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    Lecture 4

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    Mayank Pathak
    This document discusses 5S techniques and Single Minute Exchange of Dies (SMED) for continuous improvement. It begins by explaining the 5S methodology, which stands for Sorting, Straightening, Shining, Standardizing, and Sustaining. The document then discusses how SMED focuses on rapidly converting from manufacturing one product to the next in less than 10 minutes. It provides details on the history of SMED and how it works, breaking changeover times into run-down, set-up, and run-up periods. The benefits of SMED for reducing costs, improving flexibility and throughput are also summarized.

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    Lecture 4

    Uploaded by

    Mayank Pathak
    31 views42 pages
    This document discusses 5S techniques and Single Minute Exchange of Dies (SMED) for continuous improvement. It begins by explaining the 5S methodology, which stands for Sorting, Straightening, Shining, Standardizing, and Sustaining. The document then discusses how SMED focuses on rapidly converting from manufacturing one product to the next in less than 10 minutes. It provides details on the history of SMED and how it works, breaking changeover times into run-down, set-up, and run-up periods. The benefits of SMED for reducing costs, improving flexibility and throughput are also summarized.

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    This document discusses 5S techniques and Single Minute Exchange of Dies (SMED) for continuous improvement. It begins by explaining the 5S methodology, which stands for Sorting, Straightening, Shining, Standardizing, and Sustaining. The document then discusses how SMED focuses on rapidly converting from manufacturing one product to the next in less than 10 minutes. It provides details on the history of SMED and how it works, breaking changeover times into run-down, set-up, and run-up periods. The benefits of SMED for reducing costs, improving flexibility and throughput are also summarized.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    31 views42 pages

    Lecture 4

    Uploaded by

    Mayank Pathak
    This document discusses 5S techniques and Single Minute Exchange of Dies (SMED) for continuous improvement. It begins by explaining the 5S methodology, which stands for Sorting, Straightening, Shining, Standardizing, and Sustaining. The document then discusses how SMED focuses on rapidly converting from manufacturing one product to the next in less than 10 minutes. It provides details on the history of SMED and how it works, breaking changeover times into run-down, set-up, and run-up periods. The benefits of SMED for reducing costs, improving flexibility and throughput are also summarized.

    Copyright:

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    of 42

    LECTURE - 4

    5 S TECHNIQUES,
    SMED, CONTINOUS
    IMPROVEMENT
    BY :
    DR. RAJEEV TREHAN
    HEAD, DEPARTMENT OF INDUSTRIAL AND PRODUCTION
    ENGINEERING
    ADVISOR, CENTRE OF TRAINING AND PLACEMENT
    DR.B R AMBEDKAR NATIONAL INSTITUTE OF TECHNOLOGY
    JALANDHAR
    CONTENTS

    • Introduction to 5 S
    5S

    • Strategy for creating a well organized, smoothly flowing manufacturing process.


    TRANSLATED INTO ENGLISH, THEY
    STAND FOR:
    • Sorting (seiri)
    • Straightening (seiton)
    • Systematic cleaning (seiso)
    • Standardizing (seiketsu)
    • Sustaining (shitsuke)
    SORTING (SEIRI)

    • Eliminate all unnecessary tools, parts, and instructions.


    • Keep only essential items and eliminate what is not required
    • Prioritizing things per requirements and keeping them in easily-accessible places.
    • Everything else is stored or discarded.
    STRAIGHTENING OR SETTING IN
    ORDER / STABILIZE (SEITON)
    • There should be a place for everything and everything should be in its place.
    • The place for each item should be clearly labelled or demarcated.
    • Items should be arranged in a manner that promotes efficient work flow, with equipment
    used most often being the most easily accessible.
    SHINING OR SYSTEMATIC CLEANING
    (SEISO)
    • Clean the workspace and all equipment, and keep it clean, tidy and organized.
    • At the end of each shift, clean the work area and be sure everything is restored to its place.
    • Maintaining cleanliness should be part of the daily work – not an occasional activity
    initiated when things get too messy.
    STANDARDIZING (SEIKETSU)

    • All work stations for a particular job should be identical.


    • All employees doing the same job should be able to work in any station with the same
    tools that are in the same location in every station.
    • Everyone should know exactly what his or her responsibilities are for adhering to the first
    3 S's.
    SUSTAINING THE DISCIPLINE OR
    SELF-DISCIPLINE (SHITSUKE)
    • Maintain and review standards.
    • Maintain focus on this new way and do not allow a gradual decline back to the old ways.
    • While thinking about the new way, also be thinking about yet better ways.
    5S EXAMPLES
    BENEFITS OF 5S

    • improves organizational efficiency


    • reduces waste in all forms
    • cuts down employee frustration when "the system doesn’t work"
    • improves speed and quality of work performance
    • improves safety
    • creates a visually attractive environment
    5S DRAWBACKS

    • If not fully implemented, may result in “Jive S”


    Store things
    Stick to the rules
    Superficially clean
    Switch to new fixtures
    Serve reluctantly
    • Can not be considered an end goal – must be part of a continuous improvement movement
    OBJECTIVES OF 5S

    • Productivity
    • Safety
    • Reduced Waste
    • Worker Commitment
    CONCLUSION

    • The 5-S practice is a well-recognized methodology used by the Japanese for improving
    the work environment.
    • It was found to be key to quality and productivity.
    • The 5-S practice helps everyone in the organisation to live a better life.
    SINGLE MINUTE EXCHANGE OF DIES (SMED)

    • Method that focuses on the rapid conversion from manufacturing one product to the next.
    HISTORY

    • The concept arose in the late 1950s and early 1960s, when Shigeo Shingo, was consulting to a variety of
    companies including Toyota, and was contemplating their inability to eliminate bottlenecks at car
    bodymoulding presses.
    • Development of SMED by Shigeo Shingo:
    ▪ 1950-Forms first stage of SMED : Involves splitting a setup operation into internal and external set ups
    ▪ 1956-58—Worked for Mitsubishi Shipbuildings
    Invents a new system for hull assembly of 65,000 ton super-tanker
    Cut time from four months down to three and than two months
    ▪ 1970-Originated SMED system at Toyota
    ▪ Wrote more than 14 books
    Including Toyota Production System
    Total elapsed changeover time,Tc, =Run-down period +Set-up period+Run-up period
    “SMED = Exchange dies in less than 10 minutes”
    SMED

    • Single Minute Exchange of Dies is a philosophy where the target is to reduce all setups to less
    than ten minutes.
    • SMED helps achieve lower costs, greater flexibility, and higher throughput.
    • It is one of the key factors allowing JIT to be successful.
    • Single Minute Means: necessary setup time is counted on a single digit.
    • The analysis and implementing of equipment and process changes to reduce the setup and
    changeover time of changing tools in and out of machines.
    • Die exchange is the generic term for removing a drill, cutter, punch, mold or die from a machine
    & replacing it with another type on machines that are capable of producing more than one part.
    CONTT…

    • Intended to reduce lot sizes as larger the lot the more inventory must be purchased and
    stored, lost, damaged or made obsolete, more space required, more storage materials must
    be purchased and labor and handling cost increase.
    • Broken down into internal and external actions and doing the external activities before the
    tool is actually changed.
    • Improvements are made using a three stage approach to time reduction.
    HOW TO REDUCE SET-UP COST
    CONTT…
    CONTT…
    WHY SMED?

    • To eliminate the wastes that result from “uncontrolled” processes Look Famiiar?
    increasing inventories and lead times.
    • To gain control on equipment, material & inventory.
    • Apply Control Techniques to Eliminate Erosion of Improvements.
    • Standardize Improvements for Maintenance.
    • Critical Set-up Parameters.
    CRITICAL SET-UP PARAMETERS.
    SMED PROCESS
    ONE STEP SET-UP IMPLEMENTATION PLAN
    IMPLEMENTATION TECHNIQUES

    • Separate internal from external setup operations


    • Convert internal to external setup
    • Standardize function, not shape
    • Use functional clamps or eliminate fasteners altogether
    • Use intermediate jigs
    • Adopt parallel operations
    • Eliminate adjustments
    • Mechanization
    SMED PHASE-1

    • Internal and external setup operations must be distinguished.


    • Internal setup operations can only be performed when the machine is stopped. (Example:
    Mounting or removing dies).
    • External setup operations can be conducted while the machine is operating. (Example:
    Transportation of tools and parts to where they are needed.)
    SMED PHASE-2
    SMED PHASE-3
    SMED PHASE-4

    • Streamlining of all aspects of setup operations.


    • Emphasis is on eliminating both internal and external operations to reduce overall setup
    time. This involves investing in technology such as product redesign, new tooling, or
    automation.
    BENEFITS OF SMED

    • Stockless production which drives capital turnover rates,


    • Reduction in footprint of processes with reduced inventory freeing floor space.
    • Productivity increases or reduced production time.
    • Elimination of unusable stock from model changeovers and demand estimate errors
    • Goods are not lost through deterioration.
    • Ability to mix production gives flexibility.
    • New attitudes on controllability of work process amongst staff.
    THANKYOU
    SMED AND LEAN

    • SMED needs to be treated as a constant improvement program


    • Setup times can not be minimized overnight
    • Continuous evaluation and exploration of further improvements is absolutely necessary

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