1. Changeover Improvement: SMED and beyond …
Dr Richard McIntosh

2. 5 Part Presentation - Review
- Embracing design opportunities
- Changeover game
- Other important issues
- A revised improvement approach

3. Part I Review

4. CHANGEOVER IMPROVEMENT
An automotive example
Copyright Suiko-WCS International

5. CHANGEOVER IMPROVEMENT
Another automotive example
ITBA - July 2007

6. CHANGEOVER IMPROVEMENT
Industrial
ITBA - July 2007

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

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

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

10. 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

11. 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

12. CHANGEOVER IMPROVEMENT PRACTICE
Shingo book: “A revolution in manufacturing”
Productivity Press
ISBN
ITBA - July 2007

13. 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

14. 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

15. 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

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

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

18. 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

19. CHANGEOVER IMPROVEMENT PRACTICE
Organisational improvement bias
ITBA - July 2007

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

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

22. 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 % %
ORGANISATION DESIGN
ITBA - July 2007

23. Part II Embracing design opportunities

24. GLOBAL OPPORTUNITIES
The ‘4Ps’
ITBA - July 2007

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

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

27. CHANGEOVER IMPROVEMENT PRACTICE
Design improvement bias
ITBA - July 2007

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

29. CHANGEOVER IMPROVEMENT PRACTICE
Design improvement bias
ITBA - July 2007

30. 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

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

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

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

34. 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

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

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

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

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

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

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

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

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

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

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

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

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

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

48. Part III Changeover Game

49. 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

50. Part IV Other important issues

51. 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

52. 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

53. 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

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

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

56. 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

57. 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

58. 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

59. 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

60. 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

61. 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

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

63. 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

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

65. 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

66. 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

67. 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

68. 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

69. 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

70. 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

71. Thank you for your attention