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Changeover Improvement : SMED and beyond …

Changeover Improvement : SMED and beyond …. Dr Richard McIntosh. 5 Part Presentation - Review - Embracing design opportunities - Changeover game - Other important issues - A revised improvement approach. Part I Review. CHANGEOVER IMPROVEMENT. An automotive example.

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Changeover Improvement : SMED and beyond …

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  1. Changeover Improvement: SMED and beyond … Dr Richard McIntosh

  2. 5 Part Presentation- Review - Embracing design opportunities - Changeover game - Other important issues - A revised improvement approach

  3. Part IReview

  4. CHANGEOVER IMPROVEMENT An automotive example Copyright Suiko-WCS International

  5. CHANGEOVER IMPROVEMENT Another automotive example ITBA - July 2007

  6. CHANGEOVER IMPROVEMENT Industrial ITBA - July 2007

  7. CHANGEOVER IMPROVEMENT Purpose Why seek better changeovers ? £ … € … $ … ¥ … ITBA - July 2007

  8. CHANGEOVER IMPROVEMENT Opportunities Retrospective improvement team Original equipment manufacturer ITBA - July 2007

  9. CHANGEOVER DEFINITION (Run down period) Run up period Set up period OUTPUT TIME ITBA - July 2007

  10. Set-up period losses Other losses Daily Production (‘000s) 1400 1200 1000 800 Target (750,000 units/day) 600 400 200 0 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Run-up period Days after Changeover Set-up period Total elapsed changeover period CHANGEOVER INCLUDING RUN-UP Run-up

  11. CHANGEOVER DEFINITION • Changeover should be defined as … • “The activities necessary to ensure manufacture of a new product at a predetermined production rate and at a predetermined product quality rate.” • and/or • “The elapsed time between manufacture of an existing product and manufacture of a new product at a predetermined production rate and a predetermined product quality rate.” ITBA - July 2007

  12. CHANGEOVER IMPROVEMENT PRACTICE Shingo book: “A revolution in manufacturing” Productivity Press ISBN 0-915299-03-8 ITBA - July 2007

  13. REVIEWING IMPROVEMENT PRACTICE Dominant ‘SMED’ methodology Conceptual Stages ‘SMED’ • Stage 0 - Internal and External not distinguished • Stage 1 - Separate Internal and External • Stage 2 - Convert Internal to External • Stage 3 - Streamline ITBA - July 2007

  14. SMED concept or stage Assigned technique Stage 1: Separate internal and external setup Using a checklist Performing function checks Improving die transportation Stage 2: Convert internal to external set-up Preparing operating conditions in advance Function standardisation Using intermediary jigs Stage 3: Streamline all aspects of the set-up operation Improving storage and transportation of dies, etc. Implementing parallel operations Using functional clamps Eliminating adjustments Least common multiple system Mechanisation REVIEWING IMPROVEMENT PRACTICE Dominant ‘SMED’ methodology ITBA - July 2007

  15. CHANGEOVER IMPROVEMENT PRACTICE The need to measure performance and isolate individual tasks A brief thought … The use of the SMED methodology to address run-up losses ? Total elapsed changeover time ITBA - July 2007

  16. CHANGEOVER IMPROVEMENT PRACTICE The ‘post-it note’ method ITBA - July 2007

  17. CHANGEOVER IMPROVEMENT PRACTICE Seeking retrospective improvement: Preconceptions ? Objective: Faster Changeovers (Set-Up Reduction) Objective 2: Higher Quality Changeovers ITBA - July 2007

  18. CURRENT CHANGEOVER PRACTICE Seeking retrospective improvement: Preconceptions ? Kaizen ‘SMED’ Objective: Faster Changeovers (Set-Up Reduction) >50% Improvement Low cost ITBA - July 2007

  19. CHANGEOVER IMPROVEMENT PRACTICE Organisational improvement bias ITBA - July 2007

  20. CHANGEOVER IMPROVEMENT PRACTICE Organisational improvement bias After Before ITBA - July 2007

  21. CHANGEOVER IMPROVEMENT PRACTICE Organisational improvement bias – Standard Operating Procedure ITBA - July 2007

  22. REVIEWING IMPROVEMENT PRACTICE Organisation-design spectrum Is adequate guidance and emphasis provided towards this end of the spectrum ? Range for the majority of programmes ? 100 % 100 % ORGANISATION DESIGN ITBA - July 2007

  23. Part IIEmbracing design opportunities

  24. GLOBAL OPPORTUNITIES The ‘4Ps’ ITBA - July 2007

  25. GLOBAL OPPORTUNITIES The ‘4Ps’: Organisation and Design ITBA - July 2007

  26. CHANGEOVER IMPROVEMENT PRACTICE Design improvement bias Changeover time (39 bottle supports) = 60 minutes ITBA - July 2007

  27. CHANGEOVER IMPROVEMENT PRACTICE Design improvement bias ITBA - July 2007

  28. CHANGEOVER IMPROVEMENT PRACTICE Design improvement bias Changeover time (39 bottle supports) = 39 minutes ITBA - July 2007

  29. CHANGEOVER IMPROVEMENT PRACTICE Design improvement bias ITBA - July 2007

  30. CHANGEOVER IMPROVEMENT PRACTICE Design improvement bias Changeover time (39 bottle supports) = 6 minutes .. and much more precise + much cheaper to make ITBA - July 2007

  31. CHANGEOVER IMPROVEMENT PRACTICE Case study conclusions • Solution unlikely via SMED ITBA - July 2007

  32. CHANGEOVER IMPROVEMENT PRACTICE Organisation-design spectrum: alternative opportunity conception 100 % ORG. 100 % DES. “Do existing things better” “Do better things” “Prepare better” “Do fewer, simpler things” ITBA - July 2007

  33. CHANGEOVER IMPROVEMENT PRACTICE Organisation-design spectrum: attributes 2 100 % ORG. 100 % DES. ? ? ? ? ? ? ? ? Achievable gains Sustainability Skill Cost Implementation difficulty Implementation time Changeover quality Impact on run-up ? ? ? ? ? ? ? ? ITBA - July 2007

  34. SOME DESIGN RULES Retrospective improvement: “doing better things” (design-biased technique guidance) • Quick release fasteners • No tools • Foolproof (no skill) • Part count reduction • Better access • Modularisation • Reduction in variety (variability) • Reduction in effort • Precision fixed locations • Pre-setting devices • Clamping/securing devices • Standardisation • Adjustment scales + minimise adjustment • Lightweight • Movement/handling aids • Universality ITBA - July 2007

  35. CHANGEOVER IMPROVEMENT ‘Universality’: an example ITBA - July 2007

  36. CHANGEOVER IMPROVEMENT Beverage can example ? £ … € … $ … ¥ … ITBA - July 2007

  37. DOUBLE ACTING CUPPING PRESS - CASE STUDY Pre-improvement time: 48 hours (Claimed) Post improvement time: 2 hours ITBA - July 2007

  38. DOUBLE ACTING CUPPING PRESS - CASE STUDY Pre-improvement Rear of the press ITBA - July 2007

  39. DOUBLE ACTING CUPPING PRESS - CASE STUDY Pre-improvement Coil feed assembly ITBA - July 2007

  40. DOUBLE ACTING CUPPING PRESS - CASE STUDY Pre-improvement Hard labour ITBA - July 2007

  41. DOUBLE ACTING CUPPING PRESS - CASE STUDY Pre-improvement More hard labour ITBA - July 2007

  42. DOUBLE ACTING CUPPING PRESS - CASE STUDY Pre-improvement Handling / Manipulation ITBA - July 2007

  43. DOUBLE ACTING CUPPING PRESS - CASE STUDY Post-improvement New hardware ITBA - July 2007

  44. DOUBLE ACTING CUPPING PRESS - CASE STUDY Post-improvement Hydraulic lifters / runners ITBA - July 2007

  45. DOUBLE ACTING CUPPING PRESS - CASE STUDY Post-improvement New hardware ITBA - July 2007

  46. GETTING IT RIGHT Hirotec Corporation, Hiroshima SOURCE: HIROTEC, www.hirotec.co.jp

  47. GETTING IT RIGHT Hirotec Corporation, Hiroshima – best in the world SOURCE: HIROTEC, www.hirotec.co.jp

  48. Part IIIChangeover Game

  49. CHANGEOVER GAME • 3 Teams competing against one another • Marked out of 10 for Changeover Time • Marked out of 10 for Changeover Quality • -------------------------------------------- • What problems ? • What organisational improvement opportunities ? • What design improvement opportunities ? • What time can you get it down to ?? ITBA - July 2007

  50. Part IVOther important issues

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