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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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LOPEZ MOLINA, MARIA GUADALUPE, and GABRIEL ATRISTAIN SUAREZ. "SIMULATOR FOR LEAN MANUFACTURING APPLICATIONS." International Journal for Innovation Education and Research 6, no. 2 (February 28, 2018): 274–84. http://dx.doi.org/10.31686/ijier.vol6.iss2.964.
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An educational case implementing a SMED (Single Minute Exchange of Dies) teaching method with results that measure the participating student’s perception is reported. This method significantly reduces training time and increases knowledge retention as a result of an improvement aimed at shortening the learning cycle of industrial engineering students learning about lean manufacturing tools. This study was conducted with a hundred students who are the population of industrial engineering in a small college.
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Ashif, Mohammad, Sanjay Goyal, and Ashish Shastri. "Implementation of Lean Tools-Value Stream Mapping & SMED for Lead Time Reduction in Industrial Valve Manufacturing Company." Applied Mechanics and Materials 813-814 (November 2015): 1170–75. http://dx.doi.org/10.4028/www.scientific.net/amm.813-814.1170.
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In lean manufacturing environment Value Stream Mapping (VSM) & SMED are one of the renewed industrial engineering technique used worldwide. VSM is used for visualizing the system of manufacturing and many other relevant processes and helps in great extend to understand to system itself effectively. Single Minute Exchange of Dies (SMED) helps to reduce the setup time of process. A valve manufacturing company was being selected for Case study. First we draw the current state value stream map. From the current data analysis find out the problems and give some recommendations to improve the production lead time and provide a future state value stream map, we reduced the lead time through VSM, from 46.63 days to 43.03 day. Second we applied SMED techniques & reduced the setup time from 21 min to 16 min in bonnet machining operation of valve.
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Díaz-Reza, José Roberto, Jorge Luis García-Alcaraz, José Roberto Mendoza-Fong, Valeria Martínez-Loya, Emilio Jiménez Macías, and Julio Blanco-Fernández. "Interrelations among SMED Stages: A Causal Model." Complexity 2017 (2017): 1–10. http://dx.doi.org/10.1155/2017/5912940.
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Mexico has received a lot of foreign investment that has brought in a wide range of novel production philosophies, such as Single Minute Exchange of Dies (SMED). Despite its popularity and reported effectiveness, Mexican companies often quit SMED implementation as they consider it challenging. This usually happens when organizations are not familiarized enough with each one of the SMED stages or do not know how they are interrelated. In this article the interrelations among the different SMED implementation stages by means of a structural equations model are analyzed. Data for constructing the model were gathered from a survey administered to 250 employees from the Mexican maquiladora industry. The survey assessed the importance of 14 activities belonging to the four SMED stages. The descriptive analyses of these stages were conducted and integrated into a structural equations model as latent variables, to find their level of dependency. The model was constructed using WarpPLS 5 software, and direct, indirect, and total effects among variables are analyzed and validated. Results from the model revealed that Stage 1 of SMED implementation, known as the Identification Stage, has both direct and indirect effects on all the other SMED stages, being the most important stage.
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Agung, Daniel, and Hasbullah Hasbullah. "REDUCING THE PRODUCT CHANGEOVER TIME USING SMED & 5S METHODS IN THE INJECTION MOLDING INDUSTRY." SINERGI 23, no. 3 (October 9, 2019): 199. http://dx.doi.org/10.22441/sinergi.2019.3.004.
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Along with the increasing market of plastic packaging products resulting from the injection process and the rapid development of existing technology, we need a strategy to be able to continue to meet the customer’s needs and to be able to compete in the industry. One of the strategies that may be employed is Lean. Lean is a concept aimed at eliminating existing waste. One of the implementations of Lean’s concept is the SMED (Single Minute Exchange of Dies) concept. SMED is a concept aimed at reducing the changeover time, so the eliminated time can be used in the production process. P.T. BIL is one of the companies engaged in the production of plastic packaging with an injection process. Problems occurring at P.T. BIL was the absence of a measurement process for changeover time. The Operation Analysis Chart concept was used to analyze the carried-out activities. To optimize activities employing the SMED concept, Analytical Cards were used so that the change over time can be reduced. The 5S concept was applied to support the SMED concept, so the waste in the work area could be eliminated. By implementing the SMED concept, we reduced 18% of the change over time.
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Edis, Rabia, Caner Yalçın, Tamer Sınmazçelik, Pelin Özzaim, Haluk Durali, and Yiğit Yurdakul. "SAC ŞEKİLLENDİRME İŞLETMESİNDE SMED ÇALIŞMASINA BİR ÖRNEK." ICONTECH INTERNATIONAL JOURNAL 4, no. 1 (June 21, 2020): 44–55. http://dx.doi.org/10.46291/icontechvol4iss1pp44-55.
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SMED, Single Minute Exchange of Dies (Tekli Dakikalarda Kalıp Değişimi), üretim süreci boyunca oluşan kalıp değişiminden kaynaklanan kayıpları minimize etmek için kullanılan önemli bir yöntemdir. Özellikle otomotiv sektöründe saniyeler bile önemli iken dikkatsiz tasarlanan kalıplar ve bu yanlış tasarımın bir sonucu olarak uzun süren kalıp değişim süreleri üretimi ciddi anlamda olumsuz etkilemektedir ve verimliliği düşürmektedir. Mümkün olan en kısa sürede, en kaliteli ürünü üretmek günümüzün önemli gereksinimlerindendir. Bu kapsamda SMED yöntemi bu çalışmanın temel kaynağı olarak kullanılmıştır.
Bu çalışmada, işletmede kullanılan manuel pres hattında üretilen 6 farklı ürün için kullanılan kalıplar referans alınmıştır. Bu 6 ürün manuel üretimin %85’ini oluşturan ürünlerdir. Ürünler maksimum 5 farklı manuel pres kullanılarak üretilmektedir. Bu preslerde ürünlerin kalıp değişim süreleri 3,5 aylık bir gözlem sonucu belirlenmiştir. Bu süreler detaylı bir şekilde incelenerek, kalıp tasarımından veya kullanılan bağlama ekipmanlarından kaynaklı olduğu tespit edilmiştir. Kalıplar üzerinde yapılabilecek iyileştirmeler ve kullanılan ekipmanlarda yapılacak yenilikler veya iyileştirmeler belirlenmiştir. Gerekli iyileştirmeler yapıldığı zaman oluşacak kazanç hesaplanarak SMED yaklaşımının sac imalat sektörüne etkisi hakkında kantitatif sonuçlar verilmiştir.
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Setiawan, Lucky, and Sawarni Hasibuan. "Improve Ramp-Up Performance on the Sewing Process in a Sports Shoe Factory Using 8-Disciplines and Lean Manufacturing." Quality Innovation Prosperity 25, no. 2 (July 31, 2021): 19–36. http://dx.doi.org/10.12776/qip.v25i2.1516.
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Purpose: The research aims to design a performance improvement framework for a new model of sports shoes to increase the ramp-up process time. Methodology/Approach: The approach used the problem-solving system of 8 disciplines, Single Minute Exchange Dies, Visual Management, and the Just In Time principle. Findings: By using the methods described above, the research findings will have a positive impact on the company. Model changeover time was reduced from 600 minutes to 102 minutes, and ramp-up time was reduced from 20 days to 2 days. Research Limitation/Implication: The limitation of this study was that only the CK2946 model was still done as a case study. The cost and other inhibiting factors were also not included in the discussion of this rump-up process. Originality/Value of paper: By integrating SMED, Just In Time, visual management, and using 8-Dicipline, the researcher developed a framework for improved performance for ramping up a new model of sports shoes.
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Basri, A. Q., Hj Nik Mohd Zuki Nik Mohamed, Nelfiyanti ., and Yusoof Y. "SMED Simulation in Optimising the Operating Output of Tandem Press Line in the Automotive Industry using WITNESS Software." International Journal of Automotive and Mechanical Engineering 18, no. 3 (September 19, 2021): 8895–906. http://dx.doi.org/10.15282/ijame.18.3.2021.05.0682.
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The automotive industry is one of the most advanced industries in the world. The demand for vehicles keeps increasing over time, mainly influenced by technology’s sophistication and impressive designs. This research is focusing on the production performance of the stamping process in Malaysia’s automotive industry. The main issue observed and evidenced in data collected from industry players is that an unacceptably long time is taken in the die/tooling change process, which grossly affects the planned production output. The most significant direct impact on this situation is the increase in operating costs due to additional time taken to meet the planned production output. Therefore, this research aims to establish a new framework that can optimise the efficiency of the dies changeover process, which could lower the overall production cost, which could partially transfer the saving to the consumers. The study was conducted in two stages; the first is on data collection correlates with the automotive stamping premise to create a simulation procedure, and the second is to analyse the current production output using WITNESS simulation. These simulated output data have later been compared to the actual industrial data. Using a systematic dies changeover process, a new alternative framework was proposed. The framework combined single minute exchange of die (SMED), lean tools and simulation to become an integrated single minute exchange of die (ISMED). It shows that the proposed method decreased the changeovers processes from the initial of 1509.5 seconds to 750.75 seconds, then further reduced to 569.75 seconds, with the nett time reduction of 62.2%. The result shows that the daily production output has increased gradually from 1100 pieces to 1500 pieces, further increasing to 2145 pieces. As evidenced in analytical data, it is believed that this new framework can strengthen the total output in the manufacturing process, especially in the manufacturing of automotive stamping parts.
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Slim, Rabih, Rémy Houssin, Amadou Coulibaly, Masih Hanifi, and Hicham Chibane. "Framework for resolving problems resulting from lean integration from the early design phases of production 3D printing machine." FME Transactions 49, no. 2 (2021): 279–90. http://dx.doi.org/10.5937/fme2102279s.
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We focus on improving the performance of production machines (timesaving, flexibility, cost-effectiveness, safety) from the early design phase. Lean integration during the design phases might be a more appropriate solution, but this could be a source of some contradictions related to the machine performance and the usage requirements. In this paper, we propose an approach, based on Lean and Inventive Design Methodology (IDM-TRIZ), to identify and resolve these contradictions due to the Lean integration and also to provide innovative technical solutions. The approach is illustrated by the integration of the functionalities of the ''Single Minute of Exchange of Dies'' (SMED) and the ''5S'' method from the early design phase. A case study about the ''3D printer clogged nozzle'' outlines the feasibility of the proposed approach.
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Kasanah, Yulinda Uswatun, Pratya Poeri Suryadhini, and Murni Astuti. "Penerapan Lean Manufacturing Untuk Meminimasi Waste Delay Pada Workstation Curing di PT Bridgestone Tire Indonesia." JATI UNIK : Jurnal Ilmiah Teknik dan Manajemen Industri 2, no. 1 (March 3, 2019): 14. http://dx.doi.org/10.30737/jatiunik.v2i1.273.
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Lean Manufacturing is a method used to increased productivity and costs reduction by minimizing waste in the production process. This study describe the use of lean manufacturing with Single Minutes Exchange Of Dies tools on the PSR’s production floor in PT XYZ, which is engaged in automotive manufacture form making of car tires. Research stage begins by analyzing waste using mapping tool and identification causes of waste in workstation curing. The next stage is analyzing every step of machine setup that occurs are workpiece setup, mold setup, curing setup, and finishing setup. Based on observations, the amount of the initial state setup time is 194,05 minutes. The improvement begin by convert internal activities setup into external setup, reduction of operator displacement activity, elimination of adjusment, and apply a parallel operation by using two operators. So the total setup time can be reduced is equal to 127,41 minutes.Keyword : Lean manufacture, SMED, Setup time, Workstation curing Lean Manufacturing merupakan metode yang digunakan untuk meningkatkkan produktivitas dan pengurangan biaya dengan cara meminimasi pemborosan dalam proses produksi. Penelitian ini menjelaskan penggunaan Lean Manufacturing dengan tool Single Minutes Exchange Of Dies (SMED) pada lantai produksi PSR di PT XYZ, yang bergerak dalam bidang Automotive Manufacture berupa pembuatan ban mobil. Tahap penelitian diawali dengan melakukan analisis waste dengan Mapping tools dilanjutkan dengan mengidentifikasi penyebab pemborosan pada workstation curing. Tahap Selanjutnya adalah menganalisis tahapan proses setup mesin curing yang terdiri dari setup benda kerja, setup mold, setup curing, dan setup finishing. Berdasarkan hasil pengamatan, jumlah waktu setup keadaan awal adalah 194,05 menit. Perbaikan yang dilakukan adalah dengan mengkonversi aktivitas internal setup menjadi eksternal setup, pengurangan aktivitas perpindahan operator, eliminasi adjusment, dan menerapkan operasi paralel yaitu dengan menggunakan 2 operator. Sehingga total waktu setup yang dapat direduksi adalah 127,41 menit.Kata kunci: Lean manufacture, SMED, Waktu setup, Workstation curing
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Hendri, Hendri. "PENURUNAN WAKTU SET-UP UNTUK PENINGKATAN EFEKTIFITAS PADA PT. X." SINERGI 19, no. 2 (June 1, 2015): 91. http://dx.doi.org/10.22441/sinergi.2015.2.004.
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PT. X bergerak dalam industri manufuktur yang memproduksi komponen otomotif yang salah satu prosesnya adalah pembuatan bearing. Saat ini, persaingan dalam dunia bisnis semakin ketat. Situasi ini membuat organisasi untuk memperbaiki diri dengan penurunan waktu set-up supaya dapat menghilangkan pemborosan sehingga peningkatan efektifitas dapat dicapai. Untuk melakukan penurunan waktu set-up dalam penelitian ini menggunakan metode Single Minute Exchange of Dies (SMED). SMED adalah salah satu metoda improvement dari Lean Manufacturing yang digunakan untuk mempercepat waktu yang dibutuhkan untuk melakukan setup pergantian dari memproduksi satu jenis produk ke model produk lainnya. Penelitian ini bertujuan untuk mengetahui waktu Set up, serta mengetahui cara memperbaiki dan menurunkan waktu set up. Setelah dilakukan penelitian diketahui total waktu set up atau change over serta dilakukan perbaikan pada tiga titik yakni memindakan enam aktivitas internal menjadi aktivitas eksernal yang aktivitasnya dipersingkat, mengganti cara kerja setting/pengencangan baut dari cara manual ke alat bantu pengencangan dengan bantuan tekanan udara (pneumatic), dan mengganti cara kerja setting/penyetelan manual menjadi penyetelan dengan mengunakan block gauge. Secara keseluruhan terjadi penurunan waktu set up yang signifikan. Dengan demikian terjadi peningkatan efektifitas dengan menghilangkan pemborosan waktu set up sehinga terjadi peningkatan jumlah produksi per jam.
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Ahmed M. Badeeb, Ahmed M. Badeeb. "An Application of Lean Manufacturing Techniques in Paint Manufacturing Company: A Case Study." journal of King Abdulaziz University Engineering Sciences 28, no. 1 (February 2, 2017): 51–73. http://dx.doi.org/10.4197/eng.28-2.5.
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As a result of the recession in Saudi Arabia, the manufacturing companies start thinking to reduce the operational cost and increasing the productivity through lean manufacturing principles. This paper is focused on increasing the productivity of a paint manufacturing company through implementing some of the lean manufacturing techniques. First, Value stream mapping analysis carried on throughout the manufacturing process and the areas of improvements in the company has been identified using fishbone diagram. Second, Work Place Organization (5S), Single Minute Exchange of Dies (SMED), Work Standardization and Kanban are the lean manufacturing techniques selected to solve different problems facing the company in these areas of improvements. A systematic approach of each technique implemented to measure its effect on the company productivity. It is observed that, applying (5S) and (SMED) techniques in the filling process decreased the changeover time by 59% and increased the daily productivity. Pareto chart recommended using work standardization in the charging process led to reduce the defects batches by 57%. Kanban system eliminated the shortages of semi-finish product and increased the output of the pre-weighing batches by 57%. In addition, overtime hours reduced by 77% and waste handling reduced by 85% and 53% for the non-hazardous and hazardous waste respectively
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Halim, Nurul Hayati Abdul, Ahmed Jaffar, Yusoff Noriah, and Ahmad Adnan Naufal. "Case Study: The Methodology of Lean Manufacturing Implementation." Applied Mechanics and Materials 393 (September 2013): 3–8. http://dx.doi.org/10.4028/www.scientific.net/amm.393.3.
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This paper presents a review on the actual implementation of Lean Manufacturing (LM) techniques at a manufacturing area. It focuses on the execution of flow from the beginning until the end of the implementation, types of analyses and tools applied, evaluation methods and how the company benefited from the implementation. The on-site study was conducted at an automotive assembly area, XYZ Sendirian Berhad. LM, using a set of tools, such as time study, single minute exchange of dies (SMED), standardized work, continuous flow manufacturing system (CFMS) and 5-Why analysis were successfully implemented. The flow of implementation activities was designed by referring to Toyotas 8-Step process. The results of this study showed a significant achievement in waste identification and elimination at the case study area. This successfully proves that the Toyota 8-Steps process could work well in any environment, provided the systematic and appropriate methods and tools are used. At the same time, it could also helps to organize and optimize the effectiveness of LM establishment to the company.
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Setiawan, Fran, Angelica Jesslyn Aprilia Lee, Maria Vionetta Pramesthiwardhani, and Cabrina Eigia. "Implementasi Teknik Lean Manufacturing untuk Meningkatkan Produksi Joint di PT Pratamaeka Bigco Indonesia." Jurnal PASTI 14, no. 3 (March 9, 2021): 211. http://dx.doi.org/10.22441/pasti.2020.v14i3.001.
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PT. Pratamaeka Bigco Indonesia merupakan salah satu perusahaan yang bergerak di bidang perancangan alat material handling. Perusahaan ini memproduksi sendiri komponen utama dari alat material handling berupa pipe dan joint. Permasalahan yang kerap kali terjadi adalah produksi joint tidak mencapai target produksi. Salah satu penyebab tidak tercapainya target produksi adalah waktu setup yang cukup lama. Oleh karena itu, dilakukan perbaikan dengan menggunakan metode Single Minute Exchange Dies (SMED). Usulan perbaikan yang diberikan kepada perusahaan adalah penggunaan stopper dan trolley. Selain itu, diusulkan juga untuk melakukan pergantian material ketika mesin 150T sedang beroperasi. Dalam menerapkan usulan-usulan tersebut, diperlukan perubahan layout pabrik dan implementasi 5S untuk menata tempat kerja. Dilakukan juga standarisasi proses kerja dengan menggunakan prinsip SOP dan visual display. Estimasi penurunan waktu setup dari hasil usulan perbaikan untuk mesin 150T, 110T dan 45T secara berturut-turut adalah 965 detik, 396 detik dan 216 detik. Setelah dilakukan perbaikan, target produksi belum juga dapat terpenuhi. Oleh karena itu, disarankan kepada perusahaan untuk menambah satu orang operator untuk mengoperasikan mesin.
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Arief, Rudi Kurniawan, Qomarotun Nurlaila, and Armila Armila. "Comparative Study of Conventional and Quick Die Change Stamping Process: The Issue of Setup Time and Storage." International Journal of Engineering Materials and Manufacture 3, no. 4 (December 1, 2018): 216–23. http://dx.doi.org/10.26776/ijemm.03.04.2018.06.
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Metal stamping industry has Quick Die Change (QDC) as a form of Single Minutes Exchange of Dies (SMED) as an efficient production technique where the implementation depends on operator’s activities, clamping system, accessories type and position, etc. This QDC could apply to improve the process efficiency, control of inventory and reducing the cost. This research compared the traditional metal stamping process and QDC System (QDCS) of metal stamping. This research was using Focused Group Discussion (FGD), direct observation and experiments, conducted in a private metal stamping company in wider Jakarta region of Indonesia. It was observed that the QDCS significantly reduces setup time, storage space and the cost. The setup time and cost reduced to one third of the conventional and the requirement of storage decreased by 70%. In addition, QDCS reduces the waste significantly.
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TAN, KIM HUA, and KEN PLATTS. "MANAGING MANUFACTURING ACTION PLANS." International Journal of Innovation Management 06, no. 04 (December 2002): 369–85. http://dx.doi.org/10.1142/s1363919602000677.
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In recent years, we have seen a myriad of action plans (management tools and "best practices") that are available to transform the way organisations work. The action plans could be improvement programmes such as Total Quality Management (TQM), Just in Time (JIT) or specific tools like Single Minute Exchange of Dies (SMED) for reducing tooling set-up time on a work centre. Frequently, these action plans will have an impact on more than one area of performance. This makes it increasingly hard for manufacturing managers wishing to improve their operation to identify the range of options available and decide on which to pursue. This research has sought to address this problem by developing an "action planning handbook" comprising a software tool that offers a database and network which shows the inter-relationship of the action plans and the objectives. The tool has been developed based on Burbidge's Connectance Concept. The database and network is intended to help managers to: (1) get an overall view of the action plans for a particular objective; (2) to see the inter-relationships (if any) among the action plans; and (3) select the most appropriate action. This paper describes the construction of the database and software tool, and concludes with the findings of the application of these in industrial cases.
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Silva, Alexandre, José C. Sá, Gilberto Santos, Francisco J. G. Silva, Luís P. Ferreira, and Maria T. Pereira. "A Comparison of the Application of the SMED Methodology in Two Different Cutting Lines." Quality Innovation Prosperity 25, no. 1 (April 1, 2021): 124–49. http://dx.doi.org/10.12776/qip.v25i1.1446.
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Purpose: This study was carried out in a cork company and its purpose was to observe and analyze the practices and methods used during the tools/series change moments and to propose improvements and alternatives to these same procedures so that the time needed to carry out the setup is reduced by 15% in both lines. Methodology/Approach:The methodology included the following phases: 1st - historical data collection and setup video recording, 2nd - footage analysis and conduction of informal interviews with employees, 3rd - flow, Gantt, and spaghetti charts creation and making of an action plan based on the waste and improvement opportunities identified in video analysis, 4th - validation with the line workers of the new operating mode created with the Single Minute Exchange of Dies (SMED) tool and communication to the Maintenance department about their role in this project, 5th - making and placement of plasticized cards on the cutting lines to ensure that new operating mode is followed and carrying out the actions identified in the action plan. Findings: Throughout this project using observations, video recording and its subsequent analysis, as well as interviews to the workers operating in the line, it was found the existence of several actions carried out by them during the setups which did not add value to the product, lack of adequate tools for the work to be performed and lack of work tools in general Research Limitation/implication: The study was limited by the lines and products under study and by the duration of the curricular internship, which was about five months. Originality/Value of paper: The article demonstrates the added value in terms of product quality and production output rate that SMED methodology can bring to companies that adopt the lean philosophy and in particular this continuous improvement tool.
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Djekic, Ilija, Dragan Zivanovic, Sladjana Dragojlovic, and Radoslava Dragovic. "Lean Manufacturing Effects in a Serbian Confectionery Company – Case Study." Organizacija 47, no. 3 (August 22, 2014): 143–52. http://dx.doi.org/10.2478/orga-2014-0013.
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AbstractBackground and Purpose: The objective of this paper was to evaluate effects of implementing lean manufacturing in a Serbian confectionery production company during a period of 24 months, emphasizing observed benefits and constrains. Company ‘case study’ is a leading confectionery producer in Serbia with annual production of more than 25,000 t.Methodology/Approach: The research method was case study. The approach in implementing lean manufacturing was structured in five phases, as follows: (i) training, (ii) analysis of lean wastes on one technological line, (iii) choice of lean tools to be implemented in the factory, (iv) implementation of lean tools in production and maintenance, (v) development of continual improvement sector and further deployment of lean tools.Results: Lean manufacturing tools implemented in the production process were visual control and single minute exchange of dies (SMED). Maintenance process implemented 5S with total productive maintenance (TPM) and problem solving sessions being the tools implemented in both processes. During the observed period, results of these tools showed the following: visual control tables initiated 61 improvement memos out of which 39% were fully implemented; a total of 2284 minor problems had been recorded, with over 95% of issues revealed in due time; total SMED time decreased for 7.6%; 19 problem solving sessions were initiated with 58% of solving effectiveness, and the remaining converted to on-going projects. In maintenance 5S improved from 29.9 to 60.3; overall equipment effectiveness (OEE) indicator increased from 87.9% to 92.3%; mean time between failure (MTBF) increased for 16.4%. Conclusion: As a result of all activities, 20 in-house trainings and 2 ‘kaizen’ events including motivational training have been initiated with 54 documents being revised and improved in order to contribute to more efficient processes.
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Prakash, T., M. Sindhu kavi, and C. Arun. "A Review of Lean Manufacturing Tools in Automobile Industries." INTERNATIONAL JOURNAL OF ADVANCED PRODUCTION AND INDUSTRIAL ENGINEERING 4, no. 1 (January 5, 2019): 56–67. http://dx.doi.org/10.35121/ijapie201901139.
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Lean manufacturing is a concept which is developed for the purpose of reducing the waste generated with increase in the utilization of resources. The term lean was formulated and designed in order to respond to the fluctuations and to challenge business environmental competition. In today’s scenario, business environments are rapidly changing. Thus, forcing organizations to face the challenges along with the complexities. Many of the organizations, such as manufacturing or service oriented related to survive are dependent ultimately to the systematic and continuous respond for the changes which are enhanced with the product values. In order to achieve this perfection, value adding process plays a major role. Thus, for many type of organizations, implementation of a lean manufacturing system becomes a core competency in order to sustain. From analyzing the studies based on lean management major part of study describes only a single part of the lean element, only very few studies focus on a greater number of aspects of lean element. In order for successful lean manufacturing implementation, the organization have to focus on many aspects such as Cellular Manufacturing (CM), Line Balancing, 5S Techniques, Value Stream Mapping (VSM), Inventory Control, U-Line system, Kanban, Pull system, Just-In-Time (JIT), Single Minute Exchange of Dies (SMED), Production levelling, Bottleneck effect etc.… From this paper, we have analyzed and developed lean route map which can able to implement lean manufacturing system in organizations
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Gorgulho, Guilherme, Luana Carla Da Silva, Antonio Carlos Pacagnella Junior, and Carlos Roberto Camello Lima. "Gestão eficiente de projetos Lean Six Sigma: um estudo de caso em uma indústria automotiva." Revista de Ciência & Tecnologia 20, no. 39 (June 29, 2017): 3. http://dx.doi.org/10.15600/2238-1252/rct.v20n39p3-16.
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A busca pela competividade no cenário atual de mercado obriga as indústrias a buscar constantemente soluções que possibilitem um ganho de vantagem competitiva por parte das organizações. Assim, cada vez mais, as empresas buscam métodos de gestão que lhes permitam reduzir custos, aumentar a rentabilidade e a satisfação dos clientes. O método Six Sigma, nos dias de hoje, está atrelado diretamente à estratégia gerencial das empresas, pois seus projetos necessitam obter retorno financeiro, produtividade e qualidade, com o objetivo de aumentar drasticamente a lucratividade. Este artigo apresenta um estudo de caso utilizando conceitos de gerenciamentos de projetos aliado ao Lean Six Sigma, com o propósito de aumentar a produtividade em uma célula de produção de uma empresa do ramo automotivo. Para alcançar tal objetivo, são utilizadas diversos conceitos e ferramentas, como Total Productive Maintenance (TPM), Kaizen, Single-Minute Exchange of Die (SMED) e DMAIC.
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Mallampati, Mahesh, Kolla Srivinivas, and Tirumala Krishna. M. "Design Process to Reduce Production Cycle Time in Product Development." IAES International Journal of Artificial Intelligence (IJ-AI) 7, no. 3 (August 6, 2018): 125. http://dx.doi.org/10.11591/ijai.v7.i3.pp125-129.
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<span lang="EN-US">In today’s business climate, the old adage “time is money” has been expanded to mean that time is competitive weapon. Today customer’s demands are quick delivery and good quality at reasonable price. When entering the global market the companies encounter several difficulties, the most important one being excessive time for new product development. Thus to perform in a global market, short lead times are essential to provide customer satisfaction. Lead time in manufacturer point of view is the time elapse between placing of an order and the receipt of goods ordered. There are various components of lead time such as setup time, process time, move time and waiting time. This paper deals with review of various tools and techniques to reduce lead time. This problem can be solved by transition from sequential engineering to concurrent engineering, A survey of published works in the field of designing teams in big companies has revealed that in big companies a three-level team structure is recommended, as well as a workgroup, consisting of four basic teams. Method study techniques use to examine current way of work and develop effective method base on elimination, combining, changing and simplification of activities. Various lean tools such as Single Minute Exchange of Dies (SMED), 5S, Poka-yoke, Kanban, Just-in-time (JIT), Value Stream Mapping (VSM), Jidoka, Cellular manufacturing etc. helps in reducing lead time. Also Manufacturing Resource Planning (MRPII), Theory of Constraints (TOC) classic approaches of Production Planning and Control (PPC) are use to reduce Work in Process (WIP) and flow time.</span>
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Abd Suki, Nur Syazwani, Elmi Abu Bakar, Emaad Iftekar Ansari, and Mohammad Nishat Akhtar. "Single Minute Exchange Die Approach for Optimising Setup Time in Labelling Printing Company." Journal of Engineering Science 16, no. 2 (December 10, 2020): 35–56. http://dx.doi.org/10.21315/jes2020.16.2.2.
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The concept of “make-to-order” (MTO) type companies is to produce the products just-in-time and improve the customer satisfaction. These types of company produce a high variety with low volume requiring a frequent setup operation. The shorter setup time will reduce the manufacturing lead time and hence increase the productivity. Unfortunately, most of the MTO type companies suffer with high setup time. Thus, single minute exchange die (SMED) concept is developed which consist of four stages: internal and external setup are not distinguished, separating internal and external setup, converting internal into external setup and streamlining all aspects of the setup operations. The main objective of using SMED concept is to accomplish setup time in less than 10 min. In this case study, the SMED concept being applied to convert internal setup to external setup which involves the activities of ink preparation and test printing. In the stage three of SMED concept, feasible solutions has been applied to fulfilled the objective. The result of implementing SMED concept in MTO type companies is the improvement in the productivity and reduction in the setup time. The improvement of productivity for this case study was 29.15%.
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Hidayat, Dian Friana, Joko Hardono, and Tri Mukti Santoso. "PERBAIKAN WAKTU SET-UP MENGGUNAKAN METODE SINGLE MINUTE EXCHANGE DIE (SMED) DI PT. HP." Journal Industrial Manufacturing 5, no. 1 (February 15, 2020): 18. http://dx.doi.org/10.31000/jim.v5i1.2431.
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PT. HP merupakan perusahaan yang bergerak pada bidang karoseri pembuatan modifikasi body dan interior kendaraan seperti hydrolik, bak dump truck, aksesoris dump truck, dan lainnya. Kemampuan perusahaan dalam memenuhi permintaan berdasarkan penyesuaian kebutuhan konsumen menyebabkan banyaknya varian produk yang harus dibuat, sehingga mempengaruhi waktu proses set up. Tujuan pada penelitian ini adalah memperbaiki waktu set up mesin menggunakan metode single minute exchange die (SMED). Metode tersebut mengidentifikasi kegiatan yang dilakukan dalam set up mesin untuk dapat dipisah menjadi dua kegiatan yaitu aktifitas internal dan aktifitas eksternal. Sebelum perbaikan waktu set up yang dibutuhkan oleh perusahaan adalah 5,938 menit/bulan, setelah menerapkan metode SMED waktu set up menjadi 3,008 menit/bulan.Kata kunci: Waktu Set up, Aktifitas Internal, Aktifitas Eksternal, SMED.
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Bin Che Ani, Mohd Norzaimi, and Mohd Sollahuddin Solihin Bin Shafei. "The Effectiveness of the Single Minute Exchange of Die (SMED) Technique for the Productivity Improvement." Applied Mechanics and Materials 465-466 (December 2013): 1144–48. http://dx.doi.org/10.4028/www.scientific.net/amm.465-466.1144.
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The Single Minute Exchange of Die (SMED), a process-based innovation originally published in the mid-1980s, involves the separation and conversion of internal setup operations into external ones. Traditionally some of the manufacturing company facing the problem loss of available time due to spent time for the changeover processes. Changeover process time meaning changing the programming or operation sequences on the machine based on process requirement during the change from one to another one model especially for the mixing parts. SMED technique is a systematic approach that enables to reduce dramatically the set-up time or changeover time. Normally in the SMED technique, it was segregated between internal and external set-up. External set-up means any processing time was done up front which is before machine stop and internal time is any tasks was performed during machine in operating, which is considering changeover time. The impact to organization that it was increasing the productivity, capacity and at the same time increased the revenue. This paper focuses on the improving the productivity on the CNC machine process through implementing SMED technique and eliminating waste in the case study company.
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McIntosh, R. I., S. J. Culley, A. R. Mileham, and G. W. Owen. "A critical evaluation of Shingo's 'SMED' (Single Minute Exchange of Die) methodology." International Journal of Production Research 38, no. 11 (July 2000): 2377–95. http://dx.doi.org/10.1080/00207540050031823.
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Bárdy, Marek, Jiří Kudrna, Barbora Šrámková, and Milan Edl. "Interactive Game Supporting SMED Method." Applied Mechanics and Materials 474 (January 2014): 141–46. http://dx.doi.org/10.4028/www.scientific.net/amm.474.141.
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The aim of this interactive game is a thorough insight into industrial engineering method called SMED (Single Minute Exchange of Die). This method is focused on reducing changeover time of machines or lines. The rapid changeover is nowadays one of the most important issues ensuring a sufficient flexibility of an enterprise. SMED game is designed for a flexible usage in terms of number of players involved in the game and length of playing time. Specifically, it is usable for one to twelve players and playing time can be set from one to four hours. Main goal of the game is an application of entire conception of SMED method.
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Nee, Low Shye, Chong Siu Hou, Sim Hui Yee, Solehhudin Razalli, and Shahrul Kamaruddin. "External Setup in SMED Improvement in an Injection Molding Manufacturing Company." Applied Mechanics and Materials 229-231 (November 2012): 2551–55. http://dx.doi.org/10.4028/www.scientific.net/amm.229-231.2551.
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The purpose of the paper is to determine the applicability of external setup preparation activities of Single Minute Exchange of Die (SMED) in reducing setup time. Improving the external setup preparation of SMED leads a better and effective working performance. To improve the effectiveness of the external setup in SMED, it is concerned particularly with changing the internal activities into external activities and improving the current external activities. The process failure mode and effect analysis (PFMEA) adopted to analyze the problem faced of external set up process.The verification of the methods is done by an application a plastic injection molding manufacturing process where setup times are critical for time reduction.
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da Silva, Iris Bento, and Moacir Godinho Filho. "Single-minute exchange of die (SMED): a state-of-the-art literature review." International Journal of Advanced Manufacturing Technology 102, no. 9-12 (March 9, 2019): 4289–307. http://dx.doi.org/10.1007/s00170-019-03484-w.
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Ekincioğlu, Caner, and Semra Boran. "SMED methodology based on fuzzy Taguchi method." Journal of Enterprise Information Management 31, no. 6 (October 8, 2018): 867–78. http://dx.doi.org/10.1108/jeim-01-2017-0019.
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Purpose There can be activities that cannot reduce times by conventional single minute exchange of die (SMED) tools. In this case more advanced tools are needed. The purpose of this paper is to integrate the fuzzy Taguchi method into the SMED method in order to improve the setup time. The reason for using fuzzy logic is the subjective evaluation of factor’s levels assessment by experts. Subjective assessment contains a certain degree of uncertainty and is vagueness. The fuzzy Taguchi method provides to determining optimal setup time parameters in an activity of SMED. So it is possible to reduce time more than the conventional SMED method. Design/methodology/approach In this study, the SMED method and the fuzzy Taguchi method are used. Findings In this study, it has been shown that the setup time is reduced (from 196 to 75 min) and the optimum value can be given at the intermediate value by the fuzzy Taguchi method. Originality/value In this limited literature research, the authors have not found a study using the fuzzy Taguchi method in the SMED method.
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KUTSCHENREITER-PRASZKIEWICZ, Izabela. "MACHINE LEARNING IN SMED." Journal of Machine Engineering 18, no. 2 (June 12, 2018): 31–40. http://dx.doi.org/10.5604/01.3001.0012.0923.
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The paper discusses Single Minute Exchange of Die (SMED) and machine learning methods, such as neural networks and a decision tree. SMED is one of lean production methods for reducing waste in the manufacturing process, which helps to reorganize a conversion of the manufacturing process from current to the next product. SMED needs set-up activity analyses, which include activity classification, working time measurement and work improvement. The analyses presented in the article are focused on selecting the time measurement method useful from the SMED perspective. Time measurement methods and their comparison are presented in the paper. Machine learning methods are used to suggest the method of time measurement which should be applied in a particular case of workstation reorganization. A training set is developed and an example of classification is presented. Time and motion study is one of important methods of estimating machine changeover time. In the field of time study, researchers present the obtained results by using (linear) multi-linear regression models (MLR), and (non-linear) multi-layer perceptrons (MLP). The presented approach is particularly important for the enterprises which offer make-to-order products. Development of the SMED method can influence manufacturing cost reduction of customized products. In variety oriented manufacturing, SMED supports flexibility and adaptability of the manufacturing system.
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Singh, Jagdeep, Harwinder Singh, and Inderdeep Singh. "SMED for quick changeover in manufacturing industry – a case study." Benchmarking: An International Journal 25, no. 7 (October 1, 2018): 2065–88. http://dx.doi.org/10.1108/bij-05-2017-0122.
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Purpose The purpose of this paper is to uncover the significance of SMED in manufacturing environments. Design/methodology/approach The paper gives setup instructions and guidelines to prepare the standardized setup procedure without ignoring actual constraints in production environment. It uses a case study in a small-scale manufacturing unit of northern India to generate an integrated setup reduction approach, utilizing Single Minute Exchange of Die (SMED)-based industrial engineering tools to achieve faster setups. It describes the feasibility of quick changeovers in small enterprises based on an “SMED” approach. Finally, the paper carries out empirical analysis of the financial/non-financial benefits incurred from setup reductions. Findings Setup activities are a vital part of the production lead time of any product and so affect overall product cost. Industrial engineering techniques have been used to analyze the existing procedure of setups. A SMED approach can help eliminate unwanted activities, externalize the internal activities, if possible, and reduce them by simplification or standardization. Originality/value The paper demonstrates the practical application of SMED showing how it can bring real breakthroughs in reducing setup time in small-scale manufacturing.
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Mauluddin, Yusuf, and Iis Masitoh. "Rancangan Perbaikan Produktivitas Terhadap Perubahan Design di Departemen Produksi Sewing." Jurnal Kalibrasi 18, no. 2 (February 27, 2021): 49–57. http://dx.doi.org/10.33364/kalibrasi/v.18-2.736.
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Penelitian ini bertujuan untuk mengidentifikasi faktor dominan yang menyebabkan turunnya produktivitas pada proses produksi Busana Muslim Rabbani Line 4A di CV. Y. Metode yang digunakan pada penelitian ini yaitu metode OMAX (Objective Matrix), FTA (Failure Tree Analysis) untuk mengidentifikasi faktor dominan yang meyebabkan turunnya produktivitas karena adanya pergantian desain produk, dan perbaikannya dengan metode SMED (Single Minute Exchange Of Die). Hasil dari penelitian ini didapatkan faktor dominan penyebab turunnya produktivitas yaitu faktor jam kerja, dimana karena adanya pergantian desain menyebabkan semua mesin harus ada proses set-up. Berdasarkan metode SMED sebagai metode untuk perbaikan diketahui waktu set-up setiap mesin pembuatan busana muslim mengalami penurunan sebesar 7 menit/mesin dengan memisahkan internal set-up (kegiatan yang hanya dilakukan pada saat mesin berhenti) dan eksternal set-up (kegiatan set-up yang dapat dilakukan saat mesin berjalan), waktu set-up sebelum penerapan SMED sebesar 551 menit/line (19 mesin), sedangkan waktu set-up sesudah penerapan SMED dapat diturunkan sebesar 133 menit/line, maka penurunan waktu set-up sebesar 24% setiap ada proses set-up mesin.
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Bene, Ágnes, and Péter Bene. "Specialties of first SMED in pharmaceutical manufacturing." International Journal of Engineering and Management Sciences 1, no. 1 (June 20, 2016): 1–11. http://dx.doi.org/10.21791/ijems.2016.1.48.
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Single Minute Exchange of Die (SMED) is considered as an effective lean management method increasingly used in pharmaceutical manufacturing. By reducing change-over times and costs, the successful implementation of the first SMEDs may bring a significant increase in terms of manufacturing flexibility. The purpose of this study is present the special factors that fundamentally determine SMEDs applied especially in the process of pharmaceutical manufacturing. By focusing on a well defined part of the pharmaceutical manufacturing process, lasting from Weighing and Measuring to the end of Tablet Pressing, the study also aims to highlight the benefits of SMED itself. The findings of the research are based on the practical experiences of four SMEDs implemented in various sections of production. According to the experiences and considering industrial specialties, the implementation of SMED has to harmonise with the requirements of Good Manufacturing Practices (GMP) which are representing the golden quality standards of pharmaceutical manufacturing.
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Sugai, Miguel, Richard Ian McIntosh, and Olívio Novaski. "Metodologia de Shigeo Shingo (SMED): análise crítica e estudo de caso." Gestão & Produção 14, no. 2 (2007): 323–35. http://dx.doi.org/10.1590/s0104-530x2007000200010.
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A metodologia de Shigeo Shingo (SMED - single minute exchange of die) foi publicada pela primeira vez no Ocidente em 1985, e é referência principal quando se trata de redução dos tempos de setup de máquinas. A metodologia enfatiza a separação e a transferência de elementos do setup interno para o setup externo. As diversas aplicações industriais e os artigos existentes indicam a relevância do tema e da metodologia. Este artigo propõe-se a analisar criticamente o SMED revelando as lacunas da metodologia. Particularmente, discutem-se os problemas associados aos períodos de desaceleração e aceleração relacionados às atividades de setup, verificando-se que a separação e a conversão de tarefas não são suficientes. Para tanto, apresenta-se um estudo de caso em uma linha de produção.
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Antonio, Paulo Ricardo, Fernanda Cagnin, and André Luís Helleno. "Aplicação da SMED para aumento de produtividade: estudo de caso na indústria de autopeças." Revista de Ciência & Tecnologia 20, no. 40 (December 14, 2018): 3. http://dx.doi.org/10.15600/2238-1252/rct.v20n40p3-19.
Full textAbstract:
A busca por melhores resultados da capacidade do processo de produção faz com que as empresas busquem a implantação de métodos de trabalho que viabilizem a resolução de problemas restritivos no sistema de produção, por meio da aplicação dos conceitos do Lean Manufacturing e principalmente das técnicas existentes, dentre elas SMED (Single Minute Exchange of Die), a qual consiste na redução dos tempos de setup através da implementação de melhorias nas trocas de ferramentas. Este estudo tem como objetivo mostrar a aplicação da ferramenta SMED em uma multinacional do setor de autopeças, buscando redução dos custos e melhoria de produtividade. Os resultados obtidos mostraram a eliminação dos desperdícios durante o setup, assim como redução de tempo de preparação de máquina, redução de custos e aumento de produtividade.
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Saravanan, V., S. Nallusamy, and K. Balaji. "Lead Time Reduction through Execution of Lean Tool for Productivity Enhancement in Small Scale Industries." International Journal of Engineering Research in Africa 34 (January 2018): 116–27. http://dx.doi.org/10.4028/www.scientific.net/jera.34.116.
Full textAbstract:
In the current dynamic global market place, especially among small and medium scale manufacturing industries the competition is show rigorous for a profitable survival. To be competent the industries have to necessarily work in an efficient way by updating and implementing new techniques. These day’s manufacturers may have to introduce and prove the success of the products not only faster but also to deliver it to the end users at the right time. The aim of this study has been to present a lean approach in the manufacturing system of injection moulding facility by reducing the change over time. In this research a lean tool of Single Minute Exchange of Die (SMED) has proved to be an effective tool for eliminating waste of time. In SMED the time taken for mould or die exchange should be less than 10 minutes. This improves the productivity by reducing the down time of a machine. The main objective has been to reduce the change over time from the current setup time of 39.94 minutes to less than 10 minutes. After implementing the SMED, the total change over time was reduced by about 67.72% which indirectly reduced production losses and increased the productivity.
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Vukicevic, Milan, Srdjan Vojinovic, and Bogdan Mladenovic. "Implementation of SMED method in wood processing." Bulletin of the Faculty of Forestry, no. 96 (2007): 7–14. http://dx.doi.org/10.2298/gsf0796007v.
Full textAbstract:
The solution of problems in production is mainly tackled by the management based on the hardware component, i.e. by the introduction of work centres of recent generation. In this way, it ensures the continuity of quality reduced consumption of energy, humanization of work, etc. However, the interaction between technical-technological and organizational-economic aspects of production is neglected. This means that the new-generation equipment requires a modern approach to planning, organization, and management of production, as well as to economy of production. Consequently it is very important to ensure the implementation of modern organizational methods in wood processing. This paper deals with the problem of implementation of SMED method (SMED - Single Digit Minute Exchange of Die) in the aim of rationalization of set-up-end-up operations. It is known that in the conditions of discontinuous production, set-up-end-up time is a significant limiting factor in the increase of flexibility of production systems.
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Parwani, Viren, and Guiping Hu. "Improving Manufacturing Supply Chain by Integrating SMED and Production Scheduling." Logistics 5, no. 1 (January 12, 2021): 4. http://dx.doi.org/10.3390/logistics5010004.
Full textAbstract:
Globalization has led to a significant effect on today’s manufacturing sector. Manufacturers need to find new and innovative ways to increase efficiency and reduce waste in the manufacturing supply chain. Lean/six sigma tools can help companies increase production efficiency and stay in competition. Manufacturing in smaller batches can keep the supply chain lean and customizable. This leads to frequent changeovers and downtime. A changeover is usually required when a single machine produces different products based on the requirement. A large-scale industry can either install multiple individual production lines to cater to the demand (usually expensive) or make frequent machinery changes. Single Minute Exchange Die (SMED) is a system designed for reducing the changeover time for machines. It reduces the time taken to complete the activities and eliminates non-essential activities throughout the changeover. Scheduling an operating procedure within SMED in such case is a challenge. Project scheduling model with workforce constraints can be used to create a set of heuristics to provide us with an optimized list of tasks. The paper proposes to design a scheduling heuristic model to allocate tasks to the operators to get the least amount of operator idle time and reduce changeover downtime costs. The paper further illustrates the benefit of the model in a case study and proposes its integration within the existing SMED methodology. This results in a benefit-to-cost ratio of 7.5% for production scheduling compared to that of stages 4 and 5 in SMED, which is 1.2%.
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Evangelista, Gabriela Moraes de Souza, Laura Keiko Arimitsu, André De Lima, and Ivan Correr. "Benefícios da aplicação da metodologia SMED para a redução de tempo de setup em células de manufatura de usinagem." Exacta 19, no. 1 (March 25, 2021): 188–209. http://dx.doi.org/10.5585/exactaep.v19n1.10828.
Full textAbstract:
Atualmente as empresas necessitam se manterem competitivas no mercado, por isso é necessário que sejam implementados métodos para obtenção de melhorias do processo e redução de custos. No ambiente produtivo, um dos principais causadores do aumento de desperdícios é o setup, e uma das metodologias utilizadas é o SMED (Single Minute Exchange of Die), capaz de proporcionar a redução do tempo do setup. Neste contexto, o trabalho apresenta uma melhoria de redução do tempo de setup no processo de usinagem em uma empresa no ramo de autopeças, baseado nos conceitos da metodologia SMED visando o uso de técnicas de separação, redução do tempo de setup, padronização das atividades e melhorias do processo. A metodologia utilizada para o desenvolvimento do estudo foi baseada em uma pesquisa explicativa do tipo pesquisa-ação correlacionada ao uso do método DMAIC. Com as melhorias implementadas, obteve-se a redução do tempo de setup e aumento da disponibilidade.
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Suhardi, Bambang, Akiyumas Sahadewo, and Pringgo Widyo Laksono. "The Development and Implementation Lean Manufacturing in Indonesian Furniture Industry." Applied Mechanics and Materials 815 (November 2015): 258–63. http://dx.doi.org/10.4028/www.scientific.net/amm.815.258.
Full textAbstract:
This research discusses about the principles of lean manufacturing in furniture export industries. The aim of this research is to improve productivity by reducing waste which exists in the production floor. This research discusses about the implementation of Value Stream Mapping (VSM) as waste initial identification instrument, standardization work, and Single Minute Exchange of Die (SMED) as an analysis tool and improvement implementation. Both of that methods are conducted in this research. This research is practically applicable and proven to be able to reduce waste which exists in production floor and to improve the factory’s productivity.
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Rodrigues, Rayssa Martins, and Rodrigo Randow de Freitas. "Implementação da ferramenta SMED para melhoria contínua em um processo de troca de formato na planta industrial de papel tissue: uma análise Bibliométrica." Research, Society and Development 8, no. 2 (January 1, 2019): e4582705. http://dx.doi.org/10.33448/rsd-v8i2.705.
Full textAbstract:
A indústria de papel tissue, ao longo das décadas, mostrou um notável crescimento, que pode ser explicitado, em sua maioria, pelo aumento de bens de consumo para higiene em países em desenvolvimento, como o Brasil. A evolução do mercado tornou-o ainda mais competitivo e, para as empresas, torna-se necessário assumir modelos arrojados de gestão, capazes de promover aumento da produtividade com redução de custos, por exemplo, com a adoção da metodologia SMED (Single Minute Exchange of Die) em uma etapa da produção: troca programada de formato na unidade de conversão tissue. Assim, este estudo teve como objetivo principal realizar uma revisão bibliométrica sobre o tema, de forma a mapear literatura pertinente e averiguar os estudos, países e autores com maior relevância científica. A base de dados utilizada para revisão bibliométrica foi a Web of Science®(WoS). A partir dos resultados da pesquisa realizada em Setembro de 2018, foi construído um banco de 10 artigos, observando um número de 171 publicações sobre a ferramenta SMED aplicada em melhoria contínua em processos de troca de formato em plantas industriais. Os países com maior número de publicações a respeito do tema são Itália, Polônia e Turquia e os anos que mais publicou-se sobre a aplicação do SMED em indústrias foram 2016 e 2017. Isso evidencia a relevância da pesquisa sobre a implantação do SMED, além disso, a frequente tentativa de propor novos métodos para redução nos tempos de troca de formato em indústrias indica que ainda há campo de pesquisa a ser explorado.