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Relevant bibliographies by topics / Single Minute Exchange of Dies (SMED)

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Academic literature on the topic 'Single Minute Exchange of Dies (SMED)'

Author: Grafiati

Published: 4 June 2021

Last updated: 15 February 2022

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Journal articles on the topic "Single Minute Exchange of Dies (SMED)"

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Wang, Chen Hua, Jar Her Kao, and Sanjay Kumar Thakur. "Implementation of the Lean Model for Carrying out Value Stream Mapping and SMED in the Aerospace Engine Case Production." Advanced Materials Research 542-543 (June 2012): 302–10. http://dx.doi.org/10.4028/www.scientific.net/amr.542-543.302.

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The lean manufacturing has been widely applied in the most of the industry sectors. Single Minute Exchange of Dies (SMED) is one of lean manufacturing tools that can be used to further reduce production waste. In order to ensure waste be effectively reduced, lean manufacturing has tools to achieve its goal. The first step is analysis of current state value stream map from the production line. The second step is the use of Single Minute Exchange of Dies to propose and carry out improvement actions in bottleneck process. In this study, the aerospace engine case production lead time was reduced from 9 weeks to 7 weeks by VSM method. The SMED method was applied to improve bottleneck’s setup time from 95.68 minutes to 76.97 minutes. The lean manufacturing tool can help factory to reduce inventory in the WIP.

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Mulyana, Ahmad, and Sawarni Hasibuan. "IMPLEMENTASI SINGLE MINUTE EXCHANGE OF DIES (SMED) UNTUK OPTIMASI WAKTU CHANGEOVER MODEL PADA PRODUKSI PANEL TELEKOMUNIKASI." SINERGI 21, no. 2 (June 27, 2017): 107. http://dx.doi.org/10.22441/sinergi.2017.2.005.

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Sebagai salah satu perusahaan pembuat panel telekomunikasi dan panel elektrik, PT. Cometal dihadapkan pada tantangan waktu delivery yang kompetitif. Permasalahannya perusahaan masih mengalami keterlambatan pengiriman produk ke konsumen akibat lamanya waktu changeover model yang menyebabkan downtime mesin punching pada proses produksi panel telekomunikasi. Untuk mengurangi lead time maka perlu diupayakan minimasi waste pada changeover model di mesin punching. Tujuan penelitian ini adalah mengidentifikasi faktor penyebab tingginya waktu changeover model pada mesin punching dan melakukan improvement dengan metode SMED (single minute exchange of dies). Penerapan metode SMED dilakukan dengan mengotimalkan aktifitas eksternal pada produksi panel telekomunikasi melalui koordinasi kegiatan Pengamatan dilakukan selama 30 hari menggunakan studi waktu sebelum dan sesudah implementasi SMED. Penerapan konsep SMED dilakukan dengan mengubah 15 aktifitas internal menjadi 5 aktifitas internal dan merekayasa alat bantu gauge tool untuk mengurangi downtime mesin. Improvement yang diperoleh adalah berkurangnya waktu downtime mesin punching dari 44,90 jam menjadi 10,96 jam atau terjadi penurunan waktu setup sebesar 75, 59 persen.

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Maharani, Dian Amalia, and Ida Musfiroh. "Review: Penerapan Metode Single-Minute Exchange of Dies Sebagai Upaya Peningkatan Produktivitas Kerja Di Industri Farmasi." Majalah Farmasetika 6, no. 3 (August 22, 2021): 287. http://dx.doi.org/10.24198/mfarmasetika.v6i3.34884.

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Perusahaan industri farmasi yang semakin berkembang secara umum harus dapat menciptakan proses yang efektif dan efisien dalam produksi. Adapun pendekatan yang dapat diupayakan dalam mereduksi waktu set up produksi dengan menggunakan salah satu metode yang termasuk lean manufacturing system yaitu metode Single Minute of Exchange Die (SMED) dimana tujuan dari metode ini yaitu meminimalkan waktu set up. Metode yang digunakan adalah penyelusuran literatur secara elektronik diberbagai jurnal internasional maupun nasional yang diakses dari situs Google Scholar dan ScienceDirect dengan kata kunci “Penerapan Metode Single Minute Exchange of Dies (SMED) di Industri dan Lean Manufacturing System (LMS). Penelusuran literatur yang bersumber data primer diperoleh dari jurnal yang kemudian dilakukan skrining jurnal yang diterbitkan selama 10 tahun terakhir sebagai kriteria. Hasil kajian pustaka yang diambil dari beberapa literatur dengan menggunakan metode SMED di perusahaan industri dalam proses produksi. Dimana perbandingan waktu sebelum improvement dan setelah improvement waktu setup atau changeover dengan metode SMED memiliki penurunan yang cukup signifikan dengan persentase sebesar 39,97 %. Sehingga hasil yang telah diperoleh perlu diperhatikan oleh perusahaan-perusahaan industri terutama industri farmasi sehingga metode tersebut dapat diterapkan dalam pelaksanaan proses produksi untuk meningkatkan prokduktivitas perusahaan..

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Nurrizky, Muhammad Faizal, Muhammad Anwar Septiana, Jamari Machmudin, and Muhamad Syafii. "PENINGKATAN EFISIENSI MESIN CNC TURNING MENGGUNAKAN METODE SINGLE MINUTES EXCHANGE OF DIES DI PT.X." Jurnal Ilmiah Teknologi Infomasi Terapan 7, no. 2 (April 12, 2021): 94–100. http://dx.doi.org/10.33197/jitter.vol7.iss2.2021.526.

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Abstrak Perusahaan X adalah sebuah perusahaan yang bergerak dibidang manufaktur yang memproduksi produk Sparepart Aerospace menggunakan mesin produksi CNC. Kendala yang dihadapi Perushaan X adalah waktu set-up yang lama dan berulang-ulang, Penelitian ini bertujuan untuk meminimasi waktu set-up agar dapat meningkatkan produktivitas produksi dengan mengunakan Metode Single Minute Exchange Die (SMED) pada perusahaan X. Tahapan yang dilakukan antara lain langkah pengumpulan data elemen gerakan set-up yang dilakukan, memisahkan internal set-up menjadi ekternal set-up, menyederhanakan seluruh aspek operasi set-up serta perhitungan produktifitas dari penerapan SMED. Mesin CNC di Perusahaan X berjumlah 8 mesin dimana tingkat efisiensi mesin hanya mencapai 50% - 75%. Berdasarkan data produksi perusahaan bahwa kontribusi pada aktivitas set-up merupakan pengaruh terbesar terhadap waktu menganggur mesin CNC yaitu mencapai 55% dengan waktu set-up selama 51,05 menit pada tiap 1 kali set-up. Perbedaan pada tiap operator menjadi permasalahan dalam perusahaan X. Perhitungan waktu set-up dengan menggunakan metode (SMED) diperoleh waktu set-up sebesar 44,3 menit, waktu set-up sebesar 51,05 menit terdapat penurunan waktu set-up sebesar 6,75 menit

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Kumaravel, D., R. Sathya Bharathi, and M. Kavinandini. "Enhancing the production through SMED methodology." International Journal of Engineering & Technology 7, no. 2.8 (March 19, 2018): 382. http://dx.doi.org/10.14419/ijet.v7i2.8.10467.

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Aim of this experiment is to improve the production rate in steering pump manufacturing industry using single minute exchange of die method. Hydraulic steering pump manufacturer oftenface the problem of periodically changing the machine configuration which led to frequent delays. It was observed that most machines need the fixtures to be redesigned. Thus, comes to play the concept of single minute exchangeof Dies. It refers to single-digit time limit wherein every aspect of a setup change is completed in less than ten minutes. SMED is a changeover technique which is implementing to increase the output and decrease the quality losses due to changeovers. By examine the changeover process along with a stronger sense of teamwork and ownership leads to significant reduction in setup and change over times. Purpose of SMED is to find the workactually done and proper utilization of time during the changeover activity. Through the analysis, a better understanding was gained on how to do certain activities, when the line is running and also to determine the task that needs to be done to reduce the fine-tuning activities after the actual changeover. The faster the changeover time, the lesser is downtime of the machine. This project was focused on reducing the setup time based on the ideas of SMED.

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Indrawati, Sri, Mentari Endah Pratiwi, Sunaryo, and Abdullah ‘Azzam. "The effectiveness of single minute exchange of dies for lean changeover process in printing industry." MATEC Web of Conferences 154 (2018): 01064. http://dx.doi.org/10.1051/matecconf/201815401064.

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The changeover time is a factor that greatly affects the lean production implementation in industry with make to order system. Large product variations and unpredictable quantity of orders will trigger some kind of production wastes if changeover time is done in a longer time. One industry with make to order system is printing industry. In general, to produce several types of products such as books takes quite a long time because of long production changeover process. The general problem faced is the delay in book’s production completion. Based on this problem, changeover time reduction is needed to overcome the delay of book’s production completion using single minute exchanges of dies (SMED) method. The SMED method is the method that separates the changeover activity into two, i.e. internal setup and external setup. The research shows that changeover time for printing workstation is 18 minutes 29 seconds, which consists of internal setup activities 14 minutes 37 seconds and external setup 4 minutes 33 seconds. By converting 45% of the internal setup activity into an external setup, then the setup time can be reduced. The initial setup activities performed when machine is stop, now can be done when the machine is running. In addition, a changeover process improvement also done using 5S method in workstation tools area so the internal setup time is reduced 46% becomes 7 minutes 59 seconds. Under these conditions, the printing industry can increase production by 2%.

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Nguyen, Hien N., and Nhan H. Huynh. "Optimizing equipment efficiency: An application of SMED methodology for SMEs." Journal of Agriculture and Development 18, no. 3 (June 28, 2019): 1–9. http://dx.doi.org/10.52997/jad.1.03.2019.

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Competitiveness in the era of globalization is tougher than ever before. Most of small medium-sized enterprises, especially in the manufacturing sector, are easily vulnerable due to lack of opportunities and resources to harness the economics of scale as well as business activities in research and development. To drive business competitiveness, the small and medium-sized enterprises (SMEs) must make use of resource efficiency in production processes and optimize the overall equipment effectiveness (OEE). The method of single minute exchange of dies (SMED) appears to be an effective approach, which does not require financial investments but only utilizes the current human resource, to improve and maximize the OEE. The paper describes the step-by-step approach to apply SMED and shows its results in the increase of 18% OEE in a semi-auto cutting machine.

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Industry Xplore and Ade Rahayu. "Implementasi Single Minute Exchange Of Dies (Smed) Untuk Perbaikan Proses Brand Changeover Mesin Focke Dan Protos." Industry Xplore 5, no. 1 (March 27, 2020): 8–16. http://dx.doi.org/10.36805/teknikindustri.v5i1.904.

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Waktu pergantian brand merupakan salah satu waste yang perlu kurangi atau diminimalkan. Di bagian Secondary White Machine PT. ITC , proses setup pada saat perpindahan brand (Brand Changeover) yang sering terjadi pada mesin berdampak pada nilai perfoma yang kecil dan berpotensi terjadi keterlambatan jadwal distribusi sehingga pada kondisi tersebut terjadi stock out pada pasar dan tidak dapat memenuhi kebutuhan konsumen sesuia dengan jadwal yang telah di tetapkan. Sehingga hal tersebut perlu diperhatikan dan di lakukan observasi terhadap kegiatan perpindahan brand pada mesin maker dan packer agar kegiatan tersebut lebih efisien. Dari hasil analisa yang dilakukan bersama dengan management, diketahui bahwa proses pergantian brand yang terjadi di area SPM memakan durasi waktu yang cukup lama di karenakan belum menerapkan metode yang tepat dalam proses tersebut. Dengan proses pemisahan kegiatan eksternal dan internal dengan metode SMED, dan memparalelkan kegiatan internal dalam suatu proses di harapkan mampu meningkatkan perfoma produksi. Waktu rata-rata yang dibutuhkan mesin protos untuk melakukan brand change adalah 85.078 menit dan mesin Focke adalah 179.105 menit. Dengan methode SMED dan melakukan pemisahan kegiatan eksternal dan internal dapat mengurangi 27.834% waktu Brand Change untuk mesin Protos dan 42.243% waktu Brand Change untuk mesin Focke. Dari implementasi metode tersebut selama 7 minggu dapat diketahui bahwa penurunan waktu Brand change dapat meningkatkan peforma uptime Link Up mesin sebesar 6.48%.

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Indah, Annisa, and Ade Rahayu. "Implementasi Single Minute Exchange Of Dies (Smed) Untuk Perbaikan Proses Brand Changeover Mesin Focke Dan Protos." Industry Xplore 5, no. 1 (June 24, 2020): 24–55. http://dx.doi.org/10.36805/teknikindustri.v5i1.905.

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Waktu pergantian brand merupakan salah satu waste yang perlu kurangi atau diminimalkan. Di bagian Secondary White Machine PT. ITC , proses setup pada saat perpindahan brand (Brand Changeover) yang sering terjadi pada mesin berdampak pada nilai perfoma yang kecil dan berpotensi terjadi keterlambatan jadwal distribusi sehingga pada kondisi tersebut terjadi stock out pada pasar dan tidak dapat memenuhi kebutuhan konsumen sesuia dengan jadwal yang telah di tetapkan. Sehingga hal tersebut perlu diperhatikan dan di lakukan observasi terhadap kegiatan perpindahan brand pada mesin maker dan packer agar kegiatan tersebut lebih efisien. Dari hasil analisa yang dilakukan bersama dengan management, diketahui bahwa proses pergantian brand yang terjadi di area SPM memakan durasi waktu yang cukup lama di karenakan belum menerapkan metode yang tepat dalam proses tersebut. Dengan proses pemisahan kegiatan eksternal dan internal dengan metode SMED, dan memparalelkan kegiatan internal dalam suatu proses di harapkan mampu meningkatkan perfoma produksi. Waktu rata-rata yang dibutuhkan mesin protos untuk melakukan brand change adalah 85.078 menit dan mesin Focke adalah 179.105 menit. Dengan methode SMED dan melakukan pemisahan kegiatan eksternal dan internal dapat mengurangi 27.834% waktu Brand Change untuk mesin Protos dan 42.243% waktu Brand Change untuk mesin Focke. Dari implementasi metode tersebut selama 7 minggu dapat diketahui bahwa penurunan waktu Brand change dapat meningkatkan peforma uptime Link Up mesin sebesar 6.48%

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Ali, Abdel Rahman Ragab Hassan. "Enhancing the Productivity of Printing Houses by Implementation of SMED (Single Minute Exchange of Dies)." مجلة التصميم الدولية 7, no. 3 (July 2017): 205–11. http://dx.doi.org/10.12816/0044137.

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Dissertations / Theses on the topic "Single Minute Exchange of Dies (SMED)"

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Michels, Brian T. "Application of Shingo's Single Minute Exchange of Dies (SMED) methodology to reduce punch press changeover times at Krueger International." Menomonie, WI : University of Wisconsin--Stout, 2007. http://www.uwstout.edu/lib/thesis/2007/2007michelsb.pdf.

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Weiss, Don, and Koroush Entezari. "Ställtidsreduktion med hjälp av SMED." Thesis, Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-25679.

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Syftet för det här examensarbetet var att praktiskt reducera ställtiden på enbefintlig produktionslinje på Ruukki i Halmstad. Vid tiden då författarna togkontakt med företaget var den nuvarande ställtiden alldeles för lång och långtifrån optimal. I samband med projektets start gjordes det ett antal avgränsningaranpassat till den tiden som fanns tillgänglig.Tillvägagångssättet och metodiken till lösningen bakom ställtidsproblematikenföljer Shigeo Shingos Single Minute Exchange of Die (SMED), där har författarnautfört analyser i form av iakttagelser och tidtagning. Upptäckterna som gjordesunder analys samt implementering var att även om SMED är en direkt metodik förställtidsreduktion finns det andra faktorer som kan motverka implementeringensamt dess goda resultat. Dessa faktorer som påvisades under projektets gång varbland annat de mänskliga aspekterna och den bakomliggande företagskulturen iorganisationen. SMED är en av stöttepelarna för en implementering av Just-In-Time (JIT) som i sig är en viktig beståndsdel av Lean Production.Examensarbetet resulterade i framtagning av en rutin som därefter visualiserades iform av en arbetsmanual. Rutinen testkördes och påvisade gott resultat i form avkortare ställtid.

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Narses, Aurélien. "Case Study: Production and OEE improvement for an 800 tons stamping press." Thesis, Mälardalens högskola, Akademin för innovation, design och teknik, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-24580.

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The actual industrial development linked to the financial situation over the world lead automotive and other companies to expand their production level to stay competitive. Changing an organization to raise its production or profit is not a one day journey, but requires some steps. Tools exist to develop the production level of manufacturing industry since more or less the fifties, and the continuous improvement is measured by some available and famous indicators around lean manufacturing mainly. Pressing equipment especially like a metal stamping press expressed through the following case study can be improved by respecting some fundamentals. Lean manufacturing aspects as 5 S’s and TPM (Total Productive Maintenance) for example are tools that can be applied to improve the production rate of a stamping press. To even better improve the OEE (Overall Equipment Effectiveness) of the same machine, a tool like SMED (Single Minute Exchange of Dies) reveals to be really powerful when improving the global output rate of the machine. The case study developed inside this present report aims to investigate all the possibilities to improve the OEE of pressing equipment facing theoretical aspects and reality issues. The tools involved are part of the content, but the way to support a company for the organizational change required to the success is another part of the content. Technical solutions are taking part of the outcome, and a strong link to change management is included. Correlation between both technical and managerial aspects is the main line followed to get the final results. An experimental and actual OEE is calculated, and improved following a rating according to the possible improvements. Those results are analyzed to provide a weighted feedback related to the whole research.

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Rebolledo, Araya Javier Andrés. "Optimización de tareas y equipos en líneas productivas durante un cambio de formato: implementación de herramienta SMED." Tesis, Universidad de Chile, 2010. http://www.repositorio.uchile.cl/handle/2250/103715.

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Hoy en día las empresas se ven inmersas en un mercado totalmente exigente, en especial las del tipo manufacturero. El cliente demanda constantemente que el producto sea de altísima calidad y entregado a tiempo, lo que pone a prueba la capacidad de flexibilización de la empresa. El trabajo de título presentado a continuación tiene lugar en la empresa CMPC Tissue S.A, encargada fabricar y comercializar productos tissue (papeles higiénicos, toallas de cocina, servilletas y pañuelos de papel) en Chile y el extranjero. La planta de Talagante consta de un área de fabricación que abastece a dos áreas de producción; Conversión Doblados y Conversión Rollos. Una gran variedad de productos son fabricados en las 5 líneas de producción de Conversión Rollos. Para poder lograr esto, cada línea debe ser modificada físicamente cuando un cambio de producto o formato se presenta, paralizando la producción de ésta. El trabajo desarrollado está enfocado a disminuir el tiempo improductivo asociado a un cambio de formato. Para ello, la empresa ha decidido implementar una herramienta conocida como SMED (Single Minute Exchange of Die). Este concepto introduce la idea de que en general, cualquier cambio de máquina o inicialización de proceso debería durar no más de 10 minutos. El propósito, como estrategia de planta, es que mediante esta implementación, el tiempo que toma realizar un cambio no demore más de 30 minutos para el departamento de Conversión Rollos. Con esto se busca flexibilizar la producción de la empresa, realizando un mayor número de cambios sin que esto afecte la eficiencia de las líneas. Tras la primera implementación de SMED en la empaquetadora de la línea 200, se observó una notoria disminución en la duración de los cambios en dicho equipo. En varias ocasiones se logró bajar la barrera de los 30 minutos propuesta por la empresa, lo que propone un auspicioso futuro para el resto de las implementaciones en Conversión Rollos. Además, se comprobó que el aprendizaje obtenido tras la aplicación de la herramienta en la línea 200, sirvió para lograr una segunda implementación en la L160, mucho más rápida que la primera, alcanzando resultados igualmente satisfactorios Los resultados obtenidos permitieron la estandarización de la implementación de SMED, definiendo las actividades a realizar y los responsables de llevarlas a cabo.

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Yassin, Karmel. "Produktionsuppföljning på WilloMaskin AB." Thesis, Växjö University, School of Technology and Design, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:vxu:diva-1267.

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The purpose with this bachelor thesis is to identify risks and insufficiencies concerning the production at WilloMaskin AB. The project is limited to only 4 machines, where theories as “OEE” (overall equipment efficacy) should be illuminated and analyzed. The theory of “Single Minute Exchange of Die” is also presented.

The method used in this project is mostly based on qualitative studies but also quantitative studies are presented. Information has been gathered from Willo Maskin ABs own calculations, the university library of Växjö and electronical sources. The studies have been made through observation and notes of the production process at the workplace. Routines have been checked and discussions with people involved in the process have been passed. The observation also included machine stand still measurement and OEE calculations. The measuring for each machine under a time period shows the lack in the production progress and the methods used. The results show that the machine adjustment is the part of the process that requires the most production time. Discussions with machine operators prove that a lot of them don’t know how to handle new machines. However, the machines work very efficient when they work. It takes short adjustments and further education of operators to increase the availability. The introduction of different production follow-up systems is necessary to be able to measure, and in a long term even reduce the reasons of standstill.

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Bartoň, Jan. "Podnikatelský záměr." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2012. http://www.nusl.cz/ntk/nusl-223633.

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The theoretical part of this master’s thesis introduces to the reader problems of production management tools, and optimization of the manufacturing process. It explains basic concepts, principles and methods that has aim to clarify systems and methods used in the practical part to the reader. The practical part describes the implementation of these methods and optimization of specific part of the manufacturing process. The result of optimization is evaluated from the perspective of time and finance.

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Lantz, Joel. "Förbättring av ”overall equipment effectiveness” vid Pågen : Analys och problemlösning för en effektivare produktion." Thesis, Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-64181.

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The thesis work was carried out at Pågens bakery in Gothenburg, the bakery produces both bread and pastry. The bakery has a total of eleven production lines with varying products and number of products per line. This project has been carried out at one of the production lines that produces several different kinds of bread, focusing on the three products that stands for the majority of the production. The thesis work consisted in collecting and analysing information from line 39 that effects the utilization rate (OEE%) negatively. The utilization rate of line 39 has an average OEE% of 61,9% compared with the target of an OEE% at 85%. The information and the analysis was collected through interviews, observations, work measurements, data compilation and value stream analysis. The aim of the project is to identify problem areas for line 39’s process that has negatively impacts on the OEE%, and if possible, find solutions based of relevant literature as well as to carry out a SMED-analysis of the packaging process. Based on the collected information about the current situation of the production on line 39 and the value stream mapping analysis, was four different problem areas identified. Absences of standardized work descriptions for de changeovers between different products which can lead to several types of waste. Large percentage of capacity losses that has no documented origination and must categorize as other utilization losses. Incorrect data in the spreadsheet when calculation theoretical capacity The operators of line 39 experience a great amount of stress during the changeovers between products. Based on the identified problem areas, different solution proposals were developed for the problem areas by using relevant literature to create a more efficient process and utilization rate. By using the Single Minute Exchange of Die method for the exchanges in the packaging process and by analyzing and comparing “rest” time for the dough in product exchanges in the bakery process. With help from literateur and the result from the Single Minute Exchange of Die, a standard for the exchanges could be developed for the packaging process, which can reduce the changeovers time by about 8,5 minuets from 23,5 to 15 minuets. This result has by itself an impact on OEE%, but has no actual effect on line 39’s OEE%, because of the variation of exchange times aren’t from the packaging process. They occur from processes that lies before in the material flow. Based on the analysis of “rest” times between different product types, a standard could be obtained when the next product type dough should start up to create a 30-minute production hatch which is currently standard. When introducing standardized working methods and inserting precise data into the spreadsheets, line 39's OEE% can be improved from 61.9% to 71.2%. Through the introduction of standardized working methods, operators perceived stresses can also be reduced by letting them know what is being expected of them during exchanges. A major problem area that remains is the uncategorized utilization losses that Pågen must continue the work by categorize and find the origin and then try to eliminate the problems.
Examensarbetet är utfört vid Pågens bageri i Göteborg, vid bageriet tillverkas både matbröd och kaffebröd. Bageriet har totalt elva produktionslinjer med varierande produkter och antalsorter per linje. Detta projektet är utfört vid en av de linjer som producerar flera olika sorters bröd, där fokus legat på de tre produkter som står för majoriteten av produktionen. Uppgiften bestod i att kartlägga och analysera linje 39 utifrån problemområden som påverkar utnyttjandegraden(OEE%) negativt.Linje 39 har idag en genomsnittlig OEE% på 61,9% jämfört med det uppsatta målet på 85%. Kartläggning och analys av nuläget skedde genom intervjuer, observationer, arbetsmätningar, sammanställning av data och värdeflödesanalys. Målet med projektet är att identifiera problemområden för linje 39 ́s process som påverkar OEE% negativt och om möjligt komma med lösningsförslag utifrån relevant litteratur, samt att standardisera omställningar vid paketeringen genom SMED-analys. Utifrån nulägesbeskrivningen samt värdeflödesanalysen kunde följande problemområden identifieras: Avsaknad av standardiserade arbetsmetoder vid omställningar vilket kan leda till flera typer av slöserier. Stor procentuell del av kapacitetsförluster som hör till övriga utnyttjandeförluster vilken inte går att härleda till specifikorsak eller problemområde. Felaktigdata vid beräkning av teoretisk kapacitet Upplevd stress hos operatörer i samband med omställningar Utifrån de identifierade problemområden togs lösningsförslag fram för problemområdena med hjälp av relevant litteratur för att skapa en effektivare process och utnyttjandegrad. Detta skedde genom utförande av Single Minute Exchange of Dieför omställningar i paketeringen samt analys av liggtider vid sortbyten i degavsnittet Genom användandet av litteratur och Single Minute Exchange of Die kunde en standard för omställningar mellan produktsorter tas fram för paketeringen, vilken kan minska omställningstiden med upp till8,5minuterfrån 23,5 till 15 minuter. Detta resultat ger idagingen förändring av OEE% då de varierande ställtiderna härstammar från degavsnittet tidigare i flödet.Utifrån analysen av liggtider mellan olika produktsorter kunde en standard tas fram om när degen för nästa produktsort bör påbörjas för att skapa en produktionslucka på 30 min som idag är standard. Vid införande avstandardiserade arbetsmetoderoch införande av korrekta data i kalkylbladen kan linje39’s OEE% förbättras från 61,9% till 71,2%. Genom införande av standardiserade arbetsmetoder kan även operatörernas upplevda stress minskas genom att de vet vad som förväntasav dem under omställningarna. Ett stort problemområde som kvarstår är posten för övriga utnyttjandeförlustersom Pågen behöver arbeta vidare med att kartläggadessuppkomst för att kunna eliminera förlusterna.

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8

Illeová, Marie. "Zvyšování produktivity na obráběcím centru pomocí metody štíhlé výroby." Master's thesis, Vysoké učení technické v Brně. Fakulta strojního inženýrství, 2012. http://www.nusl.cz/ntk/nusl-230049.

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Diplomová práce se zabývá problematikou zvyšování produktivity pomocí metody štíhlé výroby zvané Lean. V dnešní době je potřeba udržet si přízeň zákazníka a finanční prosperitu firmy. Právě štíhlá výroba se zaměřuje na spokojenost zákazníka a na zvýšení finančního přínosu firmě, tím, že se snaží odstranit plýtvání, která se vyskytují v procesu. Lean Six Sigma je metoda, která se zaměřuje na spokojenost zákazníka (Lean) a na zdokonalování procesů (Six Sigma). Jejím cílem je zvýšit kvalitu a zároveň snížit náklady a dobu dodání. První část diplomové práce se zabývá nástroji štíhlé výroby a detailně popisuje metody, které budou použity v praxi. V praktické části diplomové práce byly využity nástroje Lean Six Sigma především metoda DMAIC, která je označována za systematický přístup k řešení problémů. Skládá se z pěti částí: definování, měření, analýza, zlepšení a kontrola.

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Matulík, Jan. "Zvýšení efektivity výrobní linky za použití metody lean (TPS)." Master's thesis, Vysoké učení technické v Brně. Fakulta strojního inženýrství, 2009. http://www.nusl.cz/ntk/nusl-228656.

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This dissertation deals with analysis and follow-up suggestion of efficiency improvement on the production line in DAIKIN DEVICE CZECH REPUBLIC Ltd. Mentioned steps are performed with the help of production philosophy called Lean production or TPS (Toyota Production System) and production procedures like Just in Time, Jidoka and Kaizen. The target of this work is to find out and eliminate inefficiencies of manufacturing process, design an improvement project (saving cost, safeness, reduction of working positions etc.). Perform evaluation of this project and suggest testing procedure for follow-up improvement in the future.

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Combs, Michael L. "Analysis of setup time reductions at NADEP, North Island, utilizing the SMED approach (Single-Minute-Exchange-of-Die)." Thesis, Monterey, California : Naval Postgraduate School, 1990. http://handle.dtic.mil/100.2/ADA238700.

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Thesis (M.S. in Management)--Naval Postgraduate School, June 1990.
Thesis Advisor(s): Trietsch, Dan. Second Reader: McMasters, Alan W. "June 1990." Description based on signature page as viewed on October 21, 2009. DTIC Identifier(s): Reduction, information exchange, production management, setup time, theses. Author(s) subject terms: SMED, production management, setup time, NADEP. Includes bibliographical references (p. 94-95). Also available in print.

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Books on the topic "Single Minute Exchange of Dies (SMED)"

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Trietsch, Dan. Some notes on the application of Single Minute Exchange of Die (SMED). Monterey, Calif: Naval Postgraduate School, 1992.

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Arnst, David C. Single minute exchange of die (SMED) : a practical implementation: A project in Industrial Technology. 1992.

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Book chapters on the topic "Single Minute Exchange of Dies (SMED)"

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Bassi, Aditya, Harkrit Chhatwal, Nishant Bhasin, Shubham Sharma, and Ruchika Gupta. "Optimization of Changeover Time in a Manufacturing Enterprise Using Single Minute Exchange of Dies (SMED): A Case Study." In Lecture Notes on Multidisciplinary Industrial Engineering, 189–200. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-73495-4_13.

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Conrad, Ralph W. "Single Minute Exchange of Die (SMED)." In ifaa-Edition, 51–56. Berlin, Heidelberg: Springer Berlin Heidelberg, 2016. http://dx.doi.org/10.1007/978-3-662-48552-1_8.

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Gorecki, Pawel, and Peter Pautsch. "Single Minute Exchange of Die (SMED)." In Lean Management, 77–81. München: Carl Hanser Verlag GmbH & Co. KG, 2018. http://dx.doi.org/10.3139/9783446456068.007.

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Gorecki, Pawel, and Peter Pautsch. "Single Minute Exchange of Die (SMED)." In Lean Management, 80–83. München: Carl Hanser Verlag GmbH & Co. KG, 2013. http://dx.doi.org/10.3139/9783446435155.007.

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Gorecki, Pawel, and Peter Pautsch. "Single Minute Exchange of Die (SMED)." In Lean Management, 78–81. München: Carl Hanser Verlag GmbH & Co. KG, 2015. http://dx.doi.org/10.3139/9783446447349.007.

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Charles, Protzman, Whiton Fred, and Protzman Dan. "BASICS Model Assessment—SMED: Single-Minute Exchange of Die (SMED)." In Implementing Lean, 149–58. Boca Raton : Routledge, Taylor & Francis, 2018.: Productivity Press, 2018. http://dx.doi.org/10.4324/9781315118857-14.

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Altamar Guerra, Lina María, Xiomara Noriega Fontalvo, Juan Carlos Cabarcas, Dionicio Neira, and Javier Velasquez. "Implementation of the Single Minute Exchange of Die (SMED) Principles for the Improvement of the Productivity in a Steel Company in Colombia." In Computer Information Systems and Industrial Management, 213–31. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-28957-7_18.

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Tetteh, Edem G., and Hans Chapman. "Single-Minute Exchange of Dies at a Kaizen Event." In Sustainable Business, 852–71. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-5225-9615-8.ch038.

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Lean concepts play a fundamental role in the promotion of continuous improvement in the workplace. This chapter seeks to assess the impact of Kaizen events on an organization's bottom line, in the case of Single-Minute Exchange of Dies (SMED) that is a system for dramatically reducing the time it takes to complete equipment changeovers. In this case study, SMED was used in combination with other lean tools such as 5S and standardized work in a bid to promote continuous improvement of the “flawed” operations that occur in a world-class manufacturer plant. This analysis is critical in determining whether the path to achieving continuous improvement process for the team in the organization can be achieved through the use of SMED. The results have shown that a lean strategy like SMED, coupled with other lean strategies like 5s and TPM, plays a fundamental role in reducing process inefficiencies in the plant.

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"Single-Minute Exchange of Dies at a Kaizen Event." In Lean Six Sigma for Optimal System Performance in Manufacturing and Service Organizations, 117–41. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-4062-5.ch006.

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Lean concepts play a fundamental role in the promotion of continuous improvement in the workplace. This chapter seeks to assess the impact of Kaizen events on an organization's bottom line, in the case of Single-Minute Exchange of Dies (SMED) that is a system for dramatically reducing the time it takes to complete equipment changeovers. In this case study, SMED was used in combination with other lean tools such as 5S and standardized work in a bid to promote continuous improvement of the “flawed” operations that occur in a world-class manufacturer plant. This analysis is critical in determining whether the path to achieving continuous improvement process for the team in the organization can be achieved through the use of SMED. The results have shown that a lean strategy like SMED, coupled with other lean strategies like 5s and TPM, plays a fundamental role in reducing process inefficiencies in the plant.

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Reza, Jose Roberto Diaz, Deysi Guadalupe Márquez Gayosso, Julio Blanco Fernández, Emilio Jiménez Macías, and Juan Carlos Sáenz Diez Muro. "SMED." In Handbook of Research on Managerial Strategies for Achieving Optimal Performance in Industrial Processes, 386–404. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-5225-0130-5.ch018.

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Short changeover times have always been critical in manufacturing and are a necessity nowadays in all types of industries, due every wasted minute means inefficiency. Single Minute Exchange of Dies (SMED) is a methodology developed by Shigeo Shingo in 1985, which seeks to reduce the setup time of a machine to less than ten minutes (Shingo, 1985). It provides a rapid and efficient way of converting a manufacturing process from a current product that is been running in the production process, to the next product (Tharisheneprem, 2008), aimed always to decrease the setup time in industrial machinery, given flexibility in product and their characteristics. Through this research, we found that we can achieve some benefits through the implementation of the SMED methodology such as: the reduction of changeover time up to 90% with moderate investments (Cakmakci, 2009), reduce waste and increase quality, it makes low cost flexible operations possible.

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Conference papers on the topic "Single Minute Exchange of Dies (SMED)"

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Talekar, Amey A., Shrikant Y. Patil, Pranav S. Shinde, and Govind S. Waghmare. "Setup time reduction using single minute exchange of dies (SMED) at a forging line." In 1ST INTERNATIONAL CONFERENCE ON MANUFACTURING, MATERIAL SCIENCE AND ENGINEERING (ICMMSE-2019). AIP Publishing, 2019. http://dx.doi.org/10.1063/1.5141188.

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Peter, Octovia. "Extending the technology envelope of equipment fungibility with single minute exchange die (SMED) novel solution." In 2010 34th International Electronics Manufacturing Technology Conference (IEMT). IEEE, 2010. http://dx.doi.org/10.1109/iemt.2010.5746771.

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