Dear readers, this article provides an overview of one of the most popular lean tools called SMED. Tool SMED(single minute exchange of die) or " quick changeover”, as well as, quite simple and common in Russia. Here we will focus on the purpose of using the tool and on the key points that you should pay attention to.

A-priory, changeover time- the period of time between the release of the last good part of product "A" and the receipt of the first good part of product "B". The essence of the method is to reduce the total time spent as a result of the transition from one product to another (changeover time). Reducing changeover time is often considered the goal of the method, but this is completely wrong, do not confuse ends and means. This tool was developed by Toyota to reduce the number of products produced between changeovers. High changeover times required large batches to be processed, resulting in a build-up of huge amount stocks, increasing the cost of their processing (moving, transporting, accounting, operating, maintaining warehouses, etc.), not to mention. This tool allows you to get rid of several, not just by reducing the time of the changeover itself and increasing the load of the adjuster, but by reducing the lot size and the amount of inventory. From the point of view, it makes no sense to reduce the changeover time and continue to work in large batches, this is a waste of time and money.

The main purpose of using this tool is to reduce the lot size produced between changeovers as much as possible. This concept may seem strange to many, but the goal is achieved by increasing the number of changeovers by reducing their duration while maintaining the same time available for changeovers. In other words, if earlier we could do one changeover per day, which took 1 hour of time, now, having reduced the time by 2 times (up to 30 minutes), we can already do 2 changeovers in the same hour. More details about the calculation of batches between changeovers are written in. All the advantages of the tool already follow from this: the reduction of inventories as such is a reduction in investment and production costs, a reduction in occupied space, a reduction in work that does not add value, which has already been mentioned, it is also a reduction in the risk of injury, etc. Along with a decrease in inventory, an increase in the number of changeovers leads to a decrease in , i.e. early release of invested funds and satisfaction of demand .

The tool is based on the fundamental division of actions performed during changeover into internal and external.
Internal setup - part of the operations of the changeover process that are performed when the equipment to be adjusted is stopped.
External changeover - part of the operations of the changeover process that are performed during the manufacture of suitable products on the equipment to be adjusted.

Then everything becomes simple, in the initial situation, the changeover process is usually not optimal (there is no difference between external and internal work, preparation time has great variations, there is no changeover methodology, not to mention). This typical situation at average enterprises that did not use SMED.

From this initial situation, the countdown of 5 steps begins. SMED. Steps for using the quick changeover tool:

1. Studying the current situation. The entire changeover process is carried out (from the moment the production of product “A” is completed until the production of product “B” begins), all actions are recorded in great detail (taken, fixed, transferred, etc.). It is recommended to film the current changeover process on video for the convenience of subsequent analysis.
2. Separation of internal and external works. At this step, analysis is carried out: all recorded actions are classified into internal and external, as well as those that must be done before the equipment shutdown, during the shutdown and after it.
3. Translation internal works to external. The analysis continues, those actions that can be performed without stopping the equipment (pre-assembly, adjustment, warm-up, preparation of tools, equipment, etc.) are highlighted.
4. Reduction of internal work. Development of solutions that allow eliminating adjustments, settings, performing simplified fixes, organizing parallel execution of work, etc. This step may require changes in the design of tooling and fixtures, which may require a significant investment.
5. Reduction of external work. Development of solutions to improve logistics (delivery of equipment, fixtures, tools, etc.), improve service, reduce travel, etc.

Thus, by a simple logical analysis, even if one does not invest in redesign or manufacture of fixtures (fasteners, etc.), one can find huge potential for improvements in any changeover process. Even carrying out the simplest analysis with the maximum transfer of internal work to external work and standardization of the result helps to significantly reduce changeover time and the process. Despite the existing myth that the implementation requires absolutely no costs, this tool is rightfully the most expensive, since a significant part of the potential for reducing changeover time is realized by changing the design (fasteners, fixtures, etc.), i.e. after investing certain funds.
The result of the analysis and decisions taken there should be a changeover standard that clearly regulates the sequence of actions, settings and start-up parameters, the necessary time and means for its implementation (tools, equipment, etc.). Of course, the changeover standard must be supported by the managers, ie. Managers must ensure that nothing stands in the way of following and monitoring compliance with the standard.

The main points that you should pay attention to when using the described tool:

• Determination of clear goals and the required result of the work. Common mistakes- improvement for the sake of improvement, or the expenditure of time and money for the sake of reducing several hours of work for the adjuster. Keep the main purpose of the tool in mind and be clear about the desired result before starting work.
• Feasibility assessment. During the analysis phase, it will become clear what potential can be released as a result of the work (by how much changeover will be reduced), as well as what investments will be required for this. Verify that the required investment is worthwhile by comparing and planning costs.
• Learning and following each step correctly is also important. Make sure the team clearly understands the sequence of steps to be taken, and resist the temptation to skip or shorten a step.
• Standardization of the result completes any improvement. Make sure the result is standardized, but understandable and accurate.
• Formation and control over compliance with the standard. Make sure managers control the standard and employees follow it.

The results of work using SMED should be the following:

• A standardized optimal sequence of actions when performing changeover, including preparatory work, directly changing the tooling (tool).
• Standardized changeover times.
• Standardized places and methods for bringing equipment and performing external operations.
• Reducing and standardizing lot sizes and product inventory levels as a result of increased changeovers.

Good luck with your work!

The article was prepared on the basis of material from the book, 2014 F.A. Semenychev.

Changeover speed is one of key indicators characterizing the efficiency of the enterprise. Shigeo Shingo has developed a revolutionary changeover time reduction technology that can be applied to any process. The practice of not only foreign, but also many Russian companies proves that changeover times can be reduced from hours to minutes. We recommend using this book when training operators and foremen of manufacturing companies, as well as when teaching students of technical and economic specialties.

Book imprint:

Adapted from Shiego Shingo, A Revolution in Manufacturing: The SMED System, English edition 1985 by Productivity Press (based on Shinguru dandori, 1983 by the Japan Management Association; originally translated by Andrew P. Dillion.

Quick changeover for workers / Lane. from English. - M.: Institute of Complex Strategic Studies, 2009. -112 p.

ISBN (English) 978-1-5632L-25-0, ISBN (Russian) 978-5-903148-28-8, UDC 65.0 (07), BBC 65.290-2ya7

Translation from English. Alexandra Ryzhkova, executive editor Alexander Nizhelsky, scientific editing Vyacheslav Boltrukevich, literary editor Larisa Pavlova, proofreading by Galina Kulik and Olga Pavlovskaya, technical editor Andrey Sobolev, layout by Andrey Sobolev, cover design by Andrey Sobolev.

Signed for printing on September 29, 2008. Format 60x90/16. Offset paper No. 1. Offset printing. Volume 7 p.l. Circulation 2000 copies. Order No. 2644. Printed at OAO IPK Zvezda.

Chapter 2. Important Terms and Concepts

Chapter 3: Preparing for SMED Implementation

• Basic steps of the setup operation
  • Preparation, adjustment, checking of materials and tools
  • Mounting and dismantling of cutters, tools and parts
  • Measurements, setup and calibration
  • Trial runs and adjustments
• Analyze setup operations in your production
• Three stages of the SMED system
  • Step 1: Separate internal and external changeover activities
  • Step 2: Convert internal changeover activities to external
  • Step 3: Optimize all changeover activities
• Finally
  • conclusions
  • Time to think

Chapter 4. Step 1: Separate internal and external changeover activities

• Description of stage 1
• Checklists
• Function checks
• Optimization of the transport of parts and tools
• SMED in action: Mold transport as an external changeover operation
• Finally
  • conclusions
  • Time to think

Chapter 5: Step 2: Convert Internal Changeover Activities to External

• Description of stage 2
• Preliminary preparation of working conditions
• Function standardization
  • We introduce standardization of functions
  • SMED system in action: standardize the mold clamping function
  • SMED system in action: use the mold centering template
  • SMED system in action: use the mold cassette system
• Auxiliary equipment
  • SMED system in action: use accessories to handle multiple molds at the same time
  • SMED system in action: use accessories for milling machines
• Finally
  • conclusions
  • Time to think

Chapter 6: Step 3: Optimize all changeover activities

• Description of stage 3
  • Optimize external changeover activities
  • SMED in action: optimize storage and transport operations
  • Optimize internal changeover activities
• Implement Parallel Operations
• Use functional clips
  • Single turn retainers
  • Fasteners "in one motion"
  • Lock latches
• Avoid hardware adjustments
  • Fixed numeric settings
  • Visible centerlines and additional planned
  • LCM system
• Mechanization
• Finally
  • conclusions
  • Time to think

Chapter 7. Conclusions and remarks

Foreword

The new book in the Wasteless Manufacturing series will introduce you to a unique system that will make your production process more productive and your work easier and more enjoyable. In this book, you will learn how you can change equipment in record time - less than ten minutes. The system, which will be discussed, is known under the English abbreviation SMED (from the English. Single Minute Exchange of Dies) or the name "quick changeover".

One of Toyota's early experiences with SMED proved that a large 1,000-ton press could be set up in just three minutes, not four hours. Changeover speed is essential for any company looking to build their manufacturing process around just-in-time and small batches. Quick changeover for such companies provides the ability to quickly change the lineup and avoid the accumulation of excess stocks of products in the warehouse. The SMED system that this book is about is the most effective approach to reducing changeover time. Thanks to this system, you will be able to significantly reduce the number of complex, time-consuming and unproductive equipment changeovers, or even get rid of them, which will undoubtedly not only facilitate your work personally, but also make your company more competitive.

The SMED system is a simple and versatile solution that has been successfully used in various companies Worldwide. Although this system was originally created in order to optimize the work of replacing dies (hence it got its name), basic principles"quick changeovers" have proved to be quite applicable to a serious problem: how to reduce changeover time and preventive maintenance in production, assembly shops and even in the service sector. Now this system is used everywhere - from machine shops and packaging lines to airlines.

The SMED system shows a truly new perspective on the changeover process. Its creator, Shigeo Shingo, visiting the production facilities and observing what and how the workers do during the changeover of equipment, realized that all the actions necessary for the changeover can and should be done in the shortest possible way. When Shigeo Shingo taught people the basics of the SMED system, he did so through case studies, telling stories of how the changeover processes in various plants were optimized. He convincingly argued that it is necessary to move away from the “template” approach to changeover, to look at this process from a different point of view and find a better and more effective solution. We hope that in this book we have managed to preserve the unique style of Shigeo Shingo.

Quick Changeover for Workers is based on Dr. Shigeo Shingo's seminal and comprehensive book Quick Changeover: A Revolutionary Technology for Optimizing Production, which is intended for managers. But it will be those who are on the front lines in the production and assembly shops who will be directly involved in the implementation of SMED, and it is they who will benefit the most from this system. This book is written specifically for workers to familiarize them with the basic principles of "quick changeover". Having mastered the essence of the SMED system, you can apply it in your daily work.

The book explains why the implementation of the SMED system is important for companies and workers. The three basic stages of implementing "quick changeover" are detailed. You will benefit the most from this book when you study in a group, which is why the material in the chapters is presented in short blocks, each of which can be mastered in one session (Chapters 5 and 6 contain many examples, so we recommend devoting two sessions to each of them) . At the end of each chapter, you will find questions to discuss with other group members.

We hope that this book will give you, if not exhaustive, but sufficiently complete information about what the SMED system is, how to implement it in your company's activities, and how this system will make your work easier and more efficient.

Beginning of work

Purpose of this book

The book "Quick Changeover for Workers" was written to give necessary information how to implement SMED in your workplace. The purpose of "quick changeover", or SMED (from the English. Single Minute Exchange of Dies, quick change of dies) is to significantly reduce the changeover time of equipment.

What is the basis of this book

The forerunner of this book and its basis is Shigeo Shingo's "Quick Changeover: A Revolutionary Technique for Optimizing Production", published in Russian by Alpina Business Books in 2006 (see Figure 1-1).

It took Shigeo Shingo nineteen years to develop the SMED system. While studying changeover operations in many factories, he discovered two important things that formed the basis of SMED:

1. Changeover operations can be divided into two categories:

Internal changeover activities, i.e. operations that are performed after the equipment has stopped.

External changeover activities, i.e. operations that can be performed while the equipment is running.

2. Converting as many internal changeover operations as possible into external ones allows you to reduce the equipment changeover time by several times.

In your hands is now a book that introduces the basic concepts and tools described in the work of Shigeo Shingo. Since working with this fundamental essay would require considerable effort and time from you, our book presents its abridged and simplified version.

However, in order to clarify certain points or obtain more complete information, including the specifics of the practical implementation of the SMED system in various work situations, it is advisable to use the original source.

Chapter overview

Chapter 1 Getting Started

This is the introductory chapter you are currently reading. It explains the purpose of Quick Change for Workers and how it was written. This chapter provides tips on how to get the most out of what you read. In addition, there is a brief introduction to each chapter.

Chapter 2. Important Terms and Concepts

This chapter gives general information and definitions of the SMED system. It also discusses why the SMED system is important for companies and what benefits these companies receive from the implementation of the system. The following is a list of the most important terms and concepts with definitions to help you master the other chapters of the book.

Chapter 3. Preparing for the implementation of the SMED system

The four basic steps of the traditional changeover procedure are commented here. It then looks at the first steps in implementing a SMED system: describes how to analyze your current changeover operations. Finally, an overview of the three phases of implementing "quick changeover" is given.

Chapter 4. Step 1: Separate internal and external changeover activities

Chapter 4 discusses the first stage of "quick changeover". The examples explore three practical methods used to separate changeover operations: checklists, functional checks, and optimization of the transport of molds and other parts.

Chapter 5: Step 2: Convert Internal Changeover Activities to External

This chapter deals with the second stage of the SMED system. Descriptions and examples are given of the three methods used: preconditioning, standardization of functions, and accessory tooling.

Chapter 6: Step 3: Optimize all changeover activities

The description of the third stage of "quick changeover" is given. Five methods for improving the efficiency of internal and external changeover actions are studied, including through examples: optimization of the storage and transportation of materials and tools, the introduction of parallel operations, the use of functional clamps, and the elimination of adjustment operations.

Chapter 7. Conclusions and remarks

This chapter contains concluding remarks and reflections. Possibilities are being discussed practical application the material you have studied; recommendations are given for creating your action plan for the implementation of the SMED system. The chapter also introduces the possibilities for further study of the SMED system.

Introduction: What is the SMED system?

SMED is an abbreviation of the English term Single Minute Exchange of Dies (quick change of dies). In essence, the SMED system is a set of theoretical and practical methods that can reduce the time of equipment setup and changeover operations to ten minutes. This system was originally designed to streamline die changing operations and related equipment changeovers, but the "quick changeover" principles can be applied to all types of processes.

It should be emphasized that in almost all cases the use of the SMED system can significantly reduce the changeover time, but it cannot guarantee a reduction in the time of all setup processes to ten minutes or less. In turn, reducing changeover time brings many benefits to your company and to you personally.

In the chapters that follow, you will take a closer look at "quick changeover" and understand how the SMED approach differs from traditional changeover operations. You'll also learn why this system is so important and how you can use it to make your work more efficient and enjoyable.

Rice. 2-1. Problems of large-scale production

Productivity Press Development Group

Since 1981, Productivity Press has been publishing books on the world's best practices for manufacturing improvement. The "heart" of the publishing house is a group of developers - editors, writers and experienced experts in various fields activities that work tirelessly to bring the most relevant and necessary information to their readers. They read new books, learn new terms, and follow new trends in the manufacturing and publishing business. They are constantly learning themselves and do everything to ensure that the books and other educational materials published by their publishing house are useful and meet the needs of readers.

Shigeo Shingo was born on January 8, 1909 in the Japanese city of Saga. His labor path took more than 50 years, which he devoted to the problem of improving and rationalizing the methodology of production. Along with Taiichi Ono, he is considered one of the founders production system Toyota company.

From 1976 until his death in 1990, Shigeo Shingo actively advised and lectured to senior management and factory workers in Europe and the United States. He has written over 20 books. In 1988, he established the University of Utah's annual "Award to them." Shingo for improvement production process”, which is awarded to North American businessmen, students and teachers.

For a long time it was believed that effective work enterprise assumes the maximum possible load of equipment, i.e. long operating time of the equipment after each readjustment. For this, production was built in such a way that the number of changeovers was minimal, and the launch batches, respectively, were large. This caused the accumulation of a huge amount of inventory at all stages technological processes which is typical for mass production. The situation changed when TOYOTA company developed a different concept of organizing production (lean production). The fight against production costs at TOYOTA has resulted in small batches, passing through all stages of technological processes using a "pull" delivery system (kanban system). This made it possible to reduce the area for warehousing within the enterprise, significantly increase revolving funds by reducing stocks of work in progress and gain many other competitive advantages.

To organize production in small batches, it is necessary to make frequent readjustments of equipment, therefore, for any enterprise seeking to increase its profitability, reduce production costs and withdraw maximum Money, it becomes vital to reduce equipment changeover time. For this purpose, a technique was developed to reduce the changeover time of equipment called SMED.

2. What are the benefits of SMED?

Benefits that can be gained by reducing equipment changeover time:

1. Decrease in inventories. When working in large batches, parts lying motionless and waiting for their turn for further processing or assembly are “dead” money for the enterprise, which can be withdrawn to working capital (revive).
2. As a consequence of the decrease in inventories - the release of space. Freed up areas can be used: for rewiring equipment when building production flows in order to reduce the movement of parts and eliminate inter-operational stocks, to expand production or for rent.
3. Improvement of quality indicators. When working in small batches and frequent changeovers, the reject rate decreases, since more frequent changeovers mean more frequent adjustments to the specified parameters.

3. What is the essence of the changeover process?

The changeover process is a sequence of actions consisting of elements and transitions performed to set up equipment after the release of one type of product for the release of another.

Distinguish between internal and external readjustment.

Internal changeover consists of work that cannot be performed without stopping the changeover equipment.

External changeovers are jobs that need to be done to carry out the changeover, but that can be done without stopping the machine being changed (i.e., performed in parallel, during the production of products).

4. How to implement SMED?

5 steps to implement SMED:

1. Creation of a working group.

The task of reducing the equipment changeover time is most effectively solved by working groups consisting of:

• production specialist - team leader;
• production system development specialist - methodological team leader;
• specialist from the chief technologist;
• service specialist;
• etc.

The group leader sets specific, measurable goals for the rest of the project participants.

2. Description of the changeover process.

The group enters the production site (Gemba) and initially describes the current state, breaking down the process into its constituent elements and transitions. Next, timing is carried out and, in parallel, the identification of problems that affect the safety and time of the elements.

3. Separation of internal and external changeover, conversion of internal to external.

The group determines which elements are internal changeovers and which are performed without stopping the equipment. A list of the technological equipment necessary for the changeover is compiled. The analysis of the collected data is carried out (on changeovers to different types products) and determines the possibility of performing elements of internal changeover without stopping the equipment (transformation of internal changeover into external changeover).

4. Reducing internal changeover.

The possibility of combining and reducing individual elements of internal changeover is considered.

5. Reduction of external changeover.

The possibility of combining and reducing the elements of external changeover is considered.
To achieve the best result at all stages of the implementation of the SMED system, it is recommended to brainstorm the problems: the whole group gathers after each changeover, the problems discovered by each member of the group are read out one by one, the solutions developed for each problem are recorded, the most effective and low-cost ones are selected from them . Next, the group leader determines which of the group members and which proposals will be supervised and implemented.

Quick changeovers are one of the very effective ways reducing planned downtime and increasing the flexibility of production lines.

This tool is actively used by managers in the Company. It aims to reduce costs and increase productivity. Long processing of one large batch is less efficient than processing of several small batches. Large batches require large stocks. Large inventories freeze large sums of money and make customers wait longer. Thus, large batches reduce the return on investment (ROI). However, this tool is most valuable in accelerating shipments to the client.

While the quick changeover system was originally designed to streamline die change jobs, the basic principles of quick changeover have proved to be quite applicable to the challenge of how to reduce changeover time and preventative maintenance in manufacturing and even in the service industry.

The Shinglas plant took up a serious changeover in early 2007. We assembled a team for a practical five-day assault-breakthrough (more detailed description technique in the Continuous Improvement section). No one believed then that it was possible to move in color with a stop of 1-2 minutes or without any stops at all, and today's 14 minutes of transition in the form of cuts against 114 in 2007 seemed unbelievable. I had to "break concrete" in people's heads in order to free their minds from stereotypes and make them believe in themselves.

Having received the necessary information, we went to the production site to see everything with our own eyes. In addition to observation, they used photography and video filming, timed all operations, recorded their sequence, paid attention to parallel operations, the number of operators involved in the process, the tool used, tried not to miss a single detail.

Figure 1. Analysis of the production process at the Shinglas plant

Our task was to understand what all the time is spent on. To answer this question, it was necessary to conduct a careful timing of the actual changeover process and to separate the processes of external and internal changeover. Activities that are performed only when the equipment is off are called internal changeovers, while other operations can be performed before and after the actual changeover, they do not require the operation of the production line. These are external operations.

When analyzing the actions recorded by us during the observation, it became clear that many operations can be performed while the equipment is still running, they do not require a stop.

Thus, the first step towards a sharp reduction in the total changeover time was the transfer of many actions from the category of internal changeover to the category of external. These initial improvement measures were not very expensive, but they were very difficult to implement, and many years of habits and resistance to change had to be overcome. When most of the former internal operations were transferred to external operations, the next step was taken - reducing the time for the remaining internal operations.

Figure 2. Stages of the storm-breakthrough of TECHNONICOL

During the storm-breakthrough, we brought together representatives of the repair service, operators, employees of the Quality Control Department, there were also employees of the accounting department. They invited representatives of another plant of the Company, which produces a completely different product, to take part in the team.

Figure 3. Storm-break team at the Shinglas plant

Everyone had a lot of ideas to reduce changeover times and streamline the process. It was very important when carrying out brainstorming provide an opportunity for all participants to put forward a variety of proposals, even incredible ones. Some of the proposed measures:

Figure 4. A fragment of the proposed measures on the first assault breakthrough to reduce changeover time at the Shinglas plant

During the assault breakthrough, a mechanism was introduced to improve the changeover process, which continues at the plant to this day:

Figure 5. Reduction of changeover time at the Shinglas plant of TECHNONICOL Company

Who would have thought in 2007 that we would be color changing most of the time without stopping the production line at all?! And change shafts with cutting knives in less than 5 minutes?! Indeed, some transitions to another type of product eight years ago lasted more than 12 hours! Quick changeovers are a fantastic tool for organizing production, which once again proves that there is no limit to perfection and possibilities. The main thing is to look for opportunities, not reasons why something is impossible.

Lean production (Lean) is one of the "long-playing" concepts of managing individual projects and enterprises. Its foundations were laid in the first half of the 20th century. The largest automobile company of that time was Toyota. A SMED is one of the tools for such an approach to project management.

As part of lean-production, it functions a dozen methods and tools, which in combination with allow you to achieve high efficiency of the workflow.

Lean production in one form or another is used in international (Oriflame Cosmetics, Toyota) and national (Ukrainian UPEC, TBM) companies.

History of Lean Manufacturing

Confrontation is the real engine of progress. Thanks to the tacit struggle between the two auto giants, Ford and Toyota, the foundations of lean production were laid.

In 1913, Henry Ford created the world's first production flow model. The workpiece moved along the conveyor from one workflow to another, and eventually turned into Ford Model T, included in the top ten cars that changed the world according to Forbes magazine. The use of automation reduced the cost of the machine and made it possible to ensure serial production of the millionth.

However, Ford's production organization model had exactly two drawbacks:

1. lack of product variety- factories were sharpened to produce one model in one color scheme and specification.
2. limitation bandwidth — mass production required continuous production of products, and the more the volumes grew, the greater the delays between sending the product to the next workflow became.

26 years after the release of the Model T for sale, Toyota was re-profiled in Japan. Instead of textiles, the concern began to produce cars. The founder of Toyota Motor Corp, Kishiro Toidoda, defined as the main thing in the struggle for quality detailed study of each stage of the production process. Partly because of this, the company was able to win the first tender in 1936 for the production of trucks.

The Second World War. Toyota needed a radically new solution, as the post-war Japanese economy was in a catastrophic situation. About 40% of the nation's industrial plants and infrastructure were destroyed, and production levels fell to levels of the early 1930s.

Taiichi Ohno, who became a director of Toyota in 1950, decided to borrow the experience of the United States. In the states, he met with one of the wonders of the "American dream" - supermarkets, in which stocks were replenished as needed. The director and factories of Henry Ford visited. Upon returning to their homeland, Taiichi Ono, together with Shigeo Shingo, decided to put at the forefront strategy (production according to real demand), rather than pushing (production - at the planned sales volumes).

The complex of methods for implementing the strategy was called Toyota Production System - TPS, and became the prototype of Production. The very concept of "lean manufacturing" was introduced into everyday life The Machine That Changed the World of J. Womeck and D. Jones.

Lean Manufacturing Practices

SMED, which will be discussed today, is an important, but not the only tool for implementation lean manufacturing.

The following methods are distinguished in the Lean Manufactoring concept:

• flow single items(single-peace flow)- for one unit of time, only one product is produced and moved. Clear benefits include elimination of multitasking, capacity leveling, and manufacturing flexibility.
• - system-implementation of the principle "just in time". The advantages include: transparency and understandability of the development process for the project team, stimulating the initiative of each employee, completing tasks on time.
• — the concept of management and maintenance of production equipment. Without this method it is impossible to imagine lean manufacturing.
• 5S system- Workplace organization system. According to A. Pyryev, at least 9 square meters of working space per person is comfortable. According to his own research, the use of open-plan offices (personal desktops in a large space) is the least effective in terms of employee satisfaction and labor productivity.
• quick changeover (SMED)- from English " Single Minute Exchange of Dies» — «quick change of dies». Allows you to quickly switch between the stages of the production process, and therefore reduce the financial and time costs for the creation and storage of products.
• is a philosophy that focuses on the continuous improvement of production, development, supporting business processes and management. It is based on 5 elements: accuracy, order, cleanliness, standardization, discipline.
• ("error protection")- or "baka-yoke" ("fool protection"). It implies the protection of equipment, tools, products at different stages of the process, software, etc. from obviously incorrect actions of a person when interacting with these objects.

Perhaps all the packaging of equipment in modern times is made according to the principle of poka-yoke. There is a specific slot for each element, and it is impossible to make a mistake in placement.

Creation of SMED

Like the concept of lean manufacturing, SMED was the result of a collaboration between researchers and manufacturers throughout the 20th century.