This document discusses Single Minute Exchange of Dies (SMED), a method developed by Shigeo Shingo to reduce changeover times in manufacturing. SMED separates changeover tasks into internal and external activities, converts internal tasks to external to reduce downtime, and streamlines all changeover activities. Implementing SMED can reduce changeover times from hours to minutes, increasing production flexibility and reducing costs. The five stages of SMED are: 1) observe current changeover, 2) separate internal/external tasks, 3) convert internals to externals, 4) streamline all tasks, and 5) document new standardized changeover procedures.

2. SINGLE MINUTE EXCHANGE OF
DIES (SMED)
WELCOME TO THE PRESENTATION OF

3. GROUP MEMBERS

4. INTRODUCTION
Changeover time
Definition: The time
elapsed between when the
last good piece of product
A comes off and the first
good piece of product B
starts.

5. INTRODUCTION- HISTORY
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 runs
that better align with customer demand

6. QUICK CHANGEOVER IN LEAN
CONTINUOUS
IMPROVEMENT
Pull/Kanban Cellular/flow
POUS
TPM
Quality at Source
Standardized Work
Quick Changeover
Batch Reduction Teams
5S systems Plant LayoutVisual Controls
VALUE
STREAM
MAPPING

7. SINGLE MINUTE
EXCHANGE OF
DIE(SMED)
SMED: Concept that says all
setups should and can take
less than 10 minutes.
Traditional
SMED

8. SMED- REAL WORLD EXAMPLE
3000-ton Sheet metal stamping press:
Traditional
Time: 4 Hours
SMED
Time: 3 Minutes
Improvement: 98.7%, or a factor of 80

9. SMED- REAL WORLD EXAMPLE
400-ton LIM molding press with 16-cavity tool:
Traditional
Time: 3 Hours
SMED
Time: 5 Minutes 20 seconds
Increase in effective capacity equal to 15,544
additional parts

10. HOW TO REDUCE SET-UP COST?
By reducing
setup time
By reducing
wastages
By reducing
various costs

11. Present
desired
settings
Use quick
fasteners
Use locator
pins
Prevent
misalignm
ents
Eliminate
tools
Make
movements
easier
REDUCING SET-UP TIME

12. 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
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.

13. THE SMED PROCESS
End with 5S.
Standardize changeover tasks.
Stay with the machine at all times.
Set and attach ( no fine tuning)
Work from specific positions & standards ( no adjusting).
Utilize Quick Connectors (No bolts needed).
Transfer Internal Time to External Time
Begin With 5S
Eight Rules for Quick Changeover:

14. Reduce
inventory
Reduce batch
sizes
Reduce
changeover
time
Reduce impact
on equipment
utilization
Improve
quality after
changeover
Improve
repeatability
Improve
throughput
Improve
flexibility
THE SMED PROCESS- GOALS

15. Observe
and Record
Separate
internal
and
external
activities
Convert
internal
activities to
external
activities
Streamline
all
activities
Document
internal
and
external
procedures
THE SMED PROCESS

16. STAGES OF
SMED

17. OBSERVE AND RECORD
We Should always:
Notify the party to be observed
ahead of time.
Explain why we are conducting
an observation
Explain the possible benefits
for them and the company
Review the observation with
the individual
1
❑ Identify internal and external
elements,
❑ waste/lost time,
❑ variances from the standard process

18. SEPARATE INTERNALAND
EXTERNALACTIVITIES 2
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

19. CONVERT INTERNALS TO
EXTERNALS ACTIVITIES
3
Eliminate Adjustment

20. CONVERT INTERNALS TO
EXTERNALS ACTIVITIES
3
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

21. STREAMLINE ALL
ACTIVITIES
4

22. STREAMLINE ALL
ACTIVITIES
4
STREAMLINE
INTERNAL PROCESS
•Create Parallel steps
– completed at the
same time
•Reduce complexity
and eliminate waste
STREAMLINE
EXTERNAL PROCESS
•Adopt functional
standards-Visual
factory locations for
tools, Color coding
,Standard set ups
Checklists

23. Document new process
•Create new work sheets that include
all the steps of the new process
•Get all needed approvals
•Train all workers
•Post the standardized work sheets
(STW)
DOCUMENT INTERNAL &
EXTERNAL PROCEDURES
5
Create new process
• Document who will do what and when
• Practice quick changeover (QCO) before doing it
Test new process
• Run pilot of new process
• Document steps of new process
• Time steps of new process
• Document improvement opportunities
• Videotape and look for additional opportunities

24. 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

25. SMED IN DAILY LIFE
Planted , Grown &
harvested Food
Fast Food , instant food,
frozen food.
Self Pick Up Delivery Services
Tie shoes Slip on shoes
In person registration Online registration

26. SHINGO PRIZE
The Shingo Prize
for Excellence in
Manufacturing
was established in
1988 in honor of
Shigeo Shingo.
The Prize
promotes world-
class
manufacturing
and recognizes
companies that
achieve superior
customer
satisfaction and
business results.
The philosophy of the
Shingo Prize is that
worldclass business
performance may be
achieved through focused
improvements in core
manufacturing and
business processes.

27. Thank You
If any questions ,feel free to ask us.