Smed smpl 1

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  • Single Minute Exchange of Dies is a “Process” focused on reducing waste through the reduction of setup processes associated with Equipment, Machines, Tooling. It is a continual improvement process focused on incremental improvement driving towards a “ On Step Setup Operation” We use One Step Setup to confer that the goal for setup operations should be a One Step Process taking less than a few minutes.
  • Single Minute Exchange of Dies is a “Process” focused on reducing waste through the reduction of setup processes associated with Equipment, Machines, Tooling. It is a continual improvement process focused on incremental improvement driving towards a “ On Step Setup Operation” We use One Step Setup to confer that the goal for setup operations should be a One Step Process taking less than a few minutes.
  • 5 S is a continual improvement process. It isn’t complete once you perform the 5 initial steps- this is known as “active 5S”. In fact, this is the beginning point for the next two applications of 5S: Making 5S a Habit and Preventive 5S.
  • One Step Setup ( SMED) is a critical success factor required for an organizations growth and profitability! With an effecti8ve SMED program in place, companies will reduce waste associated with excess motion, excess inventories, excess waiting times, excess transportation, process waste, waste associated with defects. The result ----- A more flexible organization which can produce smaller and more diversified lots of products and services, at lower costs, without inventory buildups and with zero defects! Hence, on time deliveries, in the right quantity,at competitive costs.
  • One Step Setup results in customer service.
  • The ultimate deliverable of SMED is to increase service levels and profits ! It does this by the elimination of the wastes noted earlier. The only reason were in business is to make money ( profits) we do this by satisfying the customer, and we satisfy the customer by providing the “right product and service” at the “right time” at the “correct quantities”.
  • The primary focus of SMED is the elimination of wastes in the work environment that result from unorganized, unclean material, tools, machines, associated with setup/changeover processes.
  • This matrix is extremely important in understanding the relationship of Kaizen, Six Sigma, and Lean- site manufacturing. Notice that many of the continual improvement tools are common amongst the three programs. In essence it is important to note that Lean-site Manufacturing is really a deliverable of Kaizen ( when employed completely and correctly). It is also important here to recognize where SMED fits into the equation. SMED focuses on the elimination of wastes, so it is common and required for successful completion of Kaizen and Lean-site initiatives.
  • Have the group form in pairs and identify the types of inside/outside setup operations required for these types of machines. As part of the exercise, have them list an approximate setup time for each of the setup operations identified.
  • Have the group form in pairs and identify the types of inside/outside setup operations required for these types of machines. As part of the exercise, have them list an approximate setup time for each of the setup operations identified.
  • Have the group do this individually and give them about 10 minutes to complete this exercise. Lead a discussion on why items were put into each category and why the items were chosen to be discarded.
  • Have the group identify the types of waste associated with the setup/changeover operations for these two machines. How would an improved setup process eliminate or reduce these waste ?
  • Listed above is the implementation plan for a 5S program. Each step is explained on the upcoming slides.
  • Smed smpl 1

    1. 1. 1© 2000, QualityToolBox.com, LLC, all rights reserved A STRATEGY FOR PERFORMANCE EXCELLENCE ( One Step Setup) Set-up and changeover reductions for equipment, tooling and machines.
    2. 2. 2© 2000, QualityToolBox.com, LLC, all rights reserved Executive Overview Participant manual Tools WorkbookKnowledge Breakthrough Lecture notes Lecture notes Performance Excellence Series Training Module Elements
    3. 3. 3© 2000, QualityToolBox.com, LLC, all rights reserved Session 1.0 Introduction…….……...…………………... 4 Session 2.0 Waste Management ………………………. 12 Session 3.0 Setup Practices…………………………….. 22 Session 4.0 Traditional /Strategic Setup Approach…… 29 Session 5.0 SMED Implementation Planning…………. 34 Element 5.1 Implementation Team……………………… 36 Element 5.2 Implementation Plan………………………. 37 Element 5.3 Communication Plan………………………. 38 Element 5.4 Training Plan………………………………. 40 Element 5.5 One Step Setup…………………………….. 42 Element 5.5.1 Separate Internal from External Setup…… 44 Element 5.5.2 Integrating Internal into External Setup…. 49 Element 5.5.3 Reducing Setup Processing Time…………. 63 Element 5.5.4 Optimizing Setup Processes……………….. 92 Element 5.6 Verification & Standardization…………… 95 Session 6.0 Summary…………………………………… 105 Table of Contents Knowledge Breakthrough
    4. 4. 4© 2000, QualityToolBox.com, LLC, all rights reserved SMED is Continuous Improvement It is a customer driven requirement. Customers are demanding: Product and service diversity Lower costs Higher reliability and quality. In essence organizations need to become leaner ! So organizations must: Produce smaller lots, more frequently. Expand the scope and diversity of products and services. Reduce quality defects.
    5. 5. 5© 2000, QualityToolBox.com, LLC, all rights reserved Ultimately, SMED focuses on reducing changeover and set-up times, thus enabling organizations to: Produce smaller lots of products and services more frequently ! Develop a broader scope of products and services ! Reduce quality defects towards zero ! Meet Customer’s Expectations !
    6. 6. 6© 2000, QualityToolBox.com, LLC, all rights reserved What Does Set-up/changeover reduction mean for my business? Increased customer service levels and profits ! Via Waste Elimination resulting in: Reduced Lead Times-Faster Delivery Zero Inventories-Reduced Working Capital Improved Quality Improved Safety Smaller lots of products-flexibility Diversified Product & Service Options
    7. 7. 7© 2000, QualityToolBox.com, LLC, all rights reserved •To eliminate the wastes that result from “uncontrolled” processes increasing inventories and lead times.. • To gain control on equipment, material & inventory. • Apply Control Techniques to Eliminate Erosion of Improvements. • Standardize Improvements for Maintenance of Critical Set-up Parameters. Look Familiar? Why SMED ?
    8. 8. 8© 2000, QualityToolBox.com, LLC, all rights reserved Major CPI Tools (6σ) Kaizen Lean Description Cp/Cpk Process capability assessment DOE Design of experiments SPC Process control based on statistics and data analysis FMEA Risk assessment tool Regression Correlate effect one variable has on another Process Map Map process steps to communicate and identify opportunities 5 whys /2 hows Determination methods for root cause discovery Pareto Column chart ranking items highest to lowest Fishbone Cause / Effect Diagram 5S Elimination waste Visual Mgmt Emphasis on visual techniques to manage process Poka-Yoke Error proofing techniques Spaghetti Chart Kanban Material storage technique used to control process Takt Time Determine pace or beat of a process Std Work Evaluate tasks done during a process SMED Single minute exchange of dies - Quick machine set up TPM Integrate maintenance strategy with process Cellular Flow Reduce inventory & cycle time through process layout and pull production techniques Expand Process Improvement Program to Utilize Kaizen Tool KitExpand Process Improvement Program to Utilize Kaizen Tool Kit Tool Kit Comparison
    9. 9. 9© 2000, QualityToolBox.com, LLC, all rights reserved Identify what types of internal and external setup times are involved in the following pictures. Picture A: Wire Cutting Machine Picture B: Metal Stamping Machine
    10. 10. 10© 2000, QualityToolBox.com, LLC, all rights reserved Identify what types of internal and external setup & times are involved in the following pictures. Picture A: Wire Cutting Machine Picture B: Metal Stamping Machine ___________________________ ___________________________ ___________________________ ___________________________ ___________________________ ___________________________ ___________________________ ___________________________ ____________________________ ____________________________ ____________________________ ____________________________ ____________________________ ____________________________ ____________________________ ____________________________ Setup Type Setup TypeTime ( Min) Time ( Min) Think Break
    11. 11. 11© 2000, QualityToolBox.com, LLC, all rights reserved Internal External Setup Classify Three items under each item category. ExternalInternal ____________ ____________ ____________ ____________ ____________ ____________ Which items would you convert from internal to external Setup ? ____________________________________________________ ____________________________________________________ Why? ____________________________________________________ ____________________________________________________ Think Break
    12. 12. 12© 2000, QualityToolBox.com, LLC, all rights reserved Traditional Setup Practices Material movement occurs after the machine is turned off. Detection of defects or missing equipment is noticed which the machine is running. Defective tooling,fixtures, setup instruments are noticed after the machine is turned on. •Completed products are transferred to next operation. •Raw material is moved after the machine is stopped. •Setup tooling delivered after the changeover has begun. •Defective product identified after internal setup has begun. •The operator notices that equipment is missing after internal setup has begun.
    13. 13. 13© 2000, QualityToolBox.com, LLC, all rights reserved Preparation - Ensures that all the tools are working properly and are in the right location. Mounting & Extraction - Involves the removal of the tooling after the production lot is completed and the placement of the new tooling before the next production lot. Establishing Control Settings - Setting all the process control settings prior to the production run. Inclusive of calibrations and measurements needed to make the machine, tooling operate effectively. First Run Capability - This includes the necessary adjustments( re- calibrations, additional measurements) required after the first trial pieces are produced. Setup Improvement- The time after processing during which the tooling, machinery is cleaned, identified, and tested for functionality prior to storage. 5 “Traditional”Setup Steps Defined
    14. 14. 14© 2000, QualityToolBox.com, LLC, all rights reserved Setup Steps Setup Type Traditional Internal Setup Type Traditional External Resource Consumption ( %) Setup Type One-Step Internal Setup Type One-Step External Preparation X 20 % X Mounting & Extraction X 5 % X Establish Control Settings X 15 % X First Run Capability X 50 % N/A N/A Process Improvement X 10 % X “Traditional”Setup Resource Consumption Analysis
    15. 15. 15© 2000, QualityToolBox.com, LLC, all rights reserved Examples of wastes in a traditional setup ! What kind of “setup wastes” can you identify in this pictures ? ________________________________________________________ ________________________________________________________ ________________________________________________________ Think Break
    16. 16. 16© 2000, QualityToolBox.com, LLC, all rights reserved Separate Internal from External Setup Optimizing Setup Processes Integrate Internal into External Setup Reduction of Setup Processes One Step Setup Implementation Plan Progressive Enhancements Step 2 Develop Specific Implementation Plan Step 3 Develop Communication Plan Step 4 Develop One Step Setup Training Plan Step 5 Implement One Step Set-up Step 6 Verification / Standardization Step 1 Develop One Step Setup Implementation Team
    17. 17. 17© 2000, QualityToolBox.com, LLC, all rights reserved Phase 2 Combining equipment functionality Involves standardizing the equipment ( parts, tooling, processes) based on commonality between setups to reduce the number of setup steps and cycle times. The common setup parts were identified and replaced with this jig/holder combination. Notice how different quantities of the same part can be setup with the same fixture. Also, these setups can occur while the machine is running. By using these fixtures, the parts are automatically centered and adjusted for height and flatness as a part of External setup- not Internal setup.
    18. 18. 18© 2000, QualityToolBox.com, LLC, all rights reserved Tooling supplies are clearly labeled Tooling supplies are neatly assigned a unique location. Waste associated with finding, replacing, motion will be eliminated by this example of visual placement.
    19. 19. 19© 2000, QualityToolBox.com, LLC, all rights reserved Phase 3: Reducing setup processing time. Elimination of Bolts & Adjustments. Bolt attachments requires 32 complete turns for each bolt or screw (1 for each thread) to fasten this bolt and die to a machine. This clamp attachment requires one step to attach the die to a machine. Example of One Step Fastening
    20. 20. SMED for the Workplace Training and Sourcebook for SMED Worksheets
    21. 21. How to Use This Manual The continuous improvement tools that are presented in Sections 1-10 of this manual are shown in order of use. These forms MUST be completed in the order presented in this manual. Each section contains a brief description of the tool, its purpose, when to use it, who should use it, how to use it, and the expected results. Remember to focus on the elimination of waste. Strive to maximize yields and obtain cost reductions from existing machinery and equipment before “buying solutions”. Improve current systems and techniques before automation. Automating a system or practices without first having an understanding of the process will not solve underlying process problems. Perhaps the most important point to remember is that we must understand a process before we make any attempt in changing it. “No Tampering” is the first rule of continuous improvement. We can not tamper with a process without understanding it. By using these tools, we will all share a common and systematic approach for questioning, analyzing, proposing solutions, experimenting, and finally, implementing proven changes. “The problems that exist in the world today cannot be solved by the same level of thinking that created them.” Improvement Identify waste Measurement SMED Template
    22. 22. Table of Contents Section 1 Development of SMED “To Do” Plan: Establishment of the SMED team’s Action plan identifying the specific actions required for each of the four (4) phases of SMED implementation. Deliverable includes action plan and associated tasks with the SMED implementation. 4 Section 2 Waste Identification Map: Identification of the 9 wastes associated with production of products and services. A detailed map of each major work area is developed describing the major types of wastes in each area. These wastes are the improvement opportunities that exist prior to SMED. The overall wastes is calculated for all the work areas and identified on the 9 Waste Radar Chart 7 Section 3 SMED Action sheet: Establishing baseline key performance metrics in terms of key deliverables, photographs, and current conditions of the “before” SMED implementation phase. Deliverable includes the SMED action sheet. Please note: A video recording of the “ before” setup operation is recommended. 11 Section 4 Setup Process Map: A map showing the critical setup inputs, processes and outputs for each machine/equipment setup operation. 14 Section 5 Standard Operation Setup Check-sheet: Identifies the setup operations and respective process parameters required for an effective changeover. Also identifies resource requirements for the setup operations previously identified. 17 Section 6 Setup Work Combination Sheet: Used to graphically display the amount on Internal and External setup time within a changeover process for a particular machine. It further shows tasks that are performed in series and parallel for further analysis. 21
    23. 23. Section 7 Setup Conversion Matrix: A matrix identifying the methodology for converting internal setup operations into external setup operations. 24 Section 8 SMED Conversion “To Do”: An action list identifying specific setup improvement tasks for each conversion opportunity identified in the “Setup Conversion Matrix”. 27 Section 9 Operational Control Plan: Procedure for setup operations AFTER setup improvements have been made. This is a control plan to ensure consistent setup with the newly identified setup parameters as a result of the SMED implementation. Includes visuals of setup tooling, & supplies. 30 Section 10 Standard Visual Sign: Used to identify the machine, tooling, supplies, & inventory location within the workplace. Shows the type of item, location of item, quantity of item, and the preceding and following processes. 34 Section 11 SMED Status Report: Provides a format to compare improvement efforts between a desired target and known starting value. 36 Section 12 Waste Identification Map: Identification of the 9 wastes associated with production of products and services. A detailed map of each major work area is developed describing the major types of wastes in each area. These wastes are the improvement opportunities that exist prior to SMED. 9 Wastes Radar Chart: After the completion of SMED, the results of the waste reduction is recorded, charted and compared to the initial 9 Waste Radar Chart. 39
    24. 24. Section 7 Setup Conversion Matrix
    25. 25. SET-UP CONVERSION MATRIX Sheet Date: Page of Operator Number Standard Set-up TimeArea/Department Machine/Equipment Name Set-up Tools Required Date Prepared Minutes CURRENT PROCESS CURRENT TIME PROPOSED TIME NO. Task/Operation Internal External IMPROVEMENT Internal External Current Total: Improve Total Conversation Methology Preparation of Set-up Process Combining Equipment Functionality Standardized Jigs
    26. 26. Setup Conversion Matrix Purpose Used to identify specific actions taken to convert internal setup operations into external setup operations as part of Phase 1 in the SMED program. When To Use The Setup conversion Matrix should be used after the Setup work Combination sheet has been completed. Who Should Use It The Setup conversion Matrix can be used by anyone involved in area or process improvement. Expected Benefits The resultant deliverables will be specific actions aligned with each of the three conversion methodologies(Preparation of Setup Processes, Combining Equipment Functionality, Standardized Jigs) to convert internal setup operations into external setup operations.
    27. 27. How To Use It 1. Complete the sections titled “ Area/Department, Machine/Equipment Name, Setup Tools required, Operator Number, Date, and Standard Setup time. 2. List all the specific setup tasks/steps in sequential order(can obtain this information from the process map)under the column titled “tasks/operations” and indication the step number under the column titled ”No.”. 3. Next list the total amount of Internal and External Setup time in the appropriate column for each task Before any changes have been made. 4. Complete the column titled” improvement” by listing the specific continual improvement actions that will be taken to convert the Internal setup time into External setup time. 5. Next complete the column titled “proposed time” by listing the expected Internal and External setup times. 6. Finally add up the total internal and External setup times for both the current and proposed columns and list these at the bottom of the form in the sections titled “ Current Total & Improved Total “ respectively. Next Step You are now ready to move to the next step, the SMED Conversion To Do List.

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