SINGLE MINUTE EXCHANGE

OF DIES (SMED)

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 What is a Changeover?

The amount of time taken to change a piece of equipment from producing

the last good piece of a production lot to the first good piece of the next
production lot.

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

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3
 What is SMED?

Single Minute Exchange of Dies

Developed by Shigeo Shingo

A system designed to radically reduce the amount of

time to perform a changeover or setup

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 History
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 body-moulding presses.

• 1950-Forms first stage of SMED : Involves splitting a setup

operation into internal and external set ups
• 1956-58—Worked for Mitsubishi Ship buildings
• 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

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 Pit stop in F1 Race

The reduction of time in pit stops during F1 races is one of the

beautiful example of SMED.

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Reducing Set-Up Time

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 Stages Of SMED
120 MINS

STAGE I
TOTAL SET UP TIME

80 MINS

INTERNAL SET UP TIME

STAGE II

Segregate
Internal
Convert some 40 MINS
External
Internal
Elements
Elements or
STAGE III
parts of those to
External
Elements Reduce times of
residual Internal 7 MINS
Elements
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 The SMED Process
 Observe the current methodology.
 Separate internal and external Operations.
 Identify the tasks which can be eliminated.
 Convert maximum internal operations to external
Operations.
 Streamline the remaining Internal activities.
 Streamline External activities.
 Document the new procedure and the actions that
are yet to be completed.
 Do it all again.
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 1. Observe the current methodology

 Watch a full changeover at least once – more is better.

 Do documentation of all the activities happening during the
changeover.

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 Data recording Format

Company Name
Process : Roll Change Area : Machine No :
Start Time : Name :

TRANSPORT

SEARCHING
EXTERNAL

ELIMINATE
INTERNAL

COMBINE

SIMPLIFY
WAITING

REDUCE
NEEDED

MOTION
WORKS

ATION
S.N
ACTIVITY TIME(min) REMARK
o.

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2023
 Look for
 Shortages, mistakes, inadequate placement of needed equipment.
 Equipment with slow adjustments for the large coarse part of adjustment.
 Proper placing of all required equipment which are used.
 Lack of functional standardization, that is standardization of only the parts
necessary for setup, e.g. all bolts use same size spanner, Same type of
bolts used, die grip points are in the same place on all dies.

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 Look for
 Much operator movement around the equipment during setup.
 More attachment / bolting points than actually required.
 Attachment points that take more than one turn to fasten.
 Any adjustments after initial setup.
 Any use of experts during setup.
 If there is waiting for anything.

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 2. Separate internal and external Operations.

Separate the INTERNAL and

EXTERNAL activities.
 External Operation : One that may be completed
while machine is in operation.
 Internal Operation : One that requires the shut down
of the machine for completion.

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3. Identify the tasks which can be eliminated.

Look for operation / tasks which can be eliminated like, waiting for tools,
waiting for crane, etc..

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 4 internal operations to external
Convert maximum Internal Operations

Convert (where possible) Internal activities into External

ones.

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 5. Streamline the remaining Internal
activities

 Simplify the remaining internal activities

 For e.g. It's the last turn of a bolt that tightens it; the rest is just
movement.
 And also adopt parallel operations.

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The interrupted screw (or interrupted thread) provides one
means of clamping and unclamping something quickly.

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 6. Streamline External activities.

Complete all the external Activities before the change over

happens.

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 7. Document the new procedure and the
actions that are yet to be completed.

 Document all the activities which occurred.

 Note all the activity which are not completed and make
action plan.

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 8. Do it all again

 Repeat all the steps for the next change over.

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Example Tools

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 Example Tools

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 Example Tools

Reduce the amount of

turns required in order
to activate the screw.
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 Shadow Board

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 Benefits of SMED

• Increases throughput by reducing setup

times
• Eliminates setup errors
• Increases safety
• Reduces the cost of setups
• Reduces waiting times and inventory
buildups
• Reduced setup time

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