5. INTRODUCTION- HISTORY
History : Land costs in Japan were very high, therefore it was not feasible
to store large inventories of vehicles.
Quick
Change Overs
“A rapid and efficient way of converting a process
from running the current product
to running the next product “
Developed by Shigeo Shingo
( in the late 1950’s and early
1960’s) chief engineer of Toyota.
Reduces the waste of inventory by creating shorter production runs
that better align with customer demand
6. QUICK CHANGEOVER IN LEAN
CONTINUOUS
IMPROVEMENT
Pull/Kanban Cellular/flow
POUS
TPM
Quality at Source
Standardized Work
Quick Changeover
Batch Reduction Teams
5S systems Plant LayoutVisual Controls
VALUE
STREAM
MAPPING
8. SMED- REAL WORLD EXAMPLE
3000-ton Sheet metal stamping press:
Traditional
Time: 4 Hours
SMED
Time: 3 Minutes
Improvement: 98.7%, or a factor of 80
9. SMED- REAL WORLD EXAMPLE
400-ton LIM molding press with 16-cavity tool:
Traditional
Time: 3 Hours
SMED
Time: 5 Minutes 20 seconds
Increase in effective capacity equal to 15,544
additional parts
10. HOW TO REDUCE SET-UP COST?
By reducing
setup time
By reducing
wastages
By reducing
various costs
12. 6 TRADITIONAL SETUP STEPS
Preparation
Ensures that all the tools are working properly and are in the right
location.
Extraction
The removal of the tooling, raw material, and support equipment
after the production lot is completed.
Mounting
The placement of the new tool, support equipment, and raw material
before the next production lot.
Establishing
Control
Setting all the process control settings prior to the production run.
First Run
Capability
This includes the necessary adjustments required after the first trial
pieces are produced.
Setup
Improvement
The time after processing during which the tooling, machinery is
cleaned, identified, and tested for functionality prior to storage.
13. THE SMED PROCESS
End with 5S.
Standardize changeover tasks.
Stay with the machine at all times.
Set and attach ( no fine tuning)
Work from specific positions & standards ( no adjusting).
Utilize Quick Connectors (No bolts needed).
Transfer Internal Time to External Time
Begin With 5S
Eight Rules for Quick Changeover:
17. OBSERVE AND RECORD
We Should always:
Notify the party to be observed
ahead of time.
Explain why we are conducting
an observation
Explain the possible benefits
for them and the company
Review the observation with
the individual
1
❑ Identify internal and external
elements,
❑ waste/lost time,
❑ variances from the standard process
18. SEPARATE INTERNALAND
EXTERNALACTIVITIES 2
Internal elements
• Operations that must be
performed while the
machine/process is stopped
External elements
• Operations that can be
performed while the
machine/process is running
20. CONVERT INTERNALS TO
EXTERNALS ACTIVITIES
3
Eliminate search-and-find work
Arrange tools & materials beforehand
Complete prep work before starting changeover
Standardize settings
Make visual marks vs. trial and error adjustments
Eliminate trial runs
Postpone “put away” work
22. STREAMLINE ALL
ACTIVITIES
4
STREAMLINE
INTERNAL PROCESS
•Create Parallel steps
– completed at the
same time
•Reduce complexity
and eliminate waste
STREAMLINE
EXTERNAL PROCESS
•Adopt functional
standards-Visual
factory locations for
tools, Color coding
,Standard set ups
Checklists
23. Document new process
•Create new work sheets that include
all the steps of the new process
•Get all needed approvals
•Train all workers
•Post the standardized work sheets
(STW)
DOCUMENT INTERNAL &
EXTERNAL PROCEDURES
5
Create new process
• Document who will do what and when
• Practice quick changeover (QCO) before doing it
Test new process
• Run pilot of new process
• Document steps of new process
• Time steps of new process
• Document improvement opportunities
• Videotape and look for additional opportunities
24. WHEN SHOULD
YOU AUTOMATE?
Criterion 1
• The operation has already
been dramatically simplified
Criterion 2
• Begin with semi automation to
achieve 80% benefit at 20%
cost
Criterion 3
• The automation is cost-
effective
25. SMED IN DAILY LIFE
Planted , Grown &
harvested Food
Fast Food , instant food,
frozen food.
Self Pick Up Delivery Services
Tie shoes Slip on shoes
In person registration Online registration
26. SHINGO PRIZE
The Shingo Prize
for Excellence in
Manufacturing
was established in
1988 in honor of
Shigeo Shingo.
The Prize
promotes world-
class
manufacturing
and recognizes
companies that
achieve superior
customer
satisfaction and
business results.
The philosophy of the
Shingo Prize is that
worldclass business
performance may be
achieved through focused
improvements in core
manufacturing and
business processes.
