SMED 1 Single Minute Exchange of Dies (Set-Up Reduction) 1.

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SMED

SMED

Single Minute

Exchange of Dies

(Set-Up Reduction)

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SMED

Overview- What, Why, Where, How, Who

In this presentation we will discuss the following questions and learn how to use SMED for continuous improvement. Through a “Kaizen Event”-(Change for the Better) we will improve.

What is SMED? Why is it important? Where should it be used? How do we use it? How do we sustain it? Who is responsible? Where do we go from here?

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SMED What is SMED? Single Minute Exchange of Dies

SMED (Changeover Reduction) is a tool supporting Lean Manufacturing. It is used to control and decrease downtime due to changeovers.

SMED supports the concept of continuous improvement through the removal of waste.

SMED will make the job more structured, repeatable and easier.

SMED will take care of our Customers better than we do today.

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SMED What is SMED? Single Minute Exchange of Dies

SMED is about increasing productivity by decreasing the time from the last good product to the first good product.

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SMED

Why is SMED important?

Reducing set-up time helps us to better serve our customer needs. Decreases lead time

Smaller batch sizes Increases flexibility

Growth opportunities Increases “Customer On Time” delivery

Get product when they want it Supports Takt Time-(Time a product takes

to meet a demand-cycle time) Run to Customer demand not standard

Allows us to keep all Customers happy Each Customer gets what they want

The Customer

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SMED


Better able to provide all customers with what they want quicker & decrease inventory.

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SMED


Think how would you handle your own household.

Would you buy a weeks worth of groceries or a months worth at a time. Why?

1. Money-Cash Flow

2. Space-Inventory

3. Don’t need so much-Buy when needed

4. Perishable-Obsolete

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SMED


Line down time is costly. We need shorter changeover time.

We are losing money when the line is down. Increases profit Increases uptime Creates capacity Creates space in the warehouse Increases flexibility Reduces cost per unit Makes it easier for the operator to change over Easier to train new operators Keeps all Customers happy

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SMED


Improper set-ups can have negative effects on equipment reliability, safety and quality. SMED supports TPM (“Total Productive

Maintenance”) Uses Mistake Proofing or (“Poka Yoke”) Reduces injuries due to machine failure Establishes Standard Work for all operators Assists with new operator training

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SMED


Controlling line down time allows for better planning and supports a “Just In Time” strategy. Less inventory Accurate scheduling 1-Item flow Increased flexibility Better utilization of operator’s

time Greater Profit Sharing Greater Customer satisfaction

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SMED

Where should SMED be used?

SMED should be used on a machine or process which requires a complicated or time consuming set-up. (On the average 86% of a process is waste.) NASCAR example: You VS Pit Crew Changing 4 Tires (1 Hour VS 15 Seconds)

SMED is supported strongly by TPM, 6S and SW. It should be used in an area to support Visual Management practices.

SMED reinforces other Lean Manufacturing tools and should be used as part of an on-going move toward continuous improvement.11

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SMED

How do we use SMED?

SMED, as a Lean tool, can be used during a Rapid Improvement Event, Just Do It, or Project.

Preparation for a SMED event should include: Gathering data to support the current state.

Video Recording Current records

Changeover time Frequency Sheets Continuous Improvement “To Do” List Uptime

Maintenance schedule Safety concerns or incidents

Building a team with process knowledge, support and “outside eyes”.12

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SMED

How do we use SMED?

Define set-up & set “Fence Posts”

Running Product A Running Product B

Last

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ood

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duct

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SMED

How do we use SMED?

Set a goal of at least a 50% reduction from the current state.

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st G

ood

Pro

duct

Firs

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ood

Pro

duct

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SMED How do we use SMED this week?

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SMED TRAINING

View Current State

Separate External Steps From Internal

Steps

Look for Waste, Steps and Time in the Process

Brainstorm Solutions to

Remove Waste

Populate Impact Matrix with

Action Items

Complete Pro Forma to Estimate

Improvements

Complete Action Items

Observe Future State

and Document

Complete Key Point Sheet

Train Personnel

Continuous Improvement

Continuous Improvement Never Stops

If You Are Standing Still Your Competitors Will Pass You Up

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SMED

How do we use SMED?

Videotape the area and then review the video recording with the team and document the “Current State.”-Initial Set-Up Time

Capture the steps used in the changeover.

Document waste as it is observed.

Stay focused on the current state. (Fence Posts) Try not to jump ahead to

improvement ideas. If the video is unclear, visit the area (“Gemba-

Work Place”) to gain a better understanding of the steps involved.

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SMED

How do we use SMED? Use the video to perform time

observations.

List each step as you observe the video.

Capture the time for each step & the total time.

Capture walk & waiting times separately (This will help with later steps).

Observe waste in the process and make notes.

Total time from each step should equal the total time of the changeover.

List each step on large easel paper. Have three columns to the right for Takt time, Total time and Pro Forma of each step.

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SMED

How do we use SMED?

Create a Bar Chart to illustrate the current state. Show each step and the time it

takes. Try to stay proportional when

building the chart. Use the chart as a base line to

measure improvements.This is the Current

State Bar Chart.

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Document the Current State

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SMED

How do we use SMED? Kaizen

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1. Current State

2. Separate full steps to internal and external activity

3. Convert additional internal to external activity

4. Kaizen all remaining activity (Adjustments, tweaking)

5. Future State

E I E

E EI

E EI

I

E EI Target 50% Improvement

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SMED

How do we use SMED?

Move internal steps to external steps.

Internal steps are those steps that take place when the machine has gone down for the changeover. (We are not making money)

External steps are those steps that can be done either before the machine has gone down or after the machine has started up. (We are still making money)

Internal External

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SMED

How do we use SMED? Separate Internal from External activities. Move Internal to External.

Internal- What has to be done when the machine is down.

External- What can be done while the machine is still running.

Eliminate adjustments- “Poka Yoke”-Error Proofing

Kaizen- (“Change for the Better”) Internal activities and 6S External activities.

Eliminate Set-Up. (Tools, blocks, gauges, markings)

Internal External

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SMED

Brainstorming Ideas

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Walking-Point of

Use

Make Tool-less

Move toExternal

DifferentMethod

StandardizeBolts

Look at the waste you observed in the video and brainstorm ideas to remove it.

Write ideas into action items on colored post-its.

Target the largest time blocks on the Current State Bar Chart.

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SMED

How do we use SMED?

Eliminate Adjustments Figure out how to turn “Adjustments” into

“Settings” Think about locating holes, stop blocks, color coding, gauges No more tweaking Make the first part a good part every time

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DME A31 A46 A70 A70/DME A110 134A 152A

NOTE: 12 turns per 1 inch

DME 1.6A31 1.3A46 1.3A70 1.2

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Top of Booster Plate

Top of Handle

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Make It Simple

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SMED How do we use SMED? “Muda” Look for the 8 wastes in the process?

Defects- Creating WIP (Work in Progress) or waste

Overproduction- Too much, too early Waiting Time- Waiting for something before

continuing Non-Utilized Talent- Damage to people Transportation- Moving people or materials Inventory- Accumulation of product to be worked Motion- Unnecessary human movement (Turning,

twisting, bending, taking steps, etc…) Extra Processing- Non value added to the

process

Wasteful Activity

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SMED

How do we use SMED?

Eliminate the Set-Up Believe that all set-ups can be eliminated

On the average 86% of a process is waste Improve until it’s a single touch set-up Ideal State is less than 10 minutes

Eliminate the set up through Rapid Improvement Events and Projects

Trial and error, learn by doing Continue to believe that set-up is a short term

problem Work to implement a long term solution

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SMED

Set-Up Reduction Ideas

Develop checklists for all items necessary for changeover Tools, gauges, materials, parallel operators, etc.

Perform checks on all items to insure proper function and fit Tools sharpened, rebuilt or preset

Stage all items at the workplace Die carts, tool boards Think like the Operating Room Try to stay within a few feet of the process at all times

Prepare operating conditions prior to changeover Flush ready, next product ready

6S

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SMED

Populate the Impact Matrix

Use an Impact Matrix to organize and prioritize improvement ideas.

Difficulty

Imp

act

Impact Matrix

Do it this week

Action Item List

When time

allows

Kill It

Low

High

High

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Brainstorm Ideas

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SMED

How do we use SMED?

Build a “Pro Forma” bar on your Bar Chart utilizing the improvements that have been proposed. “Pro Forma”- An educated

Guess of the Future State Go through each step and discuss any

improvements and what effect they should have on the time for that step.

Build the “Pro Forma” with the new time for each step.

Compare the “Pro Forma” bar to the “Current State” bar. What percent improvement can be expected?

Pro Forma/Current State minus 1 = % Improvement

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SMED

How do we use SMED?

Work on the “Do it this week” items from the Impact Matrix.

List action items Assign responsibility. Meet back at regular

intervals to discuss progress.

Update progress It may take several

Rapid Experiments to achieve optimal results

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Impact Matrix

ActionItemList

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SMED

How do we use SMED?

Observe the “Future State.” Record the new changeover. Test the improvements and new process. How have the new processes helped? Record the new times for each step. (Seconds)

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SMED

How do we use SMED? Use the new times to make a

“Future State” bar on your Bar Chart.

Compare the “Future State” with the “Pro Forma.”

Were you able to meet the “Pro Forma?”

Were you able to meet your goals?

Use this Bar Chart for presentation only.

BAR CHART

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Curre

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Pro-F

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aFut

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State

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SMED

How do we sustain SMED?

Make a Key Points Sheet for the SW- (Standard Work) Board. This will be used to help train operators with

the new process. Make a Changeover Visual Control to be

used at the SW Board. This will be used to track changeovers and

assist in sustainment.

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KeyPoints

VisualControlSheet

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SMED

Where do we go from here?

Sustainment! Sustainment! Sustainment! What can we do to help with sustainment?

Talk with other people to let them know about the benefits of a more organized facility.

Encourage change for the better (“Kaizen”) and assist with new ideas. Follow up on your event and raise attention when sustainment has slipped.

(“Audits”) Everyone must follow the key point sheet. We must collect data that is needed. Everyone must be on board!

Continuous Improvement Never Stops!!!

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SMED

SMED Training Format

SMED TRAINING VIEW CURRENT STATE SEPARATE EXTERNAL STEPS FROM INTERNAL

STEPS LOOK FOR WASTE IN THE PROCESS BRAINSTORM SOLUTIONS TO REMOVE WASTE POPULATE IMPACT MATRIX WITH ACTION ITEMS COMPLETE PRO-FORMA TO ESTIMATE

IMPROVEMENTS COMPLETE ACTION ITEMS OBSERVE FUTURE STATE AND DOCUMENT COMPLETE KEY POINT SHEET TRAIN PERSONNEL

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SMED

It is time to come to terms.

What is the “Current State”? What does “Kaizen” mean? What does “Poka Yoke” mean? What does “SMED” stand for? What does “TPM” stand for? What is the difference between “Internal & External”?

What does the “Pro Forma” mean? What is the “Future State”? What does “Muda” mean? What is the “Gemba”?

What does “ “ say?

Set-Up Reduction

Initial Set-Up Time

Change for the Better

Error Proofing

Single Minute Exchange of Dies

Total Productive Maintenance

Educated guess of the Future StateNew Standard for ChangeoverWasteful Activity

Work Place

What has to happen when the machine is down and what can be done prior or after

Click for each answer below

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SMED 1 Single Minute Exchange of Dies (Set-Up Reduction) 1.

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Transcript of SMED 1 Single Minute Exchange of Dies (Set-Up Reduction) 1.