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Quick ChangeoverQuick ChangeoverSingle Minute Exchange of DiesSingle Minute Exchange of Dies

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OutlineOutline

Changeover and Changeover TimeChangeover and Changeover TimeTraditional SetupTraditional SetupSMEDSMEDSMED Process StepsSMED Process StepsIdeas for ImprovementIdeas for Improvement

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Changeover DefinedChangeover Defined

Changeover is the total process Changeover is the total process of converting a machine or line of converting a machine or line from running one product to from running one product to anotheranother

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Changeover Time DefinedChangeover Time Defined

• Changeover time is the total elapsed time between the last unit of good production of the previous run, at normal line efficiency, to the first unit of good production of the succeeding run, at full line efficiency.

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Traditional approachTraditional approach

Setup is given and fixedSetup is given and fixedTherefore,Therefore,

Use highly skilled setup personnelUse highly skilled setup personnelMinimize product varietyMinimize product varietyCombine lotsCombine lotsMake large batchesMake large batches

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Another wayAnother way

Setups CAN be improved!Setups CAN be improved!Small lot production REQUIRES short setupsSmall lot production REQUIRES short setupsSetup time reduction of 90% and more is commonSetup time reduction of 90% and more is common

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Benefits of setup reductionBenefits of setup reduction

Better qualityBetter qualityLower costLower cost

Less inventoryLess inventoryBetter flexibilityBetter flexibilityBetter worker utilizationBetter worker utilizationShorter lead time and more capacityShorter lead time and more capacityLess process variabilityLess process variability

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Classification of setup activitiesClassification of setup activities

Type 1Type 1Gathering, preparing, and returning tools, fixtures, etc.Gathering, preparing, and returning tools, fixtures, etc.

Type 2Type 2Removing previous setup, mounting next setup on machineRemoving previous setup, mounting next setup on machine

Type 3Type 3Measuring, calibrating, adjustingMeasuring, calibrating, adjusting

Type 4Type 4Producing test pieces, further adjustment until parts are goodProducing test pieces, further adjustment until parts are good

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What is SMED?What is SMED?

Single Minute Exchange of Dies is changing process tooling Single Minute Exchange of Dies is changing process tooling in 9 minutes or less.in 9 minutes or less.The process was developed by Shigeo Shingo at Mazda, The process was developed by Shigeo Shingo at Mazda, Mitsubishi and Toyota in the 1950Mitsubishi and Toyota in the 1950’’s and 1960s and 1960’’s.s.

Separate internal and external activities.Separate internal and external activities.Convert internal activities to external activities.Convert internal activities to external activities.Streamline all activities.Streamline all activities.

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Single Minute Exchange of DiesSingle Minute Exchange of Dies

Internal setInternal set--up activities.up activities.Elements in the changeover which can only be done when Elements in the changeover which can only be done when

the machine is stopped.the machine is stopped.External setExternal set--up activities.up activities.Elements that can be performed when the machine is Elements that can be performed when the machine is

running.running.

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Why SMED?Why SMED?

Reduced inventories. Reduced inventories. Improved productivity.Improved productivity.Higher quality levels.Higher quality levels.Increased safety.Increased safety.Improved flexibility. Improved flexibility. Reduction in throughput time. Reduction in throughput time. Improve operator capabilities. Improve operator capabilities. Lower manufacturing costs.Lower manufacturing costs.

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SMED MethodologySMED Methodology

Identify internal and external stepsIdentify internal and external stepsConvert internal steps to externalConvert internal steps to externalImprove all aspects of the setup operationImprove all aspects of the setup operationAbolish setupAbolish setup

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The SMED ProcessThe SMED Process

Preliminary Stage Preliminary Stage –– Observe and record.Observe and record.Stage 1 Stage 1 –– Separate internal and external activities.Separate internal and external activities.Stage 2 Stage 2 –– Convert internal activities to external activities.Convert internal activities to external activities.Stage 3 Stage 3 –– Streamline all activities.Streamline all activities.Stage 4 Stage 4 –– Document internal and external procedures.Document internal and external procedures.

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Preliminary StagePreliminary Stage

Observe and recordObserve and recordTeamTeam--workwork

RecorderRecorderOverall duration (from last product to first good product).Overall duration (from last product to first good product).Describe the change (from what to what?).Describe the change (from what to what?).Record the equipment used.Record the equipment used.

TimersTimersTime each stepTime each step

Fact collectorsFact collectorsBreakdown the steps into actions Breakdown the steps into actions –– as much detail as possible.as much detail as possible.

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Stage 1Stage 1

Separate internal and external activities.Separate internal and external activities.Study each internal step and ask if it could be external.Study each internal step and ask if it could be external.Common issues:Common issues:

Dies in remote storage racks.Dies in remote storage racks.Spanners not available.Spanners not available.Raw material checks.Raw material checks.Lifting equipment not available.Lifting equipment not available.

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Stage 2Stage 2

Convert internal to external.Convert internal to external.Ask why the remaining internal steps canAsk why the remaining internal steps can’’t be external.t be external.ReRe--examine the true function of each step.examine the true function of each step.Common issues:Common issues:

Cold dies Cold dies –– using material to heat the dies.using material to heat the dies.Imaginary Imaginary centercenter lines and reference planes.lines and reference planes.No record of settings.No record of settings.

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Stage 3Stage 3

Streamline all activities.Streamline all activities.Analyze the elements (facts), and discuss all possible Analyze the elements (facts), and discuss all possible ways of improving the step.ways of improving the step.Study the external activities as well as the internal Study the external activities as well as the internal activities.activities.Common issues:Common issues:

Fastenings Fastenings –– Are bolts needed? If so remember that Are bolts needed? If so remember that only the last turn tightens a nut or bolt.only the last turn tightens a nut or bolt.Standardize bolt heads.Standardize bolt heads.Standardize die heights.Standardize die heights.

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Stage 4Stage 4

Document the procedures.Document the procedures.Write down the new internal and external procedures.Write down the new internal and external procedures.Fill in an action sheet to ensure that the new procedures Fill in an action sheet to ensure that the new procedures can be achieved.can be achieved.Review the whole activity to determine Review the whole activity to determine ““What went What went well?well?””, , ““What went badly?What went badly?”” and three changes that the and three changes that the team would make before the next SMED activity. team would make before the next SMED activity.

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The SMED System The SMED System -- ResultsResults

57% *57% *59 59 minsmins 29 29 secssecs139 minutes139 minutesMachining CentreMachining CentreS EngineeringS Engineering

28% *28% *23 23 minsmins 33 33 secssecs32 32 minsmins 43 43 secssecsBottling plantBottling plantAM BottlersAM Bottlers

98%98%4 4 minsmins 18 sec18 sec4 hours 0 4 hours 0 minsmins80t single shot press80t single shot pressT ManufacturingT Manufacturing11

59% *59% *

96%96%

89%89%

98%98%

94%94%

RedRed’’nn

23 23 minsmins 12 12 secssecs56 56 minsmins 26 26 secssecsPaint PlantPaint PlantE FinishingE Finishing

11 11 minsmins (note: NOT (note: NOT SMED)SMED)

4 hours 30 4 hours 30 minsmins44’’66”” lath presslath pressExpanded Metal Co.Expanded Metal Co.

7 7 minsmins 36 sec36 sec1 hour 10 1 hour 10 minsmins50 oz injection moulding 50 oz injection moulding m/cm/c

TT IndustriesTT Industries11

48 sec48 sec50 50 minsmins30t single shot press30t single shot pressH PressH Press11

2 2 minsmins 26 sec26 sec40 40 minsmins100t single shot press100t single shot pressS MetalsS Metals11

After improvementAfter improvementBefore improvementBefore improvementMachineMachineCompanyCompany

Ref 1: Modern Approaches to manufacturing improvement – the Shingo System, Shigeo Shingo, ISBN: 091529964x

* After one SMED exercise