A critical evaluation of Shingo's 'SMED' (Single Minute Exchange of Die) methodology

McIntosh, R I; Culley, S J; Mileham, A R; Owen, Geraint

doi:10.1080/00207540050031823

Cited by 80 publications

(55 citation statements)

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“…de outros autores Para a definição do SMED pode ser utilizada uma distinção apresentada em McIntosh et al (2000): SMED como conceito, SMED como metodologia, e SMED como programa de melhoria.…”

Section: Análise Da Definição Do Smed a Partirunclassified

“…Nos estágios anteriores ocorre apenas a separação e transferência de atividades, sem redução do tempo da soma setup interno com externo. Alguns autores confirmam esta observação (McINTOSH et al, 2000;LESCHKE, 1997).…”

Section: Estágio 3: Melhoria Sistemáticaunclassified

“…(design for changeover) As potenciais melhorias em um ambiente de manufatura podem ser identificadas como "organizacionais" ou de "projeto", conforme McIntosh et al (2000). Por melhorias organizacionais entende-se o conjunto de práticas de manufatura originárias do Japão, que enfatizam o trabalho em equipe na busca contínua de redução de custos e melhoria gradativa na prática do trabalho.…”

Section: Melhorias Em Projetounclassified

“…Com relação ao SMED, McIntosh et al (2000) comentam que a metodologia de Shingo busca, a priori, melhorias organizacionais definidas nos estágios 1 e 2, para depois realizar mudanças em projeto, possíveis no estágio 3.…”

Section: Melhorias Em Projetounclassified

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Metodologia de Shigeo Shingo (SMED): análise crítica e estudo de caso

2007

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Section: Análise Da Definição Do Smed a Partirunclassified

Section: Estágio 3: Melhoria Sistemáticaunclassified

Section: Melhorias Em Projetounclassified

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Metodologia de Shigeo Shingo (SMED): análise crítica e estudo de caso

2007

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“…At the Separation Stage, it is important to effectively categorize internal and external setup [27]; otherwise, if an activity is incorrectly classified, companies may be losing valuable time that can actually be productive for the machine [26]. The Separation Stage is also key to successful SMED implementation because, if properly conducted, it becomes easier and faster to move toward the Transformation Stage, at which companies must convert as much internal setup to external as possible [24].…”

Section: Hypotheses Developmentmentioning

confidence: 99%

Interrelations among SMED Stages: A Causal Model

et al. 2017

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Mexico has received a lot of foreign investment that has brought in a wide range of novel production philosophies, such as Single Minute Exchange of Dies (SMED). Despite its popularity and reported effectiveness, Mexican companies often quit SMED implementation as they consider it challenging. This usually happens when organizations are not familiarized enough with each one of the SMED stages or do not know how they are interrelated. In this article the interrelations among the different SMED implementation stages by means of a structural equations model are analyzed. Data for constructing the model were gathered from a survey administered to 250 employees from the Mexican maquiladora industry. The survey assessed the importance of 14 activities belonging to the four SMED stages. The descriptive analyses of these stages were conducted and integrated into a structural equations model as latent variables, to find their level of dependency. The model was constructed using WarpPLS 5 software, and direct, indirect, and total effects among variables are analyzed and validated. Results from the model revealed that Stage 1 of SMED implementation, known as the Identification Stage, has both direct and indirect effects on all the other SMED stages, being the most important stage.

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Mass Customization: Challenges and Solutions

Blecker¹,

Friedrich²

2006

International Series in Operations Research &Amp; Management Science

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A critical evaluation of Shingo's 'SMED' (Single Minute Exchange of Die) methodology

Cited by 80 publications

References 0 publications

Metodologia de Shigeo Shingo (SMED): análise crítica e estudo de caso

Metodologia de Shigeo Shingo (SMED): análise crítica e estudo de caso

Interrelations among SMED Stages: A Causal Model

Mass Customization: Challenges and Solutions

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