What are the best practices for SMED and TPM in a high-mix, low-volume environment?

Single Minute Exchange of Die is one of the important tool in current scenario where sku mix is very much required to cater different categories of customers. In SMED we do video tape recording followed by listing out all activities along with time required for the same. We need to segregate internal and external activities. Then we need to look which internal activities we can shift shift to external . Followed by ECRS ( Eliminate , Combine , Rearrange, Simplify).

SMED: • Focus on Internal Setup: • Standard Work & Visual Management: • Modularization & Standardization: • Pre-Positioning & Preparation: • External Setup During Production: • Cross-Functional Teams: • Continuous Improvement: TPM: • Focus on Autonomous Maintenance: • Preventive Maintenance: • Focus on Quality & Safety: • Use Technology & Data: • Small Group Activities: • Long-Term Perspective: Additional Considerations: • Flexibility and Adaptability: • Training & Communication: • Data Driven Decision Making: By applying these best practices, HMLV manufacturers can significantly improve their efficiency and productivity, leading to reduced costs, improved quality, and greater customer satisfaction.

Para SMED: Separar las operaciones internas de las externas: Diferencia entre la preparación con la máquina parada (preparación interna) y la preparación con la máquina en funcionamiento (preparación externa). Convertir actividades internas en externas: Intenta convertir la mayor cantidad posible de actividades internas en actividades externas. Optimizar actividades internas y externas: Busca formas de hacer que las actividades internas y externas sean más eficientes.

Single Minute Exchange of Die was introduced by Shigeo San when he was working for Toyota Company as a part of Toyota Production Systems but it's history dates back to early 1900's where it was first used in Ford but it was not called so at that time. It was basically some steps to reduce the set up time as a part of the SOP for changeover which were used as training documents for operators. Initially changeovers used to take more than one shift but it was only Shigeo San who introduced the concept of the entire changeover under 10 minutes. But it was only realised in the mid and late 1900's where it could finally come down to less that 3 minutes.

SMED help any organization to improve Productivity and Sustain in market with multiple SKU's. It is something which help us to to identify and implement ECRS in place. Also to convert all internal activity in external activity to reduce change overtimes. SMED means C/O in Single min.

Para SMED: Observar y medir el tiempo total de cambio. Esto se realiza con una filmación que se analiza en profundidad por los técnicos y el equipo de mejora. Separar las actividades internas de las externalizables. Limpieza y orden del puesto de trabajo. Verificación del material necesario. Ajustes del equipo. Verificar patrones y referencias. Realización y prueba, para verificar el proceso. Aprobación y liberación del producto.

SMED is one of the most simplify tools for process and its use in SCAMPER ie Substitute, Combine, Adapt, Modify (Also magnify and minify), Put to another use , Eliminate, and Reverse

SMED is one of the Best tools which is used for SCAMPER development ie S for substitute C for Combine A for adjust M for. Modified P for put to other use E for eliminating R FOR RESERVE it's one of the finest tools for process optimization and volume optimization

SMED (Single-Minute Exchange of Dies) focuses on reducing setup times to under 10 minutes, which is critical in High-Mix Low-Volume (HMLV) environments where frequent changes between products or batches occur. 1. Reduce Waste: Minimize setup times to lower production downtime, inventory, and lead times. 2. Boost Productivity: Shorter setup times increase available production time and overall efficiency. 3. Enhance Flexibility: Rapid changes between products or batches improve responsiveness to market demands. 4. Improve Quality and Satisfaction: Reduced setup times contribute to higher product quality and better customer service.

In the context of Total Productive Maintenance (TPM), integrating SMED practices is crucial for enhancing operational efficiency in high-mix, low-volume (HMLV) environments. By streamlining setup processes, organizations can minimise downtime and foster a culture of continuous improvement. As industries increasingly shift towards customization and rapid response to market demands, the ability to execute quick changeovers will become a competitive advantage. Moreover, leveraging advanced technologies such as automation and data analytics can further optimize SMED efforts, enabling manufacturers to achieve greater flexibility and responsiveness while maintaining high quality and customer satisfaction.

TPM has a Major Goal of Zero BAD (Breakdown, Accident and Defects). It involve everyone in the organization and achieve a common Goal set by organization. Driven by all 08 pillars has their own set of KPI's. It is all about to eliminate 7 types of Abnormalities and improve process performance and Maintain machine in its basic condition.

TPM works as in one word Ie it's our machine and we need to know about the machine so basically it knows your machine and it's how it repairs and fixtures in TPM there are eight pillars and its working to increase the effectiveness of machine and culture

TPM (Total Productive Maintenance) boosts equipment performance and reliability through full employee involvement, grounded in the 5S methodology—Sort, Set in order, Shine, Standardize, Sustain. Its eight pillars are: 1. Autonomous Maintenance: Operators handle routine upkeep. 2. Planned Maintenance: Schedule regular maintenance. 3. Quality Maintenance: Ensure high-quality output. 4. Focused Improvement: Continuously enhance processes. 5. Early Equipment Management: Integrate maintenance into design. 6. Education and Training: Ongoing skills development. 7. Safety and Environment: Prioritize safety and reduce environmental impact. 8. TPM in Administration: Apply TPM principles to admin tasks.

Total Productive Maintenance (TPM) is essential for organizations aiming to thrive in high-mix, low-volume (HMLV) environments, where flexibility and responsiveness are critical. By fostering a culture of continuous improvement and empowering all employees, TPM not only enhances equipment reliability but also aligns with lean principles to minimize waste. As industries increasingly adopt innovative technologies and data analytics, integrating TPM with these advancements can lead to predictive maintenance strategies that further optimize performance. Emphasizing collaboration across all levels of the organization ensures that TPM evolves with changing demands, ultimately driving sustainable growth and competitive advantage.

TPM significa Manutenção Produtiva Total (ou Total Productive Maintenance, em inglês). É uma abordagem de manutenção que visa aumentar a eficiência de equipamentos e processos nas indústrias. Preparação e Planejamento: Engajamento inicial e definição de metas. Implementação: Adoção de práticas de TPM, como manutenção autônoma e planejada. Monitoramento e Melhoria Contínua: Avaliação e ajustes constantes para manter e melhorar os resultados. Cultura organizacional: Mudar hábitos e mentalidades pode ser desafiador. Treinamento e Engajamento: Garantir que todos os funcionários estejam bem treinados e engajados. Recursos: Investir tempo e dinheiro necessário para implementar o programa. Não é uma viagem tranquila, mas os benefícios valem a pena

SMED is one of the best tools which can be used for High Mix Low Volume environment. SMED is actually not a tool but a route to optimize the changeover process. In my opinion, We should first start with stratification and select the most pain area to begin with. Visual mapping via spaghetti chart of the video analysis can be done to begin with. Then we generally proceed ahead for the conversion of activities from Internal to External. Once this is done, implement Poka Yoke (both detection and prevention) for visual management. ECRS comes in as a handy tool to simplify the process wherein we can eliminate, combine, rearrange and simplify activities. Finally we check the minor stops incurred during ramp up/ run up and work on them.

To implement SMED (Single-Minute Exchange of Dies) in a High-Mix Low-Volume (HMLV) environment, follow these four steps: 1. Observe: Record the current setup process, including time and activities involved. 2. Separate: Distinguish between internal (done when the machine is stopped) and external (done before or after setup) activities. 3. Convert: Transform as many internal activities as possible into external ones using standardized tools, fixtures, and procedures. 4. Streamline: Simplify, eliminate, or combine both internal and external activities to reduce setup time.

Implementing SMED (Single-Minute Exchange of Die) in a High-Mix, Low-Volume (HMLV) environment is crucial for enhancing flexibility and responsiveness. The emphasis on separating internal and external activities minimises downtime and fosters a culture of continuous improvement. Organizations can leverage standardized tools and procedures to streamline operations by converting internal tasks to external ones, which is essential in HMLV settings where changeovers are frequent. Moreover, the focus on eliminating unnecessary steps aligns with the principles of Lean Manufacturing, driving efficiency and reducing waste, ultimately leading to improved overall equipment effectiveness (OEE) and customer satisfaction.

Separando as Etapas Divida o setup em etapas internas e externas: As etapas internas são aquelas que só podem ser feitas enquanto a máquina está parada, enquanto as etapas externas podem ser feitas enquanto a máquina está em operação. Otimize as etapas externas: Faça o máximo de preparações possíveis enquanto a máquina está em funcionamento. Outro ponto importante é a Simplificação e Padronização Elimine etapas desnecessárias: Remova ou simplifique etapas que não são essenciais. Padronize as operações: Crie procedimentos padronizados para garantir que todos sigam o mesmo método.

It's not a matter of HMLV machine is going to breakdown any time and any place and needs to be fixed within the time or MTTR and MTBF and find the 16 abnormalities and do the correct action plan .machine is understood the volume but volume is not play vital role in this

To implement TPM (Total Productive Maintenance) in a High-Mix Low-Volume (HMLV) environment, follow these five steps: 1. Establish Goals: Set clear, realistic goals based on current performance and customer requirements. 2. Form Teams: Create cross-functional teams to plan and execute TPM activities for each machine or process. 3. Implement Pillars: Apply the eight TPM pillars, prioritizing those most relevant to your HMLV operations. 4. Measure Results: Track performance using KPIs like Overall Equipment Effectiveness (OEE), Mean Time Between Failures (MTBF), and defect rates. 5. Sustain Improvement: Conduct regular audits, reviews, and feedback sessions to maintain and enhance TPM gains.

Implementing Total Productive Maintenance (TPM) in a high-mix, low-volume (HMLV) environment requires a tailored approach emphasising flexibility and responsiveness. As organizations face increasing variability in production demands, integrating TPM with agile methodologies can enhance equipment reliability while accommodating rapid changes in product mix. Additionally, leveraging data analytics to monitor KPIs continuously can provide deeper insights into performance trends, enabling proactive adjustments. Fostering a culture of continuous improvement and employee engagement is crucial, as it empowers teams to identify and address inefficiencies, driving sustainable success in HMLV operations.

Preparação e Planejamento Engajamento da liderança: A alta administração deve apoiar totalmente o programa TPM. Análise de necessidades: Identifique os principais problemas e áreas onde o TPM traria mais benefícios. Criação de Grupos de Trabalho Formação de equipes: Crie equipes multifuncionais com operadores, técnicos e engenheiros. Capacitação: Treine as equipes nos princípios e práticas do TPM.

Para um ambiente de Produção de Alta Mistura de Pequenos Lotes (HMLV), os benefícios do SMED e do TPM são significativos e complementares. SMED Redução de Tempo de Setup: Diminui o tempo necessário para trocar de produção, aumentando a flexibilidade e a capacidade de responder rapidamente a pedidos variados. Flexibilidade de Produção: Facilita a produção de pequenos lotes, permitindo uma melhor adaptação às demandas do mercado. TPM Aumento da Disponibilidade dos Equipamentos: Reduz falhas e paradas não planejadas, garantindo que os equipamentos estejam sempre prontos para operar. Engajamento dos Funcionários: Envolver os operadores na manutenção aumenta o senso de propriedade e responsabilidade, melhorando a moral e a motivação.

Implementing SMED (Single-Minute Exchange of Die) and TPM (Total Productive Maintenance) in a high-mix, low-volume (HMLV) environment is not just about operational efficiency; it's a strategic approach to fostering innovation and adaptability. As markets evolve, quickly pivoting production lines while maintaining high quality becomes paramount. This agility enhances customer satisfaction and positions organizations to respond to emerging trends and demands effectively. Furthermore, the cultural shift towards proactive maintenance and continuous improvement can lead to a more engaged workforce, driving further enhancements in productivity and safety.

One of the most basic issues that happen while implementing a Changeover project via SMED route is that we give rise to higher yield losses. So this becomes a challenge. Especially in the beverage sector while flushing out one product and bringing in the new product. We need to design our process and bring in improvements only on the sections which are core activity related not the ones which might have an impact on processes.

In a high-mix, low-volume (HMLV) environment, the successful implementation of SMED and TPM hinges on fostering a culture of continuous improvement and adaptability. Resistance to change can often stem from a lack of understanding of the methodologies' long-term benefits; thus, engaging employees through transparent communication and hands-on involvement is crucial. Additionally, tailored training programs focusing on specific skills needed for SMED and TPM can empower teams to embrace these practices. As industries evolve, organizations must remain agile, continuously reassessing their processes to align with customer demands while leveraging technology to streamline operations and enhance overall efficiency.

In a high-mix, low-volume (HMLV) environment, the successful implementation of SMED and TPM hinges on fostering a culture of continuous improvement and adaptability. Resistance to change can often stem from a lack of understanding of the methodologies' long-term benefits; thus, engaging employees through transparent communication and hands-on involvement is crucial. Additionally, tailored training programs focusing on specific skills needed for SMED and TPM can empower teams to embrace these practices. As industries evolve, organizations must remain agile, continuously reassessing their processes to align with customer demands while leveraging technology to streamline operations and enhance overall efficiency.

While taking up any project on SMED, there are some points which may need some consideration. 1. Selection of the team : Team is the core of the project and it should be very carefully selected. Team members should be dedicated as well as knowledgeable regarding the process. 2. A preferable way of making the spaghetti is a post changeover video analysis as if you are standing in-front of the operators, they may not function at their actual speed and your presence may induce a bias in the process which may yield faulty results. 3. While we are doing Poka Yoke activities, preference should always be given to prevention type poka yoke not detection type.