Introductory presentation for SMED

1. SINGLE
MINUTE
EXCHANGE OF
DIES
MANISH PATIL

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

3. How long
does it take to
change the
tire???

4. 6 “TRADITIONAL” SETUP STEPS
Preparation Ensures that all the tools are working properly and are in the right location.
Extraction
The removal of the tooling, raw material, and support equipment after the
production lot is completed.
Mounting
The placement of the new tool, support equipment, and raw material before
the next production lot.
Establishing
Control Settings
Setting all the process control settings prior to the production run.
First Run
Capability
This includes the necessary adjustments required after the first trial pieces are
produced.
Setup
Improvement
The time after processing during which the tooling, machinery is cleaned,
identified, and tested for functionality prior to storage.

5. 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:

6. REMEMBER!!!
These activities are not
conducted for the
purpose of eliminating
jobs or reducing people!
1. Observe the Current Process
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
SMED Process

7. 2. Differentiate Internal and External
SMED Process
All Setup Activities Run
III IE E EE Run
Externals Internals Run
ExternalsPost-setup
externals
Internal elements:
operations that must be performed while the machine/process is stopped
External elements:
operations that can be performed while the machine/process is running

8. 3. Convert Internal into External
SMED Process
InternalsExternals Run
InternalsExternals Run
InternalsExternals Run
Externals Internals Run
Externals Internals Run
Eliminate adjustment

9. 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
SMED Process

10. SMED Process
4. & 5. Streamline All Operations
Machine
running
Machine
running
Last good piece of
product A
First good piece of
product B
Total setup
Internal and external elements
Internal
elements
Machine
running
Machine
running
Last good piece of
product A
First good piece of
product B
Total setup
External elements External elements
Streamlined
internal
elements
Machine
running
Machine
running
Last good piece of
product A
First good piece of
product B
Total
setup
Streamlined
External
elements
Streamlined
External
elements
BEFORE
AFTER
CHANGE
OVER
STREAM
LINE

11. STREAMLINE
INTERNAL 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
STREAMLINE
EXTERNAL PROCESS
 Adopt functional standards
 Visual factory locations for
tools
 Color coding
 Standard set ups
 Checklists
ADOPT
QUICK DIE
CHANGEOVER
( QDC)
HARDWARE
SMED Process

12. Benefits of SMED
Stockless production which drives capital turnover rates
Reduction in footprint of processes with reduced inventory freeing floor space
Productivity increases or reduced production time
Elimination of unusable stock from model changeovers and demand estimate
errors
 Goods are not lost through deterioration
Ability to mix production gives flexibility
New attitudes on controllability of work process amongst staff