Final Year Project Presentation

GROUP MEMBERS

Group Leader Project Supervisor

Muhammad Husnain Siddiqi Eng. Rano Khan Wassan

Muhammad Ahsan Muhammad Mairaj Saleem Muhammad Asad Ayyub Muhammad Asim Aslam
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Department of Industrial Engineering and Management
 Overview
INTRODUC
TION
RESULT AND
DISSCUSSION SCOPE OF
STUDY

METHODO- SMED PROBLEM

LOGY STATEMENT

TARGETED
ADVANTAGES AREAS

OBJECTIVE
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 INTRODUCTION


Productivity
Its not just doing more. Its about

Creating
more impact with less work

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 INTRODUCTION


SMED (Single-Minute Exchange of Dies) is a system for dramatically reducing the time it takes to
complete equipment changeovers.
The name Single-Minute Exchange of Dies comes from the goal of reducing changeover times to
the “single” digits (i.e. less than 10 minutes).

Set up time: The time passed between the completion of the last product of the old series and the
completion of the first good product of the new series.

Change over: The process of switching from the production of one product or part number to
another in a machine or a series of linked machines by changing parts, dies, molds or fixtures.
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 INTRODUCTION


In SMED, changeovers are made up of steps that are termed “elements”.
There are two types of elements:
 Internal Elements (elements that must be completed while the equipment is stopped)
 External Elements (elements that can be completed while the equipment is running).
Real life example:
The most famous application of Shigeo Shingo's SMED that most people have seen is that of
changing a tire.
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 Formula one Pit Stop - SMED in Action


 In order to save
valuable time changing
tires on the car, the
team carries out all
external events while
the driver is racing

 Every team member

knows his specific job
and carries it out along
with the other team
members

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 SCOPE OF STUDY

This study was conducted in Yunus Textile Mill. The study focused on reduction of changeover time
based on the SMED methodology. We used this methodology in Singing & De-sizing, bleaching,
mercerizing and printing department to reduce unnecessary time consumed by changeover activities
LIMITATIONS OF STUDY
 Potential reduction in efficiency when adding new member who doesn’t fully
understand role.
 Costly when adding too many members to changeover process.
 Potential limitation of work space when adding too many member.
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 INTRODUCTION OF YUNUS TEXTILES MILLS


 Yunus Textile Mills Limited (YTM) is a vertically integrated textile mill located in Karachi,
Pakistan.

 The company, with annual production capacity of 100 Million meters

 YTM also provides its customers design and distribution services with offices based in USA,
France, Spain, United Kingdom and Canada.

 At present YTM supplies directly to majority of leading retailers of USA and Europe and is

producing products for various private and retail brands.

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 LITERATURE REVIEW

Author / Year

Title of Paper Outcomes
Jonalee D. Bajpai/2014 SMED in Garment Manufacturing Industry. Style Change over time can be greatly reduced by
Case study to reduce change over time. application of SMED methodology with minimum
financial implication.

Pablo Guzmán Ferradás/ 2013 Improving changeover time: a tailored SMED The validation of the method resulted in 33% reduction
approach for welding cells of the changeover time of the welding cell

Vipan Kumar, Amit Bajaj/ 2012 The Implementation of Single Minute Reduction in Setup time by eliminating no value
Exchange of Die with 5’S in Machining adding.
Processes for reduction of Setup Time

Ana Sofia Alves et.al/ 2009 Single Minute Exchange of Dies: Literature Top management support increase the potential of
Review SMED and SEMD can be applied in any industry

Cakmakci/ 2008 Performance analysis of the setup time SMED is still a suitable method not only for
reduction-smed in the automobile industry manufacturing improvement but also for equipment/die
design development.
 PROBLEM STATMENT


“REDUCE THE CHANGEOVER TIME TO AVOID STARTUP LOSS”

Why YTM need SMED Technique ?

 YTM is one of the largest exporter of Pakistan so they are facing great challenge from
customer to deliver their product on time.

 Product Customization has increased, thereby increasing the number of parts in a product
family.

 Quantities and complex design the production line setup has shrunk to such level that
sometimes a unit might need to produce multiple orders in a single day.

 There must be some technique to reduce the changeover time to avoid startup loss
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 TARGETED AREAS

Our main focus on 4 areas in processing department:
 Singe &de-seize
 Bleaching.
 Mercerizing
 Printing rotaries.

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 OBJECTIVES

MAIN OBJECTIVES
 To reduce the change over time using SMED.

SUB-OBJECTIVES
 To provide SOP for change over process
 To develop work culture according to JD (Job Description).
 Lower manufacturing cost
 Improved responsiveness to customer demand

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 ADVANTAGES

According to Shingo (1985), the main benefits of the SMED application are presented below:
 Setup time reduction
 Reduction of time spent with fine tuning
 Fewer errors during change-overs
 Product quality improvement
 Increased safety
 Increase of production flexibility
 Rationalization of tools

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 METHODOLOGY

IDENTIFY ELEMENTS.
• ADJUSTMENTS
• DURATION
CONVERT INTERNAL • MOTION
• VARIATION • DESCRIPTION: • Recognize ELEMENTS TO EXTERNAL. • WAITING
• OPPORTUNITY external elements
• COST IN TIME • STANDARDIZING
and internal
• ELEMENTS elements • Examine process • OPERATIONS.
• MAN AND • MECHANIZE
and convert
MACHINE internal
IDENTIFY THE PILOT
• OBSEREVE elements to
AREA. STREAMLINE REMAINING
SEPARATE EXTERNAL external ELEMENTS.
ELEMENTS.

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 RESULT AND DISCUSSION

SINGING AND DE-SIZING
Major problems
 Long changeover
 Batcher availability
 Machine stoppage due to maintenance
Suggestions
 Installation of j-scary
 TPM (Total Productive Maintenance)

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 AVERAGE CHANGEOVER DATA COMPARISON OF SINGE AND DE-SIZE


25

20
TIME IN MINUTES

15

10

0
Change over other stopage
Before SMED 20.28 8.75
After SMED 11.02 4.4

Before SMED After SMED

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 RESULT AND DISCUSSION

BLEACHING
Major Problems
 Batcher availability
 Maintenance
 Fresh chemical charging
Suggestions
 Logistic department
 Intercom system
 Predictive maintenance
 Failure Mode & Effect Analysis (FMEA).
 Risk Matrix
 Add-on Based
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 AVERAGE CHANGEOVER DATA COMPARISON OF BLEACHING


900
800
700
TIME IN SECONDS

600
500
400
300
200
100
0
Mechanical Electrical Batcher waiting
Before SMED 803 722 115
After SMED 400 361 23

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 Result and Discussion

MERCERIZING
Major Problems
 Water draining Problem
 Electrical worker waiting
Suggestions
 opening base
 Integration of electric switch in machine control panel

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 AVERAGE CHANGEOVER DATA COMPARISON OF MERCERIZING


90
80
70
TIME IN MINUTES

60
50
40
30
20
10
0
Mercerizing to washing Mercerizing to Mercerizing
Before SMED 86 53
After SMED 45 22

Before SMED After SMED

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 Result and Discussion

PRINTING
Major Problems
 Long changeover
Suggestions
 Leveling holders are fixed on Rotary 1 & 2 like Rotary 3
 Proper placement of squeegee stand
 Proper maintenance of squeegee , holder, latto, Rods.
 Avoid reusing of squeegees.
 Integration of timer which records duration of changeover time.
 Changeover team and proper training.
 Monthly rewards for fastest changeover group.

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 AVERAGE CHANGEOVER DATA COMPARISON OF PRINTING


80
70
60
50
40
30
20
10
0
Rotary 1 Rotary 2 Rotary 3
Before SMED 41.82 46.1 70.9
After SMED 31.25 31.25 41.2

Before SMED After SMED

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 PIE-CHART SHOWING TIME CONSUMED BY CHANGEOVER ACTIVITY
screen removed
3%
Washing of previous screen Sensor and sensor
4% wire removed
Fixing of rod into squeegee and 1% Sequeege removed removed color pump
fixing latoo 3% 0%
4% Clean of head
4%
Cleaning of sequeege
14%
screen took in to machine and fit
13%

color pump insert

2%

sequeege took
into screen
6%

sensor took and sensor wire Sequeege levelling

21% 14%

cleaning of pump
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11% 24
 REFERENCES

 SHINGO, S. (1985). A Revolution in Manufacturing: the SMED System. Productivity Press, Cambridge,
MA.
 Jonalee D. Bajpai, SMED (Single-Minute Exchange of Die) methodology in Garment manufacturing
Industry: Case study in reducing Style Change over Time, 2014
 Pablo Guzmán Ferradás, Konstantinos Salonitis, Improving changeover time: a tailored SMED approach
for welding cells, 2013
 Vipan Kumar, Amit Bajaj, The Implementation of Single Minute Exchange of Die with 5’S in Machining
Processes for reduction of Setup Time, Volume: 2 Issue: 2
 Ana Sofia Alves, Improving SMED in the Automotive Industry: A case study.
 Cakmakci M, Process Improvement SMED in the automobile industry, 2009.

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THANK YOU FOR BEING
ANY QUESTIONS ? WITH US

THIS IS ALL WE HAVE

THANKS TO
SPECIAL THANKS
SIR RANO KHAN
CHAIRPERSON
&
MR.
ALL PARVEZ KHAN
THE TEACHERS