Smaller batch size yields
Quick Changeover/
Set Up Time Reduction
What is a setup or changeover?
 Shorter LT
 Smaller WIP
 Fewer defects
 Greater scheduling flexibility
 But, more handling and changeovers (setups)
Conclusion: Smaller batch sizes yield many
benefits, but first you must reduce time/cost of
changeover and material handling steps
What is a setup or changeover?
Changeover of equipment
or a process: to go from
making thing to another,
or to go from doing one
kind of task to doing
another.
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Examples
 Changeover between
 banquets in a hotel
 surgeries in an OT
 sports events in a stadium
 exhibitions in a conference center
 batches of ice cream flavors
 Airline, Classroom, Train…..
Quick, Simple Changeover Benefits
Cost. Less time; no need for specialists.
Quality. Fewer setup mistakes,
Flexibility. Easier to switch over.
Utilization. Reduced idle time from setup.
Process variability. Standardized
procedure: Less variability in time and
output quality.
Enables small-batch production.
Setup/changeover improvement:
usually neglected
Reasons
 Setup is assumed fixed.
 Managers prefer to buy new equipment
 Engineers design overly complex setups
 No time! Too busy fixing broken equipment
 Requires setup specialists (workers not involved)
 Setup is not measured. Not considered
important. Gets no respect!
Quick change methodologies
 RETAD: Rapid Exchange of Tools and Dies.
 Goals
SMED: Single Minute Exchange of Dies
OTED: One-Touch Exchange of Dies
 Shigeo Shingo
 Developed methodology at Toyota originally for
exchange of dies, but universally applicable to all
machines and processes.
Dr. Shigeo Shingo
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 SMED Procedure
SMED applies not only to the changeover of dies
but to changeovers in all kinds of processes and industries.

Most setup tasks fall into three categories

 Transfer and cleanup

 Retrieve, check, and prepare the materials, tools, attachments, and
fixtures for the setup
 Clean the machine, workstation, tools, and parts
 Check and return the tools, etc. after the setup
Die  Removal and installation
 Remove tools, attachments, and fixtures from the machine
 Mount a different set of tools, etc. on the machine
 Adjustment
 Measure, set, and calibrate the machine and tools to perform the
Press operation; produce test pieces
 Repeat the adjustment until “good” parts are produced.

SMED Procedure Step #1. Study Existing Method

SMED applies not only to changeovers in all kinds of
processes and industries.
 Scrutinize existing method
Steps  Video-record the steps
1. Study existing setup/changeover method. Separate  Collect data; analyze setup performance;
steps into internal, external, and unnecessary steps. use Magnificent 7 tools
2. Convert as many internal steps to external steps as  Use team approach
possible.

3. Improve all steps.

4. Abolish the setup.

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Changeover Analysis Worksheet
Step #1. Study Existing Method (cont’d)
 Distinguish Internal Tasks from External Tasks
 Internal (online)
Must be done while machine is stopped
(attaching, mounting, detaching dies, parts, fixtures;
adjusting height, pressure, location; etc.)
 External (offline)
Can be done while machine is running
(e.g., fetching and adjusting materials, tools, fixtures,
etc.)
 Unnecessary

Setup procedure worksheet Every task in setup procedure treated as

internal

Setup
Internal
Person
1 2 3 4 6 7 External
Idle zzzzzz
7 Operator Zzzzzzzzzzzzzzzzzzzzzzz zzzzzzzzzzzzzzzzzzzzzzzzz
zzzzzzzzz
5
7
10
109 70 Minutes
98
Stop Machine Start Machine
15
8
15
14
14
21
21
84

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Step # 2. Convert Internal to External Setup procedure worksheet; distinguish
external and internal
 Convert any activity that can be done
safely while machine is running to External
 Searching for tools, parts, etc.
 Waiting for materials, instructions, tools, etc.
 Adjustments to tools and fixtures (calibration)

44 40
44

Setup tasks differentiated as internal Internal tasks and external tasks

or external performed separately

Setup
Internal
Person
1 2 2 3 4 6 7 External
Idle zzzzzz
Operator Zzzzzzzzzzzzzzzzzzzzzzzzz---------------- zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
5
Setup Person
3 6 7
70 Minutes

Stop Machine Start Machine ---------------------------------------------------------------------------zzzzzzzzzzzzzzzzzzzz Operator

1 2 5 4

44 minutes

Stop Machine Start Machine

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Step # 3a. Improve Internal Steps
Reduce attachment-detachment times
 Reduce # bolts
 Reduce # threads
 Reduce of eliminate adjustments
 A setup that takes 2 hrs might actually take 10
hrs (8 hrs for adjustments!)
Shortening internal steps has immediate
impact on reducing downtime
Step # 3b. Improve Every Task in the
Setup Procedure
Example, assume:
• 450-minute day
• Desired: 10 batches
• If each batch requires 10 minutes, processing time = 100 min
• Total time remaining for setup = 450-100 = 350
• Current time per setup = 45 minutes
• Therefore, maximum number of batches produced
= (350 min/day)/45 min/setup = 7.78 setups/day.
• 45 min/setup is too long. To produce 10 batches/day,
total setup time (both external and internal) must be
reduced to a maximum of 350/10 = 35 minutes
Step # 3b. Improve Every Task in the
Setup Procedure
• If the goal is small-batch production with frequent
changeovers, then short internal setup is not enough
• Both internal and external time—the total setup time—
must be short.
Step # 3b. Improve Every Task in the
Setup Procedure
• Ultimate Goal: total setup time should be so short that it
no longer matters—where the number of setups or the
batch size required to meet demand can be accommodated
without even thinking about the setup time.
• Rule of thumb #1: no setup takes longer than 10
minutes.
• Rule of thumb #2: for operations where the work pace
must conform to takt time (planned time per unit), the
changeover time should not exceed the takt time.
• Ideal setup procedure: involves no more than one
simple task. Shingo called this OTED for one-touch
exchange of dies.
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External Steps Quick-change fasteners
 External setup time must be shortened
whenever it exceeds batch production time.
 Most external setup time is spent getting,
looking for, or transporting things
 Methods to improve:
 Use kits and carts for tools and fixtures
 Store needed items nearby
 Use improved methods and correct-height carts
 Keep everything arranged, organized, clearly
marked

Quick-change attachment Shims and cassette-type holders for

fixed-position machine

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Material handling equipment No Adjustments: One-touch
Changeover!

Run Run Run

Setup Inspect Adjust Adjust Inspect Run
Sample Sample Sample

Adjustment time
(Scrap samples)
Begin
production

Setup Run

Begin
production

No Adjustments SMED Procedure

SMED applies to changeovers in all kinds of processes and
industries.

Steps

1. Study existing setup/changeover method. Separate

Kimberly-Clark steps into internal, external, and unnecessary steps.
Kleenex tissue-box machine

2. Convert as many internal steps to external steps as

possible.

3. Improve all steps.

0.5 98% 4. Abolish the setup.

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 Step # 4. Abolish the Setup Step # 4. Abolish the Setup

1. Redesign products/parts to eliminate 3. Use less versatile (but less expensive) kinds of
machines, and dedicate each machine to one
changeover kind of product/part
2. Use machines that can produce more
than one kind of part at the same time With one versatile machine, many setups
 Honda: presses that make left and right door A setup B setup C setup A setup B
panels simultaneously With dedicated machines, no setups
A A A
B B
C C

Continuous Improvement Quick Changeover: CT Scans

70

60 Categories of C/O work in hospitals

50  Preparation (obtain supplies, verify orders,
Total setup time

start IV’s, register patient, explain procedure,…)

(minutes)

40

30
 Load/unload
 Alignment and Adjustment
20
 Secure
10
Goal = 10 min
0
July Aug Sept Oct Nov Dec Jan Feb Mar

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 Quick Changeover: CT Scans
Many of these steps can be performed while the scan machine
Example: events to complete a CT scan C/O is being used for another patient
1. Scan ends; turn off machine (E = External steps)
2. Remove IV from patient 1. Scan ends; turn off machine
3. Remove patient from scan bed 2. Remove IV from patient E
4. Take patient out of scan room 3. Remove patient from scan bed
5. Bring next patient into scan room 4. Take patient out of scan room
6. Verify patient ID 5. Bring next patient into scan room
7. Explain procedure to patient 6. Verify patient ID E
8. Verify physician orders 7. Explain procedure to patient E
9. Start IV on patient 8. Verify physician orders E
10. Place patient on scan bed 9. Start IV on patient E
11. Turn of CT scan machine 10. Place patient on scan bed
11. Turn on CT scan machine

New procedure
 Scans ends; turn off machine
 Remove patient from scan bed
 Take patient out of scan room
 Bring next patient into scan room
 Place patient on scan bed
 Turn on CT scan machine

All other steps are performed in advance and while another

patient is being scanned

Results
 Number of internal steps cut by almost 50%
 Changeover time is reduced to the time it takes
to do the internal steps (reduction of 82%)
 This allowed twice as many scans/day, eliminated
backlogs, and increased revenues from scans.

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