Introduction

Following is a brief introduction to the SMED theory, however, this is not a complete course but in combination with an AVIX training it’s a good reference. Remember that most functionality in AVIX is shared among the different modules, so refer to the AVIX User Manual for the basics.

History

• Origins at Toyota in late 1960/70

• Shigeo Shingo observed the resetting of a stamping process, time spread between 12 h and 3 days!

• Single Minute Exchange of Die – A resetting should take less than 10 minutes

It is a structured methodology to eliminate losses during the resetting, applicable on all types of machines and equipment. To mention just a few of the benefits:

- Operator preferred since easier to perform.

- Reduced inventory, freeing floor space.

- Elimination of setup errors and elimination of trial runs reduces defect rates.

- Simplified housekeeping from fewer tools and better organization

Standardized work

An important part of lean-thinking, whether it is related to assembly operations in a production line or it is about optimizing a machine changeover, it is all about defining and setting a standardized work method – Why?

• Before we spend time on improvements, we need to understand “the big picture”, that is the whole process

• There is often a gap between expected outcome of a process and actual outcome

Important implication: Without a standard, there is no feedback why we have problems

But remember, the best work method can in most cases best be identified by the one working in the process daily. So the standardized work is not created behind a desk, it is created in an open and free dialogue with the operators.

The theory of SMED is not only useful for analyzing changeovers, the methodology can be applied when analyzing maintenance operations of industrial equipment or heavy vehicles e.g. buses or trains. Why?

In all cases of operations where it is possible to apply a standardized work method, it is also the best way to ensure high quality work with optimal time consumption.

Think of it, the best example of a standardized work is off course the following:

We can be sure that every person knows what to do, how to do it, with what tool and in what order – Without question or hesitation

 

3. SMED theory

W hy is it important to analyze the resetting /changeover process? – The answer is that most processes are vitiated with different types of waste. Evaluating a resetting process related to the time it takes can look like this:

Shigeo Shingo recognised eight techniques that should be considered in implementing SMED

• Separate internal from external setup operations

• Convert internal to external setup

• Standardise method/function

• Use functional clamps or eliminate fasteners altogether

• Use intermediate jigs

• Adopt parallel operations

• Eliminate adjustments

• Mechanisation

Fist, define the bottleneck machine and define when the setup actually starts and ends. Remember the end of the setup is when the first quality approved part leaves the machine. Then and first then is the resetting done!

Make a job/sequence breakdown in AviX (create tasks) and define what is actually part of the resetting? Then go on and classify internal and external work and move external work to be outside the downtime definition. Check the sequence if it could be done in a better way. (If possible make changes so internal work can be done as external, note that this requires some creative work and technical solution.) This could be the first step. You could stop know and create a changeover instruction and train this method with the operators.

A s a second level of changes, work with all hard technical solutions, standardization of tools, eliminate adjustments etc. to reduce the internal and external time.

(!) Note that this is merely a general description, the actual focus and varies between different processes

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