The document compares and contrasts continuous flow and batch production methods. Continuous flow focuses on eliminating waste such as waiting time, excess inventory, and defects through one-piece flow and small batch sizes. This allows for faster cycle times, increased throughput and capacity, and reduced lead times compared to batch production which typically has longer cycle times and more non-value added time due to large batch sizes and waiting between processes. The document provides examples of value stream maps to illustrate the differences between batch and continuous flow production systems.
This document outlines an agenda for a SET-UP Reduction Workshop. The workshop aims to teach techniques for reducing set-up times through applying Single Minute Exchange of Dies (SMED) methodology. The agenda covers why SMED is important, defining relevant terms, analyzing current set-up operations, separating internal and external tasks, using checklists and function checks, improving transport, and taking action to reduce set-up times. The workshop provides information on SMED concepts and guides participants through exercises to analyze their processes and identify opportunities to standardize, parallelize, and streamline set-up tasks.
This document appears to be a training manual for implementing Single Minute Exchange of Dies (SMED), a technique for reducing setup times on machines and equipment. It includes sections on traditional vs one-step setup approaches, separating internal and external setup tasks, reducing setup processing times, and developing an implementation plan including teams, communication, training and verification steps. The goal of SMED is to allow for more flexible and efficient production through faster changeovers between product runs.
This document provides an overview of Single Minute Exchange of Die (SMED), a methodology developed by Shigeo Shingo to reduce changeover times in manufacturing. SMED involves separating changeover tasks into internal and external activities, then converting internal tasks to external to reduce downtime. Benefits of SMED include lower costs, improved flexibility and responsiveness. The document outlines SMED's history and implementation techniques, and provides examples of how Formula 1 pit stops, cruise ships, and fire stations effectively use SMED principles to perform rapid changeovers.
In any SME manufacturing organizations, one of the major causes for low plant utilization is changeover loss.In this presentation, using SMED methodology, step by step process is given to reduce the changeover loss.Also shared the real examples of changeover loss reduction in various manufacturing industries using SMED concept.Hope this is useful for any organization struggling with low plant utilisation due to changeover loss..
The document discusses quick changeovers and SMED (Single Minute Exchange of Die) methodology. It provides a 10 step process for analyzing and streamlining a changeover process, including observing the current process, separating internal and external tasks, converting internal tasks to external where possible, streamlining tasks, testing the new process, documenting it, and continuously improving changeover times. The goal is to reduce changeover times to under 10 minutes or ideally under 100 seconds through applying SMED principles like eliminating non-value added tasks, establishing standards, and making tasks parallel and more efficient.
SMED (Single Minute Exchange of Die) is a lean manufacturing technique aimed at reducing changeover times between the production of different products or product variants on a machine. The basic principles of SMED involve identifying internal and external changeover tasks, analyzing each task's purpose, and focusing on low-cost solutions to eliminate changeover time. The history of SMED began in Japan at Toyota in the 1950s when consultant Shigeo Shingo helped reduce changeover times for body molding from 2-8 hours to under 10 minutes. Implementing SMED involves 5 phases - defining the project, establishing a baseline, separating external and internal work, transforming internal work externally, and eliminating all waste from the changeover process.
The document compares and contrasts continuous flow and batch production methods. Continuous flow focuses on eliminating waste such as waiting time, excess inventory, and defects through one-piece flow and small batch sizes. This allows for faster cycle times, increased throughput and capacity, and reduced lead times compared to batch production which typically has longer cycle times and more non-value added time due to large batch sizes and waiting between processes. The document provides examples of value stream maps to illustrate the differences between batch and continuous flow production systems.
This document outlines an agenda for a SET-UP Reduction Workshop. The workshop aims to teach techniques for reducing set-up times through applying Single Minute Exchange of Dies (SMED) methodology. The agenda covers why SMED is important, defining relevant terms, analyzing current set-up operations, separating internal and external tasks, using checklists and function checks, improving transport, and taking action to reduce set-up times. The workshop provides information on SMED concepts and guides participants through exercises to analyze their processes and identify opportunities to standardize, parallelize, and streamline set-up tasks.
This document appears to be a training manual for implementing Single Minute Exchange of Dies (SMED), a technique for reducing setup times on machines and equipment. It includes sections on traditional vs one-step setup approaches, separating internal and external setup tasks, reducing setup processing times, and developing an implementation plan including teams, communication, training and verification steps. The goal of SMED is to allow for more flexible and efficient production through faster changeovers between product runs.
This document provides an overview of Single Minute Exchange of Die (SMED), a methodology developed by Shigeo Shingo to reduce changeover times in manufacturing. SMED involves separating changeover tasks into internal and external activities, then converting internal tasks to external to reduce downtime. Benefits of SMED include lower costs, improved flexibility and responsiveness. The document outlines SMED's history and implementation techniques, and provides examples of how Formula 1 pit stops, cruise ships, and fire stations effectively use SMED principles to perform rapid changeovers.
In any SME manufacturing organizations, one of the major causes for low plant utilization is changeover loss.In this presentation, using SMED methodology, step by step process is given to reduce the changeover loss.Also shared the real examples of changeover loss reduction in various manufacturing industries using SMED concept.Hope this is useful for any organization struggling with low plant utilisation due to changeover loss..
The document discusses quick changeovers and SMED (Single Minute Exchange of Die) methodology. It provides a 10 step process for analyzing and streamlining a changeover process, including observing the current process, separating internal and external tasks, converting internal tasks to external where possible, streamlining tasks, testing the new process, documenting it, and continuously improving changeover times. The goal is to reduce changeover times to under 10 minutes or ideally under 100 seconds through applying SMED principles like eliminating non-value added tasks, establishing standards, and making tasks parallel and more efficient.
SMED (Single Minute Exchange of Die) is a lean manufacturing technique aimed at reducing changeover times between the production of different products or product variants on a machine. The basic principles of SMED involve identifying internal and external changeover tasks, analyzing each task's purpose, and focusing on low-cost solutions to eliminate changeover time. The history of SMED began in Japan at Toyota in the 1950s when consultant Shigeo Shingo helped reduce changeover times for body molding from 2-8 hours to under 10 minutes. Implementing SMED involves 5 phases - defining the project, establishing a baseline, separating external and internal work, transforming internal work externally, and eliminating all waste from the changeover process.
This document provides an overview of Toyota's production system (TPS), Just-in-Time (JIT) manufacturing, and lean manufacturing principles. It discusses the history and key figures in developing TPS, including Taiichi Ohno and Shigeo Shingo. The two pillars of TPS are described as Just-in-Time and Jidoka (autonomation). Methods for implementing lean such as heijunka level loading, kanban pull systems, reducing lot sizes and setup times to minimize waste are also summarized.
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
The document introduces the concept of takt time, which is defined as the maximum amount of time in which a product needs to be produced to satisfy customer demand. It provides background on the author and his lean manufacturing consulting firm. Examples are given to demonstrate how to calculate takt time based on scheduled production time and customer requirements. Maintaining production at the takt time pace helps optimize flow and utilization.
Kanban is a lean production system that uses visual signals to manage material flow. It aims to minimize waste through a pull-based system where downstream demand triggers upstream production. Developed by Toyota in the 1950s and based on supermarket replenishment techniques, kanban uses cards or other visual signals to authorize material movement between processes in a just-in-time manner. This helps control inventory levels and avoid overproduction by signaling needs for replenishment only when demanded by the next downstream process.
The team worked to reduce setup times for a small spinning buffing machine from over 10 minutes to under 10 minutes through a SMED (Single Minute Exchange of Die) project. They standardized work instructions, organized tools and fixtures, developed process parameters for all parts, relocated equipment for better ergonomics, and reduced non-value added steps to decrease changeover times by 45%. Key factors for sustaining the improvements include continued 5S, operator training, addressing open items, auditing, and cross-shift communication.
Total Productive Maintenance (TPM) is a holistic approach to equipment maintenance that aims for perfect equipment performance through involvement of all employees. It combines preventive maintenance with total quality control and employee involvement to create a culture of shared responsibility for equipment. The goals of TPM include achieving minimum 80% production efficiency, 90% equipment efficiency, zero defects, accidents and breakdowns. It has eight pillars including 5S, autonomous maintenance, planned maintenance, focused improvement and training which work together to eliminate equipment losses.
Lean Lego Game Slides - Short PresentationiSixSigma.com
This is the short presentation that goes along with the Lean Lego Game. It's about one hour and 30 minutes long.
See full article here: https://www.isixsigma.com/training/training-materials-aids/lean-lego-game/
This is a little presentation we used for our hourly employees when we rolled out lean. Not attached are the real life examples we discussed as part of the training.
This file introduces the principle of Kanban and pull system. In the rest of the file, we concentrate on Kanban and introduce the types of Kanban, six rules for an effective kanban system, the number of Kanban card and kanban circulation.
Lean Quick Changeover (SMED) Training ModuleFrank-G. Adler
The Lean Quick Changeover (SMED) Training Module v2.0 includes:
1. MS PowerPoint Presentation including 65 slides covering an Introduction to Lean Management, The Seven Lean Wastes, Lean Kaizen Events, and a Step-by-Step Changeover Time Reduction (SMED) Process.
2. MS Excel Changeover Time Analysis Worksheet Template
This document defines Overall Equipment Effectiveness (OEE) and its components - Equipment Availability (EA), Equipment Performance (EEP), and Equipment Quality (EQP). It provides formulas to calculate each component and OEE. Benchmark targets for EA, EEP, and EQP are provided, with an OEE target of 85%. Methods for measuring downtime like a downtime clock are also described. The document is authored by Marek Piatkowski and is the intellectual property of W3 Group Canada Inc.
Lean manufacturing aims to maximize customer value and minimize waste. It involves identifying the value stream and eliminating non-value adding activities. The core principles of lean are specifying value from the customer's perspective, establishing a continuous flow of materials, and having production pulled by customer demand rather than being pushed based on forecasts. Implementing lean seeks to reduce costs, shorten lead times, improve quality, and increase flexibility through techniques like just-in-time production and continuous improvement.
The document discusses pull systems and how they work. It defines pull systems as methods for controlling the flow of resources by replacing only what has been consumed. It contrasts this with push systems, which provide resources based on forecasts. It provides examples of how pull signals like cards or containers can be used to trigger the replenishment of consumed materials.
The document discusses the concept of zero defects quality (ZDQ) and poka-yoke, which is a Japanese term that means "mistake-proofing". ZDQ aims to manufacture products with zero defects by focusing on preventing errors rather than detecting errors through inspection. This is achieved through four key elements: point of origin inspection, 100% audit checks, immediate feedback on errors, and poka-yoke methods to make processes mistake-proof. Poka-yoke involves designing processes so that human errors are either prevented or detected immediately. The document outlines seven steps to achieve poka-yoke, including designing robust processes and eliminating the root causes of errors.
This document provides an overview of Lean fundamentals and tools. It discusses the history and evolution of manufacturing, the key principles of Lean thinking around value, value streams, flow, pull and perfection. It then describes the basic Lean tools for identifying and eliminating waste, including takt time, time observation, bar charts, spaghetti diagrams, standard work, visual management and pull systems. The goal of these tools is to optimize workflow, reduce waste and enable continuous improvement through establishing standard processes and engaging employees.
The document provides an overview of key concepts in lean manufacturing including eliminating waste, the 4P model, value stream mapping, and the lean house model. It discusses 14 principles of lean such as creating continuous process flow, developing leaders from within, and becoming a learning organization through continuous improvement. The principles emphasize eliminating non-value added activities, establishing pull systems, standardizing processes, and building a culture of problem solving and refinement.
Single Minute Exchange of Die (SMED) is a technique used in Just-In-Time manufacturing to reduce waste by minimizing changeover times between different products. The SMED process involves observing current changeover methods, separating internal and external changeover activities, streamlining the changeover process, and providing continuous training to further reduce changeover times to single digit minutes.
The document discusses Kanban, a Lean methodology based on visualizing workflows. It describes Kanban concepts like limiting work-in-progress and measuring lead times. The document then outlines several experiments using a Kanban game with roles like squares maker and triangles maker. Finally, it provides overviews of key Kanban techniques including cumulative flow diagrams and visualizing workflows.
We are a Chennai based Lean Manufacturing Consulting firm, working with manufacturing companies in the implementation of Lean Initiatives like JIT, Kaizen Single Piece Flow, SMED and many more. We work with Medium Sized and Large Companies.
El SMED nació de la necesidad de Toyota de reducir los tiempos de preparación de máquinas para lograr una producción justo a tiempo. El SMED permite disminuir el tiempo perdido durante los cambios de producción de un producto a otro, lo que reduce costos y aumenta la flexibilidad. Consta de cuatro etapas: identificar tareas internas y externas de cambio, convertir tareas internas en externas, y perfeccionar todas las tareas.
This document provides an overview of Toyota's production system (TPS), Just-in-Time (JIT) manufacturing, and lean manufacturing principles. It discusses the history and key figures in developing TPS, including Taiichi Ohno and Shigeo Shingo. The two pillars of TPS are described as Just-in-Time and Jidoka (autonomation). Methods for implementing lean such as heijunka level loading, kanban pull systems, reducing lot sizes and setup times to minimize waste are also summarized.
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
The document introduces the concept of takt time, which is defined as the maximum amount of time in which a product needs to be produced to satisfy customer demand. It provides background on the author and his lean manufacturing consulting firm. Examples are given to demonstrate how to calculate takt time based on scheduled production time and customer requirements. Maintaining production at the takt time pace helps optimize flow and utilization.
Kanban is a lean production system that uses visual signals to manage material flow. It aims to minimize waste through a pull-based system where downstream demand triggers upstream production. Developed by Toyota in the 1950s and based on supermarket replenishment techniques, kanban uses cards or other visual signals to authorize material movement between processes in a just-in-time manner. This helps control inventory levels and avoid overproduction by signaling needs for replenishment only when demanded by the next downstream process.
The team worked to reduce setup times for a small spinning buffing machine from over 10 minutes to under 10 minutes through a SMED (Single Minute Exchange of Die) project. They standardized work instructions, organized tools and fixtures, developed process parameters for all parts, relocated equipment for better ergonomics, and reduced non-value added steps to decrease changeover times by 45%. Key factors for sustaining the improvements include continued 5S, operator training, addressing open items, auditing, and cross-shift communication.
Total Productive Maintenance (TPM) is a holistic approach to equipment maintenance that aims for perfect equipment performance through involvement of all employees. It combines preventive maintenance with total quality control and employee involvement to create a culture of shared responsibility for equipment. The goals of TPM include achieving minimum 80% production efficiency, 90% equipment efficiency, zero defects, accidents and breakdowns. It has eight pillars including 5S, autonomous maintenance, planned maintenance, focused improvement and training which work together to eliminate equipment losses.
Lean Lego Game Slides - Short PresentationiSixSigma.com
This is the short presentation that goes along with the Lean Lego Game. It's about one hour and 30 minutes long.
See full article here: https://www.isixsigma.com/training/training-materials-aids/lean-lego-game/
This is a little presentation we used for our hourly employees when we rolled out lean. Not attached are the real life examples we discussed as part of the training.
This file introduces the principle of Kanban and pull system. In the rest of the file, we concentrate on Kanban and introduce the types of Kanban, six rules for an effective kanban system, the number of Kanban card and kanban circulation.
Lean Quick Changeover (SMED) Training ModuleFrank-G. Adler
The Lean Quick Changeover (SMED) Training Module v2.0 includes:
1. MS PowerPoint Presentation including 65 slides covering an Introduction to Lean Management, The Seven Lean Wastes, Lean Kaizen Events, and a Step-by-Step Changeover Time Reduction (SMED) Process.
2. MS Excel Changeover Time Analysis Worksheet Template
This document defines Overall Equipment Effectiveness (OEE) and its components - Equipment Availability (EA), Equipment Performance (EEP), and Equipment Quality (EQP). It provides formulas to calculate each component and OEE. Benchmark targets for EA, EEP, and EQP are provided, with an OEE target of 85%. Methods for measuring downtime like a downtime clock are also described. The document is authored by Marek Piatkowski and is the intellectual property of W3 Group Canada Inc.
Lean manufacturing aims to maximize customer value and minimize waste. It involves identifying the value stream and eliminating non-value adding activities. The core principles of lean are specifying value from the customer's perspective, establishing a continuous flow of materials, and having production pulled by customer demand rather than being pushed based on forecasts. Implementing lean seeks to reduce costs, shorten lead times, improve quality, and increase flexibility through techniques like just-in-time production and continuous improvement.
The document discusses pull systems and how they work. It defines pull systems as methods for controlling the flow of resources by replacing only what has been consumed. It contrasts this with push systems, which provide resources based on forecasts. It provides examples of how pull signals like cards or containers can be used to trigger the replenishment of consumed materials.
The document discusses the concept of zero defects quality (ZDQ) and poka-yoke, which is a Japanese term that means "mistake-proofing". ZDQ aims to manufacture products with zero defects by focusing on preventing errors rather than detecting errors through inspection. This is achieved through four key elements: point of origin inspection, 100% audit checks, immediate feedback on errors, and poka-yoke methods to make processes mistake-proof. Poka-yoke involves designing processes so that human errors are either prevented or detected immediately. The document outlines seven steps to achieve poka-yoke, including designing robust processes and eliminating the root causes of errors.
This document provides an overview of Lean fundamentals and tools. It discusses the history and evolution of manufacturing, the key principles of Lean thinking around value, value streams, flow, pull and perfection. It then describes the basic Lean tools for identifying and eliminating waste, including takt time, time observation, bar charts, spaghetti diagrams, standard work, visual management and pull systems. The goal of these tools is to optimize workflow, reduce waste and enable continuous improvement through establishing standard processes and engaging employees.
The document provides an overview of key concepts in lean manufacturing including eliminating waste, the 4P model, value stream mapping, and the lean house model. It discusses 14 principles of lean such as creating continuous process flow, developing leaders from within, and becoming a learning organization through continuous improvement. The principles emphasize eliminating non-value added activities, establishing pull systems, standardizing processes, and building a culture of problem solving and refinement.
Single Minute Exchange of Die (SMED) is a technique used in Just-In-Time manufacturing to reduce waste by minimizing changeover times between different products. The SMED process involves observing current changeover methods, separating internal and external changeover activities, streamlining the changeover process, and providing continuous training to further reduce changeover times to single digit minutes.
The document discusses Kanban, a Lean methodology based on visualizing workflows. It describes Kanban concepts like limiting work-in-progress and measuring lead times. The document then outlines several experiments using a Kanban game with roles like squares maker and triangles maker. Finally, it provides overviews of key Kanban techniques including cumulative flow diagrams and visualizing workflows.
We are a Chennai based Lean Manufacturing Consulting firm, working with manufacturing companies in the implementation of Lean Initiatives like JIT, Kaizen Single Piece Flow, SMED and many more. We work with Medium Sized and Large Companies.
El SMED nació de la necesidad de Toyota de reducir los tiempos de preparación de máquinas para lograr una producción justo a tiempo. El SMED permite disminuir el tiempo perdido durante los cambios de producción de un producto a otro, lo que reduce costos y aumenta la flexibilidad. Consta de cuatro etapas: identificar tareas internas y externas de cambio, convertir tareas internas en externas, y perfeccionar todas las tareas.
Confederation of Indian Industry (CII) in association with Ministry of Tourism, Government of India is organising CII Tourism Fest 2013 - An International Fest on Tourism & Hospitality from Thursday, 5th December to Saturday, 7th December 2013 at Parade Ground, Chandigarh (India). www.ciitourismfest.com
How to implement Single minute exchange of die Nikunj Rana
This document outlines the 5 steps to implement SMED (Single Minute Exchange of Die) for quick changeovers:
1. Develop a one-step setup implementation team.
2. Separate internal and external setup operations to distinguish operations that can be done while the machine is running.
3. Convert internal setup operations to external where possible through techniques like mechanization and use of jigs.
4. Develop a one-step setup training plan to teach workers the new changeover process.
5. Implement the one-step setup and verify the standardized process through reduced changeover times.
LEAN Setup Reduction (SMED) training for welding by JULIAN KALACJulian Kalac P.Eng
The document describes efforts to reduce setup time for a robot welding workstation from 40 minutes to less than 5 minutes using SMED (Single Minute Exchange of Die) methodology. Through applying SMED techniques like 5S, converting internal setup steps to external, using fixtures and clamps, setup time was reduced to zero. A standard operating procedure was developed to standardize the new setup process. The changes are estimated to save over 500 hours and $51,700 in annual lost productivity costs.
Smed Training Model Trainer Instructions[1]exerciselean
The document describes a training exercise that simulates tool changes on a machine to illustrate the SMED (Single Minute Exchange of Die) method. Trainees are tasked with changing tools as quickly as possible while meeting dimensional requirements. Initial tool changes take around 5 minutes. Through organization improvements and minor modifications, changeover times are reduced by 50% each in subsequent trials. Further improvements like standardizing tools allow an additional 10 second reduction. Emphasizing simultaneous tasks allows changeovers to be cut in half. The goal is for trainees to discover the SMED method phases and how over 90% improvement in changeover times is possible.
The document discusses lean manufacturing techniques including Single Minutes Exchange of Dies (SMED) and preventative maintenance. SMED aims to reduce changeover times to less than 10 minutes by separating internal and external changeover steps. It was developed in the 1950s-60s by Shigeo Shingo at Toyota to reduce bottlenecks. Preventative maintenance involves scheduled inspections and minor repairs to reduce unexpected breakdowns and increase equipment efficiency. It provides benefits like reducing downtime, costs, and safety issues compared to breakdown-based maintenance.
El documento describe la metodología SMED (Single-Minute Exchange of Dies) para reducir los tiempos de preparación de máquinas. SMED separa los ajustes en externos e internos, optimiza los ajustes y externaliza los internos para realizarlos con la máquina en marcha. Esto reduce los tiempos improductivos de parada de la máquina y permite una mayor flexibilidad, productividad y calidad.
Claves para reducir el tiempo de cambio de referencias, de lotes o despejes, comprendido desde que se produjo la última pieza buena del anterior lote, hasta que se produce la primera pieza buena del siguiente.
The Confederation of Indian Industry (CII) is India's leading business association, with over 7100 member companies from both private and public sectors. Formed in 1895 as the Engineering and Iron Trades Association, CII works to create a conducive business environment in India and promote the growth of industry. It is a non-profit organization managed by industry leaders. CII's objectives include strengthening industry's role in the economy, acting as a catalyst for growth, integrating Indian industry globally, and reinforcing its commitment to social causes.
The document discusses lean manufacturing, which aims to eliminate waste and improve efficiency. It describes key lean techniques like 5S, single minute exchange of dies (SMED), kanban, and cellular manufacturing. The benefits of lean include increased productivity and quality while reducing costs, space, lead times, and inventory. People are an important part of lean success through continuous learning and commitment. Customers also benefit from lean through faster, more reliable delivery of the exact products they want.
SMED (Single Minute Exchange of Die) Cambios Rápidos de ProductosRodríguez Saúl
Herramienta de Lean Manufacturing. SMED (Single Minute Exchange of Die) significa cambio de herramentales en un solo dígito de minuto, es decir, en menos de 10 minutos.
Una introduzione al manifesto AGILE ed al framework di sviluppo SCRUM proposta durante il nostro ultimo workshop tenuto in occasione di SMAU Milano lo scorso Ottobre 2019
Obiettivo: semplificare la procedura del processo, rappresentarlo graficamente (tutte le fasi), indentificare punti di controllo ed eventuali criticità nel flusso
garantire lo standard di qualità dei prodotti e migliorare il piano di campionamento
Brochure di Presentazione di MLS (Manufacturing Lean System)AngeloScordo
E' una presentazione breve del programma MLS un software manifatturiero per aziende dinamiche, con gestione della distinta base e dei cicli di lavoro, controllo del magazzino, previsioni e pianificazione, riduzione o eliminazione dei magazzini intermedi e dei documenti cartacei, a capacità finita.
Il modo migliore per dare uno Sprint alla tua azienda! Vantaggi del metodo Agile Scrum nello sviluppo software per l’ottimizzazione dei processi produttivi e commerciali.
The objectives of this book are to assure an awareness of the importance of project management in modern business environment, to understand the role of the project manager, to develop the capacity to assess business opportunities, to get familiarity with the project management toolkit, and to develop the capacity for teamwork and leading the team and individuals. This book guides students through fundamental project management concepts and behavioural skills needed to successfully initiate, plan, implement and close a project.
Lezione logistica produzione 2012 (Levanti)EAAUNIPA
Queste sono le slide spiegate dalla levanti inerenti la parte di logistica. Non sono incluse però quelle di Dominici (quelle con i velieri per intenderci).
PMexpo 2019 | Marco Caressa, Progetti agili a norma iso 21500PMexpo
I metodi Agili, nati per lo sviluppo del software, si stanno diffondendo sempre più velocemente al di fuori dell'ambito IT. O forse è più corretto dire che la trasformazione digitale in atto investe tutti i processi produttivi e di servizio e intere fasi di progetto in settori tradizionali sono oggi virtualizzate e delocalizzate. Si pensi al BIM nelle costruzioni o al concetto di "digital twinning" nell'industria 4.0.
Similar to SMED - Single Minute Exchange Died (20)
2. 19/02/16
Venanzio Figliolino - Lean Six Sigma University
http://leansixsigma.university 2
Il focus è sul tempo che intercorre tra la produzione di due lotti differenti perchè in
tale intervallo non si produce, quindi c’è un periodo di tempo a non valore aggiunto
Tempo che intercorre dall’ultima unità prodotto del lotto
precedente alla prima unità buona prodotta del lotto
successivo.
Ultima unità buona Prossima unità buona
Change over
Cambio prodotto e SMED
4. 19/02/16
Venanzio Figliolino - Lean Six Sigma University
http://leansixsigma.university
4
1h cambio prodotto
6 volte/giorno
2h di produzione/lotto
Disponibilità impianto/giorno = 18h
30 min cambio prodotto
12 volte/giorno
A AB BC C
A A AB B BBC C CD D DE E
Minor inventario, maggiore
flessibilità,
tempi di attraversamento
più brevi
Stesso tempo di produzione (12h) ma
mix di produzione maggiore
30 min cambio prodotto
6 volte/giorno
Stesso mix di produzione ma tempo di
produzione maggiore (16h)
A AB BC C
Maggior tempo di
produzione
Tempo di produzione = 12h
Change over
Cambio prodotto e SMED
6. 19/02/16
Venanzio Figliolino - Lean Six Sigma University
http://leansixsigma.university
6
La prima fase è lo studio delle attività necessarie a svolgere il set up.
L’obiettivo è fare una analisi critica delle modalità di set up.
Utili strumenti per riuscire a svolgere il lavoro in maniera efficace
possono essere la realizzazione di filmati, diagrammi di Gantt per
individuare le combinazioni delle attività, spaghetti chart per verificare
gli spostamenti dell’operatore e tutte le registrazioni che si ritiene utili
a comprendere maggiormente il processo.
In particolare nell'analisi si effettuano le seguenti attività:
• descrizione delle operazioni svolte da ogni operatore;
• tempo impiegato per svolgere ogni operazione; distinzione tra le attività interna ed
esterna (IED/OED);
• elencazione degli utensili utilizzati per svolgere le varie operazioni e loro localizzazione;
• individuazione di criticità/opportunità di miglioramento.
Change over
Cambio prodotto e SMED
8. 19/02/16
Venanzio Figliolino - Lean Six Sigma University
http://leansixsigma.university
8
La seconda fase consiste nella chiara classificazione delle attività
interne (a macchina ferma) ed esterne (a macchina in movimento).
Ciò significa identificare le operazioni che devono essere
effettivamente svolte a macchina ferma o in movimento.
Alcuni esempi di interventi in tal senso:
• preparare in anticipo attrezzature, strumenti di lavoro e di misura, mentre la
macchina sta ancora lavorando;
• disporre gli strumenti necessari vicino al punto di utilizzo e nella sequenza di
utilizzo;
• duplicare eventualmente gli strumenti di lavoro di uso comune;
• crearecarrelli/kit di set-up;
Change over
Cambio prodotto e SMED
9. 19/02/16
Venanzio Figliolino - Lean Six Sigma University
http://leansixsigma.university
9
La terza fase è l’elemento fondamentale di tutto il sistema SMED,
ossia lo sforzo di convertire il maggior numero di operazioni interne
(a macchina ferma) in esterne (a macchina funzionante). Questa
attività rappresenta sicuramente la parte tecnicamente più difficile
ed impegnativa.
Alcuni esempi di modifiche del processo, riguardano:
• lo studio di soluzioni per preparare in anticipo le attrezzature (ad esempio
preriscaldo di stampi, presettaggio degli utensili, aree di lavoro più ergonomiche,
carrelli set-up dedicati, ecc.);
• la ridefinizione delle procedure di lavoro (ad esempio rendendo il più possibile le
attività eseguibili da un solo operatore);
• la revisione del layout dell'aree di lavoro (ad esempio migliore ergonomia ed
efficienza negli spostamenti);
• lo studio di come rendere accessibili alcune aree di lavoro mentre la macchina è in
funzione ecc.
Change over
Cambio prodotto e SMED
10. 19/02/16
Venanzio Figliolino - Lean Six Sigma University
http://leansixsigma.university
10
La quarta ed ultima fase è finalizzata ad ottimizzare sequenza e
metodi operativi delle attività interne (IED), sia attraverso
soluzioni tecniche (metodi ed attrezzature di lavoro), sia
attraversosoluzioni organizzative (parallelizzazione di attività).
• Di seguito alcuni esempi pratici per ridurre i tempi delle attività interne:
• ottimizzaresequenza e metodi di lavoro;
• standardizzare attrezzature, strumenti di lavoro e sistemi di fissaggio
(attrezzatureuniversali);
• sviluppare dispositivi di fissaggio, regolazione e centraggio rapidi (ad esempio le
asole a forma di pera, le rondelle a U e le viti con un numero limitato di filetti
garantiscono una maggiore velocità di esecuzione delle operazioni
• utilizzareutensili a cambio rapido;
• eliminare l'esigenza delle registrazioni;
• valutare parallelizzazionedi attività (team work);
• addestrare gli operatori;
• Ecc.
Change over
Cambio prodotto e SMED