tioreox.blogg.se - Use human japanese installation on multiple pcs

The equipment is a constraint/bottleneck – thus improvements will bring immediate benefits. There are multiple opportunities to perform the changeover each week (so proposed improvements can be quickly tested).Įmployees familiar with the equipment (operators, maintenance personnel, quality assurance, and supervisors) are engaged and motivated. There is large variation in changeover times (e.g., changeover times range from one to three hours).

The changeover is long enough to have significant room for improvement, but not too long as to be overwhelming in scope (e.g., a one hour changeover presents a good balance). Once a system for measuring manufacturing performance is in place collect data for at least two weeks to gain a clear picture of where productive time is being lost. The de facto “gold” standard for manufacturing performance data is measuring OEE (Overall Equipment Effectiveness) with an additional breakdown of OEE loss categories into the Six Big Losses and a detailed breakdown of OEE Availability losses into Downtime Reason Codes (including codes for tracking changeover time). That means putting a system in place to collect and analyze manufacturing performance data. So what should be the first priority? For most companies, the first priority should be ensuring that there is a clear understanding of where productive time is being lost and that decisions on improvement initiatives are made based on hard data. In the real world, companies have finite resources, and those resources should be directed to where they will generate the best return. That does not mean, however, that SMED should be the first priority. Virtually every manufacturing company that performs changeovers can benefit from SMED. This section provides a step-by-step roadmap for a simple and practical SMED implementation. SMED ExampleĪn excellent way to learn more about SMED is to walk through an implementation example. These phases are performed in sequence and the entire sequence can be iterated (repeated). The SMED system has three major phases as shown above. The SMED process focuses on making as many elements as possible external and simplifying and streamlining all elements.

External Elements: elements that can be completed while the equipment is running.

Internal Elements: elements that must be completed while the equipment is stopped.

In SMED, changeovers are made up of steps that are termed “elements”. In fact, the journey from a 15-minute tire changeover to a 15-second tire changeover can be considered a SMED journey. Many techniques used by NASCAR pit crews (performing as many steps as possible before the pit stop begins using a coordinated team to perform multiple steps in parallel creating a standardized and highly optimized process) are also used in SMED.

For a NASCAR pit crew, changing four tires takes less than 15 seconds.

For many people, changing a single tire can easily take 15 minutes.

His pioneering work led to documented reductions in changeover times averaging 94% (e.g., from 90 minutes to less than 5 minutes) across a wide range of companies.Ĭhangeover times that improve by a factor of 20 may be hard to imagine, but consider the simple example of changing a tire: SMED was developed by Shigeo Shingo, a Japanese industrial engineer who was extraordinarily successful in helping companies dramatically reduce their changeover times.