How do you measure and improve the internal and external setup times using smed?

SMED, or Single-Minute Exchange of Die, is a lean manufacturing methodology aimed at minimizing the time it takes to change over or set up manufacturing equipment, allowing for quicker transitions between different products or tasks. SMED achieves this by categorizing setup activities into internal (which must be performed when the equipment is stopped) and external (which can be done while the equipment is running) and then focusing on converting as many internal setup tasks into external ones. The ultimate goal is to reduce setup times to the lowest possible level, often aiming for single-digit minutes, through standardization, waste elimination, and continuous improvement, cost-effective, and responsive to customer demands.

Some context around SMED and setup time for those outside manufacturing, practicing in the service industry ... You can think about setup time in the context of call center operations. When one call ends, how much time does it take to wrap up the call you were on and setup (get ready) for the next call? #LeanSixSigma #operations #process #callcenter

Form a team. Document and time every event that delays an immediate changeover. Then develop plans and implement ideas to eliminate. It's all waste. We took an Amada Turret that had a changeover of 1 hour and 8 minutes down to less than 3 minutes. We identified 81 reasons why the changeover was not immediate.

Smed es un metodología lean manufacturing que se basa en la identificación de actividades internas (actividades que se realizan cuando el proceso o máquina esta detenido) y externas (aquellas actividades que se pueden ejecutar cuando el proceso esta funcionando). El objetivo es incrementar el número de actividades externas para efectuar actividades en paralelo que puedan reducir los tiempos de ciclo. Algunas recomendaciones: -Realiza un mapeo de actividades del proceso en estudio (tipo de actividad, quienes participan, el tiempo efectuado, tipo de actividad). -Efectua tomas de tiempo en diferentes momentos, si el proceso se hacen en turnos diferentes o si existe cambio de personal, etc. -Tener en cuenta aspectos de seguridad en el estudio

Try breaking down the process into different steps and by classifying them as external & internal ones and there will be definitely opportunity for internal steps to converted into external ones , hence reducing the setup time / changeover time in a manufacturing environment .

Un tema importante en la medición es considerar el tiempo de cambio como principal indicador pero desde que para el proceso hasta que se reinicia con el producto liberado y correcto, ese es el total del tiempo de cambio a abordar con la metodología.

Visual impactors are one of the best tools to use Color Coding 1.Color coding of parts / Change Parts / Change parts rack Visual markers 1.Set points / Markers / Scribe / Measurement markers / Quick change points ideally having parts on a quick change bench available so they can be rolled into place waiting for the change Used many times in the dairy industry for size changes

La metodología indica una observación inicial del proceso filmaciones para determinar las actividades: Internas: se requiere de manera forzosa que el proceso se detenga. Externas: actividades que no requieren se detenga el proceso. Ajustes. Calibraciones, ajustes finales del producto. Una vez establecido esta parte se acomodan las actividades internas u externas y se trata de convertir actividades internas a externas. Y ahora si mejorar las internas y ajustes

I spearheaded a SMED initiative on our PET line. Our objective was to trim down changeover times. Through meticulous observation, we identified non-essential operations and relocated them outside the changeover window. By standardizing tools and prepping materials in advance, we effectively reduced manual adjustments. Our teamwork paid off, and we slashed our changeover time by a significant 30 minutes. This not only boosted our productivity but also enhanced our operational agility, allowing us to respond faster to varying production demands.

One beautiful quotes I read for one of lean expert, I think his first name is Paul, is SMED is not about faster it's about easier change over. ways to sustain SMED, improvement can be: A. engaging the team into the thinking process with dignity and respect B. Listening to them on obstacles, ideas C. Practicing problem solving on obstacles and long time processes Lastly continous measure of performance, celebrating with team the small improvement

Las veces que he podido implementar SMED en la mayoría de los casos los tiempos se reducen drásticamente aplicando las 5S y estableciendo las responsabilidades y tareas de forma correcta y lógica.