Costs

Potential Problems:
- Late Deliveries
- Frequent change-overs
- Machine breakdowns
- Customer pressure

SMED
E

Economic Lot Lot Sizes

Implementation
Material movement
occurs after the
machine is turned off.

die
 Agenda

❑ Introduction to SMED (Historical Background)

❑ Why SMED ?
❑ Traditional Changeover Practices
❑ Procedure for Reduction of Changeover Time
❑ Seven Steps for improving Changeover

2
 Changes in Nature of Production

❑ Small Variety – Large Volume

Traditional Requirement

❑ Large Variety – Small Volume

Present Day Requirement (JIT)

3
 Changeover

❑A particular setup that we must

make before beginning a next set of
operation

4
Impact of Changeover time on Operation Time
Changeover Lot Principle Total Operation Percentage
Time Size Operation Time Per Piece Impact of
Time Per Changeover
Piece Time on
Operation
Time
4 Hrs. 100 1 Minute 1 Min + 4 x 60 / 240
100 = 3.4 Min

4 Hrs. 1000 1 Minute 1 Min + 4 x 60 / 24

1000 = 1.24 Min

4 Hrs. 10000 1 Minute 1 Min + 4 x 60 / 2.4

10000 = 1.024 Min

5
Impact of Changeover time on Operation Time
Changeover Lot Principle Total Operation Percentage
Time Size Operation Time Per Piece Impact of
Time Per Changeover
Piece Time on
Operation
Time
3 Minute 100 1 Minute 1 Min + 3 / 100 3
= 1.03 Min

3 Minute 1000 1 Minute 1 Min + 3 / 1000 = 0.3

1.003 Min

6
Economic Lot Size with Traditional Changeover

Costs

S
E

Economic Lot Lot Sizes

7
 Problems in Setup Operations

1. Considered to be a skill (art)

2. Variability

3. No standards available

4. Engineering time not studied

5. Tool and adequacy of manpower not clear

8
 Waste Time

1. Searching Time

2. Waiting for Logistics

3. Waiting for Decision

4. Unnecessary movement of Operator

5. Interruption

10
 Birth of SMED

SINGLE MINUTE EXCHANGE OF DIES

❑ The changeover time should be less than

ten minutes (single digit)

❑ Developed by Shigeo Shingo in Japan in

1957

❑ Important Lean Tool to implement JIT & to

reduce Lead Time and Inventory

11
 The Birth of SMED

❑ During a setup at Toyo Kogyo’s plant in Hiroshima

Shingo observed “One bolt needed to be changed
during setup”

❑ The operator ran to get another; couldn’t find it; made

it by cutting another longer die bolt. Took him one
hour to make one.

❑ Could the bolt have been kept ready in advance?

12
 The Birth of SMED

❑ Toyota Body Shop: Taiichi Ohno demands 4 hr setup

on 1,000 ton press be reduced to 2 hrs.
❑ Shingo separates Internal and External setup and
improves each separately. Reaches 1.5 hrs.
❑ Ohno demands reduction to 3 minutes!!!!!!!!!
❑ Shingo modifies all elements to single touch. (Took 3
months).

A mindset is required to believe it is possible. Do we believe machine can be

setup in 10 minutes?

13
 Why SMED?
Why do we need to reduce change-over time ?

Advantages:
- Reduced leadtime Potential Problems:
- Less work-in-process JIT - Late Deliveries
- Less transport - Frequent change-overs
Just in Time
- Less space needed - Machine breakdowns
- Less cash needed - Customer pressure

OEE %
Increased equipment effectiveness

14
 Why SMED?

Benefits from change-over workshops

Reduced change-over time

Reduced machine stoppages

Improved equipment effectiveness ( OEE )

Increased productivity

Better working conditions for operators

Higher flexibility of equipment

Reduced work-in process

Less Space needed

Production levelling

15
 Batch Production Options with Quick
Changeover

A
A A A

Setup B
Time

A
B B B

Setup B
Time
Original Improved Larger More
Lots C/O 16
 Traditional Setup Practices

Material movement •Completed products are transferred

to next operation.
occurs after the
machine is turned off. •Raw material is moved after the
machine is stopped.

Detection of defects or •Setup tooling delivered after the

missing equipment is changeover has begun.
noticed when the machine •Defective product identified after
is running. internal setup has begun.

Defective
tooling,fixtures, setup •The operator notices that equipment
is missing after internal setup has
instruments are noticed begun.
after the machine is
turned on.

17
 Traditional Setup Steps

❑ Preparation - Ensures that all the tools are working properly and
are in the right location.
❑ Mounting & Extraction - Involves the removal of the tooling after
the production lot is completed and the placement of the new
tooling before the next production lot.
❑ Establishing Control Settings - Setting all the process control
settings prior to the production run. Inclusive of calibrations and
measurements needed to make the machine, tooling operate
effectively.
❑ First Run Capability - This includes the necessary adjustments(
re-calibrations, additional measurements) required after the first
trial pieces are produced.
❑ Setup Improvement- The time after processing during which the
tooling, machinery is cleaned, identified, and tested for
functionality prior to storage.

18
 Typical Distribution of Time

Set-up Definition : The TOTAL time from LAST GOOD piece to FIRST GOOD piece

Operation Proportion of Time

Preparation (before & after)– checking dies, jigs, 30%

gauges, new raw material, …

Removing blades, jigs, and mounting fresh ones,…. 05%

Centering, dimensioning, setting 15%

parameters,..(circulating ink, pressure)

Trial runs and final adjustments 50%

19
“Traditional”Setup Resource Consumption
Analysis

Setup Steps Setup Type Setup Type Resource Setup Type Setup Type
Traditional Traditional Consumption One-Step One-Step
Internal External ( %) Internal External
Preparation
X 20 % X

Mounting & Extraction

X 5% X

Establish Control
Settings X 15 % X

First Run Capability

X 50 % N/A N/A

Process Improvement
X 10 % X

20
The Phases

GOOD
21
 SMED Roadmap

Goal:
Reduce change-over
Time by
Take new Project 50% Form SMED Team

Evaluate New Set up Conduct E&T

End Start

Develop SOP
From goal to action Study Set-up Process
Video Shoot

Improve OED’s
Classify Operations
(Internal & External
Setups)
Improve IED’s

Eliminate Waste
Convert IED to OED

22
 Procedure for Set-up Reduction

1. Form the setup reduction team.

2. Conduct training and education.
3. Study the setup process (e.g., use video tape).
4. Classify setup operations into waste, internal setups (IED), and external
setups (OED).
a. Waste - Operation which do not add values to the setup.
b. Internal Setups - Operations that can only be performed while the
machine is shut down.
c. External Setups - Operations that can be performed without shutting
down the machine.
5. Eliminate the waste.
6. Convert as many internal setups as possible to external setups.
a. Use standard insert module.

23
 Procedure for Set-up Reduction

7. Improve internal setups (include adjustment).

a. Use specially designed cart to organize tools.
b. Use quick-release fasteners instead of bolts and nuts.
c. Use stoppers to quickly position the jigs.
d. Use rolling bolsters instead of cranes.
e. Use overhang mechanisms to handle heavy jigs.
f. Use locating pins and holes (socket) to eliminate the
adjustment.
g. Use standardized die height.
8. Improve external setups.
a. Apply visual control principles.
b. Use checklist to avoid omission.
c. Use specially designed cart to help organize tools.
d. Organize workplace (5S) to reduce search.
9. Develop the standard operating procedure (SOP).
10. Evaluate the performance of setup reduction.
11. Prepare for the next setup reduction project.

24
Analyzing Changeover – Use a Video

❑ The entire changeover must be video taped.

❑ The on-screen clock on the camera should be on.

❑ It may be necessary to use several cameras or video

several changeovers to capture the entire process.

❑ Tape the normal changeover. In case of any

abnormality, video the changeover again.

25
Break the Changeover into Elements

Classify each element of the changeover

into one of four categories:
❑ Eliminate – Explore the possibility of elimination
of the activity
❑ Combine – Wherever possible, combine two or
more activities
❑ Reduce Time – Reduce time of particular
activity
❑ Simplify – If the above steps are not possible,
simplify the activity
26
Separation of External & Internal Setup

Examples of external setup tasks: Examples of internal setup tasks:

❑ Preparation of die, fixtures, etc. ❑ Remove the old die & attach the
❑ Movement of die from store to the new die.
machine or from the machine to ❑ Adjustment of location, height,
storage. pressure, etc.
❑ Test run.

27
Procedure for ECRS Analysis

28
Procedure for Action Plan

29
 Results – From Goal to Action

From goal to action

Reduction of…
Conditions:
1. Analyse actual change-over
2. Consider change-over as - better preparation
muda - better Organisation
3. Eliminate or reduce 50% - Small improvements
(low Investment)
change-over time - Operator training

- Methods and tools optimisation

- Manufacture better change-over parts
75% (medium Investment)
- Operator training

Change in < - SMED-Programme

(Single Minute Exchange of Dies)
10 min.
< 3 min. - Zero Change-over programme

Another method to improve change-over is:

Within takt OTED = One Touch Exchange of Die
time (The first piece made after change-over must be a good one

30
 3 Ups of Changeover

▪ Clean-Up: All actions taken to remove the previous

product and the components and material from the
line.

▪ Set-Up: Adjusting or changing elements of a line to

convert it from one product to another.

▪ Start-Up: Time taken after clean-up and set-up are

complete and the line is restarted in production but
before it is running at normal speed and efficiency.

31
 Seven Steps for Improving Changeover:
Step 1. Changeover Begins and Ends with 5S

❑ Discard: If in doubt, throw it out.

❑ Indicate: Put up signs showing exactly where a
particular thing belongs.
❑ Color-code for orderliness.
❑ Consolidate/Eliminate tools for orderliness.
❑ Specialize: Develop specialized carts, tools, etc to
improve efficiency.

32
Step 2. Change Internal Changeover to External
Changeover.

❑ Analyze current changeover operations.

❑ Ask “Why?” again and again: See if an internal C/O

operation can be changed to an external one.

33
 Step 3. Bolts are our Enemies.

❑ Take the “boltless” approach: Consider substitutes

like knock pins, fasteners with levers on top, etc.

❑ Use fewer bolts: See whether the number of bolts

can be reduced.

❑ Make bolts shorter: Only the last turn of the bolt or

screw does the actual fastening and only the first turn
does the loosening.

34
Direct Attachment Method and Bolt

die

15 threads

bolt

35
Pear-Shaped Holes for Clamping

Clamping holes

36
The U-Shaped Washer

37
Examples of Screw Improvement

40
Step 4. If you have to use your Hands, make sure
your Feet stay put.

❑ Specialize: Keep all tools within arm’s reach during

the changeover operation.

❑ Keep all switches close at hand: Move switches

closer, even if that means modifying the equipment.

❑ Establish parallel operations: Use several workers if

necessary.

41
Procedure for Set-up Reduction

Before Spaghetti Diagram After

668 metres 350 metres

48% less walking

42
 Step 5. Don’t Rely on Special Fine-Tuning Skills

❑ Abolish fine-tuning: Give up the notion that

fine tuning is necessary. Standardize the
work and make it simple.

43
 Step 6. Standards are Standard; they are
not Flexible.

❑ Avoid making position adjustments: Use stoppers,

notches, centering cross lines, etc.

❑ Avoid making height adjustments: Make the

height of the component uniform by using spacer
blocks, uniform bases, etc.

44
Standardized Height of Die and
Attachment Edge

45
Improved Setting of Dies on a Fixed Bolster

46
 Step 7. Standardize all Changeover Operations

❑ Don’t spend money on improvements: Use your

ingenuity to solve problems.

❑ Make improvements right away: As soon as the

improvement idea arises, take immediate action.

47
 Change Internal c/o to External c/o
1 2 3 4 5 6 7
Machine Machine
stop start

Description of Operations:
Step # Operation Req. Time Performed by
1 Look for new die 3 min. Operator
2 Transfer new die 10 min. Operator
3 Remove used die 2 min. Operator
4 Attach new die 2 min. Operator
5 Transfer new material 10 min. Operator
6 Adjust 20 min. Operator
7 Transfer used die 10 min. Operator

Total internal setup time: 57 minutes.

48
 Change Internal c/o to External c/o
1 2 5 4 6a 7 (setup assistant)
3 6b (operator)
(inform setup assistant) Machine Stop Machine Start
Description of Operations:
Step # Operation I/E Req. Time Performed by
1 Look for new die E 3 min. Assistant
2 Transfer new die E 10 min. Assistant
5 Transfer new material E 10 min. Assistant
4 Attach new die I 2 min. Assistant
6a Adjust I 7 min. Assistant
3 Remove used die I 2 min. Operator
6b Adjust I 8 min. Operator
7 Transfer used die E 10 min. Assistant

Total internal setup time: 10 minutes.

49
 Improvement Matrix
Little Medium Big
improvements improvements improvements

- Shadow boards -Specific lifting

-Change-over trolley
- Tools equipment
near the equipment
- Parts
Preparation - Time management -Specific transport
- Colour identification equipment

- Operating process - Complete block

-Specific tools -Improved clamping - Automatic clamping

methods
-Tagging - Preset clamps
Changeover -Standardised parts
-Position settings
- Poka Yoke
-Screw standardisation

-Adjustment aids - Control points -Integrated Control

After and adjustment
Changeover -Specific tools - Stops blocks

Adjustments, -Control tools at - Standard settings

Clean-up workplace

50
 Apply the New Method

1. Sell the change to others

2. Obtain necessary approvals

3. Put the new method to use right away

4. Credit those involved

5. Continue to improve the new method

51
 Tool Kit for Set-Up Reduction
Many toolkits can be applied to help setup reductions. For instance:

• Visual Control.
• Checklist.
• Specially designed setup cart.
• Workplace organization (5S).
• Railed cart.
• Standardized base plate and socket.
• Attachment plate.
• Overhang tools.
• Quick fasteners -- clamping cam, clamping (lock) lever.
• Standardized die height.
• Locating pins.
• Stopper.

52
 THANK YOU
FOR THE PATIENT
LISTENING &
WISHING YOU A
RAPID “SUCCESS”