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Single minute exchange of die and organizational innovation in seven small and medium-sized firms

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dc.contributor.authorMoreira, Antonio
dc.contributor.editorCarcia-Alcaraz, J. L.
dc.contributor.editorMaldonado-Macias, A. A.
dc.contributor.editorCortes-Robles, G.
dc.date.accessioned2026-02-03T12:02:31Z
dc.date.available2026-02-03T12:02:31Z
dc.date.issued2014en_US
dc.date.updated2026-01-27T12:27:32Z
dc.description.abstractInnovation plays a very important role in businesses competitiveness. As Small and Medium-sized Enterprises (SMEs) stem for more than 95 % of the industrial fabric in the developed world, the improvement of the industrial production or the provision of a service are key to increase their productivity and competitiveness. The Single Minute Exchange of Die (SMED) is a Japanese process-based innovative methodology that involves the separation and conversion of internal setup operations into external ones. The SMED makes it possible for firms to reduce their lead times and to eliminate wastefulness during changeover activities. Although organizational innovation is a very important tool, it plays a silent role in productivity improvement, as it is less tangible than product or process innovation. Moreover, studies about SMED implementation and how teams have managed to achieve their results are still very limited among SMEs. The main objective of this chapter is to provide the results of seven projects involving business-university partnerships addressing this understudied topic: SMED implementation and organizational innovation in SMEs. The main finding of this study is that all firms managed to improve their setup times, although the results vary extensively. From the organizational innovation point of view, only one firm failed to intertwine the initiation and the implementation stages. Although all firms have initiation-implementation routines, there are clear differences among them. As a result, although it is possible to claim that all SMEs analyzed are ambidextrous organizations, their initiation-implementation routines, deserve deeper comprehension.eng
dc.description.versioninfo:eu-repo/semantics/publishedVersion
dc.identifier.doi10.1007/978-3-319-04951-9_23en_US
dc.identifier.eid2-s2.0-84930697354en_US
dc.identifier.isbn9783319049502en_US
dc.identifier.isbn9783319049519en_US
dc.identifier.slugcv-prod-367351
dc.identifier.urihttp://hdl.handle.net/10400.2/21128
dc.language.isoeng
dc.peerreviewedyes
dc.publisherSpringer Verlagen_US
dc.rights.uriN/A
dc.subjectSMED methodology
dc.subjectSetup times
dc.subjectOrganizational innovation
dc.subjectSMEs
dc.titleSingle minute exchange of die and organizational innovation in seven small and medium-sized firmseng
dc.typebook parten_US
dspace.entity.typePublication
oaire.citation.endPage499
oaire.citation.startPage483
oaire.citation.titleLean Manufacturing in the Developing World. Methodology, Case Studies and Trends from Latin Americaen_US
oaire.versionhttp://purl.org/coar/version/c_970fb48d4fbd8a85
person.familyNameMoreira
person.givenNameAntonio
person.identifier.orcid0000-0002-6613-8796
rcaap.cv.cienciaid541F-5442-5666 | António Carrizo Moreira
rcaap.rightsrestrictedAccessen_US
relation.isAuthorOfPublication51ad303d-335c-4e2f-bae3-fffffef2e2f5
relation.isAuthorOfPublication.latestForDiscovery51ad303d-335c-4e2f-bae3-fffffef2e2f5

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