Advertisement

Single-minute exchange of die (SMED): a state-of-the-art literature review

  • Iris Bento da SilvaEmail author
  • Moacir Godinho Filho
ORIGINAL ARTICLE
  • 146 Downloads

Abstract

Competitive companies which are guided by the productivity enhancement employ the lean tools such as single-minute exchange of die (SMED) to reduce the setup time. This study presents a review of the state-of-the-art literature including 130 articles related to single-minute exchange of die and proposes a classification and analysis of the reviewed works. The classification was based on categories, areas, research methods, tools, implementation, results, and countries. This review emphasizes lean tools within the single-minute exchange of die technique. To this end, the study allows dissemination of the knowledge gained from the literature on single-minute exchange of die, and it presents the classified articles that used the Shingo stages in the implementation of the setup reduction.

Keywords

Single-minute exchanging of die Quick changeover Setup Lean tools 

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

Notes

Compliance with ethical standards

Conflict of interest

The authors declare that they have no conflict of interest.

References

  1. 1.
    Shingo S (1985) A revolution in manufacturing. In: The SMED System. Productivity Press, Cambridge, MAGoogle Scholar
  2. 2.
    Gest G, Culley SJ, McIntosh RI, Mileham AR, Owen GW (1995) Review of fast tool change systems. Computer Integrated Manufacturing Systems 8(3):205–210Google Scholar
  3. 3.
    Dave Y, Sohani N (2012) Single minute exchange of dies: literature review. Int J of Lean Thinking 3(2):1–11Google Scholar
  4. 4.
    Joshi RR, Naik GR Reduction in setup time by SMED. A literature review. Int J of Modern Eng Res (IJMER) 2(1):442–444Google Scholar
  5. 5.
    Godina R, Pimentel C, Silva FJG, Matias JCO (2018) A structural literature review of the single minute exchange of die: the latest trends. Procedia Manuf 17:783–790Google Scholar
  6. 6.
    Jain A, Bhatti R, Singh H (2014) Total productive maintenance (TPM) implementation practice. A literature review and directions. Int J of Lean Six Sigma 5(3):293–323Google Scholar
  7. 7.
    Lage Junior M, Godinho Filho M (2010) Variations of the kanban system: literature review and classification. Int J Prod Econ 125:13–21Google Scholar
  8. 8.
    Rowley J, Slack F (2004) Conducting a literature review. Management Research News 27(6):31–39Google Scholar
  9. 9.
    Tranfield DR, Denyer D, Smart P (2003) Towards a methodology for developing evidence-informed management knowledge by means of systematic review. British J of Manag 14:207–222Google Scholar
  10. 10.
    Godinho Filho M, Saes EV (2013) From time-based competition (TBC) to quick response manufacturing (QRM): the evolution of research aimed at lead time reduction. Int J Adv Manuf Technol 64(5–8):1177–1191Google Scholar
  11. 11.
    Bhamu J, Sangwan KS (2014) Lean manufacturing: literature review and research issues. Int J Oper Prod Manag 34(7):876–940Google Scholar
  12. 12.
    Abraham A, Ganapathi KN, Motwani K (2012) Setup time reduction through SMED technique in a stamping production line. Sas Tech Journal 11(2):47–52Google Scholar
  13. 13.
    Adanna IW, Shantharam A (2013) Improvement of setup time and production output with the use of single minute exchange of die principles (SMED). Int J Eng Res (4):274–277Google Scholar
  14. 14.
    Afshar-Nadjafi B, Mahyar Majles M (2014) Resource constrained project scheduling problem with setup times after preemptive processes. Comput Chem Eng 69:16–25Google Scholar
  15. 15.
    Allahverdi A, Gupta JND, Aldowaisana T (1999) A review of scheduling research involving setup considerations, Omega. Int J Mgmt Sci 27:219–239Google Scholar
  16. 16.
    Almomani MA, Aladeemy M, Abdelhadi A, Mumani A (2013) A proposed approach for setup time reduction through integrating conventional SMED method with multiple criteria decision-making techniques. Comput Ind Eng 66:461–469Google Scholar
  17. 17.
    Alp O, Huh WT, Tan T (2015) Inventory control with multiple setup costs. M&SOM 16(1):89–103Google Scholar
  18. 18.
    Alves JM, Reis MEP (2005) Proposal of a method to use the DMAIC to reduce the setup time. Inst Tec de Aeronáutica:1–9Google Scholar
  19. 19.
    Arnaout JP (2014) Rescheduling of parallel machines with stochastic processing and setup times. J Manuf Syst 33:376–384Google Scholar
  20. 20.
    Balon P, Buchtová J (2015) Application of SMED methodology in deep drawn stamping. Metal Brno Czech Republic 1:1–7Google Scholar
  21. 21.
    Benjamin SJ, Murugaiah U, Marathamuthu MS (2013) The use of SMED to eliminate small stops in a manufacturing firm. J Manuf Technol Manag 24(5):792–807Google Scholar
  22. 22.
    Bevilacqua M, Ciarapica FE, De Sanctis I, Mazzuto G, Paciarotti CA (2015) Changeover time reduction through an integration of lean practices: a case study from pharmaceutical sector. Assem Autom 35(1):22–34Google Scholar
  23. 23.
    Bharath R, Lokesh AC (2008) Lead time reduction of component manufacturing through quick changeover (QCO). Sas Tech Journal 7(2):13–19Google Scholar
  24. 24.
    Cakmakci M (2009) Process improvement: performance analysis of the setup time reduction-SMED in the automobile industry. Int J Adv Manuf Technol 41:68–179Google Scholar
  25. 25.
    Cakmakci M, Karasu MK (2007) Set-up time reduction process and integrated predetermined time system MTM-UAS: A study of application in a large size company of automobile industry. Int J Adv Manuf Technol 33:334–344Google Scholar
  26. 26.
    Chiarini A (2014) Sustainable manufacturing-greening processes using specific lean production tools: an empirical observation from European motorcycle component manufacturers. J Clean Prod 85:226–233Google Scholar
  27. 27.
    Conceição SV, Rodrigues IA, Azevedo AA, Almeida JF, Ferreira F, Morais A (2009) Development and implementation of a SMED methodology in contract manufacturing environments. Gest Prod 16(3):357–369Google Scholar
  28. 28.
    Culley SJ, Owen GW, Mileham AR, McIntosh RI (2003) Sustaining changeover improvement. Proc Inst Mech Eng B J Eng Manuf 217(10):1455–1470Google Scholar
  29. 29.
    Dave Y, Sohani N (2010) Reducing setup time through single minute exchange of dies: a case study. Int J of Eng Research & Ind Appls 3(3):125–134Google Scholar
  30. 30.
    Dave Y, Sohani N (2015) Reducing setup time through Kobetsu Kaizen and SMED methodology: a case study. The Journal for Practising Managers 39(2):47–54Google Scholar
  31. 31.
    Deif AM, ElMaraghy H (2014) Impact of dynamics capacity policies on WIP level in mix leveling lean environment. Procedia CIRP 17:404–409Google Scholar
  32. 32.
    Deros BM, Mohamad D, Idris MHM, Rahman MNA, Ghani JA, Ismail AR (2011a) Cost saving in an automotive battery assembly line using setup time reduction. Recent Researches in Multimedia Systems, Signal Processing, Robotics, Control and Manufacturing Technology 1:144–148Google Scholar
  33. 33.
    Deros BM, Mohamad D, Idris MHM, Rahman MNA, Ghani JA, Ismail AR (2011b) Setup time reduction in an automotive battery Assembly Line. AIJSTPME 4(2):9–13Google Scholar
  34. 34.
    Desai MS, Rawani AM (2017) Productivity improvement of shaping division of an automobile industry by using single minute exchange of die (SMED) methodology ARPN. J Eng Appl Sci 12(8):2615–2629Google Scholar
  35. 35.
    Dhake R, Rajebhosale V (2013) Setup time reduction on solder printing machine: a case study. Int J of Lean Thinking 4(1):90–97Google Scholar
  36. 36.
    Dhankhar A, Kumar S (2016) Improving line efficiency & SMED study. International Journal of Engineering Research & Technology 5(05):134–138Google Scholar
  37. 37.
    Díaz-Reza JR, García-Alcaraz JL, Martínez-Loya V, Blanco-Fernández J, Jiménez-Macías E, Avelar-Sosa L (2016) The effect of SMED on benefits gained in maquiladora industry. Sustainability 8(1237):1–18Google Scholar
  38. 38.
    Faccio M (2015) Setup time reduction: SMED-balancing integrated model for manufacturing systems with automated transfer. IJET 5(5):4075–4084Google Scholar
  39. 39.
    Ferradás PG, Salonitis K (2013) Improving changeover time: a tailored SMED approach for welding Cells. Procedia CIRP 7:598–603Google Scholar
  40. 40.
    Fogliatto FS, Fagundes PRM (2003) Rapid exchange of tools: method steps and case study. Gest Prod 10(2):163–181Google Scholar
  41. 41.
    Gade PA, Chavan RG, Dhananjay N, Bhavsar DN (2016) Reduction in setup time by single minute exchange of dies (SMED) methodology. Int J Sci Technol Res 5(6):364–366Google Scholar
  42. 42.
    Gaikwad SP, Avhad SS, Pawar SS, Thorat PR (2015) Reduction in setup time on rubber moulding machine using SMED technique. Int Journal of Scientific & Technology Research 4(4):169–173Google Scholar
  43. 43.
    Gavali R, Chavan S, Dongre GG (2016) Set-up time reduction of a manufacturing line using SMED technique. Int J Res Eng Technol 3(7):1748–1750Google Scholar
  44. 44.
    Gilmore M, Smith DJ (1996) Set-up reduction in pharmaceutical manufacturing: an action research study. IJOPM 16(3):4–17Google Scholar
  45. 45.
    Hales, DN, Chakravorty, SS (2008) An implementation of the Shingo system, College of Business Administration University of Rhode Island, 1–28Google Scholar
  46. 46.
    Jagtap NS, Ugale VD, Kadam MM, Kamble SS, Salve AV (2015) Setup time reduction of machine using SMED technique and lean manufacturing. Tecn Research Organizational India 1(2):6202–6216Google Scholar
  47. 47.
    Joshi RR, Naik GR (2012) Application of SMED methodology- a case study in small scale industry. IJSRP 2(8):2250–3153Google Scholar
  48. 48.
    Karasu MK, Cakmakci M, Cakiroglu MB, Ayva E, Demirel-Ortabas N (2014) Improvement of changeover times via Taguchi empowered SMED/case study on injection molding production. Measurement 47:741–748Google Scholar
  49. 49.
    Karim R (2013) Impact of changeover time on productivity: a case study. IJET 13(06):46–52Google Scholar
  50. 50.
    Karwasz A, Chabowski P (2016) Productivity increase through reduced changeover time. Journal of Machine Engineering 16(2):61–70Google Scholar
  51. 51.
    Kentli A, Dal V, Alkaya AF (2013) Minimizing machine changeover time in product line in an apparel industry. Tekstil Konfeksiyon 23(2):159–167Google Scholar
  52. 52.
    King PL (2009) SMED in the process industries. Industrial Engineering Mag:1–8Google Scholar
  53. 53.
    Kumar V, Bajaj A (2015) The implementation of single minute exchange of die with 5’S in machining processes for reduction of setup time. Int J on Recent Technologies in Mechanical and Electrical Engineering 2(2):32–39Google Scholar
  54. 54.
    Kumaresan KS, Saman MZM (2011) Integration of SMED and Triz in improving productivity at semiconductor industry. Jurnal Mekanikal 33:40–55Google Scholar
  55. 55.
    Low S, Chong S, Sim H, Razalli S, Kamaruddin S (2014) Measurement of overall performance effectiveness in setup improvement. J Ind Eng 2014:1–7Google Scholar
  56. 56.
    Lozano J, Saenz-Díez JC, Martínez E, Jiménez E, Blanco J (2017) Methodology to improve machine changeover performance on food industry based on SMED. Int J Adv Manuf Technol 90:3607–3618Google Scholar
  57. 57.
    McIntosh R, Culley S, Gest G, Mileham T, Owen G (1996) An assessment of the role of design in the improvement of changeover performance. Int J Oper Prod Manag 16(9):5–22Google Scholar
  58. 58.
    McIntosh R, Culley S, Gest G, Mileham T, Owen G (2000) A critical evaluation of Shingo’s ‘SMED’ (single minute exchange of die) methodology. Int J Prod Res 38(11):2377–2395zbMATHGoogle Scholar
  59. 59.
    McIntosh R, Owen G, Culley S, Mileham T (2001) Changeover improvement: a maintenance perspective. Int J Prod Econ 73:153–163Google Scholar
  60. 60.
    McIntosh R, Owen G, Culley S, Mileham T (2007) Changeover improvement: reinterpreting Shingo’s “SMED” methodology. IEEE Trans Eng Manag 54(1):98–110Google Scholar
  61. 61.
    Morales Méndez JD, Silva Rodríguez R (2016) Set-up reduction in an interconnection axle manufacturing cell using SMED. Int J Adv Manuf Technol 84:1907–1916Google Scholar
  62. 62.
    Mezentsev MY, Shabis AG (2014) The repairs project as a tool for improving the productivity of equipment. Metallurgist 58(5–6):545–548Google Scholar
  63. 63.
    Mileham AR, Culley SJ, McIntosh RI, Gest GB, Owen GW (1997) Set-up reduction (SUR) beyond total productive maintenance (TPM). Proc Inst Mech Eng B J Eng Manuf 211(4):253–260Google Scholar
  64. 64.
    Mileham AR, Culley SJ, Owen GW, McIntosh RI (1999) Rapid changeover a pre-requisite for responsive manufacture. IJOPM 19(8):785–796Google Scholar
  65. 65.
    Mileham AR, Culley SJ, Owen GW, Newnes LB, Giess MD, Bramley AN (2004) The impact of run-up in ensuring rapid changeover. CIRP Ann Manuf Technol 53(1):407–410Google Scholar
  66. 66.
    Mohamad EB, Ito T (2013) Integration of e-learning and simulation to user training programme of SMED. IJIMS 3(2):121–125Google Scholar
  67. 67.
    Moreira AC, Pais GCS (2011) Single minute exchange of die. A case study implementation. J Technol Manag Innov 6(1):129–146Google Scholar
  68. 68.
    Moxham C, Greatbanks R (2001) Prerequisites for the implementation of the SMED methodology. A study in a textile processing Environment. Int J of Quality & Reliability Manag 18(4):404–414Google Scholar
  69. 69.
    Natholia R, Gupta HK, Mishra P, Mishra Y (2017) Study of SMED methodology and its systematic procedure of implementation. Int Journal of Interdisciplinary Research 3(1):1–5Google Scholar
  70. 70.
    Neumann CSR, Ribeiro JLD (2004) Supply chain development: a case study applying the single minute exchange of die technique. Revista Produção 14(1):44–53Google Scholar
  71. 71.
    Nithin S, Ganapathi KN (2001) Reducing setup time through SMED technique in a die casting production line. Sas Tech 10(2):63–69Google Scholar
  72. 72.
    Patel M, Kapadia R, Joshi G (2016) Improvement of overall equipment effectiveness of CNC lathe machine. IJESC 6(11):3491–3494Google Scholar
  73. 73.
    Patel S, Shaw P, Dale BG (2001) Set-up time reduction and mistake proofing methods. A study of application in a small company. BPMJ 7(1):65–75Google Scholar
  74. 74.
    Pawar GJ, Sirdeshpande NS, Atram AB, Patil PR (2014) Reduction in setup change time of a machine in a bearing manufacturing plant using SMED and ECRS. Int J Engine Res 3(5):321–323Google Scholar
  75. 75.
    Perinic M, Ikonic M, Maricic S (2009) Die casting process assessment using single minute exchange of dies (SMED) method. Metabk 48(3):199–202Google Scholar
  76. 76.
    Pinjar MVN, Shivakumar S, Patil GV (2015) Productivity improvement through single minute exchange of die (SMED) technique. IJSRP 5(7):1–9Google Scholar
  77. 77.
    Posteucă A, Zapciu M (2015) Setup time and cost reduction in conditions of low volume and overcapacity. UPB Sci Bull 77(4):325–336Google Scholar
  78. 78.
    Pratsini E (1998) Learning complementarity and setup time reduction. Computers Ops Res 25(5):397–405zbMATHGoogle Scholar
  79. 79.
    Priyanka S, Shilpa M (2015) Single minute exchange of die in coil manufacturing unit. IJSETR 4(6):2174–2178Google Scholar
  80. 80.
    Raikar N (2015) A reduction in setup time by SMED methodology: a case study. International Journal of Latest Trends in Engineering and Technology 5(4):56–60Google Scholar
  81. 81.
    Ram K, Kumar S, Singh DP (2015) Industrial benefits from a SMED methodology on high speed press in a punching machine: a review. Adv Appl Sci Res 6(9):38–41Google Scholar
  82. 82.
    Reik MP, Mcintosh RI, Culley SJ, Mileham AR, Owen GW (2006a) A formal design for changeover methodology. Part 1: methodology and case study. Proc Inst Mech Eng B J Eng Manuf 220(8):1225–1235Google Scholar
  83. 83.
    Reik MP, Mcintosh RI, Culley SJ, Mileham AR, Owen GW (2006b) A formal design for changeover methodology. Part 2: methodology and case study. Proc Inst Mech Eng B J Eng Manuf 220(8):1237–1247Google Scholar
  84. 84.
    Reik MP, Mcintosh RI, Culley SJ, Mileham AR, Owen GW (2006c) Design for changeover (DFC): enabling the design of highly flexible, highly responsive manufacturing processes. International Series in Operations Research and Management Science 87:111–136Google Scholar
  85. 85.
    Reis MEP, Alves JM (2010) A method for the calculation of economic benefits and development of setup time reduction strategies. Gest Prod 17(3):579–588Google Scholar
  86. 86.
    Restrepo Correa JH, Medina VPD, Cruz TE (2009) A. How to reduce setup time. Scientia Et Technica xv(41):177–180Google Scholar
  87. 87.
    Ribeiro D, Braga F, Sousa R, Carmo-Silva S (2011) An application of the SMED methodology in an electric power controls company. Romanian Review Precision Mechanics, Optics and Mecatronics 40:115–122Google Scholar
  88. 88.
    Saravanan R, Mothilal K (2015) Coalesce of automation and SMED to enhance SUR–a case study. Int J of Science and Research 6(5):1–5Google Scholar
  89. 89.
    Shinde S, Jahagirdar S, Sane S, Karandikar V (2014) Set-up time reduction of a manufacturing line using SMED technique. Int J Adv Man Tech 2(2):50–53Google Scholar
  90. 90.
    Singh BJ, Khanduja D (2010) Reflective practice SMED: for quick changeovers in foundry SMEs. Int J Product Perform Manag 59(1):98–116Google Scholar
  91. 91.
    Smalley A (2007) Brief history of set-up reduction how the work of many people improved modern manufacturing. Art of Lean:1–11Google Scholar
  92. 92.
    Sousa RM, Lima RL, Carvalho JD, Alves AC (2009) An industrial application of resource constrained scheduling for quick changeover. IEEE 4244:189–193Google Scholar
  93. 93.
    Stadnicka D (2015) Setup analysis: combining SMED with other tools. Management and Production Engineering Review 6(1):36–50Google Scholar
  94. 94.
    Sugai M, McIntosh RI, Novaski O (2007) Shingo’s methodology (SMED): critical evaluation and case study. Gest Prod 14(2):323–335Google Scholar
  95. 95.
    Trovinger SC, Bohn RE (2005) Setup time reduction for electronics assembly: combining simple (SMED) and IT-based methods. Prod Oper Manag 14(2):1–15Google Scholar
  96. 96.
    Ulutas B (2011) An application of SMED methodology, World Academy of Science, Engineering and Technology. International Journal of Mechanical, Aerospace, Industrial, Mechatronic and Manufacturing Engineering 5(7)Google Scholar
  97. 97.
    Van Goubergen D, Van Landeghem H (2002) Rules for integrating fast changeover capabilities into new equipment design. Robot Comput Integr Manuf 18:205–214Google Scholar
  98. 98.
    Boran S, Ekincioğlu C (2017) A novel integrated SMED approach for reducing setup time. Int J Adv Manuf Technol 92:3941–3951Google Scholar
  99. 99.
    Braglia M, Frosolini M, Gallo M (2017) SMED enhanced with 5-whys analysis to improve set-up reduction programs: the SWAN approach. Int J Adv Manuf Technol 90:1845–1855Google Scholar
  100. 100.
    Ibraim MA, Mohamad E, Arzmi MH, Rahman AAA, Saptari A, Shibghatullah AS, Sulaiman MA, Ali MAM (2015) Enhancing efficiency of die exchange process through single minute of exchanging die at a textile manufacturing company in Malaysia. J Appl Sci 15(3):456–464Google Scholar
  101. 101.
    Lintilä J, Takala J (2013) Reducing time losses in operational actions of a food production lines. Manag Prod Eng Rev 4(2):78–88Google Scholar
  102. 102.
    Garg G, Gupta A, Mor RS, Trehan R (2016) Execution of single minute exchange of die on corrugation machine in cardboard box manufacturing company: a case study. Int J Lean Enterp Res 2(2):133–145Google Scholar
  103. 103.
    Sayem A, Islam MA, Khan M (2014) Productivity enhancement through reduction of changeover time by implementing SMED technique – in furniture industry. Int J Ind Syst Eng 17(1):15–33Google Scholar
  104. 104.
    Singh BJ, Khanduja D (2011) Design for set-ups: a step towards quick changeovers in foundries. Int J Sustain Des 1(4):402–422Google Scholar
  105. 105.
    Singh BJ, Khanduja D (2012) Risk management in complex changeovers through CFMEA: an empirical investigation. Int J Ind Syst Eng 10(4):470–494Google Scholar
  106. 106.
    Bartz T, Siluk JCM, Riffel ET (2013) Use of single-minute exchange of die – SMED – as a strategy to increase productivity in a plastic bottle labeler. Tecno-Lóg 16(2):71–77Google Scholar
  107. 107.
    Hashemzadeh G, Khoshtarkib M, Hajizadeh S (2014) Identification and weighting factors influencing the establishment of a single minute exchange of dies in plastic injection industry using VIKOR and Shannon entropy. Manag Sci Lett 4(5):977–984Google Scholar
  108. 108.
    Ibrahim MA, Mohamad E, Arzmi MH, Rahman MAA (2015) Enhancing efficiency of die exchange process through single minute of exchanging die at a textile manufacturing company in Malaysia. J Appl Sci 15(3):456–464Google Scholar
  109. 109.
    Jan F (2016) The single minute exchange of die methodology in a high-mix processing line. J Compet 8(2):59–69Google Scholar
  110. 110.
    Ani MNBC, Shafei MSSB (2014) The effectiveness of the single minute exchange of die (SMED) technique for the productivity improvement. Appl Mech Mater 465–466:1144–1148Google Scholar
  111. 111.
    Braglia M, Frosolini M, Gallo M (2016) Enhancing SMED: changeover out of machine evaluation technique to implement the duplication strategy. Prod Plan Control 27(4):328–342Google Scholar
  112. 112.
    Das B, Venkatadri U, Pandey P (2014) Applying lean manufacturing system to improving productivity of air conditioning coil manufacturing. Int J Adv Manuf Technol 71(1–4):307–323Google Scholar
  113. 113.
    Roriz C, Nunes E, Sousa S (2017) Application of lean production principles and tools for quality improvement of production processes in a carton company. Procedia Manuf 11:1069–1076Google Scholar
  114. 114.
    Lipiak J (2017) Methodology for assessing the factors affecting the quality and efficiency of flexographic printing process. Procedia Eng 182:403–411Google Scholar
  115. 115.
    Esa MM, Rahman NAA (2015) Jamaludin, M Reducing high setup time in assembly line: a case study of automotive manufacturing company in Malaysia. Procedia Soc Behav Sci 211:215–220Google Scholar
  116. 116.
    Azizi A, Manoharan T (2015) Designing a future value stream mapping to reduce lead time using SMED-a case study. Procedia Manuf 2:153–158Google Scholar
  117. 117.
    Simões A, Tenera A (2010) Improving setup time in a press line – application of the SMED methodology. IFAC Proc 43(17):297–302Google Scholar
  118. 118.
    Brito M, Ramos AL, Carneiro P, Gonçalves MA (2017) Combining SMED methodology and ergonomics for reduction of setup in a turning production area. Procedia Manuf 13:1112–1119Google Scholar
  119. 119.
    Ahmad R, Soberi MSF (2018) Changeover process improvement based on modified SMED method and other process improvement tools application: an improvement project of 5-axis CNC machine operation in advanced composite manufacturing industry. Int J Adv Manuf Technol 94(1–4):433–450Google Scholar
  120. 120.
    Oliveira J, Sá JC, Fernandes A (2017) Continuous improvement through ‘lean tools’: an application in a mechanical company. Procedia Manuf 13:1082–1089Google Scholar
  121. 121.
    Kurdve M, Sjögren P, Gåsvaer D, Widfeldt M, Wiktorsson M (2016) Production system change strategy in lightweight manufacturing. Procedia CIRP 50:160–165Google Scholar
  122. 122.
    Karasu MK, Salum L (2018) FIS-SMED: a fuzzy inference system application for plastic injection mold changeover. Int J Adv Manuf Technol 94(1–4):545–559Google Scholar
  123. 123.
    Rosa C, Silva FJG, Ferreira LP, Campilho R (2017) SMED methodology: the reduction of setup times for steel wire-rope assembly lines in the automotive industry. Proc Manuf 13:1034–1042Google Scholar
  124. 124.
    Lanza G, Jondral A, Drotleff U (2012) Valuation of increased production system performance by integrated production systems. Prod Eng 6(1):79–87Google Scholar
  125. 125.
    Chen S, Fan S, Xiong J, Zhang W (2017) The design of JMP/SAP based six sigma management system and its application in SMED. Procedia Eng 174:416–424Google Scholar
  126. 126.
    Gungor ZE, Evans S (2015) Eco-effective changeovers; changing a burden into a manufacturing capability. Procedia CIRP 26:527–532Google Scholar
  127. 127.
    Warkhedkar RM, Desai MS (2011) Productivity enhancement by reducing adjustment time and setup change. Int J of Mech Eng & Ind Eng :37–42Google Scholar
  128. 128.
    Arief RK, Nurlaila Q, Armila A (2018) Comparative study of conventional and quick die change stamping process: the issue of setup time and storage. InT J Eng Mat Man 3(4):216–223Google Scholar
  129. 129.
    Sousa E, Silva FJG, Ferreira LP, Pereira MT, Gouveia S, RRP (2018) Applying SMED methodology in cork stoppers production. Procedia Manuf 17:611–622Google Scholar
  130. 130.
    Martins M, Godina R, Pimentel C, Silva FJG (2018) A practical study of the application of SMED to electron-beam machining in automotive industry. Procedia Manuf 17:647–654Google Scholar
  131. 131.
    Kutschenreiter-Praszkiewicz I (2018) Machine learning in SMED. J Machine Eng 18(2):31–40Google Scholar
  132. 132.
    Otur B, Yildirim IS, Ayhan MB (2018) Single minutes exchange of die (SMED) applications at the color changeover process of plastic bottles. Press Academia Procedia 7(40):233–236Google Scholar
  133. 133.
    Syafei MY (2018) Improving work system by reducing setup time activity in drying room in pharmaceutical industry with single minutes exchange die (SMED). IJIEPR 3(1):50–58Google Scholar
  134. 134.
    López-Molina MG, Suarez GA (2018) Simulator for lean manufacturing applications: quick change case. Int J for Innovation Education and Research 6(2):274–284Google Scholar
  135. 135.
    Jain S, Vaishya RO (2018) Applying SMED to reduce changeover time and improve system performance. Int Journal of Technical Innovation in Modern Engineering & Science 4(7):505–509Google Scholar
  136. 136.
    Maurya D, Yadav Y, Pandey D, Deshmukh RS (2018) Change over time reduction using SMED: an industrial case study. Int J Sci Eng Res 9(3):13–17Google Scholar
  137. 137.
    Soberi MSF, Ahmad R (2017) Integration of SMED with AHP: a case study in an aerospace company. Journal of Engineering Research and Education 9:41–52Google Scholar
  138. 138.
    Slack N (2013) Brandon-Jones, A., and Johnston, R. Operations management, 7th edn. Pearson, Edinburgh, UKGoogle Scholar
  139. 139.
    Fernando D, Duque M (2007) Lean manufacturing measurement: the relationship between lean activities and lean metrics. Estudios Gerenciales 23(105):69–83Google Scholar
  140. 140.
    Anvari A, Zulkifli N, Yusuff RM (2013) A dynamic modeling to measure lean performance within lean attributes. Int J Adv Man Tech 66(5–8):663–677Google Scholar
  141. 141.
    Meredith J (1998) Building operations management theory through case and field research. J Oper Manag 16(4):441–454Google Scholar
  142. 142.
    Thiollent M (1998) The action research methodology. Cortez, São PauloGoogle Scholar
  143. 143.
    Creswell JW (1994) Research design – qualitative & quantitative approaches. Sage, LondonGoogle Scholar
  144. 144.
    Hammersley M, Atkisnon P (2007) Ethnography: principles in practice, 3rd edn. Routledge, New YorkGoogle Scholar
  145. 145.
    Burgue S (2015) An overview of the soft systems methodology. Burgue Hughes Walsh:1–14Google Scholar
  146. 146.
    Stone KB (2012) Four decades of lean: a systematic literature review. International Journal of Lean Six Sigma 3(2):112–132Google Scholar
  147. 147.
    Carvalho CP, Gomes FM, Silva JPM, Silva MB (2017) Lean manufacturing in continuous manufacturing systems: a literature review. Int J of Research Studies in Science, Engineering and Technology 4(7):19–31Google Scholar
  148. 148.
    Bortolotti T, Romano P (2012) Lean first, then automate: a framework for process improvement in pure service companies. A case study. Production Planning & Control PPC 23(7):513–522Google Scholar
  149. 149.
    Eaves FF, Bostwick J, Nahai F (1995) Instrumentation and setup for endoscopic plastic surgery. Clin Plast Surg 22(4):591–603Google Scholar
  150. 150.
    Catchpole KR, Leval MR, Mcewan A, Pigott N, Elliott MJ, McQuillan A, MacDonald C, Goldman AJ (2007) Patient handover from surgery to intensive care: using Formula 1 pit-stop and aviation models to improve safety and quality. Pediatr Anesth 17:470–478Google Scholar
  151. 151.
    Schultz A (2017) Integrating lean and visual management in facilities management using design science and action research. Built Environment Project and Asset Management 7(3):300–312Google Scholar
  152. 152.
    Kovach JV, Cudney EA, Elrod CC (2011) The use of continuous improvement techniques: a survey-based study of current practices. Int J Eng Sci Technol 3(7):89–100Google Scholar
  153. 153.
    Jasti NVK, Kodali R (2015) Lean production: literature review and trends. Int J Prod Res 53(3):867–885Google Scholar
  154. 154.
    Saurin TA, Ribeiro JLD, Vidor G (2012) A framework for assessing poka-yoke devices. J Manuf Syst 31(3):358–366Google Scholar
  155. 155.
    Shah MK, Deshpande VA, Patil RM (2015) A review on lean tools & techniques: continuous improvement in industry. International Journal of Advance Industrial Engineering 3(4):200–207Google Scholar
  156. 156.
    Anvari A, Zulkifli N, Arghish O (2014) Application of a modified VIKOR method for decision-making problems in lean tool selection. Int J Adv Manuf Technol 71(5–8):829–841Google Scholar
  157. 157.
    Pavnaskar SJ, Gershenson JK, Jambekar AB (2003) Classification scheme for lean manufacturing tools. Int J Prod Res 41(13):3075–3090Google Scholar
  158. 158.
    Bosdogan, K (2010) Towards an integration of the lean enterprise system, total quality management, six sigma and related enterprise process improvement methods. In Manufacturing and lean technologies of Vol.6 – environmental impact and manufacturing, encyclopedia of aerospace engineering, WileyGoogle Scholar
  159. 159.
    Sundar R, Balaji AN, SatheeshKumar RM (2014) Review on lean manufacturing implementation techniques. Procedia Engineering 97:1875–1885Google Scholar
  160. 160.
    Marodin GA, Saurin TA (2013) Implementing lean production systems: research areas and opportunities for future studies. Int J Prod Res 51(22):6663–6680Google Scholar
  161. 161.
    Panizzolo R, Garengo P, Sharma MK, Gore A (2012) Lean manufacturing in developing countries: evidence from Indian SMEs. Prod Plan Control 23(10–11):769–788Google Scholar
  162. 162.
    Anvari A, Ismail Y, Hojjati SMH (2011) A study on total quality management and lean manufacturing: through lean thinking approach. World Applied Sci Journal 12(9):1585–1596Google Scholar

Copyright information

© Springer-Verlag London Ltd., part of Springer Nature 2019

Authors and Affiliations

  1. 1.Department of Mechanical Engineering, Engineering School of Sao CarlosUniversity of Sao PauloSao PauloBrazil
  2. 2.Department of Industrial EngineeringFederal University of Sao CarlosSao PauloBrazil

Personalised recommendations