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Quick Changeover Rapid Set-up One-Touch Set-up S M E D

Quick Changeover Rapid Set-up One-Touch Set-up S M E D. David S. Hoyte, CEO JL French Corporation. SMED S ingle M inute E xchange of D ie refers to a goal of reducing setup time to a single digit time or less than 10 minutes OTED or OTC O ne T ouch E xchange of D ie

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Quick Changeover Rapid Set-up One-Touch Set-up S M E D

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  1. Quick ChangeoverRapid Set-upOne-Touch Set-upS M E D David S. Hoyte, CEO JL French Corporation

  2. SMED • Single Minute Exchange of Die • refers to a goal of reducing setup time to a single digit time or less than 10 minutes • OTED or OTC • One Touch Exchange of Die • One Touch Changeover • refers to a goal of reducing setup time to less than one minute

  3. What is Changeover Time?

  4. Changeover Time: “The time between the last good piece of one part number run and the first good piece of the next part number run.” Note: The measurement should also include all activities even after the first good part if such activities (i.e. paperwork, inspection) result in further: a. Stoppage of process flow b. Are related to changeover

  5. Why Reduce Changeover Time? • Faster response to customer • Changeover more frequently (smaller lots) • More time for production (reduce overtime) • Increase capacity with low/no investment

  6. 7 Wastes • Transportation • Excess production • Added processes • Motion • Waiting • Inventory • Non-conformance (defectives)

  7. BASIS: Time is the Biggest Waste Waste can be visible, like inventory or defectiveunits (scrap or rework), but waste of available production time is too often hidden and ignored….it is truly buried treasure !!!

  8. Critical Applications For Quick Set Up • Processes making a high variety of end items • Processes using high cost components (greater benefits of inventory reduction) • Capacity bottleneck operations • avoids purchase of new equipment • avoids overtime • better customer order fill • quicker response time

  9. Inventory Reduction Exposes Long Changeover Times as a Major Problem • Decreased changeover time • reduces the need for inventory • increases production flexibility • enables a faster response to customer needs • facilitates leveling the schedule

  10. INVENTORY CHANGEOVER 2500 pcs. 1.0 hr. 1250 pcs. 30 min 125 pcs. 3 min

  11. Internal Setup: Elements of a setup that are done while the process is shut down External Setup: Elements of a setup that are done offline while the process is operating

  12. Actual Preparing Change Machine for over Change 5% over Preparation 15% and Function Checks 30% Running First Part and Adjustments 50% Typical Time Allocation of Changeover Activities

  13. Approach 1. Document the current changeover process, its events, frequency, and situation 2. Analyze details of current method for waste 3. Select potential opportunities & ideas for improvement 4. Try a new method and check its benefit 5. Standardize new method 6. Plot every changeover for improvement trend 7. Return to step 1

  14. 1. Document the current changeover process • What is the average time per changeover? • What activities are performed and what is the time for each? • How often are changeovers performed? • Who is involved in the changeover process? • What PN (part number) is run before and after changeover? • How much does time vary between PN types? • Video tape the current changeover or record it in detail on an observation sheet

  15. Observation Sheet CHANGEOVER ELEMENT SEQUENCE NO. CUMULATIVE TIME ELEMENT TIME INTERNAL/EXTERNAL MANUAL TIME WALK TIME WAIT TIME TRIAL & ERROR

  16. 2. Analyze details of current method for waste • Pareto types of activity by time spent • Make a “Dance Chart” by carefully observing the changeover process and recording details of each operator’s walk pattern • Construct “SWCT” (Standardized Work Combination Table) showing each elemental activity and the related time, including walk and wait time (see example)

  17. 3 6 3 6 Bench Supply Table 5 4 1 2 5 4 2 1 Tool Storage Die Storage Paper Storage Dance Chart Example

  18. C/O in C/O in Goal for Manual Walk Standardized Work Part No.: Line: Seconds Minutes C/O Auto Wait Combination Table 570 Part Name: Date: Manual Auto Wait 50 100 150 200 250 300 350 400 450 500 550 600 No. Time Time Time Process Name Walk Time 1 Walk to tool crib 5 2 Pick tools 5 5 3 Remove nuts & washers 85 4 Remove plate 5 15 5 Pick plate 5 15 6 Install plate 5 7 Replace nuts & washers 110 8 Plug in heater - set timer 15 9 Pick paper 5 10 10 Store & pick paper 5 10 11 Make adjustments 140 12 Pick tools 10 5 13 Drop tools 5 5 14 Wait for heater 45 15 Make first part 60 455 45 570 Total C/O Time = Totals 70

  19. 3. Select potential opportunities and ideas for improvement • Can the changeover be eliminated? • What activities are external or “get ready” type (can be done with process running)? • What activities are internal (must be done with the process shut down)? • How much time is spent waiting (e.g. first part checking)? • How much time is used for trial and error adjustment? • Is there schedule flexibility for next PN to be run (next changeover)?

  20. 4. Try a new method and check its benefit • Organize workplace and tools • Color-code for fast identification • Construct a PN “X” to PN “Y” time matrix • Make prototype tools or aids • Run controlled trials and measure results 5. Standardize new method • Implement permanent tool modifications • Make new changeover instructions • Train supervisors and operators • Check performance to standard

  21. EXAMPLE

  22. C/O Time for XX to YY (2 oper.)

  23. Pareto of C/O Time for XX to YY

  24. External vs Internal Event Analysis

  25. Separating Internal/External Events

  26. Improving Internal Events

  27. CHANGEOVER RECORD DATE SHIFT FROM TO TIME (SEC) COMMENTS

  28. DATE: Dance Chart Line Number: Part Number: WALK PATH WITH PART WALK PATH WITHOUT PART

  29. CHANGEOVER CELL__________ SHIFT_____ AVG. GOAL 18.0 16.0 14.0 12.0 10.0 MINUTES 8.0 6.0 4.0 2.0 - 4 5 9 1 2 3 6 7 8 10 13 14 17 18 19 20 21 22 24 23 25 11 12 15 16 YTD 1996 LAST MO DAY LAST 1996 YTD 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 MO C/O #1 C/O #2 C/O #3 C/O #4 C/O #5 C/O #6 C/O #7 C/O #8 AVG. 16.3 14.7 13.2 GOAL 18.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0

  30. CHANGEOVER CELL_89_ SHIFT_1st_ AVG. GOAL 18.0 16.0 14.0 X X X 12.0 10.0 X MINUTES X 8.0 6.0 4.0 2.0 - 5 3 4 6 9 1 2 7 8 13 14 18 21 24 10 12 15 17 19 20 22 11 16 23 25 YTD 1996 LAST MO DAY LAST 1996 YTD 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 MO C/O #1 12 14 9 11 13 C/O #2 9 7 12 12 11 C/O #3 14 11 8 7 9 C/O #4 16 15 8 9 14 C/O #5 C/O #6 C/O #7 C/O #8 AVG. 16.3 14.7 13.2 12.7 12 8.75 9.75 12 GOAL 18.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0

  31. Best Analysis Tool...VIDEO TAPE YOUR CHANGEOVER!!! • Use inset elapsed times to time elements accurately • A cross-functional team is best for rapid identification and improvement of waste

  32. Employee Involvement in Changeover Improvement • Include C/O as team project • Brainstorm improvement ideas • Use problem solving tools (e.g. BOS) • Measure team performance • Environment = ownership of work improvement

  33. Practical Hints • Are part numbers grouped into families? • List tools & number of operators req’d • Indicate the proper values for operating conditions (pressure, current, temperature) • Ensure that all tools, dies, fixtures, gauges, etc. function perfectly before the changeover process begins • Install a large countdown timer to display the elapsed time during each changeover

  34. Practical Hints • Staging operations should be performed: • by operators while machines are operating automatically • by setup person in cases where operators cannot leave their machines • Reducing changeover time means either eliminating internal elements or reducing the time taken to perform each internal element. • Standardize, standardize, standardize • Eliminate “wrench swinging”

  35. Die Height Standardization

  36. Example

  37. U-Shaped Washer Method

  38. “C” Washer and Clearance Hole

  39. Wing Nuts

  40. Cam Method

  41. Toggle Clamps

  42. Pear-Shaped Holes for Clamping

  43. Practical Hints • Elimination of adjustments (“one touch”) • self locating tools • swing in tooling details • visible center lines and reference points • Fast first piece verification (line gauges) • Prioritize ideas by the following criteria: • ideas related to the element with the longest time • low cost ideas • quick and easily implemented ideas • ideas which affect more than one element

  44. Centering Fixture guide block (centering fixture)

  45. Simplify External Elements • Material racks for pre-stage of new parts • Store dies and transfer arms near the press • Label fixed locations in storage areas and who is responsible (a place for everything and everything in its place) • Repair dies during non-use • Tryout new / repaired dies during non-production time • Plan ahead

  46. Quick Material Staging Material Handler Side - stages next part number Operator Side - uses current part number X Y

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