SMED: how to drop setup times in your processes.

E.g.: Pit stop at F1 races between 1950 and 2013.

Single minute exchange of die (SMED) is a technique for optimizing process setups and it's part of the Lean Philosophy. With this knowledge we acchieve the following pillars of Lean Manufacturing: Value Added, Transparency, Flow and Continuous Improvement.

Its initial proposal was to reduce machine downtime during tool change, for example, injection mold setups. Its name derives from the goal of making these setips in less than 10 minutes (time measured in a single digit).

Currently the technique is applied even in administrative processes.

Making the long history shorter, as an example, let's think about tire changing and fueling at the F1 race.

1. Detail steps, tasks: Car stops in position, mechanics come together and lift the car, loosen the bolts, remove the used tire, position the new tire, tighten the bolts, lower the car, car returns to the race;

2. Identify internal and external tasks (Important concept! In this case the process is the race!):

A. Internal tasks (need to stop the process to be performed);

B. External tasks (can be done with the process in progress).

In the given example, the mechanics and tires may be in the exact position where the car will stop, the necessary tools shall be prepared to remove and tighten the screws etc.;

3. Check the possibility to turn internal tasks into external tasks or perform more than one internal task at the same time, in other words, advance every task which is possible and reduce downtime.

Notice between the tire change of 1950 and 2013 it was found that more than one tire can be changed at the same time, that fueling can be done at the same time as changing tires etc.

4. Check the total process time to identify what has reduced this time. After that we apply the 4th and 5th "S" of the "5S": SEIKETSU (process conservation) and SHITSUKE (self discipline). All improvements should be:

A. Standardized;

B. Spread to the people;

C. Train the people;

D. Audit processes until the new procedures become cultural.

https://statathlon.com/analysis-of-the-pit-stop-strategy-in-f1/

Notice between 1950 and 2013 there has been a tremendous evolution in Formula 1 racing tire changes. Probably these and other improvements were driven by the existing competitiveness in this environment.

Certainly as the years went by there were also technological improvements that allowed to reduce the execution time of tasks. However, the real Lean Philosophy lies in process improvements that require little or no investment at all.

Improvements are not automatic. It demands energy to make it happen.

Don't wait for the other teams improvements to start with your improvements. Make improvements a continuous and daily habit.

Marcelo Scaramello

#SMED #leanmanufacturing #continuousimprovement #melhoriacontinua #otimizacaodeprocessos