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There can be activities that cannot reduce times by conventional single minute exchange of die (SMED) tools. In this case more advanced tools are needed. The purpose of this paper is to integrate the fuzzy Taguchi method into the SMED method in order to improve the setup time. The reason for using fuzzy logic is the subjective evaluation of factor’s levels assessment by experts. Subjective assessment contains a certain degree of uncertainty and is vagueness. The fuzzy Taguchi method provides to determining optimal setup time parameters in an activity of SMED. So it is possible to reduce time more than the conventional SMED method.

In this study, the SMED method and the fuzzy Taguchi method are used.

In this study, it has been shown that the setup time is reduced (from 196 to 75 min) and the optimum value can be given at the intermediate value by the fuzzy Taguchi method.

In this limited literature research, the authors have not found a study using the fuzzy Taguchi method in the SMED method.

Discusses the practical application of the single minute exchange of die (SMED) within a textile processing operation. First, the operational environment is presented, and the SMED application is considered against a changing business requirement. The current approaches to SMED are then discussed within the context of traditional textile manufacture. The prerequisite requirements for successful SMED application, defined in this paper as SMED‐ZERO, are then presented and discussed. Concludes by suggesting that all of the SMED‐ZERO attributes must be in place before the traditional SMED techniques can be applied successfully.

Shorter lead time with low price and quality product demand is pivotal in the garment industry. Pressure on production lead time stresses the importance of reducing style changeover time in manufacturing factories, and this paper aims to contribute to solving the challenge by showing how the single minute exchange of die (SMED) methodology in practice can be adapted to garment factories in developing countries.

The paper investigates three cases of SMED implementation integrated with responsible, accountable, consulted, informed (RACI) matrices in garment factories in an action research approach. Both quantitative and qualitative methods are applied.

The study shows a reduction of 50% to 64% of changeover time with SMED implementation measured with two key indicators – throughout time and time to reach peak production. Moreover, the implementation depends on the application of the RACI matrix for the distribution of responsibility as well as integration with the basic production flow before and after the application of SMED.

The study can guide better SMED implementation in garment factories with limited investment by stressing the need to adapt to the specifics of the garment industry, secure the division of responsibility and integrate SMED in the production flow before and after the changeover.

Limited research on the application of SMED in the garment industry. This paper contributes to understanding the specific conditions for successful implementation in the garment industry in developing countries and addresses additional activities that help secure a sustainable implementation process.

The purpose of this paper is to uncover the significance of SMED in manufacturing environments.

The paper gives setup instructions and guidelines to prepare the standardized setup procedure without ignoring actual constraints in production environment. It uses a case study in a small-scale manufacturing unit of northern India to generate an integrated setup reduction approach, utilizing Single Minute Exchange of Die (SMED)-based industrial engineering tools to achieve faster setups. It describes the feasibility of quick changeovers in small enterprises based on an “SMED” approach. Finally, the paper carries out empirical analysis of the financial/non-financial benefits incurred from setup reductions.

Setup activities are a vital part of the production lead time of any product and so affect overall product cost. Industrial engineering techniques have been used to analyze the existing procedure of setups. A SMED approach can help eliminate unwanted activities, externalize the internal activities, if possible, and reduce them by simplification or standardization.

The paper demonstrates the practical application of SMED showing how it can bring real breakthroughs in reducing setup time in small-scale manufacturing.

Bangladesh's ready-made garment (RMG) industry plays a vital role in the economic growth of this country. As the global trend in the fashion market has introduced a high-mix, low-volume ordering style, manufacturers are facing an increased number of changeovers in their production systems. However, most of the Bangladeshi RMG manufacturers are not yet ready to respond to such small orders and to improve the flexibility of their production systems. Consequently, the industry is falling behind in global market competition. Thus, this study aims to advance the current performance of RMG manufacturing operations to respond to the fast-fashion industry's challenges effectively using quick changeover.

In this study, a Single-Minute Exchange of Dies (SMED) is applied to attain quick changeover following the best practices of lean manufacturing.

This study examined the performance of the SMED technique to reduce changeover time in two case organisations. The changeover time was reduced by 70.76% from 434.56 min to 127.08 min and 42.12% from 2,664 min to 1,542 min for the case organisations, respectively. The results of this study show that companies require improved changeover times to address the demand for high-mix, low-volume orders.

This study will certainly guide practitioners of the RMG industry to adopt SMED to reduce changeover time to meet small batch production.

This paper recommends a method entitled “SMED 4.0” as a development of conventional single minute exchange of die (SMED) to avoid defect occurrence during production and improve sustainability, besides reducing setup time.

The method builds upon an extensive literature review and in-depth explorative research in SMED and zero defect manufacturing (ZDM). SMED 4.0 incorporates an evolutionary stage that employs predict-prevent strategies using Industry 4.0 technologies including the Internet of Things (IoT) and machine learning (ML) algorithms.

It presents the applicability of the proposed approach in (1) identifying the triple bottom line (TBL) criteria, which are affected by defects; (2) predicting the time of defect occurrence if any; (3) preventing defective products by performing online setting on machines during production as needed; (4) maintaining the desired quality of the product during the production and (5) improving TBL sustainability in manufacturing processes.

The extended view of SMED 4.0 in this research, as well as its analytical approach, helps practitioners develop their SMED approaches in a more holistic way. The practical application of SMED 4.0 is illustrated by implementing it in a real-life manufacturing case.

The paper seeks to reduce or eliminate the small stop time loss using SMED in a lean manufacturing environment.

The study uses the lean manufacturing single minute exchange of dies (SMED) technique to reduce or eliminate the small stop time loss. The overall equipment effectiveness (OEE) is measured before and after the improvements are implemented.

The application of the single minute exchange of dies (SMED) technique in a manufacturing industry (XYZ Corporation) completely eliminated the small stop time loss. The SMED technique which has been only widely used to improve the changeover loss has been proven to be an effective approach to also tackle the small stop, a loss which has been regarded as one of the most difficult losses to be reduced among all the six big OEE losses. The elimination of the small stop has resulted in a valuable 2.08 percent improvement of XYZ's OEE.

The finding from this study is expected to benefit lean organizations in pursuit of tackling their small stops losses.

Although the SMED technique's impact and contribution to reduce or eliminate setup and changeover time loss is undeniable, the authors have extended the successful application of this technique to another key area of OEE's big loss, i.e. small stop.

This 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.

To 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.

QCD 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.

The 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.

The purpose of this paper is to uncover the significance of quick changeovers in the packaging line of a pharmaceutical company. Using an integration of different lean practices, the study aims to reduce the batch change and changeover time up to 50 per cent, increasing overall equipment effectiveness by 25 per cent.

The paper gives setup instructions and guidelines for preparing the standardized setup procedure without ignoring the actual constraints in a pharmaceutical company. It uses a case study to generate an integrated setup reduction approach, utilizing single-minute exchange of die tools (SMED) in combination with suppliers, inputs, process, outputs and customers (SIPOC), Kanban, 5S techniques and Total Productive Maintenance (TPM) indexes to achieve faster setups.

The SMED approach helps the pharmaceutical company to eliminate unwanted activities and to externalize and reduce the internal activities by simplification or standardization. The application of other tools, such as 5S and Kanban tool-kits, allowed the company to optimize the process and reduce the standard deviation of the changeover times. Good manufacturing practice (GMP) procedures of the pharmaceutical sector limit the conversion of internal setup elements to external setup elements.

The paper demonstrates the practical application of SMED, showing how it can bring real breakthroughs in productivity to a pharmaceutical company. Moreover, in this work, we highlight the importance of an integration of different lean practices to reduce variation in the changeover time. In particular, the standardization of setup tasks and the increased reliability in the material supply chain, in addition to reducing the changeover mean time can also reduce the standard deviation of the setup process time.

The purpose of this paper is to uncover the significance of quick changeovers in die‐casting foundry environments.

The paper gives set‐up instructions and guidelines to prepare the standardized set‐up procedure without ignoring actual constraints in foundries. It uses a case study in a medium scale piston foundry to generate an integrated set‐up reduction approach, utilizing single minute exchange of die (SMED)‐based industrial engineering tools to achieve faster set‐ups. It describes the feasibility of quick changeovers in foundry small and medium enterprises based on a “SMED” approach. Finally, the paper carries out empirical analysis of the financial/non‐financial benefits incurred from set‐up reductions.

Set‐up activities are a vital part of the production lead‐time of any product and so affect overall product cost. Tools like Pareto analysis, root‐cause analysis and method study have been used to analyze the existing procedure of set‐ups. A SMED approach can help eliminate unwanted activities, externalize the internal activities, if possible and reduce them by simplification or standardization. The application of other tools such as 5S, Poke‐Yoke and specific tool‐kits are suggested to further reduce set‐up times.

The paper demonstrates the practical application of SMED showing how it can bring real breakthroughs in productivity to small and medium scale foundries.