After organizing the changeover preparation in the first part so that the machine only stops for a “pit stop” when everything is prepared, we now turn to the question: How can the machine be changed over efficiently, ergonomically, and safely? The goal is a recurring, reliable, and predictable tool change process that forms the basis for continuous improvement.
1. Define work steps
First, all activities involved in the setup process are recorded in detail. Similar to the REFA approach, both human activities – such as operating the machine, opening the safety gates, or tightening the clamping elements – and machine processes such as moving the sliding table or moving to the ram adjustment position are documented in writing. This step creates transparency and forms the basis for later standardization.
2. Distinction between internal and external
In the SMED methodology, setup processes are divided into internal and external steps. Internal steps take place exclusively when the machine is at a standstill, while external steps can be completed beforehand or in parallel. Typical external activities include preparing tools, materials, auxiliary units, or quality documents, as well as organizational coordination. This separation immediately shows which steps can only be performed during downtime and thus have a direct impact on setup time. The goal of optimization is therefore always to convert internal steps into external ones.
3. Determining the sequence of changeover steps
The time required for each work step is measured. This allows total changeover times to be determined and deviations from the standard to be identified. Only what can be measured can be improved: time is measurable, forms the basis for future optimizations, and, as total setup time, provides information about the quality of the tool change as a KPI.
4. Time measurement of each step
- Is the number of employees available in accordance with standard?
- Have they been trained in the changeover process, and have any deviations or special features been discussed in advance?
- Have maintenance, dieshop, shift leaders, and press shop management been informed?
5. Responsibilities and managment of tasks
The setup standard must define exactly how many people are actively involved in the setup process and who performs which steps. Responsibilities must not be left to chance, but must be clearly defined. This structure ensures smooth processes and prevents delays during the setup process.
6. Training and lessons learned
Repetition is the mother of all learning – that is why the setup process is ultimately carried out in a real environment in accordance with the standard. A key aspect of this is observation during the process and a subsequent review with lessons learned. SMED means making use of the insights of all those involved in the organization and working consistently according to standardized processes.
The second phase of SMED implementation creates a predictable, recurring process that leads to reliable results regardless of the person performing it. By involving as many employees as possible in the setup process, not only is collective knowledge pooled, but commitment to the standard is also strengthened. The resulting setup standard forms the basis for every PDCA or continuous improvement process and not only enables new employees to be trained efficiently, but also ensures long-term efficiency, quality, and predictability in tool changes.
Would you like to implement SMED directly in your company and significantly reduce setup times? In our hands-on in-house workshop “Quick Changeover According to SMED”, we show you step by step how to analyze, prepare, and standardize setup processes.