SMED

Single-minute exchange of die is the process of trying to make changeovers as fast as possible. Quickly changing a process so that it can go from making one product to making another helps reduce lead times and inventories and facilitate one-piece flow production. (However, bear in mind that the phrase "Single Minute" does not necessarily mean that all changeover, setup, and startup times should take only one minute. Rather, the name is meant to stress the need that changeover, setup, and startup times should take less than 10 minutes; in fact, “single minute” is short for "single digit minute." SMED has a better ring to it than SDMED.)

The term die refers to a tool used in manufacturing to form materials, but the concept of SMED can apply to many work environments. Any time setup needs to occur before a process begins can be optimized with SMED. Manufacturing environments will be the obvious choice for SMED implementation, but most work environments—fast food restaurants, offices, call centers, etc.—have certain processes that need to happen before workers can perform their duties. This is where SMED implementation can optimize tasks and improve production and productivity.

Think of a pit crew at a NASCAR race. This trained crew knows how to remove the old tires and put on the new ones as quickly as possible. Ideally, changeovers in the workplace will be coordinated and performed like this.

When a business tries to reduce changeover times, people should assess what parts of the changeover can occur while production is running and what parts must occur while the process is completely stopped. Reducing the number of steps that have to occur while production is stopped is a good way to reduce changeover times.

Implementing Single Minute Exchange of Die (SMED):

Single Minute Exchange of Die (SMED) was first introduced by a Japanese quality management pioneer by the name Shigeo Shingo. A world-leading industrial engineer and expert on the Toyota Production System, Shingo is a celebrated pioneer in Lean manufacturing. The esteemed Shingo Prize was named after him. Shingo developed SMED after discovering that the process of replacing the dies on transfer-stamping machines took from twelve hours to nearly three days to complete. Shingo recognized that there are eight main techniques that should be considered when implementing SMED. However, note that external setup can be done without the line being stopped, whereas internal setup needs the line to be stopped.

• Separate internal from external setup operations
• Convert internal to external setup
• Standardize function, not shape
• Use functional clamps or eliminate fasteners altogether
• Use intermediate jigs
• Adopt parallel operations
• Eliminate adjustments
• Mechanization

Effects of Implementing Single Minute Exchange of Die (SMED):

So, how effective is the implementation of Single Minute Exchange of Die (SMED) to a manufacturing process? Basically, SMED and quick changeover programs have many benefits for manufacturers, from reducing downtime associated with the changeover process to reducing the waste created during start up. Additional benefits include:

What Are the Key Steps of SMED?

Before implementing a single-minute exchange of die (SMED), identify the production steps that are the least efficient. Look at these things first before deciding where to focus on making improvements:

After analyzing these factors, you can start implementing SMED principles to reduce changeover times.

1. Identity Test Area 

   Make sure employees feel comfortable and motivated to improve production steps before choosing a target area for quick changeovers. To make complex parts of the changeover process easier, we can use Augmented Reality to give employees simple, step-by-step instructions. Workers can use clear digital instructions integrated into their work settings. This kind of simple work instructions can help workers remember information better and understand each step of the changeover process, which can reduce mistakes that might lead to wasted materials or the need to redo work.

2. Understand the Internal and External Components

   After selecting the area to focus on, it's necessary to understand the internal and external components of the changeover process. This means knowing both what is happening and how long it takes. The SMED approach consists of two main components:

   • Internal components: These are the tasks that must be done while the equipment is stopped.

   • External components: These are the tasks that can be completed while the equipment is still running.

   The goal is to convert as many internal components to external components as possible, so the equipment spends more time running and less time stopped.

3. Convert Changeover Elements to External

   The SMED process focuses on moving as many tasks as possible when the machine is still working. Each part should be examined to see if it can be done without stopping the machine. The Industrial Internet of Things (IIoT) can collect information from across the organization about resources and processes to identify which tasks can be adjusted to make the changeover faster.

4. Streamline Internal Elements 

   After you've figured out which tasks can be done while the machine is still running (external elements), you need to simplify the tasks that still need to be done when the machine is stopped (internal elements). A modern, high-tech business can make this process very efficient to get rid of waste and increase productivity.

SMED and Equipment Changeover Time

SMED, a lean manufacturing methodology is focused on dramatically reducing equipment changeover times. The goal is to achieve a changeover time of less than 10 minutes, hence the term “single minute”.

High changeover times can result in: 

Challenges with SMED

The SMED principle can improve your business productivity, quality, flexibility, and responsiveness to customer demand, but implementing this methodology in your industry is not without its challenges. 

To make this concept work, manufacturers in general need to address these challenges: 

Cultural Resistance: Employees may resist changes to established processes, fearing job loss or increased pressure.

Training Needs: Effective SMED implementation requires thorough training, which can be time-consuming and costly.

Initial Investment: Upfront costs for new tools or equipment can stop organizations from adopting SMED.

Complexity of Setup: Some machinery or processes may have complex setups that are difficult to streamline.

Measurement Challenges: Accurately measuring changeover times and identifying bottlenecks can be difficult.

Focus on Speed Over Quality: There's a risk that prioritizing speed may compromise the quality of the changeover process.

Limited Management Support: Without strong leadership commitment, SMED initiatives may falter.

Integration with Other Processes: Coordinating SMED with other production processes can complicate implementation.

The Future of Lean Manufacturing and SMED

The future of lean manufacturing focuses on getting rid of unnecessary steps (waste) in the production process. One way manufacturers are doing this is by using SMED to make their material workflow more efficient after changing from one task to another, which results in quicker start-up times.  Organizations can collect more data about their equipment's performance and maintenance needs with smart, interconnected manufacturing systems, This makes it simpler to find the best-performing parts, do faster regular maintenance, and improve SMED through digital manufacturing tools.