SMED Method Research Articles

Comparison of Water and DTPA Extractants for Testing of Greenhouse Soilless Substrates

ABSTRACT The main purpose of this study was to improve the accuracy and reliability of nutrient analysis on soilless substrates by comparing two different saturated medium extract (SME) methods, using either water (SMEW) or DTPA (diethylenetriamine-pentaacetic acid, SMED) as extractants. A series of analyses were performed to compare ion levels quantified from either SMEW or SMED. Substrate pH, electrical conductivity (EC) and nutrient data were analyzed from a survey of substrate components (coconut coir, peat, bark, perlite, vermiculite), and blended greenhouse propagation substrates using the SMEW and SMED methods. In addition, a series of SMEW and SMED extracted samples were sent to three commercial soil testing laboratories for nutrient analysis. The objectives of these analyses were to (1) validate that published relationships between SMEW and SMED methods were consistent with correlation curves for pH, EC and nutrient levels across a wide range of soilless substrates, (2) compare statistical variability of results from SMEW and SMED methods and (3) compare variability in results between different laboratories. The results validated that previously published standards for interpreting SMEW extractions can be used for SMED method for macronutrients and EC due to an approximately 1:1 relationship for test results between extraction methods. Up to 2 orders of magnitude higher levels of micronutrients were extracted for iron (Fe), manganese (Mn), zinc (Zn), and copper (Cu) using SMED compared with SMEW, with low correlation between extractants. Concentrations of ions from SMED extractions were less variable than SMEW for micronutrient analysis but were comparable for macronutrient analysis. Results from this study were combined with published research to provide suggested ranges using SMED for soilless substrates.

Methodology of evaluating finished goods warehouse performance through lean methods

This paper considers the problem of evaluating the effectiveness of the finished goods warehouse of a manufacturing company, in which a modified TPM method - Total Productive Management (TPM2) - was applied to improve productivity. A multi-stage methodology was proposed, including a decision to modify the system, determination of the scope of changes, monitoring the results obtained and a multi-criteria evaluation of the changes made. The decision to make modifications to the existing system was motivated by the lower-than-expected quality of customer service (frequent delivery delays). With regard to the transport department, lean flow pillar activities were focused on analysing losses (muda) in warehouse processes (product loading and package unloading). The purpose of these activities was to minimise interruptions in warehouse processes (product loading and package unloading). "The steps for solving the problem" methodology based on Deming's PDCA cycle was used to solve the problem. The analysis covered, among other things, the information flow processes between production planning and the customer service department, the planning processes of the dispatcher, the efficiency of the loading processes, and the causes of interruptions in warehouse operations. The analyses employed the chronometry of selected works, the 5W + 1H method and the Pareto method. By using the 5S method and some characteristics of the SMED method, the organisation of loading work was decisively changed (shunting yard changes, appropriate buffers for transport equipment). The changes introduced in the system were monitored for several months. Appropriately defined OEE indicators were used to assess the behaviour of the system after the changes. The indicators consider the use of available warehouse time, the efficiency of the loading process and the quality of the tasks performed. The results that can be achieved are presented using the specific example of the finished goods warehouse of a manufacturing company in the FMCG sector.

Micronutrient Fe and Mn uptake from peat by marigold and petunia

Peat substrates have the potential to function as micronutrient sources such as iron (Fe) and manganese (Mn). Typically, when planning fertilization program for crops, the components of peat substrates are not taken into account. The objective was to quantify potentially plant-available micronutrients of Fe and Mn from peat substrates by floriculture species when no additional Fe and/or Mn were applied in the fertilizer solution. Greenhouse experiments were conducted using Tagetes erecta ‘Atlantis Primrose’ marigold (iron-efficient) and Petunia x hybrida ‘Celebrity Pink Morn’ petunia (iron-inefficient) to compare extractable Fe and Mn from two peat sources with actual plant uptake of these nutrients by the plants. In Experiment 1, marigold was grown hydroponically in plastic tubs using four different nutrient solutions: complete, without Fe, without Mn, and without both Fe and Mn. Within a period of less than two weeks after transplant, the absence of Fe and Mn severely limited marigold growth. The hydroponic study highlighted the importance of providing both Fe and Mn nutrients immediately after sowing to support normal marigold growth. In Experiment 2, both marigold and petunia were grown from seed in two peat substrates (Blackmore seedling peat “BM peat” and Sunshine Professional Black Bale peat “SG peat”) and an acid-washed sand substrate. Each peat was limed at 3 g.L−1 of reagent grade CaCO3 resulting in an initial substrate-pH of 5.0 for SG peat and 5.5 for BM peat. Four nutrient solutions [(a) complete, or complete with (b) no Fe, (c) no Mn, and (d) no Fe or Mn] were applied with each irrigation without leaching. Initial substrate nutrient levels were extracted using the SME (saturated medium extract) method using either water (SMEW) or 0.005 M DTPA (diethylenetriamine-pentaacetic acid, SMED) as extractants. Over a 5-week period (during the vegetative, non-blooming stage), peat substrates provided sufficient Fe and Mn for marigold, but iron deficiency symptoms were observed in marigolds grown in sand without Fe fertilizer. Petunia plants developed iron deficiency symptoms in all substrates without Fe fertilizer. The absence of Mn fertilizer, however, did not have a significant impact on petunia growth and health, indicating that peat substrates likely provided adequate Mn for non-symptomatic petunia plant growth. The micronutrient Fe and Mn budget analysis suggested that the SMEW method underestimated the availability of Fe and Mn to the plants, whereas the SMED method may have overestimated the extractable Fe and Mn levels in relation to the actual tissue uptake. Overall, the peat substrates showed a high potential for providing Fe and Mn in quantities sufficient for the initial growth of iron-efficient marigold, but was inadequate for iron-inefficient petunia.

Analysis of the Possibility of Introducing the Reduction of Changeover Time of Selected CNC Machines Using the SMED Method

Abstract The paper presents the results of improving the production process using the SMED method. The process improvement was carried out in a company in the construction industry, using a machine park consisting of CNC machines. The study evaluated the current state of changeover times for selected CNC machines and proposed a reduction in changeover times for the machine park analysed. By introducing changes to the changeover process on selected CNC machines, it was possible to minimise the changeover time by more than 20% on all the machines analysed. The proposed reorganisation of the CNC operators’ workstations resulted in a time reduction of approximately 61% for machine 1, 52% for machine 2 and 12% for machine 3. The installation of barcode readers on the profiles, on the other hand, made it possible to load the machining programmes into the CNC machines more quickly and resulted in a reduction in loading time of approximately 88% on average for each of the machines analysed.

Peningkatan Produksi Plastik Injection dengan Analisis Overall Equipment Effectiveness dan Single Minute Exchange of Dies

The automotive industry is a mainstay because it has a contribution to the national economy. To maintain existence and survive in the midst of intense competition, every industry must be able to continuously improve the quality and performance company in general. Plastic injection manufacturing companies for automotive components are experiencing a decline in machine performance. Machine performance is related to losses that occur in the company. To find out the cause of a decline in machine performance, research is carried out by identifying processes, outputs, losses that occur and taking other actions if needed. Results of OEE calculation analysis, machine 7 has the lowest performance of a total of 8 machines. Low OEE value is influenced by availability, performance, and quality, of three components, the lowest average availability value is only 90%, machine 7 OEE is 81%. Factors affecting OEE are low because the value of availability is low. After analyzing with fishbone diagram, the cause of low availability is due to machine and method factors. Improvement to machine 7 using the SMED method showed a decrease in setup time by 36%, while improvements were made by changing setup flow, replacing machine components, and purging process. Impact of improvements increased availability by 96%, performance, and quality by 99%, while machine efficiency/OEE increased by 93,98%.

Setup time reduction in flexo machine with SMED and internet of thing method

PT. ABC is a company that engaged in the production of carton boxes. In the production of carton box, setup time is an important and unavoidable process. The current setup time required by the flexo machine at each changeover product is 39.8 minutes, while the target setup time that must be achieved by PT. ABC is 20 minutes. Whereas within one day the number of product changeover is quite high, which can reach 20 products/day. This research will focus on creating an efficient production process, by reducing setup time. The reduction of setup time in flexo machine can be achieved by implementingSingle Minute Exchange of Dies (SMED) method andinternet of things. In the implementation, SMED method will focus on converting internal setupsto external setup. Besides converting the internal setup to external setup, in SMED method, improvements are also made by eliminating and combining the work of process with the application of the internet of things.

THE APPLICATION OF SMED METHOD IN THE INDUSTRIAL ENTERPRISE

The production process fluency is often interrupted by idle time. A significant proportion of individual idle times is caused by changeover. Trends, such as the individualization of requirements, the constant effort to meet the customers’ requirements on time and the maintaining of the production process fluency at low costs, are aimed at eliminating idle time. In terms of contradictory goals such as individualization of customer requirements, which is reflected in the high variability of production / products and minimalization of the production time and its fluency, it is necessary to pay increased attention to the changeover process. The problem related to the changeover process can be solved in two ways: by reducing the number of changeovers (reducing production variability and achieving dissatisfaction with individual customer requirements) or by shortening the changeover time (while maintaining production variability and ability to satisfy a wide range of individual customer requirements). The Single-Minute Exchange of Die - SMED method is used to shorten the time duration of the changeover process and eliminate waste in the given process. The aim of the paper is to apply the SMED method in vibration welder changeover process in a selected industrial enterprise and thus achieve a shortening of the changeover process. The SMED method was applied in the enterprise which belongs to the group of small and medium-sized enterprises. The research method was indirect observation via video recording and time snap. Various types of waste were identified based on the analysis, and subsequently eliminated by proposed rationalization measures. Finally, the time duration of the changeover process before the analysis and after the implementation of rationalization measures was compared.

SAC ŞEKİLLENDİRME İŞLETMESİNDE SMED ÇALIŞMASINA BİR ÖRNEK

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.

IMPLEMENTASI SINGLE MINUTE EXCHANGE OF DIES (SMED) UNTUK PERBAIKAN PROSES BRAND CHANGEOVER MESIN FOCKE DAN PROTOS

The setup process at the time of brand change (Brand Changeover) that often occurs in machines has an impact on small performance values ​​and the potential for delays in the distribution schedule so that in these conditions stock outs occur in the market and cannot meet consumer needs according to the schedule that has been set. So that it is necessary to pay attention and observe the brand transfer activities on the maker and packer machines so that these activities are more efficient. From the results of the analysis, it is known that the brand change process that occurs in the SPM area takes a long time. With the process of separating external and internal activities with the SMED method, and paralleling internal activities in a process, it is expected to be able to improve production performance. The average time required for the protos machine to make a brand change is 85,078 minutes and the Focke engine is 179,105 minutes. The SMED method and separating external and internal activities can reduce 27.834% Brand Change time for Protos machines and 42.243% Brand Change time for Focke machines. From the implementation of this method for 7 weeks, it can be seen that the reduction in Brand change time can increase the machine's Link Up uptime performance by 6.48%.

Increasing the production capacity of copper drawing machine in the cable industry using SMED method: A case study in Indonesia

Indonesian Government has electricity program of 35,000 Megawatt. To make this program successful, all cable companies begin to implement strategies to satisfy these needs. Increasing the production capacity is the main program implemented by cable companies in Indonesia. One of the cables companies has production output on copper drawing machine of 11 unit of bobbins per shift with the production process cycle time of 32.32 minutes per bobbin. To improve production capacity, improvements need to be performed to reduce the cycle time of the production process. This research was conducted by applying fishbone and Pareto analysis resulting in three main research problems. SMED methodology was implemented in this research by separating two activities, namely internal setup and external setup, then turning the internal setup to external setup in order to reduce the overall processing duration. From the three main research problems, it results in processing duration reduction from 32.32 minutes to 23.18 minutes or a reduction of 28.28 percent. This reduction can improve the production capacity from 11 unit of bobbins to 16 unit of bobbins per shift or 360 unit of bobbins monthly or increasing the production capacity of 45.45 percent. This SMED program is very suitable for similar companies in cabling field and having old machines so that they do not need to invest by purchasing a new machine.

PENJADWALAN PRODUKSI DI CV. JATI AGUNG FURNITURE

This research is done for particular company in furniture scope which is all of order produced by job order system. For the time being the company oftenly couldn’t fulfil the order from the consument on time. It was because the company scheduled the products based on the biggest product volume if the order came on the same day without paid any attention to due date which are agreed both by consument and the company. This research is done by improving the set up method with SMED method, finishing time model, a better scheduled with EDD and SPT method for regular job and MWKR rule. The result showed that by scheduling proposal was gotten of decreasing mean tardiness from 0,667 the postpone day (delayed day) become no delayed.

Implementation of the SMED method in a production enterprise

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.

Production improvement by using the SMED method – case study

Production improvement by using the SMED method – case study

The use of the SMED method in improvement of production enterprises

The aim of the paper is to present the results of introducing the SMED method on one of the production lines in a selected production company. For the purposes of this study, a single bottling line for filling 200 ml and 250 ml glass bottles with carbonated drinks was selected. Upon analyzing the process of mixer washing in terms of time, it was shown that in individual steps, the total single washing time was 5 hours 3 minutes on average, which accounted for about 19% of the total retooling of the production line. However, after using the SMED method, this process has taken 3 hours 50 minutes. Thus, a saving of 1 hour 13 minutes was obtained after shortening the retooling, which allowed to extend the production process.

Optimization of Production Process Time with Network/PERT Analysis Technique and SMED Method

As a company that does the production process based on orders from customers, the timeliness of completion of the product and the quality of the product is important. Companies were given a period of time to complete the order. So that the company can complete orders on time, the company must have good production planning. For scheduling was done by the method of analysis of network / PERT and SMED method. The study of literature and data collection either through observation, interviews and the collection of documentation do. Data processing is done is identify the critical path with network analysis techniques / methods PERT by collecting data while optimistic, pessimistic and then with accelerating network machine set-up time with SMED method then obtained acceleration time from 10:58 hours to 8 hours set-up compacting machine so that the time that they got 2.6 hours wane. Thus the method SMED obtain optimum results even though they can be accelerated by other methods.

Comparative Analysis of the Implementation of the SMED Method on Selected Production Stands

Comparative Analysis of the Implementation of the SMED Method on Selected Production Stands

Improving the efficiency of the production process using SMED

The article presents one of the methods of management used in quality engineering, i.e. the SMED, which is applied to streamline the functioning of machines used on a production line. The research problem that was analysed on one of the production lines was too long a retooling time which resulted in too high a cost of the operation which, consequently, resulted in excessive overall production costs. The main aim of the actions undertaken when applying the SMED method was to identify potentially problematic areas and reduce the retooling time. All those actions allowed to minimise production costs, and improved the functioning of the company as well as the efficiency of the production process.

Método SMED: Análise e aperfeiçoamento

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.

OVERALL EQUIPMENT EFFECTIVENESS DALAM PENINGKATAN KINERJA PRODUKSI BAN PT GOODYEAR INDONESIA

The objectives of the research are to identify and prioritize issues that affect the performance of the tire production process, give a number of solutions, and map the value stream of the future (future state mapping). One of the tools used to accurately map the current conditions of the production process in lean manufacturing concept is value stream map/VSM. Another measuring instrument used to increase productivity is the overall equipment effectiveness (OEE), which includes time availability, engine performance and quality. From the three variables, it can be seen that the downtime variable has the largest contribution resulting in low value of the OEE. Based on the OEE data, product time change reached 18,8%, and waiting period contributed as much as 4,9% of the total downtime. To reduce the product change time, SMED method (Single Minutes Exchange Dies) is applied at the change of bladder in curing machine, and visual control and poka-yoke applications are also applied to reduce the waiting time. All improvement activities conducted are reflected in the map of the future, including the increase in outputs from the curing machine from 7,814 tires to 8,205 tires per day. Keywords: lean manufacturing, OEE, tire, SMED, map of value chart

Reducing Time Losses in Operational Actions of a Food Production Lines

Abstract Most of the companies are interested in developing their production processes. With production process development, companies can meet their customers demands better. Tight competition is one reason that forces companies to use their production equipment as efficiently as they can. Improved production processes result in cost savings, flexibility, and in opportunities to plan companies activities more efficiently. The purpose of this research is to examine and cut operational times in food production processes. Two production lines were chosen for closer examination: spread/butter production line and quark production line. The main focus was to prevent operational time losses in these production lines. Research is divided into two separate sections: theoretical and empirical part. Theoretical part formulates guidelines and theoretical basis which is then employed in the empirical part. The theoretical part discusses Lean management philosophy, OEE indicator, SMED and questionnaire research method that comes from the sense and respond theory. In the empirical section, SMED and questionnaire method are used to examine operational activities. The focus is in finding critical characteristics from the production line’s starting-, product change-, and closing-setups. Result was that certain characteristics can be found to be critical factors. Those characteristics are connected to operational time losses. Another result is, that SMED and questionnaire research method are an effective way to examine issues with production. Both methods produced similar results in finding development targets from the production line, hence the simultaneous use of both is beneficial, as additional confirmation for the first methods findings can be obtained by securing the result with the other one.