The Lean Quick Changeover (SMED) Training Module v2.0 includes: 1. MS PowerPoint Presentation including 65 slides covering an Introduction to Lean Management, The Seven Lean Wastes, Lean Kaizen Events, and a Step-by-Step Changeover Time Reduction (SMED) Process. 2. MS Excel Changeover Time Analysis Worksheet Template

1. 1 April 9, 2016 – v2.0
Lean Quick Changeover (SMED) Process
by Operational Excellence Consulting LLC

2. 2 April 9, 2016 – v2.0
Lean Management – Lean Thinking
“One of the most noteworthy accomplishments in
keeping the price of Ford products low is the gradual
shortening of the production cycle. The longer an article
is in the process of manufacture and the more it is
moved about, the greater is its ultimate cost.”
Henry Ford, 1863 – 1947
“All we are doing is looking at the time line, from the
moment the customer gives us an order to the point when
we collect the cash. We are reducing the time line by
reducing the non-value added activities.”
Taiichi Ohno, 1912 – 1990

3. 3 April 9, 2016 – v2.0
Lean Management – A little Bit of History
Eli Whitney developed the concept of
interchangeable parts around 1799
when he accepted an order from the
U.S. Army for the manufacture of
10,000 muskets at the unbelievably
low price of $13.40 each.
For the next 100 years manufacturers
primarily concerned themselves with
individual technologies.
During this time engineering drawings
developed, modern machine tools
were perfected and large scale pro-
cesses (e.g. the Bessemer process
for making steel) held the center of
attention.
That changed in the late 1890s.

4. 4 April 9, 2016 – v2.0
Lean Management – A little Bit of History
In the late 1890s, Frederick W. Taylor
began to look at individual workers and
work methods. The result was time
study and standardized work. He
called his ideas Scientific Manage-
ment. The concept of applying science
to management was sound but Taylor
simply ignored the behavioral
sciences.
Frank Gilbreth added motion study and
invented process charting. Process
Charting focused attention on all work
elements including those non-value
added elements which occur between
the "official" elements.
Lillian Gilbreth brought psychology into
the mix by studying the motivations of
workers and how attitudes affected the
outcome of a process.

5. 5 April 9, 2016 – v2.0
Lean Management – A little Bit of History
Starting about 1910, Henry Ford
fashioned the first comprehensive
Manufacturing Strategy. He took all
the elements of a manufacturing
system -- people, machines, tooling,
and products -- and arranged them in
a continuous system for manufac-
turing the Model T automobile.
Ford is considered by many to be the
first practitioner of Just-In-Time (JIT)
and Lean Manufacturing.
Ford's success inspired many others
to copy his methods. But most of
those who copied did not understand
the fundamentals. Ford assembly
lines were often employed for
products and processes that were
unsuitable for them.

6. 6 April 9, 2016 – v2.0
Lean Management – A little Bit of History
After WW II, Japan started to study
American production methods with
particular attention to Ford practices
and the Statistical Quality Control
practices of Ishikawa, Edwards
Deming, and Joseph Juran.
At Toyota Motor Company, Taiichi
Ohno and Shigeo Shingo, began to
incorporate Ford production and other
techniques into an approach called
Toyota Production System (TPS) or
Just-In-Time (JIT).
Toyota also “discovered” that factory
workers had far more to contribute
than just muscle power and developed
the concept of Quality Circles.
All of this took place between about
1949 and 1975.

7. 7 April 9, 2016 – v2.0
Lean Management – A little Bit of History
In 1990 James Womack wrote a book
called "The Machine That Changed
The World".
Womack's book was a straight-
forward account of the history of
automobile manufacturing combined
with a comparative study of Japa-
nese, American, and European auto-
motive assembly plants.
What was new was a term - "Lean
Manufacturing“.

8. 8 April 9, 2016 – v2.0
Lean Management – Three Types of Process Activities
Non-
Value
Added
Business-
Value Added
Value-
Added
Customer is not willing to
pay for these activities
and they should be
eliminated, e.g. rework.
Customer are willing to
pay the organization for
these activities, e.g.
assembly or data entry.
Customers are not willing
to pay for these activities,
but the organizations
deems these activities as
necessary, e.g. preventive
maintenance.
Many process have
less than 20% value-
added activities.

9. 9 April 9, 2016 – v2.0
Key Lean Objectives:
Reduce Lead Time
→ Eliminate or Reduce Non-Value-Added Activities
Lean Management – Definition of Value Adding Work
Three Criteria for Adding Value
1. Customer wants you to do it (or will pay for it)
2. The material / information is being processed or transformed into final
products or services
3. It is done right the first time

10. 10 April 9, 2016 – v2.0
Lean Management – How do you spend your time?
• Value-Adding (VA) – increases worth of a product or service
• Non-Value-Adding but Necessary (NVABN) – required to keep
the organization operating, e.g. compliance
• Non-Value-Adding (NVA) and Unnecessary – all other tasks not
identified above
• Lean Management reduces lead time through
– Streamlining VA work
– Minimizing NVABN work
– Eliminating NVA work

11. 11 April 9, 2016 – v2.0
Lean Management – The 7 Wastes
The seven wastes originated in Japan, where waste is known as “muda.“ The
elimination of non-value adding activities or waste is one of the most effective ways
to improve customer satisfaction and increase the profitability of any business.
Inventory
Over-Processing
Waiting
Transportation
Defects
Motion
Over-Production
The 7 Wastes

12. 12 April 9, 2016 – v2.0
The 7 Wastes – Transportation
Transportation
Definition: Any material or information movement, mainly between processing
steps, that does not directly support the creation of the product or service.
Causes: Improper Facility Layout – Excessive Handoffs – Large Lot Processing
– Large Lot Purchasing – Poor Workplace Organization – Large Buffers &
Storage Locations – Offsite Storage Locations – Poor Scheduling – …

13. 13 April 9, 2016 – v2.0
The 7 Wastes – Inventory
Inventory
Definition: Any supply, i.e. raw material, work-in-process or finished good, in
excess of processing requirements necessary to produce the product or
service in a just-in-time manner.
Causes: Inaccurate Forecasting Systems – Incapable Processes – Incapable
Suppliers – Long Replenishment Lead Times – Local Optimization – Long
Changeover Times – Poor Inventory Tracking – Poor Management of Work-
in-Process – Unbalanced Processing Steps – …

14. 14 April 9, 2016 – v2.0
The 7 Wastes – Motion
Motion
Definition: Any movement, incl. searching, of people which does not
contribute added value to the product or service.
Causes: Ineffective Equipment, Office or Plant Layout – Lack of Visual
Controls – Poor Workplace Organization – Lack of Standard Work – Poor IT
System Design – Poor Process Documentation – Poor Storage Solutions –
Unclear & Incomplete Instructions – …

15. 15 April 9, 2016 – v2.0
The 7 Wastes – Waiting
Waiting
Definition: Idle time that occurs when codependent processing steps or
activities are not fully synchronized.
Causes: Inconsistent Work Methods – Lack of Proper Equipment & Materials
– Long Setup Times – Low Man & Machine Effectiveness – Poor Equipment
Maintenance – Skills Monopolies – Unnecessary Handovers – Production
Bottlenecks – Unnecessary Approvals – …

16. 16 April 9, 2016 – v2.0
The 7 Wastes – Over-Production
Over-Production
Definition: Producing more than is needed, faster than needed and before it
is needed.
Causes: Incapable Processes – Poor Planning & Scheduling – Low Uptime
– Lengthy Setup Times – Local Optimization – Cost Accounting Practices –
Lack of Communication – Unnecessary Reports – Duplicative Data Entry –
…

17. 17 April 9, 2016 – v2.0
The 7 Wastes – Over-Processing
Over-Processing
Definition: Excessive or redundant effort of production and communication
which adds no value to the final product or service.
Causes: Decision Making at Inappropriate levels – Unclear Roles &
Responsibilities – Too many Handoffs – Inefficient Policies & Procedures –
Poor Configuration Controls – Spurious Quality Standards – Lack of
Customer Input – Unclear Customer Requirements – Unproductive Meetings
– Expediting – Firefighting – Changing Priorities – …

18. 18 April 9, 2016 – v2.0
The 7 Wastes – Defects
Defects
Definition: Repair or rework of a product or service to fulfill customer
requirements, as well as scrap waste resulting from materials deemed to be
un-repairable or un-reworkable.
Causes: Excessive Process Variation – High Inventory Levels – Incapable
Processes – Inadequate Tools & Equipment – Insufficient Training –
Insufficient Mistake Proofing – Unnecessary Handing – Unclear & Incomplete
Customer Requirements – …

19. 19 April 9, 2016 – v2.0
The 7 Wastes – Summary
In the latest edition of the Lean Manufacturing
classic Lean Thinking, Underutilization of
Employees has been added as an eighth
waste.
Organizations employ their staff for their
nimble fingers and strong muscles but forget
they come to work everyday with a free brain.
It is only by capitalizing on employees'
creativity that organizations can eliminate the
other seven wastes and continuously improve
their performance.
Many changes over recent years have driven organizations to become world
class organizations or Lean Enterprises. The first step in achieving that goal is
to identify and attack the seven wastes. As Toyota and other world-class
organizations have come to realize, Customers will pay for value added work,
but never for waste.

20. 20 April 9, 2016 – v2.0
Lean Management – The Five Lean Principles
Define Value - Specify value from the Customer
perspective.
Map Value Stream - Identify the value stream for
each product or service and challenge all of the
non-value adding steps (wastes) currently
necessary to create and deliver this product or
service. Add nothing than value.
Create Flow - Make the product or service creation and delivery process flow
through the remaining value-added steps.
Establish Pull – Introduce pull between all process steps where continuous flow
is possible.
Pursuit Perfection – Manage toward perfection so that the number of steps and
the amount of time and information needed to create and deliver this product or
service.

21. 21 April 9, 2016 – v2.0
Lean Management – Kaizen Events
Process Changeover Reduction or SMED Activities
are best implemented using Lean Kaizen Events.

22. 22 April 9, 2016 – v2.0
Lean Management – Kaizen Events
 Kaizen
– Continuous, incremental improvements
– Should not take longer than 3 – 5 days, excluding preparation
– Example: Reduce equipment set-up time, improve order management
process, reduce motion waste in specific work area, implement 5S
Visual Workplace Organization in specific work area, …
– Also called “Point Kaizen” and “Process Kaizen”
Kai → “to take apart and put back together”
Zen → “to think about it”
“Kaizen is the opposite of complacency.”
John A. Young, CEO of Hewlett Packard

23. 23 April 9, 2016 – v2.0
Kaizen Events – Preparation Phase
 Define the strategic or operational purpose, objectives and deliverables
 Formulate event drivers, e.g. current state issues and challenges
 Establish metrics and obtain current baseline data
 Ensure the Sponsor’s commitment & engagement
 Have sponsor kick off the event and set expectations
 Keep the sponsor informed and engaged throughout the event
 Sponsor approve the team’s recommendations
 Assists in implementing solutions and any follow-up actions
 Leads celebration of successful event
 Develop project description & define event scope (physical boundaries)
 Identify and address potential obstacles and risks
 …

24. 24 April 9, 2016 – v2.0
• Project
Charter
• Business
Impact
• Current
Challenges
• Current
Standard
Procedures
• Tools &
Techniques
Team Briefing
on:
Phase 1
Kaizen Events – Day 1 or Phase 1

25. 25 April 9, 2016 – v2.0
Phase 1: General Training & Lean Thinking
 All participants need a basic foundation of Lean training
 Team members need a common language
 This training is often completed prior to the event
 Minimum awareness required for all team members:
 Lean Thinking and basic concepts
 What is waste
 5S mentality
 Event ground rules
 This will become less necessary over time, but a brief
review is advisable even for experienced teams

26. 26 April 9, 2016 – v2.0
Phase 1: Specific Training & Data Review
 Review event scope and goals / Charter
 Explain the tools and methods to be used in the event
 Event / project specific training as required
 Review any data or tools already available
 Previous Kaizen event or Six Sigma project findings
 5S work that has been done in the area
 VSM and Cycle Time data
 Constraint and TAKT / resource data
 Anything else relevant…

27. 27 April 9, 2016 – v2.0
Team Briefing
on:
Project-Specific
Training
●
Measure &
Analyze Current
Work Process
●
Identify Current
Process
Weakness and
Quick Wins
●
Formulate
Improvement
Plans
Phase 2Phase 1
• Project
Charter
• Business
Impact
• Current
Challenges
• Current
Standard
Procedures
• Tools &
Techniques
Kaizen Events – Day 2 or Phase 2

28. 28 April 9, 2016 – v2.0
Phase 2: Analyze Current Process
 Measure and analyze the current process work
 Capture the current process
 Analyze the process for Non-Value Added tasks
 Formulate process improvements
 Brainstorm the opportunities
 Identify potential solutions
 Determine which idea(s) will be tried first
Any of the tools of Lean and Six Sigma can be used to
accomplish these objectives within a Kaizen event

29. 29 April 9, 2016 – v2.0
Team Briefing
on:
Project-Specific
Training
●
Measure &
Analyze Current
Work Process
●
Identify Current
Process
Weakness and
Quick Wins
●
Formulate
Improvement
Plans
Simulate &
Finalize
Improvements
●
Implement
Improvements
●
Evaluate
Improvements
• Project
Charter
• Business
Impact
• Current
Challenges
• Current
Standard
Procedures
• Tools &
Techniques
Kaizen Events – Day 3 or Phase 3
Phase 1 Phase 2 Phase 3

30. 30 April 9, 2016 – v2.0
Phase 3: Simulate & Finalize Improvements
 Try out the best ideas from Phase 2
 Ideally done within the actual process environment
 If not possible, use simulations or test areas
 Fine tune the improvements
 Keep looking for better ways
 Attack whatever waste you can find
 Finalize the data and metrics to evaluate the change

31. 31 April 9, 2016 – v2.0
Team Briefing
on:
Project-Specific
Training
●
Measure &
Analyze Current
Work Process
●
Identify Current
Process
Weakness and
Quick Wins
●
Formulate
Improvement
Plans
Establish New
Standard
Process
●
Operate Using
New Standard
Process
●
Finalize New
Standard
Process
●
Establish
Process
Controls
Simulate &
Finalize
Improvements
●
Implement
Improvements
●
Evaluate
Improvements
Phase 4Phase 1 Phase 2 Phase 3
• Project
Charter
• Business
Impact
• Current
Challenges
• Current
Standard
Procedures
• Tools &
Techniques
Kaizen Events – Day 4 or Phase 4

32. 32 April 9, 2016 – v2.0
Phase 4: Improvement Evaluation
 Evaluate the improvements made (based on data!)
 Team agrees that changes are final (for this event)
 Ensure all 5S elements have been addressed
 Document the new procedures
 Write or modify standard procedures
 Include visual work instructions wherever possible
 Test the new procedures under real world conditions
 Finalize and define training plans as required
 Include ongoing maintenance and Control Plans

33. 33 April 9, 2016 – v2.0
Team Briefing
on:
Project-Specific
Training
●
Measure &
Analyze Current
Work Process
●
Identify Current
Process
Weakness and
Quick Wins
●
Formulate
Improvement
Plans
Establish New
Standard
Process
●
Operate Using
New Standard
Process
●
Finalize New
Standard
Process
●
Establish
Process
Controls
Simulate &
Finalize
Improvements
●
Implement
Improvements
●
Evaluate
Improvements
• Project
Charter
• Business
Impact
• Current
Challenges
• Current
Standard
Procedures
• Tools &
Techniques
Kaizen Events – Day 5 or Phase 5
Present
Results
●
Agree on
Next Steps
●
Celebrate!
Phase 5Phase 4Phase 2 Phase 3Phase 1

34. 34 April 9, 2016 – v2.0
Phase 5: Report Out & Celebration
 Confirm that the event has met its objectives
 Present results and action plans to Leadership
 Obtain final approvals as required
 Plan for follow up Kaizen events
 Celebrate the success of the event
 Communicate the achievements widely

35. 35 April 9, 2016 – v2.0
Kaizen Events – 30 Day Action Plan
 Follow up on the actions identified that could not be completed
within the event
 Ensure the implementation is done and maintained
 Do not allow the actions to drag beyond 30 days
 Identify room for further improvement
 Other Kaizen events
 Lean, Six Sigma, or other projects
Take no action and nothing will happen
(not seeing is not knowing)

36. 36 April 9, 2016 – v2.0
Kaizen Events – Causes of Failure
 Many Kaizen events end up as nothing but a “show” with
limited to no tangible and sustainable results
 Common reasons for failure include:
 Management team has ‘no time’ to attend event; only wants to
see results
 Management will not accept ideas that do not fit their
preconceived notions
 Conducting the event without sufficient training or preparation
 Interruptions and distractions during the event
 No monitoring after event completion
 …

37. 37 April 9, 2016 – v2.0
Quick Changeover – Quick Changeover or SMED
 Quick Changeover or Single-Minute Exchange of Die (SMED)
provides a rapid and efficient way of setting up or converting a
process from running the current product to running the next product.
 Rapid changeovers are a key to reducing processing lot sizes and
improving flow.
 The phrase "single-minute" does not mean that all changeovers and
setups should take only one minute, but that they should take less
than 10 minutes (in other words, "single-digit minute").

38. 38 April 9, 2016 – v2.0
Quick Changeover – Changeover Examples
 Software Implementation
 Reduce the time between the last successful use of the old software
and the first successful use of the new version
 Maintenance or website downtime
 Hospitals and Hotels
 Change over beds or rooms from one patient to the next
 Changing over the operating room from one surgery to the next
 Airlines
 Changing the plane over for the next flight
 Race Car Pit Crew
 In and out of the pit within less than 3 seconds

39. 39 April 9, 2016 – v2.0
Quick Changeover – Basic Concept
 Changeover or setup activities can be classified using the following three
categories.
 Waste – Activities which do not add value to the changeover or setup
 Internal - Activities that can only be performed while the equipment is shut down
 External - Activities that can be performed without shutting down the equipment
 Key strategies to reduce setup and changeover time are:
 Eliminate the waste activities
 Convert as many internal activities to external activities
 Internal activities can be improved by:
 Use specially designed cart to organize tools
 Use quick-release fasteners instead of bolts and nuts
 Use stoppers to quickly position the jigs.
 Use overhang mechanisms to handle heavy jigs
 Use locating pins and holes to eliminate the adjustment

40. 40 April 9, 2016 – v2.0
Quick Changeover – Sources of Waste
Sources of Waste during a Changeover Process include
 Searching for, finding, lining up, and transporting changeover
tools.
 Waiting for materials, especially for missing items.
 Searching for bolts, nuts and washers.
 Searching for carts or waiting for an available crane.
 Searching for dies, fixtures.
 Finding chutes and searching for their bolts.
 Searching for gauges.
 Searching for inspection or measurement tools.
 Checking technical drawings or manufacturing specifications.

41. 41 April 9, 2016 – v2.0
Quick Changeover – Sources of Waste
 Checking personal notes on gauge values.
 Searching for pallets.
 Searching for product containers.
 Searching for a conveyor or other transporter.
 …

42. 42 April 9, 2016 – v2.0
Quick Changeover – Sources of Waste Pareto
0
10
20
30
40
50
Adjustment Away
From
Machine
Preparation Setup Special
Problems
Percent Total Time

43. 43 April 9, 2016 – v2.0
1. Observe the
Current Methodology
Results
Satisfactory
?
Stop
Yes
No
Quick Changeover – A Step-by-Step Process
2. Separate the
Internal and External
Activities
3. Convert Internal
Activities into
External Activities
4. Streamline the
remaining Internal
Activities
5. Streamline the
External Activities
6. Document the New
Procedure
7. Do it all Again !

44. 44 April 9, 2016 – v2.0
Quick Changeover – A Step-by-Step Process
There are seven basic steps to reducing changeover using the SMED system:
1. OBSERVE the current methodology (A)
2. Separate the INTERNAL and EXTERNAL activities (B).
3. CONVERT (where possible) internal activities into external ones (C) (pre-
heating of tools is a good example of this).
4. STREAMLINE the remaining internal activities, by simplifying them (D). Focus
on fixings – For example, it is only the last turn of a bolt that tightens it - the
rest is just movement (waste).
5. STREAMLINE the external activities, so that they are of a similar scale to the
internal ones (D).
6. DOCUMENT the new procedure, and actions that are yet to be completed.
7. DO IT ALL AGAIN: For each iteration of the above process, a 25-35%
improvement in set-up times should be expected, so it may take several
iterations to cross the ten minute line.

45. 45 April 9, 2016 – v2.0
Quick Changeover – Step 1: Observe Current Process
1. Observe the current Changeover Process
 I find it often very helpful to start a Quick Changeover reduction
initiative by actually videotaping the major activities currently
performed during the changeover process and to review the video
with the improvement team.
 The key outputs of this first step are to document each step of the
changeover process, as well as determine the cycle time of each
step and for the entire changeover process. A simple Excel
spreadsheet will normally be sufficient to document the results of this
and the following steps.

46. 46 April 9, 2016 – v2.0
Advantages of videotaping a Changeover Process prior to the Kaizen
Event includes
Quick Changeover – Video Taping
 The process can be reviewed (replayed) over and over
again for study.
 The setup person does not have to be disturbed to
explain the steps while the setup is in process.
 Operators observing their own actions are more candid
and not defensive.
 It is not necessary to record on paper every detail of the
setup. Sections can be reserved for later study.
 Time studies have a bad name, the video procedure is
not a time study!
 …

47. 47 April 9, 2016 – v2.0
Quick Changeover – Step 2: Separate Activities
2. Separate the Internal and External Activities
 Once the team has a clear understanding of the key activities
involved in a changeover, each step needs to be classified using
one of the following three categories.
 Waste – Activities which do not add value to the changeover
or setup
 Internal - Activities that can only be performed while the
equipment is shut down
 External - Activities that can be performed without shutting
down the equipment
 The results will be documented in the same spreadsheet created in
Step 1.

48. 48 April 9, 2016 – v2.0
EQUIPMENT: DATE: PAGE: OF
PROCESS /PROJECT: PREPARED BY:
OPERATION CLASSIFICATION IMPROVEMENT REVISED TIME
NO. STEP ELEMENT CUMLATIVE INT EXT WASTE IDEA INT EXT COMPL
CURRENT TIME
Quick Changeover – Changeover Reduction Form

49. 49 April 9, 2016 – v2.0
Quick Changeover – Step 3: Convert Activities
3. Convert Internal Activities into External Activities (where
possible)
 During this step, the team identifies internal changeover activities,
means activities that are currently performed while the equipment
is shut down, that can be converted into external activities, means
they can be performed before or after the equipment shutdown.
This can include, organizing all the tools needed for the
changeover or pre-assembling of tools prior to the equipment
shutdown.

50. 50 April 9, 2016 – v2.0
Quick Changeover – Step 4: Internal Activities
4. Streamline and simplify the remaining Internal Activities
 In Step 4 the team focuses on those activities that currently need to
be performed during the equipment shut down, means the internal
activities, and develops solutions to simplify or speed up those
activities.
 Examples include,
 it is only the last turn of a bolt that tightens it - the rest is just
movement (waste)
 usage of quick-release fasteners instead of bolts and nuts
 usage of stoppers to quickly position jigs
 usage of locating pins and holes to eliminate time consuming
adjustments

51. 51 April 9, 2016 – v2.0
Once the setup begins, participants never leave
the area !!!

52. 52 April 9, 2016 – v2.0
50 Ton Press
Raw
Material
Store setup tools at
the site
Have raw material
nearby and handy Mark and arrange tools for
easy identification
Quick Changeover – Organize your Work Area …

53. 53 April 9, 2016 – v2.0
Quick Changeover – Reducing Internal Activity Time
Nuts & Bolts are the enemy … The drawing shows a simple modification made to
the terminal nut by welding oversized wings on it for better torque tightening by
hand - no tools required …
Before
After

54. 54 April 9, 2016 – v2.0
Quick Changeover – Reducing Internal Activity Time
Side guider – take time
to tighten in the screw
Just slot in & tighten
Before After
The machine shown in this slide has two side guides that need to be tightened by eight
screws during each changeover. A project team implementing SMED decided to eliminate
tightening the screws by fixing them in place, and a slot was cut to align the guide quickly
and reduce process time.

55. 55 April 9, 2016 – v2.0
Quick Changeover – Reducing Internal Activity Time
An example of use elimination and method substitution by eliminating the need
for nuts, bolts, wrenches and other hand tools. The use of toggle clamps instead
of using bolts, washers and hand tools to secure tooling in place.

56. 56 April 9, 2016 – v2.0
Quick Changeover – Step 5: External Activities
5. Streamline and simplify the External Activities
 In Step 5 the team focuses now on the external activities, means
activities that can be performed before or after the equipment shut
down, and develops solutions to simplify or speed up those
activities.
 Examples include
 the usage of specially designed cart to organize tools,
 the usage of overhang mechanisms to handle heavy jigs, or
 the training of line operators to perform specific changeover
tasks.

57. 57 April 9, 2016 – v2.0
Quick Changeover – Setup Tool Cart as Kitting Set
Checklist for setup
Special instructions
Measurement jigs,
tools, gauges, set
blocks, etc.
Dies

58. 58 April 9, 2016 – v2.0
Quick Changeover – Organize and Store in Proximity
Slot address labels
Slot
address
Model Slide
value
Part Line #Cover
Block
gauge #

59. 59 April 9, 2016 – v2.0
Quick Changeover – Step 6: Document & Standardize
6. Document and implement the new Changeover Process
 Once a new and improved Changeover Process has been
established, it needs to be properly documented, all employees
involved need to be trained, and a new baseline for the new reduced
total changeover time needs to be established.

60. 60 April 9, 2016 – v2.0
Quick Changeover – Step 7: “Do it all again.”
7. “Do it all again”
 Based on our experience, it is not uncommon for an organization to
reduce changeover time by 30 – 50% after a successful changeover
reduction project or a series of smaller Kaizen events.

61. 61 April 9, 2016 – v2.0
Identify a changeover or set-up process in your
organization where you think the Quick Changeover
or SMED methodology can be applied. How?
How long is your current changeover or set-up time?

62. 62 April 9, 2016 – v2.0
Keep in Mind …
The only person who likes change is a WET BABY!

63. 63 April 9, 2016 – v2.0
The FIRST STEP is always the HARDEST.
Remember …

64. 64 April 9, 2016 – v2.0
The End …
“Perfection is not attainable, but if we chase perfection we can catch
excellence.” - Vince Lombardi

65. 65 April 9, 2016 – v2.0
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