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SMEDSingle-Minute Exchange of Die (SMED) is one of the many lean production methods for reducing waste in a manufacturing process. It provides a rapid and efficient way of converting a manufacturing process from running the current product to running the next product.
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MON TUE WED THU FRI W/E MON TUE WED THU FRI W/E
PLANNIN
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WK 23 - 30/5/99 WK 24 - 7/6/99
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MANNINGRE
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MANNINGAVA
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STATION 1 STATION 2
STATION 'n''n-1'
STATION
STATION3
DirectLineFeed
Kanban
VisibleWorkplace
Visual Shop floor Based Planning
Kanban
SupplierManagedInventory
Team Working
Set-up / Changeover
Reduction
ProcessCapability& Control
Total Productive
Maintenance
Personal QualityResponsibility
Visual & MeaningfulPerformance Measures
Standard OperatingProcedures
World Class Manufacturing
BlitzKaizen
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From finish of production of the previous product / operation, through to the first good part of the next product / operation
Product ‘A’ Product ‘B’
Scope of the set-up reduction activity
Production Stop Find Tooling Load Tooling Set-Up M/c Verify Production
Scope of Set-Up Reduction Activity
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What can SMED deliver in a print business
TypicalSet up
(Binder)
Down by50 to 70%
StandardMake Ready
Down by10 to 15%
FolderAdjustment
Down by30 to 60%
100%
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Right First Time
(Elimination of Variables)
Streamline the Process & 5 S
Separating Internal from External Time
Continuous Improvement
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Understand the
process
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Teamworking
Set-up Reduction - The 6 Stages
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TOOL STORES INSPECTION12
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Video the Complete Process
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Map the Set-Up A team activity Watch the video and
identify each step in the process
Time each step in the process
Prepare Tools
Go to stores
Find spacers
Modify spacers to fit
Load tool into fixture
2’ 35”
4’ 17”
1’38”
12’ 49”
0’ 45”
Use ‘post-it’ type stickers on a flip chart
Analyse the Video and Map the Set-up
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Mastering the distinction between :-
Internal Set-Up (INT)
Things that have to be done whilst the machine or process is stopped
External Set-Up (EXT)
Things that can be done whilst the machine or process is still working
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Transferring ‘Internal’ to ‘External’ can often reduceSet-Ups by between 30% to 50%
Changeover Time‘Internal’
Set-Up Time
Last piece ofPrevious Job
First Good pieceof Next Job
Tear DownWait Time
Collect Tools& MaterialsClean Down
Wait TimeCheckingInspection
AdjustmentsClear Away
External Time
Value add Value addNon value add
Process Time Process Time
Internal ExternalExternal
Identify Internal and External activities
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Prepare Tools
Go to stores
Find spacers
Modify spacers to fit
Load tool into fixture
2’ 35”
4’ 17”
1’38”
12’ 49”
0’ 45”
External
External
External
External
Internal
Separate Internal From External Activities
.. can be done whilst process is still operating
.. process must be stopped
Get prepared beforehand to reduce process stoppage time
Ensure all tools and equipment are available close by. Ensure all materials needed are available close by. Ensure all personnel necessary are available when required.
Fitters Operators Setters Engineers Fork lift truck drivers
Ensure all information is available when needed
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Techniques for Converting Internal to External
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Ensure tooling for the set-up is organised
Set-up tooling & equipment organised visually at point of use
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Ensure all Materials needed are available close by ….
· Ensure all the necessary Materials are released by Stores for use.
· Material handlers to ensure Materials are in place
· Kanban Squares are ideal here
Kanban for Current Material
Kanban for Next Batch of Material
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Material Availability
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Streamline the process with quick-set techniques
‘T’ bar handles
Quick release adjustmentTooling stored on the M/c
Visual adjustments
· Make adjustments easier by ‘quick-release’ mechanisms
· Eliminate the need for adjustments by using fixed stops / visual identification
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Examples of ‘streamlined’ processes
Before After
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Nut replaced by a ‘wing-nut’. No spanner required
4 x Allen-key bolts replaced by one-touch catches
Client Case Study‘Zero tool’ set-up
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1. CLEARING-UPTo segregate wanted and unwanted
items.Eliminate unwanted items
Store wanted items
5. TRAINING &DISCIPLINE
Employee involvement continuously challenging and improving processes
and practices
2. ORGANISINGTo store wanted items in a manner
which will make them easy for anybody to retrieve when required
3. CLEANINGTo remove the dirt and rubbish from the area around the operator and
from the workplace as a whole
4.STANDARDISINGTo look after a clean area in such a way as to prevent it from getting dirty again
· Introduced by Japanese· A 5 Step Tool for
Workplace Improvements· SIERI· SEITON· SEISO· SEIKETSU· SHITSUKE
· A Visual Control Method
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Understanding 5 ‘S’
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· Employee Involvement· Improved Productivity· Improved Quality · Reduced Machine Downtime· Reduced Stock & Space Requirement· Improved Safety
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The Benefits From 5 ‘S’
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5. TRAINING &DISCIPLINE
Employee involvement continuously challenging
2. ORGANISINGTo store wanted items in a manner which will make
them easy for
3. CLEANINGTo remove the dirt and rubbish from the area around the operator
4.STANDARDISINGTo look after a clean area in
such a way as to
1. CLEARING-UPTo segregate wanted and
unwanted items.Eliminate unwanted items
Store wanted items Classify all items by:
A) Function
- where are they used ?
- have they a multi-location use ?
- are they obsolete ?
B) Frequency of use
- Hourly, Daily, Weekly, Monthly ?
INCLUDE ALL ITEMS - HAND TOOLS, JIGS, MACHINE TOOLS, MACHINES, WIP ETC
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5 ‘S’ Step 1 - Clearing-up
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5. TRAINING &DISCIPLINE
Employee involvement continuously challenging
2. ORGANISINGTo store wanted items in
a manner which will make them easy for
3. CLEANINGTo remove the dirt and rubbish from the area around the operator
4.STANDARDISINGTo look after a clean area
in such a way as to
1. CLEARING-UPTo segregate wanted and
unwanted items.Eliminate unwanted items
Store wanted items Define rules of engagement:· Remove all obsolete item· Appropriate storage areas for non-obsolete items· Label all non-obsolete items
FUNCTION USAGE FREQUENCY
RULE OF ENGAGEMENT
OBSOLETE
DAILY
MULTI-LOCATION
SINGLE-LOCATION WEEKLY
MONTHLY
THROW AWAY
UNKOWN
PURCHASE DUPLICATE ITEM
PUT INTO A ‘GRAVEYARD AREA’
KEEP AT FUNCTION WORKPLACE
STORE IN AN ACCESSIBLE PLACE
STORE IN A ‘OFF-LINE’ PLACE
UNKNOWN
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5 ‘S’ Step 1 - The Rules
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1. CLEARING-UPTo segregate wanted and
unwanted items.
5. TRAINING &DISCIPLINE
Employee involvement continuously challenging
3. CLEANINGTo remove the dirt and rubbish from the area around the operator
4.STANDARDISINGTo look after a clean area in
such a way as to
2. ORGANISINGTo store wanted items in a manner
which will make them easy for anybody to retrieve when requiredOrganise necessary items:
· Arrange all items in good order so that
they can be easily located and used by
anyone
ANYONEIMMEDIATELY
CAN IDENTIFY
WHERE - FIX POSITION
CAN TAKE OUT
CAN RETURN
WHAT - FIX ITEM
HOW MANY - FIX QTY
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5 ‘S’ Step 2 - Organising
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1. CLEARING-UPTo segregate wanted and
unwanted items.
5. TRAINING &DISCIPLINE
Employee involvement continuously challenging
3. CLEANINGTo remove the dirt and rubbish from the area around the operator
4.STANDARDISINGTo look after a clean area in
such a way as to
2. ORGANISINGTo store wanted items in a
manner which will make them easy for anybody to retrieve when
required
WHERE - FIX POSITION
NO RANDOM STORAGE - ‘ A Place For Everything & Everything in its Place’
HOW MANY - FIX QTY
3101
MIN
MAX
WHAT - FIX ITEM
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5 ‘S’ Step 2 - ‘A Place for Everything’
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1. CLEARING-UPTo segregate wanted and
unwanted items.
5. TRAINING &DISCIPLINE
Employee involvement continuously challenging
3. CLEANINGTo remove the dirt and rubbish from the area around the operator
4.STANDARDISINGTo look after a clean area in
such a way as to
2. ORGANISINGTo store wanted items in a manner
which will make them easy for anybody to retrieve when required
Paint floor & equipment:· Dedicate floor areas for all necessary items· Colour code work areas & equipment
· Machines should be painted in a light colour to highlight problems
CELL BOUNDARY - SOLID WHITE (10cms)
EXITS/ENTRANCES - BROKEN WHITE (10cms)
TEMP WIP STORAGE - SOLID YELLOW (5cms)
TOOL STORAGE - SOLID BLUE (5cms)
WASTE STORAGE - SOLID RED (5cms)
Define Line Standards
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5 ‘S’ Step 2 - Visual organisation
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1. CLEARING-UPTo segregate wanted and
unwanted items.
5. TRAINING &
DISCIPLINEEmployee
involvement continuously
challenging and improving processes
and practices
2. ORGANISINGTo store wanted items in a
manner required
4.STANDARDISINGTo look after a clean area in
such a way3. CLEANINGTo remove the dirt and rubbish
from the area around the operator and from the workplace as a
whole
Eliminate dirt and grime:· Cleaning as a means of inspection· Eliminate the CAUSES of dirt and grime· Maintain conditions· Everyone should clean up the workplace
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5 ‘S’ Step 3 -Cleaning
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1. CLEARING-UPTo segregate wanted and
unwanted items.
5. TRAINING &
DISCIPLINEEmployee
involvement continuously
challenging and improving
processes and practices
2. ORGANISINGTo store wanted items in a
manner required
4.STANDARDISINGTo look after a clean area
in such a way3. CLEANINGTo remove the dirt and rubbish
from the area around the operator and from the workplace as a whole
Implement a cleaning schedule:· Allocate people to an area or task· Decide on suitable tools for each task· Keep tools on a ‘CLEANING STATION’
5 ‘S’ Step 3 - Cleaning Schedule1
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1. CLEARING-UPTo segregate wanted and unwanted items.
5. TRAINING &DISCIPLINE
Employee involvement continuously challenging and improving processes and practices
2. ORGANISINGTo store wanted items in a manner which will
3. CLEANINGTo remove the dirt
and rubbish from the area around the
operator
4. STANDARDISINGTo look after a clean area in such a way as to prevent it from getting dirty again
5. TRAINING &DISCIPLINE
Employee involvement continuously challenging
2. ORGANISINGTo store wanted items in a manner which will make
them easy for
3. CLEANINGTo remove the dirt and rubbish from the area around the operator
4.STANDARDISINGTo look after a clean area in
such a way as to
1. CLEARING-UPTo segregate wanted and
unwanted items.Eliminate unwanted items
Store wanted items
1. CLEARING-UPTo segregate wanted and
unwanted items.
5. TRAINING &
DISCIPLINEEmployee
involvement continuously
challenging and improving processes
and practices
2. ORGANISINGTo store wanted items in a
manner required
4.STANDARDISINGTo look after a clean area in
such a way3. CLEANINGTo remove the dirt and rubbish
from the area around the operator and from the workplace
as a whole
1. CLEARING-UPTo segregate wanted and
unwanted items.
5. TRAINING &DISCIPLINE
Employee involvement continuously challenging
3. CLEANINGTo remove the dirt and rubbish from the area around the operator
4.STANDARDISINGTo look after a clean area in
such a way as to
2. ORGANISINGTo store wanted items in a manner
which will make them easy for anybody to retrieve when required
Review of process:
STANDARDISING REFERS TO THE MAINTENANCE OF STEPS 1, 2 & 3
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5 ‘S’ Step 4 - Standardising
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5 ‘S’ Step 4 - Audit the Process
Audit process:· Audit process continuously to ensure standards
are maintained
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6 1. CLEARING-UPTo segregate wanted and unwanted items.
5. TRAINING &DISCIPLINE
Employee involvement continuously challenging and improving processes and practices
2. ORGANISINGTo store wanted items in a manner which will
3. CLEANINGTo remove the dirt
and rubbish from the area around the
operator
4. STANDARDISINGTo look after a clean area in such a way as to prevent it from getting dirty again
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5 ‘S’ Step 5 - Training & Discipline1. CLEARING-UP
To segregate wanted and unwanted items.
Eliminate unwanted itemsStore wanted items
2. ORGANISINGTo store wanted items in
a manner which will
3. CLEANINGTo remove the dirt and
rubbish from the
4.STANDARDISINGTo look after a clean area
in such a way as to
5. TRAINING &DISCIPLINEEmployee involvement
continuously challenging and improving processes and
practices
Training & discipline:· Develop the rules & systems:
1. CLEARING UP - Why do unnecessary items still appear ?
2. ORGANISING - Why does storage get in disarray ?
3. CLEANING - Why does it get dirty ?
4. STANDARDISING - Why are we not Applying preventative measures ?
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1. CLEARING-UPTo segregate wanted and unwanted items.Eliminate unwanted
itemsStore wanted items
2. ORGANISINGTo store wanted items in a manner which will
3. CLEANINGTo remove the dirt and
rubbish from the
4.STANDARDISING
To look after a clean area in such a way as
to
5. TRAINING &DISCIPLINEEmployee involvement
continuously challenging and improving processes and
practices
Display improvement activities:· Record activity to track improvement· Identify equipment improvements
CHART RECORDS:
- Problem
- Solution
- Team member
actioned
- Target completion date
- Implementation plan
- Solution sign-off
5 ‘S’ Step 5 - Improvement Activities
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1. CLEARING-UPTo segregate wanted and
unwanted items.Eliminate unwanted items
Store wanted items
2. ORGANISINGTo store wanted items in
a manner which will
3. CLEANINGTo remove the dirt and
rubbish from the
4.STANDARDISINGTo look after a clean area
in such a way as to
5. TRAINING &DISCIPLINEEmployee involvement
continuously challenging and improving processes and
practices
Implement performance measures:· Ensure the process and practice are
continuously challenged:
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5 ‘S’ Step 5 -Performance measures
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1. CLEARING-UPTo segregate wanted and
unwanted items.Eliminate unwanted items
Store wanted items
2. ORGANISINGTo store wanted items in a manner which will
3. CLEANINGTo remove the dirt and rubbish from the area
4.STANDARDISINGTo look after a clean area in such a way as to
5. TRAINING &DISCIPLINEEmployee involvement
continuously challenging and improving processes and
practices
Make the process visible :
‘Organise’
AuditCriteria
AuditResults
HousekeepingImprovements
BeforePhotos
AfterPhotos
MachineCleaning Schedule
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5 ‘S’ Step 5 - Visual management
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Standardise input conditions - Predictable - Reliable - Repeatable
Eliminate variables - Machine - Tooling - Materials
Measure what is critical Treat inspection as an EXTERNAL operation
- Team doing the setting should have responsibility and accountability for the Process.
The Processes must
be ROBUST
‘Right First Time’
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.. SET THE CONTROL MECHANISMS
Controls can be...Visual ... Audible ... Measurable...
Lead-time Quality Costs
Flexibility Service Innovation
RIGHT FIRST TIME
100 %
Control the process during its operation
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Operators, Setters and Engineers working together Practice what they do Each person has specific tasks and roles Set targets for the team to achieve The team is responsible for measurement of its own
performance
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Teamworking
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Clearly defined visual procedures
Clearly defined roles for team members during the set-up
External activities listed
Contact-lens solution bottling line
• Why do we need Teams ?• Who should be in the Team ?
Teamworking - an example
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MEASURES TEAM MEETING IDENTIFY
ANALYSE
PLAN SOLUTION
IMPLEMENTATION
THE IMPROVEMENT
PROCESS
Setup Time No. Setups Skills
Quality Downtime
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Continuous Improvement - the process ...
Simple, visible charts
On or near machine Updated by operator
or setter Set tangible targets Make the
improvements in stages
If you don’t measure it …… you won’t improve it!
Continuous Improvement - an example
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1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51
Week No. - 1999
Ave
rag
e se
t-u
p t
ime
(Hrs
))
TargetRABA Lasco axle manufacturing line
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Historical data
1st step-change
2nd step-change
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Motorsport Tyre Change· Typically lasts around 5 to 6 seconds· 14 People to a team = 70 ‘man seconds’· 1 person would probably take a minimum of 2 minutes· Practice is key· Wheels - one nut operation· Tools - One tool size - each person has one who needs one
- High speed air guns· Tyres - Pre-heated to reduce ramp up time
Summary
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Comparison with you doing 1 tyre on your car ….· You with a jack, little practice, no design for quick change
· 10 minutes if you rush - 40 minutes for all four
Summary
