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SMED has achieved great results in actual combat, and GMCC's "refined" strength has reached a new level

2017-07-11 4503 views

The worker pressed the stop button, quickly came to the equipment, loosened the fastening screws, and 3 people stepped forward to carefully remove the bulky upper fixture from the height of the equipment, and then lifted the replacement upper fixture for installation, which took 30 minutes. After several minutes, the production line restarted. This is a common scenario in the past when the GMCC switched production lines for the segment extraction process. But now, the GMCC is improved by SMED (Single Minute Exchange of Die), and the slide rail is installed on the device. One person can complete the replacement of the upper clamp in only 4 minutes, which is safe and efficient.

(SMED)

As another step of GMCC's flexible manufacturing, SMED has also brought a lot of improvements to GMCC's production methods. What exactly is SMED-

SMED is an abbreviation for rapid mold change, which is a process improvement method that minimizes the product mold change time, production start time or adjustment time of the mold. By implementing SMED improvement, GMCC has shortened the time required for machine installation and set mold change, and significantly improved production efficiency.

New model-team battles, work together to improve

Different from the previous personal discovery problems, GMCC has set up a team combat mode in order to achieve better optimization of production effects. The team members discussed with each other about improvement projects, put forward overall improvement ideas, set up a SMED weekly work plan, a daily work plan, and improvement goals, and the entire team worked together to optimize SMED.

Information visualization-video shooting, let the facts speak

In order to achieve the visualization of production information, GMCC requires the entire process of switching to be photographed. The team observes the actions of the operator when watching the video, and analyzes the time of each process of the entire production process. The current situation is described in short language and recorded in words to expose The unreasonable operations and redundant actions will be removed in actual combat, improving production efficiency. In each improvement project team, the members of the "Buffalo" team of the GMCC coiled wire factory carefully observed the action when changing the upper fixture, and recorded the length of time, number of people, tools, components and other information to distinguish between internal and external operations. The commissioning time is reduced after the slide rails are installed.

Two-pronged approach-Plato analysis & 5WHY analysis

GMCC uses both the "Plato Analysis" and the "5WHY Analysis" to embody flexible manufacturing. The GMCC improvement team made the analysis data into a visual chart based on the status quo, focused on the processes that impacted the standard, focused on the steps that took a long time in the process of segmentation, formulated temporary and long-term countermeasures, and produced the Essentials of the Segmentation Process.

At the Shunde plant, GMCC employees determined through Plato's analysis that the cylinder line D of the machining branch needed to improve the sliding slot process and chamfering process. Then using the 5WHY analysis method, the team members raised questions such as "Why the chamfering machine takes too long?", "Why the time to adjust the 4st power head is long?" And other questions, and finally discussed the "redesign tooling drawings, curing management" improvement plan , Reduce the segment time from 300S to 60S.

Practical exercises-script training, division of labor and cooperation

After the improvement content was determined, the team wrote the improvement script according to the Essentials of the Extraction Process, and the team leader arranged on-site training, personnel division and cooperation to improve the team's combat capabilities and ensure efficient actual shooting.

Keep improving-collect feedback and improve many times

The GMCC requires each improvement team to analyze each script actual combat video, collect feedback from operators after the actual combat, and record the new content in the analysis tool "set schedule". Analyze the actual effect at the moment, repeatedly practice the operation, and continuously strive for excellence. After multiple rounds of actual combat and tandem actual combat, the teams that have completed their goals will organize the Kanban data to meet the ultimate assessment.

Achieved goals-promotion plan, standard process solidified

After the goal improvement is completed, the GMCC will also organize a results sharing meeting to promote the improvement plan. Through the development of a promotion plan, the same process of the entire plant will be leanly changed to achieve the solidification of standard processes and make the production cycle of the entire production line more compact. Efficient and improve production efficiency.

For GMCC, according to the number of orders and the actual production situation, the number of times of rapid mold change in each process of the three factories and four factories is close to 10,000 times a week. If the time of each rapid mold change is 1 minute less than the original, then one week Down, the four factories can save GMCC time cost of nearly 10,000 minutes, and effectively achieve a win-win situation of quality and efficiency!

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