1. SMED applied to businesses
Tools are more powerful if you have educated users
Tiago Lopes, Industrial Engineer/Executive MBA, May 2017

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What is S.M.E.D. ?
In Industrial environments, SMED (Single-Minute Exchange of Dies) is a system for dramatically reducing the time it takes to complete equipment changeovers.
The essence of the SMED system is to convert as many changeover steps as possible to “external” (performed while the equipment is running), and to simplify and streamline the remaining steps.
The name Single-Minute Exchange of Dies comes from the goal of reducing changeover times to the “single” digits (i.e. less than 10 minutes).It relies on the concept of Setups (Internal and External)
Source based on

3. Steps in the SMED Methodology1 2 3 4 5 6
Steps in the SMED Methodology
As any other continuous improvement tool, SMED requires discipline and engage thought to plan and pilot activities that creat value I
RUN A
Distinguish Internal and External Setup
Remove External Setup
Convert Internal to External
Streamline Internal and External Setup P 1 2 3
RUN B E
Identify Changeover activities
Identify Changeover activity and time
Separate Internal and External activities
Remove External activities from Changeover period
Convert Internal to External activities
Streamline (Reduce) Internal activities
Streamline (Reduce) External activities
Mechanization / Automatization of activities
Continue with improvement virtuous cycle

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Applying the methodology to business example the externalization of an area of business (spinoff)
In a Vertical integrated Business Activity we have and value activities
High
Low
1st At the beginning, all value creation activities are mixed and undistinguishable
Internal L
Low
2nd Start separating the activities that create high and low value within the business process
Internal
Low
3rd Externalize – or automate – activities that are highly repetitive & predictable, don’t create enough value and/or not strategic to the company
Internal
Low
External
4th Increase performance by reducing resources applied to create value and demand same degree of commitment to externalized operations
Internal
Low
External
“Gain”

5. Conclusion Of course is not a copy paste approach...1 2 3 4 5 6
Conclusion
Of course is not a copy paste approach...
...but the dynamics can be replicated with the objective to achieve business continuous improvements
In 2013 researchers at Oxford University and concluded that 47% of all jobs could be automated...will you start to control your destiny or just hope for the best?

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End note
Dear readers, My goal is to share a fresh and different view on a probably much discussed theme… I will only know if I achieved my purpose if you are able to provide me feedback. Thanks in advance!

7. Who am I? I’m an Industrial Engineer and exec. MBA Experienced in1 2 3 4 5 6
I’m an Industrial Engineer and exec. MBA
Experienced in
Management: Plant Management, Business management, Project Management, VA/VE and other special projects
Operations: Supply chain, Industrial footpath & Green field operations, Lean process installation & Ergonomics, Lean 6 Sigma continuous improvement
Finance: P&L, Cost calculation, Price target strategies
International footpath,
Passionate for sci-fi and strategy