SMED: Single-Minute Exchange of Die

The SMED (single minute exchange of die) method is a lean production framework to reduce waste and increase production efficiency. The SMED method is a framework for reducing the time associated with completing an equipment changeover.

Aspect	Description
Introduction	Single-Minute Exchange of Die (SMED) is a lean manufacturing technique aimed at reducing the time it takes to change or set up equipment between producing different products. The goal is to minimize downtime and increase manufacturing flexibility, enabling shorter production runs, reduced inventory, and improved overall efficiency. SMED is a critical element of lean manufacturing principles.
Key Concepts	– Quick Changeover: SMED focuses on achieving quick and efficient changeovers, ideally within a single minute or as rapidly as possible.
	– Internal vs. External Setup: SMED distinguishes between internal setup tasks (performed while the equipment is stopped) and external setup tasks (completed while the equipment is running).
	– Standardization: Standardizing setup procedures and using visual controls can streamline changeover processes.
SMED Steps	SMED typically involves the following steps:
	– Separate Internal and External Setup: Identify and separate tasks that can be performed while the equipment is running (external) from those requiring machine stoppage (internal).
	– Convert Internal to External: Evaluate internal setup tasks and find ways to convert them into external setup tasks, reducing machine downtime.
	– Standardize Procedures: Develop standardized setup procedures and checklists for both internal and external tasks.
	– Parallelize Activities: When possible, conduct setup tasks in parallel rather than sequentially.
	– Use Visual Controls: Implement visual cues and indicators to guide operators through setup steps.
Applications	SMED is applied in various manufacturing industries, including:
	– Automotive: Automotive manufacturers use SMED to reduce changeover times for different vehicle models and configurations.
	– Pharmaceuticals: Pharmaceutical companies benefit from faster changeovers between production runs of different medications.
	– Food and Beverage: Food processing plants use SMED to switch between product lines efficiently.
	– Aerospace: Aerospace manufacturers use SMED to optimize the setup of machining and assembly equipment.
Challenges and Considerations	Challenges in implementing SMED include:
	– Resistance to Change: Resistance from operators and teams accustomed to traditional setup methods.
	– Complex Machinery: Some equipment setups may be inherently complex, making quick changeovers more challenging.
	– Initial Investment: Implementing SMED may require initial investment in training and setup improvements.
Future Trends	Future trends related to SMED may include:
	– Industry 4.0 Integration: Integrating SMED principles with Industry 4.0 technologies, such as IoT and predictive maintenance, to further optimize changeover processes.
	– AI and Machine Learning: Leveraging AI and machine learning for predictive setup optimization and real-time monitoring.
	– Remote Setup: Exploring remote setup capabilities, where some changeover tasks can be performed remotely or automatically.
Conclusion	Single-Minute Exchange of Die (SMED) is a lean manufacturing technique aimed at reducing equipment setup times and improving manufacturing flexibility. It plays a crucial role in lean principles, enabling shorter production runs, reduced inventory, and increased efficiency. While implementing SMED may present challenges, the benefits of reduced downtime and enhanced responsiveness to customer demand make it a valuable practice in manufacturing.

Table of Contents

Understanding the SMED method

The “single-minute” aspect of the method refers to the goal of reducing equipment changeover time by any number in the single digits. That is, in any time under ten minutes.

Like similar lean process improvement strategies, the SMED method originated at Toyota in the 1950s after inefficiencies were identified in the process of molding body parts.

When different parts of the car body needed to be molded, it took between two and eight hours to load the necessary tools into the equipment.

This laborious process combined with the fact that Toyota had to purchase extra land to store the vehicles caused a lot of waste.

To speed up the process, Toyota made modifications to the machinery and vehicle components and also re-ordered the steps in the molding process. By the 1970s, the equipment changeover time was occurring in a matter of minutes.

Today, the SMED method can be used in any industry or situation requiring a changeover of product or equipment. The most commonly mentioned examples are in software development and motor racing where pit crews need to change tires and drivers as quickly as possible.

The two principles of the SMED method

Generally speaking, the SMED method incorporates both internal and external setup components.

1 – External

External components are process steps or parts that can be replaced while a product or piece of equipment is still in operation.

For external components, the primary focus is preparation. This means the tools, materials, or other important resources are available before the changeover takes place.

A Formula 1 pit crew, for example, does not search for new tires once the driver has pulled into the pit lane. Instead, they are pre-arranged on the tarmac at precisely the point where the driver will stop.

2 – Internal

Internal components require the product or piece of equipment to be non-operational before the changeover can take place. One example of an internal component is the molding equipment Toyota made more efficient in the 1970s.

Note that the goal for any team using the SMED method is to transform internal components into external components wherever possible.

Where is the SMED method most effective?

The SMED method is most effective in the following situations:

The process is performed frequently.
The process is a bottleneck whose resolution will have immediate and significant benefits.
Employees involved in the changeover are adequately trained and have bought into the change itself.
The duration of the changeover is long enough that an appreciable improvement is possible, and
There has been historical variance in past changeover times. For example, if one year the change over time was 7 hours and the next it had reduced to 45 minutes.

Case Studies

Manufacturing Company (Business):

External Components: Streamline the setup of production lines by pre-staging materials, tools, and equipment required for different product runs, reducing downtime between manufacturing processes.
Internal Components: Modify machinery to allow quick tool changes, such as implementing standardized connectors or interchangeable components, ensuring faster changeovers.

E-commerce Website (Technology):

External Components: Pre-load product images, descriptions, and pricing for various sales events or promotions, minimizing the time required to switch between different online sales campaigns.
Internal Components: Implement automated content deployment tools to swiftly update web content, including banners, product listings, and checkout processes during promotional events.

Cloud Service Provider (Technology):

External Components: Have pre-configured server templates and network settings ready to deploy for different client requirements, reducing provisioning time for new cloud instances.
Internal Components: Optimize virtualization technologies and orchestration tools to allow for rapid scaling and reconfiguration of cloud resources without service interruptions.

Telecommunications Service Provider (Technology):

External Components: Pre-configure network equipment profiles and service packages for different customers, enabling quicker activation of new subscriber services.
Internal Components: Implement software-defined networking (SDN) solutions to dynamically reconfigure network routes and services in real-time, reducing downtime during network changes.

Retail Chain (Business and Technology):

External Components: Prepare point-of-sale (POS) systems with updated product information, pricing, and promotional offers in advance, minimizing the time needed for storewide updates.
Internal Components: Develop and implement a centralized inventory management system that allows real-time stock adjustments and replenishment, ensuring efficient inventory turnover during sales events.

Digital Marketing Agency (Business and Technology):

External Components: Create standardized campaign templates, ad copies, and creative assets to quickly launch online advertising campaigns for different clients.
Internal Components: Utilize marketing automation tools to manage and optimize digital advertising efforts seamlessly, reducing the time needed for campaign setup and adjustments.

Key takeaways

The SMED method is a framework for reducing the time associated with completing an equipment changeover.
The SMED method incorporates internal or external setup components. External components are process steps that can be altered while the process itself is still running, while internal components are those where the process must be halted. The goal for any team is to have more external components and fewer internal components.
The SMED method is effective in situations where processes are performed repeatedly or for bottlenecks whose resolution will result in process efficiency gains. The method is also useful when there has been significant variance in changeover time.

Key Highlights

Understanding the SMED Method: The SMED method is a lean production technique aimed at reducing waste and increasing production efficiency by minimizing equipment changeover time. The goal is to achieve changeovers in under ten minutes, thus the term “single-minute.”
Origin and Application: Originating at Toyota in the 1950s, the SMED method was initially used to improve the process of molding body parts. Toyota’s modifications and reordering of steps significantly reduced changeover times from hours to minutes. Today, the SMED method is applicable in various industries requiring quick changeovers, such as software development and motorsports pit stops.
Two Principles of the SMED Method:
1. External Components: These are process steps or parts that can be altered while the equipment or process is still operational. Focus is on preparation, ensuring tools, materials, and resources are ready before the changeover.
2. Internal Components: These require the equipment or process to be halted for the changeover. The goal is to transform internal components into external ones to minimize downtime.
Effectiveness of the SMED Method:
- It is most effective when the process occurs frequently.
- Particularly valuable for resolving bottlenecks with immediate benefits.
- Requires well-trained employees who support the change.
- Applicable when changeover times are long enough for appreciable improvements.
- Works well when historical variance in changeover times exists.

Related Frameworks, Models, or Concepts	Description	When to Apply
Total Productive Maintenance (TPM)	– Total Productive Maintenance (TPM) is a holistic approach to equipment maintenance and reliability that aims to maximize equipment uptime, minimize breakdowns, and optimize overall equipment effectiveness (OEE). – TPM principles include autonomous maintenance, planned maintenance, quality maintenance, early equipment management, and training and education, focusing on empowering operators to take ownership of equipment, preventing defects, and improving reliability. – TPM helps organizations reduce downtime, improve product quality, and increase productivity by fostering a proactive approach to equipment maintenance and management.	– When seeking to maximize equipment uptime, minimize breakdowns, and optimize overall equipment effectiveness. – To empower operators to take ownership of equipment, prevent defects, and improve reliability through proactive maintenance practices. – To foster a culture of teamwork, accountability, and continuous improvement in equipment maintenance and management.
Lean Manufacturing	– Lean Manufacturing is a management philosophy and methodology that focuses on maximizing customer value while minimizing waste through continuous improvement, flow optimization, and employee empowerment. – It involves identifying and eliminating non-value-added activities, such as overproduction, waiting, transportation, inventory, motion, overprocessing, and defects, to create a more efficient, responsive, and agile production system. – Lean Manufacturing helps organizations improve quality, reduce lead times, and lower costs by fostering a culture of continuous improvement, problem-solving, and waste elimination throughout the value stream.	– When seeking to maximize customer value and minimize waste through continuous improvement and flow optimization. – To identify and eliminate non-value-added activities that impede production flow and reduce efficiency. – To foster a culture of continuous improvement, problem-solving, and waste elimination throughout the organization.
Kaizen	– Kaizen, meaning “continuous improvement” in Japanese, is a philosophy and practice that emphasizes making small, incremental changes to processes, systems, and behaviors to achieve ongoing improvement and excellence. – It involves empowering employees at all levels to identify problems, suggest improvements, and implement solutions to enhance quality, efficiency, and customer satisfaction. – Kaizen promotes a culture of learning, experimentation, and empowerment, encouraging organizations to challenge the status quo, embrace change, and pursue excellence relentlessly.	– When striving for continuous improvement and excellence in all aspects of operations and performance. – To empower employees at all levels to identify problems, suggest improvements, and implement solutions proactively. – To foster a culture of learning, collaboration, and innovation that drives sustainable growth and competitive advantage.
5S Methodology	– The 5S Methodology is a systematic approach to workplace organization and standardization that involves Sort, Set in Order, Shine, Standardize, and Sustain. – 5S aims to create a clean, organized, and efficient work environment by eliminating clutter, arranging tools and materials systematically, maintaining cleanliness, establishing standard procedures, and sustaining improvements over time. – 5S helps organizations improve safety, productivity, and morale by fostering a culture of discipline, orderliness, and continuous improvement in the workplace.	– When seeking to organize and optimize workspaces, processes, and workflows for efficiency and safety. – To eliminate waste, improve productivity, and enhance employee morale through workplace organization and standardization. – To establish a culture of discipline, orderliness, and continuous improvement in the workplace through the adoption of 5S principles and practices.
Setup Time Reduction	– Setup Time Reduction refers to the process of minimizing the time required to prepare equipment, machinery, or processes for production or changeovers between different products or tasks. – It involves identifying and eliminating non-value-added activities, standardizing setup procedures, improving tooling and equipment design, and training personnel to perform setup tasks more efficiently. – Setup Time Reduction helps organizations reduce downtime, increase equipment utilization, and improve overall operational efficiency by streamlining setup processes and minimizing idle time between production runs.	– When seeking to minimize downtime, increase equipment utilization, and improve operational efficiency by reducing setup times for equipment, machinery, or processes. – To identify and eliminate non-value-added activities in setup procedures and optimize tooling and equipment design to streamline setup processes. – To train personnel to perform setup tasks more efficiently and effectively through standardization and continuous improvement initiatives.
Quick Changeover	– Quick Changeover, also known as SMED (Single-Minute Exchange of Die), is a lean manufacturing technique that aims to reduce the time it takes to perform equipment setup and changeovers to less than ten minutes, ideally within a single minute. – It involves analyzing and separating internal and external setup tasks, converting them into standardized, streamlined, and simplified procedures, and utilizing techniques such as parallel operations, pre-staging, and standard tooling to minimize downtime and increase flexibility. – Quick Changeover helps organizations improve productivity, reduce inventory, and respond more quickly to customer demand by enabling rapid and efficient changeovers between different products or tasks.	– When seeking to reduce equipment setup and changeover times to minimize downtime and increase productivity. – To improve operational flexibility by enabling quick and efficient changeovers between production runs. – To eliminate waste and optimize setup processes through standardized, streamlined, and simplified procedures.
Just-in-Time (JIT) Manufacturing	– Just-in-Time (JIT) Manufacturing is a production strategy that aims to minimize inventory levels and maximize efficiency by producing goods only as they are needed, in response to customer demand. – It involves synchronizing production processes, materials, and resources to fulfill orders promptly, minimize lead times, and reduce waste, such as excess inventory, overproduction, and storage costs. – JIT Manufacturing helps organizations improve responsiveness, reduce costs, and increase competitiveness by aligning production with customer demand and focusing on delivering value efficiently and effectively.	– When seeking to minimize inventory levels, reduce lead times, and improve responsiveness to customer demand through JIT Manufacturing principles and practices. – To synchronize production processes, materials, and resources to fulfill orders promptly and efficiently. – To reduce waste, such as excess inventory, overproduction, and storage costs, by aligning production with customer demand and focusing on delivering value efficiently.
Continuous Improvement	– Continuous Improvement, also known as Kaizen, is a systematic approach to achieving incremental and ongoing improvements in processes, products, services, or performance through small, incremental changes. – It involves identifying opportunities for improvement, setting goals, implementing changes, measuring results, and adjusting processes based on feedback and insights to drive continuous growth and innovation. – Continuous Improvement helps organizations foster a culture of learning, adaptability, and innovation, empowering employees to contribute ideas, solve problems, and drive positive change at all levels of the organization.	– When striving to achieve incremental and ongoing improvements in processes, products, services, or performance through small, incremental changes. – To empower employees to contribute ideas, solve problems, and drive positive change by fostering a culture of learning, adaptability, and innovation. – To set goals, measure results, and adjust processes based on feedback and insights to drive continuous growth and improvement.
Value Stream Mapping (VSM)	– Value Stream Mapping (VSM) is a lean management technique that visualizes the flow of materials, information, and activities required to deliver a product or service to a customer from start to finish. – It involves mapping the current state of the value stream, identifying waste and inefficiencies, and designing a future state map that optimizes flow, reduces lead times, and improves overall value delivery. – Value Stream Mapping helps organizations identify opportunities for improvement, prioritize initiatives, and implement changes that streamline processes, eliminate waste, and create more value for customers.	– When seeking to visualize and analyze the flow of materials, information, and activities within a value stream to identify waste and inefficiencies. – To design a future state map that optimizes flow, reduces lead times, and improves overall value delivery to customers. – To prioritize improvement initiatives and implement changes that streamline processes, eliminate waste, and create more value for customers based on the insights gained from Value Stream Mapping.
Poka-Yoke (Error Proofing)	– Poka-Yoke, also known as Error Proofing or Mistake Proofing, is a quality management technique that aims to prevent errors or defects from occurring in products, processes, or systems by designing mechanisms or safeguards that make errors impossible or immediately detectable. – It involves identifying potential sources of errors, designing foolproof devices or procedures to prevent or detect errors, and implementing controls that ensure products or processes are error-free. – Poka-Yoke helps organizations improve quality, reduce waste, and enhance customer satisfaction by eliminating defects, errors, and rework through proactive error prevention and detection mechanisms.	– When seeking to prevent errors or defects from occurring in products, processes, or systems by designing foolproof devices or procedures. – To improve quality, reduce waste, and enhance customer satisfaction by eliminating defects, errors, and rework through proactive error prevention and detection mechanisms. – To identify potential sources of errors and implement controls that ensure products or processes are error-free and meet customer requirements consistently.