SMED

Single Minute
Exchange of Dies
Presented By:
Sakshi Guleria (B009)
Vishal Kulkarni (B010)
Yashdipsinh Gohil (B011)
Tanu Godhwani (B012)
Mentored By:
Mr. Haresh Raulgaonkar
Overview- What, Why, Where, How, Who
In this presentation we will discuss the following
questions and learn how to use SMED for
continuous improvement. Through a Kaizen Event-
(Change for the Better) we will improve.

What is SMED?
Why is it important?
Where should it be used?
How do we use it?
How do we sustain it?
Who is responsible?
Where do we go from here?
2
It is time to come to terms.
What is the Current State?
What does Kaizen mean?
What does Poka Yoke mean?
What does SMED stand for?
What does TPM stand for?
What is the difference between Internal & External?


What does the Pro Forma mean?
What is the Future State?
What does Muda mean?
What is the Gemba?

Initial Set-Up Time
Change for the Better
Error Proofing
Single Minute Exchange of Dies
Total Productive Maintenance
Educated guess of the Future State
New Standard for Changeover
Wasteful Activity
Work Place
What has to happen when the machine is down and what can be done
prior or after
3
What is SMED? Single Minute Exchange of Dies
SMED (Changeover Reduction) is a tool supporting Lean
Manufacturing. It is used to control and
decrease downtime due to changeovers.
SMED supports the concept of continuous
improvement through the removal of waste.
SMED will make the job more structured,
repeatable and easier.
SMED will take care of our Customers better than
we do today.
4
What is SMED? Single Minute Exchange of Dies
5

Simpler

Simpler
Tool
Techni ques Beli efs
1996-2006 Simpler Business System 11.0
Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVED
For the Express Use of Simpler Members and Simpler Clients
Set-up Reduction
A Simpler operation is designed to be constantly
improved by all
Last Item
Type
Processed
Last Item
Type
Processed
First
Different
Item
Processed
First
Different
Item
Processed
Set- up Time
Time taken to switch
process and equipment
SMED is about increasing productivity by
decreasing the time from the last good
product to the first good product.
5
Why is SMED important?
Reducing set-up time helps us to better serve our
customer needs.
Decreases lead time
Smaller batch sizes
Increases flexibility
Growth opportunities
Increases Customer On Time delivery
Get product when they want it
Supports Takt Time-(Time a product takes to meet a demand-cycle time)
Run to Customer demand not standard
Allows us to keep all Customers happy
Each Customer gets what they want
The Customer
6
Why is SMED important?
Better able to provide all customers with what they want quicker &
decrease inventory.







DONE
IN
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3
1 2
CCCCBBBBAAAA
AAAABBBBCCCC
Schedule
Customer
DONE
IN
4
3
1 2
CBACBACBACBA
ABCABCABCABC
Schedule
Customer
Cycle Time
7
Why is SMED important?
Think how would you handle your own household.
Would you buy a weeks worth of groceries or a months worth at a
time. Why?

1. Money-Cash Flow
2. Space-Inventory
3. Dont need so much-Buy when needed
4. Perishable-Obsolete
8
Why is SMED important?
Line down time is costly. We need shorter
changeover time.
We are losing money when the line is down.
Increases profit
Increases uptime
Creates capacity
Creates space in the warehouse
Increases flexibility
Reduces cost per unit
Makes it easier for the operator to change over
Easier to train new operators
Keeps all Customers happy
9
Why is SMED important?
Improper set-ups can have negative effects on
equipment reliability, safety and quality.
SMED supports TPM (Total Productive Maintenance)
Uses Mistake Proofing or (Poka Yoke)
Reduces injuries due to machine failure
Establishes Standard Work for all operators
Assists with new operator training
10
Why is SMED important?
Controlling line down time
allows for better planning
and supports a Just In Time
strategy.
Less inventory
Accurate scheduling
1-Item flow
Increased flexibility
Better utilization of
operators time
Greater Profit Sharing
Greater Customer
satisfaction

11
Where should SMED be used?
SMED should be used on a
machine or process which
requires a complicated or time
consuming set-up. (On the average
86% of a process is waste.)
NASCAR example: You VS Pit Crew
Changing 4 Tires (1 Hour VS 15 Seconds)
SMED is supported strongly by
TPM, 6S and SW. It should be
used in an area to support
Visual Management practices.
SMED reinforces other Lean
Manufacturing tools and
should be used as part of an
on-going move toward
continuous improvement.
12
How do we use SMED?
SMED, as a Lean tool, can be used during a Rapid
Improvement Event, Just Do It, or Project.
Preparation for a SMED event should include:
Gathering data to support the current state.
Video Recording
Current records
Changeover time
Frequency Sheets
Continuous Improvement To Do List
Uptime
Maintenance schedule
Safety concerns or incidents
Building a team with process knowledge, support and
outside eyes.
13
How do we use SMED?
Define set-up & set Fence Posts

Running Product A Running Product B
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How do we use SMED?
Set a goal of at least a 50% reduction from the current state.

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Running Product A Running Product B
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How do we use SMED?
16
SMED
TRAINING
View
Current
State
Separate External
Steps From Internal
Steps
Look for Waste,
Steps and Time
in the Process
Brainstorm
Solutions to
Remove
Waste
Populate
Impact Matrix
with Action
Items
Complete Pro
Forma to Estimate
Improvements
Complete
Action Items
Observe
Future State
and
Document
Complete
Key Point
Sheet
Train
Personnel
Continuous
Improvement
Continuous Improvement Never Stops
If You Are Standing Still Your Competitors Will Pass You Up
How do we use SMED?
Videotape the area and then review the video
recording with the team and document the
Current State.-Initial Set-Up Time
Capture the steps used in the
changeover.
Document waste as it is
observed.
Stay focused on the current
state. (Fence Posts)
Try not to jump ahead to
improvement ideas.
If the video is unclear, visit the area (Gemba-Work Place) to gain a better
understanding of the steps involved.
17
How do we use SMED?
Use the video to perform time
observations.

List each step as you observe the
video.
Capture the time for each step &
the total time.
Capture walk & waiting times
separately (This will help with later
steps).
Observe waste in the process and
make notes.
Total time from each step should
equal the total time of the
changeover.
List each step on large easel
paper. Have three columns to the
right for Takt time, Total time and
Pro Forma of each step.

18
How do we use SMED?
Create a Bar Chart to illustrate the current
state.
Show each step and the time it takes.
Try to stay proportional when building the
chart.
Use the chart as a base line to measure
improvements.
This is the Current State Bar
Chart.
0
1000
2000
3000
4000
5000
6000
7000
8000
Current Internal External "Pro-Forma" Future State
8 2 50
8 0 0 0
7750
750 0
72 50
70 0 0
6 750
6 50 0
6 2 50
6 0 0 0
5750
550 0
52 50
50 0 0
4 750
4 50 0
4 2 50
4 0 0 0
3 750
3 50 0
3 2 50
3 0 0 0
2 750
2 50 0
2 2 50
2 0 0 0
1750
150 0
12 50
10 0 0
750
50 0
2 50
250 Cap cans
1250 Pack cans
500 Tail off cartons
1250 Take pallets
to warehouse
750 Get cans
1500 Fill cans
2250 Gas cans
500 Actuate cans
Document the
Current State
19
How do we use SMED? Kaizen
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1. Current State

2. Separate full steps to internal and external activity

3. Convert additional internal to external activity

4. Kaizen all remaining activity (Adjustments, tweaking)

5. Future State
E I E
E E I
E E I
I
E E I Target 50% Improvement
How do we use SMED?
Move internal steps to
external steps.

Internal steps are those steps
that take place when the
machine has gone down for
the changeover. (We are
not making money)

External steps are those
steps that can be done
either before the machine
has gone down or after the
machine has started up. (We
are still making money)
PRODUCT: Shift: Date: C/O Time:
SFO# ATI# : Concentrate# :
S
T
E
P
I E Y/N C/A Required
1 E
2 E
3 E
4 E
5 E
I E Component # Pre staged Operator
Changeparts
Verified
Tools
Present C/A Required
6 E N/A
7 E
8 E
9 E N/A N/A N/A N/A
10 E
11 E
12 E
13 E N/A N/A
14 E N/A N/A
15 E N/A N/A
16 E N/A
17 E N/A N/A
18 E N/A N/A
I E Bench Mark Average Actual C/O Time
19 I 14
20 I 38+Flush 72
21 I 10
22 I
23 I 26+Gas 77
24 I 13
25 I 27 52
26 I 26 57
27 I 15 43
28 I 58
29 I
30 I 13
31 I 20
I E
Changepart
stored
properly
Status Check
Complete
32 E
33 E
34 E
35 E N/A
36 E
37 E
38 E
39 E
40 E N/A
41 E
42 E N/A
43 E
Implemented by:
Other
Stickers
Tube Taper
Filler, Valves
Tipper
Capper
Tailoff/Case Coder/Taper
Case Erector
Case Packer
Bundler
Aerosol Changeover Setup Checklist Line 5
Assigned To Changepart repair required
Other
Other
Machine
Depal
Gasser/Crimper
Checkweigher/Coder
Tipper/Hand Actuate
Capper
Case Erector
Case Packer/Hand Packer
Tailoff/Case Coder/Taper
Checkweigher/Coder
Gasser
Filler
Case Packer
Case Taper
Tube Taper
Stickers
Tailoff/Case Coder
Valves
Crimper
C/A Required
Communication
Notify Formulation 90 min. prior to C/O (Radio ready)
Checkweigher/Coder
Tipper
Capper
Case Erector
Filler, Valves
Notify An-Lab 90 min. prior to C/O (Radio Ready)
Gasser/Crimper
Machine
Depal
Notify PQA 90 min. prior to C/O
Filler Operator has established Radio Contact with Formulations
Depal
Notify Material Handler 90 min. prior to C/O
Machine
Internal
External
21
How do we use SMED?
Separate Internal from External activities. Move Internal to
External.

Internal- What has to be done when the machine is down.

External- What can be done while the machine is still running.

Eliminate adjustments- Poka Yoke-Error Proofing

Kaizen- (Change for the Better) Internal activities and 6S External
activities.

Eliminate Set-Up. (Tools, blocks, gauges, markings)

Internal
External
22
Brainstorming Ideas
Look at the waste you observed in the
video and brainstorm ideas to remove
it.
Write ideas into action items on
colored post-its.
Target the largest time blocks on the
Current State Bar Chart.
23
Walking-
Point of
Use
Make
Tool-less
Move to
External
Different
Method
Standardize
Bolts
0
1000
2000
3000
4000
5000
6000
7000
8000
Current Internal External "Pro-Forma" Future State
8 2 50
8 0 0 0
7750
750 0
72 50
70 0 0
6 750
6 50 0
6 2 50
6 0 0 0
5750
550 0
52 50
50 0 0
4 750
4 50 0
4 2 50
4 0 0 0
3 750
3 50 0
3 2 50
3 0 0 0
2 750
2 50 0
2 2 50
2 0 0 0
1750
150 0
12 50
10 0 0
750
50 0
2 50
250 Cap cans
1250 Pack cans
500 Tail off cartons
1250 Take pallets
to warehouse
750 Get cans
1500 Fill cans
2250 Gas cans
500 Actuate cans
Rearrange
Steps
How do we use SMED?
Eliminate Adjustments
Figure out how to turn Adjustments into Settings
Think about locating holes, stop blocks, color coding,
gauges
No more tweaking
Make the first part a good part every time

FROM
T
O
Tuff Stuff 22 oz
A31
25.2 +/- 2
Tire Foam 18 oz
A70/DME
26.0 +/- 2
Tire Shine 18 oz
A70/DME
26.1 +/- 2
SOAG 21 oz
A70/DME
30.0 +/- 2
Sct. H/W 15 oz
A70
42.8 +/- 2
Gumout 16 oz
A110
46.5 +/- 2
Gumout 19 oz
A110
55.1 +/- 2
Fix-A-Flat 12 oz
134A
88.0 +/- 2
Aqua Net 11 oz
DME
91.6 +/- 2
Fix-A-Flat 16 oz
134A
117.5 +/- 2
Fix-A-Flat 20 oz
134A
143.0 +/- 2
3M Dust. 10 oz
152A
287.5 +/- 2
_ 0 Turns 0 Turns 1/4 Turn 1 1/4 Turns 1 1/2 Turns 2 1/4 Turns 2 Turns 3 3/4 Turns 3 Turns 3 3/4 Turns 11 Turns
0 Turns _ 0 Turns 1/4 Turn 1 1/4 Turns 1 1/2 Turns 2 1/4 Turns 2 Turns 3 3/4 Turns 3 Turns 3 3/4 Turns 11 Turns
0 Turns 0 Turns _ 1/4 Turn 1 1/4 Turns 1 1/2 Turns 2 1/4 Turns 2 Turns 3 3/4 Turns 3 Turns 3 3/4 Turns 11 Turns
1/4 Turn 1/4 Turn 1/4 Turn _ 1 Turn 1 1/4 Turns 1 3/4 Turns 1 3/4 Turns 3 1/2 Turns 2 3/4 Turns 3 1/2 Turns 10 3/4 Turns
1 1/4 Turns 1 1/4 Turns 1 1/4 Turns 1 Turn _ 1/4 Turn 1 Turn 1 1/2 Turns 2 3/4 Turns 2 1/2 Turns 3 Turns 10 1/4 Turns
1 1/2 Turns 1 1/2 Turns 1 1/2 Turns 1 1/4 Turns 1/4 Turn _ 3/4 Turn 1 1/4 Turns 2 1/2 Turns 2 1/4 Turns 3 Turns 10 Turns
2 Turns 2 Turns 2 Turns 1 3/4 Turns 1 Turn 3/4 Turn _ 1 Turn 2 Turns 2 Turns 2 3/4 Turns 9 3/4 Turns
4 1/4 Turns 4 1/4 Turns 4 1/4 Turns 4 Turns 3 1/4 Turns 3 Turns 2 1/2 Turns _ 1/4 Turn 1 Turn 1 3/4 Turns 8 1/4 Turns
4 1/2 Turns 4 1/2 Turns 4 1/2 Turns 4 1/4 Turns 3 1/2 Turns 3 1/2 Turns 2 3/4 Turns 1/4 Turn _ 3/4 Turn 1 1/2 Turns 8 Turns
6 1/4 Turns 6 1/4 Turns 6 1/4 Turns 6 Turns 5 1/4 Turns 5 1/4 Turns 4 1/2 Turns 1 Turn 1 1/2 Turns _ 3/4 Turn 7 Turns
8 Turns 8 Turns 8 Turns 7 3/4 Turns 7 Turns 7 1/4 Turns 6 1/2 Turns 1 3/4 Turns 3 Turns 3/4 Turn _ 6 Turns
17 1/2 Turns 17 3/4 Turns 17 3/4 Turns 17 1/2 Turns 17 1/4 Turns 18 Turns 17 1/2 Turns 6 1/4 Turns 11 Turns 5 1/4 Turns 4 1/2 Turns _
Note : 1 Turn is one full revolution of the adjustment knob
SOAG 21 oz
A70/DME
30.0 +/- 2
Sct. H/W 15 oz
A70
42.8 +/- 2
Tuff Stuff 22 oz
A31
25.2 +/- 2
Tire Foam 18 oz
A70/DME
26.0 +/- 2
Tire Shine 18 oz
A70/DME
26.1 +/- 2
= Adjust Down (Turn Clockwise) = Adjust Up (Turn Counterclockwise)
Gas Weight Adjustment Matrix for AL4 Gasser
Gumout 16 oz
A110
46.5 +/- 2
Gumout 19 oz
A110
55.1 +/- 2
Fix-A-Flat 12 oz
134A
88.0 +/- 2
Aqua Net 11 oz
DME
91.6 +/- 2
Fix-A-Flat 16 oz
134A
117.5 +/- 2
Fix-A-Flat 20 oz
134A
143.0 +/- 2
3M Dust. 10 oz
152A
287.5 +/- 2
10 141 115 114 109 114 101 xxx 191
9 121 99 98 94 98 88 xxx 164
8 101 83 82 79 82 73 xxx 137
7 82 67 66 64 66 60 xxx 110
6 62 51 50 49 50 45 110 83
5 42 35 34 34 35 30 74 56
4 23 19 18 19 19 16 57 29
3 4 xxx xxx xxx xxx xxx xxx xxx
DME A31 A46 A70 A70/DME A110 134A 152A
NOTE: 12 turns per 1 inch
DME 1.6
A31 1.3
A46 1.3
A70 1.2
A70/DME 1.3
A110 1.2
134A 3
152A 2.2
H
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t o
T
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f H
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Grams per turn
Top of Booster Plate
Top of Handle
24
Make It Simple
How do we use SMED? Muda
Look for the 8 wastes in the process?
Defects- Creating WIP (Work in Progress) or waste
Overproduction- Too much, too early
Waiting Time- Waiting for something before continuing
Non-Utilized Talent- Damage to people
Transportation- Moving people or materials
Inventory- Accumulation of product to be worked
Motion- Unnecessary human movement (Turning, twisting, bending,
taking steps, etc)
Extra Processing- Non value added to the process
Wasteful Activity
25
How do we use SMED?
Eliminate the Set-Up
Believe that all set-ups can be eliminated
On the average 86% of a process is waste
Improve until its a single touch set-up
Ideal State is less than 10 minutes
Eliminate the set up through Rapid Improvement Events and Projects
Trial and error, learn by doing
Continue to believe that set-up is a short term problem
Work to implement a long term solution

26
Set-Up Reduction Ideas
Develop checklists for all items necessary for
changeover
Tools, gauges, materials, parallel operators, etc.
Perform checks on all items to insure proper function and
fit
Tools sharpened, rebuilt or preset
Stage all items at the workplace
Die carts, tool boards
Think like the Operating Room
Try to stay within a few feet of the process at all times
Prepare operating conditions prior to changeover
Flush ready, next product ready
27
Populate the Impact Matrix
Use an Impact Matrix to organize and prioritize improvement
ideas.
Difficulty
I
m
p
a
c
t

Impact Matrix
Do it this
week
Action
Item List
When
time
allows
Kill It
28
Brainstorm
Ideas
How do we use SMED?
Build a Pro Forma bar on your Bar
Chart utilizing the improvements that
have been proposed.
Pro Forma- An educated Guess of the Future State
Go through each step and discuss
any improvements and what effect
they should have on the time for
that step.
Build the Pro Forma with the new
time for each step.
Compare the Pro Forma bar to the
Current State bar. What percent
improvement can be expected?
Pro Forma/Current State minus 1 = % Improvement
29
0
1000
2000
3000
4000
5000
6000
7000
8000
Current Internal External "Pro-Forma" Future State
8 2 50
8 0 0 0
7750
750 0
72 50
70 0 0
6 750
6 50 0
6 2 50
6 0 0 0
5750
550 0
52 50
50 0 0
4 750
4 50 0
4 2 50
4 0 0 0
3 750
3 50 0
3 2 50
3 0 0 0
2 750
2 50 0
2 2 50
2 0 0 0
1750
150 0
12 50
10 0 0
750
50 0
2 50
250 Cap cans
1250 Pack cans
500 Tail off cartons
1250 Take pallets
to warehouse
750 Get cans
1500 Fill cans
2250 Gas cans
500 Actuate cans
How do we use SMED?
Work on the Do it this week
items from the Impact
Matrix.

List action items
Assign responsibility.
Meet back at regular
intervals to discuss
progress.
Update progress
It may take several
Rapid Experiments to
achieve optimal results

30
Impact
Matrix
Action
Item
List
How do we use SMED?
Observe the Future State.
Record the new changeover.
Test the improvements and new process.
How have the new processes helped?
Record the new times for each step. (Seconds)
31
How do we use SMED?
Use the new times to make a Future
State bar on your Bar Chart.

Compare the Future State with
the Pro Forma.

Were you able to meet the Pro
Forma?

Were you able to meet your
goals?

Use this Bar Chart for presentation
only.

BAR CHART
32
0
1000
2000
3000
4000
5000
6000
7000
8000
Current Internal External "Pro-Forma" Future State
8 2 50
8 0 0 0
7750
750 0
72 50
70 0 0
6 750
6 50 0
6 2 50
6 0 0 0
5750
550 0
52 50
50 0 0
4 750
4 50 0
4 2 50
4 0 0 0
3 750
3 50 0
3 2 50
3 0 0 0
2 750
2 50 0
2 2 50
2 0 0 0
1750
150 0
12 50
10 0 0
750
50 0
2 50
250 Cap cans
1250 Pack cans
500 Tail off cartons
1250 Take pallets
to warehouse
750 Get cans
1500 Fill cans
2250 Gas cans
500 Actuate cans
How do we sustain SMED?
Make a Key Points Sheet for the SW-
(Standard Work) Board.
This will be used to help train operators
with the new process.
Make a Changeover Visual Control to
be used at the SW Board.
This will be used to track changeovers
and assist in sustainment.

33
Key Points
Visual
Control
Sheet
Where do we go from here?
Sustainment! Sustainment! Sustainment!
What can we do to help with sustainment?
Talk with other people to let them know about the benefits of a more
organized facility.
Encourage change for the better (Kaizen) and assist with new ideas.
Follow up on your event and raise attention when sustainment has
slipped. (Audits)
Everyone must follow the key point sheet.
We must collect data that is needed.
Everyone must be on board!

Continuous Improvement Never Stops!!!
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