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Changeover Improvement: SMED and beyond … Dr Richard McIntosh.

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Presentation on theme: "Changeover Improvement: SMED and beyond … Dr Richard McIntosh."— Presentation transcript:

1 Changeover Improvement: SMED and beyond … Dr Richard McIntosh

2 5 Part Presentation - Review - Embracing design opportunities - Changeover game - Other important issues - A revised improvement approach

3 Part I Review

4 CHANGEOVER IMPROVEMENT Copyright Suiko-WCS International An automotive example

5 ITBA - July 2007 Another automotive example CHANGEOVER IMPROVEMENT

6 Industrial ITBA - July 2007

7 CHANGEOVER IMPROVEMENT Purpose ITBA - July 2007 Why seek better changeovers ? £ … … $ … ¥ …

8 CHANGEOVER IMPROVEMENT ITBA - July 2007 Retrospective improvement team Opportunities Original equipment manufacturer

9 ITBA - July 2007 TIME OUTPUT (Run down period) Set up period Run up period CHANGEOVER DEFINITION

10 CHANGEOVER INCLUDING RUN-UP Run-up Daily Production (000s) Days after Changeover Target (750,000 units/day) Set-up period losses Other losses Run-up period Total elapsed changeover period 1617 Set-up period

11 ITBA - July 2007 CHANGEOVER DEFINITION Changeover should be defined as … The activities necessary to ensure manufacture of a new product at a predetermined production rate and at a predetermined product quality rate. and/or The elapsed time between manufacture of an existing product and manufacture of a new product at a predetermined production rate and a predetermined product quality rate.

12 CHANGEOVER IMPROVEMENT PRACTICE Shingo book: A revolution in manufacturing ITBA - July 2007 Productivity Press ISBN

13 SMED Stage 0 - Internal and External not distinguished Stage 1 - Separate Internal and External Stage 2 - Convert Internal to External Stage 3 - Streamline Conceptual Stages Dominant SMED methodology ITBA - July 2007 REVIEWING IMPROVEMENT PRACTICE

14 Dominant SMED methodology ITBA - July 2007 REVIEWING IMPROVEMENT PRACTICE SMED concept or stageAssigned technique Stage 1: Separate internal and external setup Using a checklist Performing function checks Improving die transportation Stage 2: Convert internal to external set-up Preparing operating conditions in advance Function standardisation Using intermediary jigs Stage 3: Streamline all aspects of the set-up operation Improving storage and transportation of dies, etc. Implementing parallel operations Using functional clamps Eliminating adjustments Least common multiple system Mechanisation

15 A brief thought … The use of the SMED methodology to address run-up losses ? CHANGEOVER IMPROVEMENT PRACTICE The need to measure performance and isolate individual tasks ITBA - July 2007 Total elapsed changeover time

16 CHANGEOVER IMPROVEMENT PRACTICE The post-it note method ITBA - July 2007

17 Objective: Faster Changeovers (Set-Up Reduction) Objective 2: Higher Quality Changeovers CHANGEOVER IMPROVEMENT PRACTICE Seeking retrospective improvement: Preconceptions ? ITBA - July 2007

18 SMED Kaizen Low cost >50% Improvement CURRENT CHANGEOVER PRACTICE Seeking retrospective improvement: Preconceptions ? ITBA - July 2007 Objective: Faster Changeovers (Set-Up Reduction)

19 CHANGEOVER IMPROVEMENT PRACTICE Organisational improvement bias ITBA - July 2007

20 CHANGEOVER IMPROVEMENT PRACTICE Organisational improvement bias ITBA - July 2007 Before After

21 CHANGEOVER IMPROVEMENT PRACTICE Organisational improvement bias – Standard Operating Procedure ITBA - July 2007

22 Organisation-design spectrum ORGANISATION DESIGN Range for the majority of programmes ? 100 % ITBA - July 2007 Is adequate guidance and emphasis provided towards this end of the spectrum ? REVIEWING IMPROVEMENT PRACTICE

23 Part II Embracing design opportunities

24 GLOBAL OPPORTUNITIES ITBA - July 2007 The 4Ps

25 GLOBAL OPPORTUNITIES ITBA - July 2007 The 4Ps: Organisation and Design

26 Design improvement bias CHANGEOVER IMPROVEMENT PRACTICE ITBA - July 2007 Changeover time (39 bottle supports) = 60 minutes

27 Design improvement bias CHANGEOVER IMPROVEMENT PRACTICE ITBA - July 2007

28 Design improvement bias CHANGEOVER IMPROVEMENT PRACTICE ITBA - July 2007 Changeover time (39 bottle supports) = 39 minutes

29 Design improvement bias CHANGEOVER IMPROVEMENT PRACTICE ITBA - July 2007

30 Design improvement bias CHANGEOVER IMPROVEMENT PRACTICE ITBA - July 2007 Changeover time (39 bottle supports) = 6 minutes.. and much more precise + much cheaper to make

31 CHANGEOVER IMPROVEMENT PRACTICE Case study conclusions ITBA - July 2007 Solution unlikely via SMED

32 Organisation-design spectrum: alternative opportunity conception 100 % ORG. 100 % DES. Do existing things better Do better things ITBA - July 2007 CHANGEOVER IMPROVEMENT PRACTICE Do fewer, simpler things Prepare better

33 Organisation-design spectrum: attributes % ORG. 100 % DES. Achievable gains Sustainability Skill Cost Implementation difficulty Implementation time Changeover quality Impact on run-up ???????????????? ???????????????? ITBA - July 2007 CHANGEOVER IMPROVEMENT PRACTICE

34 ITBA - July 2007 Quick release fasteners No tools Foolproof (no skill) Part count reduction Better access Modularisation Retrospective improvement: doing better things (design-biased technique guidance) SOME DESIGN RULES Reduction in variety (variability) Reduction in effort Precision fixed locations Pre-setting devices Clamping/securing devices Standardisation Adjustment scales + minimise adjustment Lightweight Movement/handling aids Universality

35 CHANGEOVER IMPROVEMENT ITBA - July 2007 Universality: an example

36 CHANGEOVER IMPROVEMENT Beverage can example ? ITBA - July 2007 £ … … $ … ¥ …

37 ITBA - July 2007 DOUBLE ACTING CUPPING PRESS - CASE STUDY Pre-improvement time: 48 hours (Claimed) Post improvement time: 2 hours

38 ITBA - July 2007 Rear of the press Pre-improvement DOUBLE ACTING CUPPING PRESS - CASE STUDY

39 ITBA - July 2007 Coil feed assembly Pre-improvement DOUBLE ACTING CUPPING PRESS - CASE STUDY

40 ITBA - July 2007 Pre-improvement Hard labour DOUBLE ACTING CUPPING PRESS - CASE STUDY

41 ITBA - July 2007 Pre-improvement More hard labour DOUBLE ACTING CUPPING PRESS - CASE STUDY

42 ITBA - July 2007 Pre-improvement Handling / Manipulation DOUBLE ACTING CUPPING PRESS - CASE STUDY

43 ITBA - July 2007 Post-improvement New hardware DOUBLE ACTING CUPPING PRESS - CASE STUDY

44 ITBA - July 2007 Post-improvement Hydraulic lifters / runners DOUBLE ACTING CUPPING PRESS - CASE STUDY

45 ITBA - July 2007 Post-improvement New hardware DOUBLE ACTING CUPPING PRESS - CASE STUDY

46 GETTING IT RIGHT Hirotec Corporation, Hiroshima SOURCE: HIROTEC,

47 GETTING IT RIGHT Hirotec Corporation, Hiroshima – best in the world SOURCE: HIROTEC,

48 Part III Changeover Game

49 ITBA - July 2007 CHANGEOVER GAME 3 Teams competing against one another Marked out of 10 for Changeover Time Marked out of 10 for Changeover Quality What problems ? What organisational improvement opportunities ? What design improvement opportunities ? What time can you get it down to ??

50 Part IV Other important issues

51 ITBA - July 2007 BEYOND SMED ? Discussed so far … Financial benefit Appropriate design focus (retrospective and OEM) Changeover time and changeover quality Run-up as part of changeover (use of SMED ?) Briefly, still to discuss … Changeover and maintenance Sustaining changeover gains A post-SMED overall approach ?

52 ITBA - July 2007 MAINTENANCE 1 In one respect changeover is … The removal/replacement/adjustment of alternative part(s) In one respect maintenance is … The removal/replacement/adjustment of the same part(s). Good changeover practice substantially equates to good maintenance practice

53 ITBA - July 2007 MAINTENANCE 2 All items involved in the changeover must be of requisite quality … Consumables Exchange machine components Fixed machine components Incoming product

54 ITBA - July 2007 MAINTENANCE 2 All items involved in the changeover must be of requisite quality …

55 ITBA - July 2007 MAINTENANCE 2 All items involved in the changeover must be of requisite quality …

56 ITBA - July 2007 SUSTAINABILITY Changeover gains are not necessarily easily sustained … Original changeover Time (1989) Best changeover Time (1991) Later changeover Time (1994) Changeover Time (Hours) ?

57 ITBA - July 2007 SUSTAINABILITY Changeover gains are not necessarily easily sustained … Original changeover Time (1989) Best changeover Time (1991) Later changeover Time (1994) Changeover Time (Hours)

58 ITBA - July 2007 SUSTAINABILITY Changeover gains are not necessarily easily sustained … Original changeover Time (1989) Best changeover Time (1991) Later changeover Time (1994) Changeover Time (Hours) Do fewer, simpler things Need to put correct emphasis on design:

59 THE RATIONALE 1 The cigarette company ITBA - July 2007 An illustration of a demanding marketplace … Year billion cigarettes per annum – 2 brands Outcome: Factory closes 2007 Factory prognosis: Not good Year billion cigarettes per annum > 100 brands

60 ITBA - July 2007 IMPROVEMENT TOOLS ? The SMED methodology Some in-house design rules Some very general published design rules Embryonic DfC methodology (University of Bath) Cost/benefit analysis ? Contrast with DFMA

61 ITBA - July 2007 COMPLEXITY ? Changeover is typically interwoven with aspects of technical, personnel and behavioral issues (both in the immediate confines of the tasks being undertaken, and beyond). How, therefore, is classification of changeover events to be undertaken, in turn potentially guiding where improvement may be sought ? Are current improvement tools sufficiently capable, or rather are they too blunt ?

62 GLOBAL OPPORTUNITIES ITBA - July Ps + Organisation/Design

63 GLOBAL OPPORTUNITIES ITBA - July 2007 Realm of Improvement Techniques Problem: complex activity Requirement: simple, accessible improvement guidance, which embraces all opportunities

64 GLOBAL OPPORTUNITIES - CONCEPTUAL ITBA - July 2007 Alter when tasks occur … Alter what tasks occur … SMED Realm of Improvement Techniques

65 Total elapsed changeover time GLOBAL OPPORTUNITIES - CONCEPTUAL ITBA - July 2007 Alter when tasks occur … Alter what tasks occur … Externalise tasks ? Tasks in parallel ? Simplify tasks ? Eliminate tasks ? Realm of Improvement Techniques

66 GLOBAL OPPORTUNITIES - CONCEPTUAL ITBA - July 2007 Alter when tasks occur … Alter what tasks occur … Reduce task complexity … Reduce variability … (a sub-set of complexity) Realm of Improvement Techniques

67 GLOBAL OPPORTUNITIES 1 ITBA - July 2007 Two fundamental improvement mechanisms – expanded into a useable tool ? Reduce Complexity Reduce Variability Alter when tasks occur Realm of all available Improvement Techniques

68 GLOBAL OPPORTUNITIES 2 ITBA - July 2007 Two fundamental improvement mechanisms – expanded into a useable tool ? Reduce Complexity Reduce Variability Alter when tasks occur 1. Reduce Complexity (reduce activity count index) 2. Reduce Complexity (reduce activity difficulty index) 3. Optimize Task Sequence (optimise tasks to resources) 4. Optimize Task Sequence (optimise resources to tasks) 5. Reduce Variability (standardize work practices) 6. Reduce Variability (standardize physical entities) Realm of all available Improvement Techniques

69 GLOBAL OPPORTUNITIES 2 ITBA - July 2007 Two fundamental improvement mechanisms – expanded into a useable tool ? Reduce Complexity Reduce Variability Alter when tasks occur 1.Reduce Complexity (reduce activity count) 2. Reduce Complexity (reduce activity difficulty) 3. Optimize Task Sequence (optimise tasks to resources) 4. Optimize Task Sequence (optimise resources to tasks) 5. Reduce Variability (standardize work practices) 6. Reduce Variability (standardize physical entities)

70 GLOBAL OPPORTUNITIES 2 ITBA - July 2007 Two fundamental improvement mechanisms – expanded into a useable tool ? Reduce Complexity Reduce Variability Alter when tasks occur 1.Reduce Complexity (reduce activity count) 2. Reduce Complexity (reduce activity difficulty) 3. Optimize Task Sequence (optimise tasks to resources) 4. Optimize Task Sequence (optimise resources to tasks) 5. Reduce Variability (standardize work practices) 6. Reduce Variability (standardize physical entities) Reflect on opportunity merit via the use of indices

71 Thank you for your attention


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