SMED, what is SMED lean manufacturing, Quick change over, why smed

What is SMED  OR Quick change over?

SMED OR Quick Change over  is a concept to reduce changeover time and increase  productivity (i.e., minimize the time lost in changing over from one molded to another molded, or one product to another product, or one service type to another, etc.)

  • SMED ( Single Minute Exchange of dies )is used to reduce change over time also known as quick change over.
  • SMED is supporting the concept of continual improvement removal waste and reduces rejection.
  • SMED meaning no set up for more than nine-minute.
  • SMED (quick change over) need to teamwork.

SMED Benefit (Quick Change Over)

  • Reduce batch size
  • Increase flexibility
  • Reduce inline stock
  • Reduce lead time
  • Improve quality
  • Reduce waste
  • Increase capacity
  • Increase safety from
  • Reduce expenses
  • Set up error elimination
  • Reduce trail run time
  • Increase machine work duration from set up time reduce
  1. Increases productivity (or reduce production time):
    • Shorter changeovers reduce downtime and growth machine capacity.
    • This means that a better device productivity charges and growth in profit.
  2. Improve Quality:
    • Short changeovers lower defects via decreasing set-up mistakes and trial run of the new product.
    • This will improve customer satisfaction and retention.
  3.  Increase Safety:
    • Planned and easier changeovers decrease confusion.
  4.  Improve Process:
    • Lessen inventory levels which leads to a reduction in running capital.
    • Reduce batch sizes.
    • Reduce WIPs.
  5. Others:
    • Reduces waste in materials and parts.
    • Increases employee utilization.
    • Set-Up turns into less difficult which leads to operators great.
    • Lowers talents necessities because modifications at the moment are designed into the technique.
    • New attitudes among the staff so as to save you deviation from requirements.

Improves Workplace Company

Where is SMED can be implemented.

  • Continuous process industries.
  • Where change over time are Exceptionally well.

what is smed  (Quick change Over)?

In general, SMED (quick change over) steps take place within one of two Set up: external set up and internal setup components. Internal steps happen while the equipment or process is stopped. External steps occur while the equipment or process is running. Both are important in accomplishing SMED.

The Single Minute Exchange of Die (SMED) system is a theory and set of skills that make it possible to perform tool set up and changeover activity in under minutes, in the single minute range. SMED as originally developed to improve die press and machine tool set-ups, but its principles apply to changeovers time reduce in all types of activity and process. It is important to point out that it may not be possible to reach a single minute range for all Setups, but SMED does dramatically reduce Set up times in almost every case.


  • To do away with the wastes that end result from “out of control” strategies growing inventories and lead instances.
  • To advantage manage on gadget, material & inventory.
  • Follow manage techniques to do away with the Erosion of enhancements.
  • Standardize upgrades for protection of Standardize enhancements for the preservation of

SMED Implementation Plan

Step-1 Identified Area

In this step, the target area for the pilot SMED planning is selected. The ideal equipment will have the following feature:

  • Duration :- The changeover is long enough to have significant room for improvement, but not too long as to be overcome in scope (e.g. a one hour changeover presents a good balance)
  • Variation: – There is large variation in changeover times (e.g. changeover times range from one to three hours).
  • Opportunities: – There are multiple opportunities to perform the changeover each week (so proposed improvements can be quickly tested).
  • Familiarity: – Employees familiar with the equipment (operators, maintenance personnel, quality assurance, and supervisors) are engaged and motivated.
  • Restriction: – The equipment is a Restriction /stoppage these improvements will bring immediate benefits. If constraint equipment is selected, minimize the potential risk by building temporary stock and otherwise ensuring that unanticipated downtime can be tolerated.

Once the target component t has been selected, record a baseline time for the changeover. Changeover time should be measured because of the time between the production of the last set up and the production of the first set up. Changeover times may for the time being improve as an easy result of observing the method.

Step-2 Identify Component

In this step, the group works together to identify all of the components of the changeover. The most successful way of doing this is to videotape the whole changeover and then work from the videotape to create an ordered list of component, each of which includes:

  • Description
  • Cost in Time

Component: A typical changeover will result in the component  being documented

Man and machine:  once the target component t has been selected, record a baseline time for the changeover. Changeover time has to be measured due to the time among the production of the last set up and the production of the first set up. Changeover times may also in the meantime enhance as an easy result of gazing the approach.

Other note: at the same time as videotaping the changeover have numerous observers taking notes. once in a while the observers will word things which can be missed at the videotape

Observe:  Only observe – let the changeover take its normal course.

Step-3 Separate External Component

In this step, elements of the changeover process that can be performed with little or no change while the equipment is running are identified and moved “external” to the changeover (i.e. performed before or after the changeover). It is not unusual for changeover times to be cut nearly in half with this step alone.

  • Retrieval:  Retrieval of parts, tools, materials, and/or instructions.
  • Inspection: Inspection of parts, tools, and/or materials.
  • Cleaning: Cleaning tasks that can be performed while the process is running.
  • Quality: Quality checks for the last production run.

The deliverable from this step should be an updated list of changeover elements, split into three parts: External Elements (Before Changeover), Internal Elements (During Changeover), and External Elements (After Changeover).

Step-4 Convert Internal Elements to External

In this step, the cutting-edge changeover process is carefully tested, with the aim of converting as many internal factors to external as possible.

This can result in a listing of elements that are applicants for further action. This list has to be prioritized so the most promising applicants are acted on first. Basically, this comes right down to acting a cost/gain analysis for every candidate detail:

  • Price as measured via the substances and exertions had to make the necessary changes.
  • Benefit as measured by the point so one can be removed from the changeover.

Develop training:- prepare components in advance (e.g. preheat dies in advance of the changeover)

Jigs:- Use replica jigs (e.g. carry out alignment and different changes in advance of the changeover)

Modularize:- Modularize equipment (e.g. replace a printer instead of adjusting the print head so the printer can be configured for a brand new part range in advance of the changeover).

Adjust:- modify the system (e.g. upload guarding to allow safe cleaning at the same time as the technique is walking)

Step-5 Streamline Remaining Elements

In this step, the remaining Component is reviewed with an eye towards streamlining and simplifying so they can be completed in less time. The first priority should be given to internal elements to support the primary goal of shortening the changeover time.

As in the previous step, a simple cost/benefit analysis should be used to prioritize action on elements.

  • Release:- use quick-release mechanisms or other types of functional clamps.
  • Adjustment:- Eliminate adjustments (e.g. use standardized numerical settings; convert adjustments to.
  • Multiple fixed settings:- use visible center lines use shims to standardize die size).
  • Motion:- Eliminate motion (e.g. reorganize the workspace).
  • Waiting:- Eliminate waiting (e.g. make first article inspection a high priority for QA).
  • Standardizing:- Standardize hardware (e.g. so fewer tools are needed).
  • Operations:- Create parallel operations (e.g. note that with multiple operators working on the same equipment close attention must be paid to potential safety issues).
  • Mechanize:- Mechanize (normally this is considered a last resort).

Steps To implement SMED (Single Minute Exchnage of dies)

Identified the process

In this first step, the focal point vicinity for improving changeover instances is diagnosed. It desires to be a situation wherein:

  • The changeover is lengthy enough where there is room for development.
  • There has historically been numerous variance in the beyond in changeover instances.
  • The operation is achieved regularly.
  • All employees involved in the changeover system were trained and feature purchase-in for the change.
  • The system has been a bottleneck inside the general operation, which means adjustments will have on the spot impact.

Identify elements

Once more, video usually is available in handy. Seeing how the method is being dealt with can assist perceive regions for improvement each detail of the procedure needs to be quantified through the quantity of time it takes as well as the value. The technique is then mapped out through every person detail, the ones related to each human and device sports.

Separate external elements

In this step, all factors of the operation that are external should be separated. This includes elements that might be currently internal but can be made external. On every element, it should be asked: can this be performed even as the device or technique is going for walks? If so, it may be carried out before the real changeover takes place.

Convert internal to outside

As mentioned above, any detail that can be moved to the external needs to now be moved. Prioritize the listing so that the factors with the maximum capability impact on lowering time and value are acted on first. This includes superior instruction on many factors. It also ought to involve reconfiguring equipment or making an investment in extra machinery that can handle an external detail at the same time as the primary process continues to be strolling.


In this very last step, the internal factors must be simplified to take less time. Every single detail has to be taken into consideration. This also can contain new equipment or amendment of the present system to make changeovers run smoother and quicker. Also, preserve in mind to eliminate wasted motion or time spent ready – two of the fundamental regions of waste addressed in Lean.

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