6Sigma六西格玛精益生产持续改善分析管理常用工具资料 The_Lean_Enterprise_11_SU_Reduc_Change(快速切换)

1、The Lean EnterpriseSet-up Reduction/ Quick ChangeoverLean FoundationsContinuous Improvement TrainingIntroduction to Set-up Reduction /Quick Changeover Conceptsbased on a technique commonly called SMED - Single Minute Exchange of DieUnderstand the concepts and principles of Set-up Reduction.Share som

2、e ideas and understand the benefits of Set-up Reduction.Apply the concepts, principles and techniques of SMED to accomplish Quick Changeovers ! ObjectivesTeam BeliefsSafety comes firstQuality and superior customer satisfaction is our ultimate goalPeople are our most valued resource Blameless environ

3、mentContinuous improvement is a way of lifeTeamwork (customer, supplier, associates)Integrity is never compromisedWe manage by facts (with data)?What is SMED?SMED stands for: Single Minute Exchange of Die Ideally, set-up time should be anything less than 10 minutes Decreased set-up time;reduces the

4、need for inventory,provides more flexibility and capacity,enables us to better serve our customer!Benefits of Quick ChangeoverLess adjustments means less chance for errorsElimination of trial processing reduces material wastePreparation of operating conditions in advance helps stabilize product qual

5、ityIncreases scheduling flexibility/capacityReduces need for on-hand inventoryImproved service levels for customersSmaller runs means less likelihood of large scale defect problems in inventorySet-up TimeDiesToolsMaterialsFirst Good PieceLast Good PieceTotal elapsed TimeFixturesSet-up Timeany set-up

6、 time can be reduced by 59/60ths!Shigeo Shingo (wrote the book on SMED)believed that:Set-up TimeThere are two types of setup time:Internal Set-up:Those activities that must be performed while the machine is shut down. (Work content done in addition to Machine Time.)Example: Removing dies and tooling

7、External Set-up:Those activities that are performed while the machine is operating.Example: Preparing tooling for the next set-upSet-up Reduction Process1.Observe and document the current set-up. 2.Separate Internal and External elements.3.Improve each element. 4.Observe and document the new set-up

8、process.5.Standardize the new set-up procedure.6.Celebrate your success!Observe and Document the Current Set UpA.Select a specific set-up for improvementB.Identify a set-up “kaizen” team.C.Observe the set-up process:Video Record the set-up processComplete the Set-up Operations Analysis chart (before

9、 Kaizen).D.Prepare a Pareto chart for each time category.Record and Recommend During this phase we:Observe and document the existing set-up procedure usingTime Observation and Video Recording techniques- Analyze all work efforts Identify short-term solutions that can be implemented with procedural c

10、hanges, modifications to existing fixtures and minor investment in toolingVideo Recording Tips Collect background data Select regular production “Parts” Determine equipment and operation Prepare/Evaluate site Where does operator stand? Where is the best position for the camera? Is there adequate lig

11、hting? Narrate Describe what is happening when the operator blocks the camera or leaves the area.Analyze theTime Observation & Video 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 Au

12、tomatic, Manual, Walking, and Waiting times Solicit ideas for countermeasures / improvementsObserve and Document the Current Set UpObserve and Document the Current Set-up Searching - Looking for tools, jigs, fixtures, etc. Fixture Change- Replacing one fixture with another Tool Change- Replacing exi

13、sting tooling Programming- Making adjustments or changes to a CNC program in order to accommodate the new set-up Walk time- The time an operator must walk to retrieve a fixture, tools etc. 1st Piece- The time required to produce a good unit after the initial set-up Gage- The time required to qualify

14、 the 1st piecePareto Analysis on each Time CategorySeparate the ElementsInternal:Those activities that must be performed while the machine is shut down. Example: Removing dies and toolingExternal:Those activities that are performed while the machine is operating. Example: Acquire fixture/tools for n

15、ext set-upBoth types of actions must be separated. Once the machine is stopped, the associate should never depart to perform any part of the external set up. Separate the ElementsDevelop Improvement Plan5S +1 (6S) discipline is the key to quick changeover!Every minute spent looking for tools, fixtur

16、es, drawings, dies,jigs or other materialsadds to the set-up time.A strong 5S foundation, with a point-of-use (POU) methodology, will ensure that all required materials are in place when needed, are clean, and in working condition.Develop Improvement PlanRemember the Wastes ? (refer to the 7Ws) Defe

17、cts Over-Production (inventory) Transportation Waiting Inspection (mass) Motion Processing, itself + “Unused Creativity”Storage areafor DiesTool CartPunch PressTool RoomDevelop Improvement PlanSpecifically:A.Convert as much of the internal set up to the external set up. B.Eliminate or reduce the int

18、ernal and external set up.C.Eliminate the adjustment process.Ultimate Goal: Eliminate Set-up! Steps: Reduce internal work gradually eliminate unecessary work measureseparatereduce/eliminateconvertinternalinternalinternalexternalexternalexternal(repeat)Employ Improvement InitiativesOnce as much of th

19、e internal set-up has been converted to external set-up and waste has been eliminated:standardize the external set-up actionsutilize quick fastenersuse supplementary tools at the point of use (POU) Employ Improvement InitiativesDeveloping the Improvement Plan:What must be done while the machine is s

20、hut down?What can be done while the machine is running?Challenge every element in the set-up !Establish a sound 6S (5S+1) foundation.Improvement Checklist an example Station tools, jigs, dies, etc. near the machine. (POU)Assure that all jigs, gauges, dies, tools, etc. function before the set-up begi

21、ns.Perform as many External elements as possible prior to the set-up.Two people working together may reduce net set-up timeUse functional clamps: One turn/ One motionUse visual control to eliminate adjustments.Application Best PracticesMake minor modification to the existing fixtures.Implement Point

22、-of-Use (POU) techniques.Identify additional tooling to remove attachment from internal to external.Adopt standardized tooling.5) Document time savings.Application Best Practices - ContinuedFor example: Slots in fixture and T-Bolts reduce attachment time. A new part holder reduced the time required

23、to load and unload parts to fixture. Swing hook eliminated the need to remove nut from bolt. Extra set slides allow detach to be completed on external time.Other ideas1. Quick Changeover begins and ends with the 5Ss.2.Change the Internal set-up into External, then improve the remaining Internal set-

24、up time. 3. Bolts are our Enemies.4.If you have to use your hands make sure your feet stay put. 5.Dont rely on Special Fine-tuning skills.6.Standards are standard: they are NOT flexible.7.Standardize all SMED OperationsIdeasThe die heights of a punch press or molding machine can be standardized by u

25、sing the liner (spacer) so that stroke adjustment will be unnecessary.Source: Toyota Production System - Yasuhiro MindenIdeasExamples of Quick Fasteners Usually a bolt is the most popular fastening tool. But because a bolt fastens at the final turning of the nut can loosen at the first turn, a convenient fastening tool that would allow only a single turning of the nut should be devised. Source: Toyota Production System - Yasuhiro Minden Ideas IdeasFor example: A slide clam