By Shigeo Shingo, Andrew P. Dillon
Written by way of the commercial engineer who built SMED (single-minute trade of die) for Toyota, A Revolution in production offers an entire assessment of this strong simply in time creation instrument. It bargains the main whole and targeted directions to be had anyplace for remodeling a producing surroundings in ways in which will accelerate construction and make small lot inventories possible. the writer delves into either the idea and perform of the SMED process, explaining basics in addition to recommendations for using SMED. The severely acclaimed textual content is supported with 1000's of illustrations and pictures, in addition to twelve chapter-length case stories.
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Additional info for A Revolution in Manufacturing: The SMED System
Proportion of time 30% 5% Centering, dimensioning and setting of other conditions 15% Trial runs and adjustments 50% T A B L E 3 - 1 . Steps in t h e Setup P r o c e s s Preparation, after-process adjustment, checking of materials, tools, etc. This step ensures that all parts and tools are where they should be and that they are functioning properly. Also included in this step is die period after processing when these items are removed and returned to storage, machinery is cleaned, etc. Mounting and removing blades, tools, parts, etc.
P R E L I M I N A R Y STAGE: INTERNAL AND EXTERNAL SETUP A R E N O T D I S T I N G U I S H E D In traditional setup operations, several kinds of waste recur: • Finished goods are transported to storage or the next batch of raw materials is moved from stock after the previous lot has been completed and the machine has been turned off. Since the machine is off during transportation, valuable time is lost. , are delivered after internal setup has begun, or a defective part is discovered only after mounting and test runs.
Taiichi Oh no, formerly a vice president at Toyota Motor Company and now a consultant, wrote about SMED in an article entided "Bringing Wisdom to the Factory," which appeared in the journal Management, published by the Japan Management Association, in June 1976: Until some ten years ago, production in our firm took place as much as possible during regidar working hours. Changes of cutters, drills and the like were relegated to the noon break or the evening. We had a policy of replacing the cu tters after every fifty items.