TheLeanEnterprise11_SU_Reduc_Change(快速切换).ppt

1、,The Lean Enterprise,Set-up Reduction/ Quick Changeover,Lean Foundations Continuous Improvement Training,Introduction to Set-up Reduction / Quick Changeover Concepts based on a technique commonly called SMED - Single Minute Exchange of Die,Understand the concepts and principles of Set-up Reduction.

2、Share some ideas and understand the benefits of Set-up Reduction. Apply the concepts, principles and techniques of SMED to accomplish Quick Changeovers !,Objectives,Team Beliefs,Safety comes first Quality and superior customer satisfaction is our ultimate goal People are our most valued resource Bla

3、meless environment Continuous improvement is a way of life Teamwork (customer, supplier, associates) Integrity is never compromised We 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

4、-up time; reduces the need for inventory, provides more flexibility and capacity, enables us to better serve our customer!,Benefits of Quick Changeover,Less adjustments means less chance for errors Elimination of trial processing reduces material waste Preparation of operating conditions in advance

5、helps stabilize product quality Increases scheduling flexibility/capacity Reduces need for on-hand inventory Improved service levels for customers Smaller runs means less likelihood of large scale defect problems in inventory,Set-up Time,Dies,Tools,Materials,First Good Piece,Last Good Piece,Total el

6、apsed Time,Fixtures,Set-up Time,any set-up time can be reduced by 59/60ths!,Shigeo Shingo (wrote the book on SMED) believed that:,Set-up Time,There 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

7、Machine Time.) Example: Removing dies and tooling External Set-up: Those activities that are performed while the machine is operating. Example: Preparing tooling for the next set-up,Set-up Reduction Process,1. Observe and document the current set-up. 2. Separate Internal and External elements. 3. Im

8、prove each element. 4. Observe and document the new set-up process. 5. Standardize the new set-up procedure. 6. Celebrate your success!,Observe and Document the Current Set Up,A. Select a specific set-up for improvement B. Identify a set-up “kaizen” team. C. Observe the set-up process: Video Record

9、the set-up process Complete the Set-up Operations Analysis chart (before 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 using Time Observation and Video Recording techniques - Analyze all work e

10、fforts Identify short-term solutions that can be implemented with procedural changes, modifications to existing fixtures and minor investment in tooling,Video Recording Tips,Collect background data Select regular production “Parts” Determine equipment and operation Prepare/Evaluate site Where does o

11、perator stand? Where is the best position for the camera? Is there adequate lighting? Narrate Describe what is happening when the operator blocks the camera or leaves the area.,Analyze the Time Observation & Video,Review Time Observation and Video with the team Identify opportunities Internal vs. Ex

12、ternal Value Added Vs Non-Value Added Normal vs. Abnormal Seven Types of Waste Automatic, Manual, Walking, and Waiting times Solicit ideas for countermeasures / improvements,Observe and Document the Current Set Up,Observe and Document the Current Set-up,Searching - Looking for tools, jigs, fixtures,

13、 etc. Fixture Change - Replacing one fixture with another Tool Change - Replacing existing 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 req

14、uired to produce a good unit after the initial set-up Gage - The time required to qualify the 1st piece,Pareto Analysis on each Time Category,Separate the Elements,Internal: Those activities that must be performed while the machine is shut down. Example: Removing dies and tooling External: Those act

15、ivities that are performed while the machine is operating. Example: Acquire fixture/tools for next set-up,Both 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 Elements,Develop Improvement Plan

16、,5S +1 (6S) discipline is the key to quick changeover! Every minute spent looking for tools, fixtures, drawings, dies, jigs or other materials adds 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

17、 clean, and in working condition.,Develop Improvement Plan,Remember the Wastes ? (refer to the 7Ws) Defects Over-Production (inventory) Transportation Waiting Inspection (mass) Motion Processing, itself + “Unused Creativity”,Storage area,for Dies,Tool Cart,Punch Press,Tool Room,Develop Improvement P

18、lan,Specifically: A. Convert as much of the internal set up to the external set up. B. Eliminate or reduce the internal and external set up. C. Eliminate the adjustment process.,Ultimate Goal: Eliminate Set-up!,Steps: Reduce internal work gradually eliminate unecessary work,measure,separate,reduce/e

19、liminate,convert,internal,internal,internal,external,external,external,(repeat),Employ Improvement Initiatives,Once as much of the internal set-up has been converted to external set-up and waste has been eliminated: standardize the external set-up actions utilize quick fasteners use supplementary to

20、ols at the point of use (POU),Employ Improvement Initiatives,Developing the Improvement Plan: What must be done while the machine is shut 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 exam

21、ple,Station tools, jigs, dies, etc. near the machine. (POU) Assure that all jigs, gauges, dies, tools, etc. function before the set-up begins. Perform as many External elements as possible prior to the set-up. Two people working together may reduce net set-up time Use functional clamps: One turn/ On

22、e motion Use visual control to eliminate adjustments.,Application Best Practices,Make minor modification to the existing fixtures. Implement Point-of-Use (POU) techniques. Identify additional tooling to remove attachment from internal to external. Adopt standardized tooling. 5) Document time savings

23、.,Application Best Practices - Continued,For example: Slots in fixture and T-Bolts reduce attachment time. A new part holder reduced the time required 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 externa

24、l time.,Other ideas,1. Quick Changeover begins and ends with the 5Ss. 2. Change the Internal set-up into External, then improve the remaining Internal set-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.

25、Standards are standard: they are NOT flexible. 7. Standardize all SMED Operations,Ideas,The die heights of a punch press or molding machine can be standardized by using the liner (spacer) so that stroke adjustment will be unnecessary. Source: Toyota Production System - Yasuhiro Minden,Ideas,Examples

26、 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,Ideas,For example: A slide clam