WHY WE NEED THIS SIMULATION
SMED is the dynamics which helps to create flexible processes adapted to the client’s needs.
Reducing changeover times and tooling is the key factor in reducing inventories. The SMED methodology allows for achieving spectacular improvements in a short period of time. The game is played in four phases. In each phase, participants apply the methodology aimed at reducing changeover times.
PRICE: 750 EUR + VAT
WHAT IT ALLOWS US TO TRANSMIT
Flexible processes adapted to client’s demands
SMED is the acronym for ‘Single Minute Exchange of Die’, which could be translated as making a tool or reference change in less than 10 minutes. This tool was developed by Shigeo Shingo during his work at Toyota and managed to significantly reduce changeover times.
SMED is the methodology that seeks, in the first instance, to improve one of the main causes of loss of OEE efficiency (process efficiency), specifically changeover times. The ‘changeover time’ is defined as the non-productive period between the moment in which the last piece of a reference is produced and another moment in which the first correct piece is produced at a standard production rate for the next reference.
Observing the change by breaking it down into small activities, and measuring the distances travelled, the time spent on each basic activity and the tools required. The ‘muda’ existing in the process is also identified. It is highly recommended to record the change process, which allows for subsequent review of the same, before-after comparison and training of the personnel involved.
Once the change information has been gathered, clearly differentiate which change activities are carried out with the equipment or stopped process (internal activities) from those that can be performed with the equipment or process running (external activities).
Within the set of activities that are carried out with the equipment or process stopped (internal activities), evaluate which ones can be carried out with the equipment or process running and convert them into external activities. See the changes necessary to achieve this. Minimising the downtime of the equipment or process stopped is one of the main objectives, although not the only one. It is important to highlight at this point that changing ‘internal’ activities to ‘external’ activities cannot under any circumstances imply the possibility of putting the operator who makes the change at risk.
At this point we should seek to eliminate those activities that are not necessary, and optimize the remaining ones to minimize the time needed to perform them. Simplifying the process is the key to optimization.
Drawing up a standard for the new change process to enable staff training. Plan the actions to be carried out and the extension of this new change method to the rest of the processes or similar areas.
The SMED game is a simulation based on a machine set up to work with two different tools. A team of two participants must switch from one tooling to the other. This activity will be repeated in several phases of the game, as the team of participants and observers apply the SMED methodology. As a result, in each of these phases, the changeover time will be reduced by about 50% compared to the previous phase.
The game is played in several phases. Between one phase and the next, the trainer must explain the current state of the change process and the improvements to be made in order to move to the next level. Thus, in each of these stages of improvement, participants will be able to identify the impact associated with improving standards, reducing tools, improving measuring equipment, etc. At the end of the session, participants will be able to understand the systematic application of the SMED methodology and the benefits associated with this improvement in change times.
The game helps everyone involved to be part of the solution
methodology STEP BY STEP
The development of a phased training is revealing and instructive because it helps to generate knowledge in each of the phases, as participants identify the effects of each of the changes introduced with respect to the previous phase. The Apex Mindset games are structured as follows:
1 Introduction
At the beginning of each phase, definition of the challenge and the scope of the problem faced by the team.
2 Training
Explanation of the theoretical contents to be applied so as to solve the problem posed by the game.
3 Implementation
Development of the game phase applying the concepts explained in the training process
4 Learning
Review of the results and assessment of the contribution of each of the concepts introduced. Moving on to the next phase
1. Introduction
At the beginning of each phase, definition of the challenge and the scope of the problem faced by the team.
2.Training
Explanation of the theoretical contents to be applied so as to solve the problem posed by the game.
3. Implementation
Development of the game phase applying the concepts explained in the training process
4. Learning
Review of the results and assessment of the contribution of each of the concepts introduced. Moving on to the next phase
PRICE: 750 EUR + VAT
The game helps everyone involved to be part of the solution
The trainer must be an expert in facilitating games and simulations with experience in leading improvement teams.
Game to be played in a large room so that players and observers can share and participate in the experience.
The game is designed to take between 1 and 2 hours depending on the training content.
All in one box: all you need for the game facilitation and development is included in the product box.