Search Results (11)

This study investigates the application of the SMED (Single-Minute Exchange of Die) methodology to improve operational efficiency and support energy- and resource-efficient manufacturing systems. The research is based on a case study conducted in an automotive company producing electrical harnesses, where SMED was implemented to optimize changeover processes and reduce process-related inefficiencies. The methodological approach follows an AS-IS to TO-BE framework, incorporating direct observation, time measurements, and the classification of activities into internal and external operations. In addition to operational indicators, selected energy- and resource-related aspects such as energy consumption during changeovers, material usage, and waste generation were evaluated based on process observation and indirect estimation. The results indicate a significant reduction in changeover time, along with improvements in machine availability and production flow. Furthermore, the study suggests a reduction in process-related energy consumption and material intensity associated with improved organization and reduced downtime, although these effects are partially indirect. The findings demonstrate that SMED can enhance operational efficiency and indicate its potential to improve energy performance in manufacturing systems, primarily through reduced machine downtime and more stable production flows. However, the results are case-specific, and further research based on direct energy measurements and broader industrial applications is required to confirm their generalizability. Full article

Strong technological development and competitive pressures have driven organizations, especially in the automotive sector, to implement strategies that enhance operational efficiency, thereby improving their performance. One critical topic is the reduction in machine setup times, where the Single Minute Exchange of Die (SMED) methodology has shown significant potential. However, SMED is mostly approached as a technical tool to improve efficiency, but with limited emphasis on how its implementation can be improved through the implementation as a participatory and strategic approach based on structured workshops. This study addresses this gap by presenting the planning and execution of systematic SMED workshops to engage cross-functional teams in setup time optimization. The field tests were conducted in an automotive manufacturing firm. The setup time on a selected injection line was reduced from 48:30 to 29:41 min (38.8% improvement). Its broader applicability was validated with improvements up to 53.66% across other machines. This study contributes a practical, replicable framework for SMED implementation that integrates structured training workshops into continuous improvement processes in automotive manufacturing and highlights the importance of employee engagement and standardized work in a Lean approach. Full article

This paper aims to enhance operational efficiency in the labor-intensive production of composite wind turbine blades, which are critical components of renewable energy systems. The study was conducted at a wind energy facility in Türkiye, integrating the Single-Minute Exchange of Die (SMED) methodology with a Multi-Mode Resource-Constrained Project Scheduling Problem (MRCPSP) model to reduce production cycle time and optimize labor utilization. An operational time analysis was used to identify and classify non-value-adding activities. SMED principles were then adapted to the fixed-position manufacturing environment, enabling the conversion of internal setup activities into external ones and facilitating task parallelization. These improvements significantly increased productivity and labor efficiency. Subsequently, a scheduling model was developed to optimize the sequence of operations while accounting for activity precedence and resource constraints. As a result, the proposed approach reduced cycle time by 28.6% and increased average labor utilization from 68% to 87%. Scenario analyses confirmed the robustness of the model under varying levels of workforce availability. The findings demonstrate that integrating lean manufacturing techniques with optimization-based scheduling can yield substantial efficiency gains without requiring major capital investment. Moreover, the proposed approach offers practical insights into workforce planning and production scheduling in renewable energy manufacturing environments. Full article

As demonstrated by the existing literature, lean production and management can contribute to the improvement of firm performance. However, there are many companies that struggle to apply its ethos and practices. The key point is that lean production differs from traditional mass production in many ways. Other than that, numerous studies have shown that business management systems must take into account both soft power and hard power. The main purpose of this study is to use the Analytic Hierarchy Process (AHP) and Analytic Network Process (ANP) tools to find out the soft and hard power factors, rank their importance in identifying the key success factors for the introduction of a lean production system, and assist in making the company’s transformation smoother and more successful. The research results verify that a lean production system needs to take into account both soft power and hard power. Lean management in this study concludes the following priorities of critical factors: In hard power (technical dimension): (1) 5S, (2) seven major wastes, (3) solutions to lean production-related issues, (4) storage location management and warehouse management, (5) single minute exchange of die, and (6) total productive maintenance; In soft power (management dimension): (1) teamwork, (2) communication, (3) leadership, (4) culture, (5) initiative, and (6) employee training. The combination of soft power and hard power can improve the success rate of lean management system introduction. Full article

The business world is becoming more competitive. Therefore, it is crucial to increase the flexibility of production by decreasing the time used in the processes of preparing the production lines for new items’ production, reducing changeover and setup times. This paper presents a case study where the main goal is to reduce the setup time of welding robots. Single Minute Exchange of Die (SMED) was implemented, using other tools such as the Spaghetti Diagram, ERCS Analysis (Eliminate, Rearrange, Combine, Simplify), Gemba Walk, Standardized Work, Flowcharts, and Pareto Diagram. The setup time decreased by 36% in the welding robots studied, decreasing the motions by 43% during the changeover process and reducing the time from the categories: “transportation”, “main”, “other”, and “waiting”. In addition to SMED implementation, this study offers an integrated study of several Lean tools and Quality tools to achieve the maximum reduction of changeover and setup times. Full article

One of the key postulates of the modern automotive industry is the increase in production efficiency while minimizing costs. In the opinion of experts from the automotive industry, meeting this condition may be the first stage on the way to preventing waste generation and implementing a circular economy model. The article presents a case study of issues related to the lean manufacturing methodology in terms of the impact of shortening the changeover time of the assembly line on the overall production efficiency. The presented considerations focus on the optimization of the production process using the SMED (Single Minute Exchange of Die) technique of a selected spare part. From the point of view of the Lean Manufacturing concept, the main goal of the SMED technique is to increase the flexibility of responding to changing customer needs by shortening the changeover times and faster responses to changing orders. The article describes the stages of implementing the SMED method and its impact on the increase in the OEE (Overall Equipment Efficiency) index, which allows for the percentage recognition of the degree of machine park utilization, which is one of the key factors for assessing energy efficiency. In addition, the benefits that have been achieved by using this method in terms of time and economy have been presented. The theoretical aspects related to the method used were supplemented with its practical implementation in order to improve the changeovers in a manufacturing company in the automotive industry. Based on the obtained test results, an analysis of the effectiveness of the measures taken to reduce the changeover time was carried out. The use of the SMED methodology contributed to a significant reduction in changeover time—by as much as 291.4 s. The burden on operators was significantly reduced—the total time and number of operations performed by them (both internal and external) was reduced. Operator paths have also been shortened using simple procedures such as changing the layout of the lines and modifying the changeover tool trolleys and tool locking system at the stations. The presented research may be helpful in answering the question whether the implementation of the SMED idea may be the key to effective resource management and, at a later stage, to the implementation of the circular economy model. In addition, the research results can find their practical application among both manufacturers of spare parts and the vehicles themselves, considering introducing process changes on their production lines in order to increase production efficiency and implementing the idea of industrial sustainability. Full article

Background: Exploring the impact of combining Industry 4.0 technologies and Lean Manufacturing tools on organizational performance has been a popular topic in recent years. Design/Methodology/Approach: We propose a novel Smart and Sustainable Manufacturing System (SSMS) to provide management insights related to social impact, economic performance, and environmental impact. Some tools called Dynamic Lean 4.0 tools, such as Sustainable Value Steam Mapping (VSM), Extended Single Minute Exchange of Die (SMED), and Digital Poka-Yoke, are presented as outputs of synergistic relationships that optimize production processes. Originality/Research gap: There are few studies on the application of SSMS. This work presents a case study, aiming to fill this gap. A case study of vacuum degassing equipment fabrication is presented to demonstrate the improvement of utilizing the Define-Measure-Analyze-Improve-Control (DMAIC) method with Digital Poka-Yoke. Key statistical results: The implementation of this project increased the process capability index, Cpk, from 1.278 to 2. Practical Implications: It was concluded that the company successfully implemented a smart and sustainable manufacturing system, and created a safer working environment and new job opportunities, while increasing production yield from 99.44% to 100%, improving worker utilization, and directly saving NT$68,000. Limitations of the investigation: This paper is the use of a single case study. More applications of Dynamic Lean 4.0 tools in SSMS should be explored. Full article

Due to the automotive industry’s strict demands, customers submit constant production pressure, leading to the adoption of new methodologies, techniques, and management ideas. The goal is always to minimise losses and waste. These demands also affect the maintenance department, which has to keep the balance between machines’ availability for production and ensuring that the machines’ proper running conditions translate into excellent-quality products. Thus, continuous improvement and correct management of maintenance activities are crucial for a company to maintain effective production, without defects, breakdowns, and accidents. Nevertheless, some maintenance activities should also prevent the degradation of equipment conditions in order to produce high-quality products. This paper presents an improvement of maintenance activities conducted on equipment that produces large tires. The main problems and technical difficulties of Machine Tolerance Check (MTC) activities are explored by analysing existing documents, internal knowledge, and changes to working methods. We discuss the implementation of the SMED (Single-Minute Exchange of Die) methodology in calibration procedures, as this method is commonly applied to machines’ setups to reduce downtime. At the end of the study, a 31% decrease in the duration of machine tolerance check activities was achieved, which led to a significant increase in the equipment’s availability. Full article

This work aims to implement and analyze the effect of the Single Minute Exchange of Die (SMED) implementation in the bean packaging operation in a company in east Minas Gerais, Brazil. Design/Methodology/Approach: The research methodology used was action research. Two cycles of action research were conducted; the first to carry out phase one of SMED, and the second to execute phases two and three. Originality/Research gap: There are few studies on the application of Lean Manufacturing tools in agroindustry. Some works present case studies, mainly in the food supply chain aiming to fill this gap. Regarding SMED applied in agribusiness, no work was found. Key statistical results: The implementation of this methodology allowed the reduction of setup time by around 58%, the distance travelled by operators in the process by approximately 50%, in addition to gains in a production capacity of 14%. Practical Implications: It is concluded that the application of the methodology caused an increase in the company’s productivity, as it was possible to obtain gains in productive capacity without changing the amount of hours worked or the number of employees involved in the production process. Limitations of the investigation: This methodology was applied only once and the challenges encountered were not documented. Full article

Globalization has led to a significant effect on today’s manufacturing sector. Manufacturers need to find new and innovative ways to increase efficiency and reduce waste in the manufacturing supply chain. Lean/six sigma tools can help companies increase production efficiency and stay in competition. Manufacturing in smaller batches can keep the supply chain lean and customizable. This leads to frequent changeovers and downtime. A changeover is usually required when a single machine produces different products based on the requirement. A large-scale industry can either install multiple individual production lines to cater to the demand (usually expensive) or make frequent machinery changes. Single Minute Exchange Die (SMED) is a system designed for reducing the changeover time for machines. It reduces the time taken to complete the activities and eliminates non-essential activities throughout the changeover. Scheduling an operating procedure within SMED in such case is a challenge. Project scheduling model with workforce constraints can be used to create a set of heuristics to provide us with an optimized list of tasks. The paper proposes to design a scheduling heuristic model to allocate tasks to the operators to get the least amount of operator idle time and reduce changeover downtime costs. The paper further illustrates the benefit of the model in a case study and proposes its integration within the existing SMED methodology. This results in a benefit-to-cost ratio of 7.5% for production scheduling compared to that of stages 4 and 5 in SMED, which is 1.2%. Full article

This article proposes an indirect measurement method based on a dimensional and shape analysis of forgings for the evaluation of the manufacture and the proper operation of the key elements of the crank press, in which after modernization, a quick tool assembly based on SMED (Single Minute Exchange of Die) was implemented. As a result of the introduced changes aiming at improving the forging aggregate and increasing the production efficiency, errors were observed on the manufactured products-forgings in the form of twists and joggles. In order to solve the problem, a lot of advanced methods was used, including: dynamic system of deformation analysis, numerical modeling and as well as dimensional and shape analysis by 3d scanning. Despite the above, this approach (classic way) did not solve the problem. A proprietary method with the use of 3D reverse scanning was proposed, which allows to solve the problem of forgings errors. Based on the measurement results and analyses for a few variants of production cycles, the necessary changes were obtained, making it possible to minimize the errors and obtain proper products in respect of geometry and quality. Full article