SMED Works Everywhere!
Single-Minute Exchange of Die (SMED) is a lean manufacturing methodology focused on reducing equipment changeover times so production can switch quickly between products. By separating internal and external setup tasks, simplifying adjustments, and standardizing processes, SMED improves flexibility, reduces downtime, lowers inventory, and enables smaller batch production without sacrificing efficiency.
SMED was developed in the 1950s and 1960s by Japanese industrial engineer Shigeo Shingo while working with Toyota and other manufacturers. Shingo observed that long changeover times limited production flexibility and increased inventory. By systematically separating internal setup tasks from external ones and simplifying adjustments, he helped Toyota reduce die changeovers from hours to minutes. SMED became a cornerstone of the Toyota Production System and later a key element of lean manufacturing worldwide, enabling faster response to customer demand.
Implementing SMED can be challenging in unique manufacturing processes due to specialized equipment, complex setups, and limited standardization. Some processes require precise alignment, long warm-up or cool-down periods, or regulatory inspections that cannot be easily shortened. Custom tooling, low production volumes, and highly variable products can also limit opportunities for quick changeovers. In addition, resistance to change, lack of cross-training, and insufficient data on setup activities may slow progress. Successfully applying SMED in these environments often requires creativity, engineering support, and strong collaboration between operations, maintenance, and quality teams.
SMED WORKS EVERYWHERE
Hello, my manufacturer friends, I know that it can be difficult to apply Single Minute Exchange of Die or SMED in certain unique process, But I’m here to say that SMED can implemented to reduce changeover times on almost every process requiring changeovers. Just get creative and explore your SMED process opportunities under the context of Machines, Methods, Manpower and Materials. Here are actual examples of diverse project applications:
Machine
In a diaper factory we reduced the changeover times from 12 hours to 30 minutes. We accomplished this by exploring the machine aspect of the set-up. We progressed through the machine systematically and installed quick change parts, like locating pins and hand clamps. Our goal was to eliminate the need for tools and to establish exact settings for each product. Through a series of design improvements, the set-ups became faster, more repeatable and much easier for the operators.
Methods
This next project is about a SMED project at a Frito-Lay Plant. The process produced Ruffles and Lays potato chips with all of the flavor varieties. Here we reduced the changeover time from 60 minutes to literally 2 seconds. Our approach was that instead of shutting down the entire process during the changeovers, we approached the changeover in steps and this method kept the process running continually during the brand changeovers. The trick was to balance the fryer output with the packaging rate and to utilize the seasoning conveyors to temporarily stage unseasoned product. By using this step-by-step method, we seamlessly worked our way from one brand to the other.
Manpower
At a CNC machine shop we doubled the number of set-ups from 75 a month to 150 a month. Set-up machinists are extremely skilled employees and their availability was a bottleneck for our set-ups. So, our SMED team videoed a set-up and they noted each time that the machinist walked away from the machine. Like in an operating room, you want to keep the surgeon over the patient. Or in our case, we wanted to keep the machinist at the machine and by analyzing a set-up we noted that machinists left the machine frequently. Based on our discoveries, we started kitting tools and gages and we located needed items closer to their point of use. We also level-loaded some labor steps with other employees. Ultimately, we improved the utilization of our most skilled manpower.
Material
At this private label consumer products company, I wasn’t happy with our high packaging inventory levels and our packaging supplier wasn’t happy about the frequency of their printing press changeovers. Doing press color changes on a printing press is time consuming. So, we created a vendor managed inventory system. Our supplier agreed to store and manage our packaging inventory while we provided them with kanban limits. This system allowed the vendor to manage the inventory and schedule their own printing press sequences thus reducing press changeover times by 75% and this VMI reduced my plant’s packaging inventory from 6 months to 24 hours.
SMED: Be Creative
If you take a creative approach to your SMED projects and look at the machine, method, manpower and materials, you can reduce your changeover times. Just know that it can be done!
Stay connected with news and updates!
If you want some weekly T4T wisdom coming straight to your inbox for your reading pleasure - look no further! Join our mailing list to receive the latest blogs and updates.
Don't worry, your information will not be shared.
We hate SPAM. We will never sell your information, for any reason.
