SMED: The Lean Technique That Can Transform Manufacturing Efficiency

In today's competitive manufacturing environment, companies are constantly searching for ways to increase flexibility, reduce costs, and respond more quickly to customer demand. One of the most powerful Lean Manufacturing techniques for achieving these goals is SMED, which stands for Single-Minute Exchange of Dies.

Despite its name, SMED is not limited to changing dies in a press machine. It is a systematic methodology for reducing setup or changeover times in any manufacturing process. Whether switching between product models, adjusting machine settings, or preparing production lines, SMED helps organizations minimize downtime and maximize productivity.

What is SMED?

SMED was developed in the 1950s and 1960s by Japanese industrial engineer Shigeo Shingo as part of the Toyota Production System. The primary objective is to reduce setup times to less than ten minutes or at least make them dramatically shorter than before.

Long changeovers force manufacturers to produce large batches in order to justify the downtime. While this may seem efficient, it often results in excessive inventory, longer lead times, and reduced flexibility. SMED addresses this challenge by making changeovers so quick that smaller production batches become economically viable.

The SMED methodology follows three main steps:

1. Separate Internal and External Activities

Internal activities can only be performed while the machine is stopped, whereas external activities can be completed while the machine is still running. The first step is to identify each activity and determine whether it truly requires production to stop.

2. Convert Internal Activities into External Ones

Many tasks traditionally performed during downtime can actually be completed beforehand. Preparing tools, preheating equipment, organizing materials, or verifying settings before shutdown significantly reduces idle time.

3. Streamline Remaining Internal Activities

For the tasks that must occur during the changeover, the goal is to simplify and standardize every step. Quick-release fasteners, standardized tooling, parallel operations, and visual work instructions all contribute to faster and more consistent setups.

Reducing setup times delivers benefits that extend far beyond the production floor. Faster changeovers enable manufacturers to produce smaller batches without sacrificing efficiency, leading to lower inventory levels and improved responsiveness to customer demand.

Let´s see a simple example to illustrate this technique.

Imagine a packaging line that requires 90 minutes to switch from one product size to another. By analyzing the setup process, the team discovers that many tools are collected only after the machine stops, settings are adjusted manually, and operators perform tasks sequentially.

After applying SMED principles, tools are prepared in advance, machine settings are standardized, and two operators perform different tasks simultaneously. The result? The changeover time drops from 90 minutes to just 15 minutes. The company can now produce smaller batches, reduce inventory, and respond more quickly to changing customer orders.

SMED is more than a technique for speeding up machine setups, it is a mindset focused on eliminating waste and improving operational agility.

In a world where customer expectations continue to evolve and product lifecycles become shorter, the ability to change production quickly is a significant competitive advantage.

Whether you manage a large manufacturing facility or a small production line, implementing SMED can unlock hidden capacity, improve efficiency, and support a more responsive and resilient supply chain. Sometimes, the biggest improvements come not from working harder, but from making every minute count.

How tariffs impact Supply Chains?

In today's globalized economy, supply chains are increasingly complex and interconnected, stretching across countries and continents. As businesses source materials and goods from around the world, they must also navigate a constantly shifting landscape of regulations, trade policies, and tariffs. These trade barriers can have a profound impact on the flow of goods, production timelines, and overall costs.

But what exactly are tariffs, and how do they affect supply chains?

Tariffs are taxes or duties imposed by a government on imports and exports. Governments use tariffs to regulate trade, protect domestic industries, or retaliate against trade imbalances or unfair trade practices. While tariffs serve as a source of revenue for governments, they also increase the cost of goods that cross borders. These added costs are typically passed along the supply chain, ultimately impacting consumers.

One of the most direct impacts of tariffs is the increase in the cost of goods. When a government imposes tariffs on imported goods, it raises the price of those goods for businesses importing them. For supply chains that rely on foreign suppliers for raw materials, components, or finished products, this results in higher production costs.

In response to tariffs, many businesses reevaluate their sourcing strategies to mitigate increased costs. This often means shifting production or sourcing to countries with lower or no tariffs. However, moving production or sourcing to a new country isn't always a simple solution. The decision to relocate production can involve significant capital investment, operational changes, and the development of new supplier relationships all of which can take time to implement.

Tariffs can also affect consumer behavior. Higher prices on imported goods due to tariffs may lead consumers to reconsider their purchasing decisions. If goods become more expensive, they may seek alternatives or reduce their spending altogether.

All in all, tariffs are more than just a political or economic issue they have tangible impacts on global supply chains. Increased costs, disruptions, and the need for strategic adaptation are just a few of the challenges businesses face in navigating tariff-related obstacles.

Logistionary: Kano model

  

The Kano model is a theory for product development and customer satisfaction developed in the 1980s by Noriaki Kano, a professor of quality management at the Tokyo University of Science.

It´s an approach to prioritizing features on a product roadmap based on the degree to which they are likely to satisfy customers. Product teams can weigh a high-satisfaction feature against its costs to implement to determine whether or not adding it to the roadmap is a strategically sound decision.

The model involves two dimensions:

1. Achievement (the horizontal axis), which goes from the supplier didn’t do it at all to the supplier did it very well.

2. Satisfaction (the vertical axis), which goes from total dissatisfaction with the product or service to total satisfaction with the product or service.

It also identifies three levels of customer expectations: that is, what it takes to positively impact customer satisfaction

1. Expected needs: These are the must haves, the requirements that the customers expect and are taken for granted.

These expectations are also known as the dissatisfiers because by themselves they cannot fully satisfy a customer. However, failure to provide these basic expectations will cause dissatisfaction.

Examples: In a hotel, providing a clean room is a basic necessity. In a call center, greeting customers is a basic necessity.

2. Normal needs: These are known as the wants or the satisfiers because they are the ones that customers will specify from a list. They can either satisfy or dissatisfy the customer depending on their presence or absence.

Examples: Time taken to resolve a customer's issue in a call center. Waiting service at a hotel.

3. Exciting needs: These are features and properties that make a supplier a leader in the market. These are the delighters or exciters because they go well beyond anything the customer might imagine and ask for. Their absence does not dissatisfy the customer, but their presence improves the likelihood of purchase.

Examples: In a callcenter, providing special offers and compensations to customers or the proactive escalation and instant resolution of their issue is an attractive feature. In a hotel, providing free food is an attractive feature.

How Does the Kano Model Work?

Using the Kano Model, product teams pull together a list of potential new features vying for development resources and space on the roadmap. The team will then weigh these features according to the two competing criteria:

1. Their potential to satisfy customers.

2. The investment is needed to implement them.

A deep dive into Cost to Serve

 
Cost to Serve or Cost to Deliver has been a concept that we have explored in the past, you can find the last post we published in this link: The importance of Cost to Serve in Supply Chain.

In this post, we are going to deep dive further on this concept and shed some light around the different components that can impact cost to serve.

First things first, a quick reminder of what is cost to serve; It is the total cost of providing a product or service to a customer including all direct and indirect costs.

Direct costs are those that can be directly traced to the production or delivery of the product or service, while indirect costs are those that are not easily traced to the specific product or service but are still incurred in the process of providing it.

Now onto why understanding your cost to serve is important.

By understanding how much it costs to serve each customer, companies can segment their customers and identify potential areas for cost savings. It can also be used to evaluate different pricing strategies and understand how changes in price may impact overall costs ultimately helping organizations to transform unprofitable customers into profitable ones.

But what is the best way to determine cost to serve, and what are the different elements that make up this metric?

There are several elements and categories that need to be captured to be able to analyse cost to serve and have some meaningful data to work with:

1- Customer: Customer services overheads, order management, customer specific services, presales costs etc

2- Sourcing and manufacturing: Sourcing and procurement, cost of goods, production costs, manufacturing costs etc.

3- Warehousing: Picking packing and storage cost.

4- Delivery/Transportation: Transport, last mile delivery, returns and reverse logistics etc.

Finally, how do we put everything together and calculate cost to serve?

This is the easiest part, providing you have managed to do the hardest part which is to identify all the different costs impacting your operations. Once this information is ready, it´s just a question of subtracting from the customer sale price all these different elements, leaving you with a data point that can be compared across all customers in your organization.

How Domino's Became The World's Biggest Pizza Chain

Robots, self-driving cars, artificial inteligence...the new frontier for most companies, including fast food.

This is what has taken Dominos to become the biggest pizza chain in the world.

Amazon, the business that made Supply Chain a real competitive advantage

It´s no secret that Amazon is one of the most relevant companies ever created in the last century and it´s also no surprise that Supply Chain is at the core of what they do.

Amazon is by definition, the company that has scaled operations to levels we never saw before, and its Supply Chain have reached the status of almost being unbeatable.

The one project that has put Amazon´s Supply Chain capabilities on the spot once more is their latest endeavour to start using drones to manage their deliveries in the very near future.

These automated machines that are not limited by traffic or other mundane constraints that traditional delivery methods face, can once more demonstrate that Supply Chain can be a competitive advantage for those companies willing to invest the time and resources on developing these capabilities.

Retailer-Manufacturer Collaboration - Keys to success

It is not new news that customers have become more and more savvy and educated when it comes to in stores and online shopping. This has lead to increase competition as well as higher expectations from both customers and retailers.

It's clear that the retail game has changed however many retailers and manufacturers are still playing by the old rules and therefore missing out on sales and customer loyalty.

In the current landscape, retailers and manufacturers need to identify opportunities to work together. In the article that you can find clicking in the below link, we explore some examples and case studies of collaborative work between manufacturers and retailers and how this has impacted consumers for the better.

You can fin the article here, hope you enjoy it!

Until next time!

COVID-19: impacts on supply and demand

How resilient and responsive is your supply chain? If you did not know before, there’s a chance you will soon find out.

There’s been a lot of talk about risk management with regards to Brexit, which seemed like enough of a challenge, but now many nations around the world are facing an event that, unlike Brexit, couldn’t be predicted or properly planned for.  

As supply chains tend to be highly customer-focused, changes in customer behaviour and demand has impacts throughout the supply chain.

In China, retailers reported changes to the demand profiles of specific products, as shopper behaviour changed in response to the outbreak of COVID-19.

One trend observed since the outbreak has been a surge in online shopping. This is not surprising and a consequence of people going out less, in response to government advice to self-isolate.

KFC and Pizza Hut started trialling contactless delivery services in an attempt to reduce person-to-person transmission and JD.com introduced five vending machines to a residential compound in Beijing, offering residents 24/7 access to fresh fruit, vegetables and more. 

Demand and supply planning becomes difficult when demand patterns change.  In the case of COVID-19, there isn’t a sufficiently comparable historical event that can be used to get a sense for customer demand.  For products that are seeing surges in demand as a result of the outbreak, supply chains will likely struggle with replenishment and lead times will increase, unless additional sources can be found and/or capacity can be increased at current suppliers. This will affect on-shelf availability (OSA).

Some retailers have attempted to actively manage demand for products that shoppers seem to be stockpiling.  UK retailer Boots has tried to reduce the demand for hand sanitizers by introducing signs on the shelves that limit customers to two per shopper.  In Australia, Woolworths has applied a quantity limit of four packs of toilet paper per purchaser.

Retailers should consider the possibility of a scenario in which consumers go out less and demand more grocery home deliveries.  If this happens, retailers may need to enhance online delivery capacity in order to meet increased online demand. 

Finally, businesses need to understand where their supply network partners are located and consider what the impact of the virus is in each of those locations.  They should also consider how worsening circumstances might affect operations at these locations.  Businesses will need to assess whether they can reduce risk by procuring finished goods and raw materials from alternative sources.  

Situation is changing rapidly and every day we have new news, but ultimately the reality is that supply chains will be severely impacted, but will also be a key player in solving the crisis that is yet to fully materialise across the globe.

Net Promoter Score (NPS)

Net Promoter Score (NPS) is management tool that measures the loyalty that exists between a provider and a consumer. It serves as an alternative to traditional customer satisfaction research.

Calculating the NPD is very easy using the answer to a key question; using a 0-10 scale: How likely is it that you would recommend my brand/service to a friend or colleague?

Responses are grouped as follows:

- Promoters (score 9-10) are loyal enthusiasts who will keep buying and refer others, fuelling growth.

- Passives (score 7-8) are satisfied but unenthusiastic customers who are vulnerable to competitive offerings.

- Detractors (score 0-6) are unhappy customers who can damage your brand and impede growth through negative word-of-mouth.

Subtracting the percentage of detractors from the percentage of promoters yields the Net Promoter Score, which can range from a low of -100, if every customer is a detractor, to a high of 100, if every customer is a promoter.

The importance of the Net Promoter Score is that it gives you insights into your customer loyalty spectrum, and by measuring customer loyalty you can identify customer experience weak points that need improving.

The U.K. is filling up with a lot of Brexit stock

Short and sweet article today, a re-post of an article from the website Supply Chain Brain, that summarizes the strategy most big, medium and small size companies are taking to prepare for a no-deal Brexit.

Stocking up seems to be the only alternative to minimize potential loss sales in case a tumultuous Brexit chokes just in time supply chains and creates backlogs at ports.

https://www.supplychainbrain.com/articles/29258-the-great-brexit-stockpile-how-corporate-britain-is-bracing-for-no-deal

The Internet of Things

A lot has been written already about the Internet of Things (IoT) and how it will affect nearly every business and industry; In my opinion, one of the most exciting areas of impact and disruption is the global Supply Chain.

One great example to illustrate this is this short clip from the TV show Portlandia, in this episode, two friends are dinning out and before ordering they insist on knowing as much as possible about the chicken they will be eating. They find out his name, what he was fed, his social habits etc. The process of assessing the chicken before agreeing to eat it might be a bit too bizarre, but with the IoT, this will become the norm. We will be able to experiment that type of transparency, and eventually it will be demanded by suppliers, customers and end consumers.

Among many other, some of the benefits that the IoT will bring are:

- Operational efficiency: The real-time visibility derived from the IoT enables information to be shared at every level allowing deficiencies to be identified quickly so that problems can be immediately rectified, or possibly even prevented altogether. Companies can see delays, slowdowns or trends that will affect the bottom line and inefficient processes that are costing them money can be identified and corrected

- Customer services: The IoT will dramatically reduce the amount of time from click to fulfillment. With customers demanding more and more information the IoT will fulfill up to the minute details on where their item is in transit and accurate alerts notifying them of delivery dates and times.

- Inventory management: The IoT will allow organizations to automatically know when products must be restocked or reordered, eliminating delays or inventory issues that would send customers to the competition.

Linked to this, loss management will greatly improve: with sensors tracking every movement, it will be almost impossible for merchandise to simply “disappear”, and if it does, it will be possible to know exactly where the incident happened and what factors may have contributed to merchandise loss.

- Asset Tracking and in transit visibility: New RFID (we talked about RFID technology here) and GPS sensors can track products “from floor to store” and even beyond. At any point in time, manufacturers can use these sensors to gain granular data like the temperature at which an item was stored, how long it spent in cargo, and even how long it took to fly off the shelf.

With some many possibilities, challenges will also need to be considered:

- Need of many different technical elements to deploy the end-to-end IoT solutions: Network infrastructure, devices, applications, platforms, security solutions, and integration services.

- Security: All the information must be prevented from falling into the wrong hands, or hacked. Sensors should only send specific information, which must be held in a secure, private cloud environment. Here is where Blockchain technology (see more about Blockchain here) will play a definitive role.

Overall, with everything becoming much more internet-driven, IoT in the supply chain is still only in its infancy, but sure to take off, exciting times lie ahead!

The future of retail shopping

Surely not even in ten years time, this is what shopping will look like. Watch out because before you even realize some of these trends will be at the forefront of the way we shop!

I know this video has already been posted before when we talked about RFID technology, (you can find the post here) but i can´t help it! It´s IBM being almost 20 years ahead of the game!