SMED - Quick Change Over

Quick set-up and change-over
World-Class-Manufacturing.com

• This presentation is made by Oskar
Olofsson, WCM Consulting AB
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with train-the-trainer guide and
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What is SMED?
• SMED: Single Minute Exchange of Dies
• Meaning: No set-up should last for more
than nine minutes
• Achieve SMED by “working smarter”, not
by increased investment or automation
• SMED is a systematic approach that
reduces disturbances and problem
• SMED needs teamwork and creativity

History
American car production
after World War II :
– Set-up times were longer
than 24 hours
– Therefore, one machine
for each individual detail
– Gigantic manufacturing
plants were needed

History
• Toyota wanted to compete but
they could not afford all the
machinery required
• They needed to find more cost
effective solutions
• One important approach was to
reduce set-up time
• Today, SMED is an important
part of Lean Manufacturing

Milestones
• 1960s SMED starts to develop
• 1970 Dr. Shingeo Shingo cut the
set-up time for a 3000-ton sheet
metal stamping press from 4
hours to three minutes
• 1983 Dr. Shingo wrote ”A
Revolution in Manufacturing: the
SMED System”

Production without SMED
Long set-up times
-> Low flexibility
-> Big lot sizes
-> Inventory piles up

Production with SMED
Quick change-over
-> High flexibility
-> Smaller lots
-> Less inventory

What is so bad about
inventory?
• Interest costs
• Storage space
• Damage in handling
• Transportation
• Handling costs
• Outdated products
• Insurance costs
Total cost 25% to 35% of
the total value per year!

Why SMED?
• Better delivery performance
• Higher throughput
• Reduced inventory
• Greater flexibility
• Enables using the Kanban system
• Easier work
• Less hassle
• More orderly and organized

The steps in SMED
• Step 1: Analysis
• Separate external* work from internal**
work
• Transform internal work to external work
• Eliminate all waste activity
• * ”External” = away from the machine, not during set-up
• ** ”Internal” = at the machine during set-up

Let's look at the pitstop
The driver has to stop exactly on marks painted on the
pit lane so the mechanics lose no time repositioning
themselves.
http://news.bbc.co.uk/sport2/shared/spl/hi/motorsport/03/formula_one/pitstop/html/pitstop1.stm

Pitstop: Prepare for Fuel
The car is lifted up onto its jacks as the mechanics
remove the wheels and the fuel hose is attached.
Fuel cannot flow until the hose is locked into place.

Pitstop: Change Wheels
New wheels are attached and the mechanics raise
their arms to show they have finished.

Pitstop: Nearly Finished
The car is lowered to the ground as the last of the
fuel is pumped in.
The driver is shown a board telling him to engage
first gear.

Pitstop: Finish Fueling up
The fuel hose is detached and the car is
ready to go.

End of the Pitstop
The driver is waved away
by the mechanic in front
of the car.

Think break
• Take some time to list your suggestions:
• What is needed to switch tires and
refuel in seven seconds?

Think break
• Standardized work
• Orderliness
• Specialized tools
• Duplicated equipment
• Parallel work
• Quick mounting
• A lot of practice!
• No adjustments during the job
• Checklists, everything in place
• Instructions
• Modify the design (a race car’s
wheel uses just one bolt)
• Functions checked in advance
• 100% right materials in place
• Team work
• No unnecessary movements
These are just some
examples!

Definition of set-up time
• Set-up time = total time from completing
the last item of product "A" to completing
the first item of product "B”, with the
necessary quality and at the right speed
Produkt A
i produktion
Product ”A” in
production
Produkt A
i produktion
Product ”B” in
production
Set-up time
Clean-up after
”A” & prepare...
Test run, quality control ,
adjustments & cleanup
Set-up
Before SMED

Definition of set-up time
• Set-up time = total time from completing
the last product "A" to completing the first
product "B" with the right quality and at the
right speed
Produkt A
i produktion
Product ”A” in
production
Produkt A
i produktion
Product ”B” in
production
Set-up
Set-up time
External set-
up
After SMED

The size of SMED
Operation
Machine
1 Area &
many
machines
Factory
Corporation
These training materials deal with one set-up
operation on one machine.
Keep the same team for all the set-up
operations for that same machine.
Bring in new SMED team members who are
experts on each machine.
Retain some strategists; train some new ones.
Several SMED teams work in parallel.
Will you need an overall coordinator?
Definitely need to coordinate across
factories for investment (spending) and
expertise.
Small Scale
Large Scale

The five phases in SMED
Step 1
Step 2
Step 3
Step 4
Step 5
Define the project
Establish the baseline
Separate external work
from internal
Transform internal work
to external work
Eliminate all waste

How to start
a SMED project
• Appoint a cross-functional team
– Operators
– Technicans
– Engineers
– Managers
• Appoint a team leader
Define the project

How to start
a SMED project
• Select a good project
– A ”Bottleneck” gives the fastest
pay-back
– Choose one with a long setup time
– Try find something neither too
simple nor too complex
Define the project

How to start
a SMED project
• Start recording set-up times
for your chosen project
• Set a target
– Agree on how to follow up
and how to visualize
• Set a time-frame
– Maximum two months!
Workshop 1
Define the project

Workshop 1
Define the project
– Define the task to be improved
– Who will belong to the project team?
– What resources do we have?
– What is today’s performances?
(Average set-up time and best time)
– What is a good target for us?
(Average time and best time)
– How to follow up?
– How to visualize our success?
Define the project
Workshop 1

The steps in SMED
Step 1
Step 2
Define the project

• Current practices will be
studied in two ways
First study: Video to analyze
the current situation
Purpose: to set the base-line
Second study: Identify all
disturbances
Purpose: to reduce all the risks of any
problems

First study Video analysis
• The video is used to map the
set-up work
• Contains all operational steps of
the set-up work and the time for
these
• The video will form a starting
point that no one can question
• You can review it as many times
as needed

How to record the video
• Let a machine operator hold the camera – it
is not a time-and-motion study…
• Focus on the manual labor: hand, eye,
body movements
• Inform everybody about the purpose of the
video recording
• Test ahead of time, to ensure there is
enough light and that the video position
offers full coverage of the work
• Make sure there is enough video and
batteries
• Use the time and date function
• Remind everyone: we want to record a
normal set-up
• Record from the last product "A" to the first
product "B" of the right quality

Analysis
• Identify all operations
• Determine the times for all operations
• Classify into internal, external or waste
Produkt A
i produktion
Product ”A” in
Production
Produkt A
i produktion
Product ”B” in
ProductionInternal and external operations
Set-up time

Analysis
• Identify all operations
• Determine the times for all operations
• Classify into internal, external or waste
Produkt A
i produktion
Product ”A”
in
Production
Produkt A
i produktion
Product B in
Production
External
operations Internal operations
External
operations
Set-up Time

Classification
Four different categories will be used :
1. Change internal steps into external steps
The part of the set-up work that can be
performed while the machine is still
producing product ”A”
2. Simplify internal steps
The work that cannot be eliminated or made
external, but could be improved by
improved tools, parallel work, easy
attachments, guide pins, standardization,
etc.
3. Accept the core internal steps: no change
4. Eliminate waste activities
All activities that do not really help the set-up
work and that can be eliminated
(searching, waiting, adjusting, etc ...)

What is waste?
• All activities that do not really help
the set-up work and that can be
eliminated (searching, waiting,
adjusting, etc ...) are waste
• Reasons for waste activities
– Bad planning
– Bad work condition
– Bad orderliness
– Misunderstanding, confusion or unclear
instructions
– No standards
– Standards are not followed
– Etc…

Types of waste in SMED
• External waste
– Activities done while production is still running
– EG: Retrieve and transport tools, jigs, fixtures,
instructions, etc. (These should have been close
to hand).
• Internal waste
– Activities that must occur while production is down
– EG: Fasteners that should be re-engineered with
a quick clamp
• Rebuild waste
– Internal waste because pieces have to be rebuilt
– EG: Move an assembly from old to new fixture;
each fixture should have its own duplicate
assembly
• Adjustment waste
– Time and material wasted to resume production
– Should be right the first time

Example: Video Analysis
Activity Time
Go to storage room 3,5
Select tools, gauges, parts, etc. 20,0
Look for wrench 2,0
Check tools, gauges, parts, etc. 8,0
Wait for forklift 10,0
Transport tools etc. to machine 3,5
Detach air hose 0,2
Unscrew six screws 6,0
Remove old die 1,5
Place old die on forklift 1,0
Transport old die to storage rack 3,5
Select the next die 2,5
Inspect the die 1,0
Transport new die to machine 3,5
Clean up the machine base 2,5
Measure the center and position 13,5
Move the new die over machine 1,0
Read the blueprint for instruction 6,2
Discuss technical details 5,0
Activity Time
Look for the nuts 3,0
Adjust die and clamping heights 10,5
Attach the new die 8,0
Mount the parts 5,0
Attach the air hose 0,3
Trial run 8,0
Inspect the product 8,0
Adjust the setting 15,0
Keep records or update log 0,5
Return tools, gauges, etc. 3,5
SUM 153,0
• Time in minutes
and tenths

Categorization - example
Activity Min
Look for wrench 2,0
Detach air hose 0,2
Remove old die 1,5
Inspect the die 1,0
Make external - simplify
Waste - eliminate
Waste - eliminate
Make external
Waste - eliminate
Internal - no change
Waste - eliminate
Internal - simplify
Internal - simplify
Waste - eliminate
Make external

Categorization - example
Mount the parts 5,0
Trial run 8,0
SUM 153,0
Waste
Waste
Waste
Internal - simplify
Internal - simplify
Internal - simplify
Waste
Waste
Make external

Categorization
Before - After
Before
Activity
Look for wrench 2,0
Detach air hose 0,2
Remove old die 1,5
Inspect the die 1,0
Waste - eliminate
Waste - eliminate
Make external
Waste - eliminate
Waste - eliminate
Internal - simplify
Internal - simplify
Waste - eliminate
Make external
After After
Internal External
1,0
8,0
1,0
0,2
1,2
0,5
1,0
1,0
1,0

Categorization
Before - After
Before
Mount the parts 5,0
Trial run 8,0
SUM 153,0
Waste
Waste
Waste
Internal - simplify
Internal - simplify
Internal - simplify
Waste
Waste
Make external
After After
Internal External
2,5
1,0
5,0
0,5
2,0
1,5
0,3
0,5
0,5
1,0
9,7 20,0

Workshop 2
Video analysis
Use the video to analyze the
various stages during set-up
work
Record the minutes of
changeover time per
operation
Do not classify the types of
waste yet! (Save that for
workshop 3). Simply identify all
operations and record the times.
Workshop 2

• Today’s work will be studied
in two ways
1. First study: Video to analyse
the current situation
Purpose: to set the base-line
2. Second Study: Identify all
disturbances*
Purpose: to reduce all risks for
problems
* ”Disturbance” : Any disruption,
error, problem, glitch, snafu,
bug, interruption...that disturbs
the set-up task

Identify all
disturbances
• As change-overs become more
mechanized, the risk grows that
different types of disturbances will
extend the set-up time
• By identifying all types of
disturbances, a list of all common
disorders is created
• The root cause of each type of
disturbance is determined
• A corrective measure is proposed

The steps in SMED
Step 1
Step 2
Step 3
Define the project
from internal

Separate external setup
from internal work
• Ensure that all set-up work
classified as external is actually
done during production time
(before or after the setup stage)
• Our tools are checklists,
functional checks and improved
transport
Produkt A
i produktion
Product ”A” in
production Produkt A
i produktion
Product ”B”
In productionInternal set-up
Set-up time
External
set-up
from internal

Check-list
• The checklist ensures that all
external setup work has been done
before the change-over
– Like a pilot's checklist before take-off
• The checklist contains
– What tools are needed and in what
dimensions
– Fixtures and jigs
– Settings, dimensions and measurements
– Programming, speeds, temperatures, etc.
– Instructions and process maps
– Human resources
– What training is required
– Lifting
– Etc ...
from internal

Sample checklist
Check list line C Comment
Preparation
Examine tools and utilities
Transport tools to the machine
Transport new die to the machine
Inspect the new die
After work (when production is
running)
Quality control
Return the die to the storage site
Record results
Return tools etc.
Check list line C Comment
Change-over to product Delta
Tools and utilities
Pneumatic Screwdriver Dim 18
Wrench Dim 6
Forklift
Dies and parts
Gripper Typ 74
Die AS0034
Cloth for cleaning
Work Instruction
Rigging Press Line C
Trained personnel (two required)
Bob, Anne, Liam, Chang

Set-up trolley
• Sometimes it is useful to collect
everything needed for the set-
up work on a special ”set-up
trolley”
• It may include tools,
instructions, etc ...
• You can paint the outline for all
tools to be used so that you do
not forget anything
from internal

Function checks
All parts and tools must be in
perfect condition. This is
ensured before the change-
over
Repairs must be carried out
without losing production
time!
Functional checks are entered
in the checklist
from internal

Make external work easy
• Create effective work and
storage areas for the external
work
• Changes in the layout may be
necessary
• The external work must be
easier than the internal. (People
tend to do work ”internally” even though it
wastes time. Find ways to make the external
task easier, cleaner, safer, quicker...
anything better than the ”internal” process).
from internal

Improved transports
• Transports shall be adjusted to
minimize the internal set-up time
• It is not the number of lifts that
must be minimized but set-up
time!
• Create special storage places,
trucks or sliding table so that
even heavy pieces can be
brought in quickly
• Add new routines to the checklist
from internal

Workshop 3
Classification
1. Use the analysis of operations
and time from work-shop 1
• Classify each element
• Eliminate waste
• Transform Internal tasks into
External tasks
• Simplify Internal tasks
• Internal - no change
2. Prioritize the remedial actions
A - Can be done immediately
B - A little bit longer time is needed
C - Major investment is needed
from internal
Workshop 3

Workshop 4
Checklist
• Write a checklist of everything
that needs to be completed
before a change-over
• Aids: set-up time classification
and disturbance identification
from workshops 2 and 3
• The checklist will include
functional checks, elements
that must not be forgotten,
staffing, special tools, etc.
from internal
Workshop 4

The steps in SMED
Step 1
Step 2
Step 3
Step 4
Define the project
from internal
to external work

Convert internal setup
time to external
Even if we have already
separated external set-up from
internal we will do a final check
before we move on.
Is it possible to convert some of
the remaining internal
operations into external?
to external work

What is the reason for the
internal set-up?
• What is the actual purpose of the
various internal operations?
– Can they be converted, downsized, or
eliminated?
– Have you been using an unnecessarily
complicated procedure?
– Have conditions changed since the design
phase?
– Is the equipment now a bottleneck?
– Are stock costs more important now than
before?
– Is the delivery accuracy more important
today than before?
to external work

Technical means to convert
Internal to External tasks
• How to move operations from ”internal” to
”external”
– Add duplicate equipment
– Fix problems
– Reprogram for new articles
– Create the right conditions for production in
advance (eg set up the pressure or
temperature)
– Remove the need to dismantle equipment
– Create or upload programs in advance
– Perform measurements in advance
• What is the actual purpose of each internal
operation?
– Use the ”5 Why” technique
– Do not give up until the root cause is found!
to external work

The steps in SMED
Step 1
Step 2
Step 3
Step 4
Step 5
Define the project
from internal
to external work
Eliminate all waste

Eliminate waste
• “Muda” is Japanese for useless or
wasteful
• Examples: Searching, being forced to
stretch or bend, waiting, sweating,
running, wondering what to do, lifting,
etc. ...
• Muda includes: poor planning, poor
work environment, poor orderliness,
misunderstanding, no standards,
standards are not followed, etc. ...
Eliminate all waste

Reduce manual work
• Avoid manual tools
• Use only electric or
pneumatic powered hand
tools
• Remember to include tools
in the checklist
Eliminate all waste

Working in parallel
• More people should do the work
in parallel if it shortens the set-
up time
• Draw a "spaghetti diagram" with
the help of video recording
• Is it possible to reduce the
movement and positioning time
by involving more people in the
change-over?
Eliminate all waste

Example:
Spaghetti chart before analysis
Cutting
Press
Raw-material
handling
Control
panel
1
8
7
6
5
4
32
9
10
11
12
13
14
15
19
17
18
20
21
22
16
Before: 1 Operator in 22 positions
Eliminate all waste

Example:
Spaghetti chart after improvement
Cutting
Press
Raw material
handling
Control
panel
1
2
8
9
6
5
4
7
3
11
10
7
6
5
4
3
2
1
After: 2 Operators in 11 + 7 positions.
This saves 11 movements by the first operator.
This changes a single series of motions by
1 operator into parallel activity by 2 people.
Eliminate all waste

Waste from rebuilding
• All internal setup time to
remove parts from the tool "A"
to position the tool "B"
• Nuts and bolts, fastening
devices, measurement devices,
etc ...
• Double the equipment to avoid
these wasted steps: save time and
money by investing in the second set of
parts that do not need to be removed and
installed time and again
Eliminate all waste

Our enemy: the bolt
• Memory rule for bolts:
– The first turn loosens, the last turn
tightens
– Everything in between is waste!
• Search for other solutions
• Any remaining bolts and nuts
shall be of standard dimensions
• In total, no more than three
tools should be needed
Eliminate all waste

Quick-release
Eliminate all waste

Bracket
Eliminate all waste

U-shaped washer
Eliminate all waste

Fixed wing nut
Eliminate all waste

Triangular Screw:
the Deleted threads
Eliminate all waste

Clamps
Eliminate all waste

Slip fit
Eliminate all waste

Standardization
• Standardization of tools
reduces the time to re-build
• Standardize only the
essential functions and
fixings
• Find cost-effective solutions
• It is often too expensive to
standardize the tool’s outer
form!
Eliminate all waste

Example
Before standardizing
Die A Die B
Eliminate all waste

Example
After standardizing #1
Separation pad to standardize tool height
Eliminate all waste

Separation pad to standardize mounting height
Example
After standardizing #2
Eliminate all waste

Fixtures
External step #1
• With two identical fixtures to a machine, one
detail is processed in the machine while the
other fixture is rigged on the side
• During the internal change-over the fixture is
attached in the machine
• Alignment work is done externally in
advance while the machine still produces
Product ”A”.
•Still producing ”A” on the left.
•Gather the components for jig ”B”
on the right
Eliminate all waste

Fixtures
External step #2
• While still making product “A”,
the jig for making product “B”
has been fully assembled
•Still producing ”A” on the left.
•The jig for ”B” is fully assembled
on the right, and is ready to go.
Eliminate all waste

Fixtures
External step #3
• Now the jig for product “B” has
been swapped into the machine
• The jig for product “A” is offline
and ready for the next step
•We have swapped the fixtures.
•The jig for ”B” is in place on the left.
•The jig for ”A” is on the right.
Eliminate all waste

Fixtures
External step #4
• Product “B” is being produced
• The jig for product “A” is being
disassembled for cleaning,
maintenance or storage
•The jig for ”A” is being
disassembled on the right
•Product ”B” is in
production on the left
Eliminate all waste

Adjustment losses
• Often half of the set-up time is spent on
adjustments to achieve the right quality
• The first product should always be correct
• Create numerical values
• Measure humidity and temperature if it
affects the settings
• The goal is not to speed up the adjustment
but to completely avoid adjustments!
• Positioning is OK, as from position 12 to
position 7
• Avoid use of ruler and calipers, instead use
ready-made, preferably fixed measures
Eliminate all waste

Guidelines to eliminate
adjustment losses
• Avoid the possibility that the position
could be wrong in the first place
– Use the guide pins and stop heels
– Use fixtures
– Use standardized tools
• Eliminate measuring by eye or intuition
– Folding rule or calipers are too inaccurate
– Digital measuring instruments can work
wonders
– Use templates and fixed dimensions for the
following positions
– Make reference lines and center lines visible
• Document all positioning in the checklist
Eliminate all waste

SMED and Label Machines
or Paper Wrapping
• Paper is a "living material”
as it is affected by
humidity
• Standardize the storage of
paper as much as
possible
• Use suppliers who can
and do keep consistent
quality
Eliminate all waste

Eliminate adjustment
losses
Produkt A
i produktion
Product ”A”
in production
Set-up Trial Run Quality
Control
Quality
Control Adjustment
Adjustment
Trial Run
Scrap
Scrap
Produkt A
i produktion
Product ”B”
in production
Before Eliminate all waste

Eliminate adjustment
losses
Produkt A
i produktion
Product ”A”
in production
Set-up Produkt A
i produktion
Product ”B”
in production
After Eliminate all waste

Workshop 5
What can go wrong?
• Individual work!
• Sit quietly and think for 10 minutes: “What
can go wrong we do a set-up?”
• Key words for your creativity: (technology,
collaboration, practice, orderliness,
planning, quality, etc ...)
• Write down every problem on a post-it
note. One note per problem so that they
can be sorted
• Write complete sentences so that
everybody can understand afterwards
Eliminate all waste
Workshop 5

Workshop 6
Standardized work
• Write new work procedures for
the change-over task
• Be as precise as possible
• Draw a spaghetti diagram for this
new set of work procedures
Eliminate all waste
Workshop 6

How SMED relates to other
Lean Manufacturing methods
• Effective set-up work requires
– Ability to leave the machine to prepare for the next
change-over
− Input and output automatic and large enough
− A machine stops itself and alerts you of problems (Jidoka)
− Reliable operation
– Standardized work instructions that are used and
constantly improved
– Team work so that work in parallel will be possible
– Systematic and ongoing improvement

Autonomation ”Jidoka”
• Transmission of human "intelligence" to machines
• Automatic monitoring of production
• Release people into more useful work, such as preparing
for next set-up
• Stops and signals when problems arise
To small
To big
A simple examle

Standardized Work
• Documentation and use of best knowledge
• Suitable for tasks that are repeated
• Provides opportunity to learn and get better
• The personnel performing the work shall develop and
continuously improve the standardized work
– ”How” must be very clearly defined
– Regular meetings ~ once per week is recommeded
• The set-up work is a good example of the use of
standardized work

Workshop 7
Make work external if possible
• Discuss and agree on the plan
• How can we:
– Free up time for the external work?
– Cooperate during the change-over?
– Make it possible to leave our
machines while they are running?
– Use and improve standardized work
instructions?
Workshop 7

Workshop 8
Create an Action Plan
• Create an action plan for all
actions from Workshops 1
through 7
• Who is responsible?
• When will it be done?
Workshop 8

SMED - Quick Change Over

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