Complete training material on how to effectively run a SMED workshop. It includes several examples of best practices from general manufacturing and automotive industry.

1. © Lean & Mean Consulting. All rights reserved. 2015© Lean & Mean Consulting. All rights reserved. 2016
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SMED
Quick Setups Methodology
Including an Excellent SMED Simulation Game
World-Class Standards & Best Practices of Operational Excellence

2. World-Class Standards & Best Practices of Operational Excellence
© Lean & Mean Consulting. All rights reserved. 2016
The LEAN University / Outline
Knowledge & Expertise / Editable Training Presentations / 16 Modules

3. 3
 Learning the SMED methodology & technique
 Learning how to effectively run SMED workshop
 Discovering the way to make a breakthrough in setting the
targets for setup process (run SMED Simulation Game)
 Understanding the need for increasing machine operating
availability
 Understanding the importance of equipment flexibility
and responsiveness to customer changes

4. 4
1. Introduction to SMED Method
2. Rules of Improvement
3. Running a SMED Workshop:
 Identifying work elements (Setup / Changeover elements)
 Internal and External Setup Activities
 Converting Process
 Streamlining External Operations
 Operations Synchronization
4. SMED: Continuous Improvement
5. SMED Simulation Game:
 Discover the SMED Method
 Breaking through to dramatic time reduction
 Standardization

5. 1
Quick Changeovers / Increasing Flexibility & Productivity
Module. 13

6. 6
Pioneered by Dr. Shigeo Shingo
 Considered world’s leading expert on improving
the manufacturing process
 Popularly known as “Dr. Improvement”
 Along with SMED, he introduced:
 Mistake Proofing System: Poka-Yoke
 Zero Quality Control
 And large contribution to fundament concepts
of TPS like JIT and Pull System

7. 7
 A theory and set of techniques that make it possible to
perform equipment setup and change-over operations in
under 10 minutes.
 The goal is to reduce your setup and adjustment times
from hours to minutes, and from minutes to seconds.

8. 8
 The strength of this methodology is the systematic approach
to analysis of what is actually done and how time is spent
during the changeover activity.
 SMED is a simple but powerful system which can help anyone
doing any kind of work.
 All one needs is a mind free from bias and pre-conceived
ideas.

9. 9
Setup Time
 The elapsed time from the completion of the last good part of the last job
to the completion & verification of the first part of the next job
All setup activities
Dismount
Tools
Change
Tools
Adjustments Trials
Breakdown of Setup Duration:
Run Run
Last good part of
the last job
First good part of
next job

10. 10
Setup Activities:
Two Types:
 Internal Setup (IS) is defined as activities that MUST be
done while the machine is stopped
 External Setup (ES) is defined as activities that can
possibly be done while the machine runs
 A third sub-type is called Useless Operations

11. 2
Quick Changeovers / Increasing Flexibility & Productivity
Module. 13

12. 12
 Rule #1 - 5S is the foundation for everything
 Rule #2 - Change internal to external, then work to
reduce remaining internal
 Rule #3 - Bolts are EVIL
 Rule #4 - When working, no walking!
 Rule #5 - Establish a process that doesn’t rely on experts
 Rule #6 - Standardize all setup operations
 Rule #7 - Standards are standards; they are not flexible
until they are formally changed.

13. 13
 Involve everyone concerned.
 Operators have intimate knowledge of the process, the
machine and their job
 They will be more willing to accept new rules and procedures
if they helped set them up.

14. 14
 Collect Data:
 Actual setup duration (AS IS status)
 Describe actual methods, equipment, tools
 Video tape the entire setup process
 Break down the overall setup into elements
 Time each setup element separately
 Count the steps and measure walking distances
 Prepare process flow chart

15. 15
1. Convert IS operations to ES operations:
 Eliminate useless operations
2. Simplify fittings and tightenings
3. Work together
4. Minimize adjustments and trials
4 Steps of SMED:

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 Identify what MUST be done while machine is stopped
(IS), from what can be done safely while machine runs
(ES)
 Convert IS to ES:
 Does machine have to be stopped to do IS step or is it just habit?
 Can the IS step be done in advance while machine is still processing?
 Reduce the time necessary to perform each of the
elements
Convert Setup:

17. 17
Convert Setup: (Identify IS & ES)
All Setup Activities Run
EI IE Run
Externals Internals Run
Externals
Post-setup
externals
EE II

18. 18
Convert Setup: (IS to ES)
Externals Internals Run
Externals RunInternals
Externals RunInternals

19. 19
Convert Setup: (Streamline IS)
Externals RunInternals
Externals RunInternals
Increased
Machine Availability Reduced adjustments

20. 20
Convert Setup: (Streamline ES)
Externals RunInternals
Externals RunInternals
Increased
Machine Availability
Reduced overall
Setup Time

21. 21
Convert Setup: (Setup Carts)

22. 22
Simplify Fittings & Tightenings:
Fixture

23. 23
No/Low Cost Solution: One-Motion Methods
Cam Method
Wing Nut Method
Pear-Shaped Hole Method
Tighten
Here
Attach and
Remove
Here
Quick Changeover

24. 24
 Statistically prove your setup is valid
 The capability of your process will determine what trials
and controls are needed
 Use fool-proof devices
 Poka-yokes and automation (Jidoka)
 Use of checklists and signoff sheets
 Place responsibility on key operators and grant respect to
procedures
 Adherence to procedures and standards
 Enables the ability to re-do it the “Standard” way each time
Minimizing Trial & Controls:

25. 4
Quick Changeovers / Increasing Flexibility & Productivity
Module. 13

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Check Item ✔
1 Is a baseline time established for each changeover?
2 Is a baseline list of elements created for each changeover?
3 Is each and every element thoroughly reviewed and questioned?
4 Are there distinct stages for Separate, Convert, and Streamline?
5 Is there an explicit goal (e.g., 50% time reduction) for each cycle?
6 Are best practices captured as standardized work instructions?
7 Are standardized work instructions regularly reviewed for updates?
8 Are all shifts trained and coached on work instructions?
9 Are changeovers completed with ±10% consistency?
10 Are changeovers completed in under 10 minutes?

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 Gains through SMED are often tremendous
 Gaining usable time on a machine:
 Improves yield
 Postpone or cancel need for capital expenditures
 Flexibility
 Fosters a Kaizen spirit, or spirit of continuous improvement
Conclusion:

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 Examples of SMED gains:
Conclusion:
Company Machine Before After %
Toyota Boltmaker 8 Hrs 58 Sec. 99.8%
Mitsubishi 6 Arbor borer 24 Hrs 2.7 Min 99.8%
Arawaka 500 ton press 27 Min 4.5 Min 83.3%
Toyoda Cold Forge 32 Min 7.5 Min 76.6%
Hitachi Die cast 75 Min 3 Min 96.0%
Hewlett Packard IC insert 30 Min 3 Min 90.0%
Omark Press 2 Hrs 3 Min 97.5%
~ Just-In-Time: Making It Happen
William A. Sandras, Jr.

29. 29© Lean & Mean Consulting. All rights reserved. 2016