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  1. 1. Single Minute Exchange of Dies(SMED)
  2. 2. The concept arose in the late 1950s and early 1960s, when ShigeoShingo, was consulting to a variety of companies including Toyota, andwas contemplating their inability to eliminate bottlenecks at car body-moulding presses.Development of SMED by Shigeo Shingo • 1950-Forms first stage of SMED : Involves splitting a setup operation into internal and external set ups • 1956-58—Worked for Mitsubishi Shipbuildings • 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
  3. 3. Total elapsed changeover time,Tc, =Run-down period +Set-up period+Run-up period 3
  4. 4. “SMED = Exchange dies in less than10 minutes”
  5. 5. Single Minute Exchange of Dies is a philosophy where the target is toreduce all setups to less than ten minutes.SMED helps achieve lower costs, greater flexibility, and higherthroughput.It is one of the key factors allowing JIT to be successful.Single Minute Means: necessary setup time is counted on a singledigit.
  6. 6. The analysis and implementing of equipment and processchanges to reduce the setup and changeover time of changingtools in and out of machines.Die exchange is the generic term for removing a drill, cutter,punch, mold or die from a machine & replacing it with another typeon machines that are capable of producing more than one part.
  7. 7. Intended to reduce lot sizes as larger the lot the more inventorymust be purchased and stored, lost, damaged or made obsolete,more space required, more storage materials must be purchasedand labor and handling cost increase.Broken down into internal and external actions and doing theexternal activities before the tool is actually changed.Improvements are made using a three stage approach to timereduction.
  8. 8. By By Byreducing reducing reducing setup various wastages time costs
  9. 9. Preset desired Use locator settings pins Eliminate tools Use quick Prevent Make fasteners misalignments movements easier
  10. 10. It is a customer driven requirement. Customers aredemanding:• Product and service diversity• Lower costs• Higher reliability and quality.In essence organizations need to become leaner !So organizations must:• Produce smaller lots, more frequently.• Expand the scope and diversity of products and services.• Reduce quality defects.
  11. 11. Increased customer service levels andprofits, Via Waste Elimination resultingin :• Reduced Lead Times-Faster Delivery• Zero Inventories-Reduced Working Capital• Improved Quality• Improved Safety• Smaller lots of products-flexibility• Diversified Product & Service Options
  12. 12. To eliminate the wastes that result from “uncontrolled” processes Look Famiiar?increasing inventories and lead timesTo gain control on equipment, material & inventory.Apply Control Techniques to Eliminate Erosion of Improvements.Standardize Improvements for Maintenance ofCritical Set-up Parameters.
  13. 13. 120 MINS STAGE I Step 4 TOTAL SET UP TIME 80 MINS Develop One Step INTERNAL SET UP TIME Setup Training Plan STAGE II Segregate Internal Convert some 40 MINS External Internal Elements Elements or STAGE III parts of those to External Elements Reduce times of residual Internal 7 MINS Elements
  14. 14. Five Steps to Quick Changeover 18
  15. 15. Step 1 Step 2 Step 3 Step 4 Step 5Develop One Step Setup Develop Specific Develop Communication Develop One Step Implement One Step Implementation Team Implementation Plan Plan Setup Training Plan Set-up Separate Internal from External Progressive Reduction of Setup Setup Enhancements Processes Optimizing Setup Integrate Internal into Processes External Setup Step 6 Verification / Standardization
  16. 16. Separate internal from external setup operationsConvert internal to external setupStandardize function, not shapeUse functional clamps or eliminate fasteners altogetherUse intermediate jigsAdopt parallel operationsEliminate adjustmentsMechanization
  17. 17. Internal and external setup operationsmust be distinguished.• Internal setup operations can only be performed when the machine is stopped. (Example: Mounting or removing dies)• External setup operations can be conducted while the machine is operating. (Example: Transportation of tools and parts to where they are needed.)
  18. 18. Streamlining of all aspects ofsetup operations.• Emphasis is on eliminating both internal and external operations to reduce overall setup time. This involves investing in technology such as product redesign, new tooling, or automation.
  19. 19. Stockless production which drives capital turnover rates,Reduction in footprint of processes with reduced inventory freeing floor spaceProductivity increases or reduced production timeElimination of unusable stock from model changeovers and demand estimate errorsGoods are not lost through deteriorationAbility to mix production gives flexibilityNew attitudes on controllability of work process amongst staff
  20. 20. The Shingo Prize for Excellence in Manufacturingwas established in 1988 in honor of Shigeo Shingo. The Prize promotes world-class manufacturing andrecognizes companies that achieve superiorcustomer satisfaction and business results.The philosophy of the Shingo Prize is that world-class business performance may be achievedthrough focused improvements in coremanufacturing and business processes.
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