SMED BENEFITS Proper implementing of SMED can reap r eap several benefits for a company. company. The most common are the reduction of downtime because of the changeo ver process and the reduction of waste that is inevitably created during start-up. Some additional benefits include: Less
time spent on production. Machines have an increase in work rates. This means you actually get more work out of the equipment. Productivity sees an increase. eduction in errors during set-up and after the machines starts back up. Fewer defects are R eduction produced. Inventory costs are minimalized due to less raw material needed. Also saves on space for storage. change-up procedures. procedur es. Level of safety is increased due to following proper change-up Less time spent cleaning up after production due to better organization. Overall costs of set-up are lower due to less time spent during change-over and less waste. O peration of equipment takes less skill and training due t o simplified process. Deterioration of stock is kept to a minimum. Lot size reduction eduction in finished goods inventory R eduction Profits are increased without having to spend more money on more equipment.
Learning Obj Objectives ectives
Apply SMED to critical processes in your value streams, so you can reduce batch sizes, reduce work-in-process inventories, achieve shorter lead times, and thereby reduce product costs (bottom-line $) and increase flexibility to meet changing customer demands. SMED (Quick Changeover) Venue: Malaysia: Kuala Lumpur (K L) & Penang (PG) Singapore Indonesia Vietnam Thailand China Philippine Mauritius Australia Middle East Through this training SMED (³Single Minute Exchange of Die´), EXEGENS® helps you to improve your practice techniques to reduce r educe time to change the manufacturing for processes or products. products. The word "single" refers to a single digit for the change time (minutes), (minutes ), that is under ten. In many industrial companies, due to requirements coming from the market, chere are spent many hours to change dies, tools, devices, etc. This time is the main barrier which lies in the flexibility desired by the customer, which leads primarily to the creation of the ongoing ongoing stocks, having a contribution contribution to the birth of the "narrow places" with an impact on the homogenity of the processes, to the non-optimal usage of the capacity of the machines, to the temporary inactivity of the employees etc. Change is the process which includes all necessary operations from the stop of the production product ion for a type A product to getting the first type B good quality product.
Using
the SMED technique, the time teduces for the long switches in the production lines or even in the production cells. Thus, it comes to switches that previously were taking hours for changing¶s that by SMED technique are consuming only a few minutes or even seconds. The SMED technique was or iginally designed for business industry by Mr. Shigeo Shingo. These days, like all Lean techniques, SMED can be applied to all business processes to ensure changes, quick adaptations to the market requirements. Currently, worlwide, many companies use the SMED technique to be able to offer clients a level of high quality products with good price and fast delivery. SMED advantages: y y y y y y y y y y
Support the lots of small volumes required by customers; R educing defects; Ensure the continuous flow; R educe delivery time; R educe costs and cost of storage in particular; Increase the quality; Increase the productivity; Increase the competitiveness; Increase the profitability; Increase the customer satisfaction.
Summary of the training session:
1) The necessity of SMED 2) Terms and concepts 3) Basic steps in organizing the change 4) SMED - Stage I: Changing die in a minute (practical examples) 5) SMED - Stage II: Changing die in a minute (practical examples) 6) SMED - Stage III: Changing die in a minute (practical examples) 7) Analysis of the results of the SMED technique 8) The implementation plan and the losses analysis 9) Seven SMED golden rules 10) Improvement Project Pamnel of the changing process - KA IZEN.
SMED Single Minute Exchange of Dies
Definition: SMED is a tool used in the IMPROVE phase of a DMAIC project to improve existing set-up times enhancing the flow of products and alleviating a constraint. It can be used in a manufacturing or transactional environment.
At this point the team has determined that set-up time is a KP IV and improvements here will close the gap as described in the problem statement on the project contract. Assumptions: y
Takt Time and current loading calculations are known.
y
Current state and baseline measurements are complete.
y
Preliminary 5S activities completed (more will follow) as 5S is never-ending
y
Flow process identifies set-up time as a constraint.
Def ining a "Set-up" The time elapsed since the last good part (or last good transaction) was produced until the first good piece (next good transaction) is completed in the next production run.
Think about that entire statement for a few moments with the team .
There is much more time involved than just wrenching, inspection, and adjusting in a set-up. A "change-over" is not a set-up, it is a part of a set-up. This includes the amount of time it takes to complete initial paperwork, removing the previous job, cleaning machine area, installing next job tools, running warm-up or trial pieces, getting them inspected, and finally running the first piece of the production run. There may be brief moments of "run time" after some adjustments are made and then the machine is shut down again, then more adjustments made and the cycle continues. All of that time is classified as part of the total set-up time until the first good piece of the production run is made.
Working Smarter Speed offers competitive advantage over others especially if you line of work is produces a commodity product or common service. While
quality levels must be maintained, the organization that is most consistent (lowest variation in set-ups) and the fastest (lowest average set-up time) has an opportunity to improve cash flow, quote more competitively and offer customer higher delivery performance levels. Whether
it¶s replacing a light bulb, making toast, assembling an engine, they are all repetitive tasks that can be streamlined to make life at home and work more value-added and efficient. It
is not necessarily working harder on every set-up for the duration of our work careers, it is about working very hard during the team's duration to permanently reduce set-up times and consistency...EVE RY TIME. Create a smarter process to enable quicker set-ups. There are a few basis steps that a team can follow: 1) Identify set-ups through Pareto charts or other tools that display the vital few key improvement opportunities (inputs to the problem). Those that have both the highest amount of average time (mean) and the most variation are KP IV's. 2) Ensure the team is now expanded for this SMED portion to include operators, supervisors, line leaders, and other with a direct interest.
3) Video-tape the entire event if permissible. It can be broken down, analyzed and provide limitless mining opportunity and referenced if there is debate. Everyone should remain as natural as possible, act as if the camera is not on. R ecording starts when the last part of the preceding lot is complete and stops when the first good part of the next batch is produced. The camera rolls even if operator(s) leave the viewing area or can not be captured in the area (such as bathroom break, or to adjust in a area under a machine that is hard to view). Ensure there is a way to maintain battery charge or other method to capture entire set-up. The camera must not be stopped when the operator leaves the machine for any set-up related operation. 4) Others should be on site taking notes of the process, identifying details that the video may not capture. Sometimes multiple tasks are occurring at once in different locations. Look for the low-hanging fruit and quick hits. This builds momentum. The notetaker should capture tool specifics, sizes of adjustment pins, rails, bolts, wrenches, form numbers, smells, and other details the camera will not be able to detect. 5) A process map should be developed, this can also be done after video-taping and look for re-work loops and other 7- Wastes. 6) Assign one person to doing a deep dive into one type of the 7- Wastes. It will be their job to expose and discuss all they can identify of one type of waste. 7) Watch the video tape and possibly break-out into groups and get more involved including those responsible for production, maintenance, quality control, and material handling. 8) KEY STEP: Determine which steps throughout the entire set-up ar e internal and external, and the amount of time of each. INTERNAL - a step that can be done while the machine IS NOT running. Common examples (but not always): y
Adjusting dies in the machine
y
Feeding the raw material into the machine
y
Removing the old dies from the machine
EXTERNAL - a step that can be done while the machine IS running y
Completing business or company regulated paperwork
y
Adding more oil
y
Going to the restroom or vending machines, possibly even running production during break.
y
Inspection - sometimes if history shows that most first pieces are accepted, than operator may be given the
freedom to run production parts during an inspection by quality control. y
Cleaning and straightening a work area
y
Getting tools/dies/materials/paperwork for next job.
ANY reason a direct operator is leaving a workspace should be evaluated. Cater to them and keep them home (in their work area) doing what they are skilled and trained to do, add value to your product or service. 9) First try, ELIMI NATE steps.
10) Secondly, try to convert the I NTER NAL steps to EXTER NAL steps for the obvious reason that the machine can run during those steps and operators must be disciplined to run in that manner (should be clearly documented in the standard work). For example, a set-up may have involved a shut-down while the QC department inspected a critical part. Depending on their department tasks at that moment, this wait time could take 1-20 minutes. If it is found that the operator(s) very rarely have failures then the risk may be financially justified to run production during this time. The risk is scrapping parts if there is a failure. Try cross-training the operator so they can make a better quality control decision themselves or enhance the QC feedback process. 11) R EDUCE TIME in each element, internal or external but priority on the internal elements. Advanced kitting, die packs, tugger routes, and other preparation are ways to reduce set-up time. Think about a pit stop at a racetrack, 15 seconds is too much time. Yes, they have a lot of help but look at the standardization and readiness of all the items. A set-up is an "emergency", money is being lost when the machine is not making parts or employees are not performing a customer paid for service. Think about SYNERGY . Can the sum of two or more people get more accomplished than one person with their same combined time? Sometimes the efforts or two or more working simultaneously can cut down a set-up by so much that it financially justifies that additional labor. 12) Standardize bolts, wrenches, forms, platforms across machines, lighting, oils, tools, workbenches, clamps, pins, dies, quick adjust handles, gages, and anything that will remove variation across the Families of Variation (shift-to-shift, operator-to-operator, machine-to-machine, part-to-part, etc.) Settings should be used instead of "feel" or regular adjustments, using dial indicators help ensure safety, machine integrity, tool behavior consistency, and reduces more variation. 13) Enhance Visual Management with labels, shadow boards, local lighting, live production displays such as OEE, light indicators, and strive to get the work area to "talk" to you. 14) Conduct another intense 5S audit of the area. 15) Point-of-Use (POU) tooling. Everything should be organized and labeled with most frequently needed items on the operator or close by to reduce waste of motion and waiting, every second counts. 16) Spread the best and common practices across the system, operators, machines, and shifts.
Past Paradigms Individual operators conducted setups as they were taught, often by different operators with varying methods and then they tacked on a few of their own ideas.
Most often is the habits and procedures that can be changed first, before any significant investment is needed. Shift changes were not comfortable with set-ups done on other shifts so the new shift operator will re-do it. Their is a general belief that longer set-ups result in better quality. While it is worth while taking the time to do a thorough and complete set-up, it is not time itself that results in better quality. Find those time consuming adjustments and make them quicker and standard.
The number one reason any shop will resist batch size reduction is because set-up are time consuming and operators will always be doing them. That is correct, batch size reduction CAN N OT start until downtime is eliminated, whether it is from SMED, product scheduling sequencing, or other methods. To exaggerate to make a point, if a set-up took only 15 seconds every time (such as race track pit stop) and was consistently that amount of time, then the operators would have much less resistance to doing them more often and running smaller batches.
SMED R esults More
frequent changeovers or set-ups seems like a ridiculous concept to many traditional shops. While getting to
truly one-piece flow may not be practical it is important to build economic production quantities.
Part of that formula involves downtime and a large component of downtime is set-up time. More frequent changes allow for shorter production cycles of smaller batches (assuming the customer consumes them before the next batch behind it arrives). Smaller batches that are consumed as they are finished will reduce amount of cash tied up in value stream. It also adds capacity if needed due to the extra time now available to take on new work. This absorbs fixed costs and creates more profit per piece as utilization of assets increases. Quicker set-ups also allows for quicker response to hot customer requests or enhanced commitments to lead time that a customer may be just as or more concerned with than price. IF
the smaller batches are just piling up together in the various WIP staging areas then the system is flowing and it is actually costing more than running the larger batches. In this case, you might as well the larger single batch to reduce paperwork, inspections handling, because if they are piling up they being run back to back most likely in the same manner as a large
not run are batch.
GOAL There is a direct correlation to batch size and set-up time. If the set-up time is reduced by 75%, then it is expected that batch sizes should be reduced in similar amount.
Downstream or upstream operations M UST be considered. Small batches in a large furnace or oven may be very difficult to financially justify. Some set-ups take several days, some take a few minutes. The goal is to strive for a 90% improvement. Work
to shave off more time each trial. It won't all be possible at once and don't prepare to achieve this or expect the team to get this accomplished. R emember it is called continuous improvement for a reason. Take the necessary steps (safe and practical) to prove it can be done and the team's job is to control and sustain that level of performance. One
way to gain efficiencies in the mind of many plant managers is to call for and insist on long runs of the same product so that downtime needed for changeovers can be avoided. O bviously making long runs or large lots of a product is good for process efficiency. But the consequences of large runs, when they exceed the customer¶s order size or when they make late the delivery of other products that come from the same production line, cost the organization money. Production Planning - reduce the number of setups with good planning and inventory management. Group Technology / cell formation - reduce the number of setups. Design Standardization - reduce the number of setups.
Use Standard Module - reduce the number of setups. Work Simplification. Mechanization or automation - an expensive option. SMED Basic How To If we have actually done all that we can do to avoid non-productive time due to product changes, cleaning, or maintenance, SMED can be helpful in finding ways to minimize this downtime. The basic concept of SMED follows the following basic steps:
1) Maintenance, Organization, and Housekeeping It often happens that setup problems are related to poor maintenance such as worn parts, worn tooling, dirt, or damaged threads. Disorganization and poor housekeeping are also contributors to setup problems. These are easy to fix and should be a first step. 2) Identify the Current Setup Process If we do not know what the current setup process is, it cannot be improved. Knowledge of the current situation allows us to see the opportunities for improvement and the keys to the new process¶ ability to reduce setup time. 2) Internal Elements to External Elements Internal elements occur when the machine is down. Examine each internal element and see if it cannot be done externally. For example, the pre-heating of an injection-molding die could be done before it goes into the machine. 3) Improve Elements Here we examine every element to see how we can eliminate it, simplify it, reduce the time required or improve it in some other way. 4) Eliminate Adjustments Adjustments are often the most time consuming, frustrating and error prone parts of a setup. There are many ways to eliminate them entirely and this is the ultimate goal. Classify setup operations into waste, internal setups, and external setups. a. Waste ± O perations or actions, which do not add values to the setup. b. Internal Setups - O perations that can only be performed while the machine is shut down. c. External Setups - O perations that can be performed without shutting down the machine. 7. Eliminate the waste. 8. Convert as many internal setups as possible to external setups. 9. Improve internal setups (include adjustment). a. Use specially designed cart to organize tools. b. Use quick-release fasteners instead of bolts and nuts. c. Use stoppers to quickly position the jigs. d. Use rolling bolsters instead of cranes. e. Use overhang mechanisms to handle heavy jigs. f. Use locating pins and holes (socket) to eliminate the adjustment. g. Use standardized die height. h. Standardize bolt types and sizes, screw types and sizes, etc. 10. Improve external setups.
a. Apply visual control principles. b. Use checklist to avoid omission. c. Use specially designed cart to help organize tools. d. Organize workplace (5S) to reduce search. 11. Develop the standard operating procedure (S OP). 12. Conduct training and education if needed. 13. Study and evaluate the performance of the new setup or changeover process. 14. Prepare for the next setup reduction project. Pitf all!
Whatever
your success is on a specific setup or changeover time reduction effort using SMED techniques, there in one big "pitfall". In an industrial environment, the potential improvement points are numerous. One could even improve indefinitely. However time, technical, financial, and human resources are always limited. In addition, some projects are more significant in their contribution to improved organizational performance than are others. To rush into SMED and to want to apply it everywhere, without preliminary planning, is dangerous. It is indeed advisable to distinguish within the process the stations or machines that really deserve setup or changeover time reduction attention. The theory of constraints (T OC) distinguishes two types of resources: bottlenecks and non-bottlenecks. Let me briefly explain that bottlenecks are resources whose capacity is limited and who therefore limit the total capacity of the entire process, whereas the non-bottlenecks are resources with excess capacities. Usually bottlenecks are saturated while the non-bottlenecks are often idle. SMED methods applied to the non-bottlenecks is a double nonsense insofar as these resources, having excess capacities, should already have the possibility of changing tools or serieswithout significantly affecting production flow. Applying SMED techniques to bottlenecks, on the other hand, can have a significant impact on increased productivity and higher profitability. Therefore, before engaging in SMED methods, it is advised that one analyze the process with a T OC point of view, redefine resource planning and management according to theory of the constraints rules, and then lastly define the targeted resources for the application of SMED.
