NORTH AMERICAN DIE CASTING ASSOCIATION

Guide to Quick
Die Changes

Publication # 205
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 Quick Die Change
Table of Contents

Chapter 1: Single Minute Exchange of Dies 5

Background 5
3M's 6
5S Visual Controls 7
Chapter 2: Management Acceptance of SMED 9
The Case for SMED 9
Management Acceptance 9
Chapter 3: Implementing SMED 13
Analyzing Your Setup Operation 14
Chapter 4: Installation Steps 15
STAGE 1: Separating Internal and External Setup 15
STAGE 2: Converting Internal Setup to External Setup 18
STAGE 3: Streamlining External and Internal Setup 18
Chapter 5: Design Standardization 23
Chapter 6: Training & Implementing Strategies 27
Development of the SMED Team 27
Development of the SMED Tools 29
Development of the SMED Plan 29
Afterword 30
Chapter 7: Case Study 31
Justification 31
Selecting the Setup Team Participants 31
Initial Training 32
Stages One through Three 34
Appendix 39
4 Guide to Quick Die Change
 Chapter 1
Single Minute Exchange of Dies
SMED is an acronym for Single Minute Exchange of Dies. This
means that the entire die change process, from last good part
to first good part is completed in less than 10 minutes. This is
the goal. Some die casters with both large and small dies have
already achieved this goal.
Today, SMED is one of a number of disciplines that constitute
Lean Manufacturing. All of the following are activities that fall
into the scope of lean thinking:
• Lean Manufacturing
• 5S & Visual Controls
• Kaizen
• Value Streams
• Pull Manufacturing
• Mistake Proofing
• Quick Changeover-SMED
• Six Sigma
• Lean Accounting
• Theory of Constraints
• Human Factors
This set of tools and concepts drive towards the goal to achieve
customer satisfaction creating a sustainable business. Profitabil-
ity is improved by achieving the highest quality, lowest cost, and
shortest lead-time by continually reducing waste. Additionally,
our customers require that we work safely and are good stewards
of the environment and our employees.
Although this is a guide to understanding and implementing
SMED, there are some basic concepts we need to understand
and embrace from lean thinking. Thinking in this way requires
focus on reducing waste or Muda ( Japanese for waste). Think of
waste as any activity that your customer is unwilling to pay for.
Your customer is willing to pay for the alloy, for the alloy to be
cast, for the casting to be trimmed in select areas (but not in all
circumstances), for the casting to be packed and shipped. Your
customer is not willing to pay for scrap, rework, delays, or excess
inventory. In short, your customer is unwilling to pay for activi-
ties that do not add value to the casting.
One way of looking at the die casting process is to break down
the various activities involved in making the casting into three
Guide to Quick Die Change 5
categories. These categories are actual work, auxiliary work, and
waste. Only the first of these three categories, actual work, is to be
maximized. The other two categories should be minimized. Below
is a short definition and example of these three categories.
1. Actual work: activity that adds value to the alloy. Examples
include melting the alloy, injecting, solidifying, and cooling
the casting.
2. Auxiliary work: activity that supports actual work usually
precedes or follows actual work. Ladling and extraction are
two examples of auxiliary work. Trimming is also consid-
ered auxiliary work because it is effort remove material in
excess of the customer’s requirements.
3. Waste: activity or motion that adds no value. For example,
an activity, when stopped, has no adverse effect on the cast-
ing. Start-up scrap, transport, storage, and overproduction
of castings are common ways pure waste is generated.
Auxiliary work and waste must be minimized and eliminated.
To accomplish this, it is helpful to categorize the type of activity
that is not adding value. The Toyota Production System lists
eight different types of waste. In fact, it claims that the ratio of
value to waste is 5/95 in most operations. If this is true, there is
a lot of opportunity for improvement.
The eight classifications of waste are:
1. Motion
2. Waiting
3. Conveyance
4. Correction
5. Over-processing
6. Over-production
7. Inventory
8. Knowledge disconnection
Motion
Wasted motion can be both human motion and machine mo-
tion. Wasted human motion is usually related to workplace
ergonomics. If the workplace is not organized or setup properly
productivity and quality will suffer. This waste includes walking,
reaching or twisting. Spending time walking searching for the
die to setup is this kind of waste.
It is thought that about half of workplace injuries are due to
poor ergonomics. The risk factors involved in these types of in-
juries include force, repetition and posture. In terms of die setup,
we must be sure that we do not put our employee at risk of these
types of injuries. Force and posture are the two risk factors to be
most aware of when considering setup work.
Two simple examples of wasted die casting machine (DCM)
motion are more than required die opening and closing stroke
and more than necessary injection stroke. All DCM motions
must be reviewed and optimized.
Waiting/Delay
This waste occurs when an activity is delayed waiting for mate-
rial to be found and retrieved. For example, during setup you
may discover that a hydraulic fitting has been damaged and
cannot be connected. A delay results waiting for the fitting and
replacing it. Or a delay may occur as you wait for materials to be
cleared from a required work area.
Delays add to lead-time:
Lead-time = Processing time + Retention time.
Processing time: actual work being done to the part.
Retention time: delays, waiting for actual work.
Conveyance
Conveyance is a necessary waste since materials must be moved,
to the work site and through the plant. However, this waste must
be minimized. This is accomplished by efficient work place layout
and efficient layout of tools and work pieces. For example, when
setting the die we need to assure that all the tools and compo-
nents have been gathered or staged prior to movement to the
DCM. Once at the DCM all the required tools are arrayed in
such a manner to be easily accessible when they are required.
Correction
Correction or rework is the waste incurred when something is
done incorrectly. A hose connection improperly secured, leaking
or being blown off its fitting. This requires reconnecting the fit-
ting and cleaning up the mess that occurred. Our motto should
be “Do it right the first time.”
Over-processing
Doing more work than required. An example related to die setup
would be applying excessive torque to clamping bolts, using a
3-foot long extension (cheater bar) on a wrench to tighten a nut.
Inventory
Inventory waste is the keeping of unnecessary materials. For the
purposes of doing a setup, this means the correct components
and correct number of components to do the setup are provided.
This also includes tools.
6 Guide to Quick Die Change
Over-Production
This is a waste not generally associated with setup. This refers to
making things that do not sell. It could be related to setup if we
keep the machine running because we are not ready to do the die
exchange. Long set-ups lead to over-production. The inability
to conduct single minute die changes increases batch sizes and
eliminates the opportunity for “make to order” batch sizes.
Knowledge Disconnection
This waste exists when there is a disconnect within the company or
between the company and its customers. During a setup, this could
be as simple as stopping the setup because of a defective connec-
tor and waiting for a new connector to be delivered. As opposed to
moving on to the next setup step and continuing the setup process.
3M’s
Lean thinking is more than seeing and eliminating waste. It is also
about balancing work efforts and simplifying the work. In order
to minimize the setup time for a die, two or more persons may be
required to accomplish a particular task. Those persons must be
available when required. Some tasks may be difficult to accomplish
and require an inordinate amount of skill to be done correctly.
These tasks should be simplified. Three M’s which are Japanese
words that can be used to describe these intolerable conditions.
The words are Muda, Mura, and Muri. These are all heavy sound-
ing words. Think of them as a heavy unacceptable load.
MUDA: Muda is waste, activities for which your customer is
unwilling to pay. Many low hanging fruit would be categorized
as Muda. Leaving the factory lights on and the furnaces uncov-
ered over the weekend is waste pure and simple.
MURA: Mura is irregularity, unevenness, and fluctuation in
work. Usually due to poor planning or lack of standardization.
This can be as simple as having varying clamp heights for a trim
press. In this case the setup person will have to find the proper
clamp, or worse, fabricate new clamps as needed. Operations
need to be standardized and discipline maintained to assure the
operations do not change.
MURI: means “hard to do”, this may be because of variations
in production or poor job, fixture and layout design. This could
result in excessive strain and stress (frustration). Often Muri is
accompanied by an unsafe condition as well. If this is the case
Muri should be addressed immediately.
For example, 6000 pounds of castings that are in stackable
1000-pound containers have to be moved with a 2500-pound capacity
forklift. What is the best and safest method for moving the castings?
The alternatives are:
1. Six trips at 1000 pounds per trip.
2. Two trips at 2000 pounds and two trips at 1000 pounds.
 3. Two trips at 3000 pounds.
4. Three trips at 2000 pounds.
Number 4 is best; it has the minimum number of uniform loads
within the forklift capacity. Number 1 is wasteful with too many
trips (Muda). Number 2 has too many trips and the loads are
not uniform, unbalanced (Mura). Number 3 is unsafe as it over-
loads the forklift, difficult not simple (Muri).
SMED requires discipline and organization to sustain the im-
provements and to continue to improve. Most organizations need
to have a cultural revolution in order to truly implement SMED.
The best place to start this cultural shift is through the discipline of
5S & Visual Controls . Many have tried implementing 5S as a way
to get the plant cleaner. However, the real value of 5S is to analyze
every workspace and make sure that it is laid out to maximize the
operator’s effectiveness while improving their work environment.
5S & Visual Controls
5S is Consists of five activities that all start with the letter “s.”
These 5 S’s are:
Sort
Set in Order
Shine
Standardize
Sustain
Sort
This means that you remove from the workplace all items that
are not needed for current production. Toolboxes are a perfect
example of an area that can be sorted. Most tasks in die casting
require a limited set of tools, but a quick survey of toolboxes will
reveal wrenches that have never been used because they do not fit
any bolts on the die casting machine. Also, while looking at your
toolboxes do not forget to look at machines as well. Equipment
that is not used/needed should be removed from the workplace.
There is an exercise that works well for sorting. Simply remove
everything from the work cell to an inconvenient yet accessible
area. For example, all the non-essential items from a die casting
cell could be moved to the die storage warehouse. Over the fol-
lowing 2-4 weeks the workers should be allowed to go get what-
ever they need for their job and return it to the cell when it is
needed. After the 2-4 week period is over anything that has not
returned to the work cell is clearly not needed for production.
Set in Order
This is arranging needed items so they are as close to the point
of use as possible and identifying them so they are easy to find
and put away. Most people have seen examples of this “s” in the
form of shadow boards. These boards are located at the point of
Guide to Quick Die Change 7
use for each tool, and they clearly mark the proper storage loca-
tion for these tools. Visually the system is easy to understand
and manage because there is either a tool on the board, or not.
Shine
This means cleaning. Sweeping floors, picking up trash, wiping off
excess die release from the DCM and making sure everything in
the plant stays clean. This improves safety, brightens the work-
place for inspection and uncovers maintenance opportunities.
Standardize
This is the method used to maintain the first three S’s. It is re-
lated to Sort, Set in Order and Shine, however, most strongly to
Shine. It results when the machines and their surroundings are
free of debris, oil and dirt.
Sustain
This means making a habit of properly maintaining correct proce-
dures. Employees must be committed to maintaining 5S condi-
tions. This will require hourly, daily, weekly and yearly efforts.
Often a 6th “S” is added as the word “Safety.” Initially, this
might seem like a wasted “S,” but it is important to always re-
member that the other steps should be pursued in a safe manner.
It is not hard to imagine a scenario where safety doors may be
removed or modified in an effort to make it easier to clean. Be-
havior like this which increases the risk in the die casting plant
should never be encouraged or tolerated.
If your plant has already implemented the 5S discipline, intro-
ducing and implementing SMED should be fairly straight-
forward. This is because many of the disciplines and cultural
changes required for 5S are also requirements for SMED.
One more thought in this chapter on perspective. We should
recognize the contributions of Dr. Shigeo Shingo. Dr. Shigeo
was an international consultant with the greatest impact on
manufacturing with his teachings in three concepts:
• Just in time ( JIT)
• Single Minute Exchange of Dies (SMED)
• Zero Quality Control
As part of JIT, Dr. Shigeo pioneered the concept of SMED.
SMED was developed in order to reduce the fixed cost associ-
ated with the setup and changeover of dies. The basic elements
driving the SMED concept are to reduce the setup time of dies,
which directly result in smaller batch sizes of parts. A smaller
batch size translates as lower cost associated with work in process
(wip) inventory storage, as well as raw material and finished goods
inventories. This concept is especially beneficial as it allows the
manufacturing system to quickly adjust to engineering design
changes with very little costs. In addition, SMED allows higher
machine utilization and in turn results in higher productivity.
Dr. Shigeo’s approach to developing the SMED concept was
to isolate and identify the setup time as two entities: internal
setup time and external setup time. According to him, a simple
approach to achieving a quick setup and changeover of dies can
be done in the following steps:
• Separating internal and external as it is existing
• Converting internal to external setup
• Streamlining all aspects of the setup operation
Finally, a common example of how SMED principals can
be applied to shorten the time of a changeover. How long
8 Guide to Quick Die Change
does it take you to change a tire on your car after you have
stopped? 15 minutes? Could the tire be changed in 15 sec-
onds? How about 8 seconds? When Dale Earnhart Jr. pulls
into the pits at a NASCAR race, his four tires are changed
and the car filled with fuel in about 15 seconds.
When Michael Schumacher pulls into the pits during
a Formula 1 race, he gets four tires and a load of fuel in
about 8 seconds. Of course he as twice the number of tire
changers that Dale Jr. has. Also, only one lug nut/spinner
per wheel.
 Chapter 2
Management Acceptance of SMED
The Case for SMED
Are you still able to charge for your setup time? When prepar-
ing die-casting quotations in the past, we would estimate the
setup time, multiply this by the machine hour rate and come
up with a cost for the setup. The setup includes die installation
and removal. This setup cost was then amortized over the vari-
ous casting quantities to establish the casting cost based on the
order quantity. Is this practice still possible? In most cases the
answer is no. Therefore, setup does not generate any revenue
and is waste. This is a necessary waste that must be minimized.
If setup cost can be minimized, the order quantity is no longer
relevant. SMED makes small lot manufacturing cost-effective.
Large lot production has several disadvantages:
• I nventory waste: Takes physical storage space and requires
monetary resources, without adding value to the die-castings.
•W
 aiting/Delay: Your customer must wait for you to process the
entire lot rather than just the castings required. Some custom-
ers may charge an additional fee when shipments are missed.
•Q
 uality waste: Unsold inventory runs the risk that it may
have to be scrapped or reworked, adding cost to the casting.
Large lot production can also have advantages:
• Safety stock is a natural result. This can be nice to avoid
missing shipments when unexpected failures occur.
• Tooling life is generally better improved over long lot
production periods. This is because startup wear occurs less
frequently.
• Automation and customization of equipment makes more
sense over larger lots.
• Larger lots can make it easier to plan ahead maintenance periods.
SMED removes the requirement for large lot production.
However, it is best to decide the lot size that best satisfies the
customer. For high volume jobs SMED will maximize the
valuable uptime. It will also allow rapid response to machine/
die breakdowns. These advantages are great, but they should
not be utilized to change the die 2-3 times a day unless neces-
sary. Excessive changeovers, while fast with SMED, may lead to
scheduling waste, tooling maintenance problems, and machine
maintenance challenges.
Guide to Quick Die Change 9
SMED benefits for the company
If setups are done quickly, they can be done as frequently as
needed. This means the company can make production runs in
smaller quantities. This has the following advantages:
•F
 lexibility: the company can meet changing customer re-
quirements without the expense of inventory.
•Q
 uicker delivery: small lots require a lesser lead-time, fewer delays.
• Better quality: SMED reduces defects by reducing setup er-
rors and trial runs of the new product. Fewer storage related
defects such as corrosion.
• Higher productivity: Shorter setups reduce downtime, i.e.
higher uptime and productivity.
The savings to be achieved through inventory reduction can be
significant. For example, currently a company with $48 mil-
lion in annual sales turns over its inventory every month. Given
the monthly turnover, it typically has a $4 million inventory
($48M/12=$4 M). If set-up times can be reduced, smaller lots
produced and inventory turns doubled to 24 times or every two
weeks the cost of inventory is reduced by half ($48M/24=$2M).
SMED benefits for the employee
• Improved job security: The company is more competitive
because of the reduced setup cost.
• Improved safety: Simpler setups are safer and should have
less physical strain.
• Less inventory: less clutter and crowded conditions, makes
for a safer environment.
• Standardization: standardized tools means fewer tools and
standardized practices lead to job simplification.
Management Acceptance
In order to achieve SMED (Single Minute Exchange of Dies),
the senior management of any organization or plant must
make a conscious, concerted and relentless commitment to be
successful. This singular dedication must verbalized to every-
one and continually supported at all times at the highest levels.
SMED must become one of the anchor points in the company’s
long-term competitive strategy, if not, it will simply become
something you try to do and eventually a “that’s good enough”
mindset will prevail.
In the early stages you may have to adopt SSED (Single Shift
Exchange of Dies) strategy, and then migrate to SHED (Single
Hour Exchange of Dies). If the focus and long-term commit-
ment is not on achieving single minute, you will eventually
determine that your forward progress is satisfactory, and then
your focus will stagnate and inevitably fade to the memory of a
good idea without execution.
Satisfactory progress on the SMED strategy can be incorporated
into the performance plan for all key managers and department
heads. You may want to even consider incremental performance
bonuses for those that are instrumental in significant changeover
improvement times. This kind of thinking can also include middle
managers, supervisors and lead technicians. You will certainly find
additional margins in your operations to fund incentive programs
as you continually lower changeover times.
When determining where the key support positions for
improvement will be, you should think globally in terms of
the entire casting process. The burden for achieving suc-
cess should not just be on the shoulders of the change over
team (those few people that typically conduct a die change).
Insure that you also have the commitment and support of all
departments. You may even need to re-write job descriptions
and re-define roles and responsibilities to insure that every-
one understands that pursuing the SMED goal is now clearly
part of their job.
It is very important to identify all of the departments (and
department heads) that will be involved, or impacted by the
improvement initiative. This can easily include, but not be
limited to production, maintenance, tool room, engineering,
process, automation and quality personnel. Don’t overlook the
necessary involvement and support of people from purchasing,
stock room, scheduling and human resources as well. Internal
product managers and sales staff, as well as external toolmak-
ers and other suppliers can be significant resources to the team
for incremental improvements. After identifying the depart-
ments, identify the leadership in those departments and secure
their personal commitment to be a contributing member of the
SMED improvement process team.
You should absolutely eliminate the “that’s not my job” or the
“that’s not my department” mindset. Make sure that everyone
understands that involvement with, and support of the SMED
process is mandatory and NOT an optional activity. People
seem to naturally want to be involved in high visibility; high
impact projects and seek to be part of a successful team that has
full financial and operational support from top managers.
After the key departments and key managers have been identi-
fied and you have secured their commitment, you should also
secure the support of functional contributors and supporters at
the supervisor and technician level. Everyone needs to be on the
SMED improvement team!
10 Guide to Quick Die Change
You will know you are on the right track when people begin to
ask to be on the SMED improvement team! If you insure that
the team status is elevated to the highest levels, it will be clear
to everyone that supporting it is paramount and also part of the
corporate strategy.
When the overall SMED commitment is clear to everyone and
key departments and managers have been identified, it is time
to develop the composition of the core team and the extended
team. The core team should include those people that actually
conduct the changeover activities. Typically this will include a
changeover leader and a production technician in many organi-
zations. Other operations may have a dedicated Setup crew with
key support from various departments. This core team will be
called the “Setup crew.”
It is important to understand that the Setup crew is not the
SMED team. However, the SMED team must include the
Setup crew. The role of leadership is to take out barriers, insure
support from all that can provide it, and keep the project
implementation team moving forward relentlessly at all times.
The leader of the SMED team should have a direct pipeline to
the plant manager, owner, president or CEO, who verbalized
the goal, to insure that the project always enjoys the support and
focus articulated by the leadership as critical to the success of
achieving the goal.
Depending on the expertise of your organization you may want
to contract the services of a consultant or subject matter expert
that has achieved documented success in reducing changeover
time significantly. The leadership of your SMED team then
assumes the additional role as a conduit between the outside re-
source, the team and management. The outside resource must be
elevated in status (even though technically not your employee)
to be more effective in accelerating the improvement process.
Together, the leadership from the implementation team and the
outside subject matter expert must have access to the highest
leadership for in-progress communication, status reports and
updates and support to remove barriers and provide resources.
Development of the SMED implementation strategy or plan
should be communicated to all that will be involved or impacted
by the project. It is also important that the progress on the
project become a regular agenda item at daily, weekly or periodic
management meetings and that status updates be shared with
everyone that can impact the achievement of the goal. Those
that are not supporting the project will quickly become apparent
and should be held accountable. Critical metrics and timelines
for incremental achievement of improvement goals should be
established, agreed upon, and recorded. It is important to mea-
sure all of the right things and measure them all of the time.
Make sure that the SMED team has all of the right resources
available to them when they need them and in the quantities
that they require. You may also determine that you need to
enhance the skill set of the Setup crew and the SMED team to
insure that they have capabilities in, or at least access to tools
and aids and people to support data collection and analysis. This
will include, but not be limited to a database functionality to
capture data, and provide analysis tools. This will be used to de-
velop a comprehensive record of changeover data and history in
a functional report-friendly format. This may require that people
or part of your IT support function be part of the SMED team.
Spreadsheet capability is important to develop quick analysis
of data, processes and key metrics. It is critical to the success of
the team that they have, or at least have access to sophisticated
charting capability. Visual representation of data is nearly always
more effective in a group environment and more clearly com-
municates progress, setbacks and status of the project.
Documents that provide reports and serve as communication
aids also enhance the effectiveness of the team. These can also
be used to develop policies, procedures and work instructions
to establish standardization in the changeover process. Ground
taken in improving or reducing the time of the changeover
process should be viewed the same as ground taken in a battle
and never relinquished.
The Setup crew team and the SMED team should view their
project with the same intensity and focus as a launch team would
view a new product launch. They should also enjoy they same
kind of support from the management team and leadership of
the organization. It is very important to have as a member of the
team someone with real world project management experience.
Arrange for both the SMED team to have good meeting space
and tools before you start the project. This may even require
additional training before you start in facilitation skills, conflict
Guide to Quick Die Change 11
resolution, workplace communication, etc. Pay special attention
to details and be prepared to support those unforeseen needs
after you start the project (more on this in Chapter 10).
Ask yourself this question, “If I were the team owner of ‘Dale
Jr’s’ NASCAR Budweiser Team or Michael Schumacher’s F-1
Team, what are the resources that I would or would NOT
provide the pit crew.” Your answer to these questions will speak
to your level of commitment to achieving (or not achieving)
SMED. [Give ‘em what they need to be successful].
It is also important to develop your training and improve-
ment strategy in concert with your SMED strategy. Identify
the Setup crew members by name, title and department. It is
critical that a single person be identified as Chief of your new
Setup Crew. They will become the “Champion” from an imple-
mentation perspective and will lead and be involved in all early
changeover activities. Next, select other members of the Setup
Crew, but insure that the Setup Crew Chief has veto power
over the selection of any members he/she deems not suitable
to serve on the team. It is important to take into consideration,
their technical knowledge, experience, work ethic, enthusiasm
and attention to detail.
As you begin to elevate the stature of the teams in the organiza-
tion remind them that SMED is literally a journey and not a
“destination.” It is a continuous improvement process fraught
with obstacles, barriers, setback and frustrations. It is also an
opportunity for incremental improvements and the celebrations
that must accompany those successes.
12 Guide to Quick Die Change
 Chapter 3
Implementing SMED
Implementing SMED is a team effort. Choosing the team
members is very important. Each member brings specific skills
to the set-up..The pit crew analogy is very helpful in under-
standing how SMED is put into practice. In fact, “Set-up Crew
and Crew Chief ” are the best names to use for the various
participants. Another useful analogy is to think of the set-up
as theater, a one act play. Each actor/crew member has specific
tasks to be completed in a specific amount of time in a pre-
determined order. Each actor/crew member must know their
activities (lines) and timing. Preparing for the set-up requires
practice, practice, practice (rehearsal), until everyone is com-
pletely trained. To that end, implementing SMED is a method
of creating the script and rehearsing the setup task.
The SMED discipline is implemented in four steps. They are:
1. Analyzing your setup operation
2. Separating internal and external setup
3. Converting internal setup to external setup
4. Streamlining all aspects of the setup
Manufacturing processes are characterized by four phases: pro-
cessing, inspection, transport and storage. Processing includes all
the operations that modify the shape or quality of the casting.
Inspection is simply the comparison of the casting to a standard.
Transport is the moving of the casting from one location to
another. Storage is the period of time when no work, transpor-
tation or inspection is being done. Setup operations, by contrast,
are the preparation or adjustment performed before and follow-
ing the manufacturing processes.
There are two kinds of setup activities. Internal setup, which is
work that must be done on the machine when it is shutdown.
For example, the stationary die half can only be attached to the
stationary machine platen when the machine is shut down. Other
forms of setup activities are called, external setup activities. This is
work can be done while the machine is still running. Assembling
the plunger tip and plunger rod can be performed external to the
operation of the die casting machine making it an external activity.
These two definitions should be considered as two separate setups.
First there is an external setup which prepares for the internal set-
up. Without considering the external tasks as a setup in their own
right, it is possible to consider external tasks as a “good idea” prior
to the internal tasks. True SMED will never be achieved unless all
Guide to Quick Die Change 13
the external tasks are considered necessary prior to stopping a die
casting machine for a die changeover. Chef ’s preparing to cook a
five star dinner would never start cooking without first prepping
all the food. Similarly, do not stop a die casting machine without
preparing for the internal setup with an external setup first.
Traditional setups operate in a manner similar to manufacturing
processes following four steps:
1. P
 reparation, after-process adjustments, checking of
materials and tools.
2. Removing and mounting of tools or parts.
3. Measurements, setting and calibration.
4. Trial runs and adjustments.
1. P reparation, After-Process Adjustments, Checking of
Materials and Tools
Preparation is frequently done after the machine has stopped. This
step includes making sure all the tools are in their proper location
and functioning properly. Also included are returning items to
storage and cleaning of tools and machinery. This could be over
half of the total setup time. As a rule, most preparation steps are
external activities and they should be moved to the external setup.
This simple step is normally the difference between single shift
exchange of dies and setups in under 4 hours.
2. Removing and Mounting of Tools or Parts
This is the removal and mounting of the die and components. This
must be done with the machine shut down and will always have
some portion counted in the internal setup tasks. This may account
for about 5% of the total setup time. Pay special attention to this
portion when using the measuring techniques later in this book.
Often SMED discussions start with discussions around needing
faster cranes, or impact wrenches, or auto-clamping on the die cast-
ing machine. SMED events, through NADCA’s education depart-
ment, have never recorded a setup where the removal of the old tool
and mounting of the new tool took a significant period of time.
3. Measurements, Setting and Calibration
This is the measurement and calibration that is done in order for
the process to operate correctly. An example would be adjusting
the shut-height of the DCM to achieve the correct clamping
force. This is usually done with the machine on and off. These
types of adjustment may account for as much as 15% of the
setup time.
4. Trial Runs and Adjustments.
These are adjustments to the process made after a sample
casting has been made. These are for purposes qualifying the
casting dimensionally, for internal soundness and surface finish.
Depending on how well the process has been engineered and
setup in the previous step, this could be as high as 50% of the
setup time. In a typical die casting operation this is more likely
to be less than 25% of the total setup time. The objective is to
eliminate trials and adjustments, the first shot should be an ac-
ceptable casting.
The objective of SMED is to minimize internal setup by con-
verting internal tasks to external tasks and then reducing time
spent on external tasks.
Analyzing Your Setup Operation
The first step in preparing for SMED is to establish
your setup baseline. Your company probably has copious
amounts of data that show how long a setup takes. This
data will vary with machine size, casting die and process
complexity, and should be used for reference only. However,
data not available and required in order to separate internal
and external tasks is each of the individual tasks required
for the setup and the time for each task. In order to de-
termine the required tasks and their time, a setup analysis
must be done. This analysis is undertaken with the follow-
ing steps:
14 Guide to Quick Die Change
1. Videotape the entire setup operation. Use the camera’s time
and date function to record elapsed time for each task. Focus
on the hand, eye and body movements of the setup person(s).
2. S
 how the video to the setup person and persons involved in
the setup and determine a description for every activity.
3. S
 tudy the video in detail; define the task and time for each
step of the setup.
Once the analysis is complete, the three stages of SMED imple-
mentation can begin.
Stage 1: Separating Internal and External Setup
This is the most important step in SMED. The ability to sepa-
rate internal and external activities will determine how close we
can get to our SMED goal. The obvious things, such as, prepar-
ing and staging the tooling could save as much as 50% of the
baseline setup time.
Stage 2: Converting Internal to External Setup
After the obvious activities, achieving SMED will take more
effort and ingenuity. First, the operation must be re-examined
to determine whether the steps were wrongly assumed to be in-
ternal activities. Second, methods must be established to convert
these activities to external operations.
Stage 3: Streamlining All Aspects of the Setup Operation
To further reduce setup time, each element of the setup must be
analyzed in detail. Can time be saved by doing activities in parallel
with more personnel? Can the need for adjustments be eliminated
or at least minimized? Can some of the activities be mechanized?
These principals as well as others should be applied to all the inter-
nal activities in the effort to reduce the machine down time.
 Chapter 4
Installation Steps
To understand how SMED can be achieved, the setup of a 1215 the video will reveal necessary and unnecessary items for the
DME unit die will be used as an example. A unit die is a tooling con- checklists. Remember that all check lists must be relevant to
cept used to minimize tooling and casting cost. It can be described as the task at hand. Items that are rarely needed or never used or
a system of interchangeable cavities with a common mold base. In the are missing from the checklist destroy the credibility and value
simplest case the items to be setup are the stationary cavities, the mov- of the checklist. This may lead to, “experienced” setup personnel
ing cavities and the ejector plates/ pins. Likewise, these are the items ignoring the checklist.
to be removed from the machine for the job that has been completed.
The unit die is used as the first example since some of the SMED Look to the airline industry to learn more about checklist.
techniques have already been designed into this tooling system. Every pilot on every plane has a laminated booklet that has
the relevant checklist for that plane and its normal func-
tions. Prior to takeoff the pilot and copilot go item by item
through the list. Die casting setups should be no differ-
ent. During the external setup, the setup people should go
STAGE 1: Separating Internal through a preflight checklist to ensure they are prepared for
the setup at hand.
and External Setup
Operation Checklist
A number of tasks should be completed before production at the Equipment: 200T DCM
Die Casting Machine (DCM) is stopped. These include making
repairs and assuring the casting die is ready for production, lining Operation: Die 3000 SU
up the right people for the setup (Setup Crew), and staging the Date: Jun-05
casting, components and tools at the DCM. These are all external Employees trained for setup and operation
setup items. Do not forget common ancillary equipment as well.
To name a few make sure the correct robot gripper, spray mani- John B. Ted A.
fold, trim die, part dunnage, and the like are also available. Often Alice Z. China B.
SMED gets applied on just the desetting and resetting of the die Tools needed & location
casting die resulting in only moderate setup time reductions.
Impact wrench, 1/2 & 3/4 drivers
There are three techniques that can be used to separate inter- 2T hoist
nal and external tasks. They are checklists, function checks and Tool/cleanup Cart
improving tool movement, transport.
Die preheat station, 30 min. or 350F.
Prybar
Checklist Parts needed
A checklist can be used to list everything that is required for the Vee clamps, use from existing SU
setup. This includes:
2x-3/4 x 2 SHCS for ej. Plate, use from existing SU
• Tools, people, setting equipment, all necessary die compo- 4x-Hose disconnects, use from existing SU
nents, and necessary support components Vacuum, scraper, solvent, brushes for cleanup
• Operating parameters, process set points Standard Operating Procedure
•Q
 uality criteria, visual and dimensional required from SOP 001 (setup)
the operation.
SOP 002 (cleanup)
Initially, “everything” will be unknown. Video taping of the SOP 003 (preheating)
set-up will help to define what “everything” will be. Analysis of Figure 4.1: Example Checklist for Setup of D/N 3000.

Guide to Quick Die Change 15

Function Checks
These are checks done well before the casting die is staged for
setup. These are done to assure the casting die is working order
and all repairs have been completed. These are done to make sure
the casting die is ready to set, so no problem will be detected dur-
ing the setup.
Similarly, function checks are mandatory for support equipment that
may prevent the die casting machine from making saleable product.
For example, if a jet cooling or hot water unit is required for the
new die and is not already being used. That equipment needs to be
checked for its proper function. Overhead lift equipment should also
be available and functioning properly. All these details should be
performed during the external setup as function checks.
2. N
 otify setup crew members of anticipated setup and time. In
the case of the 1215 casting die setup, only two crew persons
are required.
3. A SU Crew member begins to pre-stage required casting die
and components in staging area, per the information on the
Setup Checklist.
4. I tems that require the longest time to prestige are done first.
For the 1215 a 30-minute minimum or 350F requirement
is specified. In this case the die preheat station is moved to
a predetermined location at the DCM, and the DN 3000 is
staged and preheating is started. Figure 5-3 is a sketch of a
portable preheating station that could be moved adjacent to
the DCM.

Function Checklist
CstgDie: 3000
Operation: Function check
Date: Jun-05
Employees trained for function check
John B. Ted A.
Visual check
Cover cavity: cores and mounting screws tight
Eject. Cavity: cores, ejector pins, mounting
screws tight
Ejector plate: Pins free and lubed, mounting
screws tight
Ejector plate: Insert spacer block, check heights of
all ejector. Pins in cavity to spec.
Tools required
3/4 Allen key Figure 4.3: A portable preheating station.
1/2 Allen key
1215 master ejector spacer block
Standard Operating Procedure
SOP F3000 (Function check)
Figure 4.2: Example Function check D/N 3000.

Transport of Part and Die

Movement of dies and tools to the DCM and away from the
DCM are done as external operations. If the DCM is run manu-
ally, another member of the setup crew is required to provide for
the movement of this equipment. Tools and dies are staged near
the DCM; prior to it being shut down in order to minimize the
distance these items must be moved during the internal setup.

Example: 1215 Standard DME unit die setup on the operator

side of a two-station mold base.

External Activities Before DCM shutdown

1. Function check of casting die, casting die ready. The Func- Figure 4.4: DME 1215 Unit Die. Note: keyways for locating the
tion Checklist can be used as a visual tag on the casting die to two die halves on the mastermold. Also, the ejector plate fits under
confirm it is ready. the ejector retainer plate of the mastermold.

16 Guide to Quick Die Change


Figure 4.5: Two station DME 1215 Mastermold. Note: the two
wedge type clamps for die half. Also note the “C” type washers used
under the SHCS.
Internal SU commences when the DCM is shut down
#1 Crew Activity
1. Leave die open, return ejector plate, change to manual mode turn
off cooling.
2. At stationary half, disconnect cooling lines, drain first and then inlet.
3. Unbolt two clamps from the stationary die half and attach hoist.
4. U
 se pry bar to move die half off of keyway and guide die out of
die space.
5. Clean-up die space in area of the stationary die half.
6. Locate DN 3000 on keyway and clamp into place. Disconnect hoist.
7. At moving half, disconnect cooling lines, drain first and then inlet.
8. Attach hoist, unbolt two clamps and unscrew two ejector plate
retaining screws.
9. Use pry bar to move die half off of keyway and guide die out of die
space. The moving die half.
10. Clean-up die space in area of the stationary die half.
11. Locate DN 3000, moving half, on keyway and clamp into place.
Disconnect hoist.
12. Insert and install two ejector plate restraining screws.
13. Reconnect cooling lines to the moving half.
14. Reconnect cooling lines to the stationary die half. Adjust to low
flow to fill die with coolant.
15. Close die, check lock.
16. All satisfactory, set DCM to Semi-Auto cycle and make first shot.
Figure 4.6:
External Activities After the DCM is restarted
1. Return portable die preheat station to its designated location.
2. Return Tool/Cleanup cart to it designated location.
3. Return impact wrench and drivers to their storage locations.
Guide to Quick Die Change 17
a. N
 ext the Tool/Cleanup cart is retrieved and checked for all
necessary cleaning materials.
b. I mpact wrench is obtained from tool board or chest,
hooked-up and tested.
c. 2 Ton hoist is moved and pre-positioned above the machine.
d. J ust prior to the DCM shutdown, the area around the
operator’s side of the DCM that must be accessible
for the SU is cleaned up. Material handling containers
are moved out, whatever blocks access to areas where
work must be done, including the control panel, must
be moved out of the way. This moving of materials is
not done in a random fashion, but in a pre-planned
way. Locations for the various containers/equipment
should be marked on the floor, even if they are tempo-
rary locations. This is to make sure that they are clear
when needed.
e. The Tool/Cleanup cart is moved into position and the
setup may commence.
#2 Crew Activity
1. Lower hoist into position above stationary die half
2. Add slight tension to hoist.
3. Lift die half out of DCM and place in stage in “removed die holding area”
4. Obtain the stationary half of DN 3000 from the die pre-heating sta-
tion and lift into die space. Wait for operator to locate die on keyway.
5. Lower hoist into position above THE MOVING stationary die half.
6. Add slight tension to hoist.
7. Lift die half out of DCM and place in “removed die holding area”
8. Obtain the moving half of DN 3000 from the die pre-heating sta-
tion and lift into die space. Wait for operator to locate die on keyway.
9. Move hoist away from above the DCM.
10. Reset DCM machine settings if necessary.
11. Readjust die sprayers as necessary.
12. Readjust autoladle if necessary.
13. Remove Tool/Cleanup cart.
14. Replace material handling containers for the new castings.
This completes the die setup. The unit die setup is pretty simple
and already contains some of the techniques that are used to re-
duce setup time. For example, the keyway on the mold base that
fits into the key slot in the unit die pre-positions the die half in
exactly the correct location and orientation.
 STAGE 2: Converting Internal Setup to
External Setup
Now look at implementing Stage 2 of SMED on our current 1215
unit die example. Stage 2 consists of converting Internal activities to
External activities. There are two steps to follow to get this done:
1. Look at the true purpose of each internal activity in our
current setup operation.
2. Find ways to convert the activities to external activities.
There are three practical techniques to follow in converting
internal activities to external activities. They are:
1. Prepare operating conditions in advance.
2. Standardization of essential functions.
3. Using intermediary jigs/fixtures.
Cooling:
• The individual cooling lines on the unit die are color coded
to indicate if they are an inlet or drain. Inlets are blue (cool
water in) and drains are red (warm water out).
Die Spray:
• Standardization of this area is difficult because casting
shapes may be very different. In our example, individual
spray nozzles had to adjusted to conform to the require-
ments of the casting.
• An instruction sheet was provided, indication where the
spray nozzles must be pointed and the shape of the spray
pattern. The duration of spray was fixed and the amount of
spray was the process variable.
• Castings with similar geometries may work with standard-
ized spray patterns.
The unit die system has a lot of standardization in its original
design. This does not mean it cannot be improved.

Prepare Operating Conditions in Advance

In our example, we have done a reasonable job of preparing the job
site prior to the commencement of the setup. We preheated the
CASTING DIE off line on a special portable table designed for that STAGE 3: Streamlining External and
purpose. We moved equipment out of the way and prepositioned the
Tool/Cleanup cart where it would be accessible for the setup.
Internal Setup
Finally, look at implementing Stage 3 of SMED on our cur-
Standardization of Essential Functions rent 1215 unit die example. Stage 3 consists of streamlining all
aspects of the setup operation. This means streamlining External
Again the unit die example is very good in terms of standardizing
and Internal activities.
essential functions. Examples of standard functions include han-
dling, alignment, clamping, cooling and die spray. The methods
used to standardize and simplify these functions was as follows:

Handling:
• Permanent eyebolts are attached to each die half (they could
be tack welded to prevent their loss).
• They are selected at a standard size to fit the hoist hook.
• They are installed in the top of the die to provide orientation.
• They are located to best balance the die.

Alignment:
• The keys in the master mold base and keyways in the unit
die provide alignment and positioning of the unit dies on
their respect mold base halves.
• Additional alignment between the die halve is provided by
leader pins or bushings in each unit die half.

Clamping:
• Two wedge clamps are used to force the die half onto the key-
way and hold it against the clamp plate or support parallel.
• The clamps are standard and interchangeable for this unit
system.
• Clamping heights/die thickness are standard for the unit
die system. Figure 4.7: Die storage using addresses to locate dies.

18 Guide to Quick Die Change

The External activities were primarily logistical and checking.
Moving the die from storage, checking the die, procuring tools,
organizing the Tool/Cleanup cart, moving and starting the die
preheat station, and moving out material handing equipment
from the setup work area and moving in the Tool/Cleanup cart.
These are storage and transport functions, and can be improved
using the 5S discipline.
First, improvement is achieved if you do not have to “look for”
a required tool or component. Every die and tool should have
an easily located storage address (a place for everything and
everything in its place.”
Second, the handling and removal of items from storage should
be safe and simple. For example, if dies are stored on pallets,
they must be secured to the pallet to prevent them slipping off
the pallet when handled. The dies could be uniformly oriented
on the pallet and prepositioned in such a manner the entire
pallet could be set on the die preheating station, eliminating the
need to move the die from the pallet to the preheating station.
Streamlining Internal Operations Is Next
This is done by:
1. Implementing parallel tasks
2. Using functional clamps
3. Eliminating adjustments
4. Mechanization
1. Implementing parallel tasks
The only factors limiting the number of persons working on a
setup are safety, the sequential nature of some tasks and the abil-
ity of each person to stay out of the way of other persons
In our simple unit die setup example, we started with two
persons working on the setup. The internal activities sheet shows
the order and task of each of the setup crew. Since no times are
assigned to each task, we are unable to determine if the tasks
are balanced or there are excessive wait times for either person.
There are some activities that could be done by a third crew
member. Items 10, 11 and 12 on the crew member list appear to
be candidates for a third person. However, without times being
defined, this would have to be confirmed.
2. Using functional clamps
Removing the four wedge clamps, four socket head cap screw, and
two ejector plate retaining SHCS is an invitation for lost time.
First, all the pieces are loose, can fall on the floor or otherwise get
lost, particularly the screws. Also, they need to be placed some-
where that make them easy to retrieve when needed. A clamping
solution that avoids these problems would be welcome.
The clamps could be revised so that they are loosened enough
to clear the clamping surfaces and then rotated 90 degrees. This
would gain enough space to slide the unit die half out without
totally disengaging the clamp. The clamp would be left hanging
from the SHCS in the master mold base. (need sketch)
Guide to Quick Die Change 19
A similar technique can be applied to the ejector plate mount-
ing screws. In this case the objective is to have the mounting
screws retained by the ejector plate. This would be accomplished
by cutting a thread in the ejector retainer plate, the ejector plate
would then have a clearance hole through it. The SHCS would be
relieved of threads for a distance of two diameters from under the
head. This is shown on the following sketch. With this technique,
once the SHCS is threaded through the retainer plate, it is cap-
tured by the retainer plate in the relieved area of the screw.
There are other types of clamping methods that can be employed to
simplify the clamping operation. One way to reduce clamping time
is to limit the number of turns that are required to tighten a fastener.
Socket head cap screws are notorious for requiring may turns to
fasten them. A rule of them for socket head cap screw is to have one
and one half diameters of thread engagement. Using a 1/2-13 SHCS
as an example, it would require 3/4ths of an inch engagement, or 1 1/2
diameters. This would be 9.75 turns (0.75 x 13). If this type of fas-
tener is required, a power driver is a necessity, preferably battery oper-
ated, no cords or hoses. An alternative may be to develop a fastener
that clamps and tightens in one turn. The following figures show a
number of alternatives for One-Turn Functional clamping.
Another type of clamping is referred to as One-motion methods.
These are cam and clamps, wedges and taper pins, spring stops
and detents and magnets or vacuum. All of these devices have
been used in the die casting plant in various locations and many
are familiar to us. These methods are shown in Figure 4.9.
A D
B
E
C
Figure
4.8:a) Pear-shaped hole allows the
screw to be loosened less than
a turn.
Then the clamp can be slid to left and lifted over the screw head.
b) U-slot
clamp allows tee-bolt to be removed with less than one turn
of loosening.
c) C-washer pivots clockwise after being loosened. Clamp
is then
lifted off over the nut. d) Split thread fastener tightens clamp in
one-quarter
or one-third turn. e) Clamp shown at right is loosened by
one turn and rotated 90 degrees clockwise to release the component.
 A C
B D
Figure
4.9: Magnets and vacuum are commonly used to lift and hold
in toolshops. a) Simple motion of the cam, wedges the work piece
steel
in place. b) Spring activated plungers drop in a groove or detent to
hold
the work piece from sliding to the left or right. c) Taper pins and
wedges rely on an interference fit to hold components in place.
d) Vacuum and magnets, common in toolmaking are used to lift and
hold
steel components. (Common method for holing sheaves on shafts.)
Modern
machines typically have an auto clamping options as well.
Here a system of pucks or pegs are used with a hydraulic system to
lock
the die casting machine into place without the use of any exter-
nal toe clamps. These systems used to be quite rare, but they are now
becoming
common and should be used to improve setup times.
Die clamps are not the only part of the die casting setup that
requires
some connection of two or more devices. Another place
would be in the thermal line connections. Wherever possible utilize
functional connections on these lines as well. One of the best ways
to do this is via manifolds and quick disconnects. Make sure when
manifolding these systems that the manifold does not restrict or
adversely affect the flow through the thermal line. Casting dies are
expensive capital equipment and they are valuable enough to com-
mand the added effort to manifold well.
Another method for holding two components together is to inter-
lock them. This is similar to using a wedge, but in this case one of
the components is a wedge. This technique relies on a good fit be-
tween the mating components and a slight amount of interference.
Figure 4.10: The die is slid into a tapered holder to clamp the die.
20 Guide to Quick Die Change
3. Eliminating adjustments
With traditional setup, adjustments and trial runs can account
for as much as 50% of the setup time. So the simple message
is to adjust the machine setting correct the first time. There are
three techniques for eliminating adjustments, they are:
• Use fixed numerical settings and make standardized settings.
• Make imaginary centerlines and imaginary reference plane visible.
• Using the Least Common Multiple (LCM) system.
Fixed Numerical Settings
Using numerical settings is far superior to intuition. Intuition varies
among operators and even an operator may not be consistent from day
to day. One way of making numerical setting is to use a graduated scale.
This graduated scale is a numerical method for making an accurate
machine setting. In the case of the scale in Figure 4.11 , a setting of
–3 could be set uniformly by the operator or different operator.
The graduated scale is similar to the types of scales one would
see on a vernier caliper measuring tool. This type of technique
could be extended in order to make valve setting uniform also.
Think of the valve stem as being the thimble of a micrometer
with a scale inscribed on it and the fixed portion of the valve
with a scale, again similar to the sleeve of the micrometer.
Accuracy of settings on a graduated scale are usually within
0.020 inches. Settings made with dial gages can be accurate to
within 0.005 of an inch. Digital devices can even achieve greater
precision with the proper type of transducers.
Another technique to make accurate setting is the use of gages
( JO blocks) or shims. These can be stacked to achieve accurate
numerical dimensions. Spacers could be ground to a particular
height to achieve an accurate setting.
Visible centerlines and reference planes
In traditional setup centerlines and reference plane are not visible.
In order to setup tools at the machine or injection centerlines,
tools have to be modified to find these locations. For example,
in hot chamber die casting a setup ring or collar is installed in
the die at the sprue. The setup ring fits into the nozzle hole in
the stationary platen and aligns the die with the nozzle. Another
method for pre-positioning the die in the die space is to attach
a bracket to the top of the die that has two V-blocks attached.
The die is dropped into the machine from the top, the V-blocks
straddle the tie bars and position the die in the machine die space.
Figure 4.11: This graduated scale is similar to a vernier used in measurement.

Figure 4.12: Using V-block used to preposition a work piece.
Least Common Multiple System (LCM)
The principle for this system is to leave the machine mechanism
alone and only modify its function, and make settings not adjust-
ments. For example, there is a tailrod attached to the crosshead of
the DCM. There is a limit switch, when activated by this tailrod,
that stops the die opening, in effect controlling the die opening.
This switch must be adjusted during setup to determine the op-
timum stroke. In order to eliminate this adjustment, several limit
switches are mounted to be activated by the tailrod, and then the
switch closest to the optimum opening stroke is selected for the
particular die being setup. See Figure 4.13.
A selector switch can now be used to select the limit switch closest
to the optimum die spacing. Again, this technique avoids having to
adjust the limit switch position. Modern PLC controlled die casting
machines can select the correct switch as part of the part program.
This greatly reduces the potential for human error in the setup.
4. Mechanization
Mechanization is considered only after the first three techniques have
been exhausted. Mechanization does not usually yield large savings in
time because most of the time saving have already been achieved by
the time we get to mechanization. Also, mechanizing an inefficient
operation is not advantageous. Think of mechanization as a process
for fine tuning, not quantum leaps in improvement. Mechanization is
essential for moving large tools including large casting dies.
Mechanization techniques include:
Figure 4.13: Avoiding adjustment by placing limits switches a vari-
ous die opening distances.
Guide to Quick Die Change 21
1. Using forklift to place die in the DCM
2. Moving large dies on bolster plates
3. Clamping and unclamping by remote control
4. Using electric drive to change shut heights
5. Using machine energy to move dies
From the list above, all are already being done in die casting. How-
ever, these types of mechanization are typically best left for addi-
tion on new machines. As retrofit technologies they rarely make
sense from a pure dollars and cents calculation. On new machines
these forms of mechanization are like options on a car. For the
minor addition in cost, many of these features can be added.
Large Casting Dies
For purposes of this publication, large CASTING DIE’s are
CASTING DIE’s run on 2000 ton or larger machines.
The same SMED principles applied to small dies are used for large
die. The issue with large dies is they have a large mass and must be
moved and adjusted carefully. A large mass moving at high speed has
a lot of momentum (mass x velocity = momentum). You do not want
the CASTING DIE becoming a pendulum. When moving large
dies, mechanically aids, as opposed to manpower, are required. If the
movement can be controlled robotically through programming, that
is even better. Then accelerations and decelerations can be controlled
and the large CASTING DIE mass can be positioned accurately
without impacting the DCM. Keep in mind for safeties sake, there is
little that you can move or adjust on a large die, manually.
Moving dies in and out of large die casting machines is aided by
machines equipped with automatic tie bar pullers. With tie bar(s)
out of the way the assembled CASTING DIE can be lowered
into the die space from above or slid in from the side. One of the
first decisions to be made, when considering SMED for large
dies, is will the DC be installed from the top or a side. This will
depend on the CASTING DIE configuration. If there are no ap-
pendages hanging below the CASTING DIE, it should be slid or
rolled in from the side. If the CASTING DIE mounts below the
lower tie bars, once it is in the die space, it can be lowered into its
mounting position by use of an elevator style table or lift. Today,
most large CASTING DIEs and DCMs employ automated
clamping systems.
When considering External verses Internal activities for large
CASTING DIEs, minimizing movement of the large mass is
one of the first considerations. This means the CASTING DIE
is staged as closely as possible to its terminal location. If the
CASTING DIE must be loaded into the die space by lifting over
a tie bar or from the top of the machine, an objective the external
activities is to get the CASTING DIE as close to the DCM and
as high as necessary before internal activities commence.
Once the CASTING DIE is clamped into the DCM, utilities
can be connected to the CASTING DIE. This would include
cooling lines, electrical interlocks and any other miscellaneous
requirements. To speed and foolproof utility connections, they
should be color coded, and the connector fittings, plugs and
receptacles varied to make incorrect connections improbable.
22 Guide to Quick Die Change
 Chapter 5
Design Standardization
Design standardization can begin in several ways. Let us take the
approach of looking at the required internal activities and see how
they might be simplified through design. For a casting die setup, the
following may be considered a subset of required internal activities:
1. Couple the shot end of the machine to the shot rod and tip.
2. Clamp the stationary die half to the stationary DCM platen.
3. Couple the machine ejection system to the casting die.
4. Clamp the moving die half to the DCM moving platen.
5. Change DCM PLC or timers/sequence.
6. Connect cooling lines.
7. Connect hydraulic lines.
8. Connect electrical lines.
The first question to be asked is, Can this activity be eliminated?
The second question is Why not? You may have to ask this
question five times to get to the root reason. This is commonly
called the 5 Why’s discipline.
Exercising the 5 Why’s does not necessarily mean that the root
cause is the result of asking, “why?” five literal times. Instead,
pull a team together and write down the problem at hand. At-
tempt to answer the problem as simply as possible. Often this
does not immediately identify the root of the problem. Thus
Figure 5-1:
Guide to Quick Die Change 23
write this simple answer down and ask “why” once again. Repeat
the pattern until the root cause is identified by the SMED team.
A common example of the 5 Why’s would be identifying the
cause of setup delays like electrical harness hook ups. A target
diagram can be used to show the path to the root cause. In this
case the, first answer may be that the delay is due to troubleshoot-
ing. Answering, the cause of troubleshooting may be due to errors
during the setup. This leads to identifying the root cause of all the
connectors are not labeled or error proofed. For this example only
4 questions had to be asked to find a root cause.
1. Couple the Shot End of the Machine to the Shot Rod and Tip
For cold chamber operation, coupling the DCM shot-end to the
casting die involves changing out the cold chamber, plunger, cooling
line connections, adjusting the plunger tip lubricating system and pos-
sibly changing the shot stroke. Hot-chamber operations, on the other
hand, have the shot end coupled to the die via the nozzle, gooseneck,
and plunger. Adjustments to gas or electric heating may be required.
Exercising the 5 Why’s leads to the question of whether the cold
chamber/gooseneck change on every setup can be eliminated. Of
course, a common answer is “no” leading to asking:
Why not? The stationary die halves vary in thickness.
Why? That’s how the toolmaker builds them.
Why? Because he adds a minimum amount of die steel under-
neath the cavity.
Why? He does not want the die to crack.
Could he make the die thicker? No.
Why not? Because it would cost more.
Figure
5.2: (Left) Standardize Mold Base external sizes. (Right)
Standardize Mold Base dimensions.
After listening to this exchange, do you think it might be
feasible to have a standard stationary die thickness? Or may
it be feasible to have a standard stationary die thickness for a
particular machine size? If this is feasible, you could incorporate
into your CD Engineering Standards specific stationary die
thicknesses for given DCM sizes.
This standardization of stationary die thicknesses could
eliminate the need for adjustment of the DCM injection
stroke. For hot chamber, this standardization of stationary
die thicknesses would also lead to standardization of nozzle
lengths. Existing dies could be retrofit with clamp plates of
various thicknesses’ that would be attached to the dies as an
external setup activity.
Answering the above question leads to another question and
that is whether the cold chamber/gooseneck size be standard-
ized? No.
Why not? Some castings are large and some are small.
Can you use a large cold chamber/gooseneck for small castings? No.
Why not? The metal will get cold.
Why not? The metal pressure will be too low.
Can a standard size chamber/gooseneck be used on a certain
machine sizes? Maybe.
It may be possible to use a standard chamber/gooseneck size
for specific machine sizes. This will depend on the casting
size (shot size) and quality requirements (static metal pres-
sure requirement). Standardizing the chamber/gooseneck size
will eliminate the need to change the plunger and cooling
line connections.
Can plunger lubricant adjustment be eliminated? No. Why
not? Different shot sizes require different amounts of lubri-
cant. Can lubricant adjustment be done concurrently with
other activities? Yes. Keep in mind that die casting technology
is constantly evolving. There are many shot rod, tip, and cham-
ber systems now that contain automatic lubrication capability.
Perhaps a system exists that completely eliminates the need for
adjustment.
In some cases, this analysis will conclude that the chamber/
gooseneck must be changed. Once this has been determined
the task for the SMED team changes. Focus should be put on
streamlining that task.
If the cold chamber must be changed, it should be pre-
assembled into the stationary die half. It must be fixed into
position to assure the pour hole is properly oriented and
that it cannot slip out of the die half during setting. The die
can then be positioned at the platen and the cold chamber
pushed through the hole in the stationary platen. Installa-
tion of the plunger rod cooling line connections, plunger lube
adjustments and coupling can be done as an activity parallel
to clamping the die half.
If the hot chamber gooseneck and nozzle must be change, this
should be done as a parallel activity with a setup team member
assigned the task. It is necessary that the stationary die half be
constructed with a setup ring to locate the half at the nozzle
hole in the stationary platen. The setup ring is a collar at the
sprue bushing that pilots into the hole in the stationary platen,
locating the die.
Recognize that the streamlining must be done as part of a cross
functional team. There are a number of pitfalls in streamlining.
For example preassembling the chamber to the stationary half
may cause die fit issues. In this case the setup person may have
to disassemble the stationary half prior to die setting. This is
clearly not optimal. Similarly, the weight of the chamber may
throw off the balance of the stationary half making it impos-
sible to set with the chamber installed. These items and similar
concerns will result from a cross functional team meeting on the
proposed streamlining plans.
2. Clamp the Stationary Die Half to the Stationary DCM Platen
This operation can be mechanized or done manually. Several
examples of mechanization are shown in the Appendix. For
mechanized clamping, die standardization will be required for
the particular clamping devices. For manual die clamping opera-
tions there are a number of alternatives that can improve the
current condition, depending on the current condition.
The objectives with manual clamping are to have the clamps
readily available, no loose pieces, easy to positively position and
without need for judgment as to placement and fastened with
a minimum of turns to a predetermined tightness. One of the
biggest barriers to this these objectives is dirt. To minimize the
irregularity in clamping it is best to keep the clamps on a con-
tinuous preventative maintenance program.
If your current clamps are the tuning fork style with a loose
piece spacer, socket head cap screw, washers and tee nuts, or tee
bolts and nuts; these can be replaced reasonably with an inte-
grated clamp and spacer with a hole through it for the tee-bolt
washer and nut. The washer can be replaced with a C-washer as
shown in Figure ???.??? if a greater release distance is required.
With this system the clamps can be released with a quarter to
half turn, slid out of the way, but not removed, and staged for
the next die.
Standardization of the casting die for manual clamping it rela-
tively easy. A clamp slot with standard height and depth should
be specified.
Finally, to tighten the clamp uniformly, a torque wrench or impact
wrench could be used. To clamp
the die in a minimum of time may
require setup team personnel on
both sides of the DCM.
Figure 5.3: Clamp slot detail. The
distance to the DCM platen must be
standardized to fix the spacer height.
The depth of the slot is also standard-
ized to assure the Tee-bolt can be
pushed as close to die as possible.

24 Guide to Quick Die Change

 3. Couple the Machine Ejection System to the Casting Die
There are several common methods for actuating the ejection
system of the die. They are:

A. Bump or positive knockout ejection:

This ejection takes place during the die opening stroke, in the
last few inches. It is accomplished with bump bars or knock out
rods that float between the die ejector plate and a fixed plate on
the DCM, located behind the moving platen. A variation of this
ejection is to have the DCM ejection plate actuated by hydraulic
cylinders, shown in Figure 5.4. This plate is actuated when the
die is fully open.

The bump bars or knockout rods must be inserted into the

DCM before the moving half of the casting die is put in place
on the moving platen. The bump bars must be the correct length
to obtain the correct ejection stroke. This procedure is shown in
Figure 5.4: A hydraulically actuated DCM ejector plate.
Figure 5.5.

B. Hydraulic ejection:
For the purposes of this discussion, hydraulic ejection will be
defined as DCM provided ejection cylinder, the rod of which is
directly coupled to the ejector plate of the casting die. The cou-
pling can be achieved in a number of ways. One method, a yoke
is shown in Figure 5.6. Another method could be a ring and
stud with interlocking pins. Whatever method is used, it needs
to simple and positive.

4. Clamp the Moving Die Half to the DCM Moving Platen

Comments that apply to the stationary half also apply here.
However, special consideration should be made for some unique
features of the moving half. First and most important, special
consideration should be given to the setting of multi slide dies
in the machine. Even with single tie bar pull machines it is
possible to have tie bar clearance issues. Most commonly this is
due to a bottom slide and side slide requiring two tie bars to be
pulled. The other fit issues with the moving half is also the over-
head clearance. Quite often special consideration is needed to
set the moving half with the top slide in position. Almost every
new die needs to have a 5 Why’s exercise to identify the proper
way to set the moving half.

Figure 5.5: Establishing knockout rod lengths. Some DCM systems

require that the bump bars be attached to the DCM bump plate. This is
usually accomplished by threading the bump bar into the DCM ejector
plate. The free floating bump bar system requires less setup time than
the attached system. A method to simplify the attached system should be
designed. After the bump bar length has been determined, adjusting the Figure 5.6: Yoke mounted to ejector plate, slips over a stud on the end
length would be an external activity prior to setup. of the ejector cylinder rod.

Guide to Quick Die Change 25

5. Change DCM PLC or Timers/Sequence
The DCM settings must be changed to the optimum values for
the casting die being set. Today’s modern DCM is controlled
with a Programmable Logic Controller (PLC). Changing the
program should be no more difficult than calling a program
stored in memory or loading a disk/memory device with the
applicable program. On older machines you may be required to
select a cycle sequence, change timers, set pressures and valve
flow rates. Whatever is all included should be done as a parallel
internal activity. Standardization of this operation is also desir-
able. The same cycle sequence should always be used, but every
new casting should have its own program. However, depending
on the casting requirements, some additional cycle elements
may be required. It is never a good idea to use the same program
for multiple parts. The best practice would be to have separate
programs for each die that runs in the die casting machine. The
sequence should always be the same. For example, the following
is a typical cycle sequence:
1. Die preparation, including die release, flash cleaning, and
delay for cooling if necessary.
2. Die closing and locking, including safety devices and
minimum stroke.
3. Alloy injection, solidification and cooling.
4. Die opening.
5. Casting ejection
6. Casting removal.
Additional elements may be required based on the casting com-
plexity. The casting may require hydraulic slides or inserts cast into
it. However, the standard casting cycle should be maintained.
6. Connect Cooling Lines
Cooling line connections are usually an internal activity. Cool-
ing lines include water, oil and air. To reduce the number of
connections that must be made, a manifold should be used. For
example, if you are cooling with water, each die half would have
a manifold for cold water in and heated water out per die half.
This would require four connections to be made. The manifolds
would then service the individual water lines. The connections
should be made with sealing quick-disconnects that would
26 Guide to Quick Die Change
prevent spilling and leaking water. The connects/disconnects
should be color-coded. Remember the principles of the visual
workplace. Use blue for inlet cold water and red for warm outlet
water. To further prevent an error, a male fitting could be used
for the inlet, and a female fitting for the outlet.
Cooling lines for oil and air are handled similar to water. This
means manifolds for each die half or inlet and outlet, color cod-
ing of the quick connect/disconnect fittings, and using male and
female fittings to prevent errors.
7. Connect Hydraulic Lines
Hydraulic line connections may be required to actuate core pulls.
These hoses are connected from a manifold on the DCM to the
hydraulic cylinder on the CD. Again it is important to prevent
hook-up errors. Color coding and using male and female discon-
nects are required to prevent errors that could cause damage or
injury if the cores-in and cores-out sequence is incorrect.
Hydraulic lines could also be used to actuate cylinders for other
purposes, to provide special ejection, or possible to retain inserts.
Again the previous protocols should be used.
8. Connect Electrical Lines
To prove the position of hydraulic cylinders, in or out, limit
switches are mounted at both ends of the cylinder. The posi-
tion of the cylinder must be known before the DCM cycle can
continue. This means there are two limit switches per cylinder.
These limit switches have to be plugged into (connected) the
DCM circuitry. The DCM must also know if the cylinder actu-
ates a stationary or moving half core pull. In this case the plugs
from the limit switches have to be color coded to match the
receptacles at the DCM.
A limit switch may also be required to indicate if the ejector
plate is in the ready to cast position. This will also have to be
plugged into the DCM to interface with it. It should also be
color-coded.
Electrical plugs and receptacles come in a variety of contact num-
bers and configurations. A diversity of plug and receptacle styles
could be used to prevent plug and receptacle matching errors.
 Chapter 6
Training & Implementing Strategies
Development of the SMED Team
It is important for both the Setup Crew and the SMED Team
to truly interact and perform as a well coached, disciplined and
focused team. Like any sports team, this involves conditioning,
training, watching game tapes and practice. It is very important
that the right people are playing the right positions that in turn
compliment their skills and enhance the contribution they can
make to the success of the team. This will take some thought and
discussion. It is also important that the players really want to be
on the team. A player that wants to be traded will contaminate the
culture of a team and negatively impact its ability to be successful.
Before you start your journey to achieve SMED, determine
where you are in terms of baseline changeover times. This should
be done by die, die family, by machine and if possible by shift.
Also be able to look at historical data by operator and/or the
current changeover team structure. Review the data from several
perspectives, including longest changeover, shortest changeover,
average, etc. It is especially valuable to have information on
problems that were encountered and solved or at least addressed
during previous die changes. Don’t forget trim dies, and other
ancillary equipment as part of the complete changeover process.
Shot monitoring equipment typically carry a treasure trove of
information to fill out the baseline setup time. Since setup time
is defined as the time from the last good shot to the next good
shot on a new tool, the shot records implicitly track the setup
time. Keep in mind that this setup time is typically excessively
long because it is an unbiased measure. The SMED team should
resist the temptation to ignore the shot to shot time. Instead,
practice the 5 Why’s discipline as get to the root cause of the
excessive times.
If your measurements do not include these “data points”, it is
important to develop the appropriate methodologies to evalu-
ate the information you will be collecting. Also, don’t forget to
capture information by customer and by toolmaker and tool de-
signer. This is especially important if your customer has respon-
sibility for and /or dictates tool design standards. Most thought
that goes into tool design and tool build focuses on quality part
production, tool life and economies that reduce cost. Rarely is
the changeover process a significant discussion point early in the
tool design process. Standardization is also critical to moving
the SMED process forward and should be an important part of
Guide to Quick Die Change 27
the planning and strategy on new, replacement, redesigned, and
reengineered tooling.
Development of the SMED team that will in turn provide sup-
port and resources to the Setup Crew is also very important. This
group needs to see themselves as the vendor and the changeover
team as the customer. The role of the SMED team is to meet the
needs of the customer by supplying the right resources, tools and
equipment at the right time, in the right quantities while adher-
ing to the delivery and terms and conditions of the Setup Crew
customer. Sustainability of improvements in changeover time
and movement of the SMED project forward is couched in the
sustainability and quality of this all-important relationship.
First convene all project participants, including both the SMED
team and the Setup Crew. Make sure your Setup Crew chief;
project manager or head coach has supreme authority to drive
the project relentlessly. Insure that all primary and secondary
players and team positions are covered. We are now entering
the training camp phase of team development. Think of your
changeover team as a specialty team. They have a specific re-
sponsibility to actually perform the die change, but they are also
part of a larger team that has responsibility to win the game. The
other members of the team are also specialists and will come
from various departments within your organization.
Even though your Setup Crew or SMED team will likely be
composed of a changeover specialist and assisted by an operator
or lead technician, the additional resources that will contribute to
the success of your team will come from every department in your
organization. As you develop the composition of your SMED team
consider this analogy; if the die cast operator is the equivalent of
the driver on a NASCAR, team, would you also have them serve
double duty as part of the pit crew, or would you develop a team of
specialists to perform the changeover while the operator (driver) is
preparing for casting the next part (getting back in the race)?
When developing composition of the SMED team, include man-
agers and technicians from all departments and functions that can
impact the relative success of the Setup Crew or SMED team.
This will certainly include, but not be limited to representatives
from maintenance, process engineering, scheduling, tool room,
engineering, quality, automation technicians, purchasing, informa-
tion technology, finance, and other departments in addition to
production. Then determine who will serve as head coach or proj-
ect manager. This person will have supreme authority and should
 Roles and Responsibilities of the SMED Support Team May/Will Be As Follows:
Department Representative Role on Team Support Provided
Manager and/ or Provide the right people at the right time and
Changeover Specialists – Implementation
Empowered Supervisors, insure that the Production component is the
Production Team The people that actually perform the
Lead Technicians & Lead Department for the project. This is where
die changes
Operators your “Champion” is best positioned.
Manager or Insure optimal mechanical, hydraulic, Observer and participant that will develop
Maintenance Empowered Senior pneumatic, electrical and electronic capa- jigs, f ixtures, tools and aids to reduce set-
Technician bility of machine and ancillary equipment up times
Manager or Observer and participant that will develop,
Insure that process is stable, capable and
Process Engineering Empowered Senior implement and document process improvements
adaptable to improvements
Technician relative to the new evolving changeover procedures
Observer and participant that will adjust
Manager or Insure that production schedules are com-
schedules to meet the needs of the team without
Scheduling Empowered Senior patible with the needs of the customer and
compromising customer demands – also allow-
Scheduling Specialist changeover team (& vice -versa)
ing time for “practice”
Observer and participant that brings techni-
Manager or Insure that tooling changes - improvements
cal skills that will suggest modifications and
Tool Room Empowered Senior are accomplished in a timely manner to
improvements in tooling to reduce set-up times
Technician meet the needs of the team
as well changes to cooling and heating systems
Insure that tool design improvement oppor-
Manager or Insure that suggestions from the team for
tunities identified by the team are considered
Engineering Empowered Senior tooling changes are evaluated and imple-
and standardization opportunities across all
Technician mented into tool design standards
tooling components are implemented
Insure that quality standards are revised and im-
Manager or Insure that suggestions from the team
proved to reflect the improvement gains and that
Quality Empowered Senior meet the quality standards of the company
timely part approval procedures meet the needs of
Technician and the requirements of the customer
the team, re: last good shot to first good shot
Insure that technical support is always avail-
Manager or Insure that suggestions from the team that
able to meet the needs of the team and that
Automation Empowered Senior will reduce changeover times are considered
additional support is provided in a timely
Technician and that appropriate technologies are applied
manner while changeovers are in progress
Manager or Insure that a procedure is in place that prioritizes
Insure that the needs of the team are
Purchasing Empowered Senior the needs of the team to insure a purchasing policy
provided in a timely manner
Director/Assistant is in place to meet their goals in a timely manner
Insure the delivery of the necessary database,
Manager or Insure that the team has access to data
spreadsheet and document reporting capabilities
Information Technology Empowered Senior that will allow them to make appropri-
that provide the appropriate data to document
IT Specialist ate decisions
the history and progress the team has made
Provide constant feedback to senior manag-
ers of the financial gains captured by the team
Manager or Insure that the team has the appropriate
and create the financial justification reports
Finance Empowered Senior dynamic budget and financial support to
and model to insure continuous funding of im-
Accounting Specialist meet their evolving and incremental goals
provements – ROI reporting on the training
and reductions in changeover times
Manager or Shift Insure that the team has the organizational
Insure that the team has the time, finances
Supervisors, Lead support to meet their evolving needs
Production and personnel resources in place to insure and
Technicians and while continuing to meet the production
enhance their ability to be successful
Operators requirements of the customer
Insure that the little things are not overlooked
Ensure that the team has the time, equip-
Human Resources, – meeting space, technology, tools, and training
Other? ment and resources they need to get the job
Training, Facilities that enhances learning with emphasis on lead-
done and to continue improvements
ership, communication, technology, etc.
Figure 6.1

28 Guide to Quick Die Change

 Team Tool(s) Quantity Use Application Detail Comment
Insure that the cameras
Record macro and Use from both the opera-
have a capability to re- Use as both hand held
micro detail of all tor and helper sides of
Video Camera(s) 2 cord elapsed time on the and on tripod for time-
team and changeover the machine to record
images and have slow lapse recording
activities activities
motion, zoom, etc.
Record extensive mi- Use from both the operator Use as hand held Insure zoom capability
Still Digital Camera 2 cro detail of processes and helper sides of the ma- documentation recording and date/time recording
and activities chine to record activities device for all activities on photos
Use to measure time data
Record incremental Time all activities related Make sure that you also
in the changeover process
Stop Watches 2-4 changeover activities to the changeover process – identify the process you
with both people and
with time-lines record everything are timing correctly
machines & equipment
Correlate activities
Clipboards, Pens, Create a graph Insure that all activities Include the people doing
on the “ Y” axis and
Colored Markers, 2-4 template for and processes are described the activity and record
incremental time/elapsed
Grid Paper recording data and time measured the tools being used
time on the “X” axis
Have capability to create Make sure the IT team
Capture data from team
Laptop Computer & manage data via member has high level of
1 Data capture members and record
with color printer documents, spreadsheets, proficiency with comput-
permanently
databases and presentations ers and software
Other – The teams will Communicate with ma-
Examples might by Secure additional sup-
inevitably come up with TBD terial handlers, special
radio headsets… port when it is needed
a list of other needs technicians, etc.
Figure 6.2

have a direct line to top management for reporting purposes and
authority to take out “barriers” and secure support for funding to
sustain changes and move the project forward.
At this stage it is important to make a comment about smaller
companies. Small and medium sized businesses have all the crit-
ical SMED team functions spread across a handful of employ-
ees. Practice judgment when selecting the team. It is important
to have the right team members while also not having everyone
in the front office involved in the SMED team.
The space(s) required by both the Setup Crew and the sup-
port functions represented by the SMED team to meet,
practice and do their work is very important. Insure that a
well equipped training room and appropriate meeting rooms
are available to the team(s) when they need them. At a mini-
mum, these facilities should include a computer, color printer,
projector and a screen. Pay careful attention to chairs, tables,
lighting and even room temperature controls. Any deficiency
in these areas serves as a distraction to the team and removes
their focus from the business at hand. It is also important to
provide flip charts, white boards, and other means to record
ideas, data, information and progress. The teams will also
require clip-boards, paper, pens, pencils, calculators and other
aids to express, validate and measure ideas. One of the key
precepts in the journey to SMED is to capture good ideas,
quantify them and then standardize them into the improve-
ment process. Any tools, techniques or aids in the process
should be easily justified.
Before moving forward from the current state to the envisioned
future state, the team(s) must first determine where they are…
from several perspectives. This means extensive data collection
from several sources and as well as visual documentation of the
current state. Make sure the team has an easy to use camera
that can readily transfer images to a computer for capture and
delivery to a projector.
Development of the SMED Tools
In the actual SMED improvement process the SMED team will
require enhanced tools to document and record the changeover
process(s). It is very likely that the team(s) will need Figure 6.2
to do their work.
Development of the SMED Plan
If you have the commitment of management and that commit-
ment has been has been verbalized to all of the SMED team
members on your pit crew, you are very near the start of your
SMED project.
Make sure that you have fully established and developed your
SMED Team . Make sure your SMED team has the proper
tools in place and access to those tools and resources. Insure that
your team(s) has the appropriate classroom and meeting space
and that you have the right “lab” space for changeover activities.

Guide to Quick Die Change 29

Insure that your training schedule coincides with the change-
over schedule that will meet production requirements.
Consider using an outside consultant with die casting and change-
over experience and success to serve as the trainer or facilitator for
the project. Develop a training/implementation process that allows
for team members to: learn new techniques and processes, apply
new techniques and processes, evaluate new techniques and pro-
cesses, standardize new techniques and processes and then improve
new techniques and process. Then repeat this entire process over
and over and over again. In the learning phase, the goal extends
beyond just reducing changeover times, and also includes learning
how to work as a team to learn, apply, evaluate, standardize, sustain,
etc. This means the team will move from the classroom, to the “lab”,
to the classroom, to the “lab” and back again when the time is right
to evaluate progress and make decisions – not when it is important
to complete a critical changeover to meet production schedules and
customer demand requirements – that will come later.
Insure that the classroom and changeover resources and spaces
will support the needs of the team and that they are conducive
to effective meetings, data collection, analysis and success. At-
tention to detail is critical –everything is important. Broadcast
to everyone that the team’s needs are paramount and that sup-
port of the team and their needs is everyone’s job. Also make
sure that “ground rules” are established for classroom and project
behaviors, activities and procedures.
30 Guide to Quick Die Change
Prescribe a strict training schedule, and insure that it is not
impacted negatively by people, events and outside influences
that impede the forward progress of the teams. We suggest
that training start times be rigid, but that end times are flexible
to allow for completion of the activities in progress. Consider
that a changeover “starts when it starts”, but that it isn’t over
‘till it’s over.”
Also remember some earlier discussions about “good part to
good part,” and “shot to shot.”
It is also important that the team has incremental and adequate
“report-out” opportunities to meet with key managers and de-
partments (vendors) to discuss progress and needs that must be
fulfilled to achieve SMED success.
Afterword
A die casting company in Japan is now changing die casting dies
(shot to shot) in less than 15 minutes… Other companies have
halved their changeover times… Your ability to achieve success
in the journey toward SMED is related more to your commit-
ment than to your challenges.
 Chapter 7
Case Study
The following case history is supplied courtesy of ICG Castings Additional Savings Opportunities Associated with SMED Program
in Dowagiac, Michigan. The SMED program at ICG Castings
• Decrease in Unscheduled Downtime
was in cooperation with training received at the Mtec at South-
western Michigan College in Niles, Michigan. • Decrease in Overtime
• Cost Savings Associated with Standardized Components
The case history starts with a justification for the program, fol- (Shot tips, Cold Chambers, Hoses, etc...)
lowed by the selection and training of participants. The baseline
• Savings Associated with Process Stability
is established documenting the steps of a typical setup, followed
by the first two stages of SMED. Then a demonstration setup is
Further additional savings opportunities were listed but not
documented followed by the third stage of SMED.
quantified. The first two items are very significant and lead to
improved delivery performance. This is very useful, enabling
your company to expand its business opportunities.

Justification
Potential Savings for SMED program at ICG Selecting the Setup Team Participants
Assumptions: 30 Die changes per year
$150.00 Overhead rate Determining the team members for the first demonstration proj-
$2.00 Scrap Cost per part & Average of ect is very important. The team is a cross-functional group with
2 hours of scrap per set up a variety of skills. Initially, not all the detail tasks of the setup are
10% Dross loss for remelt known. For that reason a number of individuals with a variety of
16 hrs Current set up time last good job skills will be trained to deal with any unforeseen circumstances.
piece to 1st piece approval
8 hrs Set up time Team Goal last Some of the skills required are as follows:
good piece to 1st piece approval
@ 50% Reduction • Supervision, initially a team leader is required to coordinate
80 shots per hour with a 2 cavity die the various setup tasks, keep track of timing and deal with
any unanticipated circumstances.
Current Estimated Set Up Cost
Downtime Scrap Cost Cost/Set Up Annual Cost
2,400.00 704.00 3,104.00 93,120.00
Projected Set Up Cost After SMED Program
Downtime Scrap Cost Cost/Set Up Annual Cost
1,200.00 176.00 1,376.00 41,280.00

The potential saving per setup were estimated to be $1728, or

reduction in costs of about 57%. For one machine with about
30 setups per year the saving could be $51,840. Multiplying this
savings by the number of machines in the shop if the assump-
tions hold true could lead to an annual savings greater than $
750,000. This is a substantial savings and could further be used
to advance competitiveness by paying for additional training and
capital costs to further DCM and CD standardization. Figure 7.1: ICG SMED Team.
Guide to Quick Die Change 31
 • Setup technicians, persons familiar with the setup steps and
process are required to do the setup.
•A
 DCM operator is required to make casting before
and after the setup. A Maintenance technician is re-
quired to be on the team to deal with any DCM related
issues or difficulties.
• A Tooling technician is required to address and CD or tool-
ing related problems that may arise.

Not all these persons will be required to participate in the setup once
the SMED technique becomes routine. The Team Leader coordinates
the activities of the set-up team through the various stages of SMED.
Additional leadership is required when the actual set-up takes place.
This leader will be the Crew Chief, in charge of the set-up crew. This
person may currently have a job description such as “lead set-up tech-
nician.” Tooling and maintenance technicians are not required unless
a problem with tooling or the DCM comes up. Their participation on
the team is required to establish priorities. When a problem occurs
during a setup, it must have the highest priority in the plant.
Initial Training
Initial training for the SMED team was 4-6 hours in the class-
room to learn the basics of SMED. This is necessary so each
team member understands the process and will see where their
contribution is in the long term.
In this case, five stages of SMED are developed, the three tra-
ditional stages plus the beginning, or “preliminary” stage and a
final “follow-up” or documentation stage.
Preliminary stage – this stage establishes the set-up baseline.
This consists of the team members “observing and recording”
the set-up in detail.
Figure 7.2: Preliminary stage of gathering data for the baseline of
the set-up.
Stage one – this stage separates internal and external activities.
This means studying each internal step and determining if it
could be external. Common issues such as remote tool storage,
and lack of availability of tools and the hoist must be solved.
Stage two – converting internal activities to external activities
is attempted. Why can't the remaining internal activities be
external activities? Each step is re-examined. Common issues
such as cold dies, lack of recorded machine settings, and lack of
die location aids are resolved.
Stage three – streamline all activities. This stage analyzes the
facts (elements) of each activity, both internal and external.
Common issues such as differing fasteners and die dimensions
are resolved through standardization.
Documentation – documentation of internal and external
procedures in required. The entire activity must be reviewed to
determine what went well, or badly, and what changes must be
completed prior to the next SMED activity.

Scott Tool Change Set-up ONLY!

Chris Tool Change Set-up ONLY!
1. Using the plant/cell layouts, diagram the travel path of every action
Rick Spaghetti Chart (Scott) 2. Use the action item number to identify travel path
3. Place a dot at the beginning and end of the action item number
1. Using the master data sheet, write down each action in detail and order
Dan Step by Step (Scott) 2 Record beginning and end time on the master data sheet
3. Translate all information (step, tool letter, times, and location code onto information sheet)
1. Using the master data sheet, write down each action in detail and order
Calvin Spaghetti Chart (Chris) 2 Record beginning and end time on the master data sheet
3. Translate all information (step, tool letter, times, and location code onto information sheet)
1. Using the master data sheet, write down each action in detail and order
Rod Step by Step (Chris)
2. Record beginning and end time on the master data sheet
Doyle Photos and Video Assistance 1. Assist with video recording, tape changes, and digital photos
Randy Timing (Chris) 1. Timers 2. Tools Def Sheet
David Timing (David) 1. Timers 2. Tools Def Sheet
Figure 7.3: Assignments for Preliminary stage data gathering.

32 Guide to Quick Die Change

 Action Set up Beginning Ending
Total Time Activity
# Person Time Time
1 Scott 8:11:00 8:11:10 0:00:10 Remove Safety Gate HS

2 Scott 8:11:10 8:11:50 0:00:40 Stationed Cold Chamber

3 Scott 8:11:50 8:13:00 0:01:10 Loosen Tie Bar Nuts

4 Scott 8:13:00 8:13:50 0:00:50 Loosen Die Clamps HS

5 Scott 8:13:50 8:15:15 0:01:25 Observe Chris

6 Scott 8:15:15 8:16:55 0:01:40 Loosen tie bar nut OS

7 Scott 8:16:55 8:17:40 0:00:45 Walk around inspect HS

8 Scott 8:17:40 8:19:33 0:01:53 Walking around shot hook up impact wrench
9 Scott 8:19:33 8:22:20 0:02:47 Assist on die removal undo clamps HS
10 Scott 8:22:20 8:27:00 0:04:40 Loosen top tie bar nut OS
11 Scott 8:27:00 8:27:26 0:00:26 Inspect HS
12 Scott 8:27:26 8:31:56 0:04:30 Clean platen OS
13 Scott 8:31:56 8:32:00 0:00:04 Walked to Tool Box OS
14 Scott 8:32:00 8:32:07 0:00:07 Walked to HS
15 Scott 8:32:07 8:37:05 0:04:58 Walk to Set up area for Knock out bars
16 Scott 8:37:05 8:39:00 0:01:55 Raising Die to Set HS
17 Scott 8:39:00 8:41:00 0:02:00 Installing Cold Chamber OS
18 Scott 8:41:00 8:42:27 0:01:27 Setting Die HS
Figure 7.4: Spreadsheet of Scott’s first 18 activities.

Preliminary Stage at the DCM. The video cameras are useful in corroborat-
ing the time and activities. Once all the raw data has been
For the first SMED activity, two persons, Scott and Chris were
collected it has to be reduced to a usable form. The data is
assigned to do the actual set-up. The balance of the team was
distilled and placed on a spreadsheet. Two partial examples
assigned activities of “observing and recording” the work as it
are shown below, each depicting the beginning activities of
was being accomplished. In this case Recorders, timers, and
Scott and Chris.
fact collectors were used to follow Scott and Chris’ activities.
In this case the Recorder would describe what change was
Scott’s activities begin at 8:11 AM. His first activity is to re-
made and record what is any equipment was used. The timer
move the safety gate on the Helper side of the DCM. This takes
would record the time for each activity step. The fact collector
10 seconds. His next activity is to move the cold chamber. This
would breakdown each step into actions, with as much detail
takes 40 seconds. This list of 18 activities takes about 32 minutes
as possible.
to complete.
In order not to miss any activity, two video cameras, one on
Scott has a total of 88 activities that are concluded at 12:19 PM.
each side of the DCM were used to document all activities
Total time for set-up was 4 hours 8 minutes.

84 Scott 11:34:00 11:39:00 0:05:00 machine running in Auto

85 Scott 11:39:00 11:45:00 0:06:00 Down for process

86 Scott 11:39:00 11:43:00 0:04:00 tool room bullet nose pins

87 Scott 11:43:00 11:45:00 0:02:00 trimmed part
88 Scott 11:45:00 12:19:00 0:34:00 process programming
Figure 7.5: Spreadsheet of Scott’s last activities.

Guide to Quick Die Change 33

 1 Chris 8:10:00 8:12:00 0:02:00 Run Sprayer down and disconnect
2 Chris 8:12:00 8:17:00 0:05:00 Close mach and loosen tie bar nuts
3 Chris 8:17:00 8:18:00 0:01:00 Bolt die strap halves together
4 Chris 8:18:00 8:18:30 0:00:30 get die clamp wrench
5 Chris 8:18:30 8:19:30 0:01:00 loosen clamps
6 Chris 8:19:30 8:20:00 0:00:30 disconnect Water
7 Chris 8:20:00 8:20:30 0:00:30 Hook Hoist
8 Chris 8:20:30 8:23:00 0:02:30 Loosen die clamps
9 Chris 8:23:00 8:26:00 0:03:00 Tighten tie bar bolt
10 Chris 8:26:00 8:27:00 0:01:00 Pull Tie bar
11 Chris 8:27:00 8:29:00 0:02:00 remove ej half from Machine
12 Chris 8:29:00 8:29:30 0:00:30 Set beside mach on skid
13 Chris 8:29:30 8:30:00 0:00:30 unhook old tool and hook up new tool
14 Chris 8:30:00 8:32:00 0:02:00 clean platens and tie bars
15 Chris 8:32:00 8:32:30 0:00:30 bar in cold chamber to remove
16 Chris 8:32:30 8:34:00 0:01:30 Run shot forward to remove cold chamber
17 Chris 8:34:00 8:34:30 0:00:30 Put Cold chamber on skid
18 Chris 8:34:30 8:38:00 0:03:30 remove shot collar
Figure 7.6: Spreadsheet for Chris' first 18 activities.

107 Chris 11:25:30 11:28:00 0:02:30 run in auto

108 Chris 11:28:00 11:30:00 0:02:00 stopped mach adjusting tie bar nuts
109 Chris 11:30:00 11:31:00 0:01:00 start back up
110 Chris 11:31:00 11:38:00 0:07:00 turned on water and run in auto
111 Chris 11:38:00 11:49:00 0:11:00 trimmed part for inspection 1st piece
Figure 7.7: Spreadsheet of Chris' last activities

Similarly, Chris begins at 8:10 AM, his activities are shown in

Figure 7.6.

Chris begins at 8:10 AM. His first activity is to run the sprayer
down and disconnect it. This takes 2 minutes. His next activity is
to close the DCM and loosen tie bar nuts. This takes 5 minutes.
This list of 18 activities takes about 28 minutes to complete.

Scott has a total of 111 activities, that are concluded at 11:49

PM. His total time for set-up was 3 hours 39 minutes.

This completes the Preliminary stage.

Stages One through Three

Figure 7.8: SMED Team meeting to work through Stages 1, 2 and Following the complete documentation of the preliminary
3 of SMED. stage, the set-up team convenes to review the results in detail.

34 Guide to Quick Die Change

 Action Setup Beginning Ending Total
Activity Task Dependant
# Person Time time Time
1 Scott 8:11:00 8:11:10 0:00:10 Remove Safety Gate HS
2 Scott 8:11:10 8:11:50 0:00:40 Stationed Cold Chamber
3 Scott 8:11:50 8:13:00 0:01:10 Loosen Tie Bar Nuts Inv inside split
4 Scott 8:13:00 8:13:50 0:00:50 Loosen Die Clamps HS Not depend
5 Scott 8:13:50 8:15:15 0:01:25 Observe Chris
6 Scott 8:15:15 8:16:55 0:01:40 Loosen tie bar nut OS
7 Scott 8:16:55 8:17:40 0:00:45 Walk around inspect HS Eliminate trav
8 Scott 8:17:40 8:19:33 0:01:53 Walking around shot hook up impact wrench Eliminate trav
9 Scott 8:19:33 8:22:20 0:02:47 Assist on die removal undo clamps HS Put hoist on
10 Scott 8:22:20 8:27:00 0:04:40 Loosen top tie bar nut OS Before unclamp
11 Scott 8:27:00 8:27:26 0:00:26 Inspect HS Eliminate (E)
12 Scott 8:27:26 8:31:56 0:04:30 Clean platen OS Pull the die
13 Scott 8:31:56 8:32:00 0:00:04 Walked to Tool Box OS Eliminate trav
14 Scott 8:32:00 8:32:07 0:00:07 Walked to HS Eliminate trav
15 Scott 8:32:07 8:37:05 0:04:58 Walk to Set up area for Knock out bars Eliminate trav
16 Scott 8:37:05 8:39:00 0:01:55 Raising Die to Set HS Clean platen
17 Scott 8:39:00 8:41:00 0:02:00 Installing Cold Chamber OS After old CC is pulled
18 Scott 8:41:00 8:42:27 0:01:27 Setting Die HS Clean platen
Figure 7.9: Spreadsheet reviewing Scott's first activities.
Activity #

Duration

Minutes
Name

Tools
Note

Task Start Finish 1 2 3 4 5 6 7 8 9

11
12
10
Required

Shut down Brooms, shovels,

machine for 55 gal. vacuum
1 Chris change over, clean
0:10:00 8:30:00 AM 8:40:00 AM
around machine
Clean around Brooms, shovels,
2 Doyle machine
0:10:00 8:30:00 AM 8:40:00 AM 55 gal. vacuum

Clean around Brooms, shovels,

3 Rick machine
0:10:00 8:30:00 AM 8:40:00 AM 55 gal. vacuum

Clean around Brooms, shovels,

4 Scott machine
0:10:00 8:30:00 AM 8:40:00 AM 55 gal. vacuum

Clean around Brooms, shovels,

5 Mark machine
0:10:00 8:30:00 AM 8:40:00 AM 55 gal. vacuum

Clean around Brooms, shovels,

6 Calvin machine
0:10:00 8:30:00 AM 8:40:00 AM 55 gal. vacuum

Upload or
program process
7 Mark parameters for
0:30:00 8:40:00 AM 9:10:00 AM
new part number
Allen wrench
Change grippers
8 Doyle if needed
0:19:00 8:40:00 AM 8:59:00 AM set, pliers, open
end wrenches
Figure 7.10: After stages 1-3 of SMED, beginning work assignments.

Guide to Quick Die Change 35

 Allen wrench set,
Change grippers
8 Doyle if needed
0:19:00 8:40:00 AM 8:59:00 AM pliers, open end
wrenches

Die bars, short

Attach hoist, die hoist chains, impact
9 Chris strap, unclamp
0:10:00 8:40:00 AM 8:50:00 AM wrenches & flex
hose, ( ) size sockets
Die bars, short
Attach hoist, die hoist chains, impact
10 Scott strap, unclamp
0:10:00 8:40:00 AM 8:50:00 AM wrenches & flex
hose, ( ) size sockets
Coordinate
Trim die change
Machining set up
11 Rodney so that as soon as
0:10:00 8:40:00 AM 8:50:00 AM
machine goes down
change over begins
Remove old shot
12 Calvin rod, & tip
0:08:00 8:40:00 AM 8:48:00 AM Allen Wrench set

Sledge Hammer
Loosen inner tie
13 Reassign?
bar nuts
0:08:00 8:40:00 AM 8:48:00 AM and Tie bar nut
wrench
Sledge Hammer
Loosen inner tie
14 Rick bar nuts
0:08:00 8:40:00 AM 8:48:00 AM and Tie bar nut
wrench
Sledge Hammer
Loosen Outer tie
15 Reassign?
bar nuts
0:08:00 8:48:00 AM 8:56:00 AM and Tie bar nut
wrench

Figure 7.11: Continuation of activities from Figure 7.10.

47 Chris Preheat die with torch 0:06:00 9:36:00 AM 9:42:00 AM

48 Scott Remove Hoist from new tool 0:02:00 9:36:00 AM 9:38:00 AM

49 Chris Close machine for first shot 0:01:00 9:42:00 AM 9:43:00 AM

50 Scott Manual Extract casting 0:01:00 9:43:00 AM 9:44:00 AM

51 Scott Adjust Ladle 0:03:00 9:44:00 AM 9:47:00 AM

52 Chris Close machine for second shot 0:01:00 9:47:00 AM 9:48:00 AM

53 Doyle Adjust pick up point 0:03:00 9:57:00 AM 10:00:00 AM

54 Doyle Final fine tune robot 0:06:00 10:00:00 AM 10:06:00 AM

55 Chris Run in full auto and submit First Place 0:01:00 10:06:00 AM 10:07:00 AM

Save existing Sprayer and ladle programs (robot if pos-

56 Doyle sible) to minimize future set up time (need program list)
TBD All External

57 Doyle Pre-stage robot grippers, lube, and all tools prior to shut down TBD All External

Document existing process for tool in DCM#1 including:

58 Mark Cold chamber, shot rod and tip, split ring and spacer, and TBD All External
all other critical process parameters

Figure 7.12: Activities 47-58 showing last internal activity and completion time of 10:06 AM.

36 Guide to Quick Die Change

Each activity is evaluated to determine if it can be eliminated,
made external or shortened. In Figure 7.9 we see that activities
7, 8 and 11 are examples of activities to be eliminated. Also the
order of activities and dependence, one activity on another are
evaluated.
After a considerable effort a spreadsheet is developed that item-
izes each activity, the team member responsible for the activity,
the time of the activity, when the activity starts and finishes.
Also, what tool may be required? The first eight activities are
shown in Figure 7.10 followed by the next seven on Figure 7.11.
A review of Figures 7.10 and 7.11 shows there are eight partici-
pants on the setup, engaged in parallel activities. Each crew-
member has assigned tasks to be completed at assigned times.
For example, Rodney does not start until 8:40 AM on task 11.
Figure 7.10 shows the first 10 minutes of the setup with six
persons is clean up. This is an hours worth of clean up, the DCM
and work cell should be in pretty good shape after this activity. To
work effectively, each crew member must know their assigned area
of responsibility and have the tools necessary to do the job.
After the clean-up at 8:40 AM, Mark begins task number 7, 30
minutes to upload process parameters and programs for the die
Guide to Quick Die Change 37
to be set. At the same time, Doyle begins a 19-minute task to
change the robot grippers for the new part. Chris and Scott be-
gin a 10-minute activity to attach the hoist, strap the die halves
together and unclamp the die.
As the spreadsheet shows, each crew member is assigned
tasks and a time to do them. Not shown on the spread sheet
is the time and effort of each crewmember to memorize
their activity, activity sequence and the time allowed for the
activity.
Figure 7.12 shows the final activities for the set-up. In all, there
were 61 activities for a planned duration of 1 hour and 27 minutes.
Although this does not meet the goals of SMED, it is well within the
goal of reducing the set-up time to half, as was determined initially.
This final stage for the first SMED activity is to thoroughly
document all activities. Not shown in this case history is the
detail of all the external activities required to support the ac-
tual set-up, internal activities. All this must be documented.
Following thorough documentation is rehearsal or practice. The
Nascar pit crew does not get the pit stop to less than 15 seconds
without training and practice. SMED requires continuous effort.
The results speak for themselves.
38 Guide to Quick Die Change
 Appendix

Technical Documentation
Operator Manual
TechnicalTechnical
Documentation
Documentation
Technical Documentation
Operator
Operator
Manual
OperatorManual
Manual
Automatic ejector locking coupler (without hydraulic quick clamping system)
Pneumatic ejector locking coupler for quickly clamping the cen-
tral ejector nail. The
Automatic automatic
ejector ejector (without
locking coupler locking hydraulic
coupler for quicktheclamping system)
Automatic ejector
Automatic ejector locking couplercentral locking
(withoutejector
hydraulic coupler
isquick
depicted (without
below.
clamping hydraulic
In its ejector
system)
Pneumatic quick
depressurized clamping
condition,
locking coupler system)
for quickly clamping the cen-
the coupler canPneumatic
be locked ejector
by tral
meansejectorof
locking cup
nail. springs.
The automaticYou can
ejector locking coupler cen-
for the
Pneumatic ejector locking coupler for quickly clamping the
central centralcoupler
ejector ejector
is depicted
for The
nail. quickly
below. In
clamping
automatic
its ejectorthe
depressurized locking
condition,
retract and advance the
tral ejector
coupler for the central ejector is depicted central
nail.
in Figure A.1 ejector when
The automatic compressed
ejector locking air is
coupler for the
the below.
coupler Incan
its depressurized
be locked condition,
by means of cupthesprings.
coupler can can
You be
locked by meansapplied to theYou
of cup springs. sleeve.
central The
can retract stroke
ejector
and is of the
depicted
advance the sleeve
below.
central isIn
monitored
its
ejector by
depressurized
when compressed condition,
air
retract and advance the central ejector when compressed air is is applied
anstroke
to the sleeve. The initiator.
of the sleeve
the iscoupler
monitored canby an initiator.
be
applied locked by means
to the sleeve. of cup
The stroke of springs.
the sleeveYou can
is monitored by
retract and advance the central ejector when compressed air is
an initiator.
applied to the sleeve. The stroke of the sleeve is monitored by
Coupler
an sleeve under tension
initiator. Coupler sleeve under tension

CouplerEjector
sleevenail
under tension Ejector nail

Ejector nail

Coupler sleeve released

Coupler sleeve released

Only use ejector nails for automatic ejector

Coupler
locking sleeveTheir
couplers. released
shape is matched specially
Only use ejector nails for automatic
to the coupler. ejector
locking couplers. Their shape is matched specially

!
Only use coupler.
to the ejector nails for automatic
Note: ejectorlock
Before, this automatic locking
was onlycouplers.
tried out with the nail
Only use ejector nails for automatic ejector
Their shape is matched speciallyTheir
locking couplers. to theshape
coupler.
and without the die.
is matched specially
It must be possible to turn the nail when the coupler is
Note: to the coupler.
Before, this automatic lock locked.
was only tried out with the nail
and without the die.
Note: Before,
Note: It mustthis automatic
be possible lock
to this
Before, turn thewas
nailonly
automaticwhen tried
lockthe
out with
wascoupler
thewith
is out
only tried
nailthe
andnail
without
locked. the die.
and without the die.
It must be possible to turn the nail when the coupler is locked.
It must be possible to turn the nail when the coupler is
Edition: 06.07.04
locked.
Guide to Quick Die Change gb-kap-50-f-reihe.fm 14.7.05 395 -
- Chapter 5 - Page
Oskar Frech GmbH + Co. KG, D-73614 Schorndorf
DIE INFORMATION PROFILE Die Number ____________________
Customer: _______________ Date: __________ Revision: ______
Part Number: _______________
DCM Preference: _______________
Alloy: _______________
Die Information: Cover half: _______________ Shut height: _______________
Vertical height: __________ Width: __________ Weight: __________
Fill position: _______________
Cold chamber: _______________ Nozzle: _______________
Length: _______________ Length: _______________
Diameter: _______________ Diameter: _______________
Clamp slot: __________ Width: __________ Height: __________
Cooling System: Eyebolt size: __________
Water: _______________
Oil: _______________
Stationary cores: _____________________________________
_____________________________________
Die Information: Ejector half
Vertical height: __________ Width: __________ Weight: __________
Ejector rod position
Ejector type: __________ Bumper pin length: __________ Size: __________
Clamp slot Width: __________ Height: __________
Cooling System: Eyebolt size: __________
Water: _______________
Oil: _______________
Movable cores: _____________________________________
_____________________________________
40 Guide to Quick Die Change
 Exterior Operation Checklist 1

1. Check necessary materials & determine if there has been any change:
Maintain both a physical and written inventory of materials.
Revise inventories to reflect ant changes.

2. Check die size:

Shut height, height & width.
Select DCM.
Decide whether it is necessary to pull a tie bar.
Decide if die must be set a half at a time.

3. Check die weight: Select appropriate lifting equipment.

4. Check die:
Determine die is at latest engineering change.
Determine if all repairs are complete.
Check for broken ejector pins.
Check for leaks in cooling lines and manifolds.
Check condition sprue/cold chamber.
Check that all bolts are tight.
Check the last shot from previous production run.

5. Check position of sprue/cold chamber

6. Measure the diameter & depth of the sprue/cold chamber

7. Check and measure the ejector system.

8. Measure the thickness of the cover and ejector dies.

9. Measure the depth and width of clamp slots.

10. Check the cooling system.

11. Check the hydraulic cores, stroke and diameters.

12. Determine shot weight for ladle sizing.

Guide to Quick Die Change 41

 Exterior Operation Checklist 2 Exterior Operation Checklist 3
Check-off Components Check-off Operations

Cold Chamber/Gooseneck Preheat Die

Plunger Tip & Rod Assemble moveable core & related parts

Nozzle Install cooling lines

Ejector Rod Transport die close to the DCM

Die Clamps Arrange all tools in order

Cooling line/Manifolds Add additional cooling hoses if necessary

Cooling Hoses Have cold chamber & plunger ready

Hydraulic Cylinders Have ejector rod ready

Hydraulic Hoses

Electric Cord for core pulls

"T" Bolts

Wire Rope/Chain

Ladle

Tools

Impact wrench

Allen Wrench

Prybar

42 Guide to Quick Die Change

 little as 15 minutes.

The shank and2.the mechanical ejector

to thehub
shankform
using part
clampof
#1 the
and die-
Techmire Quick Die Change System A
 ttach
#2 (one
the adapter plate
casting machine. They stay within the crosshead (slide guiding
bolt for each clamp).
system) of the 3.machine,
Subject: Techmire Quick Die Change System Explanation R except
 epeat above when
procedure removed
for the second diefor maintenance.
block. (Usually,
Attached to the shank
The system allows die changeover of a two (2) slide mold in as
are:one(i)ejector
there is only a retaining
hub, unlessbar, which
the die is shown in
incorporates
blue at automatic in-die de-gating).
the bottom of the view in top right hand corner of the
little as 15 minutes.
jpeg drawing;Only
andtwo(ii) two
bolts per clamps
die sectionwhich are toshown
are required in die.
install the orange
The on
The shank and the mechanical ejector hub form part of the die
casting machine. They stay within the crosshead (slidethe same view. These are identified
adapter plate ensures very preciseas “clamp
alignment of #1”
the dieand “clamp
block
guiding
with respect to the shank.
#2” in the view at the bottom RH corner of the drawing
system) of the machine, except when removed for maintenance.
Attached to the shank are: (i) a retaining bar, which is shown in
It remains only to connect the cooling lines and load the part
blue at the bottom of the view in the top right hand corner of
program before casting of parts can commence.
Figure A.2; and (ii) two clamps which are shown in orange on
the same view. These are identified as “clamp #1” and “clamp #2”
in the view at the bottom RH corner of Figure A.2.

Each die block is mounted on an adapter plate. Normally, a die

caster would have at least two sets of adapter plates, and the die
to be installed would be mounted on an adapter plate before
being presented to the die casting machine. The other set of
adapter plates would be on the die currently being used on the
machine.

The ejector plate is part of the die, and carries the ejector pins,
not shown in Figure A.2.

This is the procedure to install the die:

1. Slide the first die block, complete with adapter plate and
ejector plate assembly, into the front of the crosshead,
ensuring that: (i) the “horseshoe” on the back of the ejector
plate assembly mates with the “ring” on the face of ejector
hub (these slide together – no tools are required); and that
(ii) the lug (tongue) of the adapter plate mates with the slot
in the retaining bar which is bolted to the face of the shank. .
Figure A.2: Techmire Quick Die Change System for Model 88NTX
Again, no tools are required – the lug slides into the clamp.
multi-slide DCM
Figure A-2. Techmire Quick Die Change System for Model
88NTX multi-slide DCM.

Appendix T 1

Guide to Quick Die Change 43

 Notes

44 Guide to Quick Die Change

 Notes

Guide to Quick Die Change 45

 Notes

46 Guide to Quick Die Change

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