SMED

1. SMED (Set-Up Reduction) Single Minute Exchange of Dies 1

2. 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? • How do we use it? • How do we sustain it? • Who is responsible? • Where do we go from here? 2

3. What is 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. 3

4. 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. 4

5. Why is SMED important? The Customer • Reducing set-up time helps us to better serve our customer needs. • Decreases lead time • Smaller batch sizes • Increases flexibility • Growth opportunities • 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 5

6. ABCABCABCABC Future Customer CBACBACBACBA Schedule Why is SMED important? Cycle Time • Better able to provide all customers with what they want quicker & decrease inventory. Current AAAABBBBCCCC Customer CCCCBBBBAAAA Schedule 6

7. 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 • Don’t need so much-Buy when needed • Perishable-Obsolete 7

8. 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 8

9. Why is SMED important? • Improper set-ups can have negative effects on equipment reliability, safety and quality. • SMED supportsTPM(“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 9

10. Why is SMED important? • 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 10

11. 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.) NASCAR example: You VS Pit Crew Changing 4 Tires (1 Hour VS 15 Seconds) • SMED is supported strongly by TPM, 6S and SW. It should be used in an area to support Visual Management practices. • SMED reinforces other Lean Manufacturing tools and should be used as part of an on-going move toward continuous improvement. 11

12. 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”. 12

13. Changeover RunningProduct A RunningProduct B Last Good Product First Good Product How do we use SMED? Define set-up & set “Fence Posts” 13

14. RunningProduct A RunningProduct B Last Good Product First Good Product How do we use SMED? 50 • Set a goal of at least a 50% reduction from the current state. Changeover 14

15. How do we use SMED this week? Continuous Improvement Never Stops If You Are Standing Still Your Competitors Will Pass You Up SMED TRAINING View Current State Train Personnel Look for Waste, Steps and Time in the Process Complete Key Point Sheet Separate External Steps From Internal Steps Observe Future State and Document Continuous Improvement Brainstorm Solutions to Remove Waste Complete Action Items Complete Pro Forma to Estimate Improvements Populate Impact Matrix with Action Items 15

16. How do we use SMED? • 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. 16

17. How do we use SMED? • Use the video to 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. 17

18. How do we use SMED? Document the Current State • Create a Bar Chart to illustrate the current state. • Show each step and the time it takes. • Try to stay proportional when building the chart. • Use the chart as a base line to measure improvements. • This is the Current State Bar Chart. 18

19. Current State • Separate full steps to internal and external activity • Convert additional internal to external activity • Kaizen all remaining activity (Adjustments, tweaking) • 5. Future State I E I E E I E E I E E I E Target 50% Improvement How do we use SMED? Kaizen 19

20. How do we use SMED? Internal External • 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

21. How do we use SMED? Internal External • 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- “Poka Yoke”-Error Proofing • Kaizen- (“Change for the Better”) Internal activities and 6S External activities. • Eliminate Set-Up. (Tools, blocks, gauges, markings) 21

22. 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. Rearrange Steps Walking- Point of Use Make Tool-less Move to External Different Method Standardize Bolts 22

23. How do we use SMED? Make It Simple • Eliminate Adjustments • 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 23

24. How do we use SMED?“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 process 24

25. 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 25

26. 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

27. Impact Matrix High Do it this week Action Item List Impact When time allows Kill It Low High Difficulty Populate the Impact Matrix • Use an Impact Matrix to organize and prioritize improvement ideas. Brainstorm Ideas 27

28. How do we use SMED? • Build a “Pro Forma” bar on your Bar Chart utilizing the improvements that have been proposed. • “Pro Forma”- An educated Guess of the Future State • Go through each step and discuss any improvements and what effect they should have on the time for that step. • Build the “Pro Forma” with the new time for each step. • Compare the “Pro Forma” bar to the “Current State” bar. What percent improvement can be expected? • Pro Forma/Current State minus 1 = % Improvement 28

29. How do we use SMED? • Work on the “Do it this week” items from the Impact Matrix. • List action items • Assign responsibility. • Meet back at regular intervals to discuss progress. • Update progress • It may take several Rapid Experiments to achieve optimal results Impact Matrix Action Item List 29

30. How do we use SMED? • Observe the “Future State.” • Record the new changeover. • Test the improvements and new process. • How have the new processes helped? • Record the new times for each step. (Seconds) 30

31. Current State Internal Bar External Bar Pro-Forma Future State -25% -56% -75% How do we use SMED? • Use the new times to make a “Future State” bar on your Bar Chart. • Compare the “Future State” with the “Pro Forma.” • Were you able to meet the “Pro Forma?” • Were you able to meet your goals? • Use this Bar Chart for presentation only. BAR CHART 31

32. How do we sustain SMED? • Make a Key Points Sheet for the SW- (Standard Work) Board. • This will be used to help train operators with the new process. • Make a Changeover Visual Control to be used at the SW Board. • This will be used to track changeovers and assist in sustainment. Visual Control Sheet Key Points 32

33. Where do we go from here? • Sustainment! Sustainment! Sustainment! • What can we do to help with sustainment? • 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! • Continuous Improvement Never Stops!!! 33

34. SMED Training Format • SMED TRAINING • VIEW CURRENT STATE • 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 • COMPLETE ACTION ITEMS • OBSERVE FUTURE STATE AND DOCUMENT • COMPLETE KEY POINT SHEET • TRAIN PERSONNEL MON TUE WED THU 34

35. It is time to come to terms. Click for each answer below Initial Set-Up Time • What is the “Current State”? • What does “Kaizen” mean? • What does “Poka Yoke” mean? • What does “SMED” stand for? • What does “TPM” stand for? • What is the difference between “Internal & External”? • What does the “Pro Forma” mean? • What is the “Future State”? • What does “Muda” mean? • What is the “Gemba”? • What does “ “ say? Change for the Better Error Proofing Single Minute Exchange of Dies Total Productive Maintenance What has to happen when the machine is down and what can be done prior or after Educated guess of the Future State New Standard for Changeover Wasteful Activity Work Place Set-Up Reduction 35