---
title: "Reducing Changeover Time in Manufacturing: Key to Efficiency"
description: "Reduce changeover time in manufacturing with the SMED method: separate internal and external tasks, use quick-change tooling and schedule to limit changeovers."
image: https://www.jitbase.com/hubfs/reducing-changeover-time-manufacturing.webp
---

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# Reducing Changeover Time in Manufacturing: Key to Efficiency

![Image of Juan Carlos Lara](https://www.jitbase.com/hs-fs/hubfs/1731277889712.jpeg?width=50&name=1731277889712.jpeg) [*written by* Juan Carlos Lara on April 4, 2025](https://www.jitbase.com/blog/author/juan-carlos-lara)

In manufacturing, optimizing production processes reduces costs, limits downtime and increases productivity. Changeover time, the period needed to switch from one production run to the next, is a key factor. Inefficient changeovers lead to extended downtime, lower Overall Equipment Effectiveness (OEE) and higher labor costs.

Reducing changeover time is a cornerstone of lean manufacturing. Optimizing machine setup times and production flows improves efficiency and performance tracking.

## Understanding the Impact of Changeover Time

Changeover time covers tool removal and installation, equipment calibration and quality checks, up to the [first article inspection](https://www.jitbase.com/blog/first-article-inspection-cnc-shops). In high-mix, low-volume shops, changeovers are frequent. When they are not optimized, they slow down the entire production.

OEE is a key indicator for measuring the effect of changeovers. A high OEE means fewer stops and better machine utilization. Reducing changeover time directly improves this metric by increasing productive time.

**Measure your real changeover times.** JITbase automatically records setup and changeover times on every connected CNC machine, by job and by operator.

[Explore production monitoring](https://www.jitbase.com/production-monitoring)

## The SMED Method (Single-Minute Exchange of Die)

The SMED method, developed by Shigeo Shingo, aims to bring changeover time under 10 minutes. It follows four steps:

1. **Observe and measure the current changeover:** time every operation, from the last good part to the first good part, to get a reliable baseline.
2. **Separate internal and external tasks:** internal tasks require the machine to stop (tool changes, clamping), whereas external tasks can be done while the machine is still running (preparing tools, fixtures and material).
3. **Convert internal tasks into external tasks:** move as many tasks as possible outside the machine stop, for example by presetting tools or preparing fixtures in advance. Every converted task directly reduces downtime.
4. **Streamline the remaining tasks:** use quick-change tooling, preconfigured devices and modular systems, then eliminate non-value-added operations. Procedures are then refined continuously.

Applying SMED sharply reduces setup times, improves machine utilization and optimizes labor costs.

## Digital Tools and Automation

Technology simplifies changeovers by reducing manual interventions. Machine monitoring, labor management systems and connected devices enable real-time tracking and fast configuration adjustments.

Key tools include:

- **Production tracking:** real-time performance analysis helps detect inefficiencies and avoid delays.
- **Automatic tool change systems:** found on CNC machines and industrial robots, they reduce human intervention.
- **Digital work instructions:** interactive instructions reduce errors and standardize changeovers, sometimes with augmented reality depending on the use case.
- **Advanced planning and scheduling:** sequencing production carefully limits unnecessary changeovers. The guide to [reducing setup time with better scheduling](https://www.jitbase.com/blog/reducing-setup-time-with-better-scheduling) details this approach. Shorter changeovers also make smaller batches viable: the guide to [lot sizing for CNC shops](https://www.jitbase.com/blog/lot-sizing-cnc-shops) explains how to recalculate batch sizes.

Integrating these technologies makes changeovers faster and more precise while reducing errors.

**Sequence jobs to limit changeovers.** JITbase schedules jobs and assigns operators from real-time machine data, so similar setups are grouped together.

[Explore scheduling and workforce management](https://www.jitbase.com/workforce-management)

## Lean Manufacturing and Continuous Improvement

Lean manufacturing aims to eliminate waste and optimize efficiency. Applied to changeovers, a few best practices help reduce lost time.

1. **Eliminate waste and improve flow** 
     - Avoid unnecessary movement by keeping the required tools and parts close by.
     - Limit trial and error by documenting optimal parameters and preparing the setup in advance.
     - Use standardized checklists to make the process consistent and faster.
2. **Train and empower teams** 
     - Train operators on quick changeover best practices.
     - Set up a continuous improvement (kaizen) process to collect and apply operator suggestions. The article on [kaizen experiments to cut setup and cycle time](https://www.jitbase.com/blog/5-kaizen-experiments-cut-setup-cycle-time) offers a 6-week sprint to test these improvements.
     - Run simulations and rehearsals so teams learn to work efficiently under time pressure.
3. **Standardize and reduce tool and component variety** 
     - Reduce the number of part references and use standardized tools and components.
     - Work with preconfigured fixtures to avoid long and complex adjustments.

By applying these best practices, you can significantly reduce changeover times, improve OEE and increase shop floor flexibility.

## Conclusion

Reducing changeover time improves efficiency and competitiveness. Applying SMED, using digital tools, standardizing procedures and adopting lean principles limit downtime and optimize production.

Technology (connected devices, automation, real-time monitoring) continues to transform changeovers. Companies that invest in these approaches improve their OEE, reduce labor costs and gain the flexibility needed to meet market demands.

Reducing changeover time is a strategic lever to produce more efficiently, eliminate waste and stay competitive.

**What do your changeovers cost you?** Estimate the gain from shorter changeovers using your own production data.

[Calculate your ROI](https://www.jitbase.com/return-on-investment)

## Frequently Asked Questions

### What is the SMED method?

SMED (Single-Minute Exchange of Die) is a changeover reduction method developed by Shigeo Shingo. Its goal is to bring every changeover under 10 minutes. It rests on a simple idea: separate the tasks that require the machine to stop from those that can be done while it is still producing.

The method follows four steps: measure the current changeover, separate internal and external tasks, convert as many internal tasks as possible into external ones, then streamline the remaining tasks with quick-change tooling and standardized procedures.

### What is the difference between internal and external tasks?

Internal tasks can only be done with the machine stopped: changing tools in the spindle or magazine, clamping the fixture, setting work offsets, inspecting the first part. External tasks can be done while the machine is still running the previous job: preparing and presetting tools, gathering fixtures and material, checking the program.

Most of the SMED gain comes from this distinction. Every task moved outside the machine stop directly reduces changeover time, often without any investment, simply through better preparation.

### Is changeover time the same as setup time?

In practice, the two terms are often used interchangeably. Changeover time is the full period between the last good part of one production run and the first good part of the next. Setup time is the part of it spent preparing the machine: tools, fixture, program and checks.

To manage a reduction effort, the most important thing is to always measure the same thing. The most useful definition is the full period, from last good part to first good part, because it also includes the waiting and inspection time that is easy to overlook.

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