A PROJECT REPORT On Reduction in tool changeover time by SMED through

MOST
for

LEGRAND (INDIA) PVT. LTD

MIDC JALGAON

Submitted by, Mr. Harshal V. Mahajan.

Guided by, Prof. B.J.Lathi

MBA ( Master of Business Administration)

KCE Society`s Institute of Management & Research, Jalgaon.

2010-2011
1

DECLARATION

This is to declare that I, Harshal V. Mahajan student of Institute Of Management & Research, Jalgaon have completed the project report on Reduction in tool changeover time by SMED through MOST in Legrand (India) Pvt. Ltd. Under the guidance of Prof. B.J.Lathi towards the partial fulfillment for the study of Master In Business Administration of NMU Jalgaon, in year 2010-11. The report written is original work and it is based on the knowledge and material gained from company. The contents provided are true to the best of my knowledge and belief. I further declare that, this project report is neither be copied and nor submitted it earlier elsewhere.

Place: Jalgaon Date: / /

Mr.Harshal V.Mahajan Master In Business Administration (Operation Management)

CERTIFICATE

This is certify that MR. HARSHAL VINAYAK MAHAJAN is a bonafide student of this institute. As per of the University curriculum, the student has undergone study project in Institute of Management and Research, Jalgaon during the period from 2010-11. in the partial fulfillment of the requirement for the award of the Degree of Master In Business Administration (MBA). The study project report is prepared by the student under the guidance of the Prof. B.J.Lathi

Mr. B.J.Lathi Project Guide (IMR, Jalgaon)

Dr. Mr. Vivek katdare. Director (IMR, Jalgaon)

ACKNOWLEDGEMENT

It is a great pleasure to me in acknowledging my deep sense of gratitude to all those who have helped me in completing this project successfully. First of all, I record my greatest apology to Dr. Vivek katdare. for providing me an opportunity to undertake a project as a partly fulfillment of MBA degree. I express my deep sense of gratitude to my guide Prof. B.J.Lathi, whose valuable guidance and encouragement at every phase of the project has help to prepare this project successfully. I would like to thank Mr. Nitin Choube.(Sr. HR Manager), Legrand (India) Pvt Ltd. Jalgaon, for providing me an opportunity to work with them and providing me necessary information about their organization, there operation and providing guidance in developing my project. Finally, I would like to express my sincere thanks to my family, all the faculties, office staff, and library staff of Institute of Management and Research, Jalgaon and friends who helped in some or other way in making this project.

Mr. Harshal V. Mahajan MBA (Operation Management)

INDEX
Sr No.
1

Description
CHAPTER EXECUTIVE SUMMERY SELECTION OF TOPIC CHAPTER OBJECTIVE &SCOPE OF STUDY COMPANY PROFILE

Page No.

3 4 5 6 RESEARACH METHODOLOGY THEORETICAL BACKGROUND

LIST OF FIGURES
Sr No.
1 2 3 4 5 6 7 8

Description
Changeover pattern of the job Need for quick changeover Conversion as much internal work to External Separation of Internal & External activity Conversion of Internal activity into External activity Reduce the time using clamp instead of bolts Standardization of various operations Provision of tool kit for every setup

Page No.
31 32 33 35 36 37 38 40

LIST OF PHOTOS
Sr No.
1 2 3 4 5 6 7 8 9 10 11 12

Description
Legrand (India) Head Office, Mumbai Legrand (India) Jalgaon Works Well equipped SMED Trolley Placement of matl near M/C for next production A snap showing use of rod for lifting of tool by overhead Provision of Hook to overhead for lifting up of tool ANDON light on press machine Stroke setting spanner size standardized U Slot provided in decoiler straighter for quick insertion of coil Scrap collecting chutes are fabricated for all M/C 4 Point clamping system for the tool 2 Point Clamping system for the tool

Page No.
11 12 45 45 46 46 47 47 48 48 49 49

CHAPTER 1. INTRODUCTION

Introduction 1.1 Scope

of Project : Legrand India Pvt Ltd Jalgaon has been manufacturing Protection Devices for electrical installation, for this Protection device metallic component is required. As per requirement Legrand produce different metallic component in press shop. In the Press Shop there are only 4 Press machines & they produce so many different metallic components on the same machine, hence per day tool changing time is more. The tool changeover time in the press shop is currently very high (Approx. 30 min). So it is necessary to reduce that time for reducing production loss hours. This time can be reduced by using SMED (Single Minute Exchange of Dies) technique & time required for this process is to be calculated by using MOST (Maynard Operation Sequence Technique). The SMED (Single Minute Exchange of Dies) technique introduced by Dr. Shigeo Shingo, one of the world leading experts in improving manufacturing process.The main aim of SMED technique is to reduce your setup and adjustment times from hours to minutes. Identification of Internal & External set up operation ,also try to convert Internal set up to external set up.The objective of this technique is improvement without the big investment. MOST (Maynard Operation Sequence Technique) A simple & effective tool for measurement, it allows us to calculate the time required for any process with the help of standard sequence chart for the movement. MOST basically concentrates on the movement of object. The movement of object follows certain consistently repeating patterns, such as grasp, move & position of object. Here by implementing MOST technique we can set up the standard activity required for changing the tools as well as time required for performing the same activity. By using these two technique we can set up the standard time required for changing the tool, hence we can set up production target per day as well as we can increase the efficiency of plant.

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CHAPTER 2. COMPANY PROFILE

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Company Profile
2.1 Overview of Organisation:LEGRAND A GLOBAL EDIFICE: Legrand a multinational company with an experience over 17 years is a world leader in the systems for electrical installation and information networks. The groups headquarters is based at Limoges, France. The group services the needs of residential, commercial and industrial sectors with manufacturing facilities in 60 countries and sale in 160 countries. Legrand group designs and manufactures over 80 products families comprising of over 130000 products with over 5000 active patents. Close to 1/3rd of Legrands capital expenditure is dedicated to the development of new products. Over the last 3 years, Legrand has utilizes over 9 % of its global turnover for industrial investment. Every year, group invests around 5% of its global turnover on R&D activities involving over1600 employees worldwide. Legrand shares the legacy of a 3.7 billion Euros turnover. Legrand (I), the pioneer of Miniature Circuit Breakers (MCB) in India, is the Indian subsidiary of the Legrand group.

Snap 1 Legrand (India) Head Office, Mumbai :-

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Legrand India, headquartered in Mumbai, with 20 offices across the country, has 2 state of-theart manufacturing facilities in Maharashtra and a large network of over 2000 distribution partners. It has also recently taken over a Nashik based distribution board manufacturing company in order to provide more cost effective and complete baskets of products to customers. With its global presence and knowledge base, Legrand is able to adapt to local requirements. The company became a part of the Legrand group in 1996.A structured approach was followed in developing its mission,vision and values. They are reviewed once in 2 years. It is an ISO 9001: 2000 and ISO 14001: 2004 certificated company.

Snap 2 Legrand (India) Jalgaon Works:-

13

Its Jalgaon works, for which this application is made, was established in 1978. It is committed to a strict code of corporate governance and encourages adoption of best business practices, all aimed at growth of the company. It focuses on expanding business by constantly adapting latest technology. It has been able to create a favorable work environment that fosters creativity and innovation. In Jalgaon, the plant is located in D-4, MIDC which was earlier known as MDS and later taken over by the France company Legrand in the year 2003. The total plot area of the plant is 11592 sq m and built up area is 6986.28 sq m. The plant manufactures products like safety devices, switch gears like MCB, MCCB, MPCB, RCCB, RCBO. . In total there are 12 departments which includes Manufacturing, SCM, Lexic, Maintenance, R&D, QA, Materials, HR and Administration, Tool Room, Mould Shop, Press Shop and Accounts. The total number of workers are 450 which includes 150 on contract basis and 300 are permanent. In Maharashtra the other plants are located in Sinnar, Nashik and Baddi. Distribution boards & enclosures are exclusively mfd by DEPL - Nasik for Legrand ( India ) (MCCB for Indian and export markets). Legrand (I) is the second largest manuf

2.2 Main Product & Services:-

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Legrand (Jalgaon) basically manufactures protection devices for electrical installation. The range broadly includes: i) Miniature Circuit Breaker (MCB) and ii) Residual Circuit Breaker (RCD).Different varieties (types, brand etc) of this products cater to specific needs. Company has recently launched Automatic Transfer Switch (ATS) and Moulded Case Circuit Breaker acturers of MCBs and the largest manufacturer of RCDs in the country. Employee Profile: Legrand (Jalgaon) has 341 permanent employees. There profile is as follows: 16% employees are Engineers 49% employees are Technicians 10% employees are Management And balance 25% employees belong to all other functions. Legrand(Jalgaon) has been able to retain staff with 13 years of service (average) and workmen with 18 years of service. Average age of staff is 35 years and that of workmen is 42 years.

Major Facilities & Equipment :Legrand (Jalgaon) has a 5000 sq.m. built up area housing state-of-the-art of MCB and RCD, MCCB and ATS assembly, testing and finishing shops, mould shops, press shop and one of its kinds tool room. The unit has well equipped quality assurance inspection, measuring and test labs and maintenance departments with critical utilities like DG sets and fire hydrant system.

Legal & Regulatory Departments: The major legal and regulatory requirements in which the organization has to operate are: factory act, air act, water act, electricity act, EPA, cess act, hazardous waste management and handling and rules like noise rules, ozone depleting substances and batteries rules.

Key Strengths:

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Strong technological and financial support of Legrand group .Growing by 30% in each year for past 4 years, since the inspection of the factory in 1978, there are no lockouts, strikes, statutory and regulatory violation. Company has an internal union with an exceptionally good record of cordial union-management relationship Operational excellence and use of world-class practice such as 5S, TPM, ISO and SPC.

2.3 Mission :
Legrand India is in the business of providing end to end solutions in low voltage electrical installations information networks, building automations in industrial, commercial and residential. Market leadership by 2010 - They are 1000 + crore company as on 1st January 2010 with a Top 3 position in all their Products. Product categories. - They provide a complete value added solution and create strong and external

Communication to their customers emerging as a super brand. Business Partnerships They keep and maintain high level of interest among stockiest, retailers, and vendors with transparent policies. Technological leadership They continuously upgrade technology in line with worldwide standards. All their business units and business partners are connected with the latest technological tool. Their commitment to people They develop leader within, by delegating responsibility, authority and accountability and consistently train and upgrade and provide opportunities to transform people into leaders of tomorrow. Social commitment - They are responsible corporate citizens and commit resources for the furtherance of social causes. - They are in line with the latest global environment, health and safety standard 16

Vision:
They are the leader in systems for electrical installations. Legrand is a household name. They are a trend setting and customer focus organization They are driven by ethics and social responsibility. They are the most preferred and caring employer. They are a major manufacturing and R&D hub for the group.

CHAPTER
17

3. LITERATURE REVIEW

Literature Review
3.1 Introduction to MOST: A shift towards MOST
MOST (Maynard Operation Sequence Technique) is a work measurement technique developed by H. B.Maynard and Company, Inc. in the Unites States. MOST has been already introduced into the wide varieties of industries, such as aerospace, automotive, electronics, etc., in EU, US, and Asia.Although the work measurements are the basics for the business management, companies tend to hesitate to maintain the measurement system due to its cumbersome procedure.MOST is a work measurement system which can be easily implemented and practically maintained. It must be assumed that the original form of work measurement was guessing. Today's version is a much advanced form of the original technique however, and is known as an educated guess, which is unscientifically supported by intuition, individual Personnel experience, the importance of estimation to be made, and the inherent ability or 18

inability of the applicator to make a confident sounding response.Obviously, this technique though not scientific (well documented or statistically supported) and accurate (with any degree of confidence or consistency) is fast. Once products began to be manufactured or work tasks completed, another source of information was available from which future times could be estimated. The historical data concept of work measurement was evolved which accurately tells you what has already happened. To use it to predict what will happen assumes two major points: The conditions and actions under which the process was performed originally are what you which to repeat (the best way of performing the task). F. W. Taylor [13] looked at work as something that could be controlled or engineered. It should not have to be haphazard repetition of what had gone on before The result was that tasks were broken down into elements or short task that could be arranged & managed to produce more efficient and productive and less fatiguing work. Each element was studied to determine which was productive and which was

useless,keeping only productive elements, a stopwatch was used to determine the time for each.The time recorded was the actual time taken by a particular individual to perform a certain task under specific conditions. This actual time multiplied by rating factor gives the standard time. However, rating factor itself is a subjective term. Also a watch simply determines what has already occurred and does not forecast, predict, or accurately determine time for future situation. All basic units of works are organized for the purposes of accomplishing the purposes of accomplishing some useful result by simply moving objects This concept is basis for the most sequence models. the primary work units are no longer basic motions but fundamental activity's dealing with moving objects. These activity's are described in terms of basic parameter variables that are fixed in sequence. MOST WORK MEASUREMENT:-

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ACTIVITY GENERAL MOVE CONTROLLED MOVE TOOL USE

SEQUENCE MODELS ABGABPA ABGMXIA ABG ABP _ ABPA

1. Time Units: The time units used in MOST are identical to those used in the basic MTM system and are based on hours and parts of hours called Time Measurement Units (TMU).One TMU TMU is equivalent to 0.00001 hour. The following conversion table is provided for Calculating standard time. 1 TMU = 0.00001 hour 1 TMU = 0.0006 minute

1 TMU = 0.036 second 1 hour = 100000 TMU 1 minute = 1667 TMU 1 second = 27.8 TMU 2 . Application Speed :

Work Measurement Technique Hour MTM -1 MTM -2 MTM 3 Mini MOST

Total TMU's produced per Analyst 300 1000 3000 4000 20

Basic MOST Maxi MOST 3.Why MOST:

12000 25000

Simplicity and quick results make it popular with Industrial Engineers. Easy to learn and applied from memory. Fewer people needed to implement. Deviation between analysis is minimized Through simplicity and logical build-up of MOST. Through used of forms right decisions are made without omission of motions. The result is small deviations among analysis. More economical method. Quick evaluation of alternative methods.

In the Press Shop dept. the press machines are responsible for the production of various components that are required for the assembly and production of MCB, etc.which are the main productions of the company. The maximum time is lost in tool changeover activity, which takes place either after the completion of product or because of breakdown. Basic most is applied to determine the time required for carrying the tool change over activity.

3.1.1 General Move Sequence:

Parameter Indexing: It is a process of selecting appropriate parameter variant from data card and applying corresponding index value. Action Distance (A): Ao : < 2 inches : Ex.- Reaching keys on calculator. 2) Bolts 2 inches apart 21

A1: Within Reach : The arc of outstretched arm pivoted about the shoulder, short bending or turning of body from wrist. Ex. Good work place layout A3: 1-2 Steps: Trunk or body shifted by walking, turning body around using one or two steps. Body Motion (B): B3: Bend and Arise 50% occurrence Activity happens 50% of the time during repetitive activity Ex.: Stacking or unshackling objects. B6: Bend and Arise: From erect standing position body lowered to allow hands reach below the knees and then return to upright position or body lowered sufficiently to allow reach. B10: Sit or Stand:

Requires hand, feet and body motions to position the chair or situate the body prior to or after the body motion. B16: Through Door: Passing through door (hinged, double, swinging) consists or reaching for and opening the door, walk through the door and the close door. B16: On or Off Platform: Accomplished by series of hand and body motions to lift or lower body. B16: Stand and Bend: Stand from chair, bend below knee level and gain control of object. B16: Bend and Sit: Bend and arise followed by sit-prior to placing the object. Gain Control (G): 22

G1: Light Object: Control may be gained by simply touching the object with fingers, hand or fool (contact grasp) or it may require more complex grasping action such as that needed to pick one object out of jumbled pile of similar object. Two hands may be used as long as one object is object. Ex.: 1) Pick up telephone receiver. 2) Get washer from bin. 3) Pick up manual lying on desk. 4) Pick up pencils grouped on holder 5) Gain control of level, crank, door knob, push button, foot pedal G1: Light Objects Simo: Pick up two briefcases. G3: Blind / Obstructed: The fingers must "feel ground" for the object or "work around" an obstruction to reach object. G3: Heavy Objects: Control of heavier objects is achieved only after the muscles are "tensed up" to a point where effects of weight are overcome. This variant can be identified by hesitation or pause needed for attainment of sufficient muscular force before moving the object. Ex.: 1) Get hold of battery located on floor. 2) Take hold of loaded hand cart before pulling. 3) Get hold of briefcase located among other baggages. G3: Collect: Object are either jumbled together in a pile or spread out. Ex.: 1) Grasp handful of nails from bin. 2) Get handful of change from pocket. 3) Pick pencil, pen, and eraser. G3: Disengage: 23

Application of force needed to free object from its surroundings. Ex.: 1) Remove socket from ratchet tool. 2) Remove knife stuck in wood. 3) Remove crock from bottle. G3: Interlocked: Object interlocked needing separation. Ex.: 1) Separate two cloth hangers. 2) Remove hammer from crowded tool box. 3) Pick spring from box of springs. Place (P): Po: Hold: No placement. Object picked up and held. Ex.: Pick up a book Po: Toss: No placement. Object is just released at the end of move (action distance) Ex.: Toss part into a bin. P1: Lay Aside:Object is simply placed with no aligning or adjusting motion. P1: Loose: One adjustment is required at the point of placement. Tolerances will be loose enough so that no pressure is required. Ex.: 1) Place washer on bolt. 2) Place coat hanger on rack. 3) Hang up telephone receiver. 4) Insert coin in vending machine slot. P3: Adjustments: This parameter is recognized by presence of obvious fumbles or adjustments at the point 24

of placement. Hand of finger motions occurring in the point of placement to print or align the object. Basic four types of adjustments i.e. Angular, Lateral, Rotational and Insertion greater than 2 needs an additional A1 parameter following P. Ex. 1) Align ruler to mark. 2) Job papers on desk to straighten. 3) Place paper into file binder. P3: Light Pressure: Due to close tolerance or nature of the placement, application of muscular force is Need to seat the object. 1) Place moist stamp on envelop. 2) Press drawing pin into board. 3) Insert electric plug into socket. P3: Double: Two distinct placements occur during the placing activity involving either one or two object. Ex. 1 ) Place bolt through hole before placing nut on bolt. P6: Care / Precision: Extreme care need to place an object within closely defined relationship with another object. It is characterized by obvious slow motion of placement due to high degree of control required of mental, visual and muscular sense. Ex. 1) Treading a needle. 2) Place soldering iron to crowded circuit connection. P6: Heavy Pressure: Due to very tight tolerances a high degree of muscular force is needed to engage the object. It is characterized by re-grasping of the object, tensing muscles and preparation of body prior to application of pressure. P6: Blind / Obstruct: 25

Several hand or finger movements are required

to "work" the object around

obstructions or feel around for the destination prior to placement. Ex. 1) Place nut on hidden bolt. 2) Place electric plug I n hidden socket located behind table. P6: Intermediate Moves: Before actually placing the object several finger and hand movements are need to select and shift one out of several different objects from plan to fingertip. Heavy or bulky. or awkward shaped objects may need series of placing, re-grasping and moving activities before final placemenent. Ex. 1) Place chairs in neat row by aligning with several moves. 2) From handful of change use thumb to select 50 p, push it to fingertips and place in vending machine. 3) Pace heavy box on pallet for orderly stacking. 4) Place large box down on its corner and "walk" it into position.

3.1.2 Controlled Move Sequence

Move Controlled (M): Push / Pull / Pivot: The object may be hinged or pivoted at some point (e.g. door, level, dial) or restricted due to surroundings (e.g. guides, slots, friction from surface) M1 < 12 inches: Objects displacement is achieved by movement of fingers, hand or feet less than 12 Inches. Ex. 1) Sliding coin out of fingers while counting. 2) Dial number on phone. 3) Press clutch pedal with foot. 4) Operate feed level of machines. M1: Button / Switch / Knob: Involves short pressing, moving or turning action of finger, hand or feet. Ex. 1) Flip light switch. 26

2) Turn door knob. 3) Press PC button. M3 > 12 inches: Displacement exceeds 12 inches. Ex. 1) Close door by pulling shut. 2) Pull chain hoist. 3) Open table drawer full length. M3: Resistance: Muscular force is needed to overcome friction caused by the weight of the object or the nature of surroundings controlling the move. This force may be need to seat of unseat object or simply to sustain movement of the objects against the resistance. Ex.1) Draw a straight line with pencil without straight edge. 2) Make exact cut with knife along straight line. M3: 2 stages < 12 inches: Object is displaced in two different directions or increment not exceeding 12 inches per stage. Ex. 1) Open and close glove compartment in car. 2) Pull drawer out and in. M6: 2 stages > 12 inches: Object is displaced in two different directions or increments exceeding 12 inches per stage. Ex. 1) Open and close fringe door. M10: 3-4 Stages: Object is displaced in three or four directions or increament. Ex. 1) From neutral shift through all four gears of car transmission. 2) Open carpenter's rule to four lengths. Move object with steps: If object is moved over a controlled path e.g. conveyor or hand cart, and requires steps to complete the move than M6 for 1-2 steps and M10 for 3-4 steps etc. Crank: When forearm pivoting at elbows, the object or device is moved in circular path by 27

fingers, hand or forearm. Ex. 1) Spin Allen key. 2) Turn nut down with speed handle. 3) Wrap string around spot. Align: Eye focus can cover an area 4 inches in diameter No special "eye time" required if alignment occurs within this. However, if two points more than 4 inches must be aligned then separate alignments are required. I1 to one Pint: Alignment to single point I3 < 4 inches: Alignment with two points less than 4 inches apart. I6 > 4 inches: Alignment with two points more than 4 inches apart. Ex.: Following a controlled move, align a 12" ruler with two marks located at 8" apart. I6 Precision: Extreme care of precision needed Following controlled move: Aligning French curve or drawing template. For Machine Tools: I3 - To / From Stop / Work Place: Machine tool is aligned to stop or work-piece prior to making cut or it is retracted from a stop or work-piece following a cut. I6: To / From Scale Mark: Machine tool aligned to or retracted from scale mark. I10: To Indicator Dial: Machine tool aligned to an indicator dial.

3.1.3 Tools Use Sequence

Fasten or Loosen. It refers to mechanically assembling or disassembling one object to another using finger, hand or foot Index values for F or L are grouped into different "methods" based on fingers,wrist or arm actions. One needs to establish only tool and the body member performing the action to select the F/L index values. 28

Finger Actions: Movement of fingers and thumb to turn out bolt with light resistance. Ex. 1) Turning a machine screw with screwdriver against light resistance . 2) Wind up wrist watch. Wrist Actions: Involves two different motions of the hand. a) Pivoting the hand from wrist with waving or wiping motion. Ex. 1) Tapping nail with small hammer on wall. 2) Fasten nut using " drive rachet. b) Twisting or rotating the wrist around axis of the forearm. Ex. 1) Turn screw with screwdriver. 2) Wind up an alarm clock key. 3) Tighten chuck on electric hand drill. Arm Motion: Refers to motions of hand requiring elbow and / or shoulder movement Generally required for longer tools. Ex.1) Tighten a chuck on lathe with the wrench using both hands. 2) Fasten nut using 12" sharpners. Tool Repositioning When repositioning of the tool occurs (spanner or allen key) the P parameter will cover only the initial placement of the tool. Subsequent positioning following each tool action, the "Tool reposition" column of data card should be used. Manual Crane sequence. A T K F V Move Get Crane Hook or Unhook free Object. L V Place P T Aside Return A

A: Action Distance: T: Transport Empty Crane 29

K: Hook-up or unhook- include both the activities to connect and disconnect the object from the holding device F: Free Object - refers to action necessary to "work" the object free from its surroundings and raise it by 2 to 3 inches V: Vertical move is raising or lowering of crane after object is freed. L: Horizontal movement of object with crane (Loaded Move). P: Place covers the actions to lower the objects last 2-3 inches at desired point. Index value depends on degree of difficulty. 0 1 2 No Alignment. Align with one hand.

Align with two hands.

Powered Cane Sequence A T K T O T Aside A Return

Move Position & Place Get Crane Hook or Unhook free Object

A: Action Distance: T: Movement of the crane with or without load. K: Hook-up or unhook P: Involves all action necessary to place objects in the desired location Index value are based on . with / without single direction change with double direction change 30

with several direction changes

3.2 SMED : Single Minute Exchange of Die Introduction:

SMED stands for Single Minute Exchange of Dies and covers the techniques for obtaining a changeover time of less than Ten Minutes (Single Digit Number of Minutes).The SMED method was introduced by Dr. Shigeo Shingo, one of the worlds leading experts in improving manufacturing processes. There are three stages in SMED technique. The first stage, which he developed in 1950, enabled Shingo to reduce the average time for changing setup on large steel presses from 4 Hrs to less than 90 Minutes. The Second and Third stages, introduced in 1969,led to these same setup changes being reduced to less than 10 Minutes because Shingo developed his ideas mainly on steel presses and plastic molding and extrusion machinery,he called the technique "Single Minute Exchange of Dies". However, the same technique can be applied to virtually any type of manufacturing process where a change of setup occurs. "Reduce your setup and adjustment times from hours to minutes" In this chapter we will learn about a lean tool, which will increase not only your OEE (Overall Equipment Effectiveness) but also your flexibility. 31

Changeover losses are one of the six big losses that have been defined within the TPM method. First of all let us try to understand some definitions given below : Changeover the total process of changing a production line from running one product to another.

Changeover Time: elapsed time between the last good previous product and the

First good next product at the right speed. Setup Time : the time to adjust or replace machine parts to accommodate the

new product. Startup Time : the time to bring the process up to the right speed and quality.

Changeover Time = Setup Time + Start up Time.

Fig.1 Changeover Pattern of the job Advantages of setup reduction: Reduction of changeover costs Production of smaller lot sizes combined with an increased number of changeover Trial-runs are minimized or even become superfluous 32

Urgent orders can be quickly produced Improved productivity(Increased efficiency, less waste, less machine defects) Setup becomes easy, more special skills are needed Reduction or elimination of intermediate inventory Improved flexibility Reduction of inventory costs Reduced work in progress Alternatives for setup reduction: SMED is not the only approach for reducing setup time.Some other alternatives Production planning-Reduce the number of setups Group Technology/cell formation- Reduce the number of setups Design Standardization- Reduce the number of setups Use Standard Module- Reduce the number of setups Work Simplification. Mechanization or Automation-An expensive

Why Quick Change Over?

Fig. 2 Need of Quick Changeover 33

There are 2 key elements in any change over Internal Activities : Must be performed while the machine / process is stopped i.e. not making Parts. Examples include changing a fixture on a machine or changing a bed ready for the next patient. External Activities : Can be performed while the machine / process is running i.e. making parts Examples include organizing tools, preparing new fixtures, getting material, and so on .

Internal Vs External

Fig. 3 Convert as much Internal work to External A setup will normally consist of a number of separate tasks, some of which can only be carried out when the machine or process is stopped and some of which could be "external" to describe the process. However, when applying the technique in your factory you should consider choosing terms, which are more meaningful in your particular environment. Some possibilities are 34

In Process(IP) and Not In Process(NIP) Run Time Activities (RTA) and Stop Time Activities (STA) Critical Change-Time(CCT) and Non Critical Change-Time(NCT)

Examples of "Internal Activities" are: Removing work from machine Removing tool dies etc Changing down the work surfaces Fixing new tools in place Fixing the new work piece in place Trial run and adjusting the machine

Examples of "External Activities" are: Getting instructions for the next job Getting material for the next job from the stores Getting tools for the next job from the stores Running tools from the last job to tool stores Arranging for lifting equipment to be available when required . Arranging for better to be available when required

3.2.1 SMED methodology consists of SIX STEPS :

1) Observe the current change over process o By video o By time study 2) Identify internal and external activities Interal:Activities to be performed while the machine is stopped

35

External : Activities that can be performed away from the machine, while the

line is running 3) Covert Activities from internal to external setup o Example preheating 4) Increase efficiency of the remaining internal activities (or reduce internal activities) o Replace bolts with clamps o Parallel operations o Develop team work 5) Optimize the start up time o If you have to do adjustments, make them measurable and repeatable 6) Increase efficiency of the external activities (or reduce external activities)

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Fig. 5 Conversion of Internal Activities into External Activities Tips for separate Internal & External Activities: 37

Define Internal & External Safely can define I from E Quality can define I from E Is it physically possible for it to be external? Define activities that can be moved now Define activities that can be moved now with minor changes Define activities that can be moved now with major changes Tips for Convert Internal & External Activities: Prepare operating conditions prior to the changeover

- Develop checklist needed changeover (What, Where, When, how many etc) - Use visual management: " on deck circle," scheduling board - Have everything at hand, at point of use, place tools/parts/material in order of usage to position for quick insertion into machine - Preheat, pre-set, or pre-adjust i.e. dress grinding wheels offline - Store high-use items at machine i.e. Consumables - Very accurate presetting tools with minimum adjustments - Standard (one fits all) bolts, clamps, Dowels, location/datum points - Replace fewest parts possible Check all items to ensure proper fit and function Clean up & Return Removed Tools after First Good part Use intermediary fixtures/jigs Tips to reduce Internal Activities: Eliminate time lost removing and installing bolts

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Fig. 6 Reduce time using clamps instead of Bolts Standardize Operations to Minimize Internal Adjustments - Pressures, size, shapes, dies, tools, jigs - Bolts, hoses, & handles, Heights and stroke - Die height, Machine stroke height - Machine level, Handling & storage level

Fig. 7 Standardize the various operations Perform parallel operations Improve clamping mechanism Eliminate all adjustments

39

- Graduated scales - Measurement devices - Calibrated values

- Standardization setting - Dead stop locations - Setting gauges/blocks

In other word internal setup tasks reduction: Preparations of prerequisites: - Tools, parts Instructions Lifting material Pre-assemblies Presets Pre-heating Unify parts storage, boxes, crates Suppress them partially or even totally Minimize "turning" movements: they request several grasp-release motions! Fir at once, in a single motion Use blocks, jigs, templates Standardize tools, types and size of screws, nuts. Fix standard values Find out adjustment-less methods through physical means, like stoppers, blocks 40

Simplify fittings and tightening:

Adjustments:

 Work together: Trials:

Get custom made tools if necessary Setup a racing pit team Make it good at once

Tips for reducing External Activities: Avoid Time Lost Looking for or Verifying Correct Items: - Color coding - Number coding - Proper arrangement and orderliness (5S) - Shadow preparation Carts reserved for changeovers Materials flow racks

Simplify adjustment : - Go-No Go gauges - Part specify inspection package/equipments Continuously collect ideas to improve setup - Kaizen Toolkits for setup reduction : Many toolkits can be applied to help setup reduction. For instance: Visual control Checklist Specially designed setup cart. Workplace organization (5S) Railed cart. Standardized base plate and socket. Attachment plate Quick fasteners- clamping cam, crank, clamping (lock) lever Standardized die height Location pins Stopper 41

Fig. 8 Provision of tool kit for every setup SMED Action: To start SMED Action first of all involves everyone concerned. Operators have intimate knowledge of process, of the machine and of their job. They know weak spots and can they point them out. In future they must comply new rules, they will accept more easily if they helped setting them up. Then collect data as you read above such as: -Actual changeover duration -Describe actual method, equipment, tools -Take video shot and analyze motions -Stopwatch every step, every operation -Count steps, measure walking distances This first step is usually low cost and brings immediate improvement of efficiency Convert setup:

In this step is important to distinguish what must absolutely be done while machine is stopped (internal setup), from what can be done while machine runs, meaning even BEFORE changeover occurs (external setup). What is actually done machine stopped, can it be done in advance, while still processing? Can we convert internal setup into external ? Some external operations are actually done like internal because of old habits or simply by ignoring this principle, they convert immediately. 42

Conversion examples: -Moulds actually preheated on and by the machine itself will be preheated in advance in small additional oven. - Products are mixed by machine, requesting trials and adjustments, will be mixed and fed to this machine ready for use.

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CHAPTER 4. RESEARCH METHODOLOGY

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Research Methodology
4.1 Applying SMED in Legrand: Here the main objective was to reduce the tool change over time for the Press Machines. Before the application of SMED process on them the time required to change the tool was very high. It was approximately 35 Minutes. The details of this process are calculated in the Annexure No.1. And the tool changeover time after the application of SMED technique is 17 minutes. Here the time required for each activity is calculated by the Basic MOST technique instead of taking a time readings by a Stop Watch. The use of Basic MOST is to make it possible for a man in manufacturing department to calculate this time on his table only. Thus it is not necessary every time to go to the shop floor to calculate this time by using Stop Watches or by standing physically by their side. Due to lack of some standard norms the tool changeover time was very high. In general the tool changing activity was done by two persons. i) Operator of the machine whose tool is to be changed. ii) Operator of some other machine to help the operator no. But again in these practices the operator from another press machine needs to keep his machine in idle position. So again production time was lost here. Also although another operator is helping the first operator who wants to change the tool of his press machine, all the equipments that are required to change the tool are to be collected by that single person only. So here again time was lost. So studies show that due to this procedure of tool changing, ultimately there are production losses for two press machines.To avoid this some simple actions and steps were necessary to be taken. Again as the equipments required to change the tool are not properly arranged, the process becomes very lengthy. Also some off the equipments are not suitable for the process operation, so they also need to be changed. Following are some corrective actions that are proposed to reduce this change over time very effectively. The following are the descriptions of the activity that are currently applied in the tool changing procedure. Also the remedies are suggested after that..

Followings are the sign conventions that are used. 45

C.A. Current Activity P.A. Proposed Activity 1) C.A.: Operator from another press machine comes to help the current operator. P.A.: An extra man called helper is appointed to help the operator of the machine. 2) C.A.: Operator searches various equipments that are required to change the tool. For this every time he has go to the tool box. P.A.: The SMED trolley is prepared which contains all the equipments required to change the tool. 3) C.A. : Operator himself brings the new material roll at the time of new production P.A.: Helper will bring the new material roll near the machine after getting an instruction from the supervisor. 4) C.A.: Operator uses a chain which he fixes in the overhead. P.A.: Hooks are suggested to attach the chain permanently. 5) C.A. :Operator uses a Rod to lift up the tool using overhead P.A.: Hooks and I-bolts are suggested to use for easy operation 6) C.A.: Operator searches supervisor after end of his production to ask the next component to be produced. P.A.: An ANDON light is provided at the top of the machine so that operator will just glow that light when his production is about to complete. Supervisor himself will come to operator by watching the ANDON light to give him his next component that is to be produced. 7) C.A. : Operator himself brings the new tool from the tool room P.A.: Helper brings the next required tool and keep it near the machine 8) C.A. : The passage is not cleared, which contains lots of hindrance in the way of operator at the time of working P.A.: An empty passage is provided by keeping all the things neatly for the easy movement of the operator along with the overhead and trolley.

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Snap 3: A Well equipped SMED trolley is prepared which contains all the required equipments for tool changing.

Snap 4: New material roll is brought to the machine before starting of production

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Snap 5 : Rods are used for the lifting of tool, which is a complicated & time consuming

Snap 6: Hooks are provide to overhead which are directly used for lifting up of tool

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Snap 7: An ANDON light is provided at top of the press machines

Snap 8 : Stroke setting spanner size standardized

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Snap 9: U slot opening provided in the Decoiler-straighter for quick insertion of coil & removal of sling.

Snap 10 : Scrap collecting chutes are fabricated for all press machines

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Snap 11 : 4 Point Clamping System for the Tool

Snap 12 : 2 Point (Diagonal) Clamping System for the Tool

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CHAPTER 4 DATA ANALYSIS

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DATA ANALYSIS
Result & Conclusion:5.1 Analysis by MOST:
From the Annexure no.1 & 2 we can come to know about the tool changeover time. Annexure 1 gives the tool changeover time before the application of SMED technique. Thus TOTAL TMU = 52133 = 52133 x 0.0006 = 31.20 minutes Appro. Equal to 31 minutes Now from the Annexure 2, after taking the proposed remedies into consideration the total TMU reduces by approximately 14 minutes. Thus here. TOTAL TMU = 29033 = 29033 x 0.0006 = 17.41 minutes Appro.Equal to 17 minutes. This shows that how SMED is effective to reduce the tool changeover time.

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Conclusion & Future Scope of Work 5.2 Conclusion for SMED technique by using MOST:
From the Annexure 1 & 2, comparison shows that, the total TMU is reduced due some simple steps that are suggested. Generally for application of SMED technique, related person has to measure the time by using some instruments viz. Stop Watch, etc. by physically standing on the shop floor. But since every time it is not practical for the person from management dept. to do the same process. Thus here MOST is used to measure this time in terms of TMU first and then is converted into minutes or hours. Before application of the SMED technique the total time calculated for the changing of a tool is 31 minutes. After application of the SMED again time is calculated by using Basic MOST which comes out to be 17 minutes, means that the tool changeover time is successfully reduced by 14 minutes. 5.3 Future Scope: In the work presented here, the total TMU as well as the time in minutes is calculated by using Basic MOST technique. The more effective work can be carried out by using the other forms of the MOST technique viz. Mini MOST, etc. Also since for SMED the time after its application should be anything between 0 to 9, here we have obtained 17 minutes. i.e. 8 more minutes are there. These 8 more minutes can be reduced by further studying the process very deeply. So in future it is possible that the tool changeover time for every tool is a single digit minute i.e. at the most 9 minutes.

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CHAPTER 6. ANNAXURES.

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BIBLIOGRAPHY Books: -

Web sites: -

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