Introduction of SMED and POKA-YOKE concepts-ABI showatech ( India) Ltd: Pulivalam, Tamil Nadu.

Abstract

The project was implemented at ABI Showatech (India ) Limited, a sister concern of Brakes India Limited. ABI Showatech is an 100X export oriented unit manufacturing hydraulic brake components for vehicular application. Unsatisfied customer demands, pressure to reduce the cost of the product to improve profitability of the company, high machining scrap rate, Failure to accept low volume customer requirements and over production coupled with an ambition to improve the performance of the company were some of the aspects that prompted the implementation of the project. The project was conceived as a long term activity and the initial effort was seen as an opportunity to introduce a sustained effort for implementation SHED and POKA-YOKE Concepts. Reduction of non-value added activities to improve the profitability of the company and improving the quality and delivery performance of the product by moving towards JIT philosophy are the main objectives of the project. The report is broadly divided into two sections. The first section describes the implementation and a frame work for introduction of SMED and the second section about POKA-YOKE concepts. The section on SUED talks about reduction of changeover times from one product to another product and its impact on the manufacturing system. Steps taken to reduce changeover time were also described. The initial results showed a two to three fold reduction in changeover times. However the results are attributed to the attention paid on setup and further reduction are expected after the implementation of the suggestions made. An eight step framework for introduction of SHED was evolved which will be useful to all manufacturing organizations that are interested in improving their performance. The section on POKA-YQKE describes the concepts of source inspection and the elimination of defects to reduce the machining rejection. Some of the important POKA-YOKE devices contemplated for implementation were also described. A seven step framework was developed for introduction of POKA-YOKE concepts. In particular following are seen as the key activities for successful implementation of SHED and POKA-YOKE concepts. * Identifying the power centers and change agents and convincing them of the usefulness of the project to initiate the concepts. * Collection of relevant data systematically and as a part of a system. * Analysis of data by brain storming and encouraging openness and creative thinking. * Training of supervisors and workers. * Making the introduction of SMED and POKA-YOKE as a part of the individual objectives and continuously monitoring the same. * Effectively utilizing the natural groups formed around the cells to improve worker participation. * Implement visual control by displaying the key performance measures of each cell. * Study and correct any anomaly in the organization structure. * Implementation of the ideas generated by promoting a technically sound captive tool room, development of reliable quality tool suppliers and a technically strong and open minded plant engineering department. The concepts are successfully introduced as a continuous improvement program. The following efforts are seen as future activities for full implementation. Involvement of the workers by small group formation has to be nurtured to obtain greater benefits to the organization. Greater effort will be put in for implementation of the ideas generated. More ideas should be generated by encouraging creative thinking. Tangible reduction in scrap rate and reduction of setup time below ten minutes should be achieved. After achieving SMED the company could think of OTED, a changeover within a minute. From the present description of scrap rate in percentage levels, scrap level in Parts Per Million should be achieved. SMED and POKA-YOKE are recognized as powerful tools for improving the performance of an organization.