SMED Quick Changeover

Set-up and Changeover Reductions for Equipment, Tooling and Machines

Jack E. Abbruzzese P.Eng. (jack.abbruzzese@djg.ca) Process Engineer, DJ Galvanizing Corporation. Windsor-Essex Chapter PEO Lean Concepts Subcommittee

What is SMED?

Driven by the need to change over a process to produce a product in the most efficient manner. Reducing Setup (or Change Over) is the technique allowing the mixing of production/products without slowing output or creating higher costs associated with non-value adding activity (NVAA). Changeovers add no value and therefore should be minimized.
Machine Running

Machine Stopped

Machine Running External setup

External setup

Internal setup

Total Set up
The goal is to reduce and/or eliminate downtime due to setups and changeovers

Single Minutes Exchange of Dies History

Quick Changeover, also known as SMED (Single-Minute Exchange of Die) is a proven technique originally developed and refined over a period of 19 years of applications at Toyota by Mr. Shigeo Shingo. Systematic use of this technique has enabled that company to achieve a phenomenal reduction in all product changeovers on their production lines. Currently 85% of all of their changeovers are <100 seconds (OTED or One-Touch Exchange of Die), another 14% are <10 minutes (SMED), and only 1% take 10 minutes or longer!

Valuable References Related to SMED System:

Ohno, Taiichi (1988), The Toyota Production System: Beyond Large-Scale Production, Productivity Press, Portland, Oregon. Shingo, Shigeo (1985), A Revolution in Manufacturing: The SMED System, Productivity Press, Inc., Portland, Oregon. Shingo, Shigeo (1989), A Study of the Toyota Production System from an Industrial Engineering Viewpoint, Productivity Press, Portland, Oregon. Shingo, Shigeo (1996), Quick Changeover for Operators: The SMED System, Productivity Press, Inc., Portland, Oregon.

SMED and EOQ

Single Minute Exchange of Dies

More

precisely, single digit minute exchange of dies changing dies in under 10 minutes.

Tied to Economic Order Quantity or LOT SIZE.

Balance

of inventory costs versus downtime for changeover. Economic Order Quantity is the lot size where:
Cost associated with inventory (interest, storage costs) Cost associated with Changing over (downtime, retooling costs)

Development

Optimization of Lot Size.

High lot size reduces overhead costs due to changeover but Increases inventory, interest and storage costs. Automotive industry sought to optimize the lot size by looking at changeover times. Toyota had an additional motivator.

Toyota optimization

Space limitations and high added cost to inventory for leasing storage drove Toyota engineers to look at changeover in earnest to greatly reduce inventory costs. By greatly improving changeover, lot sizes dropped dramatically, almost making EOQ irrelevant. Also, reduced finished goods lot size meant stock levels of material goods also dropped, further reducing costs.

TPS Development

Over several years, Toyota reworked factory fixtures and vehicle components to make common parts, minimize assembly, standardize the steps, all contributing to reduced changeover. Where tooling could not be made common, changeover was minimized. The stamping dies presented the biggest challenges due to the sheer size of equipment. By analyzing the then current practices, Toyota systematically and scientifically reduced changeover from days and hours down to hours and ultimately minutes. The EOQ was reduced to LESS THAN 1 vehicle!

Lean Manufacturing Model Goal of Lean

CONTINUOUS IMPROVEMENT
Guiding

principles to continually make improvement in Quality, pace, and cost. Better, Faster, Cheaper. This reduces time between customer order and shipment of finished product by eliminating waste in all areas.
Customer Order Continuous Improvement Shipment of Finished Product

How Quick Changeover Fits in

Reduce non-productive change-over time. Every minute stopped counts as waste. Coordinates with implementation of cellular manufacturing and progress to continuous modelling.
Once

operations formed into cells, transitions and changeovers must be reduced and personnel trained in the optimal changeover practices.

How Quick Changeover Fits in

What is Quick Changeover?

SMED Single Minute Exchange of Dies

Stop Machine and Empty the Dirt! (ABB example for general product transition improvement).
Changeover can involve fouling. STOP Clean changeover Resume

RETAD Rapid Exchange of Tools and Dies OTED One Touch Exchange of Dies (< 100 seconds). NOTED NO Touch Exchange of Dies Elimination of transition waste.

Why Quick Changeover

Promotion of One Piece Flow Reduction of WIP levels Reduction of downtime Reduction of Inventory Increase flexibility Simplify the process make more repeatable

Benefits

Reduced tangible and intangible costs related with setup time, inventory, space, materials, and customer delivery.

Reduced defect rates by promoting quality from the first piece. Adjustments for setup reduced. Reduced inventory costs smaller batches, lot sizes.

JIT and stockless production possible through quick changeover. Goods not lost due to deterioration.

Improved on-time delivery. Meet customer demands. Increased production flexibility. Shorten time to customer, increase production.

Simplified housekeeping. Simpler system, better safety.

And MORE

Quick Changeover Improvement Technique - Process

Establish the current changeover time. Identify each task to accomplish changeover Identify tasks that can be ELIMINATED Determine EXTERNAL AND INTERNAL TASKS ELIMINATE all unnecessary tasks EXTERNALIZE all tasks identified as External

This means these tasks are DONE while machine is running or in service. This means optimization of the select tasks that MUST be done when the machine is stopped.

STREAMLINE all internal tasks. ESTABLISH New Changeover Time. It doesnt end here

REPEAT the process on other applications. Return to this application and optimize again.

See it, solve it, do it, done! Whats next? Lather, Rinse, Repeat.

Quick Changeover Improvement Technique External and Internal tasks

EXTERNALIZE all tasks identified as External

This means these tasks are DONE while machine is running or in service. Make sure you are not WAITING for these tasks to complete while machine is stopped! Examples, Securing a crane for lifts, forklift availability, clearing floor-space, spare die at machine ready for insertion.

STREAMLINE all internal tasks.

This means optimization of the select tasks that MUST be done when the machine is stopped. Some tasks or events CANNOT happen with the machine running. Examine each one for opportunity for improvement to shorten the down-time to a minimum.

Machine Running
External setup

Machine Stopped

Machine Running
External setup

Internal setup

Total Set up

Quick Changeover Improvement Technique - Specifics

Form Cells Cellular manufacturing. Combine dies. Rotate dies. Redesign dies for rapid changes, various techniques. Gage blocking and precision gaging for dies, ensure setup repeatable. Sequence the change to utilize associated equipment efficiently (cranes etc) Convert to continuous process model

Welders, rollers, conveyors, logical stitching of components so pieces flow through from one operation to another. Shuttle and rail exchange systems Automatic scheduling and preset control

Application
Racing Teams 10 second pit stop! Stamping dies classic example. Deposition systems, rapid clean and changeover to various deposit media. Rolling, forming, cutting equipment.

Examples Racing Team

NEWS HEADLINE: Think NASCAR pit crew members aren't athletes? Think again. "It's a far cry from how it was on pit road just 15 years ago," says Ray Evernham.
Quick Changeover Enablers:

Single lug wheels.

Precision fuel additions. Sequenced tire changes.

Defined roles.
And now. Athletic PIT CREW!

Examples Stamping Dies

Carts

Conveyors

Rails,

Airfloat system for large dies

Examples Shuttle coater - DJG

Coater

Shuttle provision for online offline movement and coater A, coater B (future) placement

Examples Trimmers, Slitters

Tooling close to equipment! Taylor Steel, tri-axle quick change slitter (left).

Trimmer, Slitter exchange rail and transfer car.

DJG trimmer, slitter exchange rail and transfer car. (right)

Examples Temper Mill (SPM)

Steel sheet runs through line continuously. Rail and cart system facilitate QUICK CHANGE of work rolls with minimal product loss (<200m steel).

Examples CGL Oiler

Oiler replaced with latest technology, Dec 2009

improved control Saves MONEY! Purge (oil changeover) time reduced from 60 s to 30 s. New system purges faster and with less cross-contamination, improving defects and reducing rework!

Examples CGL Furnace

Anneal code models and setpoint control via weld point tracking allow for transitions of furnace temperature as the product is running, maintaining quality and eliminating changeover times!
Scheduling Anneal

code smoothing Speed control Furnace controls

QUICK CHANGEOVER One more ingredient in the Lean Transformation Arsenal.

Its all about CONTINUOUS IMPROVEMENT

Photo courtesy of Taylor Guitars www.taylorguitars.com