How to reduce the losses which we create during the switching of two jobs in a same machine or losses while switching of Dies

1. SINGLE MINUTE
EXCHANGE OF DIES (SMED)

2. 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.

3. Total elapsed changeover time, Tc =Run-down period + Set-up period
+ Run-up period
3

4. 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

5. History
The concept arose in the late 1950s and early 1960s, when Shigeo Shingo,
was consulting to a variety of companies including Toyota, and was
contemplating their inability to eliminate bottlenecks at car body-
moulding presses.
• 1950-Forms first stage of SMED : Involves splitting a setup operation
into internal and external set ups
• 1956-58—Worked for Mitsubishi Ship buildings
• Invents a new system for hull assembly of 65,000 ton super-tanker
• Cut time from four months down to three and than two months
• 1970-Originated SMED system at Toyota
• Wrote more than 14 books
• Including Toyota Production System

6. Pit stop in F1 Race
https://www.youtube.com/watch?v=RRy_73ivcms
The reduction of time in pit stops during F1 races is one of the beautiful
example of SMED.

7. Reducing Set-Up Time

8. Stages Of SMED
TOTALSETUPTIME
INTERNALSETUPTIME
120 MINS
STAGE I
Segregate
Internal
External
Elements
STAGE II
Convert some
Internal
Elements or
parts of those to
External
Elements
STAGE III
Reduce times of
residual Internal
Elements
80 MINS
40 MINS
7 MINS

9. The SMED Process
 Observe the current methodology.
 Separate internal and external Operations.
 Identify the tasks which can be eliminated.
 Convert maximum internal operations to external
Operations.
 Streamline the remaining Internal activities.
 Streamline External activities.
 Document the new procedure and the actions that are yet to
be completed.
 Do it all again.

10. 1. Observe the current methodology
 Watch a full changeover at least once – more is
better.
 Do documentation of all the activities happening
during the changeover.

11. Data recording Format
Company Name
Process : Roll Change Area : Machine No :
Start Time : Name :
S.N
o.
ACTIVITY TIME(min)
INTERNAL
EXTERNAL
NEEDED
WORKS
MOTION
TRANSPORT
ATION
WAITING
SEARCHING
ELIMINATE
COMBINE
REDUCE
SIMPLIFY
REMARK

12. Look for
 Shortages, mistakes, inadequate placement of needed
equipment.
 Equipment with slow adjustments for the large coarse
part of adjustment.
 Proper placing of all required equipment which are
used.
 Lack of functional standardization, that is
standardization of only the parts necessary for setup,
e.g. all bolts use same size spanner, Same type of bolts
used, die grip points are in the same place on all dies.

13. Look for
 Much operator movement around the equipment
during setup.
 More attachment / bolting points than actually
required.
 Attachment points that take more than one turn to
fasten.
 Any adjustments after initial setup.
 Any use of experts during setup.
 If there is waiting for anything.

14. 2. Separate internal and external Operations.
Separate the INTERNAL and
EXTERNAL activities.
 External Operation : One that may be
completed while machine is in
operation.
 Internal Operation : One that requires
the shut down of the machine for
completion.

15. 3. Identify the tasks which can be eliminated.
Look for operation / tasks which can be eliminated
like, waiting for tools, waiting for crane, etc..

16. 4. Convert maximum internal operations to
external Operations
Convert (where possible) Internal
activities into External ones.

17. 5. Streamline the remaining Internal activities
 Simplify the remaining internal activities
 For e.g. It's the last turn of a bolt that
tightens it; the rest is just movement.
 And also adopt parallel operations.

18. The interrupted screw (or interrupted thread)
provides one means of clamping and
unclamping something quickly.

19. 6. Streamline External activities.
Complete all the external Activities before the
change over happens.

20. 7. Document the new procedure and the actions
that are yet to be completed.
 Document all the activities which occurred.
 Note all the activity which are not completed
and make action plan.

21. 8. Do it all again
 Repeat all the steps for the next change over.

22. Example Tools
Split thread bolts

23. Example Tools

24. Example Tools
Reduce the amount of
turns required in order to
activate the screw.

25. Shadow Board

26. Benefits of SMED
• Increases throughput by reducing setup
times
• Eliminates setup errors
• Increases safety
• Reduces the cost of setups
• Reduces waiting times and inventory
buildups
• Reduced setup time