1. Quick Changeover Techniques
Quick Changeover. Context, then theory…… in preparation for practical exercise tomorrow.
Quick Changeover Techniques

2. Quick Changeover Techniques
Slide 45
Implementing Quick Changeover Technology
Introduce the concept of quick changeover.
Use the Formula 1 example, ask the group how long it takes to change a tyre. The answer is less than 7 seconds. Use slide 45 to illustrate the three main ways in which this is achieved; teamwork, preparation (separation of internal and external changeover) and specialised equipment (e.g. pneumatic wrench, single one turn bolt used for attachment)
Quick changeover becomes a topic if the changeover loss is significant in the API calculation.
Team project:
Calculate the potential loss in revenue based on an estimate of the time lost due to changeovers.
With long changeover or set-up times the challenge is to reduce these times so that we can produce what is required, when it is required.

3. Challenge to improve Set-up time
Long Set-up Times
Slide 46
Long Set-up Times
Comparison between the traditional and world-class approach to changeover.
Describe the approaches and ask the team if they fall in the left or right hand box.
Traditional Company
Accept Set-up time
World Class Company
Challenge to improve Set-up time
The world class approach is to challenge and reduce long set-up times, so we can produce what is required when it is required.
The traditional approach is to live with long set-up times, the tradeoff is often excess inventory caused by long runs.

4. Definition of Changeover Time
Slide 47
Definition of Changeover Time
Definition of what is meant by changeover time. Note, it includes stabilising the process so that production is of the required quality and production is at full speed.
The time taken between the last product produced from a previous run to the running of another quality product at full speed.

5. What are the things that happen ?
Standard Set-up Activities
Slide 49
Standard Set-up Activities
Although all changeovers are different, they can all be divided into the standard activities illustrated in this slide.
Talk through the standard activities with specific reference to practical examples in the workplace.
Think of a change over.
What are the things that happen ?
1. Preparation, Cleaning, Paperwork.
2. Attachment and Removal of Parts.
3. Centering, Dimensioning and Setting Conditions.
Trial Processing and Adjustment.

6. Time Spent on Standard Setup Activities
Slide 50
Time Spend on Standard Setup Activities
This slide shows the average time spent on setup for the standard activities. Introduce the concept of internal and external changeover, i.e. activities 1, 3 and 4 could be eliminated from internal changeover.
This would reduce the changeover time to 5% of what it was.
1. Preparation and function checks 30%
2. Attachment and removal of parts 5%
3. Centering, dimensioning and setting condition 15%
4. Trial processing and adjustments 50%
Many activities done after production has stopped could have been done as preparation before stopping the previous production run.

7. Think of Quick Changeover - Formula 1 Racing
Slide 48
Quick Changeover – Formula 1 Racing
Example of a quick changeover. Show a video of an actual formula 1 changeover, have the team identify how it is achieved, i.e. teamwork, preparation and specialised equipment. Also note the separation between internal and external changeover.
What else is required?
Teamwork
Preparation
Specialised
Equipment

8. Fundamental Concept
Slide 51
Fundamental Concept
Introduce the concept of internal and external changeover, use the Formula 1 example e.g. preparation before car is called in, tyres are warmed, team members are all correctly stationed, all tools are ready and at hand.
To achieve QCT it is important to differentiate between what can be done before stopping production what has to be done once production has stopped, that is differentiate between Internal and External Changeover.
Internal Changeover:
Activities that must be done while the machine is shut down
External Changeover:
Activities that can take place while the machine is operating

9. Examples of Activities
Internal
Exchange machine parts
Exchange products
Cleaning
Adjust settings
Running in .
External
Paperwork
Cleaning
Collection of parts, tools, materials, people .
5 Minutes. Buzz groups. Identify other examples.

10. Minimise the Internal Time
Important Principle of QCT
Slide 52
Important Principle of QCT
The principle of QCT is to minimise the internal time since internal time costs production.
Minimise the
Internal Time

11. The 5 Steps of QCT Minimise the Internal Time 1 1 2 1 3 1 4 1 5
Slide 53
5 Steps to Achieving QCT
Describe the 5 steps to achieving a quick changeover.
Step 1: Record changeover activities and define what is internal and what is external, the chart shown on page 57 is used for this purpose.
Step 2: Remove external elements. Usually changeover can be reduced by 50% by simply ensuring that all external elements are done externally.
START - Define Internal and External Elements 1
The 5 Steps of QCT
Run A
Internal
Ext
Change over
Run B
Changeover Time 1 2
Remove External Elements
Run B
Run A 1 3
Convert Internal to External
Run B
Run A 1 4
Streamline Internal Elements
Run B
Run A
Minimise the
Internal Time 1 5
Streamline External Elements
Run B
Run A
Reduced Changeover Time

12. Step 1: Define Internal Elements
Observe an actual changeover.
Record the actual steps in the changeover process.
Analyse the changeover.
Slide 55
Steps to Achieving QCT
Slides 55 and 56 can be used in place of slides 53 and 54.
Step 2: Remove external elements from the changeover time
Eliminate the external elements identified in step 1.
Step 3: Convert as many internal elements to external elements
Review the remaining internal elements and determine if they can be externalised.

13. Step 4: Streamline the remaining internal elements
Slide 56
5 Steps
Slides 55 and 56 can be used in place of slides 53 and 54.
56.
This bar chart is used to record the activities and time taken for an actual changeover.
Team project:
Observe an actual changeover and complete the bar chart for the changeover served.
Eliminate adjustments.
Use single turn attachments.
Use single motion devices.
Changeover team should not move their feet while performing a changeover.
Use parallel operations where possible.
Step 5: Streamline the external elements

14. Quick Changeover Techniques Bar Chart
Slide 57
Recording the changeover
Slides 55 and 56 can be used in place of slides 53 and 54.
This bar chart is used to record the activities and time taken for an actual changeover.
Team project:
Observe an actual changeover and complete the bar chart for the changeover served.
Quick Changeover Techniques Bar Chart
Step
No.
Step
Description
Step
Time (min)
Bar Chart (Time -min) 5 10 15 20 25 30 35 40 1 2 3 4 5 6 7 8 9 10 11 12
Total Time

15. Quick Changeover Techniques Analysis Sheet
Slide 58
Recording the Changeover
The QCT analysis sheet is used to apply the 5 steps in reducing changeover.
Team project:
Use the analysis sheet to analyse a changeover and determine ways to improve it.
Quick Changeover Techniques Analysis Sheet
Step
No.
Step
Description
Time
External/
Internal
Problem
Solution 1 2 3 4 5 6 7 8 9 10 11 12
Total Time

16. Case Study – Backsliding. Implementation of New Changeover Procedure:
Last year, a well known consumer goods company spent four months and $68,000 on C.I. and Quick Changeover re-engineering of their filling lines to enable operators to perform faster changeovers.
One year later, during review, the changeovers were taking more than double the predicted time, and very little of the predicted savings had been realized. So, what went wrong?
A statement by the best operator was recorded:-
" We wanted to do well, but we just reverted back to our old way of doing things".
The production manager was fascinated and researched this……….. 1

17. Case Study – Backsliding. Implementation of New Changeover Procedure:
He found that most people could be good at learning,
but they often need more help with unlearning.
Breaking habits.
He found one thing causing it.
Repetition - each time that a person carries out a task, they are strengthening the knowledge and motor skill links associated with that task, further strengthening those learning links…. Learning is a process of making links (neural pathways) between brain cells (neurons) in the brain.
And when he studied further he found:-
Emotion. The things we do, we become attached to in our thinking and valuing, even if those things don’t serve us very well.
And another thing. It just happens in humans automatically.
It all happens outside of conscious awareness. 2

18. Case Study – Backsliding. Implementation of New Changeover Procedure:
Support during the process of unlearning and new learning is vital.
Looking forward, he wanted his operator saying
‘That’s the way we do things around here’
And he realised that there must be focus and support provided by leaders during the unlearning/learning process. 3

19. ‘Support during the process of unlearning and new learning is vital.’
Case Study – Backsliding. Implementation of New Changeover Procedure:
What are the ways to provide support during the learning transition period?
‘Support during the process of unlearning and new learning is vital.’
How do you do this?
5 Minutes.
Buzz groups.
Identify possibilities. 3

20. Implementing the 5 Steps for Quick Changeover
Slide 59
Implementing the 5 Steps for Quick Changeover
This slide shows a workplace that has implemented QCT. Draw attention to the following:
      The changeover is being timed
      Changeover performance is plotted and visually managed
      The 5 steps have been implemented

21. Sustaining the Gains Team members are trained and skilled.
Slide 60
Sustaining the Equipment Optimisation
This slide shows some simple ways to sustain the equipment optimisation/asset care drive.
Work through them with the team.
Team members are trained and skilled.
Change over objectives and actual results are displayed and tracked.
SOP’s and check sheets are displayed and used.
Support and resources are available to the team for improvement.
Celebrate success.

22. Manage complexity & flexibility through rapid change-overs

25. Summary

26. The 5 Steps of QCT Minimise the Internal Time 1 1 2 1 3 1 4 1 5
Slide 53
5 Steps to Achieving QCT
Describe the 5 steps to achieving a quick changeover.
Step 1: Record changeover activities and define what is internal and what is external, the chart shown on page 57 is used for this purpose.
Step 2: Remove external elements. Usually changeover can be reduced by 50% by simply ensuring that all external elements are done externally.
START - Define Internal and External Elements 1
The 5 Steps of QCT
Run A
Internal
Ext
Change over
Run B
Changeover Time 1 2
Remove External Elements
Run B
Run A 1 3
Convert Internal to External
Run B
Run A 1 4
Streamline Internal Elements
Run B
Run A
Minimise the
Internal Time 1 5
Streamline External Elements
Run B
Run A
Reduced Changeover Time

27. Quick Changeover Techniques Bar Chart
Slide 57
Recording the changeover
Slides 55 and 56 can be used in place of slides 53 and 54.
This bar chart is used to record the activities and time taken for an actual changeover.
Team project:
Observe an actual changeover and complete the bar chart for the changeover served.
Quick Changeover Techniques Bar Chart
Step
No.
Step
Description
Step
Time (min)
Bar Chart (Time -min) 5 10 15 20 25 30 35 40 1 2 3 4 5 6 7 8 9 10 11 12
Total Time

29. Sustaining the Gains Team members are trained and skilled.
Slide 60
Sustaining the Equipment Optimisation
This slide shows some simple ways to sustain the equipment optimisation/asset care drive.
Work through them with the team.
Team members are trained and skilled.
Change over objectives and actual results are displayed and tracked.
SOP’s and check sheets are displayed and used.
Support and resources are available to the team for improvement.
Celebrate success.

30. …And QCT will be necessary not only for your success
…But also your sanity.