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Quick Changeovers & SMED. 6 . Learning Objectives. At the completion of this unit the participant will be able to: What are Quick Changeovers? Why Quick Changeovers? The 8 Steps to Quick Changeovers What is SMED? The 7 Steps to SMED. The Race is Won in the Pits. What is a Changeover?.

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Presentation Transcript
learning objectives
Learning Objectives

At the completion of this unit the participant will be able to:

  • What are Quick Changeovers?
  • Why Quick Changeovers?
  • The 8 Steps to Quick Changeovers
  • What is SMED?
  • The 7 Steps to SMED

© 2009 RLM & Associates LLC

the race is won in the pits
The Race is Won in the Pits

© 2009 RLM & Associates LLC

what is a changeover
What is a Changeover?

The amount of time taken to change a piece of equipment from producing the last good piece of a production lot to the first good piece of the next production lot

© 2009 RLM & Associates LLC

when is the changeover complete
When is the Changeover Complete?
  • Running product A
  • Downtime = Muda or Waste
  • Running product B

© 2009 RLM & Associates LLC

why quick changeovers
Why Quick Changeovers?
  • Quick changeovers reduce lead time
  • Increase overall velocity
  • Machines only create value when they are running and not sitting idle

© 2009 RLM & Associates LLC

why quick changeovers1
Why Quick Changeovers?
  • Reduce lot sizes
  • When lot sizes are reduced, the customer’s lead time is also reduced
  • This is because most of the lead time is waiting (queue time)

© 2009 RLM & Associates LLC

quick changeovers reduce inventory
Quick Changeovers Reduce Inventory

Fast changeovers greatly reduce the need for inventory buffers

© 2009 RLM & Associates LLC

improves on time delivery performance
Improves On-Time Delivery Performance

Removing the non-value added time results in the customer getting their product sooner

© 2009 RLM & Associates LLC

8 techniques to quick changeover
8 Techniques to Quick Changeover
  • Separate internal from external setup operations
  • Convert internal to external setup
  • Standardize function, not shape
  • Use functional clamps or eliminate fasteners altogether
  • Use intermediate jigs
  • Adopt parallel operations
  • Eliminate adjustments
  • Mechanization

© 2009 RLM & Associates LLC

what is smed
What is SMED?
  • Single Minute Exchange of Dies
  • Developed by Shigeo Shingo
  • A system designed to radically reduce the amount of time to perform a changeover or setup

© 2009 RLM & Associates LLC

shingo s success
Shingo’s Success
  • “A Revolution in Manufacturing: The SMED System”
  • Toyota, using his techniques, reduced setup time from days to three minutes

© 2009 RLM & Associates LLC

focus on the process not the technology
Focus on the Process, not the Technology
  • SMED should be inexpensive
  • Well planned
  • Well practiced
  • Well executed
  • Without Standard Work, there is no continuous improvement

© 2009 RLM & Associates LLC

shingo s success1
Shingo’s Success

Changing dies on stamping machines took up to three days to complete

  • Placed precision measuring devices on the die – used instead of eyeballing
  • Tools designated for SMED were located close by
  • Cut the changeover time to less than 10 minutes!

© 2009 RLM & Associates LLC

7 steps to implementing smed
7 Steps to Implementing SMED

1. Observe the current methodology

  • Watch a full changeover at least once – more is better
  • Videotape is best

© 2009 RLM & Associates LLC

7 steps to implementing smed1
7 Steps to Implementing SMED

2. Separate the INTERNAL and EXTERNALactivities. Internal activities are those that can only be performed when the process is stopped, while External activities can be done while the last batch is being produced, or once the next batch has started. For example, go and get the required tools for the job BEFORE the machine stops.

© 2009 RLM & Associates LLC

7 steps to implementing smed2
7 Steps to Implementing SMED

3. Convert (where possible) Internal activities into External ones (pre-heating of tools is a good example of this).

© 2009 RLM & Associates LLC

7 steps to implementing smed3
7 Steps to Implementing SMED

4. Streamline the remaining Internal activities, by simplifying them. Focus on fixings - Shigeo Shingo rightly observed that it's only the last turn of a bolt that tightens it; the rest is just movement.

© 2009 RLM & Associates LLC

slide20
Only the final turn on a bolt

adds value

  • The interrupted screw (or

interrupted thread) provides

one means of clamping and unclamping something quickly. Artillery breeches have been sealed in this manner since the nineteenth century.

© 2009 RLM & Associates LLC

7 steps to implementing smed4
7 Steps to Implementing SMED

5. Streamline the External activities, so that they are of a similar scale to the Internal ones.

© 2009 RLM & Associates LLC

7 steps to implementing smed5
7 Steps to Implementing SMED

6. Document the new procedure and the actions that are yet to be completed.

© 2009 RLM & Associates LLC

7 steps to implementing smed6
7 Steps to Implementing SMED

7. Do it all again: For each iteration of the above process, a 45% improvement in set-up times should be expected, so it may take several iterations to cross the ten-minute line.

© 2009 RLM & Associates LLC

improvements with successive runs
Improvements with Successive Runs

© 2009 RLM & Associates LLC

look for
Look For…

Look for opportunities to eliminate waste in your changeovers, then go after them.

In the following video, identify any wasteful activities.

© 2009 RLM & Associates LLC

look for1
Look For
  • Shortages, mistakes, inadequate placement of needed equipment. Can be avoided by using check tables, especially visual ones, and setup on an intermediary jig.
  • Inadequate or incomplete repairs to equipment.
  • Optimization for least work as opposed to least delay.

© 2009 RLM & Associates LLC

look for2
Look For
  • Unheated molds which require several wasted 'tests' before they will be at the temperature to work.
  • Equipment using slow, precise adjustments for the large coarse part of adjustment.
  • Lack of visual lines or benchmarks for part placement on the equipment.

© 2009 RLM & Associates LLC

look for3
Look For
  • Forcing a changeover between different raw materials when a continuous feed, or near equivalent, is possible.
  • Lack of functional standardization, that is standardization of only the parts necessary for setup, e.g. all bolts use same size spanner, die grip points are in the same place on all dies.

© 2009 RLM & Associates LLC

look for4
Look For
  • Much operator movement around the equipment during setup.
  • More attachment points than actually required for the forces to be constrained.
  • Attachment points that take more than one turn to fasten.

© 2009 RLM & Associates LLC

look for5
Look For
  • Any adjustments after initial setup.
  • Any use of experts during setup.
  • Any adjustments of assisting tools such as guides or switches.

© 2009 RLM & Associates LLC

parallel operations using multiple operators
Parallel Operations Using Multiple Operators

Level load the changeover

Balance the tasks

© 2009 RLM & Associates LLC

smed tool carts
SMED Tool Carts

© 2009 RLM & Associates LLC