Lean Manager School - Day 2 - SMED

1、Lean Manager School Day 2Cochin, 24 September 2008Day 2 SMED WorkshopWednesday September 24thTimeContentSpeaker8 h 00Q&A on day 1 contentYves Merel8 h 15SMED for EPEI reductionBertrand Guery8 h 45SMED workshop methodology & Nantong exampleBertrand Guery9 h 15EPEI assessment exercise (groups 1 & 2)Ka

2、liappan Uthandaraman9 h 15 bisSMED game (groups 3 & 4)Bertrand Guery & Yves Merel10 h 30Coffee break10 h 45Changeover observation exercise (2 groups)Bertrand Guery & Yves Merel12 h 00Exercise conclusionBertrand Guery12 h 30Lunch13 h 30SMED game (groups 1 & 2)Bertrand Guery & Yves Merel13 h 30 bisEPE

3、I assessment exercise (groups 3 & 4)Kaliappan Uthandaraman14 h 45Coffee break15 h 00Changeover video analysis exercises (6 groups)Bertrand Guery17 h 30Conclusion of the dayYves Merel18 h 00EndDay 1 - Main messages to remember Visual Control4 Lean levers Red Bin reviewDay 2 SMED WorkshopWednesday Sep

4、tember 24thTimeContentSpeaker8 h 00Q&A on day 1 contentYves Merel8 h 15SMED for EPEI reductionBertrand Guery8 h 45SMED workshop methodology & Nantong exampleBertrand Guery9 h 15EPEI assessment exercise (groups 1 & 2)Kaliappan Uthandaraman9 h 15 bisSMED game (groups 3 & 4)Bertrand Guery & Yves Merel1

5、0 h 30Coffee break10 h 45Changeover observation exercise (2 groups)Bertrand Guery & Yves Merel12 h 00Exercise conclusionBertrand Guery12 h 30Lunch13 h 30SMED game (groups 1 & 2)Bertrand Guery & Yves Merel13 h 30 bisEPEI assessment exercise (groups 3 & 4)Kaliappan Uthandaraman14 h 45Coffee break15 h

6、00Changeover video analysis exercises (6 groups)Bertrand Guery17 h 30Conclusion of the dayYves Merel18 h 00EndSMED definitionS: SingleM: MinuteE: ExchangeD: Die SMED is used to reduce changeover duration down to the minute level but is targeting other main benefits!SMED is part of the Lean systemIt

7、has been developed by Shigeo Shingo(Toyota - Japan).SMED goal: common thinking!We often hear that SMEDis about to increase OEEby reducing changeover timeLets have a look:BeforeEquipment is running:5 days,24hrs.Changeover:2 per week,3 hours each.SMEDAfterEquipment is running:5 days,24hrs.Changeover:2

8、 per week,1,5 hours each. +2,5% OEE(3Hrs over 120) Very Poor Resultversusthe Effort!SMED goal: the truth!SMED is not to increase OEE by decrease C/O Time but it is to decrease C/O Time to give room to an increase of the frequency (thus quantity) of C/O !C/OPRODUCTIONtimeSMED WORKSHOP BENEFITSSMED go

9、al: BenefitsSMED main benefits are:Easier changeover for the operators (faster, standardized procedure, easy training, identified spots for further improvement);Smaller batch size (leading to less stock, lead time reduction, less consequences on Quality events by reducing scrapped quantities);Produc

10、tion closer to customer demand (with less anticipation requested thus less stock consequences on potential mistakes);Less emergencies (reduced lead time & closer to real demand);More flexibility on the equipment (leading to a better utilisation);Less heavy investments (due to better utilisation).SME

11、D goal: Flow Time impact1 truck / week1 truck / day1 c/o / dayMonday: ATuesday: BWednesday: CThursday: DFriday: EEPEI = 5 daysCustomerSupplierPressref A B C D EAssembly(dedicatedto ref. A)B C D EASafety 5 days 5 days 5 days 1 day= 9 days5 c/o / day(5 times more)Monday: ABCDETuesday: ABCDEWednesday:

12、ABCDEThursday: ABCDEFriday: ABCDEEPEI = 1 day 1 day 1 dayMat from 10 to 6 days (= WIP reduction)WIP from 5 to 1 day (5 times less)Flow Time reduction = 2 x EPEI reduction = 8 daysSMED goal: Stock ImpactOne C/O per Week: average stock 4700SMED goal: Stock ImpactTwo C/O per Week: average stock 3233SME

13、D goal: Stock ImpactOne C/O per Day: average stock 2180SMED goal: Stock ImpactOne C/O per Shift: average stock 1900SMED goal: Stock ImpactOne C/O per Shift + Reduced Stock: average stock 5005 days saved & leveling of production!SMED Targets Produce every day every partshipped (Work In Progress and F

14、inished Products) Dedicate when needed up to 10% OEE to C/O(2.5 hours per day on 24 hours operation)SMED OEE Target Why 10%?2.4 hours every shift would be very expensive!(equipment stopped, high number of operators)2.4 hours per week would be very conservative(no flexibility, high investment in mach

15、ines to run all product on short term)2.4 hours per day is found to be a good target(based on average in industry & demonstrated best practices on cost versus benefits)SMED Workshop Typical Agenda DAY 1:SMED presentation (room)Batch Size reduction & related shop organization EPEI Impact (room)Change

16、over observation and video recording (shop)DAY 2:SMED game to focus actors on key points (room)Video analysis (room)Changeover process optimization (room/shop)Standardized changeover process test (shop)DAY 3:Targets definition (room)Batch size modification to reduce EPEI (Logistics)Others operators

17、training by testing (shop)SMED workshop board (shop)3 Rules for the SMED Workshop A cross-skilled group of people includingOperators,Planning,Supervisor,Production Manager,Technical Resources (design, tooling)Site Manager; Limit of time (3 days) to drive toward simple, cheap & effective solutions.A

18、Methodology for Analysis.Day 2 SMED WorkshopWednesday September 24thTimeContentSpeaker8 h 00Q&A on day 1 contentYves Merel8 h 15SMED for EPEI reductionBertrand Guery8 h 45SMED workshop methodology & Nantong exampleBertrand Guery9 h 15EPEI assessment exercise (groups 1 & 2)Kaliappan Uthandaraman9 h 1

19、5 bisSMED game (groups 3 & 4)Bertrand Guery & Yves Merel10 h 30Coffee break10 h 45Changeover observation exercise (2 groups)Bertrand Guery & Yves Merel12 h 00Exercise conclusionBertrand Guery12 h 30Lunch13 h 30SMED game (groups 1 & 2)Bertrand Guery & Yves Merel13 h 30 bisEPEI assessment exercise (gr

20、oups 3 & 4)Kaliappan Uthandaraman14 h 45Coffee break15 h 00Changeover video analysis exercises (6 groups)Bertrand Guery17 h 30Conclusion of the dayYves Merel18 h 00EndSMED Methodology Details DAY 1:SMED presentation (room)Batch Size reduction & related shop organization EPEI Impact (room)Changeover

21、observation and video recording (shop)DAY 2:SMED game to focus actors on key points (room)Video analysis (room)Changeover process optimization (room/shop)Standardized changeover process test (shop)DAY 3:Targets definition (room)Batch size modification to reduce EPEI (Logistics)Others operators train

22、ing by testing (shop)SMED workshop board (shop)SMED Methodology Day 1 (1/4)SMED presentation (room)Use “Why SMED” ppt presentation to introduce SMED & benefits (i.e. EPEI reduction);Site manager attendance is mandatory;Operators attendance is also mandatory;In fact, complete team attendance is manda

23、tory:Operators,Planning,Supervisor,Production Manager,Technical Resources (design, tooling)Site Manager.SMED Methodology Day 1 (2/4)Define SMED Perimeter:It can be a single press, a group of press (same brand, or using same raw material)If possible, the selected press or group of presses should alwa

24、ys run the same dies (fixed perimeter), thus the same Part Numbers (PN).The press or group of presses should not be dedicated to a single die running different PNs; it should run different dies in sequence (switching from “die A” to “die B” and not from “die A-PN1” to “die A-PN2”)When the perimeter

25、is defined, you can calculate:Number of presses,Number of PNs,Number of operators dedicated to the perimeter,Opening time.SMED Methodology Day 1 (3/4)Then it is time to introduce the current EPEI:Using the Changeover Log Sheet, you can determine the quantity of c/o per week and the average duration

26、of the c/o.With those information, you have easy access to the current OEE dedicated to c/o.Using the Qty of PN, the Qty of presses and the Qty of c/o per week, you can determine the current EPEI.Its now time to report this on a blank page for further use! and to simulate what would be the EPEI and

27、batch size if investing up to 10%OEE as per recommendations; then to check if the current resources could support this (operators availability)!SMED Methodology Day 1 (4/4)Its now time for live changeover video recording:Usage of a camera is mandatory.Try to video all actions from actors, especially

28、 side actions (such as searching for missing tools)All team members are taking notes and timings.Do not forget to identify any preparation work done before the beginning of the changeover.Changeover starts “l(fā)ast good part” and finishes “first good part”!SMED Methodology Day 2 (1/5)Day starts with th

29、e “SMED game” to focus actors on key points such as 5S, training, job preparation, maintenance, marking & process. basically free improvements!Then we perform the video analysis using white paper board and Post-it to clock main actions and record ideas (video is projected on the wall)One action per

30、Post-it;Action duration also reported;As many column as operators involved;Ideas are on the right side (one per Post-it).SMED Methodology Day 2 (2/5)Then the team is optimizing the process by moving Post-it to minimize internal time:Converting internal to external before or after;Involving new resou

31、rces such as a materiel handler;Balancing and coordinating the load between operators;SMED Methodology Day 2 (3/5)Then this optimized process is recorded on the Standardized Changeover Sheet (using local language).The Lean “Standardized Changeover Sheet” is being used.SMED Methodology Day 2 (4/5)Ide

32、as are classified in3 Days3 Weeks3 Months ideasand reported on a Kaizen board (paper board) for later analyze (day 3)SMED Methodology Day 2 (5/5)The Standardized Process is being tested in the tool shop during a new c/oThe c/o is also being video recordedThe video is being analyzed and compared to t

33、he Standard Process for adjustments.Out of this comes the final Standard Process and demonstrated c/o time which will be the new reference.EPEI and OEE are calculated accordingly!SMED Methodology Day 3 (1/3)Ideas on the Kaizen board are being discussed and evaluated for feasibility and benefits; all

34、 3 Months ideas are removed (remember the SMED Game and “heavy investments” benefits versus free ones!)Based on remaining ideas, a “c/o target time” is defined (some ideas should reduce the duration of some of the c/o steps).OEE is defined 10%.Based on this new inputs, a new Qty of c/o and a new EPE

35、I is defined.Based on Qty of c/o per week, a new batch size is defined and MUST be implemented in the system to be effective the same day! (Logistics)SMED Methodology Day 3 (2/3)Workshop board is being setup using:Problem why you decided to perform SMED here & related ActionsTeam pictureStandardized

36、 Process (P)Kaizen board translated from paper board to A4 sheet (D) Weekly Changeover Tracking (with past data from Changeover Log Sheet) (C)Weekly meeting schedule, attendance and decisions (A)SMED Methodology Day 3 (3/3)Board is placed next to the concerned pressesTraining of the operator starts

37、(all shifts)Wrap up with Site manager is happening on the shop floor, next to the Workshop board.Lean Standard Standardized ChangeoverLean Standard Weekly Changeover TrackingSMED (Single Minute Exchange of Die)Nantong SMED WorkshopWeek 34 / 2008 SMED example at Nantong on HM25 pressHM25 press runs 6

38、 different parts (ModJack products):Before: batches of 11 days of customer demandAfter 3 days workshop: batches of 6.5 days of customer demandTarget after 1 month:batches of 1.1 day of customer demandMolding shop initial situation30 presses in the workshopThe press selected for SMED is running ModJa

39、ck productsData from the Changeover Log sheets implemented at presses:160 minutes average changeover timeeach press has a changeover every 2 days in average6 active parts produced on this pressSo we calculated:160 minutes every 2 days represent 6% of the total time dedicated to the changeovers, inst

40、ead of the10% we are looking forTo produce 6 parts on the press, changing every 2 days makes an EPEI (Every Part Every Interval) of 11 daysDay One: cut batches to 10%Even with an accurate scheduling the plastic parts inventory cant be stabilized below 11 days (EPEI)But 6% of the total time dedicated

41、 to the changeovers is far from the Lean target of 10%So we first cut by 2 in MFGPro the production batch size for these 6 parts numbersThen each press has a changeover every day (still in 160 minutes, so it takes 12% of the total time) and the EPEI became 6.5 days (which saved 4.5 days of inventory

42、)But employees in charge of the setups were very busy and we were still far from the Lean target of producing every part everydayVideo recording of a changeover operationDay Two: training to the SMED methodSecond day starts with a game in order to focus team members on: External preparation and 5S F

43、ree improvement such as marking, maintenance & process External finishing such as full control combined with internal quick visual control Internal time minimization by involving the operators Cheap investments that can be done internally in a couple of days Future tools standardizationVideo Analysi

44、s & OptimizationThe analysis is done in order to highlight main steps then working sequence is being optimized!Day Three: standardizing the changeover processThe final working procedure is definedAnd ideas are classified (3 days / 3 weeks / 3 months) and reported on the Kaizen Board for implementati

45、on. Complex & expensive ideas are removedTarget time was defined at 25 minutes instead of 160 minutes beforeMost improvements were done during the 3 days of the workshopOperator TrainingAll the operators within the perimeter were trained to the new changeover processThe workshop board and a weekly r

46、eview was set-up to track the SMED performances and to complete the list of Kaizen board actions to tackle new problemsTarget definition & Logistics consequencesBased on the new Standardized Changeover Process:Targets are definedBatch modification is becoming effective for LogisticsAs soon as the ch

47、angeover will last consistently 25 minutes, the batches will be cut again by 5.5 and the EPEI will become 1 day (it was 11 before)In addition to a lower inventory we expect an easier scheduling based on a 1 days forecast instead of a 11 days forecast, hence improving forecast accuracy and service to

48、 our customersDay 2 SMED WorkshopWednesday September 24thTimeContentSpeaker8 h 00Q&A on day 1 contentYves Merel8 h 15SMED for EPEI reductionBertrand Guery8 h 45SMED workshop methodology & Nantong exampleBertrand Guery9 h 15EPEI assessment exercise (groups 1 & 2)Kaliappan Uthandaraman9 h 15 bisSMED g

49、ame (groups 3 & 4)Bertrand Guery & Yves Merel10 h 30Coffee break10 h 45Changeover observation exercise (2 groups)Bertrand Guery & Yves Merel12 h 00Exercise conclusionBertrand Guery12 h 30Lunch13 h 30SMED game (groups 1 & 2)Bertrand Guery & Yves Merel13 h 30 bisEPEI assessment exercise (groups 3 & 4)

50、Kaliappan Uthandaraman14 h 45Coffee break15 h 00Changeover video analysis exercises (6 groups)Bertrand Guery17 h 30Conclusion of the dayYves Merel18 h 00EndEPEI assessment exercisePress #Opening(Hrs)Qty of c/oper weekAvg c/o duration (Hrs)Qty of PNproducedOEEfor c/oEPEI(days)Actual 10% OEE10%10% OEE

51、+ c/o duration / 210%Actualall 10% OEE10%10% OEE+ c/o duration / 210%Day 2 SMED WorkshopWednesday September 24thTimeContentSpeaker8 h 00Q&A on day 1 contentYves Merel8 h 15SMED for EPEI reductionBertrand Guery8 h 45SMED workshop methodology & Nantong exampleBertrand Guery9 h 15EPEI assessment exerci

52、se (groups 1 & 2)Kaliappan Uthandaraman9 h 15 bisSMED game (groups 3 & 4)Bertrand Guery & Yves Merel10 h 30Coffee break10 h 45Changeover observation exercise (2 groups)Bertrand Guery & Yves Merel12 h 00Exercise conclusionBertrand Guery12 h 30Lunch13 h 30SMED game (groups 1 & 2)Bertrand Guery & Yves

53、Merel13 h 30 bisEPEI assessment exercise (groups 3 & 4)Kaliappan Uthandaraman14 h 45Coffee break15 h 00Changeover video analysis exercises (6 groups)Bertrand Guery17 h 30Conclusion of the dayYves Merel18 h 00EndSMED game1st person changeover as fast as possible2nd person inspect the 4 dimensions3rd

54、person time the durationSMED game in 7 runsRound 0: run it as bad as possible.Round 1: run it with external preparation + 5S + training.Round 2: run it with maintenance + process + marking(free improvements).Round 3: convert internal checking time to external after.Round 4: easy, fast and cheap inve

55、stments(such as container, ear nut, spacer).Round 5: heavy investments such as die standardization.Round 6: Involve more people to cut down time (hidden time)Day 2 SMED WorkshopWednesday September 24thTimeContentSpeaker8 h 00Q&A on day 1 contentYves Merel8 h 15SMED for EPEI reductionBertrand Guery8

56、h 45SMED workshop methodology & Nantong exampleBertrand Guery9 h 15EPEI assessment exercise (groups 1 & 2)Kaliappan Uthandaraman9 h 15 bisSMED game (groups 3 & 4)Bertrand Guery & Yves Merel10 h 30Coffee break10 h 45Changeover observation exercise (2 groups)Bertrand Guery & Yves Merel12 h 00Exercise

57、conclusionBertrand Guery12 h 30Lunch13 h 30SMED game (groups 1 & 2)Bertrand Guery & Yves Merel13 h 30 bisEPEI assessment exercise (groups 3 & 4)Kaliappan Uthandaraman14 h 45Coffee break15 h 00Changeover video analysis exercises (6 groups)Bertrand Guery17 h 30Conclusion of the dayYves Merel18 h 00End

58、Day 2 SMED WorkshopWednesday September 24thTimeContentSpeaker8 h 00Q&A on day 1 contentYves Merel8 h 15SMED for EPEI reductionBertrand Guery8 h 45SMED workshop methodology & Nantong exampleBertrand Guery9 h 15EPEI assessment exercise (groups 1 & 2)Kaliappan Uthandaraman9 h 15 bisSMED game (groups 3

59、& 4)Bertrand Guery & Yves Merel10 h 30Coffee break10 h 45Changeover observation exercise (2 groups)Bertrand Guery & Yves Merel12 h 00Exercise conclusionBertrand Guery12 h 30Lunch13 h 30SMED game (groups 1 & 2)Bertrand Guery & Yves Merel13 h 30 bisEPEI assessment exercise (groups 3 & 4)Kaliappan Utha

60、ndaraman14 h 45Coffee break15 h 00Changeover video analysis exercises (6 groups)Bertrand Guery17 h 30Conclusion of the dayYves Merel18 h 00EndChangeover observation exerciseTaskTimeSafety riskCould be done beforeCould be done afterCould be done by operatorImprovement suggestionDay 2 SMED WorkshopWed