IMPROVING PRODUCTIVITY USING SMED
Keywords:
SMED, internal and external setup, value added and non value added activity, total productive maintenance, total employee involvementAbstract
Single Minute Exchange of Die is popularly known as SMED. It is a phrase coined by Shigeo Shingo at Toyota Motors in the 1960s and has come to be used as a synonym for fast changeover. SMED was the result of a project that Toyota had assigned to Shigeo Shingo. Toyota realized that they needed to make more than one model car to succeed. They also realized that multiple car models meant multiple changeovers of stamping presses. Under this strategy, they could no longer live with 10 to 12 hour press changeovers. Shingo used standard industrial engineering techniques to analyze the changeover. These and other techniques allowed Shigeo Shingo to reduce the typical press changeover from 10 to 12 hours to less than 10 minutes. The tools and techniques developed are widely known as SMED. This paper presents applications of similar SMED tools and techniques for improving productivity on 200 Ton press in an automotive component manufacturing industry in Nashik. Overall productivity improved by 50% using some of the SMED tools and techniques.
Downloads
References
McIntosh R I Culley S J Mileham A R and Owen G W (2009), “A critical evaluation of shingo’s SMED (Single Minute Exchange of Die) methodology,” Int. J. Production Res., vol. 38, 2377–2395.
Improving SMED in the Automotive Industry: A case study Ana Sofia Alves & Alexandra Tenera, 2829-5 16 Caparica, Portugal.
A study of the Toyota Production System, Shigeo Shingo, Productivity Press, (1989), - 47.
Total Quality Management, Bruce E Winston.
A revolution in manufacturing: The SMED system, Shigeo Shingo, Productivity Press, (1985), - 27.
Shigeo Shingo, The SMED System "Videotape," Productivity Press Inc., (1985).
Gilmore M and Smith D J (1996), “Set-up reduction in pharmaceutical man¬ufacturing: An action research study,” Int. J. Operations Production Manage., vol. 16, 4–17,
Prasad B (1995), “A structured methodology to implement judiciously the right JIT tactics,” Production Planning Control, vol. 6, 564–577.
Lee D (1986), “Set-up reduction: Making JIT work,” Manage. Services, 8–13.
Higgins K. T (2001), “Faster better changeovers,” Food Eng., vol. 73, no. 7, 46–51.
Iafrate A (1993), “Quick die change concepts,” Sheet Metal Ind., vol. 22–23.
Lee D (1986), “Set-up reduction: Making JIT work,” Manage. Services, 8–13.
Leschke J P (1997), “The set-up reduction process: Part 1,” Production In¬ventory Manage. Control, vol. 38, 32–37.
Szatkowski P M and Reasor P E (1991), “The SMED system for set-up reduction—A case study,” in Proc. Int. Industrial Engineering Conf., Inst. Industrial Engineers, 123–129.
Tickle S and Johnston B (2001), “People power: The secret weapon to high speed changeover,” presented at the Conf. Rapid Changeover of Food Production Lines, London, U.K., Dec. 13.
“Quick Changeover for Operators” (1996), Portland, Oregon, Productivity Press.
