Download Achieving Lean Changeover: Putting SMED to Work by John R. Henry PDF

By John R. Henry

Defined because the overall technique of changing a line or technique from one product to a different, changeover won't in basic terms support your company enhance caliber and suppleness, however it will retailer hundreds of thousands and infrequently even tens of millions of bucks in line with hour.

Achieving Lean Changeover: placing SMED to paintings is in regards to the sensible implementation of the one minute trade of die (SMED) philosophy constructed through Shigeo Shingo at Toyota. even though the e-book is mainly approximately changeover of producing, packaging, and meeting procedures, the overall innovations and examples also are appropriate in lighter industries that require turnover of processes—including airways, hospitals, working rooms, and foodstuff service.

Filled with sensible examples, the ebook stocks confirmed equipment which could assist you convert changeover downtime to efficient uptime. It explains why decreasing changeover time is necessary financially and gives a dependent method that can assist you establish and enforce development opportunities.

The writer addresses either the equipment concerns with changeover/ SMED and the linked operational matters comparable to bills, ready occasions, fabric circulate, documentation, and product/component layout. He additionally devotes a bankruptcy to discussing, intimately, tips to calculate the price of changeover downtime, a space that is still a secret to many.

Taking a holistic method of changeover, the textual content features a bankruptcy dedicated to organizing changeover advancements, conserving them on course, and constructing and imposing a proper changeover aid software. providing time-tested equipment and functional examples from quite a few industries, it provide you with the chance to minimize changeover time and price and supply your company with the flexibleness had to higher fulfill your shoppers in 3 vital dimensions: product kind, responsiveness, and price.

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Sample text

This must never be the case. Safety must never be compromised. Unfortunately, in the real world of the plant floor, it occasionally is. This can be compounded in plants with high turnover in which teammates may not get adequate training or experience in working safely. Improved changeover, especially improvements in the precision of the changeover, will reduce the number of incidents requiring intervention with the machinery. Reducing intervention will improve safety by reducing the opportunity for accidents to occur.

Intangible Costs Intangible costs can be hard to see and even more difficult to measure. That does not mean that they are not significant. They are, and must be recognized and addressed. Response to the Customer The most important intangible cost is a decreased ability to respond to customer desires. This may take the form of preventing growth of the company. It may take the form of losing market share to the competition. In some cases it may take the form of destroying the company and its jobs.

Stress on machines takes the form of them being worked harder and longer with less maintenance than they need. This results in more failures. Reducing time wasted in changeovers will reduce stress levels. Reduced Innovation IBM ran an ad several years ago with a picture of a harried executive and the caption “Innovative thinking? ” In how many plants is this the case? Teammates at all levels instinctively know that there are many improvements that could be made to their process. While they know this, they may not have the time to think them through and develop a plan and justification.

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