Smed 4i3b6g

QUICK CHANGE OVER Single Minute Exchange of Dies

BY DELO BENKA HAILE SIME

Introduction SMED- Single Minutes Exchange of Die  Developed by Shigeo Shingo ( in the late

1950’s and early 1960’s) chief engineer of Toyota  A system designed to radically reduce the

amount of time to perform a changeover or setup.  “A rapid and efficient way of converting a

process from running the current product to running the next product “  Concept that says all setups should and can

take less than 10 minutes

What is SMED? SMED

Single Minute Exchange of Dies

(Changeover

Reduction)

is

a

tool

ing Lean Manufacturing. It is used to control and decrease downtime due to changeovers. SMED

s

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.

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.  The time elapsed between the last good piece of product A

comes off and the first good piece of product B starts.

First Good Product

Changeover

Last Good Product

Running Product A

Running Product B

4

TRANSFORMATION TRADITIONAL VS SMED

How How long long does it does it take take to change to change the the tire??? tire???

Using a team to “parallel process” the setup

Steps to Implementing SMED 1. Observe the current methodology  Watch a full changeover at least once – more

is better  Videotape is best 

Identify internal and external elements,

 waste/lost time,  variances from the standard process

Steps to Implementing SMED 2. SEPARATE INTERNAL AND EXTERNAL ACTIVITIES All Setup

E

II

E

Externals

II

Run

Activities

E

II

E

Internals Internals

Post-setup externals

II

Run

Run Externals

Internal elements: operations that must be performed while the machine/process is stopped External elements: operations that can be performed while the machine/process is running

Steps to Implementing SMED 3. CONVERT INTERNALS TO EXTERNALS ACTIVITIES Externals

Internals Internals

Run

Externals

Internals Internals

Run

Externals

Eliminate adjustment Externals Externals

Internals Internals

Run

(pre-heating of tools is a good example of this). Internals Internals

Internals Internals

Run

Run

How to convert internals to external ?  Eliminate search-and-find work  Arrange tools & materials beforehand  Complete

prep

work

before

starting

changeover  Standardize settings  Make visual marks vs. trial and error adjustments  Eliminate trial runs  Postpone “put away” work

Steps to Implementing SME 4. STREAMLINE ALL ACTIVITIES Last good piece of product A Machine running

First good piece of product B Machine running

Internal and external elements

BEFORE

Total setup Last good piece of product A

First good piece of product B

External elements

External elements

Internal elements

Machine running

Machine running

AFTER CHANGE OVER

Total setup

Last good piece of product A Streamlined External elements

Machine running

First good piece of product B Streamlined External elements

Streamlined internal elements

Total setup

Machine running

STREAM LINE

STREAMLINE INTERNAL PROCESS  Create

Parallel steps – completed at the same time  Reduce complexity and eliminate waste  Use

functional

fixtures and

jigs

STREAMLINE EXTERNAL PROCESS  Adopt functional standards Visual

factory locations for

tools Color coding Standard set ups Checklists

 one motion fasteners  levered or one-turn fasteners  interlocking wedge or slot

Eliminate

adjustments

 use angle and flat  use

preset notches etc.

pins,

guides,

ADOPT QUICK DIE CHANGEOVER ( QDC) HARDWARE

 Focus on fixings - Shigeo Shingo rightly observed that it's only the last turn of a bolt that tightens it; the rest is just movement.

1. Only the final turn on a bolt

adds

value 2. The

interrupted

screw

(or

interrupted thread) provides one

means

of

clamping

and

unclamping something quickly. Artillery breeches have been sealed in this manner since the nineteenth century.

Steps to Implementing SMED 5. DOCUMENT INTERNAL & EXTERNAL PROCEDURES

• Make adjustments, as needed • Re-test, if necessary

Steps to Implementing SMED 6. 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 tenminute line.

Why is SMED important? Improper set-ups can have negative effects

on equipment reliability, safety and quality. SMED

s

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

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.) SMED is ed strongly by TPM, 5S

and SW. It should be used in an area to Visual Management practices. SMED

reinforces

other

Lean

Manufacturing tools and should be used as part of an on-going move toward continuous improvement.

IDEAS FOR IMPROVEMENT

Slot address

Model

Slide value

ORGANIZE & STORE IN PROXIMITY

Cover Slot address labels

Part

Line #

Block gauge #

SMED No/Low Cost Solution: One-Turn Methods Pear-Shaped Hole Method

Tighten Here Attach and Remove Here

SMED No/Low Cost Solution: One-Turn Methods Speed Nut

SMED No/Low Cost Solution: One-Turn Methods Wing Nut Method

Just-in-Time No/Low Cost Solution: One-Motion Methods Cam Method

Th

k an

u yo