1. Single Minute Exchange of Die OR Quick Changeover
SMED
Single Minute Exchange of Die OR
Quick Changeover

2. Agenda
SMED

3. Background and History
Agenda |
AGENDA
Introduction
Background and History
What are we trying to accomplish w/SMED and why?
How
A look at Traditional Setup
The “steps” to SMED
Ideas for Improvement
Examples
Summary
SMED

4. Introduction
SMED

5. Core Concept of CI (continuous improvement)
Introduction | Concept of CI
Core Concept of CI (continuous improvement)
SMED

6. A quick way of changing the “setup” from one “thing” to another.
Introduction |
INTRODUCTION
A quick way of changing the “setup” from one “thing” to another.
Also known as Quick Changeover, reducing the time it takes to setup for the next “kind of thing”
Examples of “setups”
Welding Steel, then welding Aluminum
Changing from Accounts Payable to Receivable
Changing from one size drill bit to another
SMED

7. Reduce the need for large batches/inventory
Introduction | Helps…..
HELPS ……
Reduce the need for large batches/inventory
Reduce Handling waste (transportation)
Smaller batch sizes help align output with the needs and requests of the customer
Less inventory means defects will be easier to find and resolve
Less inventory means raw materials will wait less
Modifies the “economic lot size” calculation
Increases uptime of ……. equip, people, systems
SMED

8. Background / History
SMED

9. Where did this come from?
Background & History |
Where did this come from?
Developed in the 50’s 60’s by Shigeo Shingo, chief engineer of Toyota
Land costs in Japan were very high, not feasible to store large inventories of vehicles
Quick Changeover provided a solution to the common large batch sizes
More importantly, there is nothing new here, all common sense things, once we change the way we look at inventory.
SMED

10. What Are We Trying to Accomplish w/SMED & Why

11. What Exactly Are We Trying To Do?
Implementing SMED | What?
What Exactly Are We Trying To Do?
Reduce the time it takes to make the changeover from one product to another, from one “thing” to another.
From 1 day to 1 hour
From 1 hour to 10 minutes
From 10 minutes to 30 seconds
Reducing lost (wasted) time from CHANGEOVERS
SMED

12. The act of replenishing materials.
Implementing SMED | Defining Changeover
What is Changeover?
The process of converting a machine, line, or system from “running” one product to the next.
The act of replenishing materials.
What is Changeover Time?
The total elapsed time between the last unit of the previous run, to the first unit of the next run
(at full line efficiency, and quality)
SMED

13. REALITY CHECK! Is this even possible? Examples:
Implementing SMED | Examples
REALITY CHECK!
Is this even possible?
Examples:
Changing a tire on the side of the freeway VS Nascar Pit Crew
A shortcut on your desktop
Tooling that can be used for more than one type of job.
Screw drivers that load themselves
SMED

14. Implementing SMED | Examples
More Examples
50 ton press changed from one product to the next in under 2 minutes VS 3 hrs
Video Clip – Martin Doors
SMED

15. The Benefits of SMED / Quick Changeover
Implementing SMED | Why / Benefites
The Benefits of SMED / Quick Changeover
Better quality, less variation
Well defined & “cleaner” setup processes
Better Flexibility
Rapid change from product to product
Better able to respond to customer demand
Example: Woodland Furniture
Lower Cost
Less need to stock inventory between operations that require large amounts of set time
Better worker utilization
Less time spent on setup or waiting for the run to start
SMED

16. The Benefits of SMED / Quick Changeover
Implementing SMED | Why / Benefites
The Benefits of SMED / Quick Changeover
It is a customer-driven requirement. Customers are demanding:
Product and service diversity
Lower costs
Higher reliability and quality
So organizations must…
Produce smaller lots, more frequently.
Expand the scope and diversity of products
Reduce quality defects.
SMED

17. The HOW of SMED
SMED

18. The Traditional Approach to Setups
The How | Traditionally
The Traditional Approach to Setups
Set ups are expected, something we have to live with, value not questioned
Therefore…
Use highly skilled setup personnel
Minimize product variety
Combine lots
Make large batches
SMED

19. It looks like this The How | Traditionally Prepare Shut Down
Ensures that all the tools are working properly and are in the right location
Shut Down
Stop the equipment and/or process
Removal /Exit
Remove previous tooling, exit existing setup
Installation / Entry
Install or enter next setup
Tweek
Make adjustments to setup, setting process controls
1st Run and validation
Sometimes called 1st Article, inspect to make sure setup meets standard
SMED

20. Step 1 – Observe, Record, Analyze
The How | Steps
The Steps of SMED
Step 1 – Observe, Record, Analyze
Step 2 – Recognize Internal and External process steps
Step 3 – Move internal to external
Step 4 – Streamline all activities.
Step 5 – Document improved process as Standardized Work (train, audit)
SMED

21. Step 1 – Observe, Record, Analyze
The How | Step 1
Step 1 – Observe, Record, Analyze
Same principles as taught in Standard Work for Operators
Collect data on Time Observation Form
Get good detail
SMED

22. Step 2 – Recognize Internal and External process steps
The How | Step 2
Step 2 – Recognize Internal and External process steps
Internal set-up activities.
Elements in the changeover which can only be done when the machine is stopped.
External set-up activities.
Elements that can be performed when the machine is running.
Examples of both???
SMED

23. Step 3 – Move Internal to External
The How | Step 3
Step 3 – Move Internal to External
Study each internal step and ask if it can be made external.
What to look for:
Needed equipment hard to get to, not available
Tools not readily available.
Quality inspections of materials
Ask why the remaining internal steps can’t be external.
Re-examine the true function of each step.
Can process steps be run in parrallel?
Can better documentation provide needed information
SMED

24. Step 4 – Streamline remaining activities
The How | Step 4
Step 4 – Streamline remaining activities
Analyze the activity, and discuss all possible ways of improving the step.
Study the external activities as well as the internal activities.
What to look for:
Fastenings – Are bolts needed? If so remember that only the last turn tightens a nut or bolt.
Standardize bolt heads.
Standardize die heights.
Equipment and material availability and accessibility.
SMED

25. Step 5 – Document improved process as Standardized Work (train, audit)
The How | Step 5
Step 5 – Document improved process as Standardized Work (train, audit)
Create necessary documentation
See Standard Work training session
Visual docs
Can be used for training and Auditing
Train & Audit
SMED

26. Examples
SMED

27. Computers that multi-task Three hole punch
Examples | Office
Office SMED examples
Computers that multi-task
Three hole punch
Frequently used applications open, shown at the bottom of the screen
Frequently used applications open, shown at the bottom of the screen
SMED

28. Manufacturing SMED examples
Examples | Manufacturing
Manufacturing SMED examples
Modified bolts, tighten in few turns
SMED

29. Manufacturing SMED examples
Examples | Manufacturing
Manufacturing SMED examples
Make it easy to clean
SMED

30. Manufacturing SMED examples
Examples | Manufacturing
Manufacturing SMED examples
Tools that “line themselves up”
SMED

31. Manufacturing SMED examples
Examples | Manufacturing
Manufacturing SMED examples
Designs that don’t require set ups
Equipment that can do a variety of “things”
SMED

32. Using a team to “parallel process” the setup
Examples | Other
Other SMED examples
Using a team to “parallel process” the setup
SMED

33. SUMMARY
SMED

34. Standardized Work goes hand in hand with SMED
Summary |
To Summarize
SMED is all about reducing the amount of value added work time lost due to setups and changeovers
Standardized Work goes hand in hand with SMED
SMED Applies to more than just manufacturing, and more than just “exchanging dies”
The only thing better than a quick changeover is no changeover at all
SMED

35. Doing more than one thing at a time, parrallel processing
Summary | Things to Remember
Things to Remember
Doing more than one thing at a time, parrallel processing
Hitting a changeover or setup with a team
Doing as much preparation ahead of time as possible.
Multiple “copies” of setups
SMED