1. Quick Changeovers & SMED6
Recommend reading Shingo’s SMED book.
No class activities in this module
Make sure the three videos are linked in the program. If the videos are not in the same folder as the .ppt, they will not play. The file name is listed in that slide’s notes.
You may have to delete the videos, then re-insert it using: Insert>Movies and sounds>Movie from file>Browse
Don’t forget to re-size the video
We need to decide about handouts.

2. Learning Objectives
At the completion of this unit the participant will be able to:
What are Quick Changeovers?
Why Quick Changeovers?
The 8 Steps to Quick Changeovers
What is SMED?
The 7 Steps to SMED
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3. The Race is Won in the Pits
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4. File: 1994Indy500.wmv
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5. What is a Changeover?
The amount of time taken to change a piece of equipment from producing the last good piece of a production lot to the first good piece of the next production lot
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6. When is the Changeover Complete?
Running product A
Downtime = Muda or Waste
Running product B
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7. Why Quick Changeovers? Quick changeovers reduce lead time
Increase overall velocity
Machines only create value when they are running and not sitting idle
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8. Why Quick Changeovers? Reduce lot sizes
When lot sizes are reduced, the customer’s lead time is also reduced
This is because most of the lead time is waiting (queue time)
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9. Quick Changeovers Reduce Inventory
Fast changeovers greatly reduce the need for inventory buffers
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10. Improves On-Time Delivery Performance
Removing the non-value added time results in the customer getting their product sooner
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11. 8 Techniques to Quick Changeover
Separate internal from external setup operations
Convert internal to external setup
Standardize function, not shape
Use functional clamps or eliminate fasteners altogether
Use intermediate jigs
Adopt parallel operations
Eliminate adjustments
Mechanization
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12. What is SMED? Single Minute Exchange of Dies
Developed by Shigeo Shingo
A system designed to radically reduce the amount of time to perform a changeover or setup
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13. Shingo’s Success “A Revolution in Manufacturing: The SMED System”
Toyota, using his techniques, reduced setup time from days to three minutes
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14. Focus on the Process, not the Technology
SMED should be inexpensive
Well planned
Well practiced
Well executed
Without Standard Work, there is no continuous improvement
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15. Shingo’s Success
Changing dies on stamping machines took up to three days to complete
Placed precision measuring devices on the die – used instead of eyeballing
Tools designated for SMED were located close by
Cut the changeover time to less than 10 minutes!
Toyota found that the most difficult tools to change were the dies on the large transfer-stamping machines that produce car vehicle bodies. The dies – which must be changed for each model – weigh many tons, and must be assembled in the stamping machines with tolerances of less than a millimeter, otherwise the stamped metal will wrinkle, if not melt, under the intense heat and pressure.
When Toyota engineers examined the change-over, they discovered that the established procedure was to stop the line, let down the dies by an overhead crane, position the dies in the machine by human eyesight, and then adjust their position with crowbars while making individual test stampings. The existing process took from twelve hours to almost three days to complete.
Toyota's first improvement was to place precision measurement devices on the transfer stamping machines, and record the necessary measurements for each model's die. Installing the die against these measurements, rather than by human eyesight, immediately cut the change-over to a mere hour and a half.
Further observations led to further improvements – scheduling the die changes in a standard sequence (as part of FRS) as a new model moved through the factory, dedicating tools to the die-change process so that all needed tools were nearby, and scheduling use of the overhead cranes so that the new die would be waiting as the old die was removed. Using these processes, Toyota engineers cut the change-over time to less than 10 minutes per die, and thereby reduced the economic lot size below one vehicle.
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16. 7 Steps to Implementing SMED
1. Observe the current methodology
Watch a full changeover at least once – more is better
Videotape is best
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17. 7 Steps to Implementing SMED
2. Separate the INTERNAL and EXTERNAL activities. Internal activities are those that can only be performed when the process is stopped, while External activities can be done while the last batch is being produced, or once the next batch has started. For example, go and get the required tools for the job BEFORE the machine stops.
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18. 7 Steps to Implementing SMED
3. Convert (where possible) Internal activities into External ones (pre-heating of tools is a good example of this).
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19. 7 Steps to Implementing SMED
4. Streamline the remaining Internal activities, by simplifying them. Focus on fixings - Shigeo Shingo rightly observed that it's only the last turn of a bolt that tightens it; the rest is just movement.
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20. Only the final turn on a bolt adds value The interrupted screw (or
interrupted thread) provides
one means of clamping and unclamping something quickly. Artillery breeches have been sealed in this manner since the nineteenth century.
Note from SRG: I see these in the SMED literature, but was unable to find them for sale.
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21. 7 Steps to Implementing SMED
5. Streamline the External activities, so that they are of a similar scale to the Internal ones.
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22. 7 Steps to Implementing SMED
6. Document the new procedure and the actions that are yet to be completed.
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23. 7 Steps to Implementing SMED
7. Do it all again: For each iteration of the above process, a 45% improvement in set-up times should be expected, so it may take several iterations to cross the ten-minute line.
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24. Improvements with Successive Runs
Run 1 illustrates the original situation.
Run 2 shows what would happen if more changeovers were included.
Run 3 shows the impact of the improvements in changeover times that come from doing more of them and building learning into their execution.
Run 4 shows how these improvements can get you back to the same production time but now with more flexibility in production capacity.
Run N (not illustrated) would have changeovers that take 1.5 minutes (97% reduction) and whole shift time reduced from 420 minutes to 368 minutes a productivity improvement of 12%.
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25. In the following video, identify any wasteful activities.
Look For…
Look for opportunities to eliminate waste in your changeovers, then go after them.
In the following video, identify any wasteful activities.
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26. File: Milwaukee Pit Stop.wmv
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27. Look For
Shortages, mistakes, inadequate placement of needed equipment. Can be avoided by using check tables, especially visual ones, and setup on an intermediary jig.
Inadequate or incomplete repairs to equipment.
Optimization for least work as opposed to least delay.
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28. Look For
Unheated molds which require several wasted 'tests' before they will be at the temperature to work.
Equipment using slow, precise adjustments for the large coarse part of adjustment.
Lack of visual lines or benchmarks for part placement on the equipment.
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29. Look For
Forcing a changeover between different raw materials when a continuous feed, or near equivalent, is possible.
Lack of functional standardization, that is standardization of only the parts necessary for setup, e.g. all bolts use same size spanner, die grip points are in the same place on all dies.
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30. Look For Much operator movement around the equipment during setup.
More attachment points than actually required for the forces to be constrained.
Attachment points that take more than one turn to fasten.
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31. Look For Any adjustments after initial setup.
Any use of experts during setup.
Any adjustments of assisting tools such as guides or switches.
Requiring “experts” limits flexibility.
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32. Current changeover
Identify and group Internal vs. external requirements
Where possible, convert internal item to external
Minimize time requirements for both internal and external items
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33. File: Formula 1 Pit Stop_1.wmv
You might want to re-play this one a few times.
They are performing a well-choreographed dance.
For instance, watch the crew member in the lower left. First he brings a new tire, then picks up another tool and does something at the rear of the car. His movements flow and no motion is wasted
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34. Parallel Operations Using Multiple Operators
Level load the changeover
Balance the tasks
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35. Teamwork - Parallel Operations Using Multiple Operators
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36. SMED Tool Carts
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