By R.I. Mclntosh, S.J. Culley, A.R. Mileham and G.W. Owen (Auth.)
'Improving Changeover functionality' is vital studying for managers, engineers and development practitioners operating in production industries. it is going to additionally end up helpful to unique gear brands and postgraduates and educational researchers alike.
Increasing value is being put on responsive, versatile manufacture in multi-product business environments. the facility to changeover construction amenities either speedy and to a excessive typical is a key section of just-in-time and lean production paradigms, that are more and more being followed as companies try to compete in modern unstable and congested markets.
Currently usually adopts the SMED (Single Minute trade of Die) process, a well-established store ground option to enhance changeovers. This ebook takes a big step past the SMED procedure, through describing in a lot better element than hitherto the capability function of engineering layout, of either sizeable and non-substantive nature, to augment changeovers. It additionally truly units out what larger changeover functionality can give a contribution to company competitiveness, and describes the various pitfalls that an development initiative can face.
Provides total method for changeover improvementIncorporates layout into SMED method prompt through the IMechE magazine of Engineering Manufacture
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Extra info for Improving Changeover Performance. A Strategy for Becoming a Lean, Responsive Manufacturer
1992). Kaizenfor Quick Changeover. Productivity Press, Cambridge, MA. The topic of incremental kaizen improvement will be investigated in much greater detail later in the book. To indicate the importance of this approach at this stage, however, it is difficult to do better than cite the title of Sekine and Arai's book. 86 Mileham, A. , Culley, S. , McIntosh, R. , Gest, G. B. and Owen, G. W. (1997). Set-up reduction (SUR) beyond total productive maintenance (TPM). Proceedings Institution of Mechanical Engineers, Part B Journal of Engineering Manufacture, 211,253-260.
World class' is for many businesses an aspiration: many will lack the resources genuinely to achieve this status. Use of the term to mean 'as highly competitive as possible' is appropriate in many cases - to at least a level that ensures continued survival and growth. Or, as Schonberger puts it, world-class manufacturing means 'continual and rapid improvement'. Slack, N. (1991). Op. cit. ref. 29. Slack presents a useful overview o f ' t h e doctrine of competitiveness' at the start of his book, including discussion of benchmarking world-class performance and evaluating the need for strategic change to the business.
Strategic Management Journal, 10, 135-144. Sethi, A. K. and Sethi, S. P. (1990). Flexibility in manufacturing: A survey, htt. J. /'acturing Systems, 2, 289-328. De Toni, A. and Tonchia, S. (1998). Manufacturing flexibility: a literature review, htt. J. Prod. , 36, No. 6, 1587-1617. This paper presents a comprehensive review of academic research on manufacturing flexibility. It highlights that flexibility may be considered in many different ways, and that research into the topic is by no means complete.