SMED

SMED
(Set-Up Reduction)

Single Minute
Exchange of Dies
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SMED

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?
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SMED

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.
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SMED

What is SMED? Single Minute Exchange of

Dies

SMED is about increasing productivity by

decreasing the time from the last good

product to the first good product.

SMED

Why is SMED important?

The Customer

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
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Each Customer gets what they want

SMED

Why is SMED important?

Cycle Time

Better able to provide all customers with what

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they want quicker & decrease inventory.

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Schedule

SMED

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
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SMED

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

SMED

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

SMED

Why is SMED important?

Controlling line down time

allows for better planning and

supports a Just In Time
strategy.

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Less inventory
Accurate scheduling
1-Item flow
Increased flexibility
Better utilization of operators
time
Greater Profit Sharing
Greater Customer satisfaction

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SMED

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.
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SMED

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

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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.

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SMED

How do we use SMED?

First Good Product

Running Product A

Last Good Product

Define set-up & set Fence Posts

Running Product B

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SMED

How do we use SMED?

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Set a goal of at least a 50% reduction from

First Good Product

Running Product A

Last Good Product

the current state.

Running Product B

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SMED

How do we use SMED this week?

Continuous Improvement Never Stops
If You Are Standing Still Your Competitors Will Pass You Up

Train
Personnel

SMED
View
TRAINING Current
State

Complete Key
Point Sheet
Observe
Future State
and Document

Continuous
Improvement

Complete
Action Items

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Complete Pro Forma

to Estimate
Improvements

Look for Waste,

Steps and Time
in the Process

Separate External
Steps From Internal
Steps
Brainstorm
Solutions to
Remove
Waste

Populate Impact
Matrix with
Action Items

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SMED

How do we use SMED?

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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 (GembaWork Place) to gain a better understanding of
the steps involved.
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SMED

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.
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SMED

How do we use SMED?

Document the
Current State

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.

is the Current
State Bar Chart.

This

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SMED

How do we use SMED?

Kaizen

1. Current State

I
2. Separate full steps to internal and external activity

3. Convert additional internal to external activity

4. Kaizen all remaining activity (Adjustments, tweaking)

E
5. Future State
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I
E

E
I

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Target 50% Improvement

SMED

How do we use SMED?

Internal
External

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)
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SMED

How do we use SMED?

Internal
External

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)

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SMED

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.
Rearrange
Steps
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WalkingPoint of
Use

Make
Tool-less

Move to
External

Different
Method

Standardize
Bolts 22

SMED

How do we use SMED?

Eliminate Adjustments

Make It Simple

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

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SMED

How do we use SMED?

Muda

Wasteful Activity

Look for the 8 wastes in the process?

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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
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SMED

How do we use SMED?

Eliminate the Set-Up

Believe that all set-ups can be eliminated

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

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On the average 86% of a process is waste

Improve until its a single touch set-up
Ideal State is less than 10 minutes

Work to implement a long term solution

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SMED

Set-Up Reduction Ideas

6S

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

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Flush ready, next product ready

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SMED

Populate the Impact Matrix

Use an Impact Matrix to organize and

prioritize improvement ideas.

Action Item
List

When
time
allows

Kill It

Lo
w

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Do it this
week

Difficulty

Hi
g

Brainstor
m Ideas

Impact Matrix

Impact

gh
Hi

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SMED

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

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SMED

How do we use SMED?

Do it
this week items from

Work on the

the Impact Matrix.

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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

Impact
Matrix

Action
Item
List
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SMED

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)

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Ba
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Pr al B
oar
Fo
Fu r m
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SMED

How do we use SMED?

Use the new times to make a

Future State bar on your

Bar Chart.

BAR CHART
-25%

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.

-56%

-75%

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SMED

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.

Visual
Control
Sheet
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Key
Points

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SMED

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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SMED

MON

TUE

WED
THU

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SMED Training Format

SMED TRAINING
VIEW CURRENT STATE
SEPARATE EXTERNAL STEPS FROM INTERNAL

STEPS
LOOK FOR WASTE 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
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TRAIN PERSONNEL

SMED

It is time to come to terms.

Click for each

answer below

Initial Set-Up Time

What is the Current State?
Change for the Better
What does Kaizen mean?
What does Poka Yoke mean?
Error Proofing
Single Minute Exchange of Dies
What does SMED stand for?
What does TPM stand for?
Total Productive Maintenance
What is the difference between Internal & External?
What has to happen when the machine is down and what can be done prior or after

What does the Pro Forma mean? Educated guess of the Future State
New Standard for Changeover
What is the Future State?
Wasteful Activity
What does Muda mean?
Work Place
What is the Gemba?

What does

say?

Set-Up Reduction
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