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TBV training for SMED, v1, 2hrs

No# Content Page#

What is SMED
1 3÷5
Background & concept

Manufacturing technology & role of SMED

2 6÷10
SMED vs. manufacturing technology, SMED benefits summary

Typical kinds of changeovers

3 11÷12
Changeover for single machine, for a production line

Methodology & tools to reduce changeover time

4 13÷23
Typical changeover process, steps of SMED procedure

Opportunity for TBV & how is the best approach

5 24
SMED tool for TBV, the most suitable approach

6 Time for Q & A 25

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1. What is SMED
Background & concept Shigeo Shingo, a
Japanese industrial
engineer as father
a. Background of SMED

Θ SMED, the right tool to reduce changeover time

 Developed by Shigeo Shingo at Toyota since late 1950’s
 Changeover time reduced from few hours to 3 mins by 1970s
 A revolution in Manufacturing” SMED system” written by
Shigeo Shingo in 1983

Θ Japanese car production at that time could not compete

 Toyota, poor company, a few thousand cars per year
 One machine is arranged to make different parts then need
more changeover times
 But changeover time is too long (few hours), so, reduction of
changeover time is key approach

Θ American car production after World War II

 Ford & GM, rich companies, enormous quantities per year
 One machine is arranged to make one part
 Less awareness for changeover time 3
1. What is SMED
Background & concept Changeover time

Actual converting the machine to product “B”,

b. Concept may adjust machine only or have to change
tools, dies or fixtures to adapt with product “B”

Product “A” in Product “B” in

production Clean-up Set-up Start-up production

Trial run, quality control &

Clean old product, adjustments to get right
sub-assy., material, speed & quality required
component related Prepare new materials
to product “A” for product “B” and
tools, dies, fixtures for
set-up machine

 SMED means Single Minute Exchange of Die (tool or fixture), a method to optimize for dies
exchange process, the target is to reduce total time for dies exchange / changeover time to
less than 10 minutes (single digit of minutes)
 Changeover time is The amount of time taken to convert a production line or a machine
from the last product of a production lot to the first good product of the next production lot
at right speed and quality required
 Set-up is only one component of changeover, Changeover includes clean-up step for
previous run, setup step and start-up step for next run 4
1. What is SMED
Background & concept
b. Concept
 Smaller time amount or less output loss for changeovers helps the production system switch
more frequently between different production lots or different SKUs / product types

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2. Manufacturing technology & role of SMED
SMED vs. manufacturing technology, SMED benefits summary
a. SMED vs. manufacturing technology

 Trend of customer requirement nowadays requires Big variety of models. but small volume per
model; Low price, high reliability, high quality; Short production lead time or fast delivery
 Manufactures must change the production system to gain a competitive advantage in market,
they release new models faster, optimize for process capability, eliminate NVA activities across
system, reduce changeover time to support strongly for smaller lot size production
 Quick changeover is critical to lean manufacturing, because it provides the flexibility to match
the product mix to actual demand

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2. Manufacturing technology & role of SMED
SMED vs. manufacturing technology, SMED benefits summary

a. SMED vs. manufacturing technology

 Kanban, HEIJUNKA, etc. then application of SMED to reduce changeover time are really significant
tools to implement pull production system (JIT production)

https://terumobct.sharepoint.com/sites/Operat
ional-Excellence-program
 Lean awareness training, for TBV, v2
 Training material for Kanban, HEIJUNKA and
Pull system, TBV, v1
 Operational standard work (SW), training
material, v1

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2. Manufacturing technology & role of SMED
SMED vs. manufacturing technology, SMED benefits summary

b. Summary for SMED benefits

 Higher output qty. (esp. for bottle-necks)

 Better on-time delivery performance
 Reduced inventory / lead time
 Greater production flexibility (run daily mix)
 Enable using Kanban system
 More orderly & organized

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2. Manufacturing technology & role of SMED
SMED vs. manufacturing technology, SMED benefits summary

b. Summary for SMED benefits

Before: C/O Time Available run time

C/O
After: Available run time
Time

(*) Increased available run time = More capacity for throughput

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2. Manufacturing technology & role of SMED
SMED vs. manufacturing technology, SMED benefits summary

b. Summary for SMED benefits

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3. Typical kinds of changeovers
Changeover for single machine, for a production line

a. For a single machine:

 Changeover time starts when
the machine completes the last
product of the previous run and
stops when the first product of
the next job enters the machine.

b. For a line with different machines:

 Changeover time starts when the last
machine in the line completes the last
product of the previous run and stops
when the first product of the next job
enters the first machine in the line.
 Total changeover is more than just
downtime of the machines. It should also
include the time needed to verify the first
assembly, also called first article build. 11
3. Typical kinds of changeovers
Changeover for single machine, for a production line

 A parallel changeover while the line is

stopped: do all changeovers at the same
time if we have either with manpower
available or automatic level
 A sequential changeover while the
line is stopped: if manpower or
automatic level is limited, can do
changeovers in sequence of
changeover duration, in the other
words, we need to start earlier with
bottle-neck process with longest
changeover duration

 A running changeover while the line is running: do

changeover for one process right after it
completes last product of previous run, this is the
best way to save changeover time if production
line is well-followed to the flow line & well-obeyed
discipline of related operators, otherwise, first
quality risk is mix-up between different materials,
sub-assy. or components and second risk is
missing of processes built up the product 12
4. Methodology & tools to reduce changeover time (*) for reference
Typical changeover process, steps of SMED Code Definition

procedure
Internal Setup IS Internal setup is an activity that must be
performed while the equipment is down

External Setup ES External setup is an activity that may be

a. Typical changeover process performed while the equipment is producing parts

Preparation P –Gather and return tools

Typical Changeover Activities (before SMED):
- 30% by preparing materials & tooling
- 5% by clamping & removing dies & tools
- 15% by centering & determining
dimensions & tooling
–Retrieve and return change parts
–Cleaning machine
–Checking of materials
–Cleaning work areas
Remove and Mount S –Changing of Machine / Equipment Hardware
–Mounting and removal of dies, blades, etc.
Adjust A –Measurements / Calibration
–Centering of dies, blades, etc.

- 50% by multiple inspection & adjustments –Settings

Trial T –Adjustments after test product is made

–Inspection / measurements of a test piece

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4. Methodology & tools to reduce changeover time
Typical changeover process, steps of SMED
procedure

b. Steps to follow SMED- quick changeover

Step# Description Run time Stop time

1 Measure total of current changeover time I I I I I I I I I

2 Separate into internal steps, external steps, waste I W E I I I E I W

Remove waste & pull all external steps forward

3 E E I I I I I I
before or after machine stops

4 Convert internal steps into external steps E E I E I I I E

Streamline internal steps to create a safer, less

5 E E E E I I I
time-consuming method

Streamline external steps to create a safer, less

6 E E I I
time-consuming method & reduce adjustments

I: Internal steps
(*) For safety, internal tasks must be completed with machine stopped
E: External steps
(*) After 6th step, go to write new work procedure for changeover task, can
use Spaghetti chart to standardize for movements 14
W: Waste steps
Step 1: Measure total changeover time

Look into changeover process

 Use camera record or stop-watch to count time of steps
 Use template SMED data record sheet

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Step 2 & 3: Separate for internal, external and wastes then remove
wastes and pull all external steps forward before or after machine stops

 Checklist assures all external steps are done
before changeovers
 Checklist contains
 Tools, specs, workers are required
 Proper values for operating conditions
 Correct documents (WI, WO, etc.)
 Function check tell you whether the parts (tools,
dies, products, etc.) meet specification and are
in perfect working status
 Should be done well in advance of changeover
so repairs can be made if something is incorrect

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Step 2 & 3: Separate for internal, external and wastes then remove
wastes and pull all external steps forward before or after machine stops
What is Waste steps ?
 All activities that do not really help the
changeover work and that can be
eliminated are wastes
 Examples: searching things, waiting,
transport materials & tools,
adjustments, corrections, fasteners
should be re-engineered with a quick
clamp, lifting, etc.
 Reasons: poor planning, poor work
condition, unclear instructions, no
standards, mis-understanding, etc.
https://terumobct.sharepoint.com/sites/Operat
ional-Excellence-program
 Lean awareness training, for TBV, v2 to
understand further about wastes
identification
 Internal Activities – must be performed
while the machine is not running for
Safety reason
 Clean machine, change material or
tool, adjust settings, etc.
 External Activities – may be performed
while the machine is running
 Search paper-work, clean old
parts, search or return tools,17etc.
Step 4: Convert internal steps into external steps

a. Advance preparation of operating conditions: get all needed parts,

tools, conditions ready before changeover begins (temperature,
pressure, position of materials, upload program, cleaning parts, etc.)

Prepare tools in advance Re-assemble kits

b. Intermediate Jigs: Standardized

plates or frames that can be
removed from the machine, next job
is setup on the intermediate Jig
while current job is running

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Step 4: Convert internal steps into external steps

c. Function standardization: decide which

function of changeover process can be
standardized, look at it and think about
which can be made more efficient by
replacing fewest possible parts

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Step 5: Streamline internal steps to create a safer, less
time-consuming method

a. Parallel operations: for large machines,

divide changeover task and arrange two
or more people to handle specific steps
to save time & movement

b. Function clamps: can holds objects

in place with minimal effort, can stay
attached to the machine so nothing to
get lost or mismatched, typically
include one-turn, one-motion,
interlocking methods

(*) Avoid manual tools

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Step 6: Streamline external steps to create a safer, less
time-consuming method & reduce adjustments

a. Storage of tools, dies, jigs,

gauges, fixtures: to be close to use
point, easy search

b. Transport of tools, parts, materials

 Transports need to be adjusted to
minimize internal changeover time
 Create special storage places, trucks
or sliding table so even heavy things
can be brought quickly
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Step 6: Streamline external steps to create a safer, less
time-consuming method & reduce adjustments

a. Use numerical scales and

make standardized settings

c. Use the least common

multiple system

b. Make center lines and

reference planes visible

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4. Methodology & tools to reduce changeover time
Typical changeover process, steps of SMED
procedure

Changeover reduction Activity Cycle

Typical Goals of SMED project

 100% safe changeover

 Reduce work in process
 Reduce batch size
 Increase throughput
 Reduce walking distance
 Reduce 50% time per changeover
 Improve 5S for changeover
 Create SW for new changeover
 Sustain new changeover times

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5. Opportunity for TBV & how is the best approach
SMED tool for TBV, the most suitable approach

For TBV:
 Not yet applied SMED tool ?
 Opportunities for SMED projects can be
taken from VSM report, production data,
management strategy, etc. ?

The best approach:

 Lean project based on DMAIC structure ?
 Kaizen workshop with assigned actions ?

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6. Time for Q & A

 Thank you
 Questions
 Comments
 Advices
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