SMED Changeover Reduction Checklist (Free, PDF)

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Stage 0: Prepare and observe

Choose one machine and one changeover with real business impact.CRITICALSet a measurable target for changeover time and agree the end point (first good part).CRITICALForm a team with an operator, a setter, maintenance and a quality representative.Video record the full changeover from the last good part to the first good part.CRITICALRecord actual start and end times from the machine, not the routing standard.List all tools, fixtures, materials and documents used.

Stage 1: Separate internal and external work

Review the video and list every element with its duration.CRITICALMark each element as internal (machine stopped) or external (can be done while running).CRITICALMove preparation of tools, material and paperwork to before the stop.Create a changeover cart or kit with everything needed in one place.Confirm the first piece inspection tools are ready before the stop.Check that the previous job's cleaning and return are done after restart where possible.

Stage 2: Convert internal work to external

Preheat dies, molds or fixtures off the machine where heat is a factor.CRITICALPreset tools and offsets off the machine using a presetter or gauge.Standardize die or fixture heights and clamping dimensions where practical.Use intermediate plates or pallets so the next setup is built off line.Pre-stage program, recipe or NC code and verify it before the stop.Pre-stage consumables such as inserts, coolant and lubricants.

Stage 3: Streamline remaining internal and external work

Replace bolts with quick clamps, toggles, wedges or single turn fasteners.CRITICALReduce the number of fasteners and tool types needed.Use locating pins, stops or color codes to remove trial and adjustment.CRITICALStandardize and mark settings so adjustment becomes a number, not a guess.Run parallel operations with two people where safe to cut elapsed time.Improve storage and layout to cut walking and searching.Eliminate adjustments by building in repeatable positions and fixed stops.

Stage 4: Standardize and sustain

Write a standard changeover procedure with photos and element times.CRITICALTrain all setters and confirm they can meet the new time.Update routing setup times or planning parameters in the ERP once proven.CRITICALRecord changeover time at every changeover and chart it.Review lockout and safety steps for the new method.Share the result with other lines that run similar equipment (yokoten).Hold a follow-up review after 30 days to check the gains have held.

Aim to complete every critical item before declaring the workshop finished. Changeover is measured from last good part to first good part, which includes the adjustment time.

Compare actual changeovers with ERP setup times

Optional: we can outline a read-only comparison of real changeover durations versus planning standards.

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How to use the checklist

Work through the stages in order during a one to three day workshop. Print the PDF and tick items as the team completes them. Critical items are those that most changeover projects fail without: a clear definition of the endpoint, a video of the real changeover, a proper internal versus external split, and updated planning data afterward. Export to Excel if you want to add owners and due dates for follow-up actions.

The method behind SMED

Shigeo Shingo developed SMED at Toyota supplier plants. The idea is simple: record the changeover, classify every element as internal or external, move as much as possible from internal to external, and then simplify what remains. Many sites achieve substantial reductions from the first two stages alone, simply by preparing tools and material before the machine stops. Later stages require small engineering changes such as quick clamps and fixed stops.

Internal work needs the machine stopped.
External work can be done while the machine runs.
Adjustment and trial runs are usually the largest hidden time.

Why changeover time matters for planning

Short changeovers allow smaller lots, which reduces inventory and lead time and supports leveled scheduling. When the improvement is real, update the setup time in the routing and the lot size rules in the ERP, otherwise planning continues to assume old values and the benefit disappears into larger batches. Record changeover durations in your MES or shop floor system so the numbers are credible.

Common mistakes

Teams often skip the video and argue from memory. Others stop measuring at the first piece produced rather than the first good piece, which hides adjustment waste. Another mistake is buying expensive quick change hardware before doing the free work of preparing tools and material. Finally, gains vanish when the standard is not trained or audited, so schedule the 30 day review in advance.

Frequently Asked Questions

What does SMED stand for?

SMED stands for single minute exchange of die. The goal is to bring changeovers into the single digit minutes, meaning under ten, although many sites use the method to simply halve their changeover time without reaching that target.

What is the difference between internal and external setup?

Internal setup is work that can only be done when the machine is stopped, such as removing a die. External setup can be done while the machine is running, such as fetching and preparing the next tooling. SMED moves work from internal to external.

When does a changeover end?

A changeover is normally measured from the last good part of the previous run to the first good part of the next run. Counting only until the machine restarts hides the adjustment and trial time that often make up a large share.

Does SMED need new equipment?

Not at first. Preparing tools, material and paperwork before the stop, and organizing a changeover cart, cost very little. Quick clamps, fixed stops and presetting equipment come later and should be justified by the measured gain.

If setup times in your ERP no longer reflect reality, we can help compare actual changeover data with routing standards and flag where planning is out of date.

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