SMEDSingle Minute Exchange of Die

ORQuick Changeover

Agenda

SMED

AGENDA

» Introduction» Background and History» What are we trying to accomplish

w/SMED and why?» How– A look at Traditional Setup– The “steps” to SMED– Ideas for Improvement

» Examples» Summary

Agenda |

SMED

Introduction

SMED

Core Concept of CI (continuous improvement)

Introduction | Concept of CI

SMED

INTRODUCTION

» A quick way of changing the “setup” from one “thing” to another.

Introduction |

SMED

» Also known as Quick Changeover, reducing the time it takes to setup for the next “kind of thing”

» Examples of “setups”• Welding Steel, then welding Aluminum• Changing from Accounts Payable to

Receivable• Changing from one size drill bit to another

HELPS ……

» Reduce the need for large batches/inventory

Introduction | Helps…..

SMED

» Reduce Handling waste (transportation)» Smaller batch sizes help align output with the needs and requests of the customer

» Less inventory means defects will be easier to find and resolve

» Less inventory means raw materials will wait less» Modifies the “economic lot size” calculation

» Increases uptime of ……. equip, people, systems

Background / History

SMED

Where did this come from?

» Developed in the 50’s 60’s by Shigeo Shingo, chief engineer of Toyota

Background & History |

SMED

» Land costs in Japan were very high, not feasible to store large inventories of vehicles

» Quick Changeover provided a solution to the common large batch sizes

» More importantly, there is nothing new here, all common sense things, once we change the way we look at inventory.

What Are We Trying to Accomplish w/SMED & Why

SMED

What Exactly Are We Trying To Do?

» Reduce the time it takes to make the changeover from one product to another, from one “thing” to another.

Implementing SMED | What?

SMED

» From 1 day to 1 hour» From 1 hour to 10 minutes» From 10 minutes to 30 seconds

» Reducing lost (wasted) time from CHANGEOVERS

What is Changeover?» The process of converting a machine, line, or

system from “running” one product to the next.» The act of replenishing materials.

Implementing SMED | Defining Changeover

SMED

What is Changeover Time?» The total elapsed time between the last unit of the

previous run, to the first unit of the next run

(at full line efficiency, and quality)

REALITY CHECK!» Is this even possible?

Implementing SMED | Examples

SMED

» Examples:» Changing a tire on the side of the

freeway VS Nascar Pit Crew

» A shortcut on your desktop» Tooling that can be used for more

than one type of job.

» Screw drivers that load themselves

More Examples

Implementing SMED | Examples

SMED

» 50 ton press changed from one product to the next in under 2 minutes VS 3 hrs– Video Clip – Martin Doors

The Benefits of SMED / Quick Changeover

» Better quality, less variation– Well defined & “cleaner” setup processes

Implementing SMED | Why / Benefites

SMED

» Better Flexibility– Rapid change from product to product– Better able to respond to customer

demand– Example: Woodland Furniture» Lower Cost– Less need to stock inventory between

operations that require large amounts of set time

» Better worker utilization– Less time spent on setup or waiting for the run to

start

The Benefits of SMED / Quick Changeover

» It is a customer-driven requirement. Customers are demanding:– Product and service diversity – Lower costs – Higher reliability and quality

Implementing SMED | Why / Benefites

SMED

» So organizations must…– Produce smaller lots, more frequently.– Expand the scope and diversity of

products– Reduce quality defects.

The HOW of SMED

SMED

The Traditional Approach to Setups

» Set ups are expected, something we have to live with, value not questioned

» Therefore…– Use highly skilled setup personnel– Minimize product variety– Combine lots– Make large batches

The How | Traditionally

SMED

It looks like this» Prepare

– Ensures that all the tools are working properly and are in the right location

The How | Traditionally

SMED

» Removal /Exit– Remove previous tooling, exit existing setup

» Shut Down– Stop the equipment and/or process

» Installation / Entry– Install or enter next setup

» Tweek– Make adjustments to setup, setting process controls

» 1st Run and validation– Sometimes called 1st Article, inspect to make sure setup

meets standard

The Steps of SMED

» Step 1 – Observe, Record, Analyze

The How | Steps

SMED

» Step 5 – Document improved process as Standardized Work (train, audit)

» Step 2 – Recognize Internal and External process steps

» Step 3 – Move internal to external

» Step 4 – Streamline all activities.

Step 1 – Observe, Record, Analyze

» Same principles as taught in Standard Work for Operators– Collect data on Time Observation Form– Get good detail

The How | Step 1

SMED

Step 2 – Recognize Internal and External process steps

» Internal set-up activities.– Elements in the changeover which can

only be done when the machine is stopped.

» External set-up activities.– Elements that can be performed when

the machine is running.

The How | Step 2

SMED

» Examples of both???

Step 3 – Move Internal to External

» Study each internal step and ask if it can be made external.– What to look for:

– Needed equipment hard to get to, not available– Tools not readily available.– Quality inspections of materials

» Ask why the remaining internal steps can’t be external.– Re-examine the true function of each step.– What to look for:

– Can process steps be run in parrallel?– Can better documentation provide needed information

The How | Step 3

SMED

Step 4 – Streamline remaining activities

» Analyze the activity, and discuss all possible ways of improving the step.

» Study the external activities as well as the internal activities.

» What to look for:– Fastenings – Are bolts needed? If so remember that only

the last turn tightens a nut or bolt.– Standardize bolt heads.– Standardize die heights.– Equipment and material availability and accessibility.

The How | Step 4

SMED

Step 5 – Document improved process as Standardized Work (train, audit)

» Create necessary documentation– See Standard Work training session

– Visual docs– Can be used for training and Auditing

The How | Step 5

SMED

» Train & Audit

Examples

SMED

Office SMED examples

» Computers that multi-task

Examples | Office

SMED

» Three hole punch» Frequently used applications open,

shown at the bottom of the screen

» Frequently used applications open, shown at the bottom of the screen

Manufacturing SMED examples

» Modified bolts, tighten in few turns

Examples | Manufacturing

SMED

Manufacturing SMED examples

» Make it easy to clean

Examples | Manufacturing

SMED

Manufacturing SMED examples

» Tools that “line themselves up”

Examples | Manufacturing

SMED

Manufacturing SMED examples

» Designs that don’t require set ups

Examples | Manufacturing

SMED

» Equipment that can do a variety of “things”

Other SMED examples» Using a team to “parallel process” the setup

Examples | Other

SMED

SUMMARY

SMED

To Summarize

» SMED is all about reducing the amount of value added work time lost due to setups and changeovers

» Standardized Work goes hand in hand with SMED

» SMED Applies to more than just manufacturing, and more than just “exchanging dies”

» The only thing better than a quick changeover is no changeover at all

Summary |

SMED

Things to Remember

» Doing more than one thing at a time, parrallel processing

» Hitting a changeover or setup with a team

» Doing as much preparation ahead of time as possible.

» Multiple “copies” of setups

Summary | Things to Remember

SMED