1. MUHAMMAD HUSNAIN SIDDIQI
B.E INDUSTRIAL ENGINEERING AND MANAGEMENT
DAWOOD UNIVERSITY OF ENGINEERING & TECHNOLOGY
2nd Multi-disciplinary Students Research Conference 16-17th November, 2016
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2. 
 Introduction
 Literature Reviews
 Problem Statement
 Research Objectives
 Methodology
 Results and discussion
 Conclusions
OUTLINE
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3. 
PRODUCTIVITY
ITS NOT JUST DOING MORE. ITS ABOUT
CREATING
MORE IMPACT WITH LESS WORK
INTRODUCTION
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4. 
SMED
(Single-Minute Exchange of Dies) is a system for dramatically reducing the time it takes to
complete equipment changeovers.
CHANGE OVER
The process of switching from the production of one product or part number to another in a
machine or a series of linked machines by changing parts, dies, molds or fixtures.
INTRODUCTION
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5. 
Change over consist of two Elements:
1. INTERNAL ELEMENTS: Operations that can be carried out when the machine is
stopped at the time of working.
2. EXTERNAL ELEMENTS: External setup can be defined as the tasks that can be
carried out while the machine is in performing the operation.
INTRODUCTION
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6. Author / Year Title of Paper Outcomes
Jonalee D. Bajpai/2014 SMED in Garment Manufacturing Industry.
Case study to reduce change over time.
Style Change over time can be greatly reduced by
application of SMED methodology with minimum
financial implication.
Pablo Guzmán Ferradás/ 2013 Improving changeover time: a tailored
SMED approach for welding cells
The validation of the method resulted in 33%
reduction of the changeover time of the welding
cell
Vipan Kumar, Amit Bajaj/ 2012 The Implementation of Single Minute
Exchange of Die with 5’S in Machining
Processes for reduction of Setup Time
Reduction in Setup time by eliminating no value
adding.
Ana Sofia Alves et.al/ 2009 Single Minute Exchange of Dies: Literature
Review
Top management support increase the potential
of SMED and SEMD can be applied in any industry
Cakmakci/ 2008 Performance analysis of the setup time
reduction-smed in the automobile
industry
SMED is still a suitable method not only for
manufacturing improvement but also for
equipment/die design development.
LITERATURE REVIEWS
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7. 
“In textile industry huge time is wasted during change over activity of printing
rotaries. In order to reduce change over time there is a need to effective method to
reduce change over time. Thus this study proposed the SMED methodology to
over come this problem”
PROBLEM STATEMENT
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8. MAIN OBJECTIVE
 To reduce the change over time using SMED.
SUB-OBJECTIVES
 To provide SOP for change over process
 To develop work culture according to JD (Job Description).
 Lower manufacturing cost
 Improved responsiveness to customer demand
RESEARCH OBJECTIVES
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9. 
RESEARCH METHODOLOGY
• DURATION
• VARIATION
• OPPORTUNITY
IDENTIFY THE PILOT
AREA.
• DESCRIPTION
• COST IN TIME
• ELEMENTS
• MAN AND
MACHINE
• OBSEREVE
IDENTIFY ELEMENTS.
• Recognize
external elements
and internal
elements
SEPARATE EXTERNAL
ELEMENTS.
• Examine process
and convert
internal elements
to external
CONVERT INTERNAL
ELEMENTS TO EXTERNAL.
•ADJUSTMENTS
•MOTION
•WAITING
•STANDARDIZING
•OPERATIONS.
•MECHANIZE
STREAMLINE REMAINING
ELEMENTS.
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Figure 1: Steps of SMED methodology

10. 
S.NO ACTIVITY ACTIVITY TIME
BEFORE
SMED
AFTER SMED TIME SAVED
1. Operator Goes to Engraving 1min35sec External External 00
2. Engraving Supervisor Handed Over Screens to Operator 35sec/screen External External 00
3. Operator Collect Screens from Engraving 1min21sec/screen External External 00
4. Screen Sequencing as Per Design 10sec/screen External External 00
5. As Per Program Quantity Fabric Material Availability to M/C 2min 12sec/ batcher Internal External 2min12sec
6. Squeegee Preparation 1min41sec/ squeegee Internal External 1min41sec
7. Lead Clothes Trolley to Fabric 56sec Internal External 56sec
8 Fabric Stitched to Lead Clothes 55sec Internal External 55sec
9. Temperature Maintaining 4min54sec Internal Internal
10. Sensor wire removed 3sec Internal Internal
11. Sensor removed 6sec Internal Internal
12. screen removed 32sec Internal Internal
13. Squeeze removed 25sec Internal Internal
14. removed colour pump 4sec Internal Internal
15. Clean of head 1min18sec Internal Internal
16. screen took in to machine and fit 57sec Internal Internal
17. squeeze took into screen 24sec Internal Internal
18. Squeeze levelling 1min17sec Internal Internal
19. cleaning of pump 46sec Internal Parallel to 16,17,18 46sec
20. sensor took and sensor wire 1min12sec Internal Parallel to 18. 1min12sec
21. colour pump insert 9sec Internal Internal
TOTAL 20mints 7min42sec
Table 2: Changeover activity time
RESULT AND DISCUSSION

11. Operator Goes to
Engraving, 1.58, 7%
Engraving Supervisor Handed
Over Screens to Operator, 0.58,
3%
Operator Collect Screens from
Engraving, 1.35, 6%
Screen Sequencing as Per
Design, 0.16, 1%
As Per Program
Quantity Fabric
Material Availability
to M/C, 2.2, 10%
Squeegee
Preparation, 1.68,
8%
Lead Clothes Trolley to Fabric,
0.93, 4%
Fabric Stitched to Lead Clothes,
0.91, 4%
Temperature Maintaining, 4.9,
23%
Sensor wire removed, 0.05, 0%
Sensor removed, 0.1, 0%
screen removed, 0.53, 2%
Squeeze removed, 0.41,
2%
removed colour
pump, 0.06, 0%
Clean of head, 1.3, 6%
screen took in to machine
and fit, 0.95, 4%
squeeze took into screen, 0.4, 2%
Squeeze levelling, 1.28, 6%
cleaning of pump, 0.76, 4% sensor took and sensor
wire, 1.2, 6%
TIME CONSUMPTION BY ACTIVITIES IN MINUTES
Figure 2: Pie chart of activities
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12. 
SETUP TIME COMPARISON
BEFORE & AFTER SMED
20
12.3
0
5
10
15
20
25
TIMEINMINUTES
Before SMED After SMED
Setup time
Before SMED After SMED Time saved
20mints 12mints 18sec 7mints 42sec
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Table 2: Set up time (Before and after SMED applied)

13.  The implementation of SMED technique has given the favorable outcomes for
the reduction of setup time.
 Changeover time is reduced up to 36%.
 The productivity increased by 2.21%.
 We concluded that SMED technique is very helpful for setup time reduction
and it direct causes to increase the productivity of industry.
CONCLUSION
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14. 
THANK YOU
QUESTIONS & COMMENTS
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