241:) as a new model moved through the factory, dedicating tools to the die-change process so that all needed tools were nearby, and scheduling use of the overhead cranes so that the new die would be waiting as the old die was removed. Using these processes, Toyota engineers cut the change-over time to less than 10 minutes per die, and thereby reduced the economic lot size below one vehicle.
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Separate the internal and external activities. Internal activities are those that can only be performed when the process is stopped, while external activities can be done while the last batch is being produced, or once the next batch has started. For example, go and get the required tools for the job
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Toyota's first improvement was to place precision measurement devices on the transfer stamping machines, and record the necessary measurements for each model's die. Installing the die against these measurements, rather than by human eyesight, immediately cut the change-over to a mere hour and a half.
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By taking the 'actual' operations and making them into a network which contains the dependencies it is possible to optimize task attribution and further optimize setup time. Issues of effective communication between the operators must be managed to ensure safety is assured where potentially noisy or
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Toyota found that the most difficult tools to change were the dies on the large transfer-stamping machines that produce car vehicle body parts. The dies – which must be changed for each model – weigh many tons, and must be assembled in the stamping machines with tolerances of less than a millimeter,
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A) ensure that external setup actions are performed while the machine is still running, B) separate external and internal setup actions, ensure that the parts all function and implement efficient ways of transporting the die and other parts, C) convert internal setup actions to external, D) improve
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When Toyota engineers examined the change-over, they discovered that the established procedure was to stop the line, let down the dies by an overhead crane, position the dies in the machine by human eyesight, and then adjust their position with crowbars while making individual test stampings. The
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participated in one QDC workshop. After he started to publicize details of the Toyota
Production System without permission, the business connection was terminated abruptly by Toyota. Shingo moved to the US and started to consult on lean manufacturing. Besides claiming to have invented this quick
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methods for reducing inefficiencies in a manufacturing process. It provides a rapid and efficient way of converting a manufacturing process from running the current product to running the next product. This is key to reducing production lot sizes, and reducing uneven flow
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Shigeo Shingo, who created the SMED approach, claims that in his data from between 1975 and 1985 that average setup times he has dealt with have reduced to 2.5% of the time originally required; a 40 times improvement.
170:, setup reduction approaches were clearly described. However, these approaches never became mainstream. For most parts during the 20th century, the economic order quantity was the gold standard for lot sizing.
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became manager of the machine shops at Toyota. On a trip to the US in 1955, Ohno observed Danly stamping presses with rapid die change capability. Subsequently, Toyota bought multiple Danly presses for the
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Streamline the remaining internal activities, by simplifying them. Focus on fixings – Shigeo Shingo observed that it's only the last turn of a bolt that tightens it—the rest is just movement.
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Lack of functional standardization, that is standardization of only the parts necessary for setup e.g. all bolts use same size spanner, die grip points are in the same place on all dies
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Ability to mix production gives flexibility and further inventory reductions as well as opening the door to revolutionized production methods (large orders ≠ large production lot sizes)
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Run N (not illustrated) would have changeovers that take 1.5 minutes (97% reduction) and whole shift time reduced from 420 minutes to 368 minutes a productivity improvement of 12%.
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workflow of Toyota had a problem of tool changeover taking between two and eight hours. Setup time and lot reduction had been ongoing in Toyota's production system since 1945 when
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Do it all again: For each iteration of the above process, a 45% improvement in set-up times should be expected, so it may take several iterations to cross the ten-minute line.
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Shortages, mistakes, inadequate verification of equipment causing delays and can be avoided by check tables, especially visual ones, and setup on an intermediary jig
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Over time, Toyota decreased changeover times from hours to fifteen minutes by the 1960s, three minutes by the 1970s, and ultimately just 180 seconds by the 1990s.
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studied and improved working processes in many different industries, from bricklaying to surgery. As part of his work, he also looked into changeovers. His book
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The SMED concept is credited to Shigeo Shingo, one of the main contributors to the consolidation of the Toyota
Production System, along with
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Run 3 shows the impact of the improvements in changeover times that come from doing more of them and building learning into their execution.
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However, the power of SMED is that it has a lot of other effects which come from systematically looking at operations; these include:
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Run 4 shows how these improvements can get you back to the same production time but now with more flexibility in production capacity.
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minute, rather, it should take less than 10 minutes ("single-digit minute"). A closely associated yet more difficult concept is
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NB External setup can be done without the line being stopped whereas internal setup requires that the line be stopped.
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Lower skill requirements since changes are now designed into the process rather than a matter of skilled judgement
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Convert (where possible) internal activities into external ones (pre-heating of tools is a good example of this).
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Further observations led to further improvements – scheduling the die changes in a standard sequence (as part of
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This diagram shows four successive runs with learning from each run and improvements applied before the next.
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Forcing a changeover between different raw materials when a continuous feed, or near equivalent, is possible
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Preparation, after-process adjustment, and checking of raw materials, blades, dies, jigs, gauges, etc.
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Shigeo Shingo recognizes eight fundamental techniques that should be considered in implementing SMED.
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Unheated molds which require several wasted 'tests' before they will be at the temperature to work
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Streamline the external activities, so that they are of a similar scale to the internal ones (D).
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stands for a single digit minute (i.e., less than ten minutes). He promoted TPS and SMED in US.
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A revolution in manufacturing: The SMED system, Shigeo Shingo, Productivity Press, 1985, p 113
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for short. They developed a structured approach based on a framework from the US World War II
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is a tool used in manufacturing. However, SMED's utility is not limited to manufacturing (see
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A revolution in manufacturing: The SMED system, Shigeo Shingo, Productivity Press, 1985, p 27
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Increased machine work rates from reduced setup times even if number of changeovers increases
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otherwise the stamped metal will wrinkle, if not melt, under the intense heat and pressure.
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The phrase "single minute" does not mean that all changeovers and startups should only take
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A study of the Toyota
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plant and started improving the changeover time of their presses. This was known as
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Using slow precise adjustment equipment for the large coarse part of adjustment
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Elimination of unusable stock from model changeovers and demand estimate errors
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More attachment points than actually required for the forces to be constrained
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He suggests that SMED improvement should pass through four conceptual stages:
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Elimination of setup errors and elimination of trial runs reduces defect rates
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Reduction in footprint of processes with reduced inventory freeing floor space
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There are seven basic steps to reducing changeover using the SMED system:
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much more achievable by reducing economic lot size and thus stock levels.
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existing process took from twelve hours to almost three days to complete.
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Inadequate or incomplete repairs to equipment causing rework and delays
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Lack of visual lines or benchmarks for part placement on the equipment
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During the late 1970s, when Toyota's method was already well refined,
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Document the new procedure, and actions that are yet to be completed.
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Improved quality from fully regulated operating conditions in advance
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648:"The History of Quick Change Over (SMED) | AllAboutLean.com"
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Run 2 shows what would happen if more changeovers were included.
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Simplified housekeeping from fewer tools and better organization
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New attitudes on controllability of work process amongst staff
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Any adjustments of assisting tools such as guides or switches
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Study of Toyota
Production System, Shigeo Shingo, 1981, p 70
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analyzed non-value-adding parts of setups in his 1911 book,
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Stockless production which drives inventory turnover rates,
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changeover method (among many other things), he renamed it
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Attachment points that take more than one turn to fasten
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Much operator movement around the equipment during setup
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Use functional clamps or eliminate fasteners altogether
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Optimization for least work as opposed to least delay
636:. unknown library. The Engineering magazine company.
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The success of this program contributed directly to
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467:Centering, dimensioning and setting of conditions
278:Productivity increases or reduced production time
630:Horace Lucien Arnold, Fay Leone Faurote (1915).
327:Separate internal from external setup operations
610:Library of Congress, Washington, D.C. 20540 USA
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547:Parallel operations using multiple operators
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342:Adopt parallel operations (see image below)
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299:Operator preferred since easier to achieve
405:Run 1 illustrates the original situation.
83:Learn how and when to remove this message
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308:Goods are not lost through deterioration
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550:visually obstructive conditions occur.
44:contains content that is written like
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290:Increased safety from simpler setups
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459:Mounting and removing blades, etc.
96:Single-minute digit exchange of die
330:Convert internal to external setup
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633:Ford Methods and the Ford Shops
526:Any use of experts during setup
378:OBSERVE the current methodology
333:Standardize function, not shape
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833:Total productive maintenance
818:Single-minute exchange of die
803:Continuous-flow manufacturing
211:Single Minute Exchange of Die
18:Single-Minute Exchange of Die
475:Trial runs and adjustments
168:Ford Methods and Ford Shops
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382:before the machine stops.
246:just-in-time manufacturing
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534:Record all necessary data
319:Implementation techniques
260:Effects of implementation
120:one-touch exchange of die
869:Toyota Production System
798:Muri - Standardized work
250:Toyota Production System
213:or, in short, SMED. The
196:Training within Industry
143:Frederick Winslow Taylor
436:Key elements to observe
296:Lower expense of setups
778:Cellular manufacturing
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542:Data capture template
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65:neutral point of view
577:Value stream mapping
132:value stream mapping
828:Production leveling
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864:Lean manufacturing
788:Muda - Over burden
766:Lean manufacturing
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843:Plan–do–check–act
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51:Please help
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723:29 November
670:29 November
858:Categories
583:References
572:Changeover
443:Operation
164:Henry Ford
53:improve it
823:Poka-yoke
813:Five whys
783:Takt time
485:Look for:
184:Motomachi
73:July 2016
615:1 August
566:See also
221:Example
138:History
808:Kanban
768:tools
665:(PDF)
190:, or
162:Even
725:2019
672:2019
617:2023
478:50%
470:15%
454:30%
173:The
124:OTED
109:Mura
100:SMED
462:5%
239:FRS
192:QDC
175:JIT
134:).
128:die
116:one
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Text is available under the Creative Commons Attribution-ShareAlike License. Additional terms may apply.
