Quick Changeover

SINGLE
MINUTE
EXCHANGE
OF

DIE

By
PRANEET H. SURTI
 HELLO!

I am Praneet
I am a Lean Enthusiast & I love giving presentations
You can find me at:
https://www.linkedin.com/in/praneetsurti/
2
 “
“There are four purposes of
improvement: easier, better, faster,
and cheaper. These four goals appear
in the order of priority.”
- Shigeo Shingo
 CONTENTS

Concept
Introduction & Implementation
Principle

SMED: What, Origin & General idea of SMED & Step by Step Guide to
History its Principles implement SMED in any
Manufacturing Setting
INTRODUCTION
What, Origin & History
 MAGIC TRICK

Want to enhance your Plant Availability ?

It can be done only through Magic & In order to do Magic,
Lets understand it First !

Any perfect Magic Trick consist of main 4 Elements:

Understanding Each Move
Standardization
Quick Changeover
& Practice

& This Magnificent Magic Trick in Lean Manufacturing is known as

SMED or Quick Changeover

6
 WHAT IS SMED ?
Lean offers a variety of strategies for identifying and eliminating waste. One of the most effective
comes with an interesting name: Single Minute Exchange of Die (SMED). Changing machines from
one set-up to another is often a time-consuming exercise. Hence, reducing changeover times is a
well-known method for improving efficiency.
SMED is a tool in Lean used to reduce the amount of time it takes to change from running one
process in an operation to running another. In addition to improving cycle time in a process,
SMED can help reduce costs and increase flexibility within a process.
SMED is also often referred to as Quick Changeover (QCO). Performing Faster Changeovers is
important in manufacturing, or any process, because they make low-cost, flexible operations
possible with OTIF Deliveries.
The essence of SMED system is to convert as many changeover steps as possible to “external”
(performed while the equipment is running), and to simplify and streamline the remaining steps.
The term “Single-Minute” refers to the objective of reducing startups and changeovers to single
digit minutes (in other words, less than 10 minutes).
The closely related yet more challenging concept of One-Touch Exchange of Die (OTED) states
7
that changeovers can and should take less than 100 seconds.
 WHY SMED ?

Some of the undeniable reason for advocating the need of SMED in every Industrial Setting:

● Better Delivery Performance

● Higher Throughput
● Reduced Inventory
● Greater Flexibility
● Enable using Kanban System
● More Orderly and Organized
● Easier Work
● Less Hassle

8
 BENEFITS OF SMED

A Successful SMED Implementation will have the following benefits:

1. Lower manufacturing cost (faster changeovers mean less equipment

downtime)
2. Smaller lot sizes (faster changeovers enable more frequent product
changes)
3. Improved responsiveness to customer demand (smaller lot
sizes enable more flexible scheduling)
4. Lower inventory levels (smaller lot sizes result in lower inventory
levels)
5. Smoother startups (standardized changeover processes improve
consistency and quality)
6. Working Smarter (No increase Investment or Automation)
7. Enhancement in Teamwork & Creativity

9
 SMED APPLICATIONS
Now a days SMED goes beyond manufacturing. SMED Principles can apply to any process that
requires a changeover from creating software to the restaurant and racing.
The speed of pit crews often can make the difference between winning and losing for race car
drivers. Pit crews typically videotape each pit stop, constantly looking for ways to speed up the time a
car stays in the pit lane. The time spent for each operation is analyzed – changing tires, cleaning
windshields and pumping gas.
Another happens every day in the restaurant industry. Many restaurants offer three menus –
breakfast, lunch and dinner. Changing from one to the other can take as long as an hour as
kitchens prepare for different meals and (in some cases) one serving staff clocks out while another
clocks in. Speeding up this process allows for a smoother transition between serving times. In
some cases, restaurants have gotten so good at it that they offer items from two menus – sometimes
all three – at any time of the day.
In a manufacturing setting it mainly applies to Product Changeover, Equipment Changeover,
Equipment Setup, Preventive Maintenance & Breakdown maintenance etc.

10
 EVOLUTION OF SMED
PRINCIPLES

Shigeo Shingo
ElI Whitney Frederick W. Taylor Henry Ford Training Within The Consultant who Western World
Standardized Work Scientific Setup Reduction Industry connected the Dots and gave it Adapted SMED
Elements Management Techniques at Ford ECRS a Name as a Lean Tool

1800s 1911 1913 1915 1930 1940 1950 1960s 1969 1970s to Now

Frank Gilbreth Ford W. Harris Alfred P. Sloan Taiichi Ohno Shigeo Shingo Published:
Motion Study for Time Economic Order Exceptional Changeover Toyota & A revolution in manufacturing the
Reduction Quantity Time Reduction at GM The Quick Die Change SMED system

11
 HISTORY
Standardized quick changeovers were refined at Toyota around 1950s & Though, Shigeo Shingo
strikes to our mind when we talk about SMED, But the principles & concept of SMED has been used
from Ages. It is quite interesting to learn how things have developed during the twentieth century. In
the next few slides I will try to cover the evolution of this amazing SMED Technique with the
Concepts practices by various people & organizations in bits and pieces.
Eli Whitney: (1801)
[Standardized Work: Elements]
Eli Whitney saw the potential benefit of developing "interchangeable
parts" for the firearms of the United States military. In July 1801 he
built ten guns, all containing the same
exact parts and mechanisms, then
disassembled them before the
United States Congress.
 HISTORY
However, there were also researchers in the US looking at reduction of changeover time. Probably the
most prominent were motion expert Frank Gilbreth and F. Taylor, the father of scientific management
Frank Gilbreth (1911)
[Motion Study for Time Reduction]
Gilbreth studied and improved working processes in many different
industries, from bricklaying to surgery. As part of his work, he also looked
into quick changeovers. His book Motion Study (1911)
describe approaches to reduce setup time.

Frederick Winslow Taylor (1911)

[Standardized Work]
The Principles of Scientific Management: he proposed
that by optimizing & simplifying the jobs productivity
would increase Taylor analyzed non-value-adding parts of setups in his
1911 book, Shop Management (page 171). However, he did not create any 13
method or structured approach around it.
 HISTORY
Ford W. Harris (1913)
[Economic Order Quantity for Lots to minimize efforts in Setup Time]
In 1913, Ford W. Harris developed an equation for an order quantity that
minimizes total inventory holding costs and ordering costs. This is known as
the economic order quantity. The variables in the equation shown on the left
are as follows:

Q: optimal order quantity

D: annual demand quantity
K: fixed cost per order or setup cost
h: annual holding cost per unit
This apparently simple formula was widely used to determine the “ideal” lot size or order quantity.
Unfortunately, holding costs were usually underestimated, and many underlying assumptions of
the equation made the result much less precise than what the numbers suggested.
In any case, large or expensive orders or setups (K) resulted in large orders or lot sizes (Q). As a
result, lot sizes grew. It was usually overlooked that the order or setup cost was not fixed but could
also be influenced. Nevertheless, in many cases it was easier to simply make larger quantities rather
than to go through the effort to change setup times.
 WHAT IS SO BAD ABOUT
INVENTORY
1. Interest Cost
2. Storage Space
3. Damage in Handling Total Cost 25% to 35% of the Total value per year!
4. Transportation
5. Handling Costs
6. Outdated Products
7. Insurance Costs
 HISTORY
Ford Motors┃Henry Ford (1915)
[Efforts in Setup Reduction Techniques]
Even Henry Ford’s factories were using some setup reduction techniques. In
the 1915 publication Ford Methods & Ford Shops, setup reduction approaches
were clearly described. However, these approaches never held mainstream. For
most parts during the 20th century, EOQ was gold standard for lot sizing.
By 1927 the Model T was simply over twenty years old & outdated despite
minor changes like adding electric light. Other more modern vehicles rose in
. popularity, Ford finally decided in 1927 to change to .
a new model the Ford Model A. while Ford’s factories .
were exemplary examples of efficiency, they were also
enormously inflexible. Overall, the changeover led to a six-month
standstill at Ford. Of all machines, one quarter had to be thrown
out, one quarter could be used as they were, and half had to be
extensively retooled. Any company with lesser financial strength
than Ford would have gone bust. Incredibly enough, only a few
years later this chaos repeated again. The change in 1931 from
Model A to Model B took five months and was equally chaotic. 16
 HISTORY
General Motors┃Alfred P. Sloan (1930)
[Exceptional Changeover Time Reduction]
GM, under the management of Alfred P. Sloan, used a completely
different approach. While Ford focused on uniformity, Sloan focused on
variety. While Ford emphasized the eternalness, Sloan celebrated change.
GM presented new and updated models on an annual basis, setting the
tact for the current automotive industry. Naturally, for this they needed
much more flexibility. You cannot bring a new model on the market every
year if this means closing your factory for a year.
Already around 1930, GM managed to do a major
model changeover within twenty days, compared to
Ford’s six months. 88% more effective in
comparison to Ford
 HISTORY
Training Within Industry - WW2 - (1940)
[ECRS – Eliminate, Combine, Rearrange, and Simplify]
In preparation for joining the World War II, the US established the TWI
Services as part of the War Manpower Commission in the summer of 1940. The
problem was that the US needed to rapidly increase its industrial output & TWI
significantly improved industrial production & helped Allies to win the war
TWI considers five important skills that every supervisor should have, or what
they call the five needs of a supervisor. These are all improved by using them in
practice, but a theoretical training can give a head start.
These five skills are the starting point for each of the different modules:
● Knowledge of the Work: This relate to machines, tools, materials, operations, processes, or technical
skills.
● Knowledge of Responsibilities: This may be policies, regulations, interdepartmental relationships,
agreements, rules, schedules, and – very important – safety rules.
● Skill in Improving Methods: To utilize machines, manpower, and material more effectively.
Nowadays we would say to reduce waste (muda). [Which Includes ECRS]
● Skill in Instructing: To have a well-trained and effective workforce.
● Skill in Leading: Improve your ability to work with people to get the most out of the people you have.
 HISTORY
Toyota Motors┃Taiichi Ohno (1950)
[Toyota & The Quick Die Change: QDC]
Toyota had very different problems in 1950. Both Ford & GM produced cars in
enormous quantities. Toyota built only a few thousand cars per year. As a poor
company at that time, it could not afford a separate press for every part.
Instead, they frequently changed the tools in the presses from one part to next.
Their problem was that this changeover took between two & eight hours, and
Toyota could neither afford the lost production time nor the enormous lot sizes
suggested by the economic order quantity. However, on a trip to the US, Taiichi
Ohno observed Danly stamping presses with rapid die change capability.
Subsequently, Toyota bought multiple Danly presses for the Motomachi plant.
Secondly, Toyota started to work on improving the changeover time of their presses. This was known as
Quick Die Change [QDC]. They developed a structured approach based on a framework from the US
World War II (TWI) program, called ECRS – Eliminate, Combine, Rearrange, & Simplify.
Over time they reduced these changeover times from hours to fifteen minutes by the 1960s and then to
three minutes by the 1970s.
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 HISTORY
Consultant┃Shigeo Shingo (1970)
[The Consultant who connected the Dots and gave it a Name]
During the 1970s and 1980s, Western automakers were surprised at the
quality and cost of Japanese cars. They wanted to understand the secret of
these Japanese car makers. Unfortunately, there was little or no literature
available in English.
Japanese consultant Shigeo Shingo was able to fill this gap. During the late
1970s, when Toyota’s method was already well refined, he participated in one
QDC workshop. After he started to publicize details of the Toyota Production
System without permission, the business connection was terminated abruptly
by Toyota.
Shingo moved to the US and started to consult on lean manufacturing. Besides claiming to have
invented this quick changeover method (among many other things), he renamed it Single Minute
Exchange of Die or SMED. The Single Minute stands for a single digit minute (i.e. less than 10 mins.).
As Shingo was able to fill a large gap in knowledge, he rose to fame in the US, albeit he is much less
known in Japan and Europe. He promoted the ideas of lean manufacturing, especially SMED.
20
 HISTORY
At the time, almost all changeover work was performed while machines were down (i.e. not
running). Shigeo Shingo made a distinction between:

★ Changeover work that occurs while a machine is down, INTERNAL SETUP, &
★ Preparatory work that can occur while a machine is running, called EXTERNAL SETUP
The improvements required changing the entire process to require less
changeover time. That meant modifying factory equipment and vehicle
parts and changing the order of steps in building car body moldings.
Using the Distinctions of Internal & External Setup with some
Streamlining & Standardization.
Shingo made it remarkable to by reducing the changeover time
drastically. His pioneering work led to documented reductions in
changeover times averaging 94% (e.g. from 90 minutes to less than 5 minutes)
across a wide range of companies. He released his first Literature in the
year 1969 - A revolution in manufacturing the SMED system

21
 SMED IN TPS

All this supported the just-in-time manufacturing

process that is a key component of the
much-admired Toyota Production System.

Just-in-time manufacturing reduces the time

between a customer’s demands and the ability of a
business to fulfill it.

& SMED is a key part of that process.

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CONCEPT
General idea of SMED & Its underlying
Principles

23
 NASCAR
Changeover times that improve by a factor of 20 may be hard to imagine, but consider the simple
example of changing a tire:
● For many people, changing a single tire can easily take
15 minutes.
● For a NASCAR pit crew, changing four tires takes less
than 15 seconds.

Many techniques used by *NASCAR pit crews are also

used in SMED. In fact the journey from a 15 minute tire
changeover to a 15 second tire changeover can be
considered a SMED journey.
NASCAR Technique:
- Performing as many steps as possible before the pit stop begins
- Using a coordinated team to perform multiple steps in parallel
- Creating a standardized and highly optimized process
*National Association for Stock Car Auto Racing
24
 CONCEPT

In SMED, changeovers are made up of steps that are termed “elements”. There are two types of
elements:
1. Internal Elements (elements that must be completed while the equipment is stopped)
2. External Elements (elements that can be completed while the equipment is running)
The SMED process focuses on making as many elements as possible external, and simplifying
and streamlining all elements.

The SMED system has three

major phases:
- Separate
- Convert
- Streamline
 SIZE OF SMED

These Training material deal with one set-up

Operation SMALL SCALE SMED
operation on one machine
Keep the same team for all the set-up operations for
Machine
that same machine
Bring in new SMED team members who are experts Single Area
in each machine with Multiple
Retain SME strategist, Train some new ones Machines
Several SMED teams work in parallel.
Factory
Will require an overall Coordinator
Multiple SMED teams across cluster work in parallel. LARGE SCALE SMED
Will require an overall Coordinator to coordinate across Corporation
Factories for Investment (Spendings)
IMPLEMENTATION
Step by Step Guide to implement SMED in
any Manufacturing Setting

27
 IMPLEMENTATION
In SMED, changeovers are made up of steps that are termed “elements”. There are two types of
elements:
1. Internal Elements (elements that must be completed while the equipment is stopped)
2. External Elements (elements that can be completed while the equipment is running)
The SMED process focuses on making as many elements as possible external, and simplifying
and streamlining all elements.
 ROADMAP
An excellent way to learn more about SMED is to walk through an implementation example. Next
few slides will provides a step-by-step roadmap for a simple and practical SMED implementation. I
have simplified this process by covering it in 6 Sections
Identify Pilot Area Separate External Streamlining
& Setup a Team Elements Elements
1 3 5

2 4 6

Measure C/O Time & Convert Internal Accelerate Progress &

Identify Elements Elements to External Standardize
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 SETUP TEAM &
IDENTIFY PILOT AREA
Virtually every manufacturing company that performs changeovers can benefit from SMED.
That does not mean, however, that SMED should be the first priority. In the real world,
companies have finite resources, and those resources should be directed to where they will
generate the best return.

So what should be the first priority?

For most companies, the first priority should be ensuring that there is a clear understanding of
where productive time is being lost, and that decisions on improvement initiatives are made
based on hard data. That means putting a system in place to collect and analyze manufacturing
performance data.

The de facto “gold” standard for manufacturing performance data is measuring OEE (Overall
Equipment Effectiveness) with an additional breakdown of OEE loss categories into the Six Big
Losses and a detailed breakdown of OEE Availability losses into Downtime Reason Codes
(including codes for tracking changeover time).

Once a system for measuring manufacturing performance is in place collect data for at least Ten
weeks to gain a clear picture of where productive time is being lost.
 SETUP TEAM &
IDENTIFY PILOT AREA
Item Description
If changeovers represent a significant percentage of lost productive time (e.g. at
SMED
least 20%) consider proceeding with a SMED program.
Otherwise, consider first focusing on a TPM (Total Productive Maintenance)
TPM
program.
 SETUP TEAM &
IDENTIFY PILOT AREA
Set up a Team
For a good changeover, it is necessary to give a good team together. In order to create a wide base of
support for the SMED project, include the full spectrum of associated employees in the selection
process, and work hard to create a consensus within the team as to the target equipment choice.
Team should be between 5-7 people, including an operator and/or a foreman doing the
changeovers and an engineer or technician familiar with the machines and processes.
Inform the Workers
Whenever you measure times on the shop floor, or even take video, you should inform the
workers and their representatives and get their agreement. This makes things go much smoother.
Even if you legally have the right to measure and take videos without the workers’ consent, it is
almost certain that your measurements will be worthless. If the workers disagree with you
measuring them, they can easily mess up your measurements by working extra slow. In many cases, you
wouldn’t notice if they added additional steps to the procedure. Hence, get their agreement.
 SETUP TEAM &
IDENTIFY PILOT AREA
Once the target equipment has been selected, record a baseline time for the changeover. Before you
start measuring, you should make sure that you get the entire process measured, not just part of it.
Changeover time should be measured as the time between production of the last good part (at
full speed) and production of the first good part (at full speed).

Be cognizant of the “Hawthorne Effect”; changeover times may temporarily improve as a simple
result of observing the process.

*Hawthorne Effect: The Hawthorne effect refers to a type of reactivity in which individuals
modify an aspect of their behavior in response to their awareness of being observed
 IDENTIFY PILOT AREA
The ideal equipment will have the following characteristics:

Item Description
The changeover is long enough to have significant room for improvement,
Duration but not too long as to be overwhelming in scope (e.g. a one hour changeover presents a
good balance).
There is large variation in changeover times (e.g. changeover times range from one to
Variation
three hours).
There are multiple opportunities to perform the changeover each week (so
Opportunities
proposed improvements can be quickly tested).
Employees familiar with the equipment (operators, maintenance personnel, quality
Familiarity
assurance, and supervisors) are engaged and motivated.
The equipment is a constraint/bottleneck – thus improvements will bring
Constraint
immediate benefits.
 MEASURE C/O TIME &
IDENTIFY ELEMENTS
The SMED process starts with a detailed observation of the changeover process. The different
steps of the process have to be identified for the entire changeover process, and its time has to be
measured. Taking video helps, as this allows us to watch the steps again. The time of the video also
allows easy measuring of durations. Please remember that whenever you take times or videos,
make sure it is accepted by the workers and their representatives.
Afterwards, the team works together to identify all of the elements of the changeover and then
work from the videotape to create an ordered list of elements, each of which includes:
Description (what work is performed)
Cost in Time (how long the element takes to complete)
Also, you should observe more than one changeover since different people will do it
differently at different times. Depending on the duration and the frequency of the changeovers,
you may be able to watch a different number, but I recommend no less than three different
changeovers. Afterward, you should have a list of steps including an average time to do the step.
 MEASURE C/O TIME &
IDENTIFY ELEMENTS
“You cannot manage what you can't measure”
-Peter Drucker

Below is an example for illustration, where a total of ten steps have been observed.

Please note that these observations cannot be delegated, as this observation also gives you and
the team a crucial understanding of the process necessary for the next steps.

Software likes TimerPro can help is identifying these

elements with detailed analysis
 IDENTIFY ELEMENTS

Next, we check which of these changeover steps have to be done while the machine is stopped
and which can be done while the machine is still running.
These are usually called External Steps with a running machine and
Internal Steps with a stopped machine.
Below is a graphic representation, where green indicates external and gold indicates internal steps.
 IDENTIFY ELEMENTS
Some useful tips for this step:

Item Description
Elements A typical changeover will result in 30 to 50 elements being documented.
A fast method of capturing elements is to create a series of post-it notes that are
Sticky Notes
stuck to a wall in the order in which they are performed during changeover.
Be sure to capture both “human” elements (elements where the operator is doing
Man and
something) and “equipment” elements (elements where the equipment is doing something).
Machine
As discussed later, the human elements are usually easiest to optimize.
While videotaping the changeover have several observers taking notes.
Other Notes
Sometimes the observers will notice things that are missed on the videotape.
Observe Only Observe – let the changeover take its normal course.

The deliverable from this step should be a complete list of changeover elements, each with a
description and time “cost”.
 SEPARATE
EXTERNAL ELEMENTS
In this step, elements of the changeover process that can be performed with little or no
change while the equipment is running are identified and moved “external” to the
changeover (i.e. performed before or after the changeover). It is not unusual for changeover times to be
cut nearly in half with this step alone.

For each element the team should ask the question:

“Can this element, as currently performed or with minimal change, be completed

while the equipment is running”?

If the answer is Yes, categorize the element as external and move it before or after the
changeover, as appropriate.
 SEPARATE
EXTERNAL ELEMENTS
Examples of candidate elements for such treatment include:

Item Description
Retrieval Retrieval of parts, tools, materials, and/or instructions.
Inspection Inspection of parts, tools, and/or materials.
Cleaning Cleaning tasks that can be performed while the process is running.
Quality Quality checks for the last production run.

The deliverable from this step should be an updated list of changeover elements, split into
three parts:
- External Elements (Before Changeover),
- Internal Elements (During Changeover), and
- External Elements (After Changeover).
 CONVERT INTERNAL
ELEMENTS TO EXTERNAL
In this step, the current changeover process is carefully examined, with the goal of converting as
many internal elements to external as possible. This means not only converting internal steps to
external, but also ensuring that an external step is indeed done before or after the process. This
sounds banal, but you would be surprised how often a changeover happens where the process
is stopped & then the workers go get the tools & parts for the changeover. This can be done
before the machine is stopped. Similarly, returning the tools to storage can be done after the
changeover completion
For each internal element, the team should ask the following question:
“If there was a way to make this element external, what would it be? How could we do it”?
This will result in a list of elements that are candidates for further action. This list should be
prioritized so the most promising candidates are acted on first. Fundamentally, this comes down
to performing a cost/benefit analysis for each candidate element:
★ Cost as measured by the materials and labor needed to make the necessary changes.
★ Benefit as measured by the time that will be eliminated from the changeover.
Once the list has been prioritized work can begin on making the necessary changes.
 CONVERT INTERNAL
ELEMENTS TO EXTERNAL
Probing Method: What is the reason for Internal Setup?

What is the actual purpose of the various internal operations?

- Can they be converted, downsized or eliminated?
- Have you be using unnecessarily complicated procedure?
- Have the conditions changes since the design phase?
- Is the equipment now a bottleneck?
- Are the stock costs more important now than before?
How to move operations from Internal to External
- Add Duplicate Equipment
- Fix Problems
- Reprogram for New Articles
- Create the right conditions for production in advance (Example: Set Up/ Pressure and Temperature)
- Remove the need to dismantle the equipment
- Perform Measurement in Advance
- Use 5 Why Technique for the actual purpose of each internal operation & Do not give up until the
root cause is found!
 CONVERT INTERNAL
ELEMENTS TO EXTERNAL
Below is a visual representation of this process. You can see that the time of the stop is already
reduced. Hence, you can get more parts out of your process since the stop is shorter.
 CONVERT INTERNAL
ELEMENTS TO EXTERNAL
Examples of techniques that can be used to convert internal elements to external are:
Item Description
Advance
Prepare parts in advance (e.g. preheat dies in advance of the changeover)
Preparation
Use duplicate jigs (e.g. perform alignment and other adjustments in advance of the
Jigs
changeover)
Modularize equipment (e.g. replace a printer instead of adjusting the print head so the
Modularize
printer can be configured for a new part number in advance of the changeover)
Modify Modify equipment (e.g. add guarding to enable safe cleaning while the process is running)

The deliverable from this step should be an updated list of changeover elements, with fewer
internal elements, and additional external elements (performed before or after the changeover).
 STREAMLINING ELEMENTS

In this step, the remaining elements are reviewed with an eye towards streamlining and
simplifying so they can be completed in less time. First priority should be given to internal
elements to support the primary goal of shortening the changeover time.

For each element, the team should ask the question:

“How can this element be completed in less time? How can we simplify this element” ?

As in the previous step a simple cost/benefit analysis should be used to prioritize action on
elements.
 STREAMLINING INTERNAL
ELEMENTS
After moving the external steps to external, we now shorten the internal steps. Check if the
procedure can be simplified. Check if there are better tools available. Eventually, the new setup may
look like the image below, where both the time of the stop & the overall changeover time may be
reduced.
 STREAMLINING EXTERNAL
ELEMENTS
Next we do the same for the external elements. Check if we can shorten the external elements. This
will not reduce the stoppage of the process, but it will reduce the overall time of the changeover and
hence the workload for your workers doing the changeover.
 STREAMLINING ELEMENTS
Examples of techniques that can be used to streamline the elements are:
Item Description
Release Eliminate bolts (e.g. use quick release mechanisms or other types of functional clamps)
Eliminate adjustments (e.g. use standardized numerical settings; convert adjustments to
Adjustment
multiple fixed settings; use visible centerlines; use shims to standardize die size)
Motion Eliminate motion (e.g. reorganize the work space)
Waiting Eliminate waiting (e.g. make first article inspection a high priority for QA)
Standardizing Standardize hardware (e.g. so fewer tools are needed)
Create parallel operations (e.g. note that with multiple operators working on the same
Operations
equipment close attention must be paid to potential safety issues)
Mechanize Mechanize (normally this is considered a last resort)

The deliverable from this step should be a set of updated work instructions for the changeover
(i.e. creating Standardized Work) and a significantly faster changeover time!
 ACCELERATE PROGRESS
When implementing SMED it is helpful to recognize that there are two broad categories of
improvement:

★ Human (achieved through preparation and organization)

★ Technical (achieved through engineering)

Experience has taught that the human elements are typically much faster and less
expensive to improve then the technical elements. In other words, the quick wins are
usually with the human elements.

Avoid the temptation, especially with technically proficient teams, to over-focus on

technical elements. Instead, focus first on the human elements.
 ACCELERATE PROGRESS
The following chart illustrates this principle, showing example areas of opportunity for SMED
projects.

Avoid the temptation, especially with technically proficient teams, to focus on technical improvements. Instead, focus
first on human improvements.
 STANDARDIZING
The last step is the most difficult one and the most frequently forgotten one. It is not enough to
do a changeover quickly once; you have to do it quickly every time. So you need to fix the new
standard, document it, train all relevant workers in the new standard, and do a process confirmation.
Any standard not maintained that way will be soon lost.

Following Points shall be followed:

● Document and Control New Work Procedures for Changeover Task
● Be as Precise as possible with Cycle Time & Each Step
● Draw a Spaghetti Diagram for this Work Procedure
● Give Training to all the Stakeholders w.r.t to this Procedure
● Displays OPL/SPL near the Machine Area

You could check every now and then if the standard is still followed.
You could have the workers write down the time needed for the changeover and see if it starts to slip.
Maintaining a standard is actually not that difficult, but it needs something short in supply in most
companies: Management Time and Attention!
 SMED STUDY : BEFORE
Changes
Time Time Time
Sr. Activity Internal/ Cumulative Product or Right The
Spent Spent Spent VA/NVA What Can be Done?
No. (Includes Decision) External Time Spent Service First Time
(Min) (Max) (Average)
Physically
1 Go to Storage Room Internal 3 5 4 4 No NA NVA Make External - Simplify
2 Select Tools, Gauges, parts etc Internal 20 0 10 14 No NA NVA Waste - Eliminate
3 Look for Wrench Internal 2 0 1 15 No NA NVA Waste - Eliminate
4 Check Tools, Gauges, parts etc Internal 8 0 4 19 No No NVA Make External - Simplify
5 Wait for Forklift Internal 10 0 5 24 No NA NVA Waste - Eliminate
6 Transport Tools etc. to equipment Internal 3 5 4 28 No NA NVA Make External - Simplify
7 Detach Air Hose Internal 0 2 1 29 No NA NVA No Change
8 Unscrew Six Screws Internal 6 0 3 32 No NA NVA Waste - Eliminate
9 Remove Old Die Internal 1 5 3 35 No NA NVA Internal - Simplify
10 Place Old Die on Forklift Internal 1 0 0.5 35.5 No NA NVA Internal - Simplify
11 Transport Old Die to Storage Rack Internal 3 5 4 39.5 No NA NVA Make External - Simplify
12 Select Next Die Internal 2 5 3.5 43 No NA NVA Waste - Eliminate
13 Inspect the Die Internal 1 0 0.5 43.5 No No NVA Make External - Simplify
14 Transport New Die to machine Internal 3 5 4 47.5 No NA NVA Make External - Simplify
15 Cleanup the machine Base Internal 2 5 3.5 51 No NA NVA No Change
16 Measure the centre and position Internal 13 5 9 60 No NA NVA Waste - Eliminate
 SMED STUDY : BEFORE
Changes
Time Time Time
Sr. Activity Internal/ Cumulative Product or Right The
Spent Spent Spent VA/NVA What Can be Done?
No. (Includes Decision) External Time Spent Service First Time
(Min) (Max) (Average)
Physically
17 Move the new die over the machine Internal 1 0 0.5 60.5 Yes NA VA No Change
18 Read the Blueprint for Instruction Internal 6 2 4 64.5 No NA NVA Make External - Simplify
19 Discuss Technical Details Internal 5 0 2.5 67 No NA NVA Waste - Eliminate
20 Look for Nuts Internal 3 0 1.5 68.5 No NA NVA Waste - Eliminate
21 Adjust die and clamping heights Internal 10 5 7.5 76 No No NVA Internal - Simplify
22 Attach the New die Internal 8 0 4 80 No NA NVA Internal - Simplify
23 Mount the Parts Internal 5 0 2.5 82.5 No NA NVA Internal - Simplify
24 Attach Air Hose Internal 0 3 1.5 84 No NA NVA No Change
25 Trial Run Internal 8 0 4 88 No NA NVA No Change
26 Inspect the Product Internal 5 0 2.5 90.5 No No NVA Make External - Simplify
27 Adjust the Setting Internal 15 0 7.5 98 No NA NVA Waste - Eliminate
28 Keep Records/ Update Log Internal 0 5 2.5 100.5 No NA NVA Make External - Simplify
29 Return the Tools, Gauges Internal 3 5 4 104.5 No NA NVA Make External - Simplify
 SMED STUDY: AFTER
Cumula
Time Time Time Time %
Sr. Activity Internal/ tive
VA/NVA Spent Spent Spent Spent Improvem Action Taken
No. (Includes Decision) External Time
Before (Min) (Max) (Average) ent
Spent
1 Go to Storage Room NVA External 4 1 1 1 75.00% 1 Make External - Simplify
2 Select Tools, Gauges, parts etc NVA Removed 10 0 0 0 100.00% 1 Waste - Eliminate
3 Look for Wrench NVA Removed 1 0 0 0 100.00% 1 Waste - Eliminate
4 Check Tools, Gauges, parts etc NVA External 4 3 2 2.5 37.50% 3.5 Make External - Simplify
5 Wait for Forklift NVA Removed 5 0 0 0 100.00% 3.5 Waste - Eliminate
6 Transport Tools etc. to equipment NVA External 4 3 1 2 50.00% 5.5 Make External - Simplify
7 Detach Air Hose NVA Internal 1 0 2 1 0.00% 6.5 No Change
8 Unscrew Six Screws NVA Removed 3 0 0 0 100.00% 6.5 Waste - Eliminate
9 Remove Old Die NVA Internal 3 1 2 1.5 50.00% 8 Internal - Simplify
10 Place Old Die on Forklift NVA Internal 0.5 0 5 2.5 -400.00% 10.5 Internal - Simplify
11 Transport Old Die to Storage Rack NVA External 4 1 3 2 50.00% 12.5 Make External - Simplify
12 Select Next Die NVA Removed 3.5 0 0 0 100.00% 12.5 Waste - Eliminate
13 Inspect the Die NVA External 0.5 1 0 0.5 0.00% 13 Make External - Simplify
14 Transport New Die to machine NVA External 4 1 0 0.5 87.50% 13.5 Make External - Simplify
15 Cleanup the machine Base NVA Internal 3.5 2 5 3.5 0.00% 17 No Change
16 Measure the centre and position NVA Removed 9 0 0 0 100.00% 17 Waste - Eliminate
 SMED STUDY: AFTER
Cumula
Time Time Time Time %
Sr. Activity Internal/ tive
VA/NVA Spent Spent Spent Spent Improvem Action Taken
No. (Includes Decision) External Time
Before (Min) (Max) (Average) ent
Spent
17 Move the new die over the machine VA Internal 0.5 1 0 0.5 0.00% 17.5 No Change
18 Read the Blueprint for Instruction NVA External 4 0 5 2.5 37.50% 20 Make External - Simplify
19 Discuss Technical Details NVA Removed 2.5 0 0 0 100.00% 20 Waste - Eliminate
20 Look for Nuts NVA Removed 1.5 0 0 0 100.00% 20 Waste - Eliminate
21 Adjust die and clamping heights NVA Internal 7.5 0 5 2.5 66.67% 22.5 Internal - Simplify
22 Attach the New die NVA Internal 4 0 2 1 75.00% 23.5 Internal - Simplify
23 Mount the Parts NVA Internal 2.5 1 5 3 -20.00% 26.5 Internal - Simplify
24 Attach Air Hose NVA Internal 1.5 0 3 1.5 0.00% 28 No Change
25 Trial Run NVA Removed 4 0 0 0 100.00% 28 No Change
26 Inspect the Product NVA External 2.5 0 5 2.5 0.00% 30.5 Make External - Simplify
27 Adjust the Setting NVA Removed 7.5 0 0 0 100.00% 30.5 Waste - Eliminate
28 Keep Records/ Update Log NVA External 2.5 0 5 2.5 0.00% 33 Make External - Simplify
29 Return the Tools, Gauges NVA External 4 0 1 0.5 87.50% 33.5 Make External - Simplify
TYPICAL ℅ PROCESS
with SMED METHOD
 HIRA/ WHAT IF
It is to be ensured that Safety shall be the first priority even before Quick Changeover.

Hazard Identification & Risk Analysis / What If Study with Safety Department Shall be done for all
the proposed changes before designing the actions.

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 PRACTICAL TIPS

The above five steps are sometimes found in slightly different versions in different sources. This is
okay. You also don’t need to follow this framework in that order, as long as the beginning and the end
of the framework are at the beginning and the end (measure the times first, standardize the new
procedure last).

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 PRACTICAL TIPS
MAKING EXTERNAL WORK EASY

● Create effective work and storage areas for the

external work
● Make Necessary Changes in the Layout
● 5S is an Effective Tools for making this happen
● The External Work must be Easier than the
Internal
People tend to do work “Internally” even though it wastes
time. Find ways to make the external task: Easier, Cleaner,
Safer, Quicker..

Anything better than the “Internal Process”

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 PRACTICAL TIPS
CHECK-LIST
Checklist ensures that all the external setup work has been done
before the changeover

A Checklist contains:
- List of tools Needed
- All Tools are in perfect working order (Before Changeover)
- Fixtures & Jigs
- Setting Dimensions & Measurements
- Instructions & Process Map
- Human Resources
- What Training is Required
- Lifting etc.

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 PRACTICAL TIPS
ADJUSTMENT LOSS
Often half of set-up time is spent on adjustments to achieve the right quality
The first product should always be correct
Create Numerical Values
The goal is not to speed up the adjustment but to completely avoid it
Avoid use of rulers and calipers, Use Ready made Fixed Measures instead
Avoid the possibility that the position could be wrong in the first place
- Use Guide Pins & Stop Heels
- Use Fixtures
Eliminate measuring by eye or intuition
- Use Digital Measuring Instruments
- Use Templates & Fixed Dimensions for following Positions
- Make Reference lines and centre line

61
 PRACTICAL TIPS
REDUCE MANUAL WORK

Avoid Manual Tools

Use only Electric/ Pneumatic Powered Hand Tools

Always ensure to include

Tools in the Checklist

62
 PRACTICAL TIPS
ELIMINATE WASTES
Eliminate all Waste in the complete Job activity
Muda is Japanese for Useless or Wasteful

Example: Searching, being forced to stretch or

bend, waiting, sweating, running, wondering
what to do, lifting etc.

Muda includes: Poor Planning, Poor Work

Environment, Poor Orderliness,
Misunderstanding, No Standards, Standard Not
Followed

Find my Detailed article on 8 Wastes of Lean

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 PRACTICAL TIPS
SET-UP TROLLEY
It is useful to collect everything needed for the set-up
work on a special “Set-Up Trolley”

A SUT contains:
- Tools Needed
- Fixtures & Jigs
- Setting Dimensions & Measurements
- Instructions & Process Map

Shadow Boards should be practiced in the Setup

Trolley, By painting the outline for all the tools, so
that anything is not forget of lost.

64
 PRACTICAL TIPS
WORKING IN PARALLEL
More people should do the work in parallel if it shortened the Setup Time
Double the equipment to avoid these wasted steps

65
 PRACTICAL TIPS
IMPROVED TRANSPORTS
● Transport shall be adjusted to minimize the internal set-up time
● It is not the number of lift/ transport that need to be minimized but the Setup Time
● Create Special Storage Places, Trucks or Sliding Tables so that heavy pieces can be
brought in quickly
● Add New Routines to the Checklist
● Use of Spaghetti Charts for reducing the wastes
● Draw Spaghetti Diagram to reduce the movement and positioning time by involving more
people in the change-over?

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 PRACTICAL TIPS
IMPROVED TRANSPORTS
Spaghetti Chart Analysis

BEFORE

AFTER

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 POTENTIAL

SMED techniques are often quite powerful. If there has never been a changeover workshop for a
particular process, then you probably can reduce the changeover time by 50% to 70%. If there has
been a previous changeover workshop within the last two years, you can probably reduce it by at least
another 30%.
As for the changes, these are often not very expensive. Organizational changes are usually
without investment.
Also, if you manage to reduce changeover time, you should seriously consider not producing
more with the available capacity, but performing changeovers more often and getting smaller
lot sizes.
This way you can usually multiply the effect of the available time by reducing materials. In
sum, SMED can be a very powerful tool to improve your processes.

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 BENEFITS OF SMED

Shigeo Shingo’s data from between 1975 and 1985 documents reductions in changeover times
averaging over 90%, for a range of manufacturing companies. However, SMED provides additional
improvements that stem from a systematic examination of operations, including:
1. A reduction in the footprint of processes, with reduced inventory freeing floor space
2. Productivity increases/reduced production time
3. Increased machine work rates from reduced setup times, even when number of changeovers increases
4. Reduced defect rates due to the elimination of setup errors and trial runs
5. Improved quality stemming from fully regulated operating conditions
6. Increased safety due to simpler setups
7. Simplified housekeeping due to fewer tools and better organization
8. Reduced setup expense
9. Elimination of unusable stock from model changeovers and demand estimate errors

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 LEAN IS EASY

Patience

Optimism Recognition

I hope this post was helpful for you. Now go out and improve !

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*References, Articles and images have been taken from internet while making this presentation
For more such contents on Lean, Six Sigma &
Continual Improvement follow

PRANEET H. SURTI
https://www.linkedin.com/in/praneetsurti/