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Proper implementing of SMED can reap several benefits for a company. The most common are the reduction
of downtime because of the changeo ver process and the reduction of waste that is inevitably created during
start-up. Some additional benefits include:

J xess time spent on production.

J Machines have an increase in work rates. This means you actually get more work out of the
equipment.
J Productivity sees an increase.
J ½eduction in errors during set-up and after the machines starts back up. Fewer defects are
produced.
J ?nventory costs are minimalized due to less raw material needed. Also saves on space for storage.
J xevel of safety is increased due to following proper change-up procedures.
J xess time spent cleaning up after production due to better organization.
J verall costs of set-up are lower due to less time spent during change-over and less waste.
J peration of equipment takes less skill and training due to simplified process.
J Deterioration of stock is kept to a minimum.
J xot size reduction
J ½eduction in finished goods inventory
J Profits are increased without having to spend more money on more equipment.

x

  

Apply SMED to critical processes in your value streams, so you can reduce batch sizes,
reduce work-in-process inventories, achieve shorter lead times, and thereby reduce
product costs (bottom-line $) and increase flexibility to meet changing customer
demands.

SMED (Quick Changeover)

Venue:
‡ Malaysia: Kuala xumpur (Kx) & Penang (PG)
‡ Singapore
‡ ?ndonesia
‡ Vietnam
‡ Thailand
‡ China
‡ Philippine
‡ Mauritius
‡ Australia
‡ Middle East

Through this training SMED (³Single Minute Exchange of Die´), EXEGENS® helps you to improve your
practice techniques to reduce time to change the manufacturing for processes or products. The word "single"
refers to a single digit for the change time (minutes), that is under ten. ?n many industrial companies, due to
requirements coming from the market, chere are spent many hours to change dies, tools, devices, etc. This
time is the main barrier which lies in the flexibility desired by the customer, which leads primarily to the
creation of the ongoing stocks, having a contribution to the birth of the "narrow places" with an impact on
the homogenity of the processes, to the non-optimal usage of the capacity of the machines, to the temporary
inactivity of the employees etc. Change is the process which includes all necessary operations from the stop
of the production for a type A product to getting the first type B good quality product.
·sing the SMED technique, the time teduces for the long switches in the production lines or even in the
production cells. Thus, it comes to switches that previously were taking hours for changing¶s that by SMED
technique are consuming only a few minutes or even seconds. The SMED technique was originally designed
for business industry by Mr. Shigeo Shingo.

These days, like all xean techniques, SMED can be applied to all business processes to ensure
changes, quick adaptations to the market requirements. Currently, worlwide, many companies use the SMED
technique to be able to offer clients a level of high quality products with good price and fast delivery.

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 Support the lots of small volumes required by customers;

 ½educing defects;

 Ensure the continuous flow;

 ½educe delivery time;

 ½educe costs and cost of storage in particular;

 ?ncrease the quality;

 ?ncrease the productivity;

 ?ncrease the competitiveness;

 ?ncrease the profitability;

 ?ncrease the customer satisfaction.

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1) The necessity of SMED

2) Terms and concepts

3) Basic steps in organizing the change

4) SMED - Stage ?: Changing die in a minute (practical examples)

5) SMED - Stage ??: Changing die in a minute (practical examples)

6) SMED - Stage ???: Changing die in a minute (practical examples)

7) Analysis of the results of the SMED technique

8) The implementation plan and the losses analysis

9) Seven SMED golden rules

10) ?mprovement Project Pamnel of the changing process - KA? EN.

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Definition:

SMED is a tool used in the ?MP½VE phase of a DMA?C project to improve existing set-up times
enhancing the flow of products and alleviating a constraint. ?t can be used in a manufacturing or
transactional environment.
At this point the team has determined that set-up time is a KP?V and improvements here will close the gap as
described in the problem statement on the project contract.

Assumptions:

Takt Time and current loading calculations are known.

Current state and baseline measurements are complete.

Preliminary 5S activities completed (more will follow) as 5S is never-ending

Flow process identifies set-up time as a constraint.

 
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The time elapsed since the last good part (or last good transaction) was produced until the first good piece (next
good transaction) is completed in the next production run.

V
   


 

 
 
 


 .

There is much more time involved than just wrenching, inspection, and adjusting in a set-up.

A "change-over" is not a set-up, it is a part of a set-up.

This includes the amount of time it takes to complete initial paperwork, removing the previous job, cleaning
machine area, installing next job tools, running warm-up or trial pieces, getting them inspected, and finally
running the first piece of the production run.

There may be brief moments of "run time" after some adjustments are made and then the machine is shut
down again, then more adjustments made and the cycle continues. All of that time is classified as part of the
total set-up time until the first good piece of the 
 run is made.

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Speed offers competitive advantage over others especially if you line of work is produces a commodity product or
common service.

Uhile quality levels must be maintained, the organization that is most consistent (lowest variation in set-ups)
and the fastest (lowest average set-up time) has an opportunity to improve cash flow, quote more
competitively and offer customer higher delivery performance levels.

Uhether it¶s replacing a light bulb, making toast, assembling an engine, they are all repetitive tasks that can
be streamlined to make life at home and work more value-added and efficient.

?t is not necessarily working harder on every set-up for the duration of our work careers, it is about working
very hard during the team's duration to permanently reduce set-up times and consistency...EVE½
T?ME.
Create a smarter process to enable quicker set-ups. There are a few basis steps that a team can follow:

1) ?dentify set-ups through Pareto charts or other tools that display the vital few key improvement
opportunities (inputs to the problem). Those that have both the highest amount of average time (mean) and
the most variation are KP?V's.

2) Ensure the team is now expanded for this SMED portion to include operators, supervisors, line leaders,
and other with a direct interest.
3) Video-tape the entire event if permissible. ?t can be broken down, analyzed and provide limitless mining
opportunity and referenced if there is debate. Everyone should remain as natural as possible, act as if the
camera is not on. ½ecording starts when the last part of the preceding lot is complete and stops when the first
good part of the next batch is produced. The camera rolls even if operator(s) leave the viewing area or can
not be captured in the area (such as bathroom break, or to adjust in a area under a machine that is hard to
view). Ensure there is a way to maintain battery charge or other method to capture entire set-up. The camera
must not be stopped when the operator leaves the machine for any set-up related operation.

4) thers should be on site taking notes of the process, identifying details that the video may not capture.
Sometimes multiple tasks are occurring at once in different locations. xook for the low-hanging fruit and
quick hits. This builds momentum.

The notetaker should capture tool specifics, sizes of adjustment pins, rails, bolts, wrenches, form numbers,
smells, and other details the camera will not be able to detect.

5) A process map should be developed, this can also be done after video-taping and look for re-work loops
and other 7-Uastes.

6) Assign one person to doing a deep dive into one type of the 7-Uastes. ?t will be their job to expose and
discuss all they can identify of one type of waste.

7) Uatch the video tape and possibly break-out into groups and get more involved including those
responsible for production, maintenance, quality control, and material handling.

8) KE
STEP: Determine which steps throughout the entire set-up are internal and external, and the amount
of time of each.


x - a step that can be done while the machine ?S NT running. Common examples (but not
always):

Adjusting dies in the machine

Feeding the raw material into the machine

Removing the old dies from the machine


x - a step that can be done while the machine ?S running

Completing business or company regulated paperwork

Adding more oil

Going to the restroom or vending machines, possibly even running production during break.

Inspection - sometimes if history shows that most first pieces are accepted, than operator may be given the
freedom to run production parts during an inspection by quality control.

Cleaning and straightening a work area

Getting tools/dies/materials/paperwork for next job.

AN
reason a direct operator is leaving a workspace should be evaluated. Cater to them and keep them
home (in their work area) doing what they are skilled and trained to do, add value to your product or service.

9) First try, Ex?M?NATE steps.

10) Secondly, try to convert the ?NTE½NAx steps to EXTE½NAx steps for the obvious reason that the
machine can run during those steps and operators must be disciplined to run in that manner (should be
clearly documented in the standard work).

For example, a set-up may have involved a shut-down while the QC department inspected a critical part.
Depending on their department tasks at that moment, this wait time could take 1-20 minutes. ?f it is found
that the operator(s) very rarely have failures then the risk may be financially justified to run production
during this time. The risk is scrapping parts if there is a failure. Try cross-training the operator so they can
make a better quality control decision themselves or enhance the QC feedback process.

11) ½ED·CE T?ME in each element, internal or external but priority on the internal elements.

Advanced kitting, die packs, tugger routes, and other preparation are ways to reduce set-up time. Think
about a pit stop at a racetrack, 15 seconds is too much time.
es, they have a lot of help but look at the
standardization and readiness of all the items. A set-up is an "emergency", money is being lost when the
machine is not making parts or employees are not performing a customer paid for service.

Think about c
 .

Can the sum of two or more people get more accomplished than one person with their same combined time?

Sometimes the efforts or two or more working simultaneously can cut down a set-up by so much that it
financially justifies that additional labor.

12) Standardize bolts, wrenches, forms, platforms across machines, lighting, oils, tools, workbenches,
clamps, pins, dies, quick adjust handles, gages, and anything that will remove variation across the Families
of Variation (shift-to-shift, operator-to-operator, machine-to-machine, part-to-part, etc.) Settings should be
used instead of "feel" or regular adjustments, using dial indicators help ensure safety, machine integrity, tool
behavior consistency, and reduces more variation.

13) Enhance Visual Management with labels, shadow boards, local lighting, live production displays such as
EE, light indicators, and strive to get the work area to "talk" to you.

14) Conduct another intense 5S audit of the area.

15) Point-of-·se (P·) tooling. Everything should be organized and labeled with most frequently needed
items on the operator or close by to reduce waste of motion and waiting, every second counts.

16) Spread the best and common practices across the system, operators, machines, and shifts.

„
„


 
Individual operators conducted setups as they were taught, often by different operators with varying methods and
then they tacked on a few of their own ideas.

Most often is the habits and procedures that can be changed first, before any significant investment is
needed.

Shift changes were not comfortable with set-ups done on other shifts so the new shift operator will re-do it.

Their is a general belief that longer set-ups result in better quality. Uhile it is worth while taking the time to
do a thorough and complete set-up, it is not

itself that results in better quality. Find those time
consuming adjustments and make them quicker and standard.
The number one reason any shop will resist batch size reduction is because set-up are time consuming and
operators will always be doing them. That is correct, batch size reduction CAN NT start until downtime is
eliminated, whether it is from SMED, product scheduling sequencing, or other methods.

To exaggerate to make a point, if a set-up took only 15 seconds every time (such as race track pit stop) and
was consistently that amount of time, then the operators would have much less resistance to doing them
more often and running smaller batches.

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‘ore frequent changeovers or set-ups seems like a ridiculous concept to many traditional shops. While getting to
truly one-piece flow may not be practical it is important to build economic production quantities.

Part of that formula involves downtime and a large component of downtime is set-up time.

More frequent changes allow for shorter production cycles of smaller batches (assuming the customer
consumes them before the next batch behind it arrives).

Smaller batches that are consumed as they are finished will reduce amount of cash tied up in value stream. ?t
also adds capacity if needed due to the extra time now available to take on new work. This absorbs fixed
costs and creates more profit per piece as utilization of assets increases.

Quicker set-ups also allows for quicker response to hot customer requests or enhanced commitments to lead
time that a customer may be just as or more concerned with than price.

?F the smaller batches are just piling up together in the various U?P staging areas then the system is not
flowing and it is actually costing more than running the larger batches. ?n this case, you might as well run
the larger single batch to reduce paperwork, inspections handling, because if they are piling up they are
being run back to back most likely in the same manner as a large batch.

GAx

There is a direct correlation to batch size and set-up time. If the set-up time is reduced by 75%, then it is expected
that batch sizes should be reduced in similar amount.

Downstream or upstream operations M·ST be considered. Small batches in a large furnace or oven may be
very difficult to financially justify.

Some set-ups take several days, some take a few minutes. The goal is to strive for a 90% improvement.

Uork to shave off more time each trial. ?t won't all be possible at once and don't prepare to achieve this or
expect the team to get this accomplished. ½emember it is called @



 for a reason.

Take the necessary steps (safe and practical) to prove it can be done and the team's job is to control and
sustain that level of performance.

ne way to gain efficiencies in the mind of many plant managers is to call for and insist on long runs of the
same product so that downtime needed for changeovers can be avoided. bviously making long runs or
large lots of a product is good for process efficiency. But the consequences of large runs, when they exceed
the customer¶s order size or when they make late the delivery of other products that come from the same
production line, cost the organization money.

‡ Production Planning - reduce the number of setups with good planning and inventory management.
‡ Group Technology / cell formation - reduce the number of setups.
‡ Design Standardization - reduce the number of setups.
 ‡ ·se Standard Module - reduce the number of setups.
‡ Uork Simplification.
‡ Mechanization or automation - an expensive option.

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?f we have actually done all that we can do to avoid non-productive time due to product changes, cleaning,
or maintenance, SMED can be helpful in finding ways to minimize this downtime. The basic concept of
SMED follows the following basic steps:

1) Maintenance, rganization, and Housekeeping

?t often happens that setup problems are related to poor maintenance such as worn parts, worn
tooling, dirt, or damaged threads. Disorganization and poor housekeeping are also contributors to setup
problems. These are easy to fix and should be a first step.
2) ?dentify the Current Setup Process
?f we do not know what the current setup process is, it cannot be improved. Knowledge of the current
situation allows us to see the opportunities for improvement and the keys to the new process¶ ability to
reduce setup time.
2) ?nternal Elements to External Elements
?nternal elements occur when the machine is down. Examine each internal element and see if it
cannot be done externally. For example, the pre-heating of an injection-molding die could be done before it
goes into the machine.
3) ?mprove Elements
Here we examine every element to see how we can eliminate it, simplify it, reduce the time required
or improve it in some other way.
4) Eliminate Adjustments
Adjustments are often the most time consuming, frustrating and error prone parts of a setup. There are many
ways to eliminate them entirely and this is the ultimate goal.

Classify setup operations into waste, internal setups, and external setups.
a. Uaste ± perations or actions, which do not add values to the setup.

b. ?nternal Setups - perations that can only be performed while the machine is shut down.

c. External Setups - perations that can be performed without shutting down the machine.

7. Eliminate the waste.

8. Convert as many internal setups as possible to external setups.

9. ?mprove internal setups (include adjustment).

a. ·se specially designed cart to organize tools.

b. ·se quick-release fasteners instead of bolts and nuts.

c. ·se stoppers to quickly position the jigs.

d. ·se rolling bolsters instead of cranes.

e. ·se overhang mechanisms to handle heavy jigs.

f. ·se locating pins and holes (socket) to eliminate the adjustment.

g. ·se standardized die height.

h. Standardize bolt types and sizes, screw types and sizes, etc.

10. ?mprove external setups.

 a. Apply visual control principles.

b. ·se checklist to avoid omission.

c. ·se specially designed cart to help organize tools.

d. rganize workplace (5S) to reduce search.

11. Develop the standard operating procedure (SP).

12. Conduct training and education if needed.

13. Study and evaluate the performance of the new setup or changeover process.

14. Prepare for the next setup reduction project.

„

Uhatever your success is on a specific setup or changeover time reduction effort using SMED
techniques, there in one big "pitfall".
?n an industrial environment, the potential improvement points are numerous. ne could even improve
indefinitely. However time, technical, financial, and human resources are always limited. ?n addition, some
projects are more significant in their contribution to improved organizational performance than are others. To
rush into SMED and to want to apply it everywhere, without preliminary planning, is dangerous. ?t is indeed
advisable to distinguish within the process the stations or machines that really deserve setup or changeover time
reduction attention.
The theory of constraints (TC) distinguishes two types of resources: bottlenecks and non-bottlenecks.
xet me briefly explain that bottlenecks are resources whose capacity is limited and who therefore limit the total
capacity of the entire process, whereas the non-bottlenecks are resources with excess capacities. ·sually
bottlenecks are saturated while the non-bottlenecks are often idle.
SMED methods applied to the non-bottlenecks is a double nonsense insofar as these resources, having
excess capacities, should already have the possibility of changing tools or series without significantly affecting
production flow. Applying SMED techniques to bottlenecks, on the other hand, can have a significant impact on
increased productivity and higher profitability.
Therefore, before engaging in SMED methods, it is advised that one analyze the process with a TC point of
view, redefine resource planning and management according to theory of the constraints rules, and then lastly
define the targeted resources for the application of SMED.