SMED Continuous Industry

Planning Summary / Resources / Objectives

Key Project Objectives

To make change processes more flexible with the aim of reducing the plant's lead time in its strategic product line.
Train staff on continuous improvement concepts & Involve staff in every stage of the re-engineering process of change
Introduce the concepts of 5S, Ergonomics, SMED and Parallel Work
Create a reporting program that allows you to store and monitor the results.
Form an internal team for the management & execution of SMED projects

Methodology & Action Summary in 7 Steps

Step 1: Educate to change / open minds

Step 2: Classify / Eliminate variability

2.1 Define the Key Products

Reduction from 25 to 20 Key Products by eliminating products with low or zero production levels in 2012.

2.2 Create Change Class Matrix

Step 3: Define the Starting Point: Where are we?

Step 4: Improve the work environment

Step 5: Democratic Re-Engineering

Step 6: Monitor & Capitalize on Improvements

Step 7: Technical & Functional Improvements

Elimination of the need for “Sprays” & Independence with Maintenance
Mechanical Improvement of the Villars Machine
Electrical Upgrade of the Villars Machine

Lean Change C2 Observations: White ->

Creation of a dust deviation control program & Independence with production managers
Control of those in charge through Reporting
Control of those in charge through supervision of external tasks

Lean Change C2 Observations: White->White with Spray: 54 minutes

White with Spray

Process Re-Engineering Summary

Number of optimized processes

66% of the changes observed, defined and optimized
34% of the improved changes

Process Re-Engineering Summary

	Output1	Output2	Output3
C1	Previous External Tasks	Work sequence with 2 PAX	External tasks post-change
C2	Previous External Tasks	Work sequence with 2 PAX	External tasks post-change
C3	Previous External Tasks	Work sequence with 2 PAX	External tasks post-change
C4	Previous External Tasks	Work sequence with 2 PAX	External tasks post-change
C5	Previous External Tasks	Work sequence with 2 PAX	External tasks post-change
C6	Previous External Tasks	Work sequence with 2 PAX	External tasks post-change

Process dossier

Summary of Actions Taken & Pending

5S Actions: Order / Cleanliness / Safety

State	Compliance	%
Plan	28	100%
EARRINGS	17	60%
Act / Implemented	5	19%
Discarded	6	21%

7S Actions: Ergonomics / Displacements

State	Compliance	%
Plan	52	100%
EARRINGS	5	10%
Act / Implemented	39	75%
Discarded	8	15%

Organizational Actions

Creation of the process dossier
Operator training
Definition of external work
Definition of Objectives

Functional Actions

Creation of the powder weight program
Training of those in charge
Creation of communication & reporting panels

Pending points

Using the powder weight program:

Control of actual weight deviation vs. target / Tray weight deviation / Digital adjustment

Outsourcing the assistant's work:

Having an additional easel for the start of production

Project Results

Analysis of the initial results regarding the implementation period

Coating Trends 2012 1

Evolution of changes C1 White->White

Short-term objectives for the C2 White->White Bi-Co changes.

Short-term objectives for the C3 White->White with Film changes

Short-term objectives for the C5 Black->Black changes

Summary of Results FROM 2/01/2013 TO 17/01/2013

Coating Efficiency January 2013

Short-term future

Now we can start improving!

Improvements applicable to all changes

Monitoring Results / Supporting and Motivating Operators

Daily review with the operators of changeover times and problems encountered.
Weekly review with the production manager of changeover times.
Weekly review of continuous improvement action plans and ongoing actions

Other opportunities for improvement

Quality controls

Today, during each type change, we have several sources of waste due to the current strict quality control process:

Allow uninterrupted production in cases where the production preparation process is controlled
Analyze uncontrolled production preparation processes
Having a quality control indicator on the production line

Evaluation of potential material savings with a process change
production start-up

Success stories, Logistics

Lean Logistics Management

SGA Implantation & Smart Continuous improvement

Logistics System created

Creation of a Communication & Training Zone

WAREHOUSE ENTRANCE

Space optimization

Adaptation of a reception hall to standards

With increased reception capacity >50%

WAREHOUSE 3: SUPPLIER MATERIAL RECEIPTS

Implementation of Reception Zones

Incoming Quality Control

Cross Docking and Reverse Logistics

STORE TICKETS-RETURNS-RECEPTIONS

Implementation of Expedition Lungs to support a production increase >100%

EXPEDITION ZONE

Creation of shipping positions at the level of Lean Logistics standards

MULTI-WORKSTATION

Logistics System created

Definition of Future Processes & Training & Implementation
of agile support tools

Adapting the WMS to Motocard's needs

DEFINITION OF PROCESSES

Practical training and training videos

STAFF FORMATION

Integration of training videos for each process into tablets to reduce training time for new staff

Agile Support Tools: Insta-Process

Implementation of a Process Manager to cover the Hardware aspects of the Warehouse using Checklists:

Provision of Milkrun-type consumables
Quality Zone Control & Decision
5S by Job Position
Personnel Management Tasks for Future Team Leader

Logistics System created

Agile Support Tools: Iceberg

To avoid the constant disruption to the Warehouse Manager and Team Leader related to managing quality issues and surplus items, we have adapted our "Iceberg" CMMS to allow for the efficient and prioritized communication of these problems.

Implementing this system frees up a significant amount of time from these two key resources, while also providing us with complete control over these incidents and historical data for future root cause analysis.