In the work the practical use of the SMED philosophy for developing the tooling changing process in blister pack production line is presented. The SMED method supposes to cut down the time of a single die changing till few minutes. In the case of machines from blister packs' production line this goal was achieved on the stage of machines designing. That is why in this case it wasn't possible to make the most of the SMED method and reduced significantly time of the tooling elements assembling. But thanks to or-ganizational changes, reducing the full time of tooling changing from 4 h 49 min to 3 h 56 min was possible (the time is 53 min shorter, which is 18%). Time which was needed to clean the machines before the SMED method was used was 2 h 50 min. After using this method the time is 40 min shorter. Total time needed to assemble the tooling elements wasn't changed. The time amounts 39 min in both cases. The rest of the time was dedicated to adjustments and correctness tests of control systems. The time amounted 1 h 7 min. Thanks to transferring one internal activity to external activities, reducing the time of cleaning machines was possible. Also the fact, that blister pack leakproofness tests were carried out earlier, affects shortening the tooling changing time. One should be stated, that in spite of relatively not big shortening of the tooling changing time, effect of changes probably will be noticed fast. The final effect is also easy to calculate. During one minute the blister pack's line can pro-duce even 320 ready packages with one blister pack inside. So, improving production organization, realizing according to the SMED method, should be continued in tooling changing process of another machines too. Even not big shortening of the single machine's tooling changing time, will bring advantages, such as: improving the financial result in the firm, shortening the waiting time for the product, greater flexibility of the production.