MED SMED But) RPO Re TS (Set-Up Reduction) Single Minute RC; ‘> Exchange of Diesep 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? a How do we use it? How do we sustain it? eo. Who is responsible? Where do we go from here?ep MED What 1s 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.oy MED 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. ea) aR 3 cele |oy MED Why is SMED important? [the Gustemer| Reducing set-up time helps us to better serve our customer needs. Decreases lead time Smaller batch sizes Increases flexibility Growth opportunities Customer Satisfaction 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oy SMED 6 os a AAAABBBBCCCC i Customer ——{_—__ ws €CCCBBBBAAAA fm Schedule ABCABCABCABC <" Customer ——_—____» i> CBACBACBACBA Cn ~ Why is SMED important? {> Cycle Time Better able to provide all customers with what os they want quicker & decrease inventory. Scheduleep MED Why is SMED important? & Think how would you handle your own household. Would you buy a weeks worth of groceries or a months worth at a time. Why? Money-Cash Flow Space-Inventory I Don’t need so much-Buy when needed Perishable-Obsoleteep MED Why is SMED important? 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oy MED Why is SMED important? Improper set-ups can have negative effects on equipment reliability, safety and quality. SMED supports TPM (“otal Productive Maintenance”) Uses Mistake Proofing or (“2oka Yoke”) Reduces injuries due to machine failure Establishes Standard Work for all operators — Assists with new operator training . 1 a x eeeWhy is SMED important? 2% 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Where should SMED be used? SMED should be used on a machine or process which L-BY-1 ——___ LOWEST requires a complicated or time & a consuming set-up. (On the average A 86% of a process is waste.) /§ NASCAR example: You VS Pit Crew f Changing 4 Tires (1 Hour VS 15 Seconds) | &ts SMED is supported strongly by —\"a\° TPM, 68 and SW. It should be \ he “ used in an area to support Visual ye Oxarg | of Management practices. ere aie FREE 3 ‘ON-DEMAND SMED reinforces other Lean Ts Manufacturing tools and should be used as part of an on-going (ERESnwermnera move toward continuous improvement. " ahioy MED 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”. 2How do we use SMED? Define set-up & set “Fence Posts” —— Last Good Product Ghangeove, roduct CO aL /° Sw do we use SMED? © = Set a goal of at least a 50% reduction from the current state. AY O A ©) Last Good Product First Good ProductHow do we use SMED this week? Continuous Improvement Never Stops If You Are Standing Still Your Competitors Will Pass You Up SMED View Train Personnel TRAINING) eirrent State Look for Waste, Complete Key Steps and Time Point Sheet . in the Process Observe — Separate External Future State Continuous Steps From Internal and Document Improvement Steps ~ Brainstorm Complete Solutions to Action Items Remove Waste Complete Pro Forma Populate Impact to Estimate Matrix with Improvements Action Itemsey oa . How do we use SMED? pee) 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. 6~~ How do we use SMED? ne) Use the video fo 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ep MED How do we use SMED? Pecumentihe Current State Create a Bar Chart to illustrate 8000 the current state. 7000 Show each step and the time it takes. 6000 Try to stay proportional when 5099 building the chart. Use the chart as a base line to ™ measure improvements. 3000 This is the Current State yy Bar Chart.oy MED How do we use SMED? — Xgizen 1, Current State I 2. Separate full steps to internal and external activity I 3. Convert additional internal to external activity Ls I 4. Kaizen all remaining activity (Adjustments, tweaking) Ee I Zl 5. Future State 19 Target 50% Improvementep SMED How do we use SMED? pvemal 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) 20MED How do we use SMED? ere External 21 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- “oka Yoke”-Error Proofing Kaizen- (“Change for the Better”) Internal activities and 6S External activities. Eliminate Set-Up. (Tools, blocks, gauges, markings) aep MED Brainstorming Ideas 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. ‘CurrentVv Eliminate Adjustments Make It Simple = 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 we ag How do we use SMED? Sey Weight Adjust Matic for AL Gasser 23oy ~~ How do we use SMED? v “Muda” Wasteful Activity 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 rOCess “ 24 poy MED 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 Ee 25ep ‘MED Set-Up Reduction Ideas 6S 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 26 2627 Populate the Impact Matrix = Use an Impact Matrix to organize and prioritize improvement ideas. at Impact Matrix BEEEEE OB Do it this Action Item week List oS o a E When irre Kill It allows NK 33 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! END = pags. Continuous Improvement Never Stops!!! 5SMED Training Format m= SMED TRAINING VIEW CURRENT STATE m™ 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 m COMPLETE ACTION ITEMS THu 4 ® OBSERVE FUTURE STATE AND DOCUMENT P m COMPLETE KEY POINT SHEET = TRAIN PERSONNELep It is time to come to terms. rae What is the “Current State”? Initial Set-Up Time What does “Kaizen” mean? Change for the Better What does “Poka Yoke” mean? Error Proofing What does “SMED” stand for? Single Minute Exchange of Dies What does “TPM” stand for? Total Productive Maintenance What is the difference between “Internal & External"? What has to happen when the machine is down and what can be done prior or after What does the “Pro Forma” mean? Educated guess of the Future State What is the “Future State”? New Standard for Changeover — What does “Muda” mean? Wasteful Activity What is the “Gemba"? Work Place What does“ BU RMORHETS “say? Set-Up Reduction Ee 35