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Single-Minute Exchange of Die

Reduce changeover time to less than 10 minutes with SMED

SMED stands for Single-Minute Exchange of Die, also known as Quick Changeover or Setup Time Reduction. Word single minute means single digit minute i.e. less than 10 minutes. The word “die” can be used for dies, moulds, parts, tools etc. The technique was developed by Shigeo Shingo, a renowned Japanese manufacturing expert, and is widely used in industries worldwide. 

The target of SMED is to reduce time lost from the last good product to the next good product.

SMED (Single-Minute Exchange of Die) is a critical Lean tool for organizations because it drastically reduces setup and changeover times, allowing for greater flexibility, faster production response, and reduced downtime. By enabling quick transitions between products or batches—often in under 10 minutes—SMED helps companies minimize non-productive time, increase equipment utilization, and support just-in-time manufacturing. This leads to smaller lot sizes, lower inventory costs, and improved overall productivity. In highly competitive environments, SMED is essential for improving lead times, enhancing customer responsiveness, and sustaining continuous improvement across operations.

Benefits of SMED

Increased equipment utilization

Reduced downtime

Improved flexibility in handling diverse product mix

Shorter lead times

Reduced inventory levels & costs

Improved customer responsiveness

Our SMED Experience

0 + 100

Clients

0 + 150

SMED Trainings conducted

0 + 200

SMED Workshops conducted

Steps and Implementation of SMED

1. Study & Identify Tasks

  • Understand machine layout along with a broad level of activities, so that everything can be captured
  • Capture activities of each operator using Videography & capture every activity on time study sheet
  • Analyse time study sheet and categorise each activity into Internal and external activities & identify NVA
  • Conduct Pareto analysis to identify high time consuming  & NVA activities

Step 2: Separate Internal & External Tasks

  • Conduct activities externally such as arrangement of parts, material, paper work & transportation either before or after stopping the machine
  • Arrange required materials and tools in advance, using a checklist to ensure everything is available
  • Use Point of Use storage for required tools & parts
  • Conduct function checks on machines to avoid any failures or process troubles during the changeover

Step 3: Convert Internal tasks into External

  • All internal activities with high time taken are taken in priority for improvement
  • Understand each internal activity using ECRS technique to check if it can be eliminated, combined, reduced or simplified.
  • Convert internal into external activities using methods like pre-assemble of parts, pre-heating of moulds, standardization of part heights or sizes

Step 4: Reduce Internal time

  • Use of Parallel work to identify activities that can be done in parallel, rather than in sequence
  • Use of workload balancing sheets to divide work between the team members doing the changeover
  • Use Standard work for each person involved in the changeover
  • Capture Current Setting and Adjustments along with root cause analysis to implement further improvement

Step 5: Reduce External Time

  • Reduce time taken for external work by reducing MUDA
  • Standardise and maintain the new process. Any deviation from standards are analysed and corrective actions are taken.
  • Tracking target vs actual to see progress on changeover time visually on gemba.
  • Reduce post changeover downtimes by identifying specific reasons of failures / stoppages

Our SMED Implementation Impact

0 % -80

Reduction in Changeover time

0 % -50

Reduction in defects and poor quality

+ 0 % +50

Increase in Operator skills for changeover

0 % -95

Reduction in start-up rejection

Tools used in SMED Implementation

Pareto Analysis

ECRS (Eliminate, Combine, Reduce, Simplify)

Standard work

Line Balancing

5S

Advanced Lean Manufacturing Tools

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