By Shigeo Shingo, Andrew P. Dillon
Written by way of the economic engineer who built SMED (single-minute alternate of die) for Toyota, A Revolution in production presents an entire evaluation of this robust simply in time construction device. It deals the main whole and designated directions to be had wherever for remodeling a producing atmosphere in ways in which will accelerate creation and make small lot inventories possible. the writer delves into either the idea and perform of the SMED approach, explaining basics in addition to thoughts for utilising SMED. The seriously acclaimed textual content is supported with 1000s of illustrations and pictures, in addition to twelve chapter-length case experiences.
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Additional info for A Revolution in Manufacturing: The SMED System
10,000 1 min. 8 x 60 1 min. +10-000= 1 048 min. 18 71 ) 100 T A B L E 2 - 2 . 5 8 hours 8 x 9 = 72 hours 8 hours 9 T A B L E 2 - 3 . Relationship Between Setup T i m e and L o t S i z e — I I I siderable increase in productive power and reduction in needed manhours. Indeed, we might well imagine that this is the principal reason for favoring large-lot production on the shop floor. With traditional setup procedures, large-lot production seems the easiest and most effective way to minimize the undesirable effects of setup operations.
A number of thoughts followed in rapid succession. On a conference-room blackboard I listed eight techniques for shortening setup times. Using this new concept, we were able to achieve the three-minute goal after three months of diligent ef fort. In the hope that any setup could be performed in under ten minutes, I named this concept "single-minute exchange of die," or SMED. SMED was later adopted by all Toyota plants and continued to evolve as one of the principal elements of the Toyota Production System.
1 min. + y-QQQ = 1 -48 min. 26 100 8 hrs. 10,000 1 min. 8 x 60 1 min. +10-000= 1 048 min. 18 71 ) 100 T A B L E 2 - 2 . 5 8 hours 8 x 9 = 72 hours 8 hours 9 T A B L E 2 - 3 . Relationship Between Setup T i m e and L o t S i z e — I I I siderable increase in productive power and reduction in needed manhours. Indeed, we might well imagine that this is the principal reason for favoring large-lot production on the shop floor. With traditional setup procedures, large-lot production seems the easiest and most effective way to minimize the undesirable effects of setup operations.
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