LEAN (SINGLE MINUTE EXCHANGE DIE) SMED TRAINING FOR OPERATORS / SUPERVISORS

1. Introduction to Set-up Reduction /
Quick Changeover Concepts
December 7 2016
Julian Kalac

2. BOTTLENECK

3. 3
CONTINUOUS FLOW

4. • Identification and systemic elimination of non-
value add costs and re-alignment of resources to
deliver value to the customer faster, better, &
more consistently
• Lean in Manufacturing:
– Focus: Eliminate waste, non-value add steps, process
constraints and bottle necks that cause problems in work
throughput
– Approach: Intuitive and broad - “inch-deep, mile wide”
4
What is Lean?
Leading to Leading toEliminate
Waste
Reduced
Cycle Times
Increased
Capacity

5. Defining Lean
• “A systematic approach to identifying & ELIMINATING
WASTE (NON-VALUE-ADDED ACTIVITIES) through the
implementation of CUSTOMER PULL SYSTEM, CONTINUOUS
ONE PIECE FLOW AND IDENTIFYING AND IMPROVING
PROCESS BOTTLENECKS.”
Lean has been defined in many different ways.
Leading to Leading to
Eliminate
Waste
Reduced Cycle
Times
Increased
Capacity

6. Process
Value Added
Adds value to
the output and
customer is
willing to pay
for.
Optimize
Non-
Value
AddedDoes not add
value to the
output, and
customer isn’t
willing to pay
for.
Eliminate
Business-Value Added
Does not add value
to output, customer
will not pay for, but
is necessary.
(Legal, Safety, Etc.)
Minimize
LEAN VALUE ADD/NON VALUE ADD

7. Eliminating the Wastes
Value Added
Typically 95% of all lead time is non-value added
1. Overproduction
2. Waiting
3. Transportation
4. Non-Value Added Processing
5. Excess Inventory/Material
6. Defects
7. Excess Motion
8. Underutilized People
Non-Value Added
5%

8. | | 8
Lack of cross-functional training
Over relying on a select few while others are
Inadequately trained
 Operators are unable to rotate and help each
other out to balance the work-load
High overtime, increased pressure stress

9. • Cycle Time is dictated by the slowest (bottleneck) operation in the
cell.
40
min
20
min
25
min
15
min
30
min
1
54
3
2
•What operation controls the cycle?
•How can you relieve the bottleneck?

10. P1 P2 P3 P4 Min/Pcs=
Min/Pc 20 40 12 20
P1 P2 P3 P4 Min/Pcs=
Min/Pc 25 30 22 25
P1 P2 P3 P4 Min/Pcs=
Min/Pc 25 25 27 25
What is the cycle time of each process
Spot the bottleneck

11. Bottleneck Management:
Bottleneck Management:
•Maintain buffer in front of bottleneck
– (never starve the bottleneck !)
•Improve bottleneck operation
•Cross train on bottleneck
– Improve Tooling/Equipment or Process
– Balance activities / operations
11

12. Cost of Poor Quality (COPQ)
Not Doing What is Right the First Time
12
Lost managemant
time cost
Maintenance
cost
Lost opportunity
Lost assets cost
Rerun cost
Lost
business,
goodwill cost
Lost
credibility
cost
Prevention cost
appraisal cost
Project
rework cost
Litigation
SS Titanic
Management
Waste Costs:
Costs driven by problems and process steps that add no value
to products & services delivered to customers
Appraisal Costs:
Costs incurred to determine the degree
of conformance to customer needs
Prevention Costs:
Costs incurred to keep failure and
appraisal costs to a minimum
Failure Costs:
Costs directly incurred
due to defects internal
to the system or after
delivery to the
customer

13. Basic Lean Concepts
Poke yoke = Error Proofing
• Eliminate/minimize chance for human error
to avoid mistakes
– Prevention Poke Yoke
• Stops the process before failures occur
• Does not allow defects to pass through the process

14. 5 STEPS IN LEAN
• The Five Principles of “Lean Thinking”
1. Define TAKT TIME (min/pc)
2. Map the value stream
3. Eliminating waste, NON-VALUE ADD
4. Continuous Flow production
5. Pursue perfection (continual improvement)
14

15. What is SMED?
Helping
Our Customers Be More
Successful . . .
SMED stands for:
Single Minute Exchange of Die, methodology
used to reduce setup/changeover time on
machines, equipment
• Developed by TOYOTA for the Japanese Auto
• TOYOTA reduced 3 day car assembly setup
time into 8 min (single minutes)
• That is the reason why TOYOTA called it
Single Minute Exchange Die

16. OBJECTIVE
• Understand the concepts and
principles of Set-up Reduction.
• Share some ideas and understand the
benefits of Set-up Reduction.
• Apply the concepts, principles and
techniques of SMED to accomplish
• Quick Changeovers !!

17. WHAT IS SETUP TIME?
• Setup Time
– Starts when last piece of previous job is complete;
ends when first good piece of next job is complete
• Internal set-up: While machine is shut-down
– Strive to minimize this as process is not producing
parts
• External set-up: While machine is working
– Prepare for set-up, get all tools/parts needed
ready and beside the press before starting set-up

18. Examples Internal vs External
• Internal setup:
• Removing dies and tooling from press, adjusting
Die and shut height in the press, feeding coil into
straightener,
• External setup:
• Checking work order for next job, preparing
needed tools, Staging dies tools, coils for next set-
up, moving coils to the press, inspecting parts,

19. DIE changeover
Current setup time= 60min
Target setup Time < 15min
How do you do it?
• Next Slide

21. 7 STEPS TO SMED
• 1 Observe video record current set-up process
• 2. Separate Internal and External elements.
• 3. Improve/simplify each setup STEP
• 4. Observe video record NEW set-up process.
• 5 Standardize changeover across all 3 shifts
• 6. Develop Standardize Operating Procedure .
• 7. Track results and deploy on other presses

22. Apply SMED Changeover method
Review Time Observation and Video
with the team
 Identify opportunities
 Internal vs. External
 Value Added Vs Non-Value Added
 Normal vs. Abnormal
 Seven Types of Waste
 Automatic, Manual, Walking,
 and Waiting times
 Solicit ideas for countermeasures /
improvements

23. SMED 1000T Punch Press
Automotive Suspension Parts
By Julian Kalac

24. SETUP ISSUES
• Press Frequent changeover dies 2/day
• Die setup = 2hrs,
• Coil Feeder setup = 1.5hrs
• Conveyor setup= 45min
• Part Chute assy setup = 40min

25. Die Issues
• Progressive Dies large 6”x 4” loaded by forklift,
• Start of next job not known
• Die requires inspection and first off sign off
• Coils 10.000 lbs only 1 feeder one crane
• Die shut height different for each die
• Each Die has to be located differently in
bolster plate
• 56 bolts x different lengths 8” to 12” length)
used in die setup

26. SMED PRESS SETUP

27. o Standardized Die Carts & shadow bo
o Documented SOP and validated set-
 Reduced setup/changeover time from 4hrs t
Setup/Changeover T
BEFORE
AFTER
Punch Press with Die staging

28. DIES ORGANIZED

29. Department Reference #
Confirmed ByProcess Owner Date Chapter Rev. PageIssuer
1 of 111
1000 Ton Press
102013Jan KrolOperatorJULIAN KALAC
Inside Tool Racks
Contents:
1. T-BOLTS
2. BAR
3. THREADED BOLT
4. BARRED CLAMP
5. BARRED CLAMP
6. WRENCH
7. T-BOLT NUTS
BAR
WRENCH
T-BOLTS
THREADED
BOLT
BARRED
CLAMP
BARRED
CLAMP
T-BOLT
NUT

30. SMED Tool ideas

31. SMED coil Ideas

32. Die Shadow Box

33. 1. Only the final turn on a bolt
adds value
2. 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.
DIFFERENT BOLTS/SCREWS

34. Next step
• Need 1 team from each shift to Video record
coil changeover
• Review the video find ways to reduce the
changeover time by 50%
• Simplify the setup and verify across all 3 shifts
• Video record the improvements
• Document it into a Standard Operating
Procedure (SOP)
• Train all other crews/operators on the SOP

35. | | 36