Lean - Quick Changeover (SMED) Process

1 March 14, 2016 – v2.0
Lean Quick Changeover (SMED) Process
by Operational Excellence Consulting LLC

3 March 14, 2016 – v2.0
Lean Management – A little Bit of History
Eli Whitney developed the concept of
interchangeable parts around 1799
when he accepted an order from the
U.S. Army for the manufacture of
10,000 muskets at the unbelievably
low price of $13.40 each.
For the next 100 years manufacturers
primarily concerned themselves with
individual technologies.
During this time engineering drawings
developed, modern machine tools
were perfected and large scale pro-
cesses (e.g. the Bessemer process
for making steel) held the center of
attention.
That changed in the late 1890s.
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/lean-quick-changeover-smed-process-1978

5 March 14, 2016 – v2.0
Starting about 1910, Henry Ford
fashioned the first comprehensive
Manufacturing Strategy. He took all
the elements of a manufacturing
system -- people, machines, tooling,
and products -- and arranged them in
a continuous system for manufac-
turing the Model T automobile.
Ford is considered by many to be the
first practitioner of Just-In-Time (JIT)
and Lean Manufacturing.
Ford's success inspired many others
to copy his methods. But most of
those who copied did not understand
the fundamentals. Ford assembly
lines were often employed for
products and processes that were
unsuitable for them.

7 March 14, 2016 – v2.0
In 1990 James Womack wrote a book
called "The Machine That Changed
The World".
Womack's book was a straight-
forward account of the history of
automobile manufacturing combined
with a comparative study of Japa-
nese, American, and European auto-
motive assembly plants.
What was new was a term - "Lean
Manufacturing“.

9 March 14, 2016 – v2.0
Key Lean Objectives:
Reduce Lead Time
→ Eliminate or Reduce Non-Value-Added Activities
Lean Management – Definition of Value Adding Work
Three Criteria for Adding Value
1. Customer wants you to do it (or will pay for it)
2. The material / information is being processed or transformed into final
products or services
3. It is done right the first time

11 March 14, 2016 – v2.0
Lean Management – The 7 Wastes
The seven wastes originated in Japan, where waste is known as “muda.“ The
elimination of non-value adding activities or waste is one of the most effective ways
to improve customer satisfaction and increase the profitability of any business.
Inventory
Over-Processing
Waiting
Transportation
Defects
Motion
Over-Production
The 7 Wastes

13 March 14, 2016 – v2.0
The 7 Wastes – Inventory
Inventory
Definition: Any supply, i.e. raw material, work-in-process or finished good, in
excess of processing requirements necessary to produce the product or
service in a just-in-time manner.
Causes: Inaccurate Forecasting Systems – Incapable Processes – Incapable
Suppliers – Long Replenishment Lead Times – Local Optimization – Long
Changeover Times – Poor Inventory Tracking – Poor Management of Work-
in-Process – Unbalanced Processing Steps – …

15 March 14, 2016 – v2.0
The 7 Wastes – Waiting
Waiting
Definition: Idle time that occurs when codependent processing steps or
activities are not fully synchronized.
Causes: Inconsistent Work Methods – Lack of Proper Equipment & Materials
– Long Setup Times – Low Man & Machine Effectiveness – Poor Equipment
Maintenance – Skills Monopolies – Unnecessary Handovers – Production
Bottlenecks – Unnecessary Approvals – …

17 March 14, 2016 – v2.0
The 7 Wastes – Over-Processing
Over-Processing
Definition: Excessive or redundant effort of production and communication
which adds no value to the final product or service.
Causes: Decision Making at Inappropriate levels – Unclear Roles &
Responsibilities – Too many Handoffs – Inefficient Policies & Procedures –
Poor Configuration Controls – Spurious Quality Standards – Lack of
Customer Input – Unclear Customer Requirements – Unproductive Meetings
– Expediting – Firefighting – Changing Priorities – …

19 March 14, 2016 – v2.0
The 7 Wastes – Summary
In the latest edition of the Lean Manufacturing
classic Lean Thinking, Underutilization of
Employees has been added as an eighth
waste.
Organizations employ their staff for their
nimble fingers and strong muscles but forget
they come to work everyday with a free brain.
It is only by capitalizing on employees'
creativity that organizations can eliminate the
other seven wastes and continuously improve
their performance.
Many changes over recent years have driven organizations to become world
class organizations or Lean Enterprises. The first step in achieving that goal is
to identify and attack the seven wastes. As Toyota and other world-class
organizations have come to realize, Customers will pay for value added work,
but never for waste.

21 March 14, 2016 – v2.0
Lean Management – Kaizen Events
Process Changeover Reduction or SMED Activities
are best implemented using Lean Kaizen Events.

23 March 14, 2016 – v2.0
Kaizen Events – Preparation Phase
Define the strategic or operational purpose, objectives and deliverables
Formulate event drivers, e.g. current state issues and challenges
Establish metrics and obtain current baseline data
Ensure the Sponsor’s commitment & engagement
Have sponsor kick off the event and set expectations
Keep the sponsor informed and engaged throughout the event
Sponsor approve the team’s recommendations
Assists in implementing solutions and any follow-up actions
Leads celebration of successful event
Develop project description & define event scope (physical boundaries)
Identify and address potential obstacles and risks
…

25 March 14, 2016 – v2.0
Phase 1: General Training & Lean Thinking
All participants need a basic foundation of Lean training
Team members need a common language
This training is often completed prior to the event
Minimum awareness required for all team members:
Lean Thinking and basic concepts
What is waste
5S mentality
Event ground rules
This will become less necessary over time, but a brief
review is advisable even for experienced teams

27 March 14, 2016 – v2.0
Team Briefing
on:
Project-Specific
Training
●
Measure &
Analyze Current
Work Process
●
Identify Current
Process
Weakness and
Quick Wins
●
Formulate
Improvement
Plans
Phase 2Phase 1
• Project
Charter
• Business
Impact
• Current
Challenges
• Current
Standard
Procedures
• Tools &
Techniques
Kaizen Events – Day 2 or Phase 2

29 March 14, 2016 – v2.0
Team Briefing
on:
Project-Specific
Training
●
Measure &
Analyze Current
Work Process
●
Identify Current
Process
Weakness and
Quick Wins
●
Formulate
Improvement
Plans
Simulate &
Finalize
Improvements
●
Implement
Improvements
●
Evaluate
Improvements
• Project
Charter
• Business
Impact
• Current
Challenges
• Current
Standard
Procedures
• Tools &
Techniques
Phase 1 Phase 2 Phase 3

31 March 14, 2016 – v2.0
Team Briefing
on:
Project-Specific
Training
●
Measure &
Analyze Current
Work Process
●
Identify Current
Process
Weakness and
Quick Wins
●
Formulate
Improvement
Plans
Establish New
Standard
Process
●
Operate Using
New Standard
Process
●
Finalize New
Standard
Process
●
Establish
Process
Controls
Simulate &
Finalize
Improvements
●
Implement
Improvements
●
Evaluate
Improvements
Phase 4Phase 1 Phase 2 Phase 3
• Project
Charter
• Business
Impact
• Current
Challenges
• Current
Standard
Procedures
• Tools &
Techniques

33 March 14, 2016 – v2.0
Team Briefing
on:
Project-Specific
Training
●
Measure &
Analyze Current
Work Process
●
Identify Current
Process
Weakness and
Quick Wins
●
Formulate
Improvement
Plans
Establish New
Standard
Process
●
Operate Using
New Standard
Process
●
Finalize New
Standard
Process
●
Establish
Process
Controls
Simulate &
Finalize
Improvements
●
Implement
Improvements
●
Evaluate
Improvements
• Project
Charter
• Business
Impact
• Current
Challenges
• Current
Standard
Procedures
• Tools &
Techniques
Present
Results
●
Agree on
Next Steps
●
Celebrate!
Phase 5Phase 4Phase 2 Phase 3Phase 1

35 March 14, 2016 – v2.0
Kaizen Events – 30 Day Action Plan
Follow up on the actions identified that could not be completed
within the event
Ensure the implementation is done and maintained
Do not allow the actions to drag beyond 30 days
Identify room for further improvement
Other Kaizen events
Lean, Six Sigma, or other projects
Take no action and nothing will happen
(not seeing is not knowing)

37 March 14, 2016 – v2.0
Quick Changeover – Some Definitions
Changeover or setup activities can be classified using the following three
categories.
Waste – Activities which do not add value to the changeover or setup
Internal - Activities that can only be performed while the equipment is shut down
External - Activities that can be performed without shutting down the equipment
Key strategies to reduce setup and changeover time are:
Eliminate the waste activities
Convert as many internal activities to external activities
Internal activities can be improved by:
Use specially designed cart to organize tools
Use quick-release fasteners instead of bolts and nuts
Use stoppers to quickly position the jigs.
Use overhang mechanisms to handle heavy jigs
Use locating pins and holes to eliminate the adjustment

39 March 14, 2016 – v2.0
Quick Changeover – Basic Concept
Changeover or setup activities can be classified using the following three
categories.
Waste – Activities which do not add value to the changeover or setup
Internal - Activities that can only be performed while the equipment is shut down
External - Activities that can be performed without shutting down the equipment
Key strategies to reduce setup and changeover time are:
Eliminate the waste activities
Convert as many internal activities to external activities
Internal activities can be improved by:
Use specially designed cart to organize tools
Use quick-release fasteners instead of bolts and nuts
Use stoppers to quickly position the jigs.
Use overhang mechanisms to handle heavy jigs
Use locating pins and holes to eliminate the adjustment

41 March 14, 2016 – v2.0
Quick Changeover – Sources of Waste
Checking personal notes on gauge values.
Searching for pallets.
Searching for product containers.
Searching for a conveyor or other transporter.
…

43 March 14, 2016 – v2.0
1. Observe the
Current Methodology
Results
Satisfactory
?
Stop
Yes
No
Quick Changeover – A Step-by-Step Process
2. Separate the
Internal and External
Activities
3. Convert Internal
Activities into
External Activities
4. Streamline the
remaining Internal
Activities
5. Streamline the
External Activities
6. Document the New
Procedure
7. Do it all Again !

45 March 14, 2016 – v2.0
Quick Changeover – Step 1: Observe Current Process
1. Observe the current Changeover Process
I find it often very helpful to start a Quick Changeover reduction
initiative by actually videotaping the major activities currently
performed during the changeover process and to review the video
with the improvement team.
The key outputs of this first step are to document each step of the
changeover process, as well as determine the cycle time of each
step and for the entire changeover process. A simple Excel
spreadsheet will normally be sufficient to document the results of this
and the following steps.

47 March 14, 2016 – v2.0
Quick Changeover – Step 2: Separate Activities
2. Separate the Internal and External Activities
Once the team has a clear understanding of the key activities
involved in a changeover, each step needs to be classified using
one of the following three categories.
Waste – Activities which do not add value to the changeover
or setup
Internal - Activities that can only be performed while the
equipment is shut down
External - Activities that can be performed without shutting
down the equipment
The results will be documented in the same spreadsheet created in
Step 1.

49 March 14, 2016 – v2.0
Quick Changeover – Step 3: Convert Activities
3. Convert Internal Activities into External Activities (where
possible)
During this step, the team identifies internal changeover activities,
means activities that are currently performed while the equipment
is shut down, that can be converted into external activities, means
they can be performed before or after the equipment shutdown.
This can include, organizing all the tools needed for the
changeover or pre-assembling of tools prior to the equipment
shutdown.

51 March 14, 2016 – v2.0
Once the setup begins, participants never leave
the area !!!

53 March 14, 2016 – v2.0
Quick Changeover – Reducing Internal Activity Time
Nuts & Bolts are the enemy … The drawing shows a simple modification made to
the terminal nut by welding oversized wings on it for better torque tightening by
hand - no tools required …
Before
After

55 March 14, 2016 – v2.0
Quick Changeover – Reducing Internal Activity Time
An example of use elimination and method substitution by eliminating the need
for nuts, bolts, wrenches and other hand tools. The use of toggle clamps instead
of using bolts, washers and hand tools to secure tooling in place.

57 March 14, 2016 – v2.0
Quick Changeover – Setup Tool Cart as Kitting Set
Checklist for setup
Special instructions
Measurement jigs,
tools, gauges, set
blocks, etc.
Dies

59 March 14, 2016 – v2.0
Quick Changeover – Step 6: Document & Standardize
6. Document and implement the new Changeover Process
Once a new and improved Changeover Process has been
established, it needs to be properly documented, all employees
involved need to be trained, and a new baseline for the new reduced
total changeover time needs to be established.

61 March 14, 2016 – v2.0
Identify a changeover or set-up process in your
organization where you think the Quick Changeover
or SMED methodology can be applied. How?
How long is your current changeover or set-up time?

63 March 14, 2016 – v2.0
The FIRST STEP is always the HARDEST.
Remember …

65 March 14, 2016 – v2.0
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Lean - Quick Changeover (SMED) Process

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