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Module 2
prepared for
17-18 October 2008 zumtobel lighting division ZDL Curtici – lean 6 sigma
Agenda
Day 1 Day 2
2
Learning Objectives
3
Single Minute Exchange of Die
(SMED)
17-18 October 2008 zumtobel lighting division ZDL Curtici – lean 6 sigma
Introduction to SMED
5
Changeover
Changeover Time
Î Changeover time is the total elapsed time
between the last unit of good production of the
previous run, at normal line efficiency, to the first
unit of good production of the succeeding run, at
full line efficiency.
6
Changeover time
OUTPUT
TIME
7
Traditional approach
Therefore,
Î Use highly skilled setup personnel
Î Minimize product variety
Î Combine lots
Î Make large batches
8
New approach
9
Changeover improvement
11
Benefits of setup reduction
Î Better quality
Î Lower cost
y Less inventory
Î Better flexibility
Î Better worker utilization
Î Shorter lead time and more capacity
Î Less process variability
12
Classification of setup activities
Î Type 1
y Gathering, preparing, and returning tools, fixtures,
etc.
Î Type 2
y Removing previous setup, mounting next setup on
machine
Î Type 3
y Measuring, calibrating, adjusting
Î Type 4
y Producing test pieces, further adjustment until
parts are good
13
Quick Changeover
Rapid Set-up
One-Touch Set-up
SMED
14
Definitions
SMED
Î Single Minute Exchange of Die
refers to a goal of reducing setup time to a
single digit time (or less than 10 minutes)
OTED or OTC
Î One Touch Exchange of Die
Î One Touch Changeover
refers to a goal of reducing setup time to
less than one minute (less than 100 sec)
15
History
Î The concept arose around 1950-1960, initiated
by Shigeo Shingo (1909-1990) and Taiichi Ohno
(1912-1990), brought in US by Norman Bodek.
Î Shingo was contemplating Toyota in their inability
to eliminate bottlenecks at car body-moulding
presses
Î The bottlenecks were caused by long tool
changeover times which drove up production lot
sizes
Î The economic lot size is calculated from the ratio
of actual production time and the 'change-over'
time
Î If change-over takes a long time then the lost
production due to change-overs drives up the
cost of the actual production itself
Î Toyota's additional problem was that land costs in
Japan are very high and therefore it was very
expensive to store economic lots of its vehicles
16
Changeover time / Prod time ratio
Changeover time Lot size Process time per item Operation time Ratio
8 hours 100 1 min 5.8 min 480%
8 hours 1,000 1 min 1.48 min 48%
8 hours 10,000 1 min 1.048 min 5%
Economic order quantity is that level of inventory that minimizes the total of
inventory holding cost and ordering cost. The framework used to determine
this order quantity is also known as Wilson EOQ Model.
The model was developed by F. W. Harris in 1913. But still R. H. Wilson is
given credit for his early in-depth analysis of the model.
19
Critical Applications for SMED
20
SMED methodology
21
SMED process
22
Step 1 – Observe and record the current
process.
23
Step 1 – Observe and record the current
process.
Look for:
Î shortages, mistakes, inadequate verification of equipment causing delays and can be
avoided by check tables, especially visual ones, and setup on an intermediary jig
Î inadequate or incomplete repairs to equipment causing rework and delays
Î optimization for least work as opposed to least delay
Î unheated molds which require several wasted 'tests' before they will be at the
temperature to work
Î using slow precise adjustment equipment for the large coarse part of adjustment
Î lack of visual lines or benchmarks for part placement on the equipment
Î forcing a changeover between different raw materials when a continuous feed, or
near equivalent, is possible
Î 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
Î much operator movement around the equipment during setup
Î more attachment points than actually required for the forces to be constrained
Î attachment points that take more than one turn to fasten
Î any adjustments after initial setup
Î any use of experts during setup
Î any adjustments of assisting tools such as guides or switches
24
Step 1 – Observe and record the current
process.
Activities
Check Electrode Height Jig 1
Adjusting Weld heat settings Jig 1
Adjusting Electrodes alignment
Check Welds on Panel
Adjusting Weld heat settings Jig 2
Check Welds on Panel
Called away to sorting out problem with other m/c
Reload Jigs
Getting Material
Fasten screws on back side of decoder
Check bolts on electrodes
Putting Teach box away
start running machine start of run-up
Getting Material
Unloading jig
Reload Jigs
0.00 5.00 10.00 15.00 20.00 25.00 30.00 35.00 40.00 45.00 50.00 55.00 60.00 65.00 70.00 75.00 80.00 85.00 90.00
time units
25
Step 2 – Separate internal and external
activities
Internal Setup:
Elements of a setup that are done
while the process is shut down
External Setup:
Elements of a setup that are done offline
while the process is operating
26
Step 2 – Separate internal and external
activities
Actual
Preparing Change
Machine for over
Change
over 5%
Preparation 15%
and
Function
Checks
30% Running
First Part
and
Adjustments
50%
27
Step 2 – Separate internal and external
activities
29
Step 3 – Convert internal activities to
external activities
3 6
3 6
4
2 1
5 4
2
1
Tool Die Paper
Storage Storage Storage
2 Pick tools 5 5
4 Remove plate 5 15
5 Pick plate 5 15
6 Install plate 5
12 Pick tools 10 5
13 Drop tools 5 5
Examples
Guide block
Only last turn centering fixture
tighten the bolt
33
Record improvements – sample log
34
Step 5 – Make external activities flow
35
Step 5 – Make external activities flow
36
Step 6 – Document internal and external
procedures
37
Step 6 – Document internal and external
procedures
38
Step 7 – Pursue perfection (return to step 1)
6 6
Changeover Changeover
Time Time
(Hours) 4 (Hours) 4
2 2
0 0
Original Best Later Original Best Later
changeover changeover changeover changeover changeover changeover
Time Time Time Time Time Time
(1989) (1991) (1994) (1989) (1991) (1994)
Ref 1: Modern Approaches to manufacturing improvement – the Shingo System, * After one
Shigeo Shingo, ISBN: 091529964x SMED exercise
40
EXAMPLE
41
C/O Time for XX to YY (2 oper.)
C/O XX to YY
SEQ MINUTES
1 Get Lift Truck for YY Mat'l 4.2
2 Move & Stage YY Material 9.0
3 Find & Stage YY Tooling 13.6
4 Walk to Cabinet for Wrenches 1.8
5 Remove Mounting Bolts 3.2
6 Remove XX Tooling 1.2
7 Clean Mounting Surfaces 5.9
8 Mount YY Tooling to Mach 3.7
9 Tighten Mounting Bolts 2.9
10 Remove XX Trfr Gripper 2.1
11 Install YY Trfr Gripper 3.6
12 Run Trial Parts & Adjust 15.5
13 Move XX Material to Store 5.3
14 Move XX Tooling to Crib 3.0
75.0
42
Pareto of C/O Time for XX to YY
MINUTES
43
External vs Internal Event Analysis
MI NUTES
Remove XX Tooling 1.2
Walk to Cabinet for Wrenches 1.8
Remove XX Trfr Gripper 2.1
Tighten Mounting Bolts 2.9
Move XX Tooling to Crib 3.0
Remove Mounting Bolts 3.2
Install YY Trfr Gripper 3.6
Mount YY Tooling to Mach 3.7
Get Lift Truck for YY Mat'l 4.2
Move XX Material to Store 5.3
Clean Mounting Surfaces 5.9
Move & Stage YY Material 9.0
Find & Stage YY Tooling 13.6
Run Trial Parts & Adjust 15.5
75.0
44
Separating Internal/External Events
45
Improving Internal Events
46
CHANGEOVER RECORD
47
DATE:
Line Dance Chart
Number:
Part Number:
WALK
PATH WITH
PART
WALK PATH
WITHOUT
PART
48
CHANGEOVER CELL__________ SHIFT_____
AVG. GOAL
18.0
16.0
14.0
12.0
10.0
MINUTES
8.0
6.0
4.0
2.0
-
LAST MO
1996
YTD
10
13
17
18
19
14
20
21
22
24
11
12
16
23
25
15
5
9
6
8
4
2
3
1
DAY
LAST
1996 YTD MO 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
C/O #1
C/O #2
C/O #3
C/O #4
C/O #5
C/O #6
C/O #7
C/O #8
AVG. 16.3 14.7 13.2
GOAL 18.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0
49
CHANGEOVER CELL_89_ SHIFT_1st_
AVG. GOAL
18.0
16.0
14.0 X
X X
12.0
10.0
X
MINUTES
X
8.0
6.0
4.0
2.0
-
LAST MO
1996
YTD
10
13
14
17
18
19
11
12
15
16
20
21
24
22
4
23
25
6
9
1
DAY
LAST
1996 YTD 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
MO
C/O #1 12 14 9 11 13
C/O #2 9 11 7 12 12
C/O #3 14 8 11 7 9
C/O #4 16 15 8 9 14
C/O #5
C/O #6
C/O #7
C/O #8
AVG. 16.3 14.7 13.2 12.7 12 8.75 9.75 12
GOAL 18.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0
50
Summary
IN ORDER TO
IT IS NECESSARY TO
WHICH IN TURN
52
Visual control
17-18 October 2008 zumtobel lighting division ZDL Curtici – lean 6 sigma
Visual control
Î Visual control is a technique employed in many
places and contexts whereby control of an
activity or process is made easier or more
effective by deliberate use of visual signals
Î Signals:
y Color, light, sound, sizes, teams uniform…
y Charts, drawings,
Î Visual control communicates very effectively the
information needed for decision making
Î Maintains order and allows instant audit
Î The placement in plain view of all the tools, parts,
production activities, and indicators of production
system performance, such that the status of the
system can be understood easily and quickly
54
Why needed?
56
Kanban
Î T. Ohno was the originator of the Kanban method.
Î Kanban is a method of material flow control in the factory. It is intended
to provide product to the customer with the shortest possible lead times.
Inventory and lead times are reduced through Heijunka (leveling of
production).
Î The order to produce parts at any one station is dependent on receiving
an instruction, the kanban card.
Î Only upon receiving a kanban card will an operator produce more
goods. This system aims at simplifying paperwork, minimizing WIP and
finished goods inventories.
Î Due to the critical timing and sequencing of a kanban system,
improvements are continually made. A kanban system can not have
production halted by machine failures or quality problems. Every effort
is made to eliminate causes of machine downtime, to eliminate sources
of errors in production, promoting production efficiency and improving
quality.
Î Kanban systems are applicable in repetitive production plants, but not
in one-of-a-kind production operations.
57
Kanban
If a Kanban system is used, with cards indicating the need to resupply,
the method of feeding an assembly line could be achieved using
the following process:
1. Parts are used on the assembly line and a withdrawal kanban is
placed in a designated area.
2. A worker takes the withdrawal kanban to the previous operation
to get additional parts. The WIP kanban is removed from the
parts pallet and put in a specified spot. The original withdrawal
kanban goes back to the assembly line.
3. The WIP kanban card is a work instruction to the WIP operator to
produce more parts. This may require a kanban card to pull
material from an even earlier operation.
4. The next operation will see that it has a kanban card and will
have permission to produce more parts.
5. This sequence can continue further upstream.
58
Kanban
59
Kanban – pull approach
60
Kanban – pull approach
61
Kanban – pull notification
Î Cards
y easily damaged, easily lost, cheap
Î Computer Signal
y Can cover large distances, more complex
Î Kanban Squares
y marks painted on floor, simple, cheap, less
easily damaged
Î Slots for items
y place on shelves, simple, cheap
62
Kanban benefits
Î Simple
Î Cheap
Î Gives good control
Î No look ahead
Î Can reduce inventories
Î Reduces lead times
Î Usually manual
63
Poka - Yoke
Î Shingo lists characteristics of poka-yoke devices:
y 100 percent inspection is possible
y Devices avoid sampling for monitoring and control
y Poka-yoke devices are inexpensive
Î Mistake-proofing can be accomplished through a control method
by preventing human errors or by using a warning mechanism to
indicate an error.
Î Some of the control methods to prevent human errors include:
y Designing a part so it can not be exchanged by mistake
y Using tools and fixtures that will not load a mis-
positioned part
y Having a work procedure controlled by an electric relay
y A signaling mechanism warns about possible sources of
error. Root cause analysis and corrective action is
required before work resumes.
64
Poka - Yoke
65
Poka - Yoke
66
Turnaround
Î Business Simulation
Part 2
67
Closing session
68