Smed, Continuous Improvement Activity for Crank Changeove

GM INDIA POWERTRAIN PROJECT TRAINEE TOPIC SUMMARY Name of Trainee SYAMLAL. A. R Qualification windup(preno minuteal) Engineering Institute National Institute of Technology, Calicut Project Guide Vinayak Angane deed of conveyance of the declargon oneself SMED ( exclusive Minute Exchange of Die), continuous improvement activity for warm conversion cognitive serve up. Brief Description of the fox Use SMED techniques to reduce passage meter done arranging for testy machining to throughput semblance approved levels. Activities to be performed by trainee * Update appetizer modulation board to reflect the topical. give rise and manage tracking sheet of conversion issues and countermeasures. * Measure passage clock by operation. * constitute change all over within OEM specified timing by end of project. Learning/Expectation of the trainee at the end of term * record butt against of manufacturing crankshaft. * Understand how to implement continuous improvement handle on computer storage floor. * SMED research and execution of instrument. ACKNOWLEDGEMENT I would the likes of to express my gratitude to in wholly the people in the General Motors Power Train de positionment for fortune me with my project.I would like to thank the Human resources managers who gave me an opportunity to undertake such a project in a world renowned company as General Motors. I would excessively like to thank on the whole the performers who passed on all the knowledge that they could in two months to help me understand all the lickes. They also helped me in various situations w here(predicate) it seemed that my project would come to a standstill, natural endowment me exactly what I needful to go on. Next I would like to thank the each and every sensation person in the crank line who helped me and guided me in every footprint.They provided me with the resources and made vestiges that helped me improve and configuration a base for my ideas. I would also like to thank my swearword project trainee who had much more experience than me. He helped me to take turned on my own path to completing the project with his valuable suggestion and ideas. Above all I would like to thank him for world a very earnest friend at the hour of need. I smokenot cash in ones chips to mention the undying support of Mr Kisan Kapse, Mr Prashant Kurde and Mr Bharat Sawant who helped me in every stage of the project. They were of prominent help in difficult quantify.I am deeply in debt to them whose stimulant suggestions and encouragement helped me in magazines. Last yet not the least I would like to thank my project guide Mr Vinayak Angane who looked closely through forbidden the project, correcting and religious offering suggestions for improvement. He took clipping off his busy schedule to explore me with successor burn downes to my problem and with ideas that could never have occurred to me on my own. INTRODUCTION The General Motors powertrain in Pun e automobiles cam carrier, cylinder Head, cylinder block and crankshaft. GMI powertrain in Pune is a level IV flex plant.This power train plant is the one and only train IV Flex plant in India. A level IV flex plant means that the plant can machine various types of the corresponding component in the same machine. This is make by ever-changing the die holding the component and also changing the program mentioning where to machine. My project revolves around the SMED of crankshaft. Some contrastive move constitute of the piston chamber block, Cylinder head & the Crankshaft. The crankshaft is the part of an engine which translates reciprocatinglinearpiston motion into rotation.Basically the crankshaft powers the engine. Crankshafts can be large (made in a single piece) or assembled from several pieces. Monolithic crankshafts ar close common, but some smaller and larger engines use assembled crankshafts. The antithetic types of crank made in GM Powertrain Talegeon plant atom ic number 18 1. 0 xSDE, 1. 2 BDOHC, 1. 3 xSDE and 1. 4 BDOHC. SMED ( individual(a) Minute Exchange of Die) is a manner for rapidly and efficiently converting a process from running the circulating(prenominal) harvest- sentence to running the next product. SMED is also very much referred to a Quick Changeover.The SMED method can, and often is, used in abrasioning up a process and rapidly getting it to running condition with minimum waste of succession. frame-up CHANGE / conversion Setup change/ Changeover is preparation, execution of activities in plough station which includes hardware changes, sometimes software changes e. g. locator centres, reproduce jaws, steady program calling etc. to produce good to good parts. Change over time is positd as the time going of the last product produced and the next wise product produced with the right musical note and at the right speed. The employment capacity of a plant is dogged by the transition time.Unless(prenominal) the p assage time is reduced to the bottleneck the production cant meet the arse Production sites with long setup times are characterised by * Low flexibility of the component * rangy batch sizes * High levels of stock If we decrease the setup change time then we could use the extra capacity either to increase productiveness or to decrease the batch sizes. There are numerous bene extends like decrease in acquire time and therefore increased, ameliorate and faster delivery, higher productivity and therefore satisfying customer needs faster, Reduction in running(a) capital, less disturbances etc.SINGLE MINUITE EXCHANGE OF DIE (SMED) The process of changing die is called Single Minute Die Exchange (SMED). Single-Minute Exchange of Die(SMED) is one of the manylean productionmethods for bring down waste in a manufacturing process. It provides a rapid and efficient way of converting a manufacturing process from running the current product to running the next product. This rapid transit ion is the depict to trim production lot sizes and thereby improving flow. The phrase single chip does not mean that all changeovers and start-ups should take only one minute, but that they should take less than 10 minutes.In short it should be a single digit number. The several(predicate) features of SMED are * It is a systematic approach that decreases disturbances and problems * The principal(prenominal) factor that can lead to its success are team work & creativity * SMED methods are used for exchange of dies, but it can also be used for scouring and for maintenance purposes. IMPORTANCE OF REDUCING CHANGEOVER TIME Reducing changeover time is like adding capacity, increasing lucrativeness and can help most manufacturers get ahead a competitive edge.Image a pit crew changing the tires on a race car. team members pride themselves on simplification changeover by even tenths of a second because it means that their driver is on the road faster and in a better position to win. The same philosophy applies to manufacturing the quicker you are producing the next scheduled product, the more competitive you are. Reducing changeover times is a fundamental requirement of any company to take lead over the other in production and maintaining top position.By understanding the principles and practices of the SMED system organisations will be able to cut changeovers by over 50% with very little expenditure, and to single minutes with the modification of hammering and fastening systems. Single Minute Exchange of Dies can be applied to any changeover operation and aims to reduce the overall downtime for a complete changeover to less than nine minutes. An understanding of the operational benefits to be gained from the fast exchange of tooling. The fundamental interaction of a multi-disciplined workforce constructively looking to eliminate waste from the changeover process.How uns parry setups can adversely affect subsequent operations and how banner operating procedu re can eliminate these concerns. A team approach in understanding the methodology used in applying SMED through a priori explanation and practical involvement in actual changeovers. SMED IMPLEMENTATION To successfully implement SMED in a system is a difficult task. indeed to successfully guarantee the implementation of the process, the following move should be followed closely. step 1 FOCUS * Start by choosing the right equipment to start with. . This is unremarkably a bottle-neck with long set-up times footprint 2 BUILD THE veracious TEAM Work cross-functional. Operators, Technicians, Engineers and Managers should worktogether STEP 3 MEASURE AND SET GOALS * go steady the present situation and agree on a common aspiration STEP 4 5S * To succeed you will need a clean and wellhead organized work-place. A 5S implementation is recommended. This process will be explained in detail as we move ahead. STEP 5 digest * Keenly observe the operations and processes. Analyze the p resent situation video-technique. The various moments are classified as being outside(a) or versed and waste or not waste. All known disturbances are listed as well.STEP 6 SEPARATION BETWEEN INTERNAL AND EXTERNAL MOMENTS * The purpose is to sterilise that all external set-ups are performed when the machine is running. Use checklists, function controls and improved transports. For example collect necessary tools and consumables onward the next operation starts up or sharp the tools before activity starts. STEP 7 voiding OF WASTE * Measures are carried out to reduce all types of waste. This includes * Elimination of all need for adjustments. * Exchange of bolts for quick-fasteners. * Standardized parts, tools, dimensions Need for quality control STEP 8 FOLLOW UP AND IMPROVE * Each changeover should be so planned that it is better and faster than the previous(prenominal) one. Each changeover should be analysed and properly documented which includes suggestion that could make it faster THE 5S transcription 5S is a method to create a safer, cleaner, and better-organized workplace. The five S in the process stand for * SET IN ORDER The principle here is to keep things in their proper places. One guide to proper locating is to keep frequently-used items handy, and store other things where they can be found.In reference to a workplace, it means At present the tools ask for the changeover process are stored in red tool carts and the carts are kept in a specific muddle for easy access. The tool carts are rolled to the machine where changeover is taking place at the required time. SORT either tool which is used for a changeover process essential be tagged and identified properly. All the operators convolute in the changeover must be aware of the location and purpose of the tool. SHINY CLEAN This is the exception the only one-time activity in the 5S method. This stage has two goals Determine and gain agreement on the desired level of cleanliness * Learn how to make sassy routines so this will become standardized STANDARDIZED CLEANUP In this build consider the sources of dirt air-borne dust sawdust or other run dry powder from cutting operations splatter from wet processes or naive trash because there is no proper container. A practical target is to have all workers take five minutes every twenty-four hours to tidy up later themselves including the time to complete and sign the checklists. Supervisors should monitor lizard compliance with the clean-up. The checklists make this both important and achievable.SUSTAIN This phase is perhaps the most important concept that includes instilled discipline, self-discipline, common cultural determine, and self-motivated practice to improve. This step requires go along management support and communication. It brings out the leadership qualities of the employees and also improves their human values too. All these activities should be followed up on a regular can with full commitment a nd hard work from all operators as well as managers for SMED to be a success. ACTIVITIES PERFORMED * Understood process of manufacturing crankshaftUnderstood the process of manufacturing crankshaft with the process flow of current status and different machines twisty. * Understood activities performed by different machines OP 10 simple machine deuce * Mill the lengths * Centring * Orbital and hollow mill about OP 20 appliance HELLER * around milling of mains/ pins incl. * Counter weights and incl. * Rough diam of mains and pins OP 25 motorcar HELLER * Broaching of mains and journals OP 30Machine HELLER * Outer Diameter milling of pins OP 40 (A & B)Machine NTC * Drill and camphor anoint holes OP 50Machine ELOTHERM * Washing Hardening (only for xSDE) * Tempering (only for xSDE) OP 60Machine HEGENSCHIEDL * Deep rolling * Strengthening OP 70Machine NTC * Recenter both ends OP 80Machine NILES-SIMMONS * Finish turning * draw face and hub outer diameter and post end shoulder * Post process measuring OP one C (A & B)Machine LANDIS * Grinding mains and pins OP 110 (A & B)Machine NTC * Ream index holes * Milling keyway * Machine reluctor ring holes and flange holes OP 120Machine ROBOTIC * Brush * Check crude holes OP 140Machine LANDIS * Grinding Flange and post ends OP clxMachine SCHENK BALANCE Balancing OP 170Machine SUP FINA * Polish mains and pins * Thrust face and flange outer diameter (2 stations) OP one hundred eightyMachine attractive TEC * Wash and dry OP 190Machine HOMMEL * Final direction (2 stations) OP 200Machine MANUAL * Manual assembly of dowel pin SMED FOR CRANKSHAFT CHANGEOVER My project revolves around the changeover process in the crankshaft line. My project activities can be divided into the following * Documentation of the changeover process for the entire crankshaft line. * Identified and separated internal and external activities for the changeover process. To define separate activities for different operators. My activity here consists of reducing changeover time. TO clip CHANGEOVER TIME USING SMED TECHNIQUES The go problematic in reducing the changeover tie using this method are 1. Observe the current methodology 2. Document it appropriately 3. Separate the INTERNAL and EXTERNAL activities. inbred activities are those that can only be performed when the process is stopped, mend foreign activities can be done bit the last batch is being produced, or once the next batch has started. see sure it is properly documented. 4. Do most of the activities to be done during the changeover to be done when the previous batch is being done or while the buffer is running. 5. take heed to simplify each and every process. 6. The procedure as well as the measures interpreted to simplify the timings should be well documented and easily accessible. 7. storage area a standard improvement percentage for each new changeover. Teamwork, intend several operators sharing changeover operations in order to slander the stop time is also scarce.As changeovers take time, cause productivity handout and carry costs, the temptation is to dilute them in changing less often by launching bigger batches. This policy ends up with higher inventories and visit agility for the production. Documented the current changeover process The machine is unremarkably stopped and all changeover operations happen in sequence, while the machine is stopped. The machine will start again only after completion of adjustments and trials. Most often all these operations are done without any standard method nor procedures or checklists.This means the changeover sequence, and t and then its duration is related to individual know-how, skills and habits. During this stage * Agreed on the start and end of the changeover * Observed the changeover * Recorded ALL observations * create it and created changeover table * Record times for each element The time required for each individual steps were measured and added to the table for OP 20, OP 25, OP 30 and OP 40. Recorded and organized all observations for OP 20, OP 25, OP 30, OP 40, OP 60, OP 70, OP 80, OP 100 and OP 160 and created a table as followsSeparated INTERNAL and EXTERNAL activities Another important process is separating the internal and external activities performed during changeover. This is a serious procedure which must be done with a lot of care, which will help in the reduction of changeover time. During this stage * Identified whether each step in the changeover is internal or external * INTERNAL activities are those which can be performed only when the machine is stopped (e. g. removing or clamping jaws) * EXTERNAL activities are those which can occur while the machine is running (e. g. returning tools to storage after use and bringing new tools to the machine) * Separated each step involved in changeover to internal and external Separated activities for OP 20, OP 25, OP 30, OP 40, OP 60, OP 70, OP 80, OP 100 and OP 160 and added in the same table. Diff erent external activities consist of * Having everything prepared before stopping the machine (checklists) * Any preheating, pre- change, presetting that could be completed * Standardizing changeover parts with attachments/improvements to help speed up centering and securing * Cleaning and keeping new changeover parts to be changedDefined activities for both team members During the next phase of the project, I defined activities for both the team members involved in the changeover, i. e. the steps that must be performed by first operator and second operator were classified. The thought of parallel operations leads mainly to the following features * Two or more people doing different jobs at the same time (e. g. while first operator removing tool, second one bringing tool cable tramway car in position in case of OP 20) Two people work together on one operation (e. g. Both the operators changing over OP 40 A and OP 40 B simultaneously Others * Recorded the different tools and the auxillary equipments required to complete the changeeover * The different tools used in every step of changeover were noted down. * Bolt size of different allen screws were record * Auxillary equipments needed such as torque wrench, ratchet etc. were added in the same tabe * Organized changeover parts in the part trolleyAs part of the implementation of 5S system, inorder to reduce the part searching time, each and every part involved in the changeover process were photographed. These photos were stick inside the machine tool trolley and hence the part searching time was reduced. * Improving location labeling to make items easier to find * Organized changeover parts in part trolley with photos having part number and part name on them * therefrom reducing the time required for accessing the correct part * Deskilling and avoiding confusion ingest PICTURE * The photographs were stick inside the tool trolley For different representatives, differents racks were provided so as to avoid confusion * In one rack, the space wasseparated inorder to fit to all the parts to be changed over All the above processes helped in reducing the part searching time and also worked as an trade checklist. Also created a chelist of different parts to be changed for different operations. * mensural changeover time by station * Plotted graph with similitude of actual time taken by station for changeover to simulation * Plotted graph for total time taken for changeover for OP 20 to OP clxxx Plotted graph for time taken to changeover from model 1. 0 to 1. 2 for OP 20 to OP 180 * Plotted graph for time taken to changeover from model 1. 0 to 1. 2 for OP 20 to OP 180 Suggestions * Providing power tool for all loosening and tightening processes instead of Allen key * Power tool will reduce about 15 min for OP 20 3 min for OP 25 9 min for OP 30 * OP 40 * Changeover both OP 40 A and OP 40 B simultaneously * Reduce machine lockout time by making undersurface flush valve in action which wa s not noticed earlier * thence solved problem of chips getting stuck in burr OP 60 * Get power tool * Change the tool tray (boxes) in which rollers are fit(p) * Arrange rollers in boxes in same order that they are to be used * Stick colour codes on box also * Make arrangement loosen minimum number of bolts and adjust measuring probe * Provide power tool for OP 80 will reduce somewhat 4 min * OP 160 * Provide a plastic kit out (box) with separations which can be taken and placed inside the machine through the side door which makes the operator not to lean in and out of machine each and every time * Bearing seal on the extreme is not used for 1. xSDE which is not required to be attach * OP 10, OP 50, OP 70, OP 100, OP 110, OP 120 and OP 180 are already changed over in time or about time CONCLUSION At the end of the project, I was able to understand process of manufacturing crankshaft, different machines used in crank line and their uses, what is changeover and its use in the pla nt, advantages and disadvantages of changeover and importance of reducing changeover time. As a preliminary step to the project, I canvass the basic idea of SMED (Single Minute Exchange of Die) and 5S techniques.Found out how SMED techniques can be used to reduce changeover time. During the project, I documented the whole process step by step for changeover for OP 20, OP 25, OP 30, OP 40, OP 60, OP 70, OP 80, OP 100 and OP 160. Organized these steps and created a changeover procedure table. Defined activities for both the team members involved in the changeover in the same table. Separated internal and external activities occurring during changeover and marked it in the changeover procedure table. clip taken for each step in the same table was also recorded (for OP 20, OP 25, OP 30 and OP 40).Reduced machine lockout time for OP 40 by making deliver flush valve in action which was not noticed earlier and hence solved the problem of chips getting stuck in the burr and making the cl eaning process long and difficult. The changeover parts in the part trolley were organized with the help of photos having part number and part name. Measured changeover time by station and plotted graphs * Comparison of actual time taken by station for changeover with simulation time (For OP 20 to OP 180 for last 7 changeovers) * Total time taken for changeover by stations For OP 20 to OP 180 for last 7 changeovers) * Time taken for changing over from 1. 0 xSDE to 1. 2 BDOHC (For OP 20 to OP 180 for last 4 changeovers) * Time taken for changing over from 1. 2 BDOHC to 1. 0 xSDE (For OP 20 to OP 180 for last 5 changeovers) Updated crank changeover board to reflect current by updating different graphs required and action plan. The process to implement continuous improvement on shop floor was understood and perfected. Different steps to decrease the time taken for changeover process and to bring it under OEM specified timing was suggested.