Single Minute Exchange Of Die Research Articles

Waste Minimization Using Lean Tools in a Selected Ready Made Garments Factory in Bangladesh

Ready Made Garments (RMG) industry plays an important role for the economic development of Bangladesh. This industry has promoted our country in the world through the motto ‘Made in Bangladesh'. But this sector has got a number of formidable challenges for the sustainable future growth. The phase out of export quota system has made the trading environment severely competitive. Moreover, in today's fast fashion, customer wants to get products of low cost and short lead time. To sustain in this competitive market, there is no alternative to adopt lean philosophy in every sphere of apparel industry for the sustainable development. The concept of lean is to eliminate the wastes that don't add value for the products and to reduce the lead time. This study focused on the reduction of lead time by minimizing the wastes that are responsible for longer lead time by using lean tools. Data was collected using time study method. Some data were also collected from interviewing with management. Then the current state of the value stream mapping was drawn. Wastes were identified by using value stream mapping. Pareto analysis was used to rank the wastes which were playing significant role for long lead time. Then root cause analysis was used to identify causes behind the wastes. Lean tools like Kanban, Single Minute Exchange of Die and Total Productive Maintenance were used to minimize the wastes. Then the future state of the value stream mapping was drawn that depicted the improvement. Finally, this study suggested some recommendations for minimizing wastes and making their processes more efficient and leaner. This study extracts the common scenario of the garments sector of Bangladesh by depicting the existing pictures of the value stream. It is high time apparel industry of Bangladesh fully absorbed lean philosophy and walked through the path of continuous improvement.

Reducción de tiempos de espera en el cambio de modelo mediante la aplicación de la herramienta SMED, un caso de estudio

In the management of the production, SMED (acronym of Single-Minute Exchange of Die) derived from the Lean Manufacturing methodology can be interpreted as a philosophy of work born in Toyota, its application is based on the elimination of waste in a sustainable way over time, allowing improve the productivity. This research presents the application of the SMED methodology in a company specialized in the production of honeycomb type packaging, where the main problem is in the line of CHS, this produces the main component of the product, however, the delay time is up to 71 minutes per model change, adjustment of the machine and then the start, reflecting in 1500 pounds of delayed product, being affected in customer response times, generating overtime and not meeting the daily production goals. The objective of this research is to reduce the time of preparation and assembly of the tooling according to the requested changes, through the application of SMED a flexible production system will be obtained that allows responding to the constant changes in the market, reduction of delivery times and increase in production capacity.

Optimizing equipment efficiency: An application of SMED methodology for SMEs

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.

Redução do tempo de setup por meio da técnica single minute exchange of die em empresa do setor de linha branca

O artigo apresenta a redução do tempo de setup por meio da aplicação da técnica Single Minute Exchange of Die (SMED), em uma empresa do setor de linha branca. A pesquisa foi desenvolvida por meio de entrevistas aos funcionários e acesso aos dados de produção, extraídos do sistema informatizado a empresa. O estudo de caso avaliou as atividades do setup da prensa do setor de estamparia de uma linha de montagem de fogões. Os resultados da pesquisa mostram as fases de implantação da técnica SMED, com avaliação das atividades de setup interno e setup externo; a conversão de setup interno em externo, e a padronização das atividades de preparação, as quais foram executadas como setup externo. Os ganhos obtidos com a redução do tempo de setup comprovam o uso da técnica SMED na melhoria da eficiência e aumento da capacidade produtiva.

Single-minute exchange of die (SMED): a state-of-the-art literature review

Competitive companies which are guided by the productivity enhancement employ the lean tools such as single-minute exchange of die (SMED) to reduce the setup time. This study presents a review of the state-of-the-art literature including 130 articles related to single-minute exchange of die and proposes a classification and analysis of the reviewed works. The classification was based on categories, areas, research methods, tools, implementation, results, and countries. This review emphasizes lean tools within the single-minute exchange of die technique. To this end, the study allows dissemination of the knowledge gained from the literature on single-minute exchange of die, and it presents the classified articles that used the Shingo stages in the implementation of the setup reduction.

A Review of Lean Manufacturing Tools in Automobile Industries

Lean manufacturing is a concept which is developed for the purpose of reducing the waste generated with increase in the utilization of resources. The term lean was formulated and designed in order to respond to the fluctuations and to challenge business environmental competition. In today’s scenario, business environments are rapidly changing. Thus, forcing organizations to face the challenges along with the complexities. Many of the organizations, such as manufacturing or service oriented related to survive are dependent ultimately to the systematic and continuous respond for the changes which are enhanced with the product values. In order to achieve this perfection, value adding process plays a major role. Thus, for many type of organizations, implementation of a lean manufacturing system becomes a core competency in order to sustain. From analyzing the studies based on lean management major part of study describes only a single part of the lean element, only very few studies focus on a greater number of aspects of lean element. In order for successful lean manufacturing implementation, the organization have to focus on many aspects such as Cellular Manufacturing (CM), Line Balancing, 5S Techniques, Value Stream Mapping (VSM), Inventory Control, U-Line system, Kanban, Pull system, Just-In-Time (JIT), Single Minute Exchange of Dies (SMED), Production levelling, Bottleneck effect etc.… From this paper, we have analyzed and developed lean route map which can able to implement lean manufacturing system in organizations

Implementação da ferramenta SMED para melhoria contínua em um processo de troca de formato na planta industrial de papel tissue: uma análise Bibliométrica

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.

The validation of productivity on the changeover activity at the automotive stamping press line by comparing the embedded SMED frame-work versus SMED approach: A witness simulation case study

Single-Minute Exchange of Die (SMED) is a popular method used to optimize the die change processing time. The purpose of this study is to identify on how to reduce set-up time by using Embedded SMED in automotive stamping press line. An actual case study at an automotive company XYZ in Malaysia was conducted based on parts supply issues. The observations, assessments and standard manufacturing practices were carried out during the study. WITNESS simulation software was used to identify the critical processes and also enable the validation of actual output based on the production. The result of the particular press line (combination of 800 Tons and 500 Tons machines) which produced 6 parts in 1-shift operations with small lot size output has been identified and improved. The significant improvement based on the Embedded SMED compared to conventional SMED approach showed a decreasing change-over time from an average of 12.51 minutes to 9.41 minutes (effectively a single-digit minute) resulting in circa 62% reduction.

Improving the Machining Process of the Metalworking Industry Using the Lean Tool SMED

The project here presented was developed in a metalworking company, where several areas requiring improvement were identified. The study addresses the elimination of waste and increase of productivity in the machining sector of the company. To this purpose key processes were identified and mapped using flowcharts and VSM (Value Stream Mapping). Achieved improvements involved decreasing setup times by resorting to the lean tool SMED (Single Minute Exchange of Die). Setup times were reduced in 40% on the vertical milling machine of the company, and in 57% on the horizontal milling machine.

Optimization of the cold profiling process through SMED

In a more and more competitive and industrialized market, it is essential that companies realize that the way forward must go through the optimization of their production processes, reducing the costs and increasing product quality. Nowadays it’s necessary to adopt innovative management models that can provide increased productivity at minimal costs, such as the Lean thinking. The metalworking industry is integrated into one of the most competitive existing markets in Portugal. Given this, it’s fundamental to reduce the waste in all sectors of the production process, using the good Lean principles and practices, such as the Single Minute Exchange of Die, also known as SMED methodology. This paper presents a project of implementing the SMED methodology in the cold profiling process, in a population of five different profiling machines. The results of the SMED implementation show an average OEE improvement of 10,8%.

Improving production systems with lean: a case study in a medium-sized manufacturer

Lean principles and tools have been increasingly employed in companies across several sectors, with numerous successful implementations both inside and outside production environments. In the case of Portuguese companies, few works have reported the application and corresponding results of lean, and even fewer focusing on small and medium sized companies. This work presents a case study of an implementation of several lean principles and tools in the production sector of a Portuguese medium-sized screw cap manufacturer. Visual management, A3 thinking, and single-minute exchange of die (SMED) were employed to identify and reduce inefficiencies and waste in the shop floor. The implementation of these principles and tools is detailed, showcasing the necessary adjustments for being correctly embedded in the company's culture. Qualitative and quantitative results are presented concerning the case study, where a continuous improvement culture was adhered to and a significant gain in productivity could be observed.

Application of the single-minute exchange of die system to the CNC sector of a shoe mold company

The aim of this work is to present a quantitative evaluation of the benefits of applying the Single-Minute Exchange of Die (SMED) implemented in a shoe mold company. Based on the application of thi...

Improving production systems with lean: a case study in a medium-sized manufacturer

Lean principles and tools have been increasingly employed in companies across several sectors, with numerous successful implementations both inside and outside production environments. In the case of Portuguese companies, few works have reported the application and corresponding results of lean, and even fewer focusing on small and medium sized companies. This work presents a case study of an implementation of several lean principles and tools in the production sector of a Portuguese medium-sized screw cap manufacturer. Visual management, A3 thinking, and single-minute exchange of die (SMED) were employed to identify and reduce inefficiencies and waste in the shop floor. The implementation of these principles and tools is detailed, showcasing the necessary adjustments for being correctly embedded in the company's culture. Qualitative and quantitative results are presented concerning the case study, where a continuous improvement culture was adhered to and a significant gain in productivity could be observed.

Case Study: Application of SMED in SIM Card Manufacturing Company

The capability of economically manufacturing small batch sizes is essential for any mass production unit. This facilitates the production of several kinds of products to match increasingly varying product demand from customer, even at lower production cost. This paper describes the use of single-minute exchange of dies (SMED) technique in a SIM card manufacturing company to enhance its capability of producing varying products along with improving system's efficiency. Various innovative, simple and no-cost solutions were implemented along with general techniques of SMED to reduce the non-value adding labour hours on 'setup change' processes of 'module implanting' machine. The time reduction from 160 minutes to 20 minutes was achieved which is a reduction in 87.5%. This improves overall equipment effectiveness (OEE) by 4.7%, thus improving system's efficiency.

An Application for the Geometrical Based Optimization for a Common Tool Design in Cold Forging Process

Abstract Nowadays, the production time is a key to minimize the process sequence which leads to lower the whole product cost. One of the leadtimes is the installation of the forming dies to the press. There are many methodologies having been developed to solve this problem, such as a Single Minute Exchange Die System (SMED) which could minimize the setting up die to almost 25-30 percent. However, this system would not consider the minimization of the forming process or sequence. Most of the automotive industries would lighten this problem by centralizing common parts which could be utilized with the same component dimension. This part could be used in different car models. However, this technique could only reduce the time in development of the forming processes/dies, but the number of the forming dies is still remain unchanged. Therefore, in this research the geometrical based methodology integrated with Finite Element Modeling would be proposed to develop generalized common dies which could be used with the same part configurations/shapes but difference in dimensions at some areas. This technique is applied and validated with different pulley models. The results show that almost 60 percent of the forming dies would be reduced by this technique.

Development of a Common Single-Die Exchange Technique for a Common Die Design in a Forging Process of a Thick Sheet

To minimize the production time is a key success leading to lower the entire production cost and reduce the time for a product to a market. One of the time-waste according to the lean manufacturing concept is the installation of forming dies to a press. Many methodologies are being developed to solve this problem, such as a Single Minute Exchange Die System (SMED) which considers only the technique to minimize the installation of forming dies to almost 25–30 percent, but it does not consider the minimization of the forming process or sequence. Most of the time, the automotive industries reduce the time to install the die problem by standardizing some of the die components. These parts are centralized the function for different car models. However, this technique cannot reduce the time in development of the forming processes/dies, but the number of the forming dies still remains unchanged. Therefore, in this research, Common Single-Die Exchange Technique (C-SDET) integrated with Finite Element Modeling was proposed to develop generalized common dies by utilizing the same part configurations/shapes but difference in dimensions at some areas. This technique was applied and validated with different pulley models. The results show that almost 60 percent of the forming dies can be reduced.

Setup Reduction in Injection Moulding Machine Type JT220RAD By Applying Single Minutes Exchange of Die (SMED)

Injection Molding Machine Type JT220RAD is one of the machines used in the production process of fuel pump module variant 860L Gasoline, 800L Gasoline and D87A Set Plate in PT ANI. The machine is having problems with too much setup time in 99.93 minutes per variant turnover. Therefore, this study was made to reduce the setup time of injection molding machine type JT220RAD by 35%. The researchers applied the SMED (Single Minute Exchange of Die) method with 5 steps, identifying setup activities and measuring setup time, separating internal and external setup activities, converting internal setup to external, performing kaizen with streamlining setup process, evaluating kaizen done. The result of this SMED implementation is decrease setup time 37.66% (38 minutes per variant turnover) and increase productivity 3.17%.

Single minutes exchange of die (smed) applications at the color changeover process of plastic bottles

Purpose- This project’s goal is to minimize total time of the color changeover process for plastic bottle’s production at one of the leader companies in cosmetic sector. Methodology- Single Minute Exchange of Die (SMED) approach is used for improving the color changeover process. Based on this analysis; variants of the colors, detailed steps of the process, time of the steps and cycle time are observed and recorded. Findings- It was obtained that this process lasts from 2 hours to 8 hours depending on colors. This process is done at least two times in a week and it causes the production line to stop frequently. To use time efficiently and minimize work in process inventory, SMED is required and applied to decrease the time for color change over process. By applying proposed solution suggestions, time can decrease 60% for the color change over process which takes more than 5hours. In addition, by applying other approach, the time can decrease 20.5% for any of the color change over processes Conclusion- Color changeover process is analyzed and found out to be inefficient based on the time studies performed. By applying SMED, this process is improved by both increasing efficiency and minimizing work in process inventory.

SMED methodology based on fuzzy Taguchi method

PurposeThere 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/approachIn this study, the SMED method and the fuzzy Taguchi method are used.FindingsIn 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/valueIn this limited literature research, the authors have not found a study using the fuzzy Taguchi method in the SMED method.

Design Process to Reduce Production Cycle Time in Product Development

<span lang="EN-US">In today’s business climate, the old adage “time is money” has been expanded to mean that time is competitive weapon. Today customer’s demands are quick delivery and good quality at reasonable price. When entering the global market the companies encounter several difficulties, the most important one being excessive time for new product development. Thus to perform in a global market, short lead times are essential to provide customer satisfaction. Lead time in manufacturer point of view is the time elapse between placing of an order and the receipt of goods ordered. There are various components of lead time such as setup time, process time, move time and waiting time. This paper deals with review of various tools and techniques to reduce lead time. This problem can be solved by transition from sequential engineering to concurrent engineering, A survey of published works in the field of designing teams in big companies has revealed that in big companies a three-level team structure is recommended, as well as a workgroup, consisting of four basic teams. Method study techniques use to examine current way of work and develop effective method base on elimination, combining, changing and simplification of activities. Various lean tools such as Single Minute Exchange of Dies (SMED), 5S, Poka-yoke, Kanban, Just-in-time (JIT), Value Stream Mapping (VSM), Jidoka, Cellular manufacturing etc. helps in reducing lead time. Also Manufacturing Resource Planning (MRPII), Theory of Constraints (TOC) classic approaches of Production Planning and Control (PPC) are use to reduce Work in Process (WIP) and flow time.</span>