Concepts of Total Productive Maintenance - Topic - 1 : A Brief Introduction to the concept of Total Productive Maintenance

Introduction to Total Productive Maintenance Concept

In today’s manufacturing world, Total Productive maintenance” commonly known as TPM is a very widespread and well known management system which is considered, to be the most effective methodology that demonstrates the overall pursuit of improvement of the efficiency of the production processes to the highest degree as far as possible. The term TPM is attributed to Nippondenso a company that use to supply parts to Toyota in 1960 and continues to do so even today as a part of TOYOTA Group Companies. However, Seiichi Nakajima is regarded as the father of TPM because of his numerous contribution to TPM. 

Photo 1 .  Seiichi Nakajima considered to be the father of TPM Concept.

He has written the following books: Introduction to TPM (Productivity Press, 1988) and TPM Development Program (Productivity Press, 1989), which describe the building blocks of a TPM concepts , explains the overall equipment effectiveness measurements, provide sample implementation plans and document the potential benefits.

Similarly, Terry Wireman, who has written TPM, An American Approach (Industrial Press, 1991) looks at TPM from the perspective of the maintenance organization and describes the concept of TPM as a part of the overall manufacturing system. 

Photo 2 Terry Wireman well known author and consultant   

Another prominent TPM authority, Shirose (1992), described TPM from the viewpoint of the equipment operators in his book TPM for Operators (Productivity Press, 1992)

Apart from the there are numerous works that has been done by various writers which are to be considered to be great assets for the inquisitive minds working for understanding TPM perspective. some of the good works are given below for ready reference:

1.        "An Introduction tpm in www.plant-maintenance.com". Retrieved 2016-03-09.

2.       ^ Jump up to:^a b "Seiichi Nakajima - The Principles and Practice of TPM". www.cetpm.de. Retrieved 2016-03-09.

3.       ^ Prabhuswamy, M; Nagesh, P; Ravikumar, K (February 2013). "Statistical Analysis and Reliability Estimation of Total Productive Maintenance". IUP Journal of Operations Management. Rochester, NY: Social Science Electronic Publishing. XII (1): 7–20. SSRN 2246601.

4.       ^ "TPM-Total Productive Maintenance at LeanProduction.com". Retrieved 7 March 2015.

5.       ^ Jump up to:^a b Nicholas, John (1998). Competitive manufacturing management. Europe: McGraw-Hill.

6.       ^ Wienclaw, R (2008). Operations & Business Process Management.

7.       ^ Creech, Bill (1994). Five Pillars of TQM: How to Make Total Quality Management Work for You. E P Dutton.

·         Carannante, Toni. TPM Implementation. https://getinfo.de/en/search/id/BLSE%3ARN118636090/

·         http://www.tpmconsulting.org/dwnld/article/tpmww/TPM%20article3%20.pdf

In TPM, maintenance has to be recognized as a valuable aspect of manufacturing process i.e. the maintenance organization is considered to have a commendable role in making the business more profitable and the manufacturing system more competitive by continuously improving the capability of the equipment, as well as making the practice of maintenance more efficient.

TPM, is designed to prevent the occurrence of losses due to failures and small adjustments during production (which slows down the speed of production) and /or losses due to defects, startup and yield losses, or the losses due to break downs. In industry, total productive maintenance (TPM) is a continuous process of monitoring, maintaining and improving the integrity of production and quality systems of a plant through the machines, equipment, processes, and employees that add business value to an organization.              

It is a company wide team based effort to build, “ Quality in to the Equipment's”, to improve the overall equipment effectiveness.  The three words Total , Productive and Maintenance may be summed up as below:

Total :

•       All Employees are involved 

•       It Aims to eliminate accidents, defects, breakdowns and losses

Productive :

•       Actions are performed while production is on-going

•       Troubles for productions are minimized

•       Ensuring Stoppage free production

Maintenance :

•       Keep in Good Condition

•       Doing regular Cleaning, Lubrication, Inspection, Repair and Tightening

In the next blog I have detailed on the brief history of TPM Practice and its multiple definitions ( Link: A Brief History of Total Productive Maintenance)

Amazon link of some TPM referance books: 

1. "Introduction to TPM: Total Productive Maintenance" Book by Seiichi Nakajima :  https://www.amazon.com/Introduction-TPM-Productive-Maintenance-Preventative/dp/0915299232

2. " TPM in Process Industries (Step-By-Step Approach to TPM Implementation) by Tokutaro Suzuki : https://www.amazon.com/Process-Industries-Step-Approach-Implementation/dp/1563270366

3. " TPM for supervisors (The Shopfloor  Series)" : https://www.amazon.com/TPM-Supervisors-Shopfloor-Productivity-Press/dp/1563271613

SMED Implementation, Step-7

SMED Implementation, Step-7

"Eliminate Changeover "

The last step of SMED implementation, i.e. Step 7 of SMED implementation is the step that talks about elimination of changeover time loss by completely eliminating the requirement of changeover. In my last blog, i.e. SMED implementation, Step 6 ( Link :SMED Implementation, Step-6) , i.e. mechanising or automating all setup activities, we have seen some examples of automated changeover to have reduced setup time.But by any means, if we are able to eliminate the need of changeover, then there will be no wastage of time at all in the name of changeover. 

This is achievable through evaluating and re-evaluating the product and process design multiple times. Some of the ideas are discussed below - 

(1) Part commonization is one of the major steps, that eliminates the need of changeover.In the product design itself, this option may be tried out, and once commonization is done,same sequence of operations will be applicable throughout.

(2) having dedicated machines for each individual component, is sometimes a cheaper option. This options must be evaluated in terms of cost vs. benefit analysis.
(3) Modification of toolings to produce multiple parts in a single go, may prove to be a great option in some cases.
e.g. - Instead of having several injection moulding tools to produce to produce different components, we can consider to have single injection moulding tool producing several components like an Air-fix model of  an air craft kit. The photograph of an air fx model and its assembling process has been shown in the below photograph.

Figure 1: Airfix model aircraft kit

The complete model kit can be produced in by a single injection moulding tool in a single go. Like step-6 of SMED implementation (i.e. Mechanizing or automation), Step-7 of SMED implementation (i.e. eliminating the changeover process) can be expensive and often time consuming. hence cost vs. benefit analysis is must.

SMED is one of the tools form the lean tool kit, which helps in methodically reduce setup/ changeover time. It incorporates just in time, waste reduction in process and 5S concept implementation, involves spaghetti analysis and most importantly the concepts of KAIZEN and team work. 

The more advanced version to this SMED concept which is now a days getting popular is OTED, i.e. Öne- Touch Exchange of Dies". 

Thank you very much for visiting my page and reading my blog! Plz give your feedback in the comment section below. Wish you happy learning!

SMED Implementation, Step-6

SMED Implementation, Step-6

"Mechanizing the set-up or using automation for change over"

In my previous blogs, Step-4 of SMED Implementation (Link : SMED Implementation, Step-4) and Step-5 of SMED Implementation (Link: SMED Implementation, Step-5) I have detailed about the techniques of simplifying and streamlining internal and external work elements involved in the changeover process, and thus reducing the time taken in completing the whole process of changeover.

Here we shall talk about using automation or mechanizing some of the crucial or time taking and effort consuming activities, to have efficient and effective and less time consuming setup / change over. 

Like previous steps, here also before establishing or going for any form of automation, the changeover process we must do a cost vs. benefit analysis. In one of my previous blog SMED Implementation, Step-3 ( Link : SMED Implementation, Step-3) , cost vs. benefit analysis has been detailed. You can use it for reference. If the cost benefits does not justify usage of automation, we must revisit the previous steps of SMED that has already been done and we must try to see if we can try some more improvements, in the external and internal work element. 

To have brief overview to understand the word, automation, you can follow the wikipedia link - https://en.wikipedia.org/wiki/automation. 

Some examples of automations are given below: 

1) Automatic change of program in a robotic welding line (mostly practiced in automobile manufacturing factories ) of weld shop with the help of timer and sensors, to avoid line stoppage during model change (Automobile body change as per sequence).  Figure below shows the example of robotic welding and robotic sealant application process in a automobile industry.

Figure 1. Robotic welding process and sealant application process

2) Automatic paint selection process ina robotic welding line during colour change in the paint booths to have zero time loss. 

3) Programmed and automated soft drink selection process in the bottling plants of soft drinks which offers multiple soft drink options that gets bottle-filled in the same line in a sequence.

4) Automatic tool selection program for machining operation to guide operation wise indexing process supported by automated adjustments. 

One of the most important reasons of automated system implementation is to ensure safety of employee while handling heavy equipments and machine parts or tools may be hanging or suspender and while handling hazardous / corrosive items.

Deliverables of Step 6 of SMED implementation i.e. "Implementing partial or complete automation" are - 

1. Ensuring employee safety while handling heavy equipments and hazardous materials.

2. Bringing down change over time to much lesser level.

3. Human effort reduction or elimination.

4. Eliminating the chances of human error during setup or changeover.

In the next blog, (Link: Step 7 of SMED Implementation), I will give a brief on Step 7 of SMED Implementation, i.e. eliminating the changeover. 

To be continued...

SMED Implementation, Step -5

SMED Implementation , Step - 5

Improve external changeover activities 

In my last blog, SMED Implementation, Step 4 ( i.e. improve internal changeover activities; Link : SMED Implementation, Step 4), I have elaborated different methods and techniques that can be utilized to simplify and streamline the internal setup activities, in order to have reduced changeover time. Similar approach may also be adopted to simplify the external activities (i.e. the activities that can be performed, while the process is still running). 

In Step 5 of SMED implementation, each and every external activities are evaluated in terms of following questions - 

1. How the activities can be simplified and can be completed in less time?

2. What kind of changes in process and sequence may bring results?

As detailed in my past blogs, i.e. in Step 3 and Step 4 of SMED implementation, here also we may need to do a cost vs. benefit analysis to prioritize the external work elements, upon which action can be taken sequentially (from high priority to gradually low priority). to simplify the external activities the techniques described in Step 4 of SMED Implementation ( Link : SMED Implementation, Step 4), are quite fruitful. Along with them, some other techniques are also useful as described below - 

     

a. Visual Factory :  Visual factory refers to an approach of lean manufacturing process, that emphasises on practicing visualization of information throughout the work place. . It is in line to with the common 5S practice which promotes the concept, that states that there should be place for everything and everything needs to be kept at it's designated place. Visual control, visual guidelines and visual standards displayed in the work area helps to improve performance by -
          (1) Reducing or eliminating searching time of materials or equipments and tools,
          (2) Enhances safety by providing safety warnings and precautionary information,
          (3) Enhances effectiveness of decision making through colour coded status display,
          (4) Boosts productivity by providing information to operators, where and when they need it.

Figure 1. Some examples of visual factory concepts 

b. Colour Coding : Colour coding is a method that brings ease in decision making. A typical example commonly used in packed food industry is that we observe RED  dot to designate Non Vegetarian Packed Food,  where as Green dot signifies Vegetarian Packed Food. Below are some examples of colour code practiced in industry. 

Figure 2. Some examples of common colour coding practiced in industry for ease of identification 

c. Practicing Standardised Setup : Standardised work practices such as organizing the required toolings and materials in proximity, Standardised loading and unloading process, Standardization of operation sequence, etc.  helps in having reduced time consumption in external work elements. 

Figure 3 below shows, an assembly line where the tools and parts are kept in proximity of the operator  to make him able to do faster operation. Materials are kept in the identified and designated location reduces searching time. 

Figure 3. Tools and parts kept in proximity and part kept in designated locations 

Figure 4 below shows unloading and reloading of fixture made easy by using standardized trolley. With this kind of trolley safety of operator is also taken care by the designer. 

 Figure 4. Use of standardise trolly for unloading and reloading of new fixture during changeover 

d. Using Check-sheets : Check-sheets are essential to provide guidance to the sequence of activity that needs to be performed during changeover. The external activities needs to be in standard chronology in order to avoid chaos.  Figure 5. is an example of pre-processing, during-processing and post-processing activity  check sheet.  These check sheets helps in ontime preparation of the work elements before, during and after setup. 

Figure 5. Check sheet for setup or changeover activities

e. Operator training on new processes : Once the internal and external activities are simplified and  streamlined, it is essential to revise the standard operating processes and giving adequate training to the operators for smooth running and sustainability of the new process. 

Deliverables of Step 5 of SMED Implementation i.e. "Improve external changeover activities" :

    (1) Updated set of work instructions and simplified process flow. 

   (2) Reduce execution time of external setup activities and there by observing a significantly reduced setup or change over time.   

In the next blog I will elaborate Step 6 of SMED Implementation i.e. "Mechanizing the setup or using automation" ( Link : Under preparation). If you find the blog is useful then share the link with relevant people. Give your comments and feedbacks in the comment section below. 

Happy Learning! 

SMED Implementation, Step - 4

SMED Implementation, Step - 4

"Improve internal changeover activities"

In my last blog on SMED implementation, Step -3,i.e."Convert internal setup activities to external setup activities" (in the link : SMED Implementation, Step - 3 ), methods are being discussed on converting internal setup activities to external setup activities with some changes in the process and thereby reducing the setup or changeover time. Now in this blog, we will talk about streamlining internal activities and thus achieving further reduction of setup or changeover time. 

One of the deliverables of Step 3 of SMED Implementation (i.e. - converting internal setup activities into external setup activities), is the final list of internal activities, that can not be converted to external work elements. Now, here at Step - 4 of SMED implementation, these remaining internal work elements are relooked and reviewed to be simplified and streamlined. For each of such internal work element the project execution team must raise following queries : 

1. How can the internal work element can be completed within lesser time ?

2. Will any kind of sequence change be helpful?

3. What are the complexities that needs to be simplified, while performing this activities?

As in the last blog of SMED Implementation, Step -3, we have spoken about cost versus benefit analysis to prioritize the work elements, upon which actions can be taken. Similar approach may be adopted for this step also to prioritize the actionable activities. 

Methods and techniques to streamline and simplify the internal activities :   

Shigeo Shingo, the father of SMED implementation technique once said that only the last turn of the bolt actually tightens it, the rest is just movements (or waste). Similarly there are various methods to simplify and streamline the work elements. Some of the techniques are detailed below : 

1. Quick attach and release mechanism :- Use of quick attach and release mechanisms (as detailed below) is one of the techniques to simplify the clamping and de-clamping  and thereby impacting on  the changeover time  - 

    a. Singular motion securing  : Attach and detach with single press as shown in the figure 1 below- 

Figure 1. Single Motion Securing

   b. U-Slot method of clamping and de-clamping : For faster clamping and de-clamping. This is as shown in figure 2, below -

Figure 2. U slot hole method of clamping and de clamping

      c. Pear Shaped hole method : For quick fixing and loosening , mounted on bolts, to have reduced time of overall changeover process as shown below on figure 3, below - 

Figure 3. Pear shaped holes on the base of fixture that reduces fixing and loosening time

2. Elimination of adjustments:- With a little innovative and out of the box thinking adjustment time can be reduced drastically or completely eliminated. A comparison of process flow is given below to give a clear understanding, in the figure 4.

Figure 4.Elimination of process adjustments and reducing the time consumed by internal work element.

Here the first process takes approximately 30 minutes to 45 minutes to get completed, with 2 to 5 adjustment cycles and on an average of 3 scrapped parts during each setup or changeover. Whereas the second process with a centering ball will have no adjustments and will have no rejections wasted for the sake of adjustments and will take a setup time of approximately 1 minute. Contribution of adjustment time in the total changeover or setup time is approximately more than 50%.An approximate elastration of the same is shown in the Pi -Chart (figure 5).

Figure 5. Distribution of time consumption by the work elements of changeover

So elimination of adjustments during setup will have a huge impact on reducing the total changeover time.

3. Eliminate motion losses : - To eliminate wastage during motion losses re organization of the workplace may be done as detailed below - 

     a. Simplification of the movements : - This can be done by following techniques - 

         (i) One touch - Keeping the tooling, jigs, fixtures and all other required items at one touch, i.e. the operator doesn't need to change positions and, with simple and easy hand movements, he is able to pick up the required tools, jigs and fixtures. 

          (ii) Usage of  short bolts - With shorter length (looking at the requirement), to reduce wastage due to multiple rotation.

     b. Parallel operations reduces setup time. Analyze the work elements of changeover and try to figure out the possibility of  making multiple internal activities parallel to each other.

    c. Elimination of bolting by using hydraulic, pneumatic or electronic quick clamping and de-clamping mechanism. Cam operated mechanisms for clamping is also widely used. 

4. Standardization of hardware's : - Standardization of tools are done so that very fewer and specific tools are used in the setup. While standardizing the tools we may focus on fewer aspects as relevant, like 

     - eliminating the need of hand tools, 

     - reduce or eliminate nuts and bolts,

     - usage of quick fastening and releasing devices 

There are many more methods, and while implementing, the project execution team must study, relevance, cost invested and benefits realized. After Improvement is done updating the essential documents like work instructions, standard operating processes, process failure mode and effect analysis, control plan, tool drawings, trial records must be updated. At the same time operator training also to be conducted on the updated procedure. All these activities will ensure sustainability of improvement. 

Deliverables of SMED Implementation Step 4 (i.e. Improve internal changeover activities) : 

1. Significantly reduced changeover time because of simplification and streamlining of internal work elements,

2. Updated and standardized list of tooling, jigs, fixtures and other required items,

3. Set of updated standards (like work instructions, standard operating processes, process failure mode and effect analysis, control plan, tool drawings).

I will explain the SMED implementation Step 5, i.e. "Improve external setup tasks" in my next blog (Link : Step 5 of SMED Implementation). 

Thanks for reading my blog. Plz give your expert feed back on this piece of writeup in the comment section below.

SMED Implementation Step - 3

SMED Implementation, Step - 3

"Convert internal setup activities to external setup activities"

As detailed in my last blog (Link: SMED Implementation, Step -2), one of the most important deliverable is, identification of those internal work elements that can be converted to external work element with a little or small change in the process. Here in step - 3 of SMED implementation, the current changeover process is carefully examined and re examined time to time and repeatedly by the project execution team, with a definite intent of converting as many internal work element as possible. 

For each of the work element listed based upon the video analysis, the project team must analyse following factors  -

          1. If there is any way to make this internal element (under consideration), external

       2. What changes are required to be made in the process and equipment to make the internal element (under consideration), external

    3. How much cost is involved in the process of conversion of internal element (under consideration), to external work element.

Based upon the evaluation conducted by the project execution team, prioritization is done, so that most promising work elements are acted on first. The process of prioritization comes down to cost versus benefit realization analysis, for each of the identified work elements as detailed below :

Once the analysis is done priority matrix is prepared keeping the highest priority work elements in chronology to be taken up for execution.

Some commonly used techniques that can be used to convert internal work elements to external are -
1. Advance preparation technique: - e.g. - preheating of dies in advance to have a smooth setup/  changeover .
2. Performing pre-adjustments : - Performing pre-adjustments and pre-alignments using replaceable or duplicate jigs.
3. Modularization technique : -  Instead of doing fitment during changeover, modularization of tooling setup will reduce time.
4. Auto- cleaning technique : - Auto cleaning of die beds during detachment of dies also helps in reducing cleaning time.
5. Auto clamping : - e.g.- automatic clamping and de-clamping with pneumatic controllers instead of manual clamping and de-clamping process.

Deliverables of Step 3 of SMED Implementation (i.e. "conversion of internal setup activities to external setup activities " ) are detailed as below :-
      1. Reduced number of internal work element and there by reduction of setup / changeover time.
      2. Additional external elements with improved process of performing (to be performed before and after changeover which will increase the machine or equipment availability).

In my next blog I will detail the step 4 of SMED Implementation ( Link : Step 4 of SMED Implementation).

Wish you happy learning!!

SMED Implementation - Step 2

SMED Implementation - Step 2:

"Standardise external setup activities"

In SMED Step 1 (i.e. "Document the setup/ changeover and separate events in to internal and external"as detailed in link: SMED Implementation - Step 1) we have seen how the activities are categorized into external and internal work element. Now, in SMED Implementation Step 2 i.e. "Standardise external setup activities" the project execution team critically verifies the list of internal and external activities, and puts up a critical question to each of the work element, which is as follows : 

      - "Can this work element, as currently performed or with minimal change, be completed while the equipment is still running?"This exercise is done to reaffirm the list of external work elements. If the answer to the above question is "Yes" than the work element is definitely an external work element. 

      - Once the external work elements are identified move the work element in to before stage or after stage of the internal work element in the work sequence as appropriate. These work element sequencing is always to be done by the process owner or process expert.

      - Once the external work elements are identified they are made parallel to the mainstream setup/ changeover process. Thus the overall time of setup or changeover reduces drastically. An example is shown in the below figure 1: 

During video analysis of  any setup/ changeover process it is also needed to be seen that with a little or some small changes whether some internal activity can be converted in to external work element to further reduce the setup/ changeover time. In the figure 1 (above ) an example is shown, which states that preheating of dies and molds are done before putting them in to machine /equipment so that the operators don't need to wait for the machine or equipment to heat it during the process itself. 

In the FORMULA-ONE  race, tires are heated to the driving temperature before replacing during the race, so that the driver does not have to wait for his car to get to the required temperature. This is a very good example of SMED implementation to reduce changeover time. 

In most of the video analysis it has been observed that, the significant part of the setup / changeover time is wasted or lost due to searching for setup hardware and unavailability of stup informations. Some examples of setup hardware s are :  Tools, fixtures, nuts & bolts, clamping devices, measuring devices etc and Some examples of setup information s are : data sheets mentioning tools and machine setting and specific work instructions and special approvals.

So, Making tooling shadow boards and keeping the tools according to the type of setup and displaying data sheets at respective work stations and training is always helpful. Small workplace related kaizens are always helpful to have reduced setup time. Keeping additional clean set of common tools that otherwise have to be cleaned and reused during the setup activity may also be a helpful technique. Figure 3 shows some commonly used shadow boards.

Kaizens may be done on the following : 

             1. Organizing work stations

             2. Setup check sheets 

             3. Battle plans 

             4. Reduction of  human travel time and tooling transportation time (simplification  through                     Spaghetti Chart)

             5. Functional check point through refined check points 

After improvements are done, the external work elements are converted into parallel activities. Here a set of new and refined setup/ changeover standards are required to be made. An example of such a check sheet is shown below : 

 Deliverables of Step 2 i.e. "Standardize external setup activities" are as below : 

     1. A complete changeover standard is prepared considering all critical points like tool retrieval,               inspection, cleaning and quality checks.

     2. A list of work elements categorized into three categories: 

                                1. External work element

                                2. Internal work element 

                                3. Internal workelements that can be converted to external element with little or small change 

    3. List of possible Kaizens .

In my next blog I have elaborated on the step 3 of SMED Implementation (Link :SMED Implementation Step - 3) . 

SMED Implementation - "Step 1"

SMED Implementation - "Step 1"

In continuation to my last Blog (Link : Implementing SMED)...

In Single Minute Exchange of Die implementation process the Step 1 is " Document the setup/ changeover and separate events in to internal and external". In this step the project execution team works together to identify all the work elements of setup / changeover. The most effective way of doing this is to video graph the entire setup/ changeover. Minimum 5 setups needs to be documented in this process. A setup/ changeover recording sheet  may be prepared to capture the observation, which will act as ingredient to brainstorming process. the most important items that needs to be documented in a setup/ changeover recording sheet are -

1. Description of each work element
2. Time taken by the work element from start to end

The setup/ changeover recording sheet  will also help to identify the internal and external work elements. For everyone's reference, description of Internal and External work element is once again  given below :  

• Internal Work Element :- Activities or work element that can only be performed when the equipment or machine is completely stopped. 
• External Work Element :- Activities or work element that can be performed when the equipment / machine is in operation.

A typical example of "Setup / changeover recording sheet" is given below :

In this worksheet, wasted time or wasted time slot, which may be an outcome of  an abnormal situation. The wasted time can be further categorized as follows : 

#	Wasted Activities	Explanation
1	Setup waste - External Element	Activities such as searching, finding and transportation of tools , jigs, fixtures nuts bolts and other items and delays due to instruction error or miss communication.
2	Setup Waste - Internal Element	Activities related to machine alignment or tool alignment, zero positioning etc. during machine / equipment setup.
3	Replacement Waste	Activities such as cleaning of machine during replacement, sharpening of tools, hammering during tool replacement, low speed de-clamping and clamping of job or tool etc.
4	Adjustment Waste	Activities that requires, machine cycle to dry run for observation without producing a single part such as alignment, zero positioning indexing, die aligning, pressure adjustment, stroke and stop adjustment

Some useful tips to keep note of are detailed below :

1. Covering all work elements :  A typical setup/ change over may have 30 to 50 work elements. All the work elements must be thoroughly covered.
2. Clear separation of Internal and External Elements :  All the work elements identified during study must be clearly segregated In to external work element.
3. Human related work elements :  Work elements conducted by operators must be studied deeply. Always there remains a scope of optimization in work elements related to human.
4. Variation in Analysis :  To reduce the variation of observation within team members, video analysis must be done. Commonization and normalization  in terms of observation recording, must happen within the team to have better clarity.
5. Care during observation : Two things must be taken care as  :                       

• The observation video recording of setup/ change over must be uninterrupted.
• The observer or the observing team must let the changeover happen in its normal course without interfering.

Deliverables of Step 1 of SMED Implementation :

1. Completed list of Work elements related to Setup/ Changeover.
2. Time taken by each element while performing.
3. Identification of waste full activities wasteful work elements.
4. Separated internal and external category of work elements.

The Step 2 of SMED Implementation i.e. "Standardize external setup activities" is detailed in my next blog ( Link : SMED Implementation Step 2). 

Wish You a Happy Learning !