Equipment SMED – Green Belt Kaizen
Event Consultant: Arnold George
Event Description: MGB Single Minute Exchange of Dies (SMED) Kaizen
Event Location: Baldwinsville, NY
Purpose for Week’s Activities:
- Review videos from Week 1 changeovers
- Determine what internal changeover elements can be moved to external
- Identify opportunities to eliminate and reduce non-value added and business value-added tasks
- Identify opportunities to modify the equipment to make it more conducive to SMED principles of safe, faster and mistake proof
- Create Standard Work for all crews to follow
- Create training plan to implement changes across all shifts
- Reduce average change over time
Largest Categories of Waste – Motion, Rework, Over Processing (adjustments)
Reduce Motion –
- Sequenced work steps
- Each step was identified as VA or NVA
- If possible, NVA steps were eliminated by using templates and quick change tools
- Activities were organized so the operator and feeder worked in tandem rather than separately
- Reduced tasks
- The number of trips to check and reset fixtures was reduced
Over Processing –
- Work steps were redesigned to take advantage of quick change hardware and incorporate tools into the machine
- X locations were located on the machine where tool-less quick release fixtures were installed (Y other locations identified for expansion)
- Identified Z opportunities to remove non-value added tasks
Things Implemented This Week
- Quick change hardware
- Hardware standardization
- Machine modifications
- Exposed all 3 shifts to the new process
- Buy into the process
- Detailed Standard Work steps were tested on two changeovers
Overall Observations This Week
- The team remained diligent through the SMED training and were intent on identifying and eliminating waste throughout the process.
- One team member did not originally think we could achieve our goal of an X minute changeover, but after the exercise believed a sub-hour make ready is possible.
- The _____ crew was very diligent about their work during these changeovers and desired to improve their last performance and get to the running stage quickly.
- We observed several mechanical delays that were unexpected. These are true opportunities to investigate and drive out the root causes.
- The crew was very helpful in validating these elements during the week. One operator led the team on his first changeover and was able to beat the previous standard.
- Finalize training plan to include four shifts of changeover training and roll out by end of month.
- Issue the current version of Standard Work and review with users for opportunities to streamline and improve.
- Continue to develop tools to reduce adjustment and set up times.
- Continue working with maintenance to identify better ways of setting up, and eliminate the need for adjustments.
- Incorporate tools into hardware so no tools are required.
- Continue to monitor changeover results and perform root cause analysis to reduce time from last good part to first good part.