{"id":3469,"date":"2026-03-24T11:38:48","date_gmt":"2026-03-24T10:38:48","guid":{"rendered":"https:\/\/instalin.es\/?p=3469"},"modified":"2026-03-25T13:55:30","modified_gmt":"2026-03-25T12:55:30","slug":"smed-industria-continua","status":"publish","type":"post","link":"https:\/\/instalin.es\/en\/smed-industria-continua\/","title":{"rendered":"SMED Continuous Industry"},"content":{"rendered":"
\n

SMED Continuous Industry<\/h1>\n<\/header>\n
\n
\n
Planning Summary \/ Resources \/ Objectives<\/strong><\/div>\n
\n

Key Project Objectives<\/strong><\/h3>\n
    \n
  • To make change processes more flexible with the aim of reducing the plant's lead time in its strategic product line.<\/li>\n
  • Train staff on continuous improvement concepts & Involve staff in every stage of the re-engineering process of change<\/li>\n
  • Introduce the concepts of 5S, Ergonomics, SMED and Parallel Work<\/li>\n
  • Create a reporting program that allows you to store and monitor the results.<\/li>\n
  • Form an internal team for the management & execution of SMED projects<\/li>\n<\/ul>\n

    Methodology & Action Summary in 7 Steps<\/strong><\/h2>\n

    Step 1: Educate to change \/ open minds<\/strong><\/h3>\n

    Step 2: Classify \/ Eliminate variability<\/strong><\/h3>\n

    2.1 Define the Key Products<\/em><\/strong><\/h4>\n

    Reduction from 25 to 20 Key Products by eliminating products with low or zero production levels in 2012.<\/p>\n

    2.2 Create Change Class Matrix<\/em><\/strong><\/h4>\n

    Step 3: Define the Starting Point: Where are we?<\/strong><\/h3>\n

    Step 4: Improve the work environment<\/strong><\/h3>\n

    Step 5: Democratic Re-Engineering<\/strong><\/h3>\n

    Step 6: Monitor & Capitalize on Improvements<\/strong><\/h3>\n

    Step 7: Technical & Functional Improvements<\/strong><\/h3>\n
      \n
    1. Elimination of the need for \u201cSprays\u201d & Independence with Maintenance<\/li>\n
    2. Mechanical Improvement of the Villars Machine<\/li>\n
    3. Electrical Upgrade of the Villars Machine<\/li>\n<\/ol>\n

      Lean Change C2 Observations: White -><\/h4>\n
        \n
      1. Creation of a dust deviation control program & Independence with production managers<\/li>\n
      2. Control of those in charge through Reporting<\/li>\n
      3. Control of those in charge through supervision of external tasks<\/li>\n<\/ol>\n

        Lean Change C2 Observations: White->White with Spray: 54 minutes<\/h4>\n

         <\/p>\n

        White with Spray<\/h4>\n

        Process Re-Engineering Summary<\/strong><\/h2>\n

        Number of optimized processes<\/strong><\/h3>\n
          \n
        • 66% of the changes observed, defined and optimized<\/em><\/li>\n
        • 34% of the improved changes<\/em><\/li>\n
        • \n

          Process Re-Engineering Summary<\/strong><\/h3>\n
          <\/span><\/figure>\n
          \n
          \n
          \n\n\n\n\n\n\n\n\n\n
          <\/td>\nOutput1<\/strong><\/td>\nOutput2<\/strong><\/td>\nOutput3<\/strong><\/td>\n<\/tr>\n
          C1<\/td>\nPrevious External Tasks<\/td>\nWork sequence with 2 PAX<\/td>\nExternal tasks post-change<\/td>\n<\/tr>\n
          C2<\/td>\nPrevious External Tasks<\/td>\nWork sequence with 2 PAX<\/td>\nExternal tasks post-change<\/td>\n<\/tr>\n
          C3<\/td>\nPrevious External Tasks<\/td>\nWork sequence with 2 PAX<\/td>\nExternal tasks post-change<\/td>\n<\/tr>\n
          C4<\/td>\nPrevious External Tasks<\/td>\nWork sequence with 2 PAX<\/td>\nExternal tasks post-change<\/td>\n<\/tr>\n
          C5<\/td>\nPrevious External Tasks<\/td>\nWork sequence with 2 PAX<\/td>\nExternal tasks post-change<\/td>\n<\/tr>\n
          C6<\/td>\nPrevious External Tasks<\/td>\nWork sequence with 2 PAX<\/td>\nExternal tasks post-change<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/figure>\n<\/div>\n<\/div>\n

          Process dossier<\/strong><\/h3>\n<\/li>\n<\/ul>\n

          Summary of Actions Taken & Pending<\/strong><\/h2>\n

          5S Actions: Order \/ Cleanliness \/ Safety<\/strong><\/h3>\n
          \n\n\n\n\n\n\n\n
          <\/td>\n<\/td>\n<\/td>\nState<\/strong><\/td>\n<\/td>\nCompliance<\/strong><\/td>\n%<\/strong><\/td>\n<\/tr>\n
          <\/td>\n<\/td>\n<\/td>\nPlan<\/td>\n<\/td>\n28<\/td>\n100%<\/td>\n<\/tr>\n
          <\/td>\n<\/td>\n<\/td>\nEARRINGS<\/td>\n<\/td>\n17<\/td>\n60%<\/td>\n<\/tr>\n
          <\/td>\n<\/td>\n<\/td>\n\u00a0Act \/ Implemented<\/strong><\/td>\n<\/td>\n5<\/strong><\/td>\n19%<\/strong><\/td>\n<\/tr>\n
          <\/td>\n<\/td>\n<\/td>\nDiscarded<\/td>\n<\/td>\n6<\/td>\n21%<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/figure>\n

          7S Actions: Ergonomics \/ Displacements<\/strong><\/h3>\n
          \n\n\n\n\n\n\n\n
          State<\/strong><\/td>\nCompliance<\/strong><\/td>\n%<\/strong><\/td>\n<\/tr>\n
          Plan<\/td>\n52<\/td>\n100%<\/td>\n<\/tr>\n
          EARRINGS<\/td>\n5<\/td>\n10%<\/td>\n<\/tr>\n
          \u00a0Act \/ Implemented<\/strong><\/td>\n39<\/strong><\/td>\n75%<\/strong><\/td>\n<\/tr>\n
          Discarded<\/td>\n8<\/td>\n15%<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/figure>\n

          Organizational Actions<\/strong><\/h3>\n
            \n
          • Creation of the process dossier<\/li>\n
          • Operator training<\/li>\n
          • Definition of external work<\/li>\n
          • Definition of Objectives<\/li>\n<\/ul>\n

            Functional Actions<\/strong><\/h3>\n
              \n
            • Creation of the powder weight program<\/li>\n
            • Training of those in charge<\/li>\n
            • Creation of communication & reporting panels<\/li>\n<\/ul>\n

              Pending points<\/strong><\/h3>\n

               <\/p>\n

              Using the powder weight program:<\/strong><\/p>\n

              Control of actual weight deviation vs. target \/ Tray weight deviation \/ Digital adjustment<\/p>\n

              Outsourcing the assistant's work:<\/strong><\/p>\n

              Having an additional easel for the start of production<\/p>\n

              Project Results<\/strong><\/h2>\n

              Analysis of the initial results regarding the implementation period<\/strong><\/h3>\n

              Coating Trends 2012 1<\/strong><\/h4>\n

               <\/p>\n<\/div>\n

              Evolution of changes C1 White->White<\/strong><\/h4>\n<\/div>\n

              Short-term objectives for the C2 White->White Bi-Co changes.<\/strong><\/h4>\n

              Short-term objectives for the C3 White->White with Film changes<\/strong><\/h4>\n

              Short-term objectives for the C5 Black->Black changes<\/strong><\/h4>\n

              Summary of Results FROM 2\/01\/2013 TO 17\/01\/2013<\/strong><\/h4>\n

              Coating Efficiency January 2013<\/strong><\/h3>\n<\/div>\n

              Short-term future<\/strong><\/h2>\n

              <\/span>Now we can start improving!<\/strong><\/h3>\n

              Improvements applicable to all changes<\/strong><\/h3>\n

              Monitoring Results \/ Supporting and Motivating Operators<\/strong><\/h3>\n
                \n
              • Daily review with the operators of changeover times and problems encountered.<\/li>\n
              • Weekly review with the production manager of changeover times.<\/li>\n
              • Weekly review of continuous improvement action plans and ongoing actions<\/li>\n<\/ul>\n

                Other opportunities for improvement<\/strong><\/h2>\n

                <\/span>Quality controls<\/strong><\/h3>\n

                Today, during each type change, we have several sources of waste due to the current strict quality control process:<\/strong><\/p>\n

                  \n
                • Allow uninterrupted production in cases where the production preparation process is controlled<\/li>\n
                • Analyze uncontrolled production preparation processes<\/li>\n
                • Having a quality control indicator on the production line<\/li>\n<\/ul>\n

                  <\/span>Evaluation of potential material savings with a process change
                  \nproduction start-up<\/strong><\/h3>\n
                  \n

                   <\/p>\n

                  \n

                   <\/p>\n<\/div>\n<\/div>","protected":false},"excerpt":{"rendered":"

                  SMED Industr\u00eda Continua Resumen Planing \/ Recursos \/ Objetivos Objetivos claves del Proyecto Flexibilizar los procesos de cambios con el objetivo de reducir el Lead Time de la planta en su l\u00ednea de productos estrat\u00e9gicos. Formar el personal a los conceptos de mejora continua & Involucrar al personal en cada etapa del proceso de re-ingenier\u00eda […]<\/p>\n","protected":false},"author":1,"featured_media":3446,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_joinchat":[],"footnotes":""},"categories":[29,78],"tags":[57,58],"class_list":["post-3469","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-casos-de-exito","category-smed-procesos","tag-industria-continua","tag-smed"],"yoast_head":"\nSMED Industr\u00eda Continua - INSTALIN_Results delivered<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/instalin.es\/en\/smed-industria-continua\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"SMED Industr\u00eda Continua - INSTALIN_Results delivered\" \/>\n<meta property=\"og:description\" content=\"SMED Industr\u00eda Continua Resumen Planing \/ Recursos \/ Objetivos Objetivos claves del Proyecto Flexibilizar los procesos de cambios con el objetivo de reducir el Lead Time de la planta en su l\u00ednea de productos estrat\u00e9gicos. 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