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SMED Jabil Juarez

  1. 1. Form #: 00-LS80-F103-A Revision Date 02.03.2011 SMED Kaizen Event Nypro JRZ 1
  2. 2. Form #: 00-LS80-F103-A Revision Date 02.03.2011 Team Introduction Project champion/leader: Paul Ramirez – LSS Project sponsor: Antonio Rangel Lean champion: Fermin Renteria Core team members: Alejandro Escareno - Process Pedro Rodriguez – Tool Room Angel Cruz - Planning Alejandro Escareno - Process Jesus Chanez– Maintenance Jose L. Reyna- Production Luis Martinez- Metrology 2
  3. 3. Form #: 00-LS80-F103-A Revision Date 02.03.2011 Define Problem/Opportunity Statement Nypro Juarez, since March, 2014 has experienced mold change and start up time in 16 hrs Avg. This Long Time represent the flow defects and cost: -Waiting's -Fine Tune -Up Mold -Final Approval -Quality Release Project Scope NYPRO JUAREZ SMED Goal Statement Define stability in the scheduled system and the change over process. Establish HEIJUNKA tool in the all IMM and the communication system . Avoid the waiting's in the change over process and avoid the excess machine change over Reduce the change over time by 50% (Current 16 hrs to 8 hrs Avg. ) with methodology of SMED, converting internal activities to external Business Case / Financial Impact Set-up time reduction in a 50 %. Cost per set-up time $515.2 USD avg. (Machine Rate) Qty of mold changes per month 240 Avg Actual monthly cost = 240 x $515.2 USD = $123,648 USD x 50% of reduction = $61,824 USD monthly savings. OEE metric increase from (measuring) 49% to up to 75%. 3
  4. 4. Form #: 00-LS80-F103-A Revision Date 02.03.2011 Define Quality Parameters Project Timeline Change Over Time OEE Qty Re-Start up Qty Start Up % Heijunka Voice of the Customer Minimize down time for set-up time Increase %OEE Mold set-up time (mold down / mold up) Target 3 hrs Start up time (fine tune / final approval) Target 3 hrs Increase % Heijunka Phase Date Planned Start Date Date Completed Define 3/5/2014 7/5/2014 7/5/2014 Measure 10/5/2014 11/6/2014 11/6/2014 Analyze 14/6/2014 18/6/2014 18/6/2014 Improve 21/7/2014 27/7/2014 27/7/2014 Control 28/7/2014 30/9/2014 30/9/2014 4
  5. 5. Form #: 00-LS80-F103-A Revision Date 02.03.2011 5 Measure – Actual work elements We measured the actual work elements in the set-up time (including mold change and start up). We display the steps using like flow chart. This Flow Chart are since last FG to First FG of other product.
  6. 6. Form #: 00-LS80-F103-A Revision Date 02.03.2011 6 Measure – Actual work elements We measured the actual work elements in the set-up time (including mold change and start up). We display the steps using like flow chart. Changue Over Time include: Change Mold, Start up, Quality Release, Fine Tune.
  7. 7. Form #: 00-LS80-F103-A Revision Date 02.03.2011 Measure – Change Over Times 7 W-46W-47W-48W-49W-50 W-1 W-2 W-3 W-4 W-5 W-6 W-7 W-8 W-9 W-10W-11W-12W-13W-14W-15W-16W-17W-18W-19W-20W-21W-22W-23W-24W-25W-26W-27 Change over time Avg/week 8.4 4.2 17.9 9.29 11.45 3.95 13.7 10.278.176 6.65 12.3 9.47113.25 8.12 8.06 5.3 11.2616.0315.01 13.3 8.36 7.28 8.44 6.16 18.2810.1614.1710.1512.38 12 2.03 16.53 8.4 4.2 17.9 9.29 11.45 3.95 13.7 10.266 8.175555556 6.65 12.3 9.470833333 13.25 8.12 8.06 5.3 11.26 16.03 15.01 13.3 8.36 7.28 8.44 6.16 18.28 10.16 14.17 10.15 12.38 12 2.03 16.53 0 2 4 6 8 10 12 14 16 18 20 HRS Change over time Graphic average time of Change Over which we see is not stable and is much downtime SMED methodology.
  8. 8. Form #: 00-LS80-F103-A Revision Date 02.03.2011 Measure – Pareto Chart 8 Time consumed 578.5 67.8 49.3 37.1 31.3 Percent 75.7 8.9 6.4 4.9 4.1 Cum % 75.7 84.6 91.0 95.9 100.0 Steps OtherFinal ApprovalUp MoldFine tuneWaits 800 700 600 500 400 300 200 100 0 100 80 60 40 20 0 Timeconsumed Percent Change over time main steps This is a pareto the time we have in change Over Time, shows that 80% are waiting (waste). Fine Tune: is when is when the technician makes final adjustment to the process Up Mold; is when the technician change the different mold to start the setup Final Aprooval: is when metrology does the release of the piece for run.
  9. 9. Form #: 00-LS80-F103-A Revision Date 02.03.2011 Measure– diagram spaghetti 9 Technical movements were measured with a spaghetti diagram for waste and reduce movements
  10. 10. Form #: 00-LS80-F103-A Revision Date 02.03.2011 Analyze–Root Cause Analysis 10 Tool Cause and effect is used to facilitate the analysis of problems and solutions regarding on methodology SMED, focused with the ideals management framework of the same methodology.
  11. 11. Form #: 00-LS80-F103-A Revision Date 02.03.2011 11 Analyze – Internal to External activities We identified the internal and external activities, and we defined conditions for achieve move the internal as external.
  12. 12. Form #: 00-LS80-F103-A Revision Date 02.03.2011 12 Analyze – Internal to External activities We identified move aprox 40% of the internal activities as external activities
  13. 13. Form #: 00-LS80-F103-A Revision Date 02.03.2011 Analyze Summary Root Cause Problem Cause Cause Validation Explain the root cause in a short phrase How much do this cause contribute to the overall problem (as percentage) Tool to validate root cause Don’t use of signal (HEIJUNKA) to prepare mold change 40% C&E and flow diagram Lack of equipment to dry the resin (prepare the resin before to start) 15% C&E and flow diagram Conflict production and mold change 15% C&E and flow diagram Molds not available 5% C&E and flow diagram No Heijunka implemented 100% 20% C&E and flow diagram 13
  14. 14. Form #: 00-LS80-F103-A Revision Date 02.03.2011 Improve 14 Now every supervisor and technicians have radios to communicate with each other. Supervisors had to go directly to the technician to give a new order similarly among technical
  15. 15. Form #: 00-LS80-F103-A Revision Date 02.03.2011 Improve 15 Hose racks were placed in all bays and reduce the waiting time Buy tool kit and “Car of rapid change over”
  16. 16. Form #: 00-LS80-F103-A Revision Date 02.03.2011 Improve 16 the rings and molds were identified to reduce downtime by poor identification were assigned areas par avoid no added value in the template switching in search of molds
  17. 17. Form #: 00-LS80-F103-A Revision Date 02.03.2011 Improve 17 Heijunka program is 100% gender throughout the plant
  18. 18. Form #: 00-LS80-F103-A Revision Date 02.03.2011 18 Control – •Monthly reviews with management •Weekly meetings with the team •Weekly meters to observe any abnormalities •Standard work of the technical molding •Work instruction of Technician of Molding (JZ-JD-2010-0109 Rev.1) •Formats to time making(JZ-VF-2008-0192 Rev.2)
  19. 19. Form #: 00-LS80-F103-A Revision Date 02.03.2011 Control Summary Implementation Plan Process Ownership Future Opportunities Replication: The project will be replicated in metrology area for the measurement of parts. Documentation STD Work Sheet SMED Process supervisor is the owner of the preparation process. Metrics: •% OEE, •Qty Changue molds •% Heijunka •Qty Re- Start-up •Qty screw cleanig •Qty Mold cleaning preventive 19
  20. 20. Form #: 00-LS80-F103-A Revision Date 02.03.2011 Project summary Project Approach  SMED Methodology  STD Work Impact on shareholder value  Change Over reduccion time 50 %  Increase Qty Mold cleaning without Loto  Drecrease Qty Screw cleaning  Home: 3/5/2014  Term: 30 / 9 / 2014 Executive Summary 20 Base line Current Time Change Mold Rate x Hr Avg. Change Over Change Over Per month Avg..  16 hrs 9 hrs 232 $32.20 USD Soft Saving Per month Avg. $52,292 USD

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