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Quick Changeovers:

The process of getting to SMED

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Quick Changeover Quick Changeover

DefinitionImportanceGoalsProcess

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Changeover time: Changeover time: DefinitionDefinition

The time elapsed between when the last good piece of product A comes off and the first good piece of product B starts.

Last good piece of product A

First good piece of product B

Total setup

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SMED: Single Minute Exchange of DieConcept that says all setups should and can take less than 10 minutes

OTED: One Touch Exchange of DieConcept that says all setups should and can take less than 100 seconds!

What is “World-Class” in Quick Changeovers?

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What can focusing on QCO do What can focusing on QCO do for us?for us?

Setup Time 1976 1977 1980 1988

Estimated

> 60 min 30% 0% 0% 0%

30-60 min 19% 0% 0% 0%

20-30 min 26% 10% 3% 0%

10-20 min 20% 12% 7% 1%

5-10 min 5% 20% 12% 5%

100 sec – 5 min 0% 17% 16% 9%

< 100 sec 0% 41% 62% 85%

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Why is Changeover Time Why is Changeover Time Important?Important?

Time (minutes)

Available Time

Process Time

Actual Process(Up Time)

0 24 48 72 96 120 168

Sched. D/T

Total Available Time

Sched. D/T

Sched. D/T

C/OTime

C/OTimeLost Time

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Goals of quick changeoverGoals of quick changeover

Reduce inventoryReduce batch sizesReduce changeover timeReduce impact on equipment utilizationImprove quality after changeoverImprove repeatabilityImprove throughputImprove flexibility

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Step 1:List the current Step 1:List the current process and timesprocess and times

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Machine running

Machine running

Last good piece of product A

First good piece of product B

Total setup

Internal and external elements

Step 2: Observe today’s setupStep 2: Observe today’s setup

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ObservationsObservationsAn on-the-floor process for documenting an

activity as it is performedHelps us understand why we do things the way

that we do - do not hesitate to ask whyIdentify internal and external elements,

waste/lost time, variances from the standard process

Are not conducted for the purpose of eliminating jobs or reducing people!

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ObservationsObservationsWe should always:

– Notify the party to be observed ahead of time– Explain why we are conducting an observation

We’re observing the activity not the person

– What we are trying to accomplish Explain the possible benefits for them and the

company

– Review the observation with the individual Coaching Clarification

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2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38

Stop line/ remove cores

Retrieve new roll

Position new roll

Lift roll /engage chucks

Thread material

Cut material

Retrieve tape

Splice new/previous roll

Lower into cradle

Start line – Splice Break

Rethread – re-splice roll

Run new roll to winder

Stop line – cut paper – tape cores

BPCS Trans – old roll

Operator Log – new roll

Start Line – ~ 38 mins

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Step 3: Separate & list Step 3: Separate & list internalinternal and and externalexternal

elements.elements.

Internal

External

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Internal vs. External…Internal vs. External…

This distinction is a cornerstone of setup reduction: What is the difference between external and internal elements?

Internal elements: operations that must be performed while the machine/process is stopped

External elements: operations that can be performed while the machine/process is running

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2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38

Stop line/ remove cores

Retrieve new roll

Position new roll

Lift roll /engage chucks

Thread material

Cut material

Retrieve tape

Splice new/previous roll

Lower into cradle

Start line – Splice Break

Rethread – re-splice roll

Run new roll to winder

Stop line – cut paper – tape cores

BPCS Trans – old roll

Operator Log – new roll

Start Line – ~ 38 mins

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2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38

Stop line/ remove cores

Retrieve new roll

Position new roll

Lift roll /engage chucks

Thread material

Cut material

Retrieve tape

Splice new/previous roll

Lower into cradle

Start line – Splice Break

Rethread – re-splice roll

Run new roll to winder

Stop line – cut paper – tape cores

BPCS Trans – old roll

Operator Log – new roll

Start Line – ~ 38 mins

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Internal

External

Step 4: Convert internal Step 4: Convert internal to externalto external

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How can we convert How can we convert internal to externalinternal to external

Eliminate search-and-find workArrange tools & materials beforehandComplete prep work before starting changeoverStandardize settingsMake visual marks vs. trial and error adjustmentsEliminate trial runsPostpone “put away” work

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2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38

Stop line/ remove cores

Retrieve new roll

Position new roll

Lift roll /engage chucks

Thread material

Cut material

Retrieve tape

Splice new/previous roll

Lower into cradle

Start line – Splice Break

Rethread – re-splice roll

Run new roll to winder

Stop line – cut paper – tape cores

BPCS Trans – old roll

Operator Log – new roll

Start Line – ~ 38 mins

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Internal elements

Machine running

Machine running

Last good piece of product A

First good piece of product B

Total setup

External elements External elements

Setup/changeoverSetup/changeover

With these changes, your new setup/changeover should look like this:

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Streamlinedinternal elements

Machine running

Machine running

Last good piece of product A

First good piece of product B

Total setup

External elements External elements

Step 5: Streamline the Internal Step 5: Streamline the Internal ElementsElements

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Create parallel stepsCreate parallel steps

Parallel steps - completed at the same time

Example: On large equipment, one person in front and one person at rear of machine. Each person has designated duties to reduce walking.

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-4 -2 2 4 6 8 10 12 14 16 18 20 26 28 30 32 34 36 38

Retrieve new roll

Retrieve tape

Position new roll

Stop line/ remove cores

Lift roll /engage chucks

Thread material

Cut material

Splice new/previous roll

Lower into cradle

Start line – Splice Break

Run new roll to winder

Stop line – cut paper – tape cores

Start Line @ ~20

BPCS Trans – old roll

Operator Log – new roll

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Internal

External

Create parallel stepsCreate parallel steps

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Reduce complexity and Reduce complexity and eliminate wasteeliminate waste

Use functional fixtures and jigs– one motion fasteners– levered or one-turn fasteners– interlocking wedge or slot

Eliminate adjustments– use angle and flat– use preset pins, guides, notches etc.

Eliminate need to leave the machine– Use POUS and water spider

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Streamlinedinternal elements

Machine running

Machine running

Last good piece of product A

First good piece of product B

Total setup

Streamlined External elements

Streamlined Externalelements

Step 6: Streamline the Step 6: Streamline the External ElementsExternal Elements

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Adopt functional standardsAdopt functional standards

Visual factory locations for tools Color coding Standard set ups Checklists

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Step 7:Step 7: Create new Create new processprocess

Document who will do what and when

Practice quick changeover (QCO) before doing it

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2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38

Stop line/ remove cores

Retrieve new roll

Position new roll

Lift roll /engage chucks

Thread material

Cut material

Retrieve tape

Splice new/previous roll

Lower into cradle

Start line – Splice Break

Rethread – re-splice roll

Run new roll to winder

Stop line – cut paper – tape cores

BPCS Trans – old roll

Operator Log – new roll

Start Line – ~ 40 mins

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-4 -2 2 4 6 8 10 12 14 16 18 20 26 28 30 32 34 36 38

Retrieve new roll

Retrieve tape

Position new roll

Stop line/ remove cores

Lift roll /engage chucks

Thread material

Cut material

Splice new/previous roll

Lower into cradle

Start line – Splice Break

Run new roll to winder

Stop line – cut paper – tape cores

Start Line @ ~20

BPCS Trans – old roll

Operator Log – new roll

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Step 8:Step 8: Test new processTest new process

Run pilot of new process– document steps of new process– time steps of new process– document improvement opportunities– videotape and look for additional opportunities

Make adjustments, as neededRe-test, if necessary

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Step 9:Step 9: Document new Document new processprocess

Create new work sheets that include all the steps of the new process

Get all needed approvalsTrain all workersPost the standardized work sheets (STW)

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Chart changeover timesChart changeover timesChart actual C/O times

5 10 15 20 25 30 5 10 15 20 25 5 10 15 20 25

JAN FEB MAR

25 min

20 min

15 min

10 min

5 min

0 min

?

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Step 10:

Kaizen the C/O!

SMED/Quick ChangeoverSMED/Quick Changeover

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SMED “Simulation”Situation: You leave work, aftera long day, you’re tired and anxious to get home to dinner with your family.

It’s raining (or snowing) out, the trafficis heavy, and you’re late.

You are driving along the interstate, and suddenly discover your havea flat tire.

Exercise: As a group, list the detailed steps you must go through tochange your flat tire and get back on the road again.

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SMED “Simulation”Situation: You leave work, aftera long day, you’re tired and anxious to get home to dinner with your family.

It’s raining (or snowing) out, the trafficis heavy, and you’re late.

You are driving along the interstate, and suddenly discover your havea flat tire.

Exercise: Ask the group how long this process typically takes. Get several answers.

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SMED “Simulation”

Situation: Now we’ll take a lookAt how “professionals” change tires,And how long it takes them.

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Questions?