# Introduction he SMED system is a theory and set of techniques that make it possible to perform equipment setup and changeover operations in under 10 min. SMED improves setup process and provide a setup time reduction up to 90% with moderate investments. Setup operation is the preparation or after adjustment that is performed once before and once after each lot is processed [1]. Shingo divides the setup operation into two parts: Internal setup and external setup. Internal setup is that setup operation that can be done only when the machine is shut down (attaching or removing the dies). External setup is that setup operation that can be done when the machine is still running. These operations can be performed either before or after the machine is shut down. For example getting the equipment ready for the setup operation before the machine is shut down. The setup period is constituted by internal setup and external setup. During the internal At this step an important question must be asked for each setup activity. "Do I have to shut the machine down to perform this activity?" The answer helps us in distinguishing between internal and external setup. This step can reduce the setup time by as much as 30 to 50 percent. The three techniques that SMED uses at this step are: Check lists, function checks, and improved transport of dies and other parts. # b) Converting Internal Setup to External Setup In order to achieve the single digit setup time objective SMED introduces this step. At this step internal setup activities tried to be converted to external activities. So the total time that the machine is shut down will be reduced. Advance preparation of operating conditions, function standardization, and use of intermediary jigs are the techniques to support the second step. c) Streamlining all Aspects of the Setup Operation At this step "specific principles" are applied to shorten the setup times. Implementing parallel operations, using functional clamps, eliminating adjustment and mechanization techniques are used to further setup time reduction. [1]. # II. # Methodology The researcher observed three complete setups, in addition to the one in the manufacturing cell, and several partial set-ups. The set-ups have been evaluated to examine the type of improvements which can be made using the SMED methodology. The observations were undertaken using manual means employing a standardized recording and analysis sheet. The Factory had not used video techniques to record set-ups and a decision was taken not to employ this method as it was considered this would prevent operators from cooperating in the study. The first step in the (activities which can only be carried out when the machine is stopped) and external (activities which can be carried out when the machine is operating) setup activities. Once the internal and external activities are identified and separated a checklist can be made of all the parts and steps which should be carried out externally during the current and preceding operations. The checklist of the set-up procedure which has been developed for the CNC shaping machine is given in Table 1, saving an estimated 30-35 minutes. Based on the set-ups observed, there are numerous other activities that need to be eliminated, which are contributing to longer set-up times. For example, as changeover time was not regarded as a lost production opportunity there was a very relaxed approach by operational personnel to the changeover operation. Operators were also keeping tools and fixtures in their personal lockers so that they would be close to hand when needed. It was also observed that the grinding of cutting tool tips was not carried out on time. In addition, the computer program was not updated and this could potentially lead to an incorrect set-up and therefore delays. Another problem was that the machines used metric measurements whereas the schedules used imperial figures; this meant that operators had to convert the imperial figures into metric, thus increasing the set-up procedure. It is estimated that by tackling these types of problems an extra 10-15 minutes would be saved on the total set-up times. The second stage in Shingo's SMED methodology is to convert internal to external set-up activities. The height of the machine tables could be fixed and the distance to the cutting tip set at the appropriate level. The dimensions of the various components and jig could be determined and contact jigs, compensating for height, could be mounted and set on the table so that the Cutting surface would be at the appropriate level. The horizontal and vertical dimensions of the contact jigs could be standardized by locating them against stops set into the table, enabling the operators to centre the component more easily. These improvements would not only make the set-ups easier for the machine operators but they will also reduce the set-up times by up to 15 minutes. To facilitate these improvements spacer jigs would have to be made. They are thinner than the main jig plates, making them easier to transport. Another option for the smaller components is to use intermediary jigs, which involve the use of two standardized jig plates of the appropriate size and shape. When the component attached to one of the plates is being processed, the next component can be centered and attached to the other jig. When the first component is finished, this second jig, together with the attached component, can be mounted on the machine. From the set-ups observed it was found that operators spend considerable time attaching and fastening jigs and components, and undertaking the necessary checks, and in some cases these fastenings were problematic. The following are the type of errors observed during the study which indicate the potential for further mistake proofing: ? Errors due to absentmindedness and those made without knowing how they have happened (e.g. operators using the wrong equipment or tools). ? Errors due to a lack of concentration (e.g. operators overlooking the need to properly tighten clamps, screws, and tools, etc.). ? Errors due to unsuitable instructions or work standards. More than one operator commented that they found it difficult to adhere to rules and standards (e.g. a measurement may be left to an operator's discretion ± the imperial/metric issue mentioned earlier is a case in point). ? Errors which occur due to equipment running differently than expected (e.g. machines malfunctioning without arming). ? Errors arising from operators misjudging a situation. The supplier could also communicate with the operator to confirm the paperwork is correct. Production control should also proofread the paperwork to identify and eliminate the errors before this is issued to the shop floor. Chase and Stewart (1994) recommended task and tangible poka yokes to mistake-proof services such as these. The management and control of materials is also critical to set-up reduction and the following problems were observed: (1) Operators were unable to find tools, clamps, etc. (2) Difficulties were encountered in retrieving jigs from their point of storage. For example: ? sometimes a forklift driver could not be found, which meant that a set-up could not proceed; and ? It was a time-consuming task getting the jig plates off the shelves and putting them away once the operation had been completed. (3) Tools, jigs, etc. were not put away in the correct place. (4) Operators felt that there was a lack of desk and storage space on which to put tools, clamps, etc. (5) Jig plates were misplaced on shelves and as a consequence they were not easy to locate when required. (6) Raw materials not arriving on time. (7) Finished components or work-in-progress taking up valuable space. These types of problems result in longer set-up times and greater opportunity for errors and mistakes. # III. # Discussion on Findings During the interviews the General Manager, production manager and other middle managers indicated that they wanted to reduce set-up times and errors. The interviews undertaken with operators indicate that this interest has not filtered through to the shop floor. The Factory will not be able to achieve singleminute set-ups and zero defects unless awareness of the importance of this is raised. Management must: ? understand and believe in the link between ``doing things right at first time & always'' and the Factory's business strategy; ? understand the practicalities of set-up time reduction and mistake proofing and be able to communicate the principles and techniques to all employees; ? participate in the problem-solving process to reduce set-ups and eliminate errors; ? formulate and maintain a clear idea of what set-up time reduction and mistake proofing means for the organization. The problem of housekeeping and team working is particularly pertinent to set-up time reductions and the elimination of errors. The poor housekeeping has resulted in the following problems: ? Operators and engineers are unable to quickly find equipment such as tools, fixtures, clamps, etc. ? Unused and scrapped jigs and fixtures are discarded in places which make them a safety hazard. ? Equipment breakdown is accepted as inevitable. With respect to team working it was frequently observed that operators in the machined controlled cycle of component manufacturing, which involved 30 minutes of cutting time, did nothing to help their colleagues in setting up an adjacent machine. There are currently no incentives/reward/appreciation systems in place for pursing set-up time reductions and mistake proofing. This, coupled with a lack of a team working ethic, means that the Factory is not fully utilizing the talents of their workforce. The Factory has an adequate training and education Programme, recognized by recent Investors in People award. In the last financial year each person, on average, received the equivalent of six days of training; however this training has not covered SMED and mistake proofing methodologies. IV. # Conclusions In this study, SMED methodology is applied to prepare an optimal standard procedure for changeover operations on defined machine. Ergonomics and safety issues were also taken into consideration during setups. Since an ergonomic workplace makes operations easier for the operators, simple however crucial changes are suggested. Further studies in the facility may include 5S and Kaizen studies for internal setup. Alternative ways to shorten internal setups can be searched in detail. In order to eliminate adjustment steps, trial and errors should be minimized. Settings must be used for changeover operations instead of adjustments. Therefore, a design of experiments study can be done to determine parameters of the machine. It should be kept in mind that successful implementation of new production methods requires sustainability and permanent solutions and the key of sustainability is the standardization of that optimal solution. As a conclusion, it can be stated that SMED "single -minute exchange of die" in other words "Quick Changeover" is still a suitable method not only for manufacturing improvement but also for equipment/ die design development. Productivity Enhancement by Reducing Setup Time SMED: Case study in the Automobile factorythe To check100100103al InternautomaticRepeate504948previous the run-outalSpannerdfixture of tie rodactivity8Remove353028InternBy050707the burrsalcompressefromdfixtureAir ( Airrun )9 22Remove To rotate,20 24525 24028 243Intern InternBy By10 2010 2213 23the insert tight &al alautomatic compresserod of adjust theSpanner dfixture fixturesAir ( Air10Clean the bolts w.r.to685056InternBy run )101209hole or run outalcompresse23Remove To remove202018Internd101009the burrs the dialalAir ( Airfrom base indicatorrun )24plate To fix the202527InternBy1010121611Take new fixture bottom bolts of10108alExtern alautomatic Spanner05050517fixture12 25Rotate the To fixed20 80020 94022 955Intern InternDesignVery15 4016 4315 44base plate andal althe fixed/Criticaladjust thededicatedActivity13To clean height of202018ExternBy tie rod000000the new tie rodalcompresse26fixture by To fix the455052Internd252425compresse job & fixalAir ( Aird air the caprun )14 27Clean the To set the40 15040 10037 120Intern InternByExternal10 0011 0012 00base plate machineal alcompresseactivityparameterdTotal time265126362733Air ( Air474478486(sec )run )Global Journal of Researches in Engineering ( A )Sr.N o 1 2 3 4 15 16 17 18Activities To prepared trolley for setup Take a Allan key Rotate the fixture Remove the tie rod To take dial indicator with magnetic stand To fixed & adjust the collector To fixed the new fixture To fixed the bolts of fixture (Min ) Total timeSetup time of shaping machine for the part no 2 01 3 150 Name of Machine: BA 4156; LORENZ GEAR Name of Fixture: RE 332 Time (Sec) On 21.12.0 9 Time (Sec) On 03.01.1 0 Time (Sec) On 17.01.1 0 Interna l Activit y Externa l Activity Modificatio n Remark Time After 21.03.1 0 120 120 110 Extern al 0 10 10 10 Intern al 02 30 30 34 Intern al Repeate d activity 20 25 20 22 Intern al By automatic 05 10 10 7 Extern al Repeate d 65 60 58 Intern al By compresse d Air ( Air run ) 30 85 75 74 Intern al By compresse d Air ( Air run ) 60 278 240 247 Intern al By compresse d Air ( Air 30 activity 10 45 44 46 7.9Time After 28.03.1 0 0 02 20 05 32 62 32 10 7.96Time After 11.04.1 0 0 02 18 05 29 61 33 08 8.1Global Journal of Researches in Engineering ( A )Spanner run )5 19Remove To rotate,65 12060 10066 116Intern InternBy ByRepeate05 3005 2906 27the burrs tight &al alcompresse compressedwith the adjust thed dactivityhelp of fixtureAir ( Air Air ( AirAllan keyrun ) run )6 20Remove To fixed40 1035 1038 07Intern InternBy15 1215 1017 11the fixtures the standal alautomaticbolts of dialSpanner7Remove indicator200206209InternBy454747 21 : Worksheet analysis showing the original and improved setup time of Machine BA 4156; Lorenz gear * Control: Source Inspection and the Poka Yoke System SingoShingo 1985 Productivity Press Cambridge, MA. Shingo, S. Zero Quality; Cambridge, MA A Revolution in Manufacturing": the SMED System * Set-up time reduction and mistake proofing methods: A study of application in a small factory SPatel PShaw BGDale Business Process Management Journal 1 2001 * Set-up Reduction (SUR) in Injection Molding Process-A Study in packing Industry BKayis Kara th International Conference and Exhibition on Design and Productivity of Machine and Dies / Moulds Cesme, Turkey 2007 * The significance of reducing setup times/setup costs AliAllahverdi &H MSoroush European Journal of Operational Research 187 2008 * Controlling adverse effect on work in process inventory while reducing machine setup time SubhashishSamaddar CraigAHill European Journal of Operational Research 180 2007 * Single machine scheduling with family setups to expenditure JeffreyESchaller B. Jatinder NDGupta Applied Mathematical Modeling 31 * A bi-objective coordination setup problem in a two-stage production system MicheleCiavotta PaoloDetti CarloMeloni MarcoPranzo European Journal of Operational Research 189 2008 * A Quantitative Approach for Set-Up Reduction of Machine Lines DirkVan Goubergen HendrikVan Landeghem Production and Inventory Management Journal 31 4 1990 * An Integrated Methodology for More Effective Set-up Reduction DirkVan Goubergen HendrikVan Landeghem Production and Inventory Management Journal 60 2 1994 * Process improvement: performance analysis of the setup time reduction-SMED in the automobile industry Mehmet Cakmakci 2008 Springer-Verlag London Limited * Reducing Set-up Times of Manufacturing Lines DirkVan Goubergen HendrikVan Landeghem International Conference on Flexible Automation and Intelligent Manufacturing 2002 * Set-up time reduction process and integrated predetermined time system MTM-UAS: A study of application in a large size factory of automobile industry Mehmet Cakmakci . Mahmut Kemal Karasu 2006 Springer-Verlag London Limited * An Integrated Methodology for More Effective Set-up Reduction DirkVan Goubergen HendrikVan Landeghem Proc. IIE Solutions IIE SolutionsCleveland (OH) 2000 * A Cost Model for the Effect of Setup Time Reduction in Stainless Steel Strip Production JoakimStorck BengtLindberg 2007 Swedish Production Symposium * Incorporation of learning curves in Economic order quantity ( EOQ) and Economic Production quantity ( EPQ KishnaRana EphremEyob 2006 * Scientific Journal of Administrative development 4 * Incorporation of learning curves in Economic order quantity ( EOQ) and Economic Production quantity ( EPQ KishnaRana EphremEyob * Scientific Journal of Administrative development 4 2006 * A Joint Economic Lot Sizing Model with a Setup Time Reduction for a Single Supplier and a Single Buyer DockiSaraswati AndiCakravastia AbdulHakimHalim Proceedings of the 7th Asia Pacific Industrial Engineering and Management Systems Conference the 7th Asia Pacific Industrial Engineering and Management Systems ConferenceBangkok, Thailand 2006, 17-20 December 2006 * Economic Order Quantity Model and its Utilization LukasRichter JaroslavKral University of Zilina * Shu-LuHsu Setup Cost Reduction in the Lumpy Demand Production Quantity Model with Discounting" Information and Management Science Volume11 2000 * Improving SMED in the Automotive Industry: Case study AnaSofiaAlves POMS 20th Annual Conference Orlando, Florid U.S.A May1 to May 4, 2009 * An application of SMED Methodology BernaUlutas World Academy of Science, Engineering and Technology Turkey 792011