0:03 hi welcome back in this section we will
0:06 discuss SMED or the single minute
0:09 exchange of dye this is also known as
0:11 the pitstop concept in layman's term
0:14 before we go into the details I want to
0:17 show you a video of pitstop in action I
0:19 wanted to focus in the video and observe
0:22 what are the things that they did to
0:24 make this happen a timer is given on the
0:27 upper right of the video panel so let's
0:56 how fast was that it's about 1.92
0:58 seconds happening on that very short
1:01 period of time on the comments section
1:03 below I want you to share what are your
1:05 observations on the things that they did
1:08 to make this happen now let's go into
1:11 the details of the SMED SMED is the
1:13 practice of dramatically reducing or
1:15 eliminating the time to change from one
1:18 method or unit to another where the goal
1:20 is to reduce the change over time to
1:23 single digits or under 10 minutes this
1:25 concept is also known as setup or
1:28 reduction or change over induction this
1:31 was originally developed by Sega Shingo
1:33 in order to reduce the time spent in
1:36 setting up equipment or materials since
1:38 setup does not add value if you are
1:40 working now in a manufacturing set up
1:42 this is called the set-up time or the
1:45 changeover time wherein if you're
1:47 running multiple models and your
1:50 production planner decided to change the
1:52 units that is running in the line from
1:54 model a to model B this is the activity
1:57 wherein you will do the change over now
1:59 most of the times change over takes
2:02 significant amount of time now
2:05 what's made wants to give us is an
2:07 approach that we can reduce that non
2:09 value-adding time to the minimum
2:11 possible it's fine and thus creating
2:14 more value for our organization for some
2:17 other applications this is also applied
2:20 to preventive maintenance we know that
2:22 preventive maintenance is a critical
2:25 part of total productive maintenance but
2:27 the time it takes to produce one cycle
2:29 of preventive maintenance may also be
2:32 significant to minimize the amount of
2:34 non value-adding time we want to
2:36 minimize that preventive maintenance
2:38 period and this single minute exchange
2:41 of dye is a tool that we can use what
2:44 are the benefits of applying SMED or pit
2:47 stop first it lowers manufacturing costs
2:50 we know that for faster change over time
2:52 or preventive maintenance it will mean
2:54 less equipment downtime and more uptime
2:58 to do production next smaller lot sizes
3:01 faster change overs enable more frequent
3:04 product changes if you know that you can
3:05 mostly change from one mode
3:07 to another then you will not hesitate to
3:10 create a production plan that is
3:12 flexible enough to answer fluctuating
3:14 demands or changes and demands from your
3:17 customers third improve responsiveness
3:19 to awesomer demand in relation to
3:22 smaller light sizes this will be enabled
3:25 because you have a flexible scheduling
3:28 as mentioned earlier also we will have a
3:31 lower inventory levels smaller lot sizes
3:33 results in lower inventory levels
3:35 because you are not afraid that you
3:38 cannot able to adapt to the customer
3:40 changes because you are flexible now in
3:43 terms of your change overs next is
3:45 smoother start ups standardized
3:47 changeover processes improve consistency
3:50 and quality to the processes that we do
3:53 so these are the benefits of applying
3:56 Smith now how to apply Smith we have
3:59 five to six basic steps first you have
4:02 to measure the total jump time the total
4:03 time it takes for you to do your change
4:06 over here set up are your preventive
4:09 maintenance usually we take video in
4:11 order for us a document this step and
4:14 for us to have a capability to go back
4:16 to those process steps that we want to
4:19 observe next we want to separate
4:22 internal and external tasks and then
4:24 perform external ones while equipment is
4:27 running let's differentiate it first
4:29 internal steps are tasks are tasks that
4:32 can only be done when the machine is not
4:36 running while external tasks are tasks
4:38 or process steps that can be done even
4:42 the machine is running basic example of
4:44 external tasks preparation of needed
4:47 materials basic example of internal
4:49 tasks would be the troubleshooting
4:51 inside the machine now number three
4:54 convert internal tasks into external
4:57 ones wherever possible so the objective
4:59 of number three is to convert an
5:03 internal test external task while the
5:05 objective of number two is to perform
5:07 the external task if it has been
5:10 identified as one number four we want to
5:12 eliminate the waste inside the internal
5:15 task and number five we want to
5:17 eliminate the waste inside the external task
5:18 task
5:19 finally we want to
5:22 Dyess and maintain best practices now
5:25 you can see from step one the length of
5:27 the blue bar is as much as let's say
5:30 sixty minutes down to about a third of
5:32 it as you go along to the process steps
5:35 you are creating positive changes or
5:38 reductions in your change over or
5:40 preventive maintenance time so this is
5:43 how SMED is being applied to actual
5:45 organizations or companies it is said
5:47 that minimum of twenty percent
5:49 improvement or reduction in preventive
5:52 maintenance time or change over time can
5:55 be gained from applying the SMED steps
5:57 now what our example areas of
6:00 opportunity for SMED projects we have
6:02 human improvements also known as quick
6:05 wins definition of ros measures and
6:07 accountabilities because most of the
6:09 times preventive maintenance times or
6:12 changeover times are longer because
6:14 people don't know who will do what to do
6:16 coach teams and look for immediate
6:19 process improvements and then creation
6:22 of standardized work instructions next
6:24 is human improvements achieving a parts
6:27 before changeover starts mark standard
6:29 settings on equipment and eliminating of
6:32 unnecessary motion we also have the
6:34 third level which is technical
6:36 improvements this is more of
6:38 installation of quick release mechanisms
6:40 elimination of adjustments and
6:44 modularization of equipment readily we
6:46 can explore human improvements for us
6:49 again quick wins or benefits from the
6:51 reduction of changeover and p.m. time
6:54 technical improvements might be longer
6:56 in terms of duration of implementation
6:58 over human improvements but the gains
7:01 are with more impact so this is how you
7:03 want to go along with your projects if
7:06 ever you see opportunities for p.m. or
7:10 changeover reduction and moving forward
7:13 this will be one of the mindset that we
7:15 will use in order for us to identify
7:18 improvements and to apply in a society
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