AME Milwaukee 2026 International Conference
PRESENTATIONS
Presentation
.png)
SMED as a gateway
Three principles for lasting lean engagements
OVERVIEW
Reducing changeover time is a standard manufacturing goal, but lasting results require more than just time studies and quick fixes. In this session, Preston shares how a purpose-driven SMED program can evolve from a technical exercise into a catalyst for cultural transformation. Implementing the SMED program at Kerry reduced changeover times by 35% and increased employee engagement.
Discover the three foundational pillars that turned SMED into a "pull" system for lean at Kerry:
• Systems over goals: Why building robust processes creates sustainable improvement where "heroic efforts" fail.
• The power of marginal gains: How small, incremental changes compound into massive operational shifts.
• "Easier and better" over "faster and cheaper": Why prioritizing the employee experience fosters the engagement necessary for long-term value.
Learn how to use SMED as a gateway to 5S, visual management and skills matrices — turning lean tools into a natural pull from the front line rather than a push from management. Attendees will leave with practical strategies to break down silos, improve morale, and create a ripple effect of performance across the organization.
Discover the three foundational pillars that turned SMED into a "pull" system for lean at Kerry:
• Systems over goals: Why building robust processes creates sustainable improvement where "heroic efforts" fail.
• The power of marginal gains: How small, incremental changes compound into massive operational shifts.
• "Easier and better" over "faster and cheaper": Why prioritizing the employee experience fosters the engagement necessary for long-term value.
Learn how to use SMED as a gateway to 5S, visual management and skills matrices — turning lean tools into a natural pull from the front line rather than a push from management. Attendees will leave with practical strategies to break down silos, improve morale, and create a ripple effect of performance across the organization.
Key Learning Objectives
1. Identify the three cultural pillars necessary to move SMED from a one-time event to a sustainable system.
2. Apply the "Aggregation of Marginal Gains" concept to identify high-impact, low-cost improvements on the shop floor.
3. Transition lean implementation from a "push" (management-led) to a "pull" (operator-led) model using SMED as the entry point.
4. Evaluate metrics that balance technical performance (downtime) with people-centric success (morale and engagement).
5. Implement simple, low-tech solutions that drive immediate results and build momentum for broader lean initiatives.
2. Apply the "Aggregation of Marginal Gains" concept to identify high-impact, low-cost improvements on the shop floor.
3. Transition lean implementation from a "push" (management-led) to a "pull" (operator-led) model using SMED as the entry point.
4. Evaluate metrics that balance technical performance (downtime) with people-centric success (morale and engagement).
5. Implement simple, low-tech solutions that drive immediate results and build momentum for broader lean initiatives.
1. Identify the three cultural pillars necessary to move SMED from a one-time event to a sustainable system.
2. Apply the "Aggregation of Marginal Gains" concept to identify high-impact, low-cost improvements on the shop floor.
3. Transition lean implementation from a "push" (management-led) to a "pull" (operator-led) model using SMED as the entry point.
4. Evaluate metrics that balance technical performance (downtime) with people-centric success (morale and engagement).
5. Implement simple, low-tech solutions that drive immediate results and build momentum for broader lean initiatives.
2. Apply the "Aggregation of Marginal Gains" concept to identify high-impact, low-cost improvements on the shop floor.
3. Transition lean implementation from a "push" (management-led) to a "pull" (operator-led) model using SMED as the entry point.
4. Evaluate metrics that balance technical performance (downtime) with people-centric success (morale and engagement).
5. Implement simple, low-tech solutions that drive immediate results and build momentum for broader lean initiatives.
Presenter
Preston Krautkramer
CI Specialist
Kerry
Preston Krautkramer is a continuous improvement specialist at Kerry with expertise in lean manufacturing and operational excellence. He holds an APICS CPIM certification and a Lean Six Sigma Black Belt. Krautkramer is passionate about driving sustainable improvements through practical, easy-to-implement solutions that strengthen plant culture and performance.
CI Specialist
Kerry
Preston Krautkramer is a continuous improvement specialist at Kerry with expertise in lean manufacturing and operational excellence. He holds an APICS CPIM certification and a Lean Six Sigma Black Belt. Krautkramer is passionate about driving sustainable improvements through practical, easy-to-implement solutions that strengthen plant culture and performance.
He currently leads a major SMED initiative that has significantly reduced changeover downtime and boosted operator engagement by applying the principle of aggregation of marginal gains and prioritizing improvements that make work “easier and better.” Krautkramer's approach emphasizes simplicity and people-focused solutions, delivering measurable results and fostering a culture of continuous improvement. He has previously presented at an AME event for the Southeastern Wisconsin Consortia.
View on LinkedIn
View on LinkedIn
TAGS
Click on a tag to discover more sessions with that theme, topic or level.
Click on a tag to discover more sessions with that theme, topic or level.
People-centric leadership
Level: Intermediate
