Quick Changeover Examples (SMED) AMF – Process Improvement Group 16 February 2017 Proprietary information of New Potential www.newpotentialcbs.com
Remember the Basics Ø OBSERVE the process Ø IDENTIFY steps that NEED to be done whilst stopped and what CAN be done whilst it’s running Ø MOVE INT to EXT Ø OPTIMISE – Shorten INT Ø OPTIMISE – Shorten EXT Proprietary information of New Potential Slide 2
Services – Southwest Airlines • Early 1970’s startup called Southwest Airlines posted loss of $1.6m. • Forced to sell 1 of its planes within 24mths The answer: Unload and load passengers faster than any other airline and get planes back in the air … “The 10 minute Turnaround” The following year SA posted its first profit and stayed black since Proprietary information of New Potential Slide 3
Southwest – How did they do it? … ruthlessly applied the principles Push back Retrieve luggage Park at Reload/ Take- Land Alight Clean Checks Taxi gate Seating off Identified ‘External’ steps … Push back Retrieve luggage Park at Reload/ Take- Land Alight Clean Checks Taxi gate Seating off Proprietary information of New Potential Slide 4
Southwest – How did they do it? • Moved INT to EXT • Looked for parallel work opportunities Checks Take- off Push back Taxi Retrieve luggage Clean Reload/ Seating Park at Land Alight gate Proprietary information of New Potential Slide 5
Southwest – How did they do it? Before and after … Push back Retrieve luggage Park at Reload/ Take- Land Alight Clean Checks Taxi gate Seating off process time • Reduction in turnaround (process lead time) Checks • Reduced costs Take- off • Competitive edge Push back Taxi Retrieve luggage Clean Reload/ Seating Land Park at gate Alight Proprietary information of New Potential Slide 6
Applying the Principles 1. Single Minute Exchange of People 2. Single Minute Exchange of Aircraft • Used same aircraft (versus 10 at competitors) Ø Interchangeability (aircraft and components) Ø Simplified mechanics training and skill set Ø Lower spares inventory Ø Same size/shape for gate access • Point to Point Operation Ø Less congestion than at Hubs (slot availability and volatility) Ø Less impact of weather • Don’t charge customers for bags Proprietary information of New Potential Slide 7
How Fast Can You Change a Tyre? What are the obvious steps they made ‘EXTERNAL’ Proprietary information of New Potential Slide 8
Manufacturing – Quick Changeover • Die alignment – tolerances on dowels with chamfers • Automated coating process in cabinet whilst preparing machine • Moved inspection to ‘External’ • Standardized ‘warm-up’ process • Reduced the need to fetch documentation ‘Inside’ operation • Stopped continual tampering with dies – made them compliant Proprietary information of New Potential Slide 9
Manufacturing/Assembly – Quick Changeover Same principles and questions need to be asked Involve process workers Examples: • Indexed assembly carousels • Implement parallel activities • Quick release clamping, or boltless clamping methods • Snap-on hose connectors • Positive location methods (eliminate adjustments) • Multiple entry points to machine/assembly jigs • Etc. Proprietary information of New Potential Slide 10
Benefits • Less downtime • Less inventory (smaller batches) • Quicker turnaround (responsiveness) • Better delivery performance • Reduced costs • Easier for employees Proprietary information of New Potential Slide 11
Summary and Health Warnings • SMED (Quick changeover) – improves productivity for a particular type of problem Other lean improvement techniques improve productivity, reduce costs and improve quality Tips: • Involve process users – (video if possible) • Focus on the right problematic areas – not FOTM • Standardization – codify not tacit • Don’t take away the examples as templates – take away the principles • Your application will be unique, but relevant Proprietary information of New Potential Slide 12
Gavin Jones gavinjones@newpotentialcbs.com www.newpotentialcbs.com 07852 595 576 Proprietary information of New Potential Slide 13
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