By John R. Henry
Defined because the overall strategy of changing a line or method from one product to a different, changeover won't purely support your company enhance caliber and suppleness, however it will keep millions and infrequently even tens of hundreds of thousands of bucks according to hour.
Achieving Lean Changeover: placing SMED to paintings is concerning the functional implementation of the one minute alternate of die (SMED) philosophy built by way of Shigeo Shingo at Toyota. even supposing the booklet is especially approximately changeover of producing, packaging, and meeting tactics, the final options and examples also are acceptable in lighter industries that require turnover of processes—including airways, hospitals, working rooms, and nutrition service.
Filled with functional examples, the booklet stocks confirmed tools which could assist you convert changeover downtime to effective uptime. It explains why decreasing changeover time is critical financially and gives a dependent method that will help you determine and enforce development opportunities.
The writer addresses either the equipment concerns with changeover/ SMED and the linked operational concerns equivalent to expenses, ready instances, fabric move, documentation, and product/component layout. He additionally devotes a bankruptcy to discussing, intimately, how you can calculate the price of changeover downtime, a space that is still a secret to many.
Taking a holistic method of changeover, the textual content features a bankruptcy dedicated to organizing changeover advancements, maintaining them heading in the right direction, and constructing and imposing a proper changeover relief software. offering time-tested tools and sensible examples from numerous industries, it provide you with the chance to minimize changeover time and value and supply your company with the pliability had to greater fulfill your shoppers in 3 vital dimensions: product sort, responsiveness, and price.
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Extra resources for Achieving Lean Changeover: Putting SMED to Work
26 ◾ Achieving Lean Changeover: Putting SMED to Work Whatever the exact shape may be in reality, lower changeover costs will generally result in lower economical lot sizes. Another caveat is that other factors can impact optimal lot size. Mixing tank size, production capacity in an 8-hour day, regulatory requirements, and raw material packaging are a few of the things that can impact the final decision on what size lot to produce. Reduced inventory will free up plant floor space. This space may be usable for additional production capacity or other productive uses.
It is only by this means that proper and efficient changeovers can be performed. Standard operating procedures or SOPs go by a number of different names, including standard operating instructions, procedural guidelines, or setup specifications to name a few. For simplicity, this book will refer to them as SOPs. They can be presented in a variety of formats including textual, pictorial, schematic, flow charts, or a combination. Whatever they are called and however they are presented, they all have, or should have, one goal: to properly guide the mechanic or operator through the changeover.
It may be desirable at this stage to bypass all the formal approvals and recognize these as working documents on the way to formal SOPs. Rather than calling them standard operating procedures/SOPs, which can have legal and regulatory implications, they can be called changeover guidelines. A good starting point for developing a changeover SOP is the equipment manufacturer’s manual. Many of these will include instructions on how to perform an SOP as well as setpoints developed during equipment testing.