Achieving Changeover Flexibility Brigham Young University Prepared by: Kortney J. Jurado

What will be covered… Changeover Flexibility Defined How can this help our firm? Real world example How do we get there? Exercise Summary

Changeover Flexibility Defined The ability to switch from making one product to another one without incurring high setup times

Production Lead Time Queue: Time waiting before the operation begins Setup: Time getting ready for operation Run: Time performing operation Wait: Time waiting after operation ends Move: Time physically moving between operations

How will our company benefit from achieving changeover flexibility? Brainstorming Exercise

Current Market Demands Less costly Higher quality Shorter lead times Increase in average mix

The Why… Customers increasingly demand more customized products Reducing setup times allows us to be more responsive to customer needs If setup times are reduced at the bottleneck, capacity increases Able to convert runs into smaller lot sizes

Real World Example: Dr. Shigeo Shingo’s success at Toyota with “single digit setups”

Single Minute Exchange of Die (SMED) 1.Identify internal and external setup activities 2.Determine internal events which can be converted to external activities 3.Reduce time it takes to perform those internal and external events 4.Repeat the process

Identify Internal and External Events External: can be done while machine is running previous job –Ex: staging materials, getting specs and drawings Internal: require the use of the machine –Ex: removal of the die

Determine Internal Events That Can Be Converted to External Activities What changes can we make to our process or machinery? –Example: A company modified the machine so that the mount and the die could be removed as one piece

Reduce Times for Both Internal and External Internal tasks will remain our constraint Why do we need to reduce the time on our external activities?

Repeat the Process What else can be removed from internal setup? Can reduce a task by a few more seconds? What else can we do to reduce our setup times?

Split into groups and take a setup through Shingo’s four steps Applying Shingo’s Method to Our Setups

How can setup time be reduced? What can we do to make it easier, simpler, and safer? Can we do something more? What did we learn?

Another Tool: 5-S Sort Simplify Scrub Standardize Sustain

Separate items that are used daily from those that are used occasionally –Remove little used items from your workspace Sort

Set in order Arrange items so they are easy to see, use, and put away –Ex: carpenter’s shop If tools are used sequentially, place them in that order Simplify

Clean the work area –You will not need to be cleaning during a changeover Scrub

Sort, Simplify, And Scrub DAILY Make it a habit! Standardize

Continue to continue There will be changes over time Start from the beginning again and again Sustain

-Divide into groups -Create a plan to run your work area through the 5-S process -Discuss your plan with your teammates Exercise

How does 5-S affect changeover flexibility? How can our setup times benefit from the use of this tool? What did we learn?

1.List and explain the steps to SMED 2.List and explain the steps in 5-S Evaluation

Summary Changeover Flexibility = –Profits –Competitive Advantage –Greater responsiveness to market demands –Increased capacity

Vivek Sharma. (January 2001) Circuits Assembly. Vol. 12, Iss. 1; pg. 62, 5 pgs Kathryn Martin. "Packaging line changeovers: Flexibility means profit. " Food Engineering 1 Jun 1999: ABI/INFORM Trade & Industry, ProQuest. Web. 12 Apr Spada, S.. (2007, October). Packaging equipment goes mechatronic. Machine Design, 79(19), S10. Retrieved April 12, 2010, from ABI/INFORM Global. (Document ID: ). Cheryl Gaimon, & Alysse Morton. (2005). Investment in Facility Changeover Flexibility for Early Entry into High-Tech Markets. Production and Operations Management, 14(2), Retrieved April 12, 2010, from ABI/INFORM Global. (Document ID: ). Readings List