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[Audio] SINGLE MINUTE EXCHANGE DIE OF Quick Changeover PRANEET H. SURTI By.

. . HELLO!. I am Praneet. I am a Lean Enthusiast & I love giving presentations.

[Audio] " "There are four purposes of improvement: easier, better, faster, and cheaper. These four goals appear in the order of priority." - Shigeo Shingo.

[Audio] Concept & Principle Introduction Implementation SMED: What, Origin & History General idea of SMED & its Principles Step by Step Guide to implement SMED in any Manufacturing Setting CONTENTS.

[Audio] INTRODUCTION What, Origin & History. . . INTRODUCTION What, Origin & History.

[Audio] MAGIC TRICK Want to enhance your Plant Availability ? It can be done only through Magic & In order to do Magic, Lets understand it First ! Any perfect Magic Trick consist of main 4 Elements: Understanding Each Move Standardization Quick Changeover & Practice & This Magnificent Magic Trick in Lean Manufacturing is known as SMED or Quick Changeover 6.

[Audio] 7 Lean offers a variety of strategies for identifying and eliminating waste. One of the most effective comes with an interesting name: Single Minute Exchange of Die ( SMED). Changing machines from one set-up to another is often a time-consuming exercise. Hence, reducing changeover times is a well-known method for improving efficiency. SMED is a tool in Lean used to reduce the amount of time it takes to change from running one process in an operation to running another. In addition to improving cycle time in a process, SMED can help reduce costs and increase flexibility within a process. SMED is also often referred to as Quick Changeover ( QCO). Performing Faster Changeovers is important in manufacturing, or any process, because they make low-cost, flexible operations possible with OTIF Deliveries. The essence of SMED system is to convert as many changeover steps as possible to "external" (performed while the equipment is running), and to simplify and streamline the remaining steps. The term " Single-Minute" refers to the objective of reducing startups and changeovers to single digit minutes (in other words, less than 10 minutes). The closely related yet more challenging concept of One-Touch Exchange of Die ( OTED) states that changeovers can and should take less than 100 seconds. WHAT IS SMED ?.

[Audio] 8 Better Delivery Performance Higher Throughput Reduced Inventory Greater Flexibility Enable using Kanban System More Orderly and Organized Easier Work Less Hassle WHY SMED ? Some of the undeniable reason for advocating the need of SMED in every Industrial Setting:.

[Audio] BENEFITS OF SMED 9 1. Lower manufacturing cost (faster changeovers mean less equipment downtime) 2. Smaller lot sizes (faster changeovers enable more frequent product changes) 3. Improved responsiveness to customer demand (smaller lot sizes enable more flexible scheduling) 4. Lower inventory levels (smaller lot sizes result in lower inventory levels) 5. Smoother startups (standardized changeover processes improve consistency and quality) 6. Working Smarter (No increase Investment or Automation) 7. Enhancement in Teamwork & Creativity A Successful SMED Implementation will have the following benefits:.

[Audio] 10 Now a days SMED goes beyond manufacturing. SMED Principles can apply to any process that requires a changeover from creating software to the restaurant and racing. The speed of pit crews often can make the difference between winning and losing for race car drivers. Pit crews typically videotape each pit stop, constantly looking for ways to speed up the time a car stays in the pit lane. The time spent for each operation is analyzed – changing tires, cleaning windshields and pumping gas. Another happens every day in the restaurant industry. Many restaurants offer three menus – breakfast, lunch and dinner. Changing from one to the other can take as long as an hour as kitchens prepare for different meals and (in some cases) one serving staff clocks out while another clocks in. Speeding up this process allows for a smoother transition between serving times. In some cases, restaurants have gotten so good at it that they offer items from two menus – sometimes all three – at any time of the day. In a manufacturing setting it mainly applies to Product Changeover, Equipment Changeover, Equipment Setup, Preventive Maintenance & Breakdown maintenance etc. SMED APPLICATIONS.

[Audio] 11 EVOLUTION OF SMED PRINCIPLES 1970s to Now 1969 1960s 1950 1940 1930 1915 1913 1911 1800s ElI Whitney Standardized Work Elements Frederick W. Taylor Scientific Management Henry Ford Setup Reduction Techniques at Ford Training Within Industry ECRS Shigeo Shingo The Consultant who connected the Dots and gave it a Name Frank Gilbreth Motion Study for Time Reduction Ford W. Harris Economic Order Quantity Alfred P. Sloan Exceptional Changeover Time Reduction at GM Taiichi Ohno Toyota & The Quick Die Change Shigeo Shingo Published: A revolution in manufacturing the SMED system Western World Adapted SMED as a Lean Tool.

[Audio] HISTORY Standardized quick changeovers were refined at Toyota around 1950s & Though, Shigeo Shingo strikes to our mind when we talk about SMED, But the principles & concept of SMED has been used from Ages. It is quite interesting to learn how things have developed during the twentieth century. In the next few slides I will try to cover the evolution of this amazing SMED Technique with the Concepts practices by various people & organizations in bits and pieces. Eli Whitney: ( 1801) [ Standardized Work: Elements] Eli Whitney saw the potential benefit of developing "interchangeable parts" for the firearms of the United States military. In July 1801 he built ten guns, all containing the same exact parts and mechanisms, then disassembled them before the United States Congress..

[Audio] HISTORY 13 Frank Gilbreth ( 1911) [ Motion Study for Time Reduction] Gilbreth studied and improved working processes in many different industries, from bricklaying to surgery. As part of his work, he also looked into quick changeovers. His book Motion Study (1911) describe approaches to reduce setup time. Frederick Winslow Taylor (1911) [ Standardized Work] The Principles of Scientific Management: he proposed that by optimizing & simplifying the jobs productivity would increase Taylor analyzed non-value-adding parts of setups in his 1911 book, Shop Management ( page 171). However, he did not create any method or structured approach around it. However, there were also researchers in the US looking at reduction of changeover time. Probably the most prominent were motion expert Frank Gilbreth and F. Taylor, the father of scientific management.

[Audio] HISTORY Ford W. Harris ( 1913) [Economic Order Quantity for Lots to minimize efforts in Setup Time] In 1913, Ford W. Harris developed an equation for an order quantity that minimizes total inventory holding costs and ordering costs. This is known as the economic order quantity. The variables in the equation shown on the left are as follows: Q: optimal order quantity D: annual demand quantity K: fixed cost per order or setup cost h: annual holding cost per unit This apparently simple formula was widely used to determine the "ideal" lot size or order quantity. Unfortunately, holding costs were usually underestimated, and many underlying assumptions of the equation made the result much less precise than what the numbers suggested. In any case, large or expensive orders or setups (K) resulted in large orders or lot sizes (Q). As a result, lot sizes grew. It was usually overlooked that the order or setup cost was not fixed but could also be influenced. Nevertheless, in many cases it was easier to simply make larger quantities rather than to go through the effort to change setup times..

[Audio] WHAT IS SO BAD ABOUT INVENTORY 1. Interest Cost 2. Storage Space 3. Damage in Handling 4. Transportation 5. Handling Costs 6. Outdated Products 7. Insurance Costs Total Cost 25% to 35% of the Total value per year!.

[Audio] HISTORY 16 Ford Motors┃ Henry Ford ( 1915) [ Efforts in Setup Reduction Techniques] Even Henry Ford's factories were using some setup reduction techniques. In the 1915 publication Ford Methods & Ford Shops, setup reduction approaches were clearly described. However, these approaches never held mainstream. For most parts during the 20th century, EOQ was gold standard for lot sizing. enormously inflexible. Overall, the changeover led to a six-month standstill at Ford. Of all machines, one quarter had to be thrown out, one quarter could be used as they were, and half had to be extensively retooled. Any company with lesser financial strength than Ford would have gone bust. Incredibly enough, only a few years later this chaos repeated again. The change in 1931 from Model A to Model B took five months and was equally chaotic. By 1927 the Model T was simply over twenty years old & outdated despite minor changes like adding electric light. Other more modern vehicles rose in . popularity, Ford finally decided in 1927 to change to . a new model the Ford Model A. while Ford's factories . were exemplary examples of efficiency, they were also.

[Audio] HISTORY General Motors┃ Alfred P. Sloan ( 1930) [Exceptional Changeover Time Reduction] GM, under the management of Alfred P. Sloan, used a completely different approach. While Ford focused on uniformity, Sloan focused on variety. While Ford emphasized the eternalness, Sloan celebrated change. GM presented new and updated models on an annual basis, setting the tact for the current automotive industry. Naturally, for this they needed much more flexibility. You cannot bring a new model on the market every year if this means closing your factory for a year. Already around 1930, GM managed to do a major model changeover within twenty days, compared to Ford's six months. 88% more effective in comparison to Ford.

[Audio] HISTORY Training Within Industry - WW2 - ( 1940) [ ECRS – Eliminate, Combine, Rearrange, and Simplify] In preparation for joining the World War II, the US established the TWI Services as part of the War Manpower Commission in the summer of 1940. The problem was that the US needed to rapidly increase its industrial output & TWI significantly improved industrial production & helped Allies to win the war TWI considers five important skills that every supervisor should have, or what they call the five needs of a supervisor. These are all improved by using them in practice, but a theoretical training can give a head start. These five skills are the starting point for each of the different modules: Knowledge of the Work: This relate to machines, tools, materials, operations, processes, or technical skills. Knowledge of Responsibilities: This may be policies, regulations, interdepartmental relationships, agreements, rules, schedules, and – very important – safety rules. Skill in Improving Methods: To utilize machines, manpower, and material more effectively. Nowadays we would say to reduce waste ( muda). [Which Includes ECRS] Skill in Instructing: To have a well-trained and effective workforce. Skill in Leading: Improve your ability to work with people to get the most out of the people you have..

[Audio] HISTORY 19 Toyota Motors┃ Taiichi Ohno ( 1950) [ Toyota & The Quick Die Change: QDC] Toyota had very different problems in 1950. Both Ford & GM produced cars in enormous quantities. Toyota built only a few thousand cars per year. As a poor company at that time, it could not afford a separate press for every part. Instead, they frequently changed the tools in the presses from one part to next. Their problem was that this changeover took between two & eight hours, and Toyota could neither afford the lost production time nor the enormous lot sizes suggested by the economic order quantity. However, on a trip to the US, Taiichi Ohno observed Danly stamping presses with rapid die change capability. Subsequently, Toyota bought multiple Danly presses for the Motomachi plant. Secondly, Toyota started to work on improving the changeover time of their presses. This was known as Quick Die Change [ QDC]. They developed a structured approach based on a framework from the US World War II ( TWI) program, called ECRS – Eliminate, Combine, Rearrange, & Simplify. Over time they reduced these changeover times from hours to fifteen minutes by the 1960s and then to three minutes by the 1970s..

[Audio] HISTORY 20 Shingo moved to the US and started to consult on lean manufacturing. Besides claiming to have invented this quick changeover method (among many other things), he renamed it Single Minute Exchange of Die or SMED. The Single Minute stands for a single digit minute (i.e. less than 10 mins.). As Shingo was able to fill a large gap in knowledge, he rose to fame in the US, albeit he is much less known in Japan and Europe. He promoted the ideas of lean manufacturing, especially SMED. Consultant┃ Shigeo Shingo ( 1970) [The Consultant who connected the Dots and gave it a Name] During the 1970s and 1980s, Western automakers were surprised at the quality and cost of Japanese cars. They wanted to understand the secret of these Japanese car makers. Unfortunately, there was little or no literature available in English. Japanese consultant Shigeo Shingo was able to fill this gap. During the late 1970s, when Toyota's method was already well refined, he 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..

[Audio] HISTORY 21 At the time, almost all changeover work was performed while machines were down (i.e. not running). Shigeo Shingo made a distinction between: ★ Changeover work that occurs while a machine is down, INTERNAL SETUP, & ★ Preparatory work that can occur while a machine is running, called EXTERNAL SETUP The improvements required changing the entire process to require less changeover time. That meant modifying factory equipment and vehicle parts and changing the order of steps in building car body moldings. Using the Distinctions of Internal & External Setup with some Streamlining & Standardization. Shingo made it remarkable to by reducing the changeover time drastically. His pioneering work led to documented reductions in changeover times averaging 94% (e.g. from 90 minutes to less than 5 minutes) across a wide range of companies. He released his first Literature in the year 1969 - A revolution in manufacturing the SMED system.

[Audio] SMED IN TPS 22 All this supported the just-in-time manufacturing process that is a key component of the much-admired Toyota Production System. Just-in-time manufacturing reduces the time between a customer's demands and the ability of a business to fulfill it. & SMED is a key part of that process..

[Audio] CONCEPT General idea of SMED & Its underlying Principles 23.

[Audio] NASCAR 24 For many people, changing a single tire can easily take 15 minutes. For a NASCAR pit crew, changing four tires takes less than 15 seconds. Many techniques used by *NASCAR pit crews are also used in SMED. In fact the journey from a 15 minute tire changeover to a 15 second tire changeover can be considered a SMED journey. Changeover times that improve by a factor of 20 may be hard to imagine, but consider the simple example of changing a tire: Performing as many steps as possible before the pit stop begins Using a coordinated team to perform multiple steps in parallel Creating a standardized and highly optimized process NASCAR Technique: *National Association for Stock Car Auto Racing.

[Audio] CONCEPT In SMED, changeovers are made up of steps that are termed " elements". There are two types of elements: 1. Internal Elements (elements that must be completed while the equipment is stopped) 2. External Elements (elements that can be completed while the equipment is running) The SMED process focuses on making as many elements as possible external, and simplifying and streamlining all elements. The SMED system has three major phases: Separate Convert Streamline.

[Audio] SIZE OF SMED These Training material deal with one set-up operation on one machine Operation Keep the same team for all the set-up operations for that same machine Machine Bring in new SMED team members who are experts in each machine Retain SME strategist, Train some new ones Single Area with Multiple Machines Several SMED teams work in parallel. Will require an overall Coordinator Factory Multiple SMED teams across cluster work in parallel. Will require an overall Coordinator to coordinate across Factories for Investment (Spendings) Corporation SMALL SCALE SMED LARGE SCALE SMED.

[Audio] IMPLEMENTATION Step by Step Guide to implement SMED in any Manufacturing Setting 27.

[Audio] IMPLEMENTATION In SMED, changeovers are made up of steps that are termed " elements". There are two types of elements: 1. Internal Elements (elements that must be completed while the equipment is stopped) 2. External Elements (elements that can be completed while the equipment is running) The SMED process focuses on making as many elements as possible external, and simplifying and streamlining all elements..

[Audio] 29 1 3 5 4 2 ROADMAP An excellent way to learn more about SMED is to walk through an implementation example. Next few slides will provides a step-by-step roadmap for a simple and practical SMED implementation. I have simplified this process by covering it in 6 Sections Identify Pilot Area & Setup a Team Measure C/O Time & Identify Elements Separate External Elements Convert Internal Elements to External Streamlining Elements 6 Accelerate Progress & Standardize.

[Audio] Virtually every manufacturing company that performs changeovers can benefit from SMED. That does not mean, however, that SMED should be the first priority. In the real world, companies have finite resources, and those resources should be directed to where they will generate the best return. So what should be the first priority? For most companies, the first priority should be ensuring that there is a clear understanding of where productive time is being lost, and that decisions on improvement initiatives are made based on hard data. That means putting a system in place to collect and analyze manufacturing performance data. The de facto "gold" standard for manufacturing performance data is measuring OEE ( Overall Equipment Effectiveness) with an additional breakdown of OEE loss categories into the Six Big Losses and a detailed breakdown of OEE Availability losses into Downtime Reason Codes (including codes for tracking changeover time). Once a system for measuring manufacturing performance is in place collect data for at least Ten weeks to gain a clear picture of where productive time is being lost. SETUP TEAM & IDENTIFY PILOT AREA.

[Audio] Item Description SMED If changeovers represent a significant percentage of lost productive time (e.g. at least 20%) consider proceeding with a SMED program. TPM Otherwise, consider first focusing on a TPM ( Total Productive Maintenance) program. SETUP TEAM & IDENTIFY PILOT AREA.

[Audio] Set up a Team For a good changeover, it is necessary to give a good team together. In order to create a wide base of support for the SMED project, include the full spectrum of associated employees in the selection process, and work hard to create a consensus within the team as to the target equipment choice. Team should be between 5- 7 people, including an operator and/or a foreman doing the changeovers and an engineer or technician familiar with the machines and processes. Inform the Workers Whenever you measure times on the shop floor, or even take video, you should inform the workers and their representatives and get their agreement. This makes things go much smoother. Even if you legally have the right to measure and take videos without the workers' consent, it is almost certain that your measurements will be worthless. If the workers disagree with you measuring them, they can easily mess up your measurements by working extra slow. In many cases, you wouldn't notice if they added additional steps to the procedure. Hence, get their agreement. SETUP TEAM & IDENTIFY PILOT AREA.

[Audio] SETUP TEAM & IDENTIFY PILOT AREA Once the target equipment has been selected, record a baseline time for the changeover. Before you start measuring, you should make sure that you get the entire process measured, not just part of it. Changeover time should be measured as the time between production of the last good part (at full speed) and production of the first good part (at full speed). Be cognizant of the "Hawthorne Effect"; changeover times may temporarily improve as a simple result of observing the process. * Hawthorne Effect: The Hawthorne effect refers to a type of reactivity in which individuals modify an aspect of their behavior in response to their awareness of being observed.

[Audio] Item Description Duration The changeover is long enough to have significant room for improvement, but not too long as to be overwhelming in scope (e.g. a one hour changeover presents a good balance). Variation There is large variation in changeover times (e.g. changeover times range from one to three hours). Opportunities There are multiple opportunities to perform the changeover each week (so proposed improvements can be quickly tested). Familiarity Employees familiar with the equipment ( operators, maintenance personnel, quality assurance, and supervisors) are engaged and motivated. Constraint The equipment is a constraint/ bottleneck – thus improvements will bring immediate benefits. IDENTIFY PILOT AREA The ideal equipment will have the following characteristics:.

[Audio] MEASURE C/O TIME & IDENTIFY ELEMENTS The SMED process starts with a detailed observation of the changeover process. The different steps of the process have to be identified for the entire changeover process, and its time has to be measured. Taking video helps, as this allows us to watch the steps again. The time of the video also allows easy measuring of durations. Please remember that whenever you take times or videos, make sure it is accepted by the workers and their representatives. Afterwards, the team works together to identify all of the elements of the changeover and then work from the videotape to create an ordered list of elements, each of which includes: Description (what work is performed) Cost in Time (how long the element takes to complete) Also, you should observe more than one changeover since different people will do it differently at different times. Depending on the duration and the frequency of the changeovers, you may be able to watch a different number, but I recommend no less than three different changeovers. Afterward, you should have a list of steps including an average time to do the step..

[Audio] MEASURE C/O TIME & IDENTIFY ELEMENTS Please note that these observations cannot be delegated, as this observation also gives you and the team a crucial understanding of the process necessary for the next steps. Software likes TimerPro can help is identifying these elements with detailed analysis Below is an example for illustration, where a total of ten steps have been observed. "You cannot manage what you can't measure" - Peter Drucker.

[Audio] IDENTIFY ELEMENTS Next, we check which of these changeover steps have to be done while the machine is stopped and which can be done while the machine is still running. These are usually called External Steps with a running machine and Internal Steps with a stopped machine. Below is a graphic representation, where green indicates external and gold indicates internal steps..

[Audio] Item Description Elements A typical changeover will result in 30 to 50 elements being documented. Sticky Notes A fast method of capturing elements is to create a series of post-it notes that are stuck to a wall in the order in which they are performed during changeover. Man and Machine Be sure to capture both " human" elements (elements where the operator is doing something) and "equipment" elements (elements where the equipment is doing something). As discussed later, the human elements are usually easiest to optimize. Other Notes While videotaping the changeover have several observers taking notes. Sometimes the observers will notice things that are missed on the videotape. Observe Only Observe – let the changeover take its normal course. IDENTIFY ELEMENTS Some useful tips for this step: The deliverable from this step should be a complete list of changeover elements, each with a description and time " cost"..

[Audio] SEPARATE EXTERNAL ELEMENTS In this step, elements of the changeover process that can be performed with little or no change while the equipment is running are identified and moved "external" to the changeover (i.e. performed before or after the changeover). It is not unusual for changeover times to be cut nearly in half with this step alone. For each element the team should ask the question: "Can this element, as currently performed or with minimal change, be completed while the equipment is running"? If the answer is Yes, categorize the element as external and move it before or after the changeover, as appropriate..

[Audio] Item Description Retrieval Retrieval of parts, tools, materials, and/or instructions. Inspection Inspection of parts, tools, and/or materials. Cleaning Cleaning tasks that can be performed while the process is running. Quality Quality checks for the last production run. SEPARATE EXTERNAL ELEMENTS The deliverable from this step should be an updated list of changeover elements, split into three parts: External Elements (Before Changeover), Internal Elements (During Changeover), and External Elements (After Changeover). Examples of candidate elements for such treatment include:.

[Audio] CONVERT INTERNAL ELEMENTS TO EXTERNAL In this step, the current changeover process is carefully examined, with the goal of converting as many internal elements to external as possible. This means not only converting internal steps to external, but also ensuring that an external step is indeed done before or after the process. This sounds banal, but you would be surprised how often a changeover happens where the process is stopped & then the workers go get the tools & parts for the changeover. This can be done before the machine is stopped. Similarly, returning the tools to storage can be done after the changeover completion For each internal element, the team should ask the following question: "If there was a way to make this element external, what would it be? How could we do it"? This will result in a list of elements that are candidates for further action. This list should be prioritized so the most promising candidates are acted on first. Fundamentally, this comes down to performing a cost/benefit analysis for each candidate element: ★ Cost as measured by the materials and labor needed to make the necessary changes. ★ Benefit as measured by the time that will be eliminated from the changeover. Once the list has been prioritized work can begin on making the necessary changes..

[Audio] CONVERT INTERNAL ELEMENTS TO EXTERNAL What is the actual purpose of the various internal operations? Can they be converted, downsized or eliminated? Have you be using unnecessarily complicated procedure? Have the conditions changes since the design phase? Is the equipment now a bottleneck? Are the stock costs more important now than before? Probing Method: What is the reason for Internal Setup? How to move operations from Internal to External Add Duplicate Equipment Fix Problems Reprogram for New Articles Create the right conditions for production in advance ( Example: Set Up/ Pressure and Temperature) Remove the need to dismantle the equipment Perform Measurement in Advance Use 5 Why Technique for the actual purpose of each internal operation & Do not give up until the root cause is found!.

[Audio] CONVERT INTERNAL ELEMENTS TO EXTERNAL Below is a visual representation of this process. You can see that the time of the stop is already reduced. Hence, you can get more parts out of your process since the stop is shorter..

[Audio] Item Description Advance Preparation Prepare parts in advance (e.g. preheat dies in advance of the changeover) Jigs Use duplicate jigs (e.g. perform alignment and other adjustments in advance of the changeover) Modularize Modularize equipment (e.g. replace a printer instead of adjusting the print head so the printer can be configured for a new part number in advance of the changeover) Modify Modify equipment (e.g. add guarding to enable safe cleaning while the process is running) CONVERT INTERNAL ELEMENTS TO EXTERNAL Examples of techniques that can be used to convert internal elements to external are: The deliverable from this step should be an updated list of changeover elements, with fewer internal elements, and additional external elements (performed before or after the changeover)..

[Audio] STREAMLINING ELEMENTS In this step, the remaining elements are reviewed with an eye towards streamlining and simplifying so they can be completed in less time. First priority should be given to internal elements to support the primary goal of shortening the changeover time. For each element, the team should ask the question: "How can this element be completed in less time? How can we simplify this element" ? As in the previous step a simple cost/benefit analysis should be used to prioritize action on elements..

[Audio] STREAMLINING INTERNAL ELEMENTS After moving the external steps to external, we now shorten the internal steps. Check if the procedure can be simplified. Check if there are better tools available. Eventually, the new setup may look like the image below, where both the time of the stop & the overall changeover time may be reduced..

[Audio] STREAMLINING EXTERNAL ELEMENTS Next we do the same for the external elements. Check if we can shorten the external elements. This will not reduce the stoppage of the process, but it will reduce the overall time of the changeover and hence the workload for your workers doing the changeover..

[Audio] Item Description Release Eliminate bolts (e.g. use quick release mechanisms or other types of functional clamps) Adjustment Eliminate adjustments (e.g. use standardized numerical settings; convert adjustments to multiple fixed settings; use visible centerlines; use shims to standardize die size) Motion Eliminate motion (e.g. reorganize the work space) Waiting Eliminate waiting (e.g. make first article inspection a high priority for QA) Standardizing Standardize hardware (e.g. so fewer tools are needed) Operations Create parallel operations (e.g. note that with multiple operators working on the same equipment close attention must be paid to potential safety issues) Mechanize Mechanize (normally this is considered a last resort) STREAMLINING ELEMENTS Examples of techniques that can be used to streamline the elements are: The deliverable from this step should be a set of updated work instructions for the changeover (i.e. creating Standardized Work) and a significantly faster changeover time!.

[Audio] ACCELERATE PROGRESS When implementing SMED it is helpful to recognize that there are two broad categories of improvement: ★ Human (achieved through preparation and organization) ★ Technical (achieved through engineering) Experience has taught that the human elements are typically much faster and less expensive to improve then the technical elements. In other words, the quick wins are usually with the human elements. Avoid the temptation, especially with technically proficient teams, to over-focus on technical elements. Instead, focus first on the human elements..

[Audio] ACCELERATE PROGRESS The following chart illustrates this principle, showing example areas of opportunity for SMED projects. Avoid the temptation, especially with technically proficient teams, to focus on technical improvements. Instead, focus first on human improvements..