Set-up / Change Over

Reduction
Tools and Techniques SMED
Module Objectives

Define Quick Set Up/Changeover

Components of Set Up Process
Quick Changeover Methodology

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Introduction

Definition of Quick Set Up / Changeover

The absolute minimum amount of time needed to
changeover from one activity to another, to minimize the
amount of time the equipment remains idle, thereby
responding faster to customer needs.

Set B
Tool /
Fixture / Material
Set A
Tool /
Fixture / Material

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Introduction

What is Quick Set Up/ Changeover?

• Many key ideas developed by Dr Shigeo Shingo

• Shingo called it SMED

• Single Minute Exchange of Dies
• Means single digit (1-9 min), i.e. Less than 10 minutes

• Example: 1000-ton press

• Before: 4 hr
• After: 3 min
• Improvement: 98.7%, or a factor of 80

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Purpose

Why do Quick Setup / Changeover?

Improve Flexibility: Changes in Improve Quality: Quicker feedback from

customer demands are easy to customer/customer process, reduced
accommodate without excess process variability
inventory

Reduce Lead Time: Shrink the time it Increase Capacity: Improved

takes to get product to the customer Operational Availability

Reduce Inventory: Dramatic Improve Safety: Simpler

cost improvements setups = safer setups

Set B
Tool / Support Pull System Implementation:
Fixture / Material Quicker setup/changeovers facilitate
Set A
Tool / small lot production, small lot
Fixture / Material production facilitates pull systems

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Definition

Changeover Time Defined

Changeover time is the total elapsed time between the last
unit of good production of the previous run, at normal line
efficiency, to the first unit of good production of the
succeeding run, at full line efficiency.

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Why Quick Changeover/SMED?

Most companies have used the following

traditional techniques to counter the long
set-up times:
 Hire more experienced set-up people
 Train more set-up operators
 Increase lot sizes
 Use Economic lot quantity to run orders
 Focus on equipment utilization to justify
long and extended runs
 Combine back to back jobs with similar
set-up requirements

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Why Quick Changeover/SMED?

The Paradigm Mentality

What is wrong with this picture?
 We are optimizing waste rather
than eliminating waste
 We have increased production
cost
 We have increased production
and inventory management
complexity

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Why Quick Changeover / SMED?
The goal is to maximize Run Time by minimizing Set
Up and other lead time

Setup reduction may bring the following impacts to the

shop floor:

 Lot-size and inventory can be reduced.

 Reduce the cost of setup labor.

 Increase the capacity on bottleneck equipment.

 Help to eliminate the setup scrap.

 Reduce the potential quality problems.

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Why Quick Changeover/SMED?

Set up Reduction Can Lead to Either

1. More Frequent Set-ups or
2. an Increase in Available Production Time
1 hour changeover, Total available daily run time = 18 hours
6 times/day

A B C A B C

30 minute changeover
12 times/day Same run time, more changeovers

1. Less inventory, more flexibility

A B C D E A B C D E A B C D Shorter run times and lead times

30 minute changeover
OR 6 times/day
Total available daily runtime = 21 hours

2. Less downtime, more

A B C A B C available production time

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Components of Set-Up Process

50%
30%

Equip Prep./Store, Search

Fixture Exchange
Centering,Dimensioning,
Parameter set up, program
download

Trial Runs & Adjustments

(1st article, 1st off, 1st run,
temp, pressure, speed adj.)

15% 5%

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Components of Set-Up Process
Fixture exchange represents a low percentage of the total set-up time
Most set-up time is actually spent in chasing tools, components, fixture / part
adjustments and trial runs
 A significant - 30% of the set-up time can be immediately eliminated
at almost no cost
 Actions such as:
 Cleaning the work area,
 Organizing the storage racks
 Storing common tools close to the machines at no cost can
reduce the set-up significantly

WASTE ELIMINATION!!

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Changeover - An everyday example

How long does it take to change a tire on your car:

On your own?
By a tire workshop?
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Before Quick Changeover

Typical changeover: 30mins - 2hrs

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After Quick Changeover

Typical changeover: less than 15secs

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The Process (Implementation Steps)

The Quick Changeover Methodology for Setup Reduction:

1 Identify internal and external steps

2 Convert internal steps to external steps
3 Reduce internal setup time
4 Reduce external setup time
5 Repeat steps

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Step 1 - Identify Internal & External Steps

How to:
Record the process (use a Simple Time Recording Sheet,
Standard Work Combination Sheet or SOE)

 Form a team
 Interview operators Some steps may be identified

as unnecessary and eliminated
Videotape from the procedure if they are
 Stopwatch analysis obsolete or no longer
practical for the current
operation.

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Step 2 - Convert Internal Steps to External
Objectives:
• To reduce internal setup time. The more setup steps, decisions,
adjustments, etc. that can be done on external time, the better.

• Wherever possible, setup steps performed while the operation is

stopped (internal) need to be completed while the operation is running
(external).
Before Improvement
Internal Setup
Activity #1 Activity #2

External Setup External Setup

Internal Setup
Activity #1 After Improvement Activity #2

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Step 2 - Convert Internal Steps to External
How to:
Through the elements recorded in Step 1 (Identify Internal & External
Steps)
 Identify all internal steps, eliminate all unnecessary steps
 Analyze all essential internal steps to determine if opportunity exists to
convert internal steps to external steps:
– Can adjustment blocks be used in lieu of making machine adjustments?
– Can dies be preheated independent of the equipment operation?
– Can procedures/techniques be developed to insure that all tools, equipment,
and materials are staged in the immediate work area before the machine is
idled?
– Is all post setup work (tooling service, cleaning, data tracking, etc.) being
done after the equipment resumes operation?

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Step 2 Convert Internal Steps to External
- Example (Elimination of Adjustments)

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Step 2 Convert Internal Steps to External
- Example

Other examples:
•Standardize common temperature profile for curing

•Standardize common screw torque setting

•Additional SMT feeder, preload component & QA check

•Off line software loading

• Pre heating of die set

•Etc.
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Step 2 Convert Internal Steps to External

Summary
Convert internal Steps to external steps.
• Review Current Process with the team.
• Brainstorm ideas to move internal tasks to external
tasks.
• Assign owners to improvement ideas identified and
identify dates for completion.
• Review the progress on a regular basis.

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Step 3 - Reduce Internal Setup Time

Objectives:
• To reduce internal setup time. The internal setup steps
and decisions need to be simple and precise while
adjustments got to be reduced and eliminated.

Primary Focus
External Setup External Setup

Internal Setup
Activity #1 Activity #2

Internal
Setup
Activity #1 Activity #2

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Step 3 - Reduce Internal Setup Time
How to:
Analyze the remaining internal setup tasks to
reduce/eliminate adjustments:
 Can adjustment blocks or preset gauges be used?
 Can tooling presets be used?
 Is equipment, fixtures, The assumption that
adjustment is unavoidable
and tooling clean and
leads to unnecessary lengthy
serviceable? internal setup times and
 Can locating/centering requires a high level of skill
techniques be employed? and experience on the part of
the operator.

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Step 3 - Reduce Internal Setup Time

How to:
 Accomplish setup tasks
in parallel where possible (Can
additional resources be utilized
to support the
setup/changeover?)
Every effort should be made to
use personnel that will not
impact the operating time of
other equipment or those that
may have reduced workloads
due to the changeover that is in
process.

 Use universal tooling/fixtures where possible

 Use quick disconnect fittings for air, power, water and
vacuum (no hard pipe) where possible
 Eliminate model specific conveyors and other material
handling devices where possible

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Step 3 - Reduce Internal Setup Time

Summary

Reduce internal setup time (changeover time).

• Implement parallel operations.

• Use attachment devices.

• Eliminate adjustments.

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Step 4 - Reduce External Setup Time

Objectives:
 Since the maximum external setup time must be less
than the time to run a production lot, reducing
external setup time typically is less critical than
reducing internal setup time.

 Although external setup time generally is not the

constraint to the setup procedure, tools/techniques
should be applied to optimize and standardize
external setup time… think of resources and cost.

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Step 4 - Reduce External Setup Time
How to:
 Store fixtures, dies, tools, raw materials and documentation
as close as possible to the point of use:
– Arranged in sequence of use
– Shadow boards used
– Addressed and labeled
– Color coded
 Use setup kits and/or carts
– May include fasteners, jig, fixtures, tools, etc.
– May be integrated as part of the equipment
– May also be utilized for raw materials
 Improve Material Handling
– Provide adequate access for fork trucks / carts
– Provide visual means (Andon) of notifying material handlers of
impending changeover
– Eliminate/minimize the need for mechanized material movement

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Step 4 - Reduce External Setup Time
 Store fixtures, dies, tools, raw materials and documentation
close to the point of use:
– Arranged in sequence of use
– Shadow boards used
– Addressed and labeled
– Color coded

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Step 4 - Reduce External Setup Time

 Use setup kits and/or carts

– May include fasteners, jig, fixtures, tools, etc.
– May be integrated as part of the equipment
– May also be utilized for raw materials

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Step 4 - Reduce External Setup Time

Summary

Reduce external setup time.

• Improve workplace organization.

• Establish setup kits and carts.

• Optimize material handling.

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Step 5 - Repeat Steps
How to:
 Standardize/Document: Each step of the setup/changeover must
be standardized and documented through the use of written
procedures and/or checklists. This is not only necessary to sustain the
improvements, but is necessary for future improvement activities.

 Train: Everyone involved in the setup/changeovers must be fully

trained. Often the gains made in setup/changeover improvement
activities are lost the first time that personnel assignments are
changed. Appropriate procedural documentation and training is the
only way to insure that gains are not lost.

 Measure/Follow-up: Setups/changeovers must become a

measured part of operations. Performance must be monitored and
investigation accomplished when performance deteriorates.

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Step 5 - Repeat Steps
Why?
Example: Review Changeover Times
Average Time per Changeover

70
60
50
40
Minutes
30
20
GOAL = 10 MIN. 10
0
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 30
Day of Month
Date 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 30
Changeovers 2 3 1 2 4 2 3 1 2 4 2 3 1 2 4 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2
Time 98 195 55 106 200 130 180 58 110 200 102 150 45 140 260 180 58 114 186 60 98 135 44 84 117 45 80 105 31 60
Ave Time 49 65 55 53 50 65 60 58 55 50 51 50 45 70 65 60 58 57 62 60 49 45 44 42 39 45 40 35 31 30

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Step 5 - Repeat Steps

1 Identify internal and external steps

2 Convert internal steps to external steps
3 Reduce internal setup time
4 Reduce external setup time

Finally: Repeat Steps 1 - 4 Again, Again, Again

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Additional Options to Consider

This training focused on the reduction in

setup/changeover duration. However, there are several
ways to eliminate the need for setups/changeovers that
should be considered:
 Eliminate part proliferation through design.

 Make multiple part numbers and / or parts in one

step (i.e.: right hand and left hand).

 Design tooling / process to facilitate different parts

without changeover.

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