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SETUP TIME REDUCTION OF MACHINE USING SMED

TECHNIQUE AND LEAN MANUFACTURING
1
N. S. Jagtap, 2V. D. Ugale, 3M. M. Kadam, 4S. S. Kamble, 5A. V. Salve
UG Student, UG Student, UG Student, UG Student, Asst. Professor
Vishwakarma Institute of information Technology, Pune
Email: [email protected], [email protected], [email protected],
1
4
[email protected], [email protected]

Abstract— Growth of an industry and its INDEX TERM- GRINDING MACHINE, PARETO,
productivity ultimately depends on its ability SETUP TIME, SMED
to systematically and continuously respond to
the market changes for enhancing the product I. INTRODUCTION
value. Value addition process is necessary to "One of the most noteworthy accomplishments
achieve this perfection; hence implementing a in keeping the price of products low is the
lean manufacturing system and its tools is
becoming a core competency. Since setup time gradual shortening of the production cycle. The
is a major cause for production downtime, longer an article is in the process of manufacture
minimum setup time is always desirable. and the more it is moved about, the greater is its
Single Minute Exchange of Dies (SMED) as ultimate cost."- Henry Ford 1926. In an industry,
proposed by Shingo is a tool which aims to time is money. The product cycle time directly
reduce excessive setup time, but not effective reflects in cost. Due to flexibility in market
when used alone. SMED can be effectively
demand and competitiveness, many
implemented with the help of additional tools
like ECRS (Eliminate, Combine, Reduce and manufacturers are opting to reduce machine
Simplify). This paper presents a procedure setup time and down time. Machine setup is to be
for organizing and implementing SMED changed according to customer requirements. Set
along with other useful tools. It is based on up time is the time passed between the
teamwork which allows a gradual reduction completion of the last product of the old batch
of machine setup time to less than 10 minutes and the completion of the first good product of
accompanied by continuous improvement
the new batch. There is always a need to change
system. This paper also presents the case
study of bearing manufacturing industry set up of equipment, unfortunately with the
suggesting improvements that will production loss accompanied with it. In the past
significantly reduce machine setup time by two decades, setup time reduction and quality
30%-35%. The methodology explained is this improvement programs have become prevalent
paper is applicable to most of the batch in manufacturing industry. These programs had
manufacturing industries. contributed towards higher efficiency and agility
needed by manufacturers. At present
manufacturers must be able to manufacture a

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wide variety of high quality products in a cost- various setup reduction techniques, but were not
effective manner with reduced inventories and satisfactory. Then finally the concept was put
respond quickly to changes in the product forth by Shigeo Shingo in 1950 while consulting
volumes in order to sustain in the market. [1], [2] variety of companies including Toyota and was
One of the significant losses is equipment contemplating their inability to eliminate
setup or a tooling changeover. The principles bottlenecks at car body-moulding presses. Ohno
pioneered by Shigeo Shingo, known as SMED or at Toyota further developed SMED in 1950 so as
Single Minute Exchange of Dies, can be used to to reduce the time for exchange of dies, from a
dramatically reduce this time. Also known as day to three minutes. Hence the main principle,
“quick changeover,” or “rapid changeover”, this to reduce setup time to single digit minute, was
method can be applied any time equipment is achieved. [6]
“changed” from one physical state to another. III. ORGNIZATION AND EXECUTION OF
This may include tool changes, material changes, SMED TECHNIQUE
or changing to a different product or First step in execution of SMED is formation
configuration. [3] of SMED team. It should include all personnel
Fig. 1 shows the relations between setup time involved in the process, from operators to
and costs with three strategies. It can be seen that managers. To start with a workshop, the process
a reduction of setup time using the SMED is to be understood thoroughly from operators
method is cheaper, but reduction in time and supervisors. This helps in identifying and
achieved is not significant. Replacing an existing categorising the activities according to their
machine is most effective strategy, unfortunately priorities.
cost associated with it is higher and generally STEP I: PRIORITIZE MACHINES
industries are reluctant for such a change. So The selection of machine is done by
optimum solution is to use SMED along with consideration of factors such as setup time,
other tools and some improvements in the frequency of setup, bottleneck machines,
existing design of machine. [4] efficiency loss, and complexity of operation and
on the basis of ABC analysis. In materials
management, the ABC analysis (or Selective
Inventory Control) is an inventory categorization
technique. ABC analysis divides an inventory
into three categories- "A items" with very tight
control and accurate records, "B items" with less
tightly controlled and good records, and "C
items" with the simplest controls possible and
minimal records. [4]
STEP II: DOCUMENTATION OF
MACHINE TOOLS AND PROCESSES
Fig-1.Dependency between machine set up time and SMED team must have thorough knowledge of
cost(4).
machine and process. The current process data
II. LITERATUE REVIEW
and working methodology is collected from
SMED is one of the most effective method in
machines’ operators, line supervisors and
lean manufacturing to reduce waste. [5] The
managers. Plenty of tools and components have
father of scientific management, Winslow Taylor
to be replaced during machine setup which is a
from United States, were studying methods for
complex activity in batch manufacturing. So as
reduction of changeover techniques. He analysed
to simplify the analytical data, check sheets are
setup process, but did not specify a structured
designed according to specification of product. It
approach. In 1915 Henry Ford described the
will help in finding the tools and parts in short

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time and hence ultimately reducing the overall

setup time. Prioritize Machines
STEP III: TIME AND MOTION STUDY
Time and motion study is a work measurement
and business efficiency technique for recording Documentation of Machine Tools and Processes
the times of performing a certain specific job or
its elements carried out under specified
conditions. For analyzing the data so as to obtain Time and Motion Study
the time necessary for an operator to carry it out
at a defined rate of performance. [7]
Purpose of time and motion study: Describe steps in detail with time for each
1. To eliminate unnecessary motions
2. Identify the best sequence for maximum
efficiency Define Target Setup Time
3. Standardization of work

STEP IV: DESCRIBE STEPS IN DETAIL Plot Pareto and identify activities which contribute 

WITH TIME FOR EACH to 80% time
From Time and Motion Study all processes are
to be divided in sub processes, with the time
required for the same. It will provide a base for Decide improvement actions in CFT, implementation 
plan
initial prioritizing of activities which will
ultimately decide the workflow.
Standerdization of Processes

Action follow‐up, completion, check, closing

Fig. 2. Steps in organization and execution of SMED

workshop

STEP V: DEFINE TARGET SETUP TIME

The motivation of team members gets
influenced by the definition of target setup time.
It should be optimum and practical to achieve,
otherwise it will demotivate the team members.
It is generally taken as 20% to 30% less than the
current setup time. [3]
STEP VI: PLOT PARETO AND IDENTIFY
ACTIVITIES WHICH CONTRIBUTE TO 80%
TIME
Pareto analysis is a formal technique useful
where many possible courses of action are
competing for attention. In essence, the problem-
solver estimates the benefit delivered by each
action, then selects a number of the most

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effective actions that deliver a total benefit I. Prioritize Machines 

reasonably close to the maximal possible one.
Basically it helps in prioritising the activities. [6] Main criteria for machine selection is
frequency of setup. Also bottleneck and
STEP VII: DECIDE IMPROVEMENT
average setup changeover time obtained from
ACTIONS IN CFT, IMPLEMENTATION previous data is considered. Hence 1st
PLAN bottleneck machine i.e. IR bore grinding
Cross Functional Team (CFT): A cross- machine is selected.
functional team is a small group of individuals
250
that cross formal departmental boundaries and 1st Bottleneck
levels of hierarchy. The group is committed to a 200 190
common purpose or goal of improvement; it acts 180
150
and works as a unit-communicating frequently, 150 140

cooperating and providing mutual support, 100

coordinating activities, drawing upon and
exploiting the skills and capabilities of the team 50
while considering the needs of individual
0
members. IR Bore IR Track IR Flange IR Honing
CFT will decide the plan for improvement on Grinding Grinding Grinding m/c
the basis of prioritization of activities which is m/c m/c m/c
Setup Time in Minutes
done by considering factors such as complexity
and frequency of operation. Fig. 3. Average Setup Time for Machines
STEP VIII: STANDARDIZATION Table I. Check Sheet Format
Developing standardized work is the first step
in waste elimination. The analytical process will
reveal waste that should be eliminated for
developing the standardized work. Operators
should be encouraged to suggest changes that
will improve the process and be reflected in
revisions to the standardized work. [3]
STEP IX: ACTION FOLLOW-UP,
COMPLETION, CHECK, CLOSING
When standard work is developed and with
skilled manpower, regular audits are needed to
check on whether the standards are being
followed, and if not, why. But this is continuous
and time consuming process as regular
assessment is necessary. [3] II. Documentation of Machine Tools and
Processes:
IV. CASE STUDY Data collection is done with the help of
Case study is carried out on bore grinding operators, supervisors and managers. It includes
machine at bearing manufacturing industry. This listing down all components which are to be
Machine is used for bore grinding of inner ring replaced and required tooling. Each process is to
be defined separately and divided in small sub
(IR) of taper roller bearing (TRB). Frequency of
processes if possible. This will help in
setup is high because of batch production. SMED implementing ECRS principle and prioritizing
technique and ECRS principle are used to reduce activities at later stage. To reduce the complexity
machine setup time. in analysis, special types of check sheets are
formed which is shown in table I.

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Combine, Rearrange & simplify) principle is

III. Video Shooting of Setup Changeover applied. Refer remarks in table II. (a) and II. (b).
Activities: VIII. Standardization:
Standardization is mostly applicable to
Video shooting and analysis is one of the
external activities e.g. Shoe Setting, Ring
effective methods of Time and Motion study.
Chucking which consumes more time than
With very little knowledge also one can
internal activities. It also includes defining
understand the procedure of changeover which is
standardization of procedures (SOP) for driving
essential.
plate rework, shoe setting. SOP made the rework
IV. Describe Steps in detail with time for each:
process simpler from supplier point of view
Video Analysis involves reviewing recorded
which ensures specifications as per the
setup process and simultaneously defining each
requirement.
sub process. These activities are classified into
internal (done when machine is offline) and
external (performed as the machine is running)
activities [8]. Critical and lengthy activities are
further subdivided into simpler ones. Then the
time required for each process is mentioned as
shown in table II. (a), (b) and table III.
V. Define Target Setup Time:
After getting an idea about the current
procedure and total time required for individual
activity, the target setup time is defined. It should
be optimum i.e. not too low and not too high.
Very low setup time makes team members feel
that it is impossible to achieve. On the other
hand, very lesser reduction in setup time will not
improve the productivity substantially.
There is no standard procedure to define the
target setup time. It will be variable depending
upon activities and their complexity. After
brainstorming session between all the team
members, 30%-35% reduction in current setup
time is targeted.
VI. Plot Pareto and Identify activities which
contributes to 80% time:
The basic principle of Pareto analysis is 80%
activities consumes 20% time and 20% activities
consumes 80% time. The Pareto chart for
internal and external activities is shown in fig. 4
and fig. 5 respectively.
VII. Decide improvement actions in CFT,
implementation plan:
Cross Functional Team (CFT) will form action
plan for setup time reduction. For internal as well
as external activities ECRS (Eliminate,

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Table II. (a). Internal Activity Analysis Table II. (b). Internal Activity Analysis

Table III. External Activity Analysis

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Pareto Chart of  Internal Activities

Comulative Percentage
800 100.00%
700 90.00%

Time in Seconds
600 80.00%
70.00%
500 60.00%
400 50.00%
300 40.00%
200 30.00%
20.00%
100 10.00%
0 0.00%
Mount next type…
Tight dresser screws…
New type wheel…
Remove dresser…
Setting wheel on ring…

Inlet chute sensors…
Attaching dresser…
Remove two inlet…
Grinding 2nd ring and…
Put old type wheel in…
Remove grinding…
Mount next type chuck…

Attach overhead chuck…
Remove dresser…
Remove chuck from…
Attach ring loader…
Closing machine…
Remove old type…
Remove old type chuck…
Mounting clamping…
Chuck adjustment for…
Making small…
Remove connections…
Remove clamping unit
Adjstment for anagle…
Remove 3 bolts of chuck
Attach inlet chute…
Taking backing off for…
Taking chuck on chuck…
Activities

Time in Seconds Cumulative Percentage

Fig. 4. Pareto chart of internal activities of bore grinding machine

Comulative Percentage
Pareto Chart of External Activities
Time in Minutes

40 100%
30
20 50%
10
0 0%
adjustm…

(Shoe…

Idle Time
checking

Search
plate face

lapping
Driving
Dresser

matching
spindle

plate

Tool
Driving
Ring

Activities

Setup Time Before SMED(min) Setup Time After SMED (min)
cum Per

Fig. 5. Pareto chart of External activities of bore grinding machine

IX. Action Follow-Up, Completion, Check,

Closing:
Whether the action plan is executed or not is to
be verified by taking feedback from operators
and changeover department.
The time for internal activities is reduced from
78 minutes to 60 minutes. For external activities,
time is reduced from 105 minutes to 62 minutes.
Therefore total time is reduced from 183 minutes
to 122 minutes i.e. about 33% reduction in
previous setup time as shown in fig. 6.
Fig. 6. Result of SMED execution 
V. Conclusion
New approach for setup time reduction is
proposed for effective utilization of SMED by
combining it with tools of lean manufacturing

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like ECRS. The results illustrate that 33% setup Inventory”, Journal of Operations Management
changeover time reduction can be achieved with Vol. 9, No. 1, January 1990
above methodology

VI. References

[1] R. Sundara, A. N. Balajib, R. M.

SatheeshKumar, “A Review on Lean
Manufacturing Implementation Techniques”,
12th GLOBAL CONGRESS ON
MANUFACTURING AND MANAGEMENT,
GCMM 2014, Procedia Engineering 97 ( 2014 )
1875 – 1885
[2] Pablo Guzmán Ferradás, Konstantinos
Salonitis, “Improving changeover time: a
tailored SMED approach for welding cells”,
Forty Sixth CIRP Conference on Manufacturing
Systems 2013, Procedia CIRP 7 ( 2013 ) 598 –
603
[3] Liker J. K. and David Meier, The Toyota
Way Field book, McGraw-Hill, New York, pp.
70-80,163, 2006
[4] Janez Kušar, Tomaž Berlec, Ferdinand
Žefran, Marko Starbek, “Reduction of Machine
Setup Time”, Strojniški vestnik, Journal of
Mechanical Engineering 56(2010)12, 833-845
[5] Yash Dave, Nagendra Sohani, “Single
Minute Exchange of Dies: Literature Review”,
International Journal of Lean Thinking Volume
3, Issue 2 (December 2012)
[6] M. Kemal Karasu, Mehmet Cakmakci,
Merve B. Cakiroglu, Elif Ayva, Neslihan
Demirel-Ortabas, “Improvement of changeover
times via Taguchi empowered SMED/case study
on injection molding production”, Measurement
47 (2014) 741–748
[7] Mohammed Ali Almomani, Mohammed
Aladeemy, Abdelhakim Abdelhadi, Ahmad
Mumani, “A proposed approach for setup time
reduction through integrating conventional
SMED method with multiple criteria decision-
making techniques”, Computers & Industrial
Engineering 66 (2013) 461–469
[8] James R. Freeland, John P. Leschke,
Elliott N. Weiss, “Guidelines for Setup-Cost
Reduction Programs to Achieve Zero

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