Single Minute Exchange of Die .fr

Mar 17, 2005 - •Who has the know-how? Make tests and trials, stop, check. •Not good ... Setup buffers and finished products to deliver from the shelf. Financial.
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The stakes of

SMED Single Minute Exchange of Die

URL : http://chohmann.free.fr/

Traditional changeover Last Ok part of finishing batch

non productive time

Remove



Remove tools and dies, jigs and fixtures. Cleanse the machine, the line. remove parts, tools and everything specific to finished batch.

Setup

Get new/other tools, dies, moulds, fixtures and jigs. •Not found at their regular storage place •Not usable/available Setup •No fittings!

First Ok part of new batch, manufactured at standard pace

Adjust

Adjustments. •What is the standard value? •Who has the know-how?

HC online is a personal and private initiative – all rights reserved © Chris HOHMANN

Trials



Make tests and trials, stop, check. •Not good Adjust again, new trial..

March 17th 2005

Consequences of lengthy changeovers

long delays Changeovers are penalties

Change as few as possible

Large series / batches

Poor flexibility

Client must wait Example of delay One column represents one working day of seven hours (lines). To get a mixed batch of six different references, the client has to wait 20 days (delivery free of charge), while time really necessary to manufacture this order is 6 hours.

HC online is a personal and private initiative – all rights reserved © Chris HOHMANN

March 17th 2005

Consequences of lengthy changeovers long delays Changeovers are penalties

Financial Immobilization Inventories carryover costs Inventories related risks

Change as few as possible

Setup buffers and finished products to deliver from the shelf

Large series / batches

Client must wait

Sensitivity to fluctuations

Poor flexibility

Necessity to make forecasts

sensitivity to mistakes

(fashion, trends, evolutions…)

Enterprise less competitive and eventually weakened HC online is a personal and private initiative – all rights reserved © Chris HOHMANN

March 17th 2005

Implementing SMED is cutting the chain of negatives consequences long delays Changeovers are penalties

Change as few as possible



Financial Immobilization

Inventories carryover costs Inventories related risks

Setup buffers and finished products to deliver from the shelf

Large series / batches

Client must wait

Sensitivity to fluctuations

Poor flexibility

Necessity to make forecasts

sensitivity to mistakes

(fashion, trends, evolutions…)

Enterprise less competitive and eventually weakened HC online is a personal and private initiative – all rights reserved © Chris HOHMANN

March 17th 2005

Consequences of quick changeovers

quick Changeovers

Change as often as necessary

Small batches

short delays Very flexible

no financial immobilization

No inventories

Client swiftly satisfied

Very reactive

no necessity to make forecasts Orders processed real time

No sensitivity to mistakes

Competitive enterprise

HC online is a personal and private initiative – all rights reserved © Chris HOHMANN

March 17th 2005