Single minute exchange of dies-Lean Manufacturing

1. LEAN MANUFACTURING
SINGLE MINUTE EXCHANGE OF DIE
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2. What is SMED?
▰ SMED stands for Single-Minute Exchange
of Die.
▰ Refers to the goal of reducing the
changeover time to single-digit minutes,
from a maximum of nine minutes down to
one (if possible).
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3. The basic principles of SMED are:
▰ Identify internal versus external changeover
tasks.
▰ Analyze each task’s real purpose and
function.
▰ Focus on no/low cost solutions.
▰ Aim to eliminate changeover time.
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4. History
▰ SMED began in Japan at Toyota.
▰ In the 1950s, consultant Shigeo Shingo
noticed an inefficient process at Toyota
involving the body molding process.
▰ The changeover took between two and eight
hours.
▰ Shingo projected that Toyota could save
money by speeding up the changeover
process. 4

5. Changeover time and Set-up
▰ Changeover time is the period between the last good
product from previous production order leaving the
machine and the first good product coming out from
the following production order.
▰ Set-up : The process of switching from the production
of one product to another in a machine or a series of
linked machine by changing parts, dies, molds or
fixtures.
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6. ▰ Style Changeover
time =
Run-down period +
Set-up Period +
Run-up period
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7. Run Down and Run Up time
▰ Run down Time: It is the time when the current style under
production leaves the first machine in the line and the capacity
drops. This Run Down Time continues till the current style leaves
the last machine in the line.
▰ Run Up Time: It starts from the time the first piece or first bundle is
loaded on to the first machine of the line and till the first good
piece is produced and steady production at full capacity starts.
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8. Elements of Set-up period
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Machine setting time:
Time required for setting the machine with folders
and attachment as per the new style, setting the
stitch length, adjusting the presser foot and minute
adjustment for fine tuning etc.
Batch setting time:
It is time required to set the machine for the new
style. Time is also involved in moving the machines
from the main shop floor area to the maintenance
area and back and rearranging them as per the
garment process flow . It can also be assigned as
waiting time .
Demonstration time:
It is the time required to demonstrate the critical
operations in the new style to the operators
Time delay due to operator:
Absenteeism and more time taken to follow up
demonstration.

9. Factors affecting changeover time
▰ 1. Internal Set-up: That part of the setup which must be done
while the machine is shut down, for example, removing or
attaching die, work aids etc.
▰ 2. External Set-up: The part of setup which can be done while the
machine is still running. For example, preparing a work aid,
arranging tools, arranging raw materials to be fed, type of
machine.
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10. Need of SMED
Production without SMED:
 Long set-up time
 Low flexibility
 Big lot sizes
 Inventory Piles up
Production with SMED:
 Quick Change –over
 High Flexibility
 Smaller lots
 Less inventory 10
Inventory piling is bad because:
 It is one of 7 wastes
Adds up interest cost and handling cost
Needs storage space
 Adds up Transportation cost

11. Implementing SMED
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DEFINE THE PROJECT
ESTABLISH THE BASELINE
SEPERATE EXTERNAL WORK FROM
INTERNAL WORK
TRANSFORM INTERNAL WORK TO
EXTERNAL WORK
ELIMINATE ALL WASTE
PHASE 4
PHASE 2
PHASE 3
PHASE 1
PHASE 5

12. PHASE 1 : DEFINE THE PROJECT
• Define the task to be improved
• Set a target
• Set a time frame –
• Create a project team
• Record set-up times for the project
• Check all the resources
• Check performance on a daily basis
(average set-up and best time) 12
PHASE 2: ESTABLISH THE BASELINE
STUDY I: Videos to analyze the current
situation.
Purpose: to set the base-line.
STUDY II: Identify all the disturbances
Purpose: to reduce all the risks of any
problems
PHASE 1 and PHASE 2

13. Phase 2- STUDY I: VIDEO ANALYSIS
▰ The video is used to map the set-up work
▰ Contains all operational steps of the set-up work and
the time for these
▰ The video will form a starting point that no one can
question
▰ It can be reviewed as many times as needed
▰ Focus on manual labour : hand, eye, body
movements
▰ Record from last product “A” to first product “B”
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14. 14
EXAMPLE OF VIDEO ANALYSIS

15. ANALYSIS OF THE VIDEO
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▰ Identify all operations
▰ Determine the times for all operations
▰ Classify into internal, external or waste
PRODUCT “A” IN
PRODUCTION
EXTERNAL
OPERATIONS INTERNAL OPERATIONS
EXTERNAL
OPERATIONS
PRODUCT “B” IN
PRODUCTION
SET-UP TIME

16. CLASSIFICATION
1. Change internal steps into external steps: The part of the set-up work that
can be performed while the machine is still producing product ”A”
2. Simplify internal steps: The work that cannot be eliminated or made
external, but could be improved by improved tools, parallel work, easy
attachments, guide pins, standardization, etc.
3. Accept the core internal steps: no change
4. Eliminate waste activities: All activities that do not really help the set-up
work and that can be eliminated (searching, waiting, adjusting, etc ...)
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17. CATEGORIZATION
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18. PHASE 3: SEPARATE EXTERNAL SET-UP FROM
INTERNAL WORK
• Ensure that all set-up work classified as external is actually done during
production time (before or after the setup stage)
• Tools, checklists, functional checks and improved transport
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PRODUCT “A” IN
PRODUCTION
EXTERNAL
SET-UP
INTERNAL SET- UP PRODUCT “B” IN
PRODUCTION
SET-UP TIME

19. CATEGORIZATION- BEFORE AND AFTER
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20. CHECKLIST
• The checklist ensures that all external setup work
has been done before the change-over
– Like a pilot's checklist before take-off
• The checklist contains
– tools needed and its dimension
– Fixtures and jigs
– Settings, dimensions and measurement
– Programming, speeds, temperatures, etc.
– Instructions and process maps
– Human resources
– What training is required 20
Pre-setup
item
Check Responsible
person
Line layout
sheet
IE
Folders and
guides
Mechanic
Tools Maintenance
dept.
Line balancing IE
Trims Supervisor
Cut parts Supervisor

21. • Sometimes it is useful to collect everything needed for the set- up
work on a special ”set-up trolley”
• It may include tools, instructions, etc ...
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SET-UP TROLLEY
•All parts and tools must be in perfect condition. This is
ensured before the change- over
•Repairs must be carried out without losing production
time!
•Functional checks are entered in the checklist Separate
external work from internal
FUNCTION CHECKS

22. PHASE 4: TRANSFORM INTERNAL WORK TO
EXTERNAL WORK
• How to move operations from ”internal” to ”external”
– Add duplicate equipment
– Fix problems
– Reprogram for new articles
– Create the right conditions for production in advance (eg set up the pressure or temperature)
– Remove the need to dismantle equipment
– Create or upload programs in advance
– Perform measurements in advance
• What is the actual purpose of each internal operation?
– Use the ”5 Why” technique
– Do not give up until the root cause is found!
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23. PHASE 5: ELIMINATE ALL WASTES
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1. Adjustment waste
– Time and material wasted to
resume production
– Should be right the first time
2. Rebuild waste
Time consumed in nut-bolts, fastening devices,
measurement devices etc.
Memory rules for bolts:
• First turn loosens, last turn tightens
• Everything between is waste
TYPES OF WASTE IN SMED
Solution:
• Standardize tools
• Use alternative tools

24. Eliminate rebuild waste:
▰ replace nuts and bolts with hand
knobs, levers and toggle clamps
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Eliminate Adjustment waste:
to avoid wrong positioning –
 Use templates and fixtures
 Make reference lines
 Use digital measuring instrument
A hand knob

25. PHASE 5: ELIMINATE ALL WASTES
• Avoid manual tools
• Use only electric or pneumatic powered
hand tools
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REDUCE MANUAL WORK
• More people should do the work in
parallel if it shortens the set- up time
• Draw a "spaghetti diagram" with the
help of video recording
WORKING IN PARELLEL

26. Advantages of SMED
▰ lowers manufacturing cost by reducing downtime and providing smoother startups
▰ enables smaller lot sizes, improved responsiveness to customer demand, and lower WIP and
inventory levels.
▰ Smaller lot sizes (faster changeovers enable more frequent style changes)
▰ Improved responsiveness to customer demand (smaller lot sizes enable more flexible scheduling)
▰ Lower inventory levels (smaller lot sizes result in lower inventory levels)
▰ Smoother startups (standardized changeover processes improve consistency and quality)
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27. ▰ THANKYOU 
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