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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 bodymoulding presses.
Development of SMED by Shigeo Shingo • 1950-Forms first stage of SMED : Involves splitting a setup operation into internal and external set ups • 1956-58—Worked for Mitsubishi Shipbuildings • 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
=Run-down period +Set-up period+Run-up period 3 .Total elapsed changeover time.Tc.
“SMED = Exchange dies in less than 10 minutes” .
SMED helps achieve lower costs.Single Minute Exchange of Dies is a philosophy where the target is to reduce all setups to less than ten minutes. Single Minute Means: necessary setup time is counted on a single digit. greater flexibility. . It is one of the key factors allowing JIT to be successful. and higher throughput.
mold or die from a machine & replacing it with another type on machines that are capable of producing more than one part.The analysis and implementing of equipment and process changes to reduce the setup and changeover time of changing tools in and out of machines. Die exchange is the generic term for removing a drill. punch. . cutter.
more space required. . Broken down into internal and external actions and doing the external activities before the tool is actually changed.Intended to reduce lot sizes as larger the lot the more inventory must be purchased and stored. more storage materials must be purchased and labor and handling cost increase. Improvements are made using a three stage approach to time reduction. lost. damaged or made obsolete.
By reducing setup time By reducing wastages By reducing various costs .
Preset desired settings Use locator pins Eliminate tools Use quick fasteners Prevent misalignments Make movements easier .
more frequently.It is a customer driven requirement. . Customers are demanding: • Product and service diversity • Lower costs • Higher reliability and quality. services. In essence organizations need to become leaner ! So organizations must: • Produce smaller lots. • Expand the scope and diversity of products and • Reduce quality defects.
Via Waste Elimination resulting in : • • • • • • Reduced Lead Times-Faster Delivery Zero Inventories-Reduced Working Capital Improved Quality Improved Safety Smaller lots of products-flexibility Diversified Product & Service Options .Increased customer service levels and profits.
material & inventory. .To eliminate the wastes that result from “uncontrolled” processes Look Famiiar? increasing inventories and lead times To gain control on equipment. Apply Control Techniques to Eliminate Erosion of Improvements. Standardize Improvements for Maintenance of Critical Set-up Parameters.
120 MINS STAGE I Step 4 TOTAL SET UP TIME 80 MINS Develop One Step Setup Training Plan Segregate Internal External Elements INTERNAL SET UP TIME STAGE II Convert some Internal Elements or parts of those to External Elements 40 MINS STAGE III Reduce times of residual Internal Elements 7 MINS .
Five Steps to Quick Changeover 18 .
Step 1 Develop One Step Setup Step 2 Develop Specific Step 3 Develop Communication Step 4 Develop One Step Setup Training Plan Step 5 Implement One Step Set-up Implementation Team Implementation Plan Plan Separate Internal from External Setup Progressive Enhancements Reduction of Setup Processes Integrate Internal into External Setup Step 6 Verification / Standardization Optimizing Setup Processes .
Separate internal from external setup operations Convert internal to external setup Standardize function. not shape Use functional clamps or eliminate fasteners altogether Use intermediate jigs Adopt parallel operations Eliminate adjustments Mechanization .
) . (Example: Mounting or removing dies) • External setup operations can be conducted while the machine is operating.Internal and external setup operations must be distinguished. • Internal setup operations can only be performed when the machine is stopped. (Example: Transportation of tools and parts to where they are needed.
• Emphasis is on eliminating both internal and external operations to reduce overall setup time. new tooling. This involves investing in technology such as product redesign. . or automation.Streamlining of all aspects of setup operations.
Stockless production which drives capital turnover rates. Reduction in footprint of processes with reduced inventory freeing floor space Productivity increases or reduced production time Elimination of unusable stock from model changeovers and demand estimate errors Goods are not lost through deterioration Ability to mix production gives flexibility New attitudes on controllability of work process amongst staff .
The Prize promotes world-class manufacturing and recognizes companies that achieve superior customer satisfaction and business results. .The Shingo Prize for Excellence in Manufacturing was established in 1988 in honor of Shigeo Shingo. The philosophy of the Shingo Prize is that worldclass business performance may be achieved through focused improvements in core manufacturing and business processes.
com/Single-Minute-ExchangeDies-Pdf-12154112 http://www.tpslean.htm .pdf http://mavizehanav.onsugar.pdf http://www.com/document/SMED.blomconsultancy.com/smed.http://wizact.de/de/pdf/leaflets/de_smed.scribd.persiangig.com/doc/3666220/Single-MinuteExchange-of-Die-SMED http://www.