SMED CLASS 2

S. M. E. D.

Setup Reduction

V.S.M T.PM. O.E.E.

J.I.T. Standardization

5 SWaste

ReductionProcess

Improvement

IF YOU ALWAYS DO WHAT YOU’VE ALWAYS DONE, YOU WILL ALWAYS GET WHAT YOU’VE ALWAYS GOT.

IS IT GOOD ENOUGH TO SURVIVE IN TODAYS GLOBAL MARKET?

Just In Time DeliveryJust In Time Delivery Why is JIT important in today’s global

market?

Producing just what is needed,

when it is needed,in the

amount needed with the

minimum of materials, equipment,

labor and floor space.

This is the only way to compete in world markets today

What are the principles of JIT?What are the principles of JIT? JIT Practice Common PracticeJIT Practice Common Practice Establish flow Production vs Batch Production

Produce to the demand rate vs At machine capacity

Pull production thru the plant vs Pushing it thru

Produce to customer’s demand vs Building inventory

Eliminate waste vs Compensate for waste

Quality at the source vs Inspect into product

Total Preventive Maintenance vs Emergency repairs

How Do We Achieve JIT? An individual by the name of Sheigo Shingo was

perplexed by this same problem. He sat for days on end for several years watching the processes his company was using in their daily operations. In his observations he noticed everyone working very hard trying to achieve this very thing.The thing that became apparent to Mr. Shingo was that there was very little organization or standardization in the work being preformed.People were taking 4 hours to set-up a 1,000-ton press. Mr.Shingo took his observations and developed a strategy and a formal plan to solve these problems. The program he developed decreased the set-up time from 4 hours to 3 minutes. The program we know today as SMED and the company was Toyota.

S. M. E. D.S. M. E. D.

Stands for Single Minute Exchange of Die. A systematic method of reducing changeover/fit-up or set-up time. It was developed by Sheigo Shingo, initially to reduce or eliminate the time it took to changeover large dies. Now it is used to improve all kinds of changeover, set-up and fit-up processes.

What is the Impact of Long What is the Impact of Long Changeovers or Set-ups?Changeovers or Set-ups? Increases lead time between jobs

Decreases flexibility

Increases run length/batch size

Causes quality problems when adjustments are not right.

Why Set-up Reduction?Why Set-up Reduction?

Setup reduction improves the equipment availability, increasing the total capacity– Better utilization of operator’s time– Better utilization of capital investment – Reduced capital investment

Reduced setup time makes smaller batch sizes possible, without the economic penalty, resulting in– Reduced overall lead times– Reduced inventory & storage space needs– Reduced reject rates

Changing Market Demands

More product variants Demands for low quantity orders Short and reliable delivery times High and consistent quality of product Lean production: customer pull

How do we identify the root cause for time consuming set-ups bottlenecks and other non-standardized work practices resulting in a very non-lean type operation.

What Sequence of Events Happen During Your Process?

List on a flip chart

identify which ones are value added & which ones are non-value added

First We must Identify Value First We must Identify Value Added Added versus versus Non Value Added Non Value Added ActionsActions Value Added

– Any activity that increases the market value or function of the product or service.

– Things the customer is willing to pay for Non-Value Added

– Any activity that does not add market value or function or is not necessary

– Activities that should be reduced or eliminated

How do we know what is value added in our process? To gain significant insight into how work is actually completed, one must understand the process.

WHAT IS A PROCESS?WHAT IS A PROCESS? A process is any related, recurring

sequence of events, steps activities,or tasks which result in a desired outcome.

Processes must have steps that repeat each time the process is used.

Process can be defined as either core or enabling.

1. Core process: things we “ must do”.

2. Enabling process: series of tasks and activities that are internal to the business but contribute to the performance of core processes.

Process mapping is a technique used to document & analyze processes, it shows where we are and where we need to go.

Process mapping identifies the flow of a process,activity or product.

The two most commonly used process mapping tools are:

Top-Down ChartsTop-Down Charts: documents a core process and its sub-processes.

Functional Deployment Process MapsFunctional Deployment Process Maps:documents sub-processes, the sequence of individual steps and decisions and who is responsible for them.

Top-down charting uses two levels of detail: process and sub-process

Top-Down Charting

Process _____________________________________________

Sub-Processes

_________ _________ _________ _________ _________

_______ _______ _______ _______ _______

Functional Deployment Mapping (flow chart) is a more detailed depiction of a process.

Responsible

Steps Clerk SupervisorMaterials

ManagementScheduler

Log-in order

Prioritize

Review for

Specifications

Materials

Explosion

Schedule

Fabrication

Inspection

Distribution

A team preparing to perform a Value Analysis of a process will begin by asking some questions relative to each step in the process.

1. Is the step required by a customer?Is the step required by a customer?

2.2. Is the customer willing to pay for this activity?Is the customer willing to pay for this activity?

3.3. Could this activity be eliminated if some prior Could this activity be eliminated if some prior activity were done differently?activity were done differently?

4.4. What would be the risk of eliminating this What would be the risk of eliminating this activity?activity?

5.5. Does technology exist to eliminate this Does technology exist to eliminate this activity?activity?

6.6. Does this activity fulfill an external regulatory Does this activity fulfill an external regulatory requirement?requirement?

Once a process is documented, a team can begin to analyze the process using Value Analysis. Once the value or non-value of the process is determined a decision can be made whether this step in the process will be kept or eliminated.

REMEMBER Non-value added steps can result in

overproduction to compensate for ineffectiveness,these are the one’s we need to search for

As these questions are asked:

We need to decide which problem solving tool should be used to help us make the right decision.

A Common Tool to Use is “ The Why-Because Diagram”. Is this process needed if so WHY.

Painted parts green

Joe said so or we've always painted them

Customer Requirement to be green?NO

Parts will rust if not painted

Parts are made of non-rusting alloy

Parts are painted.No reason for this is determined,not a customer requirement, not an external requirement

This is determined a non-value added process. One to be eliminated

They may even need to use problem solving techniques or tools like an Ishikawa Diagram

problem

methodsmachines

people

environment material

Schedule a full review session with everyone involved and ONEONE person not involved ( cross functional team) in the process analysis ASAP

How Do We Camouflage Our How Do We Camouflage Our Problems?Problems?

A Camouflage Technique A Camouflage Technique Commonly UsedCommonly Used To offset the cost of changeover/set-up or

process ineffectiveness, we run longer than we need to creating inventory (too much too soon)

In turn this creates overproduction waste Trial processing and adjustments during

changeover or fit-up often result in defects Results in non-conforming products We produce excess inventory to cover the

downtime required for non-value added actions or we spend multiple non-value hours re-working the product

OBSOLETE INVENTORY

Over production can and will result in obsolete inventory. Customer demands change or their product lines change leaving excess obsolete inventory on the shelves.

RESULT: Lost Revenue

Some Root Causes for Some Root Causes for Ineffectiveness Ineffectiveness

Lack of Standardization Lack of Organization Excess Motion Wait awhile

The WaitingWaiting Game Disorganized storage of tools & parts

• waitwait while we find them

Dedicated Changeover / Set-up / Fit-up or Lay-out Personnel

• waitwait until they are available

Poor communication of job-related info• waitwait until someone gets the right information

Approvals or supplies• waitwait until somebody gives the “ok”, support people (eng,

maint, tool-crib, etc.) not working same hours as manufacturing

Lack of procedures and Standardization • waitwait while someone figures out what to do• underutilization of people and machinery

Underutilizing our number 1 Asset Lack of training employees Lack of training on procedures Independent Process Implementation

• No one observing/learning from the experts• Each person doing it their own way• No standardization

Poorly designed processes that don’t use all of the skills/abilities of the people available

Excess Motion

Lack of labor saving tools & methods• Changeover carts, fixed stops for easy positioning

Lack of visual controls• Marked settings, shadow boards for tools, supplies

safety equipment

Poor workplace organization/standardization• Can’t find what we need when we need it

Poor layout • Parts & tools stored too far from point of use• Walking miles instead of steps

Look in this next slide. Because of disorganization and no standardization, the employee had to walk in excess of 15 miles and adding 6 hours, on top of performing their assigned duties. Each line represents movement to and from tooling, parts, tool-crib, etc.

In the next slide you will see after standardizing their work area and implementing designated areas for tooling, parts and spare supplies they were able to decrease their total movement distance to ½ mile and total movement time to 15 minutes.

This is a significant decrease of wasted motion and a increase of production time as well as increasing the employees satisfaction for a job well done and faster than before.

Why and How Do We Challenge Assumptions ? Everyone brings assumptions to the

problem solving table.Such assumptions reflect what we know or, as is more often the case what we think think we know.we know.

Challenging conventional assumptions about a problem can help turn your obstacles into opportunities.

Work to escape the self-imposed constraints that traditional assumptions create.

Old Assumptions Everything has a FIXED costEverything has a FIXED cost We are doing the BEST we can doWe are doing the BEST we can do We have a BOTTLENECK and we can’t do We have a BOTTLENECK and we can’t do

anything about it, we have to live with anything about it, we have to live with poor capacity of our BOTTLENECK poor capacity of our BOTTLENECK

Managing production using economic Managing production using economic order quantities (EOQ) and over-all order quantities (EOQ) and over-all equipment effectiveness (OEE) balances equipment effectiveness (OEE) balances change-over costs,inventory carrying change-over costs,inventory carrying costs and ineffectiveness. costs and ineffectiveness.

Definition of Production Time

Time between the last GOODGOOD product completed and shipped. The Next Good product completed and shipped. Nothing is gained or any monies realized until the product is shipped.

Current Changeover/Set-up/Fit-up/Lay-out Tasks Broken Down in National Statistical Averages 5% Preparation--Cleaning up after the

last job, getting ready for the next job

40% Centering, dimensioning & setting (tools, parts, gauges, jigs, fitting)

35% Welding 20% Rework

Fine-tuning and Adjustments

Adjustments take up time & create variability Identify the root causes and eliminate them

– Poor tool & die design– Lack of standardization– Lack of precision in dies, jigs or mounting and clamping– Poor die, jig or machine maintenance– Lack of understanding of dies, jigs, machines and their

interactions– Poorly defined quality standards

Find additional standardization opportunities Develop and deploy check lists & method sheets

This Is the Most Sinful Waste During Fabrication

Quick Changeover Dies and Jigs Eliminate Waste

Reduces defects and rework Reduces time, effort & material wastes Reduces overproduction Reduces excess inventory Reduces space requirements Cuts overall lead times

Benefits

Cut lead times so that we can respond more quickly to the customer resulting in J.I.T (Just in Time) production

Eliminates material waste which makes us more efficient and profitable

Reduces new production start-up defects which improves quality

Benefits, cont’d

Reduces overproduction which lowers inventory & related space requirements

Reduces non-value added time which makes us more productive and profitable

Enables shorter runs/smaller batches which makes us more flexible

Impact of Changeover on Economic Order Quantity

Reducing fit-up & changeover time lowers lengthy lead times

Lower fit-up & changeover costs result in lower EOQ

Lower EOQ means lower inventory and increased flexibility to meet customer demands in a more timely manner

Changeover/Set-up/Lean Changeover/Set-up/Lean Cross Functional Team Cross Functional Team Must IncludeMust Include Operators, Welders Maintenance Engineering Management

Changeover Process

Document

Analyze & identify ways to improve

Implement improvements and monitor results

StandardizeStandardize

Organization and Standardization

Cuts waste• wait time• wasted motion• transportation time

Makes it easier to spot potential problems

Lead time reduction is not a new concept!Who made the statement

“One of the most noteworthy accomplishments in keeping the price of our products low, is the gradual shortening of the production cycle. The longer an article is in the process of manufacture and the more it is moved about, the greater is its ultimate cost’’.

Henry Ford, 1928

How do we camouflage longset-up times, non-standardized work process,ineffectiveness ?>Buffer stocks (inventory) in between processes>Creative adapted planning and scheduling resulting in wasted motion with product and people >Inflated lot sizes (e.g., per day or EOQ)>Fixed manufacturing schedules>Clustering or to Family our orders>Excessive overtime>Excessive manpower>Excessive overnight shipping costs

What are some ways to standardize your operations? Does each individual understand

exactly what is required and why? Are there fail safes put in place to signal

an employee that they are operating outside the considered normal boundaries and parameters, and if so who is the immediate contact person or team to minimize downtime.

OEEOverall Equipment Effectiveness

OEE is a measurement that represents the percentage of time a machine was actually producing quality parts compared to the time it was planned to be

Three elements of OEE – Available time: time for which the equipment was

planned to make good quality parts

– Production time: time during which machine made good quality parts at the rate of ideal cycle time

– Lost time: time during which the equipment was not producing acceptable quality parts due to various causes

• Lost time = available time – production time OEE = production time / available time

5S Program is Part of SMED/LEAN5S Program is Part of SMED/LEAN Sort Sort (get rid of what is not really needed to do the (get rid of what is not really needed to do the

process)process)

Straighten Straighten (organize) (organize)

Shine Shine (clean the area daily with defined (clean the area daily with defined expectations of cleanlinessexpectations of cleanliness

Standardize Standardize (each individual does each (each individual does each process the same way,resulting in less waste in process the same way,resulting in less waste in defects)defects)

SustainSustain ( self discipline to ensure it ( self discipline to ensure it stays that way)stays that way)

Workplace Organization – 5S

Implement 5S in the area and maintain Keep ALL the tools available nearby –

hand tools, power tools– Verified for fitness for use

Keep all the necessary accessories (fasteners, fittings, connectors, hoses, cables, etc.) Available– Verified for fitness for use

Keep the necessary lifting devices ready – Verified for fitness for use

Ensure the work space is uncluttered / unobstructed – before setup begins

WHY SHOULD I BOTHER WITH 5’s ?????????????????? Everyone wants there job to be easier not

harder and more frustrating. Which of these would be easier and more

efficient ??????? If your arm or hand was caught in a machine

and someone needed a tool to get a bolt loose to get YOU out, which one would you rather they try to find the tool in ??? Which one would be faster ????

Hurry Give Me a Quarter Inch !!!

Tell Me What You Want?

Where is My 3/8” Wrench??

I Know Where Everything Is

Is your Job as clean as it could be?????? Does this look familiar ???

Would You Like to Do This Setup Change ?

Example – Setup Parts on The Machine

Example – After Implementing 5S

Can You Setup These Limit Switches Accurately?

How About NowAfter Implementing 5S

Example – A Cart With GagesOrganized, Marked, Color Coded

Example – Plant-wide Standardization

Visual Controls

Simple signals that provide immediate information – i.e. shadow board

Visual controls make it easier to• locatelocate• identifyidentify• position or calibrateposition or calibrate

Example – Clear Markings to Ease Setup

Organized Placement of Necessary Hand Tools

Organized Assembly Workbench

Notice: Color Coordinated Bins, Hand

Tools & Gages

Information Station Name the process Description of current situation

– Date -- Part Number– Length -- Changeover/Process Team– Completion Target– Quality problems– Process change if any– Gauges calibrated– Maintenance problems– Operation notes ( day to day or shift to shift)– Critical dimensions – SPC chart if needed or required for process– Roadblocks to production ( find out from the expert who is

running the process if there are problems and then ACT on them)

SMED/LEAN Basic PrinciplesSMED/LEAN Basic Principles

Internal (machine down) vs. External Internal (machine down) vs. External (machine running) tasks(machine running) tasks

Clear purpose and function of each Clear purpose and function of each elementelement

Focus first on no/low cost solutionsFocus first on no/low cost solutions Best changeover is no changeoverBest changeover is no changeover

4 Stages of SMED/LEAN4 Stages of SMED/LEAN

Separate Internal & External

Convert Internal elements to external

Streamline remaining internal elements

Streamline external elements

Stage 1

Separate internal & external elements--what can be done before the machine stops. Typically cuts 30-50% off changeover time!

Set-up Guidelines & Procedure Function Checks Transportation

SMED Stage 1 Key TechniquesSMED Stage 1 Key Techniques

Develop Changeover/Process Checklist

– Everything needed to perform changeover or process

• tools, parts, materials, procedures, and resources (people)

• what, how much, where, when

– Use checklists to make sure everything is ready to go prior to changeovers and the process as well as during the operation of each of these.

SMED/LEAN Stage 1 Key TechniquesSMED/LEAN Stage 1 Key Techniques

Function ChecksCheck parts, tools, jigs, fixtures well

before changeover/process to make sure everything is functioning properly.

Repair malfunctions prior to the operation, don’t wait until your ready to start machining,assembly, etc to find obstacles and roadblocks to production.

SMED/Lean Stage 1 Key SMED/Lean Stage 1 Key TechniquesTechniques Transportation

move all new parts, tools and materials to the machine before it is shut down or the process starts.(changeover carts)

Put away old parts, tools, and materials after the machine is running good product

SMED/LEAN Stage 2SMED/LEAN Stage 2

Convert Internal Elements to External What can be done while the machine or

process is running rather than waiting until the machine stops

Preparation Function Standardization Intermediary Jigs

SMED/LEAN Stage 2 Key ActivitiesSMED/LEAN Stage 2 Key Activities

Preparation

1. Get tools, parts and materials ready prior to process or internal changeover (before the machine or process shuts down)

2. Position materials

StandardizationDecide which essential functions can be made

standard1. Dimensioning2. Centering3. Securing4. Gripping

– i.e.. Different size dies require different shut heights,pressure etc.

Intermediary Jigs (preset units)– Use removable plates/frames so that a

die/part can be externally attached & adjusted.

– Preset jigs for assembly operations are extremely useful

SMED/LEAN Stage 3

Streamline remaining internal elements

Parallel operations

Eliminating adjustments

Functional Clamps

Standardization

Parallel Operations– divide changeover or fit-up steps among 2

or more people– use detailed procedures to ensure safety

and minimize waiting

Eliminate Adjustments

Use numerical scales to standardize settings

Make settings visual

Use fixed stops

Create mechanisms that can be quick set to handle different functions

• rotating tools on a spindle• master switch• pre-set stops or jigs

Functional Clamps– use attachments that hold part in place

with minimal effort• one-turn (u-slot, pear-shaped hole)• one-motion (quick release clamps, magnets,

vacuum suction, spring slope)• interlocking (fitted/joined parts)

Examples – Quick Clamping Methods

“C” Washer

Pear Shaped Hole

“U” Slots

Bushed Swinging Washer

For Multiple Bolts

Examples – Simple Quick Clamping Devices

Hinged Wing NutMechanical Toggle Clamp

Cam Type Mechanical Clamps

Examples – Other Time Saving Methods

Clamping

Direction

Spring Loaded Snap Ring

Maintaining

Distance

a Magnet

Use of Magnets In

Difficult to Reach Locations

“U” Shaped Collar

Rotation

Preventing Pin

Hole Larger Than

the Bolt Head

Concept of “C” Washer – Modified

SMED/LEAN Stage 4 Streamline external elements Changeover Set-up planning Critical path analysis Process analysis for improvement Work place layout Work team & work place organization Standardized changeover procedure Training Communication

How to Improve? Set-up/Fit-up Procedure Checklist Standardize everything possible in the

department. Base line of where we are and Target

Graph of the next level of improvement. Overall commitment to Teamwork and

Excellence in Manufacturing. Don’t point fingers, if there is a problem

solve it as a team (Operator,Maint.,Eng. and Management) without everyone’s involvement, nothing will change.

Down stream customer satisfaction evaluations are an important feedback and communication that when properly used and review can lead to significant process improvements and lead to greater quality of product produced

First Article Inspection

Find ways to eliminate first article inspection– Make set-ups/fit-ups and the processes

robust Limit internal inspection to critical features Employ simple go no-go gages Inspect at the process Employ automatic inspection and recording

methods

QS9000 and SMED/LEANRemember with QS certification if we say we do

it, then we must. Continuous improvement Cleanliness Standardized procedures and processes Concise documentation Reduced defects = less documentation Controlled conditions Total Preventative Maintenance schedule met Contingency plans

S M E D & LEAN We must live it daily to make it work. It

must become as much of our culture in business as breathing is to living.

“WHAT IS NOW PROVED,WAS ONCE ONLY IMAGINED”

William Blake

Essential Elements for Change

ChangeStrategy Incentives Skills Resources ActionPlan

FalseStartsStrategy Incentives Skills Resources

FrustrationStrategy Incentives Skills ActionPlan

AnxietyStrategy Incentives Resources ActionPlan

GradualChangeStrategy Skills Resources Action

ConfusionIncentives Skills Resources ActionPlan

As A Team

Discuss and agree on a common list of activities– List these on a common setup/fit-up analysis form

Merge all notes / keep individual analysis sheets together

Review all aspects of the set-up/fit-up together and find ways to improve

Day 1 – Agenda

Objectives of the training What is setup change Why setup reduction? Five step approach to setup reduction

– Step 1 – Analyze the current setup process

• Exercise 1 – Implement Step 1

– Step 2 – Separate external and internal activities

– Step 3 – Convert as many internal activities as possible to external activities

• Exercise 2 – Implement Steps 2 & 3

First Exercise – Implement Step 1

View the pre-recorded video List the activities individually on setup analysis forms As a team develop a common activities list

– Mark start and end times for each of these activities– Merge all notes on the common list

Do not fill the three blocked columns Hints:

– First, go through the entire video once, to get an overview of the process, equipment, tools, etc. (fast forward as necessary)

– Appoint an operator for the VCR (to pause & start as needed)

– Designate a time-keeper– Visit the shop floor and walk the steps if necessary

Setup Analysis FormMachine Mach. No.

Part Part No.

Process Proc. Seq.

Operator Date

Sr. No.Activity

(Including Transport, Waiting, Walking)

External or

Internal

Start Time

End TimeDuration Internal

Duration External

Observations / Notes / Improvement Opportunities

1234567891011121314151617181920

Time for Activity

Setup Analysis Form

t Fill

Setup Analysis FormMachine Mach. No.

Part Part No.

Process Proc. Seq.

Operator Date

Sr. No.Activity

External or

Internal

Start Time

End TimeDuration Internal

Duration External

Observations / Notes

1234567891011121314151617181920

Time for Activity

Setup Analysis Form

Day 1 – Agenda

Objectives of the training What is setup change Why setup reduction? Five step approach to setup reduction

– Step 1 – Analyze the current setup process

• Exercise 1 – Implement Step 1

– Step 2 – Separate external and internal activities

– Step 3 – Convert as many internal activities as possible to external activities

• Exercise 2 – Implement Steps 2 & 3

Setup/Fit-up Analysis FormMachine Mach. No.

Part Part No.

Process Proc. Seq.

Operator Date

Sr. No.Activity

Start Time

End Time

Duration Observations / Notes

1234567891011121314151617181920

Time for Activity

Setup Activities List Form

Step 2 – Separate External & Internal Activities Discuss and classify each activity as internal or

external– Consider how it is done today, NOT how it CAN be

done Mark on the common setup analysis form Calculate activity durations from the already entered

start and end times Enter the activity duration in appropriate column

(external or internal) Add all the ideas for improvement brought out during

the discussions, to the notes column (keep such list on separate sheet, if necessary)

Guidelines for Evaluating Activities Understand the setup activities clearly

– Watch the video, repeatedly if necessary– Perform actual change over or observe one closely– Talk to machine operators, tool room technicians– Walk through all the steps personally

Employ ask-why-five-times approach for everything– Ask a lot of questions—especially, the “outsiders”

Observe other setup changes– Other machines, other operators, other plants

Consult suppliers – of tools, dies, machines Capture ALL ideas and thoughts – on paper Resist the temptation of transferring to external, at this stage

Second ExerciseImplement Steps 2 & 3 Classify each activity as internal or external, as it is done today

– Calculate the duration for each activity and enter in appropriate (internal or external duration) columns

– Calculate the total number of activities and the total times for external and internal activities

Identify those internal activities that can be performed externally Identify opportunities that can be implemented immediately, and

implement them– No-cost, low-cost solutions

– No major changes required in physical arrangements

– No major changes in job assignments

Modify and document the new setup procedures

continued…

Second ExerciseImplement Steps 2 & 3 Repeat Step 1 (analyze the new setup) and

capture the time savings Develop plans for the short term and medium

term opportunities– List tasks and potential target dates

– Identify resource needs Types of opportunities:

– Immediately implemented – within two days

– Short-term – within two weeks

– Medium-term – within 4-6 weeks

Day 2 – Agenda

Measuring Impact of Setup Reduction– Step 4 – Eliminate / simplify the internal activities

• Exercise 3 – Implement Step 4– Step 5 – Eliminate / simplify the external activities

Summary• Exercise 4 – Implement Step 5 and Prepare

for the Management Presentation Team Presentations for Plant Management

Summary

Summarize team’s experience and lessons learned

Recommendations for the management

Special comments

Ask for a deadline for management’s response to resource request

SMED CLASS 2

Documents

SMED Blank form

Aplicacin de la Metodologa SMED(2)

Template Presen Smed

SMED Kaizen Event

SMED - jobannonce Word - SMED - jobannonce.docx Created Date 2/14/2017 1:32:56 PM

SMED Final

ANALISIS SMED

Metodologia smed

SMED Presentacion

Smed Ingles

SMED simulation game

Módulo 2 - SMED

Smed smpl 1

Curso SMED

SMED Latest

Do you SMED?

SMED implementation vid slipoperation641357/... · 2013-08-16 · Examensarbete: SMED implementation vid Slipoperation 2 1.4 Avgränsningar Examensarbetet omfattar ställ samt orderbyten

presentación smed

The system SMED

New Lokal undervisningsplan (Niveau 2) 1110 Smed - Viden Djurs · 2018. 3. 26. · 1110 Smed (GF2) Side 1 af 20 Lokal undervisningsplan (Niveau 2) – 1110 Smed 2.0 Grundforløbets