SINGLE MINUTE EXCHANGE OF DIES

SMED is an important lean tool can be implemented in most of the industries, but it has been
applied to manufacturing processes, administrative services, and assembly operations. The
potential improvements in the changeover time can be achieved by changing the order or
sequence of the tasks without changing the methodology or by altering the methodology of tasks.
The main focus is to minimize waste and improve the quality while the production time and cost
were reduced.

Run-down phase:
This phase is the interval when production of old style is complete but set-up for new style
cannot be started as some of the pieces of old product are still in line for alterations or waiting
for some parts or trims, for example a damaged placket, a missing collar, etc. In this phase
feeding is ceased and production of old style is finished on most of the work stations. Run down
typically stretches till all the pieces of old style are out from the line.

Set-up phase:
It is the phase in which no manufacturing occurs. In this phase, machines and equipments are
adjusted as per the requirements of new style. In this phase there is no output from the line.

Run-up phase:
This phase starts when production for the new style is commenced and continues until consistent
output at full capacity occurs. Run-up period extends till each operation (including new
operations) reaches the specified production and quality rates consistently.

SMED stands for Single Minute Exchange of Die and is a process for effectively reducing the
time it takes to change the parts on a machine. The process was developed by a man Shiego
Shingo for the motor car industry in 1969. He reduced a setup in Toyota Motor Company, Japan
on a 1000 ton press from 4 hours to 1 hour 30 minutes in 6 months and then to under 3 minutes
after a further 3 months.
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Shigeo Shingo

The steps:
I. Observe the current methodology.
 Watch a full changeover/style change procedure at least once as many times as possible.
 Do documentation of all the activities.

II. Separate internal and external Operations.

 External operation: One may be completed while machine in operation.
 Internal Operation: One that requires the shutdown of the machine or completion.

III. Identify the tasks which can be eliminated.

IV. Convert maximum internal operations to external operations.
 Monitor the current changeover process carefully.
 Prioritize the performing cost and the benefits of each element.

V. Streamline the remaining internal activities.

 Simplify if there are any complicated activities
 The operations could be performed simultaneously.
  Eliminate waiting and motion.
 Standardize and hardware or machine parts that are being used.

VI. Document or record the new procedure and the actions that are yet to be
completed.

VII. Repeat it again.

Watch a full changeover/style change procedure at least once as many times as possible.
Documentation needs to be done of all the activities. SMED is a highly sophisticated process,
demands highly trained manpower. The phrase “single minute” does not mean that all
changeovers and startups should take only one minute, but that they should take less than 10
minutes (in other words, “single digit minute”). ‘changeover’ is the complete process of change
that takes place between the manufacturer of one style to the manufacturer of an alternative style
to the point of meeting specified production and quality parameters.
SMED will have the following benefits:

 Lower manufacturing cost(faster changeovers mean less equipment

downtime)
 Smaller lot sizes(faster changeovers enable more frequent product changes)
 Improved responsiveness to customer demand (smaller lot sizes enable more
flexible scheduling)
 Lower inventory levels (smaller lot sizes result in lower inventory levels)
 Smoother startups (standardized changeover processes improve consistency
and quality)
 More orderly and organized
 Enables the use of Kanban system.