SMED (SINGLE-MINUTE EXCHANGE OF DICE)

And

QC ( QUALITY CIRCLE )

Submitted By
Avinash Patil , Priya Kumari
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SMED Example Video SMED example Video QC example Video

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INTRODUCTION
● SMED methodology is a Lean tool
● Supports organizations for reduction of setup times and elimination of wastes
identified in the changeover operations.
● The phrase "single minute" does not mean that all changeovers and start-ups
should take only one minute,
● but that they should take less than 10 minutes
● (in other words, "single-digit minute"),

between Zero and nine minutes, This is the goal of the SMED methodology.

source- Intoduction of SMED

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HISTORY OF SMED
● SMED developed in Japan
● Industrial engineer Shigeo Shingo
● At Mazda ,Mitsubishi and toyota
● 1950s and 1960s,
● Reduce cost of inventories and improve efficiency.

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SMED BENEFITS
❖ Lower Manufacturing Cost:

● faster changeovers meanS less equipment downtime

❖ Smaller Lot Sizes:

● faster changeovers enable more frequent product changes

❖ Improved Responsiveness to Customer Demand:

● smaller lot sizes enable more flexible scheduling

❖ Lower Inventory Levels:

● smaller lot sizes result in lower inventory levels

❖ Smoother Startups:

● standardized changeover processes improve consistency and quality

Source- Benefits of SMED 5
CHANGEOVER AND CHANGEOVER TIME
❖ Changeover -
● The total process of converting a machine or line from running one
product to another.

❖ Changeover time :-
● The total elapsed time between the last unit of goods production of
the previous run, to the first unit of goods production after setup
change.

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SMED ACTIVITIES
❖ 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.

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SMED PROCESS
Preliminary Stage - Observe and
record.

Stage 1 - Separate internal and

external activities.

Stage 2- Convert internal activities to

external activities.

Stage 3 - Streamline all activities.

Stage 4 - Document internal and

external procedures.
Source- SMED process
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Preliminary Stage - Observe and record
1. Team-work

2. Record -

a) Overall duration (from last product to first good product).

b) Describe the change (from what to what?).

c) Record the equipment used.

3. Timers - Time each step

4. Fact collectors - Breakdown the steps into actions - as much detail as

possible.
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Step 1 -Separate internal and external
activities
1. Study each internal step and ask if it could be external.

Common issues:-

a) Dies in remote storage racks.

b) Spanners not available.

c) Raw material checks.

d) Lifting equipment not available.

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Stage 2- Convert internal activities to external activity

1. Ask why the remaining internal steps can't be external.

2. Re-examine the true function of each step.

Common issues:-

a) Imaginary centre lines and reference planes.

b) No record of settings.

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Stage 3- Streamline all activities
1. Analyse the elements (facts), and discuss all possible ways of improving
the step.

2. Study the external activities as well as the internal activities.

Common issues:-

a) Fastenings Are bolts needed? If so remember that only the last turn
tightens a nut or bolt.

b) Standardize bolt heads.

c)Standardize die heights.

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Stage 4-Document the procedures
1. Write down the new internal and external procedures.

2. Fill in an action sheet to ensure that the new procedures can be

achieved.

3. Review the whole activity to determine "What went well?", "What went
badly?" and three changes that the team would make before the next
SMED activity.

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Benefits of Implementation of SMED Tool in Garment Industry

Fig: Benefits of SMED Tool in Garment

Industry

source-Benefits of implementation of SMED tool in Garment industry 14

Manufacturing Lead Time Improvement by Reducing Changeover Time with The
Application of SMED
● A case study is considered for sewing section to produce readymade
garment which is one of the major process in apparel industry.
● . The average monthly production of the company is 130,000 units and
monthly working days 24.
● For this study a production line was selected to observe 30 days in
where five styles were run in a month.
● So, to meet the buyers demand five changeovers were necessary to
continue production.
● To complete one style delivery manufacturer should start with fabric
inspection then cutting, sewing, ironing, packaging and storing
sequentially.
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● Sewing is the most time consuming and critical process to make
readymade garment.
● In sewing the major time killing non value added process was style
changeover. That’s why if sewing changeover time can be reduced,
manufacturing lead time would be reduced automatically.
● The 3G’s (Gemba, Gembutsu, Genjitsu) were practiced in this study to
gather the data and information at the sewing line for two months.

source-case study of SMED

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 ● It includes to study previous changeover process, production rate after
changeover, defect rate after changeover, WIP rate after changeover,
process flow and standard operating procedure.
● The measurement includes the cycle time, processing time, changeover
time, changeover process, production rate, defect rate, WIP rate to
establish a baseline for data analysis.
● With brainstorming and applying the improvement opportunity a
changeover method is proposed and to verify its performance previous
measurement data was collected and compare.

Source-SMED case study

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To improve changeover process SMED (single
minute exchange of dice) is used.
Step 1: Observe and measure the total changeover time

Step 2: Separate internal and external activities

Step 3: Convert as many internal activities to external activities as possible

Step 4: Streamlining the internal activities 4 Designing a standard changeover

process

Step 5: Standardize and maintain the new changeover procedure

Step 6: Monitoring the result and further improvement by following previous 5

steps
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CONCLUSION
● SMED is an excellent tool for reducing changeover/setup time in a
variety of industries

(including Garment manufacturing, logistics, and service).

● It enhances the company’s flexibility to create the correct amount of

items at the right time (therefore reduced inventory, carrying
expenses, etc.) and eliminates or decreases bottlenecks to increase
flow.

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Quality Circle
● A quality circle or quality
control circle is a group of
workers who do the same or
similar work, who meet
regularly to identify, analyze
and solve work-related
problems.
● It consists of minimum three
and maximum twelve
members in number.

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Quality Circle history
● Dr. Kaoru Ishikawa
● 1960 japan
● “Father of Quality Circle” starting Quality Control Circles(QCC)
● To improve Quality ,Productivity, and the work environment.

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Benefits of quality circle
● increases organisation's productivity and competitiveness
● improves customer satisfaction
● raises awareness of quality control among employees
● improves the status of the company brand and gains consumers' confidence
● creates a culture of learning and creativity
● motivates employees and values their contributions
● promotes teamwork and communication
● gives employees valuable insights into work-related problem solving
● gets the best from employees and creates a purposeful working environment
● improves staff attendance

Source-benefits of quality circle

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Objective of Quality circle
● Team spirit
● Self-development:
● Quality improvement of goods and services:
● Develop positive relationships between employees and
management:
● Effective structure

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Structure of quality circle

source-Structure of quality circle 24

Tips to effectively implement a quality circle programme

● Name the quality circle

● Define the purpose of the group
● Choose facilitators:
● Select the leaders:
● Schedule meetings
● Review process:

source- tips to effectively implement a quality circle programme

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Quality circle techniques

● Brainstorming
● Mind mapping
● Pareto analysis
● Cause and effect analysis:
● Data gathering:
● Charts, graphs and drawings

source- Quality circle techniques

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QC - problem Solving Steps

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Identification of problem by 5 w,1 h
ANALYSIS OF PROBLEM

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Milestone Charts

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Problem Categorization through brainstorming

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Impact of Problem

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Quality Circle case study
● Quality circle concept succeeded in Japan, South Korea and a few other Asian
countries, but it was a different kind of experience in Europe and USA. In
Europe and USA, it became very popular from middle of 70s to middle of 80s,
and subsequently, started its journey of declining from there onwards.
● The reasons can be attributed to:
● In Japan, it was mainly considered as a development process of grass-root
employees, and organizational improvement was given secondary importance,
whereas in Europe and USA, the focus was given to organizational
improvement and no proper attention was paid to improvement of people.
● Work associated to QC is totally carried out as an internal process in Japan,
whereas in Europe and USA, it was left to the external consulting agency. In
India too, these reasons are equally valid and applicable

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QC Success Story in India

● QC Success Story in India QC took birth in India in 1982 and some of the
industries to launch QC first were Bharat Electronics Limited, Bangalore
and Bharat Heavy Electricals Limited, Trichy.
● However, with the progress of time, QC achieved success in a number of
industries in India. To name a few are TATA, TELCO, Reliance Industries
Limited, Kirloskar Brothers Limited and so.

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● . Case Study of Quality Circle M/s Devki Auto Industries Private Limited,
ISO 9001:2008, ISO/TS16949:2009 certified is a well renowned and
reputed organization situated at Rohtak.
● The company owes its success to its Kaizen operations and dedication to
quality at every step. The passion to serve its customers with the best has
successfully translated to significant market share. Description of case
industry is as shown in Table

sources-case study report

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References
source- Introduction of SMED

Source- Benefits of SMED

Source- SMED process
source-Benefits of implementation of SMED tool in Garment industry
source-case study of SMED
source- What are the quality circle
source- Quality circle techniques
source- objective of quality circle
source-Structure of quality circle
Source-benefits of quality circle
source-quality circle 12 steps
source-Structure of quality circle
sources-case study report

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Thank
You
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