Quick Changeovers & SMED . © 2009 RLM & Associates LLC2 Learning Objectives At the completion of...

Quick Changeovers & SMED

Sam Hoskins

ovies and Sounds>

© 2009 RLM & Associates LLC 2

Learning ObjectivesAt the completion of this unit the

participant will be able to:1. What are Quick Changeovers? 2. Why Quick Changeovers?3. The 8 Steps to Quick Changeovers4. What is SMED?5. The 7 Steps to SMED


The Race is Won in the Pits


What is a Changeover?

The amount of time taken to change a piece of equipment from producing the last good piece of a production lot to the first good piece of the next production lot


When is the Changeover Complete?

1. Running product A

2. Downtime = Muda or Waste

3. Running product B


Why Quick Changeovers?

1. Quick changeovers reduce lead time

2. Increase overall velocity

3. Machines only create value when they are running and not sitting idle


Why Quick Changeovers?

1. Reduce lot sizes

2. When lot sizes are reduced, the customer’s lead time is also reduced

3. This is because most of the lead time is waiting (queue time)


Quick Changeovers Reduce Inventory

Fast changeovers greatly reduce the need for inventory buffers


Improves On-Time Delivery Performance

Removing the non-value added time results in the customer getting their product sooner


8 Techniques to Quick Changeover

1. Separate internal from external setup operations

2. Convert internal to external setup 3. Standardize function, not shape 4. Use functional clamps or eliminate

fasteners altogether 5. Use intermediate jigs 6. Adopt parallel operations 7. Eliminate adjustments 8. Mechanization


What is SMED?

1. Single Minute Exchange of Dies

2. Developed by Shigeo Shingo

3. A system designed to radically reduce the amount of time to perform a changeover or setup


Shingo’s Success

1. “A Revolution in Manufacturing: The SMED System”

2. Toyota, using his techniques, reduced setup time from days to three minutes


Focus on the Process, not the Technology

1. SMED should be inexpensive2. Well planned3. Well practiced4. Well executed5. Without Standard Work, there is no

continuous improvement


Shingo’s SuccessChanging dies on stamping machines

took up to three days to complete1.Placed precision measuring devices on

the die – used instead of eyeballing2.Tools designated for SMED were

located close by3.Cut the changeover time to less than

10 minutes!


7 Steps to Implementing SMED

1. Observe the current methodology– Watch a full changeover at least once – more is

better– Videotape is best



2. 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 done while the last batch is being produced, or once the next batch has started. For example, go and get the required tools for the job BEFORE the machine stops.



3. Convert (where possible) Internal activities into External ones (pre-heating of tools is a good example of this).



4. Streamline the remaining Internal activities, by simplifying them. Focus on fixings - Shigeo Shingo rightly observed that it's only the last turn of a bolt that tightens it; the rest is just movement.


1. Only the final turn on a bolt adds value2. The interrupted screw (or interrupted thread) providesone means of clamping and unclamping something

quickly. Artillery breeches have been sealed in this manner since the nineteenth century.



5. Streamline the External activities, so that they are of a similar scale to the Internal ones.



6. Document the new procedure and the actions that are yet to be completed.



7. Do it all again: For each iteration of the above process, a 45% improvement in set-up times should be expected, so it may take several iterations to cross the ten-minute line.


Improvements with Successive Runs


Look For…

Look for opportunities to eliminate waste in your changeovers, then go

after them.

In the following video, identify any wasteful activities.


Look For1. Shortages, mistakes, inadequate

placement of needed equipment. Can be avoided by using check tables, especially visual ones, and setup on an intermediary jig.

2. Inadequate or incomplete repairs to equipment.

3. Optimization for least work as opposed to least delay.


Look For

4. Unheated molds which require several wasted 'tests' before they will be at the temperature to work.

5. Equipment using slow, precise adjustments for the large coarse part of adjustment.

6. Lack of visual lines or benchmarks for part placement on the equipment.


Look For

7. Forcing a changeover between different raw materials when a continuous feed, or near equivalent, is possible.

8. Lack of functional standardization, that is standardization of only the parts necessary for setup, e.g. all bolts use same size spanner, die grip points are in the same place on all dies.


Look For

9. Much operator movement around the equipment during setup.

10.More attachment points than actually required for the forces to be constrained.

11.Attachment points that take more than one turn to fasten.


Look For

12.Any adjustments after initial setup.

13.Any use of experts during setup.

14.Any adjustments of assisting tools such as guides or switches.


Parallel Operations Using Multiple Operators

Level load the changeover

Balance the tasks


Teamwork - Parallel Operations

Using Multiple Operators


SMED Tool Carts

Quick Changeovers & SMED . © 2009 RLM & Associates LLC2 Learning Objectives At the completion of...

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