Relevant bibliographies by topics / SMED

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'SMED'

Author: Grafiati
Published: 4 June 2021
Last updated: 24 April 2022

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Journal articles on the topic "SMED"

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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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Jit Singh, Bikram, and Dinesh Khanduja. "SMED: for quick changeovers in foundry SMEs." International Journal of Productivity and Performance Management 59, no. 1 (December 8, 2009): 98–116. http://dx.doi.org/10.1108/17410401011006130.

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Wright, Rochelle, and Anna-Karin Eurelius. "Lyckans smed." World Literature Today 63, no. 1 (1989): 121. http://dx.doi.org/10.2307/40145185.

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Haylett, R. J. "SMED—a ‘revolution’." Production Engineer 65, no. 1 (1986): 10. http://dx.doi.org/10.1049/tpe.1986.0008.

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Ducom, Philippe, and Isabelle Moneyron. "Le système SMED." Revue Française de Gestion Industrielle 7, no. 3 (September 1, 1988): 17–28. http://dx.doi.org/10.53102/1988.7.03.131.

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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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Roth, Catharina, Amanda Breckner, Jan Paulus, and Michel Wensing. "Implementation of a Standardized Initial Assessment for Demand Management in Outpatient Emergency Care in Germany: Early Qualitative Process Evaluation." JMIR Formative Research 4, no. 9 (September 4, 2020): e18456. http://dx.doi.org/10.2196/18456.

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Background Inadequate assessment of the severity and urgency of medical problems is one of the factors contributing to unnecessary emergency department (ED) visits. The implementation of a software-based instrument for standardized initial assessment—Standardisierte medizinische Ersteinschätzung in Deutschland (SmED) (Standardized medical Initial Assessment in Germany in English)—aims to support health care professionals and steer patients toward the right health care provider. This study aimed to explore the implementation process of SmED from a user perspective. Objective This study aims to evaluate the overall perception of SmED by health care professionals using the software, to examine to what extent SmED influences the workload and work routines of health care professionals, and to determine which factors are associated with the use of SmED. Methods An early qualitative process evaluation on the basis of interviews was carried out alongside the implementation of SmED in 26 outpatient emergency care services within 11 federal states in Germany. Participants were 30 health care professionals who work with SmED either at the joint central contact points of the outpatient emergency care service and the EDs of hospitals (ie, the Joint Counter; Gemeinsamer Tresen in German) or at the initial telephone contact points of the outpatient emergency care service (phone number 116117). Matrix-based framework analysis was applied to analyze the interview data. Results Health care professionals perceived that workload increased initially, due to additional time needed per patient. When using SmED more frequently and over a longer time period, its use became more routine and the time needed per call, per patient, decreased. SmED was perceived to support decision making regarding urgency for medical treatment, but not all types of patients were eligible. Technical problems, lack of integration with other software, and lack of practicability during peak times affected the implementation of SmED. Conclusions Initial experiences with SmED were positive, in general, but also highlighted organizational issues that need to be addressed to enhance sustainability. Trial Registration German Clinical Trials Register DRKS00017014; https://www.drks.de/drks_web/navigate.do?navigationId=trial.HTML&TRIAL_ID=DRKS00017014
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Zheng, Liubin, Yanan Zhu, Zengyuan Pang, Jing Li, Wenying Chen, and Mingqiao Ge. "Preparation and characterization of new red luminescent fibers based on a multilayer structure." Textile Research Journal 91, no. 17-18 (February 27, 2021): 2125–35. http://dx.doi.org/10.1177/0040517521997188.

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Composite red luminescent material SMED/LCA (Sr2MgSi2O7:Eu2+,Dy3+/light conversion agent) is a phosphor with long afterglow, which was prepared by LCA and SMED at a certain mass ratio. It has excellent characteristics, such as high lightness and emitting red light, but poor stability properties because LCA falls off easily from the surface of SMED. Here, SiO2 (Al2O3 or MgF2) was coated on the surface of SMED/LCA through the heterogeneous deposition method to prepare a stable composite phosphor, adding coated phosphor into a polyacrylonitrile (PAN) fiber-forming polymer and wet spinning to form SMED/LCA-PAN (composite red light-emitting fiber). The surface element distribution, phase structure and luminescence properties of SMED/LCA-PAN were characterized. The results show that SiO2 (Al2O3 or MgF2) is successfully coated on the surface of the material, and the coating has no effect on the phase of SMED in the fibers. The intensity red/blue ratio (Int.600 nm versus Int.470 nm) of coated SMED/LCA fiber in the afterglow emission spectrum increases by about 1.9 times; the increase in energy conversion efficiency indicates the enhancement of the red light effect. In addition, the afterglow initial brightness is up to 0.148 cd/m2 after 15 min of ultraviolet light excitation, and the luminous fiber still has high afterglow brightness.
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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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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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Dissertations / Theses on the topic "SMED"

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Lundholm, Pontus. "SMED samt effektivisering." Thesis, Örebro universitet, Institutionen för naturvetenskap och teknik, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:oru:diva-77111.

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Rullprofil i Örebro AB tillverkar i huvudsak rullformade profiler till användning inom byggnadsindustrin. Flytten av verksamheten år 2016 har inneburit en hög personalomsättning för företaget, och detta har lett till att de inre ställtiderna mellan produkter som ska tillverkas i dagsläget är högre än vad företaget strävar efter. I och med detta vill Rullprofil ha olika alternativ över vilka åtgärder de kan ta för att reducera dessa ökade ställtider. För att skapa en så tydlig insikt som möjligt inom hur processerna gällande denna omställning genomförs i dagsläget samt vilka åtgärder som skulle vara bäst lämpade inom förbättring av dem så användes flertalet former av observationer, intervjuer, dokumentation, litteratur samt analysverktyg. Då det handlar om ställtider så valdes SMED som metod. En allt tydligare förståelse över problemet skapades genom detta projekt, och det gick att identifiera en viss brist på rutiner och avgränsningar mellan processerna gällande denna omställning. Det blev tydligt att ett tidigare SMED-projekt som genomförts inom företaget krävde uppföljning på flertalet områden. De otydliga avgränsningarna mellan processerna samt rutinerna behövde åtgärdas, och utöver detta så fanns en stor potential för förbättringar gällande effektivitet, planering och kvalitet. Insikten som skapades genom studien var att ett av momenten inom processerna i fråga, valsstolar, tar upp en stor del av den totala tidsåtgången som krävs i dagsläget, medan många av de övriga momenten har en stor variation inom deras tidsåtgång. Alla dessa moment tillsammans skapar en stor mängd efterjustering på grund av att deras initiala inställning ofta ej blir tillräckligt pålitlig, och denna efterjustering är både komplicerad att genomföra samt kräver en hög tidsåtgång. Ytterligare analyser gällande avgränsningar mellan processerna detta projekt hanterar, tidsåtgångar, rörelse samt nedbrytning av momenten blev sedan genomförda för att generera ett stort urval av förbättringsförslag. Dessa förslag är riktade till att arbeta ut den största delen av efterjusteringen, minska tidsåtgångar som krävs för olika moment samt genomföra dessa parallellt med så mycket som möjligt förberett. Tillsammans har förslagen potential att minimera tidsåtgången som krävs för den inre omställningen, en uträknad estimering är att förslagen skulle sänka denna tidsåtgång med 80–90%. En utvärdering och diskussion ges sedan över tveksamheter där detta finns, implementering av givna förslag samt övriga delar av relevans. Efter detta ges övriga förslag på förbättringar som uppkommit genom studiens gång och som Rullprofil kan finna värde inom.
Rullprofil i Orebro AB is mainly manufacturing roll formed profiles for usage in the construction industry. The move of the operation in year 2016 has meant a high turnover of personnel for the company, and this has led to that the inner setup times between products to be manufactured in the present are higher than the company is striving for. Because of this Rullprofil now wants to clarify what different options they have for measures that can be taken to reduce these. To create as clear of an insight as possible of how the processes regarding this setup is currently being performed and which measures that would be most appropriate to improve these, a wide variety of observations, interviews, documentation, literature and tools for analysis were used. Since this has to do with setup times, SMED was chosen as a method. An ever so more clear understanding of the problem was generated throughout this project, and a lack of routines and delimitations between the processes regarding these setup times were identified. It became clear that an earlier SMED-project the company have performed demanded follow-up regarding several areas. The unclear delimitations between the processes and routines needed measures, and beyond that there were a big potential for improvements regarding efficiency, planning and quality. The insight that were created throughout this study was that one of the activities performed in the processes in question, the rolling mills, takes up a big part of the total time required in the present, while many of the other activities has a big variation in the time they require respectively. All these activities together then builds up a large amount of after-adjustments to be made, because the initial setup often isn’t reliable enough, and these after-adjustments is both complicated to perform and time consuming. Further analysis regarding delimitations between the processes this project handles, time required, movement and breakdown of the activities were then used to generate a large selection of suggestions for improvement. These suggestions are directed towards working out most of the after-adjustments, reduce the time required to perform different activities and then carry them out parallelly with as much as possible prepared. Together these suggestions have the potential to minimize the time required to perform the inner setup, a calculated estimation is that the suggestions would lower these required times with 80-90%. An evaluation and discussion are afterwards given regarding the uncertainties that exists, implementation of given suggestions and other areas of relevance. After this, other suggestions for improvements that have been realized throughout this project that can be of value to Rullprofil is given.
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Lindkvist, Christoffer. "SMED implementation vid slipoperation." Thesis, Uppsala universitet, Industriell teknik, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-205364.

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The thesis has investigated how Sandvik Coromant could implement the SMED principle on one of their grinders groups and what improvements it would lead to. The aim of the thesis is to identify the current situation and investigate how their setup times would be affected by SMED. The work initiated with a literature analysis about the SMED principles and then proceeded with an analysis of the current situation where the activity was time mapped. The analysis consisted of time trials of the process that the thesis would include. The time studies revealed opportunities for structural improvements to create environment for a more structured process. Conversations and interviews with operators during the studies and monitoring of the processes generated a number of improvement opportunities. When improvement suggestions were generated and priorities of which was to be implemented, Sandvik Coromant gave the implementation of principal improvement proposals the highest priority The work continued in that direction and took out routines and suggestions on an updated workplace. This has generated verified set-up time reductions of 68% in the most time consuming process. The improvements that have been implemented during the thesis has not reduced set-up time to under ten minutes but if the client implements all components of the action plan, the time will be approached. Besides looking at setup time the order change process has been examined and there are parts of that process that can be streamlined. To implement the suggested changes will create opportunities to reduce the order replacements time by over 70%. This means substantial savings for Sandvik Coromant. Even if only a part of the improvement proposals will be implemented it will lead to drastic improvements with average setup time reduced drastically.
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Svan, Gabriella, and Amanda McHugh. "Ett förändringsperspektiv på SMED-metoden : Framtagandet av en modell som förenar SMED och förändringsledning." Thesis, KTH, Industriell Management, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-98497.

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A growing number of companies are adopting a lean philosophy in order to be able to compete in today’s increasingly competitive global society. This requires a flexible production in order to fulfill customers’ demanding and changeable requests. SMED (Single Minute Exchange of Die) can be seen as a method for companies to become more lean and its purpose is to reduce the change over time; the time it takes to change a production line from manufacturing one product to producing another product. Theories about lean discuss, to a certain degree, the implementation process while theories about SMED are more focused on the technical parts. This makes it interesting to examine if SMED can be complemented and improved by using change management theories. The purpose of this study is to develop a model that combines SMED and change management. In order to fulfill the purpose a literature study was conducted in two fields, SMED and change management, which resulted in the theoretical SMED3F-model. In the model, a change management perspective was added to SMED. The model was then examined during a case study performed at a production line at Kraft Foods in Upplands Väsby. Semi-structured interviews before and after the SMED-study, together with observations and reflections, resulted in a revised SMED3F-model. Since the approach is both theoretical and empirical, it can be said that the study is based on abductive reasoning. The result of the study is the SMED3F-model, which, based on theoretical and empirical data, provides support when conducting a SMED-study. One of the findings is the distinction between technical and soft solutions. The most substantial difference lies in the implementation phase where the use of change management is needed more in the application of soft solutions. The relevance of the SMED3F-model can therefore be questioned since SMED to a great extent leads to technical solutions. However, the study establishes that change management is also needed for technical solutions, but in an earlier phase of the SMED-study. Another finding of the study is the importance of inter-personal contact during a SMED-study, which makes up a significant part of the SMED3F-model. This could however affect the model’s contribution to SMED since inter-personal contact can be difficult to maintain in larger organizations. The study confirms the theories about lean implementation that stress the importance of managing people and establishes the value of a change management perspective in SMED-studies.
Allt fler företag anammar filosofin lean för att vara konkurrenskraftiga i dagens globala samhälle där konkurrensen mellan företagen är hård och kunderna ställer allt högre krav. För att kunna svara på kundernas föränderliga efterfrågan krävs därför en flexibel produktion. SMED (Single Minute Exchange of Die) kan ses som en metod för företag att bli mer lean och syftar till att reducera omställningstiden, det vill säga tiden det tar att ändra en produktionslinje från att producera en produkt till att producera en annan. Inom lean behandlas till viss del svårigheter kring implementeringsprocessen medan kritik mot SMED mestadels berör de tekniska delarna i metoden. Detta gör det intressant att undersöka om SMED-metoden kan kompletteras och förbättras med hjälp av teorier inom förändringsledning. Syftet med denna studie är att utveckla en modell som knyter samman SMED med förändringsledning. För att uppfylla syftet genomfördes först en litteraturstudie på två fronter, SMED och förändringsledning, som resulterade i den teoretiska SMED3F-modellen, i vilken ett förändringsperspektiv hade adderats till SMED-metoden. Modellen utvärderades sedan under en fallstudie, i form av en SMED-studie, gjord på en produktionslinje på Kraft Foods Marabouanläggning i Upplands Väsby. Semi-strukturerade intervjuer före och efter SMED-studien ledde tillsammans med författarnas egna observationer och reflektioner till en reviderad SMED3F-modell. Då det vetenskapliga angreppssättet både är teoretiskt och empiriskt bygger studien på abduktiv slutledning. Studien resulterade i SMED3F-modellen som, baserad på teoretiska och empiriska data, utgör ett stöd för att underlätta genomförandet av en SMED-studie. Något som uppmärksammas i studien är distinktionen mellan tekniska och mjuka lösningar. Den största skillnaden ligger i implementeringen där ett större behov av förändringsledning finns för mjuka lösningar. Då SMED till stor del leder till tekniska lösningar går det därför att diskutera SMED3F-modellens relevans. Studien fastställer dock att behovet av förändringsledning även finns för tekniska lösningar men då i ett tidigare skede i SMED-studien. En annan insikt som studien bidrog med är vikten av personlig kontakt under en SMED-studie, något som utgör en stor del av SMED3F-modellen. I större organisationer kan det vara svårt att upprätthålla personlig kontakt med samtliga inblandade vilket är något som kan påverka modellens bidrag till SMED. Studien stärker de teorier inom lean som betonar vikten av att hantera människor och fastslår betydelsen av ett förändringsperspektiv i SMED-studier.
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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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Rundin, Ida. "Ställtidsreducering baserat på SMED-metoden." Thesis, Högskolan i Skövde, Institutionen för ingenjörsvetenskap, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-20470.

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Detta projekt handlar om hur olika LEAN metoder används för att få ner ställtiden på maskinerna på Berry Superfos i Lidköping. Berry Superfos i Lidköping tillverkar livsmedelsförpackningar i plast och har långa ställtider på maskinerna, från 8 till 38 timmar. Dessa behöver minimeras då kunder, företaget och leverantörer blir påverkade. Projektet består av att utföra observationer på maskinerna för att lokalisera orsaken till problemet och med hjälp av metoden Single Minute Exchange of Die ta fram en lista för yttre ställ som sedan kommer sättas upp vid den utvalda maskinen som välj ut genom två urval. Det första urvalet är alla maskiner ner till tre och andra urvalet är från tre ner till en maskin på Berry Superfos Lidköping. Den maskinen som väljs ut har störst potential för förändring och längst ställtid. Listan för yttre ställ är skapad efter observationer av omställningar för att hitta de moment som tar längst tid att utföra för operatörerna. Momenten är exempelvis att plocka fram pallar, trasor och handverktyg. Syftet med detta är att när operatörerna ska starta omställningen är allt som behövs framplockat så att deras fokus kan vara på maskinen och inte på att leta efter saker. Listan för yttre ställ minimerade utplockningen av verktyg från maskinen med 50%. För att se om hela omställningen av maskinen har medfört en förbättring behövs fler observationer av den, då det under den observation som gjordes inträffade ett elfel, vilket ledde till oklarheter kring om listan fungerade eller inte. Operatörerna var däremot mycket nöjda med listan då de inte behövde leta efter verktyg.
This project concerns how different LEAN methods are used to reduce the set-up time on the machines at Berry Superfos in Lidköping. Berry Superfos in Lidköping manufactures food packaging in plastic and has long set-up times on the machines, from 8 to 38 hours. These need to be minimized as customers, the company and suppliers are affected. The project consists of performing observations on the machines to locate the cause of the problem and using the Single Minute Exchange of Die method to produce a list of external racks which will then be set up at the selected machine which is selected from two selections. The first selection is all machines down to three and the second selection is from three down to one machine. The machine that is selected has the greatest potential for change and the longest set-up time. The list of external racks is created after observations of adjustments to find the steps that take the longest time or the operators to perform. The steps are, for example, selecting pallets cloths and hand tools. The purpose being that when the operators are to start the changeover, everything is selected entailing that their focus can be on the machine and not on looking for things. The list of external racks minimized the picking of tools from the machine by 50%. To see if the whole conversion of the machine has led to an improvement, more observations are needed, as during the observation an electrical fault occurred, which led to ambiguities about whether the list worked or not. The operators, on the other hand, were satisfied with the list as they did not have to look for tools.
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Bratt, Linus, and Charles Gilbert. "Ställtidsreducering : Med hjälp av SMED." Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-31170.

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The purpose of this project was to reduce setup time on a press machine at Nitator Hylte AB and to develop a Standard Operating Procedure (SOP), which will serve as a basis for the operators to carry out the work. When the company was contacted so considered site manager that the current change over time was far from optimal and had the desire that it would be reduced by 50%. In connection with the project they were made some boundaries to make the project possible. The methodology that the authors have followed was Shigeo Shingo theory, Single Minute Exchange of Die (SMED), which assumes that it will change the routine during transitions by making as much preparation work as possible, this is done by analyzes based on observation from observations, videotaping and timings. The resistance that can occur when trying to reduce setup time is the human aspect, this type of resistors most often occurs in the lack of education and lack of good communication. The results from the project led to a new routine for how the work should be executed during the changeover. During the project diffrent kind of technical solutions was created to simplify the work during the changeover. At the end of the project the aouthers conducted a pilottest to determinate how much time that had been reduced. The Results from the test showed that 50 % of the time had been reduced.
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Nordström, Maria, and Sandra Söderström. "Förutsättningar för optimal ställtidsreduktion genom SMED metoden." Thesis, University of Gävle, Ämnesavdelningen för industriell ekonomi, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-5615.

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Rickardsson, Sebastian, and Måns Svensson. "Implementering av Lean genom TAK och SMED." Thesis, Kristianstad University College, School of Health and Society, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-5519.

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This graduation work is a result of implementing Lean Production using OEE and SMED at Enics Sweden AB in Malmö. Enics doesn’t have an established improvement concept and therefore should this work serve as an introduction to possibly start with Lean Production. A result in this report is that an OEE value has been identified within a common order at Enics. Other results are that an implementation of a Lean-board has been implemented and furthermore, within SMED, a flag that indicates changeover.


Enics AB är ett av många företag som producerar kretskort i Sverige och runt om i världen. Detta kräver att de kan producera med ett så högt utnyttjande som är möjligt för att vara konkurrenskraftiga mot andra tillverkare av kretskort. Ytmonteringslinan är den mest kapitalintensiva investeringen hos Enics och är därför den process som kräver mest utnyttjande.

När examensarbetet började hade Enics inget korrekt mått på den totala utrustningseffektiviteten (TAK) och de nådde sällan upp till sitt mål på utnyttjandegraden. De största förlusterna var tidsförluster i form av långa ställtider. För att öka utnyttjandegraden började de försöka tänka Lean runt om ytmonteringslinan även om Lean inte är något fastställt koncept på Enics. Med denna bakgrund togs ett syfte fram för examensarbetet. Syftet var att få ett korrekt uppmätt värde på den totala utrustningseffektiviteten samt att genom en metod för ställtidsreducering kallad SMED, sänka ställtiderna och därmed öka utnyttjandegraden.

Enics ville även att arbetet skulle ge dem en bas till framtida arbete med SMED och Lean Production. Genom olika mätningar med hjälp av tidsur, intervjuer och spagettidiagram kunde olika analyser göras såsom värdeflödesanalys, Ishikawadiagram och analys av observationer under, innan och efter ställ. Analyserna resulterade i ett antal förbättringsförslag där vissa av dem implementerades, vissa hamnade under utvärdering och vissa hamnade som framtida förbättringar.

Resultatet av examensarbetet gav positiva reaktioner från anställda på Enics. Enics har tagit till sig ett flertal av förslagen som tagits fram under detta arbete och användningen av förslagen ses som ett fortsatt arbete med Lean Production, SMED och TAK. Inom TAK har Enics genom detta examensarbete fått ett värde uträknat på sin totala utrustningseffektivitet. Inom Lean Production har Enics fått en tavla där gjorda förbättringar kan redovisas och förslag till förbättringar noteras. Inom SMED har examensarbetet resulterat i bl.a. en ställflagga som indikerar att intern ställtid har börjat, vilket har resulterat till att operatörer uppmärksammar ställ lättare och arbetar mer som ett lag.

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Eliasson, Martin, Robin Ristander, and Joacim Gustafsson. "Ställtidsreducering med hjälp av SMED i pressgjuterianläggningar." Thesis, Jönköping University, JTH, Mechanical Engineering, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-819.

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To maintain production in high salaries countries and strength in competition against other companies, it is today more important than ever to maximize production, offer a wide spectra of products and be able to deliver on the customers desire of shorter and shorter delivery time. Flexible production and short time spent on die changes is vital to achieve these desires. The interest for die changeover time reduction grew in the same pace as the demand for increased product variety grew. SMED as a method of reducing time spent on die changeovers were developed in between 1950-1970, by the Japanese Shigeo Shingo.

The purpose of this thesis work has been to investigate the result of SMED in a die casting facility, and compare the result from it with the result considering time spent on die changeovers when investing in new equipment. The goal is to implement a thorough investigation by using the SMED method at Tenhults Pressgjuteri AB and make a brochure that have to be simple to understand, in purpose to draw interest to the advantages of using SMED as a method.

Commissioned by the Swedish foundry association Swecast, the work has been carried out by studying die changeovers at Tenhults Pressgjuteri AB, where filming and interviews with the operators have been included in the analysis. Meetings have been held with Husqvarna AB about their expected earnings on there new investment.

The work with analyzing die changeovers resulted in following suggestions of improvement:

• Manuals of adjustments to the sprayer

• Rapid couplings to the warmth- and cooling hoses

• Eliminating the work of adjustment when changing the ladle

• Introduced a combined spanner- torque wrench

• Manuals to the mechanical lock

The total theoretical improvement of these measures, along with routines for making outside exchange of die before the machine was shut downed, became a reduction of time spent on die changeover with 60%, from 167 minutes to 66 minutes. That corresponds to a capacity/possible sale increase with 3030 SEK/changeover.

The conclusion of this survey is that investing in new equipment is not the best way to gain capacity. Better results can be made just by working with die changeovers on the present machines. If a company has worked with reducing time spent on die changeovers before, and is about to replace an old machine, it could be a cause to invest in new technological details to make the work with die changeovers less complicated.

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Elfving, Carolina, Emelie Eriksson, and Emelie Wadell. "Entreprenörskap : Att vara sin egen lyckas smed." Thesis, Högskolan i Borås, Institutionen för Pedagogik, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-16428.

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Bakgrund Det riktas idag mycket fokus på entreprenörskap i samhället och det blir allt vanligare att människor väljer företagande som ett karriärsval. Den tid vi nu lever i brukar kallas för entreprenörens era och de personer som väljer att starta eget företag hyllas som hjältar. Detta fokus på entreprenörskap grundar sig i att det i Sverige under de senaste två decennierna har skett ett ideologiskt skifte och en individualiseringsprocess på arbetsmarknaden. Genom denna individualisering har ansvaret för att få ett arbete flyttats från staten till individen. Individens rätt till en anställning har ersatts av skyldigheten till att skaffa en anställning. Idag har individen själv ansvaret att hålla sig anställningsbar på marknaden eller bli egenanställd genom att starta ett eget företag.Syfte Syftet med vår studie är att få en ökad förståelse kring vad det är som driver ett urval entreprenörer till att satsa sin tid och sina resurser på att starta ett eget företag. Vi vill skapa en bild av hur våra respondenter upplever risker och möjligheter som företagsstarten medför och vad som har påverkat dem att starta eget företag.Metod Vi har valt att göra en kvalitativ studie med tematiskt öppna intervjuer för att samla in vårt empiriska material. Intervjuerna har utförts på tio entreprenörer som grundat olika stora företag och är verksamma inom olika branscher.Resultat Respondenterna uppger flera olika motiv till att starta eget företag så som idéförverkligande, ekonomi, intresse, utveckling och självbestämmande. Det största motivet vi kunnat utläsa är självbestämmande och att kunna råda över sin egen tid. Det som har påverkat respondenterna till att känna dessa drivkrafter inför att starta eget företag ser vi är deras familj och nära omgivning samt den samhällshällsförändring som skett. Respondenterna ser tid och pengar som de största riskerna med att starta eget företag men de menar att fördelarna med att driva företag överväger dessa risker.
Program: Organisations- och personalutvecklare i samhället
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Books on the topic "SMED"

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Jepsen, Hans Lyngby. Sin lykkes smed. [Copenhagen]: Lindhardt og Ringhof, 1995.

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Achieving lean changeover: Putting SMED to work. Boca Raton, FL: CRC Press, 2013.

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A revolution in manufacturing: The SMED system. Stamford, Conn: Productivity Press, 1985.

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Keisuke, Arai, ed. Kaizen for quick changeover: Going beyond SMED. Cambridge, Mass: Productivity Press, 1992.

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Sekine, Ken'ichi. Kaizen for quick changeover: Going beyond SMED. Portland, Oregon: Productivity Press, 1992.

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Shingo, Shigeo. Le système SMED: Une révolution en gestion de production. Paris: Editions d'Organisation, 1987.

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Ristić, Nenad J. Džumbusana u centralu: Pozorišni život u Palanci (Smed) 1941-1944. Smederevska Palanka: Centar za kulturu Smederevska Palanka, 1995.

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Džumbusana u centralu: Pozorišni život u Palanci (Smed) 1941-1944. Smederevska Palanka: Centar za kulturu Smederevska Palanka, 1995.

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Peter, Seeberg. Tre tidlige fortællinger: En dejlig Tur - Kistelægsgildet - Den stærke Smed. 2nd ed. Odense: Odense Universitetsforlag, 2001.

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Olin, Karl-Gustav. Egen lyckas smed--: Finlandssvenska emigrantöden i Oregon med tyngdpunkt på entreprenörskap. Jakobstad: Olimex, 2004.

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Book chapters on the topic "SMED"

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Niemann, Jörg, Benedikt Reich, and Carsten Stöhr. "SMED." In Lean Six Sigma, 73–88. Berlin, Heidelberg: Springer Berlin Heidelberg, 2021. http://dx.doi.org/10.1007/978-3-662-63008-2_5.

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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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King, Peter L. "Setup Reduction and SMED." In Lean for the Process Industries, 137–46. Second edition. | Boca Raton : Taylor & Francis, Routledge, 2019.: Productivity Press, 2019. http://dx.doi.org/10.4324/9780429400155-8.

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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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Cunningham, Paul. "OEE and the link to SMED." In BASICS: Be Always Sure Inputs Create Success, 56–73. Abingdon, Oxon; New York, NY: Routledge, 2021.: Routledge, 2020. http://dx.doi.org/10.4324/9781003016328-9.

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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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Santos, Javier, Richard Wysk, and José Manuel Torres. "Equipment Efficiency: Availability, Quality, and SMED." In Improving Production with Lean Thinking, 120–46. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2014. http://dx.doi.org/10.1002/9781118984031.ch7.

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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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Gorecki, Pawel, and Peter R. Pautsch. "Single Minute Exchange of Die (SMED)." In Lean Management, 76–80. 6th ed. München: Carl Hanser Verlag GmbH & Co. KG, 2021. http://dx.doi.org/10.3139/9783446471450.007.

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Conference papers on the topic "SMED"

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"SMED-2017 Organizing and Program Committees." In 2017 IEEE International Conference on Internet of Things (iThings) and IEEE Green Computing and Communications (GreenCom) and IEEE Cyber, Physical and Social Computing (CPSCom) and IEEE Smart Data (SmartData). IEEE, 2017. http://dx.doi.org/10.1109/ithings-greencom-cpscom-smartdata.2017.233.

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"Message from the SMED-2017 Workshop Chairs." In 2017 IEEE International Conference on Internet of Things (iThings) and IEEE Green Computing and Communications (GreenCom) and IEEE Cyber, Physical and Social Computing (CPSCom) and IEEE Smart Data (SmartData). IEEE, 2017. http://dx.doi.org/10.1109/ithings-greencom-cpscom-smartdata.2017.212.

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Buehlmann, U., and E. Kucuk. "SMED in the North American Secondary Wood Products Industry." In 2018 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2018. http://dx.doi.org/10.1109/ieem.2018.8607296.

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Peiro-Signes, Angel, Oscar Trull-Dominguez, Marival Segarra-Oña, and María de Miguel-Molina. "DEVELOPING AN EXPERIENTIAL LEARNING ACTIVITY TO LEARN ABOUT SMED." In 11th annual International Conference of Education, Research and Innovation. IATED, 2018. http://dx.doi.org/10.21125/iceri.2018.0270.

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Xavier, Eduardo da Motta, Uiliam Hahn Biegelmeyer, Paula Patrícia Ganzer, and Rolando Vargas Vallejos. "APLICAÇÃO DA METODOLOGIA SMED: UM ESTUDO DE CASO NO SETOR ELETROELETRÔNICO." In Mostra de Iniciação Científica, Pós-graduação, Pesquisa e Extensão. Educs, 2012. http://dx.doi.org/10.18226/610001/mostraxii.2012.60.

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Lingayat, Sanket S., Rushabh S. Vasani, Gaurav Kulkarni, Sudhakar S. Ambhore, Surajit Sharma, and Lalit D. S. Rautela. "Optimization of product, tool & process design concept through SMED technique." In 2015 International Conference on Technologies for Sustainable Development (ICTSD). IEEE, 2015. http://dx.doi.org/10.1109/ictsd.2015.7095905.

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Viveros, P., C. Nikulin, F. Bustamante, R. Stegmaier, F. Kristjanpoller, T. Grubessich, A. Crespo, Vicente González-Prida, and C. Parra. "Enhancing maintenance scheduling and control process by using SMED and TRIZ theory." In The 2nd International Conference on Engineering Sciences and Technologies. CRC Press Taylor & Francis Group 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487-2742: CRC Press, 2017. http://dx.doi.org/10.1201/9781315210469-71.

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Gálová, Kateřina. "CHANGEOVER TIME REDUCTION THROUGH LEAN TOOL “SMED” – A CASE STUDY FROM FOOD SECTOR." In DOKBAT 2018. Tomas Bata University in Zlín, Faculty of Management and Economics, 2018. http://dx.doi.org/10.7441/dokbat.2018.10.

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SuganyaDevi, K., N. Malmurugan, and R. Sivakumar. "OF-SMED: An optimal foreground detection method in surveillance system for traffic monitoring." In 2012 International Conference on Cyber Security, Cyber Warfare and Digital Forensic (CyberSec). IEEE, 2012. http://dx.doi.org/10.1109/cybersec.2012.6246126.

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Lv, Min, Nian Zhang, Jianchun Jiang, and Qiang Wang. "Analysis and Application of SMED in an Injection Molding Machine Based on VSM." In Proceedings of the 2014 Congress on IEMDA 2014 & Proceedings of the 2nd Congress on CCSA 2014. WORLD SCIENTIFIC, 2015. http://dx.doi.org/10.1142/9789814689007_0021.

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Reports on the topic "SMED"

1

Sison-Lebrilla, Elaine, and Harold Beebe. SMUD HIBRED Closeout Report. Office of Scientific and Technical Information (OSTI), May 2015. http://dx.doi.org/10.2172/1182672.

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Beck, Thorsten, Asli Demirguc-Kunt, and Ross Levine. SMEs, Growth, and Poverty. Cambridge, MA: National Bureau of Economic Research, March 2005. http://dx.doi.org/10.3386/w11224.

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Merchant, Bion J. CEA SMAD 2016 Digitizer Evaluation. Office of Scientific and Technical Information (OSTI), August 2017. http://dx.doi.org/10.2172/1374793.

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DOBOS, J. SRAT/SME Vessel. Office of Scientific and Technical Information (OSTI), April 2006. http://dx.doi.org/10.2172/890063.

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Sison-Lebrilla, Elaine, Valentino Tiangco, Marco Lemes, and Kathleen Ave. SMUD Community Renewable Energy Deployment Final Report. Office of Scientific and Technical Information (OSTI), June 2015. http://dx.doi.org/10.2172/1185122.

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Ritsche, MT. Surface Meteorological Instruments for TWP (SMET) Handbook. Office of Scientific and Technical Information (OSTI), January 2009. http://dx.doi.org/10.2172/1020566.

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Jackson, Bernard V., Andrew Buffington, and P. P. Hick. The Solar Mass Ejection Imager (SMEI) Mission. Fort Belvoir, VA: Defense Technical Information Center, January 2004. http://dx.doi.org/10.21236/ada427103.

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Brun, Matthieu. Impact assessment of Bpifrance’s financial support to SMEs’ innovation projects. Fteval - Austrian Platform for Research and Technology Policy Evaluation, April 2022. http://dx.doi.org/10.22163/fteval.2022.555.

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This paper evaluates the economic impact of Bpifrance’s financial programmes to support SMEs’ Research, Development and Innovation (RDI), called individual aid for innovation (IA). It focuses on the analysis of subsidies and zero-interest loans granted to SMEs over three years old during the period 2005-2018 in order to foster their RDI activity (R&D expenses and spending related to the development of innovative products, processes or services) and economic growth (turnover, employment). We use a difference-in-differences methodology combined with a propensity score matching procedure to compare supported SMEs with non-supported SMEs with same initial characteristics. This counterfactual analysis is based on a unique dataset containing both financial and non-financial information about millions of French companies. Up to 12,000 SMEs supported over the 2005-2016 period have thus been analysed, making this study the first to estimate the effect of Bpifrance’s individual aid for innovation on such a scale and using such detailed information.
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Gourinchas, Pierre-Olivier, Ṣebnem Kalemli-Özcan, Veronika Penciakova, and Nick Sander. COVID-19 and SME Failures. Cambridge, MA: National Bureau of Economic Research, September 2020. http://dx.doi.org/10.3386/w27877.

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Shuler, Charles. Smad-Mediated Signaling During Prostate Growth and Development. Fort Belvoir, VA: Defense Technical Information Center, October 2004. http://dx.doi.org/10.21236/ada437694.

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