SMED

3. QUICK CHANGE OVER
Single
Minute
Exchange of
Dies

4. Ideas for Improvement
QUICK
CHANGE
OVER
CONTENTS

5. INTRODUCTION
Mold Change
Colour Change
Mold change Inspect/Adjust
Setup
Time
1st Piece Time
(good or bad)
1st Good
Piece Time
0
Last good part
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
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

6. INTRODUCTION

7. QUICK CHANGEOVER IN LEAN

8. TRANSFORMATION
How long
does it take
to change
the tire???

9. 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.

10. INTRODUCTION
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!
What is “World-Class”
in Quick Changeovers?

11. 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
Observe
and record
Separate
internal and
external
activities.
Convert
internal
activities to
external
activities
Streamline all
activities
Document
internal
and
external
procedures

12. The SMED Process
Internal Pre-Production Meeting Report
Style: Mexx P4C058 Line Number:4 Date: Mar15,18 Loading Date: Mar 18,18
S. No. Activity Format Responsibility Tick mark Comments
1 Check Mock Sample Quality Head Increase waistband height
2 Check Cutting Status Supervisor Cutting will be complete on 16 march
3 Check Trim Status Supervisor Shortage of 120 zippers for size 8
4 Discuss Quality Specifications Quality Spec & PP Comments Quality Head
Placemet of decorative stitch and logo
label should be exact and increase of
waist band height by 1/8"
5 Discuss Critical Operations Supervisor
Attaching logo table at bottom is
critical.
6 Discuss Status of Machines/Folders/Attachments Machine Plan IE/Mechanic SNCS - arrange from training room
7 Template Preparation QC
Coin pkt ironing and marking,
decorative stitch marking and back pkt
ironing and marking.
8 Operator Allocation Plan Operator Allocation Plan/Skill Matrix Floor Incharge
Logo attach operator- arrange from line
2
9 Out Sourcing Production Manager Waistband Embroidery
10 Discuss Preparatory Section Operation Preparatory Head
Coin Pkt, Bk Pkt hemming and Loop
Preparation
Designation Signature
Production Manager
Quality Head
Floor Incharge
Maintenance Head
Industrial Engineer
Supervisor
Operator Trainer
Preparatory Head

13. THE SMED PROCESS
1. OBSERVE AND RECORD
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
REMEMBER!!!
These activities are not
conducted for the purpose of
eliminating jobs or reducing
people!
 Identify internal and external elements,
 waste/lost time,
 variances from the standard process

14. THE SMED PROCESS
2. SEPARATE INTERNAL AND EXTERNAL ACTIVITIES
All Setup Activities Run
I
I
I I
E E E
E Run
Externals Internals Run
Externals
Post-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

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

16. 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

17. THE SMED PROCESS
4. STREAMLINE ALL ACTIVITIES
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

18. 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
THE SMED PROCESS
ADOPT
QUICK DIE
CHANGEOVER
( QDC)
HARDWARE

19. THE SMED PROCESS
• Document who will do what and when
• Practice quick changeover (QCO) before doing it
Create 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
Test 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 new process
• Make adjustments, as needed
• Re-test, if necessary
5. DOCUMENT INTERNAL & EXTERNAL PROCEDURES

20. THE SMED PROCESS
• Document who will do what and when
• Practice quick changeover (QCO) before doing it
Create 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
Test 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 new process
• Make adjustments, as needed
• Re-test, if necessary
5. DOCUMENT INTERNAL & EXTERNAL PROCEDURES

21. THE SMED PROCESS
• Document who will do what and when
• Practice quick changeover (QCO) before doing it
Create 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
Test 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 new process
• Make adjustments, as needed
• Re-test, if necessary
5. DOCUMENT INTERNAL & EXTERNAL PROCEDURES