[精选]SMEDTPM之快速换模.pptx

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1、SMED-Quick ChangeoverC Co on nt te en nt ts sIntroductionBackground and History ponents and ImplementationChangeover and Changeover TimeTraditional SetupSMED Single Minute Exchange of DiesSMED Process StepsIdeas for ImprovementKnowledge CheckI In nt tr ro od du uc ct ti io on nQuick Changeover is on

2、e 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 wa

3、ste of inventory by creating shorter production runs that better align with customer demandB 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 feasib

4、le to store large inventories of vehiclesQuick Changeover provided a solution to the economic lot size problem of traditional manufacturing,which promoted large lot sizes p 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 Singl

5、e Minute Exchange of DiesSMED Process StepsIdeas for ImprovementC 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 anotherC Ch ha an ng ge eo ov ve er r T Ti imme e D De ef fi in ne ed dDefinition

6、: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.T Th he e O Ob bj je ec ct ti iv ve eObjective:Reduce changeover from hours to single m

7、inutesT 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 doB Be ef fo or re e S SMME

8、 ED DTypical changeover:1 2 hoursA Af ft te er r S SMME ED DTypical changeover:minutes.Or secondsR 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

9、 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 MMo or re e E Ex xa ammp pl le es sB Be en ne ef fi it ts s o of f S Se et t

10、u 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 varia

11、bilityS 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

12、diversity of productsReduce quality defects.T 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 variety bine lotsMake large batchesA An no ot th he er r w wa ay ySetups CAN be improved!Small lot production REQ

13、UIRES short setupsSetup time reduction of 90%and more is mon6 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

14、 the production lot is pleted.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 re

15、quired 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.T Th he e S SMME ED D P Pr ro oc ce es ss sStep 1 Observe and record.Step 2 Separate internal and exter

16、nal activities.Step 3 Convert internal activities to external activities.Step 4 Streamline all activities.Step 5 Document internal and external procedures.S 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 produ

17、ct.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.S St te ep p 1 1Timers.Aim to have 10-20 steps for each changeov

18、er.Record the elapsed time.Calculate the step time later.S 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

19、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 machineS St te ep p 2 2:S Se ep

20、 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.S

21、 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.mon issues:Dies in remote storage racks.Spanners not available.Raw material checks.Lifting equipment not available.Ask why the remaining internal ste

22、ps cant be external.Re-examine the true function of each step.mon issues:Cold dies using material to heat the dies.No record of settings.S 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.Stu

23、dy the external activities as well as the internal activities.mon 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.Step 5:Document the proceduresWrite

24、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.N No on n-MMa an nu uf fa ac ct tu ur ri

25、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 any

26、wayReduced peak call center requirements from 87 operators to 72 operators.N 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 reco

27、rded and delivered to the next available operator while you were speaking he was helping a previous customer.The recording is processed through a puter 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

28、dropped by another 23%P Pr ri io or ri it ti ie es sEliminate all unnecessary elements of changeoverExternalize all possible elementsSimplify what remainsMeasure,measure,measureI 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.

29、b 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 monality between setups to reduce the number of setup steps and cycle times.Notice how different quantities of the same part can be setup with th

30、e same fixture.Also,these setups can occur while the machine is running.The mon setup parts were identified and replaced with this jig/holder bination.By using these fixtures,the parts are automatically centered and adjusted for height and flatness as a part of External setup-not Internal setup.WWa

31、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.O On ne e S St te ep p F Fa as st te en ni in ng gBolt attachments requires 32 plete tu

32、rns 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.mmo on n P Pr ro ob bl le emms s S So ol lv ve e

33、d 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 here mmo 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

34、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.mmo on n P Pr ro ob bl le emms s S So ol lv ve ed dProbl

35、em: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 bottom mmo on n P Pr ro ob bl le emms s S So ol lv ve ed dProblem:Waiting for tooling to reach elevated temperatures.So

36、lutions: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.P Pr ro od du uc ct t d de es si ig gn nP Pr re e-s

37、st ta ag ge ed d p pa ar rt ts sC Cl le ea an na ab bi il li it ty y Flush fasteners speed cleaningFlush fasteners speed cleaningQ Qu ui ic ck k c ch ha an ng ge e t to oo ol ls sPower tools speed repetitive tasksVacuum or magnetic clampingV Va ac cu uu umm o or r mma ag gn ne et ti ic c c cl la amm

38、p pi in ng gP 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 raceI 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

39、material handlingKnowledge CheckWhat 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)Wo

40、rkers standing around watching an automated machineD)Land costs in Japan were very highWho 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 DemingClick on the definit

41、ion 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,mach

42、inery 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 ProcessesDrag the D

43、escription 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 activi

44、ties.B Step 1E Step 2D Step 3A Step 4C Step 5Describe one quick changeover method or tool.Describe one quick changeover method or tool.Describe one potential application of quick changeover in Describe one potential application of quick changeover in your operation.your operation.9、静夜四无邻，荒居旧业贫。11月-2

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