【正文】 Session Setup Practices…………………………….. 22 Session Traditional /Strategic Setup Approach…… 29 Session SMED Implementation Planning…………. 34 Element Implementation Team……………………… 36 Element Implementation Plan………………………. 37 Element Communication Plan………………………. 38 Element Training Plan………………………………. 40 Element One Step Setup…………………………….. 42 Element Separate Internal from External Setup…… 44 Element Integrating Internal into External Setup…. 49 Element Reducing Setup Processing Time…………. 63 Element Optimizing Setup Processes……………….. 92 Element Verification amp。 Standardization…………… 95 Session Summary…………………………………… 105 Table of Contents Knowledge Breakthrough ? 2020, , LLC, all rights reserved 4 SMED is Continuous Improvement It is a customer driven requirement. Customers are demanding: Product and service diversity Lower costs Higher reliability and quality. In essence anizations need to bee leaner ! So anizations must: Produce smaller lots, more frequently. Expand the scope and diversity of products and services. Reduce quality defects. ? 2020, , LLC, all rights reserved 5 Ultimately, SMED focuses on reducing changeover and setup times, thus enabling anizations to: Produce smaller lots of products and services more frequently ! Develop a broader scope of products and services ! Reduce quality defects towards zero ! Meet Customer’s Expectations ! ? 2020, , LLC, all rights reserved 6 What Does Setup/changeover reduction mean for my business? Increased customer service levels and profits ! Via Waste Elimination resulting in: Reduced Lead TimesFaster Delivery Zero InventoriesReduced Working Capital Improved Quality Improved Safety Smaller lots of productsflexibility Diversified Product amp。 inventory. ? Apply Control Techniques to Eliminate Erosion of Improvements. ? Standardize Improvements for Maintenance of Critical Setup Parameters. Look Familiar? Why SMED ? ? 2020, , LLC, all rights reserved 8 Major CPI Tools (6s) Kaizen Lean Description Cp/Cpk 4 Process capability assessment DOE 4 Design of experiments SPC 4 Process control based on statistics and data analysis FMEA 4 Risk assessment tool Regression 4 Correlate effect one variable has on another Process Map 4 4 4 Map process steps to municate and identify opportunities 5 whys /2 hows 4 4 4 Determination methods for root cause discovery Pareto 4 4 4 Column chart ranking items highest to lowest Fishbone 4 4 4 Cause / Effect Diagram 5S 4 4 Elimination waste Visual Mgmt 4 4 4 Emphasis on visual techniques to manage process PokaYoke 4 4 Error proofing techniques Spaghetti Chart 4 4 Kanban 4 4 Material storage technique used to control process Takt Time 4 4 Determine pace or beat of a process Std Work 4 4 Evaluate tasks done during a process SMED 4 4 Single minute exchange of dies Quick machine set up TPM 4 Integrate maintenance strategy with process Cellular Flow 4 Reduce inventory amp。 times are involved in the following pictures. Picture A: Wire Cutting Machine Picture B: Metal Stamping Machine ________________________________________________________________________________________________________________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Setup Type Setup Type Time ( Min) Time (