Single Minute Exchange of Die "Reduce your changeover and adjustment times from hours to minutes"

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Single Minute Exchange of Die"Reduce your
changeover and adjustment times from hours to
minutes"

• Colleen Murphy
• Reid Nelson
• Peter Natale
• Michael Miller

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Outline

• What SMED IS
• Methodology
• Shingo Prize
• Case Study

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What is SMED?

• SMED Exchange dies in less than 10 minutes

• Single Minute Exchange of Dies is a philosophy
  where the target is to reduce all setups to less
  than ten minutes. SMED helps achieve lower
  costs, greater flexibility, and higher
  throughput. It is one of the key factors
  allowing JIT to be successful.

• Single Minute Means necessary setup time is
  counted on a single digit.

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Classic Changeover
Breakdown of Changeover Duration

• Steps to Changeover
• Machine is stopped
• Changeover operations happen
• Machine will start again
• Changeover times causes productivity loss

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Four Steps to SMED

• Suppress useless operations, convert IS
  operations into ES
• Simplify fittings and tightening
• minimize " turning " movements they request
  several grasp-release motions!
• fit at once, in a single motion
• use blocks, jigs, templates
• standardize tools, types and size of screws,
  nuts...

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3rd and 4th Step

• Work together!
• Setup a racing pit team
• Suppress adjustments and trials
• Get it right the first time
• Use jigs or makeshift devices to avoid and detect
  errors

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Creator of SMED

• Shigeo Shingo
• Timeline
• Born 1909 in Japan
• 1930--Degree in Mechanical Engineering
• 1943-48-Ministry of Munitions
• Air launched torpedo depth mechanisms
• Improved manufacturing operations by 100
• 1950-Forms first stage of SMED
• Involves splitting a setup operation into
  internal and external set ups

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Timeline cont.

• 1956-58Worked for Mitsubishi Shipbuildings
• Invents a new system for hull assembly of 65,000
  ton super-tanker
• Cut time from four months down to three and than
  two months
• 1970-Originated SMED system at Toyota
• Wrote more than 14 books
• Including Toyota Production System

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Methodology

• SMED has Four conceptual phases
• 1. Internal and external setup operations must
  be distinguished.
• 2. Internal and external setup operations are
  separated.
• 3. Conversion of internal setup operations to
  external setup operations.
• 4. Streamlining of all aspects of setup
  operations.

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Phase 1

• 1. Internal and external setup operations must
  be distinguished.
• a.       Internal setup operations can only be
  performed when the machine is stopped. (Example
  Mounting or removing dies)
• b.      External setup operations can be
  conducted while the machine is operating.
  (Example Transportation of tools and parts to
  where they are needed.)

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Phase 2

• 2. Internal and external setup operations are
  separated.
• Once the identification and separation occurs,
  the time the machine must be shut down can be
  reduced between 30 to 50

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Phase 3

• 3. Conversion of internal setup operations to
  external setup operations.
• This occurs either through restructuring the
  setup procedure, process innovation, or
  technology.

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Phase 4

• 4. Streamlining of all aspects of setup
  operations.
• Emphasis is on eliminating both internal and
  external operations to reduce overall setup time.
  This involves investing in technology such as
  product redesign, new tooling, or automation.

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3 Types of Investment

• Work Center Investment
• A one time expenditure that reduces setups for
  many or all products in a work center.
• Product Level Investment
• A one time expenditure of time or money which has
  a limited effect. (Example the reduction of a
  single product setup time.

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Investment cont

• Policy Level Investment
• Focuses on improving the environment surrounding
  the setup processes
• e.g., equipment reliability and capability,
  material quality, availability, and product
  design
• EX scheduling policy designed to minimize setup
  times

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About the Shingo Prize

• The Shingo Prize for Excellence in Manufacturing
  was established in 1988 in honor of Shigeo
  Shingo. The Prize promotes world-class
  manufacturing and recognizes companies that
  achieve superior customer satisfaction and
  business results. The philosophy of the Shingo
  Prize is that world-class business performance
  may be achieved through focused improvements in
  core manufacturing and business processes.

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The Shingo Prize

• The Shingo Prize Model has been developed as a
  "world class" model for manufacturing that
  incorporates much of the work of Dr. Shingo, but
  also incorporates best practices from other
  sources as well. The model, however, is not just
  a production model, but an overall systems model
  incorporating all manufacturing and business
  functions and processes.

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The Mission of the Shingo Prize is to

• Facilitate an increased awareness in the
  manufacturing community of excellent to
  world-class manufacturing practices and
  techniques which can maintain and enhance a
  company's competitive position in the global
  marketplace.
• Foster understanding and sharing of successful
  core manufacturing and business improvement
  methodologies.
• Encourage research in business and manufacturing
  processes and production improvements by both the
  academic and business practitioners.

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Shingo Prize
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Ordinary bolt versus interrupted thread

• Identify and eliminate wasted motions and
  non-value-adding activities.
• Only the final turn on a bolt or screw adds value
  (by securing a die, clamping/unclamping work, and
  so on).
• The interrupted screw (or interrupted thread)
  provides one means of clamping and unclamping
  something quickly. Artillery breeches have been
  sealed in this manner since the nineteenth
  century.

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High Performance Work System /Team Based
Organization                                   
                                            
                             
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Advantages of Set-Up Reduction

• Reduction of change-over costs
• Production of smaller lot sizes combined with an
  increased number of change-overs
• Trial-runs are minimized or even become
  superfluous
• Urgent orders can be quickly produced
• Improved productivity (increased efficiency, less
  waste, less machine defects)
• Set-Up becomes easy, no special skills are needed
  
• Reduction or elimination of intermediate
  inventory
• Improved flexibility
• Reduction of inventory costs

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SMED is Geared For You

• Operators - Machine-setters
• Group leaders, team leaders, supervisors, foremen
  
• Technical and maintenance personnel
• Employees of supporting services
• Industrial Engineers
• RD
• Purchase Department
• Marketing, Sales
• Quality Department
• Equipment Engineering and construction
• Process Engineers
• etc.

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Case Study BPA

• Butyl Polymers America is a unit of Exxon
  Chemical Company
• Won the Shingo Prize for excellence in 1991
• Applied JIT and SMED to refining process,
  although setups arent typical.

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BPA

• Basically we took all of the JIT technologies
  and reduced them to a theory and then
  reconstructed the theory for application within
  chemicals.
• Raymond Floyd, BPA manager.

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BPA

• Quick disconnects on both sides of chemical
  processes for quick changeover.
• Mixed model sequencing cycle, using different
  catalysts, vessels, temperatures pressures etc.
• 100 different types of polymers

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BPA

• Benefits
• Cycle time reduction
• Texas plant 65
• Louisiana plant 39
• Process time reduction
• One process went from 30 hours to 2 hours
• Smaller batch size

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BPA

• Other Improvements
• 50 reduction in total inventory
• 30-50 reduction in air emissions
• 18 decrease in energy consumption
• Other Contributors
• TPM- total productive maintenance
• Employee Empowerment
• JIT aspects