Proceedings of the 1st Annual World Conference

of the Society for Industrial and Systems Engineering,

Washington, D.C, USA
September 16-18, 2012

Methodology for Implementing a Model Change Under Continuous Improvement

Hugo Carrillo1, Bertha Vargas2, Mara Gurruchaga, and Omar Castelan4
Investigating Professor Department Industrial Engineering
Instituto Tecnolgico de Celaya
Av. Tecnolgico y A. Garca Cubas s/n
Celaya, Guanajuato: Mxico. C.P 38010
Professor Department of Industrial Engineering
Instituto Tecnolgico Superior de Irapuato
Carretera Irapuato-Silao Km. 12.5
Irapuato, Guanajuato; Mxico. CP 36821
Investigating Professor Departament of Industrial Engineering
Instituto Tecnolgico y de Estudios Superiores de Monterrey Campus Central de Veracruz
Instituto Tecnolgico de Orizaba
Av. Oriente 9 No. 852 Col. Emiliano Zapata,
Orizaba, Veracruz; Mxico. CP 94320
4

Professor Department of Engineering

Instituto Tecnolgico de Tlaxiaco
Carretera Tlaxiaco-Putla Km 2.5
Llano de Yosovee
Tlaxiaco, Oaxaca, C.P. 69800

Corresponding authors email: hugo.carrillo@itcelaya.edu.mx

Author Note: Dr. Hugo Carrillo Rodriguez, Investigator and Profesor of the Department of Industrial Engineering at the
Institute of Technology of Celaya, is currently head of the simulation laboratory. His interest areas are: Simulation of
Productive Processes, Integral Systems of Management, and Systems Optimization in Virtual Ambients.
Abstract: In the present article titled Methodology for implementation a model change under continuous improvement.
The analysis and the methodology were carried out in the factory Guanajuato Manufacturing Complex (GMC), located in
the Parque Industrial Silao (FIPASI) in Guanajuato, Mexico. The development of a SMED methodology based on PDCA
(Plan- Do- Check- Act) has as its objective, to demonstrate a directed step by step process to improve the efficiency of rapid
change, and includes well documented technical procedures with which an integral methodology is conceived, and thanks to
its application in the field a complete process for future implementation was demonstrated, good for whichever business was
desired to fulfill a clients requirements, maximizing the available time of the production equipment. Through the
application of this methodology the reduction of up to 50% in change model time is proposed, being able to obtain reductions
in time of more than 80% with its application, with which we can affirm that with its correct application considerable
reductions in change of model time can be reached, which permits lowering the inventory level and consequently the cost.
Keywords: Single Minute Exchange of Die (SMED), Plan-Do-Check-Act (PDCA).

1. Introduction
There exist many causes for which the teams stop being accessible, be this due to adjustments, maintenance, absence
of personnel, recuperation of levels or model changes, the problem is that all the stops in which the equipment are not
accessible are losses for the companies. For these cases Shigeo Shingo developed a method to change die on one of the
presses which are used to form the parts at TOYOTA, for which changes used to last up to 4 hours. His objective was to
reduce this time to have more accessible time on the machines. From this is that SMED (Single Minute Exchange of Die)
surged at a minute to change a die.

ISBN: 97819384960-0-4

57

Proceedings of the 1st Annual World Conference

of the Society for Industrial and Systems Engineering,
Washington, D.C, USA
September 16-18, 2012
Single Minute Exchange for Dies, (SMED) means: Change of model in minutes of one digit. The SMED is a set
of theories and techniques to realize the operation of model change, in less than 10 minutes. (Villaseor y Galindo; 2008).
Change of Model is the time required to pass from one quality product to another of quality. This means that the stopwatch
starts marking time when the last good piece leaves the machine and continues running until that machine functions once
more producing good pieces. (Hay, 2002). Within the model change time can be identified two types of activities: Internal
Activities: which is all activity that is necessarily done with the machine switched off, and External Activities: which is all
activity that can take place while the machine is functioning.
Even though there exist a great number of techniques destined to improve the productivity, the reduction in preparation time
merits special consideration and is important for three motives:
1.

When the time of change is high, the production lots are large and so, the investment in inventory is high. But when
the time of change is insignificant, the necessary quantity can be produced daily, almost totally eliminating the need
to invest in inventories.

2.

The rapid and simple methods of change eliminate the possibility of errors in the adjustments of tools and
accessories. The new methods of change sustancially reduce defects and suppress the need for inspections.

3. With rapid changes, the machines capacity can be increased. If the machines functions seven days a week, 24 hours
a day, one option to have more capacity, without buying new machines, is to reduce its change and preparation time.

2. PDCA focused to SMED

To plan, Do, Verify, and Act (PDCA) is a methodology which constitutes one of the fundamentals of the Toyota
Production System where you plan, do, control and check. It is commonly known as: Deming circle; due to the contributions
of Edwards Deming to quality work that he did for many years. Its tools are used systematically, which permits to focus said
methodology to the implementation of the SMED technique. Combining the two methodologies, these focus on creating a
system where the root causes are diagnosed on the bases of specific information; the improvements and the solutions are
always compiled and serve as the basis for a later progress. Figure 1, summaries the PDCA method, used for the development
of the implementation of SMED in each of their phases.

Figure 1. Purpose of each of the PDCA steps

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Proceedings of the 1st Annual World Conference

of the Society for Industrial and Systems Engineering,
Washington, D.C, USA
September 16-18, 2012

3. Development of the Methodology of the Eight Steps

The methodology obtained for the reduction of the time of model change is called: The eight step route, as
mentioned next:
1. Document the current quick change elements.
2. Separate the internal y external activities.
3. Take an activity from internal to external
4. Identify parallel activities.
5. Simplify internal/external activities.
6. Form and execute the plan.
7. Validate procedures and verify results.
8. Document new procedures on work sheet.
Figure 2 shows the definition of each one of the steps represented in ascending form, since this is a gradual process
and tends towards the process of improvement.

Figure 2. The eight step route

4. Methodology of model change under the PDCA

4.1 Phase 1. Planning
4.1.1 Step 0. Preparation Activities Prior to the Model Change
Step 0 of the SMED application, appears because of the experience obtained at the moment of developing the
investigation, the necessary implementation, and should count with a preparation step before proceeding to follow the route.
This step has al that activity which should be defined before starting to apply the methodology. The activities that correspond
to step 0 are the following:
0.1 Defining the Problem
0.2 Integrating a Work Team
0.3 Defining the Objectives of the Project
0.4 Establishing a Plan of Activities
0.5 Analyzing of the Root Cause
0.6 Designing and presenting a SMED Chart.

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Proceedings of the 1st Annual World Conference

of the Society for Industrial and Systems Engineering,
Washington, D.C, USA
September 16-18, 2012

4.1.2

Step 1. Document the Current Elements of Model

Once that the referent points to Step 0 have been assured, one proceeds to follow the road by the eight step route,
continuing with the planning stage, step 1 is initiated in which the following activities are developed:
1.1 Document each Element of the Model Change, Step by Step.
1.2 Determine each Element of Time and Register the Information
1.3 Graph Data of Start-up and Establish a Challenge of Improvement.
1.4 Document Each Element Visually.

4.1.3

Step 2. Separate Internal and External Activities

Step 2 consists of the development of the activities that are shown following:
2.1 Register Internal y External Activities.
2.2 Separate Internal- External Activities.

4.1.4

Step 3. Change Internal Activities to External Activities

This step refers to converting the developed work while the machine is not functioning, a job that can be done while
the machine is functioning, so that the change of internal and external activities can be done. These steps are developed by
the application of various techniques such as:
3.1 Apply the technique of the 5 Whys.
3.2 Apply the technique of ECRS.
3.3 Use verification tools.

4.1.5

Step 4. Identify Parallel Activities

The parallel activities are independent from each other and can be developed simultaneously, in this manner
according to the experts: The time of change can be reduced to less than half doing parallel activities:
4.1 Develop Parallel Activities.
4.2 Develop Gantt Diagrams.

4.1.6

Step 5. Optimize Internal- External Activities

To optimize the internal activities, the one that represents a restriction for all the system like a bottle neck should be
considered in the first place. In this sequence all activity can be reduced up to 10 minutes. The activities that are developed in
this step are:
5.1: Apply Procedures of Improvement
5.2: Apply the Methodology of the 5S.
5.3: Apply the Methodology of the ECRS.

4.2 Phase 2. Do
4.2.1

Step 6. Form and Undertake the Plan

Continuing with the PDCA circle, one passes to the implementation of Step 2, developing step 6 which properly
constitutes the undertaking of the improvement activities; to the side, are described the tools to advance in the development
of the SMED methodology. The activities to develop in this step are the following:
6.1: Making a Performance Plan
6.2: Undertaking the Plan.

4.3 Phase 3. Verification

4.3.1

Step 7. Validate procedures and verify the results

Step 7 makes sure that all the improvements are being performed and controlled integrally. This step corresponds to
step 3 of the PDCA circle which has as its function the assurance of the validation and verification of the process, for the
development of Step 7 the following activities are listed:
7.1: Make an Operation Sequence Worksheet.
7.2: Graphs of the Times of Change.
7.3: Develop a Program of Audits.
7.4: Form an Analysis of Costs-Benefits.

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Proceedings of the 1st Annual World Conference

of the Society for Industrial and Systems Engineering,
Washington, D.C, USA
September 16-18, 2012

4.4 Phase 4. Act

4.4.1

Step 8. Document New Procedures

Step 8 has as its objective to assure the standardization of the methodology in all the areas and assure the correct
application and diffusion for the quick change model, to develop step eight the following activities are listed:
8.1: Formulate the Work Instruction.
The concept of SMED introduces the idea that in general any change of machine or initiation process should last no
more than 10 minutes, a concept related to CMED, and more advanced, this is a One-touch Exchange of Die, (OTED), which
postulates that the changes should be done in less than ten seconds, and with a formula that a change of model could be done
in one touch, that is to say, pressing a button.
This Investigation, is part of a continuous improvement process (Kaizen) and proposes the in depth investigation for
the application of model changes at one touch through continuously increasing improvements; kaizen is in reality a
philosophy of life. Assume that each aspect of our lives merits constant improvement. The philosophy of Kaizen permits
improving all the aspects in the organization including the personal wellbeing and teamwork.

4. References
Hay, E. J. (2003). Justo a tiempo. La technical Japanese que genera mayor ventaja competitiva. Groupo Editorial Norma.
Jeffrey, L. (2004). Las claves del xito de Toyota 2 Edicin. Mxico: Editorial Gestin 2000 - 2006
Jeffrey, L. (2002). The Toyota Way, New York, U.S.A: McGraw Hill.
Huntzinger, J. (2002). The Roots of Lean: Training within Industry- the origin of Kaizen, Association of Manufacturing
Excellence, 18(2): 9-22.
Villaseor and Galindo (2008). Villaseor Alberto, Galindo Edber (Eds.). Conceptos y reglas de Lean Manufacturing.
Mxico: Editorial Limusa.
Womack, J., Jones, D. and Roos, D. (1990). The machine that changed the world: thestory of lean production. New York,
U.S.A.: First Harperennial Ed.

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