Quick Changeover Through SMED System

If you don't care your machine you will have problems with operation .

You will have Six Big Losses :

• Equipment Failures
• Setup & Adjustment
• Idling & Minor Stoppages
• Reduced Speed
• Defects in Operation or Process
• Startup & Reduced Yield

Machine availability is the actual time left for production after you subtract all planned downtime.

What Kills Machine Availability ?

• Breakdowns
• Machine Idle Time
• Setup & Adjustment Time
• Minor Stoppages

SMED " Single Minute Exchange of Die " ---> the "single" here means a single digit number of minutes less <>wow is it crazy ? No, everyone can do that if you apply SMED system .

Quick changeovers are critical for any company that want to apply JIT and one piece flow manufacturing system. The SMED will reduce difficult, time consuming and wasteful activities in your company and SMED has been used to reduce setup and turnaround time in all types of manufacturing, assembly and even service industries, from process and packing plants to airlines.

SMED is really about thinking about changeover in new way. Shigeo Shingo, the developer of SMED, learned a great deal by observing what people actually did during changeover and thinking carefully about how the necessary setup work could be done with the shortest possible downtime.

The Benefits of SMED for Companies.

SMED changes the assumption that setups have to take a long time. When setups can be done quickly, they can be done as often as needed. This means companies can make products in smaller lots, which has many advantages :

• Flexibility; Companies can meet changing customer needs without the expense of excess inventory.
• Quicker delivery; Small lot prouction means less lead time and less customer waiting time.
• Better quality; Less inventory storage means fewer storage related defects. SMED also lowers defects by reducing setup errors and elimnating trial runs of the new product and the last is Higher productivity.

OHNO CIRCLE ' LEARNING THROUGH GENCHI GENBUTSU '

Data is important , but go direct to the problem place that accured ( go and see ) is more important. And Gemba will develope your thinking way ,analysis and Lean eyes.

Problem analysis methodology in the Toyota Production System (TPS) requires participants to "step inside the circle." Those manufacturing companies that accept Toyota's offer of help in optimizing production processes with TPS will encounter the phrase during the genchi genbutsu ("go and see") step in problem solving. It is a reference to the shop-floor focus of the company's TPS pioneers, Taiichi Ohno and Eji Toyoda.
For example, Ohno, when teaching TPS, would take his students to a problem area and draw a circle on the production floor where they could observe, think, and analyze, says Teruyuki Minoura, president and CEO, Toyota Motor Manufacturing North America Inc. "He wanted us to watch and ask 'why' over and over again. If we did that, he knew the better ideas would come. Mr. Ohno realized new thoughts and new technologies do not come out of the blue -- they come from true understanding of the process."
Toyota began its TPS missionary efforts soon after it dispatched Fujio Cho, now president, to Kentucky to initiate manufacturing in the U.S. "The idea was to offer North American manufacturers the benefits possible by focusing on internal logistics," says Hajime Ohba, vice president and general manager of the Toyota Supplier Support Center (TSSC) in Erlanger, Ky. Cho, Ohba, and Minoura all were trained by TPS guru Ohno. Since the operation's start-up in 1992 TSSC's crew of consultants has worked with 88 companies. Participants outside Toyota's supplier circle include companies with products as varied as toys, home kitchenware, and premium leather goods, says Ohba.
Like a religion, converting to TPS takes time (about two years or more), an organ izational commitment to cultural change, and the acceptance of new values by everyone -- especially management. In return the process optimization that TPS makes possible can lead to huge paybacks in inventory reduction, increased product quality, and a relentless elimination of any waste that hinders efficiency. If not a religion, TPS is at the very least a rigorous philosophical approach to organized activity, says Christine Parker, TSSC's assistant manager of research and training. (Jan, 2001 )

" Let start now ,,

1. Draw a circle in center of your processes
2. Don't forget bring a pencil , A3 blank paper and stopwacth
3. Also , for your drink
4. Stand up in the circle
5. Watch your enviroment
6. See, people, motion, process, flow, layout, machineries, ect.
7. Write on your paper improper or ubnormal things
8. Get solving those kinds of no.7

I suggest to stand up for 4 hours every learning.

The importance of “Gemba”
• Go to see the actual place
• Make first hand observation
• Talk to the people
• Know the real situation-don’t rely on old data or reports.
• Insist problems are defined from facts.
• Look for current measurement tools and methods

" GEMBA TIME DON'T WAIT UNTIL YOUR COMPANY GET BLEEDING "

A3 Thinking Process

"The Japanese Call it " Thinking Way "

A3 Thinking

The A3 report is so named because it is written on an A3 sized paper (metric equivalent of 11” x 17”). Toyota has developed several kinds of A3 reports for different applications. We have adapted the problem-solving report for use by healthcare workers, most of whom do not have engineering or business backgrounds. A template for our version of the A3 problem-solving report can be found as an appendix to this paper. The report flows from top to bottom on the left-hand side, then top to bottom on the right-hand side. The three-hole punch on the left-hand combined with a tri-fold enables A3 reports to be stored in standard three-ring binders. While the names of the boxes can change, the basic storyline remains the same, as will be explained in the following subsections. Successful A3s are done at the frontline, either directly by or validated by the people doing the work. This paper presents an A3 report template, describes the problem-solving approach it represents followed by an example, and discusses implementation, deployment issues, and potential benefits.

Some people may look at an A3 and think it's "too complicated or too busy" a normal reaction to a detailed A3. We're considering a lot into a small space. But you will find that good A3 stories have an intuitive flow and can be told in five to 10 inutes. The author tells the story, we follow along on the paper until he or she finishes, and a question and answer session follows.

By the time the A3 is presented to senior management, everybody in the room has already seen and agreed to it. At companies like Toyota it's not unusual for an immediate decision to be made after a five minute presentation.

There is a danger that A3s can be appealing to people short of time and overwhelmed with paper and electronic reports. One piece of paper looks pretty good and that A3 becomes a dictate from management, a shiny new toy that everyone must use."from now on, everything will be A3!"

Additionally, people often try to outdo one another by creating fancy grapichs or by considering more and more information on the page. Please remember the purpose of A3s is to gain a shared understanding of a critical issue in order to solve problems and get results. " Now we can write our strategic plan," Karras said " The most important thing is to tell a clear, concise story on one page."

A3 Intuitive Flow

TRUE NORTH

If we don't know where we're going, we will never get there. " True North " expresses business needs that must be achieved and exerts a magnetic pull. True North is a contract, a bond, and not merely a wish list. For Atlas Industries, True North means, above all, stopping the hemorrhage in revenues and achieving a healthy level of profitability. That is not to say other needs will be ignored, only that business needs form a changing hierarchy.

For companies whose condition is less dire, True North can be expressed in a more balanced manner. At Toyota for example, True North usually comprises something for the company and its shareholder, customers, team members, and the community :

• Company and its shareholders: revenue, return on sales, market share and margins.
• Customers: in plant and in service quality, warranty costs and quality awards.
• Team members: safety, ergonomics, good working conditions, training and development opportunities and employment stability.
• Community: enviromental leadership, involvement in communities and stable employment.

Karras began by giving them an overview of the strategy deployment system.

He explain 6 steps :

1. Define True North-Atlast Industries' strategic and philosophical purpose.
2. Develop the plan.
3. Deploy the plan.
4. Monitor the plan.
5. Solve problems.
6. Improve the system.

Elements 2,3,4 and 5 , he explained correspond to the PDCA cycle, also known as the scientific method.

This article will be continued to " Yearly Strategic Plan Beyond A3 Thinking " .

( Taken from Workbook " Getting the Right Things Done " by Pascal Dennis foreword by Jim Womack )

HEIJUNKA OR LEVELING

" In general, when you try to apply TPS, the first thing you have to do is to even out or level the production. And that is the responsibility primarily of production control or production management people. Leveling the production schedule may require some front-loading of shipments or postponing the shipments and you may have to ask some customers to wait for a short period of time. Once the production level is more or less the same or constant for a month, you will be able to apply pull systems and balance the assembly line. But if production levels the output varies from day to day, there is no sense in trying to apply other systems, because you simply cannot establish standardized work under such circumstance."

( Fujio Cho, President, Toyota Motor Corporation )

Focusing on MUDA is the most common approach to implement lean tools, because it is easy to identify and eliminate waste. But what many companies fail to do is the more difficult process of stabilizing the system and creating "Evenness" a true balanced lean flow of work. This is the Toyota concept of Heijunka, Leveling out the work schedule. Achieving hejunka is fundamental to eliminate MURA, which is fundamental to eliminateing MURI and MUDA.

Heijunka is the leveling of production by both volume and product mix.

There are four benefits of Heijunka :

1. Flexibility to make what the customer wants when they want it.
2. Reduced risk of unsold goods.
3. Balanced use of labor and machines.
4. Smoothed demand on upstream processes and the plant's supplier.

Heijunka in service operations :

1. Fit customer demand into a leveled schedule.
2. Establish standard times for delivering different types of service.

Basic Thoughts

1. Eliminating waste is just one-third pf the equation for making lean succesful. Eliminating overburden to people and equipment and eliminating uneveness in production schedule are just as important yet generally not understood at companies attempting to implement lean principles.
2. Work to level out the workload of all manufacturing and service processes as an alternative to the stop/start approach of working on projects in batches thatis typical at most companies.

LEAN LEADERSHIP

To be successful in transforming it self into a lean enterprise, the one quality your organization will need more than any other, is leadership.

It is the key to implementing the lean system that could help you achieve world-class competitiveness.

The Case for Leadership ,,,
Leadership is often the most important factor in a Lean Manufacturing implementation. The paradigm shift of Lean Manufacturing demands visionary leadership .

Lean Leadership … A Model for the New Millennium

Below is Lean Leadership key points :

• Direction setter
• Ensure team goals support vision
• Monitors and audits team’s metrics
• Set expectation
• Information conduit
• Facilities ‘root cause’ analysis
• Technical resources
• Provider of forward workload
• Appraise team performance to team goals

Finally, a leader must posses the ability to be a linking agent (Facilitator) with a wide array of knowledge and information coupled with an unquestionable trust, professionalism, and an open invitation for dissent.

If we can agree that we are indeed in a leadership deficit and that leadership is meant to cause dramatic, useful change, then as these necessary changes to our way of operating become more global , so should our approach to leadership. For this to occur, a leader should possess some degree of the following ;

* Superb written and oratory skills

* Interactive / Proactive attitude

* Ability to recognize / reward

* Compassion / Openness

* Ability to listen

* Passion for risk
* High energy level
* Patience
* Humor
* Vision

.
Good Leaders motivate people in a variety of ways ,,,, 3 of which are basis to our “LEAN” approach :

• Leaders must define the organization’s vision in a way that highlight the value of their group
  
• Leaders must support people’s efforts to achieve the shared vision through
  coaching, feed back, and role modeling .
• A good leader will recognize and reward success .
  
  
  The true Lean Leader is one who can detach themselves from the team to allow empowerment to flourish where the team provides itself with such a services as peer reviews, rewards and even team recruitment.
  These leaders delegate responsibilities and coach others in ways that nurture their growth, bring out their best and inspire support for organization goal’s .

Level of Leadership :

1. Transactional Leaders
2. Relation Leaders
3. Transformation Leaders
4. Charismatic Leaders

What is Charismatic Leader Do ?
o Challenge the status quo
o Create a compelling vision
o Establish shared values
o Enable others to act
o Model the way
o Encourage the heart

Charismatic leaders do these things constantly in large and small ways. Cumulatively, these actions change attitude, responses, and methodologies within the organization.