Smed tools and reduction of production times

Starting from the ideas and concepts generated by Shigeo Shingo, which made it possible to make “Just in Time” a reality as a revolutionary production system, by reducing to a digit of a minute the time needed to change tools or prepare them for the purpose of Following the production process, it became possible to reduce inventory levels to a minimum, making production processes more flexible, greatly reducing costs and increasing productivity levels.

Now it was necessary; starting from such a philosophy and, making use of statistical tools, methods of analysis and research, systems for solving problems and applied creativity; generate a broader system that not only takes into account the production processes of goods corresponding to various activities, but also the preparation and change times of tools linked to service activities.

This new optics or way of seeing the procedures is based on the imperative need not to conform only to the traditional processes that are objects of analysis by Shingo, which were above all things related to metal-mechanical work and activities, given their special interest in principle in automotive production (Toyota Production System / “Just in Time”).

When it comes to changing tools or preparation times, not only does it matter the effect that this has on the costs associated with these specific tasks, production downtime, batch sizes, excess inventory of products in processes and finished products, lead times and cycle time, but also to provide better services, increase the number of operations and improve the utilization of productive capacity.

Whether it is to improve the preparation times of an aircraft in the technical stopovers or between one flight and another, how in the case of the preparation and conditioning times of an operating room between one surgery and the next, time is a variable essential, which must be managed with great care given the fundamental importance that it has both for the satisfaction of customers / consumers, as well as for the profitability of the business.

The conditions

There are a number of fundamental conditions in order to reduce preparation times, being the following:

To become aware of the importance of reducing preparation times for the company and its activities. Make employees aware of the problem, and prepare them through training and education in order to increase productivity and reduce costs by reducing preparation times Making a paradigm shift, ending beliefs about the impossibility of radically reducing preparation times Changing the way managers and professionals think about the techniques and means for analysis and improvement of procedures. You should stop watching for methods already built, to start creating your own methods. Every activity, every machine, every instrument,They have their own special characteristics that make them unique and different, which is why you can only count on a general scheme and a capacity for creativity applied to the effects of giving or finding a solution to the problems related to the reduction in time Preparation.Give key importance to the reduction of time, both in preparation and in the overall process of the productive operation, given its notorious effects on productivity, costs, meeting deadlines and levels of satisfaction. For this reason its treatment is constituted in a matter of a strategic nature.Give key importance to the reduction of times, both in preparation and in the overall process of the productive operation, given its notorious effects on productivity, costs, meeting deadlines and levels of satisfaction. For this reason its treatment is constituted in a matter of a strategic nature.Give key importance to the reduction of times, both in preparation and in the overall process of the productive operation, given its notorious effects on productivity, costs, meeting deadlines and levels of satisfaction. For this reason its treatment is constituted in a matter of a strategic nature.

The tools to use

The secret does not lie in the tools, but in the way in which they are used and interrelated with each other in order to achieve the results. In addition, both have the aptitude and attitude to carry out the task are necessary, apart from discipline, they must have the capacity for observation and analysis, creativity and a willingness to change.

Using the stopwatchGantt chartCourse chart / flowchartTrepping chartAnalysis and improvement sheetPareto chartCritical PathThe six fundamental questionsThe five "why?" consecutive Statistical Process Control (SPC) Histograms Means - Modes - Means Ishikawa Diagram Inverse Analysis Operation Process Diagram Benchmarking

As it was said at the beginning, there are no secrets, the only secret is in the way to combine the components to achieve the objectives.

Time Analysis and Improvement System (SAMT)

1) The preparation process is carried out. Said process is made up of a set of interrelated activities, which allow starting an industrial or service activity.

2) During the survey, first a note is taken of said activities expressed in their minimum expression (level of simplicity), leaving due note of the time taken, how their ordering or sequence.

3) Take note of the way in which these activities are carried out. Forms, means, tools, components, people, etc.

4) After several surveys carried out in order to verify both the activities carried out and their ordering and the total times taken, the measurements are represented in a Statistical Process Control, determining both the average time and the upper control limits and lower. Then analyze the variations and consequently determine the capacity of the current preparation process.

5) The respective histograms are represented for each activity.

6) Determination of the mean times, modes and median corresponding to each activity, and to the total of the preparation process.

7) We proceed to analyze each of the activities through the six fundamental questions: What? Who? When? Where? As? and because? In this way, it can be determined for each activity:

If it is really necessary, and if not, proceed to its elimination Who does it and who should do it, based on the knowledge, experience and skills required At what other time could it be done Where else can it be done How else could it be done.

All this in order to eliminate, combine, rearrange, carry them out in parallel or simplify activities in such a way as to reduce time and their respective costs, as well as making them safer and more convenient.

8) Represent the process with its respective times using the Coursegram and Critical Path.

9) Determine the critical activities based on the maximum times they use, which are those in which the reduction work must be concentrated.

10) Represent and use the Pareto Diagram (Pareto analysis) in order to concentrate on the main activities (in terms of time use).

11) Dump the data in the analysis sheet.

No.	Exercise	Weather	Activ. Critics	Remove	To combine	Reorder	Simplify	Mechanize	Parallel	New
								Automate		Weather

12) An analysis group is formed made up of the current people in charge of the preparations, those who are responsible for the production processes and the internal customers. The problem to be solved is determined based on the times that must be reduced, and therefore the object of attention, proceeding to analyze the causes of the problem, estimate the consequences, generate possible solutions and select the most appropriate ones. For this, a Problem Resolution System must be applied.

13) Starting the group activities and using the data collected, proceed to the joint analysis using the Ishikawa Diagram. Although there must be a person who is well versed in the methodology of analysis of improvement and reduction of time in his capacity as facilitator, the staff should be given prominence for two reasons: First because they are the ones who know the most about each specific task, and second to facilitate implementation, thereby avoiding resistance to change. (Clarification: although an activity may not be time-critical, it can and should be addressed in order to reduce the total cost corresponding to preparation processes and activities).

Work is done on the basis of the analyzes carried out by the consultant or facilitator in point 7.

For each objection, the successive Why? until the reason for being of each item is clear.

14) Proceed to the “Brainstorming” in order to generate the maximum amount and variety of proposals. To the extent that the staff is trained and acquires experience, in addition to being motivated and incentivized, the proposals will become better and more feasible and mature. Carefully analyze the proposed ideas involving technical staff; which is convenient that they are always present in group activities.

15) Select the most feasible proposals taking into consideration security issues, financial and human resources, start-up times, among others.

16) Propose the solutions to the Committee who has to re-analyze them with technical staff and consultants. If necessary, adjustments and reconsiderations to the proposal will be requested.

17) Formation of the group in charge of planning and putting into practice the approved improvements.

The improvement activities can also be carried out exclusively by internal or external technical personnel (consultants) of the company, but always giving active participation to plant personnel, in order to know the processes, how to facilitate the implementation of the recommendations.

Even in this circumstance, the awareness, motivation and incentive of the plant personnel based on the final results achieved is fundamental for the total understanding of said personnel with the needs and demands of the company. " The ability to exhibit relatively developed qualities of imagination, of inventiveness and creativity in solving organizational problems is widespread in people, and it is not scarce "(D. McGregor).

The development of applied creativity and process innovation is fundamental, for which the implementation of concepts such as the ORA (Rapid Learning Organization) is clearly critical. In addition, there are new methodologies such as Simplified Thinking, Lateral Thinking, Mind Maps, and many more, all of which tend to serve as inspiration in some cases and, elimination of limits or paradigms in others, to generate more and better ideas and solutions.

Statistical processes control

Statistical Process Control is the application of statistical methods to analyze data and to study and monitor the ability and performance of a process. In this specific case we are analyzing the time required for a process to change tools or the preparation time. Said statistical calculation requires several measurements or counts in order to proceed to determine the respective indicators.

Statistical process control is based on a simple concept, a historical frequency diagram, which is a diagram that shows how often different values or measurements occur in the results of a process. A historical frequency diagram is obtained by taking many measurements and then displaying them on a graph.

In a system that operates the same way over time, the distribution of these measurements will generally take the form of a bell curve. Statistical experts have learned that unless something extraordinary happens, 99.73% of all variations in the results of a process will fall within the limits of such a curve.

One of the fundamental objectives of both the technicians and the control and improvement groups is:

1. Determine the ability of the process to achieve tool / instrument changes or setup times within specified limits.

2. Know the average time, and the upper and lower limits for a certain process of change or preparation, and for some of its main activities.

3. Set time specification limits, in this case the maximum acceptable, and based on this, proceed to establish the relationship that it maintains with the upper control limit.

4. Special deviations must be analyzed in order to bring the process under control (Standardization Process; consisting of Standardize - Perform - Evaluate - Actual); Once the process is under statistical control, the results must be improved, that is, to bring the times to a minimum, by means of:

Stratification, consisting of classifying data into groups or categories and looking for patterns in the way they are grouped. This will give clues or guidelines about the changes to be made to improve the process Experimentation, consisting of establishing a carefully planned change and recording the results of said experiments until reaching the proposed objectives Disaggregation, consisting of dividing the process into the sub-processes or activities that compose it, proceeding to the analysis thereof.

This process aimed at improving the required times is classified as: Plan - Carry out - Evaluate - Act.

The use of Benchmarking

An increasingly popular method that organizations use to set goals is benchmarking.

Benchmarking is the continuous process of measuring products, services and practices against the toughest competitors or those companies recognized as leaders in the industry. Another definition views benchmarking as the search for best industry practices that lead to excellent performance.

Basically benchmarking is a goal setting process. When best practices are translated into operational units of measurement, benchmarks are the projection of a future situation or end point.

The steps of the benchmarking process include:

1. Identify the tool change process whose times and costs you want to reduce.

2. Identify companies (from the same or other industries) that can be compared.

3. Determine the method to collect the data and proceed to such collection.

4. Determine the current performance “gap”.

5. Project future performance levels.

6. Communicate benchmark findings and gain buy-in.

7. Establish functional goals.

8. Develop action plans.

9. Implement specific actions and monitor progress.

10. Recalibrate the benchmarks.

Conclusions

This methodology that we have called SAMT (System of Analysis and Improvement of Times) allows us to face in all kinds of activities the systematic reduction of the time taken not only in the preparation or change of tools, but in the entire production process, be it goods or services. Shorter times imply increases in labor productivity, less downtime, cost improvements and a greater flow of funds generated by a greater turnover of assets.

Never like in these times of maximum competitiveness has and will be necessary an efficient use of time, and one way to manage it is by improving the activities and manufacturing and service processes. Only those companies that become aware of the systematic elimination of waste, among which are dead or waiting times, will be able to remain competitive.

The aim of this methodology is in the first place not to limit itself to seeing the problem and its solutions only from the point of view of Shigeo Shingo. Second, make use of the management tools and other instruments already in use in terms of cost reduction and quality. Third, make it clear that creativity is a fundamental component, since the activities are innumerable, and there is no book that can deal with all of them, in addition to the fact that technological changes are altering the possible solutions. Fourth, we want to make clear the fundamental and critical importance of time management in production processes, whether they are goods or services.

There is the scheme, there are the tools, it is only necessary to improve the quality of observation and release the creative spirit in order to radically reduce time.

The times necessary for both the preparations, how those required for the changes of tools and, those that make the total time of the production process are subject to continuous improvement, and for this reason both the “curve learning "as the" experience curve "; This is why as accumulated production increases and therefore experience increases, the neuro-muscular capacities of the workers increase, thus reducing the times within the same type of preparation or process activities (curve of learning). But if new techniques, new materials, changes in devices and in the products or services to be elaborated are added to this, the “experience curve” is the result or effect.In such a way, every time the accumulated production is doubled, the preparation times are reduced by 20% from the experience curve having a value of 80%.

Annex - Analysis and Improvement Worksheet

No.	Exercise	Weather	Activ. Critics	Remove	To combine	Reorder	Simplify	Mechanize	Parallel	New
								Automate		Weather
one	TO	120 »	X		A - B		A - B			Four. Five"
two	B	60 »		B			B	B		10 »
3	C	40 »							C -D	40 »
4	D	30 »
5	AND	75 »	X




		325 »								95 »
		5 ′ 25 »								1 ′ 35 »

Clarification: given the limited amount of space, the activities have not been described, but instead it was decided to give it a letter as identification.

Annex - Examples of reductions in changeover times

Business	Machine	Initial time	New time	Time of
		of preparation	of preparation	put in
		(hours)	(minutes)	practice
				(years)

Toyota	Bolt producer	8	one	one

Mazda	Ring cutter
	jagged	6.5	fifteen	4

MHI	Eight drill
	heads	24	3	one

Yanmar	Crankshaft line	two	5	4