By John R. Henry

Defined because the overall strategy of changing a line or method from one product to a different, changeover won't simply aid your company enhance caliber and suppleness, however it will store millions and occasionally even tens of hundreds of thousands of greenbacks in step with hour.

Achieving Lean Changeover: placing SMED to paintings is in regards to the sensible implementation of the one minute trade of die (SMED) philosophy constructed by way of Shigeo Shingo at Toyota. even though the booklet is especially approximately changeover of producing, packaging, and meeting methods, the overall options and examples also are appropriate in lighter industries that require turnover of processes—including airways, hospitals, working rooms, and nutrition service.

Filled with useful examples, the publication stocks confirmed equipment that may assist you convert changeover downtime to effective uptime. It explains why decreasing changeover time is necessary financially and offers a dependent method that will help you determine and enforce development opportunities.

The writer addresses either the equipment concerns with changeover/ SMED and the linked operational matters equivalent to expenses, 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 incorporates a bankruptcy dedicated to organizing changeover advancements, protecting them on target, and constructing and imposing a proper changeover relief application. featuring time-tested tools and functional examples from various industries, it will give you the chance to lessen changeover time and price and supply your company with the pliability had to higher fulfill your shoppers in 3 very important dimensions: product sort, responsiveness, and price.

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Extra info for Achieving Lean Changeover: Putting SMED to Work

Example text

To put it in perspective, a savings of only 10 minutes per day in changeover will, at the end of the year, result in a full week (40 hours) of additional production. In most cases, this additional week of production costs little or nothing. It is almost pure profit. A similar effect holds for seemingly small increases in production efficiency. A process running 100 parts per minute (PPM) at 80% efficiency will produce 9,600,000 parts in a 2,000-hour year. If efficiency can be increased to 85%, the same process will produce an additional 600,000 parts at no additional cost other than materials.

Reducing intervention will improve safety by reducing the opportunity for accidents to occur. Note that this is no substitute for adequate safety procedures, training, and enforcement. Safety must always be the number one goal. Still, nothing is perfect and reducing opportunities for accidents will help reduce them. Some plants use mechanics to perform equipment changeover. Time spent on changeover is time not spent on preventive or repair maintenance. Time spent on changeover is time not spent on developing and implementing improvements.

There are a number of benefits to the individual from the LCO program. As part of the program, these benefits must be discovered and explained. Tangible Costs of Changeover Lost Production The most obvious cost of changeover is lost production. When a line is not running, it is not making product. More importantly, it is not making money. Note that phrasing. American English is one of the few languages where the phrase making money is routinely used—so routinely in fact that we seldom pay attention.

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