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SMED
SMED
Single Minute
Exchange of Dies
(Set-Up Reduction)
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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.
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SMED
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
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SMED
Why is SMED important?
Better able to provide all customers with what they want quicker & decrease inventory.
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Cycle Time
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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. Don’t 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
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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
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SMED
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 operator’s
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.11
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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
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”.12
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SMED
How do we use SMED?
Define set-up & set “Fence Posts”
Running Product A Running Product B
Last
Goo
d P
rodu
ct
Firs
t G
ood
Pro
duct
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SMED
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 BLa
st G
ood
Pro
duct
Firs
t G
ood
Pro
duct
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SMED How do we use SMED this week?
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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
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SMED
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.
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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?
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.
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500 Actuate cans
Document the Current State
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SMED
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 EI
E EI
I
E EI Target 50% Improvement
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SMED
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)
Internal External
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SMED
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
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SMED
Brainstorming Ideas
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Walking-Point of
Use
Make Tool-less
Move toExternal
DifferentMethod
StandardizeBolts
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.
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RearrangeSteps
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SMED
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
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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 1.6A31 1.3A46 1.3A70 1.2
A70/DME 1.3A110 1.2134A 3152A 2.2
Ha
nd
le H
eig
ht I
n In
che
s (M
easu
re F
rom
Top
of B
oost
er P
late
to T
op o
f Han
dle)
Grams per turn
Top of Booster Plate
Top of Handle
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Make It Simple
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SMED 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
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SMED
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 it’s 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
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SMED
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
6S
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SMED
Populate the Impact Matrix
Use an Impact Matrix to organize and prioritize improvement ideas.
Difficulty
Imp
act
Impact Matrix
Do it this week
Action Item List
When time
allows
Kill It
Low
High
High
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Brainstorm Ideas
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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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1250 Pack cans
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750 Get cans
1500 Fill cans
2250 Gas cans
500 Actuate cans
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SMED
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
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Impact Matrix
ActionItemList
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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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SMED
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
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Curre
nt S
tate
Inte
rnal
BarExt
erna
l Bar
Pro-F
orm
aFut
ure
State
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1500 Fill cans
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-56%
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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.
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KeyPoints
VisualControlSheet
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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
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 TRAIN PERSONNEL
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MON
TUE
WED
THU
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SMED
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”?
What does “ “ say?
Set-Up Reduction
Initial Set-Up Time
Change for the Better
Error Proofing
Single Minute Exchange of Dies
Total Productive Maintenance
Educated guess of the Future StateNew Standard for ChangeoverWasteful Activity
Work Place
What has to happen when the machine is down and what can be done prior or after
Click for each answer below
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