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

By John R. Henry

Defined because the overall technique of changing a line or approach from one product to a different, changeover won't in basic terms aid your company increase caliber and adaptability, however it will retailer millions and infrequently even tens of millions of bucks in step with hour.

Achieving Lean Changeover: placing SMED to paintings is concerning the sensible implementation of the only minute alternate of die (SMED) philosophy built via Shigeo Shingo at Toyota. even if the publication is especially approximately changeover of producing, packaging, and meeting strategies, the overall strategies and examples also are appropriate in lighter industries that require turnover of processes—including airways, hospitals, working rooms, and foodstuff service.

Filled with functional examples, the publication stocks confirmed tools that could assist you convert changeover downtime to effective uptime. It explains why lowering changeover time is necessary financially and gives 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 comparable to expenses, ready instances, fabric stream, documentation, and product/component layout. He additionally devotes a bankruptcy to discussing, intimately, the way to calculate the price of changeover downtime, a space that is still a secret to many.

Taking a holistic method of changeover, the textual content encompasses a bankruptcy dedicated to organizing changeover advancements, maintaining them heading in the right direction, and constructing and imposing a proper changeover aid application. offering time-tested tools and useful examples from a number of industries, it provide you with the chance to lessen changeover time and value and supply your company with the flexibleness had to higher fulfill your buyers in 3 vital dimensions: product sort, responsiveness, and price.

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Simplify everything as much as possible. Externalize any tasks that can be done during production. Execute by performing all changeover tasks repeatedly with minimal variation. Each of these steps will be discussed in detail in subsequent chapters. 18 ◾ Achieving Lean Changeover: Putting SMED to Work Today’s marketplace is continually being chopped into smaller and smaller segments. Each segment demands that products be tailored to their particular wants. This is great for consumers but puts a large burden on manufacturers.

This allows more time for them to work on more value-adding tasks. Any time an operator or technician must intervene with a machine, to adjust it or clear a jam, there is a possibility for an accident to occur. This must never be the case. Safety must never be compromised. Unfortunately, in the real world of the plant floor, it occasionally is. This can be compounded in plants with high turnover in which teammates may not get adequate training or experience in working safely. Improved changeover, especially improvements in the precision of the changeover, will reduce the number of incidents requiring intervention with the machinery.

A portion of that money returns to them in the form of wages and benefits. How much money is made will vary depending on the product and production rate as well as the value of the individual product. Some companies use lost sales. This is probably not realistic in most cases. A better value would be the contribution (sometimes called margin or even profit) of the product at that point. This book will not get into a discussion about how to measure the value or what value should be used other than to say that it must be determined by the finance department.

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