Achieving Lean Changeover: Putting SMED to Work by John R. Henry

By John R. Henry

Defined because the overall means of changing a line or strategy from one product to a different, changeover won't merely support your company increase caliber and suppleness, however it will keep millions and occasionally even tens of hundreds of thousands of bucks consistent with hour.

Achieving Lean Changeover: placing SMED to paintings is concerning the sensible implementation of the one minute alternate of die (SMED) philosophy constructed by way of Shigeo Shingo at Toyota. even though the booklet is especially approximately changeover of producing, packaging, and meeting approaches, the final strategies and examples also are appropriate in lighter industries that require turnover of processes—including airways, hospitals, working rooms, and meals service.

Filled with useful examples, the booklet stocks confirmed tools which could assist you convert changeover downtime to efficient uptime. It explains why lowering changeover time is necessary financially and offers a dependent method that will help you establish and enforce development opportunities.

The writer addresses either the equipment matters with changeover/ SMED and the linked operational matters corresponding to expenditures, ready instances, fabric circulate, documentation, and product/component layout. He additionally devotes a bankruptcy to discussing, intimately, tips on how to calculate the price of changeover downtime, a space that continues to be a secret to many.

Taking a holistic method of changeover, the textual content encompasses a bankruptcy dedicated to organizing changeover advancements, protecting them heading in the right direction, and constructing and imposing a proper changeover aid software. offering time-tested tools and functional examples from numerous industries, it will give you the chance to lessen changeover time and value and supply your company with the flexibleness had to larger fulfill your clients in 3 vital dimensions: product sort, responsiveness, and price.

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Sample text

A similar effect holds for seemingly small increases in production efficiency. A process running 100 parts per minute (PPM) at 80% efficiency will produce 9,600,000 parts in a 2,000-hour year. If efficiency can be increased to 85%, the same process will produce an additional 600,000 parts at no additional cost other than materials. The reasons for improving both pit stop and changeover are the same. So are the techniques for achieving it. ◾◾ Task assignment: Pit crew members know exactly what their assigned tasks are and the order in which they are to be performed.

Slow-motion cameras allow every wasted motion to be identified and eliminated. ◾◾ Continuous improvement: Pit crews work to continuously improve the speed and quality of the pit stops. They do this by evaluating each stop to determine what was done right and what can be done better. Mistakes are noted and means developed to avoid them in the future. The evaluation is done in full knowledge that they are unlikely to find any major improvement opportunities. In most cases the improvements will be marginal.

Improved plant efficiency and profitability from improved changeover will result in improved job security. Teammates often have direct participation in profits through 401Ks or other profit-sharing plans. There are never any guarantees, of course, and when presenting this, care must be taken not to inadvertently instill a sense of guarantee. In a similar vein, a profitable plant is more likely to grow as business increases. This company growth will provide opportunities for promotions and personal growth.

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