Want to increase production & team efficiency in a lean way with SMED? Want to achieve the shortest cycle time (with a lot of human resources)? Follow the organization of F1 pros from the RedBull team:
Our comparison of the 2 teams and the analogies with SMED have now become an industry classic.
SMED in Formula 1 Teams
Just to tease them a bit: the two screwing tools lying on the floor at the beginning … maybe a bit of 5S ?
The refueling was missing in the video above, so some also really interesting details on the fueling part, with some look on the quick connector (is that a big Stäubli 连接器样式，但尺寸很大？）+锁定机制+ 人类工程学的 2 个位置手柄 + 安全装置，燃油流量为 12L/秒。
Notice also on the communication system within the team with in-helmet status LED indicators (Google glass a decade before ?) + independent operator, for efficiency so as for security
To be compared with the method in the 1950s and then with another great brand, Ferrari in 2013:
SMED in 1950
To take his own words, requiring “Just 67 seconds after the driver stopped”.
We particularly appreciated the guy jumping, again and again, to lift the car with his weight & hammer work to tighten and untighten a hand-placed nut, clearly, the limiting factor of that process; dedicated tooling and design of wheel change connection (real usage condition when design!) is an important part of SMED. The regulation of max 4 crew members working on the pit stop surprisingly includes the driver -he just turns the wheels one-.
SMED by Ferrari in 2013
The top view permits to watch a 3-guys-per-wheel team well (look in detail and compared the work of four teams, one per wheel).
We particularly like the 3rd guy from the top left, removing a kind of small part or grit on the floor. At this high level, failure could come from any uncontrolled small detail.
But just to tease this team also, if that was an industrial application, calculate the productivity, knowing that we see at least 21 guys, with probably more off the screen … and compare to 1950 score.
Productivity=nb of units produced/person/unit of time
From the movies above, in industrial applications, the more general challenge could come from being efficient at reproducing that in series, the entire shift long, like in plant production (not throwing the wheel away for example, that works only if you have only a few to do and nothing around), but that would be a different situation.
还要确保进行风险分析& 失效模式及影响分析 车前的人，等着抬起车子，以防车子停不下来，或者晚了1分钟。
(Do not rely on a human pushing the brake at the right millisecond, 100% of the time. In such case, in a plant situation, a mechanical stop built in the concrete, moving up or down could be an option, maybe lifting the car also at the same time?)
补充阅读材料及方法
- 5S methodology: organizing the workplace to increase efficiency and reduce waste.
- 准时制 (JIT) production: producing only what is needed, when it is needed, which can be facilitated by quick changeovers.
- 防错法 (error proofing): implementing mechanisms to prevent errors, which can be critical during rapid changeovers.
- Standard work: developing standardized procedures to ensure consistent and efficient changeover processes.
- Visual management: using visual cues to streamline processes and support quick identification of tools and parts during changeovers.
常用术语表
Failure Mode and Effects Analysis (FMEA): 一种系统方法，用于评估系统、流程或产品中的潜在故障模式，评估其对性能的影响，并确定风险的优先顺序，以通过纠正措施提高可靠性和安全性。
Just In Time (JIT): 一种生产策略，旨在通过仅在制造过程中需要时接收货物来降低库存成本，从而最大限度地减少浪费并提高效率。
Just-In-Time (JIT): 一种生产策略，通过安排材料和组件在制造过程中需要时精确到达，从而降低库存成本，最大限度地减少浪费，提高效率。
Single Minute Exchange of Dies (SMED): 一种精益制造技术，旨在将设备设置时间缩短至十分钟以内，实现生产运行之间的更快转换，并通过简化流程和最大限度地减少停机时间来提高整体效率。
