2018 Manufacturing Conference

June 7, 2017

INNOVATING FOR OUR FUTURE

Treat your Changeovers Like a Pit Crew Would

By Jeff Root

VP Quality & Operations

GM Nameplate

What do we mean by Quick Changeover?

What is SMED?

• SMED is an acronym for Single Minute Exchange of Dies also known as quick changeover.

• SMED development is typically attributed to Shigeo Shingo of Toyota in the 1960’s and 1970’s

• SMED is one of the foundational tools that must be in place for a Lean Manufacturing System to thrive

• SMED aims to dramatically reduce the time required to changeover a machine or process

• Single Minute typically implies single digit minute or less than 10 minute changeovers.

• But if you want to try for 1 Single Minute changeovers, more power to you!

So what’s the big deal, why should I care about SMED

Benefits of SMED/quick changeover

• Allows for smaller batches to produced economically

• Significantly increases flexibility in your operation

• Reduce Inventories

• Reduce lead times

• Allow for quicker recoveries if manufacturing issues arise

• Allows for better quality• How so??? Doesn’t SMED just imply we are going to do fast sloppy setups.

• SMED allows for Smaller batches, Small batches= shorter lead times, shorter lead times = faster feedback on each batch, and more learning cycles, which we can use to improve quality in manufacturing

• Smaller batches result in better operators focus compared to large batch production• Smaller batches allow for less time for process drift

• Improved planning and processes in your changeovers, driven by SMED can reduce complexity and variation and therefore improve the quality of your outputs

Bill Murray SMED Expert???

Relationship between Changeover and Batch Size• Long changeovers in your processes require you to run very large

batches of work in order to produce them economically

• In contrast very quick changeovers allow you to run a much smaller batch economically, and reduce work in process, inventories, compress lead times and significantly increase flexibility in your manufacturing operation.

Potential process variation over a large batch

Upper Spec Limit

Lower Spec Limit

Target Process Variation

Part 500 Part 1000Part 250

Out of Spec

Out of Spec

Time for a quick changeover!

Upper Spec Limit

Lower Spec Limit

Target Process Variation

Part 500 Part 1000Part 250

Out of Spec

Out of Spec

Even better time for a quick changeover!

Upper Spec Limit

Lower Spec Limit

Target Process Variation

Part 500 Part 1000Part 250

Out of Spec

Out of Spec

But we don’t want to do multiple setups

• With SMED we can make our setups so easy, that tearing down a setup is no big deal

• You get better at what you do frequently. The more setups we do the better you will get.

• The value that small batches provide in flexibility, reduced inventories and lead times far, far outweigh the cost of more setups (particularly when using a SMED approach)

• Setups with large batches have to be even more precise due to the fact that processes will vary more significantly over the course of a large batch than a small batch of production.

Traditional Changeover SMED Quick Changeover

• Think in terms of Setup Only• Not Measured• Lots of travel required

• Consider entire changeover process• Measure It!• Little travel required

• Time consuming screw operations for mounting tools, fixtures etc on to equipment

• Quick Release Clamps or magnets for mounting/positioning

• Several Adjustments • Positioning jigs/fixtures/etc

• No Separation between internal and external Setup tasks

• Separate Internal and External Setup Tasks

• Setup as defined from start of setup to end of setup

• Changeover defined as time from last good piece of lot/batch A to first good piece of lot/batch B

• Everything is custom • Universal tooling, or more standardized tools and processes

Quick Comparison Between Traditional Changeover to SMED

Internal Changeover External Changeover

• Changeover activities that must occur when the machine is not running

• Tool Changes• Positioning adjustments

• Prep work and other activities that can occur while machine is running

• Fetching tools and supplies• Clean Up activities

Internal Changeover vs. External Changeover

Suggested steps to convert from traditional changeover to SMED• Step 1 – Observe current changeover state. There is likely little

differentiation between internal and external setup.

• Step 2 – List changeover steps and separate what is currently external changeover vs what is currently internal changeover

• Step 3 – Convert as many internal changeover activities as possible to external changeover activities

• Step 4 – Eliminate non value added changeover tasks

• Step 5 – Optimization and Continuous Improvement of both internal and external changeover activities

Quick Changeover Guidelines

• Optimize internal setup. Turn screws into quick clamps, magnets etc. Profile or catalog your settings for the next run. Use positioning guides for faster locating

• Think of the equipment operators like a surgeon. I wouldn’t want my surgeon walking all over the operating room fetching supplies mid operation.

The People Side - Tips for gaining buy in on quick changeover• Involve all employees that are impacted by the changes

• Train and explain the benefits of quick changeover regularly

• Solicit ideas from operators, leads, and others

• Gamify it (Friendly competition, leaderboards, fastest changeover contests, best improvement ideas, etc.)

• Measure and visually report on changeovers

• Audit the performance, and continue to solicit input. Monthly changeovers meeting, etc.

• Exchange ideas and share best practices even among departments with very different types of equipment

• You get even better at what you teach, so encourage folks to teach each other about quick changeover

• Set the expectation, inspect the expectation, reinforce the expectation!

-Paul Akers, 2 Second Lean

GM Nameplate Previous State prior to Quick Changeover and Lean ThinkingTraditional process. Customer orders 10,000 parts, with split deliveries of 1000 parts a month for 10 months. Traditional state, we build 10,000 because long setups, deliver 1000 the day they are done, and warehouse the other 9000 and release as demanded. Improved state build 1000 at a time and ship 1000 a month per customer request. Ideal state build 250 a week. React and improve next order if any quality issues occur.

Previous State

• Ask an operator how long does it take you to setup. Response 30 minutes. Okay is that your last part. Yes. “Okay I am timing you then, ready set, go” Oh wait. I still have to clean up. Then tear down, then gather my tools, have a smoke break, coming back, clock back in, gather the tools, then start the setup in 30 minutes.

• From that we have tried to change the conversation from setup to changeover

Look at the Process flow and spaghetti trail of the

changeover activity

GM Nameplate SMED Case Study #1Screen Printing Press Changeover

Typical Previous State Travel Pattern for Screen Printing Changeover

• Approximately 1000’ of walking required taking 5 minutes per changeover

Improved State Travel Pattern for Screen Printing Changeover

• Virtually ZERO walking required!!!

Screen Changeover Process FlowStep Operation1 Shoot screen

2 inspect screen

3 Block Out Screen

4 Tape out screen

5 Tape ink card holder

6 Print last sheet of prior job

7 Pull Used Squeegee

8 Pull Used Flood Bar

9 Clean Screen Thoroughly

10 Pull Used Screen

11 Return Screen to dark room

12 Clean flood bar

13 Clean squeegee

14 Load New Screen

15 Perform wet register setup

16 or Perform dry register setup

17 Set guides

18 Load New or Cleaned Squeegee

19 Load new flood bar

20 Tape and Cover vacuum holes

21 set travel of press

22 Set off contact

23 Load Ink

24 Print first or cleanup sheet

25 Print Color Check Sheet

26 Inspect First Sheet

27 Cure First Sheet

28 Perform adhesion check

29 Verify Color (visual or color reading)

30 Adjust Color

31 Sign off color

32 Adjust Register

33 Sign off on setup

Screen Department Traditional Changeover Process

Printer Assistant/Water SpiderPrint last sheet of prior job Gather all materialsPull Used Squeegee and set aside Clean used squeegeePull Used Flood Bar and set aside Clean used flood barPull Used Screen Wand self and printer to ticketSet Used Screen on saw horses Verify part number and revisionLoad New Screen Perform adhesion checkLock Down Screen Frame Gather materials for next colorLoad New or Cleaned Squeegee Clean Used screenLoad new or cleaned flood bar Return used screenLower Frame and Set off contact Perform second adhesion checkPerform wet register setup Count Sheetsor Perform dry register setup Review Ticket for sign offsSet guides (tape to bottom of screen) Inspect next screenTape and Cover vacuum holes Tape out next ScreenSet or adjust squeegee strokeSet squeegee/flood bar pressureLoad InkAdjust squeegee/flood bar pressurePrint first or cleanup sheetPrint Color Check Sheet and cureMeasure color if necessaryApprove Color with ink technicianInspect First SheetCure First SheetSign off setup with Lead or Mgr.

Screen Department Quick Setup & Changeover Process Guidelines

GM Nameplate SMED Case Study #1Screen Printing Press Changeover

Screen Printing SMED Case Study

• Last audited changeover time check = 12 minutes• Eliminated a non value add step that would have added 15 minutes to the setup

• We didn’t see one opportunity for improvement during that 12 minutes setup• We saw about 20. Screw adjustments that should be converted to quick release

clamps, better space utilization for faster clean up, better positioning fixtures, etc, etc.

• Typical changeovers have gone from as long as 60 minutes to under 30 minutes, many in less than 15 minutes.

• Where are procedures hurting your changeover time more than helping your quality control.• For us it was an instruction that you must apply and dry 5 coats of ink behind this color. We

eliminated this requirement.

GM Nameplate SMED Case Study #2 – Clam Shell Die Cutting

• Again separated internal changeover from external changeover

• Staged dies for several hours worth of production to the press

• Converted mounting screws to install and remove tools to a Magnetic attachment, cutting tool change from 2 minutes to under 10 seconds per changeover!

• Reduced a typical changeover from 20 minutes, to under 10 minutes.

Other SMED ideas we are exploring at GM Nameplate• Video record changeovers and watch them back like a football coach

breaking down game film• Use “water spiders” to improve changeovers.

• Water Spiders are a highly capable person that can predict and provide the materials needed in a systematic way to improve the flow of work for the entire area (not an unskilled position that is just simply a fetcher)

• Gamify it! Make friendly competitions, leaderboards, best idea contests, etc.

• Practice at home – quick changeover to prepare your day• Solicit input from equipment manufacturers• Invest in simple inexpensive equipment.

• Clamshell Die Cutter vs. Clicker press (fewer moving parts can lead to faster changeovers)

Measure and Gamify Your SMED efforts• Ensure you have a may to

measure your changeover times

• Consider a visual Fastest Changeover Leaderboard in a prominent area

• Encourage friendly competition and perhaps prizes for fastest changeover and best changeover improvement ideas

• Audit and report on your changeover processes regularly

Further Learning about SMED

• A Revolution in Manufacturing: The SMED System, Shigeo Shingo

• Gemba Academy, www.gembaacademy.com

• 2 Second Lean, Paul Akers

• The Goal, Eli Goldratt

• YouTube

http://www.gembaacademy.com/

SMED Conclusion

• SMED is a huge value to any manufacturing organization

• SMED allows for small batches to be produced economically

• SMED dramatically increases flexibility in a manufacturing facility

• The SMED tools are wonderful, but changing the behavior and gaining buy in still takes time

• Measure It, and include the entire changeover time not just setup time.

• Gamify it – Fastest Changeover Board, Best changeover improvement contest etc.

• Continue to improve it

• Externalize, externalize, externalize. Get ready for your changeover before it has to begin. Get ready for the next changeover as you start production on the previous batch.

• Use statistics to prove that certain “requirements” of your changeover process, are really just non value add over processing waste

• We have a long way to go, we feel we are just scratching the surface but through continuous improvement efforts, we can get changeovers from 30 minutes to less than 10!

• Think like a pit crew. How can I get that car back on the track as fast as possible?

Questions???

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