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.
Full textRullprofil 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.
Lindkvist, Christoffer. "SMED implementation vid slipoperation." Thesis, Uppsala universitet, Industriell teknik, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-205364.
Full textSvan, 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.
Full textAllt 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.
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.
Full textRundin, 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.
Full textThis 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.
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.
Full textNordström, 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.
Full textRickardsson, 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.
Full textThis 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.
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.
Full textTo 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.
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.
Full textProgram: Organisations- och personalutvecklare i samhället
Machalová, Šárka. "Návrh projektu aplikace metody SMED ve společnosti." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2015. http://www.nusl.cz/ntk/nusl-224978.
Full textBorg, Cecilia, and Malin Bengtsson. "Ställtidsreducering : av vald pilotmaskin enligt SMED-metodiken." Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-31136.
Full textGustafsson, Per, and Jari Wisjö. "Vad påverkar mognadsgraden inför en implementering av SMED." Thesis, Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-25675.
Full textGlobalization and growing competition are today placing increasing demands on organizations. To meet the tougher competition, it is common that companies implement various quality programs. These changes are seen as necessary measures in order to maintain market share and to be competitive. Introducing Lean tools and working on continuous improvement reduces the risk that production is shut down or moved to low-cost countries. In this thesis the authors have chosen to study one of these Lean tools used for setup time reduction. The tool is called SMED which stands for "Single Minute Exchange of Die" and aims to increase machine availability through more efficient tool change between different products. The thesis is a qualitative case study where the authors create an in-depth understanding of what it is that can affect the outcome. The key question that the authors seek to answer is: What influences the level of maturity before an implementation of SMED? Empirical data was collected through interviews and observations to answer the above problem. With the support of TQM (Total Quality Management), the authors have chosen to examine four areas and how they correlate to the outcome. The selected areas are referred to in this study as blocks and are: Implementation, Leadership, Competence and Corporate Culture. The correlation was performed using a regression analysis program Minitab. There the result shows that all four blocks influence, but have different effects on the outcome. The two most influential are Leadership and Corporate Culture that are responsible for a total of 84 %. A result that according to the authors met the survey's expectations and that could be confirmed by this study. The authors believe that this study can provide useful information and knowledge before implementation of SMED. As this thesis includes interviews and observations from ten companies.
Selas, João Milheiro. "Aplicação de SMED a uma máquina de moldes." Master's thesis, Universidade de Aveiro, 2012. http://hdl.handle.net/10773/10149.
Full textNo presente, a crescente competitividade leva as organizações a tornarem-se flexíveis e rápidas na resposta aos clientes. Para isso é necessário estarem preparadas internamente podendo assim responder da melhor maneira às necessidades dos seus clientes. Em resposta a isso, este trabalho foca-se na aplicação de duas ferramentas da filosofia Lean, o SMED Single Minute Exchange of Die e o 5 S. A aplicação destas ferramentas no departamento de produção da Oliveira & Irmão, vem de encontro à necessidade de obter uma maior flexibilização e aumento da rapidez de resposta aos clientes, o SMED com o objetivo de reduzir os tempos de setup aumentando a rotação dos moldes e consequente aumento de produção e o 5 S eliminando a sujidade e desorganização nos postos de trabalho e do ambiente fabril em geral. No seguimento do relatório serão apresentados os passos para a aplicação dessas ferramentas, melhorias efetuadas e discussão dos resultados.
At present, the growing competition drives organizations to become flexible and quick in responding to customers. This requires being prepared internally and can therefore respond in the best way the needs of its customers. In response, this project focuses on the application of two tools of Lean, the SMED - Single Minute Exchange of Die and 5’S. The application of these tools in the production department of Oliveira & Irmão, comes against the need for greater flexibility and increased responsiveness to customers, the SMED in order to reduce setup times by increasing the rotation of the molds and the resulting increase of production and 5’S eliminating dirt and disorganization in the workplace and the manufacturing environment in general. Following the report will present the steps for applying these tools, improvements made and discussion of results.
Pais, Gil Campos Silva. "Estudo e implementação da metodologia SMED na Inplas." Master's thesis, Universidade de Aveiro, 2008. http://hdl.handle.net/10773/1600.
Full textO ambiente de mercado em que as empresas hoje em dia estão inseridas alterou-se abissalmente com a redução das barreiras alfandegárias, que consequentemente aumentou a competitividade. Neste momento é uma realidade para todas as empresas a concorrência de carácter internacional. Fazendo-se sentir cada vez mais a globalização, as empresas procuram lidar com este conceito sujeitas a enorme pressão para reduzir os custos de produção aumentando assim as suas produtividades. O Single Minute Exchange of Die é conhecido no mundo académico e empresarial por SMED (que doravante será assim tratado, para evitar desnecessárias repetições) é uma ferramenta que tem como objectivo reduzir os desperdícios inerentes ao processo produtivo, concedendo assim vantagens competitivas às empresas. A metodologia SMED foi publicada pela primeira vez no ocidente em 1985 (Shingo, 1985) e é a referência máxima no que diz respeito à redução dos tempos de setup de máquinas (que consiste na mudança de ferramenta numa determinada máquina). O seu tempo determina-se pela diferença de tempo medida entre a última peça boa da ferramenta anterior e a primeira peça boa da ferramenta seguinte. Esta metodologia tem-se alastrado por todo mundo, com especial incidência no sector automóvel e na indústria dos materiais plásticos. Nos tempos mais recentes a redução dos custos é vista com mais enfoque nos sectores com fraca componente tecnológica inserida no produto final onde tipicamente o factor-chave de compra do produto é o preço. Com isto, a eficiência produtiva torna-se um factor crítico no sucesso das empresas. Este trabalho tem como objectivo principal a análise da metodologia SMED usada na empresa Inplas e os resultados da sua implementação. Pretendemos neste trabalho dar a conhecer, esta metodologia afim de contribuir para aumentar os conhecimentos técnico-práticos da aplicação do SMED. ABSTRACT: The market environment in which companies are included nowadays has dramatically changed with the reduction of tax barriers, which consequently increased the competitiveness. Competing in an international market is now a reality for all enterprises. Today, with an increasing urge for globalization, companies try to deal with this, subjected to an enormous pressure to reduce production costs and therefore increase their productivity. The Single Minute Exchange of Die, known in the academic and business world by SMED (which henceforth will be so treated, to avoid unnecessary repetition), is a tool that aims to reduce the waste inherent in the production process, thereby providing companies with competitive advantages. The SMED methodology was published for the first time in the West in 1985 (Shingo, 1985) and is the highest reference regarding the reduction of the time needed for machine setup. Setup is the change of a tool on a given machine. The time is determined by measuring the time difference between the last good piece of the previous tool and the first good piece of the next tool. This method has been widely adopted throughout the world, particularly in the automotive sector and plastics industry. In recent times, cost reduction is viewed with more focus in sectors where a low technological component is included in the final product. In these cases, the key factor for product purchasing is usually the price, thus production efficiency becomes a critical factor for business success. The main objective of this paper is the analysis of the SMED methodology used in the company Inplas and the results of its implementation. With this study we wish to contribute to the spreading of this method and the improvement of technical and practical knowledge of SMED application.
Reis, Virgílio Oliveira. "Aplicação da metodologia SMED a linhas de vidragem." Master's thesis, Universidade de Aveiro, 2015. http://hdl.handle.net/10773/18721.
Full textO trabalho apresentado neste relatório foi desenvolvido no âmbito do Mestrado em Engenharia e Gestão Industrial, na Riastone, empresa de produção de louça de mesa em grés, situada na zona industrial da Mota, em Ílhavo. O projeto teve como objetivo a diminuição dos tempos de setup das mudanças nas linhas de vidragem da empresa. Nesse sentido recorreu-se aos vários princípios de Lean Production, particularmente à metodologia SMED (Single Minute Exchange of Die). A recolha de dados, que permitiu identificar todas as tarefas, foi uma etapa crucial para o desenvolvimento da estratégia de melhoria a implementar, que culminou com a transformação de algumas das tarefas internas em externas. Pretendeu-se mostrar que é possível obter importantes ganhos na redução do tempo de setup apenas com recurso a melhorias organizacionais e a pequenos investimentos. Na parte final do relatório são ainda quantificados os ganhos, discutem-se os resultados e são apresentadas propostas de continuidade do trabalho.
This work described in this report was developed, within the Master’s program in Industrial Engineering and Management, in Riastone, a factory that produces stoneware tableware, located in Zona Industrial da Mota, Ílhavo. The project’s main goal was to reduce setup times when changes in glazing happens, using the various principles of Lean Production, particularly the methodology SMED (Single Minute Exchange of Die). Data collection, in order to identify all the tasks, was a crucial step for the development of the improvement strategies that were implemented, which culminated in transforming some of the internal tasks into external ones. There was also the purpose of showing that it is possible to get important gains in reducing the setup times with just organizational improvements and small investments. In the last part of the report, the improvements are quantified, the results are discussed and actions and ideas are presented for the continuation of the work.
Hellberg, Patrik, and Henrik Lindberg. "Ställtidsförbättring på Cejn AB : SMED arbete i maskiner som bearbetar rostfritt material." Thesis, Högskolan i Skövde, Institutionen för ingenjörsvetenskap, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-11244.
Full textGrönwall, Jakob, and Henning Säll. "Ställtidsreducering med SMED och 5S samt förändringsarbete inom tillverkningsindustrin." Thesis, KTH, Industriell produktion, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-172553.
Full textAbstract Manufacturing industries have historically prioritized production of larger batches in order to attain a more efficient production through fewer changeovers on the production lines. However, consumers today demand greater product diversity that requires a higher flexibility in the production. Hence, the production lines must be easily switched from manufacturing one product to another. With more changeovers it has become increasingly important for companies to reduce setup times. Reduced and standardized setup times can not only increase the machines’ utilization, but also make the planning of the production easier when the changeover times are known. One method to reduce setup times is SMED (Single-Minute Exchange of Die). SMED distinguishes a changeover’s downtime by the internal- and the external setup time. The internal setup time comprises of the activities that must be performed while the machine is switched off. The external setup time comprises of the activities that can be performed while the machine is running. As a complement to SMED, the method 5S can be used. 5S reduces waste of time, which is particularly costly during changeovers. Both the SMED and 5S are methods that alter the employees’ way of working and should therefor be a part of companies’ strategy for Change Management. In this thesis Change Management is analyzed based on the social system, Herzberg’s Motivation theory and Kotter’s eight-step model. The purpose of this thesis is to examine what is required to succeed in reducing setup times with the methods SMED and 5S. Furthermore, it examines what is required by the manufacturing industry in order to succeed in the Change Management that these methods entail. The thesis concludes what is required to succeed in reducing setup times with the methods SMED and 5S and how these changes should be implemented. When working by the SMED method, it is advisable to include operators, in order to quickly find improvements in the changeovers. Reducing setup time can be achieved by implementing 5S on the environment around the production lines, this because less down time is needed to look for the right tools. The main conclusions drawn in the area of Change Management are the need of a clear vision for how the change should be established and communicated to employees and how to involve employees in the process of change. Keywords: SMED, 5S, Change Management, setup time, the Social System, Herzberg’s Theory of Motivation, Kotter’s Eight Step to Transforming your Organization
Pereira, Marcelo Alves. "Estudo multicaso de práticas de implantação do método SMED." Universidade Federal de São Carlos, 2010. https://repositorio.ufscar.br/handle/ufscar/3654.
Full textThe improvement of the productivity in the production processes became a constant search of the companies. In that search, several tools, methods or techniques are to the disposition. Being taken in consideration that the productivity is just an end, they are necessary means to promote her. The method developed by Shigeo Shingo he intends to that, denominated SMED - Single Minute Exchange of Die, and that can be translated by fast change of tool in an type of minute, it proposes that the setups is accomplished in less than 10 minutes, possible time of being reached starting from the rationalization of the tasks of the operator and improvements accomplished in the machine. The implantation of the method SMED possesses low costs initially, needing much more initiatives relatively simple and of adoption of procedures of works equally simple and of easy understanding to the workers. This multiple case studies accomplished in three companies of different industrial segments, with the objective of understanding the practices adopted in the implantation of the method SMED, that respected your implantation formats they based originally on the works developed by Shigeo Shingo. The study identifies the reason of the companies in adopting the method and as they structured the implantation in function of your peculiarities and financial readiness. Central aspects, as the work route for implantation of the method, the workers' training, the reductions of time of setup and the form that the companies adopted to accompany and to control the method, they were appropriately described. The results demonstrate that the companies got to reduce significantly the hours used with setup, with won considerable made possible by the reduction of overtimes or work shifts, of the promotion of a significant improvement of the work areas and of the conditions of the workers' work, evidencing the different forms adopted to accompany and to control the acting of the method. It was still possible, starting from the acquired experience in the execution of this dissertation, to elaborate a route of eight stages with recommendations for the process of implantation of the method SMED.
A melhoria da produtividade nos processos de fabricação tornou-se uma busca constante das empresas. Nessa busca, várias ferramentas, métodos ou técnicas estão à disposição. Levandose em consideração que a produtividade é apenas um fim, são necessários meios para promovê-la. O método desenvolvido por Shigeo Shingo propõe-se a isso, denominado SMED Single Minute Exchange of Die, e que pode ser traduzido por troca rápida de ferramenta em um digito de minuto, propõe que os setups sejam realizados em menos de 10 minutos, tempo possível de ser atingido a partir da racionalização das tarefas do operador e melhorias realizadas na máquina. A implantação do método SMED possui inicialmente baixos custos, necessitando muito mais de iniciativas relativamente simples e de adoção de procedimentos de trabalhos igualmente simples e de fácil compreensão aos operários. Este estudo multicaso foi realizado em três empresas de segmentos industriais diferentes, com o objetivo de compreender as práticas adotadas na implantação do método SMED, que respeitados seus formatos de implantação basearam-se nos trabalhos originalmente desenvolvidos por Shigeo Shingo. O estudo identifica o porquê das empresas em adotar o método e como estruturaram a implantação em função de suas peculiaridades e disponibilidades financeiras. Aspectos centrais, como o roteiro de trabalho para implantação do método, o treinamento dos operários, as reduções de tempo de setup e a forma que as empresas adotaram para acompanhar e controlar o método, foram adequadamente descritos. Os resultados demonstram que as empresas conseguiram reduzir significativamente as horas utilizadas com setup, com ganhos consideráveis possibilitados pela redução de horas extras ou turnos de trabalho, da promoção de uma significativa melhoria das áreas de trabalho e das condições de trabalho dos operários, evidenciando as diferentes formas adotadas para acompanhar e controlar o desempenho do método. Foi possível ainda, a partir da experiência adquirida na execução desta dissertação, elaborar um roteiro de oito etapas com recomendações para o processo de implantação do método SMED.
Sundbom, Lovisa. "Ställtidsreducering på multitaskingmaskinen Tretapparen : Effektivisering av omställning med SMED." Thesis, Karlstads universitet, Institutionen för ingenjörsvetenskap och fysik (from 2013), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-85456.
Full textThis degree project was carried out within the university engineering program in mechanicalengineering at Karlstad University. The project was in collaboration with PLS Produkter AB in Skövde, where the conversion on a machine called Tretapparen was analyzed. The machineis classified as a multitasking machine where the purpose is bottling different types of bottles.The problem is that there are changes often as the machine is flexible and can produce manydifferent types of products. The adjustments take place when a new product type is to bemanufactured and are very time-consuming as new settings on the machine need to be made.The machine and tools also need to be cleaned thoroughly so they do not contaminate thenext batch. The purpose of the degree project is to streamline the adjustment by clarifying theadjustment times for the machine's various steps and contributing cultural and knowledgebuilding to the company. The goal is to find possible solutions that reduce the set-up time onthe steps that take the longest time to adjust and where it can be assumed that there areopportunities for improvement. Thus, the flow on the machine can be improved to the extentthat the number of manufactured products increases. The improvement work began with feasibility studies, interviews, data collection andanalyzing videos. All important information was compiled in an A3-model where SMED wasthe basis for the strategies made to reduce downtime. The result implies conversion from internal to external set-up time for each step separatelyafter each completed conversion, 26 improvement proposals and a new arrangement for theconversion work that together streamlines, standardizes and plans the conversion process. After these changes, the adjustment time decreased by a total of 30%, which leads to animprovement in the flow on the machine as the machine can produce approximately 217products more than at present. At the end of the work, a report was made to the companywhere all production teams were present.
Neves, Tiago Filipe Amaro. "Proposta de implementação de uma metodologia SMED numa metalomecânica." Master's thesis, Universidade de Aveiro, 2015. http://hdl.handle.net/10773/15659.
Full textO presente trabalho é o resultado de um projecto experimental que teve como principal objetivo a redução dos tempos de setup, através da implementação da metodologia Single Minute Exchange of Die (SMED) em equipamentos de eletroerosão (EDM) por fio e penetração. Para garantir o sucesso da implementação, após uma revisão bibliográfica centrada no tema SMED, estabelece-se uma metodologia, numa lógica de melhoria contínua análoga a um ciclo PDCA. A metodologia estabelecida envolve as seguintes fases: caracterização da situação inicial, observação, recolha de dados, análise dos dados e implementação SMED. A caracterização da situação inicial visa qualificar a situação encontrada e identificar a zona de atuação - equipamentos em estudo. A observação do processo produtivo é suportada pela ferramenta fluxograma do processo, por sua vez, a recolha de dados visa a avaliação inicial e nessa perspectiva recorre-se à abordagem OEE. Na fase de análise dos dados são introduzidas as ferramentas de análise VSM e diagrama de causa e efeito que auxiliam a identificação de um conjunto de acções de melhoria, a realizar previamente à fase de implementação SMED, culminando assim uma fase PRÉ-SMED. Reunidas as condições ideais iniciou-se a implementação efectiva da metodologia SMED obtendo-se reduções do tempo total de setup superiores a 60%. O presente estudo permite concluir que podem surgir diferenças significativas em diversas aplicações SMED, enfatizando a importância de uma fase PRÉ-SMED de modo a potenciar os resultados alcançados com uma implementação SMED.
The present work is the result of a experimental project that aimed the reduction of setup times through the implementation of Single Minute Exchange of Die (SMED) methodology in EDM equipments by wire and penetration. To ensure an successful implementation, after a review literature focused on SMED theme, is established a methodology, an approach of a continuous improvement analogous to a PDCA cycle. The established methodology involves the following stages: characterization of the initial situation, observation, data collection, data analysis and SMED implementation. The characterization of the initial situation aims to qualify the situation found and identify the actuation zone - equipments to study. The observation of the productive process is supported by flowchart tool, on the other hand, the data collection aims the initial evaluation and in this perspective an approach OEE is used. In the data analysis phase are introduced analysis tools VSM and the cause and effect diagram that help to identify a set of improvement actions, held previously to the SMED implementation phase, culminating well a PRÉ-SMED phase. Guaranteed the ideal conditions, initiated the effective implementation of the SMED methodology obtaining a reduction of the total setup time greater than 60%. Present study shows that significant differences may arise in several SMED applications emphasizing the importance of a PRE-SMED phase to enhance the results achieved with a SMED implementation.
Kjellén, Linus, and Jonna Björnell. "Ställtids- och kassationsreducering, svarvning." Thesis, Högskolan i Skövde, Institutionen för ingenjörsvetenskap, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-12620.
Full textCouto, Daniel Santos do. "Estudo e implementação das metodologias 5S e SMED na RODI." Master's thesis, Universidade de Aveiro, 2011. http://hdl.handle.net/10773/7528.
Full textActualmente as empresas vivem num ambiente onde a flexibilidade operacional e a rapidez de resposta ao cliente se tornaram factores chave para a sobrevivência de qualquer organização. Períodos de resposta longos e ineficiência nas mudanças de produção não são tolerados. Nos mercados actuais a diversificação dos produtos é cada vez maior, sendo oferecidas maiores possibilidades de escolha aos clientes. O lean thinking é uma abordagem às práticas de gestão, que orienta a sua acção para a eliminação gradual do desperdício através de procedimentos simples. O objectivo do presente trabalho não é apenas analisar o processo de setup de uma secção da RODI, mas também, melhorar a sua produtividade, através da aplicação das metodologias 5S e Single Minute Exchange of Die (SMED). Pretende-se mostrar que é possível obter importantes ganhos na redução do tempo de setup apenas com recurso a melhorias organizacionais e com recurso a pequenos investimentos. Para isso, apresenta-se um estudo de caso onde se detalham a caracterização da situação inicial e a passagem pelas várias etapas ao longo da implementação da metodologia. Na parte final do trabalho são quantificados os ganhos e discutem-se os resultados. O trabalho termina com a apresentação das conclusões.
Currently companies live in an environment where flexibility and quick responsiveness towards costumers become key factors for their survival. Long periods of unresponsiveness and inefficiency in production changes are not tolerated. In current markets product diversification is increasing, therefore offering wide range of product possibilities to costumers. Lean thinking is an innovative managerial practice, focusing its actions towards the gradual elimination of waste through simple procedures. The objective of the current work is not only analyze de setup process of are of RODI’s manufacturing sections, but also, to improve RODI’s productivity, through the application of the 5S and Single Minute Exchange of Die (SMED) methodologies. We pretend to show that it’s possible to reduce the setup time only with organizational improvement and with small investments. To do that we present a case study where we characterize the initial situation and report the way through the several stages of the methodology. In the final part of this work we quantify the gains and discuss the results. The work ends with the conclusions presentation.
Dias, José Carlos Costa. "Aplicação de SMED a uma máquina de moldação por prensagem." Master's thesis, Universidade de Aveiro, 2016. http://hdl.handle.net/10773/21564.
Full textO principal objetivo deste trabalho é a aplicação das metologias SMED (Single Minute Exchange of Die) e 5S na empresa Biosafe Indústria de Reciclagens, SA que se dedica à reciclagem de pneus usados, transformando-os em granulado de borracha. A primeira vertente do trabalho incidiu na revisão de literatura que possibilitou entender os principais conceitos do SMED e 5S. A utilização do SMED surgiu como a solução para a necessidade de reduzir o tempo de ciclo de uma máquina de moldação por prensagem. Esta aplicação resultou numa redução de 47% do tempo de ciclo. Ao nível da utilização dos 5S, como solução para organizar e arrumar o material da manutenção, registaram-se melhorias significativas na organização, arrumação e identificação dos mesmos, permitindo uma maior rapidez e facilidade dos processos.
The main goal of this project is how to use SMED (Single Minute Exchange of Die) and 5S methodologies at the Biosafe Indústria de Reciclagens, SA factory which recycles tyres, chanching them into rubber granulate. The first section of the project focuses on literature that made passible to understand the main concept of SMED and 5S. SMED emerged as the solution to reduce the time needed by a machine to press the tyres. This application made possible to reduce 47% of the time initially needed. 5S made possible to organize and dispose the tools. It also made possible to improve its storage and identification making the process easier and faster.
Andersson, Rasmus, and Martin Hellgren. "ÖKAD PRODUKTIVITET GENOM STÄLLTIDSREDUCERING : En fallstudie." Thesis, Högskolan i Skövde, Institutionen för ingenjörsvetenskap, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-9493.
Full textKongsberg Automotive (KA) is a company operating in the highly competitive automotive industry. At one of its plants located in Mullsjö, assembling of gear transmission systems is taking place. KA sees a need to increase capacity in the section by increasing productivity. A large potential for improvement are identified during the changeover between different product variants in the assembly section. The setup time reduction is expected to increase the productivity in the assembly section, which also contributes to increased flexibility in order to competitively meet customer’s flexible needs. In order to determine the starting position at the improvement work, a situation analysis and suggestions for improvement to reduce setup time can be worked out. Implementation of improvement suggestions can then be adopted. In order to document the current situation and to demonstrate improvements in the setup time reduction a simulation model was establishes. The simulation model will demonstrate an example of when to use production simulation tool. To implement the setup time reduction SMED (Single -Minute Exchange of Die) is used, originally developed to reduce the setup time for the press machines. The method aims at reducing setup time to under 10 minutes, the "single- minute'. Through video documentation, participant observation, and further data collection methods the present situation could be determined. This created a good picture of the operations carried out and the time consumption it corresponded to. To verify the data of the current situation timing of work elements according to snapback method was conducted. The simulation model is constructed after Banks twelve-step method with the data gathered during the project. The model is then verified against the situation analysis. When improvement proposals were formulated the values were added into the model, which corresponded to the calculated time improvement proposals. The improvement proposals for the setup time are partly produced by the project, but also through a workshop with staff at KA and focusing on the five previously identified problem areas. The improvement proposals were evaluated on the workshop through a pick chart. Five elaborate improvements that require little effort but gives a great effect was presented to KA. To verify theoretical calculations, a pilot with four of the five improvements temporarily implemented. The results showed a reduction of setup time from 38 minutes to 3.7 minutes, which corresponds to an improvement of 90.3%. The analysis also shows that the improvement creates a reduction in the production rate in normal assembly. In total, the improvements in this project increase OEE value in assembly section with 4.2%. Even so, one of the stated objectives of the project will not be achieved since the setup time activities are too small part of the available time in the assembly section.
Hembäck, Theo, and Mizori Omar Al. "Ställtidsreduktion på S:t Eriks i Vara : SMED-analys på maskin T2." Thesis, Uppsala universitet, Industriell teknik, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-357255.
Full textImprovements in reducing changeover time(that is, the time ittakes to change production from one product variant to another) isan important part for the optimization of production as it entailsa more flexible production and reduced inventory costs. S:t EriksAB in Vara are investigating the possibilities of reducing thechangeover time for one of their machines that manufacturesconcrete slabs in two sizes; 35x35cm and 50x50cm. It is thechangeover between these different products that is the main focusof this paper and the goal is to halve the changeover time.The research is based on SMED (Single Minute Exchange of Die), amethod which was developed by Shigeo Shingo during his time atToyota. It was made specifically for changeover reduction and isan important part of Lean manufacturing. The preparatory workconsisted mainly of literary studies, the purpose of which was togain knowledge regarding which types of data that needed to becollected during the observation of the changeover. The collectionof the data consisted in empirical studies which were documentedin the form of handwritten notes, photography and video capturing.Conversations with various employees complemented some of thecollected data.The results consists of documentation regarding the relevantcomponents of the machine and the operations of the changeover,whom are divided into external and internal operations. A coupleof suggestions for conversions from internal to externaloperations where put forth and which of the operations that couldbe performed parallel to each other. All of these suggestions werecompiled into a work schedule which suggests that a halving of thechangeover time is possible. Suggestions regarding safety,ergonomics and standardisation of some of the operations werepresented in the form of tooling stations, standardisation offasteners, standardisation of the positioning of components andthe introduction of a traverse and travelators. The potentialimprovement if all of the suggestions are implemented werevisualized in two spaghetti diagram whom contrasted the movementpatterns before and after
Anjos, Gonçalo Nuno Sardinha dos. "Implementação da metodologia SMED para a redução dos tempos de setup." Master's thesis, Universidade de Aveiro, 2008. http://hdl.handle.net/10773/1596.
Full textActualmente existe uma elevada concorrência nos mercados, originando nas empresas a necessidade de evoluírem para conseguirem sobreviver. Para além do aumento do número de concorrentes, os próprios consumidores mudaram, exigindo mais qualidade e maior variedade a um menor custo e em menos tempo. Com o intuito de melhorarem a sua produtividade, as suas relações com os clientes, a sua agilidade e os seus desperdícios, as empresas têm vindo a desenvolver novas técnicas ou usar técnicas já existentes, como é o caso do Single Minute Exchange of Die (SMED). Com este trabalho pretende-se mostrar a aplicabilidade do SMED em empresas produtoras de parafusos, rebites e peças especiais. Com base na revisão bibliográfica, onde se apresenta a fundamentação teórica desta metodologia, bem como outros trabalhos desta área, propõe-se um modelo para a implementação do SMED que, posteriormente, é colocado em prática na subsecção Dupla Pancada da Secção de estampagem da empresa 3Marcos. Os resultados da implementação deste modelo na empresa referida confirmam a aplicabilidade da metodologia SMED em empresas produtoras de parafusos, rebites e peças especiais, e, sobretudo, a sua eficiência para aumentar a competitividade dessas mesmas empresas. ABSTRACT: The current market competition forces companies to improve their processes in order to survive. Not only the number of competitors has increased but also the needs of the customers have changed, as now they demand more quality and more variety at lower costs and in less time. In order to improve their productivity, their relationship with customers, their agility and waste, companies have been developing new techniques or using existing ones, as it is the case of Single Minute Exchange of Die (SMED). The aim of this work is to show the applicability of SMED in companies producing screws, rivets and special pieces. Based on the literature review, where the theoretical concepts of this methodology are presented, as well as other works in the area, a model for the implementation of this methodology is presented and its implementation in the subsection Double Blow of the Stamping department of the company 3Marcos is described. The results of the implementation of this model in the referred company confirm the applicability of the methodology SMED in these types of companies and its efficiency to increase their competitiveness.
Garcez, Pedro Manuel Torres. "SMED em equipamentos de corte de poliuretano: um caso de estudo." Master's thesis, Universidade de Aveiro, 2010. http://hdl.handle.net/10773/5492.
Full textO presente trabalho é o resultado de um projecto experimental que estuda a implementação da metodologia SMED (metodologia de mudança rápida de ferramentas) em equipamentos de corte de poliuretano. Após uma breve introdução é realizada uma revisão do estado da arte onde é realizado um enquadramento da metodologia na Melhoria Contínua. Desta forma enfatiza-se a importância de que a metodologia seja parte de um sistema e não um esforço isolado de melhoria. Pretende-se mostrar que é possível obter importantes ganhos na redução do tempo de setup apenas com recurso a melhorias organizacionais e com recurso a pequenos investimentos. Para isso, apresenta-se um estudo de caso onde se detalham a caracterização da situação inicial e a passagem pelas várias etapas ao longo da implementação da metodologia. Na parte final do trabalho são quantificados os ganhos e discutem-se os resultados. O trabalho termina com a apresentação das conclusões e com propostas de continuidade do trabalho.
The present work is the result of a experimental project that studies the implementation of the SMED methodology (quick changeover methodology) in polyurethane cutting equipments. It’s made, after a brief introduction, a state of the art revision where we frame the methodology in the Continuous Improvement. We are trying, this way, to emphasize the importance of having the methodology as a part of a system and not as a isolated improvement effort. We pretend to show that it’s possible to reduce the setup time only with organizational improvement and with small investments. To do that we present a case study where we characterize the initial situation and report the way through the several stages of the methodologhy. In the final part of this work we quantify the gains and discuss the results. The work ends with the conclusions presentation and with guiding lines for further related work.
Wevar, Oller Joaquín Esteban. "Implementación del método SMED en centros de mecanizado vertical y horizontal." Bachelor's thesis, Universidad Nacional de Córdoba.Facultad de Ciencias Exactas, Físicas y Naturales. Escuela de Ingeniería Industrial, 2014. http://hdl.handle.net/11086/1338.
Full textEstudia la implementación de la metodología SMED (Single Minute Exchange Of Die) y el análisis de métodos y tiempos. Fue estudiado y analizado en el sistema productivo del sector de centros de mecanizado vertical y horizontal
Müller, Jesica. "SMED aplicado a matrices de conformado en frío en una autopartista." Bachelor's thesis, Universidad Nacional de Córdoba. Facultad de Ciencias Exactas, Físicas y Naturales. Escuela de Ingeniería Industrial, 2015. http://hdl.handle.net/11086/1830.
Full textTrata el tiempo de cambio de serie para una célula de trabajo modelo en la empresa autopartista Autoneum Argentina S.A. que fabrica productos que brindan soluciones acústicas y térmicas para la industria automotriz, implementando técnicas de cambio rápido que forman parte de la metodología SMED (Single Minute Exchange Of Die)
Oliveira, Janamilton Medeiros. "Troca rápida de ferramenta com auxilio de simulação computacional aplicada em processo de extrusão de compostos." Universidade de Taubaté, 2013. http://www.bdtd.unitau.br/tedesimplificado/tde_busca/arquivo.php?codArquivo=570.
Full textA competitividade vem transformando os ambientes de manufatura, onde as empresas com processos cada vez mais complexos procuram reduzir os desperdícios gerados no ambiente fabril que não agregam valor ao produto e desse modo o setup de máquina engloba tempo ocioso. A metodologia de troca rápida de ferramenta é utilizada para reduzir os tempos de setup aumentando a produtividade da linha onde é implantado. Esta dissertação tem como objetivo principal implantar a técnica de troca rápida de ferramenta em uma linha de extrusão de compostos poliméricos com auxilio de simulação computacional. A empresa produtora de compostos poliméricos tem como meta ser referência mundial em tempo de setup com relação a outras plantas e dessa forma justifica-se a implantação da troca rápida de ferramenta em sua linha de produção. Esta dissertação utiliza uma abordagem quantitativa com diagnóstico da situação atual, por meio de documentos e métodos utilizados, e experimentação com intervenção das variáveis com simulação computacional e modificação da situação atual sugerida pela simulação. Os resultados obtidos após a implantação das melhorias foram expressivos e, seguindo as etapas proposta pela literatura, conseguiu-se chegar, em determinados casos de setup, à troca de ferramenta em um toque e dessa forma, utilizando a metodologia de troca rápida de ferramenta como ferramenta de melhoria contínua, foi possível atingir a meta na redução do tempo de setup.
Perez, Anabela Inês. "Implementação da metodologia SMED nas unidades de produção de embalagens de cartão." Master's thesis, Universidade de Aveiro, 2009. http://hdl.handle.net/10773/1775.
Full textActualmente os mercados estão cada vez mais competitivos, obrigando as empresas ao exercício da melhoria contínua para manterem os níveis de competitividade. Os consumidores estão cada vez mais exigentes, procurando qualidade e variedade a um menor custo e em menos tempo. Tais variáveis obrigam as empresas a produzir um maior número de produtos diferentes e consequentemente à troca de ferramenta constante. A troca de ferramenta, ou setup, representa tempo improdutivo e um custo para a empresa. Com o intuito de tornarem os seus processos mais eficazes, eficientes e flexíveis, as empresas sentem cada vez mais a necessidade de recorrer ao uso de ferramentas de melhoria contínua. O presente trabalho mostra a implementação da metodologia SMED nas unidades de produção de embalagens de cartão. O projecto decorreu com o apoio do Instituto Kaizen na Portucel Embalagem SA Unidade de Leiria. A implementação da metodologia SMED ocorre em 5 etapas. Numa etapa inicial (etapa 1) é feito um estudo do trabalho, para que se consiga depois separar trabalho interno de trabalho externo (etapa 2). A etapa 3 consiste em transformar trabalho interno em externo. Sendo impossível transformar todas as tarefas internas em externas, estas devem ser reduzidas ou eliminadas (Etapa 4 – redução de trabalho interno). Não menos importante é o exercício de redução de tarefas externas ao setup executado na etapa 5. A implementação desta metodologia na Portucel Embalagem SA decorreu nas unidades de produção 3, 8 e 5, de acordo com as fases descritas anteriormente. Após a implementação foi feito o seguimento do plano de acções, do método operatório e do indicador de tempo de preparação. Muito embora os objectivos Kaizen definidos para as unidades de produção não tenham sido atingidos, verificou-se uma melhoria no indicador de tempo de preparação. De facto, e relativamente aos objectivos definidos pela Portucel, em todas as unidades se verificaram melhorias: a unidade de produção 3 (unidade piloto) obteve uma melhoria de 14,2%; a unidade de produção 8 obteve uma melhoria de 8% e a unidade de produção 5 obteve uma melhoria de 25%. É importante salientar que foram também obtidas melhorias que são impossíveis de medir, tais como a mudança cultural. A resistência à mudança no início do projecto era elevada e ao longo da implementação o nível de aceitação à mudança foi-se tornando maior. ABSTRACT: Currently the markets are increasingly competitive, forcing companies to exercise continuous improvement to maintain levels of competitiveness. Consumers are increasingly demanding quality and variety at a lower cost and in less time. These variables require companies to produce a greater number of different products and hence there is the need for a constant change of tools. The tool change and setup times are unproductive times and represent a cost to the company. In order to make their processes more effective, efficient and flexible, companies need to resort to the use of continuous improvement tools. This project presents the results of the implementation of the SMED methodology in production of cartons. The project runs with the Kaizen Institute in Portucel Embalagem SA Unit Leiria. The implementation of the methodology takes place in 5 steps. In an initial step (step 1), a study of the work is done to allow the separation of internal and external work (step 2). Step 3 consists in transforming internal work into external work. As it is impossible to transform all the internal tasks, these should be reduced or eliminated (Step 4 - reduction of internal work). No less important is the exercise of reducing external tasks to run setup (step 5). This methodology was implemented in production units 3, 8 and 5, according to the method phases described above. After the implementation was done, the action plan, the redesign method and the preparation time indicator were followed Although the Kaizen objectives set for the production units have not been met, there was an improvement in the preparation time indicator. The production unit 3 (pilot plant) had an improvement of 14.2% over the target set by Portucel. The plant 8 had an improvement of 8% over the target set by the company and the production unit 5 has obtained a 25% improvement over the objective. It is important to mention that some improvements obtained were impossible to measure, such as cultural change. Resistance to change at the beginning of the project was high and over the implementation the level of acceptance to the change has grown.
Mirosavljevic, Dejan, and Mattias Augustsson. "Förbättringsarbete mot Lean Production på Tooling Support Halmstad AB." Thesis, Halmstad University, School of Business and Engineering (SET), 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-1613.
Full textNowdays an efficient production is critical to achieve for companies competing on the market for steel cutting tools. One of such companies is Halmstad based Tooling Support Halmstad AB that manufactures threading-taps, threading-dies and parting off tools, towards a centralized warehouse in Schiedam, Holland.
The large amount of different products, approximately 2500 is a big contributor to the problem along with a new order system that creates a demand of low setup times. Previously the company was forwarded orders through quarter based prognoses which enabled planning of the production over a longer time span. Currently the newer order system ZENIT is in use and the company thereby gets their orders weekly. This type of customer orders effects the production in terms of weekly orders having a variety of different products, which in turn creates a larger amount of setup work that prolongs the lead times even further. The purpose of this project has been to survey the present production in the end manufacturing state of the thread taps in order to come up with improvement proposals which will lead to a more flexible production and less sensitive to irregular demand.
The factory consists of several production lines. Our work has been limited to the end manufacturing state of the thread taps in one of the 9 production lines, line 435. Based on the limitation our work has followed the production and order use of thread taps from the local storage to precisely before the wash.
Value stream mapping and the SMED-method has been useful during the work process. With these tools proposals have been generated towards a production flow with a divided lead time compared to the current state and a decreased setup-time by 26%
Halimi, Hamid, and Carl-Henrik Strömberg. "Ställtidsanalys vid Albin Components AB." Thesis, Karlstad University, Faculty of Technology and Science, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-5886.
Full textExamensarbetet är utfört på Albin Components i Kristinehamn som med gamla anor inom motortillverkning och komponenter till motorer har specialiserat sig på transmissionskugghjul till tung fordonsindustri.
Projektet har gått ut på att analysera ställtiderna på kuggcellerna 3, 6, 8, 5 och 7. Förutsättningen för att använda produktionsfilosofin Lean Production och dess bruk av små batcher är att ha korta ställtider. Ställtiden är den tid som en maskin står stilla under bland annat byte av verktyg inför körning av en ny order. Då inget produceras under ställ är det en spilltid och som all spilltid måste det reduceras till ett minimum.SMED- metoden (Single Minute Exchange of Die) är en metod för reducering av ställtid där stället delas upp i OED (Yttre ställ) och IED (Inre ställ).
Analysen har till stor del kretsat kring tidsåtgången för mätning i mätrummet som är en stor del av ställtiden. Dessutom undersöktes möjligheten att minska tidsåtgången vid själva ställets utförande och kommunikationen mellan operatörerna och mätrummet.
För att uppfylla målen har kvalitativa och kvantitativa undersökningar gjorts. Analysen har skett genom medverkande vid ställ, insamling av statistik som operatörerna fyllt i under ställ, intervjuer, diskussioner och enkäter. Medverkandet och dokumentationen av tillvägagångssättet vid ställ har kopplats till SMED och de åtta stegen.Det har visat att sig att det är ett antal artiklar som utmärker sig med en god statistik, vilket ger möjligheten att tillverka innan godkännande ifrån mätrummet. Kommunikationen mellan operatörerna och mätrummet har förbättrats, dessutom, har personliga anmärkningar och operatörernas åsikter presenterats med förhoppningen att skapa kortare ställtider.
The thesis has been carried out at Albin Components that with an extensive history of manufacturing engines and engine components has specialised in transmissions gears to the heavy vehicle industry.
This study was carried out through analysing the setup times at the gear robot stations 3, 6, 8, 5 and 7. The prerequisite to use the production philosophy Lean Production and its use of small batches is to have short setup times. The setup time is the time the machine stands still, for example during the change of tools, before the production of a new order. Since nothing is produced during setup time, it needs to be reduced to a minimum. SMED (Single Minute Exchange of Die) is a method for reduction of setup time where the setup is divided into IED (Inner Exchange of Die) and OED (Outer Exchange of Die).
The analysis has mainly been about the amount of time spent on measurement in the testroom which is a big part of the setup time. The possibility of reducing the time spent on the execution of the setup was also examined along with the communication between operators and testroom.
To meet the objectives qualitative and quantitative studies have been made. The analysis has been done through participating at setups, collection of statistics that the operators filled in during the setup, interviews, discussions and surveys. The participating and documentation of the procedure of setups have been linked to SMED and its eight steps.It has been shown that there are a number of articles that are characterized by good statistics, which provide the possibility to start production before approval from the testroom. The communication between the operators and the testroom has improved, furthermore, personal observations and the operators’ opinions have been presented with the expectation of creating shorter setup times.
Falk, Niklas, and Alexander Levinsson. "Ställtidsreducering i robotcell för ökad tillgänglighet." Thesis, Tekniska Högskolan, Högskolan i Jönköping, JTH, Maskinteknik, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-27101.
Full textLinder, Tobias. "Ställtidsreducering på Mälarplast AB." Thesis, Mälardalens högskola, Akademin för innovation, design och teknik, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-32228.
Full textAndersson, Joakim, and Jimmy Bertilsson. "SETUP TIME OPTIMIZATION." Thesis, Örebro universitet, Institutionen för naturvetenskap och teknik, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:oru:diva-23661.
Full textAbstract Emhart Glass Ltd is a world leader in glass bottle manufacturing. They design automated machines that shape glass bottles. In Sweden there are two factories, one in Örebro and one in Sundsvall. In Örebro they manufacture primarily spare parts and new parts for the machines while they in Sundsvall assemble the machines. There are a total of 15 factories and offices around the world with the headquarter located in Swiss Cham.Since Emhart Glass Örebro has long setup times on some of their machines. This is why we want to identify the current setup process and how the setup process differs between operators. We will also look at whether there are any opportunities for improvement to be made and if they have a standardized way to work. A document that describes how to setup work should be done will also be developed.An excellent tool to shorten the setup time in a production is the SMED method. The philosophy behind SMED is that you should analyze and separate the inner and outer activities. Inner and outer activities mean those activities which can only be performed when the machine is turned off, respectively those activities that can be performed when the machine is in operation. In order to standardize the adjustment process so that all operators are working in a similar way it's required that you make a documentation about how the work should be done. Therefore, checklists been developed to the operator. "Checklista - Omställning.xls" is a checklist with the purpose to be able to check which parts of the preparations they have made before the next setup work. It has been designed to be easy to keep track of what parts you have done if you had to work with the machine between the trial or if you quit your shift and leaving parts of the work to the next operator. If all of these improvements are implemented, we expect a set-up time reduction of 20.5% which corresponds to about 35min per set-up. By ignoring the running time and only check on the setup times, one can see an improvement of 36.4%.
Arroyo-Huayta, Carlos, Sebastian Cruces-Raimudis, Gino Viacava-Campos, Claudia Leon-Chávarri, and Daniel Aderhold. "Model to improve the efficiency in the extrusion area in a manufacturing sme of the industrial plastic sector based on smed, autonomous maintenance and 5s." Springer, 2021. http://hdl.handle.net/10757/656029.
Full textAt present, companies in the Peruvian plastic sector have an average capacity utilization indicator of 71.45%. However, in Peru many SMEs are with 50% well below this indicator. After a study performed in a representative company of the Peruvian plastic sector, the causes of low efficiency in resource utilization were determined through a problems tree and a Pareto analysis. These causes are failures, reprocesses and Setup times in the extrusion machines, taking around 1008 h a year to solve these problems. This article proposes a model to improve efficiency, integrating Lean Manufacturing tools such as 5s, SMED, and autonomous maintenance. The first one was used as a support tool, while SMED was used to reduce the configuration time and autonomous maintenance to reduce the failures number and the reprocesses number. The model was validated through a case study, obtaining as results the reduction of the setup time by 50%, breakdowns by 50% and reprocesses by 60%.
Bolling, Hans. "Sin egen hälsas smed : Idéer, initiativ och organisationer inom svensk motionsidrott 1945–1981." Doctoral thesis, Stockholms universitet, Historiska institutionen, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-621.
Full textJohansson, Sandra, and Johanna Hallkvist. "Du är din egen lyckas smed : en kvalitativ studie om identitetsskapande och ätstörningar." Thesis, Örebro University, Department of Social and Political Sciences, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:oru:diva-596.
Full textSammanfattning
Syftet med denna uppsats är att undersöka om det är faktorer i själva identitetsskapandet som ligger bakom problematiken kring ätstörningar. Detta görs med hjälp av begrepp från Anthony Giddens struktureringsteori. Vi vill även försöka förstå kvinnor som haft ätstörningar och deras subjektiva upplevelser utifrån deras värld och erfarenheter. De frågeställningar vi försöker besvara är:
• Varför utvecklar en ung kvinna en ätstörning?
• Finns det faktorer i identitetsskapandeprocessen som kan orsaka en ätstörning?
Vi utgår från insamlad data från fyra respondenter i åldrarna 24-34 år. Samtliga respondenter är kvinnor. Som urvals metod har rekommendationer från ”erfarna experter” samt mailspridning använts, så kallad snöbollsurval.
För att analysera det empiriska materialet har vi använt oss av Giddens strukturerings teori.
Resultatet av analysen visar att merparten av respondenterna har upplevt ett visst mått av utanförskap under sin skolgång, individerna har känt press på sig att passa in, att anpassa sin sociala identitet. För att lyckas med detta har de känt att de måste förändra sig själva och sitt yttre. För att förändra det yttre har de valt att banta, en bantning som sedermera slog över i ett maniskt beteende som ledde till anorexi eller bulimi.
Nyckelord: ätstörningar, identitet, anorexi, bulimi.
Örebro University
Department of Social Sciences
Sociology, Continuation Course, 41-60 p.
Essay, 10 p. Spring 2006
Title: a qualitative studie about identity making and eating disorders (Du är din egen lyckas smed, en kvalitativ studie om identitetsskapande och ätstörningar)
Author: Hallkvist, Johanna & Johansson, Sandra
Abstract
The aim of this essay is to examine if factors in an individuals search for an identity is one of the issues that can cause an eating disorder. This with the help of terms in Anthony Giddens structural theory. We also want to understand women who had eating disorders and there subjective experiences. We have studied the following issues:
• Why does a young woman develop an eating disorder?
• Are there factors in the process of making an identity, that can cause eating disorders?
Our main sources are to our analysis are data from four women, they are all in the age-group 24-34 years. Our sampling-methods are recommendations from experts, and spreading thru mail, so called snowball sampling.
To analyse our empirical findings we used Giddens structural theory.
The result of the analysis shows that most of the interviewed has experienced a certain amount of outcast during their school years, the individuals has felt a pressure to fit, and to adjust their social identity. To succeed, they felt the need to change themselves and their appearance. To do so, they choose to go on a diet, which escalated to anorexia and bulimia.
Key words: eating disorders, identity, anorexia, bulimia
Bolling, Hans. "Sin egen hälsas smed : idéer, initiativ och organisationer inom svensk motionsidrott 1945-1981 /." Stockholm : Acta Universitatis Stockholmiensis : Almqvist & Wiksell International [distributör], 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-621.
Full textSimões, Andreia Cristiana Pires. "Melhoria do tempo de troca numa linha de prensagem aplicação do método SMED." Master's thesis, Faculdade de Ciências e Tecnologia, 2010. http://hdl.handle.net/10362/6340.
Full textO mercado em que as empresas estão actualmente inseridas, é um mercado que sofreu profundas alterações devido à redução das barreiras alfandegárias, que contribuiu para um consequente aumento da competitividade. Para todas as organizações, a concorrência mundial é uma realidade, fazendo-se cada vez mais sentir o efeito da globalização. Como resposta, as empresas deverão reunir esforços e reduzir custos de produção, através da eliminação de desperdícios nos seus processos e aumento da produtividade. O SMED (Single Minute Exchange of Die) é uma ferramenta criada por Shigeo Shingo que permite reduzir desperdícios inerentes ao processo produtivo, tornando-o mais eficiente e flexível. Esta metodologia propõe a eliminação de desperdícios através da redução do tempo não produtivo de cada máquina, mais precisamente, do tempo dispendido em troca de ferramenta (também designado por setup ou changeover). A sua aplicação tem especial incidência no sector automóvel e na indústria de materiais plásticos, sendo que no caso desta dissertação, o SMED será aplicado à troca de ferramenta numa linha de prensagem na indústria automóvel.
Franzén, Mikael, and Pierre Jonsson. "AVIX VIDEOANALYS FÖR REDUCERING AV STÄLLTIDER." Thesis, Örebro universitet, Akademin för naturvetenskap och teknik, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:oru:diva-16102.
Full textEmhart Glass AB is a leading international manufacturer of automatic glass forming machines for the manufacture of various glass products, among other things, glass bottles and jars. Emhart Glass AB has currently 14 offices in 10 countries and is since 1998 owned by Bucher Industries. The Swedish division is divided into two units. In Örebro manufactured machine parts, spare parts and strategic components. The components are then sent to Sundsvall for interim and final assembly. At Emhart Glass Sweden in Örebro has been discovered that long setup times occur at certain machine groups. The mission consists of using video recordings and the software AviX to analyze the changeover process and suggest improvements. The goal is that by using AviX reduce set-up time and evaluate whether AviX is a suitable tool for this sort of investigation. Featured improvements are then implemented and evaluated. The work has been performed according to the SMED-method which is a proven method for set-up time reduction. With the help of video recordings was a thorough situation analysis conducted in which all activities could be identified. AviX was then used to separate activities and arrange them in the order that gave the most efficient changeover. The developed method was standardized with new routines. To standardize the performance was considered to be a requirement for future improvement efforts because it is important that all operators perform changeovers in the same way. Improvement work resulted in a number of proposals to simplify and streamline the changeover process for operators. Featured improvements are in place and implemented in the changeover. These improvements along with the resulting procedures are estimated to provide a set-up time reduction between 20-30%. The improvements have given operators a better basis to carry out reorganization quickly and efficiently. By conducting more improvement suggestions set-up time is reduced even further. Emhart Glass is recommended to conduct a follow up and keep statistics on changeovers and set-up times to see how these are affected and making continuous improvements to improve efficiency further. We believe that AviX is an effective tool for working with set-up time reduction and can also be used to improve efficiency to seek out and eliminate waste.
Taibo, Alvarado Frederic, and Adam Wulff. "Produktionsutveckling : Lean Six Sigma." Thesis, Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-25861.
Full textAmes, Victor, Walter Vásquez, Iliana Macassi, and Carlos Raymundo. "Maintenance management model based on Lean Manufacturing to increase the productivity of a company in the Plastic sector." Latin American and Caribbean Consortium of Engineering Institutions, 2019. http://hdl.handle.net/10757/656248.
Full textSteiner, Jessica Kathryne. "Characterization of sterility and germline defects caused by Smed-boule RNA-interference." Wright State University / OhioLINK, 2016. http://rave.ohiolink.edu/etdc/view?acc_num=wright1463490878.
Full textRamström, Erik. "Ställtidsreducering i robotlina för montering av brandsläckare." Thesis, Linköping University, Assembly technology, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-57255.
Full textPresto Brandsäkerhet AB är marknadsledande inom brandsäkerhet i Norden och har en robotlina för montering av brandsläckare i Katrineholm. De senaste åren har brandsläckarförsäljningen ökat kraftigt och tros öka ännu mer. Med stigande produktionstakt ökar kraven på tillverkningsutrustningen. En viktig konkurrensprioritet är att erbjuda kunder snabba leveranser och därför har företaget valt att ha ett stort lager av de allra flesta modeller. Med kortare omställningstider skulle tillverkning av mindre partier vid behov bli mer fördelaktigt. Lagernivån skulle då kunna minskas och istället snabbt fyllas på vid behov. Detta examensarbete syftar därför till att kartlägga omställningsarbetet och ta fram förslag som reducerar omställningstiden för byte av brandsläckarvarianter i robotlinan. För att uppfylla syftet används SMED-metoden som grund, vilket är en universell metod för ställtidsreducering med ursprung från Japan.
Kartläggningen visar att omställningsarbetet är uppdelat i många små operationer, där inget enskilt moment upptar majoriteten av tiden. Trots detta har det framträtt att det finns goda möjligheter att få ner omställningstiden till en bråkdel av dagens tid. I denna rapport presenteras ett antal förbättringsförslag och rekommendationer. Det visas hur omställningstiden kan reduceras från dagens 45 – 60 minuter till ca 15 minuter. Det har uppnåtts genom att mesta möjliga arbete görs i förberedande syfte innan linan stoppas samt förbättring av själva operationerna och genom tillgång till en extra person.
Ställtidsreduktionen kommer att öka linans kapacitet och möjliggöra mindre partistorlekar av brandsläckare. Partistorlekarna kan exempelvis minskas med ca 70 % med bibehållen kapacitet. Detta bidrar till en lägre lagerhållningskostnad samt att det kommer bli mer fördelaktigt att tillverka vissa släckarmodeller direkt mot kundorder.
Presto Brandsäkerhet AB is the market leader within fire security in Scandinavia and has a robot line for the assembly of fire extinguishers in Katrineholm, Sweden. In recent years, sales of fire extinguishers have increase rapidly and are projected to increase even more. With rising production rate the requirements on the manufacturing equipment increases. An important competition priority is to offer customers fast deliveries and therefore the company has chosen to have a large stock of most models. With short setup times, production of smaller batches would become more beneficial. The stock level could be reduced and instead quickly replenished when necessary. This thesis aims to identify the setup work and to develop proposals that reduce the setup time for the change between different models of fire extinguishers. To fulfill the purpose SMED is used, which is a universal method for setup time reduction originating from Japan.
The survey shows that the setup work is divided into many small operations, where no single item occupies the majority of the time. Nevertheless, it appears that there are good opportunities to reduce the setup time to a fraction of today's time. In this report, a number of improvement suggestions and recommendations are presented. It is shown how the setup time can be reduced from today's 45 - 60 minutes to approximately 15 minutes. This has been achieved by having most of the preparatory work done before the line stops, by improvements of the operations themselves and through access to an additional person.
The setup time reduction will increase the capacity of the robot line and make smaller lot sizes of fire extinguishers possible. The lot sizes can for example be reduced by 70 % while still maintaining capacity. This contributes to a lower inventory cost, and that it will be more advantageous to produce some fire extinguisher models directly to customer orders.
Arbieto, Miguel, Jose Vasquez, Ernesto Altamirano, Jose Alvarez, and Eloy Marcelo. "Lean Manufacturing tools applied to the metalworking industry in Perú." Institute of Electrical and Electronics Engineers Inc, 2020. http://hdl.handle.net/10757/656389.
Full textSmall and medium-sized enterprises often rely heavily on their production process to position themselves in the market. However, there are few situations where companies have the knowledge and financial resources to improve their operational performance. This study proposes the use of the tools of the Lean Manufacturing philosophy to reduce most activities that do not add value within the production process. First, the diagnosis of the current situation of the company under study was carried out, as well as the determination of the impact caused by the problems encountered. Secondly, the design of the solution proposal was proposed using 5S, SMED and SLP to mitigate the causes of the previously diagnosed problems. Finally, in the simulation, the production system and the changes proposed obtained a reduction in the lead time, due to the reduction of the unproductive times identified, of 6.79%.
Lora-Soto, Anthony, Cristhoffer Morales-Silva, Jose Llontop-Jesus, and Nestor Mamani. "Process improvement proposal for the reduction of machine setup time in a copper transformation company using lean manufacturing tools." Springer, 2021. http://hdl.handle.net/10757/653764.
Full textRevisión por pares
Karlsson, Sofie. "Reducera omställningstiden i ytmonteringslinan Panasonic på Stoneridge Electronics AB." Thesis, Örebro universitet, Institutionen för naturvetenskap och teknik, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:oru:diva-35500.
Full textThe changeover time in Panasonic SMT-line at Stoneridge Electronics AB was considered a contributing reason to that the machine's full potential could not be utilized. The aim of this thesis was to analyze the changeover situation and with the analysis as a basis reduce changeover time using the SMED method and develop improvement suggestions regarding the work in general. Besides SMED has time measurements, observations and literature studies formed the basis for the reduction of changeover time and for the improvement suggestions, including sequential conversion of the conveyer system in the SMT-line and also clearer instructions and more visual control, according to the theory of Lean. Further work like updating work instructions and the actual execution of the conversion is an example of the type of continuous improvement as the company is already familiar with.