QUICK CHANGE OVER

Single Minute Exchange of Dies

CONTENTS

QUICK CHANGE OVER

Ideas for Improvement

INTRODUCTION
Mold Change Colour Change 0 Mold change 1st Piece Time (good or bad)
EQUIPMENT

Setup Time Inspect/Adjust 1st Good Piece Time

SIX BIG LOSSES
Breakdowns

Last good part

Changeover time: Definition

The time elapsed between when the last good piece of product A comes off and the first good piece of product B starts.

Available time

Setup/ adjustment Idling/minor stoppages Speed Defects in process rework Start-up losses

Available operating time

Actual operating time Effective Operating time

INTRODUCTION
 History : Land costs in Japan were very high, therefore it was not feasible to store large inventories of vehicles

QUICK CHANGE OVERS

A rapid and efficient way of converting a process from running the current product to running the next product
Developed by Shigeo Shingo ( in the late 1950s and early 1960s) chief engineer of Toyota

Reduces the waste of inventory by creating shorter production runs that better align with customer demand

QUICK CHANGEOVER IN LEAN

TRANSFORMATION

How long does it take to change the tire???

6 Traditional Setup Steps

Preparation
Ensures that all the tools are working properly and are in the right location.

Extraction

The removal of the tooling, raw material, and support equipment after the production lot is completed.

Mounting

The placement of the new tool, support equipment, and raw material before the next production lot.

Establishing Control Settings

Setting all the process control settings prior to the production run.

First Run Capability

This includes the necessary adjustments required after the first trial pieces are produced.

Setup Improvement

The time after processing during which the tooling, machinery is cleaned, identified, and tested for functionality prior to storage.

INTRODUCTION
SMED:
Single Minute Exchange of Die Concept that says all setups should and can take less than 10 minutes

What is World-Class in Quick Changeovers?

OTED:
One Touch Exchange of Die Concept that says all setups should and can take less than 100 seconds!

The SMED Process

        Reduce inventory Reduce batch sizes Reduce changeover time Reduce impact on equipment utilization Improve quality after changeover Improve repeatability Improve throughput Improve flexibility

Observe and record

Separate internal and external activities.

Convert internal activities to external activities

Streamline all activities

Document internal and external procedures

THE SMED PROCESS

1. OBSERVE AND RECORD
REMEMBER!!!
These activities are not conducted for the purpose of eliminating jobs or reducing people!

We should always:
Notify the party to be observed ahead of time Explain why we are conducting an observation Were observing the activity not the person What we are trying to accomplish  Identify internal and external elements,  waste/lost time,  variances from the standard process Explain the possible benefits for them and the company Review the observation with the individual Coaching Clarification

THE SMED PROCESS

2. SEPARATE INTERNAL AND EXTERNAL ACTIVITIES

All Setup

Activities

Run

Run

Externals Post-setup externals

Internals

Run Externals

Internal elements: operations that must be performed while the machine/process is stopped External elements: operations that can be performed while the machine/process is running

THE SMED PROCESS

3. CONVERT INTERNALS TO EXTERNALS ACTIVITIES
Externals
Internals Run

Externals

Internals

Run

Externals

Internals

Run

Eliminate adjustment
Externals
Internals

Run

Externals

Internals

Run

THE SMED PROCESS

How to convert externals to internals ?

      

Eliminate search-and-find work Arrange tools & materials beforehand Complete prep work before starting changeover Standardize settings Make visual marks vs. trial and error adjustments Eliminate trial runs Postpone put away work

THE SMED PROCESS

4. STREAMLINE ALL ACTIVITIES
Last good piece of product A Machine running First good piece of product B

Internal and external elements Total setup

Last good piece of product A External elements Machine running First good piece of product B External elements

Machine running

BEFORE

Internal elements Total setup

Last good piece of product A
Streamlined External elements

Machine running

AFTER CHANGE OVER

First good piece of product B

Streamlined External elements

STREAM LINE
Machine running

Machine running

Streamlined internal elements

Total setup

THE SMED PROCESS

STREAMLINE INTERNAL PROCESS
 Create Parallel steps completed at the same time  Reduce complexity and eliminate waste


STREAMLINE EXTERNAL PROCESS

 Adopt functional standards
   

Use functional fixtures and jigs

one motion fasteners levered or one-turn fasteners interlocking wedge or slot use angle and flat use preset pins, guides, notches etc. Use POUS and water spider

Visual factory locations for tools Color coding Standard set ups Checklists ADOPT QUICK DIE CHANGEOVER ( QDC) HARDWARE

Eliminate adjustments

Eliminate need to leave the machine

THE SMED PROCESS

5. DOCUMENT INTERNAL & EXTERNAL PROCEDURES
Create new process
Document who will do what and when Practice quick changeover (QCO) before doing it

Test new process

Run pilot of new process document steps of new process time steps of new process document improvement opportunities videotape and look for additional opportunities Make adjustments, as needed Re-test, if necessary

Document new process

Create new work sheets that include all the steps of the new process Get all needed approvals Train all workers Post the standardized work sheets (STW)

THE SMED PROCESS

5. DOCUMENT INTERNAL & EXTERNAL PROCEDURES
Create new process
Document who will do what and when Practice quick changeover (QCO) before doing it

Test new process

Run pilot of new process document steps of new process time steps of new process document improvement opportunities videotape and look for additional opportunities Make adjustments, as needed Re-test, if necessary

Document new process

Create new work sheets that include all the steps of the new process Get all needed approvals Train all workers Post the standardized work sheets (STW)

THE SMED PROCESS

5. DOCUMENT INTERNAL & EXTERNAL PROCEDURES
Create new process
Document who will do what and when Practice quick changeover (QCO) before doing it

Test new process

Run pilot of new process document steps of new process time steps of new process document improvement opportunities videotape and look for additional opportunities Make adjustments, as needed Re-test, if necessary

Document new process

Create new work sheets that include all the steps of the new process Get all needed approvals Train all workers Post the standardized work sheets (STW)

WHEN SHOULD YOU AUTOMATE??

 Criterion 1: The operation has already been dramatically simplified  Criterion 2: Begin with semi automation to achieve 80% benefit at 20% cost  Criterion 3: The automation is cost-effective

IDEAS FOR IMPROVEMENT

Setup sheet Prints Special instructions

Gauges Set blocks Stop gauges Special tools

SET-UP TOOL CARTS

IDEAS FOR IMPROVEMENT

SET-UP DIE CARTS

Rollers

Tools Turntable

Documentation

IDEAS FOR IMPROVEMENT

Slot address

Model

Slide value

ORGANIZE & STORE IN PROXIMITY

Cover Slot address labels

Block gauge # Part Line #

IDEAS FOR IMPROVEMENT

STANDARDIZE CLAMPING HEIGHT
Clamping height

Add spacers here Cut away here

IDEAS FOR IMPROVEMENT

Adjusting screw Adjusting wedge

Adjusting pin

Spring plate

Interior space (inaccessible)

Linear gauge & pointer Dial gauge

Better

Better Still

IDEAS FOR IMPROVEMENT

Socket wrench removes screw

4-piece clamp
Die heights vary

4 3

Socket head cap screw 2

Die Bolster Plate

Spring

AFTER Streamlined 1-Piece Clamp

Nut is not removed for setup!

BEFORE
L clamp
Standardize clamp heights on dies

Spring Die

Bolster Plate

IDEAS FOR IMPROVEMENT

Before
Mold Cam lock Stopper

After
Eliminate bolts
QUICK RELEASE CAM LOCK TOGGLE LOCK DOWN CLAMP

IDEAS FOR IMPROVEMENT

Before
Bolster Die Die

Bolt & Slot Centering Jig

Slot

After
Bolster

Top view
2. Tighten

Hinged Bolt

Side view
1. Lift

TBM

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R evis ed: 1 70 3

2 003 T B M C ons ulting G rou p, Inc . A ll rights res erv ed.