AB WAHEED RESEARCH PRPOSAL.docx

8/19/2019 AB WAHEED RESEARCH PRPOSAL.docx

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Research Proposal (Synopsis)

TOPIC: Reduce Lead Time by using SMED Technique

OR

Reduce Setup Cost by using SMED Techniques

ABDUL WAHEED

10IND13

Sper!isor"

Pro#$ Dr$ HUSSAIN BU% &ARRI

'hairan o# Ins*rial En+ineerin+ , &ana+een*- &ehran UE. /ashoro

'oSper!isor"

Dr$ SHAEEL AH&ED SHEIH

Assis*an* Pro#essor- Depar*en* o# Ins*rial En+ineerin+ , &ana+een*

&ehran UE. /ashoro$

INSI.I.U.E 2 INDUS.RIAL EN4INEERIN4 AND &ANA4E&EN.

&EHRANUNI5ERSI.6 2 EN4INEERIN4 AND .E'HN2L246

/A&SH2R2


2/18

1 I!TROD"CTIO!

from paper one

#António Carrizo Moreira 1, Gil Campos Silva Pais2)

The Single Minute Exchange of Die (SMED), a process-based innovation originally

published in the mid !"#s, involves the separation and conversion of internal

setup operations into external ones

The main finding is that by implementing SMED techni$ues the firm managed toeliminate %astefulness and non-added value activities %orth around &'# ### , %hich is about 2% of the firms sales volume

The last t%o decades have been %itnessing great changes in the managementand organi*ation of the production systems in industrial firms all around the%orld T%o important innovations underpinned these changes+ the technologicalrevolution and the proposition of ne% managerial philosophies The former is feltthroughout the %orld due to ne% information systems, machinery,telecommunications, pervasive automation and robotics, that underpinnedunprecedented productivity gains and better operations planning and control(o-macetal, !!#)

.nnovation is no% recogni*ed as one of the ey success factors for the

improvement of productivity (/reeman andSoete, !!0

The SMED (Single Minute Exchange of Die) methodology, developed by Shingo(!"1), %as developed in order to reduce and simplify the setup time duringchange-over SMED, %hich is also a 2apanese process-based innovation, maes itpossible to respond to fluctuations in demand and results in lead time reductions,%hile also eliminating %astefulness during change-over and diminishing lot si*es

(Shingo, !"13 omac and 2ones, !!")

1


3/18

Traditionally firms regarded setup times as one of the most expensive costs they

had to face and opted for both the minimi*ation of the number setups

implemented and for very large production lots (4ol%eg, 5##')

This method contributed to an excessive inventory because they produced more

than they needed to satisfy customers needs (6iert, 5##7)

To improve production processes it is necessary to analy*e the value added by

each activity and eliminate all those that do not add value to the product

(6evinson, 5##5), %hich maes the SMED methodology extraordinarily important

.n order to compete, firms have to find %ays to reduce setup times, eliminate%astefulness and non-added value activities and convert idle setup time intoregular production time, %hich means that a strong focus on process innovation isneeded

4aving identified the main problem, the firms challenge is to minimi*e the setuptimes, %hich can be accomplished follo%ing the SMED methodology .n order to

implement this process-based innovation, setup operations have to bestandardi*ed and properly documented in order to ensure that production %orersfollo% all of the parameters of that process (8icholas, !!")

from paper FOUR

Sin+le &in*e E7chan+e o# Dies (S&ED) ainly#ocses on reco+ni*ion o# in*ernal an e7*ernal ac*i!i*ies$ I* isconcerne par*iclarly 8i*h *rans#errin+ in*ernal ac*i!i*ies in*o

e7*ernal ones in as any n9ers as possi9le- 9y also inii:in+ *he

in*ernal ones$

(Berna Ul*as)

&ED 8as e!elope 9y Shi+eo Shin+o in 1;1?$

.he S&ED*echni=e is se as an eleen* o# .o*al Proc*i!i*y&ain*enance (.P&) an @con*inos ipro!een* process


4/18

in !arios s*ies *o reach lean an#ac*rin+ >C


5/18

>3? presen* a 9rie# his*ory o# lean an#ac*rin+ an *heniscss *he i##eren* #ace*s or

S&ED is one o# *he any lean proc*ion e*hos #orrecin+ 8as*e in a an#ac*rin+ process$ I* pro!ies a rapi

an e##icien* 8ay o# con!er*in+ a an#ac*rin+ process #rornnin+ *he crren* proc* *o rnnin+ *he ne7* proc*$ .hisrapi chan+e o!er is ey *o recin+ proc*ion lo* si:es an

*here9y ipro!in+ #lo8$ .he phrase Fsin+le in*eF oes no*ean *ha* all chan+eo!ers an s*ar*ps shol *ae only onein*e- 9* *ha* *hey shol *ae less *han 10 in*es (in o*her 8ors- Fsin+lei+i* in*eF) >1?$

$ S&ED 8as ori+inally e!elope *o ipro!e ie press

an achine *ool se*ps- 9* i*s principles apply *ochan+eo!ers in all *ype o# processes$ Se*p opera*ion ise#ine as *he prepara*ion or pos* aGs*en* *ha* is per#oreonce 9e#ore an once a#*er each lo* is processe >1?

Shin+oi!ies *he se*p opera*ion in*o *8o par*s"In*ernal se*p" .hese*p opera*ion *ha* can 9e one only 8hen *he achine issh* o8n (a**achin+ or reo!in+ *he ies)$E7*ernal se*p" .he se*p opera*ion *ha* can 9e one 8hen*he achine is s*ill rnnin+$ .hese opera*ions can 9e

per#ore ei*her 9e#ore or a#*er *he achine is sh* o8n #or e7aple- +e**in+ *he e=ipen* reay #or *he se*p opera*ioncan 9e one 9e#ore *he achine is sh* o8n$.he *hree ains*eps o# S&ED- also +i!en in i+$- can 9e sari:e as

#ollo8s"S*ep 1" Separa*in+ in*ernal an e7*ernal se*pS*ep " 'on!er*in+ in*ernal se*p *o e7*ernal se*pS*ep 3" S*realinin+ all aspec*s o# *he se*p opera*ion

i+$ S&ED concep*al s*a+es an prac*ical *echni=es

from paper TO


6/18

&any an#ac*rers s*r++le 8i*h ipro!in+ proc*i!i*y- procin+ *he ri+h* proc*s or ser!ices a* *he ri+h*

place

an ee*in+ on*ie eli!ery$ .o sr!i!e in *oayJs era cope*i*i!e 8orl- an#ac*rers nee *o #in ne8 8ays

*o

rece *he an#ac*rin+ lea *ies in orer *o ipro!e proc*i!i*y an opera*in+ principle$ No8aays- i* is*ar+e*e *o ipro!e *he proc*i!i*y per#orance 9y recin+ *he proc*ion lea *ie an proc*ion 8as*e *ha*

are

*he os* ipor*an* +oals #or alos* all an#ac*rin+ copanies$

from paper T!R""

No8aays- cs*oers ean a 8ie ran+e o#

proc*s eli!ere 8i*h hi+h =ali*y- =icer response*ies an sol a* reasona9le prices$ .o sr!i!e in sch

an increasin+ly cope*i*i!e 8orl- *here is a nee o# con*inos ipro!een* in e!ery *ype o# ins*ry$

Reducing Changeo$e% Time: The SMED app%oach

is e#ine as *he perio 9e*8een*he las* +oo proc* #ro pre!ios proc*ion orer lea!in+ *he achine an *he #irs* +oo proc* coin+

o* #ro *he #ollo8in+ proc*ion orer >- 3?$

Shin+o claie *ha* S&ED is scien*i#ic aaproach*o se*p *ie rec*ion *ha* can 9e applie in any #ac*ory *o any achine

Wi*h re+ars *his s*a*een*-any s*ies are #ocsin+ in i*s applica9ili*y *o o*her

*ypes o# #ac*ories an achines >K?$

Shin+o >? 9ases his e*ho on ca*e+ori:in+ all se*pac*i!i*ies in*o in*ernal an e7*ernal ones$ Wi*h in*ernal

ac*i!i*ies 9ein+ *he ones *ha* can 9e per#ore only8hen *he achine is sh* o8n- an e7*ernal 9ein+ *hose*ha* can 9e conc*e rin+ *he noral opera*ion o# achine- 8hen i* is s*ill rnnin+$ .hese in*ernal an

e7*ernal se*p ac*i!i*ies in!ol!e i##eren* opera*ions-sch as prepara*ion- a#*erprocess aGs*en*- checin+

o# a*erials- on*in+ an reo!in+ *ools- se**in+s ancali9ra*ions- easreen*s- *rial rns- aGs*en*s- e*c$

&%om pape% '(


7/18

Lean has 9een sccess#lly ipleen*e in an#ac*rin+

ins*ries in eliina*in+ 8as*es an increasin+ pro#i*s$ Lean is

one o# *he 9es* *ools #or no* only proc*ions 9* also o##ices$By applyin+ lean concep*- 8as*es can 9e eliina*e- =ali*y

can 9e ipro!e- an a sa!in+s can 9e achie!e$ .here#ore-

any or+ani:a*ions inclin+ 9o*h proc*ions an o##ices

pay a**en*ions in lean concep*$

>anyaorn e*aon an /irara* .eera!arapr+?

)ROM P*PER '(

he =ic chan+e o!er *ie 8as in*roce an e!elope 9y Shin+

o >


8/18

from paper one

#António Carrizo Moreira 1, Gil Campos Silva Pais2)

The main finding is that by implementing SMED techni$ues the firm managed

to eliminate %astefulness and non-added value activities %orth around &'#

### , %hich is about 2% of the firms sales volume

Single-Minute Exchange of Die (SMED) refers to the theory and techni$ues usedfor the reduction of e$uipment setup times SMED has as its ob9ective toaccomplish setup times in less than ten minutes, ie a number of minutes

expressed by a single digit :lthough not all setups can be literally reduced to thistime, bet%een one and nine minutes, this is the goal of the SMED methodology(Shingo, !"1)

SMED, also no%n as ;uic


9/18

involved The $uestion around the optimum amount of the production lot

remains as it is necessary to calculate the minimum amount for each

production lot The production of large lots also has inherent capital costs %ith

the amount invested in inventory .f %e add to this inventory cost the capital

opportunity cost, it is no longer profitable to produce large lots ( #António

Carrizo Moreira 1, Gil Campos Silva Pais2) )

. O/0ECTI,ES

from paper one

:ccording to Shingo (!"1), the main benefits of the SMED application arepresented in table 5

M

http://www.scielo.cl/scielo.php?script=sci_arttext&pid=S0718-27242011000100011#t2http://www.scielo.cl/scielo.php?script=sci_arttext&pid=S0718-27242011000100011#t2


10/18

=ne of the most important ob9ectives of SMED is the reduction of setup times,through the elimination of the %astefulness related to the change of tools

from paper FOUR

>(Berna Ul*as)?

.he ai o# *his

s*y 8as *o asses *he ie e7chan+e ac*i!i*ies an 9y

#ollo8in+ S&ED e*hoolo+y s*eps rece ine##icien* *ies

an consier han isses$

from paper TO

.he ain o9Gec*i!e o# *his s*y is *o esi+n an

e##icien* 5ale S*rea &appin+ (5S&) *o ipro!e *he proc*i!i*y in Sall &ei En*erprise (S&E) 9y

eliina*in+ non!ale ae ac*i!i*ies$

from paper t#ree

;


11/18

resl*s in*o *8o ain 9ene#i*s" increasin+ an#ac*rin+capaci*y an ipro!in+ *he e=ipen* #le7i9ili*y >3?$

ro paper >o9Gec*i!e?

.he o9Gec*i!es o# *his paper are *o"1$ 9riey re!ie8 *he li*era*re on lean an#ac*rin+ ani*s ipleen*a*ion in ne8 con*e7*s$ escri9e *he 8or o# *he NEPA3$ oel *he NEPA process o# ipleen*in+ lean an#ac*rin+ sin+ *he *echnolo+y *rans#er oel e!elope

9y Lillran >3?$ in!es*i+a*e *he correla*ion 9e*8een *he a9ili*y o# chan+ea+en*s an *he an#ac*rin+ ipro!een*s achie!e

$ e!ala*e *he econoic ipac* o# NEPA ini*ia*i!e$

ro paper 0 8hich 8as ele*e

+ Resea%ch Methodoogy

.he *8o ain o9Gec*i!es o# *his paper are" 1) *o ien*i#y an ocen* ain*enance s*ra*e+ies anac*i!i*ies- an

) *oe!elop a proposal #or a roaap o# lean ain*enance$ .o achie!e *hese o9Gec*i!es- *he paper

eploye asys*ea*ic re!ie8 o# li*era*re in orer *o e7plore *he p9lica*ions rela*e *o lean an#ac*rin+ concep*s-ain*enance s*ra*e+ies an ain*enance ac*i!i*ies$

( MET2ODOLO34

' Case st$%& fiel% 'or( SM"* +mplementation at AFA

10


12/18

0 The %or performed at :6/: had as its natural ob9ective the improvementof the production system, and %as divided in the follo%ing phases+

" . :naly*ing the setup operations on the shop floor, recording the %holesetup process and describing the setup operations, tracing setup timesand measuring die casts movements3

! 5 Separating internal from external operations3

# &


13/18

i+$ 3 'rren* percen* o# se*p s*eps

$$ Eliminating inefficient timeEliina*in+ *he *ie *ha* ay 9e 8as*e rin+ searchin+

re=ire e=ipen*s is ipor*an*$ .here#ore- a lis* o# a*erialsan e=ipen*s *ha* is 9ein+ se rin+ se*p is ae$ Also-#ors are esi+ne *o ena9le *ha* *hey are a!aila9le an properly 8orin+ 8hen neee$

$3$ Identifying internal and external setup'onsierin+ *he anachine ia+ras #or *he se*p *ass-in*ernal an e7*ernal se*ps 8ere assesse$ In *his s*ep- *as +rops are #ore an *heir *o*al *ie 8as ien*i#ie$ .a9le 1sari:es *he *ype o# se*p an corresponin+ *ass$

.ABLE I

IDEN.I6IN4 I N.ERNAL A ND E%.ERNAL SE.UPS

Type o& setup Tas5s g%oups Tota Time

In*ernal se*p 9- c- - e- #- +- h- i- G- 11in Msec

E7*ernal se*p a- l- - n 1in


14/18

'onsierin+ *he 8ei+h* o# *he ies- *he hanlin+ anon*in+ *he ies *ass 9ein+ e7ec*e 9y *he opera*ors 8ereno*e as nsa#e$ 2pera*ors 8ere cen*erin+ *he ies 9y *rialanerror

approach li#*in+ *he ies on *he *op o# *he pres 9y aanally opera*e Gi+- an se8in+ *he n*s 8i*h lo*s o# e##or*s$ By sin+ ore a*oa*e a*erial hanlin+

e=ipen*- 11 in*e an 1 secons are e7pec*e *oecrease$ .o rece se*p *ie an 8as*e *ie sin+ analclaps as a cheap an #as* al*erna*i!e *o 9ol*s an scre8s

sin+ =ic #i7*res- hyralic- pnea*ic- or elec*roa+ne*ic#i7*res ay also 9e help#l$ r*her- inser*in+ an reo!in+scre8 *ass is e7pec*e #or *he opera*ors$ .he se o# *hese#i7*res shor*ene *he *ass M in*e secon$ 2n *he o*her han- since *he opera*or 8as sin+ 9o*h hans- i* 8as aan+eros opera*ion *ha* 8as e7ec*e on a *all achine an

re=ire e7*ree care$.he assi+nen* o# in*ernal an e7*ernal*ass is assi+ne *o opera*or 1 an $ Soe ac*i!i*ies ares++es*e *o 9e e7ec*e *o+e*her- sil*aneosly- or alone$.a9le an .a9le 3 pro!ie *hese assi+nen*s alon+ 8i*h

*heir s*anar *ies$

13


15/18

$


16/18

The development of this pro9ect enabled a thorough setup diagnosis %ithin :6/:,%hich underpinned the identification of critical points and their solutions .n thispro9ect the importance of setup time reduction %as presented using SMEDmethodologies :fter implementing the SMED methodology, it is possible todefend that simple process-based innovations, as the separation of internal fromexternal operations and the conversion of internal to external operations, are

among the ey drivers to productivity improvement The main purpose of thecase study %as to decrease the setup times of the three groups of machines in:6/: The reduction of the setup times allo%ed to reduce the %astefulness in &'5!'# , %hich represent about 2% of :6/:s sales Aolume


17/18

ho8e!er crcial chan+es are s++es*e$r*her s*ies in *he #acili*y ay incle


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