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SMED was developed by Shigeo Shingo in 1985, a Japanese industrial engineer who was
extraordinarily successful in helping companies dramatically reduce their changeover
times. His pioneering work led to documented reductions in changeover times averaging
94%.
There are 4 purposes of improvement- easier, better, faster and cheaper. These 4 goals appear in order of priority - Shigeo Shingo
Why Single Minute Exchange of Dies(SMED) is required?
Need for shorter setup times has increased across all types of industries. Changing
market demands brings high demands on flexibility and costs- Flexibility and
responsiveness to customer demands are very important for success
Challenge in meeting demands for customised variants with decreasing
order/delivery sizes (as seen in just-in-time)
Short delivery times and a high delivery reliability. The most efficient way to
accomplish this is to have short lead times in production. Otherwise, the only
solution left is to provide inventories of the end products, which are large and
costly.
Internal setup- The setup operation that can be done only when the machine is shut
down (attaching or removing the dies)
External setup- The setup operation that can be done when the machine is still running.
These operations can be performed either before or after the machine is shut down
Steps for implementing SMED-
Notes:
Reduction of internal time is more preferred than the external time because the
reduction in external time does not affect the total changeover time reduction
whereas the optimization of internal time brings about the total setup time
reduction
One of the technique for guaranteeing that the each task has properly
performed is to set checklist which checks each task performed either before
changeover or after changeover.
Set-up analysis chart can be used to document and analyze the SMED process
Each step is numbered and changeover element is recorded with durations
Changeover elements are categorized into- Internal, External or Waste
Against each element we provide an improvement plan which enlist goal- whether to
eliminate that element or change it from internal to external activity or reduce duration
Based on this process Pareto analysis can also be done to find out activity where most
of the time is being spent, which further gives us insight to reduce time.
Performance measuring of SMED with process capability analysis (PCA)
Process capability indices are used to measure the ability of an in-control process to
manufacture products within the specified tolerance presented by the product
designers or customers.
Various process capability indices like Cp, Cpm, Cpk, Cpmk are used to describe the
performance of a process, relative to the established specification limits presented by
the designer by comparing observations against design data.
CASE-1 CASE-2 CASE-3
Case-2: Cp<1 and observations centered around mean but extend permissible limits- Unstable
Case-3: Cp>1 but observations not centered around mean- We see Cpk to comment- Cpk<1-
Process is Unstable (defects not under tolerance limits)
Cpm & Cpmk- Provides indications for both the process variability and deviation of the process
mean from the target value
Examples of SMED implementation