On the basis of work on basic performance improvements of machines in manufacturing systems, it is important to consider the line wastages resulting from the job, machine or energy consumption
to be destroyed & destroyed. SMED (Single Minute Exchange of Dies) method , which is one of the studies aimed at this aim, aims to reduce mold change times in almost all machines used in manufacturing system.
An effective SMED application can reduce the time for the machine tool change and subsequent preparation to several hours. This booklet; the preparation of the SMED technique and the implementation steps of the SMED, in which many firms competing in global markets have achieved significant success by implementing them in their manufacturing facilities.
It has become impossible for the manufacturing systems to work on stocks with high volume production on the need to be able to respond quickly to customer requests. Because wrong estimates of demand or fluctuations in the economy mean that customer needs can not be met with production in the wrong stock. Production instead of stockpiling in small volume parts is a very advantageous strategy in terms of just-in-time philosophy (JIT) as well as measures against demand fluctuations.
The failure to respond to customer requests mentioned above began in the 1950s. The same problem living in Hiroshima Honda’s three-wheel scooter (three-wheeled transport vehicle load) producing factory had sought help from the Japanese industrial engineer Shigeo Shingo. Dr. Shingo measured the pressure of the pressing machine which presses the trailer, and distinguished from the external setups of the internal setups on this machine; external setup times should be reduced during the total setup time. This proposal was passed as the first application that came to mind in order to reduce the preparation time. Subsequently, Shingo continued to develop techniques to reduce preparation times and provided a radical development in the manufacturing sector by implementing a number of activities with many companies along with Honda.
Flexibility:
SMED gives a chance to produce in small parties. Customer needs can be met quickly without stockpiling and rapid adaptation to new products is possible.
Quality Increase:
SMED reduces defective products during and after the setting of the machines. Inventory costs are reduced because the product does not need to be stored. In short, the fault of the manufacturer is not paid to the customer. In the process of applying SMED for the first time, although there are erroneous productions originating from adaptation, these losses are being amortized over time.
Customer happiness:
Since the production activities are made in small parties, various products can be produced in a shorter time. Customer satisfaction is increasing because the product can be supplied at any time.
Productivity Growth:
The increase in effective working time in manufacturing (see OEE, Total Equipment Activity) increases the number of perfect products produced in the shift.
Falling Stock Costs:
The more successful SMEDs are implemented, the lower the inventory costs, because the intermediate and final product stocks will be kept that low.
Job security:
SMED simplifies machine preparation operations. In this setting, less physical force is used during adjustment and the risk of injury & injury is reduced.
Efficient Use of Areas:
As the number of working & hardware movements is reduced to a minimum during the setting of the machines, the available areas in the manufacturing facility are increasing.
Thanks to the 5S technique that needs to be applied just before the SMED, tools and tools used during model change and adjustment will be removed or a combination of new and multifunctional tools will emerge.
Competitiveness Growth:
Decreasing scrap and inventory costs and lowering product prices will increase final demand. Or if the price of the product is kept constant, the firm will increase its profit. Meeting customer demands in a timely manner will increase confidence in the brand, and in any case an increase in competitiveness will be seen compared to competitor firms.
Employee Development:
Employees will increase their confidence in themselves as they receive fewer errors immediately after the implementation of the SMED. Those who have spent time setting up a machine beforehand can be directed to applications that will increase their own development and horizontal responsibilities after SMED.
Proper installation time description:
Setup is examined until the first quality-approved part to be released from the new parti- tion is obtained with the last part from the previous parti- tion; it is the time to change the necessary equipment.
Eyewinds:
Classical view; is that the setup times are limited to the knowledge and skills of the machine operators, and can not be shortened after a certain point. For this reason it is thought that it is difficult to produce in various small parties.
The only way to move with the classical view is to work with stocks with correct demand forecasts. As long as there are local or global economic changes, social and cultural trends in society, and strategies that change day by day for competitors, it is impossible to predict the right demand.
It is also a traditional approach to stockpile production; storage costs expose the risk of selling at cheaper prices due to the fact that the product can not be sold, and the stock life and capacity are filled.
Thanks to the SMED technique, enterprises have the advantage of producing desired quantity and quantity instead of producing stockpile. SMED technology has several key points that need to be applied in order to achieve positive results in improving production performance.
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