"" Exploremyself - Colours of Life: What is SMED? "

Saturday, April 24, 2010

What is SMED?

Single Minute Exchange of Die ( Quick Change of Setup)

Covers the technique for obtaining a changeover time less than 10 min
SMED was introduced by Dr.Shigeo Shingo to improve Manufacturing process

What is a Setup?

Whenever a machine (or piece of equipment) is used to perform work on more than one operation or part, it is usually a requirement that machine, tooling or
fixture needs to be adjusted or changed to accommodate the various configurations between the different parts. The work involved in making these
changes to the machine is known as the setup of the machine.

Why Setup Reduction

• Reduce Lead Time
The Goal of Setup Reduction is to drastically reduce the time it takes from when a customer places an order to when it is delivered to the customer’s receiving dock.

• Full Utilization of the Assets
Setup reduction makes it feasible for the factory to fully utilize its assets by producing a wide variety of parts using the same manufacturing equipment.

• Reduce Inventory
Setup reduction reduces inventory because it supports building products only after a customer’s order is received. It eliminates the need to build products to a market demand forecast.

SMED techniques

• Separate Internal & External operations
• Convert Internal to External set up
• Standardize function
• Use functional clamps &eliminate fasteners
• Use intermediate jigs parallel operations
• Eliminate adjustments
• Mechanization

10 steps of SMED

• Form a Team
• Define the objective in each BU
• Before study- collect data
• Shooting the existing activity
• Analysis of all activities-External &internal
• Kaizen on each activity- Int. to Ext.
• Train the operator- eliminate Resistance
• Streamline sequence of activities
• Measure new time – modify process sheet
• Audit every quarter – freeze the document - PDCA

Useful Links to Read:
01. history-of-total-productive-maintenance.html
02. why-implement-total-productive.html
03. what-is-tpm.html
04. 12-steps-for-tpm-implementation.html
05. typical-tpm-organizational-chart.html
06. effectiveness-of-tpm.html
07. 5-principles-in-tpm-development.html
08. purpose-and-main-activities-of-kk.html
09. purpose-and-activities-of-jh-pillar.html
10. purpose-activity-of-pm-pillar.html
11. purpose-activities-of-qm-pillar.html
12. purpose-and-activity-of-dm-pillar.html
13. purpose-and-activity-of-otpm-pillar.html
14. purpose-and-activity-of-e-pillar.html
15. purpose-and-activity-of-she-pillar.html
16. company-wide-tpm.html
17. jishu-hozen-information.html
18. ishu-hozen-equipment-deterioration.html
19. role-of-production-maintenance-in-jh.html
20. jishu-hozen-step-1.html
21. 1s-2s-implementation.html
22. jh-step-01-abnormalities.html
23. exposing-seven-types-of-abnormality.html
24. 2-unfulfilled-basic-condition.html
25. 3inaccessible-places.html.
26. 4-contamination-sources.html.
27. 5-quality-defect-sources.html.
28. 6-unnecessary-non-urgent-items.html.
29. 7-unsafe-places.html.
30. jishu-hozen-step2.html.
31. jishu-hozen-step-3.html.
32. one-point-lesson-opl.html.
33. visual-control-visual-management.html.
34. jishu-hozen-step-4-part-1

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