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Lean Six Sigma Operational - Delegate Workbook
Single Minute Exchange of Die (SMED)
Definitions
SMED: Single Minute Exchange of Die or how to change a tool in the single minute range (less than 10) or if possible OTED: One Touch Exchange of Die or how to change tool in less than one minute Both are Rapid Changeover Techniques
SSG06101ENUK Delegate Slides/Issue 1.1/ Septembe 2008
SSG06101ENUK - SMED/Issue 11/ Septemberl 2008
The British Standards Institution 2008
History of SMED
Developed by Shigeo Shingo over a period of almost 20 years The development involved intensive study and improvement of setup operations in many factories and industries Facilitated by the recognition that set-up operations can be categorised:
Internal Setup (machine must stop to perform the operation) External Setup (machine can be kept running whilst operations performed)
SMED aims to minimise internal Setup time
Why use SMED?: The Lean Principles

Remember:
Define Value from the customers perspective Identify the Value Stream needed to go from customer request to requirement delivered Ensure the product Flows through the value stream without delays Use Pull scheduling so that product is made only when the customer wants it (Just in Time) Strive continuously to eliminate Waste from processes What wastes might be applicable to process changeover & set-up?
Why use SMED?: Large Lot Production Waste

Large batches are produced to reduce the number of changeovers as setup times are usually long. Leading to:
Overproduction & Excess Inventory (unsold product, raw material and work in progress) Waiting Time (customers wait for entire batches to be complete, rather than just what they need now) Defects (storage risks damage and deterioration of product) Transport/Motion (can be affected by the need to manage large batches of raw material, WIP or product)
Why use SMED?: Changing Customer Needs

Customers are seeking an ever increasing variety of products that are available when they want them (product diversity, not mass production) Product life-cycles are being compressed as innovation becomes a key Shorter timescales are required to facilitate these needs in both the design/ development cycle and in production
Why use SMED?: The Concept of Time

From a logistical standpoint a company looks to deliver On Time In Full (OTIF) to its customers Economically its advantageous if process lead time or the duration required to produce the product is short Many time consuming activities, however, do not add value to products SMED can facilitate the removal of NVA (in setup) or at least ensure that necessary NVA activity occurs concurrently with VA activity
Why use SMED?: The Benefits

Flexibility without the need to hold stock Quicker delivery reduced lead time & customer waiting Improved quality fewer storage related defects Greater equipment productivity shorter downtime & changeovers (linked with OEE) And for operators simpler, safer, better understood and standardised changeovers, in an better environment free from clutter (link to 5S)
OEE & SMED

Remember overall equipment effectiveness Availability (Concerns Downtime)
1. 2.
Equipment breakdowns Set-up and adjustment of equipment
Performance (Concerns Reduced Speed Losses)

3. 4.
Idling/ minor stoppages of equipment Equipment continually running at a reduced speed
Quality (Concerns Defects)

5. 6.
Reduced quality start-up period losses Overall quality losses due to equipment
Aim to reduce all of the Six Big Losses
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5S & SMED
Remember the 5Ss Sort (Seiri) Set in Order or Simplify (Seiton) Shine (Seiso) Standardise (Seiketsu) Sustain (Shitsuke) Everything in its place & a place for everything
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OEE & 5S Link to SMED: Exercise

Lets pair up and spend 10 minutes discussing how: 5S (workplace organisation) OEE (recording and analysis of equipment losses) Are linked to or maybe could facilitate a reduction in changeover and setup time Are there any other techniques you may consider useful?
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Change of Die: A Definition

The time that elapses between the last good part being produced on one production run and the first good part being produced on the next following a changeover from one setup to another. Note that the parts should also be produced at the right pace
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The Best Example of Rapid changeover?

During a pitstop, these guys dont mess around!
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The SMED Process

For some setup operations a piece of machinery has to be stopped (internal), eg the attachment of a new die to a press For other setup operations it can remain running (external), eg the attach bolts of the die can be sorted and assembled SMED aims to minimise internal operations by elimination or conversion to external
Preliminary: No differentiation between internal & external
Stage 1: Internal & external setup operations are separated
Stage 2: Internal are converted to external if possible
Stage 3: Setup operations are streamlined (internal first)
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The Four Stages of Traditional Setup

1. After process adjustments, preparation and checking of materials, equipment & tools
Ensures everything is in place & running as it should be
2.
Removal & mounting of tools, blades, parts etc

Includes removal of parts used on previous batch and attachment of those for new batch
3.
Settings, measurements & calibrations

All measurements necessary for production to recommence, eg calibration, centering etc
4.
Settings, measurements & calibrations

Any adjustments made after a trial product/ piece has been made
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Setup Analysis for SMED

Setup analysis is a preliminary requirement for SMED. Typically it involves:
Videoing the entire setup operation
Focus on movements (eg hand, eye, body) of setup personnel
Review video with those involved
Understand the actions that are being taken and why
Note the times & motions involved in each step
Use a stopwatch, or timer
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SMED Stage 1 (Separate Internal from External)

The most important stage as setup times can often be cut by 30-50% here Identify taks that are carried out as internal (after the machine is stopped), but could be external (whilst machine is still running). For example:
Ensuring the right people are present and ready Preparation of tools, parts & equipment Transport of tools, parts & equipment to the required location
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SMED Stage 1 Tools to Help

Checklists to detail requirements for next operation and prevent oversights
Including equipment & people requirements, specifications, operating conditions, dimensions & measurements
Function Checks to ensure parts/ equipment are in working order

Should be performed before mounting to reduce delays
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Improved transport reducing movement of parts, jigs, tools etc during the internal phase
To ensure that the tools needed are close and ready for setup To facilitate start up can occur before old tools are returned to storage
Anything that can be done as external should be
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SMED Stage 2 (Convert Internal to External Setup)

Two steps are involved in this stage
Understand the function/ purpose of each operation in the current internal setup Consider how to convert to external
Examples can include:

Preheating die molds rather than heating after setup Performing centering operation on a standardised jig before fitting tool to machine
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Advanced Preparation of Operating Requirements ensuring tools, parts and conditions are ready before internal setup begins
Preheating of parts, tools or materials should be performed before stopping or fitting to the machine The use of temporary stock holders can avoid transport delays during setup
Standarisation of Essential Functions where possible standardise the elements whose functions are essential to setup
Allows a reduction of time consuming adjustments and activities during changeovers (see following slide for an example) Looks to standardise functions and dimensions not tool shapes
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Standardisation of Functions
In press setup shut height adjustment is an internal operation that needs skill & time to perform Function standardisation of the die part thats clamped to the machine can reduce internal setup (shut height adjustment is made unnecessary) Here two dies of differing lengths are standardised through the use of two shims The clamping heights are now standardised enabling common clamping bolts to be used thereby cutting out adjustment work
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The use of Intermediary Jigs ensuring tools, parts and conditions are ready before internal setup begins
The jig consists of a plate/ frame that has standard dimensions that can be attached and removed from the machine The die is attached to the jig which is then mounted in the machine A second jig is then used for a second die that is needed postchangeover Centring and attachment of dies (or work pieces and machine tools) can thus become an external operation
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SMED Stage 3 (Streamlining all aspects of Setup)

Streamlining External Setup includes storage and transport of key parts, tools, gauges and equipment
Consider the best way to organise items, eg most used tools are stored closest How to keep all required items in optimal condition and ready How many of each item is required in stock
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SMED Stage 3 (Streamlining all aspects of Setup)

Streamlining Internal Setup involves a number of techniques to make things quicker and easier For example the following tools & techniques may be considered:
Introducing parallel operations Using functional clamps Eliminating or reducing adjustments Mechanisation
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SMED stage 3 tools to help

Implementing Parallel Operations typically involves reducing time wasted due to motion
Where setup operations are required at both the front and rear of a machine, eg a large press, one operator changeovers can waste time (motion waste) Use two operators to reduce the number of steps taken Procedural charts detailing the actions and process order can help maintain safety and reliability Signals can also to go or wait between setup operators are also used
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Using Functional Clamps ensuring attachment of dies and tools can be performed quickly and simply
Typically nuts and bolts are used in clamping, but they can get lost, mismatched & take too long to tighten Consider the release and fasten of a nut & bolt happens on the first & last turn (the rest is waste) A functional clamp is a device that hold items in place with minimal effort needed to fit & remove it Ideally it remains attached to the machine to avoid loss Modified bolts and one-turn locking or motion methods are considered as functional clamps (see next slide for examples)
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Examples of Functional Clamps
Pear shaped hole method (one turn)
U shape washer method (one turn)
Split thread method (one turn)
Cam clamp method (one motion)
Spring stop method (one motion)
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Other Examples of Functional Clamps

One Turn Methods: eg C shaped washers, U slots One Motion Methods: eg cams, wedge & tapers, magnets & vacuums Interlocking Methods: eg tapered sections to join two parts without a fastener
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Eliminating Adjustments ensuring settings are good before machine start up such that adjustments arent required
Using numerical scales for settings rather than intuition in setups (this can include gages, shims & visible markings) Making centre lines and reference planes visible on machines to eliminate the requirement for future adjustment Using the least common multiple (LCM) system wherein the function, but not the mechanism is modified and settings not adjustments are made, eg rotating tools on a spindle, changing settings by flipping a switch (see next slide)
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Eliminating Adjustments
Changing settings by flipping a switch
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Mechanisation using equipment and automation rather than people
Should be considered last as
The previous techniques which will usually reduce setup time drastically (hours to minutes) Mechanising an inefficient process may reduce time, but wont improve the process Therefore always streamline first
Mechanisation processes that are common include

Using forklifts for tool insertions Electric drives for shut height adjustment Remote control die tightening/ loosening Etc
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Summary
Think Smart and Reduce:
Effort (eg tightening, releasing), Activity (searching for or transporting) Adjustment (tools, dies, presses), and Variety (tools, parts, items)
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Summary
SMED is about inventory reduction and equipment efficiency SMED enables a more controlled, safer and less arduous setup process The use of SMED will facilitate:
An ability to produce smaller batches economically Lower inventory and work in progress Greater floor space An increase in OEE and reduced NVA trials and adjustments on start up
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Lean Six Sigma Operational - Delegate Workbook

Single Minute Exchange of Die (SMED)

SSG06101ENUK Delegate Slides/Issue 1.1/ Septembe 2008

SSG06101ENUK - SMED/Issue 11/ Septemberl 2008

The British Standards Institution 2008

Lean Six Sigma Operational - Delegate Workbook

SMED aims to minimise internal Setup time

SSG06101ENUK Delegate Slides/Issue 1.1/ Septembe 2008

Why use SMED?: The Lean Principles

SSG06101ENUK - SMED/Issue 11/ Septemberl 2008

The British Standards Institution 2008

Lean Six Sigma Operational - Delegate Workbook

Why use SMED?: Large Lot Production Waste

SSG06101ENUK Delegate Slides/Issue 1.1/ Septembe 2008

Why use SMED?: Changing Customer Needs

SSG06101ENUK Delegate Slides/Issue 1.1/ Septembe 2008

SSG06101ENUK - SMED/Issue 11/ Septemberl 2008

The British Standards Institution 2008

Lean Six Sigma Operational - Delegate Workbook

Why use SMED?: The Concept of Time

SSG06101ENUK Delegate Slides/Issue 1.1/ Septembe 2008

Why use SMED?: The Benefits

SSG06101ENUK - SMED/Issue 11/ Septemberl 2008

The British Standards Institution 2008

Lean Six Sigma Operational - Delegate Workbook

OEE & SMED

Equipment breakdowns Set-up and adjustment of equipment

Performance (Concerns Reduced Speed Losses)

Idling/ minor stoppages of equipment Equipment continually running at a reduced speed

Quality (Concerns Defects)

Aim to reduce all of the Six Big Losses

SSG06101ENUK Delegate Slides/Issue 1.1/ Septembe 2008

SSG06101ENUK Delegate Slides/Issue 1.1/ Septembe 2008

SSG06101ENUK - SMED/Issue 11/ Septemberl 2008

The British Standards Institution 2008

Lean Six Sigma Operational - Delegate Workbook

OEE & 5S Link to SMED: Exercise

SSG06101ENUK Delegate Slides/Issue 1.1/ Septembe 2008

Change of Die: A Definition

SSG06101ENUK Delegate Slides/Issue 1.1/ Septembe 2008

SSG06101ENUK - SMED/Issue 11/ Septemberl 2008

The British Standards Institution 2008

Lean Six Sigma Operational - Delegate Workbook

The Best Example of Rapid changeover?

SSG06101ENUK Delegate Slides/Issue 1.1/ Septembe 2008

The SMED Process

Preliminary: No differentiation between internal & external

Stage 1: Internal & external setup operations are separated

Stage 2: Internal are converted to external if possible

Stage 3: Setup operations are streamlined (internal first)

SSG06101ENUK Delegate Slides/Issue 1.1/ Septembe 2008

SSG06101ENUK - SMED/Issue 11/ Septemberl 2008

The British Standards Institution 2008

Lean Six Sigma Operational - Delegate Workbook

The Four Stages of Traditional Setup

Removal & mounting of tools, blades, parts etc

Settings, measurements & calibrations

Settings, measurements & calibrations

SSG06101ENUK Delegate Slides/Issue 1.1/ Septembe 2008

Setup Analysis for SMED

Focus on movements (eg hand, eye, body) of setup personnel

Review video with those involved

Understand the actions that are being taken and why