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Nowadays, the survival and success of companies depend on improving on-time delivery and cost reduction. To reach this target, it is necessary to get improvements, standardization, and controlling of the manufacturing systems. Therefore, the objective of this scientific work is to perform a case study, based on the implementation of new single-minute exchange of die (SMED) framework in an oil and gas company. This novel framework was developed based on a practical application of strategies such as improvements by ECRS (eliminate, combine, reduce, and simplify), standardized work (SW), and OEE (overall equipment effectiveness) control applied to the production processes. The findings achieved in this work showed setup time was improved by 91.6%, it moved from 1 h 44 min 56 s (6,296 s) to 8 min 52 s (532 s), and OEE increase 44.6%. And, the setup activities were standardized. Besides, on every workpiece manufactured, its setup time was measured and compared against to the target achieved. So, the novel framework developed has potential to provide competitiveness’ strategies to different branches of the industry.

Bodywork assembly in bus manufacturing is a task that involves several operations. In Mexico, many bus mamrfacturing companies have non-flexible production lines, which makes model change very problematic. In response to this siliialion, the SMED methodology was applied to make more flexible production lines in terms of setup reduction for model changing. In this paper, the urban bus assembly line was studied, which is composed of sub-assembly stations that subsequently feed the station that assembles the unit, and that joints all the frames of the required model, the aim of the paper is to propose an approach to reduce the produchon time through the use of folding references. With the application of the SMED, it was observed that the production line improved in the transition from one body structure model to another, obtaining results of 56.2% in the time reduction.

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.

Indian automotive SMEs face persistent inefficiencies in die changeovers, tool setups, and traceability, undermining their competitiveness and ISO 9001:2015 compliance. While Lean tools like SMED and ERP systems individually offer performance improvements, their combined application remains underutilized in SMEs. This study presents a structured four-phase ERP-Lean integration model validated in a Chennai based tooling SME. The approach began with diagnostic analysis and time-motion studies to identify inefficiencies, followed by Lean-SMED deployment with standardized setups, ERP customization, and KPI based performance evaluation. Key ERP modules Production Planning, Quality, Inventory, and Maintenance were configured to support real-time visibility and ISO-aligned digital workflows. Results showed a 95.2% reduction in die changeover time, 88.9% reduction in downtime, 72.4% reduction in rejection rate (PPM), and a 148.6% improvement in setup time utilization. Inventory turnover improved by 54.7%, and traceability resolution time reduced by 77.1%. This integration fostered process discipline, reduced variability, and improved compliance audit outcomes. The research concludes that ERP-Lean synergy forms a replicable model for SMEs in high-mix, resource sensitive manufacturing sectors aiming to transition toward Industry 4.0 readiness and ISO conformity.

PurposeThis paper presents Quick Changeover Design (QCD), which is a structured methodological approach for Original Equipment Manufacturers to drive and support the design of machines in terms of rapid changeover capability.Design/methodology/approachTo improve the performance in terms of set up time, QCD addresses machine design from a single-minute digit exchange of die (SMED). Although conceived to aid the design of completely new machines, QCD can be adapted to support for simple design upgrades on pre-existing machines. The QCD is structured in three consecutive steps, each supported by specific tools and analysis forms to facilitate and better structure the designers' activities.FindingsQCD helps equipment manufacturers to understand the current and future needs of the manufacturers' customers to: (1) anticipate the requirements for new and different set-up process; (2) prioritize the possible technical solutions; (3) build machines and equipment that are easy and fast to set-up under variable contexts. When applied to a production system consisting of machines subject to frequent or time-consuming set-up processes, QCD enhances both responsiveness to external market demands and internal control of factory operations.Originality/valueThe QCD approach is a support system for the development of completely new machines and is also particularly effective in upgrading existing ones. QCD's practical application is demonstrated using a case study concerning a vertical spindle machine.

In today’s highly competitive business environment, enhancing the efficiency of manufacturing processes is of critical importance. This research focuses on the application of the SMED methodology to increase the efficiency of the changeover process of a CNC machining center. The core of the study is a detailed analysis of the current state of production and changeover procedures on a selected machine. The process was monitored using video analysis of work operations. Based on this analysis, internal and external changeover activities were identified, and by eliminating inefficient steps, a set of improvement measures was proposed. As a result, a standardized changeover procedure was developed to optimize the overall process duration and improving maintenance systems. The final part of the study presents the outcomes of the improvement, expressed through reduced changeover time, along with a proposed economic evaluation of the implemented optimization measures.

The ability of companies to rapidly conduct a changeover from one product to another as part of a production process is a fundamental step towards a more flexible production system that can deal with an increasingly dynamic and competitive market. Single-Minute Exchange of Die (SMED) is the best-known lean tool that aims to reduce time consumption in the changeover process. This paper presents a new lean tool called Set-up Saving Deployment (SSD), which improves set-up efficiency by classifying, analyzing, and removing set-up losses within a changeover process, and which supports decision-making for SMED implementation. SSD uses three matrices, constructed sequentially from the first (L-Matrix) to the last (ECE-Matrix), in order to assess the possible time savings that can be achieved by eliminating losses and, in addition, to forecast possible improvements resulting from implementing a SMED project. SSD also provides a new basket of tailored set-up efficiency indicators that allow the analysis team to correctly assess set-up efficiency and compare the “as is” condition with the subsequent “to be” condition from an operational perspective. The effectiveness of SSD in addressing set-up losses and predicting time savings is illustrated using an industrial case study of a resin-doming machine. Thanks to its structured step-by-step procedure, SSD significantly improves the efficiency of the changeover process.

The Human-Centric SMED (H-SMED) is an evolution of the classical methodology introduced by Shingo to manage the setup process, which is particularly suitable for companies where the setup involves activities with high human content, that can be hardly transformed into external operations to be performed during the machine uptime. The H-SMED integrates Industry 4.0 tools, as the MES Data Analysis, Lean Management and Ergonomics with a new attention to the centrality of workers, in order to guide the transition towards the next Industry 5.0. The H-SMED methodology is developed into four phases, devolved to: (1) understanding the changeover process; (2) identifying potential improvements; (3) moving from proposal to practice; (4) training and control, in a continuous improvement cycle. The case study of a world-wide known company in the fashion eyewear industry is proposed to validate the framework, reporting a 44% reduction of setup duration.

Nowadays, Single Minute Exchange of Dies (SMED) has achieved great industrial popularity. However, it remains unclear to what extent and how SMED implementation at its different stages benefits industries. To address this gap, this research proposes a structural equation model to quantitatively measure SMED effects. The model has six hypotheses that link SMED stages and benefits. To statistically validate such hypotheses, a questionnaire was administered to 373 Mexican maquiladoras located in Ciudad Juárez, Chihuahua. Results show that before starting SMED implementation process, companies must be appropriately familiarized with their production process. Mainly, manufacturing companies in Ciudad Juárez need to focus their efforts on the SMED planning stage (Step 1) in order to identify important internal production activities and turn them into external activities. In fact, SMED planning stage has direct and indirect effects on subsequent stages and SMED benefits.

The aim of the work was to assess the possibilities of using the QFD method and selected Lean Manufacturing tools in the process of designing and optimizing the production of concrete raised garden beds. The theoretical part discussed the basics of the QFD methodology and selected Lean tools. The research was conducted in a small enterprise producing concrete products for construction. In the first part of the analysis, the QFD method was used as a tool to identify customer needs regarding concrete raised garden beds. The information collected as a “house of quality” served as a starting point for further research using selected Lean Manufacturing tools such as 5S Practices, the SMED method, the Kaizen philosophy and FMEA method. The results indicated that combining the QFD method with Lean Manufacturing tools can increase the quality of the offered product, better suited to the needs of end users and improve its production process in terms of quality, efficiency and costs.