The Lean Enterprise

Set-up Reduction/ Quick Changeover

Lean Foundations
Continuous Improvement Training

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Introduction to Set-up Reduction /
Quick Changeover Concepts
based on a technique commonly called
SMED - Single Minute Exchange of Die
Objectives

Understand the concepts and principles of Set-

up Reduction.

Share some ideas and understand the benefits

of Set-up Reduction.

Apply the concepts, principles and techniques

of SMED to accomplish
Quick Changeovers !!

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Team Beliefs
Safety comes first

Quality and superior customer satisfaction is our

ultimate goal
People are our most valued resource

Blameless environment

Continuous improvement is a way of life

Teamwork (customer, supplier, associates)

Integrity is never compromised

We manage by facts (with data)

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What is SMED?
SMED stands for:

Single Minute Exchange of Die

?
Ideally, set-up time should be
anything less than 10 minutes

Decreased set-up time;

reduces the need for inventory,
provides more flexibility and capacity,
enables us to better serve our customer!

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Benefits of Quick Changeover
Less adjustments means less chance for errors

Elimination of trial processing reduces material waste

Preparation of operating conditions in advance helps stabilize

product quality

Increases scheduling flexibility/capacity

Reduces need for on-hand inventory

Improved service levels for customers

Smaller runs means less likelihood of large scale defect

problems in inventory
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Set-up Time

Last First
Good Good
Piece Piece

Total elapsed
Time
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Set-up Time

Shigeo Shingo (wrote the book on SMED)

believed that:
any set-up time
can be reduced
by 59/60ths!

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Set-up Time
There are two types of setup time:

Internal Set-up:
Those activities that must be performed while the
machine is shut down. (Work content done in
addition to Machine Time.)
Example: Removing dies and tooling

External Set-up:
Those activities that are performed while the
machine is operating.
Example: Preparing tooling for the next set-up

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Set-up Reduction Process

1. Observe and document the current set-up.

2. Separate Internal and External elements.

3. Improve each element.

4. Observe and document the new set-up process.

5. Standardize the new set-up procedure.

6. Celebrate your success!!

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Observe and Document the Current Set Up
A. Select a specific set-up for improvement

B. Identify a set-up kaizen team.

C. Observe the set-up process:

Video Record the set-up process

Complete the Set-up Operations Analysis

chart (before Kaizen).

D. Prepare a Pareto chart for each time category.

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 Record and Recommend

During this phase we:

Observe and document the existing set-up procedure
using

Time Observation and Video Recording techniques

- Analyze all work efforts
- Identify short-term solutions that can be
implemented with procedural changes, modifications to
existing fixtures and minor investment in tooling
 Video Recording Tips

Collect background data

Select regular production Parts
Determine equipment and operation

Prepare/Evaluate site
Where does operator stand?
Where is the best position for the camera?
Is there adequate lighting?

Narrate
Describe what is happening when the
operator blocks the camera or leaves
the area.
 Analyze the
Time Observation & Video

Review Time Observation and Video

with the team
Identify opportunities
Internal vs. External
Value Added Vs Non-Value Added
Normal vs. Abnormal
Seven Types of Waste
Automatic, Manual, Walking,
and Waiting times
Solicit ideas for countermeasures /
improvements
Observe and Document the Current Set Up
Set-up Operations Analysis Chart Mach # 3456 Before Kaizen Analysis
Minutes From To Area / Department Date 3/7/99

146 Part # Model A Model B Machining Cell

Operation Time Changeover Categories Goal of Improvement Plan

Internal to
Step No. Changeover Element Element Elapsed Internal External Waste Improvement Plan Eliminate External Reduce
Pick-up tools from tool crib
1 19 19 19 x Mount hand tools on machine x
(search)
Air wrench at machine .
Remove Fixture (Fixture Eliminate bolts - install
2 15 34 15 x
Change) quick release. Design SMED
cart to load fixture.

3 Look for Tools (Search) 5 39 5 x Mount hand tools on machine x

Remove Fixture (Fixture

4 7 46 7 See step 2. x
Change)

Clean & prepare subplate

5 10 56 10 Steel plugs for subplate. x
(Fixture Change)

Prepare nex fixture (Fixture Standardize procedures to

6 20 1'16 20 x x x
Change) externalize this step.
Air wrench at machine .
Put on new fixture (Fixture Eliminate bolts - install
7 22 1'38 22 x
Change) quick release. Design SMED
cart to load fixture.
Remove preset tools (Tools Establish common tooling for
8 4 1'42 4 x x
Change) all models.

Standardize procedures to
9 Preset tooling (Tool Change) 6 1'48 6 x
externalize this step.

Load new tooling (Tool Establish common tooling for

10 11 1'59 11 x x
Change) all models.

11 Run 1st Piece (1st Piece) 15 2'14 15

Standardize procedures to
12 Qualify 1st Piece (Gage) 12 2'26 12 x
externalize this step.

2'26 2'26 2'11 15

Totals

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Observe and Document the Current Set-up
Searching
- Looking for tools, jigs, fixtures, etc.

Fixture Change
- Replacing one fixture with another

Tool Change
- Replacing existing tooling

Programming
- Making adjustments or changes to a CNC program in order to
accommodate the new set-up

Walk time
- The time an operator must walk to retrieve a fixture, tools etc.

1st Piece
- The time required to produce a good unit after the initial set-up

Gage
- The time required to qualify the 1st piece

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Pareto Analysis on each Time Category

Set-up Pareto Analysis

80

70
60
time in min

50

40
30

20
10

Fixture Chg Search Tool Chg 1st Piece check Calibrate Gauge

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Separate the Elements
Internal:
Those activities that must be performed while
the machine is shut down.
Example: Removing dies and tooling

External:
Those activities that are performed while the
machine is operating.
Example: Acquire fixture/tools for next set-up

Both types of actions must be separated. Once the machine is

stopped, the associate should never depart to perform any part of
the external set up.

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Separate the Elements
Set-up Operations Analysis Chart Mach # 3 456 Before Kaizen Analysis
Minutes From To Area / Department Date 3 /7/9 9
14 6 Part # Model A Model B Ma chining Cell

Operation Time Changeover Categories Goal of Improvement Plan

Internal to
Step No. Changeover Element Element Elapsed Internal External Waste Improvement Plan Eliminate External Reduce

Pick-up t ools from t ool crib

1
(s ea rch)
19 19 19 x Mount ha nd t ools on ma chine

Air wrench a t ma chine . Elimina t e bolt s -

x
Remove Fixt ure (Fixt ure
2
Cha nge)
15 34 15 ins t a ll quick relea s e. Des ign S MED ca rt
t o loa d fixt ure.
x
3 Look for Tools (S ea rch) 5 39 5 x Mount ha nd t ools on ma chine
x
Remove Fixt ure (Fixt ure
4
Cha nge)
7 46 7 S ee s t ep 2.
x
Clea n & prepa re s ubpla t e
5
(Fixt ure Cha nge)
10 56 10 S t eel plugs for s ubpla t e.
x
Prepa re nex fixt ure (Fixt ure
6
Cha nge)
20 1'16 20 x S t a nda rdize procedures t o ext erna lize
t his s t ep.
Air wrench a t ma chine . Elimina t e bolt s -
x x
Put on new fixt ure (Fixt ure
7
Cha nge)
22 1'3 8 22 ins t a ll quick relea s e. Des ign S MED ca rt
t o loa d fixt ure.
x
Remove pres et t ools (Tools
8
Cha nge)
4 1'4 2 4 Es t a blis h common t ooling for a ll models .
x x
9 Pres et t ooling (Tool Cha nge) 6 1'4 8 6
S t a nda rdize procedures t o ext erna lize
t his s t ep. x
10 Loa d new t ooling (Tool Cha nge) 11 1'5 9 11 Es t a blis h common t ooling for a ll models .
x x
11 Run 1s t Piece (1s t Piece) 15 2'14 15

12 Qua lify 1s t Piece (Ga ge) 12 2'26 12

S t a nda rdize procedures t o ext erna lize
t his s t ep. x

2'26 2'26 2'11 15

Totals

Internal or External?

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Develop Improvement Plan
5S +1 (6S) discipline is the key to quick changeover!

Every minute spent

looking for tools,
fixtures, drawings, dies,
jigs or other materials
adds to the set-up time.

A strong 5S foundation, with a point-of-use (POU)

methodology, will ensure that all required materials
are in place when needed, are clean, and in working
condition.
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Develop Improvement Plan
Remember the Wastes ?
(refer to the 7Ws)

Defects Punch Press

Over-Production (inventory)

Transportation

Waiting Tool Cart

Inspection (mass)

Motion
Storage area
Processing, itself for Dies
Tool Room
+ Unused Creativity
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Develop Improvement Plan

Specifically:

A. Convert as much of the internal set

up to the external set up.

B. Eliminate or reduce the internal and

external set up.

C. Eliminate the adjustment process.

Ultimate Goal: Eliminate Set-up!

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Steps: Reduce internal work gradually
eliminate unecessary work

external

external

external
internal

internal internal

measure separate convert reduce/eliminate (repeat)

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Employ Improvement Initiatives

Once as much of the internal set-up has

been converted to external set-up and
waste has been eliminated:

standardize the external set-up

actions

utilize quick fasteners

use supplementary tools at the

point of use (POU)

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Employ Improvement Initiatives
Developing the Improvement Plan:

What must be done while the machine is

shut down?

What can be done while the machine is

running?

Challenge every element in the set-up !

Establish a sound 6S (5S+1) foundation.

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Improvement Checklist an example

Station tools, jigs, dies, etc. near the machine. (POU)

Assure that all jigs, gauges, dies, tools, etc. function before
the set-up begins.

Perform as many External elements as possible prior to the

set-up.

Two people working together may reduce net set-up time

Use functional clamps: One turn/ One motion

Use visual control to eliminate adjustments.

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Application Best Practices
1) Make minor modification to the
existing fixtures.

2) Implement Point-of-Use (POU) techniques.

3) Identify additional tooling to remove attachment

from internal to external.

4) Adopt standardized tooling.

5) Document time savings.

Application Best Practices - Continued

For example:
Slots in fixture and T-Bolts reduce
attachment time.

A new part holder reduced the time required to

load and unload parts to fixture. Swing hook
eliminated the need to remove nut from bolt.

Extra set slides allow detach to be completed on

external time.
Other ideas
1. Quick Changeover begins and ends with the 5Ss.

2. Change the Internal set-up into External, then improve

the remaining Internal set-up time.

3. Bolts are our Enemies.

4. If you have to use your hands make sure your feet stay
put.

5. Dont rely on Special Fine-tuning skills.

6. Standards are standard: they are NOT flexible.

7. Standardize all SMED Operations

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Ideas

The die heights of a punch press or molding machine can be

standardized by using the liner (spacer) so that stroke adjustment
will be unnecessary.
Source: Toyota Production System - Yasuhiro Minden
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Ideas
Examples of Quick
Fasteners

Usually a bolt is the most

popular fastening tool.
But because a bolt fastens
at the final turning of the
nut can loosen at the first
turn, a convenient
fastening tool that would
allow only a single turning
of the nut should be
devised.

Source: Toyota Production

System - Yasuhiro Minden
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Ideas

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Ideas

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Ideas
For example:
A slide clamp reduced the time required to load and unload parts to fixture.
2 hold-down clamps eliminated the need to tape parts during a glue-up operation.
Set slide allows quick (temporary) alignment of 2 parts.
Document the New Set-up

A. List each element on the Set-up

Operations Standard Chart (after Kaizen)

B. Video tape the new set-up procedure.

C. Record the set-up time for each element

D. Note areas for future improvement.

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Standardize the New Procedure
Set-up Operations Standard Mach # After Kaizen
Minutes From To Area / Department Date

Part #

Operation Time Changeover Categories

Step No. Changeover Element Element Elapsed Internal External Waste Comments / Future Improvement Plans

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Standardize the New Procedure

The Set-up Operations Standard chart will

become the basis for the new set-up
procedure.

Prepare the appropriate detail and work

instructions that will be included on the Set-
up Operations Standard chart.

Assure that all appropriate personnel are

trained in the new procedure.

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 The Lean Enterprise
Set-up Reduction/ Quick Changeover

Lean Foundations
Continuous Improvement Training

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