International Journal of Engineering Research and Advanced Technology (IJERAT) E-ISSN : 2454-6135 DOI: 10.31695/IJERAT.2022.8.1.2 Volume.8, No. 1 January -2022 www.ijerat.com Page 6 Analysis of Productivity Improvement in Production Process Using the Single Minutes Exchange of Dies (SMED) Method Sakti Aji Lesmana Department of Industrial Engineering Faculty of Engineering, University of Mercu Buana Jl. Raya Meruya Selatan, Kembangan, Jakarta 11650 Indonesia ______________________________________________________________________________________ ABSTRACT PT X is a manufacturing company engaged in the manufacture of automotive components. This company is a joint venture between an Indonesian company and a Japanese company. The company's main products are grouped into Drive Train, Engine Related Part, and Body Related Part. As a multi-national company, the company's ability to maintain efficiency is very important. Of course, to keep the market competitive and to win the competition. One of the efficiencies that must be done is to reduce unproductive time, namely time that does not produce products. This research will focus more on the timing of the model changeover. Product XZ is one of the superior products of PT. X, but from the data obtained, this production line only has an effective time of 73% of the total working hours. This is due to the high time to change the model on the work track. The time to change the model reaches 25.75 minutes. So that the maximum production capacity is 5,968 pcs / day. To solve this problem, the Single Minutes Exchange of Dies (SMED) method is used. By implementing the 7 steps of SMED and supported by problem analysis using Pareto diagrams and why-why analysis, improvement in Production time productivity is increased by 25.3%, whereas, the productivity of the production line shows improvement from 6.94 parts/minute to 8.70 parts/minute. Key Words: Single Minutes Exchange of Dies (SMED), Efficiency, Production capacity, Productivity. ______________________________________________________________________________________________ 1. INTRODUCTION PT X is a manufacturing company that produces Engine Related Parts, Body Related Parts, and Drive Trains. One of the flagship products of this company is the XZ product. Along with the development of the automotive industry, the demand for these products also increases. This increase in demand must be responded to positively, namely by continuously increasing process productivity. With the industry concept currently in effect, namely the price is determined by the customer, it is difficult to survive if productivity is not continuously improved. In the world of the manufacturing industry, waste is a phenomenon that is often experienced by companies, whether it occurs naturally or by human factors during production. Waste that occurs can result in losses to the company, one example of losses that can be caused due to waste is the product completion time which is longer than what was planned (Wijayanto et al., 2015) So far, in the process of increasing productivity, the company only focuses on work speed (cycle time). Up to a point, these business actors will find it difficult to speed up cycle time. Therefore, other alternatives are needed to increase the productivity of a production line. This is because the factors that affect productivity are not only cycle time, but also the effective time available to carry out the production process. One that causes the effective time to be reduced is due to the long set up time which can be seen with the reduced production time which is reflected by the reduced production output when the model changes. 2. LITERATURE SURVEY One of the methods used to reduce setup time is Single Minutes Exchange of Dies (SMED). The SMED concept, which divides setup work into internal and external activities, is usually the subject of discussion in research journals related to improving set up time. Furthermore, from the separation of these activities, it is very important to make improvements so that it will be able to minimize time on internal activities, thereby minimizing machine downtime. Change over time is defined as the length of time it takes to make product changes and machine set-up starting from the last product finished production until the first new product starts to be produced again. Change over time is a form of waste or waste contained in lean manufacturing because it does not provide value added to a product (non-value added) and also causes the production process to stagnate.