ACHIEVING SINGLE MINUTE EXCHANGE OF DIE IN HAND

TOOL INDUSTRIES BY OVERCOMING THE BARRIER

Munish Digra
Assistant Professor
Department of Mechanical Engg.
CT Group of Institutions Maqsudan Jalandhar, Punjab, India
munishdigra@gmail.com

ABSTRACT
In a high volume manufacturing, fast equipment setups play an important part in maximizing the capability of
equipments. Organization must find ways to reduce setup and changeover times through elimination of waste and non
value added setup activities and convert time spent on changeovers to production time. Single Minute Exchange of Die
(SMED) is one of the most successful lean production methods for reducing waste in a manufacturing process. It is a
concept that says all changeovers can and should take less than 10 minutes single digit (1-9 minute) hence the phrase
Single Minute. Closely associated is an advanced concept of One-Touch Exchange of Die. This research work helps to
find the various factor and barrier which effect the die setup time. Due to decrease in die setup time flexibility of
production increases and flexibility increases mean increase in production, sale growth increases, customer growth
increase and increase in customer satisfaction level.
Keywords- Die Setup variables, ANOVA test, Regression analysis.

1. INTRODUCTION

Manufacturing organizations that service of
customers with demand for high diversity and low
quantity must implement process improvements that
align production capabilities with customer
expectations. Production data for the hand tool
organization indicates that over the past few years the
punch presses in the forging department have been
running at less than 80% efficiency.

1.2 Concept of SMED

The SMED system is a theory and set of techniques
that make it possible to perform equipment setup and
changeover operations in fewer than 10 min. SMED
improves setup process and provide a setup time
reduction up to 90% with moderate investments.

1.3 Definition of change of die

The time that elapses between the last good part
being produced on one production run and the first
good part being produced on the next following a
changeover from one setup to another. Note that the
parts should also be produced at the right pace.

1.4 The Conceptual Stages of SMED

Shingo identifies four stages in SMED application

0. Preliminary Stage: Internal and External Setups are
mixed.
1. First Stage: Separate Internal and External Setups.
2. Second Stage: Convert Internal Setup to External
Setup.
3. Third Stage: Streamline both Internal and External
Setups.

Figure 1.1
The Conceptual Stages of SMED



1.5 Objective of SMED

Define Value from the customers perspective
Identify the Value Stream needed to go from
customer request to requirement delivered
Ensure the product Flows through the value stream
without delays
Use Pull scheduling so that product is made only
when the customer wants it (Just in Time)
Strive continuously to eliminate Waste from
processes what wastes might be applicable to
process changeover & set-up?

1.6 Benefits of SMED

Less time spent on production.
Machines have an increase in work rates. This means
you actually get more work out of the equipment.
Productivity sees an increase.
Reduction in errors during set-up and after the
machines starts back up. Fewer defects are produced.
Inventory costs are minimal zed due to fewer raw
materials needed. Also saves on space for storage.

2 LITERATURE REVIEW

Shingeo shingo(1985): Single-Minute Exchange of
Die (SMED) refers to the theory and techniques used
for the reduction of equipment setup times. SMED
has as its objective to accomplish setup times in less
than ten minutes, i.e. a number of minutes expressed
by a single digit.
Birmingham & Jelinek, 2007; Shingo, (1987/1988):
A creative method to increase employee utilization is
to allow for employees to conduct parallel operations
which will significantly reduce the amount of time to
complete an entire operation such as a changeover.
Shingo, (1987/1988): Manufacturing wastes also
exist in the form of unneeded or unnecessary
processes or operations. Although processes may
appear to be necessary or value added it can be found
that some processes can be eliminated, combined, or
transformed after a formal evaluation of the entire
operation due to the fact that they do not add value.
Robinson, 1990: SMED was born over a period on
nineteen years as a result of examining closely the
theoretical and practical aspects of setup
improvement. Both analysis and implementation are
fundamental to the SMED system and must be part of
any setup improvement program (Shingo, 1985).
Gill (2007): One of the most critical aspects to
SMED implementation and transfer into production
is operator training. There are five qualities
organizations must possess in order for training to
succeed. The five qualities include alignment,
anticipation, alliance, application, and accountability
(Gill, 2008).
Duggan 2007, king 2009: One of the key principles
of operations management is determining the order
variety and order size. In some cases lengthy change
over activities dictate order campaigns; however
setup reduction implementations derived from basic
SMED principles significantly reduce the amount of
lost capacity incurred during smaller lot sizes and
configuration changes
.
3. METHODOLOGY

3.1 Introduction

This project will focus on application of Shigeo
Shingo's Single Minute Exchange of Dies (SMED)
methodology to reduce non-value added activities
and reduce the time required to perform changeovers
on punch presses within HAND TOOL Organization
operating in the Ludhiana and Jalandhar belt.
ANOVA test, effect size and regression test was
performed for data analysis.

3.2 Objective of study

Study the single minute exchange of die methodology
for finding the die setup time of hand tool
organization.
Study the various factors affecting the reduction of
die setup time.
Identify the barriers in reducing the wastage time
during the die changeover process.

3.3 Questionnaire Development

This study based on hypothesizes that hand tool
organizations setup time of die can be reduce by
single minute exchange of die process. In order to
examine the variables and barrier that affect the die
setup time, this study takes small- and medium- size
enterprises (SMEs) from the manufacturing
organization in Jalandhar and Ludhiana belt.

3.4 Data Collection

A questionnaire was designed so that the variables
and barrier that affect the efficiency of the die set up
time can be analyzed. To study these variables, 50
organizations were identified in the Industrial hub of
Punjab in the cities of Jalandhar and Ludhiana. Out
of these, only 32 organizations provided the data
regarding design questionnaire, which based on setup
time of die process.

3.5 Data Analysis

The data collected using the questionnaire was
analyzed using statistical analysis tools (SPSS),
which defines the factors affecting the die set up
time. The data collected from 32 organizations was
divided in to five segments depending upon their
setup time varying from 20 to 150 minutes. Also it
helped us to find various barriers. For the analysis of
data, One Way ANOVA, effect size and regression
test are used to calculate the significance level of
various factors.

4. DATA ANALYSIS & RESULT

4.1 Data analysis
Data was analyzed with the help of statistical tool.
The analysis of the data was performed with the help
of significant value of different parameters with
respect to setup time and significant level between
the groups and to get desired output. Parameters for
die setup time are as follow:
Advance planning
Employee participation and skills
Motion and handling
Effect on efficiency
SMED can be achieve in forth coming days
The output given by data analysis against the various
factors is discussed below:
At the start of analysis, data gathered from the
questionnaire was converted and arranged in the form
of bar chart and pie chart. Data is divided in to five
sub groups according to their die set up time (range
from < 60 to more than 150).

1. Variation of different organization
according to their setup time

Figure 4.1
Variation of different organization according to
their setup time



2. Number of organization focusing on different
components of advance planning

Variables for advance planning are such as Tool is
available near the machine (v1), Changing operation
of die by manually (v2), Availability of back up (v3),
Final inspection is done by quality department (v4),
Equipment inspected before the starting the process
(v5).
Figure 4.2
Number of organization focusing on different
components of advance planning



3. Number of organization focused on different
component of employee participation & skills:

Variables for employee participation and skills are
such as Worker required changing the die
(skilled)[v1], Training provided to unskilled
worker[v2], availably of team work skill in
workers[v3], Incentive[v4], Management satisfied
with worker responsiveness[v5].

Figure 4.3
Number of organization focused on different
component of employee participation & skills


4. Number of organization focus on different
component use for effective efficiency and sale
growth

12.5 %
12.5 %
37.5 %
25 %
12.5 %
pie chart show the variation of
different industries accoding to the
die setup time
<6o minute
die setup
time
87.5%
84.3%
78.1%
84.3%
87.5%
0
4
8
12
16
20
24
28
32
v1 v2 v3 v4 v5
N
o
.

o
f

c
o
m
p
a
n
y

Advance planning component
78.1%
93.7%
68.7%
50%
65.2%
0
10
20
30
40
v1 v2 v3 v4 v5
N
o
.

o
f

c
o
m
p
a
n
y

Employee participation and skills
Variables for effect on efficiency and sale growth are
such as Increase in sale growth[v1], Increase in
production growth[v2], Customer satisfied with
reduces delivery time[v3], Effect on overall
growth[v4], Back up of die[v5], Use of parallel
function[v6].

Figure 4.4
Number of organization focus on different
component use for effective efficiency and sale
growth



5. SMED time can be reducing in forth coming
days

Variables for SMED time can be reducing in forth
coming days are such as Satisfied with die setup
time, want to reduce die setup time, Are you
achieving universal time?

Figure 4.5
SMED time can be reducing in forth coming days


6. Number of organization focused on motion and
handling
Component of motion and handling such as Plant lay
out, Position of tool room.
Figure 4.6
Number of organization focused on motion and
handling

4.2 One Way ANOVA Test

In this project work questionnaire data is analyzed by
one way ANOVA technique for finding which
parameter is more significant towards the die setup
time.
Table 4.1
ANOVA Test Result
Factor No. Factors Name P
value
Factor 1 Advance Planning 0.434
Factor 2 Employee Participation and Skills 0.043*
Factor 3 Motion and Handling 0.122
Factor 4 Effect on Efficiency& Sale Growth 0.001*
Factor 5 SMED Can Be Reduce in Forth
Coming Days
0.663

4.3 Effect size
Effect size is a value which allows seeing how much
independent variable (IV) has affected the dependent
variable (DV) in an experimental study. In other
words, it looks at how much variance in dependent
variable (DV) was a result of the independent
variable (IV).
Table 4.2
Effect size
Factor No. Factor name Effect size % Effect
factor 1 advance planning 0.1167 11.67%
factor 2 employee
participation and
skills
0.2872 28.72%
factor 3 motion and
handling
0.1610 16.10%
factor 4 effect on
efficiency and sale
growth
0.3248 32.48 %
100% 100% 100% 100%
78.1% 78.1%
0
5
10
15
20
25
30
35
v1 v2 v3 v4 v5 v6
N
o
.

o
f

c
o
m
p
a
n
y

Effect on efficiency component
9.3%
100%
62.5%
0
5
10
15
20
25
30
35
satisfied
with
die setup
time
want to
reduced
die setup
time
Are you
achive
universal
time
of SMED
N
o
.

o
f

c
o
m
p
a
n
y

SMED can be achive
90.6%
46.8%
93.75
0
10
20
30
40
Plant layout need of
parllel die
setup
position of
tool room
factor 5 SMED can be
achieve in forth
coming days
0.1103 11.03%
Result:-The ANOVA test and effect size of each
factors shows that, factor 2 (employee participation
and skills), factor 4 (effect on efficiency and sale
growth), are more significant with die setup time. So
these above factors are most appropriate to affect the
overall die setup time.

4.3 Regression test

Regression analysis is used to fit a predictive model
to survey data and use that model in form of
regression equation to predict value of dependent
variables(die setup time) and established which factor
are most important.

Regression equation
Die setup time = constant + B1.factor 1 + B2.factor
2 + B3.factor 3 + B4.factor 4
+ B5.factor 5 .. (equation: 1).

Die setup time = 8.748 - .081.factor 1 - .447factor 2 -
.216factor 3 - .587factor 4
-.184factor 5.. (equation: 2).

The regression equation 1 shows that die setup time
will predict to decrease B value (Un standardized
Coefficients) when the respective factor goes up by 1
unit and die setup time is predicted to increase
constant value of Un standardized Coefficient (B)
when all factors are zero.

Table 4.3
Regression coefficients
Model Un
standardized
Coefficients
(B)
Sig.
1 (Constant) 8.748 0.001
Advance planning -.081 0.656
Employee participation
and skills
-.447 0.001
Motion and handling -.216 0.095
Eff. On efficiency& sale
growth by reducing die
setup time
-.587 0.001
Die setup time can be
reduce in forth coming
days
-.184 0.172
Finally employee participation & skills and effect on
efficiency & sale growth, these two factors having
large weightage score thus, this shows these two
factors are most important to affect the die setup
time.

5. CONCLUSION
Though there are lot of studies carried out in
developed countries establishing the fact that there is
positive effect of implementing SMED process on
performance of die but not much studies have
reported in the literature of Indian(SMEs). In this
study the factors which depends upon die setup time
are classified in to five groups, namely: advance
planning, employee participation and skills, effect on
efficiency and sale growth, motion and handling and
die setup time can be reduce in forth coming days.
However, The ANOVA test and effect size and
regression test performed on each factors shows that,
factor 2 (employee participation and skills), factor 4
(effect on efficiency and sale growth), are more
significant with die setup time. So these above factors
are most appropriate to affect the overall die setup
time.

REFERENCES

1. Duggan, K. (2007). Measuring Up Lean: The Journey
towards Operational Excellence. Management
Services, Retrieved from EBSCOhost.
2. Feld, W. M. (2000). Lean manufacturing tools,
techniques and how to use them. Boca Raton, FL: St.
Lucie Press.
3. Gill, S.J. (2006). 5 A's of Performance Improvement.
Retrieved March 2, 2009, from Stephen J.Gill.com
Web site:
http://www.stephenjgill.com/5As%20of%20Performa
nce%20Improvement.pdf
4. King, P. (2009). SMED in the Process Industries.
Industrial Engineer: IE, Retrieved from Environment
Complete database.
5. Robinson, A. (1990). Modern approaches to
manufacturing improvement: The Shingo system.
Portland, OR: Productivity Press.
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manufacturing: The SMED system (A. Dillion,
Trans.) Cambridge, MA: Productivity Press, Inc.
(Original work published 1983).
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