SMEDTPM之快速換模ppt課件

1、SMED-Quick ChangeoverContentsIntroductionBackground and HistoryComponents and ImplementationChangeover and Changeover TimeTraditional SetupSMED (Single Minute Exchange of Dies)SMED Process StepsIdeas for ImprovementKnowledge CheckIntroductionQuick Changeover is one of the core concepts of lean manuf

2、acturingA rapid and efficient way of converting a process from running the current product to running the next productAlso known as “single minute exchange of dies (SMED) derived from the desire to change over any process within minutes instead of hoursReduces the waste of inventory by creating shor

3、ter production runs that better align with customer demandBackground and HistoryDeveloped in the late 1950s and early 1960s by Shigeo Shingo, chief engineer of ToyotaLand costs in Japan were very high, therefore it was not feasible to store large inventories of vehiclesQuick Changeover provided a so

4、lution to the economic lot size problem of traditional manufacturing, which promoted large lot sizesComponents and ImplementationChangeover and Changeover TimeTraditional SetupSMED (Single Minute Exchange of Dies)SMED Process StepsIdeas for ImprovementChangeover DefinedDefinition: Changeover is the

5、total process of converting a machine or line from running one product to anotherChangeover Time DefinedDefinition:Changeover time is the total elapsed time between the last unit of good production of the previous run, at normal line efficiency, to the first unit of good production of the succeeding

6、 run, at full line efficiency.The ObjectiveObjective:Reduce changeover from hours to single minutesTime Out to Roll Your EyesIts all been said before“Be serious“Cant really happen“What are you smoking“Our operation is unique“Thats only in low-tech molding or stamping“We cant move any faster“Were alr

7、eady the best at what we doBefore SMEDTypical changeover: 1 2 hoursAfter SMEDTypical changeover: minutes. Or secondsReal World Examples3000-ton sheet metal stamping pressBefore: 4 hoursAfter: 3 minutes Improvement: 98.7%, or a factor of 80Now the same press can make multiple parts (hoods and doors i

8、n this case) for the Camry, only what is needed for the next hour of production.400-ton LIM molding press with 16-cavity toolBefore: 3 hoursAfter: 18 minutesIncrease in effective capacity equal to 5,184 additional parts More ExamplesBenefits of Setup ReductionBetter qualityVery defined setup process

9、esLower costLess scrap and inventoryBetter flexibilityRapidly change from product to productBetter worker utilizationLess time spent on setup or waiting for the run to startShorter lead time and more capacityLess process variabilitySMED is Continuous ImprovementIt is a customer-driven requirement. C

10、ustomers are demanding:Product and service diversity Lower costs Higher reliability and quality.So organizations must:Produce smaller lots, more frequently.Expand the scope and diversity of productsReduce quality defects.Traditional approachSetup is given and fixedTherefore,Use highly skilled setup

11、personnelMinimize product varietyCombine lotsMake large batchesAnother waySetups CAN be improved!Small lot production REQUIRES short setupsSetup time reduction of 90% and more is common6 “Traditional Setup StepsPreparationEnsures that all the tools are working properly and are in the right location.

12、ExtractionThe removal of the tooling, raw material, and support equipment after the production lot is completed.MountingThe placement of the new tool, support equipment, and raw material before the next production lot.Establishing Control SettingsSetting all the process control settings prior to the

13、 production run. First Run CapabilityThis includes the necessary adjustments required after the first trial pieces are produced.Setup ImprovementThe time after processing during which the tooling, machinery is cleaned, identified, and tested for functionality prior to storage.The SMED ProcessStep 1

14、Observe and record.Step 2 Separate internal and external activities.Step 3 Convert internal activities to external activities.Step 4 Streamline all activities.Step 5 Document internal and external procedures.Step 1: Observe and RecordTeam-workRecorderRecord overall duration (from last product to fir

15、st good product).Video recorders work very wellDescribe the change (from what to what?).TimersTime each stepFact collectorsBreakdown the steps into actions as much detail as possible.Use a layman to ask uninformed questions challenge the “accepted norm.Step 1Timers.Aim to have 10-20 steps for each c

16、hangeover. Record the elapsed time. Calculate the step time later.Step 1: Fact collectors.Have a number of fact collectors to ensure elements are not missed.One fact per Post-it write clearly, be concise.Record everything. E.g. For the “remove guards step fact collectors may record the following ele

17、ments:Walk to control panelSwitch machine offWait for flywheel to stopGet spanner from toolboxRemove 3 hex boltsGet Allen keyRemove 5 Allen boltsRemove guardWalk to rear of machinePlace guard on the floorWalk to front of machineStep 2: Separate internal and external activitiesInternal set-up activit

18、ies.Elements in the changeover which can only be done when the machine is stopped.External set-up activities.Elements that can be performed when the machine is running.Step 3: Convert internal to externalStudy each internal step and ask if it could be external.Common issues:Dies in remote storage ra

19、cks.Spanners not available.Raw material checks.Lifting equipment not available.Ask why the remaining internal steps cant be external.Re-examine the true function of each step.Common issues:Cold dies using material to heat the dies.No record of settings.Step 4: Streamline all activitiesAnalyze the ac

20、tivity, and discuss all possible ways of improving the step.Study the external activities as well as the internal activities.Common issues:Fastenings Are bolts needed? If so remember that only the last turn tightens a nut or bolt.Standardize bolt heads.Standardize die heights.Equipment and material

21、availability and accessibility.Step 5: Document the proceduresWrite down the new internal and external procedures.Fill in an action sheet to ensure that the new procedures can be achieved.Review the whole activity to determine “What went well?, “What went badly? and changes that the team would make

22、before the next SMED activity. Non-Manufacturing ExampleDirectory inquiries in New York handles 5.5 million calls per day at an average time of 22 seconds per call.Changed to asking “Directory inquiries, what listing? instead of “Directory inquiries, what listing please? New Yorkers often broke into

23、 the “please with their request anywayReduced peak call center requirements from 87 operators to 72 operators.Non-Manufacturing Example (cont.)A call to NY directory inquiries is no longer a real time experience.Digitized responses saved 5 seconds in the 1980s.Now your request is recorded and delive

24、red to the next available operator (while you were speaking he was helping a previous customer).The recording is processed through a computer program which removed all of the pauses or silences and the “Uhms and Ahs.The software then speeds up the recording by 20%Peak operator requirements dropped b

25、y another 23%PrioritiesEliminate all unnecessary elements of changeoverExternalize all possible elementsSimplify what remainsMeasure, measure, measureIdeas for ImprovementThe following slides have several potential areas for improvement.Combining equipment functionalityInvolves standardizing the equ

26、ipment (parts, tooling, processes) based on commonality between setups to reduce the number of setup steps and cycle times.Notice how different quantities of the same part can be setup with the same fixture. Also, these setups can occur while the machine is running.The common setup parts were identi

27、fied and replaced with this jig/holder combination.By using these fixtures, the parts are automatically centered and adjusted for height and flatness as a part of External setup-not Internal setup. Waste associated with finding, replacing, motionTooling supplies are clearly labeledTooling supplies a

28、re neatly assigned a unique location.One Step FasteningBolt attachments requires 32 complete turns for each bolt or screw (1 for each thread) to fasten this bolt and die to a machine.This clamp attachment requires one step to attach the die to a machine.This magnetic clamp attachment requires one st

29、ep to attach the die to a 3000 ton press machine.Common Problems SolvedProblem: “only the last turn tightens a nut or bolt, and the first one loosens it.Solution 1: Key-holes.Fasten hereAttach and remove plate hereCommon Problems SolvedProblem: “only the last turn of a nut or bolt tightens it and on

30、ly the first one that loosens it.Solution 2: Split Thread Method.Three grooves cut into male and female threads.Bolt inserted by aligning the grooves and sliding into position.Bolt tightened by a one-third turn.Note: the bolt needs to be longer to preserve the area of effective friction. Common Prob

31、lems SolvedProblem: Dies are different heights - operators have to change the clamping bolts.Solution:Shim the smaller die to equalize the heightIf center height of the tool is important, shim top and bottomCommon Problems SolvedProblem: Waiting for tooling to reach elevated temperatures.Solutions:P

32、re-heat ovens, electric or steam heating. Use the coolant water from the machine to pre-heat the dies.Use a transfer jig which will allow the electrical and coolant connections to be made off-line and to bring the die to running temperature.Product designPre-staged partsCleanabilityFlush fasteners s

33、peed cleaningQuick change toolsPower tools speed repetitive tasksVacuum or magnetic clampingVacuum or magnetic clampingParallel setup tasksIdeally, two people can do the job in half the time as one personThink about a pit stop at a car raceImprove external setupsStore fixtures, etc., near machinePrepare setup kits and cartsImprove material handlingKnowledge CheckWhat was the primary problem that led to the development of the quick changeover process?A) Persistent late deliveries by suppliersB) Moving material goods in and out of storageC) Workers standing around wat