Innovation, research and technology.
Once again, we look straight to the future; the SMED project arrives in Eurotubi.
When we talk about Lean Production, one of the most efficient techniques currently in use is the SMED system, meaning Single Minute Exchange of Die.
In recent years, efficiency and downtime reduction in the corporate environment have gone from being a simple trend to a real value-add. Having a lean production enables companies to optimize their internal production processes, in terms of time and effort, while definitely improving working conditions. More precisely, the SMED is closely related to the Japanese 5S methodology, based on the concept of Muda elimination, as to say the waste of time or resources. According to this method, companies oriented to enhancement and efficiency are characterized by a proactive attitude aiming at ongoing improvement. At Eurotubi we strongly identify ourselves with this philosophy.
The goal
The SMED system’s final objective is reducing the time associated with completing an equipment changeover, as to say decrease as much as possible the machine downtime, shortening the unproductive stage on the same plant. Basically, this strategy dramatically reduces setup times to a Quick Changeover that takes less than 10 minutes and can therefore be described with a single digit.
The SMED method originated in the automotive industry at Toyota, where thanks to their foresight, they began talking about production times fine-tuning already in the 60s. In particular, for us at Eurotubi to start a SMED project in our company means to manage in a definitely more efficient way our continuous forming tube mills, offering real organization improvement to our workers.
Therefore, we have engaged a pool of experts that together with our production team are going to analyze, optimize and shape our new manufacturing strategy.
The project
The first step of this important project is already ongoing and consists exactly in the analysis of the initial situation, through an accurate examination of all stages constituting the real machine setup. To do so, we have made some videos recording every single phase, such as operators’ movements or the combination of their activities with those of the machines already in place.
Afterward, we checked the clips over during recurring team meetings to identify eventual inefficiencies or areas for improvements within the entire changeover process. Moreover, to analyze critically all the activities as they are really performed has fostered dialogue, pushing the same workers to think and offer solutions to enhance their working place and method. Thanks to the experts’ support, we are reshaping our internal activities, by eliminating all the non-value-added operations, such as downtimes, with the aim of defining the optimal setup for our mills.
At the end of this project, our production will be much more flexible, responsive and organized so that each stage will take place more smoothly. In addition, thanks to this initiative we succeeded in creating an inspiring and supportive environment among our workers, who are now much more engaged in the corporate life.
