Single Minute Exchange Of Die Research Articles

Priorities of Critical Success Factors for Lean Production Implementation of China’s Factories

As demonstrated by the existing literature, lean production and management can contribute to the improvement of firm performance. However, there are many companies that struggle to apply its ethos and practices. The key point is that lean production differs from traditional mass production in many ways. Other than that, numerous studies have shown that business management systems must take into account both soft power and hard power. The main purpose of this study is to use the Analytic Hierarchy Process (AHP) and Analytic Network Process (ANP) tools to find out the soft and hard power factors, rank their importance in identifying the key success factors for the introduction of a lean production system, and assist in making the company’s transformation smoother and more successful. The research results verify that a lean production system needs to take into account both soft power and hard power. Lean management in this study concludes the following priorities of critical factors: In hard power (technical dimension): (1) 5S, (2) seven major wastes, (3) solutions to lean production-related issues, (4) storage location management and warehouse management, (5) single minute exchange of die, and (6) total productive maintenance; In soft power (management dimension): (1) teamwork, (2) communication, (3) leadership, (4) culture, (5) initiative, and (6) employee training. The combination of soft power and hard power can improve the success rate of lean management system introduction.

Time reduction in changing of plastic injection mold part bottom cover injection machine size 380 ton

This study focuses on enhancing efficiency by reducing the time required to adjust plastic injection molds on a 380-ton machine. The setup time for mold change was 61 minutes, exceeding the company's target of 30 minutes. The research employed a quasi-experimental approach, capturing pre-improvement data, measuring the time for each mold change, and documenting sub-work steps using a Flow Process Chart and a Man-Machine Chart. The main activities identified were mold change and Jig robot adjustment using the Quick changeover technique, involving internal and external activities. The study revealed that some mold-changing steps could be prepared in advance, and applying SMED (Single Minute Exchange of Die) and ECRS (Eliminate, Combine, Rearrange, Simplify) principles led to the identification of seven external adjustment steps. Assigning another employee to assist in these steps significantly reduced the average mold adjustment time to 28 minutes, representing a 54.09% improvement.

Lean management methods: Evidence from the manufacturing industry in the Czech Republic

Lean management is a way to satisfy the increasing customer demands while maintaining production efficiency. This paper aims to map and analyze the level of use of lean management methods in the manufacturing industry in the Czech Republic. It searched for links and dependencies between company size, production type, and lean management methods in operational processes. The data were obtained from a nationwide survey within the manufacturing industry companies and were presented using descriptive statistics. A structured questionnaire was sent to 469 manufacturing companies with a return rate of 18.8%. Nonparametric statistical analysis (Fisher’s exact test) was used to confirm or reject the hypotheses. The research results confirmed the dependence of lean management methods on company size and production type. Lean management methods are used mainly by large enterprises, while micro- and small enterprises rarely employ them. Considering production typology, lean management is applied in serial production, and Single Minute Exchange of Dies (SMED) prevails. The most used techniques in mass production include the method of order in the workplace (5S) and Kaizen. The findings suggest that the future of industrial output should focus on sustainability and rationalization of production resources, which is offered by the synergy of lean management and Industry 5.0. AcknowledgmentThis paper is co-financed by IGA/FLKR/2023/002 Rationalization and Sustainability of Resources in Production-Logistics Processes the Czech Republic and RVO/FLKŘ/2024/01 Logistic Systems Safety.

Reduction of Setup Times in a Metal Fabrication Company Using a Lean-Sigma Approach

Manufacturing companies face demand fluctuations and must deliver the required quantity of parts to their customers within the required time; however, companies face different challenges in fulfilling them. One is technological advances, which make it impossible for them to compete with other countries, such as China, due to financial issues. Therefore, manufacturing companies use continuous improvement methodologies to achieve better performance in their processes. Six Sigma and Lean Manufacturing are some of the best-known approaches. This article briefly presents the application of a lean sigma approach oriented to solving problems. This research proposes a methodology based on Lean Sigma that contrasts what different authors currently do: continuous improvement projects that take up to 12 months to produce results and do not solve a problem. This implementation is conducted in a process that manufactures metal parts and fails to deliver them on time to its customers. Using tools such as the Single Minute Exchange of Die (SMED) in a production line, on-time deliveries were increased from 89 % to 96 %; at the same time, the model change times were reduced by approximately 60 %, which is required for the implementation of this methodology for only four weeks, unlike the traditional six-sigma approach that can take up to 12 months to improve the process.

Financial Management Strategies for Implementing Lean Manufacturing in the Footwear Industry

The concept of lean manufacturing, initially developed to maximize resource utilization by minimizing waste, has evolved to address the needs of a rapidly changing and competitive business environment. Footwear industries face significant challenges and complexities that require a systematic and continuous response to maintain and enhance product value. Implementing lean manufacturing practices has become essential for these organizations to sustain and thrive in such a dynamic landscape. However, successful implementation is not solely dependent on operational adjustments but also on strategic financial management. This research examines the financial management strategies necessary for the effective implementation of lean manufacturing in the footwear industry. It emphasizes the importance of integrating financial planning with lean principles to ensure comprehensive and sustainable improvements. Key lean elements such as Value Stream Mapping (VSM), Cellular Manufacturing (CM), U-line systems, Line Balancing, Inventory Control, Single Minute Exchange of Dies (SMED), Pull Systems, Kanban, and Production Levelling are explored in detail. The study demonstrates how a focused approach to financial management can support these lean elements, enabling footwear companies to optimize resource allocation, reduce costs, and improve efficiency. By aligning financial strategies with lean manufacturing goals, organizations can achieve significant economic and operational benefits. This includes better cash flow management, investment in continuous improvement initiatives, and a robust framework for measuring the financial impact of lean practices. Through a comprehensive analysis of these financial strategies, the research provides valuable insights for footwear companies aiming to implement lean manufacturing successfully. It highlights the need for an integrated approach that combines financial acumen with lean methodologies to drive value creation, enhance competitiveness, and ensure long-term sustainability in the industry.

Implementing Lean Manufacturing to Optimize Service Level: An Industrial Lubricating Oils Processing and Marketing Company Case Study

This research aims to implement a lean manufacturing management model using tools such as value stream mapping (VSM), single-minute exchange of die (SMED) and autonomous maintenance (AM) to improve the service level within petroleum refining companies. Moreover, its objective is to mitigate the technical gap that leads to monetary losses for the company in question. In terms of methodology, the research used a case study design focused on pre-test and post-test analyses to identify the key improvements. The results revealed a 35 % reduction in company losses and an increase of 19 % in the service level.

METODOLOGÍA PARA MAXIMIZAR EL OBJETIVO DE PÉRDIDAS CERO MEDIANTE SMED EN LA INDUSTRIA ALIMENTARIA

The application of SMED (Single Minute Exchange of Die) gives rise to more than just reduced machinery changeover times. Correct application of SMED also reduces other types of losses which occur in the workplace and which all companies consider highly significant because of the industrial and social context in which they operate. The proposed methodology integrates prior analysis of both machinery and process, analysis and structuring of tasks, the expertise of personnel involved in applying SMED, tools that support SMED, KPI/KAI (Key Performance Indicator/Key Activities Indicator) analysis systems and standardisation. This will enable reductions in other workplace losses, such as occupational accidents and process defects that can lead to poor-quality products, as well as continuous monitoring of the machinery to reduce the number of breakdowns, etc. This article shows that the application of SMED brings discipline, task analysis, and a better understanding of machinery and worker expertise, at the same time helping to improve behaviours - indispensable aspects when seeking improvements. Usage of the performance indicators set out has been the key to demonstrating that if workplace accidents and manufacturing costs are decreased, the quality of the manufactured product is increased. Keywords: SMED; Zero losses; 5 Whys, Breakdown Analysis; Twelve Steps

Implementasi Metode Single Minute Exchange of Dies Untuk Optimasi Setting Time Mesin Flexo B1 Grup C Pada Carton Box Departement PT. A

PT. A is a company engaged in the production and sale of paper, cardboard boxes, and other similar products in Indonesia. The products it offers include paper, tissue, packaging, and other products. The Carton Box Department, from the results of observations made, the average actual setting time on the Flexo B1 Group C machine is 47 minutes/order, this is one of the weaknesses that causes a 32-minute gap from the target set by the company which is 15 minutes/order. The research objectives are to analyze, improve, and obtain improved setting time results on the Flexo B1 Group C machine and the production process time carried out. The SMED (Single Minute Exchange of Dies) method is one approach that can be pursued in improving setting time. The influence of the SMED (Single Minute Exchange of Dies) method in optimizing the setting time of the Flexo B1 Group C machine results in a decrease in setting time with a setup duration of 49.11 minutes, normal time of 59 minutes, and standard time 66 minutes to a setup duration 25.36 minutes, normal time 27 minutes and standard time 34 minutes and the percentage obtained is 51.8%. Keywords: Lean Manufacturing, Productivity, Single Minute Exchange of Dies

Reducing Dandory Exchange Process Time on 1800 Ton Injection Molding Machine Using the Single Minute Exchange of Dies (Smed) Method at PT Takagi Sari Multi Utama

Takagi Sari Multi Utama is an automotive company engaged in injection molding, producing automotive products such as motor vehicle parts, car interiors, and exteriors. One of the main influences of the prolonged dandory process is the distance between the mold parking area and the machine, resulting in a total process time of 48.95 minutes, while the company's standard is set at 40 minutes. Minimizing the time can cause the dandory process of mold change using the Single Minute Exchange of Dies (SMED) method by converting the time of internal setup activities into external setup activities. The improvement results using the Single Minute Exchange of Dies (SMED) method reduced the time to 27.67 minutes or equivalent to 1,660.13 seconds. The reduction in dandory mold change process time on the 1800T injection molding machine is 21.29 minutes or equivalent to 1,277.16 seconds, with a percentage decrease of 44%

Network Meta-Analysis for Determining the Best Lean Tools Synergy to Improve Productivity by Reducing Rework in Garment Factories

The textile industry plays an important role in the global economy; however, it faces persistent challenges related to reducing rework for improving productivity. The purpose of this study is to summarize some scientific researches about production delay caused by rework in a clothing and accessory industry. It provides a general overview of the current state of knowledge concerning the interdependence between reduced productivity and rework rate. The research process is based on the Functional Analysis System Technique. It facilitates a systematic examination of sequential and logical steps necessary to achieve objective and attain outcomes. Functional Analysis System Techniques not only provides a structured methodology but also aids in identifying the successive functions crucial for attaining desired outcomes. The initial phase involves conducting a comprehensive systematic literature review focused on productivity issues stemming from rework within the textile industry. The first phase, related to the Seiri of the 5S methodology, involves conducting a comprehensive systematic literature review focused on productivity issues stemming from rework within the textile industry. Subsequently, the filling of a literature review synthesis matrix using Excel is conducted which represents Seiton. Next, focusing specifically on the Lean tools employed utilized and the corresponding productivity improvements, data are extracted. This corresponds to Seiso step. Following this, a Network Meta-Analysis is applied, representing the Seiketsu. Finally, the identification of the most effective Lean tools combination to reduce rework is undertaken, corresponding to Shitsuke. As results, the Ishikawa Diagram appears to have obtained the best ranking position according to the rankogram. Ishikawa Diagram is often associated with other tools to multiply its performance. The study's findings highlight that the Ishikawa, Pareto, Single-Minute Exchange of Die and Work Study combination emerges as the most effective approach for minimizing rework and enhancing productivity, as indicated by the League Table. This network meta-analysis provides a comprehensive overview of the Lean tools synergy effectiveness in rework reduction and productivity improvement strategies in textile industries. While powerful, Network Meta-Analysis has limitations including reliance on indirect comparisons from studies that may not directly compare all treatments, inheriting biases and complexities, which can pose challenges in assessing result certainty.

SMED 4.0: a development of single minute exchange of die in the era of Industry 4.0 technologies to improve sustainability

PurposeThis paper recommends a method entitled “SMED 4.0” as a development of conventional single minute exchange of die (SMED) to avoid defect occurrence during production and improve sustainability, besides reducing setup time.Design/methodology/approachThe method builds upon an extensive literature review and in-depth explorative research in SMED and zero defect manufacturing (ZDM). SMED 4.0 incorporates an evolutionary stage that employs predict-prevent strategies using Industry 4.0 technologies including the Internet of Things (IoT) and machine learning (ML) algorithms.FindingsIt presents the applicability of the proposed approach in (1) identifying the triple bottom line (TBL) criteria, which are affected by defects; (2) predicting the time of defect occurrence if any; (3) preventing defective products by performing online setting on machines during production as needed; (4) maintaining the desired quality of the product during the production and (5) improving TBL sustainability in manufacturing processes.Originality/valueThe extended view of SMED 4.0 in this research, as well as its analytical approach, helps practitioners develop their SMED approaches in a more holistic way. The practical application of SMED 4.0 is illustrated by implementing it in a real-life manufacturing case.

Improving changeover techniques in apparel manufacturing through single minute exchange of die: implications for benchmarking

PurposeBangladesh's ready-made garment (RMG) industry plays a vital role in the economic growth of this country. As the global trend in the fashion market has introduced a high-mix, low-volume ordering style, manufacturers are facing an increased number of changeovers in their production systems. However, most of the Bangladeshi RMG manufacturers are not yet ready to respond to such small orders and to improve the flexibility of their production systems. Consequently, the industry is falling behind in global market competition. Thus, this study aims to advance the current performance of RMG manufacturing operations to respond to the fast-fashion industry's challenges effectively using quick changeover.Design/methodology/approachIn this study, a Single-Minute Exchange of Dies (SMED) is applied to attain quick changeover following the best practices of lean manufacturing.FindingsThis study examined the performance of the SMED technique to reduce changeover time in two case organisations. The changeover time was reduced by 70.76% from 434.56 min to 127.08 min and 42.12% from 2,664 min to 1,542 min for the case organisations, respectively. The results of this study show that companies require improved changeover times to address the demand for high-mix, low-volume orders.Originality/valueThis study will certainly guide practitioners of the RMG industry to adopt SMED to reduce changeover time to meet small batch production.

Implementasi Metode Single Minute Exchange of Dies di Bagian Packing Dalam Upaya Meminimasi Pemborosan (Waste) Dan Peningkatan Produktivitas (Studi Kasus PT. SF)

PT. SF is a company engaged in the pharmaceutical industry. This company has several problems faced, one of the problems that often occurs is the high time in the machine setup process , so that the fulfillment of production targets is disrupted. The number of types of products makes the number of model change processes which of course have different types, so that this has an impact on the amount of production produced. Therefore, this study was conducted to minimize setup time using the single minute exchange of dies (SMED) method. The results showed that there were 5 work stations in the packing section, where of these 5 work stations the one with the highest setup time was the cartoning machine workstation with an initial setup time of 63,84 minutes. After applying the single minute exchange of dies (SMED) method, the setup process can be lowered to 46,69 minutes. So it can save set-up time by 17.15 minutes. Keywords: SMED implementation, setup time improvement, internal setup, external setup

APPLICATION OF THE SMED METHODOLOGY FOR REDUCING SETUP TIME IN THE ASSEMBLY OF ELECTRONIC COMPONENTS ON PRINTED CIRCUIT BOARDS

This work presents a case study that uses one of the tools of the management system TPM (Total Productive Maintenance) or "Total Productive Maintenance", known as SMED (Single Minute Exchange of Die) "Tool exchange in just one minute digit”, created by Shigeo Shingo. In this work, a Pareto chart and a cause-and-effect diagram were used. Its objective is to demonstrate an improvement proposal achieved by an Industry of Polo De Duas Rodas in Manaus / AM that reduced the number of hours stopped in a production line assembly of components, thus being able to respond to the increased demands of its customers. This research concludes emphasizing that with the implementation of the steps of this methodology, it was possible to achieve an expressive increase in production, with a 78% reduction in the time spent to carry out the setup of the production line.

Using the Single Minute Exchange of Die (SMED) Method to Minimize Machine Setup Time: A Case Study

PT. GTC is a company that produces automobile tubes facing problems with an increase in demand of up to 20% from the previous year. From 4 existing divisions named mixing, extruding, splicing, and curing, it was found that the extruding division was unable to meet the production targets set by the company. There are several causes, including high setup time. This research aims to reduce setup time by applying the Single Minute Exchange of Die (SMED) method to the production process in the extruding machine-1 that produces automobile tube sizes 5.50-13 and 7.00-14. Converting activities no. 2, 3, and 14 from internal activities to external activities, changing the layout of the die, core, and adjuster key storage table, dies unification, and installing a Temperature Control Unit to control steam to the extruder head can reduce setup time from 45 minutes to 22 minutes or 51% from the initial setup time. These improvements succeeded in increasing the productivity of the extruding division up to 93.9% in January 2023. Keywords: single-minute exchange of die, SMED, setup time, production achievement, unification

Penerapan Lean Manufacturing untuk Meminimasi Proses Dandori Mesin Molding Pada PT XYZ dengan Metode SMED

PT XYZ is a manufacturing company that produces various products, such as molds and several spare parts. The production process often experiences wasted time at the machine setup stage, known as dandori. To avoid production delays, companies need to increase their productivity. This research aims to propose the application of Lean Manufacturing methods, especially SMED, to reduce machine uptime by focusing on optimizing external activities in mold making. Through the application of the Single Minute Exchange of Dies (SMED) concept, fourteen internal activities were changed to eight internal activities, resulting in improvements with a reduction in machine setup time from 44 minutes to 22 minutes, or a reduction of 50%. The hope is that these results will increase the company's output significantly.

Reducing Model Changeover Times in the Metal Packaging Printing Process: A Case Study

The objective of this research is to decrease the duration of model changeover times in the metal package printing process. The study involved the collection of data on the changeover times of the LP7 offset printer model, followed by the utilization of flow process charts to examine four different activities: Feeder, Printer, Coater, and Stacker. It was discovered that certain procedures experienced delays and exhibited prolonged durations. Hence, this study proposed guidelines for improvement aimed at minimizing the duration required for model alteration through the application of the Single Minute Exchange of Die (SMED) principle, achieved by transitioning internal tasks to external tasks. The application of the ECRS method involved the creation of an additional equipment to scoop ink, the use of ink duct foils to cover an ink plate, the rearrangement of work sequences, and the set of pallet shelves. The results indicated that there was a decrease in changeover times in the Printer activity, from 221.26 minutes to 167.26 minutes, resulting in a reduction of 24.41%. Similarly, in the Coater activity, the changeover times decreased from 79.45 minutes to 49.45 minutes, representing a decrease of 37.76%. Additionally, in the Stacker activity, the changeover times decreased from 55 minutes to 30 minutes, representing a reduction of 45.45% compared to the previous duration.

Reducing dandori processing time using the single minute exchange of die method in swaging areas in automotive rubber components company

The automotive component company is engaged in the manufacture of automotive rubber components. Based on data obtained from field observations, it was found that the Dandori process on the swaging Nox machine, especially TA090 type, had the highest downtime compared to another component. Based on these problems, research uses the Single Minute Exchange of Die (SMED) method to reduce Dandori downtime in the TA090 swaging process. The SMED method was carried out in three stages: 1. identify internal and external setup, 2. Converting internal to external setup, and 3. Streamlining aspects of operation. In addition, it also used data processing tools, namely SMART, fishbone, and 5W+1H as support to solve this problem. Improvements were made by converting internal work elements into external ones and streamlining aspects of operation by improving on man, method, and machine/tools categories. The result of these improvements was a decrease in downtime of 39 minutes 48 seconds and the improvement efficiency achieved was 81.2%.

Development of a method for evaluation of internal processes in Brazilian Emergency Care Units (ECUs) through Toyota Kata and Single Minute Exchange of Die (SMED)

Development of a method for evaluation of internal processes in Brazilian Emergency Care Units (ECUs) through Toyota Kata and Single Minute Exchange of Die (SMED)

Reduction in setup time for the POLO part on the MAUSA B CNC machine

With the increasing demand for industries to enhance production at reduced costs while minimizing lead time, adopting efficient tools and techniques to optimize the manufacturing process has become crucial. The primary objective of this study was to boost productivity and simplify the entire setup process for the Polo component on a MAUSA B CNC machine by introducing the SMED (Single Minute Exchange of Die) approach, which aims to minimize machine and tool setup duration. The process in question has a lengthy manufacturing cycle, necessitating the implementation of sophisticated approaches to achieve substantial outcomes in reducing the cycle. Additionally, the process requires well-structured planning, which differs from serial processes where minor solutions can yield significant benefits in terms of cost and production cycle reduction. This article outlines the solutions and enhancements utilized in the process.