
250 Cap cans
500 Actuate cans
4750
4000
4500
2250 Gas cans
4250
4000
3750
3000
3500
3250
3000
2750
2500
2000
2250
1500 Fill cans
2000
1750
1500
1000
1250
1000
750
750 Get cans
500
0
250
Current
Different
Method
Internal
Standardize
Bolts 22
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SMED
How do we use SMED?
Make It Simple
 Eliminate Adjustments
Figure out how to turn “Adjustments” into “Settings”
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TO
Gas Weight Adjustment Matrix for AL4 Gasser
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FROM
Tuff Stuff 22 oz
A31
25.2 +/- 2
Tire Foam 18 oz
A70/DME
26.0 +/- 2
Tire Shine 18 oz
A70/DME
26.1 +/- 2
SOAG 21 oz
A70/DME
30.0 +/- 2
Sct. H/W 15 oz
A70
42.8 +/- 2
Gumout 16 oz
A110
46.5 +/- 2
Gumout 19 oz
A110
55.1 +/- 2
Fix-A-Flat 12 oz
134A
88.0 +/- 2
Aqua Net 11 oz
DME
91.6 +/- 2
Fix-A-Flat 16 oz
134A
117.5 +/- 2
Fix-A-Flat 20 oz
134A
143.0 +/- 2
3M Dust. 10 oz
152A
287.5 +/- 2
Tuff Stuff 22 oz Tire Foam 18 oz Tire Shine 18 oz SOAG 21 oz
A31
A70/DME
A70/DME
A70/DME
25.2 +/- 2
26.0 +/- 2
26.1 +/- 2
30.0 +/- 2
_
0 Turns
0 Turns
_
0 Turns
0 Turns
1/4 Turn
1/4 Turn
Sct. H/W 15 oz Gumout 16 oz
A70
A110
42.8 +/- 2
46.5 +/- 2
1 1/4 Turns
1 1/4 Turns
1 1/2 Turns
1 1/2 Turns
Gumout 19 oz
A110
55.1 +/- 2
2 1/4 Turns
2 1/4 Turns
Fix-A-Flat 12 oz Aqua Net 11 oz Fix-A-Flat 16 oz Fix-A-Flat 20 oz 3M Dust. 10 oz
134A
DME
134A
134A
152A
88.0 +/- 2
91.6 +/- 2
117.5 +/- 2
143.0 +/- 2
287.5 +/- 2
2 Turns
2 Turns
3 3/4 Turns
3 3/4 Turns
3 Turns
3 Turns
3 3/4 Turns
3 3/4 Turns
11 Turns
11 Turns
0 Turns
0 Turns
_
1/4 Turn
1 1/4 Turns
1 1/2 Turns
2 1/4 Turns
2 Turns
3 3/4 Turns
3 Turns
3 3/4 Turns
11 Turns
1/4 Turn
1/4 Turn
1/4 Turn
_
1 Turn
1 1/4 Turns
1 3/4 Turns
1 3/4 Turns
3 1/2 Turns
2 3/4 Turns
3 1/2 Turns
10 3/4 Turns
1 1/4 Turns
1 1/4 Turns
1 1/4 Turns
1 Turn
_
1/4 Turn
1 Turn
1 1/2 Turns
2 3/4 Turns
2 1/2 Turns
3 Turns
10 1/4 Turns
1 1/2 Turns
1 1/2 Turns
1 1/2 Turns
1 1/4 Turns
1/4 Turn
_
3/4 Turn
1 1/4 Turns
2 1/2 Turns
2 1/4 Turns
3 Turns
10 Turns
2 Turns
2 Turns
2 Turns
1 3/4 Turns
1 Turn
3/4 Turn
_
1 Turn
2 Turns
2 Turns
2 3/4 Turns
9 3/4 Turns
4 1/4 Turns
4 1/4 Turns
4 1/4 Turns
4 Turns
3 1/4 Turns
3 Turns
2 1/2 Turns
_
1/4 Turn
1 Turn
1 3/4 Turns
8 1/4 Turns
4 1/2 Turns
4 1/2 Turns
4 1/2 Turns
4 1/4 Turns
3 1/2 Turns
3 1/2 Turns
2 3/4 Turns
1/4 Turn
_
3/4 Turn
1 1/2 Turns
8 Turns
6 1/4 Turns
6 1/4 Turns
6 1/4 Turns
6 Turns
5 1/4 Turns
5 1/4 Turns
4 1/2 Turns
1 Turn
1 1/2 Turns
_
3/4 Turn
7 Turns
8 Turns
8 Turns
8 Turns
7 3/4 Turns
7 Turns
7 1/4 Turns
6 1/2 Turns
1 3/4 Turns
3 Turns
3/4 Turn
_
6 Turns
17 1/2 Turns
17 3/4 Turns
17 3/4 Turns
17 1/2 Turns
17 1/4 Turns
18 Turns
17 1/2 Turns
6 1/4 Turns
11 Turns
5 1/4 Turns
4 1/2 Turns
_
NOTE:
(Measure From Top of Booster Plate to Top of Handle)
Think about locating holes, stop blocks, color coding, gauges
No more tweaking
Make the first part a good part every time
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Handle Height In Inches
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10
141
115
114
109
114
101
xxx
191
9
121
99
98
94
98
88
xxx
164
8
101
83
82
79
82
73
xxx
137
7
82
67
66
64
66
60
xxx
110
6
62
51
50
49
50
45
110
83
5
42
35
34
34
35
30
74
56
4
23
19
18
19
19
16
57
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3
4
xxx
xxx
xxx
xxx
xxx
xxx
xxx
DME
A31
A46
A70
A70/DME
A110
134A
152A
12 turns per 1 inch
Top of Handle
= Adjust Down (Turn Clockwise)
= Adjust Up (Turn Counterclockwise)
Grams per turn
DME
1.6
A31
1.3
A46
1.3
A70
1.2
A70/DME
1.3
A110
1.2
134A
3
152A
2.2
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Top of Booster Plate
SMED
How do we use SMED?
“Muda”
Wasteful Activity
 Look for the 8 wastes in the process?
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Defects- Creating WIP (Work in Progress) or waste
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Overproduction- Too much, too early
Waiting Time- Waiting for something before
continuing
Non-Utilized Talent- Damage to people
Transportation- Moving people or materials
Inventory- Accumulation of product to be worked
Motion- Unnecessary human movement (Turning,
twisting, bending, taking steps, etc…)
Extra Processing- Non value added to the
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process
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SMED
How do we use SMED?
 Eliminate the Set-Up
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Believe that all set-ups can be eliminated
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Eliminate the set up through Rapid Improvement
Events and Projects
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Trial and error, learn by doing
Continue to believe that set-up is a short term
problem
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On the average 86% of a process is waste
Improve until it’s a single touch set-up
Ideal State is less than 10 minutes
Work to implement a long term solution
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SMED
Set-Up Reduction Ideas
6S
 Develop checklists for all items necessary for
changeover
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Tools, gauges, materials, parallel operators, etc.
 Perform checks on all items to insure proper function
and fit
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Tools sharpened, rebuilt or preset
 Stage all items at the workplace
 Die carts, tool boards
 Think like the Operating Room
 Try to stay within a few feet of the process at all times
 Prepare operating conditions prior to changeover
 Flush ready, next product ready
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SMED
Populate the Impact Matrix
 Use an Impact Matrix to organize and
prioritize improvement ideas.
Impact Matrix
Action Item
List
When
time
allows
Kill It
Impact
Brainstor
m Ideas
Do it this
week
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Difficulty
SMED
How do we use SMED?
 Build a “Pro Forma” bar on your Bar
Chart utilizing the improvements that
have been proposed.
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8000
8250
8000
7000
“Pro Forma”- An educated Guess of the
6000
Future State
1250 Take pallets
to warehouse
7750
7500
7250
7000
500 Tail off cartons
6750
6500
1250 Pack cans
6250
6000
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Go through each step and discuss
any improvements and what effect
they should have on the time for that
step.
Build the “Pro Forma” with the new
time for each step.
Compare the “Pro Forma” bar to the
“Current State” bar. What percent
improvement can be expected?
Pro Forma/Current State minus 1 = %
Improvement
5000
5750
5500
5250
5000
250 Cap cans
500 Actuate cans
4750
4000
4500
2250 Gas cans
4250
4000
3750
3000
3500
3250
3000
2750
2000
2500
2250
1500 Fil cans
2000
1750
1500
1000
1250
1000
750
750 Get cans
500
0
250
Current
Internal
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External "Pro-Forma"
Futu
SMED
How do we use SMED?
 Work on the
“Do it this
week” items from the
Impact Matrix.
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List action items
Assign responsibility.
Meet back at regular
intervals to discuss
progress.
Update progress
 It may take several
Rapid Experiments to
achieve optimal results
Impact
Matrix
Action
Item
List
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SMED
How do we use SMED?
 Observe the
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“Future State.”
Record the new changeover.
Test the improvements and new process.
How have the new processes helped?
Record the new times for each step. (Seconds)
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SMED
How do we use SMED?
 Use the new times to make a
“Future State” bar on your
Bar Chart.
8000
8250
8000
7000
7750
7500
Compare the “Future
State” with the “Pro
Forma.”
6000
-25%
7250
7000
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BAR CHART
1250 Take pallets
to warehouse
500 Tail off cartons
6750
6500
1250 Pack cans
6250
6000
5000
5750
-56%
5500
5250
5000
250 Cap cans
500 Actuate cans
4750
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Were you able to meet
the “Pro Forma?”
4000
Were you able to meet
your goals?
2250 Gas cans
4250
-75%
4000
3750
3000
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4500
3500
3250
3000
2750
2000
2500
2250
1500 Fil cans
2000
1750
1500
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Use this Bar Chart for
presentation only.
1000
1250
1000
750
750 Get cans
500
0
250
Current
Internal
External "Pro-Forma" Future31State
SMED
How do we sustain SMED?
 Make a Key Points Sheet for the SW-
(Standard Work) Board.
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This will be used to help train operators with
the new process.
 Make a Changeover Visual Control to be
used at the SW Board.
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This will be used to track changeovers and
assist in sustainment.
Visual
Control
Sheet
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Key
Points
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SMED
Where do we go from here?
 Sustainment! Sustainment! Sustainment!
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What can we do to help with sustainment?
 Talk with other people to let them know about the
benefits of a more organized facility.
 Encourage change for the better (“Kaizen”) and assist
with new ideas.
 Follow up on your event and raise attention when
sustainment has slipped. (“Audits”)
 Everyone must follow the key point sheet.
 We must collect data that is needed.
 Everyone must be on board!
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 Continuous Improvement Never Stops!!!
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SMED
SMED Training Format
MON
TUE
WED
THU
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 SMED TRAINING
 VIEW CURRENT STATE
 SEPARATE EXTERNAL STEPS FROM INTERNAL
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STEPS
LOOK FOR WASTE IN THE PROCESS
BRAINSTORM SOLUTIONS TO REMOVE WASTE
POPULATE IMPACT MATRIX WITH ACTION ITEMS
COMPLETE PRO-FORMA TO ESTIMATE
IMPROVEMENTS
COMPLETE ACTION ITEMS
OBSERVE FUTURE STATE AND DOCUMENT
COMPLETE KEY POINT SHEET
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TRAIN PERSONNEL
SMED
It is time to come to terms.
Click for each
answer below
Initial Set-Up Time
 What is the “Current State”?
Change for the Better
 What does “Kaizen” mean?
 What does “Poka Yoke” mean?
Error Proofing
 What does “SMED” stand for?
Single Minute Exchange of Dies
 What does “TPM” stand for?
Total Productive Maintenance
 What is the difference between “Internal & External”?
What has to happen when the machine is down and what can be done prior or after
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What does the “Pro Forma” mean?
What is the “Future State”?
What does “Muda” mean?
What is the “Gemba”?
 What does “
Educated guess of the Future State
New Standard for Changeover
Wasteful Activity
Work Place
“ say?
Set-Up Reduction
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