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What is SMED?
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Table of contents
What is SMED?
The basics of SMED (Single Minute Exchange of Dies)
Implementing SMED
Step 1: Identify a Pilot area
Step 2: Identify changeover elements
Step 3: Separate External Changeover Elements
Step 4: Convert Internal Elements into External Elements
Step 5: Streamline the remaining changeover elements
Considerations when Implementing SMED
Establish a baseline
Ask questions Privacy - Terms
Establish best practices
Concentrate on human improvement
Avoid these SMED-related Pitfalls
In conclusion
Related Articles
What is SMED?
SMED process in Lean Six Sigma (Single Minute Exchange of Dies), by definition, is a system that
dramatically reduces the time required to complete equipment changeover. Its goal is to convert as
many of the changeover steps to “external” (performed as the equipment is still running) and to
simplify and streamline all the rest. Single-Minute Exchange of Dies is named after the goal of
reducing the time it takes to changeover in other words, less than 10 minutes).
SMED (definition: Single Minute Exchange of Dies) programs have many benefits, including reducing
waste and making it more efficient. A successful Six Sigma SMED program will:
Produce smaller lot sizes. You can change your products more often with faster changeovers
Lower manufacturing costs. Quicker changeovers mean less equipment downtime.
Increase machine startup. Standardizing the changeover process ensures consistency in quality.
Increase flexibility in scheduling, which allows customers to be more responsive to their needs.
It may seem difficult to believe that changeover times could improve by 20 factors. But consider this
simple example:
SMED (definition: Single Minute Exchange of Dies) uses many of the same techniques as NASCAR pit
crews. These include performing as many steps as possible before the pit stop starts; using a
coordinated group to perform multiple steps simultaneously; creating a standardized and optimized
process, and many other steps. The journey from a 15-minute tire swap to a 15-second one can be
considered a SMED trip.
SMED (Single Minute Exchange of Dies) is a system that allows for the changeover of
elements. There are two types:
Internal Elements: These are elements that must be completed when the equipment is not in use.
External Elements: These elements can be added to the equipment while it is still running
SMED is a process that combines as many elements as possible with the goal of streamlining and
simplifying all elements.
Implementing SMED
Changeover time data shows a wide variation in changeover times. This is evidence of the need
for improvement.
The changeover pilot process is easy to manage and improve but has enough ROI to be attractive
Employees in the proposed pilot area are engaged and motivated.
Changeovers happen multiple times a week which helps the team test improvements.
This step is crucial to ensure everyone supports the SMED implementation. This includes all
employees involved in the selection process as well as those who will be working on the transition.
As you videotape a baseline changeover, let multiple members of your team observe the process
and make notes. You can compare their notes to what you see while viewing the video. This will
ensure that nothing is missed.
On average, a changeover will result in between 30 and 50 elements.
Both equipment and human elements can be captured. Many elements can be optimized and are
easily manipulated, as we will see.
After completing step 2, you will have a complete list with descriptions and costs for all the
changeover elements.
After completing step 3, you will have an updated list with changeover elements. It can be divided
into external elements (before and during the changeover), internal elements, and external
elements.
After this evaluation, a list of elements needs to be taken into consideration. This list should be
prioritized so that the most promising elements can be dealt with first. Also, do a cost/benefit
analysis for each element on the list. The cost of the changes will be measured in terms of labor and
materials, while the benefit is determined by how long it takes to complete the transformation.
Adjust before the changeover: Use duplicate jigs to perform alignment and other adjustments.
Preparation in advance: Having parts ready to go in advance can save you a lot of time.
Modularize equipment. Equipment portability can help reduce interactions and increase the
speed of changeover. By designing equipment on wheels, each piece can be highly mobile.
Equipment modification Make it safer to clean while the machine is in use.
After this step, you will have a new list with changeover elements. This list should contain fewer
internal elements. It also includes more external elements. These elements can be performed
before or after a switchover.
One of the best ways to reduce friction is to replace bolts with quick releases and other functional
clamps.
A second way to streamline processes is to have simultaneous operations. Multiple operators can
do the same task, just like a NASCAR pit crew changing tires. You should be aware of safety hazards
and make sure that work is well-organized and standardized.
After you have completed step 5, update your standard work instructions to facilitate the
changeover.
Establish a baseline
You need to decide how you will measure change over time. Changeover time is measured as the
difference between the last good part or service of a job at normal speed and the first good part or
service of a job at normal speed.
Ask questions
Investigating every internal element and how can potentially be changed to an external element.
The following questions can help your SMED team achieve this mentality:
Convert: How can we convert this internal element into an external one?
Failure to organize better organization is key to reducing changeover time by at least half. Step
three in the implementation process, separating external elements, can reduce changeover times
by half. Once you have done that, it is time to get organized.
These external elements should be addressed by your Lean Six Sigma SMED process team. It should
be an operator. Someone who is a specialist in setting up. Combination of both? It all depends on
the type of activities and processes being used. One person can operate modern presses. Multiple
people might be required to perform the tasks if you have older machines.
Effectively organizing the equipment’s surroundings to minimize motion is another way of referring
to the organization. This includes organizing storage to make it easier for tools and materials to be
found and using point-of-use storage wherever possible. It is important to identify staging areas for
dies or other materials and be ready for your next job.
Each person should be able to identify the most efficient sequence of events for each step. The
standardization of a changeover should be a group activity that involves everyone. When more than
one person is involved in a changeover, standardized procedures are especially important. This
coordination is often referred to as “the pit crew ballet”, where multiple jobs are done with
precision simultaneously.
Failure to maintain equipment Research has shown that equipment condition and changeover
times are strongly linked. It is much more difficult to set up equipment that has been poorly
maintained than the alternative. This is because it will require more skilled or experienced
employees, which will make it more difficult to achieve the required accuracy.
To reduce costs, maintenance technicians are often considered overhead. Sometimes, equipment
maintenance is prioritized over preventive maintenance. This can lead to a maintenance program
that is too risky. It can also have serious consequences for equipment conditions and can cause
longer changeover times.
Avoiding unnecessary equipment investment: Many companies try to increase flexibility by
buying new equipment and technology. This is most likely to increase their capacity. It is worth
looking into, but it is important to determine if it is necessary.
Consider the skills required to operate new equipment and software. You won’t reap the full
benefits of your investment if there isn’t enough training, or the manpower required to operate the
equipment.
It is important to remember that not all equipment manufacturers consider SMED when designing
assets. This can lead to more complex changeovers, especially when multiple processes are
combined into a single line.
SMED Example
I have implemented SMED process (definition: Single Minute Exchange of Dies or
Quick Changeover) at several companies in my career as a LEAN and Lean Six Sigma consultant.
SMED events are a fantastic way to gain quick ROI to fund an implementation; however, without the
infrastructure for and sustainment of LEAN and Six Sigma, these SMED efforts will eventually revert
to the old (unimproved) way.
Many of the organizations that I transform have had a previous definition of SMED effort. Typically, I
am brought in to Implement LEAN and Six Sigma, which includes reducing Setup or Changeover
Time.
As part of our SMED definition event, we have a primer on the first day to cover the purpose of
Lean, Six Sigma, and SMED. In class, we discuss what happened during the SMED process event that
preceded our company’s (SSDSI’s) efforts.
Most of the time, I hear the same thing. In companies that have cells of machines (or machines in a
line or a “U” shape that are dependent on the previous machine), the event members tell me that
the previous SMED efforts taught them the tools to speed up their machines. This is beneficial to
learn, but they had not been taught how to speed up the cell.
They had not been taught how to think of their cell as a combined entity.
The Lean SMED process education was to reduce the changeover time of their machine. What is
missing is the focus on the constraint in the cell setup.
If I reduce the time to set up my machine by 20 minutes (from 40 minutes down to 20 minutes) but
another machine that I am dependent on takes 60 minutes to set up, then my net setup time for the
whole cell is 60 minutes.
We find in this departmentalized thinking (reducing the setup time of “my” machine), the operator,
after finishing his/her setup, starts working on external tasks (tasks that can be done while the
machine is running). These tasks are being performed while the cell is not producing.
Six Sigma Development Solutions, Inc. teaches the operator an alternate understanding of Lean Six
Sigma SMED process; one where the focus is on reducing the setup time of the cell not just their
machine.
They determine before the setup begins what the best “choreographed dance” is that would allow
the team to flex (move to another machine) and set up other machines.
This allows them to optimize the capacity of the cell setup so that they can reduce setup time.
This thinking usually reduces setup times by 30-50% without making any other improvements. Once
we make improvements to the setup time of each machine, the net setup time of the cell is further
reduced.
Do you have a changeover process in your organization that has multiple processes in a line or cell?
Have you made an internal effort to reduce setup/changeover time that did not work?
In conclusion
Managers responsible for production should recognize that making what is possible to sell is the
best strategy. Six Sigma SMED process allows you to quickly respond to fluctuations in demand.
Defect-free products should be possible from the beginning. It is not a promising idea to rush a
setup without knowing when quality products are possible.
A perfect setup change does not require any changes. While some setup changes may be necessary,
they should be designed to be done with a single motion. Reducing setup times, reducing lot sizes,
and loading simultaneously is crucial.
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