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Single Minute Exchange Of Die (SMED) - Virgo Valves
Single Minute Exchange Of Die (SMED) - Virgo Valves
Single Minute Exchange Of Die (SMED) - Virgo Valves
Single Minute Exchange Of Die (SMED) - Virgo Valves
Single Minute Exchange Of Die (SMED) - Virgo Valves
Single Minute Exchange Of Die (SMED) - Virgo Valves
Single Minute Exchange Of Die (SMED) - Virgo Valves
Single Minute Exchange Of Die (SMED) - Virgo Valves
Single Minute Exchange Of Die (SMED) - Virgo Valves
Single Minute Exchange Of Die (SMED) - Virgo Valves
Single Minute Exchange Of Die (SMED) - Virgo Valves
Single Minute Exchange Of Die (SMED) - Virgo Valves
Single Minute Exchange Of Die (SMED) - Virgo Valves
Single Minute Exchange Of Die (SMED) - Virgo Valves
Single Minute Exchange Of Die (SMED) - Virgo Valves
Single Minute Exchange Of Die (SMED) - Virgo Valves
Single Minute Exchange Of Die (SMED) - Virgo Valves
Single Minute Exchange Of Die (SMED) - Virgo Valves
Single Minute Exchange Of Die (SMED) - Virgo Valves
Single Minute Exchange Of Die (SMED) - Virgo Valves
Single Minute Exchange Of Die (SMED) - Virgo Valves
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Single Minute Exchange Of Die (SMED) - Virgo Valves

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  • 1. Lean Kaizen Mela 2013Lean Kaizen Mela 2013Project Presented by Virgo Valves & Controls Ltd.Hinjewadi, Plant.
  • 2. Lean Kaizen Mela 2013Lean Kaizen Mela 2013Virgo is one of world’s fastest growing groups in the flow control industry. Withcustomers in over 60 countries, manufacturing locations in 4 countries across 3continents and over 900 employees worldwide, Virgo has emerged as a leadingmanufacturer of Ball valves and Automation serving diverse markets worldwide.Virgo Valves & Controls Ltd. Hinjewadi, PuneCompany Introduction
  • 3. Lean Kaizen Mela 2013Lean Kaizen Mela 2013Learning Best PracticesExecution of LeanPrincipalsSustenance byBuilding CultureMgt. Key performancemeasures improvement LeanManufacturing5”S” training toEngineers andOperators. 5”S” zones with,Leaders/Facilitators & monthlyaudits toimprove. Value StreamMapping (VSM)training &physicalmapping in allproduct lines. QualityOperatingsystem (QOS)for keymeasures. Sustenance in5”S”, Kaizen &QOS. OverallEquipmentEffectiveness(OEE) forbottleneckmachines. SMED InventoryManagement,reduction in above180 days. Improve Customeron-time delivery. Manufacturingcapacityimprovement.2009 2010 2011 2012Best Practices Progress at Virgo
  • 4. Lean Kaizen Mela 2013Lean Kaizen Mela 2013Project Theme –Project Theme – Reduction in Setup time by introducing Lean manufacturing tools –Reduction in Setup time by introducing Lean manufacturing tools –SMEDSMEDSingle Minute Exchange of DIE (SMED)Single Minute Exchange of DIE (SMED)Machine Name –Machine Name – BFW VMCBFW VMC Component –Component – 18”#300 Ball TPD18”#300 Ball TPDScope for Improvement in OEE to compile target of 75% .Higher Setup time (2Hrs 54mins) for stem side pocketing to Trunion side milling Operation.Fixture change frequency & time is more w.r.t size of Ball (16” ,18” & 20”).Operator fatigue is more during Loading & unloading of fixture & component.Opportunities for Selection of theOpportunities for Selection of the Machine and ComponentMachine and Component
  • 5. Lean Kaizen Mela 2013Lean Kaizen Mela 2013Video of existingsetup change practicesTeam formation & TrainingTarget setting & scope defineSelection of machine and ComponentIdentification of Internal &External activityElementary breakup Analysis & TeamBrain storming on Existing videographyIdentify scope for conversion of internalactivities into external activities &external activities for eliminationVideo for setup change activities afterimplementation of kaizen burstElementary breakup Analysis &TeamBrain storming on After videoProcess Followed – P-D-C-A CYCLEPlanDoCheckActImplementation of Kaizen burstReview of Results against Target &Standardization of process with check list &audit schedule.
  • 6. Lean Kaizen Mela 2013Lean Kaizen Mela 2013 OEE Improvement by 75% Reduction in Setup time by 65%. Increase in Productivity by 40 % Operator Fatigue reduction by 60%Target and Scope for improvementTarget and Scope for improvementTeam FormationSr No. Name Department Responsibility1 Lalit kumar satkur Manufacturing Co-faciliator2 Shailesh Kumar singhOperationalexcellenceMember3 Shashikant Dhagale Manufacturing Member4 Dattatrya Bhosale Manufacturing Member
  • 7. Lean Kaizen Mela 2013Lean Kaizen Mela 2013Activities- Internal External Elimination
  • 8. Lean Kaizen Mela 2013Lean Kaizen Mela 2013Activities Analysis Major three Contributor in Set up Time – 80- 20 Rule
  • 9. Lean Kaizen Mela 2013Lean Kaizen Mela 2013Team Brain Storming– Option Selection & Activity Listing“Brainstorming for Opportunity”Option1: Taking the Facing operation on HBM m/cOption 2: Trial of Trevisan-450 m/c existing fixture for both operation.Option 3: Required New Ring type Fixture.Root cause Analysis:To hold proper face location w.r.t ball & angle plate To hold proper ball resting position on fixtureTo proper setting & alignment of ball.Activity after Brain storming:Designed new Ring type fixture for Sizes (16” to 20”) which is for stem side bore operation Angle plate arrangement for Ensuring Alignment of Stem Pocket machining w.r.t Spherecenter.Ball resting position to be defined w.r.t. new fixture. Procedure to be defined for proper loading & unloading.
  • 10. Lean Kaizen Mela 2013Lean Kaizen Mela 2013Actions with Responsibility and Due Date
  • 11. Lean Kaizen Mela 2013Lean Kaizen Mela 2013After Video - ObservationsBefore:-After:-
  • 12. Lean Kaizen Mela 2013Lean Kaizen Mela 2013Drawing of New fixture which is common for Ball size 16” 18” & 20”.Ring type fixturefor16”,18” &20”ballsAngle Platefixed on tablefor all sizesScope for KaizenReferencew.r.t angleplate
  • 13. Lean Kaizen Mela 2013Lean Kaizen Mela 2013Problem Counter Measure Result• Different size (16”,18” & 20”) ofPins were clamped directly onfixture which take more time forclamping & Positioning duringunder setup.• Fixture Weight =391.16Kg• Standardized Disc type fixturedesigned which is common for16”,18” &20” balls.• Eliminate Pin type fixture.• Eliminate pins setting time(14 mins) when changingthe balls setup.• Reduced Operator fatigue.• New Fixture Wight =203.71KgKAIZEN Diagram.Before KAIZEN After KAIZENScope for Kaizen- Elimination of Pin type fixture
  • 14. Lean Kaizen Mela 2013Lean Kaizen Mela 2013Problem Counter Measure Result• Due to more weight of fixture werequired crane & hook for loading& unloading the fixture.• Operator waiting time is more dueto some time unavailability ofcrane.• Standardized Disc type fixturedesigned which is common for16”,18” &20” balls.• Saved Operator Waitingtime (7 mins) for crane.• Reduced loading &unloading setup time(11mins).• Reduced Operator fatigue.• Easily can handledKAIZEN Diagram.Before KAIZEN After KAIZENScope for Kaizen – Avoid the use of Crane
  • 15. Lean Kaizen Mela 2013Lean Kaizen Mela 2013Problem Counter Measure Result• Different size 3 pins of eachballs were clamped directly onfixture & 4 nos nut & bolt usingon both side of fixture fortightening the fixture which takemore time for clamping &decamping the fixture.• Standardized only two nos of studsusing for ball clamping which iscommon for 16 “ to 20”.• Eliminate all 9 nos. pinsfor 16” to 20”• Reduced 4nos nut & bolt &fixture base plate length• Reduced setup time(3mins).• Reduced operator fatigueKAIZEN Diagram.Before KAIZEN After KAIZENScope for Kaizen – Bolting is Enemy
  • 16. Lean Kaizen Mela 2013Lean Kaizen Mela 2013Problem Counter Measure Result• Different size 3 pins of each ballswere clamped by using 2 nos. Sidepads & 1 nos screw jack for holdingthe ball which take more time & fatigueduring clamping & decamping the Balls• Ball was proper not butting on thefixture, due to this we are unable toapply more speed & feed.• Standardized only two nos of studs usingfor ball clamping which is common for 16“ to 20”.• Eliminate below holding jack.• Reduced 1no. Pad & fixturebase plate length• Reduced cycle time (2Mins).• Reduced operator fatigue• 30% increased in machiningparameter thus reduce incutting timeKAIZEN Diagram.Before KAIZEN After KAIZENScope for Kaizen- Component Clamping
  • 17. Lean Kaizen Mela 2013Lean Kaizen Mela 2013Problem Counter Measure Result• During loading the balls using thewooden block for 2 to 4 times settingthe ball on fixture which was taken moretime.• Ball Truing time was also more .• Operator Fatigue was more• More opr fatigue 7 chances of nearmisses during adjustment.• Standardized only two nos of studs usingfor ball setting which is common for 16 “to 20”.• Reduced setting time(6Mins ) of ball duringsetup.• Reduced Truing time ofball.• Reduced operator fatigue&safe handling, easy totrue the ball.KAIZEN Diagram.Before KAIZEN After KAIZENScope for Kaizen- Safety is first
  • 18. Lean Kaizen Mela 2013Lean Kaizen Mela 2013A) StandardizationStandard Setup Procedure.Common fixture for 16”,18” & 20” Ball operation.Horizontal deployment of Ring type fixture for another BFW VMC machine.Standard Operating Procedure for Set- Up change activities.B) SustenanceAudit Review schedule defined fortnightly.Circulation of audit observations.Action plan updating on audit observations.C) Lesson learnedTeam innovating thinking.Bolting is enemy.Team work.Session systemization
  • 19. Lean Kaizen Mela 2013Lean Kaizen Mela 2013BenefitsA) Improved :- OEE(%) from 69% to 72%. Productivity by 20% (15 to18nos ball/month) Man & machine utilization. 6’S . Safety.B) Reduced :- Setup time (2hrs 54mins to 1hrs 21mins)& Operator Fatigue. Fixture weight (391.16 kg to 203.71kg). Man Movement (avg 6 to 8 times). Operator Waiting time (avg 10 to 20mins)for Crane & helper. Cost (46700Rs To18012Rs) by in-housemanufacturing.GoodGood
  • 20. Lean Kaizen Mela 2013Lean Kaizen Mela 2013Result
  • 21. Lean Kaizen Mela 2013Lean Kaizen Mela 2013

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