Changeover Improvement: SMED and beyond … Dr Richard McIntosh

5 Part Presentation - Review - Embracing design opportunities - Changeover game - Other important issues - A revised improvement approach

Part I Review

CHANGEOVER IMPROVEMENT An automotive example Copyright Suiko-WCS International

CHANGEOVER IMPROVEMENT Another automotive example ITBA - July 2007

CHANGEOVER IMPROVEMENT Industrial ITBA - July 2007

£ … € … CHANGEOVER IMPROVEMENT Why seek better changeovers ? $ … ¥ … Purpose Why seek better changeovers ? £ … € … $ … ¥ … ITBA - July 2007

Retrospective improvement team Original equipment manufacturer CHANGEOVER IMPROVEMENT Opportunities Retrospective improvement team Original equipment manufacturer ITBA - July 2007

CHANGEOVER DEFINITION (Run down period) Run up period Set up period OUTPUT TIME ITBA - July 2007

Total elapsed changeover period CHANGEOVER INCLUDING RUN-UP Run-up 200 400 600 800 1000 1200 1400 Daily Production (‘000s) Days after Changeover Target (750,000 units/day) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Set-up period losses Other losses Run-up period Total elapsed changeover period 16 17 Set-up period

and/or CHANGEOVER DEFINITION Changeover should be defined as … “The activities necessary to ensure manufacture of a new product at a predetermined production rate and at a predetermined product quality rate.” and/or “The elapsed time between manufacture of an existing product and manufacture of a new product at a predetermined production rate and a predetermined product quality rate.” ITBA - July 2007

CHANGEOVER IMPROVEMENT PRACTICE Shingo book: “A revolution in manufacturing” Productivity Press ISBN 0-915299-03-8 ITBA - July 2007

REVIEWING IMPROVEMENT PRACTICE Dominant ‘SMED’ methodology Conceptual Stages ‘SMED’ Stage 0 - Internal and External not distinguished Stage 1 - Separate Internal and External Stage 2 - Convert Internal to External Stage 3 - Streamline ITBA - July 2007

REVIEWING IMPROVEMENT PRACTICE Dominant ‘SMED’ methodology SMED concept or stage Assigned technique Stage 1: Separate internal and external setup Using a checklist Performing function checks Improving die transportation   Stage 2: Convert internal to external set-up Preparing operating conditions in advance Function standardisation Using intermediary jigs Stage 3: Streamline all aspects of the set-up operation Improving storage and transportation of dies, etc. Implementing parallel operations Using functional clamps Eliminating adjustments Least common multiple system Mechanisation ITBA - July 2007

CHANGEOVER IMPROVEMENT PRACTICE The need to measure performance and isolate individual tasks A brief thought … The use of the SMED methodology to address run-up losses ? Total elapsed changeover time ITBA - July 2007

CHANGEOVER IMPROVEMENT PRACTICE The ‘post-it note’ method ITBA - July 2007

CHANGEOVER IMPROVEMENT PRACTICE Seeking retrospective improvement: Preconceptions ? Objective: Faster Changeovers (Set-Up Reduction) Objective 2: Higher Quality Changeovers ITBA - July 2007

Objective: Faster Changeovers CURRENT CHANGEOVER PRACTICE Seeking retrospective improvement: Preconceptions ? Kaizen ‘SMED’ Objective: Faster Changeovers (Set-Up Reduction) >50% Improvement Low cost ITBA - July 2007

CHANGEOVER IMPROVEMENT PRACTICE Organisational improvement bias ITBA - July 2007

CHANGEOVER IMPROVEMENT PRACTICE Organisational improvement bias After Before ITBA - July 2007

CHANGEOVER IMPROVEMENT PRACTICE Organisational improvement bias – Standard Operating Procedure ITBA - July 2007

REVIEWING IMPROVEMENT PRACTICE Organisation-design spectrum Is adequate guidance and emphasis provided towards this end of the spectrum ? Range for the majority of programmes ? 100 % 100 % ORGANISATION DESIGN ITBA - July 2007

Part II Embracing design opportunities

GLOBAL OPPORTUNITIES The ‘4Ps’ ITBA - July 2007

GLOBAL OPPORTUNITIES The ‘4Ps’: Organisation and Design ITBA - July 2007

Changeover time (39 bottle supports) = 60 minutes CHANGEOVER IMPROVEMENT PRACTICE Design improvement bias Changeover time (39 bottle supports) = 60 minutes ITBA - July 2007

CHANGEOVER IMPROVEMENT PRACTICE Design improvement bias ITBA - July 2007

Changeover time (39 bottle supports) = 39 minutes CHANGEOVER IMPROVEMENT PRACTICE Design improvement bias Changeover time (39 bottle supports) = 39 minutes ITBA - July 2007

CHANGEOVER IMPROVEMENT PRACTICE Design improvement bias ITBA - July 2007

Changeover time (39 bottle supports) = 6 minutes CHANGEOVER IMPROVEMENT PRACTICE Design improvement bias Changeover time (39 bottle supports) = 6 minutes .. and much more precise + much cheaper to make ITBA - July 2007

CHANGEOVER IMPROVEMENT PRACTICE Case study conclusions Solution unlikely via SMED ITBA - July 2007

CHANGEOVER IMPROVEMENT PRACTICE Organisation-design spectrum: alternative opportunity conception 100 % ORG. 100 % DES. “Do existing things better” “Do better things” “Prepare better” “Do fewer, simpler things” ITBA - July 2007

Implementation difficulty CHANGEOVER IMPROVEMENT PRACTICE Organisation-design spectrum: attributes 2 100 % ORG. 100 % DES. ? Achievable gains Sustainability Skill Cost Implementation difficulty Implementation time Changeover quality Impact on run-up ? ITBA - July 2007

SOME DESIGN RULES Quick release fasteners No tools Retrospective improvement: “doing better things” (design-biased technique guidance) Quick release fasteners No tools Foolproof (no skill) Part count reduction Better access Modularisation Reduction in variety (variability) Reduction in effort Precision fixed locations Pre-setting devices Clamping/securing devices Standardisation Adjustment scales + minimise adjustment Lightweight Movement/handling aids Universality ITBA - July 2007

CHANGEOVER IMPROVEMENT ‘Universality’: an example ITBA - July 2007

£ … € … CHANGEOVER IMPROVEMENT $ … ¥ … Beverage can example ? £ … € … $ … ¥ … ITBA - July 2007

DOUBLE ACTING CUPPING PRESS - CASE STUDY Pre-improvement time: 48 hours (Claimed) Post improvement time: 2 hours ITBA - July 2007

DOUBLE ACTING CUPPING PRESS - CASE STUDY Pre-improvement Rear of the press ITBA - July 2007

DOUBLE ACTING CUPPING PRESS - CASE STUDY Pre-improvement Coil feed assembly ITBA - July 2007

DOUBLE ACTING CUPPING PRESS - CASE STUDY Pre-improvement Hard labour ITBA - July 2007

DOUBLE ACTING CUPPING PRESS - CASE STUDY Pre-improvement More hard labour ITBA - July 2007

DOUBLE ACTING CUPPING PRESS - CASE STUDY Pre-improvement Handling / Manipulation ITBA - July 2007

DOUBLE ACTING CUPPING PRESS - CASE STUDY Post-improvement New hardware ITBA - July 2007

DOUBLE ACTING CUPPING PRESS - CASE STUDY Post-improvement Hydraulic lifters / runners ITBA - July 2007

DOUBLE ACTING CUPPING PRESS - CASE STUDY Post-improvement New hardware ITBA - July 2007

GETTING IT RIGHT SOURCE: HIROTEC, www.hirotec.co.jp Hirotec Corporation, Hiroshima SOURCE: HIROTEC, www.hirotec.co.jp

GETTING IT RIGHT SOURCE: HIROTEC, www.hirotec.co.jp Hirotec Corporation, Hiroshima – best in the world SOURCE: HIROTEC, www.hirotec.co.jp

Part III Changeover Game

CHANGEOVER GAME 3 Teams competing against one another Marked out of 10 for Changeover Time Marked out of 10 for Changeover Quality -------------------------------------------- What problems ? What organisational improvement opportunities ? What design improvement opportunities ? What time can you get it down to ?? ITBA - July 2007

Part IV Other important issues

BEYOND SMED ? Discussed so far … Financial benefit Appropriate design focus (retrospective and OEM) Changeover time and changeover quality Run-up as part of changeover (use of SMED ?) -------------------------------------------- Briefly, still to discuss … Changeover and maintenance Sustaining changeover gains A ‘post-SMED’ overall approach ? ITBA - July 2007

MAINTENANCE 1 In one respect changeover is … The removal/replacement/adjustment of alternative part(s). -------------------------------------------- In one respect maintenance is … The removal/replacement/adjustment of the same part(s). Good changeover practice substantially equates to good maintenance practice ITBA - July 2007

MAINTENANCE 2 All items involved in the changeover must be of requisite quality … Consumables Exchange machine components Fixed machine components Incoming product ITBA - July 2007

MAINTENANCE 2 All items involved in the changeover must be of requisite quality … ITBA - July 2007

MAINTENANCE 2 All items involved in the changeover must be of requisite quality … ITBA - July 2007

SUSTAINABILITY Changeover gains are not necessarily easily sustained … 6 Changeover Time (Hours) ? 4 2 Original changeover Time (1989) Best changeover Time (1991) Later changeover Time (1994) ITBA - July 2007

SUSTAINABILITY Changeover gains are not necessarily easily sustained … 6 Changeover Time (Hours) 4 2 Original changeover Time (1989) Best changeover Time (1991) Later changeover Time (1994) ITBA - July 2007

SUSTAINABILITY Changeover gains are not necessarily easily sustained … 6 Changeover Time (Hours) 4 Need to put correct emphasis on design: 2 “Do fewer, simpler things” Original changeover Time (1989) Best changeover Time (1991) Later changeover Time (1994) ITBA - July 2007

THE RATIONALE 1 An illustration of a demanding marketplace … Year 2000 The cigarette company An illustration of a demanding marketplace … Year 2000 - 47 billion cigarettes per annum – 2 brands Year 2004 - 24 billion cigarettes per annum > 100 brands Factory prognosis: Not good Outcome: Factory closes 2007 ITBA - July 2007

IMPROVEMENT TOOLS ? The SMED methodology Some in-house design rules Some very general published design rules Embryonic DfC methodology (University of Bath) Cost/benefit analysis ? Contrast with DFMA ITBA - July 2007

COMPLEXITY ? “Changeover is typically interwoven with aspects of technical, personnel and behavioral issues (both in the immediate confines of the tasks being undertaken, and beyond).” How, therefore, is classification of changeover events to be undertaken, in turn potentially guiding where improvement may be sought ? Are current improvement tools sufficiently capable, or rather are they too blunt ? ITBA - July 2007

GLOBAL OPPORTUNITIES ‘4Ps’ + Organisation/Design ITBA - July 2007

Realm of Improvement Techniques GLOBAL OPPORTUNITIES Realm of Improvement Techniques Problem: complex activity Requirement: simple, accessible improvement guidance, which embraces all opportunities ITBA - July 2007

Realm of Improvement Techniques GLOBAL OPPORTUNITIES - CONCEPTUAL Alter when tasks occur … Alter what tasks occur … SMED Realm of Improvement Techniques ITBA - July 2007

Realm of Improvement Techniques GLOBAL OPPORTUNITIES - CONCEPTUAL Alter when tasks occur … Alter what tasks occur … Realm of Improvement Techniques Externalise tasks ? Tasks in parallel ? Simplify tasks ? Eliminate tasks ? Total elapsed changeover time ITBA - July 2007

Realm of Improvement Techniques GLOBAL OPPORTUNITIES - CONCEPTUAL Alter when tasks occur … Alter what tasks occur … Reduce task complexity … Reduce variability … (a sub-set of complexity) Realm of Improvement Techniques ITBA - July 2007

Realm of all available Improvement Techniques GLOBAL OPPORTUNITIES 1 Two fundamental improvement mechanisms – expanded into a useable tool ? Reduce Complexity Alter when tasks occur Reduce Variability Realm of all available Improvement Techniques ITBA - July 2007

Realm of all available Improvement Techniques GLOBAL OPPORTUNITIES 2 Two fundamental improvement mechanisms – expanded into a useable tool ? 1. Reduce Complexity (reduce activity count index) 2. Reduce Complexity (reduce activity difficulty index) 3. Optimize Task Sequence (optimise tasks to resources) 4. Optimize Task Sequence (optimise resources to tasks) 5. Reduce Variability (standardize work practices) 6. Reduce Variability (standardize physical entities) Reduce Complexity Alter when tasks occur Reduce Variability Realm of all available Improvement Techniques ITBA - July 2007

GLOBAL OPPORTUNITIES 2 Reduce Complexity (reduce activity count) Two fundamental improvement mechanisms – expanded into a useable tool ? Reduce Complexity (reduce activity count) 2. Reduce Complexity (reduce activity difficulty) 3. Optimize Task Sequence (optimise tasks to resources) 4. Optimize Task Sequence (optimise resources to tasks) 5. Reduce Variability (standardize work practices) 6. Reduce Variability (standardize physical entities) Reduce Complexity Alter when tasks occur Reduce Variability ITBA - July 2007

GLOBAL OPPORTUNITIES 2 Reduce Complexity (reduce activity count) Two fundamental improvement mechanisms – expanded into a useable tool ? Reduce Complexity (reduce activity count) 2. Reduce Complexity (reduce activity difficulty) 3. Optimize Task Sequence (optimise tasks to resources) 4. Optimize Task Sequence (optimise resources to tasks) 5. Reduce Variability (standardize work practices) 6. Reduce Variability (standardize physical entities) Reduce Complexity Alter when tasks occur Reflect on opportunity merit via the use of indices Reduce Variability ITBA - July 2007

Thank you for your attention