changeover plan & tools hancor changeover team notes for discussion december 2, 2004
DESCRIPTION
One more Time – We Agree to: o Standardize In-process checklists and reporting forms. o Plan specific Staging requirements for each plant – basic framework and their specific plan o Use Reporting format for changeovers (proposed new document attached) o Implement 2005 improvement strategy. o Follow this plan so that the process can be standardized “We cannot make significant improvement to a “flexible and undisciplined” process!!!”TRANSCRIPT
Changeover Plan & Tools
Hancor Changeover TeamNotes for DiscussionDecember 2, 2004
Meeting Overviewo Desired Outcomes from meeting
o Finalize the 3020 Changeover Documentation and agree to the process
o One more check to insure that any steps which can be moved out of the “Total Changeover/Downtime” area have been moved into either staging or Post Changeover
o Agree to in-process checklists and reporting forms.o Agree to transition checklist to determine when we actually move
from one stage in the process to the next.o Agree on staging requirements for each plant – basic framework
and their specific plan (to be done with 1st focus plant)o Discuss and Agree to the reporting format for changeovers
(proposed new document attached)o Discuss and Agree to specific 2005 improvement strategy.
o How to select focus plantso Basic time table and goals for this processo Agenda for “focus plants” – what will that mean.o Include a CO Team Conference call between focus plant group and
others who cannot attend.o Prep key thoughts for review with Plant leaders on December
12 – and key plant communications process.o Agree and commit to following this plan so that the process
can be standardized – we cannot make significant improvement to a “flexible and undisciplined” process.
One more Time – We Agree to:
o Standardize In-process checklists and reporting forms.
o Plan specific Staging requirements for each plant – basic framework and their specific plan
o Use Reporting format for changeovers (proposed new document attached)
o Implement 2005 improvement strategy. o Follow this plan so that the process can
be standardized“We cannot make significant
improvement to a “flexible and undisciplined” process!!!”
Communication Plant Leaderso Explain our Strategy
o Have a standardized processo Work on Focus Plants – next 3 monthso Expect significant improvement and communication of learnings
o What we want to convey…o We have a need to make a significant reduction in CO time – to do that we
must get “control” over themo Standardization of Process
o Review of CO outlines (photos)o Core group of “Changeover” people who own the process
o Standardization of Reportingo This may cause some “questions” – we expect to see some initial increase in CO timeo Everything get’s tracked (NSP’s are out for CO’s)o What about “comparing plant to plant” – our focus is on “comparing improvement to your self”o Current Measure of CO’s is wrong thing – need to track trends on a plant by plant basis – and as
an organization.o Review of forms
o Key Issueso 24 hour On-site time for tooling before changeover and after changeover (Scheduling
involvement) for tooling prep – and for proper maintenance. o Maintenance labor expense to be charged to shipping branch if tooling is not in “run-
able” condition.o Staging Completed before physical change begins.o Help on getting Tooling “under cover” or “inside”o New Level of Discipline to Process – may be very uncomfortable.
o Need their support for time/manpowero Schedule this group to work together on some of the focus plant changeoverso Schedule time for each regional CO champion to visit and work with other plants in
region.o Insure effective Post Changeover Review time.
What will we do when we go home???
o Meet with Plant Leadership Groupo Review informationo Ask for time to participate in Focus plant
meetingso Get a “back-up” for other assignments so we
can focus on this area.o Solicit support and “Agreement” to
improvemento Present information to others at planto Get operators together and discusso Convey a positive message that:
o We have improved and are really tryingo We can Still improve changeovers 50% without
capital expenditures. We have to believe!!!
Operating Timeline
Current ProductRun Total Changeover / Downtime Next Product
Run
Changeover Overview
Changeover TimelineCheckPoint 4
CheckPoint 3
CheckPoint 2
CheckPoint 1
Staging StartingPhysical Change Qualifying Post C/O
CheckPoint 5
o “Staging” occurs while the current Product is being produced. This time is not part of Total Changeover time.
o “Post Change over” activities also do not affect downtime since the qualified new pipe is running.
o One key goal is to move any activities, which can be done “before” the changeover to “Staging”, and to move any activities, which can be done after the changeover to Post Changeover.
Changeover TimelineCheckPoint 4
CheckPoint 3
CheckPoint 2
CheckPoint 1
Staging StartingPhysical Change Qualifying Post C/O
CheckPoint 5
First Level Improvement
Move Everything possible from PhysicalChange/Starting and Qualifying into Staging Or into Post Change Over
o Switching – The Mechanical portion of the changeover.
o Starting –The energizing and initiating of the production process
o Qualifying – The time it takes to produce “qualified” pipe, which can be shipped to a customer. This qualifying time is extremely important since it includes not only downtime – but also product “waste” which is a costly proposition to any plant.
Changeover TimelineCheckPoint 4
CheckPoint 3
CheckPoint 2
StartingPhysical Change Qualifying
o In preparing this outline – we will be identifying activities and results which should occur in each of these phases of the changeover.
o You will note that we have included four (4) Check Points into the equation. The checkpoints will provide a specific guideline you may use to determine if you are ready to move to the next phase of the changeover.
o We highly recommend that you follow the checkpoints, especially #1 since this is your opportunity to have everything staged and ready for a prompt and immediate change before you stop production.
Changeover TimelineCheckPoint 4
CheckPoint 3
CheckPoint 2
CheckPoint 1
Staging StartingPhysical Change Qualifying Post C/O
CheckPoint 5
Checkpoint 1o We are staged and ready to begin
when:o The plant specific, DETAILED Staging Layout
has been followed.o Where, wheno Accesswayso For all the following
o Toolingo Toolso Materialso Requires complete list of tools, tooling, materials
o ScoreBoard is posted with History and Goalso Pre Changeover meeting and Plan completeo Review of previous run historyo Pre-Changeover Checklist Completeo 3020 Pre-Tooling Checklist Complete
Sample Scoreboard
Forms
Historical Log – Info from last plant
o Staging all the necessary parts at the exact location where they will be installed.
o Planning area for the old parts to be staged or stored for removal following their disassembly.
o Having all tools ready and at their needed location.o Having components pre-assembled to the greatest degree possible.o Having lifting or positioning equipment in place and ready to use.o Having the people assigned, knowing their specific role and the
steps of the process.o Having all the necessary locks, tags, or other visual safety tools
ready for disabling the machinery.o Having any guards or equipment changes ready or partially
disassembled and ready for a quick exchange when the machinery is off.
o Having quick-couplers on changeable hoses or other connections where possible.
o Having automatic rail positioning systems in place or other fixed point change systems.
o Having visual instructions, settings, or other information readily available and posted at key points to facilitate correct placement during the changeover.
Changeover Timeline
Staging
o At the time the machinery is disabled and the actual switching of components or resetting of parameters is to be done – we need a specific process for making the change. This really involves:o What is the sequence of switch out –switch ino Who does what and wheno How – what is the correct, fastest and most effective
method for making the shift. o What tools are necessary and where are they
o Effective switching depends strongly on effective staging. This is where the actual gains are seen and results demonstrated.
Changeover TimelineCheckPoint 2
Physical Change
Checkpoint #2o We are
ready to startup when:o 3020 Pre
Start-up Checklist is complete
o This too is a process piece and requires the following be checkedo Check key set-up points for proper settingo Check power and prepare to initiateo Run test and insure process is working to
standardo Insure proper lubrication, settings,
alignment, guarding, and etc. prior and until standardization of process flow.
Changeover Timeline
Starting
Checkpoint #3o We are ready to produce pipe
when:o First Pipe Verification sample has
been taken
o This is a great opportunity. Often we start a line and then “Tweak” it until it runs pretty well. All this “Tweaking” time is part of the changeover. Our goal should be to know the equipment so well that all parts can be positioned, set, gauged, and calibrated for full operation first time, every time. Then we have truly optimized the startup.
o At Hancor – Qualifying time is time that we are producing pipe – but the pipe is not yet “customer quality.” This area makes it triple wasteful – 1. Wasting operating Time2. Wasting Product3. Having to regrind product and store for re-use.
Changeover Timeline
Qualifying
Checkpoint #4o We have good pipe when:
o Pipe has been “First Piece Verified” through our quality Process.
3020 Changeover Accountability
•The following form tracks the elements of the changeover required for system accountability.•Each plant should add measures, timelines, etc. that help them specifically in their improvement process.This information comes from Summary Spreadsheet.The CO Team Plans the Goals and projects Target Times.Actual Clock Times are Tracked and Actual Time Calculated.
Excel Spreadsheet and Summary
Input Sheet (input)Summary Sheet (automatic)
o This part is often overlooked. In our effort to “get things ready to ship,” we often take time to clean, adjust or stack equipment from the changeover that could be completed after the next product is completely running.
o These activities take time to do – and we simply need to take them out of the Critical Path of the changeover if possible.
o Debriefing the changeover and projecting improvements for the next time create real continuous improvement.
Changeover Timeline
Post C/O
Checkpoint #5o Outcomes from Post CO Review:
o Historical Log Complete and set to plant receiving molds
o Changeover Report is Complete and data entered into Reporting spreadsheet
o Post Changeover meeting has reviewed:oHow we didoWhat can we improveoWhat will we do differentlyoAssignments and Dates
Historical Log – Info to next plant