0. SMED Techniques for Quick Changeovers
Center of Excellence
SMED Techniques for Quick Changeovers
School of Operational Excellence
October 2006

1. Objectives
What is Changeover?
What is Quick Changeover & How is it Beneficial?
Six Stages of Changeover Improvement
Tools Used for Changeover Improvement
Summary & Bibliography

2. SMED Quick Changeover Training Objectives
In order to promote improved changeover times and and reap the benefit of Availability improvement in our OEE, this session will:
Define changeover
Define Quick Changeover
Discuss the goals of Quick Changeover
Identify the benefits of Quick Changeover
Illustrate the impact on key performance indicators
Define stages of Quick Changeover
Describe how to apply Quick Changeover approach

3. Objectives
What is Changeover?
What is Quick Changeover & How is it Beneficial?
Six Stages of Changeover Improvement
Tools Used for Changeover Improvement
Summary & Bibliography

4. What is Changeover & What is Changeover Time?
The process of changing from one production run to another
The total elapsed time required to change from the last good piece of a production run to the first good piece of the next run at full production rate or speed

5. Objectives
What is Changeover?
What is Quick Changeover & How is it Beneficial?
Six Stages of Changeover Improvement
Tools Used for Changeover Improvement
Summary & Bibliography

6. What is Quick Changeover?
Quick Changeover is
A performance improvement activity that focuses on:
Reducing the changeover time
Reducing the cost and effort required to perform a changeover
Extracting the benefits that streamlined changeovers provide to many related areas of the production system

7. Benefits of Quick Changeover
Why reduce changeover time?
Increase production capacity
Increase the number of changeovers
Reduce batch sizes
Decrease inventory levels
Reduce lead time
Increase flexibility to respond to customer demand
Create competitive advantage

8. Traditional Changeover Vs. “Pit Stop Mentality”
To understand the basic concept of Quick Changeover/SMED, it helps to look at cases outside manufacturing. A classic example is the pit stop process for a race car… it involves a host of practices that minimize the time and effort required
Changing a tire on the side of the road
A pit stop tire change
VS.
Car is not positioned in a good spot
Driver must change tire on his or her own
Driver is not well prepared or trained
Tire jack is hard to locate and prepare
Tire jack is manual and slow to raise the car
Wheel nuts are hard to remove and require many turns for removal and installation
Time and performance is not tracked, only concern is that job is complete
Car is quickly positioned in ideal spot
Driver has coordinated team for change
Pit crew team is well trained and practices often
High speed jack is ready to use before pit stop
Tire jack is automatic and raises car almost instantly
High speed air tools remove and attach nuts in under under a second
Time and performance is tracked religiously, and crews are graded for their speed and accuracy

9. Classic Quick Changeover: Airport Arrival/Departure
Commercial airlines face a significant penalty when valuable assets are “down” at the gate
Goal: Fast turnaround of aircraft with minimum delay to departing and arriving passengers
Unload/load baggage on roller conveyer with bar-coded baggage tracking
Preposition full and empty baggage carts
Preposition fuel truck for high-speed fuel dump
Prebrief pilots
Precook, package, and load meals
Perform computer-assisted plane preflight check
Use flexible ramp jet way
Use marked taxi and park lines
Precheck passengers and position close to gate
Use 2nd service door to enable parallel food and passenger loading 9 6 8 7 4 5
767
737 10 1 3 2 8

10. Quick Changeover: Milk Filler
Goal: Minimize filler machine downtime
Load new product caps while last of old caps are being used in feeder tube
Sequence product to minimize amount of purging required (e.g., run dark beverages at end of day)
Have new product already flowing through feed lines while last of old product is being used in bottling chamber
Have all machine programs preloaded
Have quick change procedure for label feeder
Operator from other line assures that bottles of old and new product are not mixed in crates (while main operator does core changeover activities) 1 2 3 4 5 6

11. Traditional Views of Changeovers: Myths!
Long production runs and large batches are necessary to offset changeover costs
Increased inventory costs are offset by reducing changeover costs when an economic order quantity is produced (EOQ)
Changeover time is fixed and cannot be reduced
But changeover can be reduced

12. Quick Changeover Example
Current situation
Improved performance
Customer demand = 2,500 drums
Reduced changeover time
Product mix = A B C D E
40 minutes to 10 minutes
Cycle time = 9.8 seconds per drum
No. of changeovers = 4 per day
Changeover time = 40 minutes
Lead time = 1 day
Time Available = 450 minutes
No. of changeovers = 1/day A B C D E
Batch size = 2,500 drums
Day 1
Lead time = 5 days A B C D E
Day 1 A
CHANGEOVER
Day 1 A B C D E
Day 1
Day 2 B A B C D E
Day 1 C
Day 3 A B C D E
Day 1 D
Day 4 E
Day 5
Do more changeovers!

13. Quick Changeover Leads to Performance Benefits
Quick changeover can lead to either more frequent setups or an increase in available production time, both of which can substantially improve plant performance
1 hour changeover
6 times/day A B C A B C
Total available daily run time = 18 hours
30 minute changeover
12 times/day
Same run time, more changeovers
Less inventory, more flexibility,
shorter run times and lead times
Inventory
costs
Customer
service A B C D E A B C D E A B B C D
Total available daily run time = 18 hours OR
Can use to increase capacity
30 minute changeover
6 times/day
Same changeovers, more run time
OEE is . . .
Less downtime, more
available production
time with same resources
Downtime
costs
OEE A B C A B C
Product mix could affect which strategy you would pick, depending on fiber, steel, or plastic
Total available daily runtime = 21 hours

14. Objectives
What is Changeover?
What is Quick Changeover & How is it Beneficial?
Six Stages of Changeover Improvement
Tools Used for Changeover Improvement
Summary & Bibliography

15. Six Stages of Changeover Improvement
A proven six-stage methodology can be used to apply Quick Changeover
Stage
Pull systems should precede or coincide with Quick Changeover implementation
Observe and measure the total changeover time
Separate internal and external steps
Convert as many internal steps as possible to external steps
Eliminate waste from internal steps
Eliminate waste from external steps
Standardize and maintain the new changeover procedure

16. Stage 1: Observe & Measure Total Changeover Time
The first stage in a Quick Changeover program involves determining the baseline changeover time
What is the correct method of measuring changeover time?
Changeover time should be recorded as the interval between the stopping and full-speed restart of operations - normally between the last good part produced in a production run and the first good part produced in the next production run
Actual shop floor measures and recording of changeover times often provides the only picture of the current conditions on the floor.
0 minutes
CHANGEOVER TIME
60 minutes
Last GOOD piece
First GOOD piece

17. Stage 2: Separate Internal & External Steps
The second stage involves determining what steps could be performed outside the actual changeover process
Internal steps
External steps
Activities occurring during the changeover that can only be performed when production is shut down
Activities that could be performed during a production run
This is the critical driver for Quick Changeover improvements – a high percentage of operations are usually external steps that could be done before or after the changeover process
Machine is operating
Remove dies
Change blades or tooling
Loosening/tightening critical bolts
Cleanup
Tool preparation and retrieval
Assemble subcomponents
Paperwork

18. Stage 2: Separate Internal & External Steps cont.
The first stage in a Quick Changeover program involves determining the baseline changeover time
CHANGEOVER TIME
First GOOD piece
Last GOOD piece
0 minutes
60 minutes
20 minutes
EXTERNAL
INTERNAL
EXTERNAL
Identify when the activity occurs during the current environment
Determine if internal activities can be converted to external

19. Stage 3: Convert Internal to External
The first stage in a Quick Changeover program involves determining the baseline changeover time
CHANGEOVER TIME
First GOOD piece
Last GOOD piece
0 minutes
60 minutes
20 minutes
EXTERNAL
INTERNAL
EXTERNAL
15 minutes
EXTERNAL
INTERNAL
EXTERNAL
Any activity that does not have to be performed when the machine is not running should be converted to an external activity, such as clean up paperwork, tools in a safe manner

20. Stage 3: Convert Internal to External cont.
The third stage involves moving steps outside the changeover process
Examples of external steps that may be moved outside of the changeover process
Current changeover step
Improvement proposal
Retrieve die from die storage area
Heat die to operating temperature after installing in machine
Gather tools, bolts, connectors, etc.
Clean die from last run before removal
Do paperwork for last run
Contact changeover personnel when production finished and wait for them to arrive
Stage die at press before changeover begins
Preheat mold before changeover begins
Pre-stage all materials necessary ahead of time
Clean die in die shop between runs
Wait until run begins to complete paperwork
Perform changeovers to a planned schedule and contact personnel before production stops, or train operators to perform their own changeovers

21. Stage 3: Convert Internal to External cont.
The third stage involves moving steps outside the changeover process
Stage tools in the area before the changeover so time will not be spent retrieving them during the changeover process
Stage dies at the machines prior to beginning the changeover
Wait until the changeover is complete to fill out paperwork

22. Stage 4: Eliminate Waste from Internal Steps
The fourth stage involves shortening the time required to perform steps during the changeover
0 minutes
CHANGEOVER TIME
60 minutes
Last GOOD piece
First GOOD piece
15 minutes
EXTERNAL
INTERNAL
EXTERNAL
10 minutes
EXTERNAL
INTERNAL
EXTERNAL
Last GOOD piece
First GOOD piece
Utilize quick release tools to reduce part exchange
Implement positive stops to reduce positioning
Design standard parts to eliminate part exchange
Relocate parts and materials to reduce walking, searching, gathering time

23. Stage 4: Eliminate Waste from Internal Steps cont.
The fourth stage involves shortening the time required to perform steps during the changeover
Current method
Improved method
Fastening
Positioning
Adjustments
Loosen attachment bolts
Use manual tools (wrench, screwdriver, etc.)
Use bolts and nuts
Adjust to center manually
Adjust front-to-back position manually
Use different die heights in same press
Manually adjust temperature and speed (using trial and error)
Manually set programs for automated equipment
Use fewer or shorter bolts
Use air tools
Use quick (1-turn) fasteners
Use center pins and guides
Use stop-blocks to ensure proper position
Standardize die heights
Set temperature and speed at pre-determined standard
Pre-load programs

24. Stage 4: Eliminate Waste from Internal Steps cont.
Use slotted washers and holes
Use locator pins and guides
Use standard die heights or standardized blocks

25. Stage 4: Eliminate Waste from Internal Steps cont.
A Spaghetti Diagram can be used to analyze the walk patterns of changeover operators and improve the efficiency of the internal steps
Spaghetti diagram
Map out current walking path used in current state changeover
Problem solve around wasted motion during changeover

26. Stage 4: Eliminate Waste from Internal Steps cont.
A Spaghetti Diagram can be used to analyze the walk patterns of changeover operators and improve the efficiency of the internal steps
Spaghetti diagram
Note reduced
Wasted motion
Map out future state path to be used in changeover after eliminating waste

27. Step 4: Eliminate Waste from Internal Steps
A Spaghetti Diagram can be used to analyze the walk patterns of changeover operators and improve the efficiency of the internal steps
Changeover framework provides guidelines and possible solutions to eliminate waste
Eliminate
Make external
Make fast
Make parallel
Stage
• Checklists
• Preposition all tools and material close and complete
• Organize for sequential use
• Use extra man
• Automation
Fasten
• Eliminate excess fastening points
• Redesign for natural-gravity fit with no fasteners
• Remove/attach noncritical parts externally
• Modular subassembly
• Reduce threads
• Specialized tools
• Air wrench
• Clamps
• T/U slots
• Magnetics
• Hydraulics
Load/align
• Improve access to critical parts to avoid nonessential load/unload
• Separate critical subparts for minimal action
• Bolsters
• Subassembly
• Roller beds, air beds
• Forklift/crane loading
• Guide rails, pins
• Hydraulic/air loading
• Man-aids
• Jigs/floor marks
• Fail-safe alignment
Test
• Fix machine to eliminate source of variance
• Raise fitting tolerances
• Pretest or pre-fit on "mock" unit
• Clamping
• Quick measurement devices
• Visual marks for fit
Surface preparation
• Protective cover
• Pretreat
• Preclean
• Preheat
• Specialized clean/prep tools, e.g., air/vacuum

28. Stage 5: Eliminate Waste from External Steps
CHANGEOVER TIME
First GOOD piece
Last GOOD piece
0 min
60 min
10 minutes
EXTERNAL
EXTERNAL
INTERNAL
EXTERNAL
10 minutes
EXTERNAL
INTERNAL
EXTERNAL
Reduces total changeover time and improves OEE
Reduce required paperwork to eliminate waste in external activities
Relocate storage to reduce travel time and motion
Utilize standardize checklist to improve efficiency and accuracy

29. Step 5: Eliminate Waste from External Steps cont.
The fifth stage involves streamlining the steps performed external to the changeover
Examples of external steps that can be improved
Current situation
Improvement
Storing tools in a central storage area
Searching for/retrieving materials that are required to perform a changeover
Performing uncoordinated preparation activities before changeover begins
Storing tools in local area near equipment where they will be used
Ensuring that proper materials are provided in all areas of the plant
Using a standardized preparation checklist
Machine is operating with new die
External work is organized and made more efficient

30. Stage 6: Standardize & Maintain
Document the improved changeover procedure
Communicate to all involved
Training individuals responsible for changeover
Post standard work instructions for changeover
Establish a changeover goal
Measure, post, and track all changeover times
Time
Last
Best
6:30
minutes
5:00
Day 1 2 3 4 5

31. Stage 6: Standardize & Maintain
The sixth step involves standardizing the improved process, including training and auditing personnel to assure adherence
Changeover Standard Procedure Sheet
No.
Step
Planned time
Minutes
Actual time
Minutes
Remarks 1
Shut down machine
2:00
1.75 2
Remove die
1:00
1.00 3
Input computer settings
2:25
3.00
Difficulty inputting 1 setting 4
Insert new die
1:00
1.00 5
Unload old material
0:50
1:00
Slight feeder jam 6
Load new material
1:25
1.00 7
Restart machine
1:25
1.00 8
Start production
0:75
0.50
Totals
10:00
10:25
Total changeover time has been reduced, and machine downtime has been reduced from 60 minutes to 10 minutes, thus enabling batch size reductions, inventory reductions, and freeing 50 more minutes of machine run time. With 3 changeovers per shift and 2 shifts per day, this opens an additional 300 minutes of productive machine time daily, which enables an organization to increase production and/or avoid capital investments that may have been required without the Quick Changeover. Additionally, OEE is improved

32. Objectives
What is Changeover?
What is Quick Changeover & How is it Beneficial?
Six Stages of Changeover Improvement
Tools Used for Changeover Improvement
Summary & Bibliography

33. Post-It Notes Method Example

34. Post-It Notes Method Example

35. Tools for Analyzing Changeovers: Post-It Notes
USING “POST IT NOTES” METHOD
Video the changeover prior to Post It Note exercise
Using a video of changeover, identify all steps, from start to finish, number in order with time in seconds. Place info on Post it Notes
Identify step as INTERNAL or EXTERNAL (use “I” or “E”) on Post it Notes
Put Post it Notes on Wall in numbered order
Identify steps that can be eliminated and place Post It Notes in row marked “eliminate”
Separate INTERNAL from EXTERNAL
(Make row(s) of internal and row(s) of external)
Convert INTERNAL to EXTERNAL where possible
(identify improvement idea* and move Post it Note to External row)

36. Tools for Analyzing Changeovers: Post-It Notes
USING “POST IT NOTES” METHOD
Identify steps that can be done in parallel and place Post It Note in row marked “parallel”
Eliminate Waste from INTERNAL steps (make faster)
(identify improvement idea*, change time on Post it Note)
Eliminate Waste from EXTERNAL steps (make faster)
Establish “NEW” Changeover time from Post it Notes, prepare Standard Operations Instructions for changeover
* Keep track of improvements by step number

37. SMED Time Savings Spreadsheet: Example 1

38. SMED Time Savings Spreadsheet: Example 2

39. Tools for Analyzing Changeovers: Spreadsheet Example 2
FOLLOW THE LEARNED STEPS WHILE USING A SPREADSHEET
List all the steps in order, numbered, with time in seconds
Record time for steps eliminated in “Eliminate” column
If an internal step is made faster record time saved in “Make Faster” column
If an internal step is converted to external record time in “External” column
If step is converted to one done in parallel record time in “Parallel” column
Spreadsheet automatically displays New changeover time total and percentage savings
Create Standard Operation Instructions
NOTE: Place descriptive notes on changes made in right-hand column

40. Use Targets to Maintain Improvements Over Time
The standardization step should include tracking the performance of the Quick Changeover program, assuring the new process generates the proper performance output
Target
Average
June changeover times for Line 23
Targets must address . . .
Changeover time
Man-hours/ changeover
Minutes 70
Analysis 60 50
. . . to ensure that the anticipated benefits are being realized
First trial 40
Second trial
Target 30 20 10
Pull systems create a sense of urgency that forces changeover reductions to be maintained and improved 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Day

41. Objectives
What is Changeover?
What is Quick Changeover & How is it Beneficial?
Six Stages of Changeover Improvement
Tools Used for Changeover Improvement
Summary & Bibliography

42. SUMMARY
Changeover time is the total clock time from last good piece to first good piece at full production speed
Quick Changeover is a performance improvement tool to reduce changeover time and cost
Reduced changeover time can create a competitive advantage by lowering inventory cost, reducing batch sizes and lead time and increasing responsiveness to customer demand
There are 6 Stages of Quick Changeover:
Observe and measure the total changeover time
Separate internal and external steps
Convert internal to external
Reduce the internal steps
Improve the external steps
Standardize and maintain the new changeover procedure
Measure and post changeover results
Establish targets
DO MORE CHANGEOVERS!

43. REFERENCE MATERIALS
Quick Changeover for Operators: The SMED System created by The Productivity Press Development Team
A Revolution in Manufacturing: The SMED Systems by Shigeo Shingo
20 Keys to Workplace Improvement by Iwoa Kobayashi
Toyota Production System: An Integrated Approach to Just-in-Time by Yasuhiro Monden

44. Detail For SMED Game as modified K Svendsen,DJW
SET UP OF GAMES
Fours person teams
Timekeeper
Quality person
Assembler
Recorder of steps
Take amount of fixtures apart that you will need back to bolt posts leave in
Set up all parts away from work centers
Washers and pins mixed all together in piles or cups
This equals one tool crib
Die parts as well blue and red
Wrenches and scales all in one area
Team for Job 1 is to build to spec in the shortest amount of time
Record main steps
Record time for main steps
QC to help hit spec
Capture total time

45. Detail For SMED Game as modified K Svendsen,DJW
JOB 1 completed with red die inserted should be 8 to 10 minutes
DISCUSS:
What could we do to improve
What took the longest to and caused most problems in time
JOB 2
GIVE Shadow boards and allow to stage dies and spare parts( Washers) at machine
Change to Blue die should be approx 2 to 3 Minutes
DISCUSS: What took the longest discuss issues ( usually the location of the die left and right and the thickness issue again )
JOB 3
GIVE Die Block Spacer discs plus Screw and Allen wrench combo
Put Blue back in and change to Red Usually 1 to 1 ½ Minutes

46. Detail For SMED Game as modified K Svendsen,DJW
DISCUSS:
What could we do to improve
What took the longest to and caused most problems in time
Usually centering die or location of die
JOB 4
Give the die pins then change back to blue Approx 6 Seconds
Discuss Can we cut even more
Have clamp system pre- built and show that with slide in and hit clamp may achieve 50% more reduction
10 minutes to 3 seconds ??