International University – VNUHCM

Lean Production
School of Industrial Engineering and Management Semester :
Spring – 2025

Lean Homework 3
1. Consider the following batch flow process consisting of three
process steps performed by three machines:

Work is processed in batches at each step. Before a batch is

processed at step 1, the machine has to be set up. During a setup,
the machine is unable to process any product.
a. Assume that the batch size is 50 parts. What is the capacity of
the process?
Capacity resource for step 1 is
50 5 5
= (units/ minute) = *60= 42.86 units/ hour
20+50∗1 7 7
Capacity resource for step 2 is
50 1 1
= (units/ minute) = *60 = 30 units/ hour
2∗50 2 2
Capacity resource for step 3 is
50 2 2
= (units/ minute) = *60 = 40 units/ hour
1.5∗50 3 3
Step 2 has the lowest capacity ( 30 units/ hours) and is therefore
the bottleneck. So that the capacity of the process is 30 units/
hours
b. For a batch size of 10 parts, which step is the bottleneck for the
process?
Which batch size = 10 parts
Capacity resource for step 1 is
10 1 1
= (units/ minute) = *60 = 20 units/ hour
20+10∗1 3 3
Capacity resource for step 2 is
10 1 1
= (units/ minute) = *60= 30 units/ hour
10∗2 2 2
International University – VNUHCM
Lean Production
School of Industrial Engineering and Management Semester :
Spring – 2025

Capacity resource for step 3 is

10 2 2
= (units/ minute) = *60 = 40 units/ hour
1.5∗10 3 3
Step 1 has the lowest capacity ( 20 units/ hours) and is therefore
the bottleneck. So that the capacity of the process is 20 units/
hours
c. What batch size would you choose?
We choose the batch size equal 10 because there are the
increase stability of resource capacity from step 1 to step 3 (20
<30<40). This mean that ensure continuous production, reduce
waiting time between steps.
On the other hand, when batch size is 50, there are instability in
production between steps : 42.86 in step 1 then decrease the
capacity 30 units/ hour in step 2 and increase to 40 units in the
final step. This increase the waiting time between each step.

2. Consider the following batch-flow process consisting of three

process steps performed by three machines:

Work is processed in batches at each step. Before a batch is processed

at a step, the machine at that step must be set up. (During a setup, the
machine is unable to process any product.) Assume that there is a
dedicated setup operator for each machine (i.e., there is always
someone available to perform a setup at each machine.)
a. What is the capacity of the process if the batch size is 35 parts?
Capacity resource for three steps is
35
Step1 = *60=54.2 units/ hour
30+0.25∗35
35
Step 2= *60= 77.8 units/ hour
20+0.2∗35
International University – VNUHCM
Lean Production
School of Industrial Engineering and Management Semester :
Spring – 2025

35
Step 3= *60= 41.8 units/ hour
45+0.15∗35
Step 3 has the lowest capacity (41.8 units/ hours) and is therefore
the bottleneck. So that the capacity of the process is 41.8 units/
hours

b. What is the impact of setup time on the capacity?

Step 3 has the highest set up time this lead to the resource capacity
of step 3 has lowest.
 Reduced Effective Production Time: Step 3 has lengthy setup
procedures consume valuable operational hours, diminishing
the time available for actual production. This reduction
directly limits the total output achievable within a given
timeframe.
 Increased Batch Sizes and Inventory Levels: To offset the
inefficiencies associated with prolonged setups in step 3,
manufacturers may resort to larger production batches. While
this approach aims to maximize output per setup, it often
results in excessive work-in-progress (WIP) and finished goods
inventory, contradicting Lean's objective of minimizing waste.
 Bottleneck Formation: Step 3 become bottlenecks, restricting
the overall flow of production and leading to delays that affect
the entire manufacturing system

3. How does SMED help reduce setup time? List and explain 6 stages in
SMED.
SMED is single minute exchange of dies. By minimizing these times,
SMED enhances flexibility, decreases downtime, and supports
smaller batch sizes, aligning with lean principles of waste reduction
and efficiency.
SMED focuses on analyzing and improving the setup process by:
Separating Internal and External Setup Activities: Identifying tasks
that can be performed while the machine is running (external) versus
those that require the machine to be stopped (internal).
Converting Internal Activities to External: Modifying tasks so they
can be performed without halting production, thereby reducing downtime.
Streamlining All Setup Activities: Simplifying and optimizing both
internal and external tasks to make them more efficient.
6 stages in SMED:
1. Measure Total Changeover Time
 The first step is to analyze the current setup process and record the
total changeover time.
International University – VNUHCM
Lean Production
School of Industrial Engineering and Management Semester :
Spring – 2025

 Every activity involved in the changeover is identified, and the

duration of each step is documented.
 The goal is to establish a baseline for improvement

Example:

 In an automotive plant, a team times the process of switching a

stamping die, identifying that it takes 1.5 hours due to tool
searching and manual adjustments.

2. Determine Internal and External Steps

 Internal steps: These activities must be performed while the

machine is stopped.
 External steps: These activities can be performed while the
machine is running.
 This step involves classifying all changeover tasks accordingly.

Example:

 In a printing factory, setting up new ink (external) can be done

while the machine is running, but changing the print rollers
(internal) requires stopping.

3. Move External Steps Outside of the Changeover

 External tasks should be prepared and completed

before or after the machine stops.
 This might include pre-assembling tools, warming up
equipment, or organizing materials.
 By shifting these activities, the machine downtime is
significantly reduced.

Example: In a bakery, operators prepare ingredients in advance while the oven is still baking
previous batches, reducing changeover downtime.

4. Shorten Internal Steps

 For tasks that must be done while the machine is stopped,

efforts are made to minimize their duration.
 This can be done by using quick-change mechanisms,
streamlining workflows, or improving training.
International University – VNUHCM
Lean Production
School of Industrial Engineering and Management Semester :
Spring – 2025

Example: Using a faster clamping system instead of manually securing

parts.

5. Improve External Steps

 Even though external tasks don’t cause machine downtime,
optimizing them can further speed up the process.
 Example: Storing tools closer to the workstation, preparing
fixtures in advance, or using automation.
 This ensures smoother transitions between batches.

Example:

 In a textile factory, organizing different fabric rolls on a mobile cart reduces the time
wasted searching for materials.

6. Standardize the New Changeover Procedure
 Once improvements are implemented, the optimized process
is documented and standardized.
 Employees are trained in the new methods to maintain
consistency and sustain the gains.
 Continuous monitoring and refinement are encouraged to
further reduce setup time over time.

Example: A pharmaceutical company updates its Standard Operating

Procedures (SOPs) for machine cleaning and trains operators to follow the
new, optimized workflow.

By following these six steps, SMED helps reduce downtime, increase

flexibility, and improve overall productivity in lean manufacturing.