Faster Customer Response By SMED

Single Minute Exchange of Dies (SMED)

Why SMED


SMED is to ensure timeline-based quicker response

1/ to grievance-resolution of the customer,

2/ to ensure quick change-overs at a workplace in order to quickly satisfy changing customer needs,

3/ to equipment breakdowns. 

A quicker response is ensured by a drastic reduction of Set-up or Change-over time for Machine, Work and/or Service Delivery Processes.

 

Objectives of the programme: 

To acquaint participants with advantages of reducing set-up time on machines and equipment for tools, dies,  jigs & fixtures, etc. required for a product manufacturing or service delivery and also tools & techniques for the same.

Programme Coverage - What will the participants learn? – (Generic Contents*):

1. Conventional Production System vis-a-vis Toyota Production System. 

2. Economic Batch Quantity and its disadvantages. 

3. Effect of reducing set-up time on total production time, inventory, market, etc. 

4. Tools, Techniques, & Methods of reducing set-up time to: 
    - 10-Minutes or less (SMED) 
    - Up to 100-Seconds and Immediate Change-Over/s (OTED, One-Touch-Exchange-of-Dies) 

5. Roadmap (to implement SMED Projects), Resources and Recognition (SGA Projects) 

6. Assess Roadmap with reference to LEAN management and Radar of Kaizen (or LEAN) tools 

7. Gemba Exercise and Case studies. 

8. Presentation of Participants problems. 

9. Discussion and implementation issues: Satisfy business specific queries through Interaction. 


For Whom: For any manufacturing or service organization. Managers, Engineers, Executives from Production, Planning, Maintenance, Industrial Engineering, Materials, Stores, etc.

Special Note: Each participant/company is requested to come with at least one set-up case that needs about one hour (with data on operations, materials, tools, etc.) for case discussion in class, if time permits.


Duration: (Session-1: (9.30 Register), Session-2: (11.30 -13), Session-3: (13.45 Report), Session-4: (15.30 -17 approx) 
1-day: Coverage – Kaizen-Lean Awareness. Case examples, and Tentative ‘What Next?’ Plan of Action. 

Additional days for Specific* Coverage (excludes days required for on-going implementation as per road-map)

+1-day: LEAN roadmap in brief with Case. Concurrent Current Assessment. Prepare for Gemba SMED Practice.
+1-day: A brief Gemba SMED Practice ITSELF to reinforce a few Principles.
+1-day (OPTIONAL): Link to LEAN management and Radar of Kaizen (or LEAN) tools (Value Stream, 5-S, TPM, SMED, PokaYoke, TQC, JIT, SGA, etc.); Hoshin-Kanri for Performance Development (HRD) Management. A brief on how SMED gets affected by Kaizen Teian, Quality Circles, Suggestion Schemes, Incentive Schemes. 

Methodology (depending upon availability of time and teaching aids): Presentations, Case studies, Exercises, Action-oriented Gemba Kaizen of relevant Kaizen (or LEAN) tools depending upon the proximity of workplace, Group Discussions, Video clippings, etc. (The participant company may arrange Industrial Visits.) 

Course Material: The book ‘World of Kaizen' by Shyam Talawadekar

Please arrange to take still photographs while Team-working is in progress. Photographs may be useful to - publicize in an in-house bulletin, - appreciate (stick on Thanksgiving cards), recognize, and certify the participation.

* Key milestones may get reorganized for greater effectiveness depending upon chosen duration/objective of course.


Abbreviations (used that are uncommon):
PDCA - Plan Do Check Act, SDCA - Standardize Do Check Act, SGA - Small Group Activity