SMED methodology implementation in a manual process: Case study in an industry of the Oil and Gas sector

Matheus Macedo Fraiz, Anis Assad, Fabiano Oscar Drozda

Abstract


Lead Time reduction in productive processes through the decrease of the activities that don't add value to the product is one of the Lean Manufacturing main purposes. This work has the objective of proposing an application of one of the Lean tools, the SMED methodology, in a manual process of an oil and gas sector company. As starting point was elaborated the flowchart of the activities of the superficial treatment department of the factory, and identified that the activity with larger negative impact on Lead Time was the sandblasting. Besides, this stage presented an OEE of 10,97%, as well as a poor performance in other relevant indicators of disponibility and efficiency. A chronoanalysis of the activities was made and separated the activities that added value and the setup activities from the total time. Thus, the SMED methodology was applied, eliminating or reducing setup activities, besides converting external setup into internal. Although the 10 minutes set-up time was not reached, as proposed by the methodology, there were significant reductions in the setup time and in the distance traveled by the operator during the activity.


Keywords


Lean Manufacturing; SMED; Setup; OEE

References


Alukal, G. (2003). Create a Lean, mean machine. Quality Progress, Vol. 36 No. 4, 29-35.

Bamber, C. J., Castka, P., Sharp, J. M. & Motara, Y. (2003). Cross-functional team working for overall equipment effectiveness (OEE). Journal of Quality in Maintenance Engineering, v. 9, n. 3, 223-238.

Bulent D., Tugwell P. & Greatbanks R. (2000). Overall equipment effectiveness as a measure of operational improvements - A Practical Analysis. Internal Journal of Operation & Production Management, Vol. 20, No. 12, 1488-1502.

Busso, M.C. & Miyakeb, D. I. (2006). Análise da aplicação de indicadores alternativos ao Overall Equipment Effectiveness (OEE) na gestão do desempenho global de uma fábrica. USP, São Paulo.

Culley, S.J., Gest G., McIntosh, R.I., Mileham, A.R., & Owen, G.W. (1995). Review of fast tool change systems. Computer Integrated Manufacturing Systems 8, 205-210.

Feld, W.M., (2000). Lean Manufacturing: Tools, Techniques, and How To Use Them. The St. Lucie Press, London.

Ferradás P. G. & Salonitis K., (2013). Improving Changeover Time: A Tailored SMED Approach for Welding Cells. Procedia CIRP, Volume 7, 598-603.

Gomes, E. S. (2008). Investigação dos desperdícios no processo de desenvolvimento de produtos por meio da abordagem da produção enxuta. Universidade Federal de Itajubá. Itajubá.

Goubergen, D.V., & Landeghem, H.V. (2002). Rules for integrating fast changeover capabilities into new equipment design. Robotics and Computer Integrated Manufacturing 18, 205 214.

Grewal, C., (2008). An initiative to implement lean manufacturing using value stream mapping in a small company, Int. J. Manufacturing Technology and Management, Vol. 15.

Hancock, W.M. & Matthew, J.Z. (1998). Lean Production: Implementation Problems. IIE Solutions : Institute of Industrial Engineers, Inc. (IIE).

Holweg, M., (2006). The genealogy of lean production. Journal of Operations Management, 25, 420–437.

Jonsson, P., & Lesshammar, M. (1999). Evaluation and improvement of manufacturing performance measurement systems ‐ the role of OEE, International Journal of Operations & Production Management, Vol. 19 Issue: 1, 55-78.

Kays B. & Kara S. (2007). Set-Up Reduction in Injection Molding Process – A Case Study in Packaging Industry. 4th International Conference and Exhibition on Design and Production of Machines and Dies/Molds.

Lasa, I. S., Laburu, C. O. & Vila R. C., (2008). An evaluation of the value stream mapping tool. Business Process Management Journal, Vol. 14 Issue: 1, 39-52.

Levinson, W. A. (2002). Henry Ford’s Lean Vision: Enduring Principles from the first Ford Motor Plant. Productivity Press, New York.

Linker, J. K. (2004). The Toyota way: 14 Management Principles from the World's Greatest Manufacturer. Mc Graw-Hill Professional, USA, 2004

Lisbôa, M. G. P. & Godoy, L. P. (2012). Aplicação do método 5W2H no processo produtivo do produto: A jóia. Iberoamerican Journal of Industrial Engineering, Florianópolis, SC, Brasil, v. 4, n. 7, 32-47.

Ljungberg, O. (1998). Measurement of overall equipment effectiveness as a basis for TPM activities. International Journal of Operations and Production Management, v. 18, n. 5, 495-507.

Mcintosh, A. R., Owen, G. W., Culley, S. J. & Mileham, T. (2007). Changeover improvement: reinterpreting Shingo’s “SMED” methodology. IEEE Transactions on Engineering Management, 54(1), 98-111.

McIntosh, R.I., Culley, S.J., Mileham, A.R. & Owen, G.W., (2000). A critical evaluation of Shingo’s SMED (Sigle Minute Exchange of Die) methodology. International Journal of Production Research 38, 2377 - 2395.

Melton, T., (2005). The Benefits of Lean Manufacturing: What Lean Thinking has to Offer the Process Industries. Chemical Engineering Research and Design, Volume 83, Issue 6, 662-673.

Monden, Y., (1998). Toyota Production System—An Integrated Approach to Just-In-Time. Engineering & Management Press, Norcross, Georgia.

Moreira A. C. & Pais, G. C. S. (2011). Single Minute Exchange of Die. A Case Study Implementation, J. Technol. Manag. Innov, Volume 6, Issue 1.

Mrugalska B. & Wyrwicka K. M. (2017). Mirages of Lean Manufacturing in Practice. Procedia Engineering, Volume 182, 780-785.

Nahmias, S., (2001). Production and Operations Analysis, fourth ed., New York: McGraw Hill.

Nakajima S. (1988). Introduction to Total Productive Maintenance (TPM), Productivity Press, Cambridge, chapter 1.

Ohno, T. (1997). O Sistema Toyota de Produção além da produção. Bookman.

P. Muchiri & L. Pintelon (2008). Performance measurement using overall equipment effectiveness (OEE): literature review and practical application discussion. International Journal of Production Research, 46:13, 3517-3535.

Pisano, G. & Hayes, R. (1995). Manufacturing Renaissance. Harvard Business School Press, Boston, MA.

Reik, M.P., McIntosh, R.I., Culley S.J., Mileham, A.R. & Owen, G.W., (2006). A formal design for changeover methodology. Part 1: Theory and background. Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture 220.

Schumacher A., Erol S. & Sihn W. (2016). A Maturity Model for Assessing Industry 4.0 Readiness and Maturity of Manufacturing Enterprises. Procedia CIRP, v.52, 161-166.

Shingo, S. (2000) Sistema de Troca Rápida de Ferramenta. Porto Alegre: Bookman.

Soliman, F. (1998). Optimum level of process mapping and least cost business process re-engineering. International Journal of Operations & Production Management, v. 18, n. 9/10, 810-816.

Staudt, F. H., Coelho, A. S. & Gonçalvez, M. B. (2011). Determinação da capacidade real necessária de um processo produtivo utilizando cadeia de Markov. Revista Produção, v. 21, n. 4, 634-644.

Tajiri, M. & Gotoh, F. (1992). TPM Implementation: A Japanese Approach, New York: McGraw-Hill.

Womack, J. & Jones, D. (1998). A mentalidade enxuta nas empresas: Elimine o Desperdício e Crie Riqueza.Editora Campus.

Womack, J., Jones, D. & Daniel, R. (1990). The Machine that Changed the World. New York: Free Press


Refbacks

  • There are currently no refbacks.


_________________________________________________________

Licença Creative Commons
This journal is licenced under a Creative Commons LicenseCreative Commons - Atribuição-CompartilhaIgual 4.0 Internacional.

Contact: lean@contato.ufsc.br
Tel: +554837217062

EPS - Departamento de Engenharia de Produção e Sistemas

CTC - Centro Tecnológico

UFSC - Universidade Federal de Santa Catarina

Caixa Postal 476 - Campus Universitário - Trindade