1、,SingleMinute,Exchange ofDies,Set-up ReductionCustomer, Set-up reduction,Justin,People,Builtin,Time,Stability,Quality,Changeover Definition,! Set-up time -The amount of time taken to change,over a piece of equipment from the end of the lastpiece of production to the completion of the firstof the nex
2、t production lot,Economy Batch Quantity,Cost/part,C/over Cost,Total Cost,Inventory Cost:- cost to manage Inv- cash availability,Optimal Batch Size,Batch Size,Exercise, Given examples for the use of this formula,in your work environment, Discuss the statement of the formula in,reference to lean,What
3、Causes the Reduction of Changeover Time,?, Increase the machine capacity Reduce the optimal batchsize Reduce the production Increase the flexibility,Criteria, That Are Generally Valid for Every,Changeover., A reduction of a changeover is achieved by many criteria.The starting point is to concentrate
4、 on the individual steps ofthe changeover, An ideal situation is the changeover in a pit stop, Note: A lot of savings are achieved by the the order,sequence on machines,Order Control/changeoverOrder are planned one after the other, so that the changeover time on the machinesis minimised. The changoe
5、ver matrix helps this process:,From,A,B,C,D,To,ABCD,x,x,x,x,Small c/overMedium c/overLarge C/over,Internal/externalMachine/Equipment Down TimeCurrentSituation,1. Programm and drive themachine to its startposition,2. Look for toolsand put in place,3.Tensioning equipment clena.Loosen screws, take outt
6、ension equipment with crane,4. Look for Gitterboxesand put them in postion,InternalStep,ExternalStepShould besituationMachine/Equipment Down Time (new),Method to Carry Out a Changeover ReductionRecord and time study of the current changeover process Observe, video if possible Record times Evaluate t
7、he existing studyEvaluate the internal and external steps Detailed evaluation of the work steps Separate the internal and external stepsEvaluate with the ECTS analysis Analyse every step, New process/ tools state The principles of the 7 wastes use “Spaghetti-diagram”,*ECTS:- Eliminate-Combine-Transp
8、ose-Simplify,Method to Carry Out a Changeover Reduction,Transpose, Carry out the optimised changeover process Improve placement of tools and materials Personal used better, Record the new changeover on video Action sheet,Standardise, SOS-sheet Checklist, Qualification, Plan to do audits to ensure im
9、provements,Practical Examples,Crucial is a good preparation of thechangeover process.Changover plans/Drawings/,Work instructions hand up,Changeover trolley with defined,places for measuring devicesEquipment control:Preparation eg. Call upnew programAll tools are ready and visual,Practical Examples,C
10、rucial is a quick completion of the,changeover steps during the equipmentdowntime.Are the screws heads the same?Are all screws necessary ?Instead of screws , can a quick tensioningdevice be usedA ruler can be fixed to the machine to aidthe measurement during the changeover.,Set Up procedure,Setter n
11、ameMachine :From which part # to which part#,Date :,N,Operation,Time,Comments,Planned True,Set Up analysis,Setter nameMachine :From which part # to which part # ?,Date :,N,operation,Separation,ECTS ECTS,Commentaires,Int,Ext,E,C,T,S,ECTS - Checklist,Eliminate, Is the movement necessary?, What value a
12、dded did the movement bring? Can this movement be eliminated? Can the movement be simplified?, Are tools and parts so ordered that the movement procedure can be,simplified?, Observe possible movements i.e. identify (look for, search), organise,stretching, grasping etc. Can these movements be reduced
13、 by possibleorganisation in the workplace of tools and area?, Can unnecessary walkways be eliminated?, Do you need a work area to carry out the process? Is the movement limited due to an obstacle?, Can pieces of equipment etc be placed so as to reduce the movement of,the person?,Combine, Were both h
14、ands used to do the process?, Could the hand that was not used in this process be used to do something,else?, Can at the same time another movement be carried out? Were both hands co-ordinated?, Could much walking be simplified by the use of a tool or apparatus? Could a snap mechanism be used, that
15、would simultaneously grasp and,position?, Could a lift mechanism be implemented which would carry out a few,operations?, Can more than one station be changed over (Parallel Changeover),ECTS - Checklist,Transpose, Were the movements carried out in the correct order? Can the changeover steps be change
16、d around?, Should certain elements of the movement of the operator be changed to,simplify/reduce?, Can it be done differently, Can the movements be reduced by the reorganisation of the workplace? Can other limbs (i.e. foot pedal) carry out movements of the hand? Would it be useful to change hands, l
17、eft to right and vica versa,Simplify, Can the movement be simplified?, Can natural strength be replaced be replaced in order to ease the movement? Is there instructions or marks in order to simplify the movement? Is there a rotation device in order to simplify the rotation? Is the work height ergono
18、mic?, Can other limbs (i.e. foot pedal) carry out movements of the hand?, Are the movements of both hands simple and continuous turning movements? Implementation of different equipment is possible?,STEP 1,Current basic operations,Duration,Interesting facts,and comments,STEP 2 Int. op. duration,Ext.
19、op. duration,Operations analysis,STEP 3,Ideas to transform,internal op. into external op.,STEP 4,Ideas to rationalise,internal op.,STEP 5,Ideas to rationalise,external op.,NEW PROCEDURE,Basic operationsInt. op. durationExt. op. duration,Typical Team composition,S.M.E.D.,1 Leader*2 Operators1 Mainten
20、ance1 Mfg Eng,Use the Hoshin method rather than a step by step method.Hoshin method is:- A 5 day SMED exercise (video, post its and board, team work, instantaneous implementation if possible)- End of the week change over is generally divided by 2 to 3- a plan to achieve between 5 to 30 mn change ove
21、r time is established at the end of the week1. Apply Hoshin method2. Teach all the team with the new method to embed the gain3. Release the long term plan and teach again2nd step is very important. It is the only way to guarantee a 6 sigma lasting change over time.* the leader is typically a Lean Ex
22、pert which has also a decision power,SMED / Recommendations,Procedures have to be detailed and clear (standards).Training material well designed.Training plan well established (matching day to day work).,All equiment have to be processed. 5 machines in a line means 5 Hoshin exercises.Everybody has t
23、o be taught !If you have 1 skilled person with a 1O mn changeover time /equipt, line changeover time will last 50mn, if everybody is trained it will be 10mn !,That s why you need to dedicate one person to teach.,Group Work : SMED - Example:,Tyre Change: You Want to Put New Tyres onYour Car:, Calcula
24、te the different,steps, Decide which are internal,and which are external, How can we change theinternal steps to externalsteps, How and where can one,use SMED principles?,Group Work, A video of a changeover process Watch the video, Use the sheets provided and carry out an,analysis of the changeover, Determine the new changeover and thevarious improvements that should be made Prepare a presentation with your results,
