2. Form #: 00-LS80-F103-A Revision Date 02.03.2011
Team Introduction
Project champion/leader: Paul Ramirez – LSS
Project sponsor: Antonio Rangel
Lean champion: Fermin Renteria
Core team members:
Alejandro Escareno - Process
Pedro Rodriguez – Tool Room
Angel Cruz - Planning
Alejandro Escareno - Process
Jesus Chanez– Maintenance
Jose L. Reyna- Production
Luis Martinez- Metrology
2
3. Form #: 00-LS80-F103-A Revision Date 02.03.2011
Define
Problem/Opportunity Statement
Nypro Juarez, since March, 2014 has experienced
mold change and start up time in 16 hrs Avg.
This Long Time represent the flow defects and cost:
-Waiting's
-Fine Tune
-Up Mold
-Final Approval
-Quality Release
Project Scope
NYPRO JUAREZ
SMED
Goal Statement
Define stability in the scheduled system and
the change over process. Establish
HEIJUNKA tool in the all IMM and the
communication system . Avoid the waiting's
in the change over process and avoid the
excess machine change over Reduce the
change over time by 50% (Current 16 hrs to
8 hrs Avg. ) with methodology of SMED,
converting internal activities to external
Business Case / Financial Impact
Set-up time reduction in a 50 %.
Cost per set-up time $515.2 USD avg. (Machine
Rate)
Qty of mold changes per month 240 Avg
Actual monthly cost = 240 x $515.2 USD = $123,648
USD x 50% of reduction = $61,824 USD monthly
savings.
OEE metric increase from (measuring) 49% to up to
75%.
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4. Form #: 00-LS80-F103-A Revision Date 02.03.2011
Define
Quality Parameters
Project Timeline
Change Over Time
OEE
Qty Re-Start up
Qty Start Up
% Heijunka
Voice of the Customer
Minimize down time for set-up time
Increase %OEE
Mold set-up time (mold down / mold up) Target
3 hrs
Start up time (fine tune / final approval) Target
3 hrs
Increase % Heijunka
Phase Date Planned Start Date Date Completed
Define 3/5/2014 7/5/2014 7/5/2014
Measure 10/5/2014 11/6/2014 11/6/2014
Analyze 14/6/2014 18/6/2014 18/6/2014
Improve 21/7/2014 27/7/2014 27/7/2014
Control 28/7/2014 30/9/2014 30/9/2014
4
5. Form #: 00-LS80-F103-A Revision Date 02.03.2011 5
Measure – Actual work
elements
We measured the actual work elements in the set-up time
(including mold change and start up). We display the steps using like flow chart.
This Flow Chart are since last FG to First FG of other product.
6. Form #: 00-LS80-F103-A Revision Date 02.03.2011 6
Measure – Actual work
elements
We measured the actual work elements in the set-up time
(including mold change and start up). We display the steps using like flow
chart.
Changue Over Time include: Change Mold, Start up, Quality Release, Fine
Tune.
7. Form #: 00-LS80-F103-A Revision Date 02.03.2011
Measure – Change Over Times
7
W-46W-47W-48W-49W-50 W-1 W-2 W-3 W-4 W-5 W-6 W-7 W-8 W-9 W-10W-11W-12W-13W-14W-15W-16W-17W-18W-19W-20W-21W-22W-23W-24W-25W-26W-27
Change over time Avg/week 8.4 4.2 17.9 9.29 11.45 3.95 13.7 10.278.176 6.65 12.3 9.47113.25 8.12 8.06 5.3 11.2616.0315.01 13.3 8.36 7.28 8.44 6.16 18.2810.1614.1710.1512.38 12 2.03 16.53
8.4
4.2
17.9
9.29
11.45
3.95
13.7
10.266
8.175555556
6.65
12.3
9.470833333
13.25
8.12 8.06
5.3
11.26
16.03
15.01
13.3
8.36
7.28
8.44
6.16
18.28
10.16
14.17
10.15
12.38
12
2.03
16.53
0
2
4
6
8
10
12
14
16
18
20
HRS
Change over time
Graphic average time of Change Over which we see is not stable and is much downtime
SMED methodology.
8. Form #: 00-LS80-F103-A Revision Date 02.03.2011
Measure – Pareto Chart
8
Time consumed 578.5 67.8 49.3 37.1 31.3
Percent 75.7 8.9 6.4 4.9 4.1
Cum % 75.7 84.6 91.0 95.9 100.0
Steps OtherFinal ApprovalUp MoldFine tuneWaits
800
700
600
500
400
300
200
100
0
100
80
60
40
20
0
Timeconsumed
Percent
Change over time main steps
This is a pareto the time we have in change Over Time, shows that 80% are waiting (waste).
Fine Tune: is when is when the technician makes final adjustment to the process
Up Mold; is when the technician change the different mold to start the setup
Final Aprooval: is when metrology does the release of the piece for run.
9. Form #: 00-LS80-F103-A Revision Date 02.03.2011
Measure– diagram spaghetti
9
Technical movements were measured with a spaghetti diagram for waste and reduce
movements
10. Form #: 00-LS80-F103-A Revision Date 02.03.2011
Analyze–Root Cause Analysis
10
Tool Cause and effect is used to facilitate the analysis of problems and
solutions regarding on methodology SMED, focused with the ideals
management framework of the same methodology.
11. Form #: 00-LS80-F103-A Revision Date 02.03.2011 11
Analyze – Internal to
External activities
We identified the internal and external activities, and we defined
conditions for achieve move the internal as external.
12. Form #: 00-LS80-F103-A Revision Date 02.03.2011 12
Analyze – Internal to
External activities
We identified move aprox 40% of the internal activities as external
activities
13. Form #: 00-LS80-F103-A Revision Date 02.03.2011
Analyze Summary
Root Cause Problem Cause Cause Validation
Explain the root cause in a
short phrase
How much do this cause
contribute to the overall
problem (as percentage)
Tool to validate root cause
Don’t use of signal (HEIJUNKA)
to prepare mold change
40% C&E and flow diagram
Lack of equipment to dry the
resin (prepare the resin before
to start)
15% C&E and flow diagram
Conflict production and mold
change
15% C&E and flow diagram
Molds not available 5% C&E and flow diagram
No Heijunka implemented
100%
20% C&E and flow diagram
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14. Form #: 00-LS80-F103-A Revision Date 02.03.2011
Improve
14
Now every supervisor
and technicians have
radios to communicate
with each other.
Supervisors had to go
directly to the
technician to give a
new order similarly
among technical
15. Form #: 00-LS80-F103-A Revision Date 02.03.2011
Improve
15
Hose racks were placed in all
bays and reduce the waiting
time
Buy tool kit and “Car of rapid change
over”
16. Form #: 00-LS80-F103-A Revision Date 02.03.2011
Improve
16
the rings and molds were identified to reduce
downtime by poor identification
were assigned areas par
avoid no added value in
the template switching in
search of molds
17. Form #: 00-LS80-F103-A Revision Date 02.03.2011
Improve
17
Heijunka program is 100% gender throughout the plant
18. Form #: 00-LS80-F103-A Revision Date 02.03.2011 18
Control –
•Monthly reviews with management
•Weekly meetings with the team
•Weekly meters to observe any abnormalities
•Standard work of the technical molding
•Work instruction of Technician of Molding (JZ-JD-2010-0109 Rev.1)
•Formats to time making(JZ-VF-2008-0192 Rev.2)
19. Form #: 00-LS80-F103-A Revision Date 02.03.2011
Control Summary
Implementation Plan Process Ownership
Future Opportunities
Replication:
The project will be replicated in metrology
area for the measurement of parts.
Documentation
STD Work
Sheet SMED
Process supervisor is the owner of the preparation
process. Metrics:
•% OEE,
•Qty Changue molds
•% Heijunka
•Qty Re- Start-up
•Qty screw cleanig
•Qty Mold cleaning preventive
19
20. Form #: 00-LS80-F103-A Revision Date 02.03.2011
Project summary Project Approach
SMED Methodology
STD Work
Impact on shareholder value
Change Over reduccion time 50 %
Increase Qty Mold cleaning without Loto
Drecrease Qty Screw cleaning
Home: 3/5/2014
Term: 30 / 9 / 2014
Executive Summary
20
Base line Current Time Change Mold Rate x Hr
Avg.
Change Over Change Over Per month Avg..
16 hrs 9 hrs 232 $32.20
USD
Soft Saving
Per month Avg.
$52,292 USD
