The company was facing higher machine downtime on the manufacturing line. After carrying out the root cause analysis using various lean tools such as 5W 1H, Ishikawa Diagram, and Pareto Chart conclusion has been made that die changeover is the root cause of the machine downtime. SMED implementation kick-off started with observing the current changeover activities. After that various kind of wastes identified. External and Internal activities separated and internal activities are streamlined using Precedence diagram and Gantt chart. That has resulted in standard work operations and increased parallel activities. The previous changeover time was 252 minutes and after SMED implementation it is estimated that changeover will be completed in 72 minutes.

1. Process Improvement through Implementation
of Lean Tools in Cannon Automotive Plant for
Reducing the Changeover Time of Dies
Guided by:- Mr. Sardar Asif Khan
Ms. Erin King (Corporate Lead)
Mr. Bilal Najm (Project Lead)
1

2. TEAM NO.: 5
Sajjad Pathan (104854372)
Mrugesh Patel (104836899)
Dhruv Shah (104849040)
Arjun Motwani (104982925)
Vrushank Patel (104896828)
Yeshwath Mudumba (104706020)
Akshaykumar Patel (104849028)
Parth Patel (104849039)
2

3. Recognized for
Hot Stamping Cold Stamping
Welded Assembly Fabrication Machining
Laser Processing Design for Manufacturing
3

4. The plant consists of…..
• 3 single die presses for blank manufacturing
• 2 progressive die presses for different automobile parts
manufacturing
• 1 manufacturing line that consists of 3 press machines, 7 robots and 4
fixture tables
3 Presses
2 Progressive Die
Presses
1 Manufacturing
Line
PRODUCTION CAPABILITIES
4

5. Part Manufacturing
• The parts are supplied to the ford
automobile for differential gear cover
• The daily demand of the part is 3645
• The blanks are produced in single die press
and then blanks are transferred on
manufacturing line
• 7 Robots, 3 Fixture Table and 3 presses are
used in a line to make a final product.
5

6. Danly Line
Layout
6

7. Value Stream Mapping
7

8. • Customer Demand = 3645 parts / day
• # shift = 3
• Shift length = 8 hr
• Lunch break/shift = 30 +15 = 45 min
Available time = 8*3*60 – 45*3 = 1305 min = 78300 sec
Takt time =
𝑇𝑖𝑚𝑒 𝑎𝑣𝑎𝑖𝑙𝑎𝑏𝑙𝑒
𝐶𝑢𝑠𝑡𝑜𝑚𝑒𝑟 𝑑𝑒𝑚𝑎𝑛𝑑
=
78300
3645
= 21.48 sec
Actual cycle time(press time) = 20 sec
But as per historical data takt time requirement is not met.
8

9. Available spare time = Planned Time – Required Time
= 21.75 - 20.25
= 1.5 hr
So, change over must be completed in 1.5 hr in order meet
customer demand.
But observation shows that it is not completed in 1.5 hour.
9

10. OEE
Availability = Operation Time/Planned Production Time
= 1066.8/1305
= 81.74%
Performance = (Total pieces/Operation time)/Ideal Run rate
= (3200/1066.8)/3
= 100%
Quality = Good pieces/ Total Pieces
= 2950/3200
=92.18%
10
OEE = Availability x Performance x Quality
=0.8174 x 1 x 0.9218
=75.34%

11. Problem Definition
• Company is looking to increase its production efficiency on DANLY Line.
Objectives
• Increase the efficiency of DANLY Line
• Achieve the Takt Time
• Improve the resources utilization
11

12. Production run
does not starts
as per
schedule
Problem
Investigation &
Identification
5W1H &
4M
Longer
Changeover
Time
Pareto
Chart
Reduction
in
changeover
time
SMED
To further
reduce the
changeover
time
Suggestion
Guideline for improving production efficiency
12

13. 5W1H for low productivity of DANLY line
What
• What machine have the problem?
• Danly Manufacturing line
When
• When is the waste is occurring?
• Every time change over take place.
Where
• Where is die change over take place?
• On three press machines on danly line
Which
• Which trend is following?
• Repetitive and Random (every die change)
Who
• Who all are responsible for die changeover?
• Setup man, Machine operators, Workers
How
• How is Die change over take place?
• By replacing old dies from machine with new required dies
13

14. Availability
Miscellaneous
Activities
Condition of press
Defects
Lack of
Prioritization
Maintenance
Long Changeovers
Product variability Task Sequence
Proper Work load
Assignment
No streamlined
process
Defective Sensors
Shortage
MAN
Machine
Material Method
Low Production
Efficiency Due to
loss in Production
Time
Excess Motion
Untrained
Workforce
Availability
Follow
Procedure
Downtime
4M 1D
Used for cause identification for the problem statement

15. 43.47%
20.76% 20.55%
9.24%
3.59% 2.26% 0.1%
15

16. Spaghetti Chart for excessive forklift motion
16

17. 17

18. Why to use SMED?
Reduce
Inventory
Reduce
Lead Time
Reduce
Changeover
Time
Reduce
Sequence
Variability
Establish
Standard
Procedure
18

19. What is Changeover?
19
Job Setup
Process
Verification
Changeover

20. Current Changeover Methodology
• Very little external activities
• Not streamlined process
• Resources are not used properly
• Too many unplanned maintenances
1. Malfunctioning of overhaul switch
2. Stopping of press at prohibited angle
3. Leakage of lubricant
20

21. Current State
Time Consuming Non value added activities Time (Total for
3 presses)
Cleaning 39 min
Counter balancing 24 min
Clamping and unclamping 30.5 min
Decision regarding position of fixture table 8 min
Idle time (shift change, taking) 12 min
Do not know how to mount die with one locator 17.25 min
Total Time 130.75 min
21

22. Yamazumi Chart
22
0.00
10.00
20.00
30.00
40.00
50.00
60.00
70.00
80.00
90.00
100.00
1
NVA 49.23
NNVA 24.22
VA 26.55
26.55
24.22
49.23
%Changeover
Time
Activities
NVA
NNVA
VA

23. SMED is the solution
• Single Minute Exchange of Dies is the approach to reduce changeover
time up to possible extent by converting internal activities to external.
23
Customer Requirement Organization Required to Do
Product and service diversity Produce smaller lots, more frequently
Shorter Lead Time Increase Productivity
Lower Cost Reduce Quality Defects

24. Stages of SMED
Observe and measure the total
changeover time
Separate internal and external steps
Eliminate waste from internal
activities
Streamlined the whole process
Standardize and maintain the new
changeover
24

25. 1. Observe and measure the total changeover
time
• 85 activities performed during change over
• Total changeover time = 3 hr and 53 min
25

26. 2. Separate as much internal activities to
external activities
Internal
• Remove old and mount new arm of
robot and then check the suction
cup
• Die kept in reverse order of loading
thus takes more time
• Looking for wrench
• Filling gas in lift-truck
External
• Put all dedicated robot arm near to
the c/o area after checking quality of
suction cup
• Keep the die upfront according to
loading sequence
• Put all hardware in specific location
in tool cart and move tool cart closer
to the c/o area
• Loading and unloading of WIP
• Make sure that gas of lift-truck
should be filled
26
12%
88%
EXTERNAL V/S INTERNAL
E I

27. 3. Reduce time from internal activities
Current Methods Proposed Method
Manual Clamping and Unclamping Use hydraulic clamp
Cleaning of T-slots with single
finger tool
By multi-finger scraper tool and with
aluminium cover on T-slots
Unnecessary walking for hardware
and tools
Bring dedicated tool cart to the machine
Manual counter balancing by trial
and error
Automate using machine programming
27

28. Production of
product A
Set up
Process
Verification
Production of
Product B
External Internal
Production of
product A
Set up
Process
Verification
Production of
Product B
External Internal
3 hour
53 min
1 hour
52 min
28

29. 4. Streamline the whole process
• The changeover should start at the middle press due to
more accessibility on both sides.
• The motion of the worker, forklift and crane can be more
synchronised.
2 31
29

30. 30

31. 5. Standardize and maintain the new changeover
• New change over procedure includes total 44 activities:
32 12 44
Internal External Total
31

32. Checklist for uninterrupted Changeover
1 New dies are ready from tooling
2 Dies are cleaned from inside
3 The lift-truck gas is full
4 The tool-cart has all the tools required for changeover
5 The suction cup of the robot arms are in good condition
6 Robot arms should be near to changeover area
7 The scraping tool is clean and near to changeover area
8 Crane clamp are installed on new die
9 Crane is near to changeover area
10 Lift-truck is near to changeover area
11 Workers are wearing friction shoes
32

33. Improved External Activities
33
72.7%
27.3%
Internal External

34. ALL ACTIVITIES AND STEPS
34

35. ACTIVITIES WITH PRECEDENCE CONSTRAINS
35

36. 0 500 1000 1500 2000 2500 3000 3500 4000
1
3
5
7
9
11
13
15
17
19
21
23
25
27
29
31
33
35
37
39
41
43
GANTT CHART
36

37. 37
Streamlined Motion of Forklift after SMED

38. 0.00
20.00
40.00
60.00
80.00
100.00
57.12
35.53
7.35
Percentageoftime
Activities
NVA
NNVA
VA
Yamazumi Chart after Streamlining the Processes
38

39. SMED is Continuous Improvement
Set- up before
SMED
Set- up after
SMED
Set-up after
SMED with
Improvement3 hr 50 min
1 hr 50 min
1 hr 10 min
39

40. Recommendations
40
Hydraulic Clamps
Before After
Activities Time(sec) # operators Time(sec) # operators
Clamping 585 2 150 1
Unclamping 530 2 150 1
Total Time 1115 300
Total Time saving = 1115-300 = 18.58 min – 5 min = 13.58 min

41. T- slot Clean (Product ID:- Big Kaiser TS22-1000L-10P)
41

42. Five Finger Scraping tool
42
Before After
Activity Time # operators Time # operators
Cleaning 32 min 2 8 min 1
Total Time saving = 39min-8min = 31 min

43. Oil vacuum cleaner
43
Before After
Activity Time # operators Time # operators
Cleaning of Oil 11 min 2 3 min 1
Total saving = 11-3 minute = 8 min

44. Friction shoes
44
Before After
Activity Time # operators Time # operators
Tightening of
Bolts
12 min 2 8 min 1
Total saving = 12-8 minute = 4 min + SAFETY

45. 5. Implementation of TPM :-
• Periodic maintenance such as cleaning, lubrication,
inspection, and corrective action on all machines on the
shop floor.
• Collection and analysis of data of the downtime of machine
and remedial action to increase the overall equipment
effectiveness (OEE) and thus the overall plant efficiency
(OPE).
• Creating an equipment improvement team and TPM area
coordinators to monitor the proper implementation of the
programme.
• Involving employees at all levels of organization to achieve
zero defects, zero breakdown, and zero accidents.
45

46. Implementation of 5S
In order to make changeover quick things should be at dedicated place.
46

47. Result
• Total number of activities is
reduced to 44
• Total time = 65-70 min
47

48. Future State Map
48

49. Improved OEE
49
0.9448
0.8174
Availability
OEE
75.34%
88.41%
Result

50. Cost v/s Benefit Analysis
50
• Downtime Cost of machine= $5/min
• Profit on each part= $0.1/parts

51. 51
Recommendation Price cost
Benefits
(Uptime)
Benefits (Sales) Total Benefit
Hydraulic clamps
and its
accessories
(pump and valve)
$800
800*3=
$2400
13.58 min= $67.9 40 parts= $4 $71.9
Scrapper tool $70 $70 9 min = $45 27 parts = $2.7 $47.7
T- slot
Clean(Product
ID:- Big Kaiser
TS22-1000L-10P)
$45 – $65/ 1
metre
16*3*2*65
= $6240
14 min = $70 42 parts = $4.2 $74.2
Vacuum cleaner
(EXAIR 6198-30)
$899 (14
poise, 15 feet
head)
$899 9 min = $45 27 parts = $2.7 $47.7
Friction shoes $100 $500
4 min=
$20+Safety
12 parts=
$1.2+Safety
$21.2 + Safety
Total Cost=
$10109
Total Benefit=
$262.7/Chang
eover

52. Payback Period
52
Payback Period =
𝐶𝑜𝑠𝑡
𝐵𝑒𝑛𝑒𝑓𝑖𝑡/𝐶ℎ𝑎𝑛𝑔𝑒𝑜𝑣𝑒𝑟
=
$10109
$262.7/𝑐ℎ𝑎𝑛𝑔𝑒𝑜𝑣𝑒𝑟
≈ 39 𝑐ℎ𝑎𝑛𝑔𝑒𝑜𝑣𝑒𝑟𝑠
≈ 1 month and 9 days (*considering 1
changeover per day)

53. • Similar analysis was carried out for a single Die press machine
• We were able to bring down the set up time from around 2 hours to
38 minutes by Stream-lining all the activities
53

54. 54