Quick Changeover SMED

QUICK CHANGE OVER
Single
Minute
Exchange of
Dies

Changeover time
Traditional setup
Single Minutes Exchange of Dies
QUICK CHANGE OVER
SMED Process Steps
Ideas for Improvement
CONTENTS

INTRODUCTION
Setup
Time
Mold Change
Colour Change
EQUIPMENT
SIX BIG LOSSES
Mold change
Inspect/Adjust
0
Breakdowns
Last good part
1st Piece Time
(good or bad)
1st Good
Piece Time
Available time
Setup/
adjustment
Changeover time:
Definition
Available operating time
Idling/minor stoppages
The time elapsed between when the last good pieceof product A comes off
and the first good piece of product B starts.
Speed
Actual operating time
Defects in process rework
Effective
Operating time
Start-up losses

INTRODUCTION
History : Land costs in Japan were very high, therefore it was not feasible to store large inventories of vehicles
QUICK
CHANGE OVERS
“A rapid and efficient way of converting a process from running the current product to running the next product “
Developed by Shigeo Shingo
( in the late 1950’s and early 1960’s) chief engineer of Toyota
Reduces the waste of inventory by creating shorter production runsthat better align with customer demand

QUICK CHANGEOVER IN LEAN

TRANSFORMATION
TRADITIONAL
VS
SMED
How long does it take to change the tire???

6 “Traditional” Setup Steps

INTRODUCTION
What is “World-Class”
in Quick Changeovers?
SMED:
Single Minute Exchange of Die
Concept that says all setups should and can take less than 10 minutes
OTED:
One Touch Exchange of Die
Concept that says all setups should and can take less than 100 seconds!

The SMED Process

Reduce inventory
Reduce batch sizes
Reduce changeover time
Reduce impact on equipment utilization
Improve quality after changeover
Improve repeatability
Improve throughput
Improve flexibility

GOALS
Document internal and external procedures
Convert internal activities to external activities
Separate internal and external activities.
Observe and record
Streamline all activities

THE SMED PROCESS
1. OBSERVE AND RECORD
REMEMBER!!!
These activities are not conducted for the purpose of eliminating jobs or reducing people!
We should always:

Notify the party to be observed ahead of time
Explain why we are conducting an observation
We’re observing the activity not the person
What we are trying to accomplish
Explain the possible benefits for them and the company
Review the observation with the individual
Coaching
Clarification
Identify internal and external elements,
waste/lost time,
variances from the standard process

THE SMED PROCESS
Run
All Setup
Activities
I
I
I
I
E
E
E
E
Run
Internals
Externals
Run
2. SEPARATE INTERNAL AND EXTERNAL ACTIVITIES
Internal elements:
operations that must be performed while the machine/process is stopped
Post-setup
External elements:
operations that can be performed while the machine/process is running
Externals
externals

THE SMED PROCESS
Internals
Externals
Run
Internals
Run
Externals
Internals
3. CONVERT INTERNALS TO EXTERNALS ACTIVITIES
Internals
Externals
Run
Internals
Externals
Run
Eliminate adjustment
Run
Externals

THE SMED PROCESS
How to convert externals to internals ?

Eliminate search-and-find work
Arrange tools & materials beforehand
Complete prep work before starting changeover
Standardize settings
Make visual marks vs. trial and error adjustments
Eliminate trial runs
Postpone “put away” work

THE SMED PROCESS
4. STREAMLINE ALL ACTIVITIES
BEFORE
Last good piece of product A
First good piece of product B
Streamlined
External
elements
Streamlined
External
elements
AFTER CHANGE OVER
Streamlined
internal
elements
Machine
running
Machine
running
External elements
External elements
Total
setup
Machine
running
Machine
running
Internal
elements
Machine
running
Machine
running
Internal and external elements
STREAM
LINE
Total setup
Total setup

THE SMED PROCESS
STREAMLINE
INTERNAL PROCESS
STREAMLINE
EXTERNAL PROCESS
Create Parallel steps – completed at the same time
Reduce complexity and eliminate waste

Use functional fixtures and jigs

one motion fasteners
levered or one-turn fasteners
interlocking wedge or slot

Eliminate adjustments

use angle and flat
use preset pins, guides, notches etc.

Eliminate need to leave the machine

Use POUS and water spider
Adopt functional standards

Visual factory locations for tools
Color coding
Standard set ups
Checklists

ADOPT
QUICK DIE CHANGEOVER
( QDC) HARDWARE

THE SMED PROCESS
5. DOCUMENT INTERNAL & EXTERNAL PROCEDURES

Make adjustments, as needed
Re-test, if necessary

THE SMED PROCESS

WHEN SHOULD YOU AUTOMATE??

Criterion 1:

The operation has already been dramatically simplified

Criterion 2:

Begin with semi automation to achieve 80% benefit at 20% cost

Criterion 3:

The automation is cost-effective

IDEAS FOR IMPROVEMENT
Gauges
Set blocks
Stop gauges
Setup sheet
Prints
Special instructions
Special tools
SET-UP TOOL CARTS

Rollers
SET-UP
DIE CARTS
T
ools
T
urntable
Documentation

Slide
Slot
Model
value
address
ORGANIZE & STORE IN PROXIMITY
Block
gauge #
Cover
Line #
Part
Slot address labels

Clamping height
Add
spacers
here
Cut away
here
STANDARDIZE CLAMPING HEIGHT

Dial gauge
Linear gauge
& pointer
Adjusting
screw
Adjusting
wedge
Adjusting
pin
Better Still
Better
Interior space
Spring
(inaccessible)
plate

L
clamp
Socket wrench
removes screw
Socket head cap screw
Nut is not removed
for setup!
4-piece clamp
4
3
2
AFTER
Die heights vary
Standardize clamp heights on dies
Streamlined 1-Piece Clamp
Spring
Spring
BEFORE
1
Die
Die
Bolster
Plate
Bolster
Plate

Before
Mold
Cam
lock
Stopper
After
TOGGLE LOCK DOWN CLAMP
QUICK RELEASE CAM LOCK
Eliminate bolts

Die
Before
Top view
Bolster
Die
Slot
2. Tighten
After
Side view
Bolster
1. Lift
Bolt & Slot
Centering Jig
Hinged Bolt

Are you ready to face the
“World Class” challenge?