SMEDTPM之快速换模课件.pptx

SMED-Quick Changeover2C Co on nt te en nt ts sIntroductionBackground and HistoryComponents and ImplementationChangeover and Changeover TimeTraditional SetupSMED(Single Minute Exchange of Dies)SMED Process StepsIdeas for ImprovementKnowledge Check3I In nt tr ro od du uc ct ti io on nQuick Changeover is one of the core concepts of lean manufacturingA 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 shorter production runs that better align with customer demand4B Ba ac ck kg gr ro ou un nd d a an nd d H Hi is st to or ry yDeveloped 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 solution to the economic lot size problem of traditional manufacturing,which promoted large lot sizes5C Co ommp po on ne en nt ts s a an nd d I Immp pl le emme en nt ta at ti io on nChangeover and Changeover TimeTraditional SetupSMED(Single Minute Exchange of Dies)SMED Process StepsIdeas for Improvement6C Ch ha an ng ge eo ov ve er r D De ef fi in ne ed dDefinition:Changeover is the total process of converting a machine or line from running one product to another7C Ch ha an ng ge eo ov ve er r T Ti imme e D De ef fi in ne ed dDefinition: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 run,at full line efficiency.8T Th he e O Ob bj je ec ct ti iv ve eObjective:Reduce changeover from hours to single minutes9T Ti imme e O Ou ut t t to o R Ro ol ll l Y Yo ou ur r E Ey ye es sIts 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 already the best at what we do”10B Be ef fo or re e S SMME ED DTypical changeover:1 2 hours11A Af ft te er r S SMME ED DTypical changeover:minutes.Or seconds12R Re ea al l WWo or rl ld d E Ex xa ammp pl le es s3000-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 in 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 13MMo or re e E Ex xa ammp pl le es s14B Be en ne ef fi it ts s o of f S Se et tu up p R Re ed du uc ct ti io on nBetter qualityVery defined setup processesLower 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 variability15S SMME ED D i is s C Co on nt ti in nu uo ou us s I Immp pr ro ov ve emme en nt tIt is a customer-driven requirement.Customers 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.16T Tr ra ad di it ti io on na al l a ap pp pr ro oa ac ch hSetup is given and fixedTherefore,Use highly skilled setup personnelMinimize product varietyCombine lotsMake large batches17A An no ot th he er r w wa ay ySetups CAN be improved!Small lot production REQUIRES short setupsSetup time reduction of 90%and more is common186 6 “T Tr ra ad di it ti io on na al l”S Se et tu up p S St te ep ps s1.PreparationEnsures that all the tools are working properly and are in the right location.2.ExtractionThe removal of the tooling,raw material,and support equipment after the production lot is completed.3.MountingThe placement of the new tool,support equipment,and raw material before the next production lot.4.Establishing Control SettingsSetting all the process control settings prior to the production run.5.First Run CapabilityThis includes the necessary adjustments required after the first trial pieces are produced.6.Setup ImprovementThe time after processing during which the tooling,machinery is cleaned,identified,and tested for functionality prior to storage.19T Th he e S SMME ED D P Pr ro oc ce es ss sStep 1 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.20S St te ep p 1 1:O Ob bs se er rv ve e a an nd d R Re ec co or rd dTeam-workRecorderRecord overall duration(from last product to first 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”.21S St te ep p 1 1Timers.Aim to have 10-20 steps for each changeover.Record the elapsed time.Calculate the step time later.22S St te ep p 1 1:F Fa ac ct t c co ol ll le ec ct to or rs s.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 elements:1.Walk to control panel2.Switch machine off3.Wait for flywheel to stop4.Get spanner from toolbox5.Remove 3 hex bolts6.Get Allen key7.Remove 5 Allen bolts8.Remove guard9.Walk to rear of machine10.Place guard on the floor11.Walk to front of machine23S St te ep p 2 2:S Se ep pa ar ra at te e i in nt te er rn na al l a an nd d e ex xt te er rn na al l a ac ct ti iv vi it ti ie es sInternal set-up activities.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.24S St te ep p 3 3:C Co on nv ve er rt t i in nt te er rn na al l t to o e ex xt te er rn na al lStudy each internal step and ask if it could be external.Common issues:Dies in remote storage racks.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.25S St te ep p 4 4:S St tr re ea amml li in ne e a al ll l a ac ct ti iv vi it ti ie es sAnalyze the activity,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 availability and accessibility.26Step 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 before the next SMED activity.27N No on n-MMa an nu uf fa ac ct tu ur ri in ng g E Ex xa ammp pl le eDirectory 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 the“please”with their request anywayReduced peak call center requirements from 87 operators to 72 operators.28N No on n-MMa an nu uf fa ac ct tu ur ri in ng g E Ex xa ammp pl le e (c co on nt t.)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 delivered 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 by another 23%29P Pr ri io or ri it ti ie es sEliminate all unnecessary elements of changeoverExternalize all possible elementsSimplify what remainsMeasure,measure,measure30I Id de ea as s f fo or r I Immp pr ro ov ve emme en nt tThe following slides have several potential areas for improvement.31C Co ommb bi in ni in ng g e eq qu ui ip pmme en nt t f fu un nc ct ti io on na al li it ty yInvolves standardizing the equipment(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 identified 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.32WWa as st te e a as ss so oc ci ia at te ed d w wi it th h f fi in nd di in ng g,r re ep pl la ac ci in ng g,mmo ot ti io on nTooling supplies are clearly labeledTooling supplies are neatly assigned a unique location.33O On ne e S St te ep p F Fa as st te en ni in ng gBolt 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 step to attach the die to a 3000 ton press machine.34C Co ommmmo on n P Pr ro ob bl le emms s S So ol lv ve ed dProblem:“only the last turn tightens a nut or bolt,and the first one loosens it”.Solution 1:Key-holes.Fasten hereAttach and remove plate here35C Co ommmmo on n P Pr ro ob bl le emms s S So ol lv ve ed dProblem:“only the last turn of a nut or bolt tightens it and only 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.36C Co ommmmo on n P Pr ro ob bl le emms s S So ol lv ve ed dProblem: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 bottom37C Co ommmmo on n P Pr ro ob bl le emms s S So ol lv ve ed dProblem:Waiting for tooling to reach elevated temperatures.Solutions:Pre-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.38P Pr ro od du uc ct t d de es si ig gn n39P Pr re e-s st ta ag ge ed d p pa ar rt ts s40C Cl le ea an na ab bi il li it ty y Flush fasteners speed cleaningFlush fasteners speed cleaning41Q Qu ui ic ck k c ch ha an ng ge e t to oo ol ls sPower tools speed repetitive tasksVacuum or magnetic clamping42V Va ac cu uu umm o or r mma ag gn ne et ti ic c c cl la ammp pi in ng g43P Pa ar ra al ll le el l s se et tu up p t ta as sk ks sIdeally,two people can do the job in half the time as one personThink about a pit stop at a car race44I Immp pr ro ov ve e e ex xt te er rn na al l s se et tu up ps sStore fixtures,etc.,near machinePrepare setup kits and cartsImprove material handling45Knowledge Check46What was the primary problem that led to the What was the primary problem that led to the development of the quick changeover process?development of the quick changeover process?A)Persistent late deliveries by suppliersB)Moving material goods in and out of storageC)Workers standing around watching an automated machineD)Land costs in Japan were very high47Who is primarily responsible for creating quick Who is primarily responsible for creating quick changeover and SMED?changeover and SMED?A)Eiji ToyodaB)Shigeo ShingoC)Taiichi OhnoD)Edward Deming48Click on the definition and drag the correct answer to Click on the definition and drag the correct answer to match the Process Type on the left.match the Process Type on the left.Process TypeDefinitionA.Elements that can be performed when the machine is running.B.The time after processing during which the tooling,machinery is cleaned,identified,and tested for functionality prior to storage.C.The placement of the new tool,support equipment,and raw material before the next production lot.D.Elements in the changeover which can only be done when the machine is stopped.DInternal ProcessesBExternal Processes49Drag the Description to the matching SMED process step.Drag the Description to the matching SMED process step.StepDescriptionA.Streamline all activities.B.Observe and record.C.Document internal and external procedures.D.Convert internal activities to external activities.E.Separate internal and external activities.B Step 1E Step 2D Step 3A Step 4C Step 550Describe one quick changeover method or tool.Describe one quick changeover method or tool.51Describe one potential application of quick changeover in Describe one potential application of quick changeover in your operation.your operation.1、有时候读书是一种巧妙地避开思考的方法。3月-233月-23Monday,March 6,20232、阅读一切好书如同和过去最杰出的人谈话。08:41:0508:41:0508:413/6/2023 8:41:05 AM3、越是没有本领的就越加自命不凡。3月-2308:41:0508:41Mar-2306-Mar-234、越是无能的人，越喜欢挑剔别人的错儿。08:41:0508:41:0508:41Monday,March 6,20235、知人者智，自知者明。胜人者有力，自胜者强。3月-233月-2308:41:0508:41:05March 6,20236、意志坚强的人能把世界放在手中像泥块一样任意揉捏。06三月20238:41:05上午08:41:053月-237、最具挑战性的挑战莫过于提升自我。三月238:41上午3月-2308:41March 6,20238、业余生活要有意义，不要越轨。2023/3/68:41:0508:41:0506 March 20239、一个人即使已登上顶峰，也仍要自强不息。8:41:05上午8:41上午08:41:053月-2310、你要做多大的事情，就该承受多大的压力。3/6/2023 8:41:05 AM08:41:0506-3月-2311、自己要先看得起自己，别人才会看得起你。3/6/2023 8:41 AM3/6/2023 8:41 AM3月-233月-2312、这一秒不放弃，下一秒就会有希望。06-Mar-2306 March 20233月-2313、无论才能知识多么卓著，如果缺乏热情，则无异纸上画饼充饥，无补于事。Monday,March 6,202306-Mar-233月-2314、我只是自己不放过自己而已，现在我不会再逼自己眷恋了。3月-2308:41:0506 March 202308:41谢谢大家谢谢大家