Job Shop SMED: How to Reduce Set-up Times
Single-Minute Exchange of Die (SMED) is a Lean manufacturing technique designed to reduce changeover and setup times in production processes. The goal of SMED is to complete equipment changeovers in under 10 minutes, improving efficiency and minimizing downtime. It involves analyzing setup tasks, converting internal setup activities to external ones, and streamlining processes using quick-change tooling and standardized procedures. SMED enables smaller batch sizes, greater flexibility, and reduced inventory costs, making it particularly valuable in high-mix, low-volume production environments. By implementing SMED, manufacturers can enhance productivity, responsiveness, and overall equipment effectiveness (OEE).
Over my many years working in various manufacturing leadership roles, SMED projects have always been my favorite to work on. I think it is because the results are so apparent and the impact is so significant to the business.
Benefits of SMED in Manufacturing
Single-Minute Exchange of Die (SMED) offers significant advantages in manufacturing by reducing machine downtime and increasing productivity. By minimizing setup and changeover times, SMED enhances equipment utilization, allowing for more flexible production scheduling and smaller batch sizes. This results in lower inventory costs, improved responsiveness to customer demand, and higher overall efficiency. Additionally, SMED reduces labor costs by streamlining setup procedures and minimizing non-value-added activities. Improved standardization also enhances quality and consistency, reducing errors and defects. Ultimately, SMED supports Lean manufacturing principles, driving cost savings, greater operational agility, and a more competitive production process.
What are the Basic SMED project Steps?
In high volume factories, Single-Minute Exchange of Die (SMED) involves the following methodology:
- Observe and Document the Current Process: Begin by recording the entire changeover process in real-time. Identify all activities performed, including machine stoppages, tool changes, adjustments, and setup verification.
- Differentiate Between Internal and External Setup Tasks
- Internal Setup – Tasks that must be done while the machine is stopped.
- External Setup – Tasks that can be performed while the machine is running, such as preparing tools and materials in advance.
- Convert Internal Setup Tasks to External: Find ways to move internal tasks to external by pre-staging materials, standardizing setups, and using quick-release mechanisms for tools.
- Streamline and Simplify Setup Tasks: Eliminate unnecessary movements, standardize procedures, and use visual controls to minimize setup time. Implement fasteners, clamps, and modular fixtures to speed up the process.
- Document, Standardize, and Train: Once improvements are made, create standardized work instructions and train employees on the new process. Continuously monitor and refine the setup to sustain improvements.
By following SMED principles, manufacturers improve many of their primary results metrics. However, doing this in a job shop presents its own set of challenges. When I was first tasked with reducing changeovers in a job shop CNC business that I was leading, I was skeptical at first. Then I became enthralled with such a challenge. Next I became impressed with the creativity of the SMED team. Finally I was rewarded with the results of the team's success which significantly improved our business model and yielded a competitive advantage in our market.
Challenges of Implementing SMED in a Job Shop
Implementing Single-Minute Exchange of Die (SMED) in a job shop environment presents unique challenges compared to high-volume, repetitive manufacturing settings. Job shops typically handle custom, low-volume, and high-mix production, making standardization more difficult. Here are some key challenges:
- High Variability in Products and Setups: Unlike mass production, job shops frequently change over different parts and processes, making it difficult to establish standardized quick-change procedures. Each job may require different tools, fixtures, and machine settings, limiting the impact of traditional SMED methods.
- Lack of Dedicated Tooling and Fixtures: Many job shops rely on shared tooling, gages and multi-purpose fixtures, making it harder to pre-stage materials or develop dedicated quick-change solutions. Designing universal tooling can help, but it adds cost and complexity.
- Workforce Training and Engagement: SMED requires consistent execution and discipline. However, in a job shop with varying processes, training operators to efficiently implement SMED can be difficult. Resistance to change, lack of familiarity with Lean principles, and skill level variations further complicate the process.
- Space and Layout Constraints: Many job shops operate in tight spaces, where staging materials and external setup tasks can be logistically challenging. Implementing shadow boards, quick-access tool stations, and organized workspaces helps, but space remains a limitation.
- Initial Investment and Justification: Since job shops don’t always run high volumes, justifying the time and cost to implement SMED improvements can be difficult. Leadership may struggle to see immediate ROI, leading to reluctance in adopting full-scale SMED initiatives.
Despite these challenges, adapting SMED principles through a creative team approach can dramatically reduce set-up times. Efficient job planning, reducing operator walk distances, implementing modular setups, better organization, and quick-change tooling can drive significant efficiency gains in a job shop environment.
The video above is a case study and it demonstrates how creative changeover thinking can indeed make a job shop improve set-ups. What ideas do you have?
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