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\title{Productivity Enhancement by Reducing Setup Time -SMED: Case study in the Automobile factory}
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             \author[1]{Dr. M. S.  Desai}

             \affil[1]{  Deogiri Institute of Engineering and Management Studies Aurangabad ( M.S.) India.}

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\date{\small \em Received: 11 December 2011 Accepted: 3 January 2012 Published: 15 January 2012}

\maketitle


\begin{abstract}
        


The Single Minute Exchange of Die (SMED) is one important lean tool to reduce waste and improve flexibility in manufacturing processes allowing lot size reduction and manufacturing flow improvements. SMED reduces the non-productive time by streamlining and standardizing the operations for exchange tools, using simple techniques and easy applications. However the process doesn?t give the specific actions to implement which can result in overlooking improvements. To overcome this, common statistical and industrial engineering tools can be integrated in the SMED approach to improve SMED implementation results. In the present work, experiments were carried out to reduce the setup time and tool change time this are important factors which will take lot of time of the production in an automobile factory. The applicability of the proposed SMED approach was tested for shaping machines changeovers in the automotive industry. The implementation has enabled reduction in setup time, through company's internal resources reorganizations without the need for significant investment.

\end{abstract}


\keywords{Lean Manufacturing, SMED, Changeover. Internal and external setups.}

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\let\tabcellsep& 	 	 		 
\section[{Introduction}]{Introduction}\par
he SMED system is a theory and set of techniques that make it possible to perform equipment setup and changeover operations in under 10 min. SMED improves setup process and provide a setup time reduction up to 90\% with moderate investments. Setup operation is the preparation or after adjustment that is performed once before and once after each lot is processed \hyperref[b0]{[1]}. Shingo divides the setup operation into two parts: Internal setup and external setup. Internal setup is that setup operation that can be done only when the machine is shut down (attaching or removing the dies). External setup is that setup operation that can be done when the machine is still running. These operations can be performed either before or after the machine is shut down. For example getting the equipment ready for the setup operation before the machine is shut down. The setup period is constituted by internal setup and external setup. During the internal At this step an important question must be asked for each setup activity. "Do I have to shut the machine down to perform this activity?" The answer helps us in distinguishing between internal and external setup. This step can reduce the setup time by as much as 30 to 50 percent. The three techniques that SMED uses at this step are: Check lists, function checks, and improved transport of dies and other parts. 
\section[{b) Converting Internal Setup to External Setup}]{b) Converting Internal Setup to External Setup}\par
In order to achieve the single digit setup time objective SMED introduces this step. At this step internal setup activities tried to be converted to external activities. So the total time that the machine is shut down will be reduced. Advance preparation of operating conditions, function standardization, and use of intermediary jigs are the techniques to support the second step. c) Streamlining all Aspects of the Setup Operation At this step "specific principles" are applied to shorten the setup times. Implementing parallel operations, using functional clamps, eliminating adjustment and mechanization techniques are used to further setup time reduction. \hyperref[b0]{[1]}. 
\section[{II.}]{II.} 
\section[{Methodology}]{Methodology}\par
The researcher observed three complete setups, in addition to the one in the manufacturing cell, and several partial set-ups. The set-ups have been evaluated to examine the type of improvements which can be made using the SMED methodology. The observations were undertaken using manual means employing a standardized recording and analysis sheet. The Factory had not used video techniques to record set-ups and a decision was taken not to employ this method as it was considered this would prevent operators from cooperating in the study. The first step in the (activities which can only be carried out when the machine is stopped) and external (activities which can be carried out when the machine is operating) setup activities.\par
Once the internal and external activities are identified and separated a checklist can be made of all the parts and steps which should be carried out externally during the current and preceding operations. The checklist of the set-up procedure which has been developed for the CNC shaping machine is given in Table  {\ref 1}, saving an estimated 30-35 minutes. Based on the set-ups observed, there are numerous other activities that need to be eliminated, which are contributing to longer set-up times. For example, as changeover time was not regarded as a lost production opportunity there was a very relaxed approach by operational personnel to the changeover operation. Operators were also keeping tools and fixtures in their personal lockers so that they would be close to hand when needed. It was also observed that the grinding of cutting tool tips was not carried out on time. In addition, the computer program was not updated and this could potentially lead to an incorrect set-up and therefore delays. Another problem was that the machines used metric measurements whereas the schedules used imperial figures; this meant that operators had to convert the imperial figures into metric, thus increasing the set-up procedure. It is estimated that by tackling these types of problems an extra 10-15 minutes would be saved on the total set-up times.\par
The second stage in Shingo's SMED methodology is to convert internal to external set-up activities. The height of the machine tables could be fixed and the distance to the cutting tip set at the appropriate level. The dimensions of the various components and jig could be determined and contact jigs, compensating for height, could be mounted and set on the table so that the Cutting surface would be at the appropriate level. The horizontal and vertical dimensions of the contact jigs could be standardized by locating them against stops set into the table, enabling the operators to centre the component more easily. These improvements would not only make the set-ups easier for the machine operators but they will also reduce the set-up times by up to 15 minutes. To facilitate these improvements spacer jigs would have to be made. They are thinner than the main jig plates, making them easier to transport. Another option for the smaller components is to use intermediary jigs, which involve the use of two standardized jig plates of the appropriate size and shape. When the component attached to one of the plates is being processed, the next component can be centered and attached to the other jig. When the first component is finished, this second jig, together with the attached component, can be mounted on the machine. From the set-ups observed it was found that operators spend considerable time attaching and fastening jigs and components, and undertaking the necessary checks, and in some cases these fastenings were problematic.  The following are the type of errors observed during the study which indicate the potential for further mistake proofing:\par
? Errors due to absentmindedness and those made without knowing how they have happened (e.g. operators using the wrong equipment or tools).\par
? Errors due to a lack of concentration (e.g. operators overlooking the need to properly tighten clamps, screws, and tools, etc.).\par
? Errors due to unsuitable instructions or work standards. More than one operator commented that they found it difficult to adhere to rules and standards (e.g. a measurement may be left to an operator's discretion ± the imperial/metric issue mentioned earlier is a case in point).\par
? Errors which occur due to equipment running differently than expected (e.g. machines malfunctioning without arming). ? Errors arising from operators misjudging a situation.\par
The supplier could also communicate with the operator to confirm the paperwork is correct. Production control should also proofread the paperwork to identify and eliminate the errors before this is issued to the shop floor. Chase and Stewart (1994) recommended task and tangible poka yokes to mistake-proof services such as these. The management and control of materials is also critical to set-up reduction and the following problems were observed:\par
(1) Operators were unable to find tools, clamps, etc. (2) Difficulties were encountered in retrieving jigs from their point of storage. For example:\par
? sometimes a forklift driver could not be found, which meant that a set-up could not proceed; and\par
? It was a time-consuming task getting the jig plates off the shelves and putting them away once the operation had been completed. (3) Tools, jigs, etc. were not put away in the correct place. (4) Operators felt that there was a lack of desk and storage space on which to put tools, clamps, etc.\par
(5) Jig plates were misplaced on shelves and as a consequence they were not easy to locate when required. (6) Raw materials not arriving on time. (7) Finished components or work-in-progress taking up valuable space.\par
These types of problems result in longer set-up times and greater opportunity for errors and mistakes. 
\section[{III.}]{III.} 
\section[{Discussion on Findings}]{Discussion on Findings}\par
During the interviews the General Manager, production manager and other middle managers indicated that they wanted to reduce set-up times and errors. The interviews undertaken with operators indicate that this interest has not filtered through to the shop floor. The Factory will not be able to achieve singleminute set-ups and zero defects unless awareness of the importance of this is raised. Management must:\par
? understand and believe in the link between ``doing things right at first time \& always'' and the Factory's business strategy;\par
? understand the practicalities of set-up time reduction and mistake proofing and be able to communicate the principles and techniques to all employees;\par
? participate in the problem-solving process to reduce set-ups and eliminate errors;\par
? formulate and maintain a clear idea of what set-up time reduction and mistake proofing means for the organization.\par
The problem of housekeeping and team working is particularly pertinent to set-up time reductions and the elimination of errors. The poor housekeeping has resulted in the following problems:\par
? Operators and engineers are unable to quickly find equipment such as tools, fixtures, clamps, etc.\par
? Unused and scrapped jigs and fixtures are discarded in places which make them a safety hazard.\par
? Equipment breakdown is accepted as inevitable.\par
With respect to team working it was frequently observed that operators in the machined controlled cycle of component manufacturing, which involved 30 minutes of cutting time, did nothing to help their colleagues in setting up an adjacent machine. There are currently no incentives/reward/appreciation systems in place for pursing set-up time reductions and mistake proofing. This, coupled with a lack of a team working ethic, means that the Factory is not fully utilizing the talents of their workforce. The Factory has an adequate training and education Programme, recognized by recent Investors in People award. In the last financial year each person, on average, received the equivalent of six days of training; however this training has not covered SMED and mistake proofing methodologies.\par
IV. 
\section[{Conclusions}]{Conclusions}\par
In this study, SMED methodology is applied to prepare an optimal standard procedure for changeover operations on defined machine. Ergonomics and safety issues were also taken into consideration during setups. Since an ergonomic workplace makes operations easier for the operators, simple however crucial changes are suggested. Further studies in the facility may include 5S and Kaizen studies for internal setup. Alternative ways to shorten internal setups can be searched in detail. In order to eliminate adjustment steps, trial and errors should be minimized. Settings must be used for changeover operations instead of adjustments.\par
Therefore, a design of experiments study can be done to determine parameters of the machine. It should be kept in mind that successful implementation of new production methods requires sustainability and permanent solutions and the key of sustainability is the standardization of that optimal solution.\par
As a conclusion, it can be stated that SMED "single -minute exchange of die" in other words "Quick Changeover" is still a suitable method not only for manufacturing improvement but also for equipment/ die design development.\begin{figure}[htbp]
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\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep run )\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep 9 22\tabcellsep Remove To rotate,\tabcellsep 20 245\tabcellsep 25 240\tabcellsep 28 243\tabcellsep Intern Intern\tabcellsep \tabcellsep By By\tabcellsep \tabcellsep 10 20\tabcellsep 10 22\tabcellsep 13 23\\
\tabcellsep \tabcellsep the insert tight \&\tabcellsep \tabcellsep \tabcellsep \tabcellsep al al\tabcellsep \tabcellsep automatic compresse\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep rod of adjust the\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep Spanner d\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep fixture fixtures\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep Air ( Air\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep 10\tabcellsep Clean the bolts w.r.to\tabcellsep 68\tabcellsep 50\tabcellsep 56\tabcellsep Intern\tabcellsep \tabcellsep By run )\tabcellsep \tabcellsep 10\tabcellsep 12\tabcellsep 09\\
\tabcellsep \tabcellsep hole or run out\tabcellsep \tabcellsep \tabcellsep \tabcellsep al\tabcellsep \tabcellsep compresse\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep 23\tabcellsep Remove To remove\tabcellsep 20\tabcellsep 20\tabcellsep 18\tabcellsep Intern\tabcellsep \tabcellsep d\tabcellsep \tabcellsep 10\tabcellsep 10\tabcellsep 09\\
\tabcellsep \tabcellsep the burrs the dial\tabcellsep \tabcellsep \tabcellsep \tabcellsep al\tabcellsep \tabcellsep Air ( Air\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep from base indicator\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep run )\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep 24\tabcellsep plate To fix the\tabcellsep 20\tabcellsep 25\tabcellsep 27\tabcellsep Intern\tabcellsep \tabcellsep By\tabcellsep \tabcellsep 10\tabcellsep 10\tabcellsep 12\\
16\tabcellsep 11\tabcellsep Take new fixture bottom bolts of\tabcellsep 10\tabcellsep 10\tabcellsep 8\tabcellsep al\tabcellsep Extern al\tabcellsep automatic Spanner\tabcellsep \tabcellsep 05\tabcellsep 05\tabcellsep 05\tabcellsep 17\\
\tabcellsep \tabcellsep fixture\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep 12 25\tabcellsep Rotate the To fixed\tabcellsep 20 800\tabcellsep 20 940\tabcellsep 22 955\tabcellsep Intern Intern\tabcellsep \tabcellsep Design\tabcellsep Very\tabcellsep 15 40\tabcellsep 16 43\tabcellsep 15 44\\
\tabcellsep \tabcellsep base plate and\tabcellsep \tabcellsep \tabcellsep \tabcellsep al al\tabcellsep \tabcellsep the fixed/\tabcellsep Critical\tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep adjust the\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep dedicated\tabcellsep Activity\tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep 13\tabcellsep To clean height of\tabcellsep 20\tabcellsep 20\tabcellsep 18\tabcellsep \tabcellsep Extern\tabcellsep By tie rod\tabcellsep \tabcellsep 00\tabcellsep 00\tabcellsep 00\\
\tabcellsep \tabcellsep the new tie rod\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep al\tabcellsep compresse\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep 26\tabcellsep fixture by To fix the\tabcellsep 45\tabcellsep 50\tabcellsep 52\tabcellsep Intern\tabcellsep \tabcellsep d\tabcellsep \tabcellsep 25\tabcellsep 24\tabcellsep 25\\
\tabcellsep \tabcellsep compresse job \& fix\tabcellsep \tabcellsep \tabcellsep \tabcellsep al\tabcellsep \tabcellsep Air ( Air\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep d air the cap\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep run )\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep 14 27\tabcellsep Clean the To set the\tabcellsep 40 150\tabcellsep 40 100\tabcellsep 37 120\tabcellsep Intern Intern\tabcellsep \tabcellsep By\tabcellsep External\tabcellsep 10 00\tabcellsep 11 00\tabcellsep 12 00\\
\tabcellsep \tabcellsep base plate machine\tabcellsep \tabcellsep \tabcellsep \tabcellsep al al\tabcellsep \tabcellsep compresse\tabcellsep activity\tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep parameter\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep d\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep Total time\tabcellsep 2651\tabcellsep 2636\tabcellsep 2733\tabcellsep \tabcellsep \tabcellsep Air ( Air\tabcellsep \tabcellsep 474\tabcellsep 478\tabcellsep 486\\
\tabcellsep \tabcellsep (sec )\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep run )\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
Global Journal of Researches in Engineering ( A )\tabcellsep Sr.N o 1 2 3 4 15 16 17 18\tabcellsep Activities To prepared trolley for setup Take a Allan key Rotate the fixture Remove the tie rod To take dial indicator with magnetic stand To fixed \& adjust the collector To fixed the new fixture To fixed the bolts of fixture (Min ) Total time\tabcellsep \multicolumn{8}{l}{Setup time of shaping machine for the part no 2 01 3 150 Name of Machine: BA 4156; LORENZ GEAR Name of Fixture: RE 332 Time (Sec) On 21.12.0 9 Time (Sec) On 03.01.1 0 Time (Sec) On 17.01.1 0 Interna l Activit y Externa l Activity Modificatio n Remark Time After 21.03.1 0 120 120 110 Extern al 0 10 10 10 Intern al 02 30 30 34 Intern al Repeate d activity 20 25 20 22 Intern al By automatic 05 10 10 7 Extern al Repeate d 65 60 58 Intern al By compresse d Air ( Air run ) 30 85 75 74 Intern al By compresse d Air ( Air run ) 60 278 240 247 Intern al By compresse d Air ( Air 30 activity 10 45 44 46 7.9}\tabcellsep Time After 28.03.1 0 0 02 20 05 32 62 32 10 7.96\tabcellsep Time After 11.04.1 0 0 02 18 05 29 61 33 08 8.1\tabcellsep Global Journal of Researches in Engineering ( A )\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep Spanner run )\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep 5 19\tabcellsep Remove To rotate,\tabcellsep 65 120\tabcellsep 60 100\tabcellsep 66 116\tabcellsep Intern Intern\tabcellsep \tabcellsep By By\tabcellsep Repeate\tabcellsep 05 30\tabcellsep 05 29\tabcellsep 06 27\\
\tabcellsep \tabcellsep the burrs tight \&\tabcellsep \tabcellsep \tabcellsep \tabcellsep al al\tabcellsep \tabcellsep compresse compresse\tabcellsep d\tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep with the adjust the\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep d d\tabcellsep activity\tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep help of fixture\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep Air ( Air Air ( Air\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep Allan key\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep run ) run )\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep 6 20\tabcellsep Remove To fixed\tabcellsep 40 10\tabcellsep 35 10\tabcellsep 38 07\tabcellsep Intern Intern\tabcellsep \tabcellsep By\tabcellsep \tabcellsep 15 12\tabcellsep 15 10\tabcellsep 17 11\\
\tabcellsep \tabcellsep the fixtures the stand\tabcellsep \tabcellsep \tabcellsep \tabcellsep al al\tabcellsep \tabcellsep automatic\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep bolts of dial\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep Spanner\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep 7\tabcellsep Remove indicator\tabcellsep 200\tabcellsep 206\tabcellsep 209\tabcellsep Intern\tabcellsep \tabcellsep By\tabcellsep \tabcellsep 45\tabcellsep 47\tabcellsep 47\end{longtable} \par
 
\caption{\label{tab_0}}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{2} \par 
\begin{longtable}{}
\end{longtable} \par
  {\small\itshape [Note: 1 : Worksheet analysis showing the original and improved setup time of Machine BA 4156; Lorenz gear]} 
\caption{\label{tab_1}Table 2 .}\end{figure}
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