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OnlineStudentGuide

OpusWorks2016,AllRightsReserved

ChangeoverReduction

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TableofContents

LEARNINGOBJECTIVES......................................................................................................................................4INTRODUCTION....................................................................................................................................................4WHATISCHANGEOVERREDUCTION?....................................................................................................................................4CHANGEOVERVS.CHANGEOVERREDUCTION......................................................................................................................4DEFINITIONS-CHANGEOVERTIME........................................................................................................................................5DEFINITIONS–SET-UP.............................................................................................................................................................6DEFINITIONS–TAKTTIME......................................................................................................................................................6

TAKTTIME.............................................................................................................................................................6CHANGEOVERREDUCTION...............................................................................................................................7HISTORYOFCHANGEOVERREDUCTION................................................................................................................................8THEPURPOSEOFCHANGEOVERREDUCTION......................................................................................................................8BENEFITSOFCHANGEOVERREDUCTION..............................................................................................................................8KEYBENEFITSOFCHANGEOVERREDUCTION......................................................................................................................9PRODUCTIONPROCESSEXAMPLE1.......................................................................................................................................9PRODUCTIONPROCESSEXAMPLE2....................................................................................................................................10

INTERNALANDEXTERNALACTIVITIES.....................................................................................................11EXTERNALACTIVITIES...........................................................................................................................................................11

CHANGEOVER......................................................................................................................................................12CHANGEOVERTWOPRIMARYCOMPONENTS....................................................................................................................12

OHNOCIRCLE......................................................................................................................................................13GEMBA......................................................................................................................................................................................13THEOHNOCIRCLEPROCESS................................................................................................................................................14GUIDELINESFORSUCCESSFULCHANGEOVERREDUCTIONPROCESS............................................................................15

13STEPSOFCHANGEOVERREDUCTION...................................................................................................1613STEPSOFCHANGEOVERREDUCTION–STEP1...........................................................................................................1613STEPSOFCHANGEOVERREDUCTION–STEP2-4......................................................................................................1613STEPSOFCHANGEOVERREDUCTION–STEP5-7......................................................................................................1713STEPSOFCHANGEOVERREDUCTION–STEP8-10....................................................................................................1813STEPSOFCHANGEOVERREDUCTION–STEP11-13.................................................................................................19

INTERNALANDEXTERNALACTIVITIESINSTEPS4-6...........................................................................19STEP4–SEPARATEINTERNALANDEXTERNALACTIVITIES.........................................................................................19STEP5–CHANGEOVERWASTEREDUCTION....................................................................................................................20STEP6–TRANSFERINTERNALTIMETOEXTERNALTIME............................................................................................21OBSERVECHANGEOVER........................................................................................................................................................22

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©2016byOpusWorks.Allrightsreserved.Version5.5April,2016TermsofUseThisguidecanonlybeusedbythosewithapaidlicensetothecorrespondingcourseinthee-LearningcurriculumproducedanddistributedbyOpusWorks.NopartofthisStudentGuidemaybealtered,reproduced,stored,ortransmittedinanyformbyanymeanswithoutthepriorwrittenpermissionofOpusWorks.TrademarksAlltermsmentionedinthisguidethatareknowntobetrademarksorservicemarkshavebeenappropriatelycapitalized.CommentsPleaseaddressanyquestionsorcommentstoyourdistributorortoOpusWorksatinfo@OpusWorks.com.

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LearningObjectives

Uponcompletionofthiscourse,studentwillbeableto:• DefineChangeoverReduction• Provideabriefoverviewofitsorigin• Discussitsbenefits• ExplainhowitsupportsandenablesLeanwastereduction• DefineTakttime• Distinguishbetweenexternalandinternalwork• Discusstherelevanceofeach• Provideastep-by-stepguidetoimplementingasuccessfulChangeoverReductionprogram

Introduction

WhatisChangeoverReduction?

ChangeoverReduction,thetermmostrecognizedbyLeanpractitionerstoday,isalsoknownasSingleMinuteExchangeofDie(orSMED),RapidChangeover,QuickChangeover,andSet-upReduction.Throughoutthismodule,however,wewilluseonlythetermChangeoverReduction.

Traditionally,ChangeoverReductionhasbeenusedmainlyinthemanufacturingenvironment.Tostreamlinethelearninginthismodule,wewillfocusonmanufacturing,butkeepinmindthatthereareequalopportunitiesandapplicationsforitsuseinmanyotherenvironments.

Forexample,inthemedicalandhealthcarecommunity,itcansignificantlyreducethetimerequiredforchangeoverfromonepatienttothenextforproceduressuchasx-raysandCTscans.

ThesportsindustryoftenhasuseforChangeoverReductionaswell,themostobviousexamplebeingthetraditionalNASCAR“pitstop.”Serviceindustryorganizationsthatwanttoreduceandminimizeequipmentrepairdowntime,suchastheU.S.PostalService,demonstrateyetanotherinstanceofthemanyapplicationsthatexistforthisvaluableLeanmethodology.

Changeovervs.ChangeoverReduction

AswebeginourdiscussionofChangeoverReduction,itisimportanttoclarifythatitisnotsynonymouswithChangeover.Althoughthetwoaresimilar,withcloselyrelatedprinciples,theyarenotthesame.Changeoverreferstotheseriesofactionsthataretakentoconvertaprocess,productline,ormachinefromrunningoneproducttorunninganother.Let’slookassomemoreexamples.Inautomotivemanufacturing,thiswouldincludechangingafuelinjectororsparkplugassemblyprocessfromonecalibrationorheatrangetoanother.

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Anexampleinhealthcarewouldbethereconfigurationofanoperatingroomfromonetypeofsurgerytoanother.

Intheofficeenvironment,evenroutineandsimpleacts,suchaschangingtheinkortonercartridge,orswitchingthefontstyleandsizeofapresentation,areformsofChangeover.Changeovertimescanlastfromlessthanaminutetoseveralweeks,dependingonthecomplexityoftheproductdesignorprocess.

TosetthestageforourdiscussionofChangeoverReduction,itisalsonecessarytounderstandthedefinitionsofChangeovertime,Set-up,andTaktTime.Definitions-ChangeoverTime

Changeovertimeisametricthatdescribestheamountoftimeelapsedfromcompletionofthelastgoodpartofaproductionrun,tothefirstgoodpartofthenextrun.Changeovertimecanincludemanyactivities,suchascleanup,removingthetoolsandfixturesrequiredforthepreviousproduct,installingthetoolsandfixturesforthenextproduct,completingpaperwork,andsuccessfullypassinginspectionofthenextproduct.Keepinmind,theChangeoverisnotcompleteuntiltherateoftheproductionrunreturnstotheplannedrateofthenewproductorprocess.

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Definitions–Set-up

InLean,Set-upreferstotheactofpreparingamachineorworkareatoproduceaspecificproduct.Set-upoccurswhenthemachineorequipmentisnotrunning.Set-uptimeisakeycomponentoftheoverallChangeovertime.

Definitions–TaktTime

TaktTimeisaLeanmethodologymetricandparameterthatplaysanimportantroleinChangeoverReduction.WhendeterminingwhatitsprocessChangeovertimemustbeinordertomeetcustomerdemandanddeliveries,anorganization’sLeanteammustfirstknowtheprocessTaktTime.TaktTime

TaktTimeisthemostidealprocessingtime,betweeneachprocessstep,thatisrequiredtoproduceanddeliveraproductorserviceontimeandcoordinatedtocustomerdemand.Itisusedtodefinetherateorpaceatwhichmaterials,information,components,assemblies,andfinishedproductorservicesmustbeprovidedinordertosatisfycustomerdemand.

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ItisoftenreferredtoastheheartbeatorpulseofaLeanmanufacturingorserviceorganization.TaktTimemustnotbeconfusedwithCycleTimeorLeadTime;theseareverydifferentandwillbediscussedinlatermodules.

TaktTimeisGermanforamusicalmeterorbeat.InLeanmethodology,itrepresentstherhythmorpulseofcustomerdemand.CalculatingTaktTimeissimple.Itisthedailyavailableproductiontimedividedbytheaveragedailycustomerdemandforthatproduct.

𝑻𝒂𝒌𝒕𝑻𝒊𝒎𝒆 =𝑫𝒂𝒊𝒍𝒚𝑨𝒗𝒂𝒊𝒍𝒂𝒃𝒍𝒆𝑷𝒓𝒐𝒅𝒖𝒄𝒕𝒊𝒐𝒏𝑻𝒊𝒎𝒆

𝑫𝒂𝒊𝒍𝒚𝑨𝒗𝒆𝒓𝒂𝒈𝒆𝑪𝒖𝒔𝒕𝒐𝒎𝒆𝒓𝑫𝒆𝒎𝒂𝒏𝒅𝒇𝒐𝒓𝑷𝒓𝒐𝒅𝒖𝒄𝒕

ChangeoverReduction

YouhavejustlearnedthedefinitionofChangeover,TaktTime,andsomeotherkeyterms.YoualsoknowthatChangeoverisnotthesameasChangeoverReduction.So,whatisChangeoverReduction?ChangeoverReductionisastructuredmethodologyandtechniqueusedtoreducethecombinedamountofSet-upandStart-uptimeittakestochangeaprocessfromrunningonespecificcalibrationortypeofproducttoanother.(Stampingormoldingdiesaretypicalexamples).ThetraditionaltargetistoreduceoverallChangeovertimetolessthan10minutes.

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HistoryofChangeoverReduction

Beforewemoveforward,let’stakeabrieflookbackatthehistoryofChangeoverReductionandhowitevolvedintothemethodologyandLeanprincipleitistoday.In1950,amannamedDr.ShigeoShingodevelopedandintroducedthefirststageofChangeover

Reduction.In1970,hedevelopedtheoriginalQuickChangeoverSMEDsystemsatToyotathatinvolvedsplittingaChangeoverSet-upoperationintointernalandexternalcomponents.Sincethattime,ithascontinuedtoevolveandimproveasmanyorganizationsadoptthisvaluablemethodology.ThesuccessoftheToyotaProductionSystemcontinuestoinfluenceanddrivecontinuousimprovementactivitiesthroughouttheworldtoday,injustabouteverymanufacturingenvironment.

Shingo’sconceptofsplittingoperationsintointernalandexternalcomponentsisacriticalelementofChangeoverReduction,whichwewilldiscusslaterinthismodule.ThePurposeofChangeoverReduction

AlthoughChangeoverReductionservestoincreaseproductioncapacity,thisisnotitsprimarypurpose.Moresignificantly,itisakeyelementofLeanmethodologythatenablesmorefrequentChangeoversinordertoincreaseproductionflexibility;increaseuptimeandthroughput;reduceinventorylevelsandcosts;improveproductquality;improveresponsetimetocustomerdemand;improvecustomersatisfactionand“delight”;andincreaseorganizationalprofitability.ThetypicalendresultofasuccessfulChangeoverReductionprogramisincreasedcapacity,andtheabilitytoprofitfrommeetingcustomerdemands.BenefitsofChangeoverReduction

Nowlet’stakealookatsomeofthemanybenefitsofChangeoverReduction.ByreducingrequiredadjustmentsduringSet-up,ChangeoverReductionminimizestheriskofproducingdefectsanderrors.Inotherwords,theriskofcreatingadefectduetoadjustmenterrorisminimized.Thispromotesproductqualityandcompliancetocustomerrequirementsorspecifications.

Anotherbenefitisreducedinventorycosts.Inventorycostreductionisrealizedbysignificantlyreducingthesizeandnumberofbatches.Thisdirectlyleadstoloweroperatingcostsandmoreeffectiveuseofvaluableproductionfloorspace.ReducedinventoryalsosupportsContinuousorOnePieceFlow,aslotandbatchsizearereduced.

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AnoftenoverlookedbenefitofChangeoverReductionactivityis“on-time”deliveryimprovement.ReducingChangeovertimesenhancesJIT(orJustinTime)delivery.Itdirectlyreducesproductorserviceleadtimes,increasesoutput,andimprovesresponsetimetocustomerdemand.Theresultisoftennewandwelcomedcustomer“Delight.”

KeyBenefitsofChangeoverReduction

ThisgraphicillustratesandsummarizesthekeybenefitsofChangeoverReduction.ShorterChangeovertimesleadtoincreasedproductioncapacitybyconvertingmachinedowntimetoproductivetime.Increasedcapacityresultsinincreasedproduction,lesscapitalequipment,andfewerworkingshifts.ShorterChangeovertimesalsoenablethetransitiontosmallerbatchsizes.ItiscommonforcompanieswithsignificantSet-uptimestoproducemorepartsperSet-up,whichincreasesbatchsizes.Smallerbatchsizesresultinmanybenefitssuchasreducedinventory,shorterleadtimes,moreproductionflexibility,andhigherproductorservicequality.Allthesebenefitsleadtoincreasedprofitability,and“delighted”customers!Next,wewilltakealookatsomeofthesekeybenefitsinmoredetail.ProductionProcessExample1

TohelpillustratehowChangeoverReductionhelpsdecreasebatchsizes,takealookattheproductionprocessshownhere.Thedetailsofourexampleareasfollows:Thefirststepintheproductionprocessproducesfourtypesofparts,A,B,C,andD.Allfourofthesepartsareusedinanassemblyoperationthatworksoneshiftaday.Becauseofthehighdemandfortheseparts,theequipmentruns24hoursaday,producingthesefourpartsaroundtheclock.Eachpartisrunfor4hoursatatime,andrequiresa2-hourequipmentChangeovertimebetweenparts.Theassemblyprocessthatusesthesepartsfrequentlyrunsoutofthespecificpartthatisneeded,dependingonwhatthecustomerhasordered.Whenthishappens,theproductionhastostopandwait

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untilthenexttimetheequipmentischangedovertoproducethepartthatisneeded.Thecurrenttimeallocationchartshowsthatthiswaittimemaybeaslongassixhours!Becausetheassemblyteamworksonlyoneshift,itmighthavenomoreworkuntilthenextday.Toaddressthisissue,thecompanyundertakesaChangeoverReductioneffortonitsinitialprocessand

succeedsinreducingChangeovertimefrom2hoursto1hour.Basedonthisoutcome,thecompanydecidestoadjustitsproductionscheduletocontinueproducingthesameamountofeachitem,buttoproduceeachitemwithina12hourtimeframeinsteadofitsoriginal24hourtimeframe.Thisadjustmenttotheproductionscheduleoffersmuchmoreflexibilityinschedulingthenextitemtoberun.Now,whentheassemblyoperationisabouttorunoutofapart,theproductionprocesscanquicklyrespondandprovidepartswithin3hoursorless.

ProductionProcessExample2

Let’sconsideranalternativescenario.Insteadofadjustingitsproductionschedule,asinthepreviousexample,thecompanymayhavedecidedtousethebenefitsofChangeoverReductioninadifferentway.RecallthatpriortoitsChangeoverReductioneffort,theequipmentran24hoursperday;thisdidnotallowforanydowntimeforroutinemaintenance.Toaddressthisissue,thecompanymaychoosetokeepthesameproductionschedule,butnowitcanusethetimegainedbyshorterChangeoverstoallowforroutinemaintenance.Thecompanymayalsochoosetousethisadditionaltimetoproducemorepartsduringperiodsofhigherdemand.

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InternalandExternalActivities

InrelationtoChangeover,internalactivitiesandexternalactivitiesaredefinedasfollows:Internalactivitiesareactivitiesthatmustbeperformedwhilethemachineisnotrunning.Externalactivities,ontheotherhand,areactivitiesthatmaybeperformedwhilethemachineisrunning.Itisimportanttoclarifythatalthoughweareusingtheword“machine”inourdefinitionsofinternalandexternalactivities,thisconceptisnotlimitedtomanufacturing.Whentheconceptisappliedinnon-manufacturingenvironments,theword“machine”ineachdefinitioncanalsorepresentapersonorateamdevelopingdata,anidea,orinformationintoaproductorfinishedservice.ExternalActivities

Asyoujustlearned,externalactivities,unlikeinternalactivities,maybeperformedwhilethemachineisrunning.Inotherwords,externalactivitiesdonotforceproductiontostop.ThegoalofChangeoverReduction,therefore,istoexternalizeasmanySet-uptasksoractivitiesaspossibleinordertominimizethetimethe“machine”isnotproducingaqualityproductorservice.Laterinthismodule,aswewalkthroughthekeystepsofChangeoverReduction,wewilltalkmoreabouthowinternalandexternalactivitiesareidentifiedandseparated.

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Changeover

Earlierinthismodule,youlearnedthedefinitionsofChangeoverandSet-up.Becauseitisafairlycommonerrortousethesetermsinterchangeably,let’stakeamomenttoclarifythedifference:RecallthatChangeoverreferstotheseriesofactionstakentoconvertaprocess,productline,ormachinefromrunningoneproducttorunninganother;andChangeovertimeisametricthatdescribestheamountoftimeelapsedfromcompletionofthelastgoodpartofaproductionrun,tothefirstgoodpartofthenextrun.Set-up,therefore,isonlyonecomponentofChangeover.ItisalsoworthwhiletonotethatsomeLeanpractitionersusetheterm“Turnaround”inplaceofChangeover.However,throughoutthismodule,wewilluseonlythemorerecognizedterm,Changeover.ChangeoverTwoPrimaryComponents

Changeoverisdividedintotwoprimarycomponents.Aswejustmentioned,Set-upisonecomponent.Set-upfocusesontheactualprocessofconvertingtheequipmentormachinetodowork.TheothercomponentisStart-up.Start-upfocusesonfinetuningtheequipmentormachineafterithasbeenrestarted,andwhileitisreturningtothedesiredproductionrateorcapacity.AlsopartofSetUpandStartUpwillbeclean-upactivitiesthatfocusontheremovalofpreviouslyutilizedproducts,sub-assemblies,workdocuments,materials,orcomponentsfromtheprocessareaorproductline.

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OhnoCircle

SuccessfulChangeoverReductionrequiresLeanpractitionerstochangethewaytheythinkaboutandanalyzeChangeoverprocesses.OnetoolusedforthispurposeistheOhnoCircle.Let’stakeacloserlook:

TaichiOhno,whoworkedcloselywithDr.ShingoastheToyotaProductionSystemdeveloped,introducedakeymethodforunderstandingprocesses,andeventuallyChangeoverReduction.Hisinnovativemethod,calledtheOhnoCircle,stressedtheideaof“learningthroughGenchiGenbutsu,”aJapanesetermthatmeans“goandsee.”Ohno’sbasicpremisewasthattofullyunderstandwhatishappeningduringaproductorprocess

Changeover,itiscriticaltogototheplacewheretheworkisbeingdone,andobservewhatishappeningfirsthand.TheJapanesetermGembareferstothis“realplace”wheretheworkisbeingdone.Ohno’smethodologyshiftsourthinking;itsaysthatalthoughdataisimportant,goingdirectlytotheproblemplaceisevenmoreimportant.ThisisakeyelementforsuccessfulChangeoverReduction.Next,wewilldiscussthedetailsoftheOhnoCircle,anditsrelationshiptoGemba.Gemba

AswecontinueourdiscussionoftheOhnoCircle,let’sconsidertheimportanceofGemba.Asyoujustlearned,GembareferstotheplacewhereallChangeoveractivitiesareactuallytakingplace;putsimply,Gembais“wheretheactionis.”PuttingGembaintoactionisquitesimple.ThekeyistogototheprocesstargetedforChangeoverReduction,andobserve.Gembaparticipantsmustbecarefulto

stayoutofthewayofthecurrentChangeoverteam,andbeasinvisibleaspractical.HerearethestepsinvolvedinGemba:First,physicallygototheprocessoperationorlinewheretheChangeoveristakingplace.Next,stop,lookaround,andobservefirsthand;thinkofthatoldrailroadcrossingrule,“Stop,Look,andListen!”ThenextstepistotalktothepeoplewhoareactuallydoingtheChangeover,andreallylistentowhattheysay.ThegoalofGembaistogainaclearunderstandingoftherealcurrentsituation.Toachievethisgoal,participantsmustnotrelyonolddata,reports,orwhat

someoneelsehassaid.TheymustalsoensurethatanyChangeoverproblemissupportedbythefacts,aswellasdata.Finally,theymustevaluatehowChangeoverperformanceismeasuredandwhattoolsareused.

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TheOhnoCircleProcess

AswithGemba,thefocusoftheOhnoCircleisfirsthandobservationandverification.TocarryouttheOhnoCircleprocess,teamsshouldfollowthesedetailedinstructions:

1.DrawarealorimaginarycircleneartheprocessyouareevaluatingforChangeoverReduction.StandofftothesidesoastonotinterferewiththecurrentChangeoverprocess,butcloseenoughtoobserve.Don'tforgettobringapencil,blankpaper,andstopwatch.

2.Standinthecircle.3.Watchyourenvironment.Remember,“Stop,Look,andListen!”

4.Observeeverythingthat’shappening,includingpeople,motion,process,flow,layout,machineries,etcetera.5.Writedownanyimproperorabnormalthingsand

opportunitiesyousee.6.ThinkaboutwhatcouldbedonetoreducetheChangeovertime.7.ObservetheentireChangeoverprocess,fromonehourbeforetheChangeoverstartsuntiltheprocessisbacktothefulldesiredcapacityrate.8.RepeattheobservationforthreetofourChangeoverstoverifyobservations.9.Repeatthesestepsaftereachimprovementisimplemented.10.Document,document,document!Remember,videosandphotosaregreatdocumentationtools.

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GuidelinesforSuccessfulChangeoverReductionProcess

AswemoveforwardwithourdiscussionofChangeoverReduction,itisimportanttorememberthatthismethodologyrequiresashiftfromtraditionalthinkingandanalysis.HerearesometipsandguidelinesforachievingasuccessfulChangeoverReductionprogram:1)Rethinktheideathatit’sokayformachinestobeidle,butnotforworkers.Inbusiness,wetendtothinkthatpeopleshouldnotstandaroundanddonothing,becausetheyarebeingpaid.Inreality,wealsopayformachines,regardlessiftheyoperateornot.2)KeepinmindthattheidealSet-upChangeoverisnoSet-uporChangeoveratall,oronethatiscompletedwithinseconds.3)Understandwhat“Pre-Changeover”activityorworkisrequired,andmakesureitisdocumentedforfuturereference.4)Ensurethatalltoolsandprocessequipmentarealwaysreadyandinperfectcondition.EstablishanddocumentrepairandmaintenanceproceduresforChangeoverrelatedequipmentsuchasdiesandjigs;completerepairsbeforeneeded;andmakesureprocedureisenforcedandfollowed.Thisconceptofpreparingaheadoftimeisveryimportant.Unfortunately,itisoneoftheweakestareasfoundinmanyorganizationsrelatedtoChangeoversingeneral.5)Considerusingasignalto“Start,”suchasblowingawhistle,andhaveateamofworkersrespondtoeachChangeover.6)EstablishgoalstoreduceChangeovertimes.RecordallChangeovertimesanddisplaythemnearthemachine.Communicateandchallengetheteam.7)DistinguishbetweeninternalandexternalSet-upactivities,andstrivetoconvertinternaltoexternalSet-up.

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13StepsofChangeoverReduction

13StepsofChangeoverReduction–Step1

Sofarinthismodule,wehaveprovidedanoverviewofChangeoverReduction;describeditsbenefits;anddiscussedsomekeyterms,concepts,andtoolsusedinthismethodology.Now,wewilltakeyou,step-by-step,throughthe13-stepprocessforsuccessfulChangeoverReduction.

StepOneistoobserveandfullyunderstandthecurrentstateoftheChangeoverprocessandhow itisperforming.Inthisinitialstep,theSet-upChangeoverimprovementteamobservesthecurrentChangeoverprocess,measurestimeanddistances,documents,andmeasuresagain. AdheringtoGemba,theteamobservestheactualworkplaceandactivity.Onceithasobservedanddocumentedthecurrentstate,itdefinestasksthatneedtobedone.Inmanycases,theteamwillbeworkingwithheavyequipmentandmovingparts,sosafetyiscritical.13StepsofChangeoverReduction–Step2-4

StepTwoistosetanimprovementgoal.TheteamdetermineswhatitwantstheChangeovertimetobe.IttakesintoconsiderationtheTaktTime,andbasedonthecustomerdemand,determinestheamountofimprovementneeded.Inthisstep,theteamshouldalsoconsiderdefiningsuchthingsasbatchsize,throughput,andtransportdistance.

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StepThreeistoconducta5SKaizenEvent.Inthisstep,theteamshoulduseitsbestjudgmenttodeterminewhetheracompleteKaizenEventisneeded.Ifa5SKaizenEventhasrecentlybeencompletedsuccessfully,andisbeingenforced,theteammaydecidetosimplyobservetheareaforgeneralhousekeepingandcleanliness.Thereisnoneedtoinvesttimeanddollarsintorepeatinganalreadysuccessful5SEvent.

StepFouristoidentifyandseparateChangeoverprocessstepsintokeyoperations.Todothis,theteamworksfromtheactualinstructionsandobservationstoidentifyexternaltasksandinternaltasks.Recallthatexternaltasksarethosethatcanbedonewhiletheequipmentisstillrunning,andinternaltasksarethosethatmustbedonewhiletheequipmentisstopped.13StepsofChangeoverReduction–Step5-7

StepFiveistoidentifyandeliminateanyandallnon-essentialoperations.Examplesincludeadjustingonlyoneendstopinsteadoftwo;replacingonlytherequirednecessarypartsorinserts;ormakingasmanyparts,fittings,andattachmentsasuniversalaspossible.

StepSixistotransferinternaltimetoexternaltime.Wewilldiscussthisstepinmoredetaillater.StepSevenistoprepareforandperformtheexternalSet-up.Todothis,theteamgathersalltoolsrequiredandplacesthematthesite.ItthenpreparestheitemtobeexchangedduringQuickChange(pre-heatingadieisagoodexampleofthis),andensureseverythingisascleanandsharpasrequiredbeforestarting.Finally,itmakescertainthatallnewmaterialsfortheChangeoverarecorrectandattheprocesslocation;thatnokeyproductsorcomponentsaremissing;andthatallkeycomponentsorpartsarerepairedandreadytousebeforestarting.

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13StepsofChangeoverReduction–Step8-10

StepEightistosimplifytheinternalSet-up.Todothis,forexample,pins,cams,andjigscanbeusedtoreduceadjustments.Replacingnutsandboltswithknobs,levers,andtoggleclamps,orreplacingfull-threadedboltswithquarter-turnboltsmayalsohelpsimplifytheSet-up.Remember,nomatterhowlongthebolt,onlythelastturntightensit.

Useof“Quick”connectanddisconnectfittingsishelpfulaswell.StepNineistopracticeChangeoverSet-upoverandoveruntilit’sperfect.Theobjectiveofthisstepistoimproveeachtimetomeetthe“SingleMinuteChallenge.”Todothis,theChangeoverimprovementteamtrainstheworkteam,setstheimprovementsinplace,andobservestheresults.Itthencommunicatestheresultstotheteam,anddisplaystheresultsforalltosee.StepTenistomeasureanddocument,andthenmeasureanddocumentagainandagain.TheonlywaytoreallyknowifChangeoverandStart-uptimewastewasreducedistomeasureit.Here,theteamusesGemba;itgoestotheactualplacewheretheworkisbeingdone.ItthenstandardizestheresultsintheformofStandardWorkprocedure.

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13StepsofChangeoverReduction–Step11-13

ThisbringsustothelastthreestepsforsuccessfulChangeoverReduction.StepElevenistocommunicateanddisplayresults;often,competitionsaresetupbetweenteams.StepTwelvewrapsuptheprocesswitha5SEvent;asinStepThree,theteamusesitsjudgmentheretodecidewhethera5SEventisrequired.Andfinally,StepThirteenistocelebrateandrecognizeperformancesuccess.InternalandExternalActivitiesinSteps4-6

OneofthemostimportantcomponentsofunderstandingChangeoverReductionishavingafirmgraspofinternalandexternalworkactivities,andhowtotransferinternaltoexternalactivity.Withthisinmind,wewillreviewStepsFourthroughSixofourChangeoverReductionprocessinmoredetail.Aswediscussedearlier,thegoalofChangeoverReductionistoexternalizeasmanySet-upactivitiesortasksaspossibleinordertominimizethetimethe“machine”isnotproducingaqualityproductorservice.Step4–SeparateInternalandExternalActivities

Tobeginourdetaileddiscussionofinternalversusexternalactivities,wewillreturnourfocustoStepFouroftheChangeoverReductionprocess.Thisiswheretherealactivitystarts.RecallthatinStepFour,theteamidentifiesandseparatesChangeoverprocessstepsintokeyoperations.AChangeoverAnalysisSheetmaybeusedtodocumentChangeoveractivityandtoidentifyimprovementopportunities.

Here’showStepFourisaccomplished:Theteamworksfromtheactualinstructionsandobservationstoidentifyinternalandexternalactivities.Rememberthatinternalactivitiesareoperationsthatmustbedonewhenthemachineorequipmentisnotrunning.Thesearetypicallyremovalandinstallationactivitiesofdiesandtooling,orcleaningof

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internalcomponents.Externalactivities,ontheotherhand,areoperationsthatcanbedonewhenthemachineorequipmentisrunning.Preparationoftoolsandsupplies,clean-uptasks,andpaperworkaretypicalexamplesofexternalactivities.AstheChangeoverteamidentifiesandseparatestheprocesssteps,itmaydeterminethatsomeoftheoperationsoractivitiescanbeperformedbeforetheChangeover,orthatsomecanandshouldbedoneaftertheChangeover.

Thisgraphicdemonstratestherelationshipbetweeninternalandexternalworkactivities.Externalactivitiesareoftenreferredtoas“off-line”activities,becausetheycanbedone“offline,”withoutinterruptingtheprocess.Agoodexampleofanexternalor“offline”activityisdierefurbishmentmaintenancefordiesthatarenotinuseatthetime.Boltingthenewdieinplaceonthediepress,however,canonlybeperformedwhentheprocessisnotrunning,andisthereforeidentifiedasaninternalactivity.

Step5–ChangeoverWasteReduction

Nowlet’stakeacloserlookatStepFiveoftheChangeoverReductionprocess.Asyoulearnedearlier,thefocusofStepFiveistoidentifyandeliminateanyandallnon-essentialactivitiesoroperations.Inthisstep,theteamisonthealertforanyandallChangeoverwastereductionoreliminationopportunities.

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Whentheteamidentifiesinternalorexternalactivitiesthatcannotbejustified,orarenotnecessaryfortheprocessorwork,itseekstoreduceordeletethem.Keepinmindthattheentireteammustagreebeforedeletingoreliminatinganactivity.

Ifthereisanobjection,thatobjectionmustbejustifiedbyfacts;andatrialtestmustbeperformed,withouttheactivityinplace,toverifyimpactonChangeover.NotethatinLean,wasteissometimescalled“muda.”

Step6–TransferInternalTimetoExternalTime

TheprimarygoalofStepSixistomoveasmanyinternalactivitiesintoexternalactivitiesaspractical.

TherearenumerouswaystheChangeoverteamcanmoveinternalworkactivitiestoexternalworkactivities.Someoftheideasitmightconsiderincludethefollowing:•HavetheChangeoversupportteamattheworkareashortlybeforetheChangeoverbegins.•StageallrequiredtoolsandsuppliesattheworkareabeforetheChangeoverbegins.•Preparetooling,andmakenecessaryalignmentsoradjustments,priortostoppingtheprocess.•CompleteanyrequiredpaperworkaftertheChangeoveriscompleteandtheprocessisrunningbackattheappropriaterate.

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ObserveChangeover

AfteralltheChangeoveractivitieshavebeendocumented,theteamanalyzeseachactivitytodeterminewhetheritisinternalorexternal.AChangeoverAnalysisSheet,liketheoneshownhere,isausefulanalyticaltool.Withthisworksheet,theteamrecordseachChangeoveractivity;recordsstartandstoptimes;noteswhethertheactivityisinternalorexternal;identifiestheproblemorissue;andlistsopportunitiesforimprovement.