By John R. Henry
Defined because the overall technique of changing a line or procedure from one product to a different, changeover won't basically support your company enhance caliber and adaptability, however it will retailer hundreds of thousands and infrequently even tens of millions of greenbacks consistent with hour.
Achieving Lean Changeover: placing SMED to paintings is concerning the functional implementation of the one minute alternate of die (SMED) philosophy constructed through Shigeo Shingo at Toyota. even if the e-book is especially approximately changeover of producing, packaging, and meeting approaches, the final ideas and examples also are acceptable in lighter industries that require turnover of processes—including airways, hospitals, working rooms, and nutrients service.
Filled with sensible examples, the ebook stocks confirmed equipment which may assist you convert changeover downtime to efficient uptime. It explains why lowering changeover time is critical financially and gives a based method that will help you establish and enforce development opportunities.
The writer addresses either the equipment matters with changeover/ SMED and the linked operational matters reminiscent of charges, ready instances, fabric circulate, documentation, and product/component layout. He additionally devotes a bankruptcy to discussing, intimately, tips to calculate the price of changeover downtime, a space that continues to be a secret to many.
Taking a holistic method of changeover, the textual content contains a bankruptcy dedicated to organizing changeover advancements, preserving them on the right track, and constructing and imposing a proper changeover relief software. featuring time-tested tools and functional examples from numerous industries, it provides you with the chance to minimize changeover time and price and supply your company with the flexibleness had to greater fulfill your shoppers in 3 vital dimensions: product style, responsiveness, and price.
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Additional resources for Achieving Lean Changeover: Putting SMED to Work
The number of labor hours expended carrying out each changeover is relatively easy to determine. The dollar rate for these hours is easy to determine. It is important to note that the relevant rate, in the case of employees, is not their hourly pay. The rate that must be considered is the cost of having them on the payroll. This includes their wages, but also includes the additional burden of vacation and other time off, insurance, uniforms, and other benefits. These typically increase the hourly rate by 25–50% over the stated wage rate.
This necessitated as many as 4–6 changeovers per shift on each of 5 production lines and caused a great deal of production pain in the plant. The results made it worthwhile. The 48-hour strategy was credited with an 8% increase in national market share. They eventually learned how to do lean and fast changeovers and now do them almost on the fly. Improved manufacturing flexibility and reduced costs allow a manufacturer to better satisfy their customers in three important dimensions: Product variety, responsiveness, and price.
They do this by evaluating each stop to determine what was done right and what can be done better. Mistakes are noted and means developed to avoid them in the future. The evaluation is done in full knowledge that they are unlikely to find any major improvement opportunities. In most cases the improvements will be marginal. These marginal improvements, taken together, become cumulatively significant. All of the above and more apply equally to changeovers and will be discussed in more detail in succeeding chapters.