Due In 24 Hours As Discussed In The Setup Reduction Section

Due In 24 Hours As Discussed In The Setup Reduction Section Of The Ch

Due in 24 hours - As discussed in the setup reduction section of the chapter, SMED (Single-Minute Exchange of Die) is a powerful process for reducing setup times, often from hours to minutes or minutes to seconds. The following are key SMED principles: 1. Categorize activities in the current setup process as internal or external. Internal activities are performed when the process is stopped. External activities are carried out when the process is still operating (preparing to process batch B when batch A is still being processed; preparing to serve customer B while customer A is still being served). 2. Convert as many activities as possible from internal to external. 3. Reduce the time required for the remaining internal activities. Pit crews in auto racing are often used as an example of fast changeovers. Numerous organizations such as hospitals and railroads have studied NASCAR pit crews in order to better understand how they can apply lean principles to their own operations. Operations that must be performed during a pit stop are changing tires and refueling (using 12-gallon gas cans). On the basis of what you know about these operations from your own driving, how can SMED be applied to these activities? What other JIT principles can be applied?

Paper For Above instruction

The principles of Single-Minute Exchange of Die (SMED) provide a systematic approach to drastically reduce setup times in manufacturing and other operational processes. When applied effectively, SMED facilitates rapid changeovers, enabling more flexible production schedules, reducing inventory, and improving overall efficiency. The application of SMED to NASCAR pit stops—a renowned example of rapid changeovers—serves as an insightful model for similar operations such as tire changes and refueling in automotive racing, hospitals, and even railroads. This paper explores how SMED can be applied to the activities of changing tires and refueling during a pit stop, referencing principles from lean manufacturing and Just-In-Time (JIT) methodologies.

To understand the application of SMED, it is essential first to appreciate its core principles. The first step involves categorizing activities within the process as internal or external. Internal activities are those that require the process to be stopped, such as removing lug nuts or unscrewing fuel caps. External activities are performed while the process continues—preparing tools and parts, such as setting up tire changers or filling fuel cans. The second principle emphasizes converting as many internal activities as possible into external ones, while the third focuses on reducing the duration of remaining internal activities.

Applying SMED to Tire Changes and Refueling

In the context of NASCAR pit stops, tire changes entail removing old tires, installing new ones, and ensuring proper fastening. Refueling involves quickly and safely transferring gasoline into the tank. Automakers and teams have optimized these procedures through SMED principles by pre-positioning tools and parts, standardizing procedures, and training crew members to perform tasks efficiently.

Initially, activities such as setting up the tire guns, removing lug nuts, and loosening wheel fasteners are externalized by pre-staging equipment before the car arrives at the pit. During the stop, the crew members focus on rapidly removing the old tires and installing new ones, which are internal activities. To minimize time, teams have pre-assembled tire guns to reduce the act of attaching and detaching tools during the actual change. Similarly, for refueling, pre-positioned fuel cans and pre-measured amounts of fuel are used to expedite the process, converting fueling into an external activity as it is prepared beforehand.

Further efficiency gains are achieved by standardizing procedures, training crews thoroughly, and using quick-release fasteners and power tools. These practices reduce internal activities' durations, enabling changeovers in seconds instead of minutes, thus exemplifying SMED's effectiveness.

Additional JIT Principles Applicable to Pit Stop Operations

Beyond SMED, other Just-In-Time (JIT) principles can enhance pit stop efficiency. JIT emphasizes waste elimination, flow improvement, and responsiveness. For pit stops, this translates into maintaining an optimal inventory of tires and fuel supplies, ensuring crew members are cross-trained to perform multiple roles, and streamlining communication channels within the team. Ensuring that parts and tools are always available and ready minimizes delays caused by searching or retrieving equipment, embodying JIT's focus on waste reduction.

Moreover, takt time—the rate at which products (or cars) must be completed to meet customer demand—can be calculated for pit stops to optimize crew throughput. Continuous improvement, or kaizen, is integral, encouraging teams to analyze every aspect of the process regularly, identify bottlenecks, and implement incremental enhancements.

Conclusion

Applying SMED principles to automotive racing pit stops, tire changes, and refueling operations demonstrates how rapid changeovers are achievable through careful categorization of activities, converting internal to external tasks, and reducing internal activity durations. Coupled with other JIT principles like waste elimination, flow efficiency, and continuous improvement, teams can achieve minimal downtime, enhancing performance and competitiveness. These practices transcend racing and are equally applicable in manufacturing, healthcare, and transportation sectors seeking operational excellence.

References

• Shingo, S. (1985). A Revolution in Manufacturing: The SMED System. Productivity Press.
• Ohno, T. (1988). Toyota Production System: Beyond Large-Scale Production. Productivity Press.
• Womack, J.P., & Jones, D.T. (1996). Lean Thinking: Banish Waste and Create Wealth in Your Corporation. Simon & Schuster.
• Hopp, W. J., & Spearman, M. L. (2004). Factory Physics (3rd ed.). McGraw-Hill.
• Rother, M., & Shook, J. (2003). Learning to See: Value Stream Mapping to Add Value and Eliminate MUDA. Lean Enterprise Institute.
• Supplee, S., & Sheldon, T. (1996). Streamlining Your Operations: Applying the SMED System. Business Horizons, 39(4), 53–62.
• Ohno, T. (1988). Toyota Production System: Beyond Large-Scale Production. CRC Press.
• Arnheiter, E., & Maleyeff, J. (2005). The Integration of Six Sigma and Supply Chain Management: A Review and Empirical Investigation. The Quality Management Journal, 12(2), 26–41.
• Bhamu, J., & Singh, K. K. (2014). Lean Manufacturing: Literature Review and Research Issues. International Journal of Operations & Production Management, 34(7), 876–940.
• Shah, R., & Ward, P. T. (2003). Lean Manufacturing: Context, Practice Bundles, and Performance. Journal of Operations Management, 21(2), 129–149.