Int J Adv Manuf Technol (2007) 33: 334344

DOI 10.1007/s00170-006-0466-x

ORIGINA L ARTI CLE

Mehmet Cakmakci . Mahmut Kemal Karasu

Set-up time reduction process and integrated predetermined time

system MTM-UAS: A study of application in a large size company
of automobile industry
Received: 26 September 2005 / Accepted: 10 February 2006 / Published online: 31 March 2006
# Springer-Verlag London Limited 2006

Abstract Higher quality and efficient production requires

newer production methods and ideas. Newer methods
contain newer problems that must be solved. As lean
manufacturing was introduced to production environments,
an important question occurred. What must be done to
reduce the setup time? Shigeo Shingo tried to solve this
problem by his methodology called SMED. In this text, an
important success factor for setup times sustainability is
taken into consideration. Here sustainability is used as
keeping the success level achieved by using SMED at a
desired point and not letting it to drop down. To achieve
desired sustainability well-arranged standard procedures
must be prepared. In this text an optimal changeover
procedure is constituted with the aid of a predetermined
time system (MTM-UAS) to standardize and preserve the
improved changeover operations.
Keywords (SMED) Single minute exchange of dies .
Changeover . Internal and external setups .
MTM (Method time measurements) .
TPM (Total Productive Maintenance) . Sustainability

1 Introduction
As competition increases, firms have been trying to find
ways of having the competitive advantage in the market
place. In the late 1940s managers and workers learned to
question the need for every work sequence, every item of
in-process-inventory, and every second that people, material and machines were idle. Managers and employees
learned to identify and eliminate waste, increasing both
production and quality [1].
Besides that they had to take the changing market
demand into consideration. Product differentiation, high
quality, speedy delivery and reasonable prices became
M. Cakmakci (*) . M. K. Karasu
Dokuz Eyll University, Engineering Faculty,
Industrial Engineering Department,
zmir, Turkey
e-mail: mehmet.cakmakci@deu.edu.tr

important terms for customers [2]. They realized that

flexibility and responsiveness to customer demand is very
important on the way to success.
At this point the terms continuous process improvement and lean manufacturing come into play. Lean
manufacturing systems must have the ability to achieve
responsive, small batch manufacture so that they can meet
rapidly changing market demands. Rapid changeover is a
fundamental technique for attaining just-in-time (JIT)
production and for addressing the issues of quality,
flexibility and responsiveness [1].
In the scope of lean manufacturing, an important
problem needed to be solved. Because lean manufacturing
requires small batch sizes and high product variation a new
method had to be developed to reduce the setup times. In
1985 Dr. Shigeo Shingo introduced his methodology
calledsingle minute exchange of dies (SMED) [2].

2 Whats SMED?
The SMED system is a theory and set of techniques that
make it possible to perform equipment setup and changeover operations in under 10 min. SMED improves setup
process and provide a setup time reduction up to 90% with
moderate investments. Setup operation is the preparation or
after adjustment that is performed once before and once
after each lot is processed [2]. Shingo divides the setup
operation into two parts:
Internal setup The setup operation that can be done only
when the machine is shut down (attaching or removing the
dies).
External setup The setup operation that can be done when
the machine is still running. These operations can be
performed either before or after the machine is shut down.
For example getting the equipment ready for the setup
operation before the machine is shut down.
In Figure 1, setup operation periods are showed. The
setup period is constituted by internal setup and external

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Step 2)
Converting internal setup to external setup
In order to achieve the single digit setup time objective
SMED introduces this step. At this step internal setup
activities tried to be converted to external activities. So
the total time that the machine is shut down will be
reduced. Advance preparation of operating conditions,
function standardization, and use of intermediary jigs
are the techniques to support the second step.
Step 3)
Streamlining all aspects of the setup operation
At this step specific principles are applied to shorten
the setup times. Implementing parallel operations,
using functional clamps, eliminating adjustment and
mechanization techniques are used to further setup
time reduction.
All these steps are figured in Fig. 2.
2.1 The need for an improved SMED
Fig. 1 Setup operation periods and output level during changeover

setup. During the internal setup there is no production. In

the run-up period re-adjustments and trial productions are
taking place. This period terminates when full output
capacity is reached.
SMED system includes three main steps. These steps are
as follows:
Step1)
Separating internal and external setup
At this step an important question must be asked for
each setup activity. Do I have to shut the machine
down to perform this activity? The answer helps us in
distinguishing between internal and external setup.
This step can reduce the setup time by as much as 30 to
50 percent. The three techniques that SMED uses at
this step are: Checklists, function checks, and improved transport of dies and other parts.
Fig. 2 SMED Conceptual
Stages and Practical Techniques

In the literature the ways to improve and support SMED

technique are considered. SMED technique is used as an
element of TPM and continuous improvement process in
efforts of reaching lean manufacturing [38]. Case studies
about setup reduction at different manufacturing environments take place in some texts [9, 10]. And also the
technique is criticized about its sequential implementation
approach [11]. An important lack of SMED was the
consideration and motivation of human factor. This issue is
discussed in the academic texts [11, 12]. Another important
discussion about SMED technique in the literature is the
impact of design on setup operations [1114].
Mileham [13] shows the relationship between design
based and methodology based improvements on setup
times and their effects on cost in Fig. 3.
From Fig. 3 by methodology based improvements are
relatively cheap but their capacity of reducing changeover
time is low. On the other hand designing of a new system
is much more costly however high percentage of setup time

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Fig. 4 Sustainability of changeover times

Fig. 3 Hypothesized limits and costs of changeover improvement

strategies

reduction can be achieved. Concurrent use of these two

options (using modification by both design and methodology) can lead to an optimal solution for companies goal
and resources.
Mileham says, The reduction of changeover times
should take place within an overall methodology aimed at
ensuring success and sustainability [13]. So it can be said
that success and sustainability are the performance measures for setup time reduction efforts. Thus these two
options (designing of new system or modification by
methodology) must be evaluated based on sustainability.
If a new system is designed to reduce the setup times it
would be costly as mentioned but it is also more sustainable.
That means once the designed system is constructed and
maintained to operate properly, it works as desired and no
alteration is observed (For example a quick clamping
system).
On the other hand modifying an existing changeover
operation by changing current methodology does not cost
too much but it is more difficult to sustain as methodology
may change in time unless it is standardized and controlled.
It must not be forgotten that preserving the success is as
important as achieving it. Otherwise all efforts to reduce
changeover times may be worthless if one observes that the
changeover times are rising to their previous value as
shown in Fig. 4 (Research results).
Sustainability objective can be achieved by creating a
standardized method procedure. At this point Dirk Van
Goubergens diagnosis about setup procedure is so interesting. He notes that when a new machinery or equipment is
bought, the operating and maintenance instructions are
given with it. So operators dont need to discover how this
machine will be operated. However, no one can find instructions about set-up operations. So operators will develop
their own way of working by trial and error. Especially when
complex changeover operations are encountered this inspiration of moment method must be changed with a
standardized set-up method that is prepared by the
machine designers [12].

A cheaper and more sustainable solution would be ideal

for companies. In this paper an integrated solution is
introduced to achieve this goal. The purpose of this text is
improving the SMED technique and correcting the points
that SMED fails especially on methodology based improvements thus reaching the most effective and efficient
standardized set-up method. In the literature this most
effective and efficient standardized set-up method frequently referred to as pit stop crew way of working [12,
13]. However, in these texts pit stop crew methodology is
used only in organizing the tasks during a changeover to
optimize the method like separating on-line and off-line
setup activities, minimize walking distance, using parallel
operations principle. However, still detailed analysis is
required to achieve the best changeover procedure. In this
text a model is introduced for intended further (micro)
analysis.

3 Detailed analysis of changeover operations by using

pit stop example and micro and macro analysis model
for optimal standardized procedure
Standardization is the key term of sustainability. Here
sustainability is used as keeping the achieved success level
at a desired point and not letting it to drop down. A
successful standardization requires further method engineering techniques. An example of successful standardization is pit-stop operation. If pit-stop operation is examined
carefully, its similarities between setup operations can be
easily realized. Pit-stop crew performs the tasks during pit
stop based on standardized procedure. This standardized
procedure consists of two basic elements. The first one is
method procedure that defines the optimal way of work
(logical sequence of the tasks during set-up operations to
reduce set-up time) and the second is motion procedure
that defines the optimal body movements of the pit-stop
crew. As a consequence a perfect changeover operation is
completed in an average of 7 s. Up to now only method
procedure element of pit-stop operation is used as an
example in the literature. Well-defined body movements of
pit-stop crew are overlooked. In this text these optimal body

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movements are also analyzed. It should not be forgotten that

the time length during a changeover (7 s for pit-stop) is
defined by the optimality of the body movements.
With the aid of method engineering the optimal
sequence of work can be defined. Because SMED shows
the logical sequence of tasks (the way of work) that must be
operated sequentially to reduce the set-up time it can be
called a method engineering technique. The distinguishing
point between a classical setup operation and a pit-stop
operation is motion procedure and motion analysis that
SMED doesnt use. And this point is the key point that will
provide a company an optimized and standardized changeover procedure.
Frank and Lillian Gilbreth were the founders of the
modern motion study technique. And they defined this
technique as the study of the body motions used in
performing an operation, to improve the operation by
eliminating unnecessary motions, simplifying necessary
motions, and then establishing the most favorable motion
sequence for maximum efficiency [15]. Micro (motion)
and macro (method) optimization process is followed by
establishing the standards process. Standards are the end
results of time study or work measurement. The techniques
used in establishing standards are; stopwatch time study,
computerized data collection, standard data, predetermined
time system, work sampling, and estimates based on
historical data. In this paper a predetermined time system
(MTM-UAS) is used for standards establishment process
of set-up operations.
In Figure 5, the scope of setup time reduction efforts is
separated into two sections. The first one is macro
analysis which is already used by SMED. In macro
analysis three basic SMED phases (1.Separating internal
and external setups, 2.Converting internal setup to external
setup, 3.Streamlining all aspects of the setup operation) are
used to define the best logical operation sequence for both
internal and external setup. During macro analysis general
method engineering techniques and design improvements
take place to reduce the setup time. SMED tries to reduce
the number of tasks that must be done during internal setup.
Because the machine is off during internal setup, minimizing the required time for internal setup activities minimize
the time loss during changeover. Further improvements in
internal setup decrease time loss during changeover to a
minimum. At this point micro (detailed) analysis takes
place. Focus area of microanalysis is the body movement
of operator(s) during internal setup. Motion study techniques are used here to eliminate unnecessary movements,
simplifying necessary movements and establishing the best
motion sequence for maximum efficiency. As can be seen
in Fig. 5, motion study techniques are applied to internal
setup activities that are defined as outcomes of SMED
phases. That means motion study performs a detailed
analysis for internal setup activities for further improvements. This model also introduces another technique for
further improvement. This technique is a time study
technique and is called MTM. At the bottom of Fig. 5,
the outcomes of SMED analysis are documented as
standard changeover procedures. Internal setup activities

are documented by MTM-UAS codes, as these activities

are the vital part of the changeover process that directly
affect the time length the machine is off. In the next
sections the reasons for choosing MTM systems are
described and the model in Fig. 5 is implemented on a
case study.

4 Why predetermined time systems (PTS) and why

MTM-UAS?
4.1 The advantages of PTS
(1) Predetermined time systems require detailed analysis
of the current method of an operation. So, standard
workflow of this operation is defined. Each motion of
the operation must be analyzed. This detailed approach
makes it easy to find out obvious problems and nonvalue added motions.
(2) As can be understood from the name of this system each
time element is determined in advance by statistical
analysis. MTM codes are constituted by detailed
analysis of operations in industries and statistical
evaluation is performed to set defined times to these
elements. For example in MTM-UAS seven basic
motions are defined (1.take and place, 2.place, 3.helper
equipment use, 4.running (the machine or equipment),
5.motion cycles, 6.body motions (walking, bending,
Set-up Time Reduction Scope

Macro Analysis
Method
Optimization

SMED

Optimal Way of Work

Micro Analysis
Motion
Optimization

Internal
Setup
Operations

MOTION
AND
TIME
STUDY

Optimal Body Motion

Sequence
(During Internal Setup)

MTM
UAS

Documented Standardized Set-Up Procedure

(Macro & Micro Procedure)

Fig. 5 Integrated Methodology for an Improved Set-up

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sitting, and standing), and 7.visual control). There are

special codes and time values corresponding to all these
seven basic motion elements. An operation can be
easily defined by these basic elements and the cycle for
this operation can be easily calculated by just summing
the time values of the elements. As a result predetermined time systems dont need performance rating. So
subjectivity is preserved.
(3) Because these systems are based on observation
classical standard time techniques require the real
work to make analysis. However, predetermined time
systems use predetermined time standards. So every
kind of operations in manufacturing can be measured
by PTS even they are in planning phase.
MTM-UAS is a predetermined time system. This system
is used for defining a workflow and planned manufacturing
time associated with this work in a mass production
environment. MTM-UAS can be used at any manufacturing process that has typical characteristics of mass
production. These typical characteristics are:

Experienced workers,
Well defined work content,
High level of job organization,
Well defined work-flow,
Similar duties.

(Source: MTM-UAS Instructor Manual German MTM

Association [16]).
Up to now predetermined time systems were developed
and used for basic production operations that have the
typical characteristics given above. However, changeover
operations are different from production operations. A
Table 1 MTM systems decision matrix

basic production operation for example at an assembly

station shows a constant cycle. It means after an assembly
task is completed the next same task starts immediately.
So motions of the operator become faster as experience
level increases with each cycle. Here an important term
comes into play: method degree. This term is used as
the quality definition of the work. Higher experience level
and the quality of job organization level mean higher
method degree. Method degree depends on skill, equipments and quality of work method. Changeover operations are not encountered continuously and their method
degrees are relatively low. As a consequence these fast
motions during usual production operations cannot be
observed during changeover operations. From this aspect
it can be said that changeover operations dont have the
typical characteristics.
These special characteristics of changeover operations
may cause problems at the implementation phase of MTM
systems to changeover operations. There are two ways to
over come these problems. These proposed solutions are
based on the aim of increasing experience level of changeover operators to increase method degree. As the first
solution the machine operator can perform changeover
operations. However, this would be available only for simple
changeover operations like mounting small dies. As the other
solution a changeover team performs changeover operations
like pit-stop crew. This changeover team is specialized in and
responsible for only changeover operations, tool-die life
cycle control and maintenance, applying TPM activities for
dies, so they are not production operators. Note that the aim
is increasing method degree by specialization. This approach
may seem inconsistent with TPM. As a TPM rule operators
are required to take an active part in the maintenance of the

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machine. Routine daily maintenance checks, minor adjustments, lubrication, and minor part change out are the
responsibility of the operator. Plant maintenance personnel
handle extensive overhauls and major breakdowns with the
operator assisting. This is an important point because
changeover operations cannot be called minor part changes.
Especially at heavy industries the dies that form thick
materials are very heavy and big. The changeover process of
these dies takes a long time. An experienced changeover
team can perform setup operations faster than operators.
Another important point is changeover team efficiency.
Changeover activities must be planned carefully in order not
to encounter conjunctions that means a changeover activity
waiting to be performed.
This special changeover team performs setup operations
as a pit stop crew. The goal is performing setup activity as
soon as possible and starting desired quality production.
The number of team member that will perform the
changeover depends on the complexity of the task. For
small dies the operator of the machine may perform
changeover whereas for big and heavy dies and complex
setup operations parallel operation option (specialized
changeover teams) should be used.
After macro and micro method optimization (that was
depicted in Fig. 5) is completed, documentation of the
optimal operator / changeover team member motions can
be prepared by using MTM systems to create standard
procedures. At this point it should be noted that there are
different MTM systems (MTM-1, MTM-M, UAS etc.).
These systems are different from each other depending on
the complexity of the system. Choosing the most
appropriate MTM system for changeover operations is an
important issue. The matrix in Table 1 is prepared by MTM
Association and shows the decision criteria for choosing
the most appropriate MTM system.
Order information shows the level of detail of order
operations. At the 5th level, the operator is given the most
detailed operation information (basic motions, reach, grasp,
and move). At the 4th level the level of detail become less.
Information at this level shows basic motion sequence (get,
place). The following level includes information of
operations elements (screwing, rotating a crank). The
2nd and 1st level have less detail. Whole chase assembly
can be given as an example for part order.
On the second column workflow levels are given.
Changeover operations take a longer time than most of the
basic production operations. So these operations are long
cycle operations. On the third column material organization
classes are given. During setup operation required equipment must be prepared before the setup activity starts (third
level). On the last column work place classification is
given.
MTM-UAS systems simplify the analysis by reducing
the information level required. This system uses 7 basic
motions and 3 distance units and provides the precise
standard times with a variation of 5 percent.

5 What are the advantages of having standardized

and integrated changeover process?
The sole objective of current SMED methodology is to
reduce the setup times, but it does not propose any method
to sustain the methodology based improvements achieved.
As mentioned in the earlier sections (in Fig. 4), methodology based improvements may change and alteration
between proposed method and observed method (observation after the proposed method is implemented) may occur.
In order to sustain the improvement achieved by SMED
there must be standardization.
Also detailed motion analysis of internal setup activities
by MTM is proposed on the way to standardization. This
integration provides further improvements in internal setup
activities. That means SMED-MTM integration yields
better results in changeover operations than current SMED
method does.
In addition as changeover operations are standardized,
the precise time to perform these operations will be known.
So these operations will not be unpredictable time delays
any more. Of course this provides precious information for
planning department. Better planning activities will lead to
better customer satisfaction.
Standard times are used in all departments in a company.
Standardization of changeover process is used to revise
standard times and make them precise and clear. Production control, plant layout, purchasing, cost accounting and
control, process and product design are additional departments that related to both the methods and standards
function [15]. The proposed integrated methodology is
studied in a factory and the observations are explained in
the case study.

6 Case study
6.1 PHASE 0 (INITIAL PHASE): Problem definition
& analysis
On the way to the optimal standardized changeover procedure it was vital to choose the correct company. We were
looking for production environments in which set-up
operations constitute an important part of the production
operations. It should be noted that changeover frequency
defined our industry choosing criteria as it affects the method
degree. So, high changeover frequency provides an available
environment for high specialization and high level of method
degree. It is clear that in heavy industries dies are used to
form thick materials and damage frequently. So it was
decided to find an industry, which uses thick materials in its
production processes. As a consequence ABC Company,
which manufactures rims for lorries and midi trucks was
chosen for study. ABC Company has a capacity of 1.2
million rims per year and has a large customer portfolio.
Product types depend on rim dimension (57 different rim
sizes), tire dimension (112 different sizes), number of holes
for lug wrench (5, 6, 8, 10), lug types and sizes, weight
(7.9 kg to 81 kg), internal/external offset sizes and max

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pressure values (750 kg to 5672 kg) that can be applied on the

rim. High product variation and thick material usage (up to
18 mm steel) forces the company to make changeovers
frequently. Huge machines (5-meter high) are used to cut and
form the steel and huge dies are used for these operations.
Setting up these machines takes a long time and the company
had to reduce set-up times. Pilot approach was applied for
this study and one of the five disk production lines were
selected for study. There were 18 machines on the line that
can be classified into 5 groups. In order to identify the
starting point of the study Pareto analysis was applied. This
analysis is given in Fig. 6 (3-month data). It is obvious from
Fig. 6 that the BPD machine must be focused first. The BPD
machine was an air hole boring machine.
Pareto analysis gives valuable information. It shows the
problematic area that must be focused on. In this case these
area is the BPD machine. ABC Company decided to apply
SMED to reduce the setup times on BPD machine. A video
recorder was used to analyze the current way of changeover. The results are given in Fig. 7 on a pie chart.
6.2 Phase 1: Macro Optimization
The aim of the study at ABC Company was to prepare an
optimal standard procedure for changeover operations on
defined machine. As the first step of our model, which is
depicted in Fig. 5, SMED techniques were applied to
current changeover operation. This first step is called macro
optimization. The problems encountered and corresponding
SMED solutions developed are given below.

Fig. 6 Pareto Analysis of setup

times of the five machines on
the first disc production line.
a) Number of setups for each
machine. b) Cumulative setup
times for each machine

6.3 The problems and SMED solutions

(1) Centering mechanism-changing process takes long
time
In the current method, the centering mechanisms of dies
had been changed after the machine was stopped. Dies
needed to transport to die center and the centering
mechanism changing process used to commence. It was
really a hard operation, taking a long time and so
difficult to standardize. The solution was simple. This
operation could be done as an external activity.
Required centering mechanism could be prepared on
a spare die at the die center before machine was
stopped.
(2) Transportation of the dies takes long time
In order to cope with that problem the first step of
SMED could be used. Perform the transportation
operations as an external operation. Beside that an
available forklift had to be get set before setup. And
also this problem was a part of plant layout. The die
center was located at the far corner of the factory. The
die center could be located nearby the presses.
(3) Operator of the press spends much time to center the
heavy die
Dies of the presses are very heavy and they were loaded
and unloaded by forklifts. The forklift used to put the
die on the press and operator used all his efforts to
center the die by using his muscle power. During this
centering process he used to use trial-and-error approach that causes big problems for standardization.
And also it was a dangerous operation that may disable
the operator physically. In order to simplify this
centering process two stopper studs were located on
the press (Fig. 8).

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Fig. 7 Changeover Steps Pie
Chart

Beside that a roller table manufactured in order to

move the die to the stopper studs by using a mechanical
pusher on the forklift (Fig. 9).
(4) Some dies were used frequently and they had no
alternative
There were five different kinds of dies for BPD
machine. Beside that for each die there were seven
different centering mechanisms that hold materials that
have different radius. So, 35 different products could
be produced at this machine. In order to define the
busiest dies and centering mechanism frequency tables
were developed (Fig. 10).
The most pressure was on die 32 and there was only
one 32. Things were the same for centering mechanism
222.25. Because these parts were frequently used they
were frequently damaged and need to be repaired.
Because they had no alternative, production had to wait
for these parts. In order to prevent production
stoppages, spare dies and centering mechanisms were
manufactured. While the operating die is about to
finish its duty, the spare die is prepared at the die center
and transported nearby the press.

(5) Clamp heights were not standardized

Because die and clamp heights were different, the
operator used to use scraps to fasten the die at the
desired height. The operator used to put one scrap then
try to fasten the die. If the heights were not matched
then he used to put one more scrap (Fig. 11). All of
these motions were unnecessary motions and had to be
eliminated. They were time consuming. Moreover it
was impossible to standardize these motions of the
operator. Therefore clamps and die heights were
standardized.
(6) Separating internal and external activities
The operator used to spend lots of time for searching
required tools for setup while the machine is off. This
problem had to be acted as an external setup problem.
All the tools and equipment must be ready nearby the
operator before the machine is shut down for setup.
(7) Advance preparation of operating conditions
Ergonomics and safety are important issues that should
be taken into consideration during setups. An ergonomic workplace makes operations easier for the
operator. Because BPD press is a hydraulics machine
lubricant was the biggest problem for both changeover
operations and regular production operations. Beside
that illumination was not enough. All these working
conditions make the job more difficult for the operator.
For example it was observed that the operator could not

Fig. 8 New stopper stud design for the ease of centering process

Fig. 9 Special designed forklift with mechanical puller and pusher

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Fig. 10 Centering mechanism
and die using frequencies.
a) Density of use for each
centering mechanism. b) Density of use for each dies

grasp the clamping devices because of lubricant. And

also he could not see the clamping hole on the machine
because of a lack of illumination. Five S techniques
were used to improve operating conditions for setup.
(8) Set the machine instead of adjusting it
Adjustment on a machine includes trial-and-error. If an
operation includes trial-and-error it is impossible to
standardize this operation. So settings must be used for
changeover operations instead of adjustments. To set a
machine, important factor variable types must be
defined. For example temperature, cutter speed, surface
smoothness can be important for an operation at a
machine. In order to get a perfect product after an
operation, the best combination of these factor variables
must be defined. Experimental design techniques and
mathematical relations can be used to obtain this best
combination. The best mathematical value of these
factors for each product and operation must be prepared
as a table for operators or changeover team. In this way
motions of the operator can be easily defined and
documented by MTM analysis.
Although experimental design provides the optimal
combination, the factor values may change because of

Fig. 11 The current method of die fastening

the time effect. As production continues at a press, dies

and other parts of the machine wear. Unless this time
effect is taken into consideration, the optimal combination of factor values will give undesired results. For that
reason these important factors values must be observed
continuously by using statistical charts (X charts etc.).
If these charts are used with statistical process control
charts the points on machines that TPM activities must
be applied can be defined. Maintenance activities will
keep experimental design results reliable. As a consequence the two enemies of standardization, adjustment
and re-adjustment activities, can be eliminated.
On BPD machine important factors (cutting pressure,
cutter angles) were identified and the optimal operating
conditions were tabulated. Rulers and other quantitative indicators that show the value of important
operating factors were mounted on the BPD machine.
(9) Parallel operations
There was available space at the back and front side of
the BPD machine. In order to prevent from unnecessary walking and to minimize the setup time it was
decided to use two setters (Using specialized changeover team). This specialized changeover team improved the setup time by 50%.
Up to now the problems that were encountered were
solved by using SMED methodology. This first phase
of the study can be called macro optimization. The
second phase is micro optimization. But it must be
noted that micro and macro optimization phases are
not separated from each other. Every solution that is
developed during macro optimization facilitates the
micro optimization. For example the solution that was
developed to eliminate adjustment and re-adjustments
will make operators motions precise and can be
standardized. As another example using standardized

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2. Optimum distance to reach the required equipment

during internal setup was defined (Optimum distance
provides easy access to equipments).
Note: In MTM-UAS there are three distance classes:
Class 1:
020 cm
Class 2:
2050 cm
Class 3:
5080 cm

Fig. 12 Top view of BPD press

die height and clamping devices eliminates unnecessary motions during internal setup. So it would be easy
to analyze by MTM and document as a standard
procedure.
6.4 Phase 2: Micro optimization and standard
procedure documentation
In the second phase of the study microanalysis of BPD
changeover team for internal setup is performed. In this
phase the improvements developed in the first phase are
used as inputs and these improvements simplify the
microanalysis and facilitate standardization of the body
motions during internal setup using MTM codes. The
actions taken by microanalysis are as follows:
1. Microanalysis for each setter was performed separately. In order to facilitate the body motions during
internal setup, two portable holders containing required equipment located on the two side of the
machine as in Fig. 12.

3. The distances between equipments on the portable

holder were defined to facilitate the take element
(one of the seven basic motion elements in MTMUAS).
4. Tolerance limits of clamping devices were defined for
the ease of place element (There are three placing
class depending on the tolerances of mount-parts. As
the tolerance limits becomes narrower, the placing
element times increase).
5. General body motion elements (frequent walking,
bending, and standing) reduced during internal setup.
6. After these improvements (15), optimal body motions
for both setters are defined in MTM-UAS codes and
total time values are calculated in TMU.
Note: TMU is the time unit used in MTM systems.
1 TMU=0.036 s.
The result of this study is a standardized setup procedure. The logical steps of this procedure are given in
Table 2. Because external setup operations do not affect the
total time that the machine is off we dont need to
document these operations by MTM analysis. However,
internal setup activities affect the total nonproductive time
during setup directly. So the improvements on body
motions that were developed during our study need to be
documented by MTM.

Table 2 Logical setup procedure

Local setup procedure (Macro procedure)

External or internal

2
3
4
5
6
7
8

Before BPD machine is shut down for setup, centering mechanism changers is going to prepare
the spare die and centering mechanism for the next product on the worksheet for BPD machine.
(Converting internal setup to external setup)
Before BPD machine is shut down for setup, forklift is going to carry the die, which was prepared
by centering mechanism changers, and put it nearby the BPD.
Before BPD machine is shut down for setup, all equipments that are required for setup will be ready
on portable holder near the operator.
After the last product is produced, the machine will be shut down and two operators will dismount
the die on the machine.
The die on the machine is going to be removed and put near the machine and the new die which
was prepared and located near the BPD machine before will be placed on the machine by forklift.
Two operators will mount the new die.
BPD machine will be set depends on the mathematical values of important factors that
was derived by experimental design and will be started.
After BPD machine starts, removed die will be transported to die center.

E
E
I
I
I
I
E

344
Table 3 MTM-UAS analysis of a die fastening operation
Code

TMU

Frequency

AE3
AE1
ZB1
HB2
ZA2
ZC2
ZD
PB1
ZA2
ZC2
ZD
TOTAL

70
30
10
60
15
45
20
20
15
45
20

1
1
2
1
1
2
1
1
1
2
1

Total TMU
70
30
20
60
15
90
20
20
15
90
20
450

For operation safety and standardization loading and

unloading tasks of the die are performed by special forklift
that is depicted in Fig. 9. These operations times can be
easily defined and standardized with simple time study.
This forklift time and the bigger time value of the two
setters define the internal setup cycle time as two setters
perform their tasks concurrently.
An example of microanalysis (by using MTM-UAS)
during internal setup (activities 4, 5, 6, 7 in Table 2):
mounting the die (bottom part) is given in Table 3.
Internal setup operation description: two clamps are
taken from clamp box and located to T duct on the BPD
machine, turn in screws with two turns by hand, fasten tight
with spanner with three turns (with repositioning).
Optimal way of work and optimal body motions during
setup operations were standardized and documented at the
end of this study. These documents are placed on the
machines and machine setters are ensured to follow these
procedures.

7 Conclusion
Up to now many companies have implemented SMED
methodology to their production systems and obtained
successful results. By reducing the setup time, companies
become more flexible. Smaller batch sizes and higher
product variations provide companies the ability of quick
reaction to the customers wants. Also SMED solves the
bottleneck problem by reducing the setup time of bottleneck workstation.
Successful implementation of new production methods
requires sustainability and permanent solutions. The key of
sustainability is the standardization of that optimal solution.

In this text an integrated methodology for setup time

reduction approach is proposed: SMED and MTM integration. This integration provides both further detailed
analysis by motion study and standardization of the optimal
changeover procedure that is achieved by SMED and
MTM analysis. The results of SMED analysis are handled
as macro analysis and the result of MTM analysis are
handled as microanalysis. Macro flows are standardized
and documented in logical setup procedure and micro
flows (internal setup activities) are standardized and
documented in MTM-UAS codes. These standard procedures provide sustainability of methodology based improvements, which is as important as achieving them.

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