Smed - Single Minute Exchange of Moulds

QUICK CHANGEOVER [SMED]
Welcome and
Introductions
1
Four Major Factors in
Production Flow
Transform
Looking at these
Inspect/Rework factors, we can
create a definition
Transport of waste.
Store
2
What Is Lead Time?
To the FG’s
Order Total Lead Time distribution
release
system
Trans- Change- Loss WIP Storage Transport, Finished
forma- over Time Handling Goods,
tion Delivery
Manufacturing Lead Time
3
Definition: Value-Adding
Any operation or activity

that changes, converts, or
transforms material into the
product that the customer is
willing to pay for.
4
Definition: Non-Value-Adding
Any operation or activity

that takes time and
resources but does not add
value to the product sold to
the customer.
5
How Much Is Value-Adding?
 Choose one of your products (unit or small
batch)
 Estimate manufacturing lead time for
processing the product
 Identify and list each
conversion/transformation operation in the
process and the time taken to transform one
unit (or batch)
 Calculation of value-adding ratio (percent):
Total time for value-adding operations
x 100 = ____% (Value-adding ratio)
Total manufacturing lead time
6
Process or Flow Time
95% of the activities related to a specific

process do not add value to the product
Non-Value- 5%
Adding 95% Value-
Activities Adding
Total Manufacturing Lead Time
7
Non-Value-Adding Activity
“7 Deadly Wastes”
Value-Adding (5%) Defects
Inspection
Waiting
Storage/
Inventory
Rework / “re-”
Equipment
Over / Under
Downtime
Early / Late Production
8
A Large Inventory Hides Most
Production Problems
Deficiencies in: Deficiencies in:

• Inventory Control • Dispatching
• Systems Design • Scheduling
• Material Flow • Capacity Planning
• Constraints • Material Control
9
Methods for Solving These
Issues
Long Skills Equipment
Changeovers Imbalance Downtime
QCO Cross Training TPM
Deficiencies in: Deficiencies in:

• Inventory Control Cell Design • Dispatching
• Systems Design Pull Production • Scheduling
• Material Flow KANBAN • Capacity Planning
• Constraints BDD • Material Control
10
Reducing Inventory
Exposes Long Changeovers
 Decreasing changeover time:

 Reduces the need for inventory
 Gives more production flexibility
 Enables a faster response to customer
needs
11
Quick Changeover:
The Key to Lead Time Reduction
 Less adjustment less error less rework
 Smaller runs fewer defects and scrap
 Machine and scheduling flexibility reduces
the need for all types of inventory
 Less inventory less space less carrying
cost
 Less waste reduced lead time
Reduced lead time is a key to competitive advantage!
12
Overall Equipment
Effectiveness (OEE)
OEE = Availability  Performance  Quality
OEE is a measure of the availability,

performance rate, and quality rate of a piece
of equipment and a capacity measure for
constraint operations.
Document the
Changeover Process
 Be systematic
 Record the changeover process
 Gather facts
 Visually display your findings
 Establish a target
 Prepare and post a QCO chart
14
Definition: Changeover Time
The time between the last

good piece off one production
run and the first good piece off
the next run.
15
Document the Changeover:
Eight Steps
 Select changeover process  Calculate times and make a

 List team members bar chart
 Observe and record current  Define situation

changeover process  Set up QCO Chart and post
 List each element of facts
changeover process on
the observation chart  Set an improvement target
and write a statement
 Time each element and
record the total time on  Visually display current
observation chart situation and target
 Record other details,
facts, observations in
relation to each element
16
Step Three: Observe and
Record the Process
 List each element

 Time and record each element
 Record other facts and details
17
CHANGEOVER STUDY - OBSERVATION SHEET
Sequence Changeover Elapse Elemental INDIVIDUAL ELEMENTAL TIMES
Number Element Time Time 20 40 60 80 100 120 140 160 180 200 220
10
11
12
13
TOTAL TIME
18
Observe and Record
the Process
1 Get tools
Remove nuts &
2 washers
3 Remove platen
Return old platen
4 & get new one
Install new
5
platen
6 Install nuts &
washers
7 Connect heater
8 Remove old stock &

get new stock
Make
9 adjustments
10 Return tools
11 Wait for the
platen to heat up
12 Make the first
good piece
TOTAL TIME
19
Record the Process

20
Record Elapsed Time
1 Get tools 0’ 43” 43”

Remove nuts
2 & washers 1’ 36” 53”
3 Remove platen 1’ 56” 23”
Return old platen
4 & get new one 2’ 40” 44”
Install new
5 platen 2’ 57” 17”
Install nuts &
6 washers 3’ 48” 51”
7 Connect heater 4’ 00” 12”
Remove old stock &
8 get new stock 4’ 32” 32”
Make
9 adjustments 5’ 06” 34”
10 Return tools 5’ 39” 33”
Wait for the
11 platen to heat up 5’ 45” 06”
Make the first
12 good piece 6’ 32” 47”
TOTAL TIME 392”

21
Record the Process

22
Visually Document the Facts
 Use yellow fact cards
 Write one fact per card
 Use full thoughts and Hose clamps are
phrases stiff and awkward
 Be concrete & specific to fasten. Raja A.
5/29
 Make cards legible
 Sign and date cards
23
Now Let’s Face the Facts!
 Observations
 Questions
 If elements have already been
documented, don’t rewrite
them.
 What else is happening
beyond listed elements?
 What other information might
be useful?
24
Step Four: Create a Bar Chart
1 Get tools 0’ 43” 43”

Remove nuts
2 & washers 1’ 36” 53”
3 Remove platen 1’ 56” 23”
Return old platen
4 & get new one 2’ 40” 44”
Install new
5 platen 2’ 57” 17”
Install nuts &
6 washers 3’ 48” 51”
7 Connect heater 4’ 00” 12”
Remove old stock
8 & get new stock 4’ 32” 32”
Make
9 adjustments 5’ 06” 34”
10 Return tools 5’ 39” 33”
Wait for the
11
platen to heat 5’ 45” 06”
Make the first
12 good piece 6’ 32” 47”
13
TOTAL TIME 392” 25

Changeover Times
Actual vs. Target
Time
Date
26
Step Five:
Define the Current Situation
Changeover Times
632
Target vs. Actual
6/7 Dates
27
Step Six:
Set Up a Changeover Chart
MACHINE/CHANGEOVER PROCESS:
Elements
Get Remove Remove Return Replace Replace Install Return Make Return Wait Make
Tools nuts & platen old & Platte nuts & heater old stock Adj’s tools for first
Elements washers get new washers get new heater pc. TOTAL
Time 43” 53” 23” 44” 17” 51” 12” 32” 34” 33” 06” 47” 392”
Tools
located
away from
Facts
station
Additional
Details
Internal
External
Set up a Quick
Converting
Internal to
Changeover Chart
External
Ideas to and post the facts
Streamline
Internals
Ideas to
Streamline
Externals
New
Standard
Procedure
28
Operation: BUST-A-GUT PRESS #1
Current Situation Statement:

The changeover on Press #1 from diamonds to circles took
392 seconds as done by Rich on July 24th at 10AM using
platen #1.
DATA:

Sequence Changeover ElapseElemental INDIVIDUAL ELEMENTAL TIMES
Number Element Time Time
1 0’ 43” 43”
Get tools
Remove
2 nuts & 1’ 36” 53”
washers
3
Remove 1’ 56” 23”
4 platen
Return old
platen 2’ 40” 44”
5 & get new
Install
one
new 2’ 57” 17”
6 platen
Install nuts
& washers 3’ 48” 51”
7
Connect 4’ 00” 12”
8
heater
Remove old
9
10
11
stock & get
new
Makestock
adjustments
Return
4’ 32”
5’ 06”
5’ 39”
32”
34”
33”
Step Seven : Make
a statement about
tools for the
Wait
12 06”
platen to 5’ 45”
13 heat
Make the
first 6’ 32” 47”
good piece
TOTAL TIME 392”

the target
Target Statement:
To get to a 300 second changeover by 8/30
Team Members:
Rich
Ray
Mike
29
Document the
Changeover Process
 Observe and record changeover process
 Define the situation
 Set up a QCO Chart and post facts
 Visually display your findings
 Establish a target and write a statement
 Prepare and post a QCO Chart
30
Section Three:
Step-by-Step Improvement
Time-Consuming Setup Activities
 Typical time spent on these activities

before QCO improvements:
 Attachment and removal of parts 5%
 Centering, dimensioning, setting
conditions 15%
 Preparation and function checks 30%
 Trial processing and adjustments 50%
32
Step-by-Step Improvement
 The eight-step changeover improvement

process:
 Steps 1 & 2: Perform analysis
 Steps 3, 4, & 5: Develop improvements
 Steps 6, 7, & 8: Test ideas
 Team presentations, discussion
33
Reducing Changeover Time:
A Step-by-Step Process
8. Develop new SOP
7. Test/practice new ideas
6. Select ideas to test/adopt
5. Streamline external activities
4. Streamline internal activities
3. Shift internal activities to external

2. Analyze changeover activities
1. Distinguish internal from external activities
34
Step 1
8. Develop new SOP
35
Internal & External Activities
Internal External
Activities that must be Activities that can
performed while the be performed while
machine is shut down the machine is
or idle. running or producing.
Removing/attaching  Getting stock or
dies, tools, fixtures, tools
guides, rails, etc.  Die staging
 Replacing/adjusting  Cleanup &
same paperwork
Separate Internal and
External Elements
Operation: BUST-A-GUT PRESS #1 MACHINE/CHANGEOVER PROCESS:
Remove Return Replace Return
nuts & Remove old & Replace nuts & Install old stock Make Return Wait for Make
Current Situation Statement: Elements
Get
Tools washers platen get new Platte washers heater get new Adj’s tools heater first pc. TOTAL
The changeover on Press #1 from Time 392”

diamonds to circles took 392 seconds Tools
located
away from
as done by Rich on July 24th at 10AM Additional

station
using platen #1. Details

DATA:
Changeover Study Observation Worksheet
SEQUENCE CHANGEOVER ELAPSED ELEMENT INDIVIDUAL ELEMENT TIME
NO. ELEMENT TIME TIME 20 40 60 80 100 120 140 160 180 200 220
1 Collect tools 50 50
2 Remove nuts
284”
and washers 285 235
3
4
Remove
platen
Store platen
330
445
45
115
Internal 53” 23” 44” 17” 51” 12” 34” 06” 47”
Install new
5 platen 535 90
Changeover Times
6
7
Replace nuts
and washers
Plug in heater
765
795
230
30
632 Target vs. Actual External 43” 32” 33” 108”
8 Get new cards 845 50
9
10
Adjust
Return tools
1050
1100
205
50
Converting
11 Heat up
Make first
1285 185 Internal to
12 good piece 1320 35 320
300 sec.
13 Time External
Target Date
TOTAL TIME 1320
Ideas to
Streamline
6/7 6/14
Dates 8/30 Internals
Target Statement: Team: Ideas to
Streamline
To get to a 300 Rich Externals
second changeover Ray New
by 8/30 Mike Standard
Procedure
37
Step 2
8. Develop new SOP
VIDEO
38
Ask Why
 For each element identified, ask:

 What is the purpose?
 Where is it done?
Why?
 When is it done?
 Who does it?
 How is it done?
39
Example of “5 Why” Analysis
Why? Answer Remedy
Why is there oil on the Oil leaks from Overhaul leaking part
floor? cylinder rod when
activated
Why did oil leak? The O-ring was cut Replace the O-ring
Why was the O-ring The rod was flawed Repair the flaw
cut?
Why was the rod Chips flew and Prevent flying chips
flawed? adhered to the rod
Dirt in the oil Drain the oil and
abrades the rod clean the inside
Why did dirt abrade the There are holes and Totally close the
rod? gaps on the upper holes and gaps
plate of the tank
Phenomenon: Oil ends up on the floor each

time the machine is used
40
Step 3
8. Develop new SOP
Shifting work performed

while the machine is
down to work performed
while it is running is the
most basic concept of 4. Streamline internal activities
Quick Changeover.
41
Steps 4 and 5
8. Develop new SOP

42
Why We Streamline Externals
 External time can determine how

frequently changeovers can occur,
so if your external time is longer than
your shortest run, you’ll be waiting!
43
Time to Make Improvements
 Brainstorm ideas
 Record and then test ideas
 Design implementation plan
 Establish new procedures
 Implement new changeover process
44
Step 6
8. Develop new SOP
45
Document Ideas
 Make one notation per card

(Use Blue or Green cards)
Replace bolts
 Be specific with one-turn
 Make notations readable clamps.
Bill A. 5/29
 Keep cards in sequence
 Sign and date each card
46
Visually Document New Ideas
Remove Return Replace Return old
Current Situation Statement: Elements
Get
Tools
nuts &
washers
Remove
platen
old & get
new
Replace
Platte
nuts &
washers
Install
heater
stock get
new
Make
Adj’s
Return
tools
Wait for
heater
Make
first pc. TOTAL
The changeover on Press #1 from 392

Time
diamonds to circles took 392 seconds Tools ”
located
as done by Rich on July 24th at 10AM away from

station
using platen #1. Additional

Details
DATA:

2 Remove nuts
and washers 285 235
Remove
3
4
platen
Store platen
330
445 115
45
Changeover Times
Internal 53” 23” 44” 17” 51” 12” 34” 06” 47” 284”
5 Install new
platen 535 90
6
Replace nuts 632 Target vs. Actual
7
and washers
Plug in heater
765
795
230
30
External 43” 32” 33” 108”
9 Adjust 1050 205
10
11
Return tools 1100 50 Converting
Heat up 1285 185
12
13
Make first
good piece 1320 35 320
300 sec. Internal to
Time
External
Target Date
TOTAL TIME 1320
Ideas to
Streamline
6/7 6/14 8/30
Dates Internals

Streamline
second changeover Ray
by 8/30 New
Mike Standard
Procedure
Improvement
Ideas 47
Step 7
8. Develop new SOP
48
Implementation Tips
 In selecting ideas to test on the next

changeover, consider:
 Does the idea involve an element that takes a
large amount of time?
 Can it be implemented at a low cost?
 Can it be implemented quickly and easily?
 Will this idea impact other elements?
49
Step 8
8. Develop new SOP
50
Test and Standardize
New Procedures
Remove Return Replace Return old
Get Remove Replace Install Make Return Wait for Make
nuts & old & get nuts & stock get TOTAL
Current Situation Statement: Elements Tools
washers
platen
new
Platte
washers
heater
new
Adj’s tools heater first pc.
The changeover on Press #1 from 392”

Time
diamonds to circles took 392 seconds as Tools
located
done by Rich on July 24th at 10AM using away from
station
platen #1. Additional

Details
DATA:

2 Remove nuts
and washers 285 235
Internal
Remove
3
53” 23” 44” 17” 51” 12” 34” 06” 47” 284”
platen 330 45
4 Store platen 445 115
5 Install new
platen 535 90
Changeover Times
Replace nuts 632 Target vs. Actual
6
7
and washers
Plug in heater
765
795
230
30
External 43” 32” 33” 108”
10
Adjust
Return tools
1050
1100
205
50
Converting
11
12
Heat up
Make first
good piece
1285
1320
185
35 320
Internal to
300 sec.
Time
External
13
TOTAL TIME 1320
Target Date
Ideas to
Streamline Document new
6/7 6/14
Dates
8/30
Internals
procedures
Streamline (elements)
second changeover Ray
by 8/30 New
Mike Standard
Procedure
Document new
standard times 51
Bustagut Rules
 Do not remove studs.
 Must be able to demonstrate ideas. Use
anything in this room (be creative).
 Must have downward force on platen.
 Must use the Bustagut press (think).
 Must make a good diamond and then a
good circle and in that sequence.
 First good yellow circle must be inspected.
52
New Standard Procedure
C h a n g e o v e r P ro c e d u re
P ro c e s s :_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ R e v is io n D a te : _ _ _ _ _ _ _ _
E x te r n a l E le m e n ts : D o n e p r io r to m a c h in e s h u t d o w n
Seq E la p s e d T a s k
. # Ta sk P e rs o n d o i n g ta s k T im e T im e
1
2
3
4
5
In te r n a l E le m e n ts : D o n e w h ile m a c h in e is s h u t d o w n
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
E x te r n a l E le m e n ts : D o n e a fte r th e fir s t g o o d p a r t
1
2
3
4
5 53
Items to be improved list
C h a n g e o v e r Im p ro v e m e n t L is t
P ro cess:________________________ D a te : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
Ta rg e t
# Ite m to b e im p ro ve d /P ro p o s e d Im p ro ve m e nt P e rs o n re s p o ns ib le D a te C o nfirm a tio n
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
54
Team Reports
 15 - 20 minutes, team gets up for presentation
 Effects Chart
 Changeover Chart
 5 Why Analysis Sheet
 Improvements implemented, short term
(tomorrow) & long term (1-4 weeks)
 New changeover standard operating
procedure: review estimated changeover time
 Items to be improved
55
Items to have completed
MACHINE/CHANGEOVER PROCESS:
Operation: BUST-A-GUT PRESS #1
Remov Retu Replac Retur
Current Situation Statement: Elements Ge Remov Repla Insta Mak Retu Wait Mak TOT
e nuts rn e nuts n old
t e ce ll e rn for e AL
The changeover on Press #1 from Time & old & & stock 392”
To platen Platte heat Adj’ tools heat first
Effects Chart
diamonds to circles took 392 seconds
as done by Rich on July 24th at 10AM Additional
ols
Tools
located
away
washer
s
get
new
washer
s
er
get
new
s er pc.
from
using platen #1. Details station
DATA:
NCE
1
NO.
SEQUE CHANGEO
VER
ELAP
SED
Collect tools
ELEMENT
ELEM
ENT
TIME50 TIME
20 40 60 INDIVIDUAL
50
ELEMENT TIME
80 100120140160180200220
Changeover
Remove nuts
Chart
2 and washers 285 235
3 Remove
330 Internal 284”
4
platen
Store platen445
45
115 53” 23” 44” 17” 51” 12” 34” 06” 47”
5 Install new
platen
Replace
535
nuts
90 Changeover Times
6 and washers 765 230
632 External 108”
7 Plug in heater
8 Get new cards
795 30 43” 32” 33”
845 50
9 Adjust 1050 205 Converting
Target Date
10 Return tools 1100 50

11 Heat up 1285
12
Make first
185 Internal to
13
good piece 1320 35 320 300 sec.
TOTAL TIME 1320 Time External
Ideas to
Streamline
6/7 6/14 Dates 8/30 Internals
To get to a 300 Streamline
Rich Externals
second Ray
changeover by Mike New
8/30 Standard
Procedure
C h a n g e o v e r P ro c e d u re C h a n g e o v e r Im p ro v e m e n t L is t
P ro c e s s :_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ R e v is io n D a te : _ _ _ _ _ _ _ _ P ro c e s s :_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ D a te : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
E x te r n a l E le m e n ts : D o n e p r io r to m a c h in e s h u t d o w n
T a rg e t
Seq E la p s e d Task # Ite m to b e i m p ro ve d /P ro p o s e d Im p ro ve m e n t P e rs o n re s p o n s i b le D a te C o n fi rm a ti o n
. # Task P e r s o n d o i n g ta s k T im e T im e
W h y -W h y A n a ly s is 1
2
3
1
4 3
5
4
In te r n a l E le m e n ts : D o n e w h ile m a c h in e is s h u t d o w n
5
1
2 6
W hy? A ns w e r R e m e dy 3
4 7
5
8
6
7
5 Why New Items to be

9
8
9 10
10
11
11
Example 12
13
14
15
Procedure 12
13 improved
14
16
17 15
18
19 16
20
17
21
22 18
23
24 19
25
26 20
27
21
28
29 22
E x te r n a l E le m e n ts : D o n e a fte r th e fir s t g o o d p a r t 23
1 24
2
3
4
5
25
26
56
Large Lot Loop
Not
Setup a
“Win-Win”
Takes a Situation
Long Time
Don’t Learn
Run Large
Better
Lots
Techniques
Don’t
Setup too
often
57
Quick Changeover Results
 More frequent  Less waste

changes
 More flexibility
 Smaller batches
 On-time deliveries
 Lower inventory
 Competitive
 Better quality advantage
58
Plant Floor Application Exercise
Phases
 Phase I: Observe changeover
 Phase II: Record information on QCO Chart
TODAY
 Phase III: Prepare to reduce changeover
time
 Phase IV: Reduce changeover time
 Phase V: Report on achievements
59
Section Four:
Results and Benefits

Results and Benefits
 How Quick Changeover can help you

 Sample results
61
Opportunities for Improvement
80% Workplace Management
10% Equipment
5% Product Design 5% Tooling
62
Example: SCOTT MACHINE
Oxford
20
18
16
14 Reduced changeover time
12 Observ ed
10 1s t Le v e l
from 16.8 minutes to 9.5
8 Target minutes in one day.
6
4
2
0
Processing Characteristics: Processing Issues:

Operations linked together Changeover not standardized
Heavily automated Poor workplace layout
Variable batch sizes Machine maintenance
 Frequent schedule changes
63
What We Can Expect
Changeover Time
RUN RUN
1 Internal B
A
START -- Define Internal and External Elements
RUN RUN 50%

2 A B Reduction
Remove External Elements
RUN RUN 75%

3 A B Reduction
Convert Internal to External
RUN RUN 90%

4 A B Reduction
Streamline Internal Elements
64
Wrap-up
 Discuss what you learned

 Plan for action
 What will be implemented immediately
 What will be implemented soon
 Evaluate the course
65

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QUICK CHANGEOVER [SMED]

Manufacturing Lead Time

Any operation or activity

Any operation or activity

95% of the activities related to a specific

Total Manufacturing Lead Time

Deficiencies in: Deficiencies in:

QCO Cross Training TPM

Deficiencies in: Deficiencies in:

 Decreasing changeover time:

Reduced lead time is a key to competitive advantage!

OEE = Availability  Performance  Quality

OEE is a measure of the availability,

The time between the last

 Select changeover process  Calculate times and make a

 Observe and record current  Define situation

 List each element

8 Remove old stock &

 List each element

1 Get tools 0’ 43” 43”

TOTAL TIME 392”

 List each element

1 Get tools 0’ 43” 43”

TOTAL TIME 392” 25

Current Situation Statement:

CHANGEOVER STUDY - OBSERVATION SHEET

TOTAL TIME 392”

 Typical time spent on these activities

 The eight-step changeover improvement

3. Shift internal activities to external

1. Distinguish internal from external activities

The changeover on Press #1 from Time 392”

as done by Rich on July 24th at 10AM Additional

using platen #1. Details

TOTAL TIME 1320

1. Distinguish internal from external activities

 For each element identified, ask:

Phenomenon: Oil ends up on the floor each

Shifting work performed

3. Shift internal activities to external

1. Distinguish internal from external activities

 External time can determine how

1. Distinguish internal from external activities

 Make one notation per card

The changeover on Press #1 from 392

as done by Rich on July 24th at 10AM away from

using platen #1. Additional

SEQUENCE CHANGEOVER ELAPSED ELEMENT INDIVIDUAL ELEMENT TIME

TOTAL TIME 1320

Target Statement: Team: Ideas to

1. Distinguish internal from external activities

 In selecting ideas to test on the next

1. Distinguish internal from external activities

The changeover on Press #1 from 392”

platen #1. Additional

SEQUENCE CHANGEOVER ELAPSED ELEMENT INDIVIDUAL ELEMENT TIME

10 Return tools 1100 50