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A novel framework for single-minute exchange of die (SMED) assisted by lean

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The International Journal of Advanced Manufacturing Technology
https://doi.org/10.1007/s00170-021-08534-w

ORIGINAL ARTICLE

A novel framework for single‑minute exchange of die (SMED) assisted

by lean tools
Roberto Giani Pattaro Junior1 · Ricardo Henrique Inácio1 · Iris Bento da Silva2 · Amauri Hassui1 ·
Gustavo Franco Barbosa3

Received: 4 November 2021 / Accepted: 3 December 2021

© The Author(s), under exclusive licence to Springer-Verlag London Ltd., part of Springer Nature 2021

Abstract
Nowadays, the survival and success of companies depend on improving on-time delivery and cost reduction. To reach this
target, it is necessary to get improvements, standardization, and controlling of the manufacturing systems. Therefore, the
objective of this scientific work is to perform a case study, based on the implementation of new single-minute exchange of
die (SMED) framework in an oil and gas company. This novel framework was developed based on a practical application of
strategies such as improvements by ECRS (eliminate, combine, reduce, and simplify), standardized work (SW), and OEE
(overall equipment effectiveness) control applied to the production processes. The findings achieved in this work showed
setup time was improved by 91.6%, it moved from 1 h 44 min 56 s (6,296 s) to 8 min 52 s (532 s), and OEE increase 44.6%.
And, the setup activities were standardized. Besides, on every workpiece manufactured, its setup time was measured and
compared against to the target achieved. So, the novel framework developed has potential to provide competitiveness’ strate-
gies to different branches of the industry.

Keywords  SMED · ECRS · Standardized work · Overall equipment effectiveness · Setup time reduction

1 Introduction phases can often lead these companies to lose customers,

Nowadays, company such as the oil and gas sectors generates
wealth coupled to a business opportunity for the machining
services branch. However, the survival of company that pro-
vides machining services for these markets depends on their
ability to deliver with quality and on time.
When it comes to machining, from the entry order until
the delivery of the product to the customer, there are sev-
eral steps to be taken, and all of them require an estimated
time, which it is extremely important for the success of the
business. However, the delays resulting from the production
* Iris Bento da Silva
ibs@sc.usp.br
1
Department of Manufacturing and Materials Engineering,
School of Mechanical Engineering, Campinas State
University, Campinas, SP, Brazil
2
Department of Mechanical Engineering, Sao Carlos School
of Engineering, University of Sao Paulo, Sao Carlos, SP,
Brazil
3
Department of Mechanical Engineering, Federal University
of Sao Carlos, Sao Carlos, SP, Brazil
market space, or even to close their doors [1].
In this context, the single-minute exchange of die
(SMED) emerges, which is fundamental to improve flex-
ibility in the production processes [2–4]. This technique
is part of the lean tools, which aims to reduce wastes in
the production system. This quick-change, under 9 min or
less (single-digit minute), can be performed by the machine
operator and preparer [5].
Therefore, the objective of this work was to perform
a case study with the implementation of proposed novel
single-minute exchange of die (SMED) framework
assisted by lean tools in an oil and gas company. The
novel framework was developed based on SMED litera-
ture review [6–8], and it was improved by ECRS (elimi-
nate, combine, reduce, and simplify) methodology [9].
Also, it was developed through standardized work (SW)
and OEE (overall equipment effectiveness) control.
Thus, this article is structured as follows. “Sect. 2” pro-
vides the literature about lean tools, single-minute exchange
of die (SMED), and ECRS. “Sect. 3” presents the framework
constructed and the method applied in this article; “Sect. 4”
describes the study and implementation. So, “Sect. 4.15.1”

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Vol.:(0123456789)
 The International Journal of Advanced Manufacturing Technology

shows the results and their discussion, and finally, “Sect. 6”
enclosures the findings, limitations, and recommendations.
2 Literature review
2.1 Lean tools
The fundamentals of lean manufacturing gained prominence
in the 1980s with the publication of research conducted by
MIT (Massachusetts Institute of Technology) [10]. It pre-
sents the continuous improvement practices implemented
in world-class manufacturing (WCM) companies in the
automotive chain. The study reported that the adoption of
these concepts greatly contributed to the increase of com-
petitiveness [11, 12]. The main characteristics and elements
of lean that distinguish it from the traditional manufacturing
paradigm are listed in Table 1.
The lean wastes that do not add value are described as
follows [11]:
• transportation: excessive movement of information or
parts;
• motion: excessive movement within the layout;
• inventory: storage results in high-cost and low working
capital;
• over-processing: use of inappropriate procedures;
• waiting: long periods of inactivity;
• defects: low quality of the product;
• overproduction: excessive activity that do not add value.
The lean tools collaborate with the elimination and/or
reduction of wastes [13]. They are as follows: value stream
mapping (VSM); kaizen; 5S; poka-yoke (PY); standardized
work (SW); and single-minute exchange die (SMED).
Value stream mapping (VSM) facilitates the visualization
of information and materials. It aims at building maps that
represent both the flow of information (from the customer’s
request to the production schedule) and the flow of materials
(from the raw material to the finished goods) [14–16].
5S tool (sort, set-in-order, shine, standardize, self-discipline)
is essential for implementing and to create discipline, identify
problems, and generate improvement [17–20].
Kaizen means change for the better. It is a technique for
implementing continuous improvement in the company. Kai-
zen can be implemented in the following steps: establishing
the project leader, choosing the team, identifying the process
to be improved, defining the objective, preparing the action
plan, and executing [21].
Poka-yoke (PY) is the system that interrupts the operation
whenever defect appears [17, 22]. Standardized work (SW)
is a better combination of resources such as operators and
machines to ensure that a task is always performed in the
same way. It plays a vital role in the quality and implementa-
tion of operating systems [23, 24].
2.2 Single‑minute exchange of die
The SMED is a set of techniques that make possible to run
an equipment setup under 9 min, not exceeding the mark of a
single-digit minute [25–28]. SMED (single-minute exchange
of die) can evolve into OTED (one-touch exchange of die),
which is the setup time of less than 1 min, as an example,
selecting the next part to be produced on a PLC (program-
mable logic controller). OTED can evolve into NOTED
(non-touch exchange of die), which is setup time equal to
zero practically, as an example, tool change in the machining
center magazine [2].
The ability of companies to quick-change from one prod-
uct to another is critical. One way to achieve this goal is to
decrease the setup time, which is the time spent between
the manufacturing of the last workpiece (A) of a previous
batch and the production of the first workpiece (B) of the
next batch [29]. There are several benefits provided by a
setup time reduction (STR), such as greater productivity
[30]; less waste and rework, reduced inventory and lead
time, and greater system flexibility [31]; and greater machine
efficiency, in addition to the decrease in batch sizes [32]. It
is worth noting that the quick-change programs can increase
productivity by up to 70% [33].

Table 1  Key issues of Key issue Traditional Lean (tools)

traditional versus lean
manufacturing, adapted from
[13]
Lead time (LT) Bigger (process without connections) Shorter (continuous flow manufacturing—CFM)
Stock Protect production Evidence problems (just-in-time—JIT)
Lot size Bigger (economic lot) Shorter (one-piece flow)
Efficiency Increased production Add value and waste reduction (5S)
Quality Inspection on boarding Inspection at source (poka-yoke—PY)
Standardization Failure to update procedures Standardized work (SW)
Flexible Shorter Higher (single-minute exchange die—SMED)
Availability Lower Higher (overall equipment effectiveness—OEE)

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The International Journal of Advanced Manufacturing Technology
Setup is a process that prepares the exchange for the next
part to be produced. The setup activities can be divided into
external and internal. External is one that can be executed
while the machine is running, for example, tool transporting.
Internal is one that can only be executed when the machine is
necessarily stopped, such as tool exchanging. Shingo started
SMED in Japan, as follows [2]:
• 1950: at Mazda, Hiroshima, in an 800-ton press, in which
external and internal activities were separated;
• 1957: at Mitsubishi, Hiroshima, in a machining used to
engine component, the internal activity was transferred to
external;
• 1969: at Toyota, Nagoya, in an 1000-ton press, Shingo con-
solidated the SMED technique, in 3 Shingo stages, which
are:
o Separate the internal and external activity;
p Transfer the internal into external activity;
q Continuously improve the activities.
• 1985: Shingo methodology was first published in the West,
being the main reference when it comes to machine setup
time reduction (STR).
Lean manufacturing tools has been adopted in this work.
However, the bibliographic research reports that there are few
studies that describe the elimination or reduction ECRS pro-
cess combining into lean [34].
2.2.1 ECRS
The ECRS is a process that drives continuous improvement to
reduction of costs and waste eliminations [9, 35]. The ECRS
is supported by 5W2H [36, 37] as follows:
• E (eliminate): analyze activity (what is done?); identify if
the activity adds value; what is actually performed? why
is this activity necessary?;
• C (combine): if it is not possible to eliminate activity, can it
be combined?; where and when is the activity performed?;
• R (reduce): when activity cannot be eliminated, combined,
it can be balanced; who performs the activity?;
• S (simplify): the activity needs to be simplified; how is the
activity being carried out? how much does the activity cost?
3 Research method
3.1 Method
To promote the application of setup time reduction (STR)
within SMED and its challenges for permanent results, it
is recommended to reconcile the information on the shop
floor as leverage for a solid base into implementation of
continuous improvement, standardization, and control.
The research method adopted for the development of
this work was case study. It is a form of empirical research
to investigate a contemporary phenomenon in its real con-
text, especially when the boundaries between the phenom-
enon and the context are not well defined. This method
usually involves the investigation of a small number of
cases and makes it possible to develop understandings
about the object of the study, comprising its relations with
contextual conditions [38].
Industrial managers in an oil and gas company were
interviewed, and semi-structured questionnaire was applied.
The manager’s interviews were directed to the collection of
data on the dimensions, direction, and environment of the
organization. To facilitate the understanding of how they
were treated, the characteristics of current scenario and how
it became improvement scenario through SMED approach
were analyzed. The methodology applied in this work was
based on the practical application of strategies and biblio-
graphic concepts, in order to extract the results, where the
scenarios were compared in relation to the setup preparation
time and OEE (overall equipment effectiveness).
3.2 A novel SMED framework
A novel SMED framework was developed based on posi-
tive aspects of each article studied (see Table 2) as follows:
• A literature review from 2007 to 2020 was made,
regarding SMED concepts;
• It was conducted using Scopus and Google Scholar;
• In the initial screening, it used key words SMED and
setup time reduction;
• In the refinement, it used “framework”;
• In the aspects, after the redundancies it eliminated
remain articles and it reviewed using characteristics,
like as Shingo stages, lean tools (VSM, 5S, OEE, SW,
poka-yoke, kaizen), and eliminate wastes;
• It focused articles of case study and modeling, in the
research methodology;
• Finally, it selected 12 articles [39–50].
Regarding the lean tools’ aspect, few researches have
considered training, but no researches have implemented
standardized work during the setup. Also, few researches
have followed the activities’ time of manufactured parts on
setup day by day.
Faced to that, the proposed novel SMED framework rec-
ommends for the setup time reduction, a training of the work
13


13
Table 2  A novel SMED framework
Aspects and tools [39] [40] [41] [42] [43] [44] [45] [46] [47] [48] [49] [50] Proposed

Project Team formation x x x

Data collection x x x x x x x x x x x x
Analyze x x x x x x x x x x x x
Evaluation x x x x x x x x x x x x
Shingo stages SMED implementation x x x x x x x x x x x x x
Separating internal and external activities x x x x x x x x x x x
Converting internal activity into external x x x x x x x x x x x
Streamlining all activities x x x x x x x x x x
Lean tools Hypothetical setup (kaizen training) x x
Kaizen (continuous improvement) x x
5S x x x x x
VSM current x x x x x x x
Spaghetti diagram (layout) x x x
Poka-yoke (PY) x x
5W2H x
Setup time reduction (STR) changeover x x x x x x x
Standardization x x x x x x
Standardized work (SW) x
Control (OEE) overall equipment effectiveness x x x x
ECRS ECRS x x
Eliminate activities x x x x x x x x
Combine activities x x x x
Reduce activities x x x x x
Simplify activities x x x x x
The International Journal of Advanced Manufacturing Technology
The International Journal of Advanced Manufacturing Technology
team in fundamental concepts, and a creation of an environ-
ment of involvement, commitment, and motivation. After
getting the setup time target, it is recommended to follow all
setup through the standardized work (SW). Also, the setup
time performed must be recorded, and the OEE calculated
to be compared to the target. In this sense, our contribution
presents and highlights these innovative differences faced to
the other researches.
Figure 1 highlights a new SMED framework constructed
(proposed in Table 2) to sustain results, which is divided in
3 phases and 10 steps, as follows:
I. Continuous improvement:
1. Establish scope the project by 5W2H;
2. Choose lean tools;
3. Establish goals;
4. Perform kaizen training;
5. Setup time reduction (Shingo stages and ECRS): setup
time reduction (STR) to continuously improve setup
activities through Shingo stages (SMED) and ECRS
(Eliminate, Combine, Reduce and Simplify).
Fig. 1  A novel single-minute exchange of die (SMED) framework
6. Standardize by SW:
7. Standardize the improved activities;
8. Draw layout activities (spaghetti diagram).
9. Control by OEE (Overall Equipment Effectiveness):
10. Measure setup time (every time);
11.
Effectively control the setup time achieved
(OEE = quality rate × performance efficiency × avail-
ability);
12. Disseminate lessons learned.
4 Case study
The oil and gas company in this case study was not
identified due to confidentiality. It was performed by
an intentional sample of selected people who has a real
view of the difficulties and that could bring a realis-
tic opinion of the shop floor in order to contribute and
anticipate possible distortions. On this way, it can lev-
erage and decrease the response time in the search for
results. Phase I of the SMED framework is presented
as follows.
13

4.1 Phase I: Continuous improvement
The metrics of the project charter were described in the
case based on 5W2H, as follows: (i) title: what; (ii) focus:
what, how; (iii) customer: who; (iv) group: who; (v) jus-
tify: why; (vi) deliverable: what; (vii) action: what, why,
and how; (viii) time: when; (ix) local: where; and (x)
resources: who, how much.
4.2 (I.1) Establish scope the project by 5W2H
In this step, the project charter was developed by 5W2H,
as follows:
• What was the precise nature of the problem?: machining
setup time reduction (STR);
• Who was involved?: stakeholders;
• When did the problem occur?: 2019 (current scenario),
2020 (improvement scenario);
• Where did the problem take place?: oil and gas company;
• Why was the problem occurring?: cost reduction;
• How extensive was the problem?: impact on availability
and delivery;
• How much costed to solve the problem?: depend on kai-
zen.
4.3 (I.2) Choose lean tools
The lean tools were as follows:
• Assessment: VSM (value stream mapping) current film-
ing;
Fig. 2  Radial drilling machine
of training
13
The International Journal of Advanced Manufacturing Technology
• Improvement: 5S, spaghetti diagram, kaizen, PY (poka-
yoke), ECRS (eliminate, combine, reduce, simplify);
• Standardization: SW (standardized work);
• Control: OEE (overall equipment effectiveness);
4.4 (I.3) Establish goals
In this step, the goals were as follows:
• Cost: 70% of setup time reduction;
• Time: reach SMED time (setup under 9 min);
• Add value (AV): improve OEE in 30%.
4.5 (I.4) Perform kaizen training
In this step, it was applied the kaizen to employee training,
in the special lean room of company to highlight changeo-
ver know-how and foster involvement and commitment (this
simulation also can be performed in FlexSim or Arena soft-
ware to analyze, visualize, and improve real processes). The
activities were carried out on a radial drilling machine. The
drilling operation was accomplished with ϕ 10-mm helical
drill, jig, and fixture (see Fig. 2). The other objective of the
kaizen training was to highlight the next phase, which was
setup time reduction.
This operation was divided into 18 activities with the
indication of the times of each one. Also, the activities
were classified into internal and external. Table 3 shows
the value stream mapping (VSM) filming of the activi-
ties performed in the kaizen. It represents the kaizen setup
and Shingo’s concept. The jig and tools were discussed so
that setup time reduction and SMED could be achieved
on kaizen.
The International Journal of Advanced Manufacturing Technology

Table 3  Setup time reduction (STR), adapted from Shingo stages IT (internal time) and ET (external time)
# Activity Time (min) Current Stage
1st 2nd 3rd
1 Define next part B 3.0 IT ET ET ET ET

2 Locate part B manufacturing route 2.0 IT ET ET ET ET

3 Request machining tooling 4.5 IT ET ET ET ET
4 Search machining tool 13.7 IT ET ET ET ET
5 Disassembly of part B tooling 6.1 IT IT IT IT 6.1 → 2.7
6 Assembly tooling from part B 10.5 IT IT IT IT 10.5 → 4.5
7 Center jig and fixture part B 4.0 IT IT ET ET ET
8 Adjust machine 5.7 IT IT IT ET ET
9 Change drill 1.2 IT IT IT 1.2 → 0.7 IT
10 Adjust tooling 4.1 IT IT ET ET ET
11 Search raw material for try-out 4.5 IT ET ET ET ET
12 Machining sample 2.0 IT IT IT 2.0 → 1.0 IT
13 Inspect part 3.1 IT IT ET ET ET
14 Readjust tooling 3,2 IT IT IT ET ET
15 Forklift bring part B box 5.1 IT ET ET ET ET
16 Return part A tooling 5.4 IT ET ET ET ET
17 Do control plan 4.5 IT ET ET ET ET
18 Release machine 1.8 IT ET ET ET ET
Total internal time (IT) (min) 84.4 39.9 28.7 18.3 8.9
Total external time (ET) (min) 0 44.5 55.7 66.1 75.5
0% 52.7% 66% 78.3% 89.5%

First stage: separating internal/external activities, the
activities classified as external were:
• Activities #1, #2, #3, #4, #11, #15, #16, #17, and #18 (see
Table 3);
• The external activities can be carried out in advance or
after the setup itself;
• The remaining internal activities can only be performed
when the radial drilling machine was stopped;
• The internal setup time was reduced from 84.4 to
39.9 min (52.7%).
Second stage: converting internal activity into external,
as follows:
• Activity #7 was changed to time equal to zero. The fix-
ture center had been modified. At the base of the fixture,
a shaft was added to allow the guide with the hole of the
machine base;
• Activity #10 was transformed from internal to external.
This transformation was possible after making changes
into the jig and fixture design;
• Activity #13 was transferred to external, because the
statistical process control (SPC) in drilling operation
became stable and capable;
• The inspection of the control plan could be done after the
release of the machine;
• The internal setup time was reduced from 84.4 to
28.7 min (66%).
Third stage: streamlining all activities, as follows:
• Activity #8 an encoder system was installed to control the
course of the column and head. This activity was trans-
ferred to external, as it can be performed in synchronous
mode without counting the time in the internal activity.
• Activity #9 the execution time had reduced from 1.2 to
0.7 min, through the quick-change system;
• Activity #12 the execution time lowered from 2.0 to
1.0  min (machining time per unit). However, in the
future, this internal time could be transformed into an
external time, considering a stable and capable manu-
facturing process;
• Activity #14 the cutting tool was modified through a pre-
set.
• So far, the setup was reduced from 84.4 to 18.3 min
(78.3%);
• In the sequence, activity #5 the setup time reduced from
6.1 to 2.7 min;
• Activity #6 decreased from 10.5 to 4.5 min;

13

• The setup time reduction in activities #5 and #6 was pos-
sible, because the largest number of adjustments in disas-
sembly (part A) and assembly (part B) was eliminated;
• The production planning was elaborated with sequen-
tial parts group, in such a way it can use a basic fixture,
changing only a few components. When it was necessary
to change the entire fixture, try to remove the device from
workpiece A at the rear of the machine, and enter the new
device from workpiece B, at the front;
• The internal setup time was reduced from 84.4 to 8.9 min
(89.5%).
4.6 (I.5) Setup time reduction (Shingo stages
and ECRS)
In this step, the setup process was presented in real situ-
ation, case study, as follows: take raw material, prepare,
and transport tooling, disassembly tooling workpiece (A),
assembly tooling workpiece (B), adjust, release the machine.
The setup time reduction describes the stages combined with
ECRS (eliminate, combine, reduce, simplify) which are pre-
sented as follows.
I.5.1 Separating internal and external activities as follow:
• Confirm working group;
Fig. 3  Raw material, vertical
turning (VT) structure, and
workpiece
13
The International Journal of Advanced Manufacturing Technology
• Define the kaizen equipment and workpiece;
• Establish 5S;
• Record the setup activities VSM (value stream mapping)
filming;
• Draw spaghetti current diagram;
• Separating internal and external activities;
• Eliminate (E) unnecessary activities.
4.7 Kaizen equipment and workpiece
The equipment used in this study was a CNC vertical turn-
ing (VT); 12 tools automatic magazines, 1,400 mm diameter
workpiece clamping plate, maximum height of 1,265 mm,
maximum permissible weight on the 12,000 kg plate, among
other characteristics can be seen in Fig. 3.
To perform the setup tests, two parts were used, and the
machining occurred according to the company’s production
schedule. The first part was processed according to the cur-
rent process instruction and the second part with the appli-
cation of SMED framework, in order to improve the setup.
VSM current filming
On the morning of the first day, setup concepts were pre-
sented. On the afternoon of the same day, filming was carried
The International Journal of Advanced Manufacturing Technology

Fig. 4  Spaghetti diagram cur-

rent

out. The VSM current filming was done with a 16-mm camera
supported on a tripod, environment lighting, which allowed the
total view of the area. The working method of the previous setup
and its sequence was analyzed, before any improvement was
applied. After that, it was identified that the total time of this
step was with the machine stopped, in order to be fully identified
as an internal setup. The entire sequence of activity performed
during assembly was digitally timed (stopwatch XL-5853).
Spaghetti diagram
from the machine. This inefficient movement in the stock took
place in the kanban sector, and others around the machine.
The setup time for each activity is shown in Table 4.
The improvement scenario will be presented in the results,
as follows.
I.5.2 Converting internal activities into external as
follow:
• Converting internal activities into external;
• ECRS analysis;

In the current scenario, based on this analysis, it was possi- o E: continuous eliminating internal activities;
ble to identify the excessive displacement (spaghetti diagram) p C: combine activities;
at different moments of the setup (see Fig. 4), especially in the q R: reduce internal and external activities;
process engineering and quality control sectors, which are far r S: simplify all activities;
Table 4  Current scenario activities (#): IT (internal time) and ET (external time)
# Description of operator setup activities Time Pre-analysis
h:min:s

1 Identify last part manufactured, locate next production order 00:01:08 IT and ET
2 Request to overhead crane 00:02:12 ET
3 Clean chips, lift the last machined workpiece 00:12:05 IT
4 Remove the last workpiece from the lathe and take it to the finished goods stock 00:04:21 IT
5 Check production order, evaluate traceability, verify raw material dimensions, select the tools 00:09:17 ET
6 Disassemble and clean tools, jaws, chuck from the last part 00:21:13 IT and ET
7 Assemble the jaws set selected for the next workpiece 00:04:32 IT and ET
8 Check if CNC program is available 00:00:15 ET
9 Go to the process engineering to request CNC program 00:11:56 Eliminate (E)
10 Check technical drawing and select the measuring instruments 00:08:33 ET
11 Request measuring instrument to the next workpiece 00:09:01 ET
12 Tools preset and wait for CNC program 00:13:17 IT and ET
13 Verify CNC program on the network, change the tools programmed did not match, confirm 00:04:07 ET
machining graph
14 Go to quality and get measuring instrument 00:02:57 ET
15 Release machining 00:00:02 IT
Total 1:44:56

13

In the improvement scenario, for the new proposal,
Shingo’s setup methodology was applied in the visuali-
zation of activities to reduce the total setup time. After
observing the activities of the current setup, those internal
activities that could be transferred to external ones were
changed.
The objective was to make the transfer from internal
setup to external as much as possible. With the integra-
tion of the production area with the engineering area,
the production order for the next part was ready 1 h in
advance where it was possible to carry out various activ-
ities during the machining of the current (previous) part
in the equipment. The activities were divided as follows.
4.8 Planner
The production planning sequencing was carried out in
advance and made available to engineering by the plan-
ner. Manufacturing engineering performs all its activity
in advance, according to the proposed planning in the
new procedure. The processing of the CNC program is
completed and is already available on the machine before
the end of the previous part’s machining. Thus, everyone
already had the necessary information for the process,
being possible the accomplishment of several activities
of external setup.
4.9 Operator
The operator continued with the internal activities, the final
appointment of the last part, the activities directly linked to
the operation of the equipment, such as opening the safety
door, cleaning chips, loosening the fixing nuts, and strap-
ping the part and with the help of the overhead crane to be
removed from the equipment and taken to the transition
stock. After removing the equipment from the last part,
the operator immediately started fixing the current part,
disassembling the nuts from the current (previous) setup,
and cleaning the plate and the threaded holes in the guides.
After that, the assembly of the set of jaws selected for the
piece was carried out and the raw material was loaded in
a machine. At the end of all activities, machining started
with the start cycle.
4.10 Preparer
External activities were assigned to the preparer, starting
with the request for the overhead crane, then checking the
raw material and selecting and assembling the appropriate
set of nuts. After that, the technician checked the techni-
cal drawing, checked the measuring instruments and tools
13
The International Journal of Advanced Manufacturing Technology
needed for the part, and checked those that were already
available on the machine. The quality control was asked for
the necessary measuring instruments and the warehouse
for the missing tools on the machine. Then, the tools were
assembled in the magazine and the preset was made. He
brought the quality control measuring instruments and
placed them on the table next to the process order that is
next to the machine>
4.11 ECRS analysis
In Table  5, it can be seen how the current moving to
improvement scenario, where all activities were internal
and after the application of the SMED technique, in which
the ECRS process (eliminate, combine, reduce, and sim-
plify) was used, several activities were changed from inter-
nal setup to external. In this way, there was a reduction
in the time of the internal setup from 1 h 44 min 56 s to
27 min 49 s, where the machine was 1 h 17 min 07 s avail-
able for production (gain 76.4%), because the activities that
were previously done with the stopped machine, after the
proposed actions, could be performed without stopping on
the equipment.
I.5.3 Streamlining all aspects of the setup activities by
ECRS, as follow:
• ECRS streamlining;
o E: eliminate or reduce waiting;
p C: combine activities;
q R: reduce movements in the layout; reduce internal
activities by eliminate adjustments; reduce external
activities through tool warehouse organization;
r S: simplify all activities; standardize design tools
and release with PY (poka-yoke).
In this step, it will be continuous improvement to reach
the SMED (from 27 min 49 s to 8 min 52 s). Setup became
faster, the value chain became closer to the customer, and the
system improved its availability. The result of this analysis
is found in Table 6.
4.12 Phase II: Standardization
In this phase, standardized work maintains equity in the
three work shifts, with different human resources, inside
the cell. This phase is that after setup time reduction
(STR) is performed, it was necessary to standardize the
activities. After implementing phase I, need to keep the
results achieved. Otherwise, company will not survive.
How keep it? There is no point in implementing the stud-
ied method if the result cannot have monitored. The setup
 Table 5  Applied improvements and results
# activity Current scenario ECRS analysis Improvement scenario Obs
Internal time (IT) External Eliminate (E) Combine (C) Reduce (R) Simplify (S) Internal time (IT) External time (ET) Responsible
h:min:s time (ET) h:min:s h:min:s
Preparer Operator Planner

1 00:01:08 x 00:00:30 00:00:38 x

2 00:02:12 x 00:02:12 x
The International Journal of Advanced Manufacturing Technology

3 00:12:05 x 00:04:12 x  − 07:53

4 00:04:21 00:04:21 x
5 00:09:17 x 00:09:17 x
6 00:21:13 x 00:09:29 00:11:44 x x
7 00:04:32 x 00:03:22 00:01:10 x x
8 00:00:15 x 00:00:15 x
9 00:11:56 x  − 11:56
10 00:08:33 x 00:08:33 x
11 00:09:01 x 00:09:01 x
12 00:13:17 x 00:05:53 00:07:24 x
13 00:04:07 x 00:04:07 x
14 00:02:57 x 00:02:57 x
15 00:00:02 x 00:00:02 x
Total 1:44:56 0:27:49 0:57:18

13
 The International Journal of Advanced Manufacturing Technology

Table 6  Continuous From → to Action description Time New time Responsible

improvement h:min:s h:min:s
1 I Identify next production order 00:00:30 00:00:17 Operator

3 II Automatic spray, drive overhead crane, automatic lifting 00:04:12 00:02:09 Operator
4 III Remove the last part (operator, IT) 00:04:21 00:01:23 Operator
Take the part to FG (planner, ET) Planner
6 IV Disassemble jaw—chuck with quick change 00:09:29 00:01:14 Operator
7 V Assemble jaw, chuck (operator, IT) 00:03:22 00:01:30 Operator
Pre-set tools (preparer, ET) Preparer
12 VI Assemble next part 00:05:53 00:02:17 Operator
15 VII Release machining 00:00:02 00:00:02 Operator
Total 0:27:49 0:08:52

time can return to the initial situation. Or even get bigger
than when the study started. Therefore, this present phase
shows how to standardize the setup time reduction after its
implementation.
4.13 (II.1) Standardize the improved activities
(work sequence and time)
Figure 5 shows the standardized work sequence, what are the
activities, and the time (manual, automatic, walk) of each
activity and diagram.
4.14 (II.2) Draw layout activities (spaghetti
diagram)
Figure 6 shows cell layout and operator setup activities
described in Table 6. In relation to the route taken in the
improvement setup, there was a significant decrease during
the period in which the equipment was stopped.
The spaghetti diagram with the path taken by the
operator with the stopped machine, after applying the
improvement by the SMED tool, can be seen in Fig. 7.
The long journeys made between the machine and the

Fig. 5  Setup standardized work

(532 s = 8:52 min)

13
The International Journal of Advanced Manufacturing Technology

Fig. 6  Cell layout (VT 2) and setup activities. I. Identify next part; II. Automatic spray, drive overhead crane; III. Remove last part; IV. Disas-
semble tools; V. Assemble new tools; VI. Assemble next part; VII. Release machining

sectors of quality control, warehousing, and production with the longest journeys occurred with the machine run-
planning and control were eliminated and the activities ning, which were carried out in advance by the preparer.

Fig. 7  Spaghetti diagram
improved

13
 The International Journal of Advanced Manufacturing Technology

4.15 Phase III: Control (setup time, OEE, and lessons

(parts per week)]

Stock (work-in-
learned)

 = [3] − [100
frequency = [5] process)
4.15.1 (III.1) Setup time measurement (every time)

1100
300
700

300
300
100
qty

–
To control setup time, it was installed a digital clock similar
to a 60″ TV monitor. This clock showed the last recorded
setup time. Next to this clock, it was showed the last setup

Setup

qty
time. The graphical tracking of time was plotted on an online

4
1
1
1
1
1
2
4
graph, indicating the year-to-date, compared to the target.

[6]/8 × 60 min
4.15.2 (III.2) Effective control of the setup time achieved

shift

1.54
1.01
1.84
2.68
0.92
0.91
0.88
0.85
by OEE (Overall Equipment Effectiveness)

month = [3] × [4] × [5] = [6]
The result of this step was controlled through OEE. Thus,
visual management was recommended to control activities

Machine load per

in the cell, which can show the work sequence of activities.
This demonstration must be didactic, in such a way that all
employees can understand by themselves.

1284
min

738
484
884

440
436
420
409
4.15.3 (III.3) Lessons learned dissemination

unit = [1] + [2]/[3] = [4]
In this step, lessons learned was disseminated that spread
Total time per
to other neighboring lathes in the cell throughout the site.
Table 7  Training analysis (production order = 100 part/week; one shift = 8 h; one month = 20 working days)

The team demonstrated to others the success of the project

1.84
1.21
1.11
1.07
1.10
1.09
1.10
1.09
min
through sharing within the seminar. This fact must be sup-
ported by reward, recognition, involvement, commitment,
Machining time

and motivation through human resources area.

per unit [1]

min

1
1
1
1
1
1
1
1
5 Results and discussion
Lot size [3]

5.1 Training
1200
100
400
800

400
400
200
100
qty
gain = {[n] − [n + 1]}/

Training inside the proposed SMED framework is recom-

[n] × 100, in minutes

mended to present the concepts of Shingo stages in setup

time reduction. So, it is essential for the involvement and
Setup time

commitment of the work team to disseminate the achieved

52.7

78.3
89.5

results. The training seeks to understand the needs of inven-

66
%

–
–
–
–

tory reduction, since those people involved prefer to opt for

Setup time [2]

the economical lot, compensating the setup time. Also in the

training, it is clarified that the setup time reduction provides
a greater flexibility to meet the customer’s order, as well as
84.4
84.4
84.4
84.4
39.9
28.7
18.3
8.9
min

the batch size can be reduced, in such a way that the total
time per unit approximates to the cycle time.
Current scenario
Shingo stage

In the training, the initial analysis of Table 7 predicts that

production manager prefers the scenario 2, approaching the
economic lot, because in his opinion the cost is not so high,
1
2
3

and the inventory will be consumed within the month. How-

Scenario [n]

ever, considering SMED time, the best decision is scenario

8, which has the lowest machine load, lowest cost, best flex-
ibility, and lowest inventory.
1
2
3
4
5
6
7
8

13
 Table 8  Current, improvement, and continuous improvement scenario activities [IT (internal time) and ET (external time)]
# Current scenario ECRS Improvement scenario Continuous improvement scenario
Description Time Analysis IT ET Preparer Operator Planner # Description New IT
h:min:s h:m:s h:m:s (operator and preparer, planner) h:m:s

1 Identify last part manufactured, locate 00:01:08 IT, ET C 00:00:30 00:00:38 x I Identify next production order (operator) 00:00:17
next production order 17 s
2 Request to overhead crane 00:02:12 ET C 00:02:12 x
3 Clean chips, lift the last machined part 00:12:05 IT C 00:04:12 x II Automatic spray, drive overhead crane, 00:02:09
R automatic lifting (operator) 129 s
4 Remove the last part from the lathe and 00:04:21 IT R 00:04:21 x III Remove the last part (operator, IT) 00:01:23
take to the finished goods stock Take the part to FG (planner, ET) 83 s
5 Check production order, evaluate 00:09:17 ET C 00:09:17 x
traceability, verify raw material
The International Journal of Advanced Manufacturing Technology

dimensions, select the tools

6 Disassemble and clean tools, jaws, chuck 00:21:13 IT C 00:09:29 00:11:44 x x IV Disassemble jaw, chuck with quick 00:01:14
from the last part ET change (operator, preparer) 74 s
7 Assemble jaws set selected for the next 00:04:32 IT, ET C 00:03:22 00:01:10 x x V Assemble jaw set (operator, IT) 00:01:30
part Pre-set tools (preparer, ET) 90 s
8 Check if CNC program is available 00:00:15 ET C 00:00:15 x
9 Go to the process engineering to request 00:11:56 Eliminate E x
CNC program
10 Check technical drawing and select the 00:08:33 ET C 00:08:33 x
measuring instruments
11 Request measuring instrument 00:09:01 ET C 00:09:01 x
12 Tools pre-set, wait for CNC program 00:13:17 IT, ET S 00:05:53 00:07:24 x VI Assemble next workpiece (operator) 00:02:17
137 s
13 Verify CNC program and machining 00:04:07 ET E 00:04:07 x
14 Go to quality and get measuring 00:02:57 ET C 00:02:57 x
instrument
15 Release machining 00:00:02 IT C 00:00:02 x VII Release machining (operator) 00:00:02
2 s
01:44:56 00:27:49 00:57:18 00:08:52
6296 s 1669 s 3438 s 532 s

Legend: #3 has been reduced: 07:53 (473 s); #9 was eliminated: 11:56 (716 s), total = 1669 (IT) + 3438 (ET) + 473 (#3) + 716 (9) = 6296 s

13

Table 9  Case study Scenario SMED Shingo
framework stages
Current x x
Continuous x x
improvement
5.2 5S tool
In the other point of view, the 5S tool was highlighted. It
supported the work environment, under ergonomic aspects.
And, it still kept the proper use of the tooling, the order of
the artifacts related to the setup, the cleaning of the environ-
ment, the standardization of activities, and the discipline
in the machine. These factors allowed the development of
kaizen, so that one can find and seek excellence, through
continuous improvement. In this case, the 5S were applied,
namely, organization, ordering, cleanliness, standardization,
and discipline.
5.3 Novel SMED framework
The novel SMED framework was developed using
researches [39–50], from which key technologies and tools
were subtracted. These models covered several industrial
segments and manufacturing processes, such as machining,
electro-beam welding, textile, and stamping press. Another
highlighted point was that the article described by McIn-
tosh et al. [46] is a reference used to complement Shingo’s
concepts [2].
Lean tools were applied through the training and kaizen
for vertical lathe, which training conceptualized the Shingo
stages, creating involvement, commitment, and motivation.
After reaching the established setup time, it was imple-
mented the standardized work (SW), recorded the setup
time, and controlled the respective OEE.
5.4 Current, improvement, and continuous
improvement scenario activities
Table 8 shows the cycles of work carried out, from the cur-
rent scenario, through the improvement one, until reaching
the stage of continuous improvement. It was important to
explain to stakeholders that there was no point in making an
effort, if you do not control it.
Another highlight was the kaizen training that had been
in the company’s special lean room. In this room, the main
lean projects and their results are exposed. The success of
the implementation was the permanent demonstration of the
13
The International Journal of Advanced Manufacturing Technology
ECRS OEE (%) Setup time
Before After Gain
h:min:s h:min:s %
x 56 → 73 (30.4% increase) 01:44:56 00:27:49 73.5
x 73 → 81 (10.9% increase) 00:27:49 00:08:52 68.1
56 → 81 (44.6% increase) 01:44:56 00:08:52 91.6
results through continuous improvement, standardized work,
and control of key indicators.
Table 9 shows the results of case study developed. In the
current scenario, the company reached the two-digit time,
which was already significant for the operation. In sequence,
the SMED framework was fully applied in 4 in the continu-
ous improvement scenario. This fact will achieve SMED
time, and it will also keep the result obtained.
The SMED framework provided improvements, in
the first implementation, with a reduction in the internal
setup time from 1 h 44 min 56 s to 27 min 49 s, making
the machine 1 h 17 min 07 s available for the manufactur-
ing. In addition, the study had reached 8 min 52 s. Thus,
it can be noted that the reduction in the setup time had
reached 73.5% so far, in the continuous improvement sce-
nario reached 91.6%. Thus, in the case study the reduc-
tion in setup time also improved the OEE, in terms of
availability.
At the same time, the company also developed a plan
to improve the maintenance up-time, not presented in this
study, but in such a way that the combination of setup and
maintenance improved availability in the final (overall
equipment effectiveness) OEE = quality rate × performance
efficiency × availability, as follows:
• Pre-implementation level OEE = 0.99 × 0.80 × 0.71 = 0.56
(current scenario);
• The implementation of SMED framework, the OEE
moved to 73%, OEE = 0.995 × 0.87 × 0.84 = 0.73
(improvement scenario), representing a 30.4% of
increase;
• Remedial actions, in the company, will be continued
to achieve the target goal from 73 to 81% (continuous
improvement scenario), representing a 44.6% of total
increase.
Table 10 presents the application of 3 phases and 10 steps
of single-minute exchange of die (SMED) framework. The
current scenario did not apply full standardization and con-
trol. The continuous improvement scenario achieved a per-
manent result supported by full SMED framework proposed.
The conclusion will be presented as follows.
The International Journal of Advanced Manufacturing Technology

Table 10  Single-minute 3 phases I. Continuous improvement phase II. III. Control Keep results
exchange of die (SMED) Standardization
framework
10 steps I.1 I.2 I.3 I.4 I.5 II.1 II.2 III.1 III.2 III.3 –
I.5.1 I.5.2 I.5.3

Current scenario x x x x x x x x –
Continuous x x x x x x x x x x x x yes
improvement
scenario

Legend: I.1, scope; I.2, lean tools; I.3, goals; I.4, kaizen training; I.5, Shingo stages and ECRS (elimi-
nate, combine, reduce, simplify); I.5.1, separating internal and external activities; I.5.2, converting internal
activities into external; I.5.3, streamlining all aspects of the setup process; II.1 standardized work (SW);
II.2, layout (spaghetti diagram); III.1, setup time; III.2, OEE (overall equipment effectiveness); III.3, les-
sons learned

6 Conclusions Declarations 

The findings achieved in the case study showed a reduc-
tion in the setup time assisted by lean tools within the
SMED framework. The improvements in the current
scenario can be highlighted by the setup time reduction
from 1 h 44 min 56 s to 27 min 49 s and, making the
machine 1 h 17 min 07 s available for the manufactur-
ing. Besides, in the continuous improvement scenario,
the study reached 8 min 52 s, resulting a total increase of
91.6%, and the OEE (Overall Equipment Effectiveness)
has improved to 44.6%.
The main contribution of this case study was to propose
a practical method, called single-minute exchange of die
(SMED) framework, for manufacturing organizations sus-
tain their competitive results. The maintenance of the results
will depend on the commitment developed in the training,
the implementation of the standardized work (SW) in the
activities during the setup execution, the control of the setup
time indicator, and the calculation of OEE (overall equip-
ment effectiveness) in the studied cell.
Further research should assess the method’s develop-
ment in companies of different segments, such as electron-
ics, chemistry, food, pharmaceuticals, aviation, among oth-
ers, that need greater flexibility and a reduced inventory to
remain competitive.
The dissemination of these concepts throughout the man-
ufacturing sector, in which there is a requirement to perform
setups, will bring expressive results related to increase of
company’s productive capacity and reduction of delivery
times that will provide customers’ satisfaction.
Author contribution  All authors contributed to the construction of the
paper.
Data availability  All information, figures, and tables are in the manu-
script. It will not be necessary to provide other data and materials.
Ethics approval  The authors declare that the article was constructed
respecting all ethical conditions of publication.
Consent to participate  All authors participated in the preparation of the
article. In this way, the authors allow their names to be in the article.
Consent for publication  Authors allow publication.
Conflict of interests  The authors declare no competing interests.
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