Quick Changeover and SMED

1. Quick Changeover and SMED Superfactory Manufacturing Excellence Series Lean Overview 5S & Visual Factory Cellular Manufacturing Jidoka Kaizen Poka Yoke & Mistake Proofing Quick Changeover & SMED Production Preparation Process (3P) Pull Manufacturing & Just In Time Standard Work Theory of Constraints Total Productive Maintenance Training Within Industry (TWI) Value Streams

2. Contents • Introduction • Background and History • Components and Implementation • Changeover and Changeover Time • Traditional Setup • SMED (Single Minute Exchange of Dies) • SMED Process Steps • Ideas for Improvement • Knowledge Check © 2007 Superfactory™. All Rights Reserved.

3. Introduction • Quick Changeover is one of the core concepts of lean manufacturing • A rapid and efficient way of converting a process from running the current product to running the next product • Also known as “single minute exchange of dies” (SMED) – derived from the desire to change over any process within minutes instead of hours • Reduces the waste of inventory by creating shorter production runs that better align with customer demand © 2007 Superfactory™. All Rights Reserved.

4. Background and History • Developed in the late 1950’s and early 1960’s by Shigeo Shingo, chief engineer of Toyota • Land costs in Japan were very high, therefore it was not feasible to store large inventories of vehicles • Quick Changeover provided a solution to the economic lot size problem of traditional manufacturing, which promoted large lot sizes © 2007 Superfactory™. All Rights Reserved.

5. Components and Implementation • Changeover and Changeover Time • Traditional Setup • SMED (Single Minute Exchange of Dies) • SMED Process Steps • Ideas for Improvement © 2007 Superfactory™. All Rights Reserved.

6. Real World Examples • 3000-ton sheet metal stamping press • Before: 4 hours • After: 3 minutes • Improvement: 98.7%, or a factor of 80 • Now the same press can make multiple parts (hoods and doors in this case) for the Camry, only what is needed for the next hour of production. • 400-ton LIM molding press with 16-cavity tool • Before: 3 hours • After: 18 minutes • Increase in effective capacity equal to 5,184 additional parts © 2007 Superfactory™. All Rights Reserved.

7. Benefits of Setup Reduction • Better quality • Very defined setup processes • Lower cost • Less scrap and inventory • Better flexibility • Rapidly change from product to product • Better worker utilization • Less time spent on setup or waiting for the run to start • Shorter lead time and more capacity • Less process variability © 2007 Superfactory™. All Rights Reserved.

8. 6 “Traditional” Setup Steps • Preparation • Ensures that all the tools are working properly and are in the right location. • Extraction • The removal of the tooling, raw material, and support equipment after the production lot is completed. • Mounting • The placement of the new tool, support equipment, and raw material before the next production lot. • Establishing Control Settings • Setting all the process control settings prior to the production run. • First Run Capability • This includes the necessary adjustments required after the first trial pieces are produced. • Setup Improvement • The time after processing during which the tooling, machinery is cleaned, identified, and tested for functionality prior to storage. © 2007 Superfactory™. All Rights Reserved.

9. The SMED Process • Step 1 – Observe and record. • Step 2 – Separate internal and external activities. • Step 3 – Convert internal activities to external activities. • Step 4 – Streamline all activities. • Step 5 – Document internal and external procedures. © 2007 Superfactory™. All Rights Reserved.

10. Step 1: Observe and Record • Team-work • Recorder • Record overall duration (from last product to first good product). • Video recorders work very well • Describe the change (from what to what?). • Timers • Time each step • Fact collectors • Breakdown the steps into actions – as much detail as possible. • Use a layman to ask uninformed questions – challenge the “accepted norm”. © 2007 Superfactory™. All Rights Reserved.

11. Combining equipment functionality • Involves standardizing the equipment (parts, tooling, processes) based on commonality between setups to reduce the number of setup steps and cycle times. The common setup parts were identified and replaced with this jig/holder combination. By using these fixtures, the parts are automatically centered and adjusted for height and flatness as a part of External setup-not Internal setup. Notice how different quantities of the same part can be setup with the same fixture. Also, these setups can occur while the machine is running. © 2007 Superfactory™. All Rights Reserved.