smed-observation training
DESCRIPTION
Presentation on the steps for improving changeovers by reducing time involvedTRANSCRIPT
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Quick Changeovers:
The process of getting to SMED
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Quick Changeover Quick Changeover
DefinitionImportanceGoalsProcess
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Changeover time: Changeover time: DefinitionDefinition
The time elapsed between when the last good piece of product A comes off and the first good piece of product B starts.
Last good piece of product A
First good piece of product B
Total setup
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SMED: Single Minute Exchange of DieConcept that says all setups should and can take less than 10 minutes
OTED: One Touch Exchange of DieConcept that says all setups should and can take less than 100 seconds!
What is “World-Class” in Quick Changeovers?
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What can focusing on QCO do What can focusing on QCO do for us?for us?
Setup Time 1976 1977 1980 1988
Estimated
> 60 min 30% 0% 0% 0%
30-60 min 19% 0% 0% 0%
20-30 min 26% 10% 3% 0%
10-20 min 20% 12% 7% 1%
5-10 min 5% 20% 12% 5%
100 sec – 5 min 0% 17% 16% 9%
< 100 sec 0% 41% 62% 85%
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Why is Changeover Time Why is Changeover Time Important?Important?
Time (minutes)
Available Time
Process Time
Actual Process(Up Time)
0 24 48 72 96 120 168
Sched. D/T
Total Available Time
Sched. D/T
Sched. D/T
C/OTime
C/OTimeLost Time
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Goals of quick changeoverGoals of quick changeover
Reduce inventoryReduce batch sizesReduce changeover timeReduce impact on equipment utilizationImprove quality after changeoverImprove repeatabilityImprove throughputImprove flexibility
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Step 1:List the current Step 1:List the current process and timesprocess and times
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Machine running
Machine running
Last good piece of product A
First good piece of product B
Total setup
Internal and external elements
Step 2: Observe today’s setupStep 2: Observe today’s setup
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ObservationsObservationsAn on-the-floor process for documenting an
activity as it is performedHelps us understand why we do things the way
that we do - do not hesitate to ask whyIdentify internal and external elements,
waste/lost time, variances from the standard process
Are not conducted for the purpose of eliminating jobs or reducing people!
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ObservationsObservationsWe should always:
– Notify the party to be observed ahead of time– Explain why we are conducting an observation
We’re observing the activity not the person
– What we are trying to accomplish Explain the possible benefits for them and the
company
– Review the observation with the individual Coaching Clarification
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2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38
Stop line/ remove cores
Retrieve new roll
Position new roll
Lift roll /engage chucks
Thread material
Cut material
Retrieve tape
Splice new/previous roll
Lower into cradle
Start line – Splice Break
Rethread – re-splice roll
Run new roll to winder
Stop line – cut paper – tape cores
BPCS Trans – old roll
Operator Log – new roll
Start Line – ~ 38 mins
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Step 3: Separate & list Step 3: Separate & list internalinternal and and externalexternal
elements.elements.
Internal
External
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Internal vs. External…Internal vs. External…
This distinction is a cornerstone of setup reduction: What is the difference between external and internal elements?
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
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2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38
Stop line/ remove cores
Retrieve new roll
Position new roll
Lift roll /engage chucks
Thread material
Cut material
Retrieve tape
Splice new/previous roll
Lower into cradle
Start line – Splice Break
Rethread – re-splice roll
Run new roll to winder
Stop line – cut paper – tape cores
BPCS Trans – old roll
Operator Log – new roll
Start Line – ~ 38 mins
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2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38
Stop line/ remove cores
Retrieve new roll
Position new roll
Lift roll /engage chucks
Thread material
Cut material
Retrieve tape
Splice new/previous roll
Lower into cradle
Start line – Splice Break
Rethread – re-splice roll
Run new roll to winder
Stop line – cut paper – tape cores
BPCS Trans – old roll
Operator Log – new roll
Start Line – ~ 38 mins
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Internal
External
Step 4: Convert internal Step 4: Convert internal to externalto external
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How can we convert How can we convert internal to externalinternal to external
Eliminate search-and-find workArrange tools & materials beforehandComplete prep work before starting changeoverStandardize settingsMake visual marks vs. trial and error adjustmentsEliminate trial runsPostpone “put away” work
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2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38
Stop line/ remove cores
Retrieve new roll
Position new roll
Lift roll /engage chucks
Thread material
Cut material
Retrieve tape
Splice new/previous roll
Lower into cradle
Start line – Splice Break
Rethread – re-splice roll
Run new roll to winder
Stop line – cut paper – tape cores
BPCS Trans – old roll
Operator Log – new roll
Start Line – ~ 38 mins
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Internal elements
Machine running
Machine running
Last good piece of product A
First good piece of product B
Total setup
External elements External elements
Setup/changeoverSetup/changeover
With these changes, your new setup/changeover should look like this:
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Streamlinedinternal elements
Machine running
Machine running
Last good piece of product A
First good piece of product B
Total setup
External elements External elements
Step 5: Streamline the Internal Step 5: Streamline the Internal ElementsElements
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Create parallel stepsCreate parallel steps
Parallel steps - completed at the same time
Example: On large equipment, one person in front and one person at rear of machine. Each person has designated duties to reduce walking.
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-4 -2 2 4 6 8 10 12 14 16 18 20 26 28 30 32 34 36 38
Retrieve new roll
Retrieve tape
Position new roll
Stop line/ remove cores
Lift roll /engage chucks
Thread material
Cut material
Splice new/previous roll
Lower into cradle
Start line – Splice Break
Run new roll to winder
Stop line – cut paper – tape cores
Start Line @ ~20
BPCS Trans – old roll
Operator Log – new roll
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Internal
External
Create parallel stepsCreate parallel steps
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Reduce complexity and Reduce complexity and eliminate wasteeliminate waste
Use functional fixtures and jigs– one motion fasteners– levered or one-turn fasteners– interlocking wedge or slot
Eliminate adjustments– use angle and flat– use preset pins, guides, notches etc.
Eliminate need to leave the machine– Use POUS and water spider
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Streamlinedinternal elements
Machine running
Machine running
Last good piece of product A
First good piece of product B
Total setup
Streamlined External elements
Streamlined Externalelements
Step 6: Streamline the Step 6: Streamline the External ElementsExternal Elements
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Adopt functional standardsAdopt functional standards
Visual factory locations for tools Color coding Standard set ups Checklists
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Step 7:Step 7: Create new Create new processprocess
Document who will do what and when
Practice quick changeover (QCO) before doing it
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2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38
Stop line/ remove cores
Retrieve new roll
Position new roll
Lift roll /engage chucks
Thread material
Cut material
Retrieve tape
Splice new/previous roll
Lower into cradle
Start line – Splice Break
Rethread – re-splice roll
Run new roll to winder
Stop line – cut paper – tape cores
BPCS Trans – old roll
Operator Log – new roll
Start Line – ~ 40 mins
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-4 -2 2 4 6 8 10 12 14 16 18 20 26 28 30 32 34 36 38
Retrieve new roll
Retrieve tape
Position new roll
Stop line/ remove cores
Lift roll /engage chucks
Thread material
Cut material
Splice new/previous roll
Lower into cradle
Start line – Splice Break
Run new roll to winder
Stop line – cut paper – tape cores
Start Line @ ~20
BPCS Trans – old roll
Operator Log – new roll
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Step 8:Step 8: Test new processTest new process
Run pilot of new process– document steps of new process– time steps of new process– document improvement opportunities– videotape and look for additional opportunities
Make adjustments, as neededRe-test, if necessary
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Step 9:Step 9: Document new Document new processprocess
Create new work sheets that include all the steps of the new process
Get all needed approvalsTrain all workersPost the standardized work sheets (STW)
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Chart changeover timesChart changeover timesChart actual C/O times
5 10 15 20 25 30 5 10 15 20 25 5 10 15 20 25
JAN FEB MAR
25 min
20 min
15 min
10 min
5 min
0 min
?
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Step 10:
Kaizen the C/O!
SMED/Quick ChangeoverSMED/Quick Changeover
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SMED “Simulation”Situation: You leave work, aftera long day, you’re tired and anxious to get home to dinner with your family.
It’s raining (or snowing) out, the trafficis heavy, and you’re late.
You are driving along the interstate, and suddenly discover your havea flat tire.
Exercise: As a group, list the detailed steps you must go through tochange your flat tire and get back on the road again.
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SMED “Simulation”Situation: You leave work, aftera long day, you’re tired and anxious to get home to dinner with your family.
It’s raining (or snowing) out, the trafficis heavy, and you’re late.
You are driving along the interstate, and suddenly discover your havea flat tire.
Exercise: Ask the group how long this process typically takes. Get several answers.
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SMED “Simulation”
Situation: Now we’ll take a lookAt how “professionals” change tires,And how long it takes them.
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Questions?