Process planning SMED and VSM: Single minute exchange of die and Value stream mapping

Process Planning
(PRP1)
VSM
(Value Stream Mapping)
&
SMED
(Single Minute Exchange of Die)
Student:
Yatinkumar patel

Introduction:
• Purpose of process planning is to translate design requirement to
manufacturing process detail.
• Process planning acts as a bridge between design & manufacturing.
• The process starts with selection of raw material & ends with the completion
of the part.
• It includes several techniques to improve process and manufacturing system
to reduce wastage of time, man power, material and resources.
• Further it is very useful in Lean production principle with application of
several tools and techniques in modern manufacturing world to meet highest
amount of production with less amount of error, defects and break downs.
• For the Lean principle most applicable tools are VSM (Value Stream
Mapping) and SMED (Single Minute Exchange of Die).

Lean Principle:
PERFECTION
PULL FLOW
VALUE
STREAM
VALUE
1.Identify value from the standpoint of the end customer
by product family.
2.Identify all the steps in the value stream for
each product family, eliminating whenever
possible those steps that do not create value.
3.Make the value-creating steps occur in tight
sequence so the product will flow smoothly
toward the customer
4.As flow is introduced, let customers pull value from
the next upstream activity.
5.As value is specified, value streams are identified,
wasted steps are removed, and flow and pull are
introduced, begin the process again and continue it until a
state of perfection is reached in which perfect value is
created with no waste.
1
2
34
5
PRINCIPLES OF LEAN

Lean Principle:
• For many, lean is the set of "tools" that assist in the identification and steady
elimination of waste (muda). As waste is eliminated quality improves while
production time and cost are reduced. A non exhaustive list of such tools
would include:
• SMED
• Value Stream Mapping.
• 5 S.
• Kanban (pull systems).
• poke-yoke (error-proofing).
• Total Productive Maintenance.
• Elimination of time batching.
• Mixed model processing.
• Rank Order Clustering.
• Single point Scheduling.
• Redesigning working cells.
• Control charts.
• Multi-process handling.

VSM (Value Stream Mapping):
• Special type of flow chart that uses symbols known as "the language of
Lean" to depict and improve the flow of inventory and information.
Purpose:
Provide optimum value to the customer through a complete value
creation process with minimum waste in:
• Design (concept to customer).
• Build (order to delivery).
• Sustain (in-use through life cycle to service).

• Many organizations pursuing “lean” conversions have realized that that
improvement events alone are not enough.
• Improvement events create localized improvements, value stream
mapping & analysis strengthens the gains by providing vision and plans
that connect all improvement activities.
• Value stream mapping & analysis is a tool that allows you to see waste,
and plan to eliminate it.
Why VSM..? :

Symbols VSM:
Milling
Customer Supplier MRP
Milling
•C/T: 12s
•C/O: 15 min
•1 Worker
•3 Processes
parallel
Process Box Process Box Work Cell
Customer
Data Process Box
(and Alternative)
Worker
Process Box (shared
with other value streams)
Supplier
Milling
• Various types of symbols use in VSM for indicating different process,
Inventory, Material flow, Information Flow.
SYMBOLS FOR
PROCESS
INDICATION

Symbols VSM:
300 pcs300 pcs 300 pcs 300 pcs
S
Cross Dock
Unstructured Inventory
(and alternatives) Safety Stock
(and alternatives)
FIFO Lane
(and alternatives)
Supermarket Cross Dock
300pcs
FiFo
Max 25
SYMBOLS FOR
INVENTORY
INDICATION

Push Arrow Transport
Finished Goods
Withdrawal
Milk Run Fork Lift Truck
Sequenced Pull Ball
Symbols VSM:
SYMBOLS FOR
MATERIAL FLOW
INDICATION

Symbols VSM:
(Production) Kanban (and alternative)
Triangle/Signal Kanban
(and alternative)
Manual Information Flow Digital Information Flow
Sequenced Pull Ball
(and alternative)
Withdrawal Kanban (and alternative)
Batch (Production)
Kanban
Batch Withdrawal
Kanban
PI
PW
Levelling
P
W
S
SYMBOLS FOR
INFORMATION
FLOW
INDICATION

Document Leveling Board Kanban Post
Manual Observation Problem Improvement Idea
IdeaProblem
Database
Symbols VSM:
SYMBOLS FOR
OTHER
INDICATION

VSM (Example):
• VSM is performed on project MENZA for Serving the food/Queue.
Definition of the problem
Problem For serving the food/Queue
Where Entrance of the lunch service area at Menza
When
Time between one to another person for
taking the meal special for 11:00 to 14:00
How Measure
It can be measured the time to take the meal
in seconds(queue) or no time (No queue)
Project Scope
Beginning Joining the queue
Ending Bring the tray to dishwashing area
Excluding Cooking the meal processes & place and
cleaning processes
Including Customers, employees, Ordering System
Metric, Today's value, Goal Value
Metric Time measurement in sec.
Today's Value
10 min. during the waiting line or time
Goal Value <=2 min (120 sec)
Forecasted gain
Financial
Increase the number of customer who
comes to Menza (avg. 40 czk per person)
Non financial
Decrease the time that is spent at Menza
to take the meal
Project harmonogram
Beginning Start of the semester
End End of Semester
Team
Sponsor Dr. Frantisek Koblasa
Team
members Yatinkumar Patel
PROJECT
CHARTER

VSM (Example):
PROCESS
ANALYSIS

Measurement Analysis:
• Initially analyzed and measured the food area and the process
thoroughly.
• We considered and had taken the quantity and quality of food in the
weekly testing schedule.
• We did a simple trial and error method for how many people are actually
getting benefit through the MENZA on lunch time.
• As well we calculated the wastage and demand along the weekly basis
• The time taken for Meal with salad, in the same did it for Meal with
dessert and the time collection for Meal with soup using stop watch on
the respective mobile phones.
• We did considering about prices on bi-weekly basis and the waiting time
of the respective probability.

Spaghetti Diagram:
• A spaghetti diagram is a visual representation using a continuous flow
line tracing the path of an item or activity through a process.
• The diagram in the figure below reflects a study done by a food
department administrative office. The intent of the study was to identify
ways to shorten the walking time from one activity to another for
frequently performed tasks.
Products Considered:
1. Main Course. 2. Main Course with soup.
3. Main course with Salad. 4. Main course with Deserts.
5. Special Meal with Deserts. 6. Special Meal.

 Process Identification:
1. Entry 2. Scanning the ISIC 3. Picking Food Tray 4. Picking Cutlery
5. Filling Drinks 6. Food Counter-1 7. Food Counter-2 8. Food Counter-3
9. Soup Stall 10.Special Meal Counter 11.Dessert Session 12.Salad Bar
13.Cash Counter 14.Dining Table 15.Diswashable Conveyor 16.Exit
1-2-3-4-5-(6,7,8)-11-13-14-15-16
1-2-3-4-5-(6,7,8)-9-14-15-16
Main Course with Deserts Main Course with Soup

1-2-3-4-5-(6,7,8)-13-10-14-15-16
Main Course with Special Meal
1-2-3-4-5-(6,7,8)-12-13-14-15-16
Main Course with Salad

1-2-3-4-5-11-13-10-14-15-16 1-2-3-4-5-13-10-14-15-16
Special Meal with Desert Special Meal

Another benefit of the visual drawing is to highlight major intersection points within the room. Areas where
many walk paths overlap are causes of delay. Waiting is one of the eight waste of lean, as is unnecessary
motion.
Major area where traffic and crossing
occurs
Visualization of whole products together
• Facing intersection near to the cash counter and the food counters due to unrelated queue.
• Flavored drinks and sweetened tea/unsweetened tea are in different place to filling.
• Sitting arrangements are not appropriate for the concerned layout.
• Facing difficulties for getting special meal directly.

VSM (Current state):
CONSIDERING
MAIN COURSE
WITH SALAD

Improved Layout:
Main Course with Soup Special Meal Main Course with Salad

VSM For Improved Layout:
CONSIDERING
MAIN COURSE
WITH SALAD

Merits of Improved layout:
• With new arrangement helps to reduce in non value added time 50%.
• Predefined quantity of deserts and salads according to previous statistics.
• Due to predefined quantity waiting time and miss-crossing will eliminate.
• Cash counter placed in entrance and because of pre-defined quantity so
before entering in queue first you can order salad or deserts and pay first no
need to go back again for payment.
• Tray counter and cutlery counter is near than current layout to make easy
and fast supply.
• By Appling Andon principle between cashier and special meal counter by
using screen.
• By applying Poke-Yoke principle we can separate used cutlery objects.
• It reduces the time consumption for weighting the salad on the cash desk,
moreover people can order their own salad through their access portal.

SMED (Single Minute Exchange of Die):
• SMED (Single-Minute Exchange of Dies) is a system for dramatically
reducing the time it takes to complete equipment changeovers. The
essence of the SMED system is to convert as many changeover steps as
possible to “external” (performed while the equipment is running), and
to simplify and streamline the remaining steps. The name Single-Minute
Exchange of Dies comes from the goal of reducing changeover times to
the “single” digits (i.e. less than 10 minutes).
• The system has been widely applied in automotive and other industries.
It received its name because when used effectively, setup times of a day
or more for manufacturing presses can be lowered to minutes.

SMED (Single Minute Exchange of Die):
A successful SMED program will have the following benefits:
Lower manufacturing cost (faster changeovers
mean less equipment down time)
Smaller lot sizes (faster changeovers enable more
frequent product changes)
Improved responsiveness to customer demand
(smaller lot sizes enable more flexible scheduling)
Smoother startups (standardized changeover
processes improve consistency and quality)
Lower inventory levels (smaller lot sizes result in
lower inventory levels)
Successful
SMED
Apply
Phenomenon

Six Stages of changeover Improvement:
Stages:
1.Observe and measure the total changeover time.
2.Separate internal and external steps.
3.Convert as many internal steps as possible to external steps.
4.Eliminate waste from internal steps.
5.Eliminate waste from external steps.
6.Standardize and maintain the new changeover procedure.

Stage 1: Observe & Measure Total Changeover Time.
• What is the correct method of measuring changeover time?
• Changeover time should be recorded as the interval between the
stopping and full-speed restart of operations - normally between the last
good part produced in a production run and the first good part produced
in the next production run
• Actual shop floor measures and recording of changeover times often
provides the only picture of the current conditions on the floor.
CHANGEOVER TIME
First good
piece
Last good
piece
60 minutes0 minutes

Stage 2: Separate Internal & External Steps
Internal steps External steps
Activities occurring during the changeover
that can only be performed when production
is shut down.
Activities that could be performed during a
production run.
• Remove dies
• Change blades or tooling
• Loosening/tightening critical bolts
• Cleanup
• Tool preparation and retrieval
• Assemble subcomponents
• Paperwork
Machine is
Running
This is the critical driver for
Quick Changeover
improvements – a high
percentage of operations
are usually external steps
that could be done before or
after the changeover process

Stage 2: Separate Internal & External Steps
EXTERNAL INTERNAL EXTERNAL
• Identify when the activity occurs during the current environment.
• Determine if internal activities can be converted to external.
CHANGEOVER TIME
First good
piece
Last good
piece
60 minutes0 minutes
20 minutes

Stage 3: Convert Internal to External
• Any activity that does not have to be performed when the
machine is not running should be converted to an external
activity, such as clean up paperwork, tools in a safe manner
EXTERNAL INTERNAL EXTERNAL
CHANGEOVER TIME
First good
piece
Last good
piece
EXTERNAL EXTERNALINTERNAL
60 minutes0 minutes
20 minutes
15 minutes

Examples of external steps that may be moved outside of the changeover process.
Current changeover step Improvement proposal
• Retrieve die from die storage area.
• Heat die to operating temperature after
installing in machine.
• Gather tools, bolts, connectors, etc.
• Clean die from last run before removal
• Do paperwork for last run.
• Contact changeover personnel when
production finished and wait for them to
arrive.
• Stage die at press before changeover
begins.
• Preheat mold before changeover begins.
• Pre-stage all materials necessary ahead of
time.
• Clean die in die shop between runs.
• Wait until run begins to complete
paperwork.
• Perform changeovers to a planned schedule
and contact personnel before production
stops, or train operators to perform their
own changeovers.

Wait until the changeover is
complete to fill out
paperwork
Stage tools in the area
before the changeover
so time will not be spent
retrieving them during
the changeover process
Stage dies at the machines
prior to beginning the
changeover
Stage 3: Convert Internal to External

Stage 4: Eliminate Waste from Internal Steps.
CHANGEOVER TIME
First GOOD pieceLast GOOD piece
• Utilize quick release tools to reduce part exchange.
• Implement positive stops to reduce positioning.
• Design standard parts to eliminate part exchange.
• Relocate parts and materials to reduce walking, searching, gathering time.
60 minutes0 minutes
10 minutes
15 minutes
First good
piece
Last good
piece

Fastening
Positioning
Adjustments
Current method Improved method
•Loosen attachment bolts.
•Use manual tools (wrench,
screwdriver, etc.)
•Use bolts and nuts.
•Adjust to center manually.
•Adjust front-to-back position
manually.
•Use different die heights in
same press.
•Manually adjust temperature.
and speed (using trial and error)
•Manually set programs for
automated equipment.
•Use air tools.
•Use fewer or shorter bolts.
•Use quick (1-turn) fasteners.
•Use center pins and guides.
•Use stop-blocks to ensure
proper position.
•Standardize die heights.
•Set temperature and speed at
pre-determined standard.
•Pre-load programs.

Use slotted washers
and holes
Use locator pins
and guides
Use standard die heights or
standardized blocks
Spaghetti diagram
Map out current walking path
used in current state changeover
Problem solve around wasted
motion during changeover
Map out future state path
to be used in changeover
after eliminating waste

• Checklists
• Preposition all tools and
material close and complete
• Organize for sequential use
Changeover
framework provides
guidelines and possible
solutions to eliminate
waste
• Reduce threads
• Specialized tools
• Air wrench
• Clamps
• T/U slots
• Magnetics
• Hydraulics
• Eliminate excess fastening
points
• Redesign for natural-
gravity fit with no fasteners
• Remove/attach noncritical
parts externally
• Modular subassembly
• Use extra man
• Automation
• Roller beds, air beds
• Forklift/crane loading
• Guide rails, pins
• Hydraulic/air loading
• Man-aids
• Jigs/floor marks
• Fail-safe alignment
• Improve access to critical
parts to avoid nonessential
load/unload
• Separate critical subparts
for minimal action
• Bolsters
• Subassembly
Fasten
Load/align
Eliminate Make external Make fast Make parallel
• Quick measurement devices
• Visual marks for fit
• Fix machine to eliminate
source of variance
• Raise fitting tolerances
• Pretest or pre-fit on
"mock" unit
• Clamping
• Specialized clean/prep
tools, e.g., air/vacuum
• Protective cover • Pretreat
• Preclean
• Preheat
Test
Surface
preparation
Stage

Stage 5: Eliminate Waste from External Steps.
Reduces total
changeover time and
improves OEE
EXTERNALINTERNAL
• Reduce required paperwork to eliminate waste in external
activities
• Relocate storage to reduce travel time and motion
• Utilize standardize checklist to improve efficiency and
accuracy
CHANGEOVER TIME
First good
piece
Last good
piece
EXTERNALEXTERNAL
60 min0 min
10 minutes
10 minutes

Stage 5: Eliminate Waste from External Steps.
Examples of external steps that can be improved
• Storing tools in a central storage area.
• Searching for/retrieving materials that are
required to perform a changeover.
• Performing uncoordinated preparation
activities before changeover begins.
• Storing tools in local area near equipment
where they will be used.
• Ensuring that proper materials are
provided in all areas of the plant.
• Using a standardized preparation checklist.
Current situation Improvement
External work is organized
and made more efficient.
Machine is
operating with
new die.

Stage 6: Standardize & Maintain.
• Document the improved changeover procedure.
• Communicate to all involved.
• Training individuals responsible for changeover.
• Post standard work instructions for changeover.
• Establish a changeover goal.
• Measure, post, and track all changeover times.

Stage 6: Standardize & Maintain.
Changeover Standard Procedure Sheet
No. Step Planned time
Minutes
Actual time
Minutes
Remarks
1 Shut down machine 2:00 1.75
2 Remove die 1:00 1.00
3 Input computer settings 2:25 3.00
4 Insert new die 1:00 1.00
5 Unload old material 0:50 1:00
6 Load new material 1:25 1.00
7 Restart machine 1:25 1.00
8 Start production 0:75 0.50
Difficulty inputting 1 setting
Slight feeder jam
Totals - - - - - - - - - - - - - - - - - - - - - - - - - - 10:00 10:25
Total changeover time has been reduced, and machine downtime has been reduced from 60 minutes to 10 minutes, thus enabling batch
size reductions, inventory reductions, and freeing 50 more minutes of machine run time. With 3 changeovers per shift and 2 shifts per
day, this opens an additional 300 minutes of productive machine time daily, which enables an organization to increase production
and/or avoid capital investments that may have been required without the Quick Changeover. Additionally, OEE is improved.

changeover Improvement:
Tools used for improving changeover time in SMED.
• Post-It Notes Method.
• SMED Time Savings Spreadsheet.
USING “POST IT NOTES” METHOD:
• Video the changeover prior to Post It Note exercise.
• Using a video of changeover, identify all steps, from start to finish, number in order with time in seconds.
Place info on Post it Notes.

Post-It Notes Method.
•Identify step as INTERNAL or EXTERNAL (use “I” or “E”) on Post it Notes.
• Put Post it Notes on Wall in numbered order.
• Identify steps that can be eliminated and place Post It Notes in row marked “eliminate”.
• Separate INTERNAL from EXTERNAL (Make row(s) of internal and row(s) of external).
• Convert INTERNAL to EXTERNAL where possible (identify improvement idea* and move Post it Note
to External row).
• Identify steps that can be done in parallel and place Post It Note in row marked “parallel”.
• Eliminate Waste from INTERNAL steps (make faster) (identify improvement idea*, change time on Post
it Note).
• Eliminate Waste from EXTERNAL steps (make faster) (identify improvement idea*, change time on Post
it Note).
• Establish “NEW” Changeover time from Post it Notes, prepare Standard Operations Instructions for
changeover.
* Keep track of improvements by step number.

SMED Time Savings Spreadsheet.

SMED Time Savings Spreadsheet.
FOLLOW THE LEARNED STEPS WHILE USING A SPREADSHEET
• List all the steps in order, numbered, with time in seconds
• Record time for steps eliminated in “Eliminate” column
• If an internal step is made faster record time saved in “Make Faster” column
• If an internal step is converted to external record time in “External” column
• If step is converted to one done in parallel record time in “Parallel” column
• Spreadsheet automatically displays New changeover time total and percentage savings
• Create Standard Operation Instructions
NOTE: Place descriptive notes on changes made in right-hand column

SMED Examples:
Changing a tire on the side
of the road
VS.
A pit stop tire change
• Car is not positioned in a good spot.
• Driver must change tire on his or her own.
• Driver is not well prepared or trained.
• Tire jack is hard to locate and prepare.
• Tire jack is manual and slow to raise the car.
• Wheel nuts are hard to remove and require many
turns for removal and installation.
• Time and performance is not tracked, only concern
is that job is complete.
• Car is quickly positioned in ideal spot.
• Driver has coordinated team for change.
• Pit crew team is well trained and practices often.
• High speed jack is ready to use before pit stop.
• Tire jack is automatic and raises car almost
instantly.
• High speed air tools remove and attach nuts in
under a second.
• Time and performance is tracked religiously, and
crews are graded for their speed and accuracy.

Quick Changeover: Milk Filler
Goal: Minimize filler machine downtime.
1. Load new product caps while last of old caps
are being used in feeder tube.
2. Sequence product to minimize amount of
purging required (e.g., run dark beverages at
end of day).
3. Have new product already flowing through
feed lines while last of old product is being
used in bottling chamber.
4. Have all machine programs preloaded.
5. Have quick change procedure for label feeder.
6. Operator from other line assures that bottles
of old and new product are not mixed in
crates (while main operator does core
changeover activities) .
1
2
3
4
56
SMED Examples:

Process planning SMED and VSM: Single minute exchange of die and Value stream mapping

Process planning SMED and VSM: Single minute exchange of die and Value stream mapping

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Process planning SMED and VSM: Single minute exchange of die and Value stream mapping

Similar to Process planning SMED and VSM: Single minute exchange of die and Value stream mapping (20)

Recently uploaded

Recently uploaded (20)

Process planning SMED and VSM: Single minute exchange of die and Value stream mapping