Single Minute Exchange of Dies(SMED)

The concept arose in the late 1950s and early 1960s, when Shigeo Shingo, was consulting to a variety of companies including Toyota, and was contemplating their inability to eliminate bottlenecks at car bodymoulding presses.

Development of SMED by Shigeo Shingo 1950-Forms first stage of SMED : Involves splitting a setup operation into internal and external set ups 1956-58Worked for Mitsubishi Shipbuildings Invents a new system for hull assembly of 65,000 ton super-tanker Cut time from four months down to three and than two months 1970-Originated SMED system at Toyota Wrote more than 14 books Including Toyota Production System

Total elapsed changeover time,Tc, =Run-down period +Set-up period+Run-up period

SMED = Exchange dies in less than 10 minutes

Single Minute Exchange of Dies is a philosophy where the target is to reduce all setups to less than ten minutes. SMED helps achieve lower costs, greater flexibility, and higher throughput.

It is one of the key factors allowing JIT to be successful.

Single Minute Means: necessary setup time is counted on a single digit.

The analysis and implementing of equipment and process changes to reduce the setup and changeover time of changing tools in and out of machines.

Die exchange is the generic term for removing a drill, cutter, punch, mold or die from a machine & replacing it with another type on machines that are capable of producing more than one part.

Intended to reduce lot sizes as larger the lot the more inventory must be purchased and stored, lost, damaged or made obsolete, more space required, more storage materials must be purchased and labor and handling cost increase.

Broken down into internal and external actions and doing the external activities before the tool is actually changed.

Improvements are made using a three stage approach to time reduction.

By reducing setup time

By reducing wastages

By reducing various costs

Preset desired settings

Use locator pins

Eliminate tools

Use quick fasteners

Prevent misalignments

Make movements easier

It is a customer driven requirement. Customers are demanding:

Product and service diversity Lower costs Higher reliability and quality.

In essence organizations need to become leaner !

So organizations must:
Produce smaller lots, more frequently. Expand the scope and diversity of products and Reduce quality defects. services.

Increased customer service levels and profits, Via Waste Elimination resulting in :
Reduced Lead Times-Faster Delivery Zero Inventories-Reduced Working Capital Improved Quality Improved Safety Smaller lots of products-flexibility Diversified Product & Service Options

To eliminate the wastes that result from uncontrolled processes Look Famiiar? increasing inventories and lead times To gain control on equipment, material & inventory. Apply Control Techniques to Eliminate Erosion of Improvements. Standardize Improvements for Maintenance of Critical Set-up Parameters.

120 MINS

STAGE I

Step 4
TOTAL SET UP TIME
80 MINS Develop One Step

Setup Training Plan

Segregate Internal External Elements

INTERNAL SET UP TIME

STAGE II

Convert some Internal Elements or parts of those to External Elements

40 MINS STAGE III

Reduce times of residual Internal Elements

7 MINS

Five Steps to Quick Changeover

18

Step 1 Develop One Step Setup

Step 2 Develop Specific

Step 3 Develop Communication

Step 4 Develop One Step Setup Training Plan

Step 5 Implement One Step Set-up

Implementation Team

Implementation Plan

Plan

Separate Internal from External Setup

Progressive Enhancements

Reduction of Setup Processes

Integrate Internal into

External Setup Step 6 Verification / Standardization

Optimizing Setup Processes

Separate internal from external setup operations

Convert internal to external setup

Standardize function, not shape

Use functional clamps or eliminate fasteners altogether

Use intermediate jigs Adopt parallel operations Eliminate adjustments Mechanization

Internal and external setup operations must be distinguished.

Internal setup operations can only be performed when the machine is stopped. (Example: Mounting or removing dies) External setup operations can be conducted while the machine is operating. (Example: Transportation of tools and parts to where they are needed.)

Streamlining of all aspects of setup operations.

Emphasis is on eliminating both internal and external operations to reduce overall setup time. This involves investing in technology such as product redesign, new tooling, or automation.

Stockless production which drives capital turnover rates,

Reduction in footprint of processes with reduced inventory freeing floor space Productivity increases or reduced production time
Elimination of unusable stock from model changeovers and demand estimate errors

Goods are not lost through deterioration

Ability to mix production gives flexibility New attitudes on controllability of work process amongst staff

The Shingo Prize for Excellence in Manufacturing was established in 1988 in honor of Shigeo Shingo.

The Prize promotes world-class manufacturing and recognizes companies that achieve superior customer satisfaction and business results. The philosophy of the Shingo Prize is that worldclass business performance may be achieved through focused improvements in core manufacturing and business processes.

http://wizact.persiangig.com/document/SMED.pdf http://www.scribd.com/doc/3666220/Single-MinuteExchange-of-Die-SMED http://www.blomconsultancy.de/de/pdf/leaflets/de_smed.pdf http://mavizehanav.onsugar.com/Single-Minute-ExchangeDies-Pdf-12154112 http://www.tpslean.com/smed.htm