Single Minute Exchange of Die OR Quick Changeover SMED Single Minute Exchange of Die OR Quick Changeover

Agenda SMED

Background and History Agenda | AGENDA Introduction Background and History What are we trying to accomplish w/SMED and why? How A look at Traditional Setup The “steps” to SMED Ideas for Improvement Examples Summary SMED

Introduction SMED

Core Concept of CI (continuous improvement) Introduction | Concept of CI Core Concept of CI (continuous improvement) SMED

A quick way of changing the “setup” from one “thing” to another. Introduction | INTRODUCTION A quick way of changing the “setup” from one “thing” to another. Also known as Quick Changeover, reducing the time it takes to setup for the next “kind of thing” Examples of “setups” Welding Steel, then welding Aluminum Changing from Accounts Payable to Receivable Changing from one size drill bit to another SMED

Reduce the need for large batches/inventory Introduction | Helps….. HELPS …… Reduce the need for large batches/inventory Reduce Handling waste (transportation) Smaller batch sizes help align output with the needs and requests of the customer Less inventory means defects will be easier to find and resolve Less inventory means raw materials will wait less Modifies the “economic lot size” calculation Increases uptime of ……. equip, people, systems SMED

Background / History SMED

Where did this come from? Background & History | Where did this come from? Developed in the 50’s 60’s by Shigeo Shingo, chief engineer of Toyota Land costs in Japan were very high, not feasible to store large inventories of vehicles Quick Changeover provided a solution to the common large batch sizes More importantly, there is nothing new here, all common sense things, once we change the way we look at inventory. SMED

What Are We Trying to Accomplish w/SMED & Why

What Exactly Are We Trying To Do? Implementing SMED | What? What Exactly Are We Trying To Do? Reduce the time it takes to make the changeover from one product to another, from one “thing” to another. From 1 day to 1 hour From 1 hour to 10 minutes From 10 minutes to 30 seconds Reducing lost (wasted) time from CHANGEOVERS SMED

The act of replenishing materials. Implementing SMED | Defining Changeover What is Changeover? The process of converting a machine, line, or system from “running” one product to the next. The act of replenishing materials. What is Changeover Time? The total elapsed time between the last unit of the previous run, to the first unit of the next run (at full line efficiency, and quality) SMED

REALITY CHECK! Is this even possible? Examples: Implementing SMED | Examples REALITY CHECK! Is this even possible? Examples: Changing a tire on the side of the freeway VS Nascar Pit Crew A shortcut on your desktop Tooling that can be used for more than one type of job. Screw drivers that load themselves SMED

Implementing SMED | Examples More Examples 50 ton press changed from one product to the next in under 2 minutes VS 3 hrs Video Clip – Martin Doors SMED

The Benefits of SMED / Quick Changeover Implementing SMED | Why / Benefites The Benefits of SMED / Quick Changeover Better quality, less variation Well defined & “cleaner” setup processes Better Flexibility Rapid change from product to product Better able to respond to customer demand Example: Woodland Furniture Lower Cost Less need to stock inventory between operations that require large amounts of set time Better worker utilization Less time spent on setup or waiting for the run to start SMED

The Benefits of SMED / Quick Changeover Implementing SMED | Why / Benefites The Benefits of SMED / Quick Changeover It is a customer-driven requirement. Customers are demanding: Product and service diversity Lower costs Higher reliability and quality So organizations must… Produce smaller lots, more frequently. Expand the scope and diversity of products Reduce quality defects. SMED

The HOW of SMED SMED

The Traditional Approach to Setups The How | Traditionally The Traditional Approach to Setups Set ups are expected, something we have to live with, value not questioned Therefore… Use highly skilled setup personnel Minimize product variety Combine lots Make large batches SMED

It looks like this The How | Traditionally Prepare Shut Down Ensures that all the tools are working properly and are in the right location Shut Down Stop the equipment and/or process Removal /Exit Remove previous tooling, exit existing setup Installation / Entry Install or enter next setup Tweek Make adjustments to setup, setting process controls 1st Run and validation Sometimes called 1st Article, inspect to make sure setup meets standard SMED

Step 1 – Observe, Record, Analyze The How | Steps The Steps of SMED Step 1 – Observe, Record, Analyze Step 2 – Recognize Internal and External process steps Step 3 – Move internal to external Step 4 – Streamline all activities. Step 5 – Document improved process as Standardized Work (train, audit) SMED

Step 1 – Observe, Record, Analyze The How | Step 1 Step 1 – Observe, Record, Analyze Same principles as taught in Standard Work for Operators Collect data on Time Observation Form Get good detail SMED

Step 2 – Recognize Internal and External process steps The How | Step 2 Step 2 – Recognize Internal and External process steps Internal set-up activities. Elements in the changeover which can only be done when the machine is stopped. External set-up activities. Elements that can be performed when the machine is running. Examples of both??? SMED

Step 3 – Move Internal to External The How | Step 3 Step 3 – Move Internal to External Study each internal step and ask if it can be made external. What to look for: Needed equipment hard to get to, not available Tools not readily available. Quality inspections of materials Ask why the remaining internal steps can’t be external. Re-examine the true function of each step. Can process steps be run in parrallel? Can better documentation provide needed information SMED

Step 4 – Streamline remaining activities The How | Step 4 Step 4 – Streamline remaining activities Analyze the activity, and discuss all possible ways of improving the step. Study the external activities as well as the internal activities. What to look for: Fastenings – Are bolts needed? If so remember that only the last turn tightens a nut or bolt. Standardize bolt heads. Standardize die heights. Equipment and material availability and accessibility. SMED

Step 5 – Document improved process as Standardized Work (train, audit) The How | Step 5 Step 5 – Document improved process as Standardized Work (train, audit) Create necessary documentation See Standard Work training session Visual docs Can be used for training and Auditing Train & Audit SMED

Examples SMED

Computers that multi-task Three hole punch Examples | Office Office SMED examples Computers that multi-task Three hole punch Frequently used applications open, shown at the bottom of the screen Frequently used applications open, shown at the bottom of the screen SMED

Manufacturing SMED examples Examples | Manufacturing Manufacturing SMED examples Modified bolts, tighten in few turns SMED

Manufacturing SMED examples Examples | Manufacturing Manufacturing SMED examples Make it easy to clean SMED

Manufacturing SMED examples Examples | Manufacturing Manufacturing SMED examples Tools that “line themselves up” SMED

Manufacturing SMED examples Examples | Manufacturing Manufacturing SMED examples Designs that don’t require set ups Equipment that can do a variety of “things” SMED

Using a team to “parallel process” the setup Examples | Other Other SMED examples Using a team to “parallel process” the setup SMED

SUMMARY SMED

Standardized Work goes hand in hand with SMED Summary | To Summarize SMED is all about reducing the amount of value added work time lost due to setups and changeovers Standardized Work goes hand in hand with SMED SMED Applies to more than just manufacturing, and more than just “exchanging dies” The only thing better than a quick changeover is no changeover at all SMED

Doing more than one thing at a time, parrallel processing Summary | Things to Remember Things to Remember Doing more than one thing at a time, parrallel processing Hitting a changeover or setup with a team Doing as much preparation ahead of time as possible. Multiple “copies” of setups SMED