Lean Manager School - Day 2 - SMED

Cliquez pour modifier les styles du texte du masque,Deuxime niveau,Troisime niveau,Quatrime niveau,Cinquime niveau,68,Lean Manager School - Cochin September 23 to 25, 2008,Cliquez et modifiez le titre,Lean Manager School Day 2,Cochin, 24 September 2008,Day 2 SMED Workshop,Wednesday September 24,th,Time,Content,Speaker,8 h 00,Q&A on day 1 content,Yves Merel,8 h 15,SMED for EPEI reduction,Bertrand Guery,8 h 45,SMED workshop methodology & Nantong example,Bertrand Guery,9 h 15,EPEI assessment exercise (groups 1 & 2),Kaliappan Uthandaraman,9 h 15,bis,SMED game (groups 3 & 4),Bertrand Guery &,Yves Merel,10 h 30,Coffee break,10 h 45,Changeover observation exercise (2 groups),Bertrand Guery,&,Yves Merel,12 h 00,Exercise conclusion,Bertrand Guery,12 h 30,Lunch,13 h 30,SMED game (groups 1 & 2),Bertrand Guery &,Yves Merel,13 h 30,bis,EPEI assessment exercise (groups 3 & 4),Kaliappan Uthandaraman,14 h 45,Coffee break,15 h 00,Changeover video analysis exercises (6 groups),Bertrand Guery,17 h 30,Conclusion of the day,Yves Merel,18 h 00,End,Day 1 - Main messages to remember,Visual Control,4 Lean levers,Red Bin review,Day 2 SMED Workshop,Wednesday September 24,th,Time,Content,Speaker,8 h 00,Q&A on day 1 content,Yves Merel,8 h 15,SMED for EPEI reduction,Bertrand Guery,8 h 45,SMED workshop methodology & Nantong example,Bertrand Guery,9 h 15,EPEI assessment exercise (groups 1 & 2),Kaliappan Uthandaraman,9 h 15,bis,SMED game (groups 3 & 4),Bertrand Guery &,Yves Merel,10 h 30,Coffee break,10 h 45,Changeover observation exercise (2 groups),Bertrand Guery,&,Yves Merel,12 h 00,Exercise conclusion,Bertrand Guery,12 h 30,Lunch,13 h 30,SMED game (groups 1 & 2),Bertrand Guery &,Yves Merel,13 h 30,bis,EPEI assessment exercise (groups 3 & 4),Kaliappan Uthandaraman,14 h 45,Coffee break,15 h 00,Changeover video analysis exercises (6 groups),Bertrand Guery,17 h 30,Conclusion of the day,Yves Merel,18 h 00,End,SMED definition,S:,S,ingle,M:,M,inute,E:,E,xchange,D:,D,ie, SMED is used to reduce changeover duration down to the minute level, but is targeting other main benefits!,SMED is part of the Lean system,It has been developed by Shigeo Shingo,(,Toyota - Japan).,SMED goal: common thinking!,We often hear that SMED,is about to increase OEE,by reducing changeover time,Lets have a look,:,Before,Equipment is running:,5 days,24hrs.,Changeover:,2 per week,3 hours each.,SMED,After,Equipment is running:,5 days,24hrs.,Changeover:,2 per week,1,5,hours each.,+2,5% OEE,(3Hrs over 120),Very Poor Result,versus,the Effort!,SMED goal: the truth!,SMED is not to increase OEE by decrease C/O Time , but it is to decrease C/O Time to give room to an,increase of the frequency (thus quantity) of C/O !,C/O,PRODUCTION,time,SMED WORKSHOP BENEFITS,SMED goal: Benefits,SMED main benefits are:,Easier changeover for the operators,(faster, standardized procedure, easy training, identified spots for further improvement);,Smaller batch size,(leading to less stock, lead time reduction, less consequences on Quality events by reducing scrapped quantities);,Production closer to customer demand,(with less anticipation requested thus less stock consequences on potential mistakes);,Less emergencies,(reduced lead time ,More flexibility on the equipment,(leading to a better utilisation);,Less heavy investments,(due to better utilisation).,SMED goal: Flow Time impact,1 truck /,week,1 truck /,day,1 c/o /,day,Monday,: A,Tuesday: B,Wednesday,: C,Thursday: D,Friday: E,EPEI = 5,days,Customer,Supplier,Press,ref,A B C D E,Assembly,(,dedicated,to,ref,. A),B C D E,A,Safety, 5,days, 5,days, 5,days, 1,day,= 9,days,5 c/o /,day,(5 times more),Monday,: ABCDE,Tuesday: ABCDE,Wednesday,: ABCDE,Thursday: ABCDE,Friday: ABCDE,EPEI = 1,day, 1,day, 1,day,Mat,from,10 to 6,days,(= WIP,reduction,),WIP,from,5 to 1,day,(5 times,less,),Flow Time reduction = 2 x EPEI reduction = 8 days,SMED goal: Stock Impact,One C/O per Week: average stock 4700,SMED goal: Stock Impact,Two C/O per Week: average stock 3233,SMED goal: Stock Impact,One C/O per Day: average stock 2180,SMED goal: Stock Impact,One C/O per Shift: average stock 1900,SMED goal: Stock Impact,One C/O per Shift + Reduced Stock: average stock 500,5 days saved,& leveling of production!,SMED Targets,Produce every day every partshipped,(Work In Progress and Finished Products),Dedicate when needed up to 10% OEE to C/O,(2.5 hours per day on 24 hours operation),SMED OEE Target,Why 10%?,2.4 hours every shift would be very expensive!,(equipment stopped, high number of operators),2.4 hours per week would be very conservative,(no flexibility, high investment in machines to run all product on short term),2.4 hours per day is found to be a good target,(based on average in industry & demonstrated best practices on cost versus benefits),SMED Workshop Typical Agenda,DAY 1,:,SMED presentation (room),Batch Size reduction & related shop organization EPEI Impact (room),Changeover observation and video recording (shop),DAY 2,:,SMED game to focus actors on key points (room),Video analysis (room),Changeover process optimization (room/shop),Standardized changeover process test (shop),DAY 3,:,Targets definition (room),Batch size modification to reduce EPEI (Logistics),Others operators training by testing (shop),SMED workshop board (shop),3 Rules for the SMED Workshop,A cross-skilled group of people including,Operators,Planning,Supervisor,Production Manager,Technical Resources (design, tooling),Site Manager;,Limit of time (3 days) to drive toward simple, cheap & effective solutions.,A Methodology for Analysis.,Day 2 SMED Workshop,Wednesday September 24,th,Time,Content,Speaker,8 h 00,Q&A on day 1 content,Yves Merel,8 h 15,SMED for EPEI reduction,Bertrand Guery,8 h 45,SMED workshop methodology & Nantong example,Bertrand Guery,9 h 15,EPEI assessment exercise (groups 1 & 2),Kaliappan Uthandaraman,9 h 15,bis,SMED game (groups 3 & 4),Bertrand Guery &,Yves Merel,10 h 30,Coffee break,10 h 45,Changeover observation exercise (2 groups),Bertrand Guery,&,Yves Merel,12 h 00,Exercise conclusion,Bertrand Guery,12 h 30,Lunch,13 h 30,SMED game (groups 1 & 2),Bertrand Guery &,Yves Merel,13 h 30,bis,EPEI assessment exercise (groups 3 & 4),Kaliappan Uthandaraman,14 h 45,Coffee break,15 h 00,Changeover video analysis exercises (6 groups),Bertrand Guery,17 h 30,Conclusion of the day,Yves Merel,18 h 00,End,SMED Methodology Details,DAY 1,:,SMED presentation (room),Batch Size reduction & related shop organization EPEI Impact (room),Changeover observation and video recording (shop),DAY 2,:,SMED game to focus actors on key points (room),Video analysis (room),Changeover process optimization (room/shop),Standardized changeover process test (shop),DAY 3,:,Targets definition (room),Batch size modification to reduce EPEI (Logistics),Others operators training by testing (shop),SMED workshop board (shop),SMED Methodology Day 1 (1/4),SMED presentation (room),Use “Why SMED”,ppt,presentation to introduce SMED ,Site manager attendance is mandatory;,Operators attendance is also mandatory;,In fact, complete team attendance is mandatory:,Operators,Planning,Supervisor,Production Manager,Technical Resources (design, tooling),Site Manager.,SMED Methodology Day 1 (2/4),Define SMED Perimeter:,It can be a single press, a group of press (same brand, or using same raw material),If possible, the selected press or group of presses should always run the same dies (fixed perimeter), thus the same Part Numbers (PN).,The press or group of presses should not be dedicated to a single die running different,PNs,; it should run different dies in sequence (switching from “die A” to “die B” and not from “die A-PN1” to “die A-PN2”),When the perimeter is defined, you can calculate:,Number of presses,Number of,PNs,Number of operators dedicated to the perimeter,Opening time.,SMED Methodology Day 1 (3/4),Then it is time to introduce the current EPEI:,Using the Changeover Log Sheet, you can determine the quantity of c/o per week and the average duration of the c/o.,With those information, you have easy access to the current OEE dedicated to c/o.,Using the Qty of PN, the Qty of presses and the Qty of c/o per week, you can determine the current EPEI.,Its now time to report this on a blank page for further use!, and to simulate what would be the EPEI and batch size if investing up to 10%OEE as per recommendations;, then to check if the current resources could support this (operators availability)!,SMED Methodology Day 1 (4/4),Its now time for live changeover video recording:,Usage of a camera is mandatory.,Try to video all actions from actors, especially side actions (such as searching for missing tools),All team members are taking notes and timings.,Do not forget to identify any preparation work done before the beginning of the changeover.,Changeover starts “last good part” and finishes “first good part”!,SMED Methodology Day 2 (1/5),Day starts with the “SMED game” to focus actors on key points such as 5S, training, job preparation, maintenance, marking & process. basically free improvements!,Then we perform the video analysis using white paper board and Post-it to clock main actions and record ideas (video is projected on the wall),One action per Post-it;,Action duration also reported;,As many column as operators involved;,Ideas are on the right side (one per Post-it).,SMED Methodology Day 2 (2/5),Then the team is optimizing the process by moving Post-it to minimize internal time:,Converting internal to external before or after;,Involving new resources such as a materiel handler;,Balancing and coordinating the load between operators;,SMED Methodology Day 2 (3/5),Then this optimized process is recorded on the Standardized Changeover Sheet (using local language).,The Lean “Standardized Changeover Sheet” is being used.,SMED Methodology Day 2 (4/5),Ideas are classified in,3 Days,3 Weeks,3 Months ideas,and reported on a Kaizen board (paper board) for later analyze (day 3),SMED Methodology Day 2 (5/5),The Standardized Process is being tested in the tool shop during a new c/o,The c/o is also being video recorded,The video is being analyzed and compared to the Standard Process for adjustments.,Out of this comes the final Standard Process and demonstrated c/o time which will be the new reference.,EPEI and OEE are calculated accordingly!,SMED Methodology Day 3 (1/3),Ideas on the Kaizen board are being discussed and evaluated for feasibility and benefits; all 3 Months ideas are removed (remember the SMED Game and “heavy investments” benefits versus free ones!),Based on remaining ideas, a “c/o target time” is defined (some ideas should reduce the duration of some of the c/o steps).,OEE is defined 10%.,Based on this new inputs, a new Qty of c/o and a new EPEI is defined.,Based on Qty of c/o per week, a new batch size is defined and MUST be implemented in the system to be effective the same day! (Logistics),SMED Methodology Day 3 (2/3),Workshop board is being setup using:,Problem why you decided to perform SMED here & related Actions,Team picture,Standardized Process (P),Kaizen board translated from paper board to A4 sheet (D),Weekly Changeover Tracking (with past data from Changeover Log Sheet) (C),Weekly meeting schedule, attendance and decisions (A),SMED Methodology Day 3 (3/3),Board is placed next to the concerned presses,Training of the operator starts (all shifts),Wrap up with Site manager is happening on the shop floor, next to the Workshop board.,Lean Standard Standardized Changeover,Lean Standard Weekly Changeover Tracking,SMED (Single Minute Exchange of Die),Nantong SMED Workshop,Week 34 / 2008,SMED example at Nantong on HM25 press,HM25 press runs 6 different parts (ModJack products):,Before: batches of 11 days of customer demand,After 3 days workshop: batches of 6.5 days of customer demand,Target after 1 month:batches of 1.1 day of customer demand,Molding shop initial situation,30 presses in the workshop,The press selected for SMED is running ModJack products,Data from the Changeover Log sheets implemented at presses:,160 minutes average changeover time,each press has a changeover every 2 days in average,6 active parts produced on this press,So we calculated:,160 minutes every 2 days represent,6%,of the total time dedicated to the changeovers, instead of the10% we are looking for,To produce 6 parts on the press, changing every 2 days makes an EPEI (Every Part Every Interval) of,11 days,Day One: cut batches to 10%,Even with an accurate scheduling the plastic parts inventory cant be stabilized below 11 days (EPEI),But 6% of the total time dedicated to the changeovers is far from the Lean target of 10%,So we first cut by 2 in MFGPro the production batch size for these 6 parts numbers,Then each press has a changeover every day (still in 160 minutes, so it takes 12% of the total time) and the EPEI became 6.5 days (which saved 4.5 days of inventory),But employees in charge of the setups were very busy and we were still far from the Lean target of producing every part everyday,Video recording of a changeover operation,Day Two: training to the SMED method,Second day starts with a game in order to focus team members on:,External preparation and 5S,Free improvement such as marking, maintenance & process,External finishing such as full control combined with internal quick visual control,Internal time minimization by involving the operators,Cheap investments that can be done internally in a couple of days,Future tools standardization,Video Analysis & Optimization,The analysis is done in order to highlight main steps then working sequence is being optimized!,Day Three: standardizing the changeover process,The final working procedure is defined,And ideas are classified (3 days / 3 weeks / 3 months) and reported on the Kaizen Board for implementation.,Complex & expensive ideas are removed,Target time was defined at 25 minutes instead of 160 minutes before,Most improvements were done during the 3 days of the workshop,Operator Training,All the operators within the perimeter were trained to the new changeover process,The workshop board and a weekly review was set-up to track the SMED performances and to complete the list of Kaizen board actions to tackle new problems,Target definition & Logistics consequences,Based on the new Standardized Changeover Process:,Targets are defined,Batch modification is becoming effective for Logistics,As soon as the changeover will last consistently 25 minutes, the batches will be cut again by 5.5 and the EPEI will become 1 day (it was 11 before),In addition to a lower inventory we expect an easier scheduling based on a 1 days forecast instead of a 11 days forecast, hence improving forecast accuracy and service to our customers,Day 2 SMED Workshop,Wednesday September 24,th,Time,Content,Speaker,8 h 00,Q&A on day 1 content,Yves Merel,8 h 15,SMED for EPEI reduction,Bertrand Guery,8 h 45,SMED workshop methodology & Nantong example,Bertrand Guery,9 h 15,EPEI assessment exercise (groups 1 & 2),Kaliappan Uthandaraman,9 h 15,bis,SMED game (groups 3 & 4),Bertrand Guery &,Yves Merel,10 h 30,Coffee break,10 h 45,Changeover observation exercise (2 groups),Bertrand Guery,&,Yves Merel,12 h 00,Exercise conclusion,Bertrand Guery,12 h 30,Lunch,13 h 30,SMED game (groups 1 & 2),Bertrand Guery &,Yves Merel,13 h 30,bis,EPEI assessment exercise (groups 3 & 4),Kaliappan Uthandaraman,14 h 45,Coffee break,15 h 00,Changeover video analysis exercises (6 groups),Bertrand Guery,17 h 30,Conclusion of the day,Yves Merel,18 h 00,End,EPEI assessment exercise,Press #,Opening,(Hrs),Qty of c/o,per week,Avg,c/o duration (Hrs),Qty of PN,produced,OEE,for c/o,EPEI,(days),Actual, 10% OEE,10%,10% OEE,+ c/o duration / 2,10%,Actual,all, 10% OEE,10%,10% OEE,+ c/o duration / 2,10%,Day 2 SMED Workshop,Wednesday September 24,th,Time,Content,Speaker,8 h 00,Q&A on day 1 content,Yves Merel,8 h 15,SMED for EPEI reduction,Bertrand Guery,8 h 45,SMED workshop methodology & Nantong example,Bertrand Guery,9 h 15,EPEI assessment exercise (groups 1 & 2),Kaliappan Uthandaraman,9 h 15,bis,SMED game (groups 3 & 4),Bertrand Guery &,Yves Merel,10 h 30,Coffee break,10 h 45,Changeover observation exercise (2 groups),Bertrand Guery,&,Yves Merel,12 h 00,Exercise conclusion,Bertrand Guery,12 h 30,Lunch,13 h 30,SMED game (groups 1 & 2),Bertrand Guery &,Yves Merel,13 h 30,bis,EPEI assessment exercise (groups 3 & 4),Kaliappan Uthandaraman,14 h 45,Coffee break,15 h 00,Changeover video analysis exercises (6 groups),Bertrand Guery,17 h 30,Conclusion of the day,Yves Merel,18 h 00,End,SMED game,1,st,person changeover as fast as possible,2,nd,person inspect the 4 dimensions,3,rd,person time the duration,SMED game in 7 runs,Round 0: run it as bad as possible.,Round 1: run it with external preparation + 5S + training.,Round 2: run it with maintenance + process + marking,(free improvements).,Round 3: convert internal checking time to external after.,Round 4: easy, fast and cheap investments,(such as container, ear nut, spacer).,Round 5: heavy investments such as die standardization.,Round 6: Involve more people to cut down time (hidden time),Day 2 SMED Workshop,Wednesday September 24,th,Time,Content,Speaker,8 h 00,Q&A on day 1 content,Yves Merel,8 h 15,SMED for EPEI reduction,Bertrand Guery,8 h 45,SMED workshop methodology & Nantong example,Bertrand Guery,9 h 15,EPEI assessment exercise (groups 1 & 2),Kaliappan Uthandaraman,9 h 15,bis,SMED game (groups 3 & 4),Bertrand Guery &,Yves Merel,10 h 30,Coffee break,10 h 45,Changeover observation exercise (2 groups),Bertrand Guery,&,Yves Merel,12 h 00,Exercise conclusion,Bertrand Guery,12 h 30,Lunch,13 h 30,SMED game (groups 1 & 2),Bertrand Guery &,Yves Merel,13 h 30,bis,EPEI assessment exercise (groups 3 & 4),Kaliappan Uthandaraman,14 h 45,Coffee break,15 h 00,Changeover video analysis exercises (6 groups),Bertrand Guery,17 h 30,Conclusion of the day,Yves Merel,18 h 00,End,Day 2 SMED Workshop,Wednesday September 24,th,Time,Content,Speaker,8 h 00,Q&A on day 1 content,Yves Merel,8 h 15,SMED for EPEI reduction,Bertrand Guery,8 h 45,SMED workshop methodology & Nantong example,Bertrand Guery,9 h 15,EPEI assessment exercise (groups 1 & 2),Kaliappan Uthandaraman,9 h 15,bis,SMED game (groups 3 & 4),Bertrand Guery &,Yves Merel,10 h 30,Coffee break,10 h 45,Changeover observation exercise (2 groups),Bertrand Guery,&,Yves Merel,12 h 00,Exercise conclusion,Bertrand Guery,12 h 30,Lunch,13 h 30,SMED game (groups 1 & 2),Bertrand Guery &,Yves Merel,13 h 30,bis,EPEI assessment exercise (groups 3 & 4),Kaliappan Uthandaraman,14 h 45,Coffee break,15 h 00,Changeover video analysis exercises (6 groups),Bertrand Guery,17 h 30,Conclusion of the day,Yves Merel,18 h 00,End,Changeover observation exercise,Task,Time,Safety risk,Could be done before,Could be done after,Could be done by operator,Improvement suggestion,Day 2 SMED Workshop,Wednesday September 24,th,Time,Content,Speaker,8 h 00,Q&A on day 1 content,Yves Merel,8 h 15,SMED for EPEI reduction,Bertrand Guery,8 h 45,SMED workshop methodology & Nantong example,Bertrand Guery,9 h 15,EPEI assessment exercise (groups 1 & 2),Kaliappan Uthandaraman,9 h 15,bis,SMED game (groups 3 & 4),Bertrand Guery &,Yves Merel,10 h 30,Coffee break,10 h 45,Changeover observation exercise (2 groups),Bertrand Guery,&,Yves Merel,12 h 00,Exercise conclusion,Bertrand Guery,12 h 30,Lunch,13 h 30,SMED game (groups 1 & 2),Bertrand Guery &,Yves Merel,13 h 30,bis,EPEI assessment exercise (groups 3 & 4),Kaliappan Uthandara