World Class Manufacturing SMED. Single-Minute Exchange of Die

Transcription

1 World Class Manufacturing Single-Minute Exchange of Die

2 After completing this chapter you will understand Meaning and Basic of. History of Purpose of. Basic steps Implementation. Process of Benefits of 03/07/2014 Mr Hemkant Deshpande 2

3 What is Single-Minute Exchange of Die () is one of the many lean production methods for reducing waste in a manufacturing process. It provides a rapid and efficient way of converting a manufacturing process from running the current product to running the next product. This rapid changeover is key to reducing production lot sizes and thereby improving flow (Mura). The phrase "single minute" does not mean that all changeovers and startups should take only one minute. But that they should take less than 10 minutes (in other words, "single-digit minute"). 03/07/2014 Mr Hemkant Deshpande 3

4 Single Minute Exchange of Dies, helps-make those actions that create value flow without interruption, detours, backflows, waiting or scrap. The essence of the system is to convert as many changeover steps as possible to external (performed while the equipment is running), and to simplify and streamline the remaining steps. Basic of. In, changeovers are made up of steps that are termed elements. There are two types of elements: Internal Elements (elements that must be completed while the equipment is stopped) External Elements (elements that can be completed while the equipment is running) 03/07/2014 Mr Hemkant Deshpande 4

5 The process focuses on making as many elements as possible external, and simplifying and streamlining all elements. 03/07/2014 Mr Hemkant Deshpande 5

6 History of It is developed by Shigeo Shingo over a period of almost 20 years Set-up operations can be categorised : Internal Setup (machine must stop to perform the operation) External Setup (machine can be kept running whilst operations performed) aims to minimise internal Setup time. Dr. Shigeo Shingo is known as the father of (developed in the late 1950s) and Poka-Yoke, and is also known for developing the Just-in-Time (JIT) concept. He used to reduce the lot size of Toyota cars 03/07/2014 Mr Hemkant Deshpande 6

7 Why Use : The Lean Principles: Define Value from the customer s perspective. Identify the Value Stream needed to go from customer request to requirement delivered. Ensure the product Flows through the value stream without delays. Use Pull scheduling so that product is made only when the customer wants it (Just in Time). Strive continuously to eliminate Waste from processes 03/07/2014 Mr Hemkant Deshpande 7

8 is used for: A Large Lot Production Waste Large batches are produced to reduce the number of changeovers as setup times are usually long. Leading to: Overproduction & Excess Inventory (unsold product, raw material and work in progress) Waiting Time (customers wait for entire batches to be complete, rather than just what they need now) Defects (storage risks damage and deterioration of product) Transport/Motion (can be affected by the need to manage large batches of raw material, WIP or product 03/07/2014 Mr Hemkant Deshpande 8

9 B. Changing Customer Needs. Customers are seeking an ever increasing variety of products that are available when they want them (product diversity, not mass production). Product life-cycles are being compressed as innovation becomes a key. Shorter timescales are required to facilitate these needs in both the design/ development cycle and in production C. The Concept of Time From a logistical standpoint a company looks to deliver On Time In Full (OTIF) to it s customers. Economically it s advantageous if process lead time or the duration required to produce the product is short. Many time consuming activities, however, do not add value to products. can facilitate the removal of NVA(non value added) (in setup) or at least ensure that necessary NVA activity occurs concurrently with VA activity 03/07/2014 Mr Hemkant Deshpande 9

10 Basic Steps to reduce Change over. There are seven basic steps to reducing changeover using the sys.. 03/07/2014 Mr Hemkant Deshpande 10

11 . 1. OBSERVE the current methodology (A) 2. Separate the INTERNAL and EXTERNAL activities (B). 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. 3. Convert (where possible) Internal activities into External ones (C) (pre-heating of tools is a good example of this). 4. Streamline the remaining internal activities, by simplifying them (D). focus on fixings - Shigeo Shingo observed that it's only the last turn of a bolt that tightens it - the rest is just movement. 5. Streamline the External activities, so that they are of a similar scale to the Internal ones (D). 6. Document the new procedure, and actions that are yet to be completed. 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. 03/07/2014 Mr Hemkant Deshpande 11

12 Implementation Shigeo Shingo recognises eight techniques that should be considered in implementing. 1) Separate internal from external setup operations. 2) Convert internal to external setup. 3) Standardize function, not shape 4) Use functional clamps or eliminate fasteners altogether. 5) Use intermediate jigs. 6) Adopt parallel operations. 7) Eliminate adjustments. 8) Mechanization. 03/07/2014 Mr Hemkant Deshpande 12

13 External setup can be done without the line being stopped whereas internal setup requires that the line be stopped. He suggests that improvement should pass through four conceptual stages: A) Ensure that external setup actions are performed while the machine is still running, B) Separate external and internal setup actions, ensure that the parts all function and implement efficient ways of transporting the die and other parts, C) Convert internal setup actions to external. D) Improve all setup actions. 03/07/2014 Mr Hemkant Deshpande 13

14 Process 03/07/2014 Mr Hemkant Deshpande 14

15 Benefits Flexibility without the need to hold stock. Quicker delivery reduced lead time & customer waiting. Improved quality less storage related defects. Greater equipment productivity shorter downtime & changeovers (Linked with OEE, overall equipment effectiveness) Smoother start-ups (standardized changeover processes improve consistency and quality) Lower manufacturing cost (faster changeovers mean less equipment down time) Lower inventory levels (smaller lot sizes result in lower inventory levels) 03/07/2014 Mr Hemkant Deshpande 15

16 OEE & Overall equipment effectiveness Availability (Concerns Downtime) 1. Equipment breakdowns 2. Set-up and adjustment of equipment Performance (Concerns Reduced Speed Losses) 3. Idling/ minor stoppages of equipment 4. Equipment continually running at a reduced speed Quality (Concerns Defects) 5. Reduced quality start-up period losses 6. Overall quality losses due to equipment Aim to reduce all of the Six Big Losses 03/07/2014 Mr Hemkant Deshpande 16

17 Summary is an ideal tool which can be used to reduce the changeover time/setup time in many industries (including manufacturing, logistics, and service). It increases the flexibility of the company to produce the right number of products (hence less inventory, carrying costs, etc.) at the right time and eliminates or minimizes bottlenecks to increase flow. In Short: is about inventory reduction and equipment efficiency. enables a more controlled, safer and less arduous setup process The use of will facilitate: An ability to produce smaller batches economically Lower inventory and work in progress Greater floor space An increase in OEE and reduced NVA (non value activities) trials and adjustments on start up. 03/07/2014 Mr Hemkant Deshpande 17

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