Quick Changeover Basics This material is provided by Industrial Solutions, Inc. and is intended for internal use only. Any reproduction or re-use outside of the purposes described must be authorized by Industrial Solutions, Inc Industrial Solutions, Inc., 2010

Definition of Changeover Time The time between the last good piece off the current run and the first good piece off the next run.

Traditional Changeover Before improvements, basic setup tasks and related time breakdowns: Percent of time of changeover 50% 15% 30% 5% Preparation, after-process adjustment, checking, storing, and moving materials, parts, and tools Removing and mounting parts and tools Machine measurements, settings, and calibrations Trial runs and adjustments

The Best Changeover is No Changeover

Traditional Changeover and the Wastes of Lean Traditional Changeover Tasks Preparation and Adjustments Removing and Mounting Measurements, Settings, Calibrations Trial Runs and Adjustments Overproduction Waiting Transportation Processing Inventory Defects Motion People Eight Wastes

Changeover Improvement Process Analyze Implement Standardize Lean Basics Document

Traditional Changeover Day 1Day 2Day 3Day 4Day 5 Hours

Traditional Changeover 2-Hour Changeover (CO) Day 1Day 2Day 3Day 4Day 5 Hours 2 hours Weekly CO time: 10 hours Run time: 30 hours Available time: 0 hours 2 hours EDCBA

Quick Changeover 3-Minute Changeover Day 1Day 2Day 3Day 4Day 5 Hours

Quick Changeover 3-Minute Changeover Day 1Day 2Day 3Day 4Day 5 Hours E Weekly CO time: 75 minutes Run time: 30 hours Available time: 8.75 hours EEEE DDDDD CCCCC BBBBB AAAAA

What Does Quick Changeover Involve? Planning Practice Innovation Standardization Continuous Improvement

Impact of Quick Changeover Key Benefits Increased Accuracy, Improved Quality Decreased Costs, Increased Capacity Reduced Lead Time Flexible Response to Customer Needs Improved On-Time Delivery

Document the Current Changeover Document all the tasks or elements that make up the current changeover Capture and visually organize data about the changeover Identify changeover improvement priorities Analyze Implement Standardize Lean Basics SMED Document

How Do We Improve A systematic approach is needed Single Minute Exchange of Die (SMED) Developed in the 1950’s in Japan The goal is to get every changeover under 10 minutes (single digit) You can not get there in one step or one event

The SMED Approach Identify internal vs. external changeover tasks Analyze each task’s real purpose and function Focus on no/low cost solutions Aim to eliminate changeover time

Three Stages of SMED Separate Internal and External Setup Convert Internal Setup to External Setup Streamline Internal and External Elements Setup Reduction

SMED: Separate Internal and External Setup Develop and implement changeover checklists. Perform function checks on parts and tools. Reduce transportation of tools, parts, and materials. Separate Internal and External Setup Convert Internal Setup to External Setup Streamline Internal and External Elements Setup Reduction

SMED: Separate Internal and External Setup Develop specific checklists for every piece of equipment and major process. -What is needed? -Where is it needed? -Who needs to do what? -How long should it take? -What are the proper operating conditions? -What are the correct settings for the next operation? Keep checklists up-to-date and visible to all. Use checklists consistently prior to every changeover. Develop and Implement Changeover Checklists

SMED: Separate Internal and External Setup Are all of the changeover materials in good working order? -Tools -Parts -Jigs -Fixtures Have all materials been checked far enough in advance to allow time for repairs? Perform Function Checks on Parts and Tools

SMED: Separate Internal and External Setup Reduce non-value added movement of changeover parts, tools, and materials Transport changeover materials before the machine shuts down Focus on no/low cost solutions Reduce Transportation of Tools, Parts, and Materials

No/Low Cost Solution: Reduce Transportation

Prepare operating conditions in advance Standardize functions Use intermediary jigs Separate Internal and External Setup Convert Internal Setup to External Setup Streamline Internal and External Elements Setup Reduction SMED: Convert Internal Setup to External Setup

Preheat parts and tools to required temperature before they are needed Achieve correct pressure levels before start-up Position materials near point-of-use Prepare Operating Conditions in Advance

SMED: Convert Internal Setup to External Setup Eliminate time-consuming adjustments Focus on functions such as dimensioning, securing, gripping, and centering Replace the fewest possible parts by changing the way we perform the function Standardize Functions

No/Low Cost Solution: Standardize Functions Die Plate Adjusts Shut Height

SMED: Convert Internal Setup to External Setup Design and build standard-sized, removable plates or frames Externally attach and adjust die/parts Eliminate internal adjustments to individual parts during changeover Use Intermediary Jigs

SMED: Streamline Internal and External Elements Implement parallel operations Eliminate the need for adjustments Use functional clamps Mechanize functions Separate Internal and External Setup Convert Internal Setup to External Setup Streamline Internal and External Elements Setup Reduction

SMED: Streamline Internal Elements Divide changeover tasks between two or more people. Maintain detailed changeover procedures. -Who’s doing what? -Sequence of tasks -Required time for each task Reduce wasted motion, avoid confusion, and ensure worker safety. Implement Parallel Operations

SMED: Streamline Internal Elements Use visual marks to indicate correct settings Create “quick set” mechanisms to handle different functions Install fixed stops to indicate where a part should be positioned Eliminate the Need for Adjustments

No/Low Cost Solution: Use of Numerical Scales Numerical Scale

No/Low Cost Solution: Use of Positioning Pins Positioning Pins

Setup Reduction Tools Cartridges Standard work (dance cards) Quick release handles Off line setups Water spider (pit crew) Setup documentation Improved machine reliability

SMED: Streamline Internal Elements One-turn methods One-motion methods Interlocking methods Use Functional Clamps

No/Low Cost Solution: One-Turn Methods Pear-Shaped Hole Method Tighten Here Attach and Remove Here

No/Low Cost Solution: One-Turn Methods Wing Nut Method

No/Low Cost Solution: One-Motion Methods Cam Method

SMED: Streamline Internal Elements Use to fine tune, not significantly reduce, setups Consider only when changeover reaches the three-minute range Focus on no/low cost solutions Mechanize Functions

SMED: Streamline External Elements Maintain a Visual, Organized Workplace Separate Internal and External Setup Convert Internal Setup to External Setup Streamline Internal and External Elements Setup Reduction

Three Stages of SMED Separate Internal and External Setup Convert Internal Setup to External Setup Streamline Internal and External Elements Setup Reduction

Distinguish between internal and external setup tasks. Identify and apply proven techniques to convert internal to external setup tasks. Develop streamlined processes for internal and external setup tasks. Create an improved changeover process. Analyze Implement Standardize Lean Basics SMED Document Analyze Changeover Tasks and Identify Improvements Analyze

Applying SMED Complete Setup Analysis Chart. Develop no/low cost solutions. Streamline, streamline, streamline! Create an improved changeover process. Analyze Changeover Tasks Identify Improvements

Implement Implement Quick Changeover improvements Monitor and document results Analyze Implement Standardize Lean Basics SMED Document Implement Improvements and Monitor Results

Develop a plan to standardize improvements Analyze Implement Standardize Lean Basics SMED Document Standardize the Improvements Standardize

Benefits of Quick Changeover Key Benefits Increased Accuracy, Improved Quality Decreased Costs, Increased Capacity Reduced Lead Time Flexible Response to Customer Needs Improved On-Time Delivery