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Quick Changeover Basics
This material is provided by Industrial Solutions, Inc. and is intended for internal use only. Any reproduction or re-use outside of the purposes described must be
authorized by Industrial Solutions, Inc
Industrial Solutions, Inc., 2010
Definition of Changeover Time
• The time between
the last good
piece off the
current run and
the first good
piece off the next
run.
Traditional Changeover
Before improvements, basic setup tasks and related time breakdowns:
Percent of time of changeover
50%
15%
30%
5%
Preparation, after-process adjustment, checking, storing, and moving materials, parts, and tools
Removing and mounting parts and tools
Machine measurements, settings, and calibrations
Trial runs and adjustments
The Best Changeover is
No Changeover
Traditional Changeover and the Wastes of Lean
Traditional Changeover TasksPreparation
andAdjustments
Removingand
Mounting
Measurements, Settings,
Calibrations
Trial Runsand
Adjustments
Overproduction
Waiting
Transportation
Processing
Inventory
Defects
Motion
People
Eig
ht
Was
tes
Changeover Improvement Process
Analyze
Implement
Standardize
Lean Basics
Document
Traditional Changeover
Day 1 Day 2 Day 3 Day 4 Day 5
Hours
Traditional Changeover2-Hour Changeover (CO)
Day 1 Day 2 Day 3 Day 4 Day 5
Hours
2 hours
Weekly CO time: 10 hours
Run time: 30 hours
Available time: 0 hours
2 hours2 hours2 hours2 hours
EDCBA
Quick Changeover
3-Minute Changeover
Day 1 Day 2 Day 3 Day 4 Day 5
Hours
Quick Changeover
3-Minute Changeover
Day 1 Day 2 Day 3 Day 4 Day 5
Hours
E
Weekly CO time: 75 minutes
Run time: 30 hours
Available time: 8.75 hours
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What Does Quick Changeover Involve?
• Planning
• Practice
• Innovation
• Standardization
• Continuous Improvement
Impact of Quick Changeover
Key Benefit
s
Increased Accuracy,Improved Quality
Decreased Costs,Increased Capacity
Reduced Lead Time
Flexible Responseto Customer Needs
Improved On-Time Delivery
Document the Current Changeover
• Document all the tasks or elements that make up the current changeover
• Capture and visually organize data about the changeover
• Identify changeover improvement priorities
Analyze
Implement
Standardize
Lean BasicsSMED
Document
How Do We Improve
• A systematic approach is needed
• Single Minute Exchange of Die (SMED)
• Developed in the 1950’s in Japan
• The goal is to get every changeover under 10 minutes (single digit)
• You can not get there in one step or one event
The SMED Approach
• Identify internal vs. external changeover tasks
• Analyze each task’s real purpose and function
• Focus on no/low cost solutions
• Aim to eliminate changeover time
Three Stages of SMED• Separate Internal and
External Setup
• Convert Internal Setup to External Setup
• Streamline Internal and External Elements
Setup Reduction
SMED: Separate Internal and External Setup
• Develop and implement changeover checklists.
• Perform function checks on parts and tools.
• Reduce transportation of tools, parts, and materials.
• Separate Internal and External Setup
• Convert Internal Setup to External Setup
• Streamline Internal and External Elements
Setup Reduction
SMED: Separate Internal and External Setup
• Develop specific checklists for every piece of equipment and major process.
- What is needed?- Where is it needed?- Who needs to do what?- How long should it take?- What are the proper operating conditions?- What are the correct settings for the next operation?
• Keep checklists up-to-date and visible to all.
• Use checklists consistently prior to every changeover.
Develop and Implement Changeover Checklists
SMED: Separate Internal and External Setup
• Are all of the changeover materials in good working order?
- Tools- Parts- Jigs- Fixtures
• Have all materials been checked far enough in advance to allow time for repairs?
Perform Function Checks on Parts and Tools
SMED: Separate Internal and External Setup
• Reduce non-value added movement of changeover parts, tools, and materials
• Transport changeover materials before the machine shuts down
• Focus on no/low cost solutions
Reduce Transportation of Tools, Parts, and Materials
No/Low Cost Solution: Reduce Transportation
• Prepare operating conditions in advance
• Standardize functions
• Use intermediary jigs
• Separate Internal and External Setup
• Convert Internal Setup to External Setup
• Streamline Internal and External Elements
Setup Reduction
SMED: Convert Internal Setup to External Setup
SMED: Convert Internal Setup to External Setup
• Preheat parts and tools to required temperature before they are needed
• Achieve correct pressure levels before start-up
• Position materials near point-of-use
Prepare Operating Conditions in Advance
SMED: Convert Internal Setup to External Setup
• Eliminate time-consuming adjustments
• Focus on functions such as dimensioning, securing, gripping, and centering
• Replace the fewest possible parts by changing the way we perform the function
Standardize Functions
No/Low Cost Solution: Standardize Functions
Die Plate Adjusts Shut Height
SMED: Convert Internal Setup to External Setup
• Design and build standard-sized, removable plates or frames
• Externally attach and adjust die/parts
• Eliminate internal adjustments to individual parts during changeover
Use Intermediary Jigs
SMED: Streamline Internal and External Elements
• Implement parallel operations
• Eliminate the need for adjustments
• Use functional clamps
• Mechanize functions
• Separate Internal and External Setup
• Convert Internal Setup to External Setup
• Streamline Internal and External Elements
Setup Reduction
SMED: Streamline Internal Elements
• Divide changeover tasks between two or more people.
• Maintain detailed changeover procedures.- Who’s doing what?
- Sequence of tasks
- Required time for each task
• Reduce wasted motion, avoid confusion, and ensure worker safety.
Implement Parallel Operations
SMED: Streamline Internal Elements
• Use visual marks to indicate correct settings
• Create “quick set” mechanisms to handle different functions
• Install fixed stops to indicate where a part should be positioned
Eliminate the Need for Adjustments
No/Low Cost Solution: Use of Numerical Scales
Numerical Scale
No/Low Cost Solution: Use of Positioning Pins
Positioning Pins
Positioning Pins
Setup Reduction Tools
• Cartridges
• Standard work (dance cards)
• Quick release handles
• Off line setups
• Water spider (pit crew)
• Setup documentation
• Improved machine reliability
SMED: Streamline Internal Elements
• One-turn methods
• One-motion methods
• Interlocking methods
Use Functional Clamps
No/Low Cost Solution: One-Turn Methods
Pear-Shaped Hole Method
Tighten Here
Attach and Remove
Here
No/Low Cost Solution: One-Turn Methods
Wing Nut Method
No/Low Cost Solution: One-Motion Methods
Cam Method
SMED: Streamline Internal Elements
• Use to fine tune, not significantly reduce, setups
• Consider only when changeover reaches the three-minute range
• Focus on no/low cost solutions
Mechanize Functions
SMED: Streamline External Elements
Maintain a Visual, Organized Workplace
• Separate Internal and External Setup
• Convert Internal Setup to External Setup
• Streamline Internal and External Elements
Setup Reduction
Three Stages of SMED• Separate Internal and
External Setup
• Convert Internal Setup to External Setup
• Streamline Internal and External Elements
Setup Reduction
• Distinguish between internal and external setup tasks.
• Identify and apply proven techniques to convert internal to external setup tasks.
• Develop streamlined processes for internal and external setup tasks.
• Create an improved changeover process.
Analyze
Implement
Standardize
Lean BasicsSMED
Document
Analyze Changeover Tasks and Identify Improvements
Analyze
Applying SMED
• Complete Setup Analysis Chart.
• Develop no/low cost solutions.
• Streamline, streamline, streamline!
• Create an improved changeover process.
Analyze Changeover TasksIdentify Improvements
Implement
• Implement Quick Changeover improvements
• Monitor and document results
Analyze
Implement
Standardize
Lean BasicsSMED
Document
Implement Improvements and Monitor Results
• Develop a plan to standardize improvements
Analyze
Implement
StandardizeLean Basics
SMED
Document
Standardize the Improvements
Standardize
Benefits of Quick Changeover
Key Benefit
s
Increased Accuracy,Improved Quality
Decreased Costs,Increased Capacity
Reduced LeadTime
Flexible Responseto Customer Needs
Improved On-Time Delivery