How to Run a SMED Event: Step-by-Step Guide to Cutting Changeover Time

What is SMED?

SMED (Single Minute Exchange of Dies) is a Lean method used to dramatically reduce machine setup and changeover time.
The goal is to make changeovers so fast that they take a single minute, enabling smaller batch sizes, higher flexibility, and better equipment utilization.

✅ The Steps of a SMED Workshop

To do SMED, follow these steps:

1. Observe and record the current changeover process.
2. Separate internal and external activities (internal = machine stopped, external = done while running).
3. Convert internal tasks to external wherever possible.
4. Streamline and simplify remaining steps using 5S, Poka-Yoke, and quick-change tools.
5. Trial the new method and measure the time reduction.
6. Standardize and train operators on the improved process.

This structured approach reduces setup time by eliminating waste, standardizing best practices, and freeing up valuable production capacity.

Why SMED Matters

Changeovers are often seen as “necessary downtime” — but SMED challenges that assumption.
Every minute saved in setup increases available production time and enables true flow.

For example, reducing changeovers from 60 minutes to 20 minutes can allow an extra production run per shift — without any extra machines or labor.

What Is a SMED Event?

A SMED event (Single-Minute Exchange of Dies) is a focused, hands-on Kaizen workshop designed to reduce equipment changeover and setup times.
It brings together operators, maintenance, engineers, and supervisors to observe the current setup process, identify waste, and implement rapid improvements.

Instead of long-term projects, a SMED event delivers real, measurable results within days — often cutting setup times by 30–70%.

Typical Duration: 1–3 days
Team Size: 4–8 people (cross-functional)
Main Objective: Convert internal setup work into external setup and eliminate non-value-add steps.

💡 Quick Example:
A hose press with a 45-minute mold change can often be reduced to 15–20 minutes by preparing clamps, hoses, and materials externally and standardizing setup sequences.

Preparation Before the Event

The success of a SMED workshop depends on preparation.
Before you start, make sure the following are in place:

1. Select the Right Process

Choose a process that has:

• High frequency of changeovers, or
• Long setup times that limit flexibility or capacity.

💡 Tip: Start with a process where operators are eager for improvement — early success builds momentum.

2. Gather Baseline Data

• Record current average setup time and its variation.
• Identify causes of delay (e.g., tool search, alignment, waiting for maintenance).
• Use a stopwatch and check sheet to record steps precisely.

3. Form a Cross-Functional Team

Include:

• Operators (they know the real problems)
• Maintenance
• Production/Shift Leader
• Process Engineer or CI/Lean facilitator

Each member brings a unique perspective — from practical setup issues to mechanical solutions.

4. Arrange Video Recording

• Set up cameras or smartphones to record a complete changeover.
• Capture multiple angles if possible.
• Keep it natural — don’t ask operators to rush or “perform.”
  This video becomes the basis for later analysis.

5. Communicate the Goal

Explain to everyone:

• What the SMED event is for
• What will happen during the workshop
• The benefit for operators (less pressure, smoother work, fewer breakdowns)

Clear communication reduces resistance and helps people see it’s about improving the process, not blaming individuals.

📋 Preparation Checklist

Step-by-Step SMED Event Process

Once your preparation is complete, it’s time to move into the SMED workshop itself.
The goal is simple: analyze the current setup, identify waste, and implement rapid improvements to reduce changeover time.

Below are the six key steps of a successful SMED event:

Step 1: Observe and Record the Current Changeover

Begin by watching the process in real time — ideally through the video footage captured earlier.
Use a stopwatch or time-study sheet to log every single activity, from the last good part of the previous batch to the first good part of the next.

Record:

• Who is doing what
• What tools or materials are used
• Where delays or waiting occur
• How long each step takes

🧠 Tip: Involve the operators. They often know which steps cause the biggest headaches and where improvements could be made.

Step 2: Separate Internal and External Activities

Next, classify every action:

• Internal setup: Tasks that can only be done while the machine is stopped (e.g. removing dies, aligning tooling).
• External setup: Tasks that can be done while the machine is still running (e.g. gathering tools, preheating, material prep).

Create a simple table or post-it wall to visualize which steps fall into each category.
The aim is to maximize external work — keeping the machine running as much as possible.

Step 3: Convert Internal to External Setup

Now challenge each internal step:

“Can this be done while the machine is running?”

Examples:

• Pre-assemble parts or dies before the stop.
• Preheat tools externally instead of waiting.
• Prepare clamps and jigs in advance.
• Standardize tool carts for quick swaps.

Each conversion saves minutes — and those minutes add up quickly.

Step 4: Streamline and Simplify Remaining Steps

Once you’ve reduced internal work, look for ways to simplify or eliminate the rest:

• Use quick-release fasteners or locating pins.
• Replace bolts with cam locks or clamps.
• Standardize adjustment tools and gauges.
• Apply 5S to keep all setup tools in one place.

🎯 Goal: Reduce motion, searching, and trial adjustments.

Step 5: Trial and Measure the New Setup

Put the improved process into action.

• Run a full setup under observation.
• Measure the total time again.
• Note any new issues or delays.

You’ll often see a 30–70% reduction right away — but continuous fine-tuning can push it even further.

📊 Example:
Before: 60-minute setup
After first improvement: 25 minutes
After standardization: 15 minutes

Step 6: Standardize and Train

Finally, document and lock in the new method:

• Update Standard Work Instructions (SWI).
• Include photos or quick visual job aids.
• Train all operators to follow the new sequence.

Without standardization, old habits return — and your time savings disappear.
Keep it alive through operator ownership, daily audits, and regular reviews.

Results You Can Expect

Benefits of a Successful SMED Event

When a SMED event is done properly, the results go far beyond just faster changeovers.
You’re building flexibility, responsiveness, and confidence in your production process.

Here are the key benefits you can expect:

⚙️ 1. Reduced Downtime

• Setup time can often be cut by 50–80%, unlocking hours of extra capacity per shift.
• Machines spend more time producing value — not waiting for changeovers.

📈 2. Increased Production Capacity

• More available machine time means you can handle more orders without new equipment.
• Faster setups support smaller batch sizes, shorter lead times, and Just-in-Time flow.

📦 3. Lower Inventory and WIP

• Smaller batches mean less inventory sitting idle.
• Production becomes smoother, more predictable, and less cluttered.

👥 4. Engaged and Empowered Teams

• Operators are directly involved in improving their own processes.
• The sense of ownership leads to stronger teamwork and continuous improvement culture.

💰 5. Tangible Cost Savings

• More throughput, less waste, and fewer stoppages translate to real financial gain.
• In many cases, a single SMED project can pay back in weeks.

Common Pitfalls to Avoid

Even well-planned SMED events can fail to deliver lasting change if these traps aren’t addressed:

🚫 Not involving operators — Improvements won’t stick if the people doing the setup don’t own them.
🚫 Skipping video analysis — Memory is unreliable. Always base discussions on facts and footage.
🚫 Focusing only on big fixes — Small improvements often give faster ROI.
🚫 Ignoring documentation and training — Without standardization, old habits return fast.
🚫 Treating SMED as a one-time event — The best plants treat it as an ongoing Kaizen cycle.

Conclusion

SMED is about much more than speed — it’s about changing how a team thinks about improvement.
Every minute of setup time hides opportunities to simplify, standardize, and strengthen the process.
By separating internal from external work and challenging what can be done while the machine runs, teams often unlock 50–80% reductions in changeover time without expensive investment.

The impact goes far beyond efficiency.
Faster changeovers create flexibility, smaller batch sizes, and smoother flow.
Operators feel empowered, supervisors see real gains, and leadership starts to recognize how Lean thinking releases capacity that’s been hidden in plain sight.

But the real success of SMED comes when it becomes part of daily work.
Standardized instructions, clear visuals, and regular reviews keep improvements alive and build a culture that values progress over perfection.

“SMED isn’t just about saving time — it’s about creating a process that’s always ready for the next challenge.”

References

• Muchiri, P. and Pintelon, L., 2008. Performance measurement using overall equipment effectiveness (OEE): literature review and practical application discussion. International journal of production research, 46(13), pp.3517-3535.
• Ahmed, M.H., 2013. OEE can be your key. Industrial Engineer, 45(8), pp.43-48.