Journal articles: '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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KUTSCHENREITER-PRASZKIEWICZ, Izabela. "MACHINE LEARNING IN SMED." Journal of Machine Engineering 18, no. 2 (June 12, 2018): 31–40. http://dx.doi.org/10.5604/01.3001.0012.0923.

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The paper discusses Single Minute Exchange of Die (SMED) and machine learning methods, such as neural networks and a decision tree. SMED is one of lean production methods for reducing waste in the manufacturing process, which helps to reorganize a conversion of the manufacturing process from current to the next product. SMED needs set-up activity analyses, which include activity classification, working time measurement and work improvement. The analyses presented in the article are focused on selecting the time measurement method useful from the SMED perspective. Time measurement methods and their comparison are presented in the paper. Machine learning methods are used to suggest the method of time measurement which should be applied in a particular case of workstation reorganization. A training set is developed and an example of classification is presented. Time and motion study is one of important methods of estimating machine changeover time. In the field of time study, researchers present the obtained results by using (linear) multi-linear regression models (MLR), and (non-linear) multi-layer perceptrons (MLP). The presented approach is particularly important for the enterprises which offer make-to-order products. Development of the SMED method can influence manufacturing cost reduction of customized products. In variety oriented manufacturing, SMED supports flexibility and adaptability of the manufacturing system.

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Fonda, Edoardo, and Antonella Meneghetti. "The Human-Centric SMED." Sustainability 14, no. 1 (January 4, 2022): 514. http://dx.doi.org/10.3390/su14010514.

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The Human-Centric SMED (H-SMED) is an evolution of the classical methodology introduced by Shingo to manage the setup process, which is particularly suitable for companies where the setup involves activities with high human content, that can be hardly transformed into external operations to be performed during the machine uptime. The H-SMED integrates Industry 4.0 tools, as the MES Data Analysis, Lean Management and Ergonomics with a new attention to the centrality of workers, in order to guide the transition towards the next Industry 5.0. The H-SMED methodology is developed into four phases, devolved to: (1) understanding the changeover process; (2) identifying potential improvements; (3) moving from proposal to practice; (4) training and control, in a continuous improvement cycle. The case study of a world-wide known company in the fashion eyewear industry is proposed to validate the framework, reporting a 44% reduction of setup duration.

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Agung, Daniel, and Hasbullah Hasbullah. "REDUCING THE PRODUCT CHANGEOVER TIME USING SMED & 5S METHODS IN THE INJECTION MOLDING INDUSTRY." SINERGI 23, no. 3 (October 9, 2019): 199. http://dx.doi.org/10.22441/sinergi.2019.3.004.

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Along with the increasing market of plastic packaging products resulting from the injection process and the rapid development of existing technology, we need a strategy to be able to continue to meet the customer’s needs and to be able to compete in the industry. One of the strategies that may be employed is Lean. Lean is a concept aimed at eliminating existing waste. One of the implementations of Lean’s concept is the SMED (Single Minute Exchange of Dies) concept. SMED is a concept aimed at reducing the changeover time, so the eliminated time can be used in the production process. P.T. BIL is one of the companies engaged in the production of plastic packaging with an injection process. Problems occurring at P.T. BIL was the absence of a measurement process for changeover time. The Operation Analysis Chart concept was used to analyze the carried-out activities. To optimize activities employing the SMED concept, Analytical Cards were used so that the change over time can be reduced. The 5S concept was applied to support the SMED concept, so the waste in the work area could be eliminated. By implementing the SMED concept, we reduced 18% of the change over time.

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Abd Suki, Nur Syazwani, Elmi Abu Bakar, Emaad Iftekar Ansari, and Mohammad Nishat Akhtar. "Single Minute Exchange Die Approach for Optimising Setup Time in Labelling Printing Company." Journal of Engineering Science 16, no. 2 (December 10, 2020): 35–56. http://dx.doi.org/10.21315/jes2020.16.2.2.

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The concept of “make-to-order” (MTO) type companies is to produce the products just-in-time and improve the customer satisfaction. These types of company produce a high variety with low volume requiring a frequent setup operation. The shorter setup time will reduce the manufacturing lead time and hence increase the productivity. Unfortunately, most of the MTO type companies suffer with high setup time. Thus, single minute exchange die (SMED) concept is developed which consist of four stages: internal and external setup are not distinguished, separating internal and external setup, converting internal into external setup and streamlining all aspects of the setup operations. The main objective of using SMED concept is to accomplish setup time in less than 10 min. In this case study, the SMED concept being applied to convert internal setup to external setup which involves the activities of ink preparation and test printing. In the stage three of SMED concept, feasible solutions has been applied to fulfilled the objective. The result of implementing SMED concept in MTO type companies is the improvement in the productivity and reduction in the setup time. The improvement of productivity for this case study was 29.15%.

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Singh, Jagdeep, Harwinder Singh, and Inderdeep Singh. "SMED for quick changeover in manufacturing industry – a case study." Benchmarking: An International Journal 25, no. 7 (October 1, 2018): 2065–88. http://dx.doi.org/10.1108/bij-05-2017-0122.

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Purpose The purpose of this paper is to uncover the significance of SMED in manufacturing environments. Design/methodology/approach The paper gives setup instructions and guidelines to prepare the standardized setup procedure without ignoring actual constraints in production environment. It uses a case study in a small-scale manufacturing unit of northern India to generate an integrated setup reduction approach, utilizing Single Minute Exchange of Die (SMED)-based industrial engineering tools to achieve faster setups. It describes the feasibility of quick changeovers in small enterprises based on an “SMED” approach. Finally, the paper carries out empirical analysis of the financial/non-financial benefits incurred from setup reductions. Findings Setup activities are a vital part of the production lead time of any product and so affect overall product cost. Industrial engineering techniques have been used to analyze the existing procedure of setups. A SMED approach can help eliminate unwanted activities, externalize the internal activities, if possible, and reduce them by simplification or standardization. Originality/value The paper demonstrates the practical application of SMED showing how it can bring real breakthroughs in reducing setup time in small-scale manufacturing.

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Bárdy, Marek, Jiří Kudrna, Barbora Šrámková, and Milan Edl. "Interactive Game Supporting SMED Method." Applied Mechanics and Materials 474 (January 2014): 141–46. http://dx.doi.org/10.4028/www.scientific.net/amm.474.141.

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The aim of this interactive game is a thorough insight into industrial engineering method called SMED (Single Minute Exchange of Die). This method is focused on reducing changeover time of machines or lines. The rapid changeover is nowadays one of the most important issues ensuring a sufficient flexibility of an enterprise. SMED game is designed for a flexible usage in terms of number of players involved in the game and length of playing time. Specifically, it is usable for one to twelve players and playing time can be set from one to four hours. Main goal of the game is an application of entire conception of SMED method.

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Parisotto, Cassio, and Diego Augusto De Jesus Pacheco. "Método SMED: Análise e aperfeiçoamento." Dirección y Organización, no. 60 (December 1, 2016): 4–23. http://dx.doi.org/10.37610/dyo.v0i60.495.

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Este artigo apresenta os resultados de uma pesquisa exploratória com abordagem quantitativa e qualitativa que teve como finalidade aplicar o método SMED para redução do tempo de setup e analisar as lacunas encontradas no método. Na primeira parte do trabalho, foram aplicados os quatro estágios do SMED, definidos por Shingo (1985) e, na segunda parte, foi realizada a análise das lacunas identificadas na aplicação do método original criado por Shingo. Como resultado, obteve-se redução de 72,6% no tempo de setup do equipamento estudado, elevando o OEE de 82,2% para 87,9%. Além das melhorias no equipamento, foi possível comprovar um aspecto não considerado no método SMED, que já havia sido verificado na literatura e identificar dois novos aspectos não citados na literatura e não considerados no método: padronização das atividades e verificação dos resultados. Por fim, através do estudo, foi realizada a proposição de um novo modelo para redução de tempo de setup considerando tais lacunas.

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Magley, Robert Alan, and Labib Rouhana. "Tau tubulin kinase is required for spermatogenesis and development of motile cilia in planarian flatworms." Molecular Biology of the Cell 30, no. 17 (August 2019): 2155–70. http://dx.doi.org/10.1091/mbc.e18-10-0663.

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Cilia are microtubule-based structures that protrude from the apical surface of cells to mediate motility, transport, intracellular signaling, and environmental sensing. Tau tubulin kinases (TTBKs) destabilize microtubules by phosphorylating microtubule-associated proteins (MAPs) of the MAP2/Tau family, but also contribute to the assembly of primary cilia during embryogenesis. Expression of TTBKs is enriched in testicular tissue, but their relevance to reproductive processes is unknown. We identified six TTBK homologues in the genome of the planarian Schmidtea mediterranea ( Smed-TTBK-a, -b, -c, -d, -e, and -f), all of which are preferentially expressed in testes. Inhibition of TTBK paralogues by RNA interference (RNAi) revealed a specific requirement for Smed-TTBK-d in postmeiotic regulation of spermatogenesis. Disrupting expression of Smed-TTBK-d results in loss of spermatozoa, but not spermatids. In the soma, Smed-TTBK-d RNAi impaired the function of multiciliated epidermal cells in propelling planarian movement, as well as the osmoregulatory function of protonephridia. Decreased density and structural defects of motile cilia were observed in the epidermis of Smed-TTBK-d(RNAi) by phase contrast, immunofluorescence, and transmission electron microscopy. Altogether, these results demonstrate that members of the TTBK family of proteins are postmeiotic regulators of sperm development and also contribute to the formation of motile cilia in the soma.

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

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

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Emili, Elena, Macià Esteve Pallarès, Rafael Romero, and Francesc Cebrià. "Smed-egfr-4 is required for planarian eye regeneration." International Journal of Developmental Biology 63, no. 1-2 (2019): 9–15. http://dx.doi.org/10.1387/ijdb.180361fc.

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Planarians are remarkable organisms that can regenerate their entire body from a tiny portion thereof. This capability is made possible by the persistence throughout the lifespan of these animals of a population of pluripotent stem cells known as neoblasts. Planarian neoblasts include both pluripotent stem cells and specialized lineage-committed progenitors that give rise to all mature cell types during regeneration and homeostatic cell turnover. However, little is known about the mechanisms that regulate neoblast differentiation. A recent study demonstrated that Smed-egfr-1, a homologue of the epidermal growth factor receptor (EGFR) family, is required for final differentiation, but not specification, of gut progenitor cells into mature cells. Given the expression by planarians of several EGFR homologues, it has been proposed that these homologues may have diverged functionally to regulate the differentiation of distinct cell types in these animals. In this study, we investigated the role of Smed-egfr-4 in eye regeneration. Compared with controls, animals in which this gene was silenced by RNA interference (RNAi) regenerated smaller eyes. Moreover, the numbers of both mature eye cell types, photoreceptor neurons and cells of the pigment cup, were significantly reduced in Smed-egfr-4(RNAi) animals. By contrast, these animals exhibited an increase in the numbers of eye progenitor cells expressing the specific markers Smed-ovo and Smed-sp6-9. These results suggest that Smed-egfr-4 is required not for the specification of eye progenitor cells but for their final differentiation, and support the view that in planarians the EGFR pathway might play a general role in regulating the differentiation of lineage-committed progenitors.

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Nee, Low Shye, Chong Siu Hou, Sim Hui Yee, Solehhudin Razalli, and Shahrul Kamaruddin. "External Setup in SMED Improvement in an Injection Molding Manufacturing Company." Applied Mechanics and Materials 229-231 (November 2012): 2551–55. http://dx.doi.org/10.4028/www.scientific.net/amm.229-231.2551.

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The purpose of the paper is to determine the applicability of external setup preparation activities of Single Minute Exchange of Die (SMED) in reducing setup time. Improving the external setup preparation of SMED leads a better and effective working performance. To improve the effectiveness of the external setup in SMED, it is concerned particularly with changing the internal activities into external activities and improving the current external activities. The process failure mode and effect analysis (PFMEA) adopted to analyze the problem faced of external set up process.The verification of the methods is done by an application a plastic injection molding manufacturing process where setup times are critical for time reduction.

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Mauluddin, Yusuf, and Iis Masitoh. "Rancangan Perbaikan Produktivitas Terhadap Perubahan Design di Departemen Produksi Sewing." Jurnal Kalibrasi 18, no. 2 (February 27, 2021): 49–57. http://dx.doi.org/10.33364/kalibrasi/v.18-2.736.

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Penelitian ini bertujuan untuk mengidentifikasi faktor dominan yang menyebabkan turunnya produktivitas pada proses produksi Busana Muslim Rabbani Line 4A di CV. Y. Metode yang digunakan pada penelitian ini yaitu metode OMAX (Objective Matrix), FTA (Failure Tree Analysis) untuk mengidentifikasi faktor dominan yang meyebabkan turunnya produktivitas karena adanya pergantian desain produk, dan perbaikannya dengan metode SMED (Single Minute Exchange Of Die). Hasil dari penelitian ini didapatkan faktor dominan penyebab turunnya produktivitas yaitu faktor jam kerja, dimana karena adanya pergantian desain menyebabkan semua mesin harus ada proses set-up. Berdasarkan metode SMED sebagai metode untuk perbaikan diketahui waktu set-up setiap mesin pembuatan busana muslim mengalami penurunan sebesar 7 menit/mesin dengan memisahkan internal set-up (kegiatan yang hanya dilakukan pada saat mesin berhenti) dan eksternal set-up (kegiatan set-up yang dapat dilakukan saat mesin berjalan), waktu set-up sebelum penerapan SMED sebesar 551 menit/line (19 mesin), sedangkan waktu set-up sesudah penerapan SMED dapat diturunkan sebesar 133 menit/line, maka penurunan waktu set-up sebesar 24% setiap ada proses set-up mesin.

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Hidayat, Dian Friana, Joko Hardono, and Tri Mukti Santoso. "PERBAIKAN WAKTU SET-UP MENGGUNAKAN METODE SINGLE MINUTE EXCHANGE DIE (SMED) DI PT. HP." Journal Industrial Manufacturing 5, no. 1 (February 15, 2020): 18. http://dx.doi.org/10.31000/jim.v5i1.2431.

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PT. HP merupakan perusahaan yang bergerak pada bidang karoseri pembuatan modifikasi body dan interior kendaraan seperti hydrolik, bak dump truck, aksesoris dump truck, dan lainnya. Kemampuan perusahaan dalam memenuhi permintaan berdasarkan penyesuaian kebutuhan konsumen menyebabkan banyaknya varian produk yang harus dibuat, sehingga mempengaruhi waktu proses set up. Tujuan pada penelitian ini adalah memperbaiki waktu set up mesin menggunakan metode single minute exchange die (SMED). Metode tersebut mengidentifikasi kegiatan yang dilakukan dalam set up mesin untuk dapat dipisah menjadi dua kegiatan yaitu aktifitas internal dan aktifitas eksternal. Sebelum perbaikan waktu set up yang dibutuhkan oleh perusahaan adalah 5,938 menit/bulan, setelah menerapkan metode SMED waktu set up menjadi 3,008 menit/bulan.Kata kunci: Waktu Set up, Aktifitas Internal, Aktifitas Eksternal, SMED.

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Kuczyńska-Chałada, Marzena. "Implementation of the SMED method in a production enterprise." Multidisciplinary Aspects of Production Engineering 2, no. 1 (September 1, 2019): 224–33. http://dx.doi.org/10.2478/mape-2019-0022.

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Abstract The increase in competitiveness between production enterprises results from the contemporary conditions of the global economy. Technical progress, globalization and constantly increasing customer requirements contribute to the development of organizational and business management techniques. The improvement of production is currently accompanied by modern tools and methods of Lean Manufacturing concepts such as: SMED, 5S, Kaiznen, Kanban, Poka-Yoke etc. The SMED method plays an important role in improving production processes. It also affects the reduction of losses and wastage, increase of value for stakeholders (especially for customers), as well as better motivation for employees. Thanks to the SMED method, the production company is able to achieve greater efficiency and productivity, as well as the high quality of products and services provided.

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Bin Che Ani, Mohd Norzaimi, and Mohd Sollahuddin Solihin Bin Shafei. "The Effectiveness of the Single Minute Exchange of Die (SMED) Technique for the Productivity Improvement." Applied Mechanics and Materials 465-466 (December 2013): 1144–48. http://dx.doi.org/10.4028/www.scientific.net/amm.465-466.1144.

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The Single Minute Exchange of Die (SMED), a process-based innovation originally published in the mid-1980s, involves the separation and conversion of internal setup operations into external ones. Traditionally some of the manufacturing company facing the problem loss of available time due to spent time for the changeover processes. Changeover process time meaning changing the programming or operation sequences on the machine based on process requirement during the change from one to another one model especially for the mixing parts. SMED technique is a systematic approach that enables to reduce dramatically the set-up time or changeover time. Normally in the SMED technique, it was segregated between internal and external set-up. External set-up means any processing time was done up front which is before machine stop and internal time is any tasks was performed during machine in operating, which is considering changeover time. The impact to organization that it was increasing the productivity, capacity and at the same time increased the revenue. This paper focuses on the improving the productivity on the CNC machine process through implementing SMED technique and eliminating waste in the case study company.

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

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

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McIntosh, Richard, Geraint Owen, Steve Culley, and Tony Mileham. "Changeover Improvement: Reinterpreting Shingo's “SMED” Methodology." IEEE Transactions on Engineering Management 54, no. 1 (February 2007): 98–111. http://dx.doi.org/10.1109/tem.2006.889070.

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

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

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Runtuk, Johan Krisnanto. "Set Up Time Reduction Using Single Minute Exchange of Dies (SMED) and 5S: A Case Study." JIE Scientific Journal on Research and Application of Industrial System 6, no. 2 (September 30, 2021): 162. http://dx.doi.org/10.33021/jie.v6i2.3384.

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Manufacturing excellence represents the goal for every manufacturing industry all around the world. Reducing waste could help achieve manufacturing excellence since waste could happen in every manufacturing industry. PT. As one of the food and beverages industry, PT. MNO also focuses on reducing waste in the production process, especially in the filling department. Similar to other departments, the filling department also has planned and unplanned stoppages. As one of the planned stoppages, the setup activities represent one of the highest waste contributions in the filling department. Therefore, PT. MNO can reduce the setup time using the Single Minute Exchange of Dies (SMED) and 5S method. Then, the overall equipment effectiveness (OEE) calculation can show the differences between filling machine productivity before and after Single Minute Exchange of Dies (SMED) and the 5S method. As a result, the setup time is reduced from 34 minutes to 13 minutes by using the Single Minutes Exchange of Dies (SMED) method implementation. After the 5S method implementation, the setup time becomes ten minutes. The overall equipment effectiveness (OEE) calculation result shows better productivity after SMED and 5S method implementation in the filling department by the increasing OEE rate from 76% to 78% in the end. Keywords: Setup, waste, planned stoppages, Single Minute Exchange of Dies (SMED), 5S, Overall Equipment Effectiveness (OEE)

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Ashif, Mohammad, Sanjay Goyal, and Ashish Shastri. "Implementation of Lean Tools-Value Stream Mapping & SMED for Lead Time Reduction in Industrial Valve Manufacturing Company." Applied Mechanics and Materials 813-814 (November 2015): 1170–75. http://dx.doi.org/10.4028/www.scientific.net/amm.813-814.1170.

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In lean manufacturing environment Value Stream Mapping (VSM) & SMED are one of the renewed industrial engineering technique used worldwide. VSM is used for visualizing the system of manufacturing and many other relevant processes and helps in great extend to understand to system itself effectively. Single Minute Exchange of Dies (SMED) helps to reduce the setup time of process. A valve manufacturing company was being selected for Case study. First we draw the current state value stream map. From the current data analysis find out the problems and give some recommendations to improve the production lead time and provide a future state value stream map, we reduced the lead time through VSM, from 46.63 days to 43.03 day. Second we applied SMED techniques & reduced the setup time from 21 min to 16 min in bonnet machining operation of valve.

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García-Alcaraz, Jorge Luis, José Roberto Díaz Reza, Cuauhtémoc Sánchez Ramírez, Jorge Limón Romero, Emilio Jiménez Macías, Carlos Javierre Lardies, and Manuel Arnoldo Rodríguez Medina. "Lean Manufacturing Tools Applied to Material Flow and Their Impact on Economic Sustainability." Sustainability 13, no. 19 (September 24, 2021): 10599. http://dx.doi.org/10.3390/su131910599.

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This paper presents a second-order structural equation model that analyzes three lean manufacturing tools associated with material flow, such as 5S, SMED, and continuous flow related to economic sustainability. The variables relate to each other through six hypotheses, tested with 169 responses to a questionnaire applied to the Mexican maquiladora industry, using the partial least squares technique and 95% confidence to estimate direct, the sum of indirect, and total effects. In addition, an analysis with conditional probabilities appears to determine how low and high implementation levels in independent variables affect the dependent variables’ occurrence. Findings indicate that 5S is a lean manufacturing tool with the most increased direct effects on SMED and continuous flow. Additionally, values indicate that SMED is essential to maintain continuous flow in production lines and is vital for economic sustainability due to the time reduction in setup.

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R. Rawal, Manjunath, Sachitanand G. Kanitkar, Amit A. Sasane, Shubham S. Sabale, Prasad V. Kasbekar, and Dayanand P. Bhopale. "Process Design & Development Using Smed Concept- A Case Study." Journal of University of Shanghai for Science and Technology 23, no. 12 (December 6, 2021): 20–35. http://dx.doi.org/10.51201/jusst/21/11936.

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The growth of the industry and its production ultimately depends on its ability to respond systematically and continuously to market changes to increase product value. The process of adding value is necessary to obtain this advantage; therefore using a coherent production system and its tools becomes a key skill. Since the set time is the main reason for the production break time, a short set time is always desirable. The Single Minute Exchange of Dies (SMED) as proposed by Shingo is a tool that aims to reduce overtime setting, but does not work when used alone. SMED can be used effectively with the help of additional tools such as FMRS (Finish, Merge, Reduce and Simplify). This paper describes the process of planning and implementing SMED and other useful tools. It is based on a collaborative approach that allows for a gradual reduction in machine set-up time associated with an ongoing continuity program.

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Edis, Rabia, Caner Yalçın, Tamer Sınmazçelik, Pelin Özzaim, Haluk Durali, and Yiğit Yurdakul. "SAC ŞEKİLLENDİRME İŞLETMESİNDE SMED ÇALIŞMASINA BİR ÖRNEK." ICONTECH INTERNATIONAL JOURNAL 4, no. 1 (June 21, 2020): 44–55. http://dx.doi.org/10.46291/icontechvol4iss1pp44-55.

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SMED, Single Minute Exchange of Dies (Tekli Dakikalarda Kalıp Değişimi), üretim süreci boyunca oluşan kalıp değişiminden kaynaklanan kayıpları minimize etmek için kullanılan önemli bir yöntemdir. Özellikle otomotiv sektöründe saniyeler bile önemli iken dikkatsiz tasarlanan kalıplar ve bu yanlış tasarımın bir sonucu olarak uzun süren kalıp değişim süreleri üretimi ciddi anlamda olumsuz etkilemektedir ve verimliliği düşürmektedir. Mümkün olan en kısa sürede, en kaliteli ürünü üretmek günümüzün önemli gereksinimlerindendir. Bu kapsamda SMED yöntemi bu çalışmanın temel kaynağı olarak kullanılmıştır. Bu çalışmada, işletmede kullanılan manuel pres hattında üretilen 6 farklı ürün için kullanılan kalıplar referans alınmıştır. Bu 6 ürün manuel üretimin %85’ini oluşturan ürünlerdir. Ürünler maksimum 5 farklı manuel pres kullanılarak üretilmektedir. Bu preslerde ürünlerin kalıp değişim süreleri 3,5 aylık bir gözlem sonucu belirlenmiştir. Bu süreler detaylı bir şekilde incelenerek, kalıp tasarımından veya kullanılan bağlama ekipmanlarından kaynaklı olduğu tespit edilmiştir. Kalıplar üzerinde yapılabilecek iyileştirmeler ve kullanılan ekipmanlarda yapılacak yenilikler veya iyileştirmeler belirlenmiştir. Gerekli iyileştirmeler yapıldığı zaman oluşacak kazanç hesaplanarak SMED yaklaşımının sac imalat sektörüne etkisi hakkında kantitatif sonuçlar verilmiştir.

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Herlambang, Hendi. "Improving Process Capability of The Electronics Component Company Through SMED." IJIEM - Indonesian Journal of Industrial Engineering and Management 1, no. 3 (October 31, 2020): 167. http://dx.doi.org/10.22441/ijiem.v1i3.10236.

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Every industry wants to increase the speed of the production process to meet customer needs. This paper aims to show the results that have been achieved after the implementation of SMED in the stamping department of an electronic component company. Steps to Define, Measure, Improve, Control, and Improve are methods to achieve this research's objectives. The Work-Study method is used to perform activity decomposition to facilitate the repair process. Implementing SMED in electronics companies can reduce change over time by up to 41%.

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Costa, Daianny Madalena. "O Projeto Político-Pedagógico – considerações acerca da gestão para a autonomia da escola." Reflexão e Ação 29, no. 1 (January 5, 2021): 218–32. http://dx.doi.org/10.17058/rea.v29i1.12513.

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O projeto político-pedagógico (PPP) nos é objeto neste artigo, no sentido de procurar sua contribuição à gestão educacional. A investigação realizada baliza-se sobre os pressupostos da pesquisa participativa e da abordagem qualitativa, por meio da análise dos documentos e de entrevistas com as equipes gestoras de três escolas municipais em que discute alguns meandros entre as mesmas e uma Secretaria Municipal de Educação (SMED). A partir disso, concluímos que o PPP potencializa a ideia de uma gestão participativa, quando realizado coletivamente e construído entre os membros das escolas e da SMED.

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Save, Vibhuti Aditya. "Reducing operational cycle time using smed technique." ACADEMICIA: An International Multidisciplinary Research Journal 7, no. 1 (2017): 32. http://dx.doi.org/10.5958/2249-7137.2017.00004.0.

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Mihok, Jozef, Jaroslava Kádárová, Michal Demečko, and Martin Ružinský. "The Use of SMED in Engineering Manufacturing." Applied Mechanics and Materials 816 (November 2015): 568–73. http://dx.doi.org/10.4028/www.scientific.net/amm.816.568.

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To survive in such an increasingly competitive world, there is a need of continuous improvement in every type of industry. An answer to these challenges for manufacturing companies is the implementation of lean concepts. The importance of short changeover times, SMED, has always been critical for manufacturing companies. It is one of the many lean production methods for reducing waste in the manufacturing process. It's a quick and effective way adjustment process of the actual product to another product. The practical part is focused on usage of SMED in manufacturing. Project was realized in engineering company oriented on machining heavy products. Separating time to external and internal we saved about 10% of total production time. The result is proposal timetable of standard changeover process. Also timetable of two pieces in batch, because insertion two pieces in the batch reduced the total time of production. Total time was reduced of two changeovers.

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Vukicevic, Milan, Srdjan Vojinovic, and Bogdan Mladenovic. "Implementation of SMED method in wood processing." Bulletin of the Faculty of Forestry, no. 96 (2007): 7–14. http://dx.doi.org/10.2298/gsf0796007v.

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The solution of problems in production is mainly tackled by the management based on the hardware component, i.e. by the introduction of work centres of recent generation. In this way, it ensures the continuity of quality reduced consumption of energy, humanization of work, etc. However, the interaction between technical-technological and organizational-economic aspects of production is neglected. This means that the new-generation equipment requires a modern approach to planning, organization, and management of production, as well as to economy of production. Consequently it is very important to ensure the implementation of modern organizational methods in wood processing. This paper deals with the problem of implementation of SMED method (SMED - Single Digit Minute Exchange of Die) in the aim of rationalization of set-up-end-up operations. It is known that in the conditions of discontinuous production, set-up-end-up time is a significant limiting factor in the increase of flexibility of production systems.

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Silva, A., J. C. Sá, G. Santos, F. J. G. Silva, L. P. Ferreira, and M. T. Pereira. "Implementation of SMED in a cutting line." Procedia Manufacturing 51 (2020): 1355–62. http://dx.doi.org/10.1016/j.promfg.2020.10.189.

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Strickland, Brian. "Quick Changeover for Operators: The SMED System." Journal of Manufacturing Systems 16, no. 3 (January 1997): 233–34. http://dx.doi.org/10.1016/s0278-6125(97)88894-2.

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Sousa, E., F. J. G. Silva, L. P. Ferreira, M. T. Pereira, R. Gouveia, and R. P. Silva. "Applying SMED methodology in cork stoppers production." Procedia Manufacturing 17 (2018): 611–22. http://dx.doi.org/10.1016/j.promfg.2018.10.103.

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Stadnicka, Dorota. "Setup Analysis: Combining SMED with Other Tools." Management and Production Engineering Review 6, no. 1 (February 28, 2015): 36–50. http://dx.doi.org/10.1515/mper-2015-0006.

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Abstract The purpose of this paper is to propose the methodology for the setup analysis, which can be implemented mainly in small and medium enterprises which are not convinced to implement the setups development. The methodology was developed after the research which determined the problem. Companies still have difficulties with a long setup time. Many of them do nothing to decrease this time. A long setup is not a sufficient reason for companies to undertake any actions towards the setup time reduction. To encourage companies to implement SMED it is essential to make some analyses of changeovers in order to discover problems. The methodology proposed can really encourage the management to take a decision about the SMED implementation, and that was verified in a production company. The setup analysis methodology is made up of seven steps. Four of them concern a setups analysis in a chosen area of a company, such as a work stand which is a bottleneck with many setups. The goal is to convince the management to begin actions concerning the setups improvement. The last three steps are related to a certain setup and, there, the goal is to reduce a setup time and the risk of problems which can appear during the setup. In this paper, the tools such as SMED, Pareto analysis, statistical analysis, FMEA and other were used. Implementing the proposed methodology can change the attitude of the management. The risk analysis helps to prevent problems with a setup. This methodology can be used in production companies which make changeovers, particularly, in the companies where SMED hasn't been introduced yet.

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Bandyopadhyay, Prabir Kumar, Sandeep Naik, and Kunal K. Ganguly. "Reduction of Setup Time through SMED Approach." International Journal of Applied Management Sciences and Engineering 2, no. 2 (July 2015): 20–32. http://dx.doi.org/10.4018/ijamse.2015070102.

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This paper discusses various issues involved with process improvement in pharmaceutical manufacturing firms which creates impediment in introducing change in manufacturing process and refers to the initiatives taken by PAT (Process Analytical Technology) Framework, which encourages pharma companies to introduce change in manufacturing processes for productivity improvement. Setup time contributes a substantial amount of reduction in machine availability in pharma companies. Through a case study of a pharma manufacturing firm the paper explains how SMED can be implemented resulting substantial saving of down time without increasing the work load of the operators. It shows how the activities involved in machine setup can be divided in two classes—internal and external—and how ECRS (Eliminate, Combine, Rearrange and simplify) principles can be applied to reduce the activity time.

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Graf von Stillfried, D., T. Czihal, and A. Meer. "Sachstandsbericht: Strukturierte medizinische Ersteinschätzung in Deutschland (SmED)." Notfall + Rettungsmedizin 22, no. 7 (September 25, 2019): 578–88. http://dx.doi.org/10.1007/s10049-019-0627-8.

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Zusammenfassung Ab 01.01.2020 müssen die Kassenärztlichen Vereinigungen eine telefonische Ersteinschätzung im 24/7-Betrieb anbieten. Ziel ist die Ersteinschätzung der Dringlichkeit akuter Beschwerden und eine Vermittlung an die angemessene Versorgungsstufe. Sehr schwer kranke Patienten müssen unmittelbar der Notfallversorgung, weniger oder nicht dringliche Anliegen alternativen Versorgungsangeboten zugeführt werden. Diese anspruchsvolle Aufgabe werden Fachpersonen übernehmen, die durch geeignete Software unterstützt werden. Im Ausland existieren hierfür Vorbilder. Das Zentralinstitut für die kassenärztliche Versorgung (Zi) überträgt gemeinsam mit der Health Care Quality System GmbH (HCQS) das in Teilen der Schweiz bereits angewendete Swiss Medical Assessment System (SMASS) für eine Anwendung in Deutschland. Das System soll unter dem Namen Strukturierte medizinische Ersteinschätzung in Deutschland (SmED) im Jahr 2019 in den Arztrufzentralen unter der Nummer 116117 eingeführt werden. Auch eine Anwendung für den sogenannten „gemeinsamen Tresen“ von Bereitschaftsdienstpraxen und Krankenhausnotaufnahmen wird entwickelt. Beide Anwendungen werden in dem vom Innovationsfonds geförderten DEMAND-Projekt evaluiert. Die Entwicklung von SmED erfolgt unter Einbeziehung von Vertretern des Marburger Bundes sowie der Deutschen Gesellschaft Interdisziplinäre Notfall- und Akutmedizin (DGINA) und Deutschen Interdisziplinären Vereinigung für Intensiv- und Notfallmedizin (DIVI). Eine technische Integration mit der 112 ist in Arbeit.

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Vrakela, Marko. "ISTRAŽIVANJE PRIMENE SMED ALATA U FABRICI FKL." Zbornik radova Fakulteta tehničkih nauka u Novom Sadu 36, no. 08 (August 3, 2021): 1400–1403. http://dx.doi.org/10.24867/13gi25vrakela.

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Lean razmišljanje se može upotrebiti za identifikaciju i eliminaciju rasipanja u aktivnostima koje se vrše u okviru ministarstva, državne uprave, lokalne uprave, u obrazovanju, zdravstvu ili u bilo kojim drugim proizvodnim i uslužnim delatnostima. Drugim rečima Lean razmišljanje je moguće koristiti svuda gde postoji proces – u aktivnostima koje obavljaju ljudi koristeći određene resurse. Kako je Lean postao sve zastupljeniji u preduzećima i fabrikama, može se primetiti veliki industrijski napredak. Primena SMED alata je sve zastupljenija i doprinosi proizvodnoj produktivnosti i fleksibilnosti, što za rezultat ima bolju organizaciju preduzeća i veći profit. Široka primena SMED i ostalih Lean alata, u različitim granama industrije, sasvim sigurno bi pomogla daljem privrednom rastu Srbije.

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

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

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Rodrigues, Rayssa Martins, and Rodrigo Randow de Freitas. "Implementação da ferramenta SMED para melhoria contínua em um processo de troca de formato na planta industrial de papel tissue: uma análise Bibliométrica." Research, Society and Development 8, no. 2 (January 1, 2019): e4582705. http://dx.doi.org/10.33448/rsd-v8i2.705.

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A indústria de papel tissue, ao longo das décadas, mostrou um notável crescimento, que pode ser explicitado, em sua maioria, pelo aumento de bens de consumo para higiene em países em desenvolvimento, como o Brasil. A evolução do mercado tornou-o ainda mais competitivo e, para as empresas, torna-se necessário assumir modelos arrojados de gestão, capazes de promover aumento da produtividade com redução de custos, por exemplo, com a adoção da metodologia SMED (Single Minute Exchange of Die) em uma etapa da produção: troca programada de formato na unidade de conversão tissue. Assim, este estudo teve como objetivo principal realizar uma revisão bibliométrica sobre o tema, de forma a mapear literatura pertinente e averiguar os estudos, países e autores com maior relevância científica. A base de dados utilizada para revisão bibliométrica foi a Web of Science®(WoS). A partir dos resultados da pesquisa realizada em Setembro de 2018, foi construído um banco de 10 artigos, observando um número de 171 publicações sobre a ferramenta SMED aplicada em melhoria contínua em processos de troca de formato em plantas industriais. Os países com maior número de publicações a respeito do tema são Itália, Polônia e Turquia e os anos que mais publicou-se sobre a aplicação do SMED em indústrias foram 2016 e 2017. Isso evidencia a relevância da pesquisa sobre a implantação do SMED, além disso, a frequente tentativa de propor novos métodos para redução nos tempos de troca de formato em indústrias indica que ainda há campo de pesquisa a ser explorado.

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Parwani, Viren, and Guiping Hu. "Improving Manufacturing Supply Chain by Integrating SMED and Production Scheduling." Logistics 5, no. 1 (January 12, 2021): 4. http://dx.doi.org/10.3390/logistics5010004.

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Globalization has led to a significant effect on today’s manufacturing sector. Manufacturers need to find new and innovative ways to increase efficiency and reduce waste in the manufacturing supply chain. Lean/six sigma tools can help companies increase production efficiency and stay in competition. Manufacturing in smaller batches can keep the supply chain lean and customizable. This leads to frequent changeovers and downtime. A changeover is usually required when a single machine produces different products based on the requirement. A large-scale industry can either install multiple individual production lines to cater to the demand (usually expensive) or make frequent machinery changes. Single Minute Exchange Die (SMED) is a system designed for reducing the changeover time for machines. It reduces the time taken to complete the activities and eliminates non-essential activities throughout the changeover. Scheduling an operating procedure within SMED in such case is a challenge. Project scheduling model with workforce constraints can be used to create a set of heuristics to provide us with an optimized list of tasks. The paper proposes to design a scheduling heuristic model to allocate tasks to the operators to get the least amount of operator idle time and reduce changeover downtime costs. The paper further illustrates the benefit of the model in a case study and proposes its integration within the existing SMED methodology. This results in a benefit-to-cost ratio of 7.5% for production scheduling compared to that of stages 4 and 5 in SMED, which is 1.2%.

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Jena, J., Sumati Sidharth, Lakshman S. Thakur, Devendra Kumar Pathak, and V. C. Pandey. "Total Interpretive Structural Modeling (TISM): approach and application." Journal of Advances in Management Research 14, no. 2 (May 8, 2017): 162–81. http://dx.doi.org/10.1108/jamr-10-2016-0087.

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Purpose The purpose of this paper is to elucidate the methodology of total interpretive structural modeling (TISM) in order to provide interpretation for direct as well as significant transitive linkages in a directed graph. Design/methodology/approach This study begins by unfolding the concepts and advantages of TISM. The step-by-step methodology of TISM is exemplified by employing it to analyze the mutual dependence among inhibitors of smartphone manufacturing ecosystem development (SMED). Cross-impact matrix multiplication applied to the classification analysis is also performed to graphically represent these inhibitors based on their driving power and dependence. Findings This study highlights the significance of TISM over conventional interpretive structural modeling (ISM). The inhibitors of SMED are explored by reviewing existing literature and obtaining experts’ opinions. TISM is employed to classify these inhibitors in order to devise a five-level hierarchical structure based on their driving power and dependence. Practical implications This study facilitates decision makers to take required actions to mitigate these inhibitors. Inhibitors (with strong driving power), which occupy the bottom level in the TISM hierarchy, require more attention from top management and effective monitoring of these inhibitors can assist in achieving the organizations’ goals. Originality/value By unfolding the benefits of TISM over ISM, this study is an endeavor to develop insights toward utilization of TISM for modeling inhibitors of SMED. This paper elaborates step-by-step procedure to perform TISM and hence makes it simple for researchers to understand its concepts. To the best of the authors’ knowledge, this is the first study that analyzes the inhibitors of SMED by utilizing TISM approach.

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Arboleda Zúñiga, Jairo, and Fabián Rubiano del Chiaro. "Modelo propuesto para la implementación de la metodología SMED en una empresa de alimentos de Santiago de Cali." Revista de Investigación 10, no. 2 (July 1, 2017): 103–17. http://dx.doi.org/10.29097/2011-639x.85.

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En este artículo se propone aplicar el método SMED en el proceso de cambio de moldes en una máquina de conos de helados, propiedad de una empresa de alimentos ubicada en Santiago de Cali. Actualmente, la flexibilidad de los procesos es un elemento fundamental para mejorar la productividad, factor que se puede constituir en fuente generadora de ventajas competitivas en el mercado. La metodología de estudio consiste en la identificación de una de las máquinas más usada en la fabricación de conos, a través de análisis de tiempos perdidos y eficiencia; una vez identificada la máquina, se define cuál es el cambio más significativo y de esta manera se analizan los hallazgos obtenidos por medio de la técnica y se presenta la propuesta a ser considerar en su implementación, que sirve de base para mejorar las otras máquinas de la línea de producción. Existen aplicaciones del SMED en procesos de cambio de moldes en máquinas inyectoras, pero se desconoce si este método se ha enfocado específicamente en la elaboración de conos; por consiguiente, este artículo puede servir de referencia a otras empresas en las que la aplicación del SMED se podría hacer de forma idéntica o similar.

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Journal articles on the topic 'SMED'

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