changeover improvement: smed and beyond … dr richard mcintosh

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

Copyright Suiko-WCS International

An automotive example

ITBA - July 2007

Another automotive example


CHANGEOVER IMPROVEMENTIndustrial

ITBA - July 2007

CHANGEOVER IMPROVEMENTPurpose

ITBA - July 2007

Why seek better changeovers ?

£ … € …

$ … ¥ …


ITBA - July 2007

Retrospective improvement team

Opportunities

Original equipment manufacturer

ITBA - July 2007

TIME

OUTPUT

(Run down period)

Set up period

Run up period

CHANGEOVER DEFINITION

CHANGEOVER INCLUDING RUN-UPRun-up

0

200

400

600

800

1000

1200

1400Daily Production(‘000s)

Days after Changeover

Target(750,000 units/day)

0 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

ITBA - July 2007

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.”

CHANGEOVER IMPROVEMENT PRACTICEShingo book: “A revolution in manufacturing”

ITBA - July 2007

Productivity Press

ISBN 0-915299-03-8

‘SMED’

• Stage 0 - Internal and External not distinguished

• Stage 1 - Separate Internal and External

• Stage 2 - Convert Internal to External

• Stage 3 - Streamline

ConceptualStages

Dominant ‘SMED’ methodology

ITBA - July 2007

REVIEWING IMPROVEMENT PRACTICE

Dominant ‘SMED’ methodology

ITBA - July 2007


SMED concept or stage Assigned technique

Stage 1:Separate internal and external setup

Using a checklistPerforming function checksImproving die transportation

Stage 2:Convert internal to external set-up

Preparing operating conditions in advanceFunction standardisationUsing intermediary jigs

Stage 3:Streamline all aspects of the set-up operation

Improving storage and transportation of dies, etc.Implementing parallel operationsUsing functional clampsEliminating adjustmentsLeast common multiple systemMechanisation

A brief thought …

The use of the SMED methodology to address run-up losses ?

0.00 5.00 10.00 15.00 20.00 25.00 30.00 35.00 40.00 45.00 50.00 55.00 60.00 65.00 70.00 75.00 80.00 85.00 90.00

Clearing material of old job

Changing jigs (large jigs need two operators)

Loading jigs ready to set + get Material

Change Discs

Untighten Allen Screw on binary decoder

Looking for tools

Finding tools

Changing Electrode

Setting Weld Heat level

Water Off/ Water On

Check on Teach box if program is stopped

Sending Jigs in

Adjusting Decoders

Check Electrode Height Jig 1

Adjusting Weld heat settings Jig 1

Adjusting Electrodes alignment

Check Welds on Panel



Called away to sorting out problem with other m/c

Reload Jigs

Getting Material

Fasten screws on back side of decoder

Check bolts on electrodes

Putting Teach box away

start running machine

Getting Material

Unloading jig

Reload Jigs

Fasten screws on jig

Act

ivit

ies

time units

start of run-up

CHANGEOVER IMPROVEMENT PRACTICEThe need to measure performance and isolate individual tasks

ITBA - July 2007

Total elapsed changeover time

CHANGEOVER IMPROVEMENT PRACTICEThe ‘post-it note’ method

ITBA - July 2007

Objective: Faster Changeovers(Set-Up Reduction)

Objective 2: Higher Quality Changeovers

CHANGEOVER IMPROVEMENT PRACTICESeeking retrospective improvement: Preconceptions ?

ITBA - July 2007

‘SMED’Kaizen

Low cost>50%

Improvement

CURRENT CHANGEOVER PRACTICESeeking retrospective improvement: Preconceptions ?

ITBA - July 2007

Objective: Faster Changeovers(Set-Up Reduction)

CHANGEOVER IMPROVEMENT PRACTICEOrganisational improvement bias

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CHANGEOVER IMPROVEMENT PRACTICEOrganisational improvement bias

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Before

After

CHANGEOVER IMPROVEMENT PRACTICEOrganisational improvement bias – Standard Operating Procedure

ITBA - July 2007

Organisation-design spectrum

ORGANISATION DESIGN

Range for themajority of

programmes ?

100 % 100 %

ITBA - July 2007

Is adequate guidance and

emphasis provided towards this end of

the spectrum ?


Part II

Embracing design opportunities

GLOBAL OPPORTUNITIES

ITBA - July 2007

People Practice

ProcessProducts

Change Elements

ChangeoverActivities

The ‘4Ps’

Design

People Practice

ProcessProducts

Change Elements


Organisation


ITBA - July 2007

The ‘4Ps’: Organisation and Design

Design improvement bias

CHANGEOVER IMPROVEMENT PRACTICE

ITBA - July 2007

Changeover time (39 bottle supports) = 60 minutes



ITBA - July 2007



ITBA - July 2007

Changeover time (39 bottle supports) = 39 minutes



ITBA - July 2007



ITBA - July 2007

Changeover time (39 bottle supports) = 6 minutes.. and much more precise + much cheaper to make

CHANGEOVER IMPROVEMENT PRACTICECase study conclusions

ITBA - July 2007

• Solution unlikely via SMED

Organisation-design spectrum: alternative opportunity conception

100 % ORG. 100 % DES.

“Do existing things better”

“Do better things”

ITBA - July 2007


“Do fewer, simpler things”

“Prepare better”

Organisation-design spectrum: attributes 2

100 % ORG. 100 % DES.

Achievable gainsSustainability

SkillCost

Implementation difficultyImplementation timeChangeover qualityImpact on run-up

????????

????????

ITBA - July 2007


ITBA - July 2007

• Quick release fasteners

• No tools

• Foolproof (no skill)

• Part count reduction

• Better access

• Modularisation

Retrospective improvement: “doing better things” (design-biased technique guidance)

SOME DESIGN RULES

• 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

‘Universality’: an example

CHANGEOVER IMPROVEMENTBeverage can example ?

ITBA - July 2007

£ … € …

$ … ¥ …

ITBA - July 2007

DOUBLE ACTING CUPPING PRESS - CASE STUDY

Pre-improvement time: 48 hours

(Claimed) Post improvement time: 2 hours

ITBA - July 2007

Rear of the press

Pre-improvement


ITBA - July 2007

Coil feed assembly

Pre-improvement


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Pre-improvement

Hard labour


ITBA - July 2007

Pre-improvement

More hard labour


ITBA - July 2007

Pre-improvement

Handling / Manipulation


ITBA - July 2007

Post-improvement

New hardware


ITBA - July 2007

Post-improvement

Hydraulic lifters / runners


ITBA - July 2007

Post-improvement

New hardware


GETTING IT RIGHTHirotec Corporation, Hiroshima

SOURCE: HIROTEC, www.hirotec.co.jp

GETTING IT RIGHTHirotec Corporation, Hiroshima – best in the world

SOURCE: HIROTEC, www.hirotec.co.jp

Part III

Changeover Game

ITBA - July 2007

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 ??

Part IV

Other important issues

ITBA - July 2007

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 substantiallyequates 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

SUSTAINABILITY

Changeover gains are not necessarily easily sustained …

0

6

4

2

Original changeover

Time

(1989)

Bestchangeover

Time

(1991)

Later changeover

Time

(1994)

ChangeoverTime(Hours)

?

ITBA - July 2007

SUSTAINABILITY


0

6

4

2

Original changeover

Time

(1989)

Bestchangeover

Time

(1991)

Later changeover

Time

(1994)


ITBA - July 2007

SUSTAINABILITY


0

6

4

2

Original changeover

Time

(1989)

Bestchangeover

Time

(1991)

Later changeover

Time

(1994)


“Do fewer, simpler things”

Need to put correct emphasis on design:

THE RATIONALE 1The cigarette company

ITBA - July 2007

An illustration of a demanding marketplace …

• Year 2000

- 47 billion cigarettes per annum – 2 brands

Outcome:Factory closes 2007

Factory prognosis:Not good

• Year 2004

- 24 billion cigarettes per annum > 100 brands

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

‘4Ps’ + Organisation/Design

Design

People Practice

ProcessProducts

Change Elements


Organisation


ITBA - July 2007

Design

People Practice

ProcessProducts

Change Elements


Organisation

Realm of Improvement TechniquesProblem: complex activity

Requirement: simple, accessible improvement guidance, which embraces all opportunities

GLOBAL OPPORTUNITIES - CONCEPTUAL

ITBA - July 2007

Alter when tasks occur …

Alter what tasks occur …

SMEDDesign

People Practice

ProcessProducts

Change Elements


Organisation

Realm of Improvement Techniques

0.00 5.00 10.00 15.00 20.00 25.00 30.00 35.00 40.00 45.00 50.00 55.00 60.00 65.00 70.00 75.00 80.00 85.00 90.00

Clearing material of old job

Changing jigs (large jigs need two operators)

Loading jigs ready to set + get Material

Change Discs

Untighten Allen Screw on binary decoder

Looking for tools

Finding tools

Changing Electrode

Setting Weld Heat level

Water Off/ Water On

Check on Teach box if program is stopped

Sending Jigs in

Adjusting Decoders

Check Electrode Height Jig 1


Adjusting Electrodes alignment




Called away to sorting out problem with other m/c

Reload Jigs

Getting Material

Fasten screws on back side of decoder

Check bolts on electrodes

Putting Teach box away

start running machine

Getting Material

Unloading jig

Reload Jigs

Fasten screws on jig

Act

ivit

ies

time units

start of run-up

Total elapsed changeover time


ITBA - July 2007



Externalise tasks ?

Tasks in parallel ?

Simplify tasks ?

Eliminate tasks ?

Design

People Practice

ProcessProducts

Change Elements


Organisation



ITBA - July 2007



Reduce task complexity …

Reduce variability …(a sub-set of complexity)

Design

People Practice

ProcessProducts

Change Elements


Organisation


GLOBAL OPPORTUNITIES 1

ITBA - July 2007

Two fundamental improvement mechanisms – expanded into a useable tool ?

Reduce Complexit

y

Reduce Variabilit

y

Alter when tasks occur

Realm of all available

Improvement Techniques

Design

People Practice

ProcessProducts

Change Elements


Organisation


ITBA - July 2007


Reduce Complexit

y

Reduce Variabilit

y


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)

Realm of all available

Improvement Techniques


ITBA - July 2007


Reduce Complexit

y

Reduce Variabilit

y


1. Reduce Complexity (reduce activity count)

2. Reduce Complexity (reduce activity difficulty)






ITBA - July 2007


Reduce Complexit

y

Reduce Variabilit

y


1. Reduce Complexity (reduce activity count)

2. Reduce Complexity (reduce activity difficulty)





Reflect on opportunity merit via the use of indices

Thank you for your attention

changeover improvement: smed and beyond … dr richard mcintosh

Documents

changeover improvement

design slide

smed slide

period slide

better slide

minutes slide

changeover target

industrial itba