TPM COACHES COURSE

SMED
Effective Changeover …

TPM/FI – SMED 2
 FI Competences to Identify, Analyse & Eliminate Losses

1. Identify, prioritise and assign projects to

achieve business objectives - IPA
Identify
losses

2. Identify losses (Loss Tree Analysis – LTA*)

Trainings Competences

DMAIC Advanced Black Belt

DMAIC Intermediate Green Belt

3. Analyse and solve problems (DMAIC projects) DMAIC Basic 2 Yellow Belt

DMAIC Basic 1 White Belt

Analyse
and
Eliminate
losses 4. Analyse and reduce changeover times
(SMED* – Single Minute Exchange of Dies)

considered for being applicable beyond Manufacturing for the time being
TPM/FI – SMED 3 2010
March
The History of SMED

Shigeo Shingo started to formulate the concept of "Single

Minute Exchange of Die" in Japan in 1950. His early work
on an 800 ton car body press lead directly to the idea of
converting internal change-over activities to external.

He continued pioneering the setup reduction methodology

throughout the 1950's and 60's and later achieved
widespread acclaim with his books on the subject.

Setup reduction was developed primarily with three

Japanese Companies, Mazda, Matsuzo and Toyota.

Today it can be found in some form in many operations.

TPM/FI – SMED 4
Changeover is One of the 16 Losses

Unoccupied
Unoccupied Material
Material loss
loss
Planned
Planned Maintenance
Maintenance Technical
Technical spare
spare parts
parts
Breakdown
Breakdown Utilities
Utilities loss
loss
Machine Process
Process Failure
Failure Material
Minor
Minor Stoppages
Stoppages
Trials
Trials and
and Initial
Initial Start
Start up
up Absenteeism
Absenteeism
Speed
Speed Losses
Losses Additional
Additional Time
Time
Organisational
Organisational Losses
Losses
Machine
Machine or
or Process
Process waiting
waiting Man
Set
Set up,
up, Shut-down
Shut-down and
and Adjustment
Adjustment
Rework
Rework and
and Waste
Waste

Sources: FI Reference guide ( LTA)

TPM/FI – SMED 5
The Importance: Production Flexibility

The market and consumers are increasingly more

demanding in relation to:
 New products
 Shorter lead time
 Better quality
 Lower price
 Better service
 Less quantity
 Greater variety
 Shorter response time

Production
ProductionFlexibility
Flexibilitybecomes
becomes strategically
strategically
important
important for
for companies!
companies!

TPM/FI – SMED 6
SMED Methodology – Step by Step

5
Standardise the Solutions
4
Execute the Actions
3
Analyse the changeover
2
Register the changeover
1 Understand and Evaluate the Current Situation

TPM/FI – SMED 7
Step 1 – Understand and Evaluate the Current
Situation

Goal
Define the project’s
purpose and scope and
put it in a business context

Output
A clear statement of the 5
Standardise the Solutions
intended improvement and
how it is to be measured 4
Execute the Actions
3
Analyse the changeover
2
Register the changeover
1 Understand and Evaluate the Current Situation

TPM/FI – SMED 8
SMED Roadmap
Step 1 – Understand and Evaluate Current Situation

Process Objective Tools

Opportunity
• 5W1H
Improvement • Define the scope of the problem
Define the

Problem • Evaluate trends over time (historical data) • Time Series Plot
Define the • Define Target
• Understand SMED maturity level

• Financial Sheet
Impact
Evaluate Financial • Evaluate current losses (financial impact)
• Define tangible and intangible benefits

Team Definition • Create multidisciplinary team with the right skills to solve the • Team Charter
problem

Skill Matrix
• Map the team’s initial skills • Skill Matrix

Time Planning
• Define clear activities and deadlines • Time Plan

Gain Approval
• Obtain approval to proceed • SMED Toll gate
review

Step 2
TPM/FI – SMED 9
Step 2 – Register the Set Up

Goal
Understand in details all activities and
movements during changeover

Output
Data collection form filled out with all
activities and movements, times and 5
distances involved Standardise the Solutions
4
Execute the Actions
3
Analyse the changeover
2
Register the changeover
1 Understand and Evaluate the Current Situation

TPM/FI – SMED 10
SMED Roadmap
Step 2 – Register the changeover

Process Objective Tools

changeover
Plan – Register the • Register in details all the activities
Data Collection performed during changeover • Data Collection Form

changeover
Involved in • Register all the movements made
Movement by the operators during • Spaghetti Diagram
Describe the
changeover

• SMED Toll gate review

Gain Approval • Obtain approval to proceed

Step 3

TPM/FI – SMED 11
Spaghetti Diagram

Spaghetti Diagrams can help in the Analysis and Register of

changeover.
 Before the changeover starts, draw the layout of the line where it
will take place.
 To do the layout, make a block diagram of the equipment
involved in the changeover.
 Follow the movement of each operator involved in the
changeover.
 Draw the path of each operator, following his or her movements
during the changeover.
 Identify the path of each operator with a different color.
 Draw the Spaghetti Diagram.

TPM/FI – SMED 12
Step 3 – Analyse the changeover

Goal
Transform the internal
activities into external and
identify opportunities to
eliminate, combine, reduce
and simplify internal activities

Output 5
Standardise the Solutions
Improvement ideas to build
the action plan
4
Execute the Actions
3
Analyse the changeover
2
Register the changeover
1 Understand and Evaluate the Current Situation

TPM/FI – SMED 13
SMED Roadmap
Step 3 – Analyse the changeover

Process Objective Tools

Activities
and External • Analyse each activity and classify them as • Changeover
internal or external activities Form
Identify Internal

Activities • With the participation of the whole team,

to External
define new standards / actions to • Changeover
transform internal into external activities
Convert Internal
Form

Simplified
Reduced or
Combined, • With the participation of the whole team,
Eliminated, define actions to eliminate, combine, reduce • ECRS
or simplify internal / external activities
can be
activities that
Identify the

• SMED Toll gate

Gain Approval • Obtain approval to proceed
review

Step 4

TPM/FI – SMED 14
Definition of Internal vs. External

External activities
 All the activities that are part of set-up and that can
be carried out without interrupting production.

Internal activities
 All the activities that are part of set-up and that
can’t be carried out without interrupting production.

TPM/FI – SMED 15
Identifying Internal and External Activities

This step is an important part of the SMED methodology,

with the following objectives:

 Analyse all the changeover activities and classify them

into internal and external activities, aiming at a higher
degree of organisation and reduction of the time and
complexity involved.

 Register the categorisation in the changeover analysis

form, counting the total number of activities that are
classified as internal and external.

TPM/FI – SMED 16
Analyse the changeover

The steps to analyse the changeover are:

 Identify internal and external activities
 Convert internal into external activities
 Identify which activities can be Eliminated,
Combined, Reduced or Simplified

TPM/FI – SMED 17
Examples of Internal and External Activities

Internal Activities External Activities

Activities that require Activities that don’t require
production to be stopped. production to be stopped.

Photo
Photo Photo
Photo
Filling out forms Preparation of cleaning
material

Parts Cleaning of the

changeover internal parts of
the machine

Cleaning of the
Preparation of tools external parts of the
+ Settings Adjustments machine*
+ Restart
z

Positioning of parts, tools, material to close the

* As long as it is a safe action machines, etc
Source: McKinsey

TPM/FI – SMED 18
 Separation of Internal and External
Activities

Analyse all the activities performed by the operator.

Check whether he or she is:
Looking for Something
 Looking for tools, parts, materials, instructions, etc.

Walking
 What moves is the operator’s HAND not his FEET.

Waiting
 Waiting for other people to conclude their activities or
waiting for parts, materials, etc…

Each action should be questioned critically:

Does this activity really Add Value?
Source:McKinsey
TPM/FI – SMED 19
Separation of Internal and External Activities

Analyse the current situation of the set

up. Report the time spent if the activity
was executed with the machine stopped
(Internal Time) or with the machine
running (External Time)

Analyse the Set up activities and

classify them as Internal or External
Activities. In this field, we will only
show whether the activity is external
or internal

TPM/FI – SMED 20
Example: Rychiger 119 Changeover

Changeover Analysis

After the changeover analysis, 26

activities were classified as
internal and 34 activities as
external

The changeover was initially of

358 minutes as internal and 12
minutes as external activities

TPM/FI – SMED 21
Converting Internal to External Activities

 Activities that have already been classified as

internal or external will now be quantified, and we
will be able to check the real impact on total set up
time.

 This impact should be registered on the changeover

Analysis form.

 The main objective of this phase is to organise the

changeover.

TPM/FI – SMED 22
Apply the ECRS Tool
Eliminate - Combine – Reduce - Simplify

The ECRS tool is very simple and very important in changeover

time reduction, and its main objectives are:

 To apply the concepts of Added Value and Non-Added Value

Activities, aiming to optimise the changeover Activities.

 The Activities will be analysed considering the Losses and

the possibility of being Eliminated, Combined, Reduced or
Simplified.

TPM/FI – SMED 23
ECRS Application

To optimise the activities, the methodology suggests

applying a tool called ECRS:

Eliminate: can this activity be eliminated?

Initial Process A B C D E

After ECRS analysis

Optimised Process A B C D E

TPM/FI – SMED 24
Tightening Operations

 Eliminate the use of nuts and bolts.

 Wherever this is not possible, adopt clamps, or standarise
and reduce the number of nuts and bolts.
 Reduce the number of threads to the minimum necessary,
after careful analysis.
 Reduce the number of tools to fix screws.

Current
TPM/FI – SMED 25
 ECRS Application

TOOL ATTACHED

TPM/FI – SMED 26
More examples of Eliminating Unnecessary
Adjustments

Required
Movement:

Secondary
Movement:

Fewer Less Less Chance To Get

= = It Wrong
Adjustments Complexity
Sources: Nestlé Effective Changeover Tool Kit

TPM/FI – SMED 27
ECRS Application

To optimise activities, the methodology suggests applying a

tool called ECRS:
Eliminate
Combine: Can this activity be combined with another
one?

Initial Process A B C D E

After ECRS analysis

Optimised Process A B C D E

F 28

TPM/FI – SMED 28
ECRS Application

Before After

After ECRS Tool Application, it is possible to see through

the Spaghetti Diagram above that by combining activities,
the number of movements was reduced significantly.

TPM/FI – SMED 29
ECRS Application

To optimise the activities, the methodology suggests applying

a tool called ECRS:
Eliminate
Combine
Reduce: This activity can be reduced to become more
efficient

Initial Process A B C D E

After ECRS analysis

Optimised Process A B C D E

F
TPM/FI – SMED 30
Positioning Operations

Avoid the use of pulley blocks when transporting tools.

 Use special carts for tools.
 Standardise heights.
 Use joints, route limiter, props,
localisers, etc., to speed up
positioning.

X
TPM/FI – SMED 31
Application – changeover Carts

Basic functionalities of the set up support cart:

1. Table height adjustable to the height of the

production machine;
2. Tables with rollers or spheres to make movement
of tools easier;
3. Vertical axis for table rotation, to invert tools that
enter and leave the machine;
4. Place to store changeover instructions and
standards;
5. Place to store the tool kit and accessories
necessary for the changeover;
6. Cloth to clean hands, machines and tools;
7. Brakes to avoid accidental movement.

REMEMBER!
If your process generates
residues, such as lubricating oil,
file dust, grease, paint, chips, etc,
the set up support cart must be
equipped to collect them and
should also be supplied with the
respective collection and cleaning
material!

TPM/FI – SMED 32
5S & Visual Management in changeover Reduction

Belts Valves Movement Nuts and Inspection

Bolts

Pulleys

Open

Closed
Reverse Inspection
operation location and
Mark line
sequence

TPM/FI – SMED 33
ECRS Application

To optimise activities, the methodology suggests applying a

tool called ECRS:
Eliminate
Combine
Reduce
Simplify: can this activity be Simplified?
Fixing with screws
Initial Process A B C D E

After ECRS analysis

Fixing with fast
connection
A B C D E
Optimised Process
F
TPM/FI – SMED 34
Example: Jar Conveyor Rail Changeover

Simplify Adjustments
Parallel adjustments should all happen at the same time and in the same amount

Independent adjustments are not directly related

• You may have independent adjustments that should be parallel – like the wheels on your
lawnmower.

Sources: Nestlé Effective Changeover Tool Kit

TPM/FI – SMED 35
Functional Clamps Make Operations Simple
and Easy

1. Before we start showing the functional clamps, let us look at

something rather obvious:
2. Instead of using bolts, use knobs, handles or wing-nuts

This removes the need for using tools and makes the operation quicker.

Now let’s return to the functional clamps . . .

Sources: Nestlé Effective Changeover Tool Kit & McKinsey

TPM/FI – SMED 36
Application - Fixing

spring

Insert and remove

here Fastening
Threads removed pin

Tighten here Groove in

half reed

PEAR SHAPED FASTENING TIGHTENING

IN 1/3 OF A
HOLES
TURN

C-SHAPED
WASHER SPRING ACTION
FASTENERS

TPM/FI – SMED 37
Recording ECRS Opportunities

Identify the Internal Activities that can

be Eliminated, Combined, Reduced or
Simplified and write the Reduction
time.

After the ECRS analysis of Internal

Activities, enter the time to Eliminate,
Combine, Reduce and Simplify

TPM/FI – SMED 38
 Example: Rychiger 119 Changeover

Changeover Analysis
After the ECRS analysis we can:
Eliminate activities: 10 minutes
Combine activities: 8.5 minutes
Reduce activities: 50 minutes and
Simplify activities: 35.2 minutes
The 26 internal activities
With this, the total Set Up Time becomes
equal 172 minutes and the
68.3 minutes (172 – 10 – 8.5 – 50 – 35.2)
34 external activities equal
198,4 minutes

After the changeover analysis,

26 activities were classified as
internal and 34 activities as
external.

The set up was initially of 358

minutes as internal activities and
12 minutes as external activities

TPM/FI – SMED 39
Step 4 – Execute the Actions

Goal
Develop, test, and implement
actions to reduce changeover time
Use data to evaluate the new
changeover time

Output
Implemented action plan 5
Before and after data analysis that Standardise the Solutions
shows the impact of the 4
improvement Execute the Actions
3
Analyse the changeover
2
Register the changeover
1 Understand and Evaluate the Current Situation

TPM/FI – SMED 40
 SMED Roadmap
Step 4 – Execute the actions

Process Objective Tools

Plan • Define actions, deadlines and responsibilities

• Action Plan (5W2H)
Build the Action for the execution of the solutions

Action Plan • Implement and verify the execution of the • Action Plan (5W2H) –
Execute the action plan Update the status

• Verify effectiveness of solution with data Before/After

• Times Series Plot
Was the target (Was target achieved?)
achieved? • Bar Chart
No

Step 2/3 Yes

Gain Approval • Obtain approval to proceed • SMED Toll gate

review

Step 5
TPM/FI – SMED 41
Step 5 – Standardise the Solutions

Goal
Maintain the gains through standardisation
of work methods and processes
Anticipate future improvements
and capture the lessons of this project

Output
Standardisation of improvements 5
Training of new methods Standardise the Solutions
Documentation/communication of 4
Execute the Actions
results, learning's, and
recommendations 3
Analyse the changeover
2
Register the changeover
1 Understand and Evaluate the Current Situation

TPM/FI – SMED 42
SMED Roadmap
Step 5 – Standardise the Solutions

Process Objective Tools

• SOP, OPL
Changes
• Create or update standards
Standardise • Poka Yoke
• Standardise Work
• Identify training required for people involved
Standards • Training
• Transfer knowledge through training as per
• Project Storyboard
the New
Communicate requirements
Benefits • Review financial impact of the
• Update Financial
Evaluate the
improvements Sheet
• Update the skill matrix with the new
knowledge acquired by the team during
Matrix
Update the Skill • Update Skill Matrix
the project
Learnings
• Forward the possibility for replication in
Share • SWOT Analysis
Replicate & other lines

Gain Approval • Obtain approval to proceed • SMED Toll gate

review

Celebrate Success

TPM/FI – SMED 43
 Case Study - Instructions

Read and understand the case study in your team folder about the problem
solving case.

Watch carefully the video of the changeover

Apply SMED methodology/ roadmap in order to reduce changeover time.

Be aware of the total time available for the exercise, plan your activities
accordingly

Team leaders should attend the coaching session at the scheduled time to
check how the projects are doing and share best practices among the teams.

Prepare a “story board” following the official SMED lay out.

Present the board in 10 minutes.

TPM/FI – SMED 44
 Project Storyboard

SMED Storyboard

Step 1 Step 2 Step 3 Step 4 Step 5

8- Set up analysis
1- Project Team:
Internal external 11- Action Plan 14- Create new
Leader, Team, 6- Set up register Standard, SOP’s,
Activities
Sponsor and Coach OPL’s
identification

9- Set up analysis
2- Problem and Movements 12- Action Plan 15- Communicate
Internal activities
KPI definition 7- Register: Spaghetti Examples and and train on new
Converted into
Diagram Follow up standards
external

3- Historical data:
Time Series Plot, 10- Set up analysis 16- Review
13- Target
ECRS application achievement KPI and
Gap and target
verification Financial benefits
definition

4- Skill Matrix 17- Skill Matrix

Before After

5- Project Schedule 18- SWOT

TPM/FI – SMED 45