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SMED Implementation Step by Step Part 2

Click here for Part 1

General Ideas, Tips, and Practices… 

Some times we will discover that there are more bolts and nuts than necessary. 

In Forming, Stamping, Cutting Presses one helpful strategy is to create Common or Standard Plates” for all the die sets.  

These plates will all be the exact same size required by the biggest set of dies that enters the press. All the sets of dies will then be aligned and permanently mounted in those “Common or Standard Plates” which will have perfect rail guides, location pins, and/or stop sets in the press. Obviously this will let us drastically reduce the time spent in “adjustments and measurements” each time we change dies. The front side of these plates can be used to write information that will give us the reference of stroke adjustment and some other data that our team members feel they may need or find useful.  

Other very useful advice: if covers and protections are involved, think of possible simplification in their way to fit on the machine. Gravity is a good friend here; some covers can be hung in L or U shape hooks instead of bolts and nuts. Also many nuts can be replaced with wing-nuts. Analyze any component that is mounted with bolts and nuts, most of them can be replaced with creative alternatives. One very important thing to keep in mind: Never compromise with the improvements the safety of the people, the product, the machine, and the facility.

Quick disconnect fittings for air, water, oil, electric devices, are also an important factor for reduction. Also power tools may come handy. Try to eliminate multiple sizes of bolts and nuts, even if in some cases you may be using too strong or long a bolt. Same size bolts and nuts can be removed and replaced much faster.  

Pre-Mounting of some tools and other parts in fixtures or chassis that we can duplicate is very convenient. Pre assemblies are also a good alternative.  

6.   We are now ready to write our first optimized “Standard Work Sheet” for the setup. Review step by step all the 3 groups of operations: Preparation – Setup – Post Setup.

7.   Discuss with the team any changes in the sequence of operations that may be sensible and ease the operation.

8.   Make sure the three groups of operations are clearly separated in the Process Sheets. The people who have been doing the Setup in the past will help the other members of the team understand the purpose and method of each operation, and the team must discuss and agree on the sequence, and if necessary, the process.

9.   Rehearse the whole setup in the classroom with imaginary machine, tools, obstacles, etc. Assure that people are not in the way of each other. Have each one understand the importance of the minimal operation. In some cases we can have physical parts and tools for people to become familiar with them.

10. After a few rehearsals the team is ready to apply the new setup in Real World.


Notice: At this time we have discovered that Not All the participants will be working Hands-On in the Setup operations. Only the number of people who in the rehearsal showed to be necessary to do the job fluently without stumbling on each other. The rest of the participants are acute assessors and will be taking notes that will help us evaluate the effectiveness of the process. Also from these observations we may find the opportunity to make more improvements.


Hands ON - Go to the Gemba and Do It! On the Job Training Time…

11. Get ready for the next setup. Make sure everyone has the information, training, tools, materials, and parts they will need.

12. Bring them to the floor with enough time in advance and start the preparation operations.

13. Have the video camera ready for the “New” Setup without deleting the previous one. Start by recording the preparation stage; that time of course does not count in the Setup Downtime.

14. The Setup Downtime must be measured with precision.  

Pit Stop Time! Now every second counts...

Caution! Make sure power is off or machine is in "Setup Mode" and all supplies are under control: Flowing Raw Materials, Compressed air, Water, and any other. Internal Setup is now ON!

15. During the whole process, but especially in these “Internal Setup Operations”, you want to have the standard process sheet handy. One person (if you have more than you need to perform the different Internal Operations), should be following the process and reading the Standard Process Sheet to assure correct sequence; another person may be of help by observing safety measures. People doing new things can get into risky behaviors without noticing.

16. As soon as possible, produce the first part(s) of the new run until the part or product is acceptable. Stop counting the Setup Downtime. Re-Start the normal operation.

Post Setup External Operations

17. Make sure everything is completely finished, cleaned up, put everything in the right place before leaving the area.

18. When doine, register the end of the Setup. Notice: this is Not the Setup Downtime.

19. Having measured exactly the amount of machine downtime you are ready to prepare a report about the improvement achieved. It should typically be less than half the traditional Setup Time; in some exceptional cases you may be able to cut off up to 90% or more.

20. There is a possibility that many new opportunities for improvement show up when we review the first SMED – Setup. If there is time enough, try to put together one more SMED – Setup with at least some of those new improvements.

21. Some improvements will probably have to wait for changes on installations, parts and tools acquisitions, some fabrications and alterations. Set a future date to do a follow up SMED – Setup and keep everyone informed of the achievements, including top management of course. 

Time to Prepare Presentation

Produce a graph that shows: the difference between the before and after downtimes. Estimate the profit produced by the machine per minute or per cycle, multiply the saved downtime - [additional productive time] - by the number of setups the machine may have in a year.

Quantify in the final presentation the potential for savings and/or Increased Productivity. Emphasize how the faster setup can help serve customers promptly and avoid excess (Just in Case) WIP inventory. Credit every participant either for their individual initiatives or for the team achievements. Make sure participants are listed in one slide of the presentation in last name alphabetical order; have them verify the spelling of their names before the presentation to management.  

Install a billboard near the machine showing a picture of the team along with a description of the improvement achieved. 
Note: Billboards always need an owner who will make sure they are kept up to date.

Produce certificates of participation thanking each of them for their contribution to the success of the event and encourage continuous contributions in the future.  

At the time of presenting the best way is to have the participants present the information to management, even if it is all in your PowerPoint presentation.  

The coordinator must keep following up on the teams to assure that the setups continue to shorten. 

Also Read:

Success report on SMED a Case Study in Ceramics Industry

SMED in Food Packaging Case Study

 

 

If you find all this free information useful, just imagine how much your operation will improve when we can work together one on one!

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