This document discusses set-up reduction and single-minute exchange of dies (SMED) methodology. It defines set-up time and explains that set-ups can be reduced by 59/60ths through SMED. The document outlines why set-up reduction is important, how it is implemented through separating internal and external tasks, and provides tips for establishing standards and sustainability. The overall goal is to reduce set-up times to less than 10 minutes through continuous improvement.
The purpose of this paper is to evaluate the contributions of Total Productive Maintenance (TPM) initiatives in reducing equipment breakdowns, increase equipment reliability and improve productivity. This will result in increased equipment utilization and life, reduced work stoppages and machine slowdowns, closer adherence to production and delivery schedules as well as increased employee morale. The Total Productive Maintenance (TPM) concept addresses these goals. The aim of TPM is to keep the plant and equipment at its highest productive level through the cooperation of all areas of the organization. TPM is a partnership between maintenance and production organization to improve product quality, reduce waste, reduce manufacturing cost and increase equipment availability.
Download the presentation together with train-the-trainer guide and workshop templates at http://wcm.nu
This presentation is made by Oskar Olofsson, WCM Consulting AB
Make changes in the background template if you want to change the appearance
In this presentation, Roni explains the basics of Kanban and the principles governing the application of Kanban for process improvement. We also look at a comparison between Scrum and Kanban and visit the basic differences between them.
It includes pointers telling what’s wrong with the current system, history of Kanban, introduction to Kanban, benefits of using Kanban, practices used in Kanban, principles of Kanban, how is Scrum different from Kanban. The tutorial begins with details about the current system and what’s wrong with it. It includes pointers like burnout, low throughput, unidentified bottlenecks, too much work which tell what’s wrong with the current system.
Followed by is a section about the history of Kanban which includes points like how the name originated, who discovered it, design, visual signals, based on which system. Resulting in an introduction section which talks about Kanban, what method it uses, scheduling system, what it consists of, amount of work, identification etc. Next comes the benefits section which includes the benefits of using Kanban like helps in visualizing the system, allows to evaluate, identify bottlenecks, establish trust in process etc.
Afterwards there is a section about Kanban practices. It includes practices used in Kanban like visualize, limit WIP in each phase of development, managing flow by keeping it under monitor, make policies explicit, improve collaboratively through the use of scientific models and some terms like lead time, cycle time, throughput etc. Moreover, it also includes the board for easy visualization, story card for keeping track, charts for measurement, control charts to measure average time taken for each task, cumulative flow diagrams showing relative amount of work.
Then comes the principles of Kanban. It includes principles which should be used in Kanban like agree to pursue incremental, evolutionary change, optimize what already exists, respect the current process, roles, responsibilities, leadership at all levels to empower the workforce to bring about change. The last section of this tutorial is Scrum vs Kanban. It explains how scrum is different from Kanban by giving pointers like Scrum prescribes roles, time boxed iterations, backlog items must fit, limit WIP in a different way. It also includes pointers giving reason why it shouldn’t matter because emphasis should be on the goal and not the tool.
The purpose of this paper is to evaluate the contributions of Total Productive Maintenance (TPM) initiatives in reducing equipment breakdowns, increase equipment reliability and improve productivity. This will result in increased equipment utilization and life, reduced work stoppages and machine slowdowns, closer adherence to production and delivery schedules as well as increased employee morale. The Total Productive Maintenance (TPM) concept addresses these goals. The aim of TPM is to keep the plant and equipment at its highest productive level through the cooperation of all areas of the organization. TPM is a partnership between maintenance and production organization to improve product quality, reduce waste, reduce manufacturing cost and increase equipment availability.
Download the presentation together with train-the-trainer guide and workshop templates at http://wcm.nu
This presentation is made by Oskar Olofsson, WCM Consulting AB
Make changes in the background template if you want to change the appearance
In this presentation, Roni explains the basics of Kanban and the principles governing the application of Kanban for process improvement. We also look at a comparison between Scrum and Kanban and visit the basic differences between them.
It includes pointers telling what’s wrong with the current system, history of Kanban, introduction to Kanban, benefits of using Kanban, practices used in Kanban, principles of Kanban, how is Scrum different from Kanban. The tutorial begins with details about the current system and what’s wrong with it. It includes pointers like burnout, low throughput, unidentified bottlenecks, too much work which tell what’s wrong with the current system.
Followed by is a section about the history of Kanban which includes points like how the name originated, who discovered it, design, visual signals, based on which system. Resulting in an introduction section which talks about Kanban, what method it uses, scheduling system, what it consists of, amount of work, identification etc. Next comes the benefits section which includes the benefits of using Kanban like helps in visualizing the system, allows to evaluate, identify bottlenecks, establish trust in process etc.
Afterwards there is a section about Kanban practices. It includes practices used in Kanban like visualize, limit WIP in each phase of development, managing flow by keeping it under monitor, make policies explicit, improve collaboratively through the use of scientific models and some terms like lead time, cycle time, throughput etc. Moreover, it also includes the board for easy visualization, story card for keeping track, charts for measurement, control charts to measure average time taken for each task, cumulative flow diagrams showing relative amount of work.
Then comes the principles of Kanban. It includes principles which should be used in Kanban like agree to pursue incremental, evolutionary change, optimize what already exists, respect the current process, roles, responsibilities, leadership at all levels to empower the workforce to bring about change. The last section of this tutorial is Scrum vs Kanban. It explains how scrum is different from Kanban by giving pointers like Scrum prescribes roles, time boxed iterations, backlog items must fit, limit WIP in a different way. It also includes pointers giving reason why it shouldn’t matter because emphasis should be on the goal and not the tool.
In all reality, there are the production waste. Here I explain the 7 wastes from most towns elliminare. Based on the TPM and Lean Management.
For info please contact me.
This Gemba kaizen sample 30 slides is only part from the original 128 slides.
Kaizen Definition
KAIZEN is a Commonsense Approach to Low Cost Management. It focuses on MUDA elimination
What is MUDA?
Muda means any wasteful activity or any obstruction to smooth flow of an activity
Activity = Work + Muda
Expenditure = Cost + waste
That is, for each activity there is expenditure and every work there is a cost associated. Any expenditure on the Muda is a waste!
After discussing the Lean in Accounts Payable Process, here I am discussing, commonly used Lean tools which are used to control different types of wastes. An organization or a manufacturing unit can implement different tool for different process considering the type of waste which is to be controlled.
Characteristics of high maturity organisations - how CMMI & LSS integration can improve product quality, processes, bottom line and customer satisfaction
In all reality, there are the production waste. Here I explain the 7 wastes from most towns elliminare. Based on the TPM and Lean Management.
For info please contact me.
This Gemba kaizen sample 30 slides is only part from the original 128 slides.
Kaizen Definition
KAIZEN is a Commonsense Approach to Low Cost Management. It focuses on MUDA elimination
What is MUDA?
Muda means any wasteful activity or any obstruction to smooth flow of an activity
Activity = Work + Muda
Expenditure = Cost + waste
That is, for each activity there is expenditure and every work there is a cost associated. Any expenditure on the Muda is a waste!
After discussing the Lean in Accounts Payable Process, here I am discussing, commonly used Lean tools which are used to control different types of wastes. An organization or a manufacturing unit can implement different tool for different process considering the type of waste which is to be controlled.
Characteristics of high maturity organisations - how CMMI & LSS integration can improve product quality, processes, bottom line and customer satisfaction
Lecture notes for An Introduction to Operations Management (taught by Prof. Christian Terwiesch / University of Pennsylvania / online course at www.coursera.org).
Value, Value Stream, Flow, Pull, Perfection, Waste Types in Services, Waste Types in Manufacturing, Value Add, Non Value Add, 3 MU's, Gemba, Cycle Time, Lead Time, Takt, ECRS, Eliminate, Combine, Rearrange, Simplify, Sources of Waste, Excellence, Sustained,
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
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Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
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2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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5. Shigeo Shingo ..believed that
Shingo explains why set-
up reduction is critical to
TPS – the principle behind
the tool:
any set-up
“Provide the customer’s
time can (internal and external
be reduced customer) exact
by requirement immediately
59/60ths! with perfect quality.”
Productivity Press
ISBN 0-915299-03-8
5
6. SMED Vs. OTED (OTC)
SMED (Single Minute Exchange of Die)
Refers to a goal of reducing setup time to a
single digit time or <10 minutes
OTED (OTC) One Touch Exchange of Die
/ One Touch Changeover
Refers to a goal of reducing setup time to <1
minute
6
12. Set-up Reduction…
Is NOT Is
• A program to eliminate set- • A tool (like many) to reduce
up people waste and excessive time
• A panacea to overcome poor • A low-cost method to
management or poor achieve increased capacity
process layouts from existing equipment
• A requirement to spend large • A process to reduce lot sizes
capital investment to attain and improve product mix
significant benefits
• A cross-functional team
approach to problem-solving
12
13. Set-up Reduction – Bigger Picture
In order to reduce lead time
It is necessary to reduce lot size
Which in turn reduces work in process
To do this, you must reduce set-up time
13
14. Set-up Reduction – Typical Application
Processes making a high variety of end items
Processes using high cost components (greater
benefits of inventory reduction)
Capacity bottleneck operations
avoids purchase of new equipment
avoids overtime
better customer order fill
quicker response time
14
15. Set-up Reduction – Traditional Practice
Material movement Defects or missing Defective tooling,
occurs after the equipment noticed fixtures, setup
machine is turned when the machine instruments are
off is running noticed, after the
machine is turned
on
• Completed products • Setup tooling delivered
are transferred to next after the changeover
operation has begun • The operator notices
that equipment is
• Raw material is moved • Defective product missing tools etc after
after the machine is identified after internal internal setup has
stopped setup has begun begun
15
16. Set-up Reduction - Benefits
Trial processing Improved customer service
eliminated & material levels
waste reduced
Less adjustment
less errors Fewer shortages and
Operating
conditions stock-outs
prepared in
advance which
helps to stabilise
product quality Improved machine
Benefits efficiency & level out
production
Increased
scheduling
flexibility /
capacity Labour
Increased utilised
manf. process effectively
On hand flexibility &
inventory capacity Reduced
Improved reduction overall Cost-of-
cash flow Quality
16
17. Set-up Reduction - Outcomes
Happy Increased Increased
Happy Improved
Reduced capacity / flexibility
custome
customer lot sizes produc- through
idle asset
r usage
tivity simplicity
Improved
Improve Set-up /
tool and
tool and change-
product
product
Outcomes over time
design eliminated
design
Improved
Improve Improved
mainten- Reduced
mainten- Reduced Reduced material
ance inventory
ance lead time scrap flow and
costs costs
costs usage
17
18. Set-up Reduction – Critical Success Factors
Operators / set-up
Elimination of waste people are the
owners of the
Small lot size process and its
production results
Training for
operators and
team 5S and Visual
Control programs
Flow Charting
CSF
current and Increase
proposed flexibility in
process equipment,
processes
Focus on and people
equipment
Simple Team up-time Cross-
job work functional
changes
team
18
19. Set-up Goals – Your Mandate
Target 50% Reduction First
Time
Continuous Improvement
Target 20% per year thereafter
19
22. Set-up Reduction – Implementation
Start 6S,
observe &
document the
current set-up
time &
process
Identify &
Standardise separate
the new set- Internal and
up procedure External
tasks
Observe and
Eliminate and
document the
/ or Improve
new set-up
each task
process
Externalise
tasks that can
be external
and
streamline
internal task
22
23. Set-up – Current Observation
Identify bottleneck process & the machine
Form cross functional Kaizen team (include shop floor)
Observe & video record the current set-up process
Capture start & end time for each time activity / category
(use Pareto chart)
Identify counter measures that can be implemented with
procedural changes to existing fixtures / tool / dies
23
24. Set-up Reduction - Counter Measures
Review observation & video with the team for
Internal vs. External
Value Added Vs Non-Value Added
Normal vs. Abnormal
Types of Waste
Housekeeping (6 S & POUS)
Work flow (Spaghetti Chart)
Brainstorm ideas for improvement
24
25. Set up Reduction - Types
External Internal
Executed Executed
while the while the
machine is machine is
operating stopped
Preparing tooling for the next set-up Removing dies and tooling
25
26. Set-up – Time Typically Spent
Prepare &
perform functional
checks, 30%
Run first part &
adjust, 50%
Prepare machine
for change over,
15%
Actual change
over, 5%
26
29. Set-up – Internal & External
Convert as much of the internal set up to
the external set up
Eliminate or reduce the internal and
external set up
Eliminate fine tuning and adjustment
process.
29
30. Set-up Reduction - Zero
Reduce / Repeat
Measure Separate Convert
Eliminate till Zero
External External
External External
and External
Internal
Internal
Internal
Internal
Internal
30
31. Set-up Reduction – Reduce / Eliminate
Prepare (Dis)Mount Centre / Align Trial Run / Adj.
(Re) Adjusting
the equipment to
Finding Taking tooling off (Re) Aligning run according to
materials, jigs, / on the equipment to run specs
gauges, etc equipment the next part
Could take 40 ~
60% of the set-
Could take 20~ Could take 5 ~ Could take 10 ~ up process time
30% of the set- 15% of the set- 20% of the set-
up process time up process time up process time Focusing here
leads to set-up
reduction times
31
32. Set-up – Improvement Plan
SOP – SMED & 6S Standardise tooling
Use quick fasteners Document time savings
Standardise the external SOP for machine shut
set-up actions down or when running
Minor modification to the Internal to external tooling
existing fixtures attachment
Point of Use Storage Visual & Audit Checklist
32
34. Set-up Reduction – Standards
Standards are
Defects or missing
equipment noticed
Defective tooling, fixtures,
Material movement occurs when the machine is
setup instruments are
after the machine is running
noticed, after the
turned off
machine is turned on
standard: they are
• Completed products are
transferred to next operation
• Raw material is moved after
• Setup tooling delivered
after the changeover
has begun
• The operator notices that
equipment is missing
tools etc after internal
• Defective product
NOT flexible
the machine is stopped setup has begun
identified after internal
setup has begun
34
36. Set-up Reduction - Repeat
Input
Last set-up reduction Kaizen (updated SOP, checklist, work
instructions, trained team)
Process
Video tape the new set-up procedure and record the set-up time for
each element
Generate ideas and implement the improvement
Output
Revised Set-up Operations Standard chart.
36
37. Here is what was achieved ?
SOURCE: HIROTEC, www.hirotec.co.jp
37
38. Word of Caution – On Sustainability
3 “Keep it simple, start
in a small area and
learn from it”
Changeover Time (Hours)
2
1
0
Original Best Later
changeover changeover changeover
Time Time Time
(1999) (2001) (2003)
38
39. What lessons can you take from this?
Copyright Suiko-WCS International
39
40. “What we think, or what we know, or what we
believe is, in the end, of little consequence. The
only consequence is what we do.”
- John Ruskin
40