SMED
SMED
SMED
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Abstract
1. Introduction to SMED
2. History of SMED
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Lean Manufacturing
also, the application of SMED in all types of industries have been reported in
academic literature [1]. Discussed the SMED methodology in garment manu-
facturing industry and reported considerable reduction in delay arising out of
machine setting time, batch setting time and demonstration delay [2]. Presented
the SMED application in automobile industry and reported that changeover time
was reduced to 24.5% and considerable improvement in the productivity [3].
Showcased the experimental work carried out at automobile industry, located
in Maharashtra, India. Implementation of SMED tool resulted in reduction of
setup time by 82.44% and tool change time by 44.21%. This helped to produce
additional 23 jobs/shift with same input [4]. Implemented the SMED tool and
reported the significant savings with minimum investment and also highlighted
the importance of safety and ergonomic factors during die exchange [5].
Presented a case study of the application of SMED in medicinal product based
industry and reported remarkable achievement in the form of ability to reduce
the batch size which can compensate the market demand fluctuations and also
able to reduce the storage of medicinal products that are very closely related to
expiration time (expired time).
Following are the most commonly terms associated with the SMED nomen-
clature. Basic elements of the entire SMED system have also been shown in
Figures 1, 2 and 3:
Figure 1.
Different waste in setup Operations.
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Single Minute Exchange of Dies: Classical Tool of Lean Manufacturing
DOI: http://dx.doi.org/10.5772/intechopen.96665
Figure 2.
Basic SMED elements (1).
Figure 3.
Basic SMED elements (2).
• External Setup activities: Those activities or tasks which can be done while the
machine is still running are known as external setup activities.
• Internal Setup activities: Those activities or tasks which can be done while the
machine is shut down are known as internal setup activities.
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Lean Manufacturing
• Shigeo Shingo: Toyota person who has dedicated himself in evolving the
detailed procedure and aspects of SMED.
• Waste: Any activity that consumes resources but creates no value for the
customer is known as waste.
• 5S: A basic lean tool which is primarily the collection of five Japanese language
words used for improving productivity in any organization and industry
4. SMED methodology
The entire methodology and step by step procedure of the SMED technique has
been shown in Figure 4. It is primarily consists of the following steps:
In this step the complete changeover is analyzed frame by frame by the entire
SMED team members and all the activities is separated in to three categories namely
internal activities, external activities and waste activities.
Figure 4.
SMED methodology.
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Single Minute Exchange of Dies: Classical Tool of Lean Manufacturing
DOI: http://dx.doi.org/10.5772/intechopen.96665
As the concept of SMED tells us to achieve the setup time in single digit minute
time but in practical conditions it is not possible to achieve this goal in single itera-
tion. It needs lots of iteration in order to achieve the goal. So it is always required
that keep doing the entire procedure until and unless goal is achieved.
After everyiteration, new standard should be setup by the team and it should
also be treated as benchmark in order to haveworld class manufacturing level
The implementation of the SMED technique is little bit complicated but it can
be implemented effectively if structured methodology is adopted. In this example
SMED methodology is applied at the gear manufacturing unit for reducing setup
time of shaving machine of a Gear company cell producing a large diameter gears
(Figure 5) and following steps are followed:
The current situation and layout of the gear manufacturing cell is shown in
Figure 5. Here in this step the complete videography of the changeover procedure
of a set up time of shaving machine is done and by watching and analyzing the
videography of the changeover procedure the changeover sheet has been prepared
as shown in Table 1.
As shown in the Table 2 there is lot of waste activities in the complete setup proce-
dure of the shaving machine. Total time consumed by the waste activities is 44 min-
utes approximately. In first iteration itself, all the waste activities are eliminated.
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Lean Manufacturing
i. Training of set up change procedure was not given properly to the setup
personnel and there were no Master personnel of setup for particularly
Shaving Machine.
iii. Lot of time is being wasted due to lead andprofile (L & P) is not ok at the
first time itself.
To analyze the cause of Lead and Profile problem more deeply, a detailed study
has beencarried out to find the root cause of the problem which is shown in the
Figure 7.
After finding the root cause of all waste activities found in first iteration a time
bound improvement plan has been made and all the improvement has been made as
per the plan which is shown in Figure 8.
In this way all the wasteactivities which has found in first iteration completely
eliminated. The major result achieved by this exercise is that by eliminating all
waste activities which are acting as a hindrance to convert the internal activities in
to the external activities can now be taken up in second iteration. By doing the first
iteration of the reducing set up time cycle the total 44 minutes have been saved.
Kaizen done: In this complete exercise following kaizen has been done which is
listed as follows: Kaizen 1: As shown in Figure 7, cutter head angle is the responsible
factor for wrong lead profile because during setup (first iteration) it was wrongly set
as per the requirement to suit the shaving cutter. To solve this issue Cutter head angle
is made mandatory check point in the standard operating procedure.
Figure 5.
Outline of process and equipment.
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DOI: http://dx.doi.org/10.5772/intechopen.96665
Single Minute Exchange of Dies: Classical Tool of Lean Manufacturing
CHANGEOVER OPERATIONS ANALYSIS CHART
TOTAL MINUTES 92.45 DEPT. PRODUCTION DESCRIPTION OF CHANGEOVER From MODEL 808 to 809
MACHINE(S) SHAVING SET-UP PERSONNEL Vishesh
10 Changing helix angle (Unlocking cutter head/ change angle/ lock 14:47:00 3:15:00
cutter head)
Lean Manufacturing
CHANGEOVER OPERATIONS ANALYSIS CHART
TOTAL MINUTES 92.45 DEPT. PRODUCTION DESCRIPTION OF CHANGEOVER From MODEL 808 to 809
MACHINE(S) SHAVING SET-UP PERSONNEL Vishesh
26 Given to std. room for L&P checking (LP and OK) 55:39:00 11:57:00
30 Given to std. room for L&P checking (L&P not OK) 80:33:00 19:12:00
DOI: http://dx.doi.org/10.5772/intechopen.96665
Single Minute Exchange of Dies: Classical Tool of Lean Manufacturing
CHANGEOVER OPERATIONS ANALYSIS CHART
TOTAL MINUTES 92.45 DEPT. PRODUCTION DESCRIPTION OF CHANGEOVER From MODEL 808 to 809
MACHINE(S) SHAVING SET-UP PERSONNEL Vishesh
34 Given to std. room for L&P checking (L&P OK) 92:45:00 6:18:00
Table 1.
Changeover sheet.
Lean Manufacturing
Table 2.
Identified waste activities.
Figure 6.
Major causes of high setup time.
Figure 7.
Analysis of the major causes.
Kaizen 2: As shown in Figure 7, the poor operator skill of setup change proce-
dure is responsible factor for the cause of this Kaizen. To solve this issue following
improvement activities has been done:
a. One operator is made in charge of setup changeover and he has been given
rigorous training for standardized operating procedure for the setup changeo-
ver and provided with written documents.
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Single Minute Exchange of Dies: Classical Tool of Lean Manufacturing
DOI: http://dx.doi.org/10.5772/intechopen.96665
Figure 8.
Improvement plan and its implementation.
b. In charge of setup changeover has been provided with a complete Setup trolley
with rearranged 5S.
c. A skill matrix is being developed for each operator so that each operator of the
cell would be capable to perform setup changeover as per the standard operat-
ing procedure.
6. Conclusion
1. It automatically creates lot of extra capacity in any sale our industry this pro-
vides a platform for any industry to produce more items that means effective
utilization of resources.
3. Since the “5S” methodology is the basis for any lean tool implementation and
SMED demand high level of 5S implementation. In this way it provides plat-
form for any industry to adopt other advance lean tools such as Kanban, Value
Stream Mapping etc.
In this way SMED is used for not only setup time reduction but also having
secondary benefits as mentioned above. SMED is more powerful if any industry
and applies it with the integration of other lean tools.
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Lean Manufacturing
Author details
Yash Dave
Department of Manufacturing Engineering, Government Autonomous Polytechnic
College, Dhar, M.P., India
© 2021 The Author(s). Licensee IntechOpen. This chapter is distributed under the terms
of the Creative Commons Attribution License (http://creativecommons.org/licenses/
by/3.0), which permits unrestricted use, distribution, and reproduction in any medium,
provided the original work is properly cited.
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Single Minute Exchange of Dies: Classical Tool of Lean Manufacturing
DOI: http://dx.doi.org/10.5772/intechopen.96665
References
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