Abstract

This research project challenges the status quo regarding setup reduction methods from the current difficulties faced by industries and the knowledge gaps in the literature on continuous process improvement. The purpose of this study is to examine how it is possible to combine SMED (Single-Minute Exchange of Die) with Presetting systems (anticipation of tools or devices adjustments) to improve production systems’ productivity in practice. First, a literature review was performed to expand the understanding of SMED-related methods and the current knowledge gaps in the relevant literature. Next, a revitalised method combining SMED with Presetting systems was proposed and empirically validated in close collaboration with the industry in a longitudinal study. Qualitative and quantitative observations made before, during and after the intervention demonstrated the adequate performance of the tested method. The main results obtained include (i) 87% reduction in the setup time and a 33.8% increase in the Overall Equipment Effectiveness (OEE) of the labelling machine, (ii) 17% increase in the entire line’s OEE, (iii) about 45% reduction of the lot sizes, (iv) a systemic improvement in productivity of 48.533 parts per month into production line responsible for 90.5% of the company’s revenues. Overall, this study proposed theory refinements and contributes to research and practice on Lean Production implementation by expanding and revitalising the current literature on setup reduction methods and process improvements. The refined method and the prescriptive guidelines provided in this study enable industrial practitioners to increase production systems’ performance in practice. The paper contributes to expanding the absorption of best practices in Production/Operations Management research results in firms.

摘要

该研究项目从行业当前面临的困难以及持续过程改进文献中的知识差距挑战了设置减少方法的现状。本研究的目的是探讨如何将 SMED（单分钟模具交换）与预设系统（工具或设备调整的预期）相结合，以提高生产系统的实际生产力。首先，进行文献综述，以扩大对 SMED 相关方法的理解以及相关文献中当前的知识差距。接下来，提出了一种将 SMED 与预设系统相结合的复兴方法，并在纵向研究中与业界密切合作进行了实证验证。之前进行的定性和定量观察，干预期间和之后证明了测试方法的足够性能。获得的主要成果包括 (i) 贴标机的设置时间减少 87%，整体设备效率 (OEE) 提高 33.8%，(ii) 整条生产线的 OEE 提高 17%，(iii) 约 45批量减少 %，(iv) 系统性地提高生产线的生产率，每月生产 48.533 个零件，占公司收入的 90.5%。总体而言，本研究通过扩展和振兴现有有关设置减少方法和流程改进的文献，提出了理论完善，并为精益生产实施的研究和实践做出了贡献。本研究提供的改进方法和规定指南使工业从业者能够在实践中提高生产系统的性能。本文有助于扩大企业对生产/运营管理研究成果最佳实践的吸收。