Center of Excellence

SMED Techniques for Quick

Changeovers

School of Operational Excellence

October 2006
1. Objectives

2. What is Changeover?

3. What is Quick Changeover & How is it Beneficial?

4. Six Stages of Changeover Improvement

5. Tools Used for Changeover Improvement

6. Summary & Bibliography

1
SMED Quick Changeover Training Objectives

In order to promote improved changeover times and and reap the

benefit of Availability improvement in our OEE, this session will:

• Define changeover
• Define Quick Changeover
• Discuss the goals of Quick Changeover
• Identify the benefits of Quick Changeover
• Illustrate the impact on key performance indicators
• Define stages of Quick Changeover
• Describe how to apply Quick Changeover approach

2
1. Objectives

2. What is Changeover?

3. What is Quick Changeover & How is it Beneficial?

4. Six Stages of Changeover Improvement

5. Tools Used for Changeover Improvement

6. Summary & Bibliography

3
What is Changeover & What is Changeover Time?

Changeover Changeover time

The process of
changing from one
production run to
another
The total elapsed time
required to change
from the last good
piece of a production
run to the first good
piece of the next run
at full production rate
or speed

4
1. Objectives

2. What is Changeover?

3. What is Quick Changeover & How is it Beneficial?

4. Six Stages of Changeover Improvement

5. Tools Used for Changeover Improvement

6. Summary & Bibliography

5
What is Quick Changeover?

Quick Changeover is
A performance improvement activity that
focuses on:

• Reducing the changeover time

• Reducing the cost and effort required to

perform a changeover

• Extracting the benefits that streamlined

changeovers provide to many related areas
of the production system

6
Benefits of Quick Changeover

Why reduce changeover time?

• Increase production capacity

• Increase the number of changeovers
• Reduce batch sizes Create
• Decrease inventory levels competitive
advantage
• Reduce lead time
• Increase flexibility to respond to
customer demand

7
Traditional Changeover Vs. “Pit Stop Mentality”
Changing a tire on the side A pit stop tire change
of the road

VS.

• Car is not positioned in a good spot
• Driver must change tire on his or her own
• Driver is not well prepared or trained
• Tire jack is hard to locate and prepare
• Tire jack is manual and slow to raise the car
• Wheel nuts are hard to remove and require
many turns for removal and installation
• Time and performance is not tracked, only
concern is that job is complete
8
• Car is quickly positioned in ideal spot
• Driver has coordinated team for change
• Pit crew team is well trained and practices
often
• High speed jack is ready to use before pit stop
• Tire jack is automatic and raises car almost
instantly
• High speed air tools remove and attach nuts in
under under a second
• Time and performance is tracked religiously,
and crews are graded for their speed and
accuracy
Classic Quick Changeover: Airport Arrival/Departure

Goal: Fast turnaround of aircraft with minimum delay to departing and arriving passengers

1. Unload/load baggage on roller conveyer with

9 bar-coded baggage tracking
6 2. Preposition full and empty baggage carts
3. Preposition fuel truck for high-speed fuel
8 7 dump
4 5 767

10 737 4. Prebrief pilots

5. Precook, package, and load meals
6. Perform computer-assisted plane preflight
check
7. Use flexible ramp jet way

3 1 2 8. Use marked taxi and park lines

9. Precheck passengers and position close to
gate
8 10. Use 2nd service door to enable parallel food
and passenger loading
9
Quick Changeover: Milk Filler

Goal: Minimize filler machine downtime

1. Load new product caps while last
of old caps are being used in
3 feeder tube

1 2. Sequence product to minimize

4 amount of purging required (e.g.,
2 run dark beverages at end of day)
3. Have new product already flowing
through feed lines while last of old
product is being used in bottling
chamber
6 5 4. Have all machine programs
preloaded
5. Have quick change procedure for
label feeder
6. Operator from other line assures
that bottles of old and new product
are not mixed in crates (while main
operator does core changeover
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activities)
Traditional Views of Changeovers: Myths!

• Long production runs and large

batches are necessary to offset
changeover costs

• Increased inventory costs are offset

by reducing changeover costs when
But changeover
an economic order quantity is can be reduced
produced (EOQ)

• Changeover time is fixed and

cannot be reduced

11
Quick Changeover Example
Current situation Improved performance
Customer demand = 2,500 drums Reduced changeover time
Product mix = A B C D E 40 minutes to 10 minutes
Cycle time = 9.8 seconds per drum No. of changeovers = 4 per day
Changeover time = 40 minutes Lead time = 1 day
Time Available = 450 minutes
No. of changeovers = 1/day
Batch size = 2,500 drums Day 1 A B C D E
Lead time = 5 days
Day 1 A B C D E
Day 1 A
Day 1 A B C D E
Day 2 B
Day 1 A B C D E
Day 3 C
Day 4 D
Day 1 A B C D E

Day 5 E Do more changeovers!

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Quick Changeover Leads to Performance Benefits
1 hour changeover
6 times/day

A B C A B C

Total available daily run time = 18 hours

30 minute changeover
12 times/day Same run time, more changeovers
Less inventory, Inventory
more flexibility, costs
A B C D E A B C D E A B C D shorter run
times and lead
times Customer
Total available daily run time = 18 hours service

OR 30 minute changeover
6 times/day Same changeovers, more run time
Less downtime, Downtime
more
A B C A B C available costs
production
time with same OEE
resources
Total available daily runtime = 21 hours

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1. Objectives

2. What is Changeover?

3. What is Quick Changeover & How is it Beneficial?

4. Six Stages of Changeover Improvement

5. Tools Used for Changeover Improvement

6. Summary & Bibliography

14
Six Stages of Changeover Improvement

Stage Pull systems

should precede or coincide
1. Observe and measure the total changeover time with Quick Changeover
implementation
2. Separate internal and external steps

3. Convert as many internal steps as possible to external steps

4. Eliminate waste from internal steps

5. Eliminate waste from external steps

6. Standardize and maintain the new changeover procedure

15
Stage 1: Observe & Measure Total Changeover Time

What is the correct method of measuring changeover time?

Changeover time should be recorded as the interval between the stopping and
full-speed restart of operations - normally between the last good part produced in
a production run and the first good part produced in the next production run

Actual shop floor measures and recording of changeover times often provides
the only picture of the current conditions on the floor.

0 minutes CHANGEOVER TIME 60 minutes

Last GOOD First GOOD

piece piece

16
Stage 2: Separate Internal & External Steps

Internal steps External steps

Activities occurring during the Activities that could be performed
changeover that can only be performed during a production run
when production is shut down

This is the critical driver

for Quick Changeover
improvements – a high
percentage of operations
are usually external steps
that could be done before Machine is
or after the changeover operating
process
• Remove dies • Cleanup
• Change blades or tooling • Tool preparation and retrieval
• Loosening/tightening critical bolts • Assemble subcomponents
• Paperwork

17
Stage 2: Separate Internal & External Steps cont.
0 minutes CHANGEOVER TIME 60 minutes

Last GOOD First GOOD

piece piece
20 minutes

EXTERNAL INTERNAL EXTERNAL

• Identify when the activity occurs during the current environment

• Determine if internal activities can be converted to external

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Stage 3: Convert Internal to External
0 minutes CHANGEOVER TIME 60 minutes

Last GOOD First GOOD

piece piece
20 minutes

EXTERNAL INTERNAL EXTERNAL

15 minutes

EXTERNAL INTERNAL EXTERNAL

• Any activity that does not have to be

performed when the machine is not
running should be converted to an
external activity, such as clean up
paperwork, tools in a safe manner

19
Stage 3: Convert Internal to External cont.
Examples of external steps that may be moved outside of the changeover process

Current changeover step Improvement proposal

• Retrieve die from die storage area • Stage die at press before changeover
begins

• Heat die to operating temperature after • Preheat mold before changeover begins
installing in machine

• Gather tools, bolts, connectors, etc. • Pre-stage all materials necessary ahead
of time

• Clean die from last run before removal • Clean die in die shop between runs
• Do paperwork for last run • Wait until run begins to complete
paperwork

• Contact changeover personnel when • Perform changeovers to a planned

production finished and wait for them to schedule and contact personnel before
arrive production stops, or train operators to
perform their own changeovers

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Stage 3: Convert Internal to External cont.

Stage tools in Stage dies at Wait until the

the area before the machines changeover is
the changeover prior to complete to fill
so time will not beginning the out paperwork
be spent changeover
retrieving them
during the
changeover
process

21
Stage 4: Eliminate Waste from Internal Steps
0 minutes CHANGEOVER TIME 60 minutes

Last GOOD First GOOD

piece 15 minutes piece

EXTERNAL INTERNAL EXTERNAL

10 minutes

EXTERNAL INTERNAL EXTERNAL

Last GOOD piece First GOOD piece

• Utilize quick release tools to reduce part exchange

• Implement positive stops to reduce positioning
• Design standard parts to eliminate part exchange
• Relocate parts and materials to reduce walking, searching,
gathering time

22
Stage 4: Eliminate Waste from Internal Steps cont.
Current method
Fastening • Loosen attachment bolts
• Use manual tools (wrench,
screwdriver, etc.)
• Use bolts and nuts
Positioning • Adjust to center manually
• Adjust front-to-back position
manually
• Use different die heights in same
press
Adjustments • Manually adjust temperature and
speed (using trial and error)
• Manually set programs for
automated equipment
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Improved method
• Use fewer or shorter bolts
• Use air tools
• Use quick (1-turn) fasteners
• Use center pins and guides
• Use stop-blocks to ensure proper
position
• Standardize die heights
• Set temperature and speed at
pre-determined standard
• Pre-load programs
Stage 4: Eliminate Waste from Internal Steps cont.

Use slotted washers

and holes

Use locator pins

and guides

Use standard die heights

or standardized blocks

24
Stage 4: Eliminate Waste from Internal Steps cont.
Spaghetti diagram

Map out current walking path used in current state changeover

Problem solve around wasted motion during changeover

25
Stage 4: Eliminate Waste from Internal Steps cont.
Spaghetti diagram

Note reduced
Wasted motion

Map out future state path to be used in changeover after eliminating waste

26
Step 4: Eliminate Waste from Internal Steps
Changeover framework provides guidelines and possible solutions to eliminate waste
Eliminate
Stage
Fasten • Eliminate excess
fastening points
• Redesign for natural-
gravity fit with no
fasteners
Load/align • Improve access to critical
parts to avoid
nonessential load/unload
• Separate critical subparts
for minimal action
Make external Make fast Make parallel
• Checklists • Use extra man
• Preposition all tools and • Automation
material close and complete
• Organize for sequential use
• Remove/attach noncritical • Reduce threads
parts externally • Specialized tools
• Modular subassembly • Air wrench
• Clamps
• T/U slots
• Magnetics
• Hydraulics
• Bolsters • Roller beds, air beds
• Subassembly • Forklift/crane loading
• Guide rails, pins
• Hydraulic/air loading
• Man-aids
• Jigs/floor marks
• Fail-safe alignment

Test • Fix machine to eliminate • Pretest or pre-fit on • Quick measurement

source of variance "mock" unit devices
• Raise fitting tolerances • Clamping • Visual marks for fit

Surface • Protective cover • Pretreat • Specialized clean/prep

preparation • Preclean tools, e.g., air/vacuum
• Preheat

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Stage 5: Eliminate Waste from External Steps
CHANGEOVER TIME 60 min
0 min

Last GOOD First GOOD

piece 10 minutes piece

EXTERNAL
EXTERNAL INTERNAL EXTERNAL

10 minutes
EXTERNAL INTERNAL EXTERNAL

Reduces total
changeover time
and improves
OEE

• Reduce required paperwork to eliminate

waste in external activities
• Relocate storage to reduce travel time and
motion
• Utilize standardize checklist to improve
efficiency and accuracy
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Step 5: Eliminate Waste from External Steps cont.
Examples of external steps that can be improved
Current situation Improvement
• Storing tools in a central storage area • Storing tools in local area near
equipment where they will be used

• Searching for/retrieving materials that • Ensuring that proper materials are

are required to perform a changeover provided in all areas of the plant

• Performing uncoordinated preparation • Using a standardized preparation

activities before changeover begins checklist

Machine is External work is

operating organized and made
with new die more efficient

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Stage 6: Standardize & Maintain

• Document the improved changeover procedure

• Communicate to all involved
• Training individuals responsible for changeover
• Post standard work instructions for changeover
• Establish a changeover goal
• Measure, post, and track all changeover times

Time
Last Best

6:30 5:00
minutes minutes

Day 1 2 3 4 5

30
Stage 6: Standardize & Maintain
Changeover Standard Procedure Sheet

No. Step Planned time Actual time Remarks

Minutes Minutes
1 Shut down machine 2:00 1.75
2 Remove die 1:00 1.00
3 Input computer settings 2:25 3.00 Difficulty inputting 1 setting

4 Insert new die 1:00 1.00

5 Unload old material 0:50 1:00 Slight feeder jam

6 Load new material 1:25 1.00

7 Restart machine 1:25 1.00
8 Start production 0:75 0.50

Totals -------------------------- 10:00 10:25

Total changeover time has been reduced, and machine downtime has been reduced from 60
minutes to 10 minutes, thus enabling batch size reductions, inventory reductions, and freeing
50 more minutes of machine run time. With 3 changeovers per shift and 2 shifts per day, this
opens an additional 300 minutes of productive machine time daily, which enables an
organization to increase production and/or avoid capital investments that may have been
required without the Quick Changeover. Additionally, OEE is improved
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1. Objectives

2. What is Changeover?

3. What is Quick Changeover & How is it Beneficial?

4. Six Stages of Changeover Improvement

5. Tools Used for Changeover Improvement

6. Summary & Bibliography

32
Post-It Notes Method Example

33
Post-It Notes Method Example

34
Tools for Analyzing Changeovers: Post-It Notes

USING “POST IT NOTES” METHOD

• Video the changeover prior to Post It Note exercise

• Using a video of changeover, identify all steps, from start to finish, number in order with
time in seconds. Place info on Post it Notes

• Identify step as INTERNAL or EXTERNAL (use “I” or “E”) on Post it Notes

• Put Post it Notes on Wall in numbered order

• Identify steps that can be eliminated and place Post It Notes in row marked “eliminate”

• Separate INTERNAL from EXTERNAL

(Make row(s) of internal and row(s) of external)

• Convert INTERNAL to EXTERNAL where possible

(identify improvement idea* and move Post it Note to External row)

35
Tools for Analyzing Changeovers: Post-It Notes
USING “POST IT NOTES” METHOD

• Identify steps that can be done in parallel and place Post It Note in row marked “parallel”

• Eliminate Waste from INTERNAL steps (make faster)

(identify improvement idea*, change time on Post it Note)

• Eliminate Waste from EXTERNAL steps (make faster)

(identify improvement idea*, change time on Post it Note)

• Establish “NEW” Changeover time from Post it Notes, prepare Standard Operations
Instructions for changeover

* Keep track of improvements by step number

36
SMED Time Savings Spreadsheet: Example 1

37
SMED Time Savings Spreadsheet: Example 2

38
Tools for Analyzing Changeovers: Spreadsheet Example 2

FOLLOW THE LEARNED STEPS WHILE USING A SPREADSHEET

• List all the steps in order, numbered, with time in seconds

• Record time for steps eliminated in “Eliminate” column

• If an internal step is made faster record time saved in “Make Faster” column

• If an internal step is converted to external record time in “External” column

• If step is converted to one done in parallel record time in “Parallel” column

• Spreadsheet automatically displays New changeover time total and percentage savings

• Create Standard Operation Instructions

NOTE: Place descriptive notes on changes made in right-hand column

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Use Targets to Maintain Improvements Over Time
Target
Average
June changeover times for Line 23
Minutes Targets must address
70 ...
• Changeover time
Analysis
60 • Man-hours/
changeover
50
. . . to ensure that
First trial
40 the anticipated
Second trial Target benefits are being
30 realized
20

10
Pull systems create
a sense of urgency
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 that forces changeover
Day reductions to be
maintained and
improved

40
1. Objectives

2. What is Changeover?

3. What is Quick Changeover & How is it Beneficial?

4. Six Stages of Changeover Improvement

5. Tools Used for Changeover Improvement

6. Summary & Bibliography

41
SUMMARY
 Changeover time is the total clock time from last good piece to first good piece
at full production speed

 Quick Changeover is a performance improvement tool to reduce changeover

time and cost

 Reduced changeover time can create a competitive advantage by lowering

inventory cost, reducing batch sizes and lead time and increasing
responsiveness to customer demand

 There are 6 Stages of Quick Changeover:

• Observe and measure the total changeover time
• Separate internal and external steps
• Convert internal to external
• Reduce the internal steps
• Improve the external steps
• Standardize and maintain the new changeover procedure
 Measure and post changeover results
 Establish targets
 DO MORE CHANGEOVERS!
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REFERENCE MATERIALS

•Quick Changeover for Operators: The SMED System created by The

Productivity Press Development Team

•A Revolution in Manufacturing: The SMED Systems by Shigeo Shingo

•20 Keys to Workplace Improvement by Iwoa Kobayashi

•Toyota Production System: An Integrated Approach to Just-in-Time by

Yasuhiro Monden

43
Detail For SMED Game as modified K Svendsen,DJW

SET UP OF GAMES

Fours person teams

– Timekeeper
– Quality person
– Assembler
– Recorder of steps

Take amount of fixtures apart that you will need back to bolt posts leave in

Set up all parts away from work centers

– Washers and pins mixed all together in piles or cups
– This equals one tool crib
– Die parts as well blue and red
– Wrenches and scales all in one area

Team for Job 1 is to build to spec in the shortest amount of time

Record main steps
Record time for main steps
QC to help hit spec
Capture total time
44
Detail For SMED Game as modified K Svendsen,DJW

JOB 1 completed with red die inserted should be 8 to 10 minutes

DISCUSS:
What could we do to improve
– What took the longest to and caused most problems in time

JOB 2

GIVE Shadow boards and allow to stage dies and spare parts( Washers) at machine
Change to Blue die should be approx 2 to 3 Minutes

DISCUSS: What took the longest discuss issues ( usually the location of the die left and right
and the thickness issue again )

JOB 3

GIVE Die Block Spacer discs plus Screw and Allen wrench combo
Put Blue back in and change to Red Usually 1 to 1 ½ Minutes

45
Detail For SMED Game as modified K Svendsen,DJW

DISCUSS:
What could we do to improve
– What took the longest to and caused most problems in time
– Usually centering die or location of die

JOB 4

Give the die pins then change back to blue Approx 6 Seconds

Discuss Can we cut even more

Have clamp system pre- built and show that with slide in and hit clamp may achieve 50% more
reduction

10 minutes to 3 seconds ??

46