The International Journal of Advanced Manufacturing Technology (2019) 102:4289–4307

https://doi.org/10.1007/s00170-019-03484-w

ORIGINAL ARTICLE

Single-minute exchange of die (SMED): a state-of-the-art

literature review
Iris Bento da Silva 1 & Moacir Godinho Filho 2

Received: 17 September 2018 / Accepted: 18 February 2019 / Published online: 9 March 2019
# Springer-Verlag London Ltd., part of Springer Nature 2019

Abstract
Competitive companies which are guided by the productivity enhancement employ the lean tools such as single-minute exchange
of die (SMED) to reduce the setup time. This study presents a review of the state-of-the-art literature including 130 articles related
to single-minute exchange of die and proposes a classification and analysis of the reviewed works. The classification was based
on categories, areas, research methods, tools, implementation, results, and countries. This review emphasizes lean tools within the
single-minute exchange of die technique. To this end, the study allows dissemination of the knowledge gained from the literature
on single-minute exchange of die, and it presents the classified articles that used the Shingo stages in the implementation of the
setup reduction.

Keywords Single-minute exchanging of die . Quick changeover . Setup . Lean tools

1 Introduction
A setup is a set of activities which prepares a system for
manufacturing a product. The setup activities can be
subcategorized as external and internal. External setup activ-
ities are those that can be executed while the system is oper-
ating. The internal setup activities are those that can only be
performed when the system is stopped [1]. Setup time is the
preparation period between the end of the last product gener-
ated and the first product manufactured in the next process.
The single-minute exchange of die (SMED) technique in-
volves a setup performed in single-digit minutes (i.e., in
9 min or less). Single-minute exchanging of die can evolve
to one-touch exchange of die (OTED) which is a setup per-
formed in less than 1 min. One-touch exchange of die can
progress to non-touch exchange of die (NOTED) which is a
setup executed in a time close to zero [1].
In Japan, application of single-minute exchanging of die
(Fig. 1) started in 1950 at Mazda, Hiroshima, an 800-ton
* Iris Bento da Silva
ibs@sc.usp.br
1
Department of Mechanical Engineering, Engineering School of Sao
Carlos, University of Sao Paulo, Sao Carlos, Sao Paulo, Brazil
2 and elaborates its analysis. Section 4 presents the results and
Department of Industrial Engineering, Federal University of Sao
Carlos, Sao Carlos, Sao Paulo, Brazil
press, where the external and internal activities were separat-
ed. In 1957, at Mitsubishi, Hiroshima, the internal activities of
engine machining were converted to external activities. In
1969, at Toyota, Nagoya, the Shingo stages were validated
in the stamping process of a 1000-ton press [1].
The first review [2] of the single-minute exchanging of die
literature is outdated. The second review [3] on single-minute
exchanging of die from 2001 to 2011 studied 19 publications.
The third review [4] is quite limited because it studied only 8
publications from 2001 to 2011, and another known localized
publication [5] on SMED studied 70 publications from 2007
to 2018. The 4 review articles showed researched journals,
proceedings, and book chapters. In this context, the present
study reviews the single-minute exchanging of die literature
from 1995 to 2018, containing 130 articles (only journals).
There is significant research on single-minute exchanging of
die reported in the literature, but to date, no review on the
subject providing an update on the associated state-of-the-art
is found. However, this is not the case, for example, with other
tools linked to the lean methodology such as total productive
maintenance (TPM) [6] and kanban [7]. Indeed, this is the gap
that is explored in this study.
This article is structured as follows. Section 1 presents the
objectives of the study and the context in which they emerged.
Section 2 describes the research method that provides the lit-
erature review classification. Section 3 reviews the literature
their discussions. Finally, Section 5 draws the conclusions.
4290 Int J Adv Manuf Technol (2019) 102:4289–4307

Stage Method Result

Selecting the system, establishing the

work team, measuring and filming the Set-up time is reduced has been
1. Separating movements in place, identifying internal reduced from 4 h to 2 h (50% re-
internal and and external activities, separating duction)
external set-up external activities

To use standardized equipment, to deve- Internal activities were trans-

2. Converting
lop new methods, preheat, pre-set, formed to external activities,
internal set-up to
implement assured quality increasing the setup time to 90
external set-up
min (62.5% gain)

3. Streamlining
all aspects of the
To reduce tooling adjustments, reduce mo- Continuous improvement the set-
set-up process
vement (walking around), reorganize the up changes the set-up times to 3
warehouse min (99%)

Fig. 1 Shingo stages (adapted from [1])

2 Research methodology In the dissemination phase, the classification and analysis

The literature review identified and organized a summary of
the main points of the articles studied [8]. It was divided [9]
into three phases: (i) planning, (ii) conduction, and (iii)
dissemination.
In the planning phase, the following research question was
raised: What is the state-of-the-art single-minute exchanging
of die literature?
In the conduction phase, the research was performed in
December 2018 using many different databases: Compendex,
Web of Science, Scopus, Google Scholar, ScienceIndirect,
IEEEXplore, Emerald Insight, and others (Table 1). In the initial
selection, keyword “smed” was used, and in the base, Google
Scholar, “single minute exchange” was added. Next, the articles
were filtered using “period” (1995 to 2018), “engineering”
(industrial, manufacturing), and “articles” (not including
congresses and seminars). After the elimination of the re-
dundancies, the result presented 175 articles (journal). The
full texts of these articles were read, noting the presence of
lean tools within single-minute exchanging of die, based
on which 130 articles were selected to be analyzed.
of the selected articles were formulated, which was achieved
in four stages [10]: (i) review the studied subject, (ii) propose a
method for the classification and coding of the selected arti-
cles, (iii) classify the studied articles using the proposed meth-
od, and (iv) structure the classification according to the single-
minute exchanging of die technique and perform the analysis.
The articles will be classified after the seven parameters as
follows [11]: (i) categories, (ii) areas (industries), (iii) research
methods, (iv) tools, (v) implementation, (vi) results, and (vii)
countries.
The articles [2–5, 12–137] found in the literature review
will be presented after the parameters studied. The parame-
ters’ categories and areas (industries) are presented in Table 2.
The areas (machining, forming, metallurgical, pharmaceuti-
cal, textile, food, others) were extracted from each article
based on the processes of the studies in which single-minute
exchanging of die (SMED) was applied. According to [138],
the categories are classified as follows: discontinuous and
continuous manufacturing, and universal.
In regard to the parameter, the tools were identified in the
reviewed articles, thus demonstrating that others tools can be

Table 1 Research methodology:

driving Database Filter (Qty) Reading (Qty)

1st “smed” 2nd “period” 3rd “engineering” 4th “articles” Abstract Full text

Compendex 215 187 104 54 175 130

Web of science 60 34
Scopus 210 89
Google Scholar 423 157
Others 81 40
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Table 2 Categories and areas

(adapted from [138]) Categories Areas (industries)

Discontinuous Machining Turning, milling, boring, hobbing, shapping, shaving, grinding

manufacturing (DM) Forming Forging, stamping, straightening
Metallurgical Die casting, foundry, tempering, welding, composite
Molding Film, plastic, rubber
Building, cell, injection, filling, furniture, make-up, maquiladora, wooden, plastic,
automotive, aerospace, stoppers
Continuous Assembly Battery, circuit board , packaging,
manufacturing (CM) Extrusion Polyethylene, polystyrene, polyvinyl chloride
Forming Coil, rolling, steel wire-rope
Textile Apparel, sewing
Chemical, electronics, food, pharmaceutical, printing, transfer line, woven,
cardboard, glass, adhesive, shampoo
Universal (U) Diverse Mechanical , chemical and electronic industry

used within the single exchanging of die. The 45 tools were classification and the codes used. The parameter of implemen-
identified in the evaluated articles, demonstrating their use in tation evaluated the application of the defined tools, indicating
single-minute exchanging of die. Table 3 contains the yes or no. The tools applied are classified into three metrics

Table 3 Tools identified in the literature review and their respective codes

Metrics Tools (T) Codes Tools (T) Codes

Assessment Five whys T1 Good manufacturing practice T5

Ishikawa diagram T2 Statistical process control (SPC) T6
Pareto T3 Brainstorming T7
Value stream mapping (VSM) T4
Improvement Five esses (5S’s) T8 Quality function deployment (QFD) and or
Team approach to problem-solving T9 failure mode and effect analysis (FMEA) T19
Spaghetti diagram T10 Taguchi T20
Kaizen T11 Design of experiments (DOE) T21
Kanban T12 Theory inventive problem-solving (TRIZ) T22
Poka-yoke T13 Mean time between failures, to repair T23
Process redesign T14 (MTBF, MTTR)
Overall equipment effectiveness (OEE) T15 Standardized work T24
Total productive maintenance (TPM) Involvement, motivation, training T25
Tool standardization T16 Data mining T26
Feedback T17 Task breakdown T27
T18 Method time measurement (MTM) T28
Monitoring Visual management T29
All (assessment, improvement, Shingo stages (see Fig. 1) T30 Analysis of human errors T38
monitoring) Design for changeover (DFC) T31 Shannon entropy T39
Analytical hierarchal process (AHP) T32 Plan, do, check, act (PDCA) T40
Decision-making T33 Changeover out of machine evaluation technique T41
Algorithm T34
Supplier, input, process, output, and T35 Society Manufacturing Engineering (SME) T42
customer (SIPOC) Standard operation procedure (SOP) T43
Define, measure, analyze, improve, T36 Fuzzy logic T44
and control (DMAIC) Quick die changing stamping (QDCS) T45
Questionnaire attributes T37
4292 Int J Adv Manuf Technol (2019) 102:4289–4307

[139]: (i) assessment: used to review the performance of the
organizational processes; (ii) improvement: used to leverage
processes; and (iii) monitoring: applied to measure indicators.
The 22 results were listed and organized to demonstrate
after the implementation of tools. The quantitative and quali-
tative results obtained were accordingly [138, 140] classified
into four metrics, and are presented in Table 4 with their re-
spective codes: (i) cost: productivity enhancement; (ii) time:
the key to efficient working; (iii) quality: an important role in
the continuous improvement; and (iv) value: measured by
customer’s willingness to pay for it.
Table 5 shows the seven research methods which were also
derived from all the reviewed studies. Table 6 describes the 28
countries which were identified in the diffusion of the single-
minute exchanging of die technique, as exhibited by the re-
search sites. The 130 articles [2–5, 12–137] were classified
according to the parameters and they are summarized in a
Table 7.
3 Analysis of literature
After reviewing the literature, the selected articles [2–5,
12–137] were classified. This section presents the description
of the 130 articles categorized according to our classification
criteria.
3.1 Discontinuous manufacturing
Within discontinuous manufacturing category, we found 71
articles. The main research method was case study, which
was presented in 63 articles. The main countries which pub-
lished in this category were India, the UK, Portugal, and
Turkey.
Quantitative analysis shows the articles which have
presented quantitative results under the category of dis-
continuous manufacturing which are described as fol-
lows. In the machining area, in turning, a novel [98]
single-minute exchanging of die (SMED) approach was
to demonstrate that integrating the ergonomic risk assess-
ment analysis method into the changeover method results
in further 90% reduction in setup time. The study [93]
conducted a survey in Poland at 88 small and medium
enterprises (SMEs) on the turning operation and demon-
strated the use of the failure mode and effect analysis
(FMEA) tool within single-minute exchanging of die,
and in the 18 companies surveyed, the setup time was
9 min or less. The main obstacles to the implementation
of poka-yoke [73] in a small company within setup re-
duction were identified to be resistance to change from
supervisor and a lack of training on Shingo stages.
Despite this, the poka-yoke tool changed the setup to
15 min for a turning operation in the aerospace industry.
The poka-yoke and Pareto [47] tools were applied to
turning in the automotive industry, reducing the setup to
75 s (one-touch exchanged of die, OTED). Moreover, the
setup of turning [50] was reduced by 52% by applying
spaghetti diagram, kanban, and standardized work.
In the manufacture of diesel engines [80], poka-yoke was
applied in the tooling assembly used in milling, reducing the
setup to 4 min. The effect of the setup of a machining cell [31]
on the inventory control was modeled, resulting in a 12-min
setup. For a maquiladora [37], from a survey of 373 Mexican
companies, the authors highlighted the separation of the inter-
nal and external activities leading to a gain of approximately
50% in setup.
In the manufacture of gears [76] in the automotive industry,
researchers converted the internal activities, in hobbing, to
external activities, increasing the productivity by 22%. The

Table 4 Results found in the

literature review and their Metrics Results (R) Codes Results (R) Codes
respective codes
Cost Cost reduction R1 Teamwork improvement R4
Financial improvement R2 Reduction of wastes R5
Productivity enhancements R3 Inventory reduction R6
Time Cycle-time reduction R7 Reduction in small stops R10
Improve availability R8 Nine minutes or less (setup) R11
Improve run time R9
Quality Improve quality R12
Value Improve overall equipment R13 Reduction in environmental impacts R18
effectiveness
Reduction in non-value-add R14 Design efficiency R19
Improved flexibility R15 Reinterpretation of Shigeo Shingo’s work R20
Implement standardized work R16
Operator involvement R17 Responsive manufacture R21
Improve ergonomic R22
Int J Adv Manuf Technol (2019) 102:4289–4307 4293

Table 5 Research methodology results found in the literature review
Research methodology
CS (case study) analyzes a part of the universe, examining the whole, not
simply the case. This study typically uses multiple methods for data
collection by a direct observer in a single configuration, which
considers the temporal and contextual aspects of the contemporary
phenomenon under study [141].
AR (action research) is a type of social research which is designed and
built in close association with solving a collective problem in which the
researchers and participants are collaboratively involved [142].
S (survey) involves collecting information from individuals (through
questionnaires) on the social units to which they belong; it intends to
provide a numerical description. It is a quantitative procedure [143].
E (ethnography) generally involves the involvement of a researcher in the
daily lives of people for a long duration, observing what happens or
asking questions through informal interviews and collecting
documents. This could introduce an important point to address in
research [144].
MS (modeling and simulation) encompasses a wide range of techniques
and problem-solving methods applied for realizing better decisions and
efficiency such as simulation, optimization, stochastic processes,
Markov decision, econometric methods, data involution analysis,
neural networks, system-specialized analysis, decision analysis, and
analytical hierarchical process [15].
SSM (soft systems method) is a method for investigating problems within
a complex system such as designing a plan [145].
LR (literature review) performs comprehensive analyses of the literature
on a given subject with explicit selection criterion so that other
researchers can evaluate the quality of the assessment [146].
benefits of standardizing the setup procedures in the imple-
mentation of kaizen [34] within Shingo stages are the secrets
of the correct process for all shifts, reductions in variability,
easier training of new operators, and improvement of activi-
ties. In this way, establishing procedures for operators in the
changeover process is necessary to show the sequence of op-
erations in which the operators are required to perform the
changeover. This combination reduced the setup for shapping
to 7.9 min. The combination [30] of single-minute exchanging
of die with standardized work and kobetsu kaizen (KK),
which is one of the pillars of total productive maintenance
(TPM), increased the cell flexibility for shaving by 53%.
In the grinding area, a research work [23] involving stake-
holders reduced 55% of the setup activities in grinding,
resulting in a return on investment (ROI) in 2 months. In the
grinding line layout of bearing rings [74], the setup was re-
duced by 41% by brainstorming and eliminate, combine, re-
duce, simplify (ECRS). An axle grinder [13] using the Shingo
stages reduced the setup from 24 to 14 min, increasing the
productivity by 65%.
In the area of forming, tools (five why’s, Ishikawa
diagram, Pareto, 5S’s) were used [12] within single-
minute exchanging of die for stamping, increasing the
capacity of the system by 71%. In the cutting, bending,
and injection molding operations [87] in the manufacture
of circuit breakers, the Shingo stages were modified
based on the design for cost, reducing the spaghetti dia-
gram from 300 to 10 m, setup time by 90%, and inven-
tory by 80%. Standardized work was applied to deep
stamping [20] in the automotive industry, reducing 30%
of the setup activities. In the area of forging [41], a
pneumatic screwdriver and die preheating were used in
a 1000-ton press, reducing 18% of the setup. Productivity
enhancement through reduction of changeover time in
furniture industry [103] by SMED methodology that
was applied on bending machine in metal tube furniture
was reduced from 34 to 12 min. Applying value stream
mapping and kaizen improves productivity by 76% in the
air conditioning coil manufacturing [112] during setup
changeover. The article [128] compared the traditional
metal stamping process versus quick die change stamping
(QDCS); it was reduced to one-third of the conventional
process by setup time and cost and the work in process
(WIP) decreased by 70%.
In the metallurgical area [82–84] during the project phase,
the design for changeover (DFC) was described in the run-up
phase of welding, which complemented Shingo’s method and
improved the equipment efficiency by 43%. Brainstorming,
tooling standardization, and algorithm were applied in
welding in the automotive industry [39] to reduce the change-
over from 15 to 10 min. In a casting [71], lean tools, kaizen;
supplier, input, process, output, customer (SIPOC); and failure
mode and effect analysis (FMEA), were applied within single-

Table 6 Countries found in the

literature review and their Countries Codes Countries Codes Countries Codes Countries Codes
respective codes
Belgium BEL Finland FIN Kuwait KWT Russian RUS
Brazil BRA Germany GER Malaysia MYS Saudi Arabia SA
Canada CAN India IND Mexico MEX Spain ESP
China CHN Indonesia IDN Poland POL Sweden SWE
Colombia COL Iran IRN Portugal PRT Turkey TUR
Croatia CRO Italy ITA Republic Czech CZE United Kingdom UK
Egypt EGY Japan JPN Romania ROM United States USA
4294 Int J Adv Manuf Technol (2019) 102:4289–4307

Table 7 Paper classification

Paper Cat. Area RM Ctry Tools (T) Impl. Results (R)

2 U Diverse LR UK DNAT No DNSR

3 U Diverse LR IND DNAT No DNSR
4 U Diverse LR IND DNAT No DNSR
5 U Diverse LR PRT DNAT No DNSR
12 DM Stamping CS IND T1, T2, T3, T8, T14, T30 Yes R1, R5, R7, R14
13 DM Grinding CS IND T30 Yes R3, R7
14 CM Chemical MS IRN T2O, T21, T34 No DNSR
15 U Diverse MS USA DNAT No DNSR
16 CM Extrusion CS SA T30, T32, T33 Yes R2, R11, R15
16 U Diverse MS TUR T34 No DNSR
18 CM Pharmac. CS BRA T30, T36 Yes R3
19 U Diverse MS KWT T21, T34 No DNSR
20 DM Stamping CS CZE T30 Yes R3, R16
21 DM Welding CS MYS T2, T15, T30 Yes R10
22 CM Pharmac. CS ITA T5, T8, T10, T13, T24, T30, T35 Yes R3, R13
23 DM Grinding CS IND T30 Yes R7, R8, R17
24 DM Boring CS TUR T6 Yes R19
25 DM Boring CS TUR T3, T16, T28, T30 Yes R16
26 DM Injection CS EU T4, T8, T16 Yes R18
27 CM Electronic AR BRA T24, T30 Yes R15
28 U Diverse AR UK T29, T30 Yes R20
29 DM Turning CS IND T9, T30 Yes R3, R4
30 DM Shaving CS IND T8, T11, T24, T30 Yes R15
31 DM Cell MS EGY T34 Yes R3, R6
32 CM Assembly CS MYS T30 Yes R1
33 CM Assembly CS MYS T30 Yes R15
34 DM Shapping CS IND T11, T30 Yes R3, R11
35 CM Printing CS IND T24, T30 Yes R3, R11
36 CM Assembly CS IND T3, T6, T30, T36 Yes R3, R11, R12, R17
37 DM Maquilad. S MEX T30 Yes R3
38 CM Transfer CS ITA T30, T34 Yes R3, R11
39 DM Welding CS UK T7, T17, T30, T34 Yes R3
40 DM Furniture CS BRA T25, T30 Yes R3, R6, R11
41 DM Filling oil CS IND T11, T30 Yes R3, R11
42 DM Rubber CS IND T3, T30 Yes R3, R11
43 DM Forging CS IND T8, T29, T30 Yes R3, R8
44 CM Pharmac. AR UK T30 Yes R3
45 DM Building AR USA T13, T25, T30 Yes R5
46 DM Grinding CS IND T3, T30 Yes R3
47 DM Turning CS IND T3, T13, T30 Yes R1, R3, R11
48 DM Injection CS TUR T2, T3, T20, T29, T30 Yes R10
49 CM Sewing CS IND T30 Yes R3
50 DM Lathe CS POL T8, T10, T12, T24, T30 Yes R8
51 CM Textile CS TUR T34 Yes R9
52 U Universal E USA DNAT No DNSR
53 DM Stamping CS IND T2, T8, T30 Yes R3
54 CM Electronics CS MYS T22, T30 Yes R3
55 DM Injection CS MYS T15,T30 Yes R3, R11
56 CM Food CS ESP T22, T23, T30 Yes R3
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Table 7 (continued)

Paper Cat. Area RM Ctry Tools (T) Impl. Results (R)

57 U Diverse E UK DNAT No DNSR

58 CM Assembly CS UK T11,T30, T31 Yes R11, R20
59 CM Printing CS UK T16, T30, T31 Yes R11, R12, R20
60 CM Assembly CS UK T27, T30 Yes R11, R20
61 DM Tempering CS COL T15, T30 Yes R3
62 CM Rolling CS RUS T4, T15 Yes R3
63 DM Stamping CS UK T15, T16 Yes R3, R15
64 CM Extrusion CS UK T31 Yes R21
65 CM Diverse AR UK T26, T34 Yes R15
66 U Diverse SSM JPN DNAT No DNSR
67 DM Molding CS PRT T25, T30 Yes R3, R11
68 CM Textile CS UK T11, T29, T30 Yes R3, R11
69 U Diverse SSM IND T30 No DNSR
70 DM Stamping CS BRA T30 Yes R3, R11
71 DM Die casting CS IND T8, T11, T19,T30, T35 Yes R3
72 DM Lathe CS IND T15 Yes R3
73 DM Turning CS UK T13, T30 Yes R3
74 DM Grinding CS IND T7, T30 Yes R3
75 DM Die casting CS CRO T8, T30, T39 Yes R8
76 DM Hobbing CS IND T30 Yes R3
77 DM Molding AR ROM T15, T30 Yes R1
78 DM Injection MS USA T25, T34 Yes R1, R15
79 CM Coil CS IND T11, T30 Yes R3
80 DM Milling CS IND T3, T13, T30 Yes R3, R7, R11, R12
81 DM Stamping CS IND T8, T29, T30 Yes R6
82 DM Welding CS UK T30, T31 Yes R15, R21
83 DM Welding CS UK T30, T31 Yes R15, R21
84 DM Welding CS UK T30, T31 Yes R15, R21
85 CM Pharmac. CS BRA T30 Yes R1, R6
86 U Diverse SSM COL DNAT No DNSR
87 DM Forming CS PRT T10, T30 Yes R6
88 DM Stamping CS IND T2, T3, T30 Yes R1, R11
89 DM Straight CS IND T3, T30 Yes R3
90 DM Foundry CS IND T3, T8, T13, T30 Yes R1
91 U Diverse E USA DNAT No DNSR
92 DM Wooden CS PRT T30, T34 Yes R3, R11
93 DM Turning S POL T3, T16, T19 Yes R3
94 CM Transfer CS BRA T31 Yes R20
95 CM Circuit CS USA T18, T30 Yes R1, R11
96 CM Extrusion CS TUR T24, T30 Yes R3, R22
97 CM Assembly CS BEL T10, T30 Yes R3
98 DM Turning CS TUR T20, T21, T28, T30 Yes R3, R22
99 CM Printing CS ITA T1, T15, T30 Yes R1, R11, R20
100 CM Textile CS MYS T8, T30 Yes R3
101 CM Food CS FIN T15, T29, Y30, T37 Yes R3, R11
102 DM Cardboard CS IND T20, T30 Yes R1, R3, R5, R11
103 DM Furniture CS IND T30 Yes R1, R6
104 DM Foundry CS IND T6, T13, T29, T38 Yes R1, R22
105 DM Foundry CS IND T3, T19 Yes R1
4296 Int J Adv Manuf Technol (2019) 102:4289–4307

Table 7 (continued)

Paper Cat. Area RM Ctry Tools (T) Impl. Results (R)

106 DM Plastic AR BRA T16, T30 Yes R3

107 DM Injection CS IRN T39 Yes DNSR
108 CM Textile CS MYS T8, T30 Yes R3, R13
109 CM Glass CS CZE T3, T30 Yes R3
110 DM Injection CS MYS T30, T40 Yes R3
111 CM Adhesive CS ITA T15, T19, T41 Yes R1, R20
112 DM Coil CS CAN T4, T11, T30 Yes R3, R5, R6, R14
113 DM Cardboard CS PRT T3, T8, T15, T29, T30, T42 Yes R1, R11, R14
114 CM Printing CS POL T3, T15, T19, T30 Yes R3
115 CM Printing CS MYS T30, T43 Yes R3, R12
116 CM Circuit CS MYS T4, T11, T30 Yes R6, R7, R11
117 DM Stamping CS PRT T30, T42 Yes R3
118 DM Turning CS PRT T30 Yes R3, R22
119 DM Composite CS MYS T1, T2, T29, T30, T33 Yes R3, R6
120 DM Mechanical CS PRT T4, T8, T24, T29 Yes R3
121 DM Automotive CS SWE T4, T11 Yes R3
122 DM Injection MS TUR T2, T44 Yes DNSR
123 CM Wire-rope CS PRT T8, T24, T29 Yes R3, R8
124 U Diverse MS GER T34 Yes R1
125 U Diverse CS CHN T6, T19, T20, T36 Yes R3
126 U Diverse MS UK T33 No DNSR
127 DM Shapping CS IND T8, T13 Yes R3
128 DM Stamping CS IDN T45 Yes R1, R6, R11
129 DM Stoppers CS PRT T4, T8, T15, T30, T36 Yes R3, R10
130 DM Welding CS PRT T30 Yes R3
131 U Diverse MS POL T28, T30, T33, T34, T44 No DNSR
132 CM Shampoo CS TUR T11, T30 Yes R3, R16, R20
133 CM Pharmac. CS IDN T5, T28, T30, T42 Yes R1, R14
134 U Diverse MS MEX DNAT No DNSR
135 DM Card CS IND T15, T30 Yes R3, R11, R13
136 DM Stamping CS IND T2, T30 Yes R3
137 U Composite MS MYS T30, T32, T33 Yes R3, R20

DM, discontinuous manufacturing; CM, continuous manufacturing; U, universal; RM, research methodology: LR, literature review; CS, case study; MS,
modeling and simulation; AR, action research; S, survey; E, ethnography; SSM, soft systems methodology; Ctry, country; Impl., implemented; EU,
European Union; DNAT, do not apply tools; DNSR, do not show result

minute exchanging of die, decreasing the setup from 69 to
19 min. In foundry area [104], it has been observed that by
designing the die, it was possible to reduce the changeover time
by 30% initially. Following with the application of poka-yoke
tool, it was possible to reduce by 15% more. The risk manage-
ment was reduced by 60% in changeovers through failure mode
and effect analysis (FMEA) in die casting machine [105] for
setup operations. An improvement project of 5-axis computer
numerical control (CNC) machine in advanced composite
manufacturing industry [119], called trimming process, resulted
total changeover time to reduce by 44%, and internal type ac-
tivity time is reduced by 48%. In the electron beam welding
[130], the setup changeover was reduced by 50%.
The setup of rubber molding [42] using Pareto tool was
changed from 60 to 8 min saving 41% in cost. The involvement
of employees in manufacturing furniture [40] was presented to
attain the setup in 6 min. In the filling oil area [41], a case study
was included using kaizen which exchanged the car oil-feed
from the funnel to the pump, resulting in decreasing the setup
from 12 to 2 min. In the implementation of SMED on corruga-
tion machine in cardboard box manufacturing [102], the setup
changeover has been reduced from 60 to 15 min. The efficiency
enhancing of die exchange process at a textile company [108]
was by 26%. In a carton enterprise [113] with an application of
lean principles, a reduction of 47% was achieved in the setup
time or 10,114 € of monthly profit.
Int J Adv Manuf Technol (2019) 102:4289–4307
In the discontinuous manufacturing category, the overall
equipment effectiveness (OEE) tool within single-minute ex-
changing of die was applied in seven works described as fol-
lows. In the setup reduction [63], the stamping can described
on bettering the manufacturing system which previously
existed. Whereas total productive maintenance (TPM) and
overall equipment effectiveness place a greater emphasis on
continuous improvement of the use of the existing system,
they do not identify the implications of setup reduction
(SUR) on the small batch business. The screen printing ma-
chine process [99] presented a novel methodological approach
to enhance the single-minute exchanging of die implementa-
tion combined with five whys’ tool to reduce the changeover
duration to 4.3 min. Small stops [21] were eliminated in the
run-up activities of the welding operation, increasing the over-
all equipment effectiveness by 2%. In the injection process
[55], by managing the overall equipment effectiveness, a setup
of 7 min was obtained. In case of plastic manufacturing [77],
the setup was reduced by 76% by applying an action research.
In a heat treatment, tempering [61], within an interconnection
axle manufacturing cell by means of Shingo stages, the re-
search was conducted in the guide construction for standard
manufacturing policies combining training of operators and
increased the productivity by 10%, and overall equipment
effectiveness increased from 77 to 85%. In computer numer-
ical control turning [72], the overall equipment effectiveness
increased by 5%.
The single-minute exchanging of die time (9 min or less)
was achieved in 15 studies on discontinuous manufacturing
[34, 40–42, 47, 55, 67, 70, 80, 88, 92, 99, 102, 128, 135].
Qualitative analysis shows, in the discontinuous
manufacturing category, the works that exhibited qualitative
results which are discussed next. In the area of machining, the
turning operation [29] was described by involvement and
team commitment. A truck plant in the boring [25], in the
automobile industry, integrated single-minute exchanging of
die and method time measurements (MTMs), resulting in set-
up standardization. In addition, a statistical process control
(SPC) was applied in the boring [24] to investigate the rela-
tionship between the setup reduction and tooling design, con-
cluding that single-minute exchanging of die was a robust
technique.
In the area of forming, work in process (WIP) was reduced
in cutting in an elevator factory [81], and the authors of the
study recommended visual management in the monitoring
conducted after implementing single-minute exchanging of
die. In the manufacture of motorcycles [26], lean tools, value
stream mapping (VSM) and others, were applied in the plastic
injection operation (“single minute exchanging of die ... it is
one of the most used lean tools”); however, in this study, the
single-minute exchanging of die technique did not yield sig-
nificant results for environmental improvement. In an injec-
tion process [78], the setup was modeled considering the
4297
relationship between learning, flexibility, and single-minute
exchanging of die, resulting in a cost reduction. In the article
[107], the Shannon entropy weighting factor was established
in plastic injection industry to improved changeover setup. In
a plastic injection [48], the Taguchi design was applied as a
tool to reduce the try-out time in the setup. In the area of
building [45], poka-yoke was used in an action research to
eliminate the waste from the setup activities.
The Pareto tool was applied in 12 works [12, 25, 42, 46, 47,
80, 88–90, 93, 105, 113] to prioritize the problems found in
the setup activities. The 5S’s tool was also used in discontin-
uous manufacturing. It was applied in the organization, stan-
dardization, and discipline of setup activities. The use of the
5S’s can be found in 16 works reported in [12, 26, 30, 43, 50,
53, 71, 75, 81, 90, 100, 113, 120, 123, 127, 129].
3.2 Continuous manufacturing
The continuous manufacturing category included 39 studied
articles. The main method of research in this category was
case study, which was used in 35 articles. The main countries
that published articles in this category were Malaysia, the UK,
India, and Italy.
Quantitative analysis shows the articles which have pre-
sented quantitative results under the category of continuous
manufacturing, which are described as follows. In the food
industry [98], the implemented methodology contains a pro-
posal to measure the results of the changeover technique using
the mean time between failures (MTBF) and mean time to
repair (MTTR) failure in the setup with gain of 95%.
In the pharmaceutical area [18], a study used define, mea-
sure, analyze, improve, control (DMAIC) tool within single-
minute exchanging of die, achieving a 20% setup reduction
using the Shingo stages. Subsequently, this tool was replaced
with the design for changeover (DFC), reducing the setup by
72%. In another study in the pharmaceutical area [85], the
design for cost was applied, which reduced 7% of the inven-
tory and transferred the labor to another sector of the factory.
The pharmaceutical packaging line [22] attempted to combine
the implementation of single-minute exchanging of die with
other lean tools: 5S’s, poka-yoke, spaghetti diagram, and good
manufacturing practice (GMP), increasing the overall equip-
ment effectiveness (OEE) by 44% and improving the setup by
61.5%. In the pharmaceutical industry [133], the work system
by reducing setup time with SMED was reached by 63%.
In styrofoam extrusion for refrigerator packaging [96],
standard work, safety, and ergonomics were used, reducing
the setup by approximately 50%. In the extrusion of polyvinyl
chloride [16], the analytical hierarchal process (AHP) and
multiple criteria decision-making techniques were applied
within the implementation of Shingo stages focused to trans-
form activities from internal to external, resulting in a 74%
improvement in the setup and flexibility.
4298
For an assembly line of batteries [32, 33], the decrease in
the cost of bottleneck resulted in a 54% reduction in the setup
activities. In another assembly line [36], Pareto, statistical pro-
cess control (SPC), and define, measure, analyze, improve,
control (DMAIC) were employed to achieve the setup in 9 s
(non-touch exchanged of die, NOTED). In the textile
manufacturing [100] with the application of 5S’s within
Shingo stages, the average setup time was reduced by 26%.
In the process of manufacturing capacitor coils [79], kaizen
was used in combination with visual management, providing a
reduction of 52% in the setup time. An article [49] reported the
application of single-minute exchanging of die in the sewing
area within the clothing industry and showed the productivity
and inventory relationship, which for each 1 0 min of the setup
time excess resulted in work in processes (WIP) being multi-
plied by a factor of nine. In the food company [101], the lean
management, overall equipment effectiveness, and question-
naire research attributes method within SMED reducing the
setup time by 67%. In the glass area [109], the annual time
savings resulting from the application of the SMED method
was 25%. In adhesive area [111], an overall equipment effec-
tiveness monitoring allowed to verify that the most significant
loss in the production process was the changeover where setup
and run-up summed up to 45% of the processing time.
In electronics, robotics was applied in circuit boards [95] to
convert internal activities to external activities, reducing the
setup from 1.7 min to 11 s (one-touch exchanged of die,
OTED). In the processing of printed circuit boards, an action
research standardized the setup activities, in which time
changed from 27 to 15 min. The theory of inventive
problem-solving (TRIZ) tool was employed in two works re-
lating to the semiconductor industry [54], and it reduced the
setup from 240 to 32 min. The study [116] was to design a
value stream mapping (VSM) within in small medium enter-
prise (SME) to produce smart tag found in Microsoft; the
setup was reduced from 145 to 54 s.
The 11 works reported in [16, 35, 36, 38, 58–60, 68, 95,
101, 116] achieved the setup time in single-minute exchang-
ing of die time (9 min or less).
Qualitative analysis shows the articles on continuous
manufacturing that presented qualitative results, which are
discussed as follows. The article [97], in the assembly, details
the already published set of design rules in single-minute ex-
change of die with the rules based on practical experiences
from more than 60 setup reduction projects in different indus-
tries. In addition, the authors state that the boundary condi-
tions of a setup are determined by three key elements: organi-
zational aspects of the work, technical aspects of devices, and
procedures in the transfer line. The article [38] proposed a
procedure that perfects the setup standardization for high com-
plexity manufacturing systems. This proposed approach is an
algorithm that balances setup tasks among the operators with-
in Shingo stages.
Int J Adv Manuf Technol (2019) 102:4289–4307
In the area of lithographic printing [59], in a study, first, the
organizational action and low cost related to the Shingo stages
were applied. Subsequently, the research focused on equip-
ment design. As an example, the operator selects a cleaning
cycle typically chosen (usually the longest). This fact required
the design on equipment to control the life of the solvent. In
particular [65], in the areas of textiles, food, and powder de-
tergents, the author investigated the run-down, setup, and run-
up phases in an action research, highlighting the shift change
and identifying the factors having a direct influence on the
run-up. In an automotive company [115], in the printing area,
using quality function deployment (QFD) within SMED, as a
universal tool for measuring the level of the quality of prod-
ucts manufactured, customer satisfaction was reached.
The electronics sector [27] has the characteristic of high
added value products with short life cycle, unstable demand,
high mix, low volume, which have demanded of companies’
flexibility, low cost, and rapid response capacity. In this situ-
ation, the changeover reduction is the prerequisite to enable
small batch production.
In the textile area [51], two types of algorithms were com-
pared in a study to calculate the effect of the size dimension on
the setup. In the area of chemicals [14], a production schedule
was studied using the Taguchi tool to sequence the setup or-
ders. In case of rolling [62], as a function of the filming, an
algorithm combining the value stream mapping and overall
equipment effectiveness was developed to reduce the setup
waste.
Six articles [58–60, 64, 94, 100] presented the development
of the design for changeover (DFC) technique for continuous
manufacturing and propose a new interpretation of Shingo
stages including run-down, setup, and run-up.
3.3 Universal
The universal category searched 20 articles. The main re-
search methods developed in this category were modeling
and simulation, which were presented in nine articles. The
main countries that published in this category were the USA,
the UK, India, Kuwait, Turkey, and Iran.
In the ethnography [57], a study complemented the de-
scription of the setup by a combination of the tooling change,
run-up which is spent to stabilize the process, and run-down
which is spent to reduce the rate from the previous part to
completely stop the system. An article [91] reported that at
Toyota in Japan, the setup was 15 min in 1962, less than
10 min in 1969, and 3 min in 1971. Ohno stated in
“Learning setup reduction in forging from Toyota of Brazil”
that the setup in a Brazilian forge, which belonged to the first
Toyota plant, built overseas in the late 1950s had already
incorporated single-minute exchanging of die (9 min or less).
The study [52] described single-minute exchanging of die in
Int J Adv Manuf Technol (2019) 102:4289–4307
the paper, film, heat treatment, and food industries, comparing
their chemical and physical processes.
From an action research conducted over 10 years in various
companies, the work [28] demonstrated gains in sustainability
and reinterpretation of the Shingo stages via monitoring and
employee training.
In the setup modeling and simulation [15], the work that
considered the effect of product mix presented a review with
190 articles on the setup programming. In other two modeling
articles setup programming [17, 19], a lead time reduction was
achieved by developing an algorithm. Three studies [66, 69,
86] examined the use of the soft systems methodology in the
batch size reduction, inventory reduction, training, ergonom-
ics, and safety in setup activities. The study [66] described the
difficulties in the manufacturing system. The obstacles include
the increasing setup time and inventories, lengthy cycle time,
high number of machines, and low productivity. The fuzzy
logic in the injection die [122] was applied to define the setup
parameters adjustments. The article [126] highlighted eco-
effective changeover parameters that are commonly neglected
in industrial operation that could provide economic results
while improving companies’ environmental performance. In
the aerospace industry, the setup process for 5-axis composite
material’s trimming machine [137] is by integrating SMED
and analytic hierarchy process to define setup changeover
parameters.
A literature review [3] described that in 1962, the setup
average was 15 min in Motomachi stamping in Japan. In the
1970s, at M. Electric, the setup of a 150-ton press was
changed from 90 to 9 min. In the 1980s, at Toyota located in
Gosei, the setup of a cold forging press was reduced from
100 min to 15 s. Another literature review [2] classified
single-minute exchanging of die as a function of the parame-
ters, converting the internal activities to external activities,
adjustment, fixture design, and 5S’s. The results [5] had
shown that the majority of publications occurred in the case
studies (73% of the total).
4 Results and discussion
The categories (percentage of studies) are presented in Fig. 2.
Discontinuous manufacturing yielded 71 articles (55%) and
continuous manufacturing only 39 articles (30%). The univer-
sal category including 20 articles (15%) presented little prac-
tical results because most of them are dedicated to simulation,
literature review, and ethnography. Therefore, continuous
manufacturing should elaborate further research in the
single-minute exchanging of die technique. This reality is con-
firmed [147], which recommends increasing the research in
the continuous manufacturing category. This fact is also cor-
roborated in [58], which criticized Shingo’s study, describing
the difficulties in applying the Shingo stages in continuous
4299
Category (percentage of studies)
Disconnuous
manufacturing
55%
Connuous
manufacturing
30%
Universal 15%
Fig. 2 Categories (percentage of studies)
manufacturing. Accordingly, [148] describes tools introduced
in the manufacturing environment, but they can be implement-
ed in services such as the preparation of a surgery [149], and
transfer of a patient from surgery to intensive therapy in a
hospital can use the pit-stop concept of a car race [150].
Figure 3 presents the categories versus research methods.
The case study research method, which yields 99 articles (63,
discontinuous manufacturing; 35, continuous manufacturing;
and 1, universal) (76%), is in agreement with [5], being the
most applied method. This shows that even practical applica-
tions have more volume of publications. However, the action
research method is found in seven articles (5%). A study [151]
recommends further research in this area, particularly in visual
management. Though the survey method includes two articles
(1.5%), it could be utilize in numerous publications [153]. The
modeling method is described in 12 articles (9%), collaborat-
ing with simulation in the setup. Though a work [154] shows
that empirical studies are increasing, it will take time for
achieving more publications.
The 10 areas (processes) highlighted in the results with a
frequency higher than or equal to three are presented in Fig. 4.
In discontinuous manufacturing, there are publications report-
ed for 22 machining articles [13, 23–25, 29–31, 34, 37, 46, 47,
50, 72–74, 76, 80, 93, 98, 118, 127]. Other 15 articles such as
forming [12, 20, 43, 53, 62, 63, 70, 79, 81, 87–89, 117, 128,
136] and 12 metallurgy [21, 39, 61, 71, 75, 82–84, 90, 104,
120
100
80
60
Universal
40 Connuos
20 manufacturing
Disconnuos
0
manufacturing
Fig. 3 Categories versus research methods
4300
Area
25
20
15
10
5 dardized work [22, 27, 30, 35, 50, 96, 120, 123] (Fig. 5).
0 The monitoring metrics did not present any of the above tools
Fig. 4 Main areas (quantities of articles)
105, 130] have developed a significant amount of work.
Under continuous manufacturing, there are publications on
six assembly articles [32, 33, 36, 58, 60, 97]. These are follow-
ed by the pharmaceutical, extrusion, textile, and electronics
area. This result is in agreement with the single-minute ex-
changing of die surveys taken in the 1950’s and 1960’s, which
highlighted studies in machining, forming, and metallurgy [1].
In relation to the main tools used in the single-minute ex-
changing of die (SMED) technique, only those with a frequen-
cy equal to or higher than five are showed in Fig. 5. The
improvement metric presents nine lean tools (5S’s, kaizen,
poka-yoke, overall equipment effectiveness, total productive
maintenance, standardized work, value stream mapping, A3
methodology, and visual management). The 5S’s tool [12, 22,
26, 30, 43, 50, 53, 71, 75, 77, 90, 100, 108, 113, 120, 123,
127, 129] facilitated single-minute exchanging of die imple-
mentation through organization because it prepared the envi-
ronment for standardization and discipline. The kaizen tool
[30, 34, 41, 58, 68, 71, 79, 112, 116, 121, 132] was used for
continuous improvement and implementation, and the poka-
yoke tool [22, 45, 47, 73, 80, 90, 104, 113] prevented failure
[155]. With regard to overall equipment effectiveness (OEE)
[21, 55, 61–63, 72, 77, 99, 101, 111, 113, 114, 120, 135],
lean tools within SMED
20
15
10
5 enhancements)
0 or less)
Fig. 5 Lean tools within single-minute exchanging of die
Int J Adv Manuf Technol (2019) 102:4289–4307
maintenance and setup affect the availability of an equipment,
which can be managed via total productive maintenance
(TPM) [22, 25, 26, 59, 63, 93, 106] and single-minute ex-
changing of die (SMED), respectively.
The eight works reported that the monitoring of setup
should be applied shortly after the implementation of stan-
frequently, but in the study [151], more research on visual
management was recommended. Although numerous tools
were applied, there is still a limitation in choosing them
[156]. The selection of tools [157] is one of the main mana-
gerial challenges that can determine the success of the single-
minute exchanging of die technique. The reason for failure in
implementing tools [158] is a function of the selection of a
user. Studies [159, 160] reported that continuous improve-
ment and implementation are critical factors in stakeholder
engagement.
In Fig. 6, the main results are presented for cases with a
frequency higher than 10. The metrics used in the implemen-
tation of the single-minute exchanging of die technique within
the methodology are in agreement with the articles in [140].
Metrics such as cost, time, and value were applied relatively
frequent. The cost metric reported an increase in the produc-
tivity in 65 articles. Among the time metrics, the single-minute
exchanging of die tool (9 min or less) was the most outstand-
ing, presented in 26 articles. The value metric identified 11
articles reporting an increased flexibility. However, the quality
metric is not listed in Fig. 8 since its frequency is below 10.
The quality tool was described in a few studies [59].
The categories versus metrics of tools [141] (assessment,
improvement, and monitoring) are presented in Table 8. The
combination of all metric has a frequency of 44% with the
single-minute exchanging of die cycle tool largely used in
the researched articles. Shingo stages were the tools that were
presented in 90 of the surveyed articles. The improvement
metric reaches a frequency of 40% using as an example, the
5S’s tool, which is studied in article [53]. The assessment
Metric of results
Cost (producvity
Time (nine minute
Value (improve
flexibility)
Fig. 6 Main results achieved with single-minute exchanging of die
Int J Adv Manuf Technol (2019) 102:4289–4307
Table 8 Categories versus
metrics of tools and results Categories
Tools (T)
Assessment Improvement
T1/T7 T8/T28
13% 40%
metric (13%) is highlighted by the Pareto tool which priori-
tizes problem, aiding in the focus on the implementation and
selection of a cause [12]. The monitoring [22] metric (3%) is
little used, and in contrast with the recommendation to provide
stability for single-minute exchanging of die implementation,
it acts as an indicator of its control [151].
The categories versus results [142] (cost, time, quality, and
value) are listed in Table 8. The most frequent result is the cost
(50%), highlighting an increase in the productivity. The time
metric (28%) includes the articles that reached 9 min or less.
The value metric was employed in 20% highlighting the in-
crease of flexibility [84]. According to [67], few studies refer
to the problems and difficulties in single-minute exchanging
of die implementation via involvement. In the study [66], the
need for training is emphasized.
Figure 7 illustrates the division of literature as found in 89
journals where International Journal of Advanced Manufacturing
Technology (09 articles), Procedia Manufacturing (08 articles),
and Procedia CIRP (05 articles) are highlighted. The other
journals are published between 1 and 3 articles.
Figure 8 reports that of the 28 countries surveyed, only nine
countries reach at least three publications. The countries that
stand out are India and the UK, with 51 (39%) revised studies.
This fact is partially aligned with single-minute exchanging of
die and lean [154, 161], and it is found that there are more
publications from the USA and the UK on lean methodology.
However, it is not in agreement [162] with the claim that lean
methodology is growing and slow in developing countries
such as India.
Fig. 7 Quantity of papers per 10
journal 9
8
7
6
5
4
3
2
1
0
4301
Results (R)
Monitoring All Cost Time Quality Value
T29 T3O/T45 R1/R6 R7/R11 R12 R13/R22
3% 44% 50% 28% 2% 20%
The increasing evolution of the surveyed articles in the
period between 1995 and 2018 is present in Fig. 9. The period
between 2009 and 2018 presented a higher volume of publi-
cations, demonstrating that single-minute exchanging of die
(SMED) is still up to date and is gaining pay attention in the
lean community. However, it was in the period between 1996
and 2008 (17 articles) that conceptual researches were con-
ducted and reported [28, 44, 57–60, 63–65, 68, 73, 78, 82–84,
94, 97] on a reinterpretation of Shigeo Shingo’s work, in such
a way that it allowed the incentive on setup reduction
techniques.
Table 9 lists the main analysis parameters of literature re-
view considered, highlighting number of papers, top highlight
authors, and analysis of tools and results of the articles. Our
research related to the literature review [2–5] determined in
the methodology a comprehensive categorization: industry
type, research method, tools, implementation, and results. It
also identified the type of industry, continuity or discon-
tinuity. As an example, forming processes are the follow-
ing: (a) forging, stamping (discontinuous manufacturing)
and (b) rolling (continuous manufacturing). The proposed
paper reports practical applications of SMED in a large
range of industries such as turning, milling, boring, hob-
bing, shapping, shaving, grinding, stamping, forging,
foundry, die casting, tempering, pharmaceutical, extru-
sion, textile, and electronics, among others.
The volume of information about SMED was categorized
in the main industries of application to allow it to be easily
applied by academicians and practitioners that stand to gain
4302 Int J Adv Manuf Technol (2019) 102:4289–4307

Fig. 8 Quantity of papers per

Country (qty of papers)
country
40

35

30

25

20

15

10

CAN
BEL

CHN
GER
FIN
TUR

POL

SWE
IND

ITA

COL
ESP

KWT

CRO
IDN

EGY

AS
ROM
BRA

IRN

JPN

CZE
MYS

MEX
UK

PRT

USA

RUS
from the information that is revealed after literature review.
Our study encompassed the 1995 to 2000 period which was
not included in any literature review. It described the main
opinion-forming authors as complement to the SMED
techniques.
The novel in theory is presenting the state-of-the-art
concerning SMED technique. To the best of our knowl-
edge, no recent study on the topic is presented in the
literature review that had classified the tools and results
in metrics. The tools were subdivided into assessment,
improvement, and monitoring. Also in our analysis, we
highlight the lean tools and results found in the research.
And, the results were also subdivided into cost, team,
quality, and value. It also contributes updating the study
of [2] and to extend the period and volume of the pub-
lications presented in a previous literature review of
[3–5]. Our research is different from the other 4 previous
literature reviews [2–5] found on the topic; Table 9 pre-
sents a summary of the differences of our review from
these other 4 researches.
5 Conclusion
Using a systematic literature review, our research showed that
single-minute exchanging of die (SMED) technique should be
combined with application of other 9 lean tools such as 5S’s
(five esses), standardized work, kaizen, overall equipment ef-
ficiency, total productive maintenance, poka-yoke, value
stream mapping, A3 methodology, and visual management.
Our study included the considerations of the reinterpreta-
tion of Shingo stages [58, 99]. The results indicated that al-
though there is an emphasis on increased productivity, the
tools also exhibited a higher flexibility and the implementa-
tion of the single-minute exchanging of die technique allowed
for a reduction in the setup time by the application of the
Shingo stages. Under the SMED technique that involves a
setup performed in single-digit minutes, 26 articles which
reached the 9 min or less were highlighted.
Moreover, it is recommended that the implementation of
the SMED technique should involve stakeholders and senior
management must motivate the entire team. The results

Fig. 9 Quantity of papers per year

Year (qty of papers)
25

20

15

10

0
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
Int J Adv Manuf Technol (2019) 102:4289–4307 4303

Yes (it described the main opinion-

Reik, Mileham, Singh, Moreira,

Bevilaqua, Cakmakci, Chiarini
achieved should be monitored using visual management with

McIntosh, Gest, Culley, Gilmore,

balance scoredcard (BSC), consolidating the gain in

130 journals (only articles)

competitiveness.
For future work, it is recommended that managers should

forming authors)
involve the participants [162] so that they can identify which

High (2009/2018)
Low (1996/2008)
tools can be best adapted for the implementation of the SMED
1995–2018 technique. To this end, further research is recommended on
Our study

continuous manufacturing [147] and monitoring results [151]

Yes
in single-minute exchanging of die.

McIntosh, Ulutas, Singh, Compliance with ethical standards

Bevilaqua, Cakmakci
70 journals proceedings

Conflict of interest The authors declare that they have no conflict of

interest.
2007–2018

Publisher’s note Springer Nature remains neutral with regard to jurisdic-

books

tional claims in published maps and institutional affiliations.

High

No
No
[5]

References
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Ulutas, Moreira

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Literature review: [2–5] versus our study

books

means of systematic review. British J of Manag 14:207–222

Low

10. Godinho Filho M, Saes EV (2013) From time-based competition

Yes
No
[2]

(TBC) to quick response manufacturing (QRM): the evolution of

research aimed at lead time reduction. Int J Adv Manuf Technol
64(5–8):1177–1191
Time range of the reviewed papers

11. Bhamu J, Sangwan KS (2014) Lean manufacturing: literature re-

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12. Abraham A, Ganapathi KN, Motwani K (2012) Setup time reduc-
Tools and results metrics

tion through SMED technique in a stamping production line. Sas

Number of articles/year
Time range 1995–2000

Top highlight authors

Tech Journal 11(2):47–52

13. Adanna IW, Shantharam A (2013) Improvement of setup time and
Number of papers

production output with the use of single minute exchange of die

principles (SMED). Int J Eng Res (4):274–277
Description

14. Afshar-Nadjafi B, Mahyar Majles M (2014) Resource constrained

Table 9

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