1

1. COMPANY PROFILE
1.1. History
One of the largest privately-held diversified industrial corporations in India, the
Company celebrated its centenary in 1997. In 1897 a young man named Ardeshir Godrej
gave up law and turned to lock-making. Ardeshir went on to make safes and security
equipment of the highest order, and then stunned the world by creating toilet soap from
vegetable oil. His brother Pirojsha Godrej carried Ardeshir's dream forward, leading
Godrej towards becoming a vibrant, multi-business enterprise. Pirojsha laid the
foundation for the sprawling industrial garden township (ISO 14001-certified) now called
Pirojshanagar at Vikhroli in Mumbai. Godrej touches the lives of millions of Indians
every day. To them, it is a symbol of enduring ideals in a changing world.
E

ROFILRATE PROF



2

1.2. Products :
1. Appliances :
Refrigerators, Washing Machines, Air Conditioners and Microwave Ovens.

Fig. 1.1
2. Security Solutions :
Safes, Vault Equipment, Monitoring & Surveillance Solutions, Access & Entrance
Control Solutions, Scanning & Screening Solutions, Marine Solutions, Fire Alarm &
Detection Solutions, Perimeter Intrusion Detection Systems.

Fig. 1.2
3. Locks :
Locks (Padlocks, Furniture locks, Door Locks), Door Controls, Architectural & Glass
Hardware; Cartini range of scissors and knives; Standard and customized solutions for
Residential, Commercial and Industrial applications in various levels.

Fig. 1.3
3

4. Material Handling :
Forklift Trucks (Diesel, Electric, LPG) and Attachments; Warehouse Trucks; Tyre
Handlers; Telescopic Handlers; Marine Container Handlers; Industrial Cleaning
Equipment; Arial Work Platforms; Airport Tow Trucks; Pre owned Trucks; Spare Parts
etc.

Fig. 1.4
5. Industrial Products :
Sheet Metal Dies, Die Casting Dies, Special Purpose Machines,Jigs and Fixtures;
Precision Components for Aerospace applications, Equipment for Engineering Industries
like Wind Turbines, Nuclear Power Plants and Steel; Sales and Service of Sheet Metal
Working Machines.

6. Interio Furniture :
Office Furniture- Desking, Seating, Open Plan Office Systems, Computer Furniture and
Storages; Home Furniture-Living, Dining, Bedroom Furniture; Kitchen Cabinets,
Laboratory Furniture, Marine Accommodation, Healthcare Furniture; Turnkey Interiors,
Carpet Tiles and Mattresses.

Fig. 1.5
4

1.3. General Company Information

Godrej & Boyce Mfg Co. Ltd manufacturing facilities are base at Shirwal plan
near Pune in the Shirwal MIDC area. It is a complete integrated appliances
manufacturing plant.
Appliances like refrigerators, washing machines and some others are manufactured
and processed here.
Direct Cool and Frost Free types of refrigerators are manufactured here. Models
like Edge Pro 190, Edge Pro 210, Pentacool variances, EON series refrigerators with
capacities 230, 240, 250, 260, 270,280,290,310,330,350 liters are manufactured at this
plant.
Different models of washing machines, automatic as well as semi automatic and
mostly of 6.5kg capacity are produced here.
Godrej EON air conditioners manufactured at other plants are brought here for
gas feeling and then fully packaging and delivering to market is done by this plant.














5

2. LITERATURE SURVEY
Berna Ulutas, concluded in his paper named An application of SMED
Methodology, World Academy of Science, Engineering and Technology 55 2011 that
SMED methodology was applied to prepare an optimal standard procedure for
changeover operations on defined machine. In order to eliminate adjustment steps, trial
and errors should be minimized. Settings must be used for changeover operations instead
of adjustments[1].
Baishya Nystha, Rao Sathish, concluded in their paper named Overcoming
Additional Investment to Meet Customer Needs by Applying Smed/Qco Tool from
Research Journal of Recent Sciences, Vol. 1(11), 59-63, November (2012), that The
implementation of this project will help BOSCH, HFR division to reduce the changeover
time by 66% and thus increased the availability of the throttle pressing machine by
15%[2].
Yash Dave, Nagendra Sohani,concluded in their paper named Single Minute
Exchange Of Dies, International Journal of Lean Thinking 2012, that implementation of
SMED results in saving manpower, mechanical improvements and also procedural and
organizational improvements[3].
Antnio Carrizo Moreira, conclude in his paper named Single Minute Exchange
of Die, J. Technol. Manag. Innov. 2011, Volume 6, Issue 1, that After implementing the
SMED methodology, it is possible to defend that simple process-based innovations, as
the separation of internal from external operations and the conversion of internal to
external operations, are among the key drivers to productivity improvement[4].
Kartik Sreedharaan Kumaresan and Muhamad Zameri Mat Saman, concluded in
their paper named Integration Of SMED And TRIZ In Improving Productivity At
Semiconductor Industry, Jurnal Mekanikal December 2011, No 33, 40-55, that To
systematically improve the process, techniques from SMED and TRIZ were introduced
and integrated in process standardization, elimination of NVA activities and hardware
setup optimization[5].
From the above literature survey done, we concluded that Single Minute
Exchange Of Die is a known and verified technique of reducing the changeover times
substantially and very helpful to all kind of industries.


6

3. Introduction SINGLE MINUTE EXCHANGE OF DIE
3.1. Changeover of die (Setup) :
A certain kind of setup that we must make before beginning a different set of operations.
OR
The activities necessary to ensure manufacture of a new product at a predetermined
production rate and at a predetermined product quality rate.

Fig. 3.1 Breakdown of Changeover

3.2. Changeover time :
The time that elapses between the last good part being produced on one production
run and the first good part being produced on the next following a changeover from one
setup to another at a predetermined production rate and a predetermined product quality
rate.


Fig. 3.2 Changeover Time
7


Fig. 3.3 O/P vs Time
3.3. Single Minute Exchange of Die ( SMED) :
Single Minute Exchange of Die is a philosophy where the target is to reduce all
setups to less than ten minutes. Single Minute Means: necessary setup time is counted on
a single digit. Quick Changeover is one of the core concepts of lean manufacturing. A
rapid and efficient way of converting a process from running the current product to
running the next product. SMED is derived from the desire to change over any process
within minutes instead of hours. SMED was developed by Shigeo Shingo in 1950s Japan
in response to the emerging needs of increasingly smaller production lot sizes required to
meet the required flexibility for customer demand. The study was originally developed
through the study of a die change process. Generally, SMED aims to standardize and
simplify the operations. By this means, the need for special skilled workers is also
minimized. The SMED technique is used as an element of Total Productivity
Maintenance (TPM) and continuous improvement process in various studies to reach
8

lean manufacturing. With the application of SMED, improvements were substantial with
initial data showing reduction of setup time ranging from 25% to as high as 85%. With
the reduced setup time, production flexibility expanded as it was able to afford more
frequent product mix changes.
One of the most important objectives of SMED is the reduction of setup times,
through the elimination of the wastefulness related to the change of tools. Thus, what is
intended with SMED is to try to separate internal operations namely the Die exchange
or the fitting of the equipment, which have to be performed with the machine in switched
off mode from external operations namely those performed with the machine in
normal operation mode, as is the case of the preparation of tools.


Fig. 3.4 SMED is one of the Lean Manufacturing Tool

9

Table 3.1: List of tools used in the implementation of the SMED.
Phases of the SMED concept Leveraging tools
Phase A: SMED project kick off (1) Analyze the Shop Floor activities in
order to differentiate internal from
external operations
Phase B: Separate internal from external
operations
(2) The use of checklists
(3) The definition of functions for
each worker
(4) The improvement of tool
transportation
Phase C: Convert internal to external
operations
(5) The previous preparation of
setup operations
(6) The automation of operations
(7) The utilization of different tools
Phase D: Improve all aspects of the setup
operation
(8) The improvement of tool
transportation and warehousing
(9) Elimination of settings,
calibrations and adjustments
(10) The automation of operations

Objectives of SMED
1. Identification of internal and external set-up operations
2. Convert internal set-ups to external
3. Elimination of waste, optimization of each operation
4. Tools and equipment check list and storage method
5. Procedural chart (standardized set-ups)
6. Reduction of set-up time
10

3.4. KAIZEN Principle :
Kaizen means improvement, continuous improvement involving everyone in the
organization from top management, to managers then to supervisors, and to workers.
Kaizen is a Japanese philosophy for process improvement that can be traced to the
meaning of the Japanese words Kai and Zen, which translate roughly into to break
apart and investigate and to improve upon the existing situation. It is using common
sense and is both a rigorous, scientific method using statistical quality control and an
adaptive framework of organizational values and beliefs that keeps workers and
management focused on zero defects.
KAI = CHANGE; ZEN = GOOD (FOR THE BETTER)
KAIZEN = CONTINUAL IMPROVEMENT
Kaizen is a selection of better means or a change of current method for achieving an
objective or it is an accumulation of small changes. KAIZEN is a continuous
improvement.

Fig. 3.5 KAIZEN Steps

11

3.5. Need Of Project
SMED is important for companies because customers today want a variety of
products in just the quantities they need. They expect high quality, a good price, and
speedy delivery. SMED helps meet these customer needs with less waste by making it
cost effective to produce things in smaller quantities, or lots. Some more reasons why
SMED is needed are listed below.
1. Reduce defect rates :
Quick Changeover reduces adjustments as part of setup and promotes quality on
the first piece. Reduce inventory costs: Elimination of, or reduction in numbers of
batches, and their sizes, allows for recovery of operating cash and manufacturing space.
Less inventory storage means fewer storage related defects. SMED also lowers defects by
reducing Set up errors and eliminating trial runs of the new products.
2. Increase production flexibility :
Increase output and improve timeliness of response to customer orders.
companies can meet changing customer needs without the expense excess inventory.
3. Improve on-time delivery :
Quick Changeover supports the ability to meet customer demands. Small lot
production means fewer customers waiting time.
4. Higher productivity :
Shorter changeovers reduce down time, which means a higher equipment
productivity rate.
5. To avoid large lot production :
Large lot production has several disadvantages:
Inventory waste : storing what is not sold costs money and ties up company resources
without adding any value to the product.
Delay : Customers must wait for the company to produce entire lots rather than just the
quantities a customer needs.
Declining quality : Storing unsold inventory increase the chance that it will have to be
scrapped or reworked, which adds cost to the product.
12

6. The advantages for the employees :
Easier : Easier and more transparent change over processes causes less problems (and
with that less stress and hectic), uniform work load of all the employees.
Quicker : quicker change over time gives more time for other work.
Safer : less physical strain during change over, planning safety
during the production process

Reasons for SMED at GODREJ & BOYCE MFG.CO , SHIRWAL Plant
1. To increase production output :
Changeover time is the time lost in production. The lesser the time, the lesser will be
the production loss.
Today Cabinet Foaming, Door Assembly and Vacuum Forming changeovers take 60
to 120 minutes.
2. Flexibility :
Quick changeovers results in smaller production batch sizes.
Currently the batch size is 500 nos. want to move 200 nos.
3. Reduce WIP levels
Will help us to move towards a single piece flow for feeder departments. Hence no
batch production. Better working capital management.
4. To reduce change-over cost :
Power, fuel, indirect, manpower cost losses are minimized.






13

4. CHANGEOVER METHODOLOGY

4.1. Press Brake Machine


Fig. 3.1 Machine : Press Brake
EON Side Panel Piercing Tool
This machine is used for one shot piercing and punching of side panel metal
sheets of refrigerators. It contain two back piece notch tools and two middle piece notch
tools for piercing. These tools and moving plate are required to move during changeover
of setup so that there will be alignment of tools with respective to resized sheets.
Therefore we require to move back notch tools for width adjustment and middle piece
notch tools for length adjustment. Setup of machine is shown in following figures.
14


Fig. 4.2 Top view of the Press Brake machine Die


Fig. 4.3 Actual picture of Stationary Base Plate assembly

15


Fig. 4.4 Actual picture of Moving Base Plate assembly

Fig. 4.5 Combined die Assembly (Set-up)
16

4.2. Existing Changeover Process
The existing changeover process of the Press Brake Machine Die from 230 liters model
setup to 350 liters model setup consists of following ten activities which are very tedious
and time consuming as follows :

Fig. 4.6 Remove the safety guard of the machine


Fig. 4.7 Remove the scrap & clean the tool
17



Fig. 4.8 Remove all allen bolts of sliding plate


Fig. 4.9 Remove dowel pin of sliding plate


18


Fig. 4.10 Tightening the bolts to place roller in between
the die plate.


Fig. 4.11 Place roller in between the die plate.


19


Fig. 4.12 Push unit tool from one model to another model



Fig. 4.13 Tighten the bolts to remove roller & then loose the bolts.

20


Fig. 4.14 Remove the allen bolts & dowel of middle piece notch tool


Fig. 4.15 Change the position of back notch tool


21



Fig. 4.16 Remove allen bolts & dowel of middle piece notch tool




Fig. 4.17 Change the position of middle piece notch tool
& tight all the bolts

22





Fig. 4.18 Put the guard on the machine

In this way the traditional process was used to be followed during changeover.










23


Table 4.1 SMED Project Activity List
Sr.
No

Activity

Time

1 Remove the safety guard of the machine

16 Sec

2 Remove the scrap & clean the tool

39 sec

3 Remove all allen bolts & dowel of sliding plate

2.36 min

4 Tightening the bolts to place roller in between the die
plate.

1.22 min

5 Push unit tool from one model to another model as per
length of panel & adjust dowel.

1.53 min

6 Tightening the bolts to remove roller & then loose the
bolts.

1.18 min

7 Remove the allen bolts & dowel of back notch tool

2.40 min

8 Change the position of back notch tool for width
adjustment & tight all the bolts.

7.43 min

9 Remove the allen bolts & dowel of middle piece notch
tool

2.50 min

10 Change the position of middle piece notch tool & tight all
the bolts.
Put the guard on the machine

5.10 min

Total Time

26.45 min


This is the time required for changeover in traditional old process.

24

4.3. Problem Definition
While manufacturing different varieties of refrigerators for Eg. 230 liters and 350
liters types, it is required to make changeovers in the setups of respective dies.
Changeover on such dies using old methods is a very complicated and time consuming
task which directly affects production and other factors. Entire die set up, that is middle
piece notch tools, back notch tools and sliding plate have to be moved manually from one
model adjustments to other, lenghtwise and widthwise. The movements of tools are not
well defined. This imperfect process of changeover takes around 26 to 27 minutes.















25

4.4. SMED Methodology
For some setup operations a piece of machinery has to be stopped ( internal ), eg. the
attachment of a new die to a press
For other setup operations it can remain running (external), eg the attached bolts of the
die can be sorted and assembled
SMED aims to minimize internal operations by elimination or conversion to external

Fig. 4.19 SMED Stages
4.4.1. Traditional Setup
Preparation - Ensures that all the tools are working properly and are in the right
location.
Mounting & Extraction - Involves the removal of the tooling after the production lot
is completed and the placement of the new tooling before the next production lot.
Establishing Control Settings - Setting all the process control settings prior to the
production run. Inclusive of calibrations and measurements needed to make the
machine, tooling operate effectively.
First Run Capability - This includes the necessary adjustments( re-calibrations,
additional measurements) required after the first trial pieces are produced.
Setup Improvement- The time after processing during which the tooling, machinery is
cleaned, identified, and tested for functionality prior to storage.
Preliminary:
No differentiation
between internal &
external
Stage 1:
Internal & external
setup operations
are separated
Stage 3:
Setup operations
are streamlined
(internal first)
Stage 2:
Internal are
converted to
external if possible
26

4.4.2. Setup Analysis for SMED
Setup analysis is a preliminary requirement for SMED. Typically it involves :
i. Video recording the entire setup operation. Focus on movements (eg. hand, eye, body) of
setup personnel.
ii. Review video with those involved & Understand the actions that are being taken and
why.
iii. Note the times & motions involved in each step, use a stopwatch or timer

4.4.3. Stage 1 (Separate Internal from External)
The most important stage as setup times can often be cut by 30-50% here
Identify tasks that are carried out as internal (after the machine is stopped), but could be
external (whilst machine is still running).
For example :
i. Ensuring the right people are present and ready
ii. Preparation of tools, parts & equipment
iii. Transport of tools, parts & equipment to the required location

4.4.4. Stage 1 Tools
Checklists detail requirements for next operation and prevent oversights
i. Including equipment & people requirements, specifications, operating conditions,
dimensions & measurements
Function Checks to ensure parts/ equipment are in working order
Improved transport reducing movement of parts, jigs, tools etc during the internal
phase
i. To ensure that the tools needed are close and ready for setup
ii. To facilitate start up can occur before old tools are returned to storage



27

4.4.5. Stage 2 (Convert Internal to External Setup)
Two steps are involved in this stage :
i. Understand the function/ purpose of each operation in the current internal setup
ii. Consider how to convert to external
Examples can include :
i. Preheating die molds rather than heating after setup
ii. Performing centering operation on a standardized jig before fitting tool to machine

4.4.6. Stage 2 Tools
Advanced Preparation of Operating Requirements ensuring tools, parts and conditions
are ready before internal setup begins
Standardization of Essential Functions where possible standardize the elements whose
functions are essential to setup
The use of Intermediary Jigs ensuring tools, parts and conditions are ready before
internal setup begins

4.4.7. Stage 3 (Streamlining all aspects of Setup)
Streamlining External Setup includes storage and transport of key parts, tools, gauges
and equipment
Streamlining Internal Setup involves a number of techniques to make things quicker
and easier
For example the following tools & techniques may be considered :
i. Introducing parallel operations
ii. Using functional clamps
iii. Eliminating or reducing adjustments
iv. Mechanization


Implementing Parallel Operations typically involves reducing time wasted due to
motion
28

i. Where setup operations are required at both the front and rear of a machine, eg. a
large press, one operator changeovers can waste time (motion waste)
ii. Use two operators to reduce the number of steps taken
iii. Procedural charts detailing the actions and process order can help maintain safety and
reliability
Using Functional Clamps ensuring attachment of dies and tools can be performed
quickly and simply
i. Typically nuts and bolts are used in clamping, but they can get lost, mismatched &
take too long to tighten
ii. Consider the release and fasten of a nut & bolt happens on the first & last turn (the
rest is waste)
iii. A functional clamp is a device that hold items in place with minimal effort needed to
fit & remove it
iv. Modified bolts and one-turn locking or motion methods are considered as functional
clamps (see next slide for examples)
Eliminating Adjustments ensuring settings are good before machine start up such that
adjustments arent required
i. Using numerical scales for settings rather than intuition in setups (this can include
gages, shims & visible markings)
ii. Making centre lines and reference planes visible on machines to eliminate the
requirement for future adjustment
iii. Using the least common multiple (LCM) system wherein the function, but not the
mechanism is modified and settings not adjustments are made, eg. rotating tools on a
spindle
Mechanization using equipment and automation rather than people
Mechanization processes that are common, include
i. Using forklifts for tool insertions
ii. Electric drives for shut height adjustment

29

5. DEVELOPMENT & MANUFACTURING FOR SMED
5.1. Manufacturing
Guide plate
8 mm (3 Holes)
50.0 100.0 100.0 50.0
18.0
18.0

Part Name : Keys
Part No. : 4
Material : M.S
Raw Material Size : 350X20X20 mm
Qty : 4





Sr.No. Operation Machine Speed
(rpm)
Feed
(mm/rev)
Time
Required(min)
1 Milling Milling m/c 500 0.1 150
2 Drilling 8 mm hole Universal drilling m/c 500 0.12 15
3 Grinding Surface Grinding m/c 2800 0.1 60
4 Counter Sunk Drill Universal drilling m/c 400 0.1 15
30

Stopper for unit tool
30.00
60.00
8mm(2 Holes)
15.00
15.00

Part Name : Stopper for unit tool
Part No. : 2
Material : M.S
Qty : 8
Raw Material Size : 80X30X30 mm
All Dimensions Are In mm.










Sr.No
.
Operation Machine Speed
(rpm)
Feed
(mm/rev)
Time
Required(min)
1 Milling Milling m/c 500 0.1 150
2 Drilling
8 mm hole
Universal drilling
m/c
600 0.12 80
31

Fixed Stopper for moving base plate
55.0
141.0
50.0
16.0
8mm(2Holes)

Part Name : Fixed Stopper for moving base plate
Part No. : 3
Material : M.S
Qty : 1
Raw Material Size:150X60X20 mm
All Dimensions Are In mm.



Sr.No. Operation Machine Speed
(rpm)
Feed
(mm/rev)
Time
Required(min)
1 Milling Milling m/c 400 0.1 90
2 Drilling
8 mm hole
Universal drilling
m/c
800 0.12 60
32

Removable Stopper for moving base plate
120.00
180.00
10mm(2Holes)
20.00
25.00

Part Name : Removable Stopper for moving base plate
Part No. : 4
Material : M.S
Qty : 1
Raw Material Size: 200X30X30 mm
All Dimensions Are In mm.



Sr.No. Operation Machine Speed
(rpm)
Feed
(mm/rev)
Time
Required(min)
1 Milling Milling m/c 450 0.1 80
2 Drilling
10 mm hole
Universal drilling
m/c
700 0.12 60
3 Dowel pin turning Lathe m/c 750 0.25 120
4 Arc Welding Electric Arc
Welding
20
33

U - slot
75.0
25.0
13.0
106.5
32.0

Part Name : U slot
Part No. : 5
Material : M.S
Qty : 8
Raw Material Size :110X100X30mm
All Dimensions Are In mm.



Sr.No. Operation Machine Speed
(rpm)
Feed
(mm/rev)
Time
Required(min)
1 Milling Milling m/c 500 0.1 150
2 End Milling Milling m/c 450 0.1 80
3 Welding Electric Arc
Welding
50
34

Piercing Tool Slot

Part Name : Piercing Tool Slot
Part No. : 6
Material : M.S
Qty : 2


Middle piece Slot

Part Name : Middle piece Slot
Part No. : 7
Material : M.S
Qty : 2





Sr.No. Operation Machine Speed
(rpm)
Feed
(mm/rev)
Time
Required(min)
1 Milling Milling m/c 500 0.1 150
3 Chamfering Surface Grinding
m/c
20
Sr.No. Operation Machine Speed
(rpm)
Feed
(mm/rev)
Time
Required(min)
1 Milling Milling m/c 500 0.1 150
3 Chamfering Surface Grinding
m/c
20
35

5.2. Improvements Made in the Present Process

Specially designed cart to organize tools Shadow board : Necessary tools can be
found easily whenever required.


Fig. 5.1
Standardization of clamps, bolts and nuts- for reducing complications of changeover.

Fig. 5.2

36

Locating pins and holes to eliminate the adjustment which consumes time
unnecessarily.


Fig. 5.3
Chamfering of Dowel pins- leads to easy removal and insertion in the dies during
changeover.


Fig. 5.4

37

Guided Tool Movement- Movement of each tool is guided for the motion in aligned
straight path.

Fig. 5.5

Tool Movement Restricted- Movement of every tool on the die is restricted at a desire
point by stoppers.


Fig. 5.6
38

Use of Plunger Ball Bearings- To avoid the insertion of roller between the plates
manually and easy movement of sliding plate.

Fig. 5.7
Unit tool holding plate Movement restricted- To stop the sliding plate from sliding
down the die


Fig. 5.8
39

Unit tool holding plate movement restricted- To stop sliding plate at the end of the die.




Fig. 5.9




40

Use Of U-Slots For Reduction of Bolt numbers- Eliminates use of many bolts,
removal of bolts is avoided.




Fig. 5.10



41

6. RESULTS AND DISCUSSIONS
6.1. SMED effects on Changeover Time

I. Chamfering is done to all dowel pins for easy removal and insertion.

Before After

Fig. 6.1
In old process dowel pins are hard to remove.
In new process chamfering is done to all dowel pins for easy removal.
Therefore 50 s time saved.





42

II. Slots & guide ways are provided for aligned motion of tools in a straight
line.
Before After

Fig. 6.2

In old process tool movement is not guided.
In new process tool movement is guided for the motion in aligned straight path.
Therefore 2.20 min time saved.





43

III. Stoppers are provided for restricting the motion of unit tools at a desired
point
Before After

Fig. 6.3
In old process tool movement is not restricted.
In new process tool movement of every tool on the die is restricted at a desire
point by stoppers.
Therefore 3.4 min time saved.




44

IV. Plunger ball bearings are provided for easy movement of sliding plate

Before After

Fig. 6.4
In old process manually movement of sliding plate.
In new process tool easy movement of sliding plate by plunger bearings.
Therefore 2.4 min time saved.




45

V. Fixed & removable stoppers for restricting undefined motion of the sliding
plate

Before After

Fig. 6.5
In old process movement of sliding plate was not restricted.
In new process tool movement of sliding plate is restricted.
Therefore 1.1 min time saved.





46

VI. U-slots are welded to every unit tool to eliminate number of allen bolts
and complexity
Before After

Fig. 6.6
In old process time wasting in removal of large numbers of bolts.
In new process number of bolts are reduced.
Therefore 7.20 min time saved.







47

Table 6.1- SMED Project Activity List after Project Completion
Sr No

Activity

Time

1 Remove the safety guard of the machine

16 Sec

2 Remove the scrap & clean the tool

39 sec

3 Remove all allen bolts & dowel of sliding plate (so the
plunger ball bearings are activated)

38 sec

4 Tightening the bolts to place roller in between the die
plate.

-

5 Push sliding plate from one model to another model as
per length of panel & adjust dowel.

10 sec

6 Tightening the bolts ( plunger ball bearing deactivated)

38 sec

7 Remove the allen bolts & dowel of back notch tool

10 sec

8 Change the position of back notch tool for width
adjustment & tight all the bolts.

15 sec

9 Remove the allen bolts & dowel of middle piece notch
tool

10 sec

10 Change the position of middle piece notch tool & tight all
the bolts.
Put the guard on the machine

25 sec


Total Time

3.35 min







48

6.2. Time Comparison of Old & New Activities



Fig. 6.7
Due to six KAIZENs there is time difference in changeover activities listed in table 6.1





0
50
100
150
200
250
300
350
400
450
500
Act 1 Act 2 Act 3 Act 4 Act 5 Act 6 Act 7 Act 8 Act 9 Act 10
Before
After
S
e
c
o
n
d
s

Activities
49

6.3. Evaluation of Performance

Month
Change-over time
in min.

Sep-12 26.45

Oct-12 21

Nov-12 18

Dec-12 5.8

Jan-13 3.4

Feb-13 3.35




Fig. 6.8
By applying six KAIZENs one by one, there is reduction in total changeover time
respectively.

0
5
10
15
20
25
30
Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13
M
i
n
u
t
e

o
f

C
/
o

Months
50

7. CONCLUSIONS
SMED Summary
Change-over time reduction 26.45 min. to 3.3 min.
WIP Level reduction 8 hrs. to 3 hrs.
Throughput increased per shift 1100 nos. to 1400 nos.
Kaizen done 06 nos.

Benefits to the Company :
1. Savings of Rs. 40,000 per month. This includes power & labor
cost savings.
2. Productivity of side panel is increased, less waste, less machine
defects.
3. Inventory reduction and improved equipment efficiency.
4. SMED enables a more controlled, safer and less arduous setup
process, no special skills are needed.
5. Facilitates an ability to produce smaller batches economically.
6. Facilitates lower work in progress.
7. Facilitates greater floor space.
8. SMED can have great value applied to annual shutdowns/
overhauls.
9. Improved flexibility and quality.
10. Urgent orders can be quickly produced .
11. Trial-runs are minimized or even become superfluous.





51

Future Scope :
1. Pneumatic guns may be used for tightening and loosening the bolts
during changeover process.
2. Pneumatic cylinders arrangement can be used for simultaneous
movements of the unit tools without any operators.
























52

REFERENCES
Papers

1. Berna Ulutas, An application of SMED Methodology, World Academy of Science,
Engineering and Technology ,Vol.55 ,2011.
2. Baishya Nystha, Rao Sathish, Overcoming Additional Investment to Meet Customer
Needs by Applying Smed/Qco Tool A Study, Research Journal of Recent
Sciences, Vol. 1(11), 59-63, November (2012).
3. Yash Dave ,Nagendra Sohani, Lean Thinking : Single Minute Exchange Of Dies,
International Journal of Engineering Research & Industrial Application ,Volume 3
Issue2,2012.
4. Antonio Carrizo Moreira, Single Minute Exchange of Die. A Case Study, Journal
of Technology Management & Innovation, Volume 6, Issue 1, March 4 2011.
5. Kartik Sreedharaan Kumaresan, Integration of SMED and TRIZ in improving
productivity at semiconductor industry, Jurnal Mekanikal,Vol 33, December 2011.

Books

1. Workshop Technology Vol.2,S.K.Hajarachaudhary,Media Publishers & Promoters
Pvt.Ltd.
2. Machine Tool Design & Numerical Control, N.K Mehta, Tata-McGraw Hill
Pub.Co.Ltd.