SMED

(Single Lean Manufacturing

Minute Jurusan Teknik Industri
Universitas Brawijaya
Exchange
of Die)
 Large time losses due
to setup are generally
accepted in many
industries
General
Problems
Expensive, high-tech
equipment is often
seen as beneficial in
saving time and money

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 • It is often the case that
creativity and simplicity
is the best solution to
Lean these problems
Approach • Generally several
smaller/simpler
machines will be more
beneficial

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Core Concept of CI (continuous
improvement)

01/04/2020 Lean Manufacturing SMED

4
 • SMED is the term used to represent the
Single Minute Exchange of Die or setup time
that can be counted in a single digit of
minutes.
• SMED is often used interchangeably with
“quick changeover” or “set-up reduction”
• SMED and quick changeover are the practice
SMED of reducing the time it takes to change a line
Definition or machine from running one product to the
next.
• The need for SMED and quick changeover
programs is more popular now than ever due
to increased demand for product variability,
reduced product life cycles and the need to
significantly reduce inventories.
Benefits of SMED
• Reduced setup time
• Higher efficiencies
• Reduced WIP’s
• Lower batch sizes
• Increased safety
• Elimination of waiting
• Operators preference
• Stockless production
• Less adjustments means less chance for errors
• Elimination of trial processing reduces material waste
• Preparation of operating conditions in advance helps stabilize product
quality
• Increases scheduling flexibility/capacity
• Reduces need for on-hand inventory
• Improved service levels for customers
• Smaller runs means less likelihood of large scale defect problems in
inventory 6
Set-up Time

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 The equipment is shut down and locked out

The line is cleaned

Tooling is removed or adjusted

Changeover New tooling may be installed to accommodate the next

process scheduled product

Adjustments are made

Critical values are met (die temperature, accumulators

filled, hoppers loaded, etc.)

Eventually, the startup process begins – running product

while performing adjustments and bringing the quality
and speed up to standard.
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 • The basic idea of SMED is to reduce the
setup time on a machine.
• There are two types of setups: internal
and external.

SMED idea • Internal setup activities are those

that can be carried out only while
the machine is stopped
• External setup activities are those
that can be done while the machine
is running.

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 Primary goal is to
change all internal
setups to external
ones

Reduce length of
internal setup if
SMED idea unable to convert to
external

Reduce length of all

external setups as
well

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 Ideally, set-up time
should be anything
less than 10 minutes …

SMED idea

Decreased set-up time

reduces the provides more enables us to
need for flexibility and better serve
inventory, capacity, our customer!

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 • Effective SMED programs
identify and separate the
changeover process into key
operations
Effective
• – External Setup involves
SMED operations that can be done
while the machine is running
Programs and before the changeover
process begins, Internal
Setup are those that must
take place when the
equipment is stopped.

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 Aside from that, there may also be non-essential
operations. The following is a brief example of
how to attack the SMED process:
• Eliminate non-essential operations – Adjust only one side of
guard rails instead of both, replace only necessary parts and
make all others as universal as possible.
• Perform External Set-up – Gather parts and tools, pre-heat
Effective dies, have the correct new product material at the line…
there's nothing worse than completing a changeover only to

SMED
find that a key product component is missing.
• Simplify Internal Set-up – Use pins, cams, and jigs to reduce

Programs
adjustments, replace nuts and bolts with hand knobs, levers
and toggle clamps… remember that no matter how long the
screw or bolt only the last turn tightens it.
• Measure, measure, measure – The only way to know if
changeover time and startup waste is reduced is to measure
it!

Always measure time lost to changeover and any

waste created in the startup process so that you
can benchmark improvement programs.

Lean Manufacturing 01/04/2020 13

4/1/20

14
Lean Manufacturing

Set-up Reduction Process

Observe and Document the Current Set Up

• Select a specific set-up for improvement

• Identify a set-up “kaizen” team.
• Observe the set-up process:
• Video Record the set-up process
• Complete the Set-up Operations Analysis chart (before Kaizen).
• Prepare a Pareto chart for each time category.

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Observe and Document the Current Set Up
Se t -u p Op e r a t i o n s A n a l y s i s Ch a r t Mach # 3456 B e f o r e K a i ze n A n a l y s i s
Minutes From To Area / Department Date 3/7/99

146 Part # Model A Model B Machining Cell

Operation Time Changeover Categories Goal of Improvement Plan

Internal to
Step No. Changeover Element Element Elapsed Internal External Waste Improvement Plan Eliminate External Reduce
Pick-up tools from tool crib
1 19 19 19 x Mount hand tools on machine x
(search)
Air wrench at machine .
Remove Fixture (Fixture Eliminate bolts - install
2 15 34 15 x
Change) quick release. Design SMED
cart to load fixture.

3 Look for Tools (Search) 5 39 5 x Mount hand tools on machine x

Remove Fixture (Fixture

4 7 46 7 See step 2. x
Change)

Clean & prepare subplate

5 10 56 10 Steel plugs for subplate. x
(Fixture Change)

Prepare nex fixture (Fixture Standardize procedures to

6 20 1'16 20 x x x
Change) externalize this step.
Air wrench at machine .
Put on new fixture (Fixture Eliminate bolts - install
7 22 1'38 22 x
Change) quick release. Design SMED
cart to load fixture.
Remove preset tools (Tools Establish common tooling for
8 4 1'42 4 x x
Change) all models.

Standardize procedures to
9 Preset tooling (Tool Change) 6 1'48 6 x
externalize this step.

Load new tooling (Tool Establish common tooling for

10 11 1'59 11 x x
Change) all models.

11 Run 1st Piece (1st Piece) 15 2'14 15

Standardize procedures to
12 Qualify 1st Piece (Gage) 12 2'26 12 x
externalize this step.

2'26 2'26 2'11 15

Totals
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 Se t -u p Op e r a t i o n s A n a l y s i s Ch a r t Mach # 3456 B e f o r e K a i ze n A n a l y s i s
Minutes From To Area / Department Date 3/7/99

146 Part # Model A Model B Machining Cell

Operation Time Changeover Categories Goal of Improvement Plan

Internal to
Step No. Changeover Element Element Elapsed Internal External Waste Improvement Plan Eliminate External Reduce
Pick-up tools from tool crib
1 19 19 19 x Mount hand tools on machine x
(search)
Air wrench at machine .
Remove Fixture (Fixture Eliminate bolts - install
2 15 34 15 x
Change) quick release. Design SMED
cart to load fixture.

3 Look for Tools (Search) 5 39 5 x Mount hand tools on machine x

Remove Fixture (Fixture

4 7 46 7 See step 2. x
Change)

Clean & prepare subplate

5 10 56 10 Steel plugs for subplate. x
(Fixture Change)

Prepare nex fixture (Fixture Standardize procedures to

6 20 1'16 20 x x x
Change) externalize this step.
Air wrench at machine .
Put on new fixture (Fixture Eliminate bolts - install
7 22 1'38 22 x
Change) quick release. Design SMED
cart to load fixture.
Remove preset tools (Tools Establish common tooling for
8 4 1'42 4 x x
Change) all models.

Standardize procedures to
9 Preset tooling (Tool Change) 6 1'48 6 x
externalize this step.

Load new tooling (Tool Establish common tooling for

10 11 1'59 11 x x
Change) all models.

11 Run 1st Piece (1st Piece) 15 2'14 15

Standardize procedures to
12 Qualify 1st Piece (Gage) 12 2'26 12 x
externalize this step.

2'26 2'26 2'11 15

Totals

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Observe and Document the Current Set Up

• Searching
• Looking for tools, jigs, fixtures, etc.
• Fixture Change
• Replacing one fixture with another
• Tool Change
• Replacing existing tooling
• Programming
• Making adjustments or changes to a CNC program in order to accommodate the
new set-up
• Walk time
• The time an operator must walk to retrieve a fixture, tools etc.
• 1st Piece
• The time required to produce a good unit after the initial set-up
• Gage
• The time required to qualify the 1st piece

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Pareto Analysis on each Time Category

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 Se t -u p Op e r a t i o n s A n a l y s i s Ch a r t Mach # 3 456 B e f o r e K a i ze n A n a l y s i s
Minutes From To Area / Department Date 3 /7/9 9
146 Part # Model A Model B Machining Cell

Operation Time Changeover Categories Goal of Improvement Plan

Separate the
Internal to
Step No. Changeover Element Element Elapsed Internal External Waste Improvement Plan Eliminate External Reduce

1
Pick-up t ools from t ool crib
19 19 19 x Mount hand t ools on machine
x
Elements
(s earch)

x
Air wrench at machine . Eliminat e bolt s -
Remove Fixt ure (Fixt ure
2 15 34 15 ins t all quick releas e. Des ign SMED cart
Change) t o load fixt ure.

3 Look for Tools (Search) 5 39 5 x Mount hand t ools on machine

x
4
Remove Fixt ure (Fixt ure
Change)
7 46 7 See s t ep 2.
x
5
Clean & prepare s ubplat e
(Fixt ure Change)
10 56 10 St eel plugs for s ubplat e.
x
6
Prepare nex fixt ure (Fixt ure
Change)
20 1'16 20 x St andardize procedures t o ext ernalize
t his s t ep. x x
x
Air wrench at machine . Eliminat e bolt s -
Put on new fixt ure (Fixt ure
7 22 1'3 8 22 ins t all quick releas e. Des ign SMED cart
Change) t o load fixt ure.

8
Remove pres et t ools (Tools
Change)
4 1'42 4 Es t ablis h common t ooling for all models .
x x
9 Pres et t ooling (Tool Change) 6 1'48 6
St andardize procedures t o ext ernalize
t his s t ep. x
10 Load new t ooling (Tool Change) 11 1'59 11 Es t ablis h common t ooling for all models .
x x
11 Run 1s t Piece (1s t Piece) 15 2'14 15

12 Qualify 1s t Piece (Gage) 12 2'26 12

St andardize procedures t o ext ernalize
t his s t ep. x

2'26 2'26 2'11 15

Totals

Internal or External?
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Develop Improvement Plan

• 5S +1 (6S) discipline is the key to

quick changeover!

• Every minute spent looking for

tools, fixtures, drawings, dies,
jigs or other materials adds to
the set-up time.

• A strong 5S foundation, with a

‘point-of-use’ (POU)
methodology, will ensure that
all required materials are in
place when needed, are clean,
and in working condition.

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Develop Improvement Plan

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Develop Improvement Plan

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Steps: Reduce internal work gradually –
eliminate unecessary work

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 • Once as much of the internal
set-up has been converted to
external set-up and waste has
Employ been eliminated:
Improvement • standardize the external set-
Initiatives up actions
• utilize quick fasteners
• use supplementary tools – at
the ‘point of use’ (POU)

Lean Manufacturing 01/04/2020 25

 • Developing the Improvement Plan:
• What must be done while the machine is shut
down?
• What can be done while the machine is running?
Employ • Challenge every element in the set-up !
• Establish a sound 6S (5S+1) foundation.
Improvement
Initiatives

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 • Station tools, jigs, dies, etc. near the
machine. (POU)
• Assure that all jigs, gauges, dies, tools,
etc. function before the set-up begins.
Improvement • Perform as many External elements as
possible prior to the set-up.
Checklist – an • Two people working together may reduce
example net set-up time
• Use functional clamps: One turn/ One
motion
• Use visual control to eliminate
adjustments.

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 • Quick Changeover begins and ends with
the 5S’s.
• Change the Internal set-up into External,
then improve the remaining Internal set-
up time.
• Bolts are our Enemies.
Other ideas • If you have to use your hands make sure
your feet stay put.
• Don’t rely on Special Fine-tuning skills.
• Standards are standard: they are NOT
flexible.
• Standardize all SMED Operations

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Ideas

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Ideas

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 Document the New Set-up

List each element Video tape the Record the set- Note areas for
on the Set-up new set-up up time for future
Operations
Standard Chart procedure. each element improvement.
(after Kaizen)

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 Standardize the New Procedure

• The Set-up Operations Standard

chart will become the basis for the
new set-up procedure.
• Prepare the appropriate detail and
work instructions that will be
included on the Set-up Operations
Standard chart.
• Assure that all appropriate
personnel are trained in the new
procedure.

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 Observe the current methodology: Current procedures
generally recorded on video tape of all the changeover
process. It covers the complete changeover from one
model to another model.

Separate the Internal and External activities: Internal

activities are those that can only be performed when
the process is stopped, while External activities can be
SMED: done while the last batch is being produced, or once
the next batch has started.
Continuous
Improvement Stream line the process of changeover: For each
iteration of the above process, a substantial
improvement in set-up times should be expected, so it
may take several iterations to cross the ten minute line.

Continuous Training: After the successful first iteration

of SMED application the prime requirement becomes
the training of all the operator of the cell. Training has
been given by cell champion (Master of Changeover)

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 Analysis of setup procedures
using videotapes

Use more people where

available
Simple
Suggestions Use offline time as
maintenance time

Practice makes perfect

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End of this chapter

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