Ivan Carillo
SMED
HOW TO CUT CHANGEOVER TIMES BY 90%
WITH SINGLE-MINUTE EXCHANGE OF DIE
Ivan Carillo
SMED is a lean manufacturing technique developed
by Japanese industrial engineer Shigeo Shingo.
It aims to reduce setup/changeover times to under
10 minutes ("single-digit minutes").
While initially developed for manufacturing, SMED
principles can revolutionize any process requiring
setup time - from preparing for meetings to
organizing your workspace.
There is a paradigm shift with SMED:
Setup time is no longer regarded as a constant but
as a variable.
This can help your production move from the
Economic Order Quantity (EOQ) concept to a one-
piece flow.
Here are five steps to SMED implementation:
Ivan Carillo
STEP 1
Setup Analysis
The first step in SMED implementation requires
analysing your current setup process.
Begin by tracking the entire setup sequence from when
the last good part is produced to when the first good
part of the next run is completed.
Use video recording to capture all movements and
actions. Time each step to identify bottlenecks,
inefficiencies, and non-value-adding activities.
Create a comprehensive list of all required materials,
tools, and actions in sequence. This detailed analysis
creates a baseline for improvement and reveals
opportunities to eliminate waste.
TIP: Pay particular attention to waiting times, searching
for tools, unnecessary movements, and adjustments.
Ivan Carillo
STEP 2
Separate Internal from
External Activities
Classify all changeover activities into two categories:
Internal Activities
They can only be performed when the machine is
stopped, directly contributing to downtime.
External Activities
They can be performed while the machine is still
running, not affecting production time.
Review your setup analysis. Identifying which tasks
can be done in advance is key to reducing
downtime.
Create preparation checklists to ensure all external
activities are completed before stopping the
machine.
Ivan Carillo
STEP 3
Convert Internal to
External
The third step focuses on transforming your process
by converting as many internal activities to external
ones as possible.
Examine each internal activity and ask:
"Is there any way this could be done while the
machine is running?"
Look for creative solutions, such as pre-assembling
tools and fixtures while the previous job is running.
This conversion process often yields the most
dramatic time savings in the SMED methodology, as
every task moved to external time directly reduces
valuable production downtime.
Ivan Carillo
STEP 4
Reduce internal activities
After converting as many activities as possible to
external time, minimize the time spent on activities
that must occur during downtime.
Eliminate adjustments and settings through
standardization, using reference points, stops, and jigs
that ensure correct positioning.
Organize tools and materials according to 5S
principles. Work in parallel with multiple operators
when possible.
Implement quick-release fasteners and one-touch
systems.
These improvements directly reduce machine
downtime and increase productivity.
Ivan Carillo
STEP 5
Reduce External Activities
The final step involves optimizing the activities
performed while the machine is running.
Though these improvements don't directly reduce
downtime, they free up operator time and improve
overall efficiency.
Enhance support logistics for tool staging and material
handling with dedicated carts and storage systems.
Create systematic preparation areas where all external
work can be performed efficiently.
Consider automation for repetitive external tasks.
While this step might seem less critical than reducing
internal time, efficient external operations prevent
external activities from becoming bottlenecks in high-
frequency changeover environments.
Ivan Carillo
BEST PRACTICES
1. Initial Analysis
Document the current changeover process
Choose a frequent changeover activity
Categorize as internal or external
Get operators involved early
2. Implementation Phase
Start with quick wins
Create standardized work instructions
Develop changeover carts or kits
Pre-stage tools and materials
3. Sustainability Planning
Train all shifts consistently
Use visual management techniques
Conduct regular audits
Celebrate and publicize wins
Ivan Carillo
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